TALENT MANAGEMENT:DESIGNING& DEVELOPMENT

STRATEGY

Dr. Anissa Lestari Kadiyono, M.Psi, Psikolog

GO TO

Tradition HRM (operational stage)

Role: service provider (recruiting, selecting, training etc)

Current practices (usually)

Transition HRM

(critical shifts)

Structural

Operational

Behavioral

Transformation HRM to HCM TBHRM

(strategic stage)

Strategic areas

Strategic role

Growing of HRM Strategies

HRM TRADITION(OPERATIONAL STAGE)

Recruitment

and

Selection

Compensation

and

Benefits

Training

and

Development

Employee/

Labor

Relations

Etc.

HUMAN RESOURCE INFORMATION SYSTEM

Melalui Konsep Talent Based

Human Resources

Management (TBHRM) maka

fokus pengembangan manusia

bergeser dari

mengisi competency gap, menj

adi mengembangkan sisi

keunggulan

seseorang (bakat yang dibawa

sejak lahir) untuk mencapaitahap excellent people

HRM: OPERATIONAL STAGE

FOCUS OF THE PRACTICE FOCUS OF THE PRACTITIONER

• “Fire Fighting”

• Transactional & Short-term

perspective

• Compliance

• Efficiency & Cost Containment

• Quality of delivery of basic HR

services

• Building the HRM Infrastructure

• Policies

• Practices

• Procedures

• Promptness & efficacy of HR-

related problem-solving

• Administrative efficiency

• Management of HRM Systems

FROM TO MORE OF…

In summary, leveling up and transforming the Human Resource Management practicefrom an operational/ functional/ administrative mode to a strategic developmental mode,the following strategic shifts need to be effected over a reasonable period of time:

ORGANIZA-

TIONAL

STRUCTURE

• Key strategic areas & roles

• Key results-focused

• Strategies-driven

• Alignment with business

strategies; BSC

• Strategy Map & Strategy

Execution Roadmap

• Complete Jobs

(“Doughnut Cuts”)

STRATEGY

JOB DESIGN

STRUCTURAL

• Process silos

• Process-focused

• Activity-driven

• Non-alignment with Corporate

strategies

• Specialization (“Pizza Pie Cuts”)

HRM

TRANSITION (Critical Shifts)

BEHAVIORAL

PERSPECTIVE

TRAINING &

DEVELOP-

MENT

BEHAVIORAL

PERFORMANCE

MANAGEMENT

VALUES

MANAGEMENT

• Leadership

• Enabling/ Empowering

• Strategy-focused

• Natural work group-based

• Coaching and/or mentoring

• Experiential learning/On-the-job

• Strategy & business/functional

goals aligned (thru the use of

the BSC)

•Integration & Inculcation level

TO MORE OF…FROM

• Management

• Controlling

• Individual needs-based

• Forum learning-based

• Pedagogical learning process

• Stand alone system

• Awareness or knowledge level

HRM: TRANSFORMATIONAL STAGE

PRACTICE PRACTITIONER

STRATEGIC AREAS

• HR Flow

• HR Influence

• HRM Results

• HRM Impact

ROLES

• Business Partnering

• Employee Champion

• Internal Consultant

• Change Catalyst/ Manager

HRM: TRANSFORMATIONAL STAGE

KEY RESULT AREAS (KRA)

• Talent Management and Organizational Capabilities Build Up

• HRM Solutions and Effective Leadership

• HR Performance and Productivity; Managerial and Organizational Effectiveness

• Organization Development and Corporate Culture Management

Strategic HRM: Organizational Mandates and Model

KRA 1

TALENT MANAGEMENT &

ORGANIZATIONAL

CAPABILITY BUILD-UP

KRA 2

HR SOLUTIONS &

EFFECTIVE LEADERSHIP

KRA 3

HR PERFORMANCE and

PRODUCTIVITY &

ORGANIZATIONAL

EFFECTIVENESS

KRA 4ORGANIZATION

DEVELOPMENT &

CORPORATE

CULTURE MGT

•Talent Management

•Competency &

Capability Development

•Job Management

•Career Management

•HR Information

Management

•Management &

Leadership Succession

•Corporate Climate &

Culture Management

•Organizational Planned

Change Management

•Employer of Choice

Benchmarking &

Branding

•ISR Programs

Management (e.g.

Volunteerism)

•Work-Life Balance

• Performance

Management

•Organizational Climate

Management

•HR Empowerment &

Commitment

•HR Learning &

Development

•HR Productivity

Management

•Balanced Scorecard:

Organizational,

Functional, Individual

levels

STRATEGIC

HUMAN

RESOURCE MANAGEMENT

HRM

Strategic Areas

HRM Roles

BUSINESS

PARTNERING

CHANGE

MANAGER

INTERNAL

CONSULTANT

EMPLOYEE

CHAMPION

HR FLOW

Providing a job &

career experience of

learning, developing &

achieving.

HR INFLUENCE

Evolving an engaged,

empowered & highly

motivated leadership &

workforce.

HRM RESULTS

Value-adding human

resources achieving

peak performance &

high productivity.

HRM IMPACT

Values-based, performance-

driven, results-oriented

socially-involved organization

branded as an

“Employer of choice”

•Values Integration &

Inculcation Management

•HR Policy Management

•Compensation & Benefits

Management

•Rewards & Recognition

Management

•Management & Leadership

Development Programs

•Employee Communication,

Relations & Engagement

Management

PERMASALAHAN UMUM SDM

World:

1. Talent & acquisition (98%)

2. Kualitas pemimpin (89%)

3. Employee engagement (84%)

(Hewitt Associates (2003-2016))

Asia:

1. Talent retention(57%)

2. Budaya & Resistensi Perubahan(55%)

3. Kejelasan Arah Strategi (52%)

4. Infrastruktur (48%)

5. Talent Avaiability (40%)(Price Waterhouse Coopers (2008))

Vision

mission

Corporate strategy

Value

culture

Corporate strategic

management

Value Creation To

StakeholdersOptimize

Business Result

High Peforming

Human Capital

Human Capital

Management

Process

Human Capital Strategy

& Organization

Development

Human Capital Acquistion

Manpower planning; recruitment,

selection, Hire; Assesment

Human Capital Development

Learning & Development; Career

Development; Leadership

Deevelopment

Human Capital Retention

Performance Management

Reward Management

Human Capital Engagement

Employee Relation; Industrial

Relation; Separation

MEASUREMENT

TOOLS

MEASUREMENT

TOOLS

MEASUREMENT TOOLS

MEASUREMENT TOOLS

HUMAN CAPITAL VALUE

HUMAN CAPITAL

INFORMATION

SYSTEM

MANAGEMENT

STUDI KASUS –KELOMPOK (4-8 org)

Tentukan Perusahaan yang akan dikelola melalui TBHRM dengan:

• Tentukan ruang lingkup/ jenis perusahaan/ jenis usaha

• Gambarkan secara umum proses bisnisnya (business landscape) & visi, misi secara umum

• gambarkan secara umum struktur organisasinya

CBHRM & TBHRM

TWO TYPES OF HRM (GENERALLY)

Competency Based Human Resources Management (CBHRM)

Talent Based Human Resources Management (TBHRM)

CBHRM

• First time introduced by David McClelland 1973

• Based on Competencies approach (knowledge,

skill & attitude)

• The purpose is to build successful organization

TBHRM

McKinsey (1997) menjelaskan:

• Pendekatan manajemen SDM yang berfokus pada bakat

(potential strength)

• Serangkaian proses yang terdiri dari

proses attracting, developing, dan retaining yang

komprehensif, terintegrasi, dan searah dengan kebutuhan

organisasi sesuai dengan jamannya

SO…..

CBHRM TBHRM

• Fokus utama pada

kompetensi

• Tidak ada pembentukantalent pool

• Ada standar jabatan

• Pola pengembangan

memperbaiki kekurangan

SDM berdasarkan Gap

Analysis

• Fokus utama pada

potensi/bakat

• Pembentukan talent pool

• Pengembangan

berdasarkan karakteristik

atau potensi terbaiknya

• Tujuannya untuk

pembelajaran agar

menjadi SDM unggul

TALENT-BASED HUMAN RESOURCES MANAGEMENT

• Sistem yang didasarkan pada positive mind-set yang menumbuhkan pengharkatan terhadapmanusia secara berkesinambungan

- 20 -

WHY TALENT MANAGEMENT

In the era of faster – higher – better, focus on talent is becoming the best strategy in people development and encouragement:

1. Learning Process

2. Performance Evaluation

3. Commitment

DEVELOPMENT STRATEGY

FokusUtama

TALENT MANAGEMENT STRATEGY & PROCESS

TALENT STRATEGY

Business Landscape

Talent Implications

Growth Engine

Outcomes

• Vision + Mission• Strategic Priorities• Organizational Culture• Business Drivers• Goal

• People Trends• Capacity Projections• Organization Situation• Capacity Gaps

• Selection• Development• Performance Management• Succession Management

• Performance• Business Impact

TALENT MANAGEMENT PROCESS

1. TALENT ASSESSMENT

2. TALENT POOL/ MAPPING

3. TALENT MATCHING/ FIT

4. TALENT DEVELOPMENT

5. TALENT ACQUISITION

1

4

2

5

3

TALENT ASSESSMENT

TALENT ASSESSMENT

• Personal Characteristics (Nilai, budaya, kepercayaan diri, dst)

• Managerial (Kepemimpinan, Pengambilankeputusan, dst)

• Demographic

(Usia, Lokasi Kerja, Pengalaman, dst)

• Competencies

(Inti, Managerial, Specific, Teknis)

TALENT ASSESSMENT

UJI COBA

TEST

DISKUSI –KELOMPOK

Tentukan Talent Implication dalam Perusahaan :

• Tentukan seperti apa talent yang diharapkan

• Bagaimana gambaran organisasi/ perusahaan

• gambarkan secara umum capacity gap (kesenjangan kapasitas talent)

• Tentukan apa yang dapat dilakukan untuk melakukan assessment pada talent2 tersebut

TALENT MAPPING

TALENT MAPPING

Identifikasi Pegawai dari:

1. Potensi (dan Kompetensi)

2. Performance

TALENT POOL

WORK HORSESTAR

CHALLENGERFAIRMISFIT PEOPLE

GOOD

DISKUSI KELOMPOK

1. Identifikasi kasus personal yang telah dibagikan

2. Tentukan Kriteria Talent Mapping

3. Tentukan Talent Assesment yang akan digunakan

4. Tentukan Talent Pool & Kriteria 9 Box yang akan digunakan

5. Kelompokkan ke dalam Talent Pool yang sudah ditentukan

TALENT MATCHING

TALENT MATCHING

DISKUSI –KELOMPOK

Tentukan Talent Matching dalam Perusahaan :

• Berdasarkan Data Kasus Talent Management tentukan kesesuaiantalenta pada jabatan yang ada

• Tentukan Talent Fit menggunakan kategorisasi talent dg talent pool

TALENT DEVELOPMENT

TALENT DEVELOPMENT

TALENT DEVELOPMENT

Job EnlargementCoaching

WORK HORSEGOOD STAR

CHALLENGERFAIRMISFIT

Job EnrichmentCounselingTask Force

Special Attention

CounselingPension Dini

PHKDemosiMutasi

PromosiMentoringSenioring

Special Reward

Job EnrichmentMentoring

CAREER STAGES

CAREER STAGES (2)

CAREER PLANNING ISSUES

CAREER PLANNING PROGRAM

• Coaching, Mentoring & Counselling: Communication about career opportunities and resources, such as social networks and employee resource groups, available to employees within the organization

• Traning & Development: Workshops to encourage employees to assess their interests, abilities, and job situa- tions and to formulate career development plans

• Management & Leadership Development: Career counseling by managers or human resources personnel

• Self-development materials, such as books and articles, webinars and podcasts, and other media, directed toward identifying life and career issues

• Assessment programs that provide various tests of vocational interests, aptitudes, and abilities relevant to setting career goals

HR PLANNING – TALENT DEVELOPMENT

TALENT DEVELOPMENT

DISKUSI - KELOMPOK

• Tentukan Jenis Development yang akan disusun pada setiapPool

• Buat rancangan Program pengembangan pada kasus yang telah dibagikan

TALENT ACQUISITION

TALENT ACQUISITION

Determine likely impact on employees’ career

goals

Affirm the value of the

employee and maintain

engagement

Draw up retention plans and

packages that go beyonds

monetary incentives

Communicate a career vision

to valued employees and

support their transitions

TALENT ACQUISITION AT HCM

PERHATIKAN:

1. BUDAYA ORGANISASI, VISI & NILAI

2. PIMPINAN ORGANISASI

3. KONDISI LINGKUNGAN KERJA

IDENTIFIKASI HC

RETENTION TOOLS

TALENT ACQUISITION ALERT

• Opportunities for personal development

• Effective management of Talent

• Leadership – Clarity of Company Values

• Leadership – Respectful Treatment of Employees

• Leadership – Company’s Ethical Behavior

• Empowerment

• Image

• Equal Opportunities & Fair Treatment

• Performance Appraisal

• Pay & Benefit

• Health & Safety

• Job Satisfaction

• Communication

• Family Friendliness

• Kerja sama

TALENT MANAGEMENT WHEEL

• PRACTICES: yang harus dimanagedalam organisasi

• PRINCIPLES: Princip yang harus adadalam praktek organisasi

THANK YOU

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