STRATEGY TALENT_MANAGEMENT & PEOPLE DEV.pptx

TALENT MASNGEMENT

1. T ALEN T MANAGEMENT: DESIGNING& DEVELOPMENT STRATEGY Lale Agit Diah Arini , M.Psi, Psikolog

2. 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

3. 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 mencapai tahap excellent people

4. 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

5. FROM TO MORE OF… 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 In summary, leveling up and transforming the Human Resource Management practice from an operational/ functional/ administrative mode to a strategic developmental mode, the following strategic shifts need to be effected over a reasonable period of time: STRUCTURAL Process silos Process- focused Activity- driven Non- alignment with Corporate strategies Specialization ( “ Pizza Pie Cuts ” ) HRM TRANSITION (Critical Shifts)

6. BEHAVIORAL PERSPECTIVE TRAINING & DEVELOP- MENT BEHAVIORAL PERFORMANCE MANAGEMENT VALUES MANAGEMENT TO MORE OF… 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 FROM Management Controlling Individual needs- based Forum learning- based Pedagogical learning process Stand alone system Awareness or knowledge level

7. HRM: TRANSFORMATIONAL STAGE PRACTICE STRATEGIC AREAS HR Flow HR Influence HRM Results HRM Impact PRACTITIONER ROLES Business Partnering Employee Champion Internal Consultant Change Catalyst/ Manager

8. 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

9. 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 4 ORGANIZATION 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

10. PERMASALAHAN UMUM SDM World: Talent & acquisition (98%) Kualitas pemimpin (89%) Employee engagement (84%) (Hewitt Associates (2003-2016)) Asia: Talent retention(57%) Budaya & Resistensi Perubahan (55%) Kejelasan Arah Strategi (52%) Infrastruktur (48%) Talent Avaiability (40%) (Price Waterhouse Coopers (2008))

11. Vision mission Corporate strategy Value culture Corporate strategic management Value Creation To Stakeholders Optimize 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

12. 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

13. CBHRM & TBHRM

14. TWO TYPES OF HRM (GENERALLY) Competency Based Human Resources Management (CBHRM) Talent Based Human Resources Management (TBHRM)

15. CBHRM First time introduced by David McClelland 1973 Based on Competencies approach (knowledge, skill & attitude) The purpose is to build successful organization

16. 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

17. SO….. CBHRM Fokus utama pada kompetensi Tidak ada pembentukan talent pool Ada standar jabatan Pola pengembangan memperbaiki kekurangan SDM berdasarkan Gap Analysis TBHRM Fokus utama pada potensi/bakat Pembentukan talent pool Pengembangan berdasarkan karakteristik atau potensi terbaiknya Tujuannya untuk pembelajaran agar menjadi SDM unggul

18. TALENT- BASED HUMAN RESOURCES MANAGEMENT Sistem yang didasarkan pada positive mind- set yang menumbuhkan pengharkatan terhadap manusia secara berkesinambungan - 20 -

19. WHY TALENT MANAGEMENT In the era of faster – higher – better, focus on talent is becoming the best strategy in people development and encouragement: Learning Process Performance Evaluation Commitment

20. DEVELOPMENT STRATEGY Fokus Utama

21. T ALEN T MANAGEMENT S TR A T E G Y & PROCESS

22. 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

23. TALENT MANAGEMENT PROCESS TALENT ASSESSMENT TALENT POOL/ MAPPING TALENT MATCHING/ FIT TALENT DEVELOPMENT TALENT ACQUISITION 1 4 2 5 3

24. T ALEN T ASSESSMENT

25. TALENT ASSESSMENT Personal Characteristics (Nilai, budaya, kepercayaan diri, dst) Managerial (Kepemimpinan, Pengambilan keputusan, dst) Demographic (Usia, Lokasi Kerja, Pengalaman, dst) Competencies (Inti, Managerial, Specific, Teknis)

26. TALENT ASSESSMENT UJI COBA TEST

27. 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

28. T ALEN T MAPPING

29. TALENT MAPPING Identifikasi Pegawai dari: Potensi (dan Kompetensi) Performance

30. TALENT POOL WORK HORSE GOOD STAR MISFIT PEOPLE FAIR CHALLENGER

31. DISKUSI KELOMPOK Identifikasi kasus personal yang telah dibagikan Tentukan Kriteria Talent Mapping Tentukan Talent Assesment yang akan digunakan Tentukan Talent Pool & Kriteria 9 Box yang akan digunakan Kelompokkan ke dalam Talent Pool yang sudah ditentukan

32. T ALEN T M A T CHING

33. TALENT MATCHING

34. DISKUSI – KELOMPOK Tentukan Talent Matching dalam Perusahaan : Berdasarkan Data Kasus Talent Management tentukan kesesuaian talenta pada jabatan yang ada Tentukan Talent Fit menggunakan kategorisasi talent dg talent pool

35. T ALEN T DEVELOPMENT

36. TALENT DEVELOPMENT

37. TALENT DEVELOPMENT WORK HORSE Job Enlargement Coaching GOOD Job Enrichment Mentoring STAR Promosi Mentoring Senioring Special Reward MISFIT FAIR CHALLENGER Pension Dini PHK Demosi Mutasi Counseling Job Enrichment Counseling Task Force Special Attention

38. CAREER STAGES

39. CAREER STAGES (2)

40. CAREER PLANNING ISSUES

41. 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

42. HR PLANNING – TALENT DEVELOPMENT

43. TALENT DEVELOPMENT

44. DISKUSI - KELOMPOK Tentukan Jenis Development yang akan disusun pada setiap Pool Buat rancangan Program pengembangan pada kasus yang telah dibagikan

45. T ALEN T ACQUISITION

46. 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

47. TALENT ACQUISITION AT HCM PERHATIKAN: BUDAYA ORGANISASI, VISI & NILAI PIMPINAN ORGANISASI KONDISI LINGKUNGAN KERJA

48. IDENTIFIKASI HC

49. RETENTION TOOLS

50. 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

51. TALENT MANAGEMENT WHEEL PRACTICES: yang harus dimanage dalam organisasi PRINCIPLES: Princip yang harus ada dalam praktek organisasi

52. THANK YOU START Designing & Improving Your Workforce Through Talent Management To Get A Better Result !!