good talent management practices (gtmp) semarang, 15 november 2010

GOOD TALENT MANAGEMENT PRACTICES

(GTMP)

Semarang, 15 November 2010

BIMA HERMASTHO

Founder & owner PT. Freemind Management Consulting – Business Performance Improvement Consulting http://www.freemind-consulting.com

Commissioner of PT RMT – an EPC & vendor of Exxon Mobil Oil Indonesia (EMOI Cepu) Founder Indonesian Balanced Scorecard School (http://www.bsc-indonesia.com) & Indonesian Six Sigma School

(http://www.sixsigma-indonesian.com) - both are free online course in Balanced Scorecard and Six Sigma. Founder Indonesian Human Capital Institute, a free online HRM course (http://www.sdm-indonesia.net) Professional experience: various positions start from Management Trainee, HR Manager, TPM Training Manager, OD Senior

Manager, Human Capital & OD Director in local and global companies (PT. Teleperformance Indonesia, PT. Multi Bintang Indonesia Tbk, PT. Coats Indonesia , PT. Polysindo Eka Perkasa – Asia Pacific Fibre, etc)

Active & registered member: SHRM (American Society for HRM), ASTD (American Society for Training and Development), ASQ (American Society for Quality) & ISSP (International Six Sigma Professional Society)

Doctorate degree in “Strategic HRM & Total Quality Management” – UNDIP Certified Balanced Scorecard Professional (CBSCP) Certified Lean Management Professional Certified Global Professional in HRM (GPHR) Certified Six Sigma Black Belt (CSSB) Certified Kaizen Professional (CKP) TPM (Total Productive Management) Trainer – Certified Process Kaizen Engineer (PKE) Certified Mediator on ADR (Alternative Dispute Resolution)

[email protected] +62 8122862849

http://www.bsc-indonesia.comhttp://www.freemind-consulting.com

AGENDA

1. Strategic Talent Management2. Framework Talent Management3. Identifying and Assessing High-Potential

Talent (HIPO)4. Top Management Meeting on Talent Review 5. Individual Development Plan6. Leadership Development Program7. Succession Planning & Retention

“Take our 20 best people away and I can tell you that Microsoft would become an

unimportant company”

Strategic Talent Management

The Top FiveTopics that HR provides CEOs

• CareerBuilder.com1. Training & Leadership Development2. Succession planning3. Performance Management System4. Human Capital Metrics5. PRP/Total Rewards

Framework Talent Management

Assessment Enables Strategic Talent Mgmt

Meaning…..

1. Integrated HR processes focused on getting the right people in the right place at the right time.

2. Aligned with the business strategy for current and future success.

3. Driven by HR, led by the CEO, modeled by management, owned by the operating business/lines.

Talent Segment Description Definition Outcome

1. Executive Leaders Officer and Director Level Positions

Individuals selected as “ready now” or “ready 18-24 months” for a specific executive position.

Executive Succession Plan

2. High Potential High Potential Leaders Those with leadership potential and a proven performance track record of achieving results that can reach Director level within 3 years.

High Potential Talent Plan

3. Critical Talent (People)

Critical Talent at Leader Level

Most critical and hardest-to-replace employees. Critical Talent Mitigating Plan

4. Critical Positions Critical Leadership Positions

Most critical positions to maintain essential operational functions or drive business strategies.

Critical Positions Mitigating Plan

5. Emerging Talent Early-in-Career Individual Contributors or Supervisors

Those currently demonstrating high performance and the highest potential to advance one level or more within 3 years.

Emerging Talent Plan

HiPo Identification

Attributes Used to Identify High-Potential Employees

Activities Used to Develop High-Potential Employees

80%

60%

40%

20%

0%

Public Sector Multi-Sector

Action learning

39%44%

Role shadowing

42%35%

Job rotations

47%

37%

Formal training using external

vendor

48%44%

Project assignments

58%62%

Formal in-house training

77%

68%

Plan the

process

Develop

action

plans

Review the talent

ID critic

al positions

Gain support

Comm-

unicate

Followup

Key Activities

Step 1-Update Talent Data

Step 2-Identify Talent

Step 3-Talent Review

Step 4-Manage Talent

February March

March

Full Year Execution & Monitoring

Talent Review

Linking the Talent Development Process to Business

Identify Business Imperatives

Develop Strategic Plan

Assess Organizational Structural Capability & Key Positions

Data Preparation and Develop Performance-Potential Matrix

Develop & Execute Leadership Development Plan

Assess Organizational and Individual Performance

Review Talent and Identify Gap March

Dec

Jan

Feb

Dec

Dec

Position Review

Retention Risk

Critical High Medium Moderate Low

Critical

High

Medium

Moderate

Low

Criticality

S UPERIOR R ESULTS , UNSATISFACTORY B EHAVIOUR

S UPERIOR R ESULTS E XCEPTIONAL P ERFORMER E

XCEE

DED

E

XPEC

TATI

ON

S

Associate consistently contributes at a superior level of performance on all job objectives, however, performance falls be low expectations on Novartis values/behaviours.

Associate consistently contributes at a superior level of performance on all job objectives and also demonstrates the Novartis values/behaviours.

Associate consistently contributes at an exceptional level of performance on all job objectives and the Novartis values/behaviors Recognized as a role model bothWithin their group and in a widerpopulation.Few associates achieve this level

of performance. G OOD R ESULTS ,

UNSATISFACTORY B EH AVIOUR S TRONG P ERFORMER S UPERIOR B EHAVIOUR

FU

LLY

MET

EXP

ECTA

TIO

NS

Associate fully meets expectations on all job objectives, however, performance falls below expectations on Novartis values/behaviours.

Associate fully meets expectations on all job objectives and the

Novartis v alues/behaviours. This is a positive and fully acceptable

level of performance.

Associate consistently demonstrates superior behavior and fully meets expectations on all

job objectives.

U NSATISFACTORY P ERFORMER G OOD B EHAVIOUR , U NSATISFACTORY R ESULTS

S UPERIOR B EHAVIOUR , U NSATISFACTORY R ESULTS

O

BJEC

TIVE

S

PAR

TIAL

LY

MET

EXP

ECTA

TIO

NS

Associate performance falls considerably short in relation to job objectives and the Novartis values/behaviours despite repeated explanations /coaching.

Associate fully meets expectationson Novartis values/behaviors, however, performance on job objectives falls below expectations.

Associate consistently demonstrates superior behaviour, however, performance on job objectives falls below expectations.

P ARTIALLY M ET E XPECTATIONS F U LLY M ET E XPECTATIONS E XCEEDED E XPECTATIONS

N OVARTIS V ALUES /B EHAVIOURS

1.1

3.3

2.3

1.3

3.2

2.2

1.2

2.1

3.1

Associate fully meets on all

objectives, over-achieves on key objectives, out-

spoken role model on values and

behaviors.

Associate fully meets on a

majority of key objectives,

demonstrates the majority of values

and behaviors.

Associate fully meets on all objectives,

over-achieves on key objectives, does not demonstrate values

and behaviors

Associate fully meets on a majority of key job objectives, does

not demonstrate values and behaviors

Associate does not meet on a majority of key objectives,

does not demonstrate values

and behaviors

Associate does not meet on a majority of key objectives, out-spoken role

model on values and behaviors.

Associate does not meet on a majority of key

objectives, demonstrates the majority of values

and behaviors.

Associate fully meets on a majority of key objectives, out-spoken role model on values and behaviors.

Novartis Case- Nine- Box Grid

Associate fully meets on all

objectives, over-achieves on key

objectives, demonstrates the

majority of values and behaviors

I. PERFORMANCE POTENTIAL MATRIX

CAREER PROFILE EXCELLENT GOOD IMPROVEMENT

REQUIRED TOO SOON

TO TELL

High Professional Already on top, with special competency

High Potential 2 vertical steps within 5 years

Promotable 1 vertical step within 2-4 years

Lateral Potential Move horizontal/across functions within 2 years

Effective Likely to remain in current role 3-5 years

Planned Exit Retirement, poor health, continued

underperformance.

Too soon to tell

Talent Review Meeting

• Identify career paths for future career growth • Identify competencies and assess strengths and areas

for development• Have employees create a career profile and identify

development plans• Mentor and coach employees• Provide ongoing feedback• Discuss career goals with employees• Develop a promotion from within policy

Individual Development Plan

HIgh Potential

Inservice Training/Leadership Lunches

Technical Skill Training

Learning Communities

Conferences and Workshops

Senior Staff Meetings

Advanced College Degrees

Professional Development

Orientation

Leadership Workshops

Training

Replacement Assignments

Team Projects

Special Projects

Special Assignments

Internships

Job Rotation

OJT

Work Experience

Farm Teams

Networking Groups

Senior Leader Coaching

Informal Mentoring

Formal Mentoring

Coaching

Career Planning

Career Paths

Career Development

Leadership Development

Leadership DevelopmentProgram

Leadership Pipeline

Origin: • The Leadership pipeline was originally

designed in General Electric as the framework for their succession management system.

• Now used by 80 leading companies in the world to anchor all work on the human side of the enterprise.

Leadership PipelineThe Power of the Model:• Distribute leadership work more

effectively – ensuring that leaders are doing value adding work at the right level

• Raise the standard, define/measure Leadership & make it absolutely clear what it takes to succeed – enabling significant improvements in Performance

• Enable individuals to succeed: self-help, self-planning, self-assessment

• Create the architecture for integrated Leadership Development & Talent Management

• Give senior management transparency so that they can see all the way to the bottom & ensure executive validation & direction of all the work of a business.

Assessment of Key Positions

Identification of Key Talent

Assessment of Key Talent

Generation of Development Plans

Development Monitoring and Review

Key Elements

Succession Planning

IncumbentsReg. VP West Reg. VP. East Reg. VP Central Dir. HRD VP. Production VP of Finance

Bagus Djoko Asep Bambang John Sembada

Ready Now Kurnia g Sarjuni v Lilik l Emergency Replacement

Monang p Wicak p Andre p

Ready Next1 - 2 Yrs

Alex g Jono n Totok l Jay n Sinaga Jane

Toni n Joseph g

Ready Future2 + Yrs

Rica g Jusman n Tommy n

Joice n Jendro g

Rising StarsMaulanan Robby Budi Sukirman Supriyanto

Simamora

Placement Issue

t

Agung Susanto

LEGEND - copy and past symbol in box next to name

l Critical Talent g High Potential (2+) n

Promotable (1) p Exp.

Professional v Too New (N)

Performance Issue

Career Mgt & Succession Plan

POTENTIAL

PERFORMANCE

1

2

3

4

5

6

7

8

9

Talent Action plan

Cell 9 – Highest Performance – Highest Potential

Total Compensation Keep well ahead (25%) of market. Grant long-term incentives.

Retention Assign a member of top management to monitor satisfaction and engagement.

EngagementAssign to key committees, teams, networks; special invitations to meetings; provide opportunities to represent MBI in community and industry forums.

Exposure Arrange exposure to significant and relevant senior management/board members, Executive Development programs.

Assessment Provide complete continuous assessment, evaluation and feedback alternatives.

Coach Make coaches available for key skill development.

Mentor Assign a senior level mentor.

Assignment Move aggressively through a series of targeted, challenging, diverse and broadening jobs every 24-36 months.

DevelopmentUse challenging jobs to enhance current skills and develop others. Consider as candidate for MBI sponsored graduate or executive development programs.

Is now performing with the best. Has the ability to take on major stretch assignments in new areas. Should be positioned to become a top leader in the future.

Talent Management Plan

POTENTIAL

PERFORMANCE

1

2

3

4

5

6

7

8

9

Cell 8 – Middle Performance – Highest Potential

Total Compensation Keep ahead (10%) of market. Grant long-term incentives.

Retention Assign a member of top management to monitor satisfaction and engagement.

EngagementAssign to key committees, teams, networks; special invitations to meetings; provide opportunities to represent MBI in community and industry forums.

Exposure Arrange exposure to significant and relevant senior management.


Coach Make coaches available for key skill development.


Assignment Move through a series of challenging and diverse jobs every 24 – 36 months.

DevelopmentUse challenging jobs to enhance current skills and develop others. Consider as candidate for MBI sponsored graduate or executive development programs.

Consistently meets expectations and has the ability to take on new and different challenges. Could be a senior leader in time.


POTENTIAL

PERFORMANCE

1

2

3

4

5

6

7

8

9

Cell 7 – Highest Performance – Middle Potential

Total Compensation Keep well ahead (20%) of market. Enhance short-term incentives.

RetentionAssign a senior manager to monitor satisfaction and treatment. Hold supervisor accountable to retain.

EngagementAssign to key committees, teams, networks; special invitations to meetings.

ExposureFacilitate and support internal and external networking in field of specialization; senior management should meet and know.

Assessment Provide learning agility and competency assessment.

Mentor Assign as a performance mentor to others.

AssignmentKeep in current assignment and role as long as possible and look for additional assignments for potential development.

DevelopmentPut into a learning agility enhancement program or consider as candidate for MBI sponsored graduate or executive development programs.

Consistently performs with the best and can do more.


POTENTIAL

PERFORMANCE

1

2

3

4

5

6

7

8

9

Cell 6 – Lowest Performance – Highest Potential

Total Compensation Keep at midpoint of market.

Retention Assign a senior manager and HR professional to monitor satisfaction and treatment. Hold supervisor accountable for performance support.

Engagement Assign to key taskforces, study groups, networks; special invitations to meetings.

Exposure Facilitate and support internal networking; senior management should meet and know.



Coach Provide coaches for functional and direct job skills.

Assignment Monitor performance in current assignment. Look for a closer fit for the next assignment.

Development Use diversity of jobs to build performance capabilities; monitor performance closely.

May be new in organization, assignment or in a stretch developmental job or role. May not be in a good fit job. Should catch up in time. Has the long term potential to be among the best.

Talent Management

POTENTIAL

PERFORMANCE

1

2

3

4

5

6

7

8

9

Cell 5 – Middle Performance – Middle Potential

Total Compensation Keep at market mid-point.

Retention Hold supervisor accountable to monitor satisfaction.

Assignment Use to fill in gaps and play multiple roles.

DevelopmentChoose either a performance enhancement (move to cell 7) or potential enhancement path (move to cell 8).

Always does a good job (meets expectations). Can fill multiple roles. Versatile. Dependable. Adaptable. Flexible. Utility player.


POTENTIAL

PERFORMANCE

1

2

3

4

5

6

7

8

9

Cell 4 - Highest Performance – Lowest Potential

Total Compensation Keep ahead (25%) of market. Use soft rewards and recognition. Grant long-term incentives.

Retention Assign a senior manager to monitor satisfaction and treatment.

Engagement Assign to key committees, team, networks; special invitations to meetings.

ExposureFacilitate and support internal and external networking in field of specialization; represent MBI in industry related professional groups, benchmarking panels.

Assessment Provide technical and functional skills assessment.

Mentor Assign a as a functional / technical mentor to others.

Coach Assign to teaching and coaching activities.

Assignment Keep in current assignment and role as long as possible.

Development Support honing functional / technical expertise.

Consistently performs with the best. Knows the job and role extremely well. Plays a vital role in producing organizational results. Seasoned. Irreplaceable. Solid.


POTENTIAL

PERFORMANCE

1

2

3

4

5

6

7

8

9

Cell 3 – Lowest Performance – Middle Potential

Total Compensation Target 5-10% below market.

AssessmentProvide continuous performance assessment, evaluation and feedback for alternatives.

Assignment Monitor on current assignment until performance improves.

DevelopmentPut on performance improvement plan, with specific functional feedback and coaching.

May be new in assignment or in a stretch developmental job or role. Might be misplaced. Should move up in performance in time. Has the potential to perform better.


POTENTIAL

PERFORMANCE

1

2

3

4

5

6

7

8

9

Cell 2 – Middle Performance – Lowest Potential

Total Compensation Keep at market.

Retention Hold supervisor accountable for retention.

ExposureFacilitate and support internal and external networking in field of specialization.

AssessmentProvide technical and functional skills assessment along with every third year general skills assessment and learning agility options.

Mentor Assign a functional / technical mentor.

Assignment Keep in current assignment and role as long as possible.

DevelopmentSelect either a performance improvement path (to cell 4) or a learning agility enhancement path (to cell 5).

Performs up to standard (meets expectations). Limited upside outside current areas of expertise and fields of specialization.


POTENTIAL

PERFORMANCE

1

2

3

4

5

6

7

8

9

Cell 1 – Lowest Performance – Lowest Potential

Total Compensation Freeze pay. Hold incentives.

Retention If not correctable, out-counsel. Set a time limit.

Assignment Move into better fit assignment or outplace.

Development Put on a performance improvement plan.

Consistently struggles to perform up to standard. Has trouble keeping up.


POTENTIAL

PERFORMANCE

1

2

3

4

5

6

7

8

9

Thank you.

good talent management practices (gtmp) semarang, 15 november 2010

Documents