talent management: designing& development...
TRANSCRIPT
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
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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
START Designing & Improving Your Workforce Through Talent Management To Get A Better Result !!