Crafting Enormous

Development
Program for Future
Leader

Irvandi Ferizal 1
 Dave Ulrich Award for HR Leadership, 2016
PMSM – Chairman
Top 100 Most Talented HR Leaders in Asia, 2015
Best Inspiring HC Director-IHCA 2016
(2013-2016)
Best of the Best HC Director – IHCA2017 AIESEC - BOA
CHRO of the year 2017 FHCPI
Best HC Director for Employee Engagement-IHCA 2018
HR Dir Forum

Maybank Indonesia
Human Capital Director

Asia HRD Congress Award, 2006

Mondelēz International
Director HR Indonesia
Director HR ISC Southeast Asia

Head of HR Sub Region

World HRD Congress, 2009 Indonesia

Country HR Director
Training Manager

Training & Dev.

Manager

Management Trainee
The World is Changing // Digital Disruption is Inevitable

Disruption era brings new opportunities but creates only few winners

52% company Only 28% company 90% CEOs believe their

concerned about able to innovate company is facing disruptive
becoming obsolete 1) company-wide 1) change and 70% say their
company lack the skills to adapt 2)

Today, a new set of business and working skills is needed. While bigger and more mature
company working on to define new leadership, structures, diversity, technology needed to deal
with the era of disruption, the smaller company even unaware that the disruption is already
here.
1) Embracing Digital Future – Vanson Bourne 2016 Research Report Commissioned by Dell Technologies
2) Rewriting The Rules of Digital Age – 2017 Deloitte Global Human Capital Trends 3
Disruptive era  Abundance Era

Co-founder Singularity University -Peter

Diamandis "6D of Exponential Growth",

1. Digitalization , transformation : analog 

digital
2. Deception
3. Disruption
4. Dematerialization : "Cloud“ , New Model of
Business without inventory
5. Demonetization : Free economy era
6. Democratization
Digitalization # Digital Business Transformation
 ACCEPT THE REALITY AND BE RELEVANT

-65% STUDENTS
-2020 : ONE THIRD CORE
COMPETENCIES
Gen X/Baby Boomer : New Generation

Concern #1 : Gen Y are disloyal and They are too slow

unwilling to make real commitments to
their employers.
They are too rigid
Concern #2: They won’t do the grunt
work They don’t understand
technology
Concern #3 : They don’t know very
much and have short attention spans
They like hierarchy and
Concern #4 : They want the top job on bureaucracy
day one
They don’t trust subordinate
Concern #5 : They need work to be fun

Concern #6 : They don’t respect their

elders
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Educate New Gen to manage the context

10
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*Developed by the Institute of Banking and Finance (IBF), Singapore
Building up our Capabilities: The Future
Skills 6 Pillars*

*Developed by the Institute of Banking and Finance (IBF), Singapore 13

Building the Future Ready Capabilities for the Organization
How we are Upskilling
Theory + Application
(online, classroom) (FutureReady Labs, Projects)

1. The Guru Series and e-learning for awareness

2. Classroom session
• Knowledge level – for generalist stream
• Skill level – for specialist stream
3. Extended development program
4. Apply the new knowledge/skill in our work/project
5. Staying Relevant in your Domain Area
 3F’s to Strengthen Talent

1 Feedback

2 Formal Plan

3 Follow-up
 GE

•Strengths should be
identified and fully discussed
•Strengths can partially
compensate for weaknesses
in other competencies
 Performance x Potential Matrix
High Professional
Consistently produces exceptional results and
high performance ratings. Individuals with
highly valued technical/functional skills in their
area of expertise; often have deep history of
their area and/or the organization. Could
LONG TERM PERFORMANCE
Emerging Talent
Consistently produces exceptional results and
receives high performance ratings. Can adapt
to new situations and learn new areas. Is
promotable in multiple functional/technical
areas or general management.
Top Talent
The best talent you have; typically in short supply
but high demand. Performs well in almost everything
they take on. Learns fast. Transfers learning from
one area to another. Gets things done under tight
deadlines. Can take on major stretch assignments.

assume larger responsibilities but may have Can be promoted or moved laterally into just about
chosen career path that leverages expertise any situation. A role model for inspiring and

4 7 9
rather than moving to broader experiences. developing people with unique and diverse insights
Tend to be good developers of others. and experiences.

Highly Valued Contributor Key Performer Rising Star

A valued member of the team. Consistently
meets and occasionally exceeds expectations.
Knows current job well and could apply
knowledge and experience to similar roles within
Kraft. A position move would likely be in a similar
area. Could progress higher in a specialist role
and become a High Professional. Could enhance
potential and become a Key Performer.
2 organization.
Lower Performer
Is not delivering results as expected and
cannot effectively adapt to new and
different situations. This is the least
valued cell in terms of ROI. Occupants of
this cell may require performance action.
A valued member of the team. Consistently meets
and occasionally exceeds expectations. Understands
and knows the current job well and enhances skills
for their current job as well as the near term future.
Can adapt to new situations and challenges as
necessary. Comfortably assumes new jobs and roles
and performs well in them in time. Likely promotable
a level vertically or could move laterally within the
5 and diverse insights and experiences.
Inconsistent Performer
(Potential Key Performer)
Is a valued contributor with potential but is not
meeting performance expectations in current
role. May be in the wrong job or a poor fit for the
current situation.
A valued member of the team. Consistently meets
and occasionally exceeds expectations. Has the
capacity to take on new and different challenges on
a consistent basis. Addresses new challenges and
issues with ease. Quickly gets up to speed when
taking on a new assignment. Has the potential to
make career changes into different situations.
Effectively inspires and develops people with unique
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Emerging Performer
(Potential Rising Star)
Have the potential to perform exceptionally well,
but the actual playing out of the potential is in the
future. They may have been inconsistent in the
past or may have had one or more significant
stumbles recently but still considered to have the

1 3
potential to be a significant contributor.
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POTENTIAL / LEARNING AGILITY

POWERFUL CONVERSATION
 3F’s to Strengthen Talent

1 Feedback

2 Formal Plan

3 Follow-up
One fit for all : Not Right

P Reinforce High Risk, Fast

Critical
E Expanding Track
Knowledge Jobs
R Interests Assignment
F
O
R Increase
Build Functional Build Future
M Challenging
Specialty Utility
A Assignments
N
C
E Performance
Careful Next Developmental
Improvement
Assignment Jobs
Plan

POTENTIAL
 Leadership Competencies
• Strategic Visioning
• Engaging and Developing Talent
• Spirit of Achievement
• Cultivating Relationships
• Customer Centricity
• Innovation and Change

S.E.A.R.C.H+ Competencies
+ Raising the Bar
+ Navigating Complexity
+ Global Acumen 21
 DEVELOP EARLY
• Dealing with Ambiguity
• Strategic Agility DEVELOP EARLY
DEVELOP EARLY • Innovation Management Competencies important
PRICE OF • Conflict Management
ADMISSION to performance at the next
• Creativity • Motivating Others Level. Generally, people are
• Organizational Agility • Managing Vision and Purpose Not high in these skills.
• Ethics and Values • Building Effective Teams
• Listening
• Interpersonal Savvy • Developing Direct
• Understanding Others
• Intellectual Horsepower Reports and Others
• Written Communications
• Presentation Skills

LEADER

MANAGER OF PEOPLE OR TEAMS

• Create Our Future • Inspire Me and My
• Dealing with Teams • Focus on What Team
INDIVIDUAL CONTRIBUTOR Ambiguity • Confronting Direct Matters Most • Challenge Me to Get
• Perspective Reports • Commit and Better Every Day
• Creativity • Personal Learning • Strategic Agility • Delegation then Deliver • Are Authentic and
• Learning on the Fly • Self-Knowledge • Innovation • Developing Direct • Win with Our Act with Integrity
• Perseverance • Integrity and Trust Management Reports and Others Worldwide
• Planning • Business Acumen • Process Management • Managing Diversity Strengths
• Problem Solving • Understanding Others • Standing Alone • Sizing Up People
• Informing • Decision Quality • Conflict Management • Customer Focus
• Peer Relationships • Drive for Results • Motivating Others • Priority Setting
• Organizational Agility • Managing Vision
and Purpose
• Listening • Building Effective
Most Likely Derailment Issue
(can also be the overuse of a strength)
Most Likely Derailment Issue
• Political Missteps • Arrogance
(also the overuse of a strength)
Most Likely Derailment Issue • Lack of Composure
(also the overuse of a strength) • Non-strategic
• Insensitive to • Over-managing
• Poor Administrator Others • Betrayal of Trust
• Blocked personal learner • Failure to build a • Defensiveness
• Lack of Ethics and Values team
• Performance Problems
• Overdependence on single skill
• Overdependence on single advocate
 Approach 50/30/20

20% 30% 50%

Life Experience Education On-the-Job Experiences

Learning Learning New Full

Wisdom Skill Seeking
job
from from assignments
insight building feedback
others hardship (e.g. projects) change
•Business or • Workshops/ • Shadowing • Manager/ peer • Stretch • Lead a task • Lateral move
industrial Courses/ feedback assignments force
• Direct • Cross-
leadership Seminars
observation • 360 feedback • Unplanned • Teach a class functional
position • Reading events move
•Community • Exposure to • Mentoring • Participate in
Involvement different teams • Difficult task a council • Hierarchical
• Coaching
•External move
• Exposure to • Cross-train
mentors different • Move to a
•Personal environments related
Growth business
 Optimize through Omni Channel
Collaborative, Talent-Driven Learning Virtual + Social
2008+…
Formalize informal learning Learning
Collaboration and talent management by design

Blended and Informal Learning 1995 – today

Mixing all forms of media with informal learning
Learning-on-demand and integrated programs

The E-Learning Era 1998 – 2004

Put materials online, Information vs. Instruction
Web-Based courseware, virtual classroom and Learner-facing LMS

Traditional and Computor-Assisted Training 1980s – 1990s

Instructor and Computer-Based (CBT)
Implement the LMS as administration platform
1. Project Assignment : 2. Being a coach/mentor for Young Talent
-collaboration skills -Women Council
-analytics, business & decision making -Young Maybankers
-executive presentation
-EQ 4. CSR Project
- visibility & accessibility -execution
-community understanding
3. Social Media Project : -employer brand
-execution
-persuasion 5. Leaders Teaching Leaders/Youth
-digital savvy -facilitation skills
-employer brand
6. Regions Adoption -Raising the bar
-Leadership
8. Innovations Lab
-Accountability
-innovation & kaizen
-Driving performance
-Collaboration skills 9. Guru Series : Insight & Wisdom

7. Managing Personal Energy 10. International Assignment

Working together in a global marketplace

• Cultural fluency
• Recognising different communication
style
• Understanding Different work style
• Seek win-win situation
• Recognise and check your own
stereotype, prejudices and
discriminations

EMBRACE and CELEBRATE DIVERSITY

Driving The agility
• Exercise : open to try new things
• Read new topic/book
• Learn something new
• Collaborate with others
• Beyond the limit
• Balance the life; make it Fun & as a game

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 3F’s to Strengthen Talent

1 Feedback

2 Formal Plan

3 Follow-up
 FLAWLESS FOLLOW UP
 DISCIPLINE IN EXECUTION
 MONITOR THE PROGRESS
 TAKE PRIORITY
 TIME MANAGEMENT
 COMMUNICATION

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 HOLISTIC TALENT MANAGEMENT for FUTURE
LEADER
• MONEY IS NOT EVERTHING
• MERITOCRACY •BUILD A REPUTATION AS BEING SOCIALLY
• FLEXIBEL AND FAIR RESPONSIBLE
• SHORT TO MEDIUM • BECOME UBER-CONNECTED
• PERSONALIZE THE EMPLOYEE
EXPERIENCE
• GLOBAL OPPORTUNITY

•A GLOBAL OPPORTUNITY
• CAN LEARN EVERYWAHERE,
ANYTIME
• PERSONALIZE THE EMPLOYEE
EXPERIENCE (50/30/20)
• ENABLE CUSTOMER FOCUSED • MERITOCRACY
INNOVATION • EMPOWERMENT
• EMPHASIZE LEARNING AGILITY • VISIBIILITY TO THE TOP
• BUILD CITIZEN LEADERSHIP • TRANSPAREMT ENVIRONMENT
• ENCOURAGE SOCIAL • DIALOGUE
INTERACTIONS AND CONNECTIONS • COACH AND MENTOR
AMONG EMPLOYEES
Talent management metrics
 READY NOW
 READY 1-2 ROLES
 % CRITICAL ROLES FILLED BY TALENT
 % TALENT IN CRITICAL ROLES
 DEVELOPMENT PLAN EXECUTION OF TALENT
 AVERAGE COMPA RATIO SALARY OF TALENT
 ATTRITION OF TALENT

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We need future leader with
Head, Heart and Guts;
in new World coming
Thank You-Danke-
Merci-Nuhun-Matur nuwun-
Tarimo kasih-Bujur- Xie-xie-
Arigato-Gracias-Dank je-Grazie-
Gamsa-Hamnida-Sukron-
Obrigado -Terimong
geunaseh- Teşekkür ederim
- Спасибо ("spasiba")