PENGEMBANGAN MANAJEMEN TALENTA

MANAJEMEN SDM DASAR

(LEVEL MANAJEMEN MENENGAH / FUNGSIONAL II)
PT. PLN ( Persero) UPDL PALEMBANG
2021
Pengembangan
Manajemen Talenta
Learning Objective

1. Peserta dapat memahami pentingnya talent management

2. Peserta dapat memahami strategi framework dalam talent
management
3. Peserta dapat memahami langkah-langkah dalam talent management
TALENT MANAGEMENT
Framework

Talent management (TM) represents organisations’ efforts to attract, develop and retain skilled and valuable
employees. Its goal is to have people with the capabilities, commitment and behaviours needed for current
and future organisational success.
TALENT MANAGEMENT
Why we need it

“Successful organisations
Continuous Increase like Apple and Google,
Attract top renowned for a strong
coverage of employee
talent company culture and
critical roles performance ideology, attract a workforce
that doesn’t just work for a
paycheque. Employees
Improve share the same beliefs and
Engaged Retain top motivations and therefore
business invest more of themselves in
employees talent achieving great results and
performance contributing to the overall
business success”.
- Talent Management: The
next wave, Chandler and
Higher client Macleod.
satisfaction
TALENT MANAGEMENT
The Framework (PWC)
TALENT MANAGEMENT
Defining Talent
TALENT MANAGEMENT
Framework
TALENT MANAGEMENT
Planning

1. Understanding the organisational/business strategy

2. Evaluation and measurement/analytics
3. Developing a Workforce Plan
TALENT MANAGEMENT
Attracting

1. Employee Value Proposition

2. Marketing
3. Talent acquisition
4. Consultants/Freelancers
TALENT MANAGEMENT
EVP – What’s in it for me
TALENT MANAGEMENT
EVP – What’s in it for me
TALENT MANAGEMENT
Developing

1. Onboarding
2. Performance Appraisals/Management
3. Learning and Development
4. Capability frameworks
5. Career pathways
TALENT MANAGEMENT
Effective Onboarding Programs

1. Focusing on connecting employees:

• To other people in order to enhance performance
• To a compelling sense of purpose and shared commitment
• To nurture their sense of belonging to the organization
• To enable individuals to identify their individual strengths and shape their personal
brand
• To vital resources such as knowledge, technology, time, budget, and physical space
2. Tailoring onboarding activities to their specific industry, business and people strategy,
organization, culture, and values
3. Supporting new executives and managers by connecting them to other leaders for coaching
and mentoring
4. Training and holding managers accountable for their role in creating an effective
onboarding experience for new hires
5. Measuring effectiveness of onboarding activities with tangible metrics
TALENT MANAGEMENT
Effective Onboarding Programs

New hire connect activity Suggested steps

Connect new hires early and often; • Appoint a “buddy” to new hires
partner them with people from whom • Select a mentor for new hires
they can learn

Help new hires develop network • A manager should:

maps;these should include specific – Help new hires create a network map to connect with specific
people to meet and influence people
– Meet with new hires to discuss progress made on network map

Help new hires gain legitimacy in eyes • A manager should:

of peers – Help new hires create a development plan to achieve“quick wins”
– Meet with new hires to discuss progress made on development plan
– Promote using onboarding wikis/blogs to encourage asking
questions
TALENT MANAGEMENT
Developing
TALENT MANAGEMENT
Retaining

1. Culture
2. Remuneration strategy
TALENT MANAGEMENT
Retaining
Gen Y/Millennials (31 and younger) Generation X (ages 32-47) Baby Boomers (ages 48-65)

Ranking Executives* Employees Executives* Employees Executives* Employees

Promotion/job Promotion/job Promotion/job Promotion/job Additional benefits Additional
advancement advancement advancement advancement (e.g., health and bonuses or
1
(33%) (47%) (32%) (47%) pensions) (42%) financial
incentives (45%)
Individualized Tie: Additional Additional Additional Additional Additional
career planning compensation bonuses or bonuses or bonuses or compensation
(within your (41%) and financial financial financial (44%)
2 company) (27%) Additional incentives (31%) incentives (44%) incentives (33%)
bonuses or
financial
incentives (41%)
Additional Leadership Tie: Leadership Additional Flexible work Promotion/job
bonuses or development development compen- sation arrangements advancement
financial opportunities programs (29%) (38%) (32%) (34%)
3 incentives (25%) (31%) and Flexible work
arrangements
(29%)
TALENT MANAGEMENT
Retaining (Leadership Matters)
Strong leadership can make the difference between an employee who is committed to his or her
current job and one who is constantly searching for the next career opportunity
• Trust in leadership: Of employees who plan to leave, just over one in four (27%) trust their
corporate leader- ship, compared to almost two in three (62%) of those who plan to stay.
• Ability to execute: If employees think their organization has the ability to execute on its
strategy, they are far more likely to stay on the job. Of those surveyed, 70% of people who
plan to stay feel their organization has the ability to execute, where only 33% of those who
plan to leave believe the same.
• Effective communications: Almost two out of every three (62%) employees who plan to stay
report their employers communicate effectively, while 66% of those who plan to leave feel
that communications have been ineffective
TALENT MANAGEMENT
Retaining (Leadership Matters)
Clear takeaways for corporate leaders to address emerging turnover red zones and to retain
top talent:
1. Focus on utilizing, engaging, and developing employee skills: The most satisfied
employees are those who believe their talent and skills are being well utilized by their
employers. Companies that neglect development challenges and promotion opportunities
run increased risks of losing their best employees.
2. Emphasize—and reward—authentic leadership: Trust in leadership translates into a
more satisfied, com- mitted, and engaged workforce that is likely to stay. Leaders that do not
build trust, or cannot demonstrate a commitment to execute strategy, may not be building an
organization that is an employer of choice.
3. Don’t underestimate the returns on communication: Companies that communicate
effectively and transparently are far more likely to engender trust, strengthen employee job
satisfaction, and retain top workers.
TALENT MANAGEMENT
Transitioning

1. Succession planning
2. Internal mobility
3. Retirement
4. Knowledge management
5. Exit interviews