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Good Talent Management Practices (GTMP) : Semarang, 15 November 2010
Good Talent Management Practices (GTMP) : Semarang, 15 November 2010
MANAGEMENT
PRACTICES
(GTMP)
Semarang, 15 November 2010
BIMA HERMASTHO
bima@freemind-consulting.com
+62 8122862849
http://www.bsc-indonesia.com
http://www.freemind-consulting.com
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.sdmindonesia.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
AGENDA
1. Strategic Talent Management
2. Framework Talent Management
3. Identifying and Assessing HighPotential Talent (HIPO)
4. Top Management Meeting on Talent
Review
5. Individual Development Plan
6. Leadership Development Program
7. Succession Planning & Retention
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.
HiPo Identification
Talent Segment
Description
Definition
Outcome
1. Executive Leaders
Individuals selected as ready now or ready 1824 months for a specific executive position.
Executive
Succession Plan
2. High Potential
High Potential
Talent Plan
3. Critical Talent
(People)
Critical Talent at
Leader Level
Critical Talent
Mitigating Plan
4. Critical Positions
Critical Leadership
Positions
Critical Positions
Mitigating Plan
5. Emerging Talent
Early-in-Career
Individual Contributors
or Supervisors
Emerging Talent
Plan
80%
60%
40%
39
%
44
%
20%
42
%
35
%
47
%
37
%
48
%
58
%
62
%
68
%
44
%
0%
Action
learning
Role
shadowing
Job rotations
Public
Sector
Formal
training
using
external
vendor
Multi-Sector
Project
assignments
Formal inhouse
training
Talent Review
Step 1Update Talent
February
Data
Step 4Manage
Talent
Full Year
Execution &
Monitoring
Plan
the
proce
ss
Com
munica
te
Key Activities
Gain
supp
ort
ID
critic
al
positi
ons
Revie
w the
talent
Devel
op
actio
n
plans
Follo
w
up
Dec
Dec
Dec
Feb
March
Jan
Position Review
Retention Risk
C
r
i
t
i
c
a
l
i
t
y
Critical
Critical
High
Mediu
m
Moderat
e
Low
High
Mediu
m
Moderat
e
Low
Associate fully
Associate fully
meets on all
meets on all
objectives, overobjectives, overachieves on key
achieves on key
objectives, outobjectives,
spoken role model
demonstrates the
on values and
majority of
behaviors.
3.2 and EXCEPTIONAL PERFORMER 3.3
values
SUPERIOR RESULTS
behaviors
on a majority of key
demonstrates the
job objectives, does
majority of values
not demonstrate
Associate fully meets expectations
Associate fully
meets
expectations
and
behaviors.
Associate consistently
values and behaviors
on all job objectives, however,
on all job objectives and the
1.1
UNSATISFACTORY PERFORMER
PARTIALLY MET
EXPECTATIONS
out-spoken role
model on values
and behaviors.
behaviors.
Associate does
FULLY
MET on
EXPECTATIONS
not
meet
a
majority of key
NOVARTIS VALUES/BEHAVIOURS
objectives,
demonstrates the
majority of values
and behaviors.
EXCEEDED EXPECTATIONS
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.
EXCELLENT
GOOD
IMPROVEMENT
REQUIRED
TOO SOON
TO TELL
Individual
Development Plan
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
Leadership Development
Program
HIgh Potential
Leadership Development
Training
W ork Experience
Coaching
Career Development
Leadership Workshops
OJT
Formal Mentoring
Career Paths
Orientation
Job Rotation
Informal Mentoring
Career Planning
Professional Development
Internships
Special Assignments
Networking Groups
Special Projects
Farm Teams
Team Projects
Learning Communities
Replacement Assignments
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 Pipeline
The 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.
Succession Planning
Assessment
of Key
Positions
Development
Monitoring and
Review
Identification
of Key Talent
Key
Elements
Generation of
Development
Plans
Assessment
of Key Talent
Reg. VP West
Reg. VP Central
Dir. HRD
VP. Production
VP of Finance
Bagus
Djoko
Asep
Bambang
John
Sembada
Ready Now
Kurnia
Emergency
Replacement
Monang
Alex
Ready Next
1 - 2 Yrs
Ready Future
2 + Yrs
Sarjuni
Jono
Totok
Toni
Joseph
Tommy
Rica
Jusman
Joice
Jendro
Maulanan
Rising Stars
g
Wicak
Jay
Lilik
Andre
Sinaga
Jane
Robby
Budi
Sukirman
Supriyanto
Simamora
Placement
Issue
t
Agung Susanto
Performance
Issue
Critical Talent
High Potential
(2+)
Promotable
(1)
Exp.
Professional
POTENTIAL
Cell 9 Highest
Performance Highest
Potential
P
E
R
F
O
R
M
A
N
C
E
3
POTENTIAL
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.
P
E
R
F
O
R
M
A
N
C
E
3
POTENTIAL
Consistently meets expectations and has the ability to take on new and different
challenges. Could be a senior leader in time.
Talent Management Plan
Total Compensation
Retention
Engagement
Exposure
Assessment
Coach
Mentor
Assignment
Development
P
E
R
F
O
R
M
A
N
C
E
3
POTENTIAL
P
E
R
F
O
R
M
A
N
C
E
3
POTENTIAL
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
Total Compensation
Retention
Engagement
Exposure
Assessment
Mentor
Coach
Assignment
Development
P
E
R
F
O
R
M
A
N
C
E
3
POTENTIAL
Always does a good job (meets expectations). Can fill multiple roles. Versatile.
Dependable. Adaptable. Flexible. Utility player.
Retention
Assignment
Development
P
E
R
F
O
R
M
A
N
C
E
3
POTENTIAL
Consistently performs with the best. Knows the job and role extremely well. Plays a
vital role in producing organizational results. Seasoned. Irreplaceable. Solid.
Talent Management Plan
Total Compensation
Keep ahead (25%) of market. Use soft rewards and recognition. Grant
long-term incentives.
Retention
Engagement
Exposure
Assessment
Mentor
Coach
Assignment
Development
P
E
R
F
O
R
M
A
N
C
E
3
POTENTIAL
Assessment
Assignment
Development
P
E
R
F
O
R
M
A
N
C
E
3
POTENTIAL
Keep at market.
Retention
Exposure
Assessment
Mentor
Assignment
Development
P
E
R
F
O
R
M
A
N
C
E
3
POTENTIAL
Retention
Assignment
Development
Thank you.