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Integrated
Talent Management
Critical Element for Organizational Excellence
By Pungki Purnadi
www.pungkipurnadiassociates.com
To provide an in-depth
understanding and application on
how to design talent management
system as in line with company
vision mission values & target
business objectives and support
succession planning program.
Certified Human Resources Professional – Unika Atma Jaya - Jakarta JMU R2-16/3/05
VISION - MISSION - VALUES
Corporate Performance
Management
Workforce Organization Change Employee Recruitment People
One Year Planning Strategy Management Management Master File & Selection Competency
Action Plan
3
Business Model Organization Model People Model
Certified Human Resources Professional – Unika Atma Jaya - Jakarta
Organizational Development & HC
Management Model Staffing
Learning
Development
C&B
Career
Development
4
Certified Human Resources Professional – Unika Atma Jaya - Jakarta
5
Talent based
on
Talent based Productivity &
Talent based on Engagement.
on Good Performance Everybody
Performance & Potential become Talent
(HAV Matrix) and we are
looking for
Super Talent
Retirement Analysis
Bench strength strategy
Recruitment & Selection,
Talent Management Strategy Placement Strategy
Special Assignment
Special Trainig
Special PMS
Key Positions
Assessment
Assessment
segmenting
Promotion
IDP
conditions
High Performance
Right Talent
High Potential
Right Time
Assessment
Right Capabilities
Right Place
Implement
Design & Build Capture Solution Integrative
Process
4. Performance
Requirement
Job Fit
Location Fit 2. Potential
Requirement
1. Hygiene Culture Fit
Factor Organizational Fit
Vision Mission Values & Culture Fit
2
Predictive Analytics • Predict the future by using historical and
(what could have current data to give meaning to its pattern
• Focus on probabilities and potential impact
happened)
1. PERFORMANCE APPRAISSAL
• A measurement of actual results achieved within those areas which
the employee is held accountable and /or the competencies deemed
critical jobs and organization success.
2. POTENTIAL FORECAST
• A prediction of how many levels (organization/job) an employee can
progress within an organization based on his/her past/current
performance appraisal, training and development needs, career
preferences, and actual & projected competency levels.
- Give warning
- Performance Improvement Plan
- Consider if in a wrong placement
DEADWOOD (E Type)
- Manage out
LOW HIGH
Potential
Core Competencies
Action Orientation :_____________ Interpersonal Skill :_____________
Communication :_____________ Leadership :_____________
Creativity/Innovation : ____________ Teamwork :_____________
Critical Judgment :_____________ Technical/Functional Expertise :_____________
Customer Orientation :_____________
Next Position 1._____________ Next Position 2._____________
Executive VP 2 1 6
VP & CFO 1 1 3
VP,HR 1 2 3
VP, R&D 1 0 3
Total 5 4 15
1 0 2 7 5 2
P
0
2 0 3 8 3 1
T
E
N 3 0 1 18 12 6
T
I 18
4 0 0 21 27
A
L
5 0 0 0 4 8
Grid Key
Lower Middle Superior Top
anomalies
group group group group
Certified Human Resources Professional – Unika Atma Jaya - Jakarta
Talent Management Matrix
Career
Compensation Training & Development Visibility
Paths
Accelerate much
Very high
Super-keeper faster than pay Major investment Very rapid
recognition
markets
- Low credibility
- Employee dissatisfaction
- Time expenditure was high
- Low return on cost / investment
Certified Human Resources Professional – Unika Atma Jaya - Jakarta
Human Capital Planning
Five major situational that must be addressed in Human Capital
Planning :
ACTION / COMMENTS
- ensure rank ordering of candidates is accurate so that best-qualified
candidates gets position when available.
- If promotion time is too long, move a Super-keeper to another job or a
special assignment or take some other interim action quickly.
- Secondary candidates should be considered for filling voids or being
added to other replacement lists.
ACTION / COMMENTS
- If incumbent to be greatly exceeds job expectations or exceeds job expectations,
one or more of the replacements will have to be moved and/or developed for
other positions (particularly Super-keepers). Interim solutions such as job
rotation, special assignments, and task forces are in order.
- The actions for surplus situations above apply. However, when the perceived
level of performance of replacements exceeds that of the incumbent, then the
incumbent should be moved to another position or the existing role should be
redefined.
ACTION / COMMENTS
- Voids are excellent opportunities to recruit super-keepers
from outside the organization. This may require flexibility in
compensation practices as well as mandating a sound entry
and orientation process. Accelerate replacement process for
key positions.
• Promotable people are those who can move one step, but
perhaps not further.
50
Certified Human Resources Professional – Unika Atma Jaya - Jakarta
Talent Criteria (sample)
• Administrative requirement
• Competency Requirement
• Performance Requirement
• Potential Requirement
51
Certified Human Resources Professional – Unika Atma Jaya - Jakarta
Administrative Requirement
(sample)
• Maximum age : 47 years old
• Minimum Education : bachelor
degree (S1)
• No warning letter in the last 5 (five)
service years
• No indication fraud or audit
clearance
52
Certified Human Resources Professional – Unika Atma Jaya - Jakarta
Competency Requirement
(sample)
• Core competencies has to meet
requirement
• Leadership competencies (12 items)
have to meet requirement (BUMN),
to be prioritized (max 6 items)
53
Certified Human Resources Professional – Unika Atma Jaya - Jakarta
Core Competencies
(values - sample)
• Ka Div – Ka Dept, minimum
profisiensi level ?
• Ka Biro, minimum profisiensi ?
• Ka Sie, minimum profisiensi ?
• Ka Regu, minimum profisiensi ?
• Pelaksana, minimum profisiensi ?
54
Certified Human Resources Professional – Unika Atma Jaya - Jakarta
Performance Requirement
(sample)
• Outstanding performance in the last
3 (three) years
• Human Asset Value Matrix for
Performance rating (alternative
approach)
55
Certified Human Resources Professional – Unika Atma Jaya - Jakarta
Potential Requirement (sample)
• Geographical mobility
• Historical promotion record (under 3
or 4 years with one level promotion)
56
Certified Human Resources Professional – Unika Atma Jaya - Jakarta
Talent Strategic Decision
• Talent Committee
▫ Talent Committee member criteria
▫ Talent Committee Charter
57
Certified Human Resources Professional – Unika Atma Jaya - Jakarta
Talent - Remuneration
• Much faster or above than pay
market
• Competitive
• Creative Innovative
• Flexible Combination (cash & non
cash)
• Anti mainstream approach
58
Certified Human Resources Professional – Unika Atma Jaya - Jakarta
Talent – possible place of
assignment
• Geographical consideration
▫ Regional
▫ Domestic
• Size of business consideration
▫ Small
▫ Medium
▫ Large
• Nature of business consideration
59
Certified Human Resources Professional – Unika Atma Jaya - Jakarta
Remuneration Strategy for
geographical (multinational sample)
• Local part (place of assignment
follow local currency) and home
country part (Rupiah)
▫ Stay with Basic Salary & Position
Allowance in Rupiah
▫ Local part to cover better living cost
and incentive or additional allowance
for International Assignment
60
Certified Human Resources Professional – Unika Atma Jaya - Jakarta
Summary
The Talent Management process will fuel organization excellence by :
TO CREATE A TALENT
MANAGEMENT SYSTEM
Action Orientation Targets and achieves results, overcomes obstacles, accepts responsibility, establishes standards and responsibilities,
creates a results-oriented environment, and follows through on actions.
Communication Communicates well both verbally and in writing. Effectively conveys and shares information and ideas with others.
Listens carefully and understands various viewpoints. Presents ideas clearly and concisely and understands relevant
detail in presented information.
Creativity/Innovation Generates novel ideas and develops or improves existing and new systems that challenge the status quo, takes risks,
and encourages innovation.
Critical Judgment Possesses the ability to define issues and focus on achieving workable solutions. Consistently does the right thing by
performing with reliability.
Customer Orientation Listens to customers, builds customer confidence, increases customer satisfaction, ensures commitments are met, sets
appropriate customer expectations, and responds to customer needs.
Interpersonal Skill Effectively and productively engages with others and establishes trust, credibility, and confidence with others.
Leadership Motivates, empowers, inspires, collaborates with, and encourages others. Develops a culture where employees feel
ownership in what they do and continually improve the business. Builds consensus when appropriate. Focuses team
members on common goals.
Teamwork Knows when and how to attract, develop, reward, and utilize teams to optimize results. Acts to build trust, inspire
enthusiasm, encourage others, and help resolve conflicts and develop consensus in creating high-performance teams.
Technical/Functional Demonstrates strong technical/functional proficiencies and knowledge in areas of expertise. Shows knowledge of
Expertise company business and proficiency in the strategic and financial processes, including P&L planning processes and
their implications for the company.
Definition of “Communication”:
Communicates well both verbally and in writing. Effectively conveys ideas and shares information and ideas with
others. Listens carefully and understands the details of difficult points of view. Presents ideas clearly and
concisely.
1 2 3 4 5 6
Understands the Adapts Actively presents Promotes open Is recognized as
Clearly and importance of communications information and expression of one who
appropriately and demonstrates to audience ideas to all ideas and effectively
expresses his/her good oral, requirements to appropriate levels encourages clarifies and
desires and listening, and optimize and leads others to communication communicates
needs. writing skills. understanding. do the same. without key/strategic
retribution. information.
1 : All employees
2 : Professionals
3 : Supervisors
4 : Managers
5 : Top Management
6 : Executive
Action Orientation 6 5 5 5 4 3 1
Communications 6 6 6 5 4 3 1
Creativity/Judgment 6 6 5 6 4 2 1
Critical Judgment 6 6 6 5 4 2 1
Customer Orientation 6 5 5 5 4 3 1
Interpersonal Skill 6 5 6 5 4 3 1
Leadership 6 6 5 5 4 2 1
Teamwork 6 6 6 5 4 2 1
Technical/Functional Expertise 6 6 6 5 4 3 1
POTENTIAL FORECAST
• A prediction of how many levels (organization/job) an employee can progress within an
organization based on her/his past/current performance appraisals, training and
development needs, career preferences and actual projected competency level.
360-DEGREE FEEDBACK
- Validity
- Reliability
- Wording (is it positively phrased, is it put in personal terms, is it behavioral ?)
- Choosing raters
- Communication issues
- Flexibility and customization
Competencies
Assess the employee in each competency area defined below on the following basis: greatly
exceeds expectations (5), exceeds expectations (4), meets expectations (3), below
expectations (2), greatly below expectations (1). On the companion sheet, describe
behaviors and skills that are strengths and/or developmental needs associated with the
competencies listed below when assessments exceed and greatly exceed or are below and
greatly below expectations.
1. Action Orientation
Targets and achieves results, overcomes obstacles, accepts responsibility, establishes
standards and responsibilities, creates a results-oriented environment, and follows through
on actions.
Assessment: ______________
Potential: ____________
Certified Human Resources Professional – Unika Atma Jaya - Jakarta
Performance Appraisal &
Potential Forecast
2. Communications
Communicates well both verbally and in writing. Effectively conveys and shares
information and ideas with others. Listens carefully and understands various viewpoints.
Presents ideas clearly and concisely and understands relevant detail in presented
information.
Assessment: ____________
Potential: ____________
3. Creativity/Innovation
Generates novel ideas and develops or improves existing and new systems that
challenge the status quo, takes risks, and encourages innovation.
Assessment: ____________
Potential: ____________
4. Critical Judgment
Possesses the ability to define issues and focus on achieving workable solutions.
Consistently does the right thing by performing with reliability.
Assessment: ___________
Potential: ____________
Certified Human Resources Professional – Unika Atma Jaya - Jakarta
Performance Appraisal & Potential Forecast
5. Customer Orientation
Listens to customers, builds customer confidence, increases customer satisfaction,
ensures commitments are met, sets appropriate customer expectations, and responds to
customer needs.
Assessment: ___________
Potential: ____________
6. Interpersonal Skill
Effectively and productively engages with others and establishes trust, credibility, and
confidence with others.
Assessment: ___________
Potential: ____________
7. Leadership
Motivates, empowers, inspires, collaborates with, and encourages others. Develops a
culture where employees feel ownership in what they do and continually improve the
business. Builds consensus when appropriate. Focuses team members on common
goals.
Assessment: _________
Potential: ____________
Certified Human Resources Professional – Unika Atma Jaya - Jakarta
Performance Appraisal &
Potential Forecast
8. Teamwork
Knows when and how to attract, develop, reward, and utilize teams to optimize results.
Acts to build trust, inspire enthusiasm, encourage others, and help resolve conflicts and
develop consensus in creating high-performance teams.
Assessment: _________
Potential: ____________
9. Technical/Functional Expertise
Demonstrates strong technical/functional proficiencies and knowledge in areas of
expertise. Shows knowledge of company business and proficiency in the strategic and
financial processes, including P&L planning processes and their implications for the
company.
Assessment: _________
Potential: ____________
SUMMARY
Overall Performance (Competencies and Accomplishments)________
(greatly exceeds expectations, exceeds expectations, meets expectations, below
expectations, greatly below expectations)
Replacement(s) for Incumbent Status Next Position (immediate, 0-12 mo, beyond 12 mo)
1 ______________________
2._____________________ ______________________
Additional Comments:
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________
Development Factors :
Coaching,
Real Job Feed-back, Training
Assignments Mentoring etc 10 %
70 % 20 %
Job Self
Assignment Mentoring Training
Enrichment Learning
Employee
Performance
Certified Human Resources Professional – Unika Atma Jaya - Jakarta
Sample Learning & Development Guide
“Communication” Competency*
Competency Definition:
To communicate well both verbally and in writing; to effectively convey ideas and share information and ideas
with others; to listen carefully and to understand difficult points of view; to present ideas clearly and concisely;
to understand relevant detail in presented information.
Coaching Guide:
Clarify your expectations of individual achievement and your measurement criteria.
Document in writing employee achievements, shortcomings, or suggested areas for improvement and share with
the employee.
Provide vehicles for others to voice their opinions.
Keep all communications clear and concise.
Adjust words/terminology to ensure audience understanding.
Ask clear questions using oral and/or other methods of communication.
Attend to communications received from others.
Follow up on ideas and continuously encourage idea generation without retribution.
Help others to sense urgency through daily updates via memos, e-mail, or other sources of communication.
Provide clear instructions or information to others orally or through other methods of communication.
Use appropriate nonverbal communication (eye contact, gestures, posture).
Seek opportunities to give speeches through community or service organizations.
Blocking
Maris, Roger Mantle, M Now
LR ME
VP & CFO Bednarik, C Now
Surplus
Blocking
William, Venus
Martinez, P 0-12 mo
(Female, Minority) LR EE
Gonzales, P Now
VP HR
Surplus
Martina Hingis GBE
(Female) NP (Performance Void
VP R&D Certified HumanProblem)
Resources Professional – Unika Atma Jaya - Jakarta
Sample of bench strength summary
(Action Plans)
Definitions
Potential: P (Potential); U (Unlimited Potential); LR (Lateral Rotation); NP (No Potential)
Performance: GEE (Greatly Exceeds Expectations): EE (Exceeds Expectations); ME
(Meets Expectations); BE (Below Expectations); GBE (Greatly Below Expectations)
The Bench Strength Summary captures the key elements for aligning people with
organization needs. Five action items with recommendations are identified:
Void: Positions with no replacements. 1. Select from talent pool. 2. Add to talent pool &
accelerate development. 3. Identify backups. 4. Begin external recruitment. 5. For key
positions accelerate the process.
Surpluses: Positions with more than one replacement. 1. Redirect career paths. 2.
Move high potentials quickly. 3. Job rotation inside unit. 4. Task force assignments.
Blocking: Non-promotable managers with promotable subordinates. 1. Move
incumbent or backup within one year. 2. Job rotation outside unit. 3. Special projects.
Performance Problems: Employees not meeting expectations. 1. One more
accomplishment review. 2. Focus on results and competency improvement. 3. Terminate
(consult HR department).
Superkeeper: Very accelerated career paths and compensation growth, high development
investment. Formal mentor and sponsor arrangement.
Certified Human Resources Professional – Unika Atma Jaya - Jakarta
Resource Matching –
Categorizing Talent
Maintain Innovate for few
current System business, solution
Problem solver
Specialist Professional
Increasingly important
in the 21st century
Certified Human Resources Professional – Unika Atma Jaya - Jakarta
82
Productivity vs Engagement
Productivity
RETAINING
MORE
REWARDING
ASSIGNMENT
PROMOTION
COACHING &
PLAN TO EXIT
COUNSELING
Engagement
Certified Human Resources Professional – Unika Atma Jaya - Jakarta
good luck & success!
If you need further assistance,
please contact me at
08121055000
Or visit www.pungkipurnadi.com
www.pungkipurnadiasociates.com
Or sending e-mail to :
Pungki.purnadi@yahoo.com
pungki@pungkipurnadi.com