Chapter 10

Coaching, Careers,
and Talent
Management

Part Three | Training and Development

Copyright © 2011 Pearson Education, Inc. PowerPoint Presentation by Charlie Cook

publishing as Prentice Hall The University of West Alabama
 Objective 1

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–2

Talent Management
• Talent Management
 Goal-oriented and integrated conducting in automated process
of planning, recruiting, developing, managing, and
compensating employees throughout organization
 It requires coordinating several human resource activities, in
particular workforce acquisition, assessment, development, and
retention
 Is career management from the employer’s point
of view

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 FIGURE 10–6 The Talent Management Process

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 10–4

 Objective 2

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–5

 TABLE 10–2 Roles in Career Development

Individual Manager
• Accept responsibility for your own career. • Provide timely and accurate performance
• Assess your interests, skills, and values. feedback.
• Seek out career information and resources. • Provide developmental assignments and
support.
• Establish goals and career plans.
• Participate in career development
• Utilize development opportunities.
discussions with subordinates.
• Talk with your manager about your career.
• Support employee development plans.
• Follow through on realistic career plans.

Employer
• Communicate mission, policies, and procedures.
• Provide training and development opportunities, including workshops.
• Provide career information and career programs.
• Offer a variety of career paths.
• Provide career-oriented performance feedback.
• Provide mentoring opportunities to support growth and self-direction.
• Provide employees with individual development plans.
• Provide academic learning assistance programs.

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 TERMS USED IN CAREER
TERMS DESCRIPTION
CAREER Jobs carried out by a persons while they served the organization
CAREER PATH Sequential patterns of jobs which form the person’s career
CAREER GOALS Future position that someone will/can achieve
CAREER PLAN Proccess by which individual choose a career goals and career path
CAREER DEVELOPMENT Improving knowledge, skills, & ability and performance to achieve
career plan

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INDIVIDUAL CAREER ILLUSTRATION

Graduate Work / start own

New job
business

Rotation, transfer,
Rotation, transfer, promotion
promotion

Personal Development

Resignation Career
goals

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IS IT NECESSARY TO PLAN?

• YES
• Individual/employee must know what to expect in the future
• Prepared what is necessary (performance, experiences,
education)
• Act according to their career plan

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 Objective 3

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 Example of the
Career stage @
ARMY

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 MACAM KENAIKAN PANGKAT
1. REGULAR ADVANCEMENT (obliged to requirement)
2. SPECIAL ADVANCEMENT

a. Special assignment involving life-treathening mission or

contributed beyond the call of duty
b. Advancment regarding retirement for the job welldone and
good performance
c. Advancement after the combat duty (KENAIKAN PANGKAT
MEDAN TEMPUR-KPMT).
d. UTK PA, KPMT DIGANTIKAN DLM BENTUK PRIORITAS
PENDIDKAN, JABATAN ATAU PENAMBAHAN MDP
SEBANYAK 6 (ENAM) BULAN.

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 3. KENAIKAN PANGKAT MINIMAL
a. LETDA KE LETTU :
MDP 3 TAHUN ( LULUSAN SESARCAB )
b. LETTU KE KAPTEN :
MDP 7 TAHUN ( LULUSAN SESARCAB )
c. KAPTEN KE MAYOR :
MDP 12 TAHUN ( LULUSAN SELAPA)
MDP 13 TAHUN ( LULUSAN SESARCAB + DIKBANGSPES )
MDP 14 TAHUN ( LULUSAN SESARCAB )
d. MAYOR KE LETKOL :
MDP 16 TAHUN ( LULUSAN SESKO ANGKATAN )
MDP 17 TAHUN ( LULUSAN SELAPA + DIKBANGSPES )
MDP 18 TAHUN ( LULUSAN SELAPA )
MDP 19 TAHUN ( LULUSAN SESARCAB + DIKBANGSPES )
MDP 20 TAHUN ( LULUSAN SESARCAB )
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 e. LETKOL KE KOLONEL :
MDP 21 TAHUN ( LULUSAN SESKO ANGKATAN )
MDP 22 TAHUN ( LULUSAN SELAPA + DIKBANGSPES )
MDP 23 TAHUN ( LULUSAN SELAPA )
MDP 24 TAHUN ( LULUSAN SESARCAB + DIKBANGSPES )
MDP 25 TAHUN ( LULUSAN SESARCAB )

f. KOLONEL KE BRIGJEN :
MDP 26 TAHUN ( LULUSAN SESKO TNI )
MDP 27 TAHUN ( LULUSAN SESKO ANGKATAN )
MDP 28 TAHUN ( LULUSAN SELAPA + DIKBANGSPES )

TELKOM UNIVERSITY 2014 14

CAREER PATH IN ACTION

Marketing senior
Management Marketing officer
officer
Trainee 2 y.o.e
2 y.o.e

Assistant Manager Regional Marketing National Marketing

for marketing manager Manager
1 y.o.e 2 y.o.e 1.5 y.o.e

Director of
GM Marketing
marketing
2 y.o.e
2 y.o.e

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CAREER PATH IN ACTION

HR senior
HR Trainee HR officer
officer

HR site Regional HR SBU HR

manager manager Manager

National HR Director of
Manager HR

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MY CAREER
1991 93-94 1994
HR training
Store Spv Magister
officer

1999 2001 2004

HR System Business Dev
HR Div Head
officer officer

2005 2006 2008

Bus Dev Div Secretary to
HR&GA Dir
Head the Presdir

2009 2010 2011

HRGA&Log End of
Legal advisor
Dir employement
TELKOM UNIVERSITY 2014 17
 Fakultas Komunikasi dan Bisnis
Inspiring Creative Innovation

Level Karir vs Pengalaman kerja

7
6
5
POSISI MANAJERIAL
4

4th
Mngt
3

level
3rd
Mngt
level
2

2nd
Mngt
1

1st level
Mngt
level

1 5 10 15 20 25 30 35
PENGALAMAN KERJA
 Fakultas Komunikasi dan Bisnis
Inspiring Creative Innovation

Contoh Karir (industri perbankan)

Nama Jabatan Tingkatan

Jabatan
1. Analis Kredit
2. Pembantu Kepala Analisis Kredit Karyawan
3. Kepala Analisis Kredit
4. Kepala Adm Keuangan Supervisory
5. Wakil Pimpinan Cabang Kecil
6. Pemimpin Cabang Kecil
7. Pemimpin Cabang Besar Manajemen
8. Kepala Bagian Kredit Investasi
9. Wakil Direktur Bidang Operasi
Eksekutif
10. Direktur
 Fakultas Komunikasi dan Bisnis
Inspiring Creative Innovation

Contoh Karir (industri Ritel)

Nama Jabatan Tingkatan

Jabatan

1. Sales Assistant Karyawan 2-4

2. Senior S.A / Cashier
3. Store Head Assistant
Supervisory 3-6
4. Store Head
5. Area Supervisor
6. Regional Manager Manajemen 5-8
7. Operational Manager
8. General Mgr Operations 7-10
Eksekutif
9. Direktur Operasional & Sales
 Fakultas Komunikasi dan Bisnis
Inspiring Creative Innovation

Contoh Karir (Telkom)

1. Staff (Band VII)

2. Officer 3 (Band VI)
3. Officer 2 (Band V)
4. Officer 1 (Band IV)
5. Senior Officer/Manager (Band III)
6. Senior Manager/Assistant Vice President/GM (Band II)
7. EGM/SGM/VP (Band I)
8. Direktur (Band I)
9. Direktur Utama (Band I)
 Fakultas Komunikasi dan Bisnis
Inspiring Creative Innovation
Contoh pola karir (career path)
Karyawan A

Karyawan B
 Fakultas Komunikasi dan Bisnis
Inspiring Creative Innovation
Contoh pola karir (career path)
Level Jabatan Pergerakan Tahun Masa kerja Usia
Junior Spv Supervisor toko entry level 1991 1993 1.5 26 350,000
S2 1993 1994 2 27
Supervisor Koordinator Training Promosi 1994 1999 5 32 1,035,000
Supervisor Sistem & Prosedur Mutasi 1999 2001 2 34
Supervisor Busines Development Mutasi 2001 2004 3 37
Management Div Head HR M/P 2004 2005 1 38
Management Div Business Dev Mutasi 2005 2006 1 39
Management Corporate Secretary Mutasi 2006 2008 2 41
Management Gen Mgr HR, GA & Bus Dev Promosi 2008 2010 2 43
Management Gen Mgr Procurement & Logistic Mutasi 2010 2011 1 44
Resign
Reg Lecturer Lecture Part time 2011 2012 1 45
Lecture Full time 2012 2013 1 46
Reguler Employee 2013 2016
Asisten Ahli 2013 47
Lecture Certificate 2014 48
Doctoral Degree 2016 49
IMPORTANT NOTES

• Career plan is the responsibility of each individual

• HR only act as the facilitator
• Career movement is now always to the top
• Career goals should not be rigid, they should be evaluated as
they go
• How far will you go to pursuit your career (time, efforts, money)

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 Objective 4

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BENEFIT OF CAREER PLANNING
Optimized Help individual
Increase
employee to understand
productivity
potential their career

Improveing Internal Reduce pilling

attitude & sources for the of the
motivation company employee

Increase
Improving the
loyality &
job satisfaction
commitment

Reduce Experienced
turnover workers

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 Objective 5

Copyright © 2011 Pearson Education, Inc. publishing as Prentice Hall 1–27

EMPLOYEE ROLES
• Inform their supervisor about the career plan
• Specification they possess
• Commitment to pursue the goals
• Employee should realize that they should not rest their career in
one company
• Realizing that there is a trade-off between career and their
time/efforts

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WHAT EMPLOYEE WANT

Career equity (adil)

Supervisory concern (perhatian)

Awareness of opportunities (kesempatan)

Employment interest (keleluasaan pilihan)

Career satisfaction (kepuasan)

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 Objective 6

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 The Basics Of Career Management

Career Management

Career
Career Development
Terminology

Career Planning

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 Careers Today and
Employee Commitment

Old Contract New Contract

(Employer-focused) (Employee-focused)

“Do your best and be “I’ll do my best for you,

loyal to us, and we’ll take but I expect you to
care of your career.” provide the development
and learning that will
prepare me for the day
I must move on, and for
having the work-life
balance that I desire.”

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 TABLE 10–1 Traditional Versus Career Development Focus

HR Activity Traditional Focus Career Development Focus

Human resource Analyzes jobs, skills, tasks— Adds information about individual interests,
planning present and future. Projects preferences, and the like to replacement
needs. Uses statistical data. plans.

Recruiting and Matching organization’s needs Matches individuals and jobs based on
placement with qualified individuals. variables including employees’ career
interests and aptitudes.

Training and Provides opportunities for Provides career path information.

development learning skills, information, Adds individual development plans.
and attitudes related to job.

Performance Rating and/or rewards. Adds development plans and individual

appraisal goal setting.

Compensation Rewards for time, productivity, Adds tuition reimbursement plans,

and benefits talent, and so on. compensation for non–job-related activities
such as United Way.

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 TABLE 10–3 Possible Employer Career Planning and Development Practices

Job postings Career booklets/pamphlets

Formal education/tuition Written individual career plans
reimbursement
Career workshops
Performance appraisal
Assessment center
for career planning
Upward appraisal
Counseling by manager
Appraisal committees
Lateral moves/job rotations
Training programs for managers
Counseling by HR
Orientation/induction programs
Preretirement programs
Special needs (highfliers)
Succession planning
Special needs (dual-career couples)
Formal mentoring
Diversity management
Common career paths
Expatriation/repatriation
Dual ladder career paths

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Innovative Corporate Career
Development Initiatives
1. Provide individual lifelong learning budgets.
2. Encourage role reversal.
3. Help organize “career success teams.”
4. Provide career coaches.
5. Offer online career development programs.

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Establishing an Effective
Mentoring Program
• Require mentoring?
• Provide mentoring training?
• Does distance matter?
• Same or different departments?
• Big or small difference in rank?

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Coaching and Mentoring
• Coaching
 Involves educating, instructing, and training subordinates
 Focuses on teaching shorter-term job-related skills
• Mentoring
 Is actively advising, counseling, and guiding
 Is helping employees navigate longer-term career hazards
 Is leading highly trained employees and self-managing teams
 Supplants the need for authority and for giving orders for getting
things done
• Coaching and mentoring require both analytical and
interpersonal skills.

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Improving Your Coaching Skills

The Four-Step Coaching Process

1 Preparing to coach

2 Developing a mutually agreed change plan

3 Engaging in active coaching

4 Evaluating for feedback and follow-up

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Preparing to Coach:
Applying the ABC Approach
• Antecedents
 What things must come before the person does the job?

• Behavior
 Can the person do the job if he or she wanted to?

• Consequences
 What are the consequences of doing the job right?

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Characteristics of Effective Mentors
• Are professionally competent
• Are trustworthy
• Are consistent
• Have the ability to communicate
• Are willing to share control
• Set high standards
• Are willing to invest time and effort
• Actively steer protégés into important work

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Choosing a Mentor
• Choose an appropriate potential mentor.
• Don’t be surprised if you’re turned down.
• Be sure that the mentor understands what you expect in
terms of time and advice.
• Have an agenda.
• Respect the mentor’s time.

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Enhancing Diversity Through
Career Management
• Sources of Bias and Discrimination
 A lack of diversity in the hiring department

 The “old-boy network” of informal friendships

 A lack of women mentors

 A lack of high-visibility assignments and developmental
experiences (glass ceiling)
 A lack of company role models for members of the same
racial or ethnic group
 Inflexible organizations and career tracks

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 Taking Steps to Enhance Diversity:
Women’s and Minorities’ Prospects

Eliminate institutional barriers

Improve networking and mentoring

Supporting
Diversity
Abolish the glass ceiling

Adopt flexible career tracks

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Employer Life-Cycle Career Management

Making Promotion and

Transfer Decisions

Decision 1: Decision 2: Decision 3: Decision 4:

Is Seniority or How Should Is the Process Vertical,
Competence We Measure Formal or Horizontal,
the Rule? Competence? Informal? or Other?

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 Attracting and Retaining Older Workers

Create a culture that honors experience

Modify selection procedures

HR Policies for
Older Workers
Offer flexible or part-time work

Implement phased retirement programs

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Managing Retirements
• Preretirement Counseling Practices
 Explanation of Social Security benefits

 Leisure time counseling

 Financial and investment counseling

 Health counseling

 Psychological counseling

 Counseling for second careers

 Counseling for second careers inside the company

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Job Search Techniques
• Do your own local research
• Online job boards
• Personal contacts
• Answering advertisements
• Employment agencies
• Executive recruiters
• Career counselors
• Executive marketing consultants
• Employers’ Web sites

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Writing Your Résumé
• Introductory information
• Job objective
• Job scope
• Your accomplishments
• Length
• Personal data
• Make your résumé scannable

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