TALENT MANAGEMENT

Prof. Jann Hidajat Tjakratmadja

FEBRUARY 2020
 A SHIFT IN PARADIGM

People Are Our Biggest Asset

People Are Not Your Most Important Asset

THE RIGHT PEOPLE ARE
 BUSINESS CHALLENGES:
2009 and BEYOND

1. Financial Pressures
2. Competitive Threats
3. Declining Margins
4. Major Regulatory Changes
5. LIMITED SUPPLY OF TALENT
BUSINESS OPPORTUNITIES:
2009 and BEYOND

1. Economic Stimulus

2. Aging Population

3. Technological Innovations

4. Business Reform

5. Work-Life Balance
WORKFORCE SCENARIOS IN THE NEXT DECADE*

EXTREMELY HIGHLY
SCENARIOS
LIKELY LIKELY

Demand for new classes of skilled

62% 91%
caregivers

Majority of organizations will use

30% 73%
remote /virtual technologies

Knowledge gap in critical position

business roles due to retirement/ 22% 58%
transition
* Healthcare Financial Management Association (HFMA), Healthcare Finance Outlook 2009 °sponsored by Siemens, March 2009
 WHY PEOPLE LEAVE*
TECHNICIANS’ ADMINISTRATION’ OTHERS’
RANK
VIEW VIEW VIEW
1 Stress Stress Stress
2 Base Pay Base Pay Base Pay
Length of Promotion
3 Work/ life Balance
Commute Opportunity
Promotion Trust/ confidence in Work/
4
Opportunity Management life Balance
Trust/
Length of Length of
5 confidence in
Commute Commute
Management
* Watson Wyatt & ASHHRA, 2008/9 Work Attitudes Research
DEFINITION OF TALENT MANAGEMENT

1. Strategic management of the flow of talent

through an organization.

2. Purpose is to assure that the supply of talent

is available to align the right people with
the right jobs at the right time based on
strategic business objectives

3. Something to be, a way of working and

achieving both short and long-term success
 DEFINITION OF TALENT MANAGEMENT

TALENT = COMPETENCE X COMMITMENT X CONTRIBUTION

RIGHT ENACT AN CREATE

PERSON, EMPLOYEE MEANING AT
RIGHT PLACE, VALUE WORK:
RIGHT TIME, PROPOSITION: • Identity
RIGHT SKILLS: • What do I • Purpose
• Set Standard get? • Relationships
• Assess • What do I • Work
• Invest give? Environment
• Integrate • Work itself
• Learning/
resilience
• Civility
 COMMITMENT :
Increase Discretionary Energy

A New Employee deal VOI2C2E

- Vision
- Opportunity
- Incentives
- Impact
- Community
- Communication
- Entrepreneurship
• Increase Commitment
 TALENT MANAGEMENT ISSUES
1. SKILLS BASED: Critical skills? High performers?
High potential? Knowledge workers? Innovators?
2. LEVEL BASED: Leadership population?
Organisation-wide? Function-specific?
Management-level specific?
3. GEOGRAPHIC SPREAD: Should talent be
managed on a local, national, international,
continent-wide or global basis? What problems
does the decision taken present in terms of
definitions? Is it all about managing generalists or
specialists? Should the focus be on potential or
actual performance?
 WHY NEED TALENT MANAGEMENT?

1. Business issue drivers: increasing turnover,

globalization of markets and labor forces,
aggressive competition, heightened corporate
oversight
2. Intellectual property, getting the best out of
people can be an organization’s most
important task
3. Encouraging key talent to continue to generate
fresh perspectives and innovative ideas to
maintain competitive advantage is frequently
critical to business success
 WHY NEED TALENT MANAGEMENT?

4. Exceptional talent, demand far exceeds

supply
5. Right people with the right skills and
knowledge, in the right roles
6. But what do organizations need to do to
ensure that they attract key people,
allow talent to thrive and, most
importantly, avoid losing the talent to
the competition?
 TALENT MANAGEMENT BENEFIT:
EXAMPLES

1. Microsoft UK: “A” list, top 10 per cent,

performers, regardless of role and level
2. Six Continents: executives below board
level, high potential individuals, future
leaders
3. Philips: upgrading culture and talent to
shape its vision of being a high-growth
technology company
GLOBAL TALENT MANAGEMENT SURVEY

1. Softscape Research interviewed more than

200 HR leaders from around the world via a
web-based survey in late 2008.

2. The sample represented a diverse collection

of more than twenty industries and was
roughly evenly distributed among large
enterprises (more than 5,000 employees;
54% of sample) and small- and medium-
sized organizations (100-5,000 employees;
46% of sample).
 GLOBAL SOFTSCAPE SURVEY RESULTS
(2009)
1. 74% of the organizations surveyed – and 83% of
large enterprises (over 5,000 Ee) – now believe
that integrated talent management is mission
critical.
2. More than 70% of companies believe that
organizations with integrated talent
management strategies and processes have better
financial performance than those that have not
integrated their talent functions.
3. 66% of companies believe linking learning
management to other core talent functions yields
stronger revenue growth.
 GLOBAL SOFTSCAPE SURVEY RESULTS
(2009)
4. 56% of those surveyed say that Succession Planning,
when extended to the entire workforce, positively
impacts sales growth.
5. More than half (52%) believe that an increased focus
on measuring workforce performance is critical to
identifying and retaining high performers.
6. Virtually gone are the days when HR is viewed as
merely a transactional, back-office, tactical function.
7. Nearly two-thirds of HR professionals in large
enterprises (more than 5,000 employees) still believe
their workforces are not adequately prepared to
meet their companies’ future plans.
GLOBAL TALENT MANAGEMENT SURVEY
TALENT MANAGEMENT STRATEGY OUTCOMES*

Impact of Talent Management:

1. Integrating talent management strategies and processes
brings better financial performance (73% of respondents)
2. Focusing on competency development, on-the-job training
and project-based learning leads to effective individual
and team performance (66%)
3. Promoting mentoring, coaching, social networking and
collaboration brings about knowledge sharing and high
morale (61%)
4. Implementing succession planning and career development
improves brand loyalty and quality of services (56%)
5. Measuring workforce performance outcomes increases
retention of high performers (52%)
* Based on Lawson/Human Capital Institute, Talent Management in the Healthcare Industry, May/09
 TALENT MANAGEMENT TRANSFORMS
HEALTHCARE RECRUITING, ONBOARDING AND
EMPLOYEE PERFORMANCE

Financial Impact of Talent Management on

Recruitment and Retention:

1. Reduces staffing costs

2. Reduces staffing cycle times by 50-70%
3. Reduces vacancy rates by up to 50%
4. Reduces first-year turnover and overall
turnover
5. Improves productivity
TALENT MANAGEMENT FRAMEWORK
TALENT MANAGEMENT LIFE CYCLE
PRINCIPLE OF TALENT MANAGEMENT
1. Build a WINNING ENVIRONMENT, that people
want to belong to.

2. Establish a TALENT MANAGEMENT MINDSET,

which embeds ownership and accountability for
optimising talent and potential.

3. Create TANGIBLE MEANS to identify, select and

deploy people of outstanding talent.
4. FULLY ENGAGE TALENT, use it and manage it
intelligently.
 1. BUILDING A WINNING ENVIRONMENT

1. Opportunities to excel personal and professional

challenges which stretch the individual
2. Opportunities to create productive impact and
leave legacies
3. Constant new ideas and projects to work on
opportunities for continuous learning
4. Development and personal growth talented
leaders and great team mates rewards and
aspiration to lifestyles
2. TALENT MANAGEMENT TECHNOLOGY
Global Talent Management Survey of HR
Professionals prioritized the areas where
technology is most needed (Softscape, 2009)
1. Succession Planning
2. Career & Development Planning
3. Talent Profiles
4. Recruitment, Hiring, Applicant Tracking
5. Workforce Measurement
6. Knowledge Sharing
7. Leadership Development
3. CREATING THE MEANS TO IDENTIFY AND
DEPLOY OUTSTANDING TALENT
1. Coaching - better, faster, more effectively.
improving performance in a current role and at
a specific stage in the individual’s career
2. Mentoring - developing and growing the
individual for future
3. Empowering - establishing focused, productive
independence of thinking and action, within
defined boundaries of interdependence
4. Sponsoring - opening doors, removing blockages
and penetrating unnecessary bureaucracy, on
behalf of a talented (often young) people
WHAT ORGANIZATION CAPABILITIES MIGHT EXIST?
HOW EFFECTIVELY DO WE CURRENT PERFORM ON EACH Score Most
No OF THE FOLLOWING 13 CAPABILITIES (1 – 5) critical
TALENT: We are good at managing things like intellectual
1 capital, know-how, comptencies, skills, commitment,
workforce.
SPEED: we are good at doing things fast, with agility,
2 adaptation, flexibility, cycle time, responsiveness.
SHARED MINDSET: We are good at managing or changing
3 our culture, or doing transformation, firm identity, firm
equity, firm brand, share agenda.
LEARNING: We are good at knowledge management,
4 sharing best practice.
COLLABORATION: We are good at teamwork, working
5 across boundaries, doing merger integration, or sharing
information.
INNOVATION: We are good at administrative, product,
6 channel or strategic innovation.
ACCOUNTABILITY: We are good at holding people
7 accountable with clear performance expectations and the
ability to execute and implement what we promise.
WHAT ORGANIZATION CAPABILITIES MIGHT EXIST?
No
HOW EFFECTIVELY DO WE CURRENT PERFORM ON Score Most
EACH OF THE FOLLOWING 13 CAPABILITIES (1 – 5) critical
LEADERSHIP: We are good at building leadership
8 depth through the company , with things like bench
strength, quality of management, leadership brand.
STRATEGIC CLARITY: we are good at creating a shared
9 agenda, setting strategic priorities, and having a
shared point of view.

10 EFFICIENCY: We are good at reducing costs through

redesign, reengineering, or restructuring.

CUSTOMER SERVICE: We are good at customer

11 relationship with customer focused organization and
customer intimacy.
SOCIAL RESPONSIBILITY: We are good at being
12 sustainable by managing our carbon footprint,
philanthropy, and values

13 RISK: We are good at managing risk by attending to

disruption, predictability, and variance.
 HRTalentPro
HRTalentPro partners with clients to develop Talent
Management Solutions and Software Applications
for critical Talent Management initiatives:
Hiring and Retention
Mentoring
Succession Planning
Career Development
Performance Management
Identifying High Potentials
Competency Models and Job Benchmarking
Leadership Development Programs
 HRTalentPro
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Providing Talent Management solutions for more than 20
years, serving clients in Healthcare, Education,
Government, Non-Profit, Manufacturing,
Telecommunications, and others.

For more information, please contact us:

HRTalentPro
954-341-2522
Nancy.Zentis@HRTalentPro.com
www.hrtalentpro.com