Professional Documents
Culture Documents
Hendra Kusnoto
Advisor of GCG & Change Management
PT ANTAM Tbk
Agenda
• Polycentric Approach
– International subsidiaries managed/staffed by personnel
from host country
• Geocentric Approach
– Nationality deliberately downplayed
– Firm searches worldwide or regionally to hire best people
to fill key positions
Advantages of Using Local Employees to Staff
International Subsidiaries
• Lower labor costs
• Demonstrates trust in local citizens
• Increases acceptance of firm by local community
• Firm recognized as part of local economy
• Represents local opinions in decision-making
Advantages of Using Expatriates to Staff
International Subsidiaries
• Cultural similarity with parent company ensures transfer of
business practices
• Closer control /coordination of international subsidiaries
• Employees get multinational orientation
• Creates pool of internationally experienced executives
• Local talent may not yet add value
Disadvantages of Using Local Employees to
Staff International Subsidiaries
• Difficult to balance local demands/global priorities
• Career blockage
• Culture shock
• Lack of pre-departure cross-cultural training
• Overemphasis on technical qualifications
• Getting rid of a troublesome employee
• Family problems
Selection of Employees for International
Assignments
• Emphasize cultural sensitivity as a selection criteria
• Establish a selection board of expatriates
• Require previous international experience
• Explore possibility of hiring foreign-born employees to serve
as “expatriates” at future date
• Screen candidates’ spouses and families
Compensation
• Power distance
• Individualism
• Uncertainty avoidance
• Masculinity/femininity
• Long-term/short-term orientation
Upon Return
Competencies
Succession Interviewing
Stallers &
Planning Stoppers & Selection
Universal
Performance
Performance Dimensions Feedback
Management
Career
Learning Development
Key Components
Vision
Core Ideology
Captures what you stand for and why you exist.
Envisioned Future
Role is to guide and inspire those inside, Aspirations
not to differentiate.
Key Strategies
How will we achieve the BHAG within the context of our core ideology?
Competencies
Succession Interviewing
Stallers &
Planning Stoppers & Selection
Universal
Performance
Performance Dimensions Feedback
Management
Career
Learning Development
How Did We Get Here?
Competencies
Succession Interviewing
Stallers &
Planning Stoppers & Selection
Universal
Performance
Performance Dimensions Feedback
Management
Career
Learning Development
Organizational Capabilities
Competencies
Succession Interviewing
Stallers &
Planning Stoppers & Selection
Universal
Performance
Performance Dimensions Feedback
Management
Career
Learning Development
Team Capabilities
Competencies
Succession Interviewing
Stallers &
Planning Stoppers & Selection
Universal
Performance
Performance Dimensions Feedback
Management
Career
Learning Development
Interviewing and Selection
Competencies
Succession Interviewing
Stallers &
Planning Stoppers & Selection
Universal
Performance
Performance Dimensions Feedback
Management
Career
Learning Development
Feedback
Competencies
Succession Interviewing
Stallers &
Planning Stoppers & Selection
Universal
Performance
Performance Dimensions Feedback
Management
Career
Learning Development
Career Development
Competencies
Succession Interviewing
Stallers &
Planning Stoppers & Selection
Universal
Performance
Performance Dimensions Feedback
Management
Career
Learning Development
Learning
Competencies
Succession Interviewing
Stallers &
Planning Stoppers & Selection
Universal
Performance
Performance Dimensions Feedback
Management
Career
Learning Development
Performance Management
• Comprehensive coverage of performance
management at all levels in the organization
• Use universal performance dimensions
• Comes with job improvement and career
development plans
A Model for Competency-based
Human Resources Processes
Vision & Business Strategy
Organizational Team
Capabilities Capabilities
Competencies
Succession Interviewing
Stallers &
Planning Stoppers & Selection
Universal
Performance
Performance Dimensions Feedback
Management
Career
Learning Development
Succession Planning
Consultant
O.D., marketing
& teaming
Relationships
– Credible Activist: Credible (respected, admired, listened to) and
active (offers a point of view, takes a position, challenges
assumptions). “HR with an attitude.”
HR professionals who are credible but not activists are admired but
do not have much impact. Those who are activists but not credible
may have ideas but will not be listened to.
Agenda
Organization Development
• Defining organization’s vision and mission
Vision & Mission
Mission Statements
•Enduring statement of purpose
•Distinguishes one firm from another
•Declares the firm’s reason for being
Importance of Mission
Benefits from a strong mission
Unanimity of Purpose
Resource Allocation
Mission
Organizational Climate
• Core competencies
Core Competency
• A bundle of skills that enables an organization to provide a
particular benefit to customers.
• It is not product or service specific. It contributes to the
development of a range of products and services. Examples:
– Sony- customer benefit is pocket ability and core
competence is miniaturization.
– Federal Express- benefit is on time parcel delivery and
core competence is logistics management.
– Rosecrans- benefit is freedom from addictive behavior
and core competence is adult and adolescent education.
– Carpenters Place- benefit is a changed lifestyle and the
core competency is customized client case management.
Why Are Core Competencies Important?
• They are the skill sets of organization possesses
that set it apart from its peers.
• They are what make organization unique.
• They are sources of competitive advantage.
• They are the building blocks to future
opportunities and earned income ventures.
Competency-based Strategy
Human Capital Strategy
•Manage organizations using a competency-based strategic design to attract (recruit), develop, and retain the best workforce.
• Oganization value
Company Values
• Company Values:
- Something that is important to your company, ex. Intel
values risk taking, discipline, & results orientation
- Affects how employees do their work in the short term
(day-to-day) or long term
- Affects decision making processes, company decisions
and/or employee decisions
How to Define the Corporate Values?
• Culture of the Enterprise (Corporate Culture)
– a shared belief system that consists of the organization history,
beliefs, and value
– embodies the viewpoint and values of senior management
– represents a powerful, and usually persistent element
– The IS manager must understands the organization before he/she
can successfully compete for scarce corporate resources
Organization Development
• Organization structure
Organization Structure:
Design Contingencies
• Job Analysis
– The procedure used to determine the duties of particular
jobs and the kinds of people (in terms of skills and
experience) who should be hired for them.
• Job Specification
– The human qualifications in terms of traits, skills, and
experiences required to accomplish a job.
• Job Description
– A document that identifies a particular job, provides a
brief job summary, and lists specific responsibilities and
duties of the job.
G.Dessler, 2003
Job Description
• As main source of information
• To define minimum requirements of a job
• To focus on essential functions and specific knowledge,
experience skills needed to perform the job
Sections on Job Description
• Position Title
• Department
• Position Summary
• Essential Functions
• “Other” – Non-essential Functions
• Organizational Reporting
• Minimum Requirements
• Additional Desirable Qualifications
• Working Conditions
Position Title
Clearly define the position in as few words as
possible.
Job Summary
• Brief overview of the reason the position exists
• Written in broad terms identifying functions of job, but not
the specifics
• Easier to write after the essential functions are determined
• Think of as an essay question: “Describe the essence of the
job in 30 words or less
Minimum Requirements
• Education/Experience
– Identify what education and experience are minimally required to
successfully carry out the essential function of the job
– Remember to think in terms of the “position” not the “person”
• Licenses, Certifications, etc.
• Knowledge, Skills and Abilities:
- Identify specific KSAs needed to successfully perform the
essential functions of the job
- Only list the KSAs needed to achieve the desired results, not those
the ideal candidate might possess
- Use examples from the job to help define the KSAs concisely.
- Avoid using subjective modifiers, e.g., high level, which have a
different meaning for each individual.
• Additional Desirable Qualifications
- Qualifications in addition to the minimum requirements that would be
beneficial in successfully performing the job
Working Conditions
• Physical Demands
– Physical activities
– Lifting weight and exerting force
– Vision requirements
• Work Environment
– Exposure to extreme conditions, i.e. weather, chemicals
– Noise level
Organization Development
• “The best succession planning system in the world cannot succeed unless
the selection, training and development, and appraisal systems all work
effectively too.”
What is a Competency Model?
• A competency model is a set of success factors, often called
competencies that include the key behaviors required for
excellent performance in a particular role.
• Excellent performers on-the-job demonstrate these behaviors
much more consistently than average or poor performers.
• These characteristics generally follow the 80-20 rule in that
they include the key behaviors that primarily drive excellent
performance.
• They are generally presented with a definition and key
behavioral indicators.
What is a Competency Model?
COMPETENCIES
The knowledge
skills and
motivations
needed for this
role
OBJECTIVES RESPONSIBILITIES
•
Specific objectives that focus •
the role on what is important The core definition of a
in the short term particular job: purpose,
responsibilities,
performance measures
How Are Competency
Models Developed?
• Competency models are developed through a process of
clarifying the business strategy and determining how the
models would be used (hiring and selection, performance
management, training and development, and career
development).
• Data is gathered in structured interviews.
• Data is analyzed and used to develop straw man models of
success criteria.
• Then validation surveys are administered and models
refined based on feedback.
• Finally, models are finalized and translated into appropriate,
end-user tools and applications.
Example - List of Available Models
• Core
– Personal Attributes; Management Skills
• Career Level-Specific Leadership
– Executive Leader; General Manager; CFO; CIO; COO; Middle
Manager; Team Leader
• Topic-Related
– Change Leadership; Team Leadership; High Involvement
Work teams; Influence Skills; Interpersonal Skills; Facilitation
Skills; Team Leader; Culture Assessment
Example - List of Available Models
• Functional
– Human Resources; Finance; Marketing; Product
Management; Customer Service; Sales; Information Systems;
Engineering; Manufacturing; Environmental; Health, and
Safety; Sourcing; Consulting; Administrative Support
• While the database's models are generally organized by core,
leadership levels, or function, there is significant data available
on competency models and behaviors linked to specific
industry-segments.
Use of Competency Model
Advanced Mastery
Basic Manages portfolio of products and brands, Provides significant value to company and the
Uses fundamental understanding of applying knowledge of category specific insights customer through extensive knowledge of the
products, brands and categories in day-to- to business situations. tire industry, categories, brands and products.
day work.
Indicators: Indicators: Indicators:
Understands the unique features, attributes Understands and can evaluate differences in Develops innovative programs and insights
and performance characteristics of each of product quality, brand positioning, and brand based upon deep knowledge of the categories,
the brands and product categories and category strategies brands and products
Understands brand equity and the concepts Understands how brands are differentiated Provides strategic insights to shape how the
of brand management in the industry Assesses product opportunities and evaluates customer defines the category and influences
Translates product features into customer the impact of new product and brand offerings the strategic choices they make to win in our
benefits, including advertising, support, etc. Communicates the role each brand plays in the categories
Positions the company portfolio effectively portfolio and category and how strategies and Leverages the role of each category, product
against competitor’s products using tactics can be developed to capitalize on this and brand to meet or exceed portfolio
knowledge of the comparative features and Provides broad, total category perspectives expectations
benefits of each Understands the relationship of product Understands where the category is going and
Explains where the components of products quality, price points and value proposition to how that impacts decisions for the future
come from and how they related to product the consumer Sees the impact of the competition’s
quality Provides actionable insights about the corporate mission, strategy and objectives on
Understands the impact of raw material company position in the marketplace relative to both company and customer operations
markets on products (pricing, seasonality, our competition Demonstrates substantial knowledge and
volatility, etc.) Understands category dynamics understanding of the auto industry policies,
Understands the reasons why consumers Understands the unique role of each brand social issues and trends
buy and how they use particular products in and product in the brand portfolio and how Identifies areas for gaining significant and
our portfolio each meets unmet consumer needs substantial competitive advantage
Agenda
Employee Relations
• What is Employee Relations?
• Analysis of Employee Relations: Content and History
• The Employment Relationship in Employee Relations
• Challenges to the ‘System’ - Crisis and De-regulation
Event-driven: Structure-driven:
Feedback
Shared Ideology
The Employment Relationship
in Employee Relations
Operatio Substance
n Employment
•Individual:
Relationship
• Level reward, job,
career
•
Process Structure •Collective:
joint
• Style • Formal rules agreements
•Informal
(Kessler and Undy
understanding 1997)
s
Challenges to the ‘System’ -
Crisis and
De-regulation
• Post 1979 ‘Thatcherism’
• Public policy – lack of support for old ‘adversarial’ IR system,
trade unions, failure of collective bargaining
• Moves to regulate IR through legal means – restrictive labour
law to ‘curb the power of trade unions
• Re-establishment of managerial prerogative
• Re-regulation of industrial relations against a backdrop of high
unemployment and weakened TU bargaining power
Is Talk of a System Still Useful?
Psychometric Assessment
Second / Technical
Testing Centres /
Interview
Simulations
– Roles
– Key Questions
– Hiring Profile & Selection Criteria
– Job Posting
– Recruitment Channels
– Interview & Evaluation
– Essential Elements of a Successful
Recruitment Process
Developing Selection Criteria
Performance Management
• The importance of good performance management
• The principle of performance management
• Performance evaluation cycle
The Importance Of Good
Performance Management
Objectives
Performance Agreement
Performance Review
* Informal – daily
* Formal – dedicated period
Purpose of Conducting
Performance Appraisals
• The interview between the supervisor and
employee is where performance is reinforced or
remedies are provided.
– The supervisor describes what he or she has observed
and discusses this appraisal with the employee.
– Together they agree on areas for improvement and
development.
Purpose of Conducting Performance Appraisals
• Supervisors often dread conducting appraisal interviews.
– Pointing out another person’s shortcomings can be unpleasant at
best. To overcome these feelings, if helps to focus on the benefits of
appraising employees.
• The purpose of holding an appraisal interview is to communicate
information about the employee’s performance.
• An interview is an appropriate setting because if sets aside time to focus
on and discuss the appraisal in private.
• It is a two-way communication with the supervisor and employee
working together to devise ways to improve performance.
Objectives of Performance Appraisal
Evaluative Developmental
* Compensation * Feedback
* Staffing decisions * Direction for future
* Evaluate selection * Identify T & D needs
Benefits of Appraisal
Benefits to Managers:
• Opportunity to hear employees hopes, fears etc.
• Chance to clarify and reinforce priorities
• Mechanism for measuring change in employees
Performance
• Recognise achievement motivation
• Overlap/ambiguities
Benefits of Appraisal
Benefits to Company:
• Improved performance
• Succession planning
• HRP – competence analysis
• Link employee performance to business objectives
• Communication
Benefits to Employee:
• Feedback give/take
• Discuss career options
• Training & development
• See “ big picture”
Time Requirements
Specific
Measurable
Achievable
Results-focused
Time-bound
Objectives – Continued
• Varying standards
• Recency/Primacy
• Bias
• Evaluation patterns
• Halo/Horns effects
• Contrast error
Reinforce Performance
• In areas where the employee falls short of the standards, he or she
needs to know how to improve.
– An effective way to help the employee is for the supervisor and
employee to work together in solving performance problems.
– To move beyond discussing symptoms to uncover the underlying
problems, the supervisor can ask which of the following kinds of
causes led to the poor performance:
• (1) Inadequate skills.
– The supervisor should see that the employee gets the
necessary training.
• (2) Lack of effort.
– The supervisor may need to apply the principles of
motivation.
Reinforce Performance
• (3) External Additions.
– If the problem is something beyond the control of the
supervisor and employee, such as a poor economy or lack of
cooperation from another department, the appraisal
standards and ratings should be adjusted so that they are fair
to the employee.
• (4) Personal problems.
– The supervisor should handle the situation as described in
Chapter 14.
• Proximity bias, or assigning similar scores to items that are near each other
on a questionnaire, can result in misleading appraisals.
– If the supervisor is uncertain about specific questions or wants to adjust
a low score, he or she may resort to making random choices.
– This should be avoided by trying to apply objective criteria.
Bias in Appraising Performance
• Similarity Bias: The tendency to judge others more positively when they
are like oneself.
• The halo effect refers to the tendency to generalize one positive or
negative aspect of a person to the person’s entire performance, resulting
in either a higher or lower rating than the employee deserves.
• Finally, the supervisor’s prejudices about various types of people can
unfairly influence a performance appraisal.
– The supervisor must remember that each employee is an individual, not just
a representative of a group.
– This is especially important in light of the EEOC guidelines discussed earlier in
the chapter.
Agenda
People Development
• Strategic role of people development functions
Strategic Role Of People
Development Functions
• Strategic Contribution: managing culture, facilitating "fast change,”
strategic decision making and creating “market-driven connectivity”
together account for 43% of HR’s total impact on business performance
• Personal Credibility: credible to their HR counterparts and their business
line managers and having effective relationships with key people both
inside and outside the business. Also a need to promise and deliver
results and establish a reliable track record and have effective written
and verbal communication skills.
• HR Delivery: Delivery of both traditional and operational HR in respect of
People and Organisation Development, Structure and HR Measurement,
Staffing, Performance Management and Reward.
• Business Knowledge: Be a key player in the organization understanding
the business and industry including applied understanding of the
organisation’s value chain and value proposition
• HR Technology : Be able to leverage technology for HR practices and use
e-HR/web-based channels to deliver value.
Strategic Role Of People Development
Functions
Strategic Role Of People Development Functions
Organisational
Performance
Employee
Performance
• Clearly defining the
problem or opportunity Employee Skills,
Knowledge And Attitudes
• A formal procedure used
to analyze defined needs
to determine their Employee Education,
causes and identify Experience And Training
appropriate solutions.
What is Problem and
Performance Analysis?
What is the problem?
Is it a training problem?
What skills and knowledge should be included in the
training program?
Who needs to be trained?
TNA is a tool to
Existing identify the gap Required
• Skills • Skills
• Knowledge • Knowledge
• Attitudes • Attitudes
TNA (Step 1): Future performance
What Are The Goals For The Future Performance Of Our
Organisation?
• Profit?
• Growth?
• Customer Base?
• New Products or others?
Existing Future
performance performance
TNA (Step 2): Challenges
Existing Future
challenges challenges
TNA (Step 3): Employee performance
Existing Future
performance Performance
TNA (Step 4): New Skills, knowledge and Attitudes
Existing Required
•Skills • Skills
•Knowledge • Knowledge
•Attitudes • Attitudes
TNA (Step 5): Training needs
Existing Required
•Skills • Skills
•Knowledge • Knowledge
•Attitudes • Attitudes
Agenda
• Competencies gap assesment
Competencies Gap Assesment
• Skills
• Knowledge
• Abilities
• Key Behaviors
Client/Customer Promptly and attentively responds to customer Identifies options, develops solutions, and Identifies and resolves trends and
Service requests within established parameters and time takes action when responding to customer work issues that impact service
frames requests. delivery to groups or individual
Performs work in the least disruptive manner Satisfies individual customer requests while customers.
possible to customers. Demonstrates courteous balancing multiple priorities. Assesses or Makes recommendations to improve
actions and follows the organization’s checks with customer to ensure solution meets service delivery based on customer
established protocol for customer service. request. feedback.
Develops effective working relationships with Makes recommendations to
internal/external customers (vendors, streamline processes/procedures,
subcontractors, etc.) that further the work remove barriers,and link resources
unit’s goals. for efficient and effective customer
Reviews customer requests and seeks service.
clarification as needed. Develops creative, alternative
solutions to respond to complex
service needs.
Step 1 – Identify Competencies
Description of
Description: This position ensures all work meets and/or exceeds
desired
applicable carpentry codes and standards. Checks and re-checks
competency
work prior to, during, and after completion. Ensures that all parts
demonstration
of a project/task are completed. Uses appropriate record keeping
– Attention to
methods.
Detail (Journey
Level)
Step 3 – Gather Documentation
and Write Assessment
• Write an assessment of the current occupant of the position.
• Describe occupant’s competencies in a way that addresses the
requirements found in the competency profile.
Competency Description: This position ensures all work meets and/or exceeds
Requirement applicable carpentry codes and standards. Checks and re-checks work
prior to, during, and after completion. Ensures that all parts of a
project/task are completed. Uses appropriate record keeping
methods.
Assessment of
Occupant Jim Smith is responsible for quality control for his own work as well as
the work of all other carpenters due to his extensive knowledge of
standards and building codes. Within the scope of finish carpentry,
Jim considers details that are not obvious and exhibits superior levels
of craftsmanship.
Step 3 – Gather Documentation
and Write Assessment
Indicate
demonstrated
competency level.
Step 5 - Determine Overall Level
Employment Websites
Newspaper Ads
Trade Associations
Employment Centers
Colleges/Universities
Selection: Making the Right Choice
Application
Interviews
Testing
Increase innovation
Increase technology adoption
Increase productivity
Increase motivation
Decrease liability
Training and Development: Orientation
• Effective orientations are the first step in the
development process
Vestibule Training
Classroom
Job Simulations
Global Accountability
Becoming Comfortable
Flexibility/Adaptability
with Unpredictability Controlled
Becoming Other Accountability
Customer Service
Oriented
Dealing with
Interpersonal Effectiveness
Others
Dealing
with Personal Mastery Technical Skills
Self
Competencies To Be Developed
• Organizational Stewardship
• System Thinking
• Creative Thinking
• Flexibility/Adaptability
• Customer Service
• Interpersonal Effectiveness
• Personal Mastery
• Technical Skills
Organizational Stewardship
• Demonstrates resilience,
remains calm in high-
pressure situations, accepts
new assignments and
challenges, & responds
productively to change.
Customer Service
• Committed to
exceeding the
customer‟s needs,
understands the
customer‟s perspective,
& uses customer
feedback to improve
individual performance.
Interpersonal Effectiveness
• Assumes responsibility to
assess one‟s strengths and
needs, plans continued
growth and learning,
balances competing
priorities and demands, &
actively seeks feedback from
others.
Technical Skills
• Talent Management
• Career Management
Talent Management
Talent Management can be integrated into the
recruitment process and HR initiatives to drive
performance and align with the companies
objectives.
Individual
Succession Assesment
Planning
Assessment &
Development
EVP & Centres
Surveys Hudson
Talent Management
Leadership
Graduate Development &
Recruitment Coaching
Performance Competency
Management Modeling
Assessment Suite
• Standardized global methodology supports pan-
national projects
• One of the worlds largest talent management
consultancies
• 400 experienced professionals across the globe
• Dedicated R&D Centers with highly skilled technical
experts
• Comprehensive talent management and assessment
including:
- Job & Competency Profiling
- Psychological Assessment
- Behavioural Assessment
- Assessment and Development Centers
- Competency Based Interviewing
- Employee Assessment Surveys
Hudson Global HR Insight
In March/April 2009 Hudson conducted a global survey across
30 countries with HR leaders exploring how HR priorities and
challenges have changed during the global economic downturn.
Key Findings:
• There has been a clear shift from talent attraction to talent
engagement, organizational development and people
development.
• Employees with the most potential will take care of the high
impact roles and high value specialists to fulfill their complex jobs.
A key question is: Do companies know where their high potentials
are and what roles they can fit?
The Importance Of Career
Source : Hudson / Vlerick Hipo Research Study
Retention Factors
Career
Rewarding hipo's
Company culture
Impact / Change
Salary
Degree of importance
Career
Rewarding hipo's
Impact / Change
Company Culture
Salary
Degree of importance
Increasing “Fit” To Drive
Performance & Retention
Abilities Knowledge
& Aptitudes & Skills
Personality Preferences
& Work Style & Values
• Assessment is often equated and confused with evaluation, but the two concepts
are different. Assessment is used to determine what a person knows or can do,
while evaluation is used to determine the worth or value of a course or program.
Assessment data effects employee advancement, success and development (Herman &
Knuth, 1991).
What Types of Assessment?
Assessment:
• Online Psychometric Assessments
• Leadership/Management Assessment Batteries
• Assessment and Development Centers
• 360 degree feedback surveys and business assessments
• Competency model profiling, behavioral based interviews,
multi-rater assessment tools
Assessment Benchmarking
Identify
Define
incumbent
performance
sample
standards
Match employees
performance data with
their assessment data
Statistically analyze data
to determine which
assessment(s) scale(s)
predict on-the-job
Develop recommendations
performance
and plans regarding future
assessment and selection
Assessment/Development Centers?
What is an assessment/development center?
An assessment/development center is a process designed to identify an
individual’s strengths, weaknesses, and potential in a current or future role.
Drivers
Resume Screening
Technical Skills Technical Tests
Capability Behavioural
Demonstrated competencies Interviewing
Attributes
Psych Assessment
Behaviours that infer potential
Untrainable
Advantage Disadvantage
• Most powerful tool to predict • Time investment required
profile employee hire – saves
money over time from candidate – though they
• Hiring managers can be get more in-depth feedback
involved and refresh their own in return and can also make
assessment/coaching skills an informed decision
• Performance and potential • Relatively expensive in short
• Broad range of competences, term – though saves money
individually or in group
in the long run
• Wealth of information
available to feedback to all
involved
• Offers great opportunity to
seal psychological contract
Case Study
Talent Management Assesses Future Leaders
Results
• Hudson provided comprehensive reports about the candidates’ aptitude for
performing effectively in future leadership roles. Our guidance for the client
throughout the process provided the company with useful information about
tailoring their development efforts to ensure their high-potential employees can
continue to progress throughout their careers.
• Candidates – many of whom had never been through an assessment program
before – came away with a better understanding of their strengths, weaknesses
and opportunities for personal development. Even those who did not make it
into the leadership program found the experience valuable.
• The client was highly satisfied.
Summary
Career Identity
What Is A Career?
• Traditional Career
– Sequence of positions held within an occupation
– Context of mobility is within an organization
– Characteristic of the employee
• Adjustable Career
– Frequently changing based on changes in the person and
changes in the work environment
– Employees take major responsibility for managing their
careers
– Based on self-direction with the goal of psychological
success in one’s work
Comparison of Traditional Career
and Protean Career:
Dimension Traditional Career Protean Career
Goal Promotions Psychological success
Salary increase
Psychological contract Security for commitment Employability for flexibility
Generation X
Millennium
(mid-20s to
(0 to early 20s)
early 40s)
Employees
Manager Company
HR Manager
Managers’ Role in Career
Management
Roles Responsibilities
Coach Probe problems, interests, values, needs
Listen
Clarify concerns
Define concerns
Appraiser Give feedback
Clarify company standards
Clarify job responsibilities
Clarify company needs
Advisor Generate options, experiences, and relationships
Assist in goal setting
Provide recommendations
Referral agent Link to career management resources
Follow up on career management plan
Company’s Role in Career Management
• Succession planning
Definition of Succession Planning
“Succession planning is a means of identifying critical
management positions starting at manager and supervisor
levels and extending up to the highest position in the
organization.”
William J. Rothwell
(Effective Succession Planning, 2001)
Succession planning should not and must not stand alone. It must be
paired with succession management which creates a more dynamic
environment.
Succession Planning Policy
• Identifying those employees who have the right skills to meet the
challenges facing the organization
• Evaluate the quality and “readiness” of named successors
• Define development requirements and implement development plan
• Review performance and development with key management staff
• Make recommendations
• Monitor and evaluate progress and results
Succession Planning and
Management
• A deliberate and systematic effort by an organization to:
– ensure leadership continuity in key positions
– retain and develop future intellectual and knowledge capital
– encourage individual advancement
– Integrated into the HR System
– Succession Planning is managed to ensure success
Leadership Support
Gain Buy-in from Senior 3. Identify High Potential
2. HR Audit Management
Successors
Identify Top Leadership Experience,
Develop a Pool of High Education, and Job Experience Establish nomination criteria.
Potential Candidates
Experience, Education, Manager/Mentor
Monitor and Evaluate Progress and Results Recommendation
Make Adjustments
Integrated Leadership
Development 4. Identify Successor
1. Replacement Developmental Needs
Planning Identify skills gap, set goals, create
development plan
Identify Readiness of
Successors for Key Positions
5. Create Development Determine measurable goals and
Opportunities outcomes
Review Performance and
Development with Key Developmental Activities/Projects
Management Staff
Mentoring/Coaching
Create a Leadership Succession Plan
Establishing a Succession Plan
(4) Developmental
Activities (3) Assessment
(1) Career Goals
Objectives Worksheet
Goal Short- Long- Objective Action Step
Term Term
State how employee Identify whether Specify at least 3 steps Specify the performance or
will explore an aspect the goal is short- employee will take to achieve data-based measure by
of employeer career term or long term. the goal. which employee will
field, or move forward accomplish it.
toward employeer
career goal.
Build new account X X 1. Prioritize account sales. Plan a sales penetration
sales/develop new strategy to allocate 20% of
business 2. Acquire two new accounts sales calls to new accounts.
each month.
Take courses to refresh
3. Meet or exceed sales goals. telephone sales,
presentation skills and
written communication
skills.
Short-Term Goals
Action Step Time Frame Notes
Specify the performance or data- Specify the short-term date by Write notes to self.
based measure by which which employee will accomplish
employee will accomplish it listed the objective listed on
on employeer Objectives employeer Objectives
Worksheet. Worksheet.
Read one business book or listen Quarterly. Consider reading 365 Sales Tips
to one business audio tape on for Winning Business or Tough
problem-solving capabilities in Calls: Selling Strategies to Win
selling. over employeer Most Difficult
Customers
Long-Term Action Plan (Example)
Long-Term Goals
• Salary compression
– A salary inequity problem, generally caused by inflation, resulting in
longer-term employees in a position earning less than workers
entering the firm today.
• Geographic costs of living differences
Equity and Its Impact on Pay Rates
• The equity theory of motivation
– States that if a person perceives an inequity, the person will be
motivated to reduce or eliminate the tension and perceived inequity
• Indirect Financial
– Benefits
– Non cash recognition
– Perquisites
Pay with what?
• Affiliation
– Organizational support
– Work environment
– Organization citizenship
– Title
• Work content
– Variety
– Challenge
– Autonomy
– Meaningfulness
– Feedback
Pay with what?
• Career
– Advancement
– Personal Growth
– Training
– Employment security
Balance
• The compensation philosophy and the kind of
company will lead employee to answers on how to
balance each of these compensation vehicles
• employee may “underpay” in one area, but “over”
pay in another
Examples
* As a percent of base
The Balance
This is a summary chart of the key grade level criteria for the GS-7 level of
clerical and assistance work. Do not use this chart alone for classification
purposes; additional grade level criteria are in the Web-based chart.
Position Evaluation
Job content and/or Market pay rate analysis
Job Value $
Pay rate & grade assignment
Position Evaluation Goals
Source: Jack Dolmat-Connell, “Developing a Reward Strategy that Delivers Shareholder and
Employee Value,” Compensation and Benefits Review, March–April 1999, p. 51.
Table 11–1
Pay Factors:
1. Financial Resources
2. Appropriate Market Rate
3. Internal Pay Alignment
4. Required Competencies
Compensation: Show Me the Money
• Compensation
• Wages
• Salary
• Benefits
Performance Pay Options
Competition
Contribution
Ability to Pay
Cost of Living
Legislation
Benefits:
From Birthday Cakes to Death Benefits
*An alliance between recruiters Korn/Ferry International and the Wall Street Journal.
Table 11–2
Establishing Pay Rates (cont’d)
• Step 2. Job evaluation
– A systematic comparison done in order to determine the worth of
one job relative to another.
• Compensable factor
– A fundamental, compensable element of a job, such as skills, effort,
responsibility, and working conditions.
• Equal Pay Act focuses on these four elements
• Hay consulting firm focuses on know-how, problem solving and
accountability
Determinants of Pay
Structures and Rates
• Job Evaluation
Scope and Level of Job Responsibility
Skill and Ability
Supervision
Qualifications
Figure 11–4
Establishing Pay Rates (cont’d)
• Step 5. Fine-tune pay rates
– Developing pay ranges
• Flexibility in meeting external job market rates
• Easier for employees to move into higher pay grades
• Allows for rewarding performance differences and seniority
– Correcting out-of-line rates
• Raising underpaid jobs to the minimum of the rate range for their pay
grade.
• Freezing rates or cutting pay rates for overpaid (“red circle”) jobs to
maximum in the pay range for their pay grade.
Pricing Managerial and Professional Jobs
• Compensating managers
– Base pay: fixed salary, guaranteed bonuses.
– Short-term incentives: cash or stock bonuses
– Long-term incentives: stock options
• The right to purchase stock at a specific price for a specific period
• Excellent retention tool
– Executive benefits and perks: retirement plans, life insurance, and
health insurance without a deductible or coinsurance.
Pricing Managerial and Professional Jobs
• What Really Determines Executive Pay?
– CEO pay is set by the board of directors taking into account
factors such as the business strategy, corporate trends, and
where they want to be in a short and long term.
• Traditional wisdom is that the company size determines top
managers’ salaries
– Firms pay CEOs based on the complexity of the jobs they filled.
– Boards are reducing the relative importance of base salary
while boosting the emphasis on performance-based pay.
Compensating Professional Employees
– What are some reasons women may make less than men in the
workplace?
Performance Related Pay
The principle of paying people according to
their contribution appeals to a sense of
fairness in all of us however…
hendra.kusnoto@antam.com
Hendra.koesnoto@yahoo.co.id
HP: 0815 1902 8097