3module Talent Management - CPHCM - Yogya-2

1
Integrated Talent
Management
Critical Element for Organizational Excellence
By Pungki Purnadi
www.pungkipurnadiassociates.com
Yogyakarta, 21st May 2016; 24th March 2018 & 5th October 2019
Duta Wacana Christian University (UKDW) Yogyakarta as part of

Certified Talent Management (CTM) Program
Certified Professional Human Capital Management (CPHCM) - Indonesia
Module Objectives
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 Professional Human Capital Management (CPHCM) - Indonesia JMU R2-16/3/05

Program Agenda
1. What is Talent Management and

Talented People
2. Why company needs Talent
3. How to get the Talent and design
an effective Talent Management
program
Certified Professional Human Capital Management (CPHCM) - Indonesia JMU R2-16/3/05

4
WHAT is Talent
Management ?
By Pungki Purnadi

Definition
▫ “Talent consists of those the right individuals who can make a
difference to organizational performance, either through their
immediate contribution or in the longer term by demonstrating
the highest levels of potential.”
▫ “Talent management is the systematic attraction,

identification, development, engagement/retention and
deployment of those individuals with high potential who are of
particular value to an organization.” (from Talent Management:
Understanding the dimensions, CIPD 2006,
www.cipd.co.uk/researchinsights)

Effective Talent Management

Principle - Talent Selection
"People are not your

most important asset.
The RIGHT people
are."
(Jim Collins)

IS THE CRITERIA OF
TALENT HAS TO BE
ALIGNED WITH COMPANY
VISION MISSION VALUES &
CULTURE ?

VISION - MISSION - VALUES
BUSINESS STRATEGY ORGANIZATION STRATEGY CULTURAL STRATEGY
Business Target Organization Career &

- BSC Remuneration Succession Knowledge
Structure
Strategy Strategy Mgt Strategy
Job Talent ▪ ▪ Staffing
KRA
Design
Critical
Moment of KPI
Job C&B▪ CB HRM ▪ Recruitment
Truth Description
(Biz Process) People
Job ▪
Evaluation Develop ▪ Performance
SOP - Work -ment Appraisal
Instruction
Job Grade
Corporate Performance
Management
Workforce Competency Change&Culture Employee Recruitment People
One Year Planning Strategy Management Management Master File & Selection Competency
Action Plan
Leadership HR Information C&B Performance Talent Learning &

P-D-C-A Development System Management Management Management Development
9
Business Model Organization
Certified Professional Model Management (CPHCM) - Indonesia
Human Capital People Model
Organizational Development & HC
Management Model Staffing
Learning
Development
Corporate Competency CBHRM

Employee Performance
value Model
relation Mgmt
C&B
SWOT
Vision Org. Job Job Job Job Salary
Mission Model & Design Description Evaluation Grading Structure
Structure
Business WLA Salary
Process Workforce Planning
KRA - KPI Survey Talent
Mgmt
Strategy
HC budget Salary
Initiatives
Strategy Company Increment
Business Score & Bonus
Map Card Compensation
& Benefit
Performance Learning &

Appraisal Development
Career
Development
10 (CPHCM) - Indonesia
Certified Professional Human Capital Management
11
Personnel vs Human Resources

• No Talent • Talent identified by Metier /
• No succession system job family
• If any found out as subjective • Talent belong to job family
• Unclear talent criteria • Based on consistent
performance
• Unclear organization • More talent for structural
position
• No committee with unclear • Using paper and minutes of
paper meeting and committee
advises

12
Human Resources vs Human Capital

• Talent identified by Metier / • Nine Box and more. Talent
job family identified by committee &
more employee’s eyes
• Talent belong to job family • Talent belong to the company
• Based on consistent • Based on consistent
performance performance and growth of the
• More Talent for structural competencies including Vision
position Mission & Values
• Talent can be for structural or
• Using paper and minutes of functional/professional
meeting and committee • Web based system with 360
advises degree

13
Personnel Mgt HRM HCM
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
Boomers Gen X Gen Y

Talent Criteria (sample)
1. Administrative requirement
2. Competency Requirement
3. Performance Requirement
4. Potential Requirement
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1. 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
15
2. Competency Requirement
(sample)
• Core competencies has to meet
requirement
• Leadership competencies (12 items)
have to meet requirement (BUMN),
to be prioritized (max 6 items)
16
2. Core Competencies
(company values - sample)
• Ka Div – Ka Dept, minimum
profisiensi level ?
• Ka Biro, minimum profisiensi ?
• Ka Sie, minimum profisiensi ?
• Ka Regu, minimum profisiensi ?
• Pelaksana, minimum profisiensi ?
17
3. Performance Requirement
(sample)
• Outstanding performance in the last
3 (three) years
• Human Asset Value Matrix for
Performance rating (alternative
approach)
18
4. Potential Requirement
(sample)
• Geographical mobility
• Historical promotion record (under 3
or 4 years with one level promotion)
19
Identifying the High Potential
• High Potential applies to people able to move a position two

levels above their present position in less than 36 months.
• Promising - Potential people are those who could take a

position two levels above in 36 – 60 months.
• Promotable people are those who can move one step, but
perhaps not further.
What is your company criteria on Potential ?

Understanding definition of POTENTIAL
Aspiration
• Potential is one’s ability to performs well and
deliver strong outcome in the next level position.
Potential is assessed by 3 criteria as follow :
Potential 1. Aspiration
Talent
2. Engagement
Agility Engagement 3. Agility
• Talent employee must display :
• High potential in minimum 2 of the 3 aspects .
• No low potential on any aspect.
Talent Employee
A talent employee is someone with the
agility, engagement, and aspiration to rise to
and succeed in more senior, critical
positions.

Defining Aspiration
Aspiration is balancing
the 2 aspects
The extent to which he/she But having the willingness

desires certain financial and to make trade-offs in the
Aspiration professional rewards and following areas when
experiences. Employee necessary:
aspiration can be assessed by
understanding the employee’s
expressed desires for the
Agility Engagement following :
▪ Promotion ▪ Overall job enjoyment

▪ Various types of ▪ Work-life balance
recognition for good
performance
▪ Greater responsibility
▪ Increased strategic
influence
▪ Financial compensation

Defining Engagement
Engagement is combining
the 2 aspects
The extent to which he/she as well as he/she believes

derives pride, enjoyment, that someone or something
inspiration, or meaning from within the organization
something or someone provides financial,
Aspiration within the organization… developmental, or
professional rewards that
serve their best interests.
▪ Performs his/her job with ▪ Thinks staying with the
Agility Engagement enthusiasm and extra organization is in his/her
effort developmental interest.
▪ Enjoys working with ▪ Considers working for
his/her team the organization is in
▪ Believes in his/her his/her financial self-
manager interest
▪ Expresses pride in ▪ Believes the professional
working for the and financial benefits of
organization staying with the
organization are
▪ Believes in the
his/her advantage
organiz n’s values and
mission
Defining Agility Agility is combining
the 4 aspects
Intellectual Agility Results Agility

• Brings a fresh perspective to • Inspires others to perform above
situations. their usual level of performance .
• Displays comfort with complexity • Demonstrates the gravitas to
and ambiguity, and can provide inspire and builds confidence in
Aspiration
leadership in such situations. others.
• Can explain their thinking to • Achieves results under new
others. and/or tough conditions.
• Displays well-developed analysis • Demonstrates drive, flexibility and
Agility Engagement and critical thinking skills . adaptability
People Agility Change Agility

• Is self aware, open-minded and • Learns quickly in new situations
understands others . and nimbly integrates and applies
• Deals with conflict constructively new information and learning .
and is a skilled communicator . • Adapts quickly to novel and
• Demonstrates political agility and changing situations .
operates comfortably in a variety of • Seeks out new and challenging
roles experiences and operates outside
their ‘comfort zone’

Critical attributes of High Potential
1. Walk the talk with company values
2.Consistency on outstanding work/job
performance
3.How person thinks
4.How a person works with other people
5. How resilient a person is
6.How adaptive a person is
7. How fast a person learning

HOMOTOTALUS sample criteria
1. Fulfill recruitment global requirements
2. Walk the talk with Total’s values
3. Borderless (at least can work at two continent)
4. Mobility (can move faster at anytime at anyplace of
assignment) and Adaptive (can work with so many tribes)
5. Fulfill high potential (vivier) requirement
6. Integrity (free from audit report and fraud indication)
7. Communication (multi language)
8. Consistent High/Outstanding performance and climber’s
style (fulfill above standard target)
9. Thinking outside the box (creative innovative)
10. Leadership
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Talent Strategic Decision
• Talent Committee
▫ Talent Committee member criteria
▫ Talent Committee Charter
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PILLARS of ORGANIZATION & PEOPLE house
OD Attract Develop Motivate Retain
VMV & Engage
BSC
Recruitment Learning & PMS Talent
KRA
KPI
Selection Development Rewarding (Hi-Po)
Organization Placement Scholarship Leadership C&B
Structure Integration Career (Coaching & (Salary
Job Desc (Induction) CBHRM Counseling) Structure)
Job Eva KM Promotion Industrial
Job Grade Job Rotation Conducive Relations
Manpower Assignment Working Succession
Planning Environment Retirement
Change Mgt

HUMAN CAPITAL FRAMEWORK
Analyze, set direction & control organization
congruency with the demand of
Maintain Corporate the strategic business
Expansive Strategic Business Plan objectives & plan
Retrench
As response to environmental
Corp HC
opportunities & challenges
Organization Strategy, Organization
Development, Job Management,
HC budget, HCIS,
Manpower Planning strategy,
Integration of maintaining & retrenchment

Planning Succession & Replacement Planning
Retirement Analysis
Bench strength strategy
Recruitment & Selection,
Talent Management Strategy Placement Strategy
Retaining Dynamic HC Cycles

Which is led by Corporate
Acquiring
Business Plan
Compensation & Benefits Strategy

Industrial Relation Strategy
Maintaining Developing
Corporate family Learning &Dev Strategy
Work-family life balance program Performance Mgt Strategy
Career Dev. Strategy
Competency Dev. Strategy
Talent Management Bridge
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

31
WHY company needs

Talent Management ?
By Pungki Purnadi

The World is Changing
The external environment is driving unprecedented levels of change…
• Disruptive effects of • Increasing need for

automation and AI - more flexible working
emergence of new models and move to
organisational models greater centralisation
• Scarcity of specialist Why is the • Increasingly global

Workforce of
skills and new talent the Future talent pools, with
required to deal with any different? greater mobility of
automation talent
• Need to accommodate
• Public scrutiny
a broader range
surrounding pay
of employees than ever
fairness.
before
Managing Tomorrow People | Marina Tusin 4
Source: PwC’s Future of Work Conference 2018

Pungki Purnadi & Associates – www.pungkipurnadiassociates.com

Why talent management?
• Because companies invest a tremendous amount of
money in their employees.
• The expenses associated with soliciting, acquiring,

training, promoting, and retaining staff members can
take up a huge portion of any corporate budget.
• However, as the workforce continues to be viewed as an

increasingly strategic asset, these costs are all
considered to be money well-spent.
• Talent management helps to ensure that companies

achieve maximum return on their employee investment.
Many other challenging
workforce issues confront HR
• Heightened competition for skilled workers.
• Across generations management including the
impending retirement of the baby boomers.
• Low levels of employee engagement.
• Acknowledgement of the high cost of turnover.
• Tough demands of managing global workforces.
• Importance of succession planning.

Evolution of HR Function to HC

GENERATION GAP
▪ Optimistic, confident, ▪ Extremely tech savvy

sociable ▪ Biggest risk takers
▪ Most success driven – ▪ Concern about environment
ambitious ▪ Multi-taskers and fast thinkers
▪ Want to lead than follow ▪ Creative and independent
▪ Extremely confident in thinkers
their intellectual ability ▪ Financially smart
Source :
Mercer Pte. Ltd. (2018). Attracting top talent from millennials generation.

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Variance of Work Forces Generation

“One size fits all” strategy can’t cater to all group’s preferences and needs

Why company needs talent
management
• To optimize an organization’s ability to achieve sustained
excellence, it must recognize the need for proactive talent
management and have a systematic way of accomplishing the
activity.
• 6 (six) Human Resources condition had to be met :

• A performance-oriented culture
• Low turn-over (particularly in premium employee groups)
• High levels of employee satisfaction
• A cadre of qualified replacements
• Effective investment in employee compensation & development
• The use of institutional competencies (success factor) in
employee selection and performance evaluation process

Goals
• The identification, selection, development and retention of “super-
keepers”.
• The identification and development of high-quality replacement

for a small number of position designated as key to current and
future organization success.
• The classification of an investment in each employee based on

her/his actual/or potential for adding value to the organization

Goals (cont’)
Super-keepers are a very small group of individuals who have
demonstrated superior accomplishment, have inspired others to
attain superior accomplishment and who embody the core
competencies and values of the organization.
The employee groups are :

• Super-keepers, those employees who greatly exceed
expectations.
• Keepers, those employees who exceed organization expectations.
• Solid Citizens, those employees who meet organization
expectations.
• Misfits, those employees who are below organization expectations

43
HOW to design Talent

Management ?
By Pungki Purnadi

World of Business
Current Business Condition Management Expectation to the Organization

Organization need to
• In VUCA era, Business is transform the way of
changing very fast working through:
• Very tight competition • Fast adaptive to facing
• Digitalization as the business
disruptor of all industry challenges
• Scarce Talent who has • Cost Efficiency
expertise in • Time Efficiency
Digitalization • Agile processes
• Fast Decision Making
Any organization need to transform their

roles to be aligned with business strategy
What is the role of HC in facing those

new world of business ?
45
Employee Experiences Equation
Organization Model

CONCEPT OF INNOVATIVE
ORGANIZATION
To be innovative, organization concept has been completely changed
CREATIVE DESTRUCTION OF ORGANIZATIONS
Pyramid Empowered Teams
CEO Top
Management
team
COO
Center
Team
Leader
Business
Units
Business
Team
Member
Division
Characteristics : short layers, team on life-cycle, bottom-
up & top-down, market based pay &
Characteristics : rigid & stable position, top down, frequent change between team leader &
seniority based pay & promotion members, free choice of career
CONCEPT OF INNOVATIVE
ORGANIZATION

A New Trend Organization Design

Connecting Remote Team Members
Any Device, Anywhere
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Connecting with Remote Team Members
Video Conferencing Team Collaboration
Simple, modern, video-first meetings. Continuous teamwork beyond the meeting with group messaging,
file and screen sharing, white boarding and more

Technology-enabled Collaborative Spaces
Bookable Spaces
Training Rooms Scheduled Meeting Rooms
For internal and external workshops. For formal, larger group meetings
Collaboration-enabled to facilitate trainings with
remote members/speakers.

Technology-enabled Collaborative Spaces
Non-Bookable Huddle Spaces
Quiet Rooms Meeting Pods Meeting Pods Open Co-Creation Spaces

(Co-Creation)
DX80 Webex Room Kit Mini Webex Board Webex Board
Screen-sharing Screen-sharing Screen-sharing Screen-sharing
Video conferencing Video conferencing Video conferencing Video conferencing
Digital Whiteboarding Digital Whiteboarding Digital Whiteboarding
Same Collaboration Experience in Any Space & Environment


People Space

Meet & Collaborate Anywhere
Open Huddle Areas Non-Bookable Huddle Rooms Bookable Meeting Rooms

eCafe (6 – 16 people)
(1 - 4 people) (1 - 4 people)
Open Collaboration Areas Non-Bookable Quiet Rooms

(8 - 10 people) (1 - 2 people)

.-

• Process
• Tools
• Matrix

Talent Pool/Reservoir
Its goal is to build a pool of high-talent people capable of
supporting an organization’s current and future business
requirements consistent with three goals above.
Implement
Design & Build Capture Solution Integrative
Process
Talent Pool/Reservoir has three major components.

1. Designing & Building a Talent Reservoir
2. Capturing the Talent Reservoir
3. Implementing an integrative Talent Reservoir

Designing & Building a Talent Reservoir
• It should be initiated and designed by a senior executive team with
strong CEO input, accountability, and approval.
• The process is typically facilitated by the most senior human
resources executive and consultant (if necessary).
• The team required information on:
▫ Organization Structure
▫ Job Hierarchy – Job Management
▫ Employee Demographics
▫ Projected Organization & Business Plan
▫ Company Values and Core Competencies
▫ Culture Description
▫ Employee Surveys
▫ Current Human Resources Policies, Systems and Practices
▫ Industry Studies, etc.

Capturing - Talent Identification
3. Competencies
Requirement
Administrative
Organizational Fit
Requirement
Job Fit
4. Performance
Requirement
Job Fit
Location Fit 2. Potential
Requirement
1. Hygiene Culture Fit
Factor Organizational Fit
Vision Mission Values & Culture Fit

Common Mistakes on Talent Identification

How Big Data Being Used by HR?

CAPTURING TALENT - TYPE OF DATA ANALYTICS
3 • Simulate to have the future behavior trend

Prescriptive • Comprehend the past behavior and outcome
Analytics • Examine and describe relationships and
(what action should be pattern
• Make comparison over time and with others
done)
Values level
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 • Based on the past behavior that already

proven
Descriptive Analytics • Decision options & workforce optimization
(What has happened) • Provides information about possible
alternative decision
Analysis x Intelligence

Talent Management Tools
1. Performance appraisal
2. Potential forecast
3. Measurement scales for performance and potential
4. Core competencies
5. Competencies mapping and weighting
6. Talent segmenting
7. Employee & job demographic

Talent Management Tools
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.

Talent Management
Assessment Tools
3. MEASUREMENT SCALES FOR PERFORMANCE AND

POTENTIAL
• Vast majority used 5 point scale to measure performance and
potential.
• Performance : (5) greatly exceed expectation, (4) exceed
expectation, (3) meets expectation, (2) below expectation, (1)
greatly below expectation
• Potential : (5) high potential, (4) promotable, (3) lateral, (2)
marginal, (1) none

Talent Management
Assessment Tools
4. CORE COMPETENCIES
Behavioral / skill expectation that are crucial to the success of each
employee and to the success of the entire organization.
5. COMPETENCIES MAPPING & WEIGHTING

Mapping of competencies is the process used to further differentiate
competency definition into glossaries of behavior associated with
each level of an organization.

Talent Management
Assessment Tools
6. TALENT SEGMENTING
HIGH STAR (A Type)

 - Plan multiple moves
- Assign special projects
 CANDIDATE STAR (B1 Type)

- Identify next development opportunities
- Plan for bigger challenge in assignments
 CANDIDATE STAR (B2 Type)

Performance
- Plan next move

- Provide extra coaching
 CAREER PERSON (C Type)

- Keep in place
PROBLEM EMPLOYEE (D Type)
 - Give warning
- Performance Improvement Plan

- Consider if in a wrong placement
DEADWOOD (E Type)
- Manage out
LOW HIGH
Potential

Sample HAV Talent Matrix
Implementation
6. TALENT SEGMENTING

7. Capturing the Talent
Name : _____________ ID # :_____________ Position :_____________
Location :._____________ Job Class :_____________ Key Position :_____________
Assessor :_____________ Assessment Date :_____________
Performance :_____________ 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._____________
Next Position 3._____________ Next Position 4.____________
Action Plans (training, education, development, coaching, etc.)_________________________

Implementing the Integrated
Talent Management
Actual
Position Incumbents Ideal Talent Pool
Talent Pool
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
Replacement Summary (Implementation)

Example of Segmenting The Talent
- Employee Ranking Grid
PERFORMANCE
1 2 3 4 5
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
Talent Management Matrix
Career
Compensation Training & Development Visibility
Paths
Accelerate much
Very high
Super-keeper faster than pay Major investment Very rapid
recognition
markets
Accelerate faster High

Keeper Substantial investment Rapid
than pay markets Recognition
Accelerate Investment only to

moderately until enhance competencies for Moderate
Solid Citizen Recognition
competitive level is current/future business to none
reached situation
Only to improve fit now
or for next job if it
Misfit No increase None None
has a reasonable
probability of success
Obstacles
The infrastructure of Human Resources systems and processes for
the failed organizations is typically an incoherent mosaic of
unconnected, incomplete, missing and inconsistent assessment,
planning & development tools & methods.
This means that performance appraisal, assessment of potential,

competency evaluation, career planning, replacement &
succession planning, training & development, compensation and
selection (the core elements of human resources management)
are unlikely and largely irreconcilable.
- Low credibility
- Employee dissatisfaction
- Time expenditure was high
- Low return on cost / investment
Human Resource Planning
Five major situational that must be addressed in Human Resource
Planning :
1. SURPLUSES : more than one replacement for an incumbent

2. VOIDS : no replacement for an incumbent
3. BLOCKAGES : non-promotable incumbents in the path of one or more
high-potential or promotable employees
4. PROBLEM EMPLOYEES : those not meeting expectation
5. SUPERKEEPERS : employees whose performance greatly exceed
expectation, who inspire others to greatly exceed expectations and who
embody institutional competencies

Human Resource Planning with
action plan
• SURPLUS SITUATION (no blockage)
• More than one candidate for job where incumbent is promotable.
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 plan
• SURPLUS / BLOCKAGE
• More than one candidate for a job where the incumbent is not promotable or
can be moved laterally or rotated to a comparable job. (this situation is likely to
create morale problems and potential turnover issues)
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.
- If the incumbent’s job performance meets expectations, the organization is not

likely to move him/her. Difficulty arises when a replacement’s level of
performance is perceived to exceed the incumbent’s.
- 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 plan
• VOIDS
• Positions with no replacements.
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.

Talent - Remuneration
• Much faster or above than pay
market
• Competitive
• Creative Innovative
• Flexible Combination (cash & non
cash)
• Anti mainstream approach
80
Talent – possible place of
assignment
• Geographical consideration
▫ Regional
▫ Domestic
• Size of business consideration
▫ Small
▫ Medium
▫ Large
• Nature of business consideration
81
Remuneration Strategy for
geographical
• 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
82
Summary
The Talent Management process will fuel organization excellence by :
1. Identifying and creating a set of performance, career paths,

development, and reward plans for Super-keepers. This will ensure that
high-quality role models will enable the organization to achieve and
maintain superiority.
2. Identifying key positions and ensuring that associated voids are

immediately addressed and that the quality of replacements is affirmed.
This will ensure that organization continuity is not disrupted because of
the loss of any individual.
3. Segmenting the talent pool into each investment category (Super-

keeper, Keeper, Solid Citizen, and Misfit) and managing the investment
in each category appropriately.

FOUR STEPS
TO DESIGN A TALENT
MANAGEMENT SYSTEM

FOUR STEPS TO CREATING A TALENT
MANAGEMENT SYSTEM
STEP 1 – DEVELOP A LIST OF YOUR ORGANIZATION’S CORE
COMPETENCIES AND ASSESMENT TOOLS FOR MEASURING
THEM
• Develop competency definitions & measurement scales

• Establish a performance appraisal definition & measurement
scales
• Establish a “talent potential forecast” definition & measurement
scales
• Apply the measurement scales to each job

Sample of Core / Institutional Competencies
Competency Competency Definition
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.

Talent Management Assessment Tools
Sample Measurement Scale for the Communication Competency*
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

Talent Management Assessment Tools
Sample Competency Grid*
Position
EVP VP& VP VP R&D Oper Mgr Sales Clerk

Competency CFO HR
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

TALENT MANAGEMENT
ASSESSMENT TOOLS
PERFORMANCE APPRAISAL
• A measurement of actual results achieved within those areas for which the employee is held
accountable and/or the competencies deemed critical to job and organization success.
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

Performance Appraisal &
Potential Forecast
Performance Appraisal and “Potential Forecast” Worksheet
Employee __________________________
Assessor _________________________
Date _______________
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: ____________
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: ____________
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.
Potential: ____________
6. Interpersonal Skill
Effectively and productively engages with others and establishes trust, credibility, and
confidence with others.
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: ____________
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.
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.
Potential: ____________
SUMMARY
Overall Performance (Competencies and Accomplishments)________
(greatly exceeds expectations, exceeds expectations, meets expectations, below
expectations, greatly below expectations)
Overall Potential____________________(unlimited, promotable, lateral, marginal, none)

Potential Forecast
Next Position(s) Status Next Position (immediate, 0-12 months, beyond 12 months)
1. __________________ _______________________
2. __________________ _______________________
Replacement(s) for Incumbent Status Next Position (immediate, 0-12 mo, beyond 12 mo)
1._____________________
2._____________________ ______________________
Additional Comments:
__________________________________________________________________________
__________________________________________________________________________
__________________________________________________________________________

MANAGEMENT SYSTEM
STEP 2 – DEVELOP LEARNING AND DEVELOPMENT
SOLUTIONS THAT SUPPORT YOUR ORGANIZATION’S
CORE COMPETENCIES
• Create a coaching guide

• Assemble a directory of the best learning & development
programs organized by competency
• Create a directory of top books associated with each
competency

Employee Development Principles
Development Factors :
Coaching,
Real Job Feed-back, Training
Assignments Mentoring etc 10 %
70 % 20 %
Key word : DIVERSIFY Jobs/Assignments !

97
Employee Development Approach
On The Job Off The Job

70% 30%
Job Self
Assignment Mentoring Training
Enrichment Learning
20% 35% 15% 10% 20%
Employee
Performance
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.

Sample Learning & Development Guide
“Communication” Competency*
Training:
Assertive Communication Skills for Professionals (CareerTrack)—audiocassettes and workbook
Better Business Writing by Carol Gelderman (Prentice Hall, 1990)—audiocassette and workbook
Communicating Non-Defensively (CRM Learning)—video with leader’s guide and participant’s workbook
Giving and Receiving Feedback (Crisp)—self-study audio and book
Interpersonal Communication Skills (CareerTrack)—CD-ROM
The 9 Deadliest Sins of Communication (CareerTrack)—four audiocassettes
Power Talking Skills (CareerTrack) #50218 $79.95)—six audiocassettes, workbook, reference card
You’re Not Communicating (Video Publishing House)—video
Books:
Cormier, Robin A. Error-Free Writing: A Lifetime Guide to Flawless Business Writing. Prentice Hall, 1995.
Daniels-Booher, Dianna. Communicate with Confidence: How to Say It Right the First Time and Every Time. McGraw-Hill, 1994.
Decker, Bert. The Art of Communicating: Achieving Interpersonal Impact in Business. Crisp #COA409-X (revised edition).
Dilenschneider, Robert L. A Briefing for Leaders: Communication as the Ultimate Exercise of Power. HarperBusiness, 1992.
Kennedy, Grace, and Ida Ramirez. Business and Management Communication: A Guide Book. Prentice Hall, 1996.
Linver, Sandy. The Leader’s Edge: How to Use Communication to Grow Your Business and Yourself. Simon & Schuster, 1994.
Olderman, Raymond M. 10 Minute Guide to Business Communication. Macmillan, 1997.
Tannen, Deborah. Talking from 9 to 5. William Morrow & Co., 1994.
Wilder, Claudyne. The Presentations Kit. John Wiley & Sons, Inc., 1994.

MANAGEMENT SYSTEM
STEP 3 – ASSESS EACH EMPLOYEE’S CORE
COMPETENCIES AND POTENTIAL FORECAST
• Evaluate each employee using competencies tools
STEP 4 – PREPARE ACTION PLANS AND REPORTS

• Create a “ bench strength” summary
• Create individual talent competency development forms

Sample of bench strength summary
(Action Plans)
Next
Position Potential Performance Status Replacements Status
Positions
Bednarik, Charles President &
P EE Now LeClerc, John 12-24 mo
Executive VP CEO
Mantle, Mickey President &

U GEE 12-24 mo LeClerc, John 12-24 mo
Executive VP CEO or CFO
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 Problem)
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 and
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.
Resource Matching –
Categorizing Talent
Maintain Innovate for few
current System business, solution
Generalist Entrepreneur Organizational

Leader
Problem solver
Specialist Professional
Increasingly important
in the 21st century
104
Productivity vs Engagement
Productivity
RETAINING
MORE
REWARDING
ASSIGNMENT
PROMOTION
COACHING &
PLAN TO EXIT
COUNSELING
Engagement
105
BEST PRACTICES of
Talent Management
By Pungki Purnadi

Astra International Tbk. –
The Pyramid TOP
Management
50
Executives
234
Managers
2.257
Supervisor
12.722
Staff
100.140

Human Capital Value Map
7 3 1
Far above
average
CARRER FUTURE
STARS
PERSON STAR STARS
PERFORMANCE
8 4 2
CARRER
average
POTENTIAL FUTURE
Above
PERSON
CANDIDATE STAR
Promotability
Rating
9 6 ACTIVE 5 Two or more
CARRER
average
level
LEARNER /
PERSON CADET One more level
RAW
DIAMOND Developed within
level
Low Medium High
POTENTIAL

Consistent Individual (Just In Time)
Performance within 3 years
Individual
Performance
Performance
Plan
Monitoring
• From KPI
Company to KPI
Jan Monthly
Achievement/
Organization Coaching
Unit to KPI Jun progress review
(January – June)
Position then &
KPI Individual
Counseling
Performance
Appraisal
• Final review Dec
• Feedback / Result
Communication (Reward &
Punishment

Leadership Competence
Development Program
Business 1 week Astra Development Center
Individual Development Programs
Leadership
Astra Executive Program
Organizational
Leadership
Astra General Management Program
Managerial Leadership
2 week in class
6 months project
Interpersonal Leadership Astra Middle Management Program
2 week in class
4 months project
Self Leadership Astra First- line Management Program
1 week in class
4 months project
Astra Basic Management Program 1 week in class
3 months self-improvement review

In addressing the capability gaps of the Technical Executives, there is
a need to accentuate and refocus the existing framework to develop
their cross functional capabilities
Managerial Path Technical Path
SALARY BAND
MD/CEO JOB GRADE
E7
E6 Senior GM
Custodian L6
E5 GM
E4 Senior Manager Principal L5
E3 Manager Staff L4
Cross-functional rotation
HSE
QS
IT
Business Skills
People Skills
Senior Engineers within the same business

A3 B3 C3 D3 E3 F3 Cross attachment to other
E2 businesses is not
L3
encouraged
Engineers Cross-functional rotation

A2 F2 Minimum of 2 positions in
L2 E1
Maximum of 3 years per
Junior Engineers position
E1 A1 F1 Cross attachments to
other businesses are
L1 allowed.
Common Core Orientation Technical SGDP L1 OPU Specific
Skills Programme Induction Programme Orientation Programme Approximately 12 to 18
ENTRY LEVEL PROGRAMMES months
LEGENDS A, B, C, D, E, F are examples of functions or disciplines within a particular skill group.
A1, A2, Certified Professional
A3 represents position levelsHuman
i.e. A1 forCapital Management
Junior Engineer, (CPHCM)
A2 for Engineer - for
and A3 Indonesia
Senior Engineer.
MYPR LEADERSHIP & PERFORMANCE GRID : E6 Below
18
1
•Distinctive 2 3
465 in QL
Quadrant
(30.3%)
2 •Effective 440 422 22
•Leadership behaviors
3 •Developing
6 512 107
•Needs
4 Development
1
•Below •Meets •Exceeds •Outstanding

expectations expectations expectations
4 3 2 1
(*) Difference due to:
• Staff was not rated Certified Professional Human Capital Management
•Current performance(CPHCM) - Indonesia
Case Study Of
PetroChemical Company
Designing Talent
Management System
Case Study
Introduction 1
• Advanced Chemical India Corporation (ACI) is founded in 1982 by
current owner & president, Mr.Gupta.
• Company Vision : “to become a leading global petrochemical
company”.
• Company Mission : “to serve all client needs with the best
product, best people, best service with latest technology with
the maximum gain to the shareholders and stakeholders”.
• Average employee’s age is 45 years old with average service per
employee is 15 years with the company ACI.
• Employee movement internal company little bit difficult.
• Last three years recruits youngsters with significant numbers.
• ACI’s corporate philosophy is Keep High Quality in products. The
culture of ACI is basically conservative.
• ACI’s overall sales turnover in 2016 hit US$800 million and profit is
US$30 million before tax. 60% of ACI’s are sold in domestic market
although overseas sales have been growing steadily.

Case Study
Introduction 2
• ACI originally started producing basic chemical products that are used
in clothes. Gradually other applications are developed such as for
automobile, home appliances. Some products for homes are sold
directly from supermarkets in India with ACI brand.
• They have three plants in India and sales offices in US, UK, Hong
Kong. Thailand and Malaysia. All plants produce basic chemicals and
modified (specialty) products based on needs of clients.
• About 2160 employees are hired. Their organization organized by
functions. There are 160 employees in HQ, 1500 in production with
production engineering, 400 in sales in various branches, and 100 in
R&D. HQ covers marketing and corporate functions as Finance, IT,
Legal, Purchasing, HR etc..
• ACI uses patents licensed by UK chemical companies. But by
developing own products for specific clients, some new patents are
developed by ACI and registered.
• They also updated the production technology from time to time with
significant number of investment.

Case Study
Business Issues
• Global competition around ACI is getting severer. Now for low cost (basic)
product, ACI is competing with Chinese companies and for high end
(modified/speciality) products competitors are US/European/Japanese
chemical companies.
• As a result of severe competition, though the sales has increased by 5%, the
profit has decreased by 20% last year. Both commodity and specialty (high
end) chemicals divisions are reducing profits.
• Mr. Gupta wants to transform ACI, review its business model and lift ACI into
the next era of growth.
• He considered that organizational issues of ACI are followings.
▫ Since many Products introduced, profit control for each product is getting
difficult. And the final responsibility of each product is not clear.
▫ Functional organization becomes barrier to develop/introduce products in
speedy manner.
▫ HQ seems too big and he feels difficulty to manage everything by himself
• Therefore he decided to transform ACI from functional to business unit base
organization ( basic chemical and specialty/modified chemical units). Also he
wants to reorganize HQ and R&D to more value oriented organization
• Currently Job based pay and incentives with profit share (for total ACI profit)
are used. Mr. Gupta also feels the necessity to change these according to the
organization change
Case Study (1: Petro Chemical Company)
ACI’S PREVIOUS ORGANIZATION STRUCTURE
Functional Depart Division
Planning
HQ
Finance & Accounting
160
Research Purchasing & Logistic
Development IT
R&D
Board of CEO 100 Process Engineering HR & Labor Relations
directors (Gupta)
Legal &Intellectual Property
Production X Plants Control
1500 Y Plants Engineering

Division have
Z Plants Production 4-6 management
layers
Sales Tha Branch
MalBranch
400
HkgBranch
UK Branch
US Branch
Business Team Organization for
Chemical Company - ACI
(Virtual) Companies Division
GM 50 Manager Corporate Planning

Corporate Division
Service 50 Manager Finance & Accounting
Research
Manager 20 Manager Purchasing & Logistic
R&D Development
& Quality 20 Manager IT
Process Engineering
100
Board of 15 Manager HR & OD
Directors Manager Planning
(incl Gupta) & Quality 5 Manager Legal &Intellectual Property
Control
GM Basic Manager X Plant
Chemical New Management
Application Manager Y Plant Production *Divisions have teams of
3 management layers.
1000 300 *Each biz unit / team has
Manager Branches UK & USA (sales & marketing) with its CS
own P/L
*Corporate service cost is
Manager Planning Control
GM Specialty charged by number of
& Quality
Chemical Production people by team.
Application Manager Z Plant *Professional staff of
Application Corporate & R&D uses
Engineering time charge system
500
Manager Branches Asia (sales & Marketing) with its CS *Corporate staff shifted to
100 company

Case Study (Job Purpose)
Job Purpose
• GM Basic Chemical Business Unit is having main accountability to
manage two production plants with number employees around
1000 people consisting of Production department, QA/QC,
maintenance and Sales at their spreading offices. This position has
an authority to set production planning, control the quality and set
price on the marketing and sales up to their overseas offices.
Dimension of sales target is around US$300M per year.
• GM Advance or Modified Chemical Business Unit is having main

accountability to manage one production plant with number
employees around 500 people consisting of Production
department, R&D, maintenance and Sales at their spreading
offices. This position has an authority also to set production
planning, produce specific product as per customer needs, control
the quality and set price on the marketing and sales up to their
overseas offices. Dimension of sales target is around US$ 200M per
year.

Case Study – PetroChemical Company
• Based on the above people situation, please recommend
the Talent Management System design in order to fulfil 2
(two) key GM Positions in the organization.
▫ Performance Criteria
 KPI achievement on Production – Sales – Product
Quality – Maintenance - People
▫ Potential Criteria
 Prediction on how many level to be promoted
▫ Any other criteria to produce talent candidates
 Critical attributes as high potential (eg. Walk the talk
with company values)
good luck & success!
If you need further assistance,
please contact me at 08121055000
Or visit
Or sending e-mail to :
pungki@pungkipurnadi.com

Pungki Purnadi, ST.MM.MHRM.
Pungki Purnadi is certified HR practitioner, having more than 28 years
experience in handling HR matter. His engineering background education and
master human resources management support him to become the innovative
HR Practitioner. He had various working experiences regionally and
internationally such as with TOTAL Indonesie, MedcoEnergi, Petronas Carigali,
WorleyParsons, Petrosea and some years with international management
consultant, handling some HR matters in various industries.
During his working experiences, he had been assigned to various key HR
position domestically & internationally (in France, England, Scotland, Norway,
Arab Emirates, Iran, Turkey, Libya, Nigeria, Sudan, Argentine, Australia,
Myanmar, Thailand and Malaysia) such as Training & Development Manager,
HRD Manager, Country HR Manager, South East Asia Regional HR Manager
and Human Capital Director. He is also one of the founders who have an
initiative to conduct HR certification in Indonesia such as Certified Human
Resources Professional (CHRP); Certified Human Resource Management
(CHRM) and Certified Professional Human Capital Management (CPHCM). As
HR practitioners, he is very active to run and facilitating several HR program.

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1

Duta Wacana Christian University (UKDW) Yogyakarta as part of

Certified Professional Human Capital Management (CPHCM) - Indonesia JMU R2-16/3/05

1. What is Talent Management and

Certified Professional Human Capital Management (CPHCM) - Indonesia JMU R2-16/3/05

Duta Wacana Christian University (UKDW) Yogyakarta as part of

▫ “Talent management is the systematic attraction,

Certified Professional Human Capital Management (CPHCM) - Indonesia

Certified Professional Human Capital Management (CPHCM) - Indonesia

"People are not your

Certified Professional Human Capital Management (CPHCM) - Indonesia

Certified Professional Human Capital Management (CPHCM) - Indonesia

BUSINESS STRATEGY ORGANIZATION STRATEGY CULTURAL STRATEGY

Business Target Organization Career &

Leadership HR Information C&B Performance Talent Learning &

Corporate Competency CBHRM

Performance Learning &

Personnel vs Human Resources

Certified Professional Human Capital Management (CPHCM) - Indonesia

Human Resources vs Human Capital

Certified Professional Human Capital Management (CPHCM) - Indonesia

Personnel Mgt HRM HCM

Boomers Gen X Gen Y

Certified Professional Human Capital Management (CPHCM) - Indonesia

• High Potential applies to people able to move a position two

• Promising - Potential people are those who could take a

What is your company criteria on Potential ?

Certified Professional Human Capital Management (CPHCM) - Indonesia

Certified Professional Human Capital Management (CPHCM) - Indonesia

The extent to which he/she But having the willingness

▪ Promotion ▪ Overall job enjoyment

Certified Professional Human Capital Management (CPHCM) - Indonesia

The extent to which he/she as well as he/she believes

Intellectual Agility Results Agility

People Agility Change Agility

Certified Professional Human Capital Management (CPHCM) - Indonesia

Certified Professional Human Capital Management (CPHCM) - Indonesia

Certified Professional Human Capital Management (CPHCM) - Indonesia

Integration of maintaining & retrenchment

Retaining Dynamic HC Cycles

Compensation & Benefits Strategy

Certified Professional Human Capital Management (CPHCM) - Indonesia

WHY company needs

Duta Wacana Christian University (UKDW) Yogyakarta as part of

• Disruptive effects of • Increasing need for

• Scarcity of specialist Why is the • Increasingly global

Certified Professional Human Capital Management (CPHCM) - Indonesia

Certified Professional Human Capital Management (CPHCM) - Indonesia

• The expenses associated with soliciting, acquiring,

• However, as the workforce continues to be viewed as an

• Talent management helps to ensure that companies

Certified Professional Human Capital Management (CPHCM) - Indonesia

Certified Professional Human Capital Management (CPHCM) - Indonesia

▪ Optimistic, confident, ▪ Extremely tech savvy

Certified Professional Human Capital Management (CPHCM) - Indonesia

Variance of Work Forces Generation

Certified Professional Human Capital Management (CPHCM) - Indonesia

• 6 (six) Human Resources condition had to be met :

Certified Professional Human Capital Management (CPHCM) - Indonesia

• The identification and development of high-quality replacement

• The classification of an investment in each employee based on

Certified Professional Human Capital Management (CPHCM) - Indonesia

The employee groups are :

Assessor :_ Assessment Date :_

Performance :_ Potential:_

Next Position 3._ Next Position 4.