Sesi 8 :

Succession Management
Plan
DR. TRI UTOMO WIGANARTO, MM
 EXPERTS
• Doctor Management Business in Human Capital and
Strategic Management Specialist
• Team Ahli Assessment Center Indonesia PT. Telkom
Indonesia, Tbk
• Certified Human Resource Manager BNSP
• Post Graduate Lecturer at MBA ITB and Program
• Doktor UNPAD
• CEO KGI Corporation, Medical Healthcare
Manufacturing
• Director of TUW Consultant, Performance & Digital
Marketing Strategist
• International Certified Master Practitioner of Neuro-
Dr. Tri Utomo Wiganarto, MM
Linguistic Programming NFNLP USA
Strategic Leadership Coach
• International Accredited Credential Meta Coaching
from Michael Hall, USA
• International Certified Behavioral Analyst

Human Resource Manager

Dr. Tri Utomo Wiganarto, MM
 Target Kompetensi
1. Mengembangkan Manajemen
Suksesi di Organisasi
2. Memadankan Kesesuaian Pekerja
Bertalenta dengan Posisi Tujuan
(People Mapping & Career Planning)
3. Melakukan Evaluasi Penerapan
Program Suksesi
4. Melaksanakan Evaluasi Pengelolaan
Karir
Succession Goal

Maintain Key
Leadership
Position
Sustainability
Maintain
Intellectual
Capital

Encourage
Individual
Growth Plan
Siapa terlibat ?

ORGANIZATION

HR MANAGER EMPLOYEE

Human Resource Manager

Dr. Tri Utomo Wiganarto, MM
 What’s Role & Responsibility ?

HR
Organization Employee
Manager

Purposes

Role &
Responsibilities

Human Resource Manager

Dr. Tri Utomo Wiganarto, MM
 What’s Role & Responsibility ?

HR
Organization Employee
Manager
Competitiveness Maintain Career
& Sustainability Intellectual
Growth
Purposes Capital

• Mengkomunikasikan • People Mapping • Establish Goals &

Career Plan
Visi & Strategi • Giving Feedback
Role & Kedepan Performance
• Assess Interest, Skills
and Values
Responsibilities • Mengkomunikasikan • Talent Pool • Career Discussion
with Manager
Kebutuhan Posisi

Human Resource Manager

Dr. Tri Utomo Wiganarto, MM
Hal yang dibutuhkan :

ORGANIZATION
NEEDS

TALENT INTEREST

Human Resource Manager

Dr. Tri Utomo Wiganarto, MM
 BAGAIMANA KALAU
DUA DARI TIGA

• Talent + Kebutuhan Organisasi –

Keinginan =

• Kebutuhan Organisasi + Keinginan –

Talent =

• Bakat + Keinginan – Kebutuhan

Organisasi =

Human Resource Manager

Dr. Tri Utomo Wiganarto, MM
 SUCCESSION MANAGEMENT
FRAMEWORK
PROCESS
IDENTIFY
CRITICAL TALENT CAREER DEV.
MANAGERIAL MAPPING PLANNING PROGRAM
POSITION

OUTPUT
1. People Review 1. Competency 1. Working Life Plan
1. Core or Support Worker
(Competency & Gap (Growth Model)
2. Critical Status
Performance) 2. Individual 2. Individual
2. Risk/Impact of Losing
2. Human Asset Value Career Development
(HAV) Planning Planning
3. Replacement Table 3. Individual
Chart (RTC) Performance
Planning

Human Resource Manager

Dr. Tri Utomo Wiganarto, MM
IDENTIFY MANAGERIAL
CRITICAL POSITION
 Flow Process

IDENTIFYING
TALENT CAREER DEV.
CRITICAL
MAPPING PLANNING PROGRAM
POSITION

Human Resource Manager

Dr. Tri Utomo Wiganarto, MM
 Employee Characteristic

Core Knowledge
Worker Traditional Job
Based Worker
(Key Position)

Type of
Worker

Contract Worker Freelance Worker

Critical Position Reason

Termination Retire
(layoff, PHK) (age/early)

Leave of
Absence Resign
(volun/involun)
(sick/death)

Rotation (new
Special plant, new
Experience
dept)
Risk/Impact of Losing
• Does not directly impact to the
Low stability of organization

• Directly impact to the stability

Medium of organization but managable

• Very significant impact to the

High stability of organization
 Succession Plan Pool
(Identifikasi Posisi Kunci)
TALENT MAPPING
 Flow Process

IDENTIFYING
TALENT CAREER DEV.
CRITICAL
MAPPING PLANNING PROGRAM
POSITION

Human Resource Manager

Dr. Tri Utomo Wiganarto, MM
TALENT MAPPING
• TALENT Mapping adalah proses pemetaan
kompetensi/potensi karyawan berdasarkan
hasil assesment /evaluasi potensi dan
tracking performance.

LIST OF SELECTED
PEOPLE

KUALIFIKASI
ASSESSMENT POTENSI
ASSESSMENT
TOOLS

NILAI PERF. POTENTIAL HAV MAP

MAPPING

Human Resource Manager

Dr. Tri Utomo Wiganarto, MM
Job / Role Competency

Technical Competencies
Hard Competencies
Functional Competencies
Job/Role
Competencies

Behavioral Competencies
Soft Competencies
Structural Competencies

Human Resource Manager

Dr. Tri Utomo Wiganarto, MM
 Job & Behavior Competency Cluster

• Organizational Awareness
• Directiveness (Strategic/Operational)
Planning

• Self Control (Emotion) • Achievement Orientation

• Self Confidence/Self Self Task (Demonstration Result)
Development
• Organizational Value
Management Management • Initiative
• Information Seeking
Commitment
• Flexibility

• Empathy (Listening)
• Analytical Thinking Problem People • Team Leadership
• Conceptual Thinking Solving Management • Relationship Building
• Customer Service (Interpersonal Skills)
Orientation

Monitoring &
• Concern of Order, Quality & Accuracy
Evaluation • Developing Others (Feedback)
• Impactful Communication
POTENTIAL ASESSMENT
• Assessment / evaluasi kompetensi untuk mendapatkan kualifikasi
potensi karyawan dapat dilakukan diantaranya dengan :
− Assessment Center (multi methods, multi tools, multi rater)
− multi tools evaluation (potential review).
• Beberapa metode yang biasanya digunakan dalam
Assessment Center diantaranya adalah :
− Competency Based Interview
− Group simulation
− In-tray simulation (studi kasus)
− Presentation simulation
− Inventories (DISC, MBTI)
• Beberapa tools yang dapat digunakan untuk mengidentifikasi
potensi melalui analisa karakteristik individu diantaranya
adalah :
− DISC
− MBTI Human Resource Manager
Dr. Tri Utomo Wiganarto, MM
Talent Pool
Profile
Talent Pool
Evaluation
Talent Mapping
TALENT MAPPING EXAMPLE
 Kadiv Procurement ?

Toni Rudi Harun

Procurement Competencies

Competencies = Knowledge + Skill + Attitude + Experience

Behavioral Competencies Review (Potential)
What Next ?

Human Resource Manager

Dr. Tri Utomo Wiganarto, MM
 What is Human Asset Value

Pemetaan individu dalam organisasi berdasarkan

tingkat performance dan kompetensi sehingga
dapat dibagi menjadi 5 kelompok besar yaitu :

- STAR
- Potential Employee
- Career People
- Problem Employee
- Deadwood

Prinsip Dasar :
Bagi Organisasi : Menjaga organisasi tetap lean dan
slim

Bagi Individu : Termotivasi untuk meningkatkan

performance dan kompetensi
Human Resource
11 Manager
Dr. Tri Utomo Wiganarto, MM
 Structure of HAV

STAR
Career Person Potential People
Performance

Deadwood Problem Employee

Potential (Competency)
Dari Hasil Performance Management, coaching-counselling dan
assessment diperoleh peta HAV dari setiap individu, shingga dapat
disusun program pengembangan yang sesuai
Human Resource
11 Manager
Dr. Tri Utomo Wiganarto, MM
 Model Lain HAV

High Potential PROMISING RISING STAR

MEDIOCRE
DOUBTFUL
High
Potential
POTENTIAL

Middle Potential MEDIOCRE PROMISING CAREER

Middle
Potential PERSON
DOUBTFUL

Low Low Potential LOW MEDIOCRE BEST FIT BEST FIT

Potential
SINKING

Low Middle Low Middle High High

Performance Performance Performance Performance

PERFORMANCE

Human Resource Manager

11
Dr. Tri Utomo Wiganarto, MM
 Replacement Chart

Figure 4.6
CAREER PLANNING
FLOW PROCESS CAREER PATH

DEFINING
TALENT CAREER DEV.
COMPETENCY
MAPPING PLANNING PROGRAM
STANDARD

Human Resource Manager

Dr. Tri Utomo Wiganarto, MM
CAREER PLANNING

• Career Planning adalah proses penyusunan rencana karir

karyawan, baik dalam hal jabatan maupun golongan.
• Penetapan rencana karir karyawan mengacu pada
rencana kaderisasi (Succession Plan).
• Proses Career Planning terdiri dari :
a. Pembuatan Individual Career Plan (ICP), berisikan rencana
jenjang karir karyawan baik dalam jabatan maupun
golongan. Dalam ICP dibuat rencana berapa lama karyawan
berada pada current position berikut ukuran keberhasilan
dan kemampuannya. Bagaimana dan berapa lama career
track yang bersangkutan untuk bisa sampai pada next
position. Bagaimana peluang karirnya untuk dikembangkan
hingga future position.
b. Pembuatan Individual Development Plan (IDP), berisikan
rencana pengembangan karyawan berdasarkan competency
gap – nya, baik untuk current position maupun next position.

Human Resource Manager

Dr. Tri Utomo Wiganarto, MM
CAREER PLANNING

HAV MAP

RTC RTC

CAREER PATH SUCCESSION

ICP
PLANNING
COMPETENCY GAP COMPETENCY GAP
CAREER
PLANNING
STANDAR IDP
KOMPETENSI

TRAINING MATRIK
 COMPETENCIES &

Dual Career Path Gade Age TRAINING

. Managing Change
6 48 - 49 LEAD VICE . Managing People
advisor/expert PRESIDENT

. Modern Safety Mgmt.

5 42 - 43 SR. DEPARTMENT . Management Dev. 3
Advisor HEAD . Risk Analysis
. Finance Management

. Leadership
4 37 - 38 SECTION . Project Management
Advisor
HEAD . Management Dev. 2
. Business Ethic
. HRD for Line Manager

3 32 - 33 . Problem Solving
Sr.OfficerAnalyst
. Industrial Safety
. Management Dev. 1
. Coaching & Counselling

2 27 - 28 . Risk & Loss Control

Officer-Analyst
. Advance Supervisory
. Team Building
. Presentation Technique

1 23 - 24 JR. . Integrated Safety

Officer-Analyst . Basic Supervisory
. Time Management
Human Resource Manager
Dr. Tri Utomo Wiganarto, MM
Sampel of Career Path
Managerial Path Technical Path
BAND
MD/CEO ROLE LEVEL
7

6 Senior GM

e r
e
Custodian L6

5 GM

a r h
h C a t
P
4 Senior Manager Principal L5

3 Manager
n to Staff L4

Co Senior Engineers
Cross-functional rotation
HSE

People Skills
Business Skills
QS
IT

within the same busines

A3 B3 C3 D3 E3 F3 Cross attachment to oth
2 businesses is not
L3
encouraged

Engineers Cross-functional rotatio

A2 F2 Minimum of 2 positions
L2 E1
Maximum of 3 years per
Junior Engineers position
1 A1 F1 Cross attachments to
other businesses are
L1 allowed.
Common Core Orientation Technical SGDP L1 OPU Specific
Skills Programme Induction Programme Orientation Approximately 12 to 18
Programme
ENTRY LEVEL PROGRAMMES months
1. Functional Career Path
- Karir pegawai bergerak pada 1 fungsi
- Pergerakan karir spesialis, mahir sebagai trouble shooter

2. Radial Career path

- Karir pegawai bergerak seperti spiral secara gradual pada jalur
yang terarah dalam batas job family (money maker vs money spender)
- Semi generalis, keahlian tinggi, wawasan luas
- Mencegah karir mentok dan jenuh

3. Cross – functional Career Path

- Karir pegawai bergerak lintas fungsi /job family
- Generalis, menghasilkan General Manager berwawasan luas

Human Resource Manager

Dr. Tri Utomo Wiganarto, MM
Formulir ICP (Individual Career Planning)
PEMBUATAN ICP

DO :
• Orientasi proyeksi karir lebih pada realistis atau tidak untuk
dicapai.
• Menunda rencana proyeksi karir, apabila belum memiliki data
yang tepat
• Menghindari judgement yang bersifat sesaat

DON’T :
• Mendiskusikan proyeksi karir dengan karyawan ybs
• Mengkomunikasikan rencana promosi pada karyawan ybs
• Memproyeksikan karir setinggi-tingginya
• Hanya berorientasi pada internal organisasi sebagai alternatif proyeksi
pengembangan karir

Human Resource Manager

Dr. Tri Utomo Wiganarto, MM
DEVELOPMENT PROGRAM
 PRINCIPLES CAREER PATH

DEFINING
TALENT CAREER DEV.
COMPETENCY
MAPPING PLANNING PROGRAM
STANDARD

Human Resource Manager

Dr. Tri Utomo Wiganarto, MM
DEVELOPMENT PROGRAM

• Rencana pengembangan individu (IDP) diaktualisasikan

dalam Development Program
• Aktifitas pengembangan dapat berupa :
• Pemberian tugas/Task assignments/Job
Enrichment
• Training yang berhubungan dengan pekerjaan dan
karir (job & career related training)
• Mutasi
• Self Learning

PENYUSUNAN DEVELOPMENT
IDP RENCANA PROGRAM
DEVELOPMENT

Human Resource Manager

Dr. Tri Utomo Wiganarto, MM
PEMBUATAN IDP

DO :
• Mengevaluasi perkembangan secara berkala
• Merencanakan bentuk-bentuk apresiasi atas kesuksesan
pencapaian program pengembangan meskipun kecil
• Memperbaharui IDP agar tetap relevan dengan kondisi
yang terkini

DON’T :
• Stereotyping
• Memaksakan pola pengembangan menurut sudut pandang atasan
• Menggeneralisir pola pengembangan
• Merencanakan target pengembangan lebih dari 3 aspek
• Menyusun IDP yang hanya akan berlaku dalam waktu pendek
(kurang dari 1 tahun).
Human Resource Manager
Dr. Tri Utomo Wiganarto, MM
DEVELOPMENT PROGRAM

Monitoring & Evaluation

• Proses evaluasi dan monitoring terhadap program
pengembangan mempertimbangkan :
1. Progress pelaksanaan Development Program
2. Career plan
3. Career Track
4. Performance

DEVELOPMENT
PROGRAM
PROMOSI

CAREER
TRACK
MONITORING
& ROTASI
EVALUATION
ICP

DEMOSI

NILAI
PERFORMANCE

Human Resource Manager

Dr. Tri Utomo Wiganarto, MM
 CONTOH WORKING LIFE PLAN/GROWTH MODEL

POSITION ROLE/CORE SYSTEMATIC DEVELOPMENT PROGRAM

COMPETENCE
• Salary System
SYSTEM IMPROVEMENTS • Problem Solving
Technique
Planning & Organizing
Technical/Specific
ASS. MGR
Competency • TQM
Advance
• HMLP

•- UU Ketenagakerjaan

SUPERVISI PELAKSANA ADMINISTRASI

CHIEF • Personal Admin :
Delegasi - Brevet A & B
SHOP FLOOR

Problem Solving & Decision Making - Budgeting & Costing

Technical Competency • Personal Operation
- Negotiation Skill
• Personal Admin-: Presentation Skill
- Penggajian
SISTEM PELAPORAN ADMINISTRASI - Perpajakan
STAFF - Jamsostek
Leadership • Personal Operation
Mampu berbahasa Inggris
Technical/Spesific • Leadership- Aturan ketenagakerjaan
Competency • TQM Basic

• Training Jamsostek
• Peraturan Perusahaan
PELAKSANA
• Teamw
ADMINISTRASI ork
LAPANGAN • Training
WORKER • Training Aplikasi
Accuracy
Payroll
Orientasi Tim
• Training Basic Skill :
Komunikasi - Sop
Honest & Responsible 5 YRS
- 5S
Paham SOP 3 YRS
Paham Aplikasi Payroll
Filing Adiministrasi

Worker to Staff : 9 YRS 12 YRS 17 YRS ~YRS

 Career Path Element
Tujuan
Perencanaan
&
SDM
Strategi
PERENCANAAN KARIR ORGANISASI
Kebutuhan Jalur karir
-Orang - Keatasan
- Waktu - Lateral
-Keahlian - Kebawah

SESUAI

PERENCANAAN KARIR INDIVIDU

-Tujuan - Keahlian
- Kebutuhan - Kemampuan

Pengalaman Pelatihan Pengharapan

Human Resource Manager

Dr. Tri Utomo Wiganarto, MM
Human Resource Manager
Dr. Tri Utomo Wiganarto, MM
 Succession Plan Pool
(Matrix Pengembangan)
Individual Development Plan (IDP)
 Challenging Situation

•Different perspective between

supervisor – HR - management
•Strategic deployment &
communication
•Too much promises
•Show no interest
•Same assignment quality for all

Human Resource Manager

Dr. Tri Utomo Wiganarto, MM
Monitoring & Evaluation
Ü Progress Pelaksanaan Program
Pengembangan

Ü Individual Career PLan

Ü Career Track/Path

Ü Performance Value

Human Resource Manager

Dr. Tri Utomo Wiganarto, MM
 Assignment
1. Bagaimana kebijakan perusahaan anda
dalam membangun sistem suksesi ?
2. Bagaimana kebijakan perusahaan anda
dalam program pengembangan
karyawan bertalenta ?
3. Bagaimana kebijakan perusahaan anda
dalam melakukan monitoring & evaluasi
sistem karir dan suksesi ?
 Bentuk Portfolio
1. Dokumen : strategis (RJPP/RKAP), operasional (PK/IK),
teknis (manual book pengoperasian fasilitas)
2. SOP/Flow Chart
3. Kebijakan/Rule
4. Minutes of Meeting
5. SK/Surat Tugas
6. Memo
7. Model/Konsep
8. Kamus Kompetensi
9. Dokumentasi seperti foto-foto dan daftar hadir, produk
atau hasil project (PKB, buku panduan, manual kerja/WI,
Quality System)
Terima Kasih
DR. TRI UTOMO WIGANARTO, MM