TALENT MANAGEMENT:

DESIGNING& DEVELOPMENT
STRATEGY

Dr. Anissa Lestari Kadiyono, M.Psi, Psikolog

GO TO
Growing of HRM Strategies

Transformation HRM
to HCM  TBHRM
Transition HRM (strategic stage)
(critical shifts) Strategic areas
Structural Strategic role

Tradition HRM Operational

(operational stage) Behavioral
Role: service provider
(recruiting, selecting,
training etc)
Current practices (usually)
 HRM TRADITION
(OPERATIONAL STAGE)
Recruitment Compensation Training Employee/ Etc.
and and and Labor
Selection Benefits Development Relations

Melalui Konsep Talent Based

Human Resources
Management (TBHRM) maka
fokus pengembangan manusia
bergeser dari
mengisi competency gap, menj
adi mengembangkan sisi
keunggulan
seseorang (bakat yang dibawa
sejak lahir) untuk mencapai
tahap excellent people
HUMAN RESOURCE INFORMATION SYSTEM
HRM: OPERATIONAL STAGE
FOCUS OF THE PRACTICE
• “Fire Fighting”
• Transactional & Short-term
perspective
• Compliance
• Efficiency & Cost Containment
• Quality of delivery of basic HR
services
FOCUS OF THE PRACTITIONER
• Building the HRM Infrastructure
• Policies
• Practices
• Procedures
• Promptness & efficacy of HR-
related problem-solving
• Administrative efficiency
• Management of HRM Systems
 In summary, leveling up and transforming the Human Resource Management practice
from an operational/ functional/ administrative mode to a strategic developmental mode,
the following strategic shifts need to be effected over a reasonable period of time:

STRUCTURAL
HRM
TRANSITION FROM TO MORE OF…

(Critical Shifts) • Process silos • Key strategic areas & roles

ORGANIZA-
TIONAL • Process-focused • Key results-focused
STRUCTURE • Activity-driven • Strategies-driven

STRATEGY • Non-alignment with Corporate • Alignment with business

strategies strategies; BSC
• Strategy Map & Strategy
Execution Roadmap

JOB DESIGN • Specialization (“Pizza Pie Cuts”) • Complete Jobs

(“Doughnut Cuts”)
 BEHAVIORAL

FROM TO MORE OF…

BEHAVIORAL • Management • Leadership

PERSPECTIVE • Controlling • Enabling/ Empowering

• Individual needs-based • Strategy-focused

TRAINING & • Forum learning-based • Natural work group-based
DEVELOP- • Coaching and/or mentoring
• Pedagogical learning process
MENT
• Experiential learning/On-the-job

PERFORMANCE • Stand alone system • Strategy & business/functional

MANAGEMENT goals aligned (thru the use of
the BSC)

VALUES • Awareness or knowledge level •Integration & Inculcation level

MANAGEMENT
HRM: TRANSFORMATIONAL STAGE

PRACTICE PRACTITIONER
STRATEGIC AREAS ROLES

• HR Flow • Business Partnering

• HR Influence • Employee Champion

• HRM Results • Internal Consultant

• HRM Impact • Change Catalyst/ Manager

HRM: TRANSFORMATIONAL STAGE

KEY RESULT AREAS (KRA)

• Talent Management and Organizational Capabilities Build Up

• HRM Solutions and Effective Leadership

• HR Performance and Productivity; Managerial and Organizational Effectiveness

• Organization Development and Corporate Culture Management

 STRATEGIC
Strategic HRM: Organizational Mandates and Model
HUMAN
RESOURCE
MANAGEMENT
HRM HR FLOW HR INFLUENCE HRM RESULTS HRM IMPACT
Strategic Providing a job & Evolving an engaged, Value-adding human Values-based, performance-
driven, results-oriented
Areas career experience of empowered & highly
motivated leadership &
resources achieving
peak performance &
socially-involved organization
learning, developing & branded as an
achieving. workforce. high productivity. “Employer of choice”

•Talent Management •Values Integration & •Work-Life Balance •Corporate Climate &
Inculcation Management Culture Management
•Competency & • Performance
Capability Development •HR Policy Management Management •Organizational Planned
Change Management
•Job Management •Compensation & Benefits •Organizational Climate
Management Management •Employer of Choice
•Career Management Benchmarking &
•Rewards & Recognition •HR Empowerment &
•HR Information Branding
Management Commitment
Management •ISR Programs
•Management & Leadership •HR Learning &
HRM Roles •Management & Development Programs Development
Management (e.g.
Leadership Succession Volunteerism)
•Employee Communication, •HR Productivity
KRA 1 Relations & Engagement Management
BUSINESS TALENT MANAGEMENT & Management
PARTNERING •Balanced Scorecard:
ORGANIZATIONAL Organizational,
CAPABILITY BUILD-UP Functional, Individual
levels

EMPLOYEE KRA 2
CHAMPION HR SOLUTIONS &
EFFECTIVE LEADERSHIP

KRA 3
HR PERFORMANCE and
INTERNAL PRODUCTIVITY &
CONSULTANT ORGANIZATIONAL
EFFECTIVENESS

KRA 4
CHANGE ORGANIZATION
MANAGER DEVELOPMENT &
CORPORATE
CULTURE MGT
 PERMASALAHAN UMUM SDM
World:
1. Talent & acquisition (98%)
2. Kualitas pemimpin (89%)
3. Employee engagement (84%)
(Hewitt Associates (2003-2016))
Asia:
1. Talent retention(57%)
2. Budaya & Resistensi Perubahan
(55%)
3. Kejelasan Arah Strategi (52%)
4. Infrastruktur (48%)
5. Talent Avaiability (40%)
(Price Waterhouse Coopers (2008))
 MANAGEMENT
HUMAN CAPITAL VALUE
Vision Value Human Capital Acquistion
mission culture Manpower planning; recruitment, MEASUREMENT
selection, Hire; Assesment TOOLS
Corporate strategy

Human Capital Development MEASUREMENT

Learning & Development; Career
Corporate strategic TOOLS
Development; Leadership
management Deevelopment

Human Capital Strategy Human Capital High Peforming Value Creation To

Optimize
& Organization Management
Development
Human Capital Business Result Stakeholders
Process

Human Capital Engagement

Employee Relation; Industrial
MEASUREMENT TOOLS
HUMAN CAPITAL Relation; Separation
INFORMATION
SYSTEM Human Capital Retention
Performance Management MEASUREMENT TOOLS
Reward Management
 STUDI KASUS – KELOMPOK (4-8 org)

Tentukan Perusahaan yang akan dikelola melalui TBHRM dengan:

• Tentukan ruang lingkup/ jenis perusahaan/ jenis usaha
• Gambarkan secara umum proses bisnisnya (business landscape) &
visi, misi secara umum
• gambarkan secara umum struktur organisasinya
CBHRM & TBHRM
TWO TYPES OF HRM (GENERALLY)

Competency Based Human Resources

Management (CBHRM)

Talent Based Human Resources Management (TBHRM)

 CBHRM
• First time introduced by David McClelland 1973
• Based on Competencies approach (knowledge,
skill & attitude)
• The purpose is to build successful organization
 TBHRM
McKinsey (1997) menjelaskan:
• Pendekatan manajemen SDM yang berfokus pada bakat
(potential strength)
• Serangkaian proses yang terdiri dari
proses attracting, developing, dan retaining yang
komprehensif, terintegrasi, dan searah dengan kebutuhan
organisasi sesuai dengan jamannya
 SO…..

CBHRM TBHRM
• Fokus utama pada • Fokus utama pada
kompetensi potensi/bakat
• Tidak ada pembentukan • Pembentukan talent pool
talent pool • Pengembangan
• Ada standar jabatan berdasarkan karakteristik
• Pola pengembangan atau potensi terbaiknya
memperbaiki kekurangan • Tujuannya untuk
SDM berdasarkan Gap pembelajaran agar
Analysis menjadi SDM unggul
 TALENT-BASED HUMAN RESOURCES
MANAGEMENT
• Sistem yang didasarkan pada positive mind-set yang menumbuhkan pengharkatan terhadap
manusia secara berkesinambungan

- 20 -
 WHY TALENT MANAGEMENT
In the era of faster – higher – better,
focus on talent is becoming the best
strategy in people development and
encouragement:
1. Learning Process
2. Performance Evaluation
3. Commitment
 DEVELOPMENT STRATEGY

Fokus
Utama
TALENT MANAGEMENT
STRATEGY & PROCESS
 TALENT STRATEGY

Business Talent Growth

Outcomes
Landscape Implications Engine
• Vision + Mission • People Trends • Selection • Performance
• Strategic Priorities • Capacity Projections • Development • Business Impact
• Organizational Culture • Organization Situation • Performance Management
• Business Drivers • Capacity Gaps • Succession Management
• Goal
TALENT MANAGEMENT PROCESS

5 1
1. TALENT ASSESSMENT
2. TALENT POOL/ MAPPING
2
3. TALENT MATCHING/ FIT
3 4. TALENT DEVELOPMENT
4 5. TALENT ACQUISITION
TALENT ASSESSMENT
TALENT ASSESSMENT
• Personal Characteristics
(Nilai, budaya, kepercayaan diri, dst)
• Managerial
(Kepemimpinan, Pengambilan
keputusan, dst)
• Demographic
(Usia, Lokasi Kerja, Pengalaman,
dst)
• Competencies
(Inti, Managerial, Specific, Teknis)
 TALENT ASSESSMENT
UJI COBA

TEST
 DISKUSI – KELOMPOK

Tentukan Talent Implication dalam Perusahaan :

• Tentukan seperti apa talent yang diharapkan
• Bagaimana gambaran organisasi/ perusahaan
• gambarkan secara umum capacity gap (kesenjangan kapasitas talent)
• Tentukan apa yang dapat dilakukan untuk melakukan assessment
pada talent2 tersebut
TALENT MAPPING
 TALENT MAPPING

Identifikasi Pegawai dari:

1. Potensi (dan Kompetensi)
2. Performance
 TALENT POOL

GOOD STAR
WORK HORSE

MISFIT PEOPLE FAIR CHALLENGER

DISKUSI
KELOMPOK
1. Identifikasi kasus personal yang
telah dibagikan
2. Tentukan Kriteria Talent
Mapping
3. Tentukan Talent Assesment yang
akan digunakan
4. Tentukan Talent Pool & Kriteria 9
Box yang akan digunakan
5. Kelompokkan ke dalam Talent
Pool yang sudah ditentukan
TALENT MATCHING
TALENT MATCHING
 DISKUSI – KELOMPOK

Tentukan Talent Matching dalam Perusahaan :

• Berdasarkan Data Kasus Talent Management tentukan kesesuaian
talenta pada jabatan yang ada
• Tentukan Talent Fit menggunakan kategorisasi talent dg talent pool
TALENT DEVELOPMENT
TALENT DEVELOPMENT
 TALENT DEVELOPMENT
GOOD STAR
WORK HORSE

Promosi
Job Enrichment Mentoring
Job Enlargement
Mentoring Senioring
Coaching
Special Reward

MISFIT FAIR CHALLENGER

Pension Dini Job Enrichment

PHK Counseling Counseling
Demosi Task Force
Mutasi Special Attention
CAREER STAGES
CAREER STAGES (2)
CAREER PLANNING ISSUES
 CAREER PLANNING PROGRAM
• Coaching, Mentoring & Counselling: Communication about career opportunities
and resources, such as social networks and employee resource groups, available
to employees within the organization
• Traning & Development: Workshops to encourage employees to assess their
interests, abilities, and job situa- tions and to formulate career development plans
• Management & Leadership Development: Career counseling by managers or
human resources personnel
• Self-development materials, such as books and articles, webinars and podcasts,
and other media, directed toward identifying life and career issues
• Assessment programs that provide various tests of vocational interests, aptitudes,
and abilities relevant to setting career goals
HR PLANNING – TALENT DEVELOPMENT
TALENT DEVELOPMENT
 DISKUSI - KELOMPOK

• Tentukan Jenis Development

yang akan disusun pada setiap
Pool

• Buat rancangan Program

pengembangan pada kasus yang
telah dibagikan
TALENT ACQUISITION
 TALENT ACQUISITION

Determine likely impact Draw up retention plans and

on employees’ career
goals packages that go beyonds
monetary incentives

Communicate a career vision Affirm the value of the

to valued employees and employee and maintain
support their transitions engagement
TALENT ACQUISITION AT HCM

PERHATIKAN:

1. BUDAYA ORGANISASI,
VISI & NILAI
2. PIMPINAN
ORGANISASI
3. KONDISI LINGKUNGAN
KERJA
IDENTIFIKASI HC
RETENTION TOOLS
 TALENT ACQUISITION ALERT
• Opportunities for personal development • Performance Appraisal
• Effective management of Talent • Pay & Benefit
• Leadership – Clarity of Company Values • Health & Safety
• Leadership – Respectful Treatment of • Job Satisfaction
Employees • Communication
• Leadership – Company’s Ethical Behavior • Family Friendliness
• Empowerment • Kerja sama
• Image
• Equal Opportunities & Fair Treatment
TALENT MANAGEMENT WHEEL
• PRACTICES: yang harus dimanage
dalam organisasi
• PRINCIPLES: Princip yang harus ada
dalam praktek organisasi
 THANK YOU

START Designing &

Improving Your
Workforce Through
Talent Management To
Get A Better Result !!