TALENT

MANAGEMENT

YUDHA ARGAPRATAMA

Email : yudhaargapratama@[Link]
Blog : [Link]
Linkedin : [Link]/in/yudha-argapratama-40a17425/

DAY #2 Copyright @
TALENT MANAGEMENT – FRAMEWORK

Define Talent
Management Critical
Position
Policy, Strategy,
Process, & Identification
Standard

Talent
Talent
Retention &
Identification
Engagement

Develop Talent
Succession Development
Plan & Career Plan &
Management Intervention
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TALENT
DEVELOPMENT
PLAN &
INTERVENTION

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 QUOTES
“Talent Development program is about resource
allocation”

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4
TALENT DEVELOPMENT PROGRAM

In Class Skills/knowledge enhanced by attending formal

Training (10%) training class (inhouse & outhouse training)

Learning From Skills/knowledge enhanced by best practice sharing/

Others (20%) coaching/counseling/mentoring

Critical Experiences
Skills/knowledge enhanced by providing opportunity to take
& Self Learning accountability of activities beyond main roles and self
(70%) learning initiatives

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TALENT DEVELOPMENT PROGRAM
Beberapa contoh Talent Development Program

In Class Training Learning From Others

Leadership Training: • Coaching/Mentoring

• Leadership for Supervisor or similar • Leaders Sharing Session
(Supervisory Level) • Association best practice sharing
• Leadership for Manager or similar • Expert Shadowing
(Managerial level)
• Leadership Challenges or similar (Executive Level)

Technical Training:
• Advance Strategic Management or similar
• Finance for Non-Finance
• HR for Non-HR
• Legal for Non-Legal
• Related technical skill training/related business
knowledge
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TALENT DEVELOPMENT PROGRAM
Beberapa contoh Talent Development Program

Critical Experiences &

Self learning

• Leap in scope and scale: Responsibilities of being people manager or managing

bigger team
• Increase Exposure: Deliver a presentation
• Operations Expertise: Experience of managing budget/resources
• Project Management: Managing end to end project
• Cross Functional business project: Join cross-business task force
• Product Management: Start up/new product development and or obtain P&L responsibility
• Managing an unfamiliar area: Short Term Assignment in another area
• Job Rotation/Enrichment/Enlargement/Special Assignment
• Self Learning : E-Learning, Literature, Formal Education
• For Executive :
• Engaging in difficult influence situations/presentation
• Experience in representing business in an external committee/conference
• Oversight strategic planning of bigger business within group
• Lead cross functional/business task force
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INDIVIDUAL DEVELOPMENT PLAN - SAMPLE
INDIVIDUAL DEVELOPMENT PLAN (IDP)
Year : ..........

EMPLOYEE PROFILE
Employee ID Superior's Name
Talent Name Mentor's Name

Job Title Name Frequency of Mentoring Session

Departement/Division Next Possible Position
Company Name

Training Program For Talent

Evaluation
Training Name
Plan Actual Result (%)

TOTAL

Critical Experience (Special Task/Assignment, Project Management, Cross Functional Project, Managing unfamiliar area)
Evaluation
Type Activity Deliverables Target Date
Plan (%) Actual (%) Result (%)
1.
2. Project from Mentor
(jika ada)

TOTAL
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CAREER
MANAGEMENT &
SUCCESSION
PLAN

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Succession Plan - Framework

Successor
Criteria

Succession
Plan

Readyness
Talent Forum
Assessment

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Successor Mapping - Sample

KEY POSITION POTENTIAL SUCCESSOR

Chief GM Sales & Mkt

Indra
Executive Officer
Wahyu

GM Supply Chain
Agus Faizin

GM Finance & Acct

Cahyo.

GM Sales & Mkt Sales Mgr

Indra Pahala

GM Supply Chain SCM Manager

Nurhadi Zulfikar

GM Finance & Deputy GM Finance

Acct Sinta
Cahyo

Accounting & Tax Mgr

Rahmat
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Successor Mapping - Sample

READINESS
NO KEY POSITION DIVISION SUCCESSOR POSITION AGE GRADE PROJECTED
INDEX
1 FINANCE DIRECTOR FINANCE ANITA BUSINESS SUPPORT YELLOW 1 – 3 YEARS
CONTROLLER

FLORENCE SALES MARKETING RED 3 - 5 YEARS

CONTROLLER

PAUL FINANCE CONTROLLER RED 3 - 5 YEARS

NO KEY POSITION DIVISION SUCCESSOR POSITION AGE GRADE READINESS INDEX PROJECTED

1 SCM DIRECTOR SCM ADI HEAD OF SUPPLY GREEN 0 - 1 YEAR

PLANNING

BOWO HEAD OF PROCUREMENT YELLOW 1 – 3 YEARS

CINDY MANAGER WAREHOUSE RED 3 - 5 YEARS

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Successor Mapping
Readiness Index – Criteria & Measurement - sample
CRITERIA WEIGHTED SCORE REMARKS

Score Weighted Score

Performance 40% 8 3,2 Average 3 Years Performance (scale 1-10)

Values Index 20% 8 1,6 Corporate Values Index (Scale 1-5) – convert
to scale 1-10
Potential matching with 20% 7 1,4 Match with Next Position
Next Roles (Potential/Psychological Assessment)
(scale 1-10)
Competency matching 20% 7 1,4 Match with Next Position (Competency
with Next Roles Assessment)
(scale 1-10)
Score Readiness 7.6

OVERAL READINESS INDEX READINESS INDEX SUMMARY

>8,0 Green Projected ready within 0 – 1 Year (Ready Now)

6,0 – 7,9 Yellow Projected ready within 1 – 3 Year(s)

5,0 – 5,9 Red Projected ready within 3 - 5 Years

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Successor Plan – Talent Review &
Evaluation (Talent Forum)

Talent Forum explained

• TALENT MANAGEMENT IS CYCLICAL AND ONGOING, TOP MANAGEMENT & MENTOR S

HOULD REVIEW & EVALUATE TALENT REGULARLY
• ORGANIZATION & TALENT REVIEW
• TWICE/YEAR – BOARD OF DIRECTORS LEVEL
• SAME AS EACH BUSINESS UNIT
• AGENDA:
• ORGANIZATION UPDATE
• MENTOR – MENTEE UPDATE
• TALENT PROFILES UPDATE, PROGRESS OF DEVELOPMENT PROGRAM & RECOMMENDATION
• POTENTIAL CAREER OPPORTUNITIES
• SUCCESSION PLAN / READINESS
• RETENTION RISK
• TALENT ENGAGEMENT & RETENTION PROGRAMS
• WHAT WORK WELL & LESSON LEARNED
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CAREER MANAGEMENT

IDENTIFY STRATEGIC JOB FAMILIES

Focus Strategies on the “Critical Few”

Basic concept :

COMPETENCY TALENT

Large-scale companies that see the importance of preparing potential leaders for the future. Identify
individuals for the right Talent development program, focus on :
1. Strategic Key Positions
2. Next Future Leaders

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CAREER MANAGEMENT
DEVELOP INDIVIDUAL CAREER PLAN (CAREER PATH)

Prepared by the Superior (Line Manager) & HR for each employee which contains a plan the employee's
career. Regularly assess progress of talent pipeline and agree action plan.

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 CAREER MANAGEMENT
Individual Career Plan - sample

Personal Goals (Career Decision)

INDIVIDUAL CAREER PLAN (CAREER PATH)
Year : ..........

Employee dalam Implementasi CARE Values

EMPLOYEE PROFILE

Employee ID Superior's Name

Talent Name Mentor's Name Superior Notes

Job Title Name Frequency of Mentoring Session
Departement/Division Next Possible Position
Company Name
PROPOSAL GOING FORWARD
Brief's Employee Profile
Continue to Current Position (Y/N)
Ready for Next Position (Y/N)
Talent Strength Talent Development Area Next Critical Experience ?

Next Training Need ?

Employee Aspiration

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RETAIN &
OPTIMIZE TALENT
POOL

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ENGAGEMENT & RETENTION PROGRAM
Key Engagement Program - sample

CEO COFFEE MORNING

CEO MONTHLY UPDATE

TOWN HALL MEETING

COACHING & MENTORING PROGRAM

RIGHT START/ONBOARDING

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Coaching, Counseling & Mentoring

Coaching

Counseling Mentoring

Minus Plus

Past Present Future

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KETERAMPILAN YANG DIBUTUHKAN
UNTUK COACHING YANG EFEKTIF

Kemampuan Observasi Kemampuan komunikasi

Eye Accessing Cues Menulis

Rapport & Mirroring Berbicara

Mendengarkan
Bertanya

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ENGAGEMENT & RETENTION PROGRAM
Different Treatment for Talent (Top Talent) - sample
Total Compensation Keep well at Percentile 75 (P75) of standard. Grant long-term incentives.
Assign a member of top management to monitor satisfaction and
Retention
engagement.
Assign to key committees, teams, networks; special invitations to meetings;
Engagement provide opportunities to represent Company in community and industry
forums.
Arrange exposure to significant and relevant senior management/ board
Exposure
members, Executive Development programs.
Provide complete continuous assessment, evaluation and feedback
Assessment
alternatives.
Make coaches available for key skill development. Assign to teaching and
Coach
coaching activities.
Mentor Assign a senior level mentor.
Move aggressively through a series of targeted, challenging, diverse and
Assignment
broadening jobs every 24-36 months.
Use challenging jobs to enhance current skills and develop others.
Development Consider as candidate for Company sponsored graduate or executive
development programs.
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ENGAGEMENT & RETENTION PROGRAM

Different Treatment for Talent (Successor) - sample

Total Compensation Keep at Percentile 60 (P60) of standard. Use soft rewards and recognition.
Enhance short-term incentives.
Retention Assign a senior manager to monitor satisfaction and treatment.

Engagement Assign to key committees, team, networks; special invitations to meetings.

Exposure Facilitate and support internal and external networking in field of specialization

Assessment Provide technical and functional skills assessment.

Coach Make coaches available for key skill development. Assign to teaching and
coaching activities.
Mentor Assign a senior level mentor.

Assignment Move aggressively through a series of targeted, challenging, diverse and

broadening jobs every 24-36 months.
Development Support to sharpen functional / technical expertise.
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Retention Plan Retention Key Recommendation

The Retention plan will include: Compensation examples

• The individual’s name and Overall Risk • Base Salary increase
Score • Bonus
• Key potential issues –Why they may leave • Combination of both, paid over a period of time
• Possible implications if they leave • Change to other compensation plan opportunity
• Key recommendations –Compensation and
• Retention solutions Other Retention examples
• Any other interventions • Stock options
• First and second review dates • Engagement & Retention programs
• Re-evaluation date • Training opportunities
• Special assignment or secondment
opportunities
• Exposure opportunities
• Flexible working arrangements
• Cross functional projects
• Shadowing by Business Leaders

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Retention Plan Monitoring

For any Retention Plan to be implemented:

• It must be approved by the Business Leader
• It must be recorded in Retention Plan Monitoring spreadsheet
• Business must advise Corporate Center (CHRO) the result of
reviews so that Retention
Plan Monitoring spreadsheet can be updated
• Business must advise Corporate Center (CHRO) when an
employee on a Retention plan resigns
• Business must meet quarterly with Corporate Center (CHRO) to
discuss effectiveness of Retention plans in place and to review
Retention Plan Monitoring spreadsheet

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MENGUKUR EFEKTIVITAS TALENT MANAGEMENT

Some sample of evaluation metric

• Ratio of internal/external hires for leadership positions
• High potential success in new roles (performance
evaluation data)
• High potential turnover
• Ratio of internal/external hires for strategic positions
• Percentage of top leadership positions with at least 1
ready now candidates

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Let’s Exercise 2
• Bagilah kelas menjadi beberapa
kelompok. Silakan berkumpul dengan
kelompok masing-masing. Untuk peserta
online, silakan bergabung dengan break-
out room
• Diskusikan dengan kelompok Anda
Apakah profile yang ada di slide berikut
merupakan seorang Talent. Hasil diskusi
bisa berupa pemahaman atau
kesepakatan dari kelompok
• (opsional) Tulis di kertas flipchart atau
power point, hasil diskusi kelompok anda
dan presentasikan hasilnya di depan
kelas
 Profile : Cindy – Marketing Manager • Secara kompetensi teknis Marketing, Cindy pernah di
• Cindy adalah seorang Marketing Manager di PT International Heart. Cindy ases dengan hasil sebagai berikut (score of standard) :
• Operational aspects of Marketing Operation (3 of 4)
adalah lulusan S1 MIPA dari sebuah kampus ternama. Cindy memulai
• Develop forecasts, financial objectives and business plans (3
karir sejak fresh graduate di perusahan tersebut dan saat ini sudah bekerja of 3)
selama 6 tahun. • Networking skills (4 of 4)
• Communication, analytical, problem solving, and decision
• Awal karir Cindy dimulai sebagai Administration Staff. Di tahun kedua making skills (3 of 4)
bekerja, ada kebutuhan Staff Marketing dan karena semangat belajarnya • Interpersonal & customer service skills (3 of 4)
yang tinggi, dia ditawarkan ke posisi tersebut. Karena performance nya • Supervisory and leadership skills (3 of 4)
yang selalu konsisten, hanya butuh 1,5 tahun bagi Cindy untuk naik ke • Ability to address customer pain points and develop solution (3
posisi Supervisor di Departemen Marketing. Di posisi ini Cindy memimpin of 4)
5 staff marketing yang hampir semua nya pernah jadi peers nya dan • Presentation Skills (3 of 4)
• Knowledge on Local market conditions leading to ability to
bahkan ada yanglebih senior. identify addressable market/customer (3 of 4)
• Sambil bekerja sebagai supervisor, Cindy mengambil kuliah S2 Business • Knowledge of all types of products and services (3 of 4)
dan lulus dalam waktu 2 tahun. Cindy juga mengambil beberapa • Tahun ini, Cindy kembali diasesmen secara psikologis
certification di bidang marketing dan sales dengan hasil sebagai berikut (skala 1-10):
• Takes Initiative (9.6),
• Dua tahun yang lalu, Manager atasan Cindy dipromosikan menjadi GM • Analytical (8.8)
Marketing. Saat diasesment dan juga rekomendasi dari atasannya, Cindy • Authoritative (8.9)
dianggap memenuhi kriteria menjadi Marketing Marketing Manager dan • Wants Challenge (9.4)
dia dipromosikan pada waktu tersebut. • Wants to Lead (8.1)
• Enthusiastic about goals (9.1)
• Performance Cindy dalam 3 tahun terakhir sebagai berikut (Skala 1-10): • Finance/Business (10.0)
• 2021 : 8,5 • Persistent (8.2)
• 2022 : 8 • Planning (7.5)
• 2023 : 9 • Pressure Tolerance (9.7)
• Psychology (10.0)
• Pada survey corporate values tahun ini dengan metode 360, Cindy • Apakah Cindy seorang Talent?
mendapat Skor 8,6 (skala 1-10)
TALENT PROFILE - CINDY
Invidual Summary Record Education Background

Name : Last Prior to Current :

Age :
Job Title :
Last 3 Years Performance :
Dept./Div. : Photo
Grade :
Year(s) of Service :
Potential Summary :
Year(s) in Position :
Report directly to :
Marital Status :

READINESS INDEX MATRIX DEVELOPMENT & CAREER PLAN

CRITERIA SCORE WEIGHTED SCORE DEVELOPMENT PLAN CAREER PLAN

PERFORMANCE (40%) DEVELOPMENT AREAS

NEXT POSSIBLE
ACTION TIMELINE TIMELINE
POSITION
CARE INDEX (20%)

POTENTIAL (20%)

COMPETENCY (20%)

OVERALL WEIGHTED SCORE

READINESS INDEX
Critical Experience (Project/Assignment) : Copyright @
TALENT PROFILE - CINDY
Invidual Summary Record Education Background :
S1 MIPA
Name : Cindy S2 Business
Age : 28 Years
Job Title/Position : Marketing Manager
Last Prior to Current : Marketing Supervisor
Dept./Div. : Marketing Photo
Grade : M1
Last 3 Years Performance : 8,5 ; 8 ; 9
Year(s) of Service : 6 years
Year(s) in Position : 2 years
Potential Summary :
Report directly to : GM Marketing
High willingness to learn
Marital Status : Single

READINESS INDEX MATRIX DEVELOPMENT & CAREER PLAN

DEVELOPMENT PLAN CAREER PLAN
CRITERIA SCORE WEIGHTED SCORE
DEVELOPMENT AREAS NEXT POSSIBLE
PERFORMANCE (40%) 8,5 3,4 ACTION TIMELINE
POSITION
TIMELINE

VALUES INDEX (20%) 8,6 1,7 1. Broaden exposure with 1. Assign with 1. Q1 – Q2 2024 GM Marketing 3-5 years
cross function Project Cross function
POTENTIAL (20%) 9 1,8 2. Understanding Finance Task Force
Management 2. Training 2. Q2 2024
COMPETENCY (20%) 7,9 1,6 Corporate
Finance
OVERALL WEIGHTED SCORE 8,5
Green Critical Experience (Project/Assignment) : Copyright @
READINESS INDEX - Join Task Force New Product Launching with related Department
LET’S DISCUSS !!

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THANK YOU!
YUDHA ARGAPRATAMA

Email : yudhaargapratama@[Link]
Blog : [Link]
Linkedin : [Link]/in/yudha-argapratama-40a17425/

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