24 Januari 2021

MERANCANG
Medianta
SISTEM DASAR
Tarigan
& Djohar Rohutomo
TALENT BASED HRM
 TALENT WAR

War for Talent was first brought up by Steven Hankin of McKinsey & Company
based on his research in a number of companies in the United States in 1997
before it was eventually published in the Harvard Business Review in 2001
2
 “Nothing is as important as identifying, training, and
holding on to talented people.” - Jack Welch
“People are not your most important asset. The RIGHT
HUMAN
CAPITAL
people are.” – J. Collins, Author of Seminal Work Built
to Last
“People are the primary source of
competitive advantage. At the end of the day,

ERA
you can bet on people, not strategies.” Larry
Bossidy, CEO, Allied-
Signal
“
Satu-satunya yang pasti adalah
ketidakpastian

Satu-satunya yang tidak akan berubah

adalah perubahan

4
 TALENT
MANAGEMENT

Talent Management is the management activities of

potential employees who played a key role (Key
Potential Employee) for the success of the organization
to ensure the sustainability and performance of the
organization in the future.

Key Potential Employee plays an important role in

improving the organization's Competitive Advantage

5
 You can do it
faster. You can do
COMPETITIVE it better. You can
do more.
ADVANTAGES You can do what others can’t.
You can do it cheaper.
You are able to do it
first.
6
 HUMAN RESOURCES AS BUSINESS DRIVEN
Engaged
& Productivity Manusia sebagai asset terbaik
Motivated Increase SUMBER DAYA MANUSIA YANG KOMPETEN
Workforce menciptakan pertumbuhan dan
kelangsungan bisnis perusahaan melalui
proses yang efektif dan efisien

Business
Growth

7
 GROWTH

TALENT
Talent Management = Growth Management

“If you want 1 year of prosperity, grow grain.

If you want 10 years of prosperity, grow trees.
If you want 100 years of prosperity, grow PEOPLE.”

8
INTEGRATED TALENT MANAGEMENT
9
 Succession
Readiness & Best Business
Performance Strategy

Talent Based
Compensation Recruitment
& benefit &
(Retain talent) Assessment
System

People
Development

10
FIRST OF ALL
what is
your
business
strategy?
Recruitment with
Talent Based
Human Resources
Management System
 COMPANY CANDIDATE

JOB
REQUIREMENT QUALIFICATION
MATCh!

REWARD PERFORMACE
 TALENT
RECRUITMENT
ACQUISITION

Sebanyak mungkin kandidat

Sebanyak mungkin,
yang memenuhi
Kandidat
persyaratan yang melamar
unggul melamar

Intinya, bagaimana membuat

kandidat yang memiliki skill,
pengalaman dan karakter tertentu
tertarik untuk melamar
1
JENIS KOMPETENSI
SOFT COMPETENCY
HARD COMPETENCY

 Essentially interpersonal or people skills

• Bersifat teknis/technical competency
 Ability
• Required skills needed to perform a
 Lebih tidak tampak
job
 Contoh: kepemimpinan, kemampuan
• Bisa berupa pengetahuan ataupun
analisa, kerjasama, komunikasi, dll keterampilan (skill)
• Contoh: product knowledge,
kemampuan membuat laporan
keuangan, mereparasi mesin, dll
 Performance Matric
PERFORMANCE Track Record
Portfolio Assessment
Ability Test
TALENT POTENCIES Cognitive Test
Personality Testt
ASSESSMENT
In Tray / In Basket
METHODS Case Study
Role Play
Group Discussion
BEHAVIOR/ Presentation
COMPETENCY BEI – Behavior Event Interview
Observation
Assessment Center
TALENT POOL & MAPPING
 Most companies captURe at
least some talent and
sUCCession data for the very top
of the organization…

Valued Specialist Emerging Potential More and more companies are

Continue in current role challenged with identifying High
Potential indiviDUAls deeper in
the organization.

STAR
 Emerging Specialist /
Consistent Contributor Valued Rising Star
Improve in current role Contributor
Performance Low

Underperformer - Misspent talent / At-risk New to Role/Unrated

Questionable fit Improve in current role Anticipate high performance
New role or end employment and potential
in 3 – 6 months

Low
High
Potential for future success in more senior role
High Performance Within Role
Descriptor: Valued Specialist High Performance/ High Performance/
Med. Demonstrated Leadership High Demonstrated Leadership
•Exceeds or Outstanding performance Descriptor: Top Talent
Descriptor: Emerging Potential
•Role model/SME in their current function
•Not likely to move outside current role
•Exceeds or Outstanding performance •Exceeds or Outstanding performance
(e.g., niche job, personal factors, no
•Role model/SME in current function •Role Model across the organization
demonstration of leadership
•Consistently delivers extraordinary results •Promotable now
characteristics, etc.)
•The person could advance to the next •Excellent people manager
level, but may not be mobile, lack desire •Very best in all Leadership Characteristics
to move up, and/or may need coaching in
1 or 2 critical areas
Med. Performance Within Role
Descriptor: Emerging Specialist/ Med. Performance/ Med. Performance/
Consistent Contributor Med. Demonstrated Leadership High Demonstrated Leadership
Descriptor: Valued Contributor Descriptor: Rising Star
•Meets performance expectations
•Steady, consistently good performance •Meets performance expectations •Meets performance expectations
•May not fit characteristics of leadership •Steady, consistently good performance •Steady, consistently good performance
or management model pertaining to •Capable of growing into a more complex •In new/challenging role that may
upward mobility role within the same level currently inhibit ability to exceed
•Not likely to move outside current role •Demonstrates many of the leadership performance
(e.g., niche job, personal factors, full-time characteristics •Potential to grow into a role with
status, etc.) •May be promotable outside of much broader responsibilities
current level (laterally or upward) •The person likely to advance to next level
Poor Performance Within Role •Very best in leadership characteristics
Descriptor: Low Performance/
Unrated Performance/
Under-Performer/Questionable Med. Demonstrated Leadership
Anticipated High Leadership
Fit Descriptor: At Risk
Descriptor: New to Role
•Does not meet/partially meets •Does not meet/partially meets
•Too early to assess performance or
performance expectations performance expectations
competence… New to the role or
•Does not meet Leadership Model •Inconsistent or disappointing
the organization
criteria in most if not all areas performance in relation to leadership
•Perceived to be able to take on greater
•New team, new role, or new characteristics exhibited
responsibilities/roles and demonstrate
organization decision needs to be made •Person may be new but isn’t adapting
all leadership characteristics
Potential - Lea as well as anticipated
•Anticipate strong, successful results
 High Performance/
Med. Demonstrated Leadership
Descriptor: Emerging Potential
•Exceeds expectations or
outstanding performance •Exceeds or Outstanding performance
•Role model/SME in their current function •Role model/SME in current function
•Not likely to move outside current role •Consistently delivers extraordinary results
(e.g., niche job, personal factors, no •The person could advance to the next
demonstration of leadership level, but may not be mobile, lack desire
characteristics, etc.) to move up, and/or may need coaching in
1
Contribute or 2 critical a2re-a5s Years to
Med. Performa n ce W i thin Next Step High Performance/
Role I n R ol e
Descriptor: Emerging Specialist/ (lateral or up) High Demonstrated Leadership
Consistent Contributor Descriptor: Top Talent
Ready for
•Meets performance expectations •Meets performance expectations •Exceeds or OutnsteanxdtinSg
•Steady, consistently good performance •Steady, consistently good performance tpeeprformance
•May not fit characteristics of leadership •Capable of growing into a more complex •Role Model across the organization
or management model pertaining to role within the same level •Promotable now
upward mobility •Demonstrates many of the leadership •Excellent people manager
•Not likely to move outside current role characteristics •Very best in all Leadership Characteristics
(e.g., niche job, personal factors, full-time •May be promotable outside of
status, etc.) current level (laterally or upward) Med. Performance/
Poor Performance Within Role High Demonstrated Leadership
Low Performance/
Descriptor: Descriptor: Rising Star
Med. Demonstrated Leadership
Under-Performer/Questionable Fit 1-2 Years to
Descriptor: At Risk •Meets perf
ormance expectatio
ns
•Does not meet/partially meets •Steady, consi N ste en x tly t
asseNssepwerformance or compet(eSncixe…mNoenwttho stheorrolleesorst)he organization
Too early tomeets
•Does not meet/partially
performance expectations gSotoedpperformance
performance expectations
•Does not meet Leadership Model
•Inconsistent or disappointing •In new/chall(elnagtiengrarolleotrhaut
criteria in most if not all areas in the roleand demonstrate
•New team, new role, or new
Perceived
performance in relation to leadership pm)ay currently inhibit
to be able to take on greater responsibilities/roles ability to exceed
all leadership characteristics
characteristics exhibited
Anticipate strong, successful results performance
organization decision needs to be made
•Person may be new but isn’t adapting •Potential to grow into a role with
as well as anticipated much broader responsibilities
•The person likely to advance to next level
HUMAN ASSET VALUE (HAV) MAP
• Merupakan peta aset sumber daya manusia yang dimiliki perusahaan

• Berisi grading / kualifikasi karyawan yang mengacu pada penilaian performance dan kompetensi

R3
Q13 Q7 Q3 Q1
C1 : Nilai Profile Competency = 50 – 60 %

R2 Q14 Q8 Q4 Q2 C2 : Nilai Profile Competency = 61 – 70 %

R1 Q15 Q9 Q6 Q5 C3 : Nilai Profile Competency = > 70 %

R1, R2, R3 : Performance 3 tahun

R0 terakhir
Q16 Q12 Q11 Q10

C0 C1 C2 C3
 TALENT POOL
HiPo Attract “high potential”
people?

HiPer Attract the “high

performers”?

Menjaga nama perusahaan tetap dalam ingat

para HiPo +HiPer, sehingga setiap pembukaan
lowongan
selalu dibanjiri pelamar dengan kualitas “Talent 25
Career Planning
Dalam kerangka Talent managent, maka pengembangan karir para
talent menjadi hal yang utama.

HAV MAP
RTC RTC
CAREER PATH SUCCESSIO
N PLANNING ICP
CAREER PLANNING
COMPETENCY GAP COMPETENCY GAP

STANDARD KOMPETENSI

IDP
TRAINING MATRIX
PROGRAM PENGEMBANGAN DIRI
• Dengan memperhatikan IDP dan Matrix Training
maka disusun rencana pengembangan karyawan
• Program – program development berupa training internal
(in house), external (public) maupun program development
lainnya (magang, acting, assignment, dll)

IDP
Penyusunan Program Development
Program Development

Matrix Training
 Form & Example
• Individual Development Plan
• Replacement Table Chart (RTC)
• Individual Career Plan
Replacement Table Chart (RTC)
Example Manager Operasional
SAHIDI (55 tahun)
A1 Handoko (50 tahun)
B1 Bawono (46 tahun)

B3 Yanto (38 tahun)

Manager Bagian Fresh Manager Bagian Clothes Rosma C2 (44 tahun)
A1 HANDOKO (50 tahun) A1 Nuke (40 tahun)
A2 Sudirman (42 tahun) A1 Putri (38 tahun)
 M 1 BAWONO (46 tahun)
a A1 Danang (40 tahun)
Supervisor NUKE n A2 (Didin (38 tahun)
(40 tahun) a
g
e
r
A (Siap dipromosikan)
Supervisor
B (Butuh training)
PUTRI (38 tahun)
B C (Belum sesuai)
a 1 (Kinerja Baik sekali)
g 2 (Kinerja cukup)
i
3 (Kinerja kurang)
a
n

D
a
i
l
y

B
Development Methodh

Dimensional/Behavioral Experience
Competency
• Behavioral Modeling Training • Job Assignment
• OJT • OJT
• Coaching • Coaching
• IDP

Organitazional Knowladge Personal Attributes

• In-House Training Coaching

• Job Assignment