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GOOD TALENT

MANAGEMENT
PRACTICES
(GTMP)
Semarang, 15 November 2010

BIMA HERMASTHO
bima@freemind-consulting.com
+62 8122862849
http://www.bsc-indonesia.com
http://www.freemind-consulting.com

Founder & owner PT. Freemind Management Consulting Business Performance Improvement
Consulting http://www.freemind-consulting.com
Commissioner of PT RMT an EPC & vendor of Exxon Mobil Oil Indonesia (EMOI Cepu)
Founder Indonesian Balanced Scorecard School (http://www.bsc-indonesia.com) & Indonesian Six
Sigma School (http://www.sixsigma-indonesian.com) - both are free online course in Balanced
Scorecard and Six Sigma.
Founder Indonesian Human Capital Institute, a free online HRM course (http://www.sdmindonesia.net)
Professional experience: various positions start from Management Trainee, HR Manager, TPM
Training Manager, OD Senior Manager, Human Capital & OD Director in local and global companies
(PT. Teleperformance Indonesia, PT. Multi Bintang Indonesia Tbk, PT. Coats Indonesia , PT. Polysindo
Eka Perkasa Asia Pacific Fibre, etc)
Active & registered member: SHRM (American Society for HRM), ASTD (American Society for Training
and Development), ASQ (American Society for Quality) & ISSP (International Six Sigma Professional
Society)
Doctorate degree in Strategic HRM & Total Quality Management UNDIP

Certified Balanced Scorecard Professional (CBSCP)


Certified Lean Management Professional
Certified Global Professional in HRM (GPHR)
Certified Six Sigma Black Belt (CSSB)
Certified Kaizen Professional (CKP)
TPM (Total Productive Management) Trainer Certified Process Kaizen Engineer (PKE)
Certified Mediator on ADR (Alternative Dispute Resolution)

AGENDA
1. Strategic Talent Management
2. Framework Talent Management
3. Identifying and Assessing HighPotential Talent (HIPO)
4. Top Management Meeting on Talent
Review
5. Individual Development Plan
6. Leadership Development Program
7. Succession Planning & Retention

rategic Talent Manageme

Take our 20 best people


away and I can tell you that
Microsoft would become an
unimportant company

The Top Five


Topics that HR provides CEOs
CareerBuilder.com
1.
2.
3.
4.
5.

Training & Leadership Development


Succession planning
Performance Management System
Human Capital Metrics
PRP/Total Rewards

Framework
Talent Management

Assessment Enables
Strategic Talent Mgmt

Meaning..
1. Integrated HR processes focused on
getting the right people in the
right place at the right time.
2. Aligned with the business strategy
for current and future success.
3. Driven by HR, led by the CEO,
modeled by management, owned
by the operating business/lines.

HiPo Identification
Talent Segment

Description

Definition

Outcome

1. Executive Leaders

Officer and Director


Level Positions

Individuals selected as ready now or ready 1824 months for a specific executive position.

Executive
Succession Plan

2. High Potential

High Potential Leaders

Those with leadership potential and a proven


performance track record of achieving results that
can reach Director level within 3 years.

High Potential
Talent Plan

3. Critical Talent
(People)

Critical Talent at
Leader Level

Most critical and hardest-to-replace employees.

Critical Talent
Mitigating Plan

4. Critical Positions

Critical Leadership
Positions

Most critical positions to maintain essential


operational functions or drive business strategies.

Critical Positions
Mitigating Plan

5. Emerging Talent

Early-in-Career
Individual Contributors
or Supervisors

Those currently demonstrating high performance


and the highest potential to advance one level or
more within 3 years.

Emerging Talent
Plan

Attributes Used to Identify


High-Potential Employees

Activities Used to Develop


High-Potential Employees
77
%

80%
60%
40%

39
%

44
%

20%

42
%

35
%

47
%

37
%

48
%

58
%

62
%

68
%

44
%

0%
Action
learning

Role
shadowing

Job rotations

Public
Sector

Formal
training
using
external
vendor

Multi-Sector

Project
assignments

Formal inhouse
training

Talent Review
Step 1Update Talent
February
Data

Step 2Identify Talent


March

Step 3Talent Review


March

Step 4Manage
Talent
Full Year
Execution &
Monitoring

Plan
the
proce
ss

Com
munica
te

Key Activities

Gain
supp
ort

ID
critic
al
positi
ons

Revie
w the
talent

Devel
op
actio
n
plans

Follo
w
up

Linking the Talent Development Process to


Business
Identify Business Imperatives

Dec

Develop Strategic Plan

Dec

Assess Organizational Structural Capability & Key


Positions

Dec

Data Preparation and Develop PerformancePotential Matrix

Feb

Review Talent and Identify Gap

March

Develop & Execute Leadership Development Plan


Assess Organizational and Individual Performance

Jan

Position Review
Retention Risk
C
r
i
t
i
c
a
l
i
t
y

Critical
Critical
High
Mediu
m
Moderat
e
Low

High

Mediu
m

Moderat
e

Low

Associate fully
Associate fully
meets on all
meets on all
objectives, overobjectives, overachieves on key
achieves on key
objectives, outobjectives,
spoken role model
demonstrates the
on values and
majority of
behaviors.
3.2 and EXCEPTIONAL PERFORMER 3.3
values
SUPERIOR RESULTS
behaviors

Novartis Case- Nine- Box Grid


EXCEEDED EXPECTATIONS

Associate fully meets


on all objectives,
SUPERIOR RESULTS , 3.1
over-achieves on
key
UNSATISFACTORY BEHAVIOUR
objectives, does not
Associate consistently contributes
demonstrate values
at an exceptional level of
Associate consistently contributes
and behaviors
Associate consistently contributesperformance on all job objectives

FULLY MET EXPECTATIONS

at a superior level of performance


at a superior level of performanceand the Novartis values/behaviors
on all job objectives, however,
on all job objectives and also
Recognized as a role model both
performance falls below
demonstrates the Novartis
Within their group and in a wider
expectations on Novartis
values/behaviours.
values/behaviours.
Associate fully population.
Few associates achieve this level
Associate fully
meets on a
of performance.
meets
on a majority
majority of key
GOOD RESULTS ,
2.1
2.3
Associate fully meets
STRONG PERFORMER 2.2
SUPERIOR BEHAVIOUR of
key
objectives,
objectives,
UNSATISFACTORY BEHAVIOUR
OBJECTIVES

on a majority of key
demonstrates the
job objectives, does
majority of values
not demonstrate
Associate fully meets expectations
Associate fully
meets
expectations
and
behaviors.
Associate consistently
values and behaviors
on all job objectives, however,
on all job objectives and the

demonstrates superior behavior


Novartis alues/behaviours.
v
This
and fully meets expectations on all
is a positive and fully acceptable
job objectives.
level of performance.

performance falls below


expectations on Novartis
values/behaviours.

1.1

UNSATISFACTORY PERFORMER
PARTIALLY MET
EXPECTATIONS

out-spoken role
model on values
and behaviors.

GOOD BEHAVIOUR, 1.2


UNSATISFACTORY RESULTS

SUPERIOR BEHAVIOUR, 1.3


UNSATISFACTORY RESULTS

Associate does not

Associate performance falls


Associate fully meets expectationsAssociate consistently meet on a majority
considerably short in relation to on Novartis values/behaviors,
demonstrates superior behaviour,
of key objectives,
job objectives and the Novartis however, performance on job
however, performance on job
out-spoken role
values/behaviours despite
objectives falls below
objectives falls below
model
on values and
repeated explanations /coaching. expectations.
expectations.

Associate does not


meet on a majority
of key objectives,
PARTIALLY MET EXPECTATIONS
does not
demonstrate values
and behaviors

behaviors.

Associate does
FULLY
MET on
EXPECTATIONS
not
meet
a
majority of key
NOVARTIS VALUES/BEHAVIOURS
objectives,
demonstrates the
majority of values
and behaviors.

EXCEEDED EXPECTATIONS

Talent Review Meeting


I. PERFORMANCE POTENTIAL MATRIX
CAREER PROFILE

High Professional
Already on top, with special competency

High Potential
2 vertical steps within 5 years

Promotable
1 vertical step within 2-4 years

Lateral Potential
Move horizontal/across functions within 2 years

Effective
Likely to remain in current role 3-5 years

Planned Exit
Retirement, poor health, continued
underperformance.

Too soon to tell

EXCELLENT

GOOD

IMPROVEMENT
REQUIRED

TOO SOON
TO TELL

Individual
Development Plan
Identify career paths for future career
growth
Identify competencies and assess strengths
and areas for development
Have employees create a career profile and
identify development plans
Mentor and coach employees
Provide ongoing feedback
Discuss career goals with employees
Develop a promotion from within policy

Leadership Development
Program
HIgh Potential
Leadership Development
Training

W ork Experience

Coaching

Career Development

Leadership Workshops

OJT

Formal Mentoring

Career Paths

Orientation

Job Rotation

Informal Mentoring

Career Planning

Professional Development

Internships

Senior Leader Coaching

Advanced College Degrees

Special Assignments

Networking Groups

Senior Staff Meetings

Special Projects

Farm Teams

Conferences and W orkshops

Team Projects

Learning Communities

Replacement Assignments

Technical Skill Training


Inservice Training/Leadership Lunches

Leadership Pipeline
Origin:
The Leadership pipeline was
originally designed in General
Electric as the framework for their
succession management system.
Now used by 80 leading companies
in the world to anchor all work on the
human side of the enterprise.

Leadership Pipeline
The Power of the Model:
Distribute leadership work more
effectively ensuring that leaders are
doing value adding work at the right
level
Raise the standard, define/measure
Leadership & make it absolutely clear
what it takes to succeed enabling
significant improvements in
Performance
Enable individuals to succeed:
self-help, self-planning, self-assessment
Create the architecture for integrated
Leadership Development & Talent
Management
Give senior management transparency
so that they can see all the way to the
bottom & ensure executive validation &
direction of all the work of a business.

Succession Planning
Assessment
of Key
Positions

Development
Monitoring and
Review

Identification
of Key Talent

Key
Elements

Generation of
Development
Plans

Assessment
of Key Talent

Career Mgt & Succession Plan


Incumbents

Reg. VP West

Reg. VP. East

Reg. VP Central

Dir. HRD

VP. Production

VP of Finance

Bagus

Djoko

Asep

Bambang

John

Sembada

Ready Now

Kurnia

Emergency
Replacement

Monang

Alex

Ready Next
1 - 2 Yrs

Ready Future
2 + Yrs

Sarjuni

Jono

Totok

Toni

Joseph

Tommy

Rica

Jusman

Joice

Jendro

Maulanan
Rising Stars

g
Wicak

Jay

Lilik

Andre

Sinaga

Jane

Robby

Budi

Sukirman

Supriyanto

Simamora

Placement
Issue

t
Agung Susanto

Performance
Issue

LEGEND - copy and past symbol in box next to name

Critical Talent

High Potential
(2+)

Promotable
(1)

Exp.
Professional

Too New (N)

Talent Action plan


P
E
R
F
O
R
M
A
N
C
E

POTENTIAL

Cell 9 Highest
Performance Highest
Potential

P
E
R
F
O
R
M
A
N
C
E

3
POTENTIAL

Is now performing with the best. Has the ability to take on major stretch
assignments in new areas. Should be positioned to become a top leader in
the future.

Talent Management Plan


Total Compensation
Retention
Engagement
Exposure
Assessment
Coach
Mentor
Assignment
Development

Keep well ahead (25%) of market. Grant long-term incentives.


Assign a member of top management to monitor satisfaction and
engagement.
Assign to key committees, teams, networks; special invitations to meetings;
provide opportunities to represent MBI in community and industry forums.
Arrange exposure to significant and relevant senior management/board
members, Executive Development programs.
Provide complete continuous assessment, evaluation and feedback
alternatives.
Make coaches available for key skill development.
Assign a senior level mentor.
Move aggressively through a series of targeted, challenging, diverse and
broadening jobs every 24-36 months.
Use challenging jobs to enhance current skills and develop others.
Consider as candidate for MBI sponsored graduate or executive
development programs.

Cell 8 Middle Performance


Highest Potential

P
E
R
F
O
R
M
A
N
C
E

3
POTENTIAL

Consistently meets expectations and has the ability to take on new and different
challenges. Could be a senior leader in time.
Talent Management Plan
Total Compensation
Retention
Engagement
Exposure
Assessment
Coach
Mentor
Assignment
Development

Keep ahead (10%) of market. Grant long-term incentives.


Assign a member of top management to monitor satisfaction and
engagement.
Assign to key committees, teams, networks; special invitations to
meetings; provide opportunities to represent MBI in community and
industry forums.
Arrange exposure to significant and relevant senior management.
Provide complete continuous assessment, evaluation and feedback
alternatives.
Make coaches available for key skill development.
Assign a senior level mentor.
Move through a series of challenging and diverse jobs every 24 36
months.
Use challenging jobs to enhance current skills and develop others.
Consider as candidate for MBI sponsored graduate or executive
development programs.

Cell 7 Highest Performance


Middle Potential

P
E
R
F
O
R
M
A
N
C
E

3
POTENTIAL

Consistently performs with the best and can do more.

Talent Management Plan


Total Compensation
Keep well ahead (20%) of market. Enhance short-term incentives.
Assign a senior manager to monitor satisfaction and treatment.
Retention
Hold supervisor accountable to retain.
Assign to key committees, teams, networks; special invitations to
Engagement
meetings.
Facilitate and support internal and external networking in field of
Exposure
specialization; senior management should meet and know.
Assessment
Provide learning agility and competency assessment.
Mentor
Assignment
Development

Assign as a performance mentor to others.


Keep in current assignment and role as long as possible and look
for additional assignments for potential development.
Put into a learning agility enhancement program or consider as
candidate for MBI sponsored graduate or executive development
programs.

Cell 6 Lowest Performance


Highest Potential

P
E
R
F
O
R
M
A
N
C
E

3
POTENTIAL

May be new in organization, assignment or in a stretch developmental job or role. May not be
in a good fit job. Should catch up in time. Has the long term potential to be among the best.

Talent Management
Total Compensation

Keep at midpoint of market.

Retention

Assign a senior manager and HR professional to monitor satisfaction and


treatment. Hold supervisor accountable for performance support.

Engagement
Exposure
Assessment
Mentor
Coach
Assignment
Development

Assign to key taskforces, study groups, networks; special invitations to


meetings.
Facilitate and support internal networking; senior management should
meet and know.
Provide complete continuous assessment, evaluation and feedback
alternatives.
Assign a senior level mentor.
Provide coaches for functional and direct job skills.
Monitor performance in current assignment. Look for a closer fit for the
next assignment.
Use diversity of jobs to build performance capabilities; monitor
performance closely.

Cell 5 Middle Performance


Middle Potential

P
E
R
F
O
R
M
A
N
C
E

3
POTENTIAL

Always does a good job (meets expectations). Can fill multiple roles. Versatile.
Dependable. Adaptable. Flexible. Utility player.

Talent Management Plan


Total Compensation

Keep at market mid-point.

Retention

Hold supervisor accountable to monitor satisfaction.

Assignment

Use to fill in gaps and play multiple roles.

Development

Choose either a performance enhancement (move to cell 7) or


potential enhancement path (move to cell 8).

Cell 4 - Highest Performance


Lowest Potential

P
E
R
F
O
R
M
A
N
C
E

3
POTENTIAL

Consistently performs with the best. Knows the job and role extremely well. Plays a
vital role in producing organizational results. Seasoned. Irreplaceable. Solid.
Talent Management Plan
Total Compensation

Keep ahead (25%) of market. Use soft rewards and recognition. Grant
long-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; represent MBI in industry related professional groups,
benchmarking panels.

Assessment

Provide technical and functional skills assessment.

Mentor

Assign a as a functional / technical mentor to others.

Coach

Assign to teaching and coaching activities.

Assignment

Keep in current assignment and role as long as possible.

Development

Support honing functional / technical expertise.

Cell 3 Lowest Performance


Middle Potential

P
E
R
F
O
R
M
A
N
C
E

3
POTENTIAL

May be new in assignment or in a stretch developmental job or role. Might be misplaced.


Should move up in performance in time. Has the potential to perform better.

Talent Management Plan


Total Compensation

Target 5-10% below market.

Assessment

Provide continuous performance assessment, evaluation and


feedback for alternatives.

Assignment

Monitor on current assignment until performance improves.

Development

Put on performance improvement plan, with specific functional


feedback and coaching.

Cell 2 Middle Performance


Lowest Potential

P
E
R
F
O
R
M
A
N
C
E

3
POTENTIAL

Performs up to standard (meets expectations). Limited upside outside current areas of


expertise and fields of specialization.

Talent Management Plan


Total Compensation

Keep at market.

Retention

Hold supervisor accountable for retention.


Facilitate and support internal and external networking in field of
specialization.
Provide technical and functional skills assessment along with
every third year general skills assessment and learning agility
options.
Assign a functional / technical mentor.
Keep in current assignment and role as long as possible.
Select either a performance improvement path (to cell 4) or a
learning agility enhancement path (to cell 5).

Exposure
Assessment
Mentor
Assignment
Development

Cell 1 Lowest Performance


Lowest Potential

P
E
R
F
O
R
M
A
N
C
E

3
POTENTIAL

Consistently struggles to perform up to standard. Has trouble keeping up.


Talent Management Plan
Total Compensation

Freeze pay. Hold incentives.

Retention

If not correctable, out-counsel. Set a time limit.

Assignment

Move into better fit assignment or outplace.

Development

Put on a performance improvement plan.

Thank you.