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
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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.sdm-indonesia.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
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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 High-Potential
Talent (HIPO)
4. Top Management Meeting on Talent Review
5. Individual Development Plan
6. Leadership Development Program
7. Succession Planning & Retention
“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
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.
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
80%
77%
68%
60%
40%
58%
39%
44%
48%
47%
42%
35%
62%
44%
37%
20%
0%
Action
learning
Role shadowing
Job rotations
Public Sector
Formal training
using external
vendor
Multi-Sector
Project
assignments
Formal in-house
training
Step 1Update Talent Data
Step 2Identify Talent
February
March
Step 3Talent Review
March
Step 4Manage Talent
Full Year Execution &
Monitoring
Key Activities
Plan
the
proce
ss
Com
munica
te
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 Performance-Potential 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
Medium
Moderate
Low
High
Medium
Moderate
Low
Associate fully
meets on all
objectives, overachieves on key
objectives,
demonstrates the
majority of values
3.2
and behaviors
R ESULTS
E XCEPTIONAL
Associate fully meets
on all objectives, overachieves on key
objectives, out-spoken
role model on values
and behaviors.
Novartis Case- Nine- Box Grid
E XCEEDED
E XPECTATIONS
Associate fully meets on
all objectives, overS UPERIOR R ESULTS , 3.1
achieves on key
UNSATISFACTORY
B EHAVIOUR
objectives, does not
demonstrate values and
behaviorsAssociate consistently contributes
at a superior level of performance
on all job objectives, however,
performance falls be low
expectations on Novartis
values/behaviours.
F ULLY MET E XPECTATIONS
O BJECTIVES
G OOD R ESULTS ,
2.1
Associate fully meets on
UNSATISFACTORY
B EH AVIOUR
a majority of key job
objectives, does not
demonstrate values and
Associate fully meets expectations
behaviors
on all job objectives, however,
performance falls below
expectations on Novartis
values/behaviours.
P ARTIALLY MET
E XPECTATIONS
U NSATISFACTORY
P ERFORMER
1.1
S UPERIOR
P ERFORMER
3.3
Associate consistently contributes
at an exceptional level of
Associate consistently contributes
performance on all job objectives
at a superior level of performance
and the Novartis values/behaviors
on all job objectives and also
Recognized as a role model both
demonstrates the Novartis
Within their group and in a wider
values/behaviours.
population.
Associate fully meets Few associates achieve this level
on a majority of key of performance.
Associate fully meets
objectives,
2.2
demonstrates the
majority of values
and behaviors.
S TRONG P ERFORMER
Associate fully meets expectations
on all job objectives and the
Novartis v alues/behaviours. This
is a positive and fully acceptable
level of performance.
1.2
G OOD B EHAVIOUR ,
U NSATISFACTORY
R ESULTS
S UPERIOR
B EHAVIOUR
on
2.3a majority of key
objectives, out-spoken
role model on values
and behaviors.
Associate consistently
demonstrates superior behavior
and fully meets expectations on all
job objectives.
S UPERIOR B EHAVIOUR , 1.3
U NSATISFACTORY
R ESULTS
Associate does not
Associate performance falls
considerably short in relation to
job objectives and the Novartis
values/behaviours despite
repeated explanations /coaching.
Associate does not meet
on a majority of key
objectives, does not
P ARTIALLY
demonstrate values and
behaviors
MET E XPECTATIONS
Associate fully meets expectations
on Novartis values/behaviors,
however, performance on job
objectives falls below
expectations.
Associate does not
LLY MET E XPECTATIONS
meetF Uon
a majority of
key
objectives,
N OVARTIS V ALUES /B EHAVIOURS
demonstrates the
majority of values
and behaviors.
Associate consistently
meet on a majority of
demonstrates superior behaviour,
key objectives, outhowever, performance on job
spoken role model on
objectives falls below
values and behaviors.
expectations.
E XCEEDED
E XPECTATIONS
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
• 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
HIgh Potential
Leadership Development
Training
Work 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 Workshops
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, selfassessment
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.
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
Reg. VP West
Reg. VP. East
Reg. VP Central
Dir. HRD
VP. Production
VP of Finance
Bagus
Djoko
Asep
Bambang
John
Sembada
Incumbents
Ready Now
Kurnia
Emergency
Replacement
Monang
p
Alex
g
Ready Next
1 - 2 Yrs
g
Jono
n
Totok
l
Toni
n
Joseph
g
Tommy
n
Rica
g
Jusman
n
Joice
n
Jendro
g
Ready Future
2 + Yrs
Maulanan
Sarjuni
Robby
Wicak
p
Jay
n
Budi
Sinaga
Sukirman
v
Lilik
l
Andre
p
Jane
Supriyanto
Rising Stars
Simamora
Placement
Issue
t
Agung Susanto
Performance
Issue
LEGEND - copy and past symbol in box next to name
l
Critical Talent
g
High Potential
(2+)
n
Promotable
(1)
p
Exp.
Professional
v
Too New (N)
P
E
R
F
O
R
M
A
N
C
E
4
7
9
2
5
8
1
3
6
POTENTIAL
Cell 9 – Highest Performance –
Highest Potential
P
E
R
F
O
R
M
A
N
C
E
4
7
9
2
5
8
1
3
6
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
4
7
9
2
5
8
1
3
6
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
Consistently performs with the best and can do more.
P
E
R
F
O
R
M
A
N
C
E
4
7
9
2
5
8
1
3
6
POTENTIAL
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
Assign as a performance mentor to others.
Keep in current assignment and role as long as possible and look
Assignment
for additional assignments for potential development.
Put into a learning agility enhancement program or consider as
Development
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
4
7
9
2
5
8
1
3
6
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
4
7
9
2
5
8
1
3
6
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
4
7
9
2
5
8
1
3
6
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
4
7
9
2
5
8
1
3
6
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
4
7
9
2
5
8
1
3
6
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
4
7
9
2
5
8
1
3
6
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.
POTENTIAL
Thank you.