1. Presented by
Setiono Winardi

2. Background
Kesalahan yang sering terjadi pada Talent Management
di banyak organisasi adalah pada perencanaan,
pengelolaan dan pengoperasian, pengembangan, dan
kompensasi yang dirancang untuk menunjang
terpenuhinya harapan dari sumber daya manusia yang
berada di dalam organisasi tersebut dalam rangka
melaksanakan tugas dan tanggung jawab yang
dijalankan dalam memenuhi visi, missi dan objective
organisasi untuk mencapai pertumbuhan yang
berkesinambungan.

3. Overview
Talent Management ditujukan untuk memberikan panduan
bagi organisasi dalam mengelola dan mengembangkan bakat
sehingga bakat (talent) yang dimiliki karyawan diharapkan
dapat dioptimalisasi untuk melaksanakan tugas sebagaimana
tujuan strategis dan juga mengetahui ROI pada investasi atas
sumber daya manusia.
Kesalahan dalam pengelolaan pengembangan bakat yang
dilakukan oleh perusahaan, seringkali tidak dapat memenuhi
harapan sehingga terjadi permasalahan yang menyebabkan
stress bagi karyawan dan juga penurunan kinerja organisasi
serta in-efisiensi biaya pengembangan.

4. Understanding
Talent Management merupakan langkah persiapan
untuk memenuhi persyaratan dalam merencanakan
strategy Human Capital Management, merupakan ilmu
pengetahuan yang menggunakan strategy perencanaan
sumber daya manusia, dalam meningkatkan nilai bisnis
untuk memungkinkan perusahaan atau organisasi
mencapai tujuan, dengan melakukan recruitment,
retain, develop, reward dan membuat form penilaian
kinerja sebagai bagian dari talent management,
sebagaimana strategy perencanaan sumber daya
manusia.

5. Objective
1. Identifikasi pengembangan bakat dalam rasio;
mendapatkan, mengembangkan, memelihara dan
pengalihan (transfer) bakat.
2. Identifikasi matriks pengembangan sumber daya
manusia, yang mendukung strategy perusahaan
3. Melacak kinerja sumber daya manusia yang
berlawanan dengan tujuan operasional dan strategy
yang sudah dibangun
4. Mengidentifikasi spesific tool untuk pengelolaan
bakat

6. Topics
1. Human Resources, People Management and Talent
Management
2. Cascading Talent Management Policies and Procedures
3. Developing Competency Base Talent Management
4. Building The Human Resources Balance Score Cards
5. Talent Job Design and Development
6. Talent Performance Appraisal
7. Career Progression and Transfer
8. Compensation and Benefit
9. Succession Planning
10. Talent Management Score Cards

8. Human Resources, People
Management
Core function:
1. Staffing
2. Human resource development
3. Compensation and benefits
4. Safety and health
5. Employee (Labour) or Industrial Relations

9. Activities
1. Determine needs of the staff.
2. Determine to use temporary staff or hire employees to fill these
needs.
3. Recruit and train the best employees.
4. Supervise the work done by employees.
5. Harmonize relationship between company and workers.
6. Manage employee relations, unions and collective bargaining.
7. Prepare employee records and personal policies.
8. Ensure high performance and productivity.
9. Manage employee payroll, benefits and compensation.
10. Ensure equal opportunities.
11. Deal with discrimination.
12. Deal with performance issues.
13. Ensure that human resources practices conform to various
regulations.
14. Push the employee's motivation.
15. Managers need to develop their interpersonal skills to be effective.
Organizations behavior focuses on how to improve factors that make
organizations more effective.

10. Talent Management
Talent consistently uncovers benefits in these critical
economic areas: revenue, customer satisfaction, quality,
productivity, cost, cycle time, and market capitalization.
The mindset of this more personal human resources
approach seeks not only to hire the most qualified and
valuable employees but also to put a strong emphasis on
retention.

11. Core Function Talent Management
1. Evaluations - from a talent management standpoint,
employee evaluations concern two major areas of
measurement: performance and potential
2. Competencies - the competency set may include
knowledge, skills, experience, and personal traits
(demonstrated through defined behaviors), also
contain attributes that rarely predict success (e.g.
education, tenure, and diversity factors that are
illegal to consider in relation to job performance, and
unethical within organizations).
3. Talent Marketplace - is an employee training and
development strategy that is set in place within an
organization.

13. Cascading Talent
Cascading goals is the process of adopting goals at
different levels within a company to ensure alignment
between the organization's objectives, employees'
activities and goals.

14. Talent Management Process
1. Step 1 - to ensure that an organization becomes aware of
the type of talent they require to reach their
organizational goals.
2. Step 2 - to understand which skills are required to achieve
specific tasks, so that the overall goal is achieved.
3. Step 3 - to source the correct type of human talent to fill
these gaps, through several channels including
associating with various recruitment agencies.
Furthermore, the organization can become more
marketable to the target talent pool through developing
and refining its unique Employee Value Proposition. The
organization must ensure that it selects the most
appropriate individuals and places them correctly within
the organisation, team and job role, through: selection
and person-job fit.

15. 4. Step 4 – monitors the performance of its staff, reinforcing
and rewarding satisfactory and exceptional performance,
and correcting performance which will not allow the
organization to meet its goals. This can be achieved
through the design of a comprehensive yet simple
performance management system, that links each
employee’s job performance to the broad goals and
strategies of the organization through a balanced score
card.
5. Step 5 - to ensure that the organization retains key
talented individuals, their skills and their collective
institutional knowledge, as this provides the
organization with the sustainable competitive advantage,
such as Coaching, Personal development plans (PDP’s),
Designing a comprehensive succession management
process that provides unique opportunities for different
categories of employees.

16. 6. Step 6 - Finally, since modern organisations are faced
with current global work trends, the nature of work
is constantly changing. Some of the main changes
that have occurred in the modern workplace is that
work today is more often than not completed by
interdependent teams (rather than individuals);
globalization and technology has increased the pace
and complexity of work; and demands on
organizations and individuals change constantly. The
intervention on : Outcomes-based Team Building,
Team Development, Conflict Resolution, Change
Management, and Culture Change

18. Design Principle of Competencies
Framework
1. Involve the people doing the work – These frameworks should not be
developed solely by HR people, who don't always know what each job
actually involves. Nor should they be left to managers, who don't always
understand exactly what each member of their staff does every day. To
understand a role fully, you have to go to the source – the person doing the
job – as well as getting a variety of other inputs into what makes someone
successful in that job.
2. Communicate – People tend to get nervous about performance issues. Let
them know why you're developing the framework, how it will be created, and
how you'll use it. The more you communicate in advance, the easier your
implementation will be.
3. Use relevant competencies – Ensure that the competencies you include apply
to all roles covered by the framework. If you include irrelevant competencies,
people will probably have a hard time relating to the framework in general.
For example, if you created a framework to cover the whole organization,
then financial management would not be included unless every worker had
to demonstrate that skill. However, a framework covering management roles
would almost certainly involve the financial management competency.

19. Developing Framework
Step One: Prepare
1. Define the purpose – Before you start analyzing jobs, and
figuring out what each role needs for success, make sure
you look at the purpose for creating the framework. How
you plan to use it will impact whom you involve in
preparing it, and how you determine its scope. For
example, a framework for filling a job vacancy will be very
specific, whereas a framework for evaluating
compensation will need to cover a wide range of roles.
2. Create a competency framework team – Include people
from all areas of your business that will use the
framework. Where possible, aim to represent the
diversity of your organization. It's also important to think
about long-term needs, so that you can keep the
framework updated and relevant.

20. Step Two – Collect Information
1. Observe – Watch people while they're performing their
roles. This is especially useful for jobs that involve hands-
on labor that you can physically observe.
2. Interview people – Talk to every person individually,
choose a sample of people to interview, or conduct a
group interview. You may also want to interview the
supervisor of the job you're assessing. This helps you
learn what a wide variety of people believe is needed for
the role's success.
3. Create a questionnaire – A survey is an efficient way to
gather data. Spend time making sure you ask the right
questions, and consider the issues of reliability and
validity. If you prefer, there are standardized job analysis
questionnaires you can buy, rather than attempting to
create your own.
4. Analyze the work – Which behaviors are used to perform
the jobs covered by the framework? You may want to
consider the following:

21.  Business plans, strategies, and objectives.
 Organizational principles.
 Job descriptions.
 Regulatory or other compliance issues.
 Predictions for the future of the organization or
industry.
 Customer and supplier requirements.
5. As you gather information about each role, record what you
learn in separate behavioral statements. For example, if you
learn that Paul from accounting is involved in bookkeeping,
you might break that down into these behavioral statements:
handles petty cash, maintains floats, pays vendors according to
policy, and analyzes cash books each month. You might find
that other roles also have similar tasks – and therefore
bookkeeping will be a competency within that framework.
6. When you move on to Step Three, you'll be organizing the
information into larger competencies, so it helps if you can
analyze and group your raw data effectively.

22. Step three – Build the Framework
1. Group the statements – Ask your team members to read
through the behavior statements, and group them into piles.
The goal is to have three or four piles at first – for instance,
manual skills, decision-making and judgment skills, and
interpersonal skills.
2. Create subgroups – Break down each of the larger piles into
subcategories of related behaviors. Typically, there will be
three or four subgroupings for each larger category. This
provides the basic structure of the competency framework.
3. Refine the subgroups – For each of the larger categories, define
the subgroups even further. Ask yourself why and how the
behaviors relate, or don't relate, to one another, and revise your
groupings as necessary.
4. Identify and name the competencies – Ask your team to
identify a specific competency to represent each of the smaller
subgroups of behaviors. Then they can also name the larger
category.
5. Validate and revise the competencies as necessary

23. Step Four – Implement
1. Link to business objectives – Make connections between
individual competencies and organizational goals and
values as much as possible.
2. Reward the competencies – Check that your policies and
practices support and reward the competencies
identified.
3. Provide coaching and training – Make sure there's
adequate coaching and training available. People need to
know that their efforts will be supported.
4. Keep it simple – Make the framework as simple as
possible. You want the document to be used, not filed
away and forgotten.
5. Communicate – Most importantly, treat the
implementation as you would any other change initiative.
The more open and honest you are throughout the
process, the better the end result – and the better the
chances of the project achieving your objectives.

25. Balance Score Cards - CEO

26. Customer Service

27. Marketing

28. HR Balance Score Cards

29. Balance Score Cards – IT

30. Balance Score Cards - Sales

32. Developing Talent in Workplace
1. Treat your team with respect.
2. Communicate, communicate,
communicate..
3. Listen to your people.
4. Be strategically purposeful.
5. Acknowledge.

33. Talent Job Design, Process
1. Job Purpose - This should be an accurate and concise
statement, one or two sentences in length as to why
the job exists and the main contribution it makes to
the university.
2. Main Activities/Responsibilities - This is a list of the
main responsibilities with an emphasis on
contribution and outcomes, and should be listed in
order of importance. It is not a detailed task list i.e.
how the job is done. Here is an example: “Allocate
work fairly and evenly to four clerical assistants to
ensure that the Departmental Office runs smoothly
and effectively”.

34. 3. Selection criteria - the selection criteria detail the skills, experience, abilities,
and expertise required to carry out the job effectively and enable recruitment
panels to evaluate and select candidates objectively, consistently, and
transparently to reduce the possibility of unfair discrimination.
The criteria should flow directly from the duties, be specific to the role, and
be measureable so as to judge and select candidates objectively, and manage
future performance.
 Criteria which are subjective and for which little evidence is likely to be
obtained through the selection process must be avoided.
 The type of experience applicants are required to have should be
specified, however stipulating length of experience required should be
not be used.
 The criteria should be realistic, don’t set higher standards than are
necessary for the job.
 Avoid listing criteria that can be interpreted in many ways e.g. excellent
communication skills, or good educational background, and be more
specific about what is required
 Differentiate between essential and desirable criteria. Essential criteria
are those that are required to perform the job effectively. Desirable
criteria are those that may enable better or more immediate
performance in a job.

37. Key Performance Indicator
1. Financial Metrics, will divide into ; a. Profit; b.
Measure cost effectiveness and find the best ways to
reduce and manage your costs, c. LOB Revenue Vs.
Target, c. Cost Of Goods Sold, d. Day Sales
Outstanding (DSO), d. Sales By Region, e. LOB
Expenses Vs. Budget.
2. Customer Metrics, will divide into ; f. Customer
Lifetime Value (CLV), g. Customer Acquisition Cost
(CAC), h. Customer Satisfaction & Retention, i. Net
Promoter Score (NPS), j. Number Of Customers.

38. 3. Process Metrics, will divide into : k. Customer
Support Tickets, l. Percentage Of Product Defects,
m. LOB Efficiency Measure.
4. People Metrics, will divide into : n. Employee
Turnover Rate (ETR), o. Percentage Of Response To
Open Positions, p. Employee Satisfaction: Happy
employees are going to work harder—it’s as simple as
that. Measuring your employee satisfaction through
surveys and other metrics is vital to your
departmental and organizational health.

39. Example KPI for HR Manager

41. Steph Career Progress (Career Path)
1. Assessment: Assess fit and focus
2. Exploration: Explore and research options
3. Preparation: Create a strategic plan and prepare for
employment, interim career or academic career
4. Implementation: Execute the plan and conduct a search
5. Decision-Making: Evaluate options and make informed
decisions

42. Important on Career
1. It is a proper sequence of job-related activities. Such
job related activities vis-a-vis experience include role
experiences at diff hierarchical levels of an
individual, which lead to an increasing level of
responsibilities, status, power, achievements and
rewards.
2. It may be individual-centered or organizational–
centered, individual-centered career is an
individually perceived sequence of career
progression within an occupation.
3. It is better defined as an integrated pace of internal
movement in an occupation of an individual over his
employment span.

43. Example

44. Objective Career Planning
1. Attract and retain talent by offering careers, not jobs.
2. Use human resources effectively and achieve greater
productivity.
3. Reduce employee turnover.
4. Improve employee morale and motivation.
5. Meet the immediate and future human resource
needs of the organization on a timely basis

45. Career Planning Process
1. Identifying individual needs and aspirations:
2. Analyzing career opportunities:
3. Aligning needs and opportunities:
4. Action plans and periodic review:

46. Example Career Planning Model

48. Basic Compensation and Benefit
1. Guaranteed pay – a fixed monetary (cash) reward paid by an
employer to an employee. The most common form of guaranteed
pay is base salary.
2. Variable pay – a non-fixed monetary (cash) reward paid by an
employer to an employee that is contingent on discretion,
performance, or results achieved. The most common forms of
variable pay are bonuses and incentives.
3. Benefits – programs an employer uses to supplement employees’
compensation, such as paid time off, medical insurance, company
car, and more.
4. Equity-based compensation – stock or pseudo stock programs an
employer uses to provide actual or perceived ownership in the
company which ties an employee's compensation to the long-term
success of the company. The most common examples are stock
options.

49. Example Compensation Structure

50. Elements of Compensation
1. Job Descriptions - the responsibilities, requirements, functions,
duties, location, environment, conditions, and other aspects of jobs.
Descriptions may be developed for jobs individually or for entire job
families.
2. Job Analysis - the process of analyzing jobs from which job
descriptions are developed.
3. Job Evaluation - comparing jobs for the purpose of determining
appropriate compensation levels for individual jobs or job elements.
There are four main techniques: Ranking, Classification, Factor
Comparison, and Point Method.
4. Pay Structures - pay structures include several grades with each
grade containing a minimum salary/wage and either step increments
or grade range.
5. Salary Surveys – collection of salary and market data, include average
salaries, inflation indicators, cost of living indicators, salary budget
averages.
6. Policies and Regulations

51. Different Compensation Structure
1. Base Pay
2. Commissions
3. Overtime Pay
4. Bonuses, Profit Sharing, Merit Pay
5. Stock Options
6. Travel/Meal/Housing Allowance
7. Benefits including: dental, insurance, medical,
vacation, leaves, retirement, taxes...

52. Compensation Planning
1. Develop a program
outline.
2. Designate an individual
to oversee
3. Develop a
compensation
philosophy.
4. Conduct a job analysis
of all positions.
5. Evaluate jobs.
6. Determine grades.
7. Establish grade pricing
and salary range.
8. Determine an appropriate
salary structure.
9. Develop a salary
administration policy.
10. Obtain top executives'
approval of the basic
salary program.
11. Communicate the final
program to employees and
managers.
12. Monitor the program.

54. Succession Planning
Succession planning is a process for identifying and
developing new leaders who can replace old leaders
when they leave, retire or die.
Succession planning is a process whereby an
organization ensures that employees are recruited and
developed to fill each key role within the company.
Through your succession planning process, you recruit
superior employees, develop their knowledge, skills, and
abilities, and prepare them for advancement or
promotion into ever more challenging roles. Actively
pursuing succession planning ensures that employees
are constantly developed to fill each needed role.

55. Objective
1. Identify those with the potential to assume greater
responsibility in the organization
2. Provide critical development experiences to those
that can move into key roles
3. Engage the leadership in supporting the
development of high-potential leaders
4. Build a data base that can be used to make better
staffing decisions for key jobs
5. Improve employee commitment and retention
6. Meet the career development expectations of
existing employees
7. Counter the increasing difficulty and costs of
recruiting employees externally

56. Process
1. Identify key roles for succession or replacement
planning
2. Define the competencies and motivational profile
required to undertake those roles
3. Assess people against these criteria - with a future
orientation
4. Identify pools of talent that could potentially fill and
perform highly in key roles
5. Develop employees to be ready for advancement into
key roles - primarily through the right set of
experiences.

58. Integrated Talent Management Score Cards
1. Organizational Macro Scorecard: This scorecard is created at
the organization-level and is directly aligned with business
goals and measures, such as revenue, operational costs,
customer satisfaction, product or service quality, employee
engagement, and turnover. It contains a roll-up of the metrics
for all talent management functions within the organization.
This roll-up shows the overall contribution to each business
goal.
2. Functional Macro Scorecard: This scorecard is created at the
talent management functional level, which may include talent
acquisition, learning and development, and succession
management. The scorecard is aligned with the talent
management Organizational Macro Scorecard, but would
include additional activity, efficiency, and effectiveness
measures specific to the function. It is a roll-up of measures
from the talent management Initiative Micro Scorecards.

59. 3. Initiative Micro Scorecard: This scorecard is aligned with the Functional
Macro Scorecard measures and may include additional activity, efficiency,
and effectiveness measures of the initiative. Below are examples for
initiatives that would each have their own micro scorecards with metrics,
including reaction, learning, application, business impact, and ROI data:
a. Workforce planning: identification of strategic, key, core, and
transitional roles and implementation of the action plans associated
with each role.
b. Talent acquisition: executive recruiting, recruiting for strategic or key
roles, internships, and college recruiting.
c. Performance management: annual performance review process,
quarterly performance review process, individual development plans,
and performance improvement plans
d. Learning and development: onboarding program, sales training,
mentoring programs, career development initiatives, and management
development.
e. Succession management: succession plans, 360-degree feedback,
executive coaching, high-potential development program, and job
rotations
f. Engagement and retention: employee engagement survey, employee
resource groups, recognition program, and a diversity initiative

60. Score Cards Example

61. Any Questions?