MANAGE YOUR CURRENT AND FUTURE TALENTS

Jakarta, 20 September 2016

About me:§ Vice President Human Capital Management, PT. Perusahaan Gas Negara (Persero) Tbk.§ Secretary General, The Indonesian Society of Human Resources (PMSM)§ Recruitment & Talent Coordinator, Forum Human Capital Indonesia (FHCI)§ Tim Verifikasi Standar Kompetensi Kerja Nasional Indonesia (SKKNI) SDM § Tim Evaluasi Lembaga Assessment - Uji Kelayakan dan Kepatutan (UKK) Calon Direksi

BUMN§ Business Mentor Kadoqu.com

Wingantariksa @Flywithwing

Wing Antariksa§ HR Practitioner and passionate about developing talent, designing high performance

organization, and making the better future of Indonesia§ Career goal is to be a leader who can utilize the capability to the fullest and add value to

the organization, community, and country

HI, I’m

We live in VUCA worldHow leaders can navigate it?

Executives have taken to using the military acronym VUCA to describe the world in which they operate and to ask that question: In a VUCA world, what’s the

point of strategy?

V o l a t i l i t y U n c e r t a i n t y C o m p l e x i t y A m b i g u i t y

It’s a good time to build a LEADERS: when the going is good, bad leadership often goes undetected, during turbulence and crisis… we can quickly reflect and relate the answers

QUIZ :…DO YOU KNOW ?

01

02 Is High Potential equal to High Performer?

03 What are the effective tools to identify Talent?

What is Talent Management?

Terminology and definition of TALENT

TALENT MANAGEMENT HIGH PERFORMER HIGH POTENTIAL

A mission critical process that

ensures organizations have the

quantity and quality of people in

place to meet their current and

future business priorities. © Development Dimensions International

An employee who successfully

achieve defined performance target,

based on evaluation over the past

three months to a year.

An employee who is assessed as

having the ability, organizational

commitment, and motivation to rise

to and succeed in more senior

positions in the organization.© Center for Creative Leadership.

ONLY 15% of today’s high performers are high potential talent

A thorough talent management programis not just about

spotting 'star performers' in the organization and designing a high-flying leadership

training program

Critical elements to create EFFECTIVE TALENT MANAGEMENT to beat the competition

ALIGN WITH BUSINESS STRATEGY

Clarify your business strategy, then align that with your talent strategy

1

GET LEADERSHIP COMMITMENT

The most successful initiatives are driven by HR with active and enthusiastic

supportfrom the CEO and other

senior leaders

2

KNOW WHATYOU’RE LOOKING FOR

Utilize the power of competencies and beyond…personal

attributes, knowledge, and experience

3

Defining FUTURE LEADERS

“If you don’t know what you’re looking for, you’ll never know

when you find it”

SUCCESS PROFILESSM beyond competencies© Development Dimensions International, Inc.

THE BEST WAY TO PREDICT THE FUTURE IS TO CREATE ITPeter Drucker

QUESTIONS:

01

02 How are high potentials treated differently than other employees in your organization?

03 Have you been formally identified as a high-potential employee?

Does your organization have a formal process for identifying high-potential employees?

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ACCURACY of some methods of selection

Stephen Taylor (1998) Employee Resourcing , Institute of Personnel and Development

Perfect Prediction

Assessment Centres

Work Sample TestsAbility Tests

Personality TestsBio –dataStructure Interviews

Traditional InterviewReferences

Graphology, Astrology, Chance Prediction

‘The classic trio’ refers to the traditional set of activities used by organisations to select new recruits:• application form (used by over 80% of employers)• interview (used almost universally)• reference-checking (used by over 75% of employers).

Although extremely popular in practice, these techniques have been heavily criticised by occupational psychologists on the grounds of validity – how accurately they predict job performance.

1. ACCURACY: the ability of your selection process to validly predict applicants’ job performance

2. EQUITY: the assurance that your selection system gives every qualified applicant a fair and equal chance to be selected

3. BUY-IN: the extent to which the people involved in the selection process perceive its worth

The most effective selection systems share three goals:

Diagnosing DEVELOPMENT NEEDS

“It is a poor doctor who starts treatment before knowing what the problem is”

some INFORMATION

• 55% of identified high-potentials dropping out of programs within five years, and 46% of leaders failing to meet business objectives after moving into a new role.

• One root cause for this failure is in misidentifying who the high-performers are, with only 15% of identified high-performers likely to actually be high-potential.

• Another root cause is failing to develop high-performers effectively, with many formal programs not developing the skills the business actually needs.

Why LEADERSHIP TRAINING FAILS?

THROWING OUT FLAWED ASSUMPTIONS ABOUT CAPABILITY DEVELOPMENTThe usual logic:Problems of organizational behavior andperformance stem from the deficienciesof individuals.

More effective:Problems of organizational behavior andperformance stem from a poorly designedand ineffectively managed system.

Improving employees’ knowledge, skills,and attitudes will strengthen organizationaleffectiveness and performance.

Changing that system to both supportand demand new behaviors will enablelearning and improve effectiveness andperformance.

So… So…

The target for change and developmentis the individual.

The primary target for change anddevelopment is the organization—followedby training for individuals.

• If employees are not formally recognized by the organization as a high potential, they may be less likely to see themselves as a future leader in the organization

• Informal recognition alone may not be enough to convince employees that they are part of the organization’s long-term plan

LET’S WATCH

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