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Part I establishes the talent management framework. It shows how the different elements of a creed, talent strategy, and the building blocks of a talent management system are integrated into a unified approach that creates and sustains organizational excellence. The building blocks represent assessment tools rooted in the organization’s creed that include competencies, performance appraisal, potential forecast, and succession and career planning. The building blocks enable the organization to classify its employees based on actual and potential contribution to organizational success and to suggest the types of investment needed to enhance individual contribution.
Part II describes the types of investments an organization must make to assure that its human resources can perform at the highest competitive levels now and in the future based on the assessment of its people. This section covers the use of training, development, coaching, mentorship, and leadership within a talent management plan. Together Parts I and II provide critical input to helping an organization attract, select, retain, and engage its people.
Part III presents approaches that are used to allocate financial rewards to employees based on their actual and potential contribution to employee success.
Part IV links talent management, culture, and business excellence. It describes how organization philosophies, beliefs, and values establish the parameters that govern the selection, development, and advancement of the people who shape the culture for success that drives business excellence. They include elements such as: ethics, sustainability, diversity, engagement, innovation, and creativity.
Part V covers a diverse collection of critical topics that include defining the link between business planning and talent management, workforce analysis, and recruitment, outplacement, and information systems that complement other talent management processes.
Part VI encourages the reader to be imaginative in approaching the unique talent management requirements of their organization. It includes ways to use a people "equity framework" to rethink talent management, use novel "collaborative approaches to marshall talent," "consider the global state of talent management," "deploy a special model for talent manager excellence," and use talent management "leadership" to drive success in the government.

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PART 1. TALENT MANAGEMENT PROGRAM FOR ORGANIZATION EXCELLENCE

CHAP 1. Designing and Assembling the Building Blocks for Organization Excellence: The Talent Management Model

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Organisasi sukses = Kapabilitas SDM current and future
Talent Management Creed = Prinsip, Values, Ekspektasi organisasi dan people
Unique Portrait of Success
Jonhson Co. = Our Credo “Our Believes” – Morall Compass
Microsoft = Values guides employee behaviour

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Organization Creed terdiri dari tanggung jawab sosial, sustainability, etika perilaku, inovasi, dan kreativitas
Starbucks Guiding Principe:

Provide great environment
Embrace diversity
Apply the highest standards
Develop enthuasticsm satisfied customer all the time
Contribute to our communities and environment
Profitability is essential for our future success

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Talent Strategy

Cultivate SUPERKEEPER
Retain Key Position Backups
Appropriate TREAD

TREAD = Training, Rewards, Education, Assigments, Development

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Superkeeper = superior accomplisment, inspired others to embody the creed, core competencies, and values
Superkeeper high impact for current and future organization
Bill Gates “take our 20 best people from us, and Microsoft would be an unimportant company”

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Pengelompokan karyawan berdasarkan level performance, kompetensi, leadership, role model

Superkeepers (3%)
Keepers (20%)
Solid citizens (75%)
Misfits (2%)

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Rumusan Talented TOPINDO

Pengelompokan karyawan berdasarkan level performance, kompetensi, leadership, role model
Desember 2013

Superkeepers – TOP Talented (0 %)
Keepers – Talented (20%)
Solid citizens – Commited (78%)
Contract/Probation (2%)

Desember 2015 (note: 400 orang)

Superkeepers – TOP Talented (2 %)
Keepers – Talented (40%)
Solid citizens – Commited (56 %)
Contract/Probation (2%)

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	Compensation	Training Dev	Career Paths	Visibility
Superkeeper	Accelerate more faster than pay markets	Major investment	Very rapid	Very high recognition
Keeper	Accelerate faster than pay markets	Substansial investment	Rapid	High recogntion
Solid Citizen	Accelerate moderately until competitive level reached	Investment only to enhance competencies for current/future bussiness situation	Moderate to none	recognation
Misfit	No Increase	Only to improve fit now or to the next job if it has reasonable probability of success	none

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Untuk mendapatkan organizational excellence, key position should be staffed by, and have replacement, excedeed performance expectation, show commitment develop others, role model creed.
Hanya kurang dari 20 % posisi kunci dari keseluruhan posisi

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Kriteria posisi kunci:

Immediacy...penting dalam profit, growth, operasional, work process, produk, moral karyawan, prestise, kompetisi
Unik...punya kompetensi khusus
Demand
Strategic Impact
Basic...apabila posisi ini tidak ada, organisasi tidak ada

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Talent Management System yang sukses memiliki:

Assessment Tools
Multi Rater Assessment
Diagnostic tools
Monitoring Process

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Performance appraisal, assessment of potential, competency evaluation, career planning, dan replacement planning harus saling terhubung dan sinergi
Multi rater assesor terdiri dari

Employee
Boss
Boss’s boss
Boss’s peer

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Dianostic tools menilai kinerja dan kompetensi
Pengelompokan berdasarkan analisis diagnostic tools

Superkeeper reservoir
Key position backups
Surpluses
Voids
Blockages
Problem employees
TREAD allocation

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BUILDING BLOCK 1. Compentency Assessment

Chap 2. Formulating Competencies

Chap 3. Fundamentals of Competency Modeling

Chap 4. Creating the Workforce of the Future: Projecting and Utilizing New Competencies

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Chap 2. Formulating Competencies

Kompetensi bukan hanya milik dari divisi HR, tetapi merupakan komponen kebutuhan dari bisnis
Model kompetensi dikembangkan dengan:

Menggunakan model yang sudah tersedia
Membuat model hanya untuk role tertentu
Berdasarkan dari pengelompokan kerja
Berdasarkan perilaku

Terlalu banyak mengkopi kompetensi tidak terlalu bagus untuk organisasi, disarankan untuk mengkombinasi

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Kompetensi berdasarkan intelegensi sosial dan emosional

Self awareness

Emotional self awareness

Social awareness

Empathy
Organizational awareness

Self Management

Achievement orientation
Adaptibility
Emotional self controlled
Positive outlook

Relationship Management

Coach and Mentor
Influence
Inspirational Leadership
Teamwork

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Langkah menyusun kompetensi untuk role tertentu

Menginventarisir skill dan kompetensi
Menentukan skill dan kompetensi yang terpenting (8 – 12 )
Membandingkan dengan top performer yang ada untuk posisi tersebut
Membalancedkan kompetensi , contoh: “berpikir analisis” harus diseimbangkan dengan “influencing”

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Membentuk kompetensi mencerminkan karakteristik organisasi dan bisnis
Organisasi yang memiliki kompetensi yang pas mempunyai great impact terhadap perkembangan bisinis
Model kompetensi harus sama dan selaras dalam sistem dan proses HR

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Chap 3. Fundamentals of Competency Modelling

Competencies are the core off all talent management practices
Kompetensi memiliki korelasi positif terhadap job satisfaction, increased profit, and reduced turnover
Kompetensi digunakan untuk mendeskripsikan profil sukses seseorang
Kompetensi merupakan komponen dari kinerja
Kompetensi dapat diukur, dipelajari, dan dikembangkan

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Chap 4. Creating the Workforce of the Future: Projecting and Utilizing New Competencies

Strategi bisnis membentuk permintaan terhadap talent
Semakin tinggi level organisasi, semakin banyak peran talent terhadap persediaan talent yang dapat bergerak naik
Senioritas tidak penting dalam peran leadership
Kesediaan dan keterkaitan inti dari proses talent management dibutuhkan dalam strategi bisnis

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Kesalahan yang sering terjadi dalam pengelolaan talent:

Laissez-faire mistake...berasumsi ketika talent sudah teridentifikasi, maka tugas selesai
Job rotation mistake...rotasi tanpa framework yang jelas
“Our best talent can manage anything” mistake...setelah promosi, tanpa support, talent sering disalahkan karena lambat beradaptasi
Moving too fast mistake...memindahkan peran terlalu cepat

Kompetensi harus semakin spesifik seiiring dengan semakin tingginya peran seseorang

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Tantangan awal talent management adalah untuk menentukan SDM yang potensial untuk dikembangkan sejak awal bergabung sampai dengan menyamai level manager atau leader
Hay Group-Four research based competencies-Growth Factor:

Eagerness to learn
Breadth of perspective
Understanding others
Personal maturity

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Kegagalan yang sering terjadi adalah mismatch antara potensi dan job requirement sehingga yang terjadi adalah kegagalan memberikan result, contoh: ahli mesin tapi tidak suka membongkar mesin, tetapi punya Growth Factor yang bagus....ketika hal ini terjadi Growth Factor menjadi Independent Factors
Dalam menentukan area of excellence maka perlu adanya self awareness, yaitu self image, exposure to opportunity, sense of one’s own capability
Penugasan premium untuk pembelajaran dan mengerti akan bisnis proses penting dalam periode pengembangan

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Dalam mengembangkan talent, belum tentu orang yang ahli di bidang yang satu akan menjadi ahli di bidang yang lainnya...dan sebagai leader tidak perlu menjadi ahli di semua hal
Apabila dipaksakan maka akan terjadi: stress, demotivasi, underperform, dan ketidakpuasan
Great Performance is a state, the conditon of enjoying a good match between a person’s capabilities and the requirements of the job, and it lasts as long as that match stays in balance, with challanges that are neither too easy nor too hard

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Jebakan yang dapat membatasi potensi seseorang:

Lack of job diversification can result sidetracking
Terlalu menghargai seseorang di posisi tertentu menjadikan “over rippen”
Sitting in the rigth pew, but in the wrong church...terjadi terutama pada external hire
Organisasi yang kecil cenderung kekurangan variasi peran, atau peran yang dibatasi, misalnya pengambilan keputusan
Memastikan talent untuk posisi tinggi, yang menghasilkan kesuksesan dan kontinuitas

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Building Block 2. Performance Appraisal

Chap 5. Designing Perfomance Appraisal for Driving Organization Success
Chap 6. Performance Measurement for All Employee
Chap 7. Conducting Performance Reviews that Improve Quality of Your Talent Base
Chap 8. Appraising Executive Talent
Chap 9. Selecting the Rigth Performance Appraisal
Chap 10. Improving Performance through Employee Value Exchange

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Chap 5. Designing Perfomance Appraisal for Driving Organization Success

Results:

What the individual achieved
Actual job outputs
Bussiness results
Measureable outcome and acomplishment
Objective achieved
Adherace to schedule/deadlines/budgets
QQCT – Quality/Quantity/Cost/Timeless

Behaviours

How the individual performed
Adherence with organizational values
Competencies/Performance factors
Traits/Atributes/Characteristic/Proficiencies
Personal style, manner, and approach
Teamwork, team player
KASH – Knowledge/Attitudes/Skills/Habits

PA berfokus pada behaviour dan result

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Dimensi Perilaku = Set Competencies
Berhubungan dengan visi, value, culture
Jenis Kompetensi ada dua, yaitu:

Core/Cultural competencies
Job Function competencies

Core competencies jangan terlalu banyak...direkomendasikan 3 sampai 7 core competencies

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Untuk menentukan result diperlukan KJR – Key Job Responsibilities
KJR terdiri dari aktivitas-aktivitas, rutinitas, detail pekerjaan
KJR adalah “Big Rocks”, dan tidak boleh terlalu banyak Big Rocks dalam KJR, maksimal direkomendasikan ½ lusin
Big Rocks menggambarkan proses bisnis dalam KJR

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PA Ideal

Organizational Competencies

Limitid in number
Apply to everyone
Critical to organization success

Job Family Competencies

Managerial/Supervisory
Proffesional/Technical
Sales
Operation

Key Job Responsibilities

Source: Job description “Big Rocks” analysis tasks & duties
Focus – excellence in execution

Goals/Major Projects

Require discretionary time
Greates payoff in most complex jobs
Focus – position transformation

Behaviours - How

Results - What

MAJOR ACHIEVEMENT

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How to Create the Ideal Performance Management System

Keterlibatan Top Management secara aktif
Menyelesaikan Kriteria dari Sistem yang Ideal
Bentuk Team Implementasi
Mendesign Form
Masukkan visi, values, dan kultur di dalam form
Memastikan ongoing communication
Train All Apprasers
Orient All Appraisers
Use The Results
Monitor & Revise the Program

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Mengapa PA bisa salah?

Komplain terhadap PA – instan, formnya jelek, kualitas data rendah, janggal
Leader, assesor, dll tidak mengerti fungsi dari PA
Percaya pola lama

A Peformance Appraisal is a formal record of a manager’s opinion of the quality of an employee’s work
PA membutuhkan superior memberikan pendapat seberapa baik performa individu
PA bukan dokumen yang bisa dites secara empiris
PA bukan produk akhir dari sebuah negoisasi
PA bukan sebuah cara mendapatkan persetujuan dari karyawan
Pada saat PA, superior tidak perlu berkeras hati, standar tinggi
PA adalah diskusi supaya individu mengerti akan penilainnya

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Chap 6. Performance Measurement for All Employee

Performance Measure should balanced – Balance Score Card
BSC terdiri dari 20 – 30 % value, 70 – 80 % responsibilities
Setiap karyawan mempunyai scorecard masing-masing yang berhubungan dengan job responsibility

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Beberapa kesalahan dalam measuring employee

Terlalu banyak team matrics...employee tidak bisa mengenali keterkaitan kinerja individu terhadap kinerja team

Disarankan team metrics 40 %, individual metrics 60 %

Behaviour dan proses measures tidak berhubungan dengan results
Measure yang tidak periodik....seharusnya dinilai quarterly, monthly, weekly)
Measure harus dapat menimbulkan pengaruh individu atau efek terhadap kinerja
Prioritas yang tidak terlalu jelas atau berat sebelah
Mungkin TOPINDO; individu 60 %, departement 25 %, organisai 15 %

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Batasi jumlah ukuran tidak lebih dari 20 item untuk setiap employee. Untuk employee level bawah batasi tidak lebih dari 12 item
Identifikasi proses kritis yang dilakukan oleh the best performer
Gunakan software scorecards
Gunakan low, medium, and high target berdasarkan level dan perbandingan data
Scorecard harus berkaitan top down

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Chap 7. Conducting Performance Reviews that Improve Quality of Your Talent Base

Beberapa persepsi negatif yang sering muncul terhadap Performance Reviews:

Prosesnya tidak berjalan mulus, terlalu lama, dan untungnya terlalu kecil buat saya
Apa inti dari performance reviews, itu hanya sekedar checklist saja
Buat apa saya mengikuti performace review, tidak ada hubungannya dengan pekerjaan dan pengembangan karir saya
Performance reviews dihilangkan saja

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Kunci penting dalam keberhasilan performance reviews

Conversation & collaboration yang lebih baik
Framework & fungsinya terhadap keberhasilan bisnis
Leadership action yang tepat
Proses yang tepat

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Improving performance reviews through better conversation-The Five Conversation:

Establishing the relationship
Setting expectation
Coaching for improve performance & career development
Intervening during the crisis
Realizing potential

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Feedback Framework

Known or possible effects of continued performance

Personal interpretations or evaluations of a set of onservations

Neutral facts or occurrences

Expected results and required behaviour

EXPECTATIONS

OBSERVATIONS

CONSEQUENCES

ASSESSMENTS

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Low Visibility

Manager

Employee

Leader

Peer Manager

Employee

High Visibility

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Effective Performance Management

Aligning goals between organization & individuals
Setting individual performance expectation supaya job resp., goal, improvement, dev. selaras dengan kapabilitas individu
Feedback melalui coaching
Perencanaan karir
Reward

EPM menghasilkan Improved productivity, talent development, & organizational success

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Karyawan yang memiliki persepsi positif thd performance management, lebih enggaged dan satisfied thd pekerjaan dan organisasi
Di US setiap screen saver PC diset dengan tulisan “Do something today that adds value to our company”
Leader dengan visi, value, dan tujuan yang jelas, mempunyai team yang sangat enggaged

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Kritikal steps kriteria EPM Proses

Proses dan tanggung jawabnya jelas
Tujuannya jelas dan berkaitan dengan organisasi dan individu
Konsekuensi terhadap kompensasi dan reward
Berkaitan dengan proses di HR dan talent management
Performance Mgt & Bisnis proses berkaitan erat
User friendly dan technology enabled
Rating scale jelas

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Chap 8. Appraising Executive Talent

Setiap PA harus terbuka dan fair/ jujur, terschedule dengan baik, serta mendorong perbaikan atau improvement
Penghambat PA di level eksekutif

Ketidaknyaman
Tujuan disalah artikan
Ambigu
Bukan prioritas
Kesulitan dalam menentukan rating
Ketakutan kehilangan eksekutif ketika dikritik

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Mengembangkan Kriteria Evaluasi untuk Eksekutif:

Simple; fokus terhadap actual work
Not personality
Selaras dengan tujuan organisasi
Dapat diterima oleh seluruh eksekutif
Management by Objective

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Chap 9. Selecting the Rigth Performance Appraisal

Kategori PA

Trait based...semua karyawan
Behaviour based...supervisor down
Knowledge/skill based...technical worker, pro
Results based....manager, pro, eksekutif

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Appraiser

Rater	Adventages	Disadventages
Peers	Excellent opportunity to observe performance Good knowledge of job requirements	Low rating may create resentment Possibility of collusion May weaken group trust/cohesion Competition for jobs may cloud judgement
Sub ordinates	Excellent opportunity to observe performance Good knowledge of job requirements	This may distort rating to curry or to get even They may be affraid to be negative when it is deserved May weaken supervisory relationship
Clients/Customers/Suppliers	May observe the most critical aspects of performance	May not see some important aspects of performance May distort the proper bussiness relationship Possibility of collusion
Ourside/experts	May possess excellence appraisal skills High degree of objectivity due to lack of personal relationship with appraisee	Limitid opportunity to observe performance May not understand all aspects of the job Can be expensive

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Aturan menentukan ukuran/bobot dari penilaian:

Jangan ada satu item singel yang berdiri sendiri dengan bobot lebih dari 20 %, kalau ada dipecah kembali menjadi lebih spesifik
Jangan ada satu item singel yang berdiri sendiri dengan bobot kurang dari 5 %, kalau ada digabungkan dengan item lain yang karakteristiknya sama
Pembobotan jangan dalam pecahan, usahakan bulat
Bobot total harus lebih dari 95 % dan tidak lebih dari 100 %

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Appendix A: Performance Appraisal Diagnositic
Appendix B: Sample Measures of Performance

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Chap 10. Improving Performance through Employee Value Exchange

Why do some company attract significantly more than their fair share for talent, have lower level of turn over, and enjoy the admiration of their company for the superior results they deliver time and time again? The answer lies in how highly successful organizations like Google, Southwest Airlines, IBM have DIFFERENTIATED, REDIFINED, and COMMUNICATED their UNIQUE EMPLOYEE VALUE PROPOSITION (EVP) to their employee

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EVP is pshycological contract...value or benefit of an employee derives from membership of organization
EVP terdiri dari:

Afiliasi...perasaan untuk memiliki
Kompensasi
Benefit
Karir
Work Content

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EVP vs EVE
EVE (Employee Value Exchange) yaitu kontribusi yang diharapkan dari employee
EVE terdiri dari:

Performance
Coordination, Collaboration, Communication
Engagement
Behaviour
Retention

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High Performance Cultures terjadi ketika EVE dan EVP dalam kondisi yang balance
“Contoh Google di hal 114”

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Building Block 3. Succession and Career Planning

Chap 11. Integrating Succession Planning and Career Planning
Chap 12. Determining Every Employee’s Potential for Growth
Chap 13. Designing a Succession Planning Program
Chap 14. Practical Discussion for Sweet Success
Chap 15. Career Development: Encompassing All Employees
Chap 16. CEO Succession Planning
Chap 17. Ensuring CEO Succession Agility in th Boardroom

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Chap 11. Integrating Succession Planning and Career Planning

Career planning memberikan individu kemampuan untuk membandingkan kompetensi sekarang dan yang dibutuhkan di masa yang akan datang
Leader yang menentukan apa yang diperlukan untuk mengembangkannya
Individu yang menentukan tujuan akhir apa yang akan diraihnya

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Integrating Succession Planning & Career Planning

Determine When Succession Planning and Career Planning are Appropriate Strategies
Formulate Policy, Goals, Roles, and Accountabilities
Calarify Present Job Duties and Worker Competencies
Manage and Measure Performance
Recruit and Select Talent to Meet Present/Future Needs
Align Future Job Duties and Worker Competencies with Organizational Strategy
Assess Individual Potential for Promotion
Narrow Developmental Gaps Through Individual Development Plans and Actions
Retain Talent and Transfer Knowledge
Evaluate Results of the Program Comapared to Goals

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Peter Principle – People diberikan penghargaan untuk kesuksesan mereka atas kinerja dan secara kontinu terus menerima penghargaan tersebut samapai mereka meraih tingkat dimana mereka sudah tidak dapat meningkatkan lagi kinerja mereka

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Cara assess potential

Global manager ratings
Manager ratings with criteria
360 degree assessment
Assessment center
Psychological test
Portfolio assessment
Step up assigment
Internal or external rotation
Realistic job reviews

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Chap 12. Determining Every Employee’s Potential for Growth

How do you determined every employee’s capability for growth?

The key ingredients: LEARNING AGILITY

Fokus terhadap Learning menentukan kesuksesan organisasi terhadap berbagai kondisi. Selain itu dapat memprediksi kandidat sebagai future leader
Learning & Leadership kombinasi yang harus dikembangkan untuk meraih kesuksesan

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Singel Leadership sudah mulai ditinggalkan. Variasi dalam leadership dibutuhkan dan selalu mengalami perubahan
Tim harus menunjukkan kapabilitas mereka untuk bertumbuh sehingga dapat menghadapi tantangan apapun untuk meraih sukses
Hal tersebut sangat bergantung pada learning agility, yang dapat diukur dengan:

People agility
Results agility
Mental agility...can think fresh for idea
Cange agility

Semua faktor di atas ditunjukkan melalui PERSONALITY dan IQ

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Leader yang sukses tidaklah sempurna tetapi mereka melakukan hal yang dibutuhkan untuk menunjukkan kemampuan di setiap kondisi kritis
Untuk menentukan Leader seperti yang di atas, maka beberapa prediksi yang digunakan adalah dengan:

Bagaimana leader mensetting agenda bisnis mereka
Bagaimana interpersonal skill mereka untuk mengerjakan agenda mereka
Bagaiman mereka merepresentasikan diri mereka sebagai leader

Kompetensi adalah tools yang paling sesuai untuk menilai hal tersebut

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Chap 13. Designing a Succession Planning Program

Step One: Identify Your Talent Management Bussiness Goals (lihat tabel hal 141)
Step Two: Establish Metrics & Baseline Data

Beberapa base line data a.l.:

Berapa persen posisi leader yang terisi
Berapa persen yang akan retire
Berapa cost yang terpakai untuk merekrut dari luar
Berapa angka turn over
Bagaimana dengan statistic leadership
Bagaimana gambaran leadership di masa yang akan datang

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Step Three: Mengembangkan Scope, Kriteria, Definisi, dan Kebijakan (contoh rencana 3 tahunan dilihat di tabel hal 143)

Hal tersebut tidak dapat dikerjakan hanya dengan satu orang profesional tetapi harus kolaborasi dengan tim-tim yang lain
Identifikasi ini membutuhkan waktu sampai dengan 3 tahun untuk memastikan program ini dapat berjalan terus menerus
Semua leader dapat menjadi Successor dan harus diseleksi terlebih dahulu

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Step Four: Membuat Tools untuk Assessment dan Successor Tracking
Step Five: Communicate and Lauch...Jangan terlalu banyak berkomunikasi (perencanaan komunikasi pada tabel hal 146)
Keberhasilan program tergantung pada komunikasi, dan tools supaya tidak terjadi kebingungan, inkonsistensi dan kecurigaan...sehingga dibutuhkan waktu 4 sampai 6 minggu untuk mengkomunikasikan program tersebut

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Chap 14. Practical Discussion for Sweet Success

General Electric, General Mills, talent review diadakan selama 3 hari, dan dihadiri oleh 14 orang top talent
Dalam talent review juga dibicarakan mengenai 500 posisi penting dan kandidat talent yang akan mengisi posisi tersebut
Agenda dalam talent meeting:

Functional reviews
Geographic review
Bussiness review
Top team review

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Tentukan agenda meeting dan data-data yang berhubungan dengan talent review/meeting
Setting waktu dan ditetapkan setiap tahun dengan jarak waktu minimal 12 bulan
Umumkan dan libatkan leader sebagai sponsor dan collaborator. CEO membahas mengenai tujuan meeting, agenda, dan hasil yang diharapkan dari to talent review....(tips. CEO dapat melihat passionate leader-leader yang paling banyak ide dan keterlibatan)
Buat checklist supaya tidak out the the track

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Beberapa hal yang harus diperhatikan pada saat talent review:

Memperhatikan hal yang terjadi di dalam ruangan
Memperhatikan hal yang terjadi di luar ruangan
Sharing review
Apakah semua informasi tersampaikan
Memo kesimpulan dari meetint

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Chap 15. Career Development: Encompassing All Employees

Career Development must be flexible and self powered by the employee no matter where they are or what they are doing
All employee must learn and grow...new philosophy “up is no longer the only way”
Bisnis kelas dunia yang menganut prinsip tersebut, membangun lebih luas, kekuatan yang lebih dalam, memajukan nama perusahaan, meningkatkan ketahanan dan fleksibilitas daya kerja, membangun kepercayaan diri karyawan, engaging, retaining dan produktivitas meningkat

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HR Responsibilities

Mengidentifikasi dan menyelaraskan visi dan strategi perusahaan, mengevaluasi perubahan organisasi dan impactnya terhadap daya kerja, memonitor trends dan mengerti efeknya terhadap industri dan karir dalam organisasi
Mengedukasi people supaya mengambil tanggung jawab terhadap pekerjaan dan karir mereka sendiri dan mempunyai keinginan untuk saling melatih
HR adalah strategic partner yang mengintegrasikan bisnis dengan kebutuhan pengembangan yang kuat sebagai salah satu solusinya

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CGP – Career Growth Plan – intinya adalah membantu/mensupport/memotivasi orang untuk belajar dari pengalaman dan rutinitas mereka, menguasai pekerjaan mereka sekarang, dan membangun skill yang relevan

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Faktor yang mempengaruhi kepuasaan kerja dan komitmen karyawan

Exciting, chalenging, and meaningfull work
Supportive manager, great boss
Being recognize, valued, and respected
Career growth, learning adn development
Flexible work environment
Job security and stability
Fair pay
Job location
Working with great coworkers or clients
Pride in organization, mission, or product
Fun, enjoyable work environment
Good benefits
Loyalty to my coworkers or boss

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Untuk mempertahankan kompetisi bisnis, organisasi harus memprovide sistem dan struktur yang mendukung pengembangan karir di semua level
Manajer harus mengerti untuk membangun talen di masa depan membutuhkan komitmen untuk pengembangan karir saat ini
Development-minded manager merancang dan mengimplementasikan penugasan untuk pengembangan, mendorong pengambilan resiko, mensetting target, membuka peluang terhadap sumber daya ang belum digunakan

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Karyawan tidak menunggu pengembangan karir terjadi padanya
Karyawan secara efektif, memulai untuk mengelola karir mereka dengan mengenali diri mereka sendiri, mengenali apa yang ada di luar dirinya, mengenali apa yang dipikirkan orang lain terhadap mereka, mengenali siapa yang dapat membantu mereka
Karyawan proaktif terhadap karir mereka sendiri, mengembangkan kinerja mereka, dan memastikan mereka kerja pakai hati, dan berhubungan dengan yang lainnya dan energize

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Kesempatan belajar, bertumbuh, dan berkembang di semua pekerjaan adalah kunci strategi sukses
Mengembangan kesempatan dengan cara:

Mengkomunikasi masalah dan memberikan kesempatan untuk menemukan solusi
Redirect a portion
Latih para manajer untuk bekerjasama dengan talent mereka dan berikan penghargaan terhadap inovasi
Bentuk Tim Inovasi
Berikan tantangan untuk berpikir tentant apa yang mereka butuhkan di masa depan, kemudian redesign menjadi skill mereka dan latih kembali
Transfer knowledge – Knowledge Management

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Chap 16. CEO Succession Planning
Chap 17. Ensuring CEO Succession Agility in th Boardroom

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Part II Formulating Coaching, Training, and Development Approaches that Drive Talent Management Processes

Chapter 18 Training and Development: A New Context for Learning Dale E. Kunneman, Francesco Turchetti, Sharon L. Cresswell, and Catherine M. Sleezer
Chapter 19 Developing Your Workforce: Measurement Makes a Difference Jack J. Phillips, Ph.D., and Lisa Ann Edwards
Chapter 20 Developing Top Talent: Guiding Principles, Methodology, and Practices Considerations Karol M. Wasylyshyn, Psy.D.
Chapter 21 Coaching for Sustained, Desired Change: Building Relationships and Talent Richard E. Boyatzis, Ph.D. Melvin L. Smith, Ph.D., and Ellen Van Oosten
Chapter 22 Developing Leadership Competencies through 360-Degree Feedback and Coaching RJohn W. Fleenor, Sylvester Taylor, and Craig Chappelow
Chapter 23 Using 360-Degree Feedback for Talent Development Michael Haid
Chapter 24 Succession Planning in Family Businesses Deb Jacobs and Mayra Hernandez
Chapter 25 Integrating Coaching, Training, and Development with Talent Management Kaye Thorne

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Chapter 18 Training and Development: A New Context for Learning

T & D Responsibility 1: Target Learning & Development Efforts

Competencies
Curriculum Development

Proses yang berisi framwork kompetensi yang terdiri dari aktivitas learning dan kesempatan pengembangan untuk pembelajar
Kurikulum dimiliki oleh tim yang menguasai knowledge
Learning content terdiri dari roles dan responsibility pekerjaan, dan terus berkembang bersamaan strategi bisnis

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T & D Responsibilitiy 2: Manage Content Development & Administration

LCMS – Learning Content Management System

Tersentralisasi, terkomputerisasi, dan bisa diakses kapanpun, dimanapun
Lebih efisien dan menghemat cost

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T & D Reaponsibility 3: Deliver Learning Content Efficiently

Mengintegrasikan knowledge

Trainees dan tujuan training
Learning dan performance research
Channel untuk delivering training

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Formal Instruction

In Classroom dengan ILT (Instructor Led Training) ada kekurangan dan kelebihannya
Kekurangan ILT ditutup dengan ILT dengan electronic media

Informal Learning

Lewat keseharian dan pembelajaran mandiri dengan media:

Perpustakaan
Rotational Job Assigment
Communities of Practice
Mentoring & Coaching
Social networks

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Learning Embedded in Work

Performance support
OJT
Projects

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T & D Responsibility 4: Assess the Value Proposition of T & D Efforts

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Chapter 19 Developing Your Workforce: Measurement Makes a Difference

Scorecard Evaluation for Learning

Reaction and satisfaction
Learning
Application and Implementation
Bussiness Impact
ROI
Intangible Measures (satisfaction, engagement, customer satisfaction)

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ROI Methodology Framework

Evaluation Planning

Data Collection

Data Analysis

Reporting

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Level 1

Relevance to the job
Ammount of new information
Likely to recommend to others
Importance information
Intention to use skills/knowledge
Effectiveness of facilitator
Effectiveness of delivery method

Level 2

Understanding of the skills/knowledge
Ability to use the skills/knowledge
Confidence in the use of skills/knowledge

Level 3

The Importance of the skill/knowledge in the work as applied on the job
The frequency of use of the new skill/knowledge on the job
The effectiveness of the skill/knowledge as applied on the job

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Level 4.

Using a control vs experimental group
Trend line analysis of performance data
Use of forecasting methodes of performance data
Participants estimate the program’s impact
Supervisor estimate the program’s impact
Management estimate the program’s impact
Use of previous studies/experts
Calculating of another factors
Use of customer input

Level 5

Scorecard dapat dilihat di halaman 203

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Chapter 20 Developing Top Talent: Guiding Principles, Methodology, and Practices Considerations

Guiding Principles

CEO makes bussiness case for top talent development/internal-internal partnership
Conveyance of executive wisdom
Internal-external partnership – Holistic Approach
Fostering trust – Maintaining bounderies of confidentiality

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Methodology

Identification of participants
Four phase model (data gathering, feedback, action plan, follow up)
Multifaceted data gathering
Synthesized feedback
Comprehensive action planning and follow up

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Practice Consideration

Commitment to one program/one external partner over time
Positioning the initiative as a “pilot”
Fierce truth-telling
Relationship based commitment – meeting participats mhere they need to be met

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Chapter 21 Coaching for Sustained, Desired Change: Building Relationships and Talent

Penelitian di US dan Eropa menyatakan orang memilih untuk join dan stay di organisasi adalah karena adanya stimulasi dan tantangan. Stimulasi itu diantaranya attracting, keeping, and motivating the best employee, yang menjadi tanggung jawab setiap leader dan manajer
Cara fundamental adalah dengan coaching

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PEA (Positive Emotional Attractor)
NEA (Negative Emotional Attractor)
ICT (Intentional Change Theory)
Self discovery process:

Ideal Self
Real Self
Creating Learning Agenda
Taking action with prctice new behaviour
Development of trusting relationship

Positive Visioning adalah teknik penting untuk menciptakan neural circuits yang membantu perilaku di masa depan

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Ought Self vs Ideal Self
Coaching yang salah adalah memberitahukan ke orang lain apa yang coachnya inginkan dan fokus pada kekurangan orang, dan pada area yang butuh perbaikan. (Coaching NEA)
NEA menimbulkan perilaku defensif yang distimulus oleh otak dan cenderung menimbulkan stress, tertutup, dan secara emosional mudah terprovokasi
PEA menimbulkan perilaku membuka diri, menciptakan ide, dan pembelajaran. PEA distimulus oleh otak dalam kondisi tenang dan nyaman

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State of ICT	PEA Components	NEA Components
Ideal Self	Personal vision, efficacy, hope, dreams, values	Ought self, preoccupation with one element
Real Self	Strength	Weakness
Learning Agenda	Things you are excited about learning or are eager to try	To do list, performance improvement plan
Experimentation/Practice	Trying ne things, exploring, getting positive reinforcement and feedback from others about one’s new behaviour, thougts or feelings	Repetitive activities such as skill building seen as somewhat tedious
Trusting Relationships	Trusting support, encouragement for the persuit of one’s dream	Reminder of progress on one’s learning plan, constructive or negative feedback on behaviour or attempted new behaviour

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Chapter 22 Developing Leadership Competencies through 360-Degree Feedback and Coaching

Khusus untuk potensi leadership diperlukan 360 degree feedback dan coaching
Penilaian multiple individual
Feedback berupa report strength & weakness
Employee membuat development plan bersama coach

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Chapter 23 Using 360-Degree Feedback for Talent Development
Chapter 24 Succession Planning in Family Businesses – Coaching Leaders for CSR
Chapter 25 Integrating Coaching, Training, and Development with Talent Management

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Part III. Making Compensation an Integral Part of Your Talent Management Program

Chapter 26 Driving Success through Differentiation: Compensation and Talent Management Andrew S. Rosen and Jodi L. Starkman
Chapter 27 Rewarding Your Top Talent Mel Stark and Mark Royal
Chapter 28 Using Long-Term Incentives to Retain Top Talent Paul Conley and Dan Kadrlik
Chapter 29 Fostering Employee Involvement and Engagement through Compensation and Benefits Gerald E. Ledford, Jr., Ph.D.

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Although every employee contributes to the success of an organization, high-performing employees who consistently demonstrate superior accomplishments contribute higher level of value
Critical job – paying premium
Financial rewards and non cash reward dikembangkan menjadi total EVP

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Great Job

Great Company

Engaged and Retained Employee

Great Reward

Working with people I respect
Learning from industry leaders
Being part of an organization that shares my values

Performing exciting work
Making a difference
Challenging goals

Pay aligned with my contribution
Benefits that provide economic security
Development/career growth opportunities

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Part IV Using Talent Management Processes to Drive Cultures of Excellence

Theme 1: Using Talent Management Techniques to Drive Culture

Chapter 30 Establishing a Talent Management Culture David C. Forman
Chapter 31 Linking Culture and Talent Management Andy Pellant
Chapter 32 Creating a Culture of Success: What Every CEO Needs to Know Owen Sullivan
Chapter 33 Using Onboarding as a Talent Management Tool David Lee
Chapter 34 Employee Engagement and Talent Management Deborah Schroeder-Saulnier

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Theme 2: Targeting Cultures that Create Competitive Advantage for Your Organization

Chapter 35 Crafting a Culture of Creativity and Innovation Fredericka K. Reisman, Ph.D., and Theodore A. Hartz, MBA
Chapter 36 Building a Sustainability Culture through Employee Engagement Max Caldwell and Denise Fairhurst
Chapter 37 Unleashing Talent in Service of a Sustainable Future Jeana Wirtenberg, Ph.D.
Chapter 38 The Role of Ethics in Talent Management: How Organizations Ought to Behave Stephen F. Hallam, Ph.D., and Teresa Alberte Hallam, Ph.D
Chapter 39 Collaboration: Getting the Most Out of Informal Connections Robert J. Thomas and Yaarit Silverstone

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Theme 3: Making Diversity Part of Your Competitive Advantage

Chapter 40 Creating Competitive Advantage through Cultural Dexterity Reginald F. Butler
Chapter 41 Building a Reservoir of High Performance and High Potential Women Molly Dickinson Shepard and Nila G. Betof, Ph.D.

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Part V Using Talent Analysis and Planning Techniques to Enhance Your Talent Management Program

Chapter 42 Multiplying Talent for High Performance David Smith and Elizabeth Craig
Chapter 43 Workforce Planning: Connecting Business Strategy to Talent Strategy Ed Newman
Chapter 44 Using Workforce Planning as Part of a Talent Management Program Robert Conlon, E. Michael Norman, and Aaron Sorensen, Ph.D.
Chapter 45 New Tools for Talent Management: The Age of Analytics Haig R. Nalbantian and Jason Jeffay
Chapter 46 The Role of Line Managers in Talent Planning Rick Lash, Ph.D. and Tom McMullen
Chapter 47 Making Recruitment Part of Your Talent Management Process Randy Jayne
Chapter 48 Making Outplacement Part of Your Talent Strategy Tony Santora and Melvin Scales
Chapter 49 Developing Talent Management Information Systems Craig M. Berger
Chapter 50 mplementing an Automated Talent Management System Guy Gauvin

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Part VI Innovative Thinking that Can Shape Your Organization's Approach to Talent Management

Chapter 51 Rethinking Talent Management Using a People Equity Framework William A. Schiemann
Chapter 52 Marshalling Talent: A Collaborative Approach to Talent Management Dave Ulrich, Ph.D., and Michael Ulrich
Chapter 53 The Global State of Talent Management David C. Forman
Chapter 54 A Model for Talent Manager Excellence Jim Shanley
Chapter 55 Talent Management Leadership in Government Allen Zeman, Ph.D., Anne Kelly, and Allan Schweyer