EXECUTIVE DEVELOPMENT PROGRAM Cli k Click e t Master

Click to edit Master title styleClick to edit Master title styleClick to edit Master title style

Cli k t dit M t t t t l

Click to edit Master title style• Click to edit Master text styles

Cli k diEXECUTIVE DEVELOPMENT PROGRAM

• Click to edit Master text styles• Second level

• Third level

y• Second level

• Third level• Fourth level

Click to edit Master title styleClick to edit Master title styleLEVEL ADVANCE : HR STRATEGIC AS BUSINESS PARTNER

• Fourth level• Fifth level

• Fourth level• Fifth leveltitle style

Click to edit Master subtitle style

Click to edit Master title styleLEVEL ADVANCE : HR STRATEGIC AS BUSINESS PARTNER

MANAJEMEN TALENTAMANAJEMEN TALENTA yClick to edit Master subtitle styleMANAJEMEN TALENTAMANAJEMEN TALENTA

8/28/2018 18/28/2018 18/28/2018 1PPM ManajemenPPM Manajemen

Jl. Jl. MentengMenteng Raya 9, Jakarta 10340 Raya 9, Jakarta 10340 TelpTelp. (021) 2300313 Fax : (021) 2302051. (021) 2300313 Fax : (021) 2302051www.ppmwww.ppm‐‐manajemen.ac.idmanajemen.ac.id

Click to edit Master title styleClick to edit Master title styleSS P b l jP b l jClick to edit Master title style



SasaranSasaran PembelajaranPembelajaran


• Third level

y• Second level

• Third level• Fourth level Memahami peran untuk



pmengelolaTalent di dalam organisasi

8/28/2018 28/28/2018 22




An Organization that is not capable of An Organization that is not capable of perpetuating itself has failedperpetuating itself has failed


• Third level

y• Second level


An organization therefore has to provide today the men and women who can run it tomorrow.


• Fourth level• Fifth levelIt has to renew its human capital.

It should steadily upgrade its human capital .

An organization which just perpetuates today’s level of vision, excellence, and accomplishment has lost the capacity to adapt. And since the one and only thing

t i i h ff i i h it ill t bcertain in human affairs is change, it will not be capable of survival in a changed tomorrow

(Peter Drucker – The Effective Executive)

8/28/2018 38/28/2018 3

(Peter Drucker The Effective Executive)

Click to edit Master title styleClick to edit Master title styleHuman Capital PhilosophyHuman Capital PhilosophyClick to edit Master title style



Human Capital PhilosophyHuman Capital Philosophy


• Third level

y• Second level


Initial Human Capital

Available from

Value in Individual

ACQUSITIONDEVELOPMENT



Available from Employee ALIGNMENT

LEVERAGE

Organisation Human Capital

as ResourceOrganisation Human Capital

VALUE FOR VALUE FOR as Resource Human Capital

as Intangible Capability

STAKESTAKE‐‐HOLDER HOLDER

8/28/2018 48/28/2018 4




YOUR ORGANISATION SUCCESS DEPENDS YOUR ORGANISATION SUCCESS DEPENDS ON POON POOOLS OF PEOPLELS OF PEOPLE


• Third level

y• Second level


WHO COULD TRANSFER VISION INTO WHO COULD TRANSFER VISION INTO REALITYREALITY



DO YOU HAVE A PROCESSES IN PLACEDO YOU HAVE A PROCESSES IN PLACEDO YOU HAVE A PROCESSES IN PLACE DO YOU HAVE A PROCESSES IN PLACE TO TO

ATTRACK, DEVELOP & RETAIN ATTRACK, DEVELOP & RETAIN

8/28/2018 58/28/2018 5

(Talent in 21st Century : help your company to find, develop and keep its strongest worker – Cindy Mc Cauley, Michael Wakefield)

Click to edit Master title styleClick to edit Master title stylePokokPokok BahasanBahasanClick to edit Master title style



PokokPokok BahasanBahasan

1 K T l t M t• Click to edit Master text styles• Second level

• Third level

y• Second level


1. Konsep Talent Management2. Membangun Talent Pool


• Fourth level• Fifth level3. Mengembangkan Talent

8/28/2018 68/28/2018 6

Click to edit Master title styleClick to edit Master title styleTalent ManagementTalent ManagementClick to edit Master title style



Talent ManagementTalent ManagementA comprehensive and dynamic process of building the talent pool• Click to edit Master text styles

• Second level• Third level

y• Second level


A comprehensive and dynamic process of building the talent poolthrough :• the development of aligned and integrated processes



• practices and shared accountabilities by leaders around the humancapital fundamentals of acquisition, development and retention oftalent.

Talented Individuals:Individuals who consistently

deliver superior performance

8/28/2018 78/28/2018 7

Click to edit Master title styleClick to edit Master title styleTalent Management ModelTalent Management ModelClick to edit Master title style



Talent Management ModelTalent Management Model


• Third level

y• Second level

• Third level• Fourth level RETAIN DEFINE



& ASSESS

DEVELOP ACQUISITIONDEVELOP ACQUISITION

8/28/2018 88/28/2018 8

Click to edit Master title styleClick to edit Master title styleDefine & AssessDefine & AssessClick to edit Master title style



Define & AssessDefine & Assess


• Third level

y• Second level


RETAIN DEFINE& ASSESS

DEFINE & ASSESS

• Memahami strategi• Fourth level

• Fifth level

• Fourth level• Fifth level bisnis

• Identifikasi kapabilitasyang spesifik (saat ini &

DEVELOP ACQUISITION

yang spesifik (saat ini & potensial) yang pentinguntuk mencapaisasaran strategig

• Membuat talent pool

8/28/2018 98/28/2018 9

Click to edit Master title styleClick to edit Master title styleTalent Segmentation ModelTalent Segmentation ModelClick to edit Master title style


Click to edit Master title style• Click to edit Master text stylesHigh

Talent Segmentation ModelTalent Segmentation Model


• Third level

y• Second level


TOP TALENT



Contribution to Performance

CORE CONTRIBUTOR

CRITICAL

SCARCE SKILLS

Performance CONTRIBUTOR

Low LOW CONTRIBUTOR

8/28/2018 108/28/2018 10Adapted from Nortel Networks

Competencies, Skills & Expertise

Strategically important

Of less strategic

importance

Click to edit Master title styleClick to edit Master title styleCategories of Strategic TalentClick to edit Master title style



Categories of Strategic Talent


• Third level

y• Second level


• Leadership Talent

• Talent for Strategic Function• Fourth level

• Fifth level

• Fourth level• Fifth level• Talent for Strategic Technologies

• Talent for Strategic Geographies

Talent is not restricted to particular grades or areas of responsibility. It appears at all work levels and in all

functions.

8/28/2018 118/28/2018 11

f

Click to edit Master title styleClick to edit Master title styleTalent Segmentation ModelTalent Segmentation ModelClick to edit Master title style



Talent Segmentation ModelTalent Segmentation Model


• Third level

y• Second level




8/28/2018 128/28/2018 12

2. PROFESSIONAL

PPM MANAJEMENPPM MANAJEMEN

Click to edit Master title styleClick to edit Master title styleTALENT SEGMENTATIONMODELTALENT SEGMENTATIONMODELClick to edit Master title style



TALENT SEGMENTATION MODELTALENT SEGMENTATION MODEL


• Third level

y• Second level


SENIOR

MANAGEMENT Enterprise Leadership



MIDDLE MANAGEMENT Business Leadership

SUPERVISOR

JUNIOR MANAGEMENT

Functional Leadership

Operational Leadership

STAFF Management Trainee

8/28/2018 138/28/2018 13

Click to edit Master title styleClick to edit Master title styleTalent ModelClick to edit Master title style



Talent Model


• Third level

y• Second level



• Fourth level• Fifth level COMPETENCY

PERSONALITY

SKILLS/

8/28/2018 148/28/2018 14

SKILLS/EXPERIENCED

KNOWLEDGE

Click to edit Master title styleClick to edit Master title styleFuture Talent NeedsFuture Talent NeedsClick to edit Master title style



Future Talent NeedsFuture Talent Needs


• Third level

y• Second level


Driving the Customer‐Centric Organisation


• Fourth level• Fifth level1. Recognise the key elements of a customer‐

centric organisation2. Use deep understanding of customers and

markets to create new approaches to the business as a competitive advantage

3. Systemically define and prioritise business efforts based on the needs of customers

4. Understand how other organisations drive a

8/28/2018 158/28/2018 15

customer‐centric approach to their business

Click to edit Master title styleClick to edit Master title styleAcquisitionClick to edit Master title style



Acquisition


• Third level

y• Second level





DEVELOP ACQUISITION

ACQUISITION

M h iACQUISITION • Memahamikebutuhan tenagakerja saat ini & yad& yang tersedia di talent pool

M l l t l t

8/28/2018 168/28/2018 16

• Mengelola talent supply chain



Click to edit Master title style• Click to edit Master text styles• Click to edit Master text styles


y• Second level




Group Discussion :Bagaimana Pelindo 3Bagaimana Pelindo 3 mengidentifikasiTalented People

8/28/2018 178/28/2018 17

Talented People

Click to edit Master title styleClick to edit Master title styleTalent AssessmentTalent AssessmentClick to edit Master title style



Talent AssessmentTalent Assessment


• Third level

y• Second level


• Metode untuk mengenaliindividu‐individu yang memiliki kinerja superior yang



memiliki kinerja superior yang konsisten, dengan caramelakukan pemeriksaan yang lengkap tentang karakteristikpribadi kapasitas kapabilitaspribadi, kapasitas, kapabilitas.

• Menggunakan berbagaiinformasi

8/28/2018 188/28/2018 18





y• Second level


SUPERIOR PERFORMANCE CRITERIA

SUPERIOR PERFORMANCE CRITERIA

COMPREHENSIVE EXAMINATION• Performance &

COMPREHENSIVE EXAMINATION• Performance &

DIFFERENT SOURCESD t I t ti

DIFFERENT SOURCESD t I t ti



• Personal‐driven Criteria

• Job‐driven Criteria (Leadership & Business Competency)

• Personal‐driven Criteria

• Job‐driven Criteria (Leadership & Business Competency)

Performance & Potential Assessment

• Objective & Perception‐based Assessment

Performance & Potential Assessment

• Objective & Perception‐based Assessment

• Data Integration• Focus on person’s ability to grow and develop

• Data Integration• Focus on person’s ability to grow and develop

Established Talent Pool8/28/2018 198/28/2018 19

Established Talent Pool

Click to edit Master title styleClick to edit Master title styleTalent PoolClick to edit Master title style


Click to edit Master title style• Click to edit Master text stylesHighly

Talent Pool


• Third level

y• Second level


The Strategic View

The Strategic View

g yEffective

#4 #9 #9 #7 #7

#10#10



ANCE

#4 HI‐PRO CONSISTENT

STARCONSISTENT

STARUTILITY HI‐

PROUTILITY HI‐

PRO

#5#5

PERF

ORM

A #2FUTURE HI‐PERFORMER

#5 EXPERIENCE

D PROFESSION

AL

#5 EXPERIENCE

D PROFESSION

AL

#8 FUTURE STAR

#8 FUTURE STAR

P

Less than

#1 LOW

PERFORMER

#3 INCONSISTENT PERFORMER

#6DIAMOND IN THE ROUGH


8/28/2018 208/28/2018 20

Less than Effective

POTENTIALLess learning

agility

More learning

agility

Click to edit Master title styleClick to edit Master title stylePPM MANAJEMEN FRAMEWORK

Talent Acquisition ModelClick to edit Master title style


Click to edit Master title style• Click to edit Master text styles Step 3

’POOL OF EMPLOYEE

Talent Acquisition Model


• Third level

y• Second level

• Third level• Fourth level Q2 Q1

PANEL BOD‘Management Assessment’Step 2

Talent MappingPerformance

Rating

‘Performance ’

P

HIGHStep 1 a



Q2 Q1

Q3 Q2

RecommendedCandidat

‘Must Have’ Criteria ‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐‐

‘Essential’Criteria

(last 3 years)

‘Potential ’

PERFORMAN

P O T E N T I A LHIGH

Talent ModelTalent Model

Competency Assessment

CE

Step 1b

Talent Pool Readiness

Personality Assessment

Step 1cName Age Positio

n Unit Talent Mapping

8/28/2018 218/28/2018 21



Click to edit Master title style• Click to edit Master text stylesBuy

Build• Click to edit Master text styles


y• Second level


BuyMengambil Tenaga KerjaDari Sumber External

Mengembangkan calon karyawan dari dalam melalui pelatihan dan

pengembangan



B

TALENT ACQUSITION

STRATEGY

BorrowMengontrak karyawan

sementara waktu selama b

BindMempertahankan karyawan

dengan memberikan penghargaan dengan masamasa pengembangan

calon internalpenghargaan dengan masa

waktu tertentu

Sumber: Joyce, Leslie W., Building The Talent Pipeline, 2010

8/28/2018 228/28/2018 22

Click to edit Master title styleClick to edit Master title styleHC ACQUSITION APPROACHClick to edit Master title style


Click to edit Master title style• Click to edit Master text stylesEase of

Development Urgency Need to retain

Approach

HC ACQUSITION APPROACH


• Third level

y• Second level


Development g y retain h

Low/ d t High Moderate Pro Hire



moderate High Moderate Pro Hire

High Low HighDevelopafterHigh Low High after

placement

Low High Low Temporary/ Low High Low Consultant

Low/ High Low Outsource

8/28/2018 238/28/2018 23

/moderate High Low Outsource

Click to edit Master title styleClick to edit Master title styleBUY STRATEGYClick to edit Master title style


Click to edit Master title style• Click to edit Master text stylesKapan Digunakan :

KELEBIHAN• Cepat untuk dilaksanakan

BUY STRATEGY


• Third level

y• Second level


p g• Membutuhkan

calon dengan cepat

pdan langsung ke pasar tenaga kerja

• Biasanya dapat dilakukan oleh konsultan / tim rekrutment


• Fourth level• Fifth level • Pertumbuhan

bisnis berjalan sangat cepat

• Tidak membuka posisi lowong secara internal (tidak ada efek domino)

• Perubahan atau transformasi

KEKURANGAN • Harga mahal jika

melibatkan konsultan• Harus memiliki tim

k trekrutmen yang melibatkan user yang terkadang tidak memiliki jadwal waktu yang cukup

• Hanya cocok untuk posisi jabatan yang umum

8/28/2018 248/28/2018 24

jabatan yang umum

Click to edit Master title styleClick to edit Master title styleBUILD STRATEGYClick to edit Master title style



KELEBIHAN• Membangun budaya yang

BUILD STRATEGY


• Third level

y• Second level


p g• Fokus peluang

promosi

• Memiliki internal

g y y gsesuai dengan kebutuhan organisasi

• Kapabilitas talent sudah diidentifikasikan terlebih dahulu


• Fourth level• Fifth level pipeline yang kaya

• Mampu menyediakan

• Dapat mengurangi dampak penolakan dan menambah keamanan kerja

investasi pengembangan yang signifikan

KEKURANGAN • Membutuhkan waktu yang

lama untuk membangun talent

• Membutuhkan komitmen yang tinggi terkait program pengembangan & promosi

• Menciptakan peluang promosi yang lebih pasti

8/28/2018 258/28/2018 25

Click to edit Master title styleClick to edit Master title styleBORROW STRATEGYClick to edit Master title style



KELEBIHAN• Biaya dapat dikendalikan

BORROW STRATEGY


• Third level

y• Second level


p g• Organisasi sangat

dinamis

• Bisnis bergerak

y psesuai dengan perkembangan bisnis

• Beradaptasi dengan cepat sesuai dengan perubahan strategi



gpada usaha outsourcing

• Transisi ke bisnis

• Fleksibel dalam mengatur jadwal kerja dan lokasi karyawan

baruKEKURANGAN • Calon karyawan menjadi

mahal karena kerap diincar oleh kompetitorC l k b l• Calon karyawan belum memiliki kesesuaian dengan budaya organisasi

• Biaya menjadi mahal apabila terjadi sengketa

8/28/2018 268/28/2018 26

Click to edit Master title styleClick to edit Master title styleBIND STRATEGYBIND STRATEGYClick to edit Master title style



KELEBIHAN• Berupaya untuk

BIND STRATEGYBIND STRATEGY


• Third level

y• Second level


p g• Merger, akuisisi,

atau divestasi• Pasar yang

p ymempertahankan talent selama msa perubahan / transformasi

• Organisasi membutuhkan karyawan berpengalaman



y gkompetitif

• Belum ada mekanisme

dalam rangka “transfer of knowledge” kepada karyawan baru

“knowledge transfer”

KEKURANGAN • Biaya menjadi mahal

karena adanya pengeluaran lebih untuk bonus dan insentifbonus dan insentif tambahan

• Membutuhkan sistem yang jelas untuk mengelola penghargaan

• Menyebabkan penolakan

8/28/2018 278/28/2018 27

Menyebabkan penolakan dari karyawan baru

Click to edit Master title styleClick to edit Master title styleSUCCESSION PLANSUCCESSION PLANClick to edit Master title style



SUCCESSION PLANSUCCESSION PLAN


• Third level

y• Second level


Who should be your successor (leader or expert) ?



(leader or expert) ?

What kind of development is requireddevelopment is required to prepare the leader?

8/28/2018 288/28/2018 28

Click to edit Master title styleClick to edit Master title styleOrganization SuccessionClick to edit Master title style



g(Without Planning)


• Third level

y• Second level


VoidsVoids Extreme Void

Extreme Void

e



Perf

orm

ance

P

TIME

SUCCESSION PLANNING TO MINIMIZE THE ‘VOIDS’

8/28/2018 298/28/2018 29

SUCCESSION PLANNING TO MINIMIZE THE ‘VOIDS’

Click to edit Master title styleClick to edit Master title styleTalent PoolTalent PoolClick to edit Master title style


Click to edit Master title style• Click to edit Master text stylesHighly

Talent PoolTalent Pool


• Third level

y• Second level


The Strategic View

The Strategic View

Effective

#4 #9 CONSISTENT

#9 CONSISTENT

#7 UTILITY HI

#7 UTILITY HI

#10#10



ANCE

HI‐PRO CONSISTENT STAR

CONSISTENT STAR

UTILITY HI‐PRO

UTILITY HI‐PRO

#5#5

PERF

ORM

A #2FUTURE HI‐PERFORMER

#5 EXPERIENCE

D PROFESSION

AL

#5 EXPERIENCE

D PROFESSION

AL

#8 FUTURE STAR

#8 FUTURE STAR

P

Less than

#1 LOW

PERFORMER

#3 INCONSISTENT PERFORMER



8/28/2018 308/28/2018 30

Less than Effective

POTENTIALLess learning

agility

More learning

agility

Click to edit Master title styleClick to edit Master title styleDevelop Talent ReadinessClick to edit Master title style


Click to edit Master title style• Click to edit Master text stylesTALENT POOL READINESS

Develop Talent Readiness


• Third level

y• Second level


TALENT POOL READINESS

NAME

AGE POSITION

UNIT TALENT MAPPING

Candidate 1

Candidate 3

Candidate 4

Candidate 5

Ready now

Ready w/Development



Candidate 5

Candidate 2Not Ready

SUCCESSION PLANNING FORMNo

Candidate

Alternative Position

Time Coach/ Mentor

Development Actions

1

Individual

1

2

8/28/2018 318/28/2018 31

Individual Development

Plan

Click to edit Master title styleClick to edit Master title styleD l T l t R diD l T l t R diClick to edit Master title style



Develop Talent ReadinessDevelop Talent Readiness


• Third level

y• Second level


SUCCESSION PLANNING FORM

No Candidate

Alternative Position

Time Coach/ Mentor

Development Actions



Individual

1 AAAA HR Manager

1 year GM HR 1.Relation Building 2.Developing Others3. Strategic Thinking

Development Plan2 BBBB HR

Manager 3 years GM HR 1.Relation Building

2.Developing Others3. Strategic Thinking3. Strategic Thinking

8/28/2018 328/28/2018 32

Click to edit Master title styleClick to edit Master title styleRENCANA PENGEMBANGAN INDIVIDUClick to edit Master title style



NAMA: TANGGAL :

GAMBARAN KINERJA DAN KOMPETENSI :1.Kinerja


• Third level

y• Second level


...............................................................................................................................................................

...............................................................................................................................................................

...............................................................................................................................................................

....................................



2. Kompetensi ...............................................................................................................................................................

..................................................................................................................................................................................................................................................................................................................................................................

HASIL DISKUSI PENGEMBANGAN :

NO PROGRAM PENGEMBANGAN HASIL DIHARAPKAN

8/28/2018 338/28/2018 33

Click to edit Master title styleClick to edit Master title styleD lD lClick to edit Master title style



DevelopDevelop


• Third level

y• Second level





DEVELOP ACQUISITION

DEVELOP

• Identification of talent matrix deficiencies DEVELOP ACQUISITIONmatrix deficiencies

• Provision of education & development program

8/28/2018 348/28/2018 34

Click to edit Master title styleClick to edit Master title styleLearning & DevelopmentLearning & Development InterventionInterventionClick to edit Master title style



Learning & DevelopmentLearning & Development InterventionIntervention


• Third level

y• Second level

• Third level• Fourth level KNOWLED



GE

PERSONALITY Experience

70 % result of doing the job

30 % f ti itiEXPERIEN

CESKILLS30 % form activities

outside job experienced

(Michael F Echols)

8/28/2018 358/28/2018 35

Echols)

Click to edit Master title styleClick to edit Master title styleApproach In Talent DevelopmentApproach In Talent DevelopmentClick to edit Master title style



Approach In Talent DevelopmentApproach In Talent Development


• Third level

y• Second level

• Third level• Fourth level 70%



70%20%

10%

STRUCTURED LEARNING SOCIAL LEARNING LEARN & DEVELOP

THROUGH EXPERIENCE

• Classroom• Virtual Classroom

• Coaching• Mentoring

• Project Assignment• On the job Training• Virtual Classroom

• E-Learning• Conference

Mentoring• Performance Review• Shadowing/

Understudy• Discussion Forum

• On-the-job Training• Job Enrichment• Job Enlargement• Job Rotation

8/28/2018 368/28/2018 36

Click to edit Master title styleClick to edit Master title styleCritical Issues In Talent Development StrategyClick to edit Master title style



Critical Issues In Talent Development Strategy

• Creating the best possible match between employees’ talent & aspiration and• Click to edit Master text styles• Second level

• Third level

y• Second level


• Creating the best possible match between employees’ talent & aspiration and organization strategic goals

• Making strategic use of assignments and experiences to develop employees’ talent

E di i ti l biliti b l i i di id l ’ t th• Fourth level

• Fifth level


• Expanding organizational capabilities by leveraging individuals’ strengths, perspectives and experiences

• Shaping the composition, responsibilities and practices of teams to leverage the talent diversitytalent diversity

• Encouraging and enabling the sharing of knowledge and best practice to encourage continuous renewal

• Managing drivers of engagementManaging drivers of engagement

8/28/2018 378/28/2018 37

Click to edit Master title styleClick to edit Master title styleAN EFFECTIVE DEVELOPMENT PROGRAMAN EFFECTIVE DEVELOPMENT PROGRAMClick to edit Master title style



Link business goal to development initiatives Link business goal to development initiatives

Retain

Identif• Click to edit Master text styles• Second level

• Third level

y• Second level

• Third level• Fourth level Desired Business

y & Assess

Connect

Develop


• Fourth level• Fifth levelBusiness GoalBusiness Goal

Result

Program Program DEVELOPMENT DEVELOPMENT

PROGRAMPROGRAM

CompetenciesCompetenciesIn class In class programprogramOnOn--thethe--Job Job ProgramProgram

effectiveness effectiveness MeasurementMeasurement

Individual Individual

Program Program Other Other Developmental Developmental OpportunitiesOpportunities

Key : ensure a direct “Key : ensure a direct “Line of Line of Si htSi ht” b t d l t” b t d l t

8/28/2018 388/28/2018 38

DevelopmentDevelopmentGoalsGoals

SightSight” between development ” between development and Competencies growth & and Competencies growth &

business goals business goals

Click to edit Master title styleClick to edit Master title styleAlignment of T&D to Other HC SystemsAlignment of T&D to Other HC SystemsClick to edit Master title style



Alignment of T&D to Other HC SystemsAlignment of T&D to Other HC Systems


• Third level

y• Second level

• Third level• Fourth level COMPETENCY DEVELOPMENT

REWARD & RECOGNITIO

N

PERFORMANCE

MANAGEMENT



COMPETENCY DEVELOPMENT

Assessment Employe Improved DEVELOPMENT Improved Assessment p ye Profile

pCompetencyPROGRAM

pPerformance

CAREER DEVELOPMENT

SUCCESSION PLAN

8/28/2018 398/28/2018 39

DEVELOPMENT PLAN

Click to edit Master title styleClick to edit Master title styleRetainRetainClick to edit Master title style



RetainRetain


• Third level

y• Second level


RETAIN DEFINE& ASSESSRETAIN

• Matching & moving • Fourth level

• Fifth level


DEVELOP ACQUISITION

g gthe best talent

• Managing drivers DEVELOP ACQUISITIONof engagement :

career, community, congruence,congruence,

compensation, content, coping

8/28/2018 408/28/2018 40

Click to edit Master title styleClick to edit Master title styleTalent RetentionTalent RetentionClick to edit Master title style



Talent RetentionTalent Retention


• Third level

y• Second level


Kesempatan Karir(Kesempatan Karir yg lebih besarPosisi Kunci, baik Posisi Spesialis /



pGeneralis)

Reward “A” Player : Financial Reward

KesempatanPengembangan

Financial Reward

g g

8/28/2018 418/28/2018 41





y• Second level



• Fourth level• Fifth levelTERIMA KASIH

8/28/2018 428/28/2018 42

Date post:	31-Oct-2021
Category:	Documents
Upload:	others
View:	3 times
Download:	0 times

EXECUTIVE DEVELOPMENT PROGRAM Cli k Click e t Master

Documents