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Bidakara Auditorium, JakartaHR EXPO, December 10, 2009

Talent ManagementBy Tony H. Silalahi

PRESENTATION OUTLINE

TALENT MANAGEMENT

COMPANY PROFILE

ASTRA International

AI – TSO (Auto 2000)

Background & Challenges

Astra – Auto 2000 Practices

Insights

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AI – TSO (Auto 2000)

.

Background & Challenges

Astra – Auto 2000 Practices

Insights

PRESENTATION OUTLINE

TALENT MANAGEMENT

COMPANY PROFILE

ASTRA International

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4

ASTRA International

AI – TSO (Auto 2000)

.

Background & Challenges

Astra – Auto 2000 Practices

Insights

PRESENTATION OUTLINE

TALENT MANAGEMENT

COMPANY PROFILE

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Mature organization in saturated

industry, face the challenges with

changed mind set and never-ending

continuous improvement.

at glance

HISTORY

1970 : PT Astra International Inc. (Motor Vehicle Division)

1975 : PT Astra Motor Sales ( AMS )

1989 : PT Astra International Tbk - Toyota Sales Operation (brand name: Auto2000)

We are in the business of selling cars and providing after sales service

WBAWI

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To be The BEST Automotive Dealer in Indonesia enabled by World

Class Processes and Customer Service

• To provide best services to Customer

• To maintain # 1 in Market Share for Toyota

• To provide secured and convenient work place for employees

• To create positive economic value added (EVA) for Shareholders

Strategic Themes:

1. Operation Excellence in Productivity , Cost and After Sales

2. High Growth thru Customer Intimacy

1. Focus on Customer

2. Integrity

3. Respect to Others

4. Strive for Excellence

5. Teamwork

MISSION

VISION

STRATEGY

VALUES

BUDAYA 2000

Auto 2000 Core ValuesCore Values Interrelation

Business Philosophy

CATUR DHARMA

“Our Principles”

Core Values (Budaya 2000)

F I R S T“How We Act”

Service Philosophy

Ease, Personal, Reliable“How We Serve to

Customers”

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AI - SOToyotaGroup

Auto 2000

Astra International

BMWToyota

(Auto 2000)Peugeot

New

Ratna

Dealer

Haji

Kala

Hasrat

Abadi

TMC

DaihatsuIsuzuAgung

Auto Mall

Honda

Motor

Toyota GroupAI - SO Group

Main Dealership lineHierarchy line

PrincipalCorporate

Toyota Motor

Corporation

Principal

Established in 1937

#3 of Automotive company in the world

41 Manufacture in 25 countries

Marketing network in 160 countries

PT. Toyota Astra Motor

Agen Tunggal

Pemegang Merek

(ATPM)

Established on 12 April 1971

Assembly, export, import, distributor

Now divided into:

PT. Toyota-Astra Motor (distributor)

PT. Toyota Motor Manufacturing

Indonesia (manufacturing)

PT. Astra International

TSO (Auto 2000)

TAM’s Main Dealer

Sales & Aftersales Services

Established in 1975 under the name

Astra Motor Sales (AMS)

Sales Operation(SO)

TAMATPM

Business Chain

Toyota Network Scheme

AGUNG AUTOMALL

NEW RATNA MOTORHADJI KALLA

HASJRAT ABADI

AUTO 2000

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4 Depo

Parts

2074

Parts

Indirect

Representative

AUTO2000

67

Branches

Dealers

70

Branches

AUTO2000

15

Body

Repairs

Dealers

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Body

Repair

Auto 2000 Line of Business

Vehicle Service & Parts Body Paint Workshop PARTS & ACCESSORIES

VSP + V BP P

Ease Information Gateways

Official Websitewww.auto2000.co.id

www.auto2000.co.id

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Sales

Supported by :

• Leasing companies • Insurance companies • Used Car

Body & Paint

Emergency Road Assistant (ERA)Pusat Layanan Dyna

Toyota Home ServiceGeneral Repair

After Sales Service

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OK atau Gratis Customer Lounge

One Stop Service

Penjualan Spare Part

Our Workshop Program

- Integrated database system

- Real time Information

Balanced Scorecard

Web Based Operational Monitoring system

Customer Relationship Marketing (CRM)

Service reminder, STNK reminder

INTEGRATED SYSTEM

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Manpower Composition

Vehicles & Parts Logistic (3%)

HO (5%)

Branches (92%)

30%

10%47%

4% 1% 4% 2% Sales

Admin, Security, etc.

Car Service Technician

Parts

CRC

BM, SDH, ADH

Supervisor

Our revenue generator are our Sales & Service People

Branch Manpower Composition

Auto2000 Manpower Composition

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Branch Head

SERVICE/ WORKSHOP Head PARTS Head (Indirect)

Customer Relation Coordinator

Service Instructor

Service Advisor

Foreman/PTM

Mechanic

PDI

Parts man

Parts Advisor

Salesman

SALES SupervisorADMINISTRATION Head

PGA

Cashier

Adm. Service

Adm. Unit

Adm. Gudang

Security

Adm. Parts

Parts Sales

Parts Sales

Parts Sales

Parts Sales

Salesman

Salesman

Salesman

Salesman

Salesman

SalesmanV S P A

Branch Structure

MARKET LEADER

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ASTRA International

AI – TSO (Auto 2000)

Astra – Auto 2000 Practices

Insights

PRESENTATION OUTLINE

TALENT MANAGEMENT

COMPANY PROFILE

Background & Challenges

Challenges

Scarcity of Talent

- Difficult to find the right

people

Surplus of Applicants- Mostly not meet the req.

vs

vs

HCD focus on Quality & Cost of Hire

- Sometime sacrifice the

speed of fulfillment

Business Needs:- First move to market

- Avoid loss opportunity

vs

In time of crisis: - We have a lot of time but

very limited fund for talent

development

In time of growth:- We have a lot of fund but very

limited time for talent

development

Business have to grow and win the competition, therefore HC manager have to be creative and cooperative on identifying, developing, & retain talent.

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The New Way of Managing TalentThe Old Way The New Way

• HR is Responsible for PeopleManagement

• All Managers, starting with The CEO,are Accountable for StrengtheningTheir Talent Pool

•We Provide Good Pay & Benefits •We Shape Our Company, Our Jobs,even Our Strategy to Appeal TheTalented People.

•Recruiting is like Purchasing

•We Think Development Happens inTraining Programs

•Recruiting is like Marketing

•We Fuel Development PrimarilyThrough Stretch Jobs, Coaching &Mentoring

•We Treat Everyone The Same andlike to Think that Everyone is equallyCapable

•We Affirm all Our Employee, butInvest Differentially in Our A, B, Cand D Players

Source : The War for Talent, McKinsey, 1997.

ASTRA International

AI – TSO (Auto 2000)

Background & Challenges

Astra – Auto 2000 Practices

Insights

PRESENTATION OUTLINE

TALENT MANAGEMENT

COMPANY PROFILE

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Talent Management in Astra(at a glance)

Role on Managing Talent

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6

5

4

2-3

Director

Senior GM

GM

Senior Manager

Manager

Supervisor/Analyst

Technician, Admin., Sales force, CRC

Managed by Astra Head Office

Managed by Astra Head Office &Affiliated Company/ Business Unit

Managed by Affiliated Company/ Business Unit (HO)

Managed by Branch & Functional Dept.

Level (not position)

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Why Talent Management

WinningConceptWinning

Concept

Winning

Team

Winning

System

Organization Effectiveness

3 W Concept

The Purpose of Talent Management

NeedsTalent

Management

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Criteria of “Talent” in Astra

• Have a set of competencies (Based on Astra Competency Model)

• Performs well (Based on performance evaluation result)

• Shares Astra Values (Based on Catur Dharma)

Astra Talent Management Strategy

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1. People Management

2. Business Horizon

3. Process Excellence

Astra Basic Management Program

Development Areas:

Astra Development Center

Astra Middle Management Program

Astra First-line Management Program

Astra General Management Program

1 week in-class3 months self-improvement review

1 week in-class4 months project

2 weeks in-class4 months project

2 weeks in-class6 months project

3 days in-classFollow-up Program

Structured Leadership Development Programs

Astra Values

+

People’s job enhancement, enrichment and enlargement to create leadership readiness

Assignments

Training

Rotation

Across more

than 132

companies

Leadership and

functional

competence

trainings

Improvement

projects and

assignments

Rotation as Part of Development

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Performance Cycle

Jun

Dec

Jan

Individual Performance Plan

Performance Appraisal

• Final Review • Feedback / Result Communication(Reward and Punishment)

Coaching

& Counseling

Performance Review

• Achievement / Progress Review(January – June)

Talent Management in AUTO2000

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Talent Acquisition

Talent Development

Talent Retention

Talent Review

• Manpower Planning Fit to biz. need Effective & Efficient org.

• Recruitment Lecture, Workshop Campus Hiring, Internship

• Assessment Identify potential employees

• Learning & Dev. IDP Self Dev: Book review, etc.

• Career Dev: Rotation & Assignment Fast track: MT & MDP

• Leadership Dev: Structured Trng. program C & C, Mentoring

• Employee Relation: Birthday Card, Dinner w/ CEO

• Industrial Relation• Performance Mgt: IPP Challenging & measurable target

• Reward Management Attractive, competitive, motivated Appreciation & Recognition

• People & Performance Review• Talent Pool

Human Asset Value Mappingas a Tool for Internal Identification

Minor

ImprovementEffective Highly

Effective

COMPETENCY

PE

RF

OR

MA

NC

E

Me

et

tar

ge

t

Fa

r A

bo

ve

Ta

rg

et

Ab

ov

e

Ta

rg

et

1

2

3

4

59 6

7

8

STAR

ACTIVE

LEARNER /

RAW

DIAMOND

POTENTIAL

CANDIDATE

FUTURE

STAR

TOP

PERFORMER

FUTURE

STAR

STRONG

PERFORMER

CAREER

PERSON

CADET

Talent Management Framework

HRGA & ESRS

Division

20 days

Finance & Adm

Division

12 days

After Sales

Division

17 days

Marketing

Division

27 days

- Project

Development

- Building

Maintenance

- ESR : Safety,

House Keeping,

Penanganan

Limbah, Social

Responsibilty

GA & ESR HRD

- Interviewing Skill

- MPP, Career &

Performance Mgt

- Remuneration Mgt

- COMBEN Regulation

- Kary KKWT/ outsorcing

- Case Handling

- Coaching & Counseling

- Training Matrix, KM

Facility

Program & Layanan

Express Maintenance ; THS ;

Body Repair ( TPS line);

Dyna Centre

System & Method (TSM

Kodawari, Visual Control,

Kaizen, Prosedur Claim)

SERVICE PARTS

• System & Method (Parts &

Accessories Management)

• Facility ( EPC, T-POS)

• Program & Layanan

(Kanban system)

- Laporan Rugi Laba

- Neraca

- Leasing Process

- Cash Flow

- Ratio Analysis

- Proses Budgeting &

Master Budget

BUDGET FA

•SOP Keuangan &

SOP Legal

• Proses Tender

• KUP (Ketentuan

Umum Perpajakan)

• PPN & PPN BM

• PPh

- RSSP ; Distribution

- Activity (prospecting, dll)

- Support operation

- Market & market share

- Forecast

- Market Intelligence

VEHICLE MKT PLAN CS LOGISTIK

- Operational

Improvement

- Manpower

Development ( functional

based)

- Complaint

Handling

- CS Survey

- CRM

- Operational

Improvement

- Distribusi scr

sistem & fisik

- DIO

- Visit PDC

Talent DevelopmentStructured Training Program - MDP - KACAB

G E N B A

G E N B A

SECURITY

Tugas & Fungsi Security, Diskusi Kasus

G E N B AG E N B A

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Talent DevelopmentStructured Training Program – Leadership & Functional

ASTRA VISION

Level

VII

VI

V

IV

Entry

LevelTeam Contributor

Manager

Business Leader

Biz Transformation

Leader

Team Leader

Leadership Competence

Development & Culture

Astra Executive Programs / ADC

Astra General Mgt. Program

Astra Middle Mgt. Program

Astra First Line Mgt. Program

Astra Basic Mgt. Program

System & Biz

Development

AMS OTHERS

Managerial Business & System

Development Programs

Process / Operational

Development Programs:

AMS, PIC PDCA

Functional CompetenceDevelopment

Sales

& MktParts &

Service Fin. HR

Functional Manager

Development Programs:

BMDP, SHDP, PHDP, AHDP, HRMDP

DOM I – III

SAM I - III

SEMINARS:

• Industry & Business up date

• Strategic Functional & System Management

•Etc

Core Program

ADC Follow up Programs

Logi

stic.

New Apprentice Orientation

Talent DevelopmentStructured Training Program – C & C

Handling Difficult Person Type SENIOR

Handling Difficult Person : Type BOSSY

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Talent DevelopmentStructured Training Program – Mentoring through Annual Plan Presentation

Talent RetentionBuilding Employee Relation – Dinner with CEO

Congratulation ! You’re invited to have DINNER with our Chief Executive Officer, Mr. Prodjo Sunaryanto

Monday, 16 November 200907.00 – 09.00 pm

Ming Restaurant, Kelapa Gading

It’s precious time to discuss & share anything with CEO (your life, your aspiration, etc)

Enjoy it …

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Talent RetentionAppreciation & Recognition – Celebrate the success

Talent RetentionAppreciation & Recognition – Overseas Trip

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ASTRA International

AI – TSO (Auto 2000)

Background & Challenges

Astra – Auto 2000 Practices

PRESENTATION OUTLINE

TALENT MANAGEMENT

COMPANY PROFILE

Insights

• I believe that a company’s competitive advantage is its ability to raise

the Intellectual Capital of the organization every single day.

[Jack Welch]

• Talent Management must be comprehensive, continuous

process, and involve all stakeholders: Top Management, Line

Managers, HC managers, as well as Talent himself.

• Develop talent is like growing ‘tree’, sometimes ‘the tree’

faces a good climate, sometimes not. That is why it’s needed

a farmer to nurture and ensure the tree growing fruitfully.

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Thank You