Career

Management

Irvandi Ferizal
National & International Awards :
Asia HRD Congress Award, 2006 PMSM – Chairman (2013-2016)
World HRD Congress, 2009 AIESEC – Board of Advsisor
HR Inspiratif, 2009 Forum HC Perbankan Indonesia
– Chairman (2020-2021)
Top 100 Most Talented HR Leaders in Asia, 2015
HR Dir Forum – Cluster Cord.
Dave Ulrich Award for HR Leadership, 2016
Best Inspiring HC Director-IHCA 2016
Best of the Best HC Director – IHCA2017
CHRO of the year 2017 & 2018 Maybank Indonesia
Best HC Director for Employee Engagement-IHCA 2018
Most Outsanding HC Director –IHCA 2019 Human Capital Director
Global HR Hero Award – 2019
HR Director Lifetime achievement award – IHCA 2020
Mondelēz International
Director HR Indonesia
Director HR ISC Southeast Asia

Head of HR Sub Region

Indonesia

Country HR Director
Training Manager

Training & Dev.

Manager

Management Trainee
Module Objectives

To provide an in-depth understanding

and application on how to manage
employee career expectation and meet
company management expectation by
creating proper approach in order to
support the people development
program.

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Is it your people ?

• I don’t have future in this company

• Why the boss choose to promote him?
• I don’t know what’s my career
• My career is stuck
• I did the same things for few years
• My company don’t take care to my
career
Why career and development?

For individual development to succeed

in the current job

For unique career aspirations for future positions

For building on strengths

For alignment with company

strategic competencies

For personal contribution to company

business success

For internal use

 Defining the “Core” EVP for the Labor Market
Out of 38 EVP attributes, seven are critical for driving attraction or commitment
across all major talent segments and geographies, but only three drive both
 Organizational Development & HC
Management Model Staffing
Learning
Development

Corporate Competency CBHCM Performance

value Model Employee
relation Mgmt

C &B
SWOT
Vision Org. Job Job Job Job Salary
Mission Model & Design Description Evaluation Grading Structure
Structure
Business Salary
Process Workforce Planning
KRA - KPI Survey Talent
Mgmt
Strategy
HC budget Salary
Initiatives
Strategy Company Increment
Business Score & Bonus
Map Card Compensation
& Benefit

Performance Learning &

Appraisal Development

Career
Development

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

• Karir (perspektif Individu) :
▫ Urutan aktivitas-aktivitas yang berhubungan dengan pekerjaan dan
perilaku, nilai-nilai, dan aspirasi seseorang selama rentang hidup
orang tersebut.
• MANAJEMEN KARIR
▫(dari kacamata organisasi) : Proses yang dilakukan oleh organisasi
untukmemilih, menilai, menugaskan dan mengembangkan para
pekerjanya, guna menyediakan suatu kumpulan orang-orang yang
kompeten untuk memenuhi kebutuhan organisasi di masa depan
• MANAJEMEN KARIR
▫Proses berkelanjutan dan penyiapan, penerapan, dan pemantauan rencana karir
yang dilakukan pekerja (individu) itu sendiri dengan seiring sistim karir
organisasi serta kebutuhan organisasi.

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Organizational and Individual Career
Planning Perspectives

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Career Development Paths
New more flexible
career development
Traditional Ladder Career Web
Dept Manager

C&B
Manager
Finance Dir.
Team
Dept Manager Leader in
Tax other
Country
Team Leader Specialist

Accountant
Accountant in
Plant
Jr. Accountant Accountant
in
Trainee Commercial

For internal use

Certified Human Resources Professional – Unika Atma Jaya - Jakarta
 Option for Career

Direktur Marketing Direktur Marketing Direktur

Direktur Sales Foods Beauty Direktur Riset
Operasional

4-5 th

3-4 th

2-3 th

1-1.5 th

12
 Connections of Career TRADITIONAL CAREER NEW FLEXIBLE CAREER

Environment Stable Dynamic

Main responsible Organization Individual

Ways of Success Hierarchical career, career ladders Personal feelings of achievement

Education Mainly formal trainings/courses In the job, organization specific

Direction of the Career Linear Many directions

Baruch, Y. (2004): Transforming career. Career Development International. Vol. 9.

For internal use

Key Foundation in Career
Management

• Options are available

• Fair and Equitable
• Inclusivity
• Transparent
• Clear role of each parties
• Talent flow for value
• Career path for people development
• Career development included
knowledge management

14
 Step in designing Career Management
1. Refer to Employee Value Proposition
2. Based on current organization (updated) and future
3. Refer to success story (but not limited)
4. Create options (in the division, cross functions, etc) : career
map/compas
5. Attached a clear expectation in each position

15
Establish a clear career map

For employees, the Career Map:

supports career self-reliance and gives an idea of possible career
opportunities in the company
helps to prepare for Personal Development Planning discussions by
making it easy to identify competence development needs
promotes internal job rotation

For managers, the Career Map:

helps the communication of organisational requirements to employees
gives an idea of the most important responsibilities & task areas in
different jobs
gives input to recruitment
gives input to learning needs analysis and solutions
helps to prepare for and conduct Personal Development Planning
discussions
Career Compass (example)
A Great Place to Develop
Example
Your Career
CAREER PRINCIPLE :

For internal use

Managing career development !

See what happens Missed opportunity

Having a picture of the future Working to actively develop

Career Weeks Campaign – Workshop For internal use only

The parties in career development
You ... You ...
discover who you are, take control of your destiny –
your aspirations and are the “CEO” of your career.
what drives you.
drive & decide
Your Line manager ...
“Facilitate” Your network ...
coaches and supports
in discussing options provides feedback,
for development. information, ideas
and
opportunities.
Company and HC ...
“Structure” Your mentor ...
provide environm./support for supports in reflection and
self awareness; helps to
- Self Assessment
- 50/30/20 Learning
widen biz understanding,
- Dialogue and PDP career aspirations as well
- Internal Job Market
Career Weeks Campaign – Workshop as attitudesForand behavior.
internal use only
4 Stages to Develop People
Career

Goals
For internal use
Three fundamental career directions
Thirst for expert Gain experience
knowledge in in expert functions
single area and adjacent topics

Expertise

Responsibility for people

Developing others
Gain cross
functional Cross Line
experience Functional Management
Thirst for challenges Business responsibility
and learning across Inspiring leadership
multiple areas

For internal use

For internal use
For internal use
Example :

28
For internal use
Career flow framework

Page 23 in the career guide

Pay special Attention When You Transition!

Team Business Strategic

Leadership Leadership Leadership
company

For internal use

 Digital Learning
Social Media Learning

33
 INDIVIDUAL DEVELOPMENT PLAN
The biggest obstacle to career growth a lack of opportunity;
it’s inertia *

* LATERAL MOVEMENT

* JOB ENRICHMENT

* VERTICAL MOVEMENT

* EXPLORATION

* REALIGNMENT & DOWNSHIFTING

* RELOCATION

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

Variance of Work Forces Generation
“One size fits all” strategy can’t cater to all group’s preferences and needs

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

 KARAKTER GENERASI Z

Terbiasa dengan
1 dunia digital
Kolaboratif 6

2 Realistis Sadar diri 7

3 Wirausaha Inklusif 8

Berorientasi masa
4 depan
Adaptif 9

5 Berpendirian keras

For internal use

MOTIVASI DALAM BEKERJA

Dampak
sosial

Jenjang karir Kesempatan

belajar dan
mengembangkan
diri
Pekerjaan
yang
bermakna
Motivasi
dalam
bekerja
Gaji dan
Tunjangan

Budaya dan
lingkungan
kerja For internal use
NILAI YANG DIINGINKAN DI TEMPAT KERJA

For internal use

Career & Talent Strategy Matrix
Low Performance Average Performance High Performance
High Potential 5. High Potential 2. High Potential 1.
Misfits – attitudinal or job fit issues Prince-in-waiting – more time needed Stars – ready to fly

 Close monitoring and regular counseling  Stress-test with more challenging assignments  Promote
 Urgently reassign or redesign job scope  Increase scope of experience  Constantly expand job scope & provide
 Manage expectations greater challenge
 Specialized training for gaps in job skills

Low Performance Average Performance High Performance

Average Potential 7. Average Potential 4. Average Potential 3.
Critical List – Needssalvaging Cadre – the typical employee Eagles – delivers consistently

 Close monitoring and regular counseling  Set challenges to sieve out this group  Manage expectations
 Re-look at skills and job scope  Mentor and train  Consider for promotion for related areas
 Test for capability outside core competence

Low Performance Average Performance High Performance

Low Potential 9. Low Potential 8. Low Potential 6.
No hopers – pull in the plug Foot Soldiers – monitoring needed Workhorses – keeps the show going

 Why are they still in the organization?  Set clear performance targets  Recognize achievements and motivate
 Plan exit  Monitor performance closely  Train to update skills

Certified Human Resources Professional – Unika Atma Jaya - Jakarta

How to measure
1. Employee Engagement Survey : about Carreer opportunity
2. Promotion from within
3. Fulfillment rate from internal
4. Mission Critical Position (MCP) ‘s –realization rate of
development
5. Diversity & Inclusion statistic
Final Lesson : Do what you should do !
Let’s build a Career Map & Options
Let’s educate employee & Line Manager on career
responsbility
Let’s people get the clear picture
Let’s them explore the opportunity (PDP) even for
overseas assignment (if any)
Let’s them feel a fair chance
Let’s them get the feedback
Let’s develop them continually
Thank You-Danke-
Merci-Nuhun-Matur
nuwun-Tarimo kasih-Bujur-
Xie-xie-Arigato-Gracias-
Dank je-Grazie-Gamsa-
Hamnida-Sukron-Obrigado
-Terimong geunaseh- Teşekkür
ederim - Спасибо
("spasiba")

Terima Kasih

Irvandi.ferizal@gmail.com
 CAREER STAGES (Age based)
Age Group Career Stage Career Tasks Psychological Issues

19-24 Pre-Career Exploration 1. Finding the right career 1. Discovering one’s own
2. Obtaining the appropriate 2. Developing a realistic self-
education assesment of one’s
abilities

25-29 Early Career Trial 1. Obtaining a viable first job 1. Overcoming the insecurity
2. Adjusting to daily work on inexperience,
routines and supervisors developing self-confidence
2. Learning to get along with
others in a work setting
 CAREER STAGES (Age based)
30-34 Early Career Establishment 1. Choosing a special are of 1. Deciding on level of
competence professional and
2. Becoming an independent organizational
contributor to the commitment
organization 2. Dealing with feelings of
failure of first
independent projects or
challenges

35-39 Middle Career Transition 1. Reassessing one’s true career 1. Reassessing one’s progress
abilities,talents and interests relative to one’s ambitions
2. Withdrawing from one’s own 2. Resolving work-life
mentor and preparing to personal-life conflicts
become a mentor to other

40-44 Middle Career Growth 1. Being a mentor 1. Dealing with the

2. Tking on more responsibilities competitiveness and
of general management aggression of younger
persons on the fast track
up the organization
2. Learning to substitute
wisdom-based experience
for immediate tecnical
skills.
 CAREER STAGES ( Age based)
Age Group Career Stage Career Tasks Psychological Issues

45-49 Late Career Maintenace 1. Making strategic decisions 1. Becoming primarily

about the future of the concerned with the
business organization’s welfare
2. Becoming concerned with the rather than one’s own
broader role of the career
organization in civic and 2. Handling highly political or
political arenas important decisions
without becoming
emotionally upset

50-54 Late Career Withdrawal 1. Selecting and developing key 1. Finding new sources of life
subordinates for future satisfaction outside the job
leadership roles 2. Maintaining a sense of
2. Accepting reduced of levels of self-worth without a job
power and responsibility
 CAREER STAGES (Family based)
Age Group Life Stages Family Stage Psychological Issue

15-22 Adolescence Single adult 1. Developing a self-identity separate

from parents and teachers
2. Balancing the need for total
independence with need for
emotional support from adults

22-30 Young Adulthood Married adult 1. Balancing one’s own needs with
Transition those of another person in an
intimate relationship
2. Making commitments to spouse
about life style, family values, child-
rearing

30-38 Young Adulthood Parent of young children 1. Adjusting to the emotional demands
of parenthood
2. Maintaining intimate relationship
with spouse in light of children’s
demands
 CAREER STAGES (Family based)
38-45 Mid-Life Transition Parent of adolescents 1. Reassessing current values and
commitments, feeling this
might be the last chance to
make major changes in life
2. Dealing with ambivalent
feelings of love and anger
toward adolescent children

45-56 Middle adulthood 1. Parent of grown children 1. Building a deeper relationship

with spouse, not focused on
children
2. Dealing with feelings of loss
when children leave home and
parents age or die.
 CAREER STAGES (Family based)
55-62 Late –Life Adulthood Grandparent of young children 1. Developing new
Transition hobbies,activities, and
friendship that will be
more appropriate with a
declining work role
2. Helping children cope
financially and
emotionally with their
new family
responsibilities

62-70 Late Adulthood Grandparent s of adolescents, 1. Dealing with increased

widow/widower awareness of death,
perhaps brought on by
illnes or death of spouse
2. Coming to terms with
one’s life choices