TALENT

MANAGEMENT

YUDHA ARGAPRATAMA
Email : yudhaargapratama@gmail.com
Blog : http://peoplewit.com
Linkedin : linkedin.com/in/yudha-argapratama-40a17425/

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Profile
Yudha Argapratama
Human Capital & Strategic Management Practitioner | Certified Human Capital GM | Indonesia HR Future Leader 2014 |
Certified Coach | Certified Trainer | Certified Office of Strategic Management| Certified Harrison Assessment | Certified
Lead Auditor with experiences in various Industry such as FMCG | Trucks & Heavy Equipment | Coal Mining - Coal Trading
- Coal Shipping | Manufacturing [Automotive - Ceramics Tableware – Food] | Consulting & Learning Management Services.

Senior Manager – HR Strategy People & Organization

Development – FMCG Company (Aug 2020 – Now)

• Office of Strategy Management - FMCG Company (Feb 2020) • Certified Human Capital GM – BNSP (2023)
• Head of Corp. Org. Dev. & General Support - Group of Heavy Equipment • Certified Employee Development
Companies (Dec 2016) Accreditation - Harrison Assessment (2023)
• Head of HRGA & MR of QSHE System to Head of HR – Group of Mining, • Certified Recruitment Accreditation -Harrison
Assessment (2023)
Heavy Equipment, & Food Manufacturing Companies (Jun 2013)
• Certified Professional Coach - Coaching
• HRD Manager - Ceramic Tableware Manufacturing Company (Feb 2011) Indonesia Academy (2022)
• Corporate HRD Manager – Group of Coal Mining-Trading-Shipping • Certified Office of Strategic Management
companies (Jan 2009) (OSM) - Palladium (2014)
• Training Division Head - Training Management Services company (Jan • Certified QMS Lead Auditor ISO 9001:2008
2008) (IRCA Certified) - SGS Indonesia (2015)
• Corp. Training Section Head to HRGA Section Head – Group of • Certified Trainer - I2 Movement Akademi
Automotive companies (May 2005) Trainer (2012)
• Trainer/Facilitator - Consulting Services company (Dec 2003)

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CONTENT
Day 1
• Talent Management Framework
• Identify Critical Position
• Identify Potential Talent
• 9 Box Talent Management
• Maslow’s Hierarchy of Needs
Day 2
• Talent Development Plan & Intervention
• Career Management & Succession Plan
• Retain & Optimize Talent Pool
• Exercise & Case Study

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 WHICH ONE ?

“The war for talent is The War For Talent Is

over. And talent won.” On”
- Lance Jensen Richards, Kelly Services - Innesa Burrola, Forbes Business
Councils

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 QUOTES
“Our assets walk out of the work place every night,
and Our job is to ensure that they love coming back every morning.”

- Narayana Murthy, co-founder Infosys -

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5
Tantangan Bisnis di masa depan
Perubahan pada business landscape, economic & business uncertainty, post
pandemic, major disruption, technology advancement, accelerated digital
transformation, agile performance system, data and device security, regulation and
ethical compliance, Sustainability (SDGs, ESG)
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TANTANGAN MANAJEMEN HR - EXTERNAL

Employee
Talent War Experience

Digital & Data

Driven
Multi Generation Organization

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TANTANGAN MANAJEMEN HR - INTERNAL

Competency
Culture & Gap
Engagement

Succession AI & Automation

Planning

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TALENT
MANAGEMENT
FRAMEWORK

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EMPLOYEE LIFE CYLE

Depart Attract

Develop Hire
• The employee life cycle model is
used to identify and express the
various and most important
Perform Onboard stages that an employee goes
through as they engage with
their company.
Engage

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HUMAN RESOURCE CYCLE BASED ON
EMPLOYEE LIFE CYCLE
Business Strategy Vision,
Mission,
People Strategy Values

Purpose, Brand, Culture

Attract Hire Onboard Engage Perform Develop Depart

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MENGAPA TALENT MANAGEMENT?
• Talent management helps you maximize the value of employees.

It allows companies to
stay competitive It helps businesses It decreases turnover
improve performance

It leads to strong
It drives innovation employer branding

It helps form It motivates others to

productive teams grow

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PERTANYAAN KUNCI UNTUK PEMBUAT KEBIJAKAN
ORGANISASI

• Who are our top performers?

• How to hire and develop more people like them?
• Are there Enough of them? Crisis Management? Replacement? Business Growth?
• Are we Retaining the best employees?
• Where did we recruit them from?
• Is there a clear Growth / Succession plan for them ?
• Is there a two way Communication with them?
• Do workers have the Skills needed to achieve the performance goals?
• Are the Learning Initiatives positively impacting performance?
• Where is the talent Demand outpacing Supply?
• How much of the Turnover impacts Customers, Productivity, Innovation, Quality.
• What are the Financial consequences of talent decisions on our business?
• Is anyone in the Boardroom worried about the status of the “talent pool” ?

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MENGEMBANGKAN STRATEGI TALENT
MANAGEMENT

Step by step planning process

Establish your organization’s Develop HR-focused objectives

key objectives and priorities

Highlight organization
Evaluate existing talent
potential drivers and
management process
challenges

Track and measure

Carry out a gap analysis
achievements

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TALENT MANAGEMENT - DEFINISI

“Talent Management is the “Talent management refers to the

systematic attraction, skills of attracting highly skilled /
identification, development, profitable / performing workers, of
engagement/retention and integrating new workers, and
deployment of those individuals
with high potential who are of developing and retaining current
particular value to an organization” workers to meet current and
future business objectives.”
(CIPD)
(Lead to Win)

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TALENT MANAGEMENT – MATURITY LEVEL
• Level of Maturity Description (Corbridge & Omotayo, 2013)

Level 1 Level 3 Level 5

No Talent Management strategies, Integrated and coordinated Talent Talent Management strategy
policies or formally developed Management activities for a informs and is informed by
practices. However, there may be segment of the organization. corporate strategy. Individual
management of talent informally or pooled talent is understood and is
incidentally. Level 4 taken into consideration in the
Talent Management strategy strategic process.
Level 2 defined to deliver corporate and HR Analyzing the organization in this
Isolated, tactical or local pockets of management strategies. way will enable an assessment to
Talent Management activities but Formal Talent Management be made and a strategy
with no overall strategy or plans for initiatives linked horizontally to HR developed, which acknowledges
Talent Management. management and vertically to the starting point.
corporate strategy making
process.

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TALENT MANAGEMENT – FRAMEWORK

Define Talent
Management Critical
Position
Policy, Strategy,
Process, & Identification
Standard

Talent
Talent
Retention &
Identification
Engagement

Develop Talent
Succession Development
Plan & Career Plan &
Management Intervention
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IDENTIFY
CRITICAL
POSITION

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IDENTIFIY CRITICAL POSITION CRITERIA

• Impact for Organization : Position that are both operationally and strategically critical. If this
position were left vacant, it would cause serious difficulties in delivering on Organization's
commitments and corporate priorities.
• Specialized Knowledge and Expertise : This position has specialized knowledge and/or
experience that is only acquired over time or through specialized education and training.
• Rare In Market : Position or classification for which the organization has difficulty finding
qualified candidates, despite recruitment efforts.
• Huge Network (Internally/Externally) : The Position has External or Internal Network Span
that are both strategically and operationally critical.
• Single Incumbent : Only one person can perform unique positions and duties in the
organization.
• Retirement Within 5 years : Employees are or will become eligible to retire within five years.

The Position that are meet minimum 4 of 6 criteria will be define as Critical Position

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IDENTIFIY CRITICAL POSITION

Specialized Huge Network

Impact for Single Retirement
NO POSITION DIVISION Knowledge and Rare In Market (Internally/ Remarks
Organization Incumbent Within 5 years
Expertise Externally)

1 FINANCE DIRECTOR FINANCE V V - V - V Critical Position

Critical Position
2 SALES MANAGER SALES V V - V V -

PRODUCTION Critical Position

3 PRODUCTION V V V V - V
MANAGER - CHEMICAL

• Critical Position akan berbeda beda tergantung industry dan bisnis. Ada yang menggunakan istilah Key Position
• Critical Position tidak sama dengan critical person
• Critical Position harus diisi dengan potential talent
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IDENTIFY
POTENTIAL
TALENT

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WHO IS THE TALENT?
Talent :
#1 Ability to learn, evolve and adapt Talent :
#2 Ability to create and innovate • Employee with High Altitude, High Aptitude, Great
#3 Delivery of results effectively and Attitudes (Calling, Character, Competencies)
efficiently: high-performing individuals • Very Few & Rare
#4 Potential • Unique & Different with Common People
(HLCI & CIPD) • Very Demanding
• Knows opportunity inside & outside
(As CEO’s Soulmate – Paulus Bambang WS)

Talent :
“The sum of a person's ability to learn
and grow”
Lead to Win
Talent
Those individuals who currently or have
Talent : the potential to differentially contribute to
“something that is resided in the unique set of firm performance by occupying strategic
knowledge, capabilities, contributions, jobs
commitment, skills, competencies and Capelli & Keller
abilities of a person”
Sparrow and Makram

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 WHO IS THE TALENT?
McKinsey (2009)
Definition 1 Definition 2 Definition 3 Definition 4
Everyone in the organization Talent includes employees on Talent as top management, Talent referred to all those
should be regarded as ‘talent.’ various career tracks and high potentials and with high potential as part of
levels specialists on all levels. their talent program
• This option provides for • In this type of definition • Early identification of talent regardless of where they sit
‘leverage of the full talent management is dealt is a characteristic of this in the organization and at
potential of the workforce,’ with by a process of approach. what level.
with an upside of inclusivity segmenting the workforce • This could be viewed as an • This was more inclusive
and no discrimination. and targeting each ‘exclusive approach’ and definition
• There is a complexity to segment with a variety of had the same philosophy
this strategies and practices. as their fourth definition
• view based on the sheer which was high potentials
number of employees that independent of hierarchy
may be included in the level.
process.
• There is also a process
management and cost
issue.

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IDENTIFIY POTENTIAL TALENT
• Identification & Selection Process - sample

Organization

TOP 50
in Organization

PERFORMANCE LEADERSHIP
TALENT ASSESSMENT
HISTORY POTENTIAL
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IDENTIFIY POTENTIAL TALENT
Identification & Selection Process - sample
Administration : Assessment : Interview by :
1. Performance Record 1. Psychological 1. Superior
2. Active Warning Letter Assessment 2. Senior Management
3. Employment Status 2. Interview by HR 3. BOD
4. Age (Psychological
Profiling)

Final Decision

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TALENT PROFILE - MARK
Invidual Summary Record Education Background :
S1 Media Communication
Name : Mark
Age : 34 Years
Last Prior to Current : Marketing Supervisor
Job Title/Position : Marketing Manager
Dept./Div. : Marketing Photo
Last 3 Years Performance : 2020 (8), 2021 (7,5),
Grade : M1
2022 (8,5)
Year(s) of Service : 12 years
Year(s) in Position : 4 years
Potential Summary :
Report directly to : GM Marketing
High willingness to learn
Marital Status : Married

READINESS INDEX MATRIX DEVELOPMENT & CAREER PLAN

DEVELOPMENT PLAN CAREER PLAN
CRITERIA SCORE WEIGHTED SCORE
DEVELOPMENT AREAS NEXT POSSIBLE
PERFORMANCE (40%) 8,5 3,4 ACTION TIMELINE
POSITION
TIMELINE

VALUES INDEX (20%) 8,6 1,7 1. Broaden exposure with 1. Assign with 1. Q1 – Q2 2024 GM Marketing 3-5 years
cross function Project Cross function
POTENTIAL (20%) 9 1,8 2. Understanding Finance Task Force
Management 2. Training 2. Q2 2024
COMPETENCY (20%) 7,9 1,6 Corporate
Finance
OVERALL WEIGHTED SCORE 8,5
Green Critical Experience (Project/Assignment) : Copyright @
READINESS INDEX - Join Task Force New Product Launching with related Department
Talent Mapping
Readiness Index – Criteria & Measurement - sample
CRITERIA WEIGHTED SCORE REMARKS

Score Weighted Score

Performance 40% 8,5 3,4 Average 3 Years Performance (scale 1-10)

Values Index 20% 1,7 Corporate Values Index (Scale 1-5) – convert
8,6
to scale 1-10
Potential with Current 20% 1,8 Match with Next Position
Roles 9 (Potential/Psychological Assessment)
(scale 1-10)
Competency with 20% 1,6 Match with Next Position (Competency
current roles 7,9 Assessment)
(scale 1-10)
Score Readiness 8,5

OVERAL READINESS INDEX READINESS INDEX SUMMARY

>8,0 Green Projected ready within 0 – 1 Year (Ready Now)

6,0 – 7,9 Yellow Projected ready within 1 – 3 Year(s)

5,0 – 5,9 Red Projected ready within 3 - 5 Years

<5 Black Projected ready above 5 YearsCopyright @

9 BOX TALENT
MANAGEMENT

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9 BOX TALENT MANAGEMENT
McKinsey 9 Box Talent Matrix

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9 BOX TALENT MANAGEMENT

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 9 BOX TALENT MANAGEMENT
No List of Employee Potential Performance

1 Cindy 8,5 8,6

2 Erna 7,0 7,4
3 Budi 5,5 6,8
4 Richard 8,3 6,0
5 Regina 7,5 7,3
6 Santi 6,4 6,7
7
8
9
10
11
12
13
14

15

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MASLOW’S
HIERARCHY OF
NEEDS

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MASLOW’S HIERARCHY OF NEEDS

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MASLOW’S HIERARCHY OF NEEDS - MODIFIED

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Let’s Exercise 1
• Bagilah kelas menjadi beberapa
kelompok. Silakan berkumpul
dengan kelompok masing-masing.
Untuk peserta online, silakan
bergabung dengan break-out room
• Diskusikan dengan kelompok Anda
jawaban dan persepsi tentang
beberapa pertanyaan yang ada di
slide berikut. Hasil diskusi bisa
berupa pemahaman atau
kesepakatan dari kelompok
• (opsional) Tulis di kertas flipchart
atau power point, hasil diskusi
kelompok anda dan presentasikan
hasilnya di depan kelas
Let’s Exercise 1
Pertanyaan untuk didiskusikan

1. Apa saja hambatan mengimplementasikan

Talent Management dalam perusahaan?
2. Apa yang akan anda lakukan, jika usaha
untuk mendapatkan dan mengembangkan
Talent terbaik untuk kemajuan perusahaan
ternyata justru berefek sebaliknya dan
mereka pindah ke perusahaan lain?
EXERCISE 2
Hambatan mengimplementasikan Talent Apa yang akan anda lakukan, jika usaha untuk
Management dalam perusahaan mendapatkan dan mengembangkan Talent terbaik
untuk kemajuan perusahaan ternyata justru berefek
sebaliknya dan mereka pindah ke perusahaan lain?

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LET’S DISCUSS !!

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CONTINUE
TO DAY 2

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