People Manager One on One For 1st Manager

1. People
Manager
Corporate HC-2023
101
Nabati Group

2. Effective Leadership Module Lay-out
Opening & Ice Breaking
The Important of GRIT
Games for Leader Manager Intro
The Role of Leader Manager
Employee Experience Journey
Ice Breaking
Right People is an Asset
Talent Acquisition Feat. BEI
Business Simulation 2
Overview Coaching
Closing
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
Activities Time Output
11.55 - 12.00
08.30 - 08.45
08.45 - 09.00
09.00 - 09.15
09.15 - 09.35
09.35 - 10.00
10.00 - 10.15
10.15 - 10.25
10.25 - 10.40
10.40 - 11.40
11.40 - 11.55
Wrap the training material as key take away for implementation.
Engage participant & gathering focus.
Motivate and recognize the R&D Managers roles.
Simulation about Leader’s direction, communication and coordination
Understanding about managing people and task is a must not an option.
Managers understand the flow of employee experience journey.
Refreshment
Leader must have understood about managing talent.
One of Leader’s roles is managing team performance.
Train the analytical thinking, leadership, problem solving, initiative.
Brief discussion about the coaching philosophy and actions

3. GRIT
Resilience, Stress
Tolerance and
flexibility
Creativity,
Originality, and
initiative
Analytical Thinking &
Innovation
Complex Problem
Solving
Technology Use,
Monitoring & Control
Leadership &
Social Influence
Critical Thinking,
Analysis, and planning

4. LET’S PLAYING GAMES
Facilitator will draw a pattern
The 1st person will be draw the same
pattern to the team and so on
The drawing result from the last
member of the team will be check and
compare with original instructions

5. LEADER VS
MANAGER

6. CORE ESSENCE
LEADERSHIP
Leadership is about inspiring and influencing people to
achieve a shared vision or goal. It's centered around
motivation, inspiration, and cultivating a sense of purpose
among team members.
MANAGEMENT
Management is about organizing, planning, and ensuring
that resources (human, financial, or material) are used
effectively and efficiently to achieve specific objectives. It's
more process-driven and task-oriented.
Focuses on people. Leaders work to develop their team
members, fostering growth, and empowering them to take
initiative.
Focuses on tasks and systems. Managers ensure that
operations run smoothly, processes are adhered to, and goals
are met.
Emphasizes the "why" and the "what". Leaders set direction,
create a vision, and define overarching goals for the future.
Emphasizes the "how". Managers develop strategies,
implement plans, and establish the step-by-step path to
reach the set goals.
Often more willing to take risks in pursuit of innovation and
long-term growth. Leaders embrace change and challenge
the status quo.
Typically more risk-averse, focusing on control,
consistency, and predictability to meet the current
objectives.
Sees failures as learning opportunities. Leaders encourage
innovation and understand that setbacks can be a part of
the journey towards success.
Focuses on analyzing failures to improve systems and
processes, ensuring that mistakes aren't repeated.
Derives power from influence, charisma, and the respect of
their followers. It's often about leading by example.
Derives power from formal authority and the hierarchical
position in the organizational structure.
Tends to have a long-term perspective, looking at the
bigger picture and setting the course for the future.
Often operates with a short-to-mid-term perspective,
focusing on achieving immediate objectives and quarterly
or annual goals.
FOCUS
VISION VS.
EXECUTION
RISK PERSPECTIVE
APPROACH TO
FAILURES
POWER BASE
TIME PERSPECTIVE

7. 1
2
3
4 6
7
5
Employee Experience Journey
Job Advertisement
Job Portal
Selection
Onboarding and
Administration
People
Development
Managing Employee
Performance
Talent
Management

8. 8
9
Career
Management
Succesion Plan
Total Reward
System
Employee and
Industrial Relationship
Termination or
Retirement
Human Resource
Management System help
provide real time and
employee self service
feature for better
employee experience
10
11
12
Employee Experience Journey

9. "is it employee is
asset?"
JIM COLINS
AUTHOR GOOD TO
GREAT

12. ONLY THE
RIGHT PEOPLE
IS ASSET

13. Manpower Planning
Right People
Attitude
Knowledge
Skills
Culture
Right Numbers
Total amount of people
Total rewards
Right Capability
Portfolio related
Potential development

14. Talent Acquisition

15. Behavior Event Interview
Teknik interview untuk menggali informasi
tentang perilaku yang dilakukan pada peristiwa
atau kejadian yang telah lalu.
Dorongan berprestasi
Keterampilan berkomunikasi
Kepemimpinan
Berpikir analitis
Berpikir strategis
Mampu bekerja dalam tim
Penyelesaian masalah atau konflik
Integritas bekerja
Kompetensi perilaku apa saja yang biasanya
dicari dari kandidat:
Bisa ceritakan apa pencapaian terbesar kamu?
Bagaimana kamu menghadapi tantangan dalam
bekerja?
Pernahkah kamu mendapati situasi dimana atasan
kamu belum bisa mendukung ide kamu, apa yang
kamu lakukan?
Bagaimana kamu menyikapi pekerjaan yang
menumpuk untuk dikerjakan?
Apakah pernah memiliki pengalaman memimpin?
menurut kamu bagaimana seorang pemimpin yang
baik?
Dan lain-lain
Beberapa contoh pertanyaan BEI:

17. Managing Your Talent

18. “Every Manager is
People Manager”

19. Employee A
Employee B
Matrix Skill Example

20. THE POSITION OF THE
ABOVE GROUP IS
VACANT
01
JOB GRADE WHICH
IS STILL BELOW
STANDARD
02
REPLACEMENT OR
REPLACING RESIGNED
OFFICERS
03
CHANGES IN
ORGANIZATIONAL
STRUCTURE
04
PROMOTIONS CAN OCCUR WHEN THERE ARE
SOME OF THE CIRCUMSTANCES BELOW

21. Submission Approval Process Presentation
Compesation
Graduation
Panel
Manager mengisi
form promosi
Corporate HC u.p. Dept
Talent Management
proses H+7 hari kerja Penyesuaian upah
dengan Acting
Allowance.
Tergantung dari
Pihak-pihak yang
memberikan
persetujuan
Maksimal H+14 Setelah
proses selesai, dapat lebih
lama jika panelist tidak
menemukan jadwal yang
sesuai atau sedang Dinas luar
kota atau luar negeri
Setelah 6 bulan
semenjak Surat
Keputusan (SK) diterima
maka pegawai presentasi
komitmen selama
periode acting
PROMOTION SCHEME
Talent
Review
Talent Dev.

22. Untuk promosi dengan perubahan golongan jabatan contoh:
Grade 3C ke 4A atau dari 4C ke 5A menggunakan online
assessment pihak ke-3.
Assessment tersebut akan menilai: IQ (intelligence quotient),
GTQ global training quotient), Work Personality (kepribadian
kerja), Work Behavior (perilaku kerja);
Untuk promosi dengan perubahan perubahan grade dalam
golongan jabatan yang sama contoh:
Grade 3A ke 3B atau dari 4A ke 4B menggunakan online
assessment internal yang akan menilai IQ (min.106),
kepribadian (sesuai standar), gaya kerja (sesuai standar) dan
ditambah functional test (nilai minimum 90)
TES KEMAMPUAN
POTENSI

23. HUMAN ASSET VALUE (HAV)/TALENT GRID
Copyright Rangga Irawan 2023
High
Moderate
Low
High
Moderate
Low
Performance
Potential
Potential Performance
Talent
IQ
GTQ
Competencies
WPA
WBA
Talent Committee
Performance
appraisal
Project
assignment
Career Aspiration

24. High Potential - Low Performance High Potential - Moderate Performance High Potential - High Performance
Moderate Potential - High Performance
Low Potential - High Performance
Moderate Potential - Moderate Performance
Low Potential - Moderate Performance
Moderate Potential - Low Performance
Low Potential - Low Performance
OBSERVE/TERMINATE OBSERVE DEVELOP
DEVELOP STRETCH/DEVELOP
OBSERVE
DEVELOP DEVELOP/STRETCH STRETCH
High
Moderate
Low
High
Moderate
Low
Performance
Potential
9 BOX TALENT MANAGEMENT
Copyright Rangga Irawan 2023
This group needs immediate attention
They might be in the wrong role
Consider repositioning them within the
organization
Provide intensive coaching and frequent
feedback
Provide coaching to improve current job
performance
Assign projects that allow them to
demonstrate higher capability
Encourage participation in leadership
development initiatives
Leadership programs
Stretch assignments
Potential early promotions
Mentoring by senior leaders
Preparing for strategic roles
Address performance issues immediately
Offer additional training, set clear
performance expectations, and monitor
closely
Regular training and development
programs to improve current skills
Set clear performance expectations and
provide feedback
Continue challenging with complex tasks
Recognize and reward their contributions
Offer lateral movements to gain broader
experience
This is a critical group
Immediate performance improvement
plans are essential
Consider if the employee is a fit for the
organization or the specific role they're in.
Identify barriers to performance and
address them.
Provide clear feedback and perhaps re-
evaluate their role fit.
Recognize their achievements
Provide them with opportunities to
master their current roles
They can also be used as mentors for
less experienced employees

25. CAREER PATH
(JENJANG KARIR)

26. GRADE 2A-2C
Operator
GRADE 3A-3C
Staff, Foreman
GRADE 4A-4B
Supervisor
Specialist
GRADE 4C
Assistant Manager
Grade 5A
Manager
GRADE 5B
Senior Manager
1
6
5
4
3
2
CAREER PATH

27. READINESS OPPORTUNITY SUCCESS
CAREER FORMULA

28. 100% Effort 100% God Decide 100% God Bless Us
CAREER FORMULA
READINESS OPPORTUNITY SUCCESS

30. 3P’s of Compensation
Pay for
People
Pay for
Position
Pay for
Performance
Tergantung dari pendidikan
Gaji di perusahaan sebelumnya
Kompetensi, sertifikasi
pengalaman kerja
Posisi apa yang diduduki
Grade untuk posisi jabatan tersebut
Memimpin tim atau tidak
Berdasarkan kinerja
Kenaikan gaji tahunan
Bonus, insentif

31. Kenapa Satu Jabatan Bisa Berbeda
Upahnya, Contoh Pay for Performance
Pegawai A masuk sebagai Foreman dengan Upah 3juta
Tahun 2022 kinerja pegawai A kurang baik dan
mendapatkan kinerja dengan nilai D.
Nilai D tersebut memberikan dampak pada kenaikan
gaji Pegawai B sebesar 2,5%. Sehingga upahnya naik
menjadi 3,075 juta di tahun 2023.
Pegawai B masuk sebagai Foreman dengan Upah 3juta
Tahun 2022 kinerja pegawai B sangat baik dan
mendapatkan kinerja dengan nilai A.
Nilai A tersebut memberikan dampak pada kenaikan gaji
Pegawai B sebesar 10%. Sehingga upahnya naik menjadi
3,3 juta di tahun 2023.
Disclaimer: angka upah yang digunakan hanya simulasi bukan angka sebenarnya

32. Kenapa Satu Jabatan Bisa Berbeda
Upahnya, Contoh Pay for People
Pegawai A masuk sebagai Foreman dengan pengalaman
kerja selama 1 tahun di posisi yang sama di perusahaan
sebelumnya dengan Upah 2,87juta. Salary sebelumnya
adalah 2,5 juta sehingga mendapatkan kenaikan 15%
Pegawai B menjabat sebagai foreman dengan masa kerja
3 tahun dari tahun 2021-2022-2023, upah awal saat
masuk adalah 2,5 juta.
ternyata selama tiga tahun memiliki minerja baik
sehingga naik 10% per tahun
2021: 2,5 juta
2022: 2,5 juta x 10% = 2,75 juta
2023: 2,75 juta x 10% = 3.03 juta
Disclaimer: angka upah yang digunakan hanya simulasi bukan angka sebenarnya

33. Job Grade Minimum Median Maksimum
3C 2.300.000 2.800.000 3.300.000
3B 1.500.000 1.900.000 2.300.000
3A 1.000.000 1.250.000 1.500.000
Kenapa Satu Jabatan Bisa Berbeda
Upahnya, Contoh Pay for Position
Disclaimer: Tabel ini hanya simulasi bukan angka sebenarnya
Struktur Skala Upah (simulasi, bukan angka sebenarnya)
Selama Upah masih ada dalam rentang skala grade yang terkait maka
disitulah kemungkinan Upah yang diterima

34. Mattress Thread
USD 1,000
Ice Cream Stick
USD 500/10 pcs
Chopstick
USD 5,000
Divide into 2 groups in class
Instructions:
1. You are asked to build a bridge that can be climbed by cars and trucks
2. Please purchase the raw materials needed for the bridge
3. The bridge has a minimum total length of 50 CM
4. Make a good bridge design that can be passed by vehicles weighing 2.5 KG
5. Make sure you buy raw materials that are effective and efficient
Business Simulation (45' min.)

35. Coaching

36. Coaching Mindset
Invite them to talk, and
still show them respect
Prepare data/concrete
evidence about the "difficult
behavior" that they have
demonstrated
Encourage them to be willing
and able to see the impact of
the difficult behavior they
show
Speak in a "friendly" manner, but
remain assertive/firm. Don't judge,
don't show "worry/reluctance", but
communicate as is
Try to allow enough time for C&C, so
that the atmosphere created is truly
conducive.

37. Coaching Role Play Scenario
Budi, seorang Manajer R&D di sebuah perusahaan teknologi, merasa
kesulitan memotivasi timnya untuk berinovasi. Ia merasa tekanan
dari pihak atas untuk menghasilkan produk dan solusi baru, namun
merasa timnya terlalu nyaman dengan cara kerja saat ini.
Budi, an R&D Manager at a technology company,
finds it difficult to motivate his team to innovate.
He felt pressure from above to produce new
products and solutions, but felt his team was too
comfortable with the current way of working.

38. Coaching Role Play Scenario
Coach: "Selamat pagi, Budi. Aku mendengar kamu sedang menghadapi tantangan dalam memotivasi tim R&D.
Bolehkah kamu ceritakan lebih lanjut?"
Budi: "Ya, Coach. Aku merasa timku saat ini kurang bersemangat untuk mencari ide-ide baru. Mereka terlalu
nyaman dengan metode kerja saat ini dan aku merasa sulit untuk mendorong mereka keluar dari zona
nyaman mereka."
Coach: "Terima kasih sudah berbagi. Menurutmu, apa yang menjadi hambatan terbesar timmu dalam
berinovasi?"
Budi: "Mungkin mereka takut gagal atau mereka merasa apa yang sudah mereka kerjakan saat ini sudah cukup
baik. Tapi aku merasa kita perlu terus berinovasi untuk tetap kompetitif di pasar."
Coach: "Paham. Menurutmu, apa yang bisa kamu lakukan sebagai manajer untuk mendukung mereka dalam
mengatasi ketakutan atau hambatan tersebut?"
Budi: "Aku bisa menyediakan sumber daya atau pelatihan tambahan, atau mungkin menciptakan lingkungan di
mana kesalahan dilihat sebagai peluang belajar, bukan sesuatu yang harus dihindari."
Coach: "Itu ide yang bagus. Bagaimana jika kita mulai dengan workshop inovasi bulanan? Di mana setiap
anggota tim dapat mempresentasikan ide-ide baru dan mendapatkan masukan dari rekan-rekan
mereka. Ini bisa menjadi langkah awal untuk mendorong pemikiran kreatif dan menerima feedback dalam
setting yang mendukung."
Budi: "Itu kedengarannya menarik. Aku pikir tim akan merespons dengan baik terhadap pendekatan semacam itu.
Terima kasih atas saranmu!"
Coach: "Tentu saja! Ingatlah untuk selalu mendukung timmu dan memberikan mereka ruang untuk tumbuh dan
belajar. Semangat, Budi!"

40. What You Have
Learned?

41. Corporate HC-2023
Nabati Group
People
Manager
101