The document discusses good talent management practices and provides an agenda for a presentation on the topic. The presentation will cover strategic talent management, identifying high-potential talent, leadership development programs, and succession planning. It includes definitions of talent segments, attributes for identifying high-potential employees, and activities for developing talent such as training, assignments, and coaching.

1. GOOD TALENT
MANAGEMENT PRACTICES
(GTMP)
Semarang, 15 November 2010

2. BIMA HERMASTHO
 Founder & owner PT. Freemind Management Consulting – Business Performance Improvement Consulting
http://www.freemind-consulting.com
 Commissioner of PT RMT – an EPC & vendor of Exxon Mobil Oil Indonesia (EMOI Cepu)
 Founder Indonesian Balanced Scorecard School (http://www.bsc-indonesia.com) & Indonesian Six Sigma School
(http://www.sixsigma-indonesian.com) - both are free online course in Balanced Scorecard and Six Sigma.
 Founder Indonesian Human Capital Institute, a free online HRM course (http://www.sdm-indonesia.net)
 Professional experience: various positions start from Management Trainee, HR Manager, TPM Training Manager, OD Senior
Manager, Human Capital & OD Director in local and global companies (PT. Teleperformance Indonesia, PT. Multi Bintang
Indonesia Tbk, PT. Coats Indonesia , PT. Polysindo Eka Perkasa – Asia Pacific Fibre, etc)
 Active & registered member: SHRM (American Society for HRM), ASTD (American Society for Training and Development), ASQ
(American Society for Quality) & ISSP (International Six Sigma Professional Society)
 Doctorate degree in “Strategic HRM & Total Quality Management” – UNDIP
 Certified Balanced Scorecard Professional (CBSCP)
 Certified Lean Management Professional
 Certified Global Professional in HRM (GPHR)
 Certified Six Sigma Black Belt (CSSB)
 Certified Kaizen Professional (CKP)
 TPM (Total Productive Management) Trainer – Certified Process Kaizen Engineer (PKE)
 Certified Mediator on ADR (Alternative Dispute Resolution)
bima@freemind-consulting.com
+62 8122862849
http://www.bsc-indonesia.com
http://www.freemind-consulting.com

3. AGENDA
1. Strategic Talent Management
2. Framework Talent Management
3. Identifying and Assessing High-Potential
Talent (HIPO)
4. Top Management Meeting on Talent Review
5. Individual Development Plan
6. Leadership Development Program
7. Succession Planning & Retention

4. “Take our 20 best people away and I can
tell you that Microsoft would become an
unimportant company”

5. The Top Five
Topics that HR provides CEOs
• CareerBuilder.com
1. Training & Leadership Development
2. Succession planning
3. Performance Management System
4. Human Capital Metrics
5. PRP/Total Rewards

7. Assessment Enables
Strategic Talent Mgmt

8. Meaning…..
1. Integrated HR processes focused on getting
the right people in the right place at the
right time.
2. Aligned with the business strategy for current
and future success.
3. Driven by HR, led by the CEO, modeled by
management, owned by the operating
business/lines.

9. Talent Segment Description Definition Outcome
1. Executive Leaders Officer and Director
Level Positions
Individuals selected as “ready now” or “ready 18-
24 months” for a specific executive position.
Executive
Succession Plan
2. High Potential High Potential Leaders Those with leadership potential and a proven
performance track record of achieving results that
can reach Director level within 3 years.
High Potential
Talent Plan
3. Critical Talent
(People)
Critical Talent at
Leader Level
Most critical and hardest-to-replace employees. Critical Talent
Mitigating Plan
4. Critical Positions Critical Leadership
Positions
Most critical positions to maintain essential
operational functions or drive business strategies.
Critical Positions
Mitigating Plan
5. Emerging Talent Early-in-Career
Individual Contributors
or Supervisors
Those currently demonstrating high performance
and the highest potential to advance one level or
more within 3 years.
Emerging Talent
Plan

10. Attributes Used to Identify
High-Potential Employees

11. Activities Used to Develop
High-Potential Employees
80%
60%
40%
20%
0%
Public Sector Multi-Sector
Action
learning
39%
44%
Role shadowing
42%
35%
Job rotations
47%
37%
Formal training
using external
vendor
48%
44%
Project
assignments
58%
62%
Formal in-house
training
77%
68%

12. Plan
the
proce
ss
Devel
op
actio
n
plans
Revie
w the
talent
ID
critic
al
positi
ons
Gain
supp
ort
Com
m-
unica
te
Follo
w
up
Key Activities
Step 1-
Update Talent Data
Step 2-
Identify Talent
Step 3-
Talent Review
Step 4-
Manage Talent
February March
March
Full Year Execution &
Monitoring

13. Linking the Talent Development Process to Business
Identify Business Imperatives
Develop Strategic Plan
Assess Organizational Structural Capability & Key Positions
Data Preparation and Develop Performance-Potential Matrix
Develop & Execute Leadership Development Plan
Assess Organizational and Individual Performance
Review Talent and Identify Gap March
Dec
Jan
Feb
Dec
Dec

14. Position Review
Retention Risk
Critical High Medium Moderate Low
Critical
High
Medium
Moderate
Low
C
r
i
t
i
c
a
l
i
t
y

15. S UPERIOR R ESULTS ,
UNSATISFACTORY B EHAVIOUR
S UPERIOR R ESULTS E XCEPTIONAL PERFORMER
E
XCEEDED
E
XPECTATIONS
Associate consistently contributes
at a superior level of performance
on all job objectives, however,
performance falls be low
expectations on Novartis
values/behaviours.
Associate consistently contributes
at a superior level of performance
on all job objectives and also
demonstrates the Novartis
values/behaviours.
Associate consistently contributes
at an exceptional level of
performance on all job objectives
and the Novartis values/behaviors
Recognized as a role model both
Within their group and in a wider
population.
Few associates achieve this level
of performance.
G OOD R ESULTS ,
UNSATISFACTORY B EH AVIOUR
S TRONG PERFORMER S UPERIOR B EHAVIOUR
F
ULLY
M
ET
E
XPECTATIONS
Associate fully meets expectations
on all job objectives, however,
performance falls below
expectations on Novartis
values/behaviours.
Associate fully meets expectations
on all job objectives and the
Novartis v alues/behaviours. This
is a positive and fully acceptable
level of performance.
Associate consistently
demonstrates superior behavior
and fully meets expectations on all
job objectives.
UNSATISFACTORY PERFORMER
G OOD B EHAVIOUR ,
UNSATISFACTORY R ESULTS
S UPERIOR B EHAVIOUR ,
UNSATISFACTORY R ESULTS
O
BJECTIVES
P
ARTIALLY
M
ET
E
XPECTATIONS
Associate performance falls
considerably short in relation to
job objectives and the Novartis
values/behaviours despite
repeated explanations /coaching.
Associate fully meets expectations
on Novartis values/behaviors,
however, performance on job
objectives falls below
expectations.
Associate consistently
demonstrates superior behaviour,
however, performance on job
objectives falls below
expectations.
PARTIALLY MET E XPECTATIONS F ULLY MET E XPECTATIONS E XCEEDED E XPECTATIONS
NOVARTIS VALUES /BEHAVIOURS
1.1
3.3
2.3
1.3
3.2
2.2
1.2
2.1
3.1
Associate fully meets
on all objectives, over-
achieves on key
objectives, out-spoken
role model on values
and behaviors.
Associate fully meets
on a majority of key
objectives,
demonstrates the
majority of values
and behaviors.
Associate fully meets on
all objectives, over-
achieves on key
objectives, does not
demonstrate values and
behaviors
Associate fully meets on
a majority of key job
objectives, does not
demonstrate values and
behaviors
Associate does not meet
on a majority of key
objectives, does not
demonstrate values and
behaviors
Associate does not
meet on a majority of
key objectives, out-
spoken role model on
values and behaviors.
Associate does not
meet on a majority of
key objectives,
demonstrates the
majority of values
and behaviors.
Associate fully meets
on a majority of key
objectives, out-spoken
role model on values
and behaviors.
Novartis Case- Nine- Box Grid
Associate fully
meets on all
objectives, over-
achieves on key
objectives,
demonstrates the
majority of values
and behaviors

16. I. PERFORMANCE POTENTIAL MATRIX
CAREER PROFILE EXCELLENT GOOD
IMPROVEMENT
REQUIRED
TOO SOON
TO TELL
High Professional
Already on top, with special competency
High Potential
2 vertical steps within 5 years
Promotable
1 vertical step within 2-4 years
Lateral Potential
Move horizontal/across functions within 2 years
Effective
Likely to remain in current role 3-5 years
Planned Exit
Retirement, poor health, continued
underperformance.
Too soon to tell
Talent Review Meeting

17. • Identify career paths for future career growth
• Identify competencies and assess strengths and
areas for development
• Have employees create a career profile and identify
development plans
• Mentor and coach employees
• Provide ongoing feedback
• Discuss career goals with employees
• Develop a promotion from within policy

18. HIgh Potential
Inservice Training/Leadership Lunches
Technical Skill Training
Learning Communities
Conferences and Workshops
Senior Staff Meetings
Advanced College Degrees
Professional Development
Orientation
Leadership Workshops
Training
Replacement Assignments
Team Projects
Special Projects
Special Assignments
Internships
Job Rotation
OJT
Work Experience
Farm Teams
Networking Groups
Senior Leader Coaching
Informal Mentoring
Formal Mentoring
Coaching
Career Planning
Career Paths
Career Development
Leadership Development

19. Leadership Pipeline
Origin:
• The Leadership pipeline was originally
designed in General Electric as the framework
for their succession management system.
• Now used by 80 leading companies in the
world to anchor all work on the human side of
the enterprise.

20. Leadership Pipeline
The Power of the Model:
• Distribute leadership work more
effectively – ensuring that leaders are
doing value adding work at the right
level
• Raise the standard, define/measure
Leadership & make it absolutely clear
what it takes to succeed – enabling
significant improvements in
Performance
• Enable individuals to succeed:
self-help, self-planning, self-
assessment
• Create the architecture for integrated
Leadership Development & Talent
Management
• Give senior management transparency
so that they can see all the way to the
bottom & ensure executive validation
& direction of all the work of a
business.

21. Assessment of
Key Positions
Identification of
Key Talent
Assessment of
Key Talent
Generation of
Development Plans
Development Monitoring
and Review
Key
Elements

22. Incumbents
Reg. VP West Reg. VP. East Reg. VP Central Dir. HRD VP. Production VP of Finance
Bagus Djoko Asep Bambang John Sembada
Ready Now Kurnia g Sarjuni
v Lilik l
Emergency
Replacement
Monang p Wicak p Andre p
Ready Next
1 - 2 Yrs
Alex g Jono n Totok l Jay n Sinaga Jane
Toni n Joseph g
Ready Future
2 + Yrs
Rica g Jusman n Tommy n
Joice n Jendro g
Rising Stars
Maulanan Robby Budi Sukirman Supriyanto
Simamora
Placement
Issue
t
Agung Susanto
LEGEND - copy and past symbol in box next to name
l Critical Talent g High Potential
(2+)
n Promotable
(1) p Exp.
Professional v Too New (N)
Performance
Issue
Career Mgt & Succession Plan

23. POTENTIAL
P
E
R
F
O
R
M
A
N
C
E
1
2
3
4
5
6
7
8
9

24. Cell 9 – Highest Performance –
Highest Potential
Total Compensation Keep well ahead (25%) of market. Grant long-term incentives.
Retention
Assign a member of top management to monitor satisfaction and
engagement.
Engagement
Assign to key committees, teams, networks; special invitations to meetings;
provide opportunities to represent MBI in community and industry forums.
Exposure
Arrange exposure to significant and relevant senior management/board
members, Executive Development programs.
Assessment
Provide complete continuous assessment, evaluation and feedback
alternatives.
Coach Make coaches available for key skill development.
Mentor Assign a senior level mentor.
Assignment
Move aggressively through a series of targeted, challenging, diverse and
broadening jobs every 24-36 months.
Development
Use challenging jobs to enhance current skills and develop others.
Consider as candidate for MBI sponsored graduate or executive
development programs.
Is now performing with the best. Has the ability to take on major stretch assignments in new
areas. Should be positioned to become a top leader in the future.
Talent Management Plan
POTENTIAL
P
E
R
F
O
R
M
A
N
C
E
1
2
3
4
5
6
7
8
9

25. Cell 8 – Middle Performance –
Highest Potential
Total Compensation Keep ahead (10%) of market. Grant long-term incentives.
Retention
Assign a member of top management to monitor satisfaction and
engagement.
Engagement
Assign to key committees, teams, networks; special invitations to
meetings; provide opportunities to represent MBI in community and
industry forums.
Exposure Arrange exposure to significant and relevant senior management.
Assessment
Provide complete continuous assessment, evaluation and feedback
alternatives.
Coach Make coaches available for key skill development.
Mentor Assign a senior level mentor.
Assignment
Move through a series of challenging and diverse jobs every 24 – 36
months.
Development
Use challenging jobs to enhance current skills and develop others.
Consider as candidate for MBI sponsored graduate or executive
development programs.
Consistently meets expectations and has the ability to take on new and different challenges.
Could be a senior leader in time.
Talent Management Plan
POTENTIAL
P
E
R
F
O
R
M
A
N
C
E
1
2
3
4
5
6
7
8
9

26. Cell 7 – Highest Performance –
Middle Potential
Total Compensation Keep well ahead (20%) of market. Enhance short-term incentives.
Retention
Assign a senior manager to monitor satisfaction and treatment.
Hold supervisor accountable to retain.
Engagement
Assign to key committees, teams, networks; special invitations to
meetings.
Exposure
Facilitate and support internal and external networking in field of
specialization; senior management should meet and know.
Assessment Provide learning agility and competency assessment.
Mentor Assign as a performance mentor to others.
Assignment
Keep in current assignment and role as long as possible and look
for additional assignments for potential development.
Development
Put into a learning agility enhancement program or consider as
candidate for MBI sponsored graduate or executive development
programs.
Consistently performs with the best and can do more.
Talent Management Plan
POTENTIAL
P
E
R
F
O
R
M
A
N
C
E
1
2
3
4
5
6
7
8
9

27. Cell 6 – Lowest Performance –
Highest Potential
Total Compensation Keep at midpoint of market.
Retention
Assign a senior manager and HR professional to monitor satisfaction and
treatment. Hold supervisor accountable for performance support.
Engagement
Assign to key taskforces, study groups, networks; special invitations to
meetings.
Exposure
Facilitate and support internal networking; senior management should
meet and know.
Assessment
Provide complete continuous assessment, evaluation and feedback
alternatives.
Mentor Assign a senior level mentor.
Coach Provide coaches for functional and direct job skills.
Assignment
Monitor performance in current assignment. Look for a closer fit for the
next assignment.
Development
Use diversity of jobs to build performance capabilities; monitor
performance closely.
May be new in organization, assignment or in a stretch developmental job or role. May not be
in a good fit job. Should catch up in time. Has the long term potential to be among the best.
Talent Management
POTENTIAL
P
E
R
F
O
R
M
A
N
C
E
1
2
3
4
5
6
7
8
9

28. Cell 5 – Middle Performance –
Middle Potential
Total Compensation Keep at market mid-point.
Retention Hold supervisor accountable to monitor satisfaction.
Assignment Use to fill in gaps and play multiple roles.
Development
Choose either a performance enhancement (move to cell 7) or
potential enhancement path (move to cell 8).
Always does a good job (meets expectations). Can fill multiple roles. Versatile. Dependable.
Adaptable. Flexible. Utility player.
Talent Management Plan
POTENTIAL
P
E
R
F
O
R
M
A
N
C
E
1
2
3
4
5
6
7
8
9

29. Cell 4 - Highest Performance –
Lowest Potential
Total Compensation
Keep ahead (25%) of market. Use soft rewards and recognition. Grant
long-term incentives.
Retention Assign a senior manager to monitor satisfaction and treatment.
Engagement Assign to key committees, team, networks; special invitations to meetings.
Exposure
Facilitate and support internal and external networking in field of
specialization; represent MBI in industry related professional groups,
benchmarking panels.
Assessment Provide technical and functional skills assessment.
Mentor Assign a as a functional / technical mentor to others.
Coach Assign to teaching and coaching activities.
Assignment Keep in current assignment and role as long as possible.
Development Support honing functional / technical expertise.
Consistently performs with the best. Knows the job and role extremely well. Plays a vital role in
producing organizational results. Seasoned. Irreplaceable. Solid.
Talent Management Plan
POTENTIAL
P
E
R
F
O
R
M
A
N
C
E
1
2
3
4
5
6
7
8
9

30. Cell 3 – Lowest Performance –
Middle Potential
Total Compensation Target 5-10% below market.
Assessment
Provide continuous performance assessment, evaluation and
feedback for alternatives.
Assignment Monitor on current assignment until performance improves.
Development
Put on performance improvement plan, with specific functional
feedback and coaching.
May be new in assignment or in a stretch developmental job or role. Might be misplaced.
Should move up in performance in time. Has the potential to perform better.
Talent Management Plan
POTENTIAL
P
E
R
F
O
R
M
A
N
C
E
1
2
3
4
5
6
7
8
9

31. Cell 2 – Middle Performance –
Lowest Potential
Total Compensation Keep at market.
Retention Hold supervisor accountable for retention.
Exposure
Facilitate and support internal and external networking in field of
specialization.
Assessment
Provide technical and functional skills assessment along with
every third year general skills assessment and learning agility
options.
Mentor Assign a functional / technical mentor.
Assignment Keep in current assignment and role as long as possible.
Development
Select either a performance improvement path (to cell 4) or a
learning agility enhancement path (to cell 5).
Performs up to standard (meets expectations). Limited upside outside current areas of expertise and
fields of specialization.
Talent Management Plan
POTENTIAL
P
E
R
F
O
R
M
A
N
C
E
1
2
3
4
5
6
7
8
9

32. Cell 1 – Lowest Performance –
Lowest Potential
Total Compensation Freeze pay. Hold incentives.
Retention If not correctable, out-counsel. Set a time limit.
Assignment Move into better fit assignment or outplace.
Development Put on a performance improvement plan.
Consistently struggles to perform up to standard. Has trouble keeping up.
Talent Management Plan
POTENTIAL
P
E
R
F
O
R
M
A
N
C
E
1
2
3
4
5
6
7
8
9

33. Thank you.