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Talent Development As A Journey: from Competencies to Capabilities
The document discusses the significance of talent development in organizations, highlighting its role in preparing employees for future success while increasing competitive advantage and operational efficiency. It outlines effective talent development strategies, such as engaging employees in training programs and building a supportive organizational culture, to retain top talent and improve job satisfaction. Additionally, it emphasizes the importance of aligning organizational goals with talent management practices to foster a high-performance environment.
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Talent Development As A Journey: from Competencies to Capabilities
- 1. TALENT DEVELOPMENT ASA JOURNEY: From Competencies to Capabilities www.humanikaconsulting.com www.hipotest.com
- 2. Seta A. Wicaksana 081119 53 43 wicaksana@humanikaconsulting.com • Managing Director of Humanika Amanah Indonesia – Humanika Consulting • Managing Director of Humanika Bisnis Digital – hipotest.com • Wakil Ketua Asosiasi Psikologi Forensik Indonesia wilayah DKI • Business Psychologist • Certified of Human Resources as a Business Partner • Certified of Risk Professional • Certified of HR Audit • Certified of I/O Psychologist • Dosen Tetap Fakultas Psikologi Universitas Pancasila • Pembina Yayasan Humanika Edukasi Indonesia • Penulis Buku : “SOBAT WAY: Mengubah Potensi menjadi kompetensi” Elexmedia Gramedia 2016, Industri dan Organisasi: Pendekatan Integratif menghadapi perubahan, DD Publishing, 2020 • Organizational Development Expertise • Sedang mengikuti tugas belajar Doktoral (S3) di Fakultas Ilmu Ekonomi dan Bisnis Universitas Pancasila Bidang MSDM • Fakultas Psikologi S1 dan S2 Universitas Indonesia • sekolah ikatan dinas Akademi Sandi Negara
- 3. Thinking… • Is talentmanagement important in your organisation? • How is talent management defined in your organisation?
- 4. Talent Management ➢ CEOsperceive availability of talent & skills as key threat to growth prospects ➢ Talent retention top priority (40% of HR leaders) ➢ 54% of org had formal and developed TM programme in place- significant increase (ROI?) ➢ Ability to manage talent one of top skills gap for HR function (29%) PWC, Leadership Pulse Surveys, 2014/5 Source BCG 2013
- 6. TALENT DEVELOPMENT • Talent Developmentis preparing your employees for current and future SUCCESS. • How does that translate into best practices of Organizational Development? • Engage your employees in Training Programs • Nurture their Skills and Competencies • Focus on having a High Performance Organization • Implement a comprehensive Talent Development Program
- 7. A Journey: from Competenciesto Capabilities TALENT MANAGEMENT (Talent Development) Engagement Commitment Performance Job Satisfaction
- 8. ”Talent hits atarget no one else can hit. Genius hits a target no one else can see.” - Arthur Schopenhauer
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- 10. Importance of Talent Development Whyis talent development important for organization? • Increased Competitive Advantage • Rewarding Culture and Brand • Improved operational Efficiency • Financial Rewards • High Performing Organization • Employee Retention
- 11. Effective Talent Development How dowe achieve effective talent development? • Establish Talent Development Plan • Make the most of what you have • Target a small number of KPIs in the business • Identify critical roles and critical talent • Develop talent pathways and succession plans • Focus time and energy on critical roles and people
- 12. Performance Standards Whatshould I be doing? Execution Tracking How does the organization know what I’m doing? Performance Feedback How do I know if I’m doing it right? A Case Study in Salesman
- 13. The Company WayThe Tools Performance Standards Execution Tracking Performance Feedback Salesman Supervisor •Performance Guides •Sales and Merchandising Handbook •Daily Performance Report •Record book •Sales Performance Board •Sales Performance Board •Position Description •Standards •Weekly Performance Report •Record BookAnalysis •Sales Performance Board •Daily Supervision •Development Checklist • TeamMeeting •Daily Supervision •Sales Performance Board
- 14. Development How are youdealing with your middle and bottom performers? Alignment Is everyone in the company 100% aligned with the business strategy? Retention Have you identified top performers and do you have a plan in place to keep them? Engagement Are the employees fully engaged and do they have the tools and resources to be 100% effective doing their jobs? TALENT DEVELOPMENT You have to maximize your employees’ value There are four main areas that need to be addressed for Talent Development
- 15. THINKING DIFFERENTLY Small changesto small things ❖a waste of time Small changes to big things ❖ necessary, but frustrating ❖ good, but need many Big changes to big things ❖ the key to growth No Necessary VITAL Is This Essential?
- 16. How do wedo it? High Performance Leadership means ... Individual Practice and Mindset Transforming the organization and aligning the people in order to dramatically improve the business and sustain long- term momentum
- 17. HIGH PERFORMANCE BEHAVIORS 1.Provides a clear vision 2. Thinks outside the box 3. Creates an aligned team 4. Builds a strong, empowered organization 5. Set and maintains high standards 6. Demonstrates integrity High Performance Results (The Acid Test) 1. Dramatic change 2. Developed and empowered employees 3. Sustained momentum 4. improved competitive/financial position
- 18. What is TalentDevelopment? “Talent Development is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees.
- 19. Five Levels ofTalent Development
- 20. What is Talent? •A person’s abilities • Skills, knowledge, experience, intelligence • Judgment, attitude, character, drive • Person ability to learn and grow
- 21. Why is TalentDevelopment Fundamental?
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- 24. Talent Metrics • High-potentialtalent (HiPo) • Candidate reactions • Employee engagement and retention • External hiring versus internal • High-performer turnover rate
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- 26. Key Components of Learning •Learning • Acquiring knowledge, skills, competencies, attitudes, or behaviors • Human Capital • Knowledge • Advanced skills • System understanding and creativity • Motivation to deliver high-quality products and services Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
- 27. Key Components of Learning •Training • Facilitates learning job-related competencies, knowledge, skills or behavior • Development • Future focused—includes formal education, job experiences, relationships, and assessments • Formal Training and Development • Developed and organized by the company Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
- 28. Key Components of Learning •Informal learning • Learner initiated • Occurs without a trainer or instructor • Motivated by an intent to develop • Does not occur in a formal learning setting • Breadth, depth, and timing is controlled by the employee Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
- 29. Key Components of Learning •Explicit Knowledge • Well documented, easily articulated, and easily transferred from person- to-person • Primary focus of formal training • Tacit Knowledge • Personal knowledge based on individual experiences that is difficult to codify • Facilitated by informal learning • Knowledge Management • Tools, processes, systems, structures, and cultures to improve the creation, sharing, and use of knowledge Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
- 30. ATD COMPETENCY MODEL The ATD CompetencyModel defines the skills and knowledge required for talent development professionals to be successful now and in the future. It captures changes driven by digital, mobile, and social technology; demographic shifts; globalization; and economic forces. ©2019 Association for Talent Development. All rights
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- 32. From Competency to Capability: the ATDCapability Model • While past studies have resulted in a competency model framework, ATD’s focus has broadened to helping talent development professionals build capability that will help them perform their work today and prepare for challenges they’ll face in the future. • Competence refers to a person’s current state and having the knowledge and skills necessary to perform a job. • Capability is about integrating knowledge and skills and adapting and flexing to meet future needs. • Shifting from a competency model to a capability model signals to talent development professionals that they must be agile and committed to continual development to successfully create, innovate, lead, manage change, and demonstrate impact.
- 33. What’s in the NewModel? • The model answers the question: What should talent development professionals know and do to be successful? This process begins with the identification of the underlying personal and professional attributes required or expected of talent development professionals in relation to their performance at work and ends with the development of a graphic illustration to show the major capability areas needed by individuals in the field. • ATD’s Capability Model is structured around three domains of practice (see figure below). These domains comprise capabilities that: • Derive from interpersonal skills. • Come from building professional knowledge related to developing people and helping them learn. • Affect an organization’s ability to drive toward results and success.
- 34. 7 Talent DevelopmentStrategies To Foster Growth 1. Get the C-suite on board • Research on talent development has found that the best leaders are ones who are committed to talent development for all employees. This same research also found that as people move up the ladder and open the doors to their own advancement, they begin to forget to help others do the same. • Getting buy-in from company executives means helping them see how their role as leaders impacts the company. Employees want to see that their bosses actively encourage and are committed to their growth. 2. Make sure your organization’s mission is in place • Whether your overall goal is compassionate healthcare or problem-solving customer service, make sure your company’s mission and goals are clearly communicated. • This goes a long way towards the next step, but is also part of culture- building at work. How can you map a route towards talent if you have no idea what the destination is? If this step is not in place, developing a clear- eyed vision of your company’s future can be a great tool for getting the C- suite on board, too. 3. Identify the necessary talent to get you where you’re going • Once you have your company mission, take the time to list the necessary skills and talents your employees will need to move towards this goal. • Consider both hard and soft skills when taking this inventory. Talent development strategies do not occur in a vacuum. Indeed, if a talent development program is to work, it needs to be intentional, well-planned, and expertly executed. Here are seven talent development strategies that can help you foster growth among employees and within your organization
- 35. 7 Talent Development StrategiesTo Foster Growth 4. Look within • It’s true: even the smallest companies are bursting with talent. It is entirely possible that all of the skills you need now or in the future may already be on your payroll. One of the best talent development strategies is showing employees that you are committed to them not only in their careers but also as well-rounded people who may be under-utilized and ready for more challenging work. Does this mean tacking extra jobs onto an already robust job description? Absolutely not. What it does mean is taking that entry-level field service technician who has demonstrated experience in management and offering them time away from their work to attend a talent development program. This could give them the skills to plan and manage a new project for expanding your service offerings. • Consider other examples: • An internet installer who has a background in music or sound production designs whole-house or whole-company sound systems that are controlled with an app • A registered nurse who is also a writer and volunteers with a hospice on their days off writes and edits a guide to traumatic injury and recovery • The goal is not to do more with less but to use talent development strategies to offer employees more meaningful work that incorporates their interests into their daily work and deepens their skills.
- 36. 7 Talent Development Strategies To FosterGrowth 5. Design talent development initiatives that work • A one-off training program isn’t talent development that’s likely to stick. Employees put their time in on the conference chair, and then promptly forget everything they learned before the weekend comes. • Talent development initiatives that work: • Start with a training needs analysis (see #2 and #3 above as part of this) • Are delivered in the best way for the type of skill being developed, such as hands-on collaborative projects for building teams or microlearning resources for incremental, long-term skills building • Offer opportunities for practice (experiential learning is a great option) • Take employee feedback into account for future trainings • A good training program is one that is memorable, so take the time to create resources that are engaging and truly useful for employees.
- 37. 7 Talent Development StrategiesTo Foster Growth 6. Build in coaching opportunities • Managers, this one’s for you: you’ll need to regularly coach and check in with employees as part of your company’s talent development strategies. • This doesn’t necessarily need to be you, though. Coaches can be recruited from all over the organization, so really, it’s about delegation. Identify coaches at all levels who have the skills your employees are learning who can check in with employees. 7. Make talent development part of your company culture • If company culture dictates a growth mindset where talents are discovered and nurtured as a matter of course, training to support that will become a regular part of the workday. • This helps not only strengthen your current teams, but is also useful in recruiting additional members in the future. Today’s workforce craves growth. Create a workplace where learning is prioritized and built into your daily operations and you’ll create a place where people love to work.
- 40. Situational Antecedents of Job Satisfaction •Providing adequate training • Reward/Recognizing employees • Supporting innovation • Employee involvement in decision making • Inspiring & communicating a shared vision • Trust in management • Supervisor-employee “fit” Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of one’s job or job experiences. Job satisfaction
- 41. What causes job satisfaction? ❖Jobconditions ❖Working environment ❖Rewards ❖Performance feedback ❖Supervisor support ❖Job autonomy ❖- Core self-evaluations; bottom-line conclusions individuals have about their capabilities, competence, and worth as person
- 42. Potential Consequences of JobSatisfaction • Performance: Satisfied workers are only slightly more likely to perform at a higher level than dissatisfied workers. • Satisfaction is most likely to affect work behaviors when workers are free to vary their behaviors and when a worker’s attitude is relevant to the behavior in question. • Absenteeism: Satisfied workers are only slightly less likely to be absent than dissatisfied workers. • Turnover: Satisfied workers are less likely to leave the organization than dissatisfied workers.
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- 46. ENGAGEMENT The significance of employeeengagement There is a close link between high levels of engagement and positive discretionary behaviour.
- 47. ENGAGEMENT • Engagement strategyEnhance motivation through the work itself, the work environment, leadership and opportunities for growth. • The factors that influence engagement The first factor is the rational aspect, which relates to employees’ understanding of their role, where it fi ts in the wider organization, and how it aligns with business objectives. The second is the emotional aspect, which has to do with how people feel about the organization, whether their work gives them a sense of personal accomplishment and how they relate to their manager. • Engagement and job satisfaction The concept of job satisfaction is closely linked to that of engagement. Job satisfaction refers to the attitudes and feelings people have about their work. Positive and favourable attitudes towards the job lead to engagement and therefore job satisfaction. The level of job satisfaction is affected by intrinsic and extrinsic motivating factors, the quality of supervision, social relationships with the work group and the degree to which individuals succeed or fail in their work
- 48. 1. Brand Reputation Brand Corporateresponsibility 2. Leadership HighPerformanceleadership Senior leadership 3. Performance Career opportunities Learning and development Performancemanagement People management Rewardsand recognition 4. The Work Collaboration Empowerment/autonomy Work tasks Benefits Job security Safety Work environment Work/lifebalance 6. CompanyPractices 5. TheBasics Communication Customer focus Diversity and inclusion Enabling infrastructure Talent and staffing Foundation Differentiators Leadership Performance Brand Company Practices The Work The Basics EngagementDrivers Engagement Outcomes Business Outcomes Say Stay Strive 1. Talent Retention Absenteeism Wellness 2. Operational Productivity Safety 3. Customer Satisfaction NPS Retention 4. Financial Revenue/sales growth Op. income/margin Totalshareholder return Employee Engagement The Work Experience
- 49. The meaning oforganizational commitment Commitment refers to attachment and loyalty. It is associated with the feelings of individuals about their organization. As defi ned by Porter et al (1974), commitment is the relative strength of the individual’s identifi cation with, and involvement in, a particular organization.
- 50. ORGANIZATIONAL COMMITMENT • Developinga commitment strategy Steps to create commitment may include initiatives to increase involvement and ‘ownership’, communication, leadership development, developing a sense of excitement in the job, and developing various HR policy and practice initiatives. • The importance of commitment There have been two schools of thought about what makes commitment important. One, the ‘from control to commitment’ school, was led by Walton (1985a, 1985b); the other, ‘Japanese/excellence’ school, is represented by writers such as Ouchi (1981), Pascale and Athos (1981) and Peters and Waterman (1982).
- 51. ORGANIZATIONAL COMMITMENT Factors affecting commitmentKochan and Dyer (1993) have indicated that the factors affecting the level of commitment are: • Strategic level: supportive business strategies, top management value commitment and an effective voice for HR in strategy making and governance • Functional (human resource policy) level: staffing based on employment stabilization, investment in training and development and contingent compensation that reinforces cooperation, participation and contribution. • Workplace level: selection based on high standards, broad task design and teamwork, employee involvement in problem solving and a climate of cooperation and trust.
- 52. Organisational Commitment Model(Meyer & Allen, 1997)
- 53. Organisational Commitment Model(Meyer & Allen, 1997)
- 54. Benefits of TalentDevelopment Improved Recruitment: Having top talent at all levels of the company is one of the best ways to ensure continued success. The quality of the employees directly correlates to the quality of the business. Improved Understanding of Employees: Through employee assessments management can gain insight into the development needs of their employees including career aspirations, abilities, strengths and weaknesses. This knowledge makes it is easier to determine how to motivate them. Putting the Right Person in the Right Job: Skill or competency mapping allows employers to take stock of skill inventories throughout the company. When an employee’s interests are in alignment with his or her job profile, productivity and job satisfaction increases. Keeping Top Talent: Retaining employees is critical to the management and growth of a company. Companies that fail in keeping high-quality talent risk losing to their competition.
- 55. Learning and Giving forBetter Indonesia