This document discusses the talent management system implemented by PT Telkom, the largest telecommunications company in Indonesia. It outlines PT Telkom's transformation of its human capital/talent management over time from 2001 to the present. Key aspects of PT Telkom's current talent management system include identifying critical positions, selecting and classifying talent based on performance and potential, developing talent through training and assignments, managing talent placement through a match-up process, and retaining talent through rewards and recognition. The talent management system aims to align talent development with business strategy and differentiate treatment of talent based on classification.

1. The world in your hand
Dipaparkan oleh
Adi Mardianto Soekirno, S.Psi, MBA, CA, CBA, CHRP
(hanya untuk bahan belajar)
Benchmark Company
“ Talent Management ”

2. The world in your hand
PT Telkom HRM Transformation
2
2001
2004
2006
2011
2014
Early
Implementation of
CBHRM (Grading
System à Banding
System)
Implementation of
SKU - SKI
Advanced &
Integrated HCM
Telkom Group
HCM Telkom Group
(KBTG)
New Culture (5C)
Talent Management
Leadership System
New PMS
Integrated on-line
HRIS (FIESTO,
SKI,
Competencies
Assessment etc)
Improved PMS
(alignment NKU –
NKI, deviation
constanta)
Professional
Contract for non
permanent
employee
Job Profile
CBHRM fully
implemented
(Recruit,
Remuneration,
Competencies
Development etc)
Corporate Culture
(TTW 135) and
fully Banding
System by Class
Info Comm
Company
End of
Monopoly Era
PMVIS
Business
Portfolio
TIME Business
Portfolio
Telco 2.0
Softswitch
NGN
Implementation
HRM
Transformation
Business
Evolution

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People
Mgt
HC
Management
Talent
HR
Management
Competency
Personnel
Management
Admin
Focus :
• PM : Administration
• HRM : Competency
• HCM : Talent
Integrated
Paradigm
Shifting
HC
Management
(Creating Value)
Talent (2000an)
HR
Management
(Adding Value)
Competency (1980an)
Personnel
Management
(Value For Money)
Admin (1970an)
People Management Shifting Paradigm

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Five Imperative That Represent a Fundamentally
New Way of Managing Talent
The OLD Way The NEW Way
HR is Responsible for People
Management
We Provide Good Pay & Benefits
Recruiting is like Purchasing
We Think Development Happens
in Training Programs
We Treat Everyone The Same and
like to Think that Everyone is
equally Capable
All Managers, starting with The
CEO, are Accountable for
Strengtening Their Talent Pool
We Shape Our Company, Our Jobs,
even Our Strategy to Appeal The
Talented People.
Recruiting is like Marketing
We Fuel Development Primarily
Through Strech Jobs, Coaching &
Mentoring
We Affirm all Our Employee, but
Invest Differentially in Our A, B, C
and D Players.
Source : The War for Talent, McKinsey, 1997.

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Telkom Talent Management
Group Talent
Prioritization
Group Talent
Development
Group
Talent
Placement
Group Career Road
Map
•Leadership Training
•Mentoring
•Development – Opportunity Program
Proses di masing Perusahaan
(Telkom & Subsidiary) Proses di Group
Talent Need
Identification
Talent
Selection
Talent
Developme
nt
Talent
Retention
2 Basic Principles :
Keselarasan dengan Sasaran Organisasi (alignment with organization
strategy)
Memberikan perlakukan tertentu terhadap klasifikasi talent tertentu
(Differentiating People)

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Telkom Talent Management Alignment Model
Talent
Management
§Alignment
§Measure &
§Differentiat
e
High
Engagement
High
Performance
HR System
Other
HR Sub
System
•Biz Portofolio
•Key Position
•Performance
•Potential
•Assignment
•Mentoring
•Leadership Dev
•Personal Growth
•Reward
Talent
Mgt
PMS
Reward
System
Business
Strategy
Human
Capital
Strategy
Talent
Results
Business
Results

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7
Talent Need Identification
Description
• Process aimed to identify the critical position / key position (‘A type’ position) within
organization based on business strategy defined by organization master plan
Requirement
• HR Strategy derived from Corporate Strategic Planning (Corporate Strategic Scenario &
Corporate Annual Message)
• Job Profile consisted of Mission Statement, Main Responsibility, Job Requirement & Job
Performance Standard
Variabel
• Contribution to Organization Mission
• Skill Specialization
• Unique Working Location
• Employee Turn Over Ratio
• Essential in Nature
• Critical Functions

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Proses Talent Need Identification
Top Rank Positions
, i.e Top 10 % or
Top 15%
Business Strategy HR Strategy
Identify Key /
Critical Position *)
Prioritizing Key /
Critical Position

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9
Talent Selection
Descripti
on
• Process in selecting the best candidate for critical / key position based
on 2 criteria (Performance & Potential /Competencies), into certain
talent classifications
Requiremen
t
• Performance Management System
• Employee Potential Measurement Tool
Classificati
on
• 9 talent classification

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10
Proses Talent Selection
Individual Performance
Review Process
Individual Potential
Review Process
Individu
Performance Plan
Individu
Performance
Result
Individu Potential
Assesment
Talent Classification /
Segmentation Process
List of Talent
List of Top Talent
(i.e Top 5%)
Performance &
Potential level
∑
Employee
5%
15%
HIPO
Performance level
Potential
level
Process conducted by Talent
Management Committee that
consist of :
1. Head of Department as
facilitator, for example : VP
Marketing
2. Group of Immediate
Supervisor within unit, for
example : all manager in
Marketing Department
Done by
Line Manager
Done by
Line Manager +
HR Cascading
Process
Development
based on
Talent’s
strength
PMS

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Talent Development
Description
• Process aimed to develop & to increase talent capability, hence maximize talent
contribution to organization performance
• Talent Development Process equipped with Match-Up Process and Talent Risk
Mitigation process
Programs
• Leadership / Talent Development Training Program
• Mentoring / Coaching Program
• Career Movement / Assignment Program
Process
Leadership Devlp
Program
Mentoring / Coaching
Program
Career Movement
/ Assignment Program
List of talents to
be developed
Talent Development
Program
Match Up
Process
Talent Risk
Mitigation
Assignment
Mentoring
Training

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Proses Talent Match Up & Talent Risk
Mitigation
Talent
Data
base
Critical
Position
Data
base
q Competencies
record
q Experience
q Other
information
q Career Path
q Competency
Requirement
q Experience
Requirement
q Other
requirement
Match Up
Process
Management
Decision
(Line Manager
+
HR Depart)
Talent Risk
Mitigation Report
Talent Risk
Mitigation Process
(by HR)
Variabel Risk
Mitigation
1. Likelihoood
2. Impact
Placement
Decision
Development
Program

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Talent Risk Mitigation Report
Description
• Process aimed to identify the risk of talent placement decision
and to formulate development program to minimize the risk into a
certain level
Variables
• Likelihood : time frame the decision of placement should occur
• Impact : Combination of competency gap resulted from match-up
process and the level of position that being mitigated
Process

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Talent Retention
Description
• Process in which providing talent with certain reward & recognition
that aimed to make talent stay & contribute in organization within a
periodic of time
Requirement
• Determining Expected Performance / Contribution Level
• Reward System / Remuneration Policy to support Talent Retention
Program
Process

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Telkom Group Executive Development
Program
Description
• Leader Development Program in Telkom Group through
Assignment, Mentoring & Training that aimed to create leaders
in BOD s.d BOD -2 positions that can significantly generate high
performance for the organization
Element
• Telkom Group Career Road Map
• Telkom Group Leadership System (Development)
• Policy in employee transfer within Group
Proses Talent
Selection
Group Talent
Prioritization
Group Talent
Development
Group Talent
Placement
Group Career
Road Map
•Leadership Training
•Mentoring
•Development – Opportunity
Program
Process in each
organization Process within Group

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Group Career Road Map (Example)
Firm I
Firm A
Firm L
Firm B
Firm C
Firm J
Firm K
Firm G
Firm H
Firm D
Firm E
Firm F
Decline Slow Grow Grow Incubation
Very High
High
Low
Very Low
Revenue
Contribution
I III
II IV
Stage of Business
16
Career Road Map on
level determine by the
size of Revenue
Contribution of the Firm &
Stage of the Business of
each firm.
Priority of Employee
Career Movement is
1 : within cluster (I,
II, III, or IV)
2 : across cluster (I
to II, I to III etc)

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Model of Career Road Map in Telkom Group (Example)
Quadrant
I
Quadrant
II
Quadrant
III
BOD
BOD -1
BOD -2
BOD
BOD -1
BOD -2
BOD
BOD -1
BOD -2
Variabels :
1. Stream ( for BOD-1
s.d BOD-2), i.e : HR,
Sales, IT etc
2. Remuneration Level

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TALENT
TALENT
Accel.
Talent
Band
VI-VII
Band
IV-V
Band III
Band II
Band I
Career Path
Talent Pools
C
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Acceleration Talent Development :
• Role Model Program
• Inhouse Cross Leadership Program
Talent Development :
• Advanced SUSPIM 135 A
• Advanced SUSPIM 135 B
• Commander Training
• Job Assignment
• Internship
Talent Development for
Lower Management
Leadership Development :
• SUSPIM 135 – A
• SUSPIM 135 – B
• Leader’s Forum
• Fire Briefing
• Leader’s Develop Leader’s
• Leadership Training DN &LN (Regular)
Functional Strategic Development
By Stream
Skill Based Training
By Stream
Branch Management
Training
Education :
-S2
-S3
Fresh
Graduate
Induction
Training
Talent Management as the Core of Telkom
Human Capital Development Model

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