More Related Content
What's hot
What's hot (20)
Viewers also liked
Viewers also liked (13)
Similar to Track 14 talent management in auto2000 3 (revised)
Similar to Track 14 talent management in auto2000 3 (revised) (20)
More from Wahyu Saputro
More from Wahyu Saputro (20)
Recently uploaded
Recently uploaded (8)
Track 14 talent management in auto2000 3 (revised)
- 1. 1 Bidakara Auditorium, Jakarta HR EXPO, December 10, 2009 Talent Management By Tony H. Silalahi PRESENTATION OUTLINE TALENT MANAGEMENT COMPANY PROFILE ASTRA International AI – TSO (Auto 2000) Background & Challenges Astra – Auto 2000 Practices Insights
- 2. 2 AI – TSO (Auto 2000) . Background & Challenges Astra – Auto 2000 Practices Insights PRESENTATION OUTLINE TALENT MANAGEMENT COMPANY PROFILE ASTRA International
- 3. 3
- 4. 4 ASTRA International AI – TSO (Auto 2000) . Background & Challenges Astra – Auto 2000 Practices Insights PRESENTATION OUTLINE TALENT MANAGEMENT COMPANY PROFILE
- 5. 5 Mature organization in saturated industry, face the challenges with changed mind set and never-ending continuous improvement. at glance HISTORY 1970 : PT Astra International Inc. (Motor Vehicle Division) 1975 : PT Astra Motor Sales ( AMS ) 1989 : PT Astra International Tbk - Toyota Sales Operation (brand name: Auto2000) We are in the business of selling cars and providing after sales service WBAWI
- 6. 6 To be The BEST Automotive Dealer in Indonesia enabled by World Class Processes and Customer Service • To provide best services to Customer • To maintain # 1 in Market Share for Toyota • To provide secured and convenient work place for employees • To create positive economic value added (EVA) for Shareholders Strategic Themes: 1. Operation Excellence in Productivity , Cost and After Sales 2. High Growth thru Customer Intimacy 1. Focus on Customer 2. Integrity 3. Respect to Others 4. Strive for Excellence 5. Teamwork MISSION VISION STRATEGY VALUES BUDAYA 2000 Auto 2000 Core Values Core Values Interrelation Business Philosophy CATUR DHARMA “Our Principles” Core Values (Budaya 2000) F I R S T “How We Act” Service Philosophy Ease, Personal, Reliable “How We Serve to Customers”
- 7. 7 AI - SO Toyota Group Auto 2000 Astra International BMW Toyota (Auto 2000) Peugeot New Ratna Dealer Haji Kala Hasrat Abadi TMC DaihatsuIsuzu Agung Auto Mall Honda Motor Toyota GroupAI - SO Group Main Dealership lineHierarchy line PrincipalCorporate Toyota Motor Corporation Principal Established in 1937 #3 of Automotive company in the world 41 Manufacture in 25 countries Marketing network in 160 countries PT. Toyota Astra Motor Agen Tunggal Pemegang Merek (ATPM) Established on 12 April 1971 Assembly, export, import, distributor Now divided into: PT. Toyota-Astra Motor (distributor) PT. Toyota Motor Manufacturing Indonesia (manufacturing) PT. Astra International TSO (Auto 2000) TAM’s Main Dealer Sales & Aftersales Services Established in 1975 under the name Astra Motor Sales (AMS) Sales Operation (SO) TAM ATPM Business Chain Toyota Network Scheme AGUNG AUTOMALL NEW RATNA MOTOR HADJI KALLA HASJRAT ABADI AUTO 2000
- 8. 8 4 Depo Parts 2074 Parts Indirect Representative AUTO2000 67 Branches Dealers 70 Branches AUTO2000 15 Body Repairs Dealers 9 Body Repair Auto 2000 Line of Business Vehicle Service & Parts Body Paint Workshop PARTS & ACCESSORIES VSP + V BP P Ease Information Gateways Official Websitewww.auto2000.co.id www.auto2000.co.id
- 9. 9 Sales Supported by : • Leasing companies • Insurance companies • Used Car Body & Paint Emergency Road Assistant (ERA)Pusat Layanan Dyna Toyota Home ServiceGeneral Repair After Sales Service
- 10. 10 OK atau Gratis Customer Lounge One Stop Service Penjualan Spare Part Our Workshop Program - Integrated database system - Real time Information Balanced Scorecard Web Based Operational Monitoring system Customer Relationship Marketing (CRM) Service reminder, STNK reminder INTEGRATED SYSTEM
- 11. 11 Manpower Composition Vehicles & Parts Logistic (3%) HO (5%) Branches (92%) 30% 10%47% 4% 1% 4% 2% Sales Admin, Security, etc. Car Service Technician Parts CRC BM, SDH, ADH Supervisor Our revenue generator are our Sales & Service People Branch Manpower Composition Auto2000 Manpower Composition
- 12. 12 Branch Head SERVICE/ WORKSHOP Head PARTS Head (Indirect) Customer Relation Coordinator Service Instructor Service Advisor Foreman/PTM Mechanic PDI Parts man Parts Advisor Salesman SALES Supervisor ADMINISTRATION Head PGA Cashier Adm. Service Adm. Unit Adm. Gudang Security Adm. Parts Parts Sales Parts Sales Parts Sales Parts Sales Salesman Salesman Salesman Salesman Salesman SalesmanV S P A Branch Structure MARKET LEADER
- 13. 13 ASTRA International AI – TSO (Auto 2000) Astra – Auto 2000 Practices Insights PRESENTATION OUTLINE TALENT MANAGEMENT COMPANY PROFILE Background & Challenges Challenges Scarcity of Talent - Difficult to find the right people Surplus of Applicants - Mostly not meet the req.vs vs HCD focus on Quality & Cost of Hire - Sometime sacrifice the speed of fulfillment Business Needs: - First move to market - Avoid loss opportunity vs In time of crisis: - We have a lot of time but very limited fund for talent development In time of growth: - We have a lot of fund but very limited time for talent development Business have to grow and win the competition, therefore HC manager have to be creative and cooperative on identifying, developing, & retain talent.
- 14. 14 The New Way of Managing Talent The Old Way The New Way • HR is Responsible for People Management • All Managers, starting with The CEO, are Accountable for Strengthening Their Talent Pool •We Provide Good Pay & Benefits •We Shape Our Company, Our Jobs, even Our Strategy to Appeal The Talented People. •Recruiting is like Purchasing •We Think Development Happens in Training Programs •Recruiting is like Marketing •We Fuel Development Primarily Through Stretch Jobs, Coaching & Mentoring •We Treat Everyone The Same and like to Think that Everyone is equally Capable •We Affirm all Our Employee, but Invest Differentially in Our A, B, C and D Players Source : The War for Talent, McKinsey, 1997. ASTRA International AI – TSO (Auto 2000) Background & Challenges Astra – Auto 2000 Practices Insights PRESENTATION OUTLINE TALENT MANAGEMENT COMPANY PROFILE
- 15. 15 Talent Management in Astra (at a glance) Role on Managing Talent 7 6 5 4 2-3 Director Senior GM GM Senior Manager Manager Supervisor/ Analyst Technician, Admin., Sales force, CRC Managed by Astra Head Office Managed by Astra Head Office & Affiliated Company/ Business Unit Managed by Affiliated Company/ Business Unit (HO) Managed by Branch & Functional Dept. Level (not position)
- 16. 16 Why Talent Management Winning Concept Winning Concept Winning Team Winning System Organization Effectiveness 3 W Concept The Purpose of Talent Management Needs Talent Management
- 17. 17 Criteria of “Talent” in Astra • Have a set of competencies (Based on Astra Competency Model) • Performs well (Based on performance evaluation result) • Shares Astra Values (Based on Catur Dharma) Astra Talent Management Strategy
- 18. 18 1. People Management 2. Business Horizon 3. Process Excellence Astra Basic Management Program Development Areas: Astra Development Center Astra Middle Management Program Astra First-line Management Program Astra General Management Program 1 week in-class 3 months self-improvement review 1 week in-class 4 months project 2 weeks in-class 4 months project 2 weeks in-class 6 months project 3 days in-class Follow-up Program Structured Leadership Development Programs Astra Values + People’s job enhancement, enrichment and enlargement to create leadership readiness Assignments Training Rotation Across more than 132 companies Leadership and functional competence trainings Improvement projects and assignments Rotation as Part of Development
- 19. 19 Performance Cycle Jun Dec Jan Individual Performance Plan Performance Appraisal • Final Review • Feedback / Result Communication (Reward and Punishment) Coaching & Counseling Performance Review • Achievement / Progress Review (January – June) Talent Management in AUTO2000
- 20. 20 Talent Acquisition Talent Development Talent Retention Talent Review • Manpower Planning Fit to biz. need Effective & Efficient org. • Recruitment Lecture, Workshop Campus Hiring, Internship • Assessment Identify potential employees • Learning & Dev. IDP Self Dev: Book review, etc. • Career Dev: Rotation & Assignment Fast track: MT & MDP • Leadership Dev: Structured Trng. program C & C, Mentoring • Employee Relation: Birthday Card, Dinner w/ CEO • Industrial Relation • Performance Mgt: IPP Challenging & measurable target • Reward Management Attractive, competitive, motivated Appreciation & Recognition • People & Performance Review • Talent Pool Human Asset Value Mapping as a Tool for Internal Identification Minor Improvement Effective Highly Effective COMPETENCY PERFORMANCE Meet target FarAbove Target Above Target 1 2 3 4 59 6 7 8 STAR ACTIVE LEARNER / RAW DIAMOND POTENTIAL CANDIDATE FUTURE STAR TOP PERFORMER FUTURE STAR STRONG PERFORMER CAREER PERSON CADET Talent Management Framework HRGA & ESRS Division 20 days Finance & Adm Division 12 days After Sales Division 17 days Marketing Division 27 days - Project Development - Building Maintenance - ESR : Safety, House Keeping, Penanganan Limbah, Social Responsibilty GA & ESRHRD - Interviewing Skill - MPP, Career & Performance Mgt - Remuneration Mgt - COMBEN Regulation - Kary KKWT/ outsorcing - Case Handling - Coaching & Counseling - Training Matrix, KM Facility Program & Layanan Express Maintenance ; THS ; Body Repair ( TPS line); Dyna Centre System & Method (TSM Kodawari, Visual Control, Kaizen, Prosedur Claim) SERVICE PARTS • System & Method (Parts & Accessories Management) • Facility ( EPC, T-POS) • Program & Layanan (Kanban system) - Laporan Rugi Laba - Neraca - Leasing Process - Cash Flow - Ratio Analysis - Proses Budgeting & Master Budget BUDGETFA •SOP Keuangan & SOP Legal • Proses Tender • KUP (Ketentuan Umum Perpajakan) • PPN & PPN BM • PPh - RSSP ; Distribution - Activity (prospecting, dll) - Support operation - Market & market share - Forecast - Market Intelligence VEHICLE MKT PLAN CS LOGISTIK - Operational Improvement - Manpower Development ( functional based) - Complaint Handling - CS Survey - CRM - Operational Improvement - Distribusi scr sistem & fisik - DIO - Visit PDC Talent Development Structured Training Program - MDP - KACAB G E N B A G E N B A SECURITY Tugas & Fungsi Security, Diskusi Kasus G E N B A G E N B A
- 21. 21 Talent Development Structured Training Program – Leadership & Functional ASTRA VISION Level VII VI V IV Entry LevelTeam Contributor Manager Business Leader Biz Transformation Leader Team Leader Leadership Competence Development & Culture Astra Executive Programs / ADC Astra General Mgt. Program Astra Middle Mgt. Program Astra First Line Mgt. Program Astra Basic Mgt. Program System & Biz Development AMS OTHERS Managerial Business & System Development Programs Process / Operational Development Programs: AMS, PIC PDCA Functional Competence Development Sales & Mkt Parts & Service Fin. HR Functional Manager Development Programs: BMDP, SHDP, PHDP, AHDP, HRMDP DOM I – III SAM I - III SEMINARS: • Industry & Business up date • Strategic Functional & System Management •Etc Core Program ADC Follow up Programs Logi stic. New Apprentice Orientation Talent Development Structured Training Program – C & C Handling Difficult Person Type SENIOR Handling Difficult Person : Type BOSSY
- 22. 22 Talent Development Structured Training Program – Mentoring through Annual Plan Presentation Talent Retention Building Employee Relation – Dinner with CEO Congratulation ! You’re invited to have DINNER with our Chief Executive Officer, Mr. Prodjo Sunaryanto Monday, 16 November 2009 07.00 – 09.00 pm Ming Restaurant, Kelapa Gading It’s precious time to discuss & share anything with CEO (your life, your aspiration, etc) Enjoy it …
- 23. 23 Talent Retention Appreciation & Recognition – Celebrate the success Talent Retention Appreciation & Recognition – Overseas Trip
- 24. 24 ASTRA International AI – TSO (Auto 2000) Background & Challenges Astra – Auto 2000 Practices PRESENTATION OUTLINE TALENT MANAGEMENT COMPANY PROFILE Insights • I believe that a company’s competitive advantage is its ability to raise the Intellectual Capital of the organization every single day. [Jack Welch] • Talent Management must be comprehensive, continuous process, and involve all stakeholders: Top Management, Line Managers, HC managers, as well as Talent himself. • Develop talent is like growing ‘tree’, sometimes ‘the tree’ faces a good climate, sometimes not. That is why it’s needed a farmer to nurture and ensure the tree growing fruitfully.
- 25. 25 Thank You