The document discusses talent management and the challenges leaders face in a volatile, uncertain, complex, and ambiguous (VUCA) world. It emphasizes the importance of aligning talent strategy with business strategy, identifying high-potential employees, and addressing the shortcomings in traditional selection methods. Furthermore, it highlights that many high performers are misidentified and that effective talent development requires focusing on organizational systems rather than solely on individual capabilities.

1. MANAGE YOUR CURRENT
AND FUTURE TALENTS
Jakarta, 20September 2016

2. About me:
§ Vice President Human CapitalManagement, PT.Perusahaan Gas Negara (Persero) Tbk.
§ Secretary General, The IndonesianSociety of Human Resources (PMSM)
§ Recruitment & Talent Coordinator,ForumHuman CapitalIndonesia (FHCI)
§ Tim VerifikasiStandar Kompetensi Kerja NasionalIndonesia (SKKNI) SDM
§ Tim Evaluasi Lembaga Assessment - Uji Kelayakan dan Kepatutan (UKK) Calon Direksi
BUMN
§ Business MentorKadoqu.com
Wingantariksa @Flywithwing
Wing Antariksa
§ HR Practitionerandpassionate about developingtalent, designinghighperformance
organization,and makingthe betterfutureof Indonesia
§ Career goalis tobe a leader whocan utilize thecapability tothe fullest andadd value to
the organization,community,and country
HI,I’m

3. We live in VUCA world
How leaders can navigate it?
Executives have taken to
using the militaryacronym
VUCA to describe the world
inwhich they operate and
to ask that question: In a
VUCA world, what’s the
pointof strategy?
V ola t ilit y U n c e r t a in t y C omp le x it y A mb ig u it y
It’s a good time to build a LEADERS:
when the going is good, bad leadership often goes undetected, during turbulence
and crisis… we can quickly reflectand relate the answers

4. QUIZ:
…DO YOU KNOW ?
01
02 Is High Potential equal to High Performer?
03 What are the effective tools to identify Talent?
What is TalentManagement?

5. Terminology and definition of TALENT
TALENT MANAGEMENT HIGH PERFORMER HIGH POTENTIAL
A mission criticalprocessthat
ensuresorganizationshave the
quantity andquality of people in
place to meet their currentand
futurebusinesspriorities.
© DevelopmentDimensionsInternational
An employee who successfully
achievedefined performance target,
based on evaluation over the past
three months to a year.
An employee who is assessedas
havingthe ability, organizational
commitment, and motivation to rise
to and succeedin more senior
positions in the organization.
© Center for Creative Leadership.

6. ONLY 15% of today’s high performers
are high potential talent

7. A thorough talent management program
is not just about
spotting 'star performers' in the organization
and designinga high-flying leadership
training program

8. Critical elements to create EFFECTIVE TALENT
MANAGEMENT to beat the competition
ALIGN WITH BUSINESS
STRATEGY
Clarify your business
strategy, thenalign that
withyour talent strategy
1
GET LEADERSHIP
COMMITMENT
The most successful
initiativesare driven by HR
withactive and enthusiastic
support
fromthe CEO and other
senior leaders
2
KNOW WHAT
YOU’RE LOOKING FOR
Utilize thepower of
competencies and
beyond…personal
attributes,knowledge,
and experience
3

9. Defining FUTURE
LEADERS
“If you don’tknowwhat you’re
lookingfor,you’ll neverknow
when you findit”

10. SUCCESS PROFILESSM beyond competencies
© Development DimensionsInternational, Inc.

11. THE BEST WAY TO
PREDICT THE FUTURE
IS TO CREATE IT
Peter Drucker

12. QUESTIONS:
01
02 How are high potentials treated differently thanother
employees in your organization?
03
Have you been formally identified as a high-potential
employee?
Doesyour organizationhave a formalprocess for identifying
high-potential employees?

13. 1.0
0.9
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0.1
0
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ACCURACY of some
methods of selection
Stephen Taylor (1998) Employee Resourcing , Institute of Personnel and Development
Perfect Prediction
Assessment Centres
Work SampleTests
AbilityTests
Personality Tests
Bio –data
Structure Interviews
Traditional Interview
References
Graphology, Astrology, Chance Prediction
‘The classic trio’ refers tothetraditionalset of activitiesused
by organisationstoselect new recruits:
• applicationform (used by over 80% of employers)
• interview (used almost universally)
• reference-checking(used by over 75% of employers).
Althoughextremely popular in practice, these techniques
have been heavily criticised by occupationalpsychologists
onthe groundsof validity – howaccurately theypredict job
performance.

14. 1. ACCURACY: the ability of your selection process to
validlypredict applicants’ job performance
2. EQUITY: the assurance that yourselection system
givesevery qualified applicant a fair and equal chance
to be selected
3. BUY-IN: the extent to which the people involvedin
the selection process perceive its worth
The most effective selection systems share three goals:

15. Diagnosing
DEVELOPMENT
NEEDS
“It is a poordoctorwho starts
treatmentbeforeknowingwhat the
problemis”

16. some INFORMATION
• 55% of identified high-potentials dropping out of programs
within five years,and 46% of leaders failingto meet business
objectives after movinginto a new role.
• One rootcause for this failureisin misidentifying who the
high-performers are, with only 15%of identified high-
performers likelyto actually be high-potential.
• Another rootcause isfailing to develop high-performers
effectively, with many formal programsnot developing the
skillsthe business actually needs.

17. Why LEADERSHIP
TRAINING FAILS?
THROWING OUT FLAWED ASSUMPTIONS ABOUT CAPABILITYDEVELOPMENT
The usual logic:
Problems of organizationalbehavior and
performance stem from the deficiencies
of individuals.
More effective:
Problems of organizationalbehavior and
performance stem from a poorly designed
and ineffectively managed system.
Improvingemployees’ knowledge,skills,
and attitudes will strengthenorganizational
effectivenessand performance.
Changingthatsystemto both support
and demand newbehaviors will enable
learning andimprove effectivenessand
performance.
So… So…
The target for changeand development
is the individual.
The primary targetfor changeand
development is the organization—followed
by trainingfor individuals.

18. • If employees arenot formally
recognized by the organization as a
high potential, they may be less
likely to see themselves as a
future leader in the
organization
• Informal recognition alone
may not be enough to
convince employees that they are
part of the organization’s long-term
plan

19. LET’S WATCH

20. T H E E N D