“Most companies still earn profits per employee at close to the same low levels earned in the 20th century because they have not become very adept at mobilizing the mind power of their workforces. As a comparison, the average top-30 company increased profits per employee 70 percent The target should be to improve profits per employee by 30 to 60 percent or more. “ “The opportunities to improve the performance of workers just from increased efficiency alone are huge: Surveys show that a majority of workers in thinking-intensive jobs in large companies feel they waste from half a day to two days out of every workweek... The opportunities to improve the effectiveness of such workers are even larger. The opportunities to mobilize the latent intangible assets (that is, knowledge, skills, relationships and reputations) of a company’s workforce are vast.”

1. Integrating
Talent
Management
Practices
Seta Ariawuri Wicaksana
Founder and CEO
www.humanikaconsulting.com

2. Seta A. Wicaksana
0811 19 53 43
wicaksana@humanikaconsulting.com
• Business Psychologist
• Pendiri dan Direktur Humanika Consulting dan hipotest.com
• Dosen Tetap dan Peneliti di Fakultas Psikologi Universitas Pancasila
• Pembina Yayasan Humanika Edukasi Indonesia
• Penulis Buku: Sobat Way (2016), Industri dan Organisasi: Pendekatan Integratif dalam
menghadapi Perubahan (2020), Human Faktor Engineering: Integratif Desain Manusia
dan Lingkungan Kerja (2021), Psikologi Industri dan Organisasi (2021), Psikologi Umum
(2021), Manajemen Pengembangan Talenta (2021), PIODiagnostik: Pengukuran Psikologi
di Lingkungan Kerja (2021), Transformasi Digital: Perspektif Organisasi, Talenta dan
Budaya Organisasi (2021), Psikologi Pelayanan (2021) dan Psikologi Konsumen (2021).
• Dosen Tidak Tetap di: Program Pasca Sarjana Ekonomi di Univ. Pancasila, STP TRISAKTI,
Fakultas Psikologi Universitas Mercu Buana, STIKOM IMA
• Certified of Assessor Talent Management
• Certified of Human Resources Management (Reward Management)
• Certified of Human Resources as a Business Partner
• Certified of Risk Professional
• Certified of HR Audit
• Ilmu Ekonomi dan Manajemen (MSDM) S3 Universitas Pancasila
• Fakultas Psikologi S1 dan S2 Universitas Indonesia
• Sekolah ikatan dinas Akademi Sandi Negara

3. “I think one of the things I
learned over the past couple of
years was that you have to trust
your talent to do the work
because they know it better than
you. . . . So you give them the
vision, you give them the
direction, and you give them the
North Star.”
- McKinsey & Company
3

4. Better Talent Management Can
Have A Significant Impact On
Profit Per Employee
4
• “Most companies still earn profits per employee at close to the
same low levels earned in the 20th century because they have not
become very adept at mobilizing the mind power of their
workforces.
• As a comparison, the average top-30 company increased profits
per employee 70 percent
• The target should be to improve profits per employee by 30 to 60
percent or more. “
• “The opportunities to improve the performance of workers just
from increased efficiency alone are huge: Surveys show that a
majority of workers in thinking-intensive jobs in large companies
feel they waste from half a day to two days out of every
workweek...
• The opportunities to improve the effectiveness of such workers are
even larger. The opportunities to mobilize the latent intangible
assets (that is, knowledge, skills, relationships and reputations) of a
company’s workforce are vast.”

5. Data Insight
• The research data are clear: there is a direct relationship
between talent practices and improved financial performance.
• The actual chain of relationships is that effective talent
practices lead to stronger productivity that, in turn, results in
better financial performance of the organization
• It is important to state that this is a relationship—a
correlation—and does not prove conclusively that strong talent
practices cause (by themselves) better financial performance.
• It is more correct to say that because of all the corroborating
correlational studies, talent practices appear to be one factor
that relates to stronger financial performance.
• It is also a factor that can be improved and enhanced over time,
whereas other contributors to financial success (such as the cost
of raw materials or the market success of a product) may not be
so malleable.
5

6. Best Practice Institute (BPI)
Identified 8 Critical Success
Factors That Organizations
are Leveraging to Integrate
Talent Management
• Let the Business Drive the Need
• Integrate with Culture
• Gain Executive Sponsorship
• Involve the Line and IT
• The Team is Critical
• Focus, Process and Project
Management are Required
• Develop Common Language
• Train, Maintain, Sustain and Show
Value
6

7. Factors that
Lead to
Integrating
Talent
Management
Strategies
0 5 10 15 20
Labor Cost Efficiency
Globalization Effects of Downturn Economy
Cultural Tranformation
Alignment of Employee and Organization Goals
Turnover Rates
Need for improved Productivity
CEO/Top Executive Succession
Expected Growth
Alignment with Business Strategy
Improved utilization of resources

8. Talent Management has its Roots in OD
8
Industrial
Revolution-Plans
for Leadership
Change in order to
protect business
Henri Fayol,
French pioneer in
management
history,
documented
universal need for
succession
planning in 1917
1914-1918 First
Test Used for
Selection in WWI
1920-1930’s Tests
and Job
Simulations to
measure
“Leadership”
1940's - British
War Office
Selection Boards -
Interviews, tests,
simulations
1945 - First non-
military use of
assessments -
British Civil Service
Assessment
1956-1980’s AT&T
Management
Study: Interviews,
Business games,
personal history
1959 Peter Drucker
introduces term and
concept of
“Knowledge Worker”
1970 Ed Shein;s
work in
Organizational
Effectiveness
1973 David
McClelland’s
Testing for
Competence
1997 “The War for
Talent” first used
by Steven Hankin of
Mckinsey
1998 Term “Talent
Management” first
used by David
Watkins at
Softscape
2009 Best
Practices in
Talent
Management
with Lou
Carter,
Marshall
Goldsmith &
BPI
“The requirements for leadership are continually evolving, making it imperative that practices
in talent management evolve to meet the changing needs of leadership.”- Heidrick & Struggles

9. Especially Now…….
• Talent management is even more critical in an uncertain
economy—the luxury of missteps is gone—every talent
decision must be correct.
• The stakes are even higher when talent cannot be “bought”
and outside flexibility is reduced. Must look at the skills and
competencies needed to get the work done
• More emphasis on increasing productivity through engaging,
developing, deploying, recognizing and retaining the
employees that we have—greater capacity to execute strategy
• Doing “more with less” is the new standard
• Cross-training and accelerated development become major
initiatives
• There is a big cultural component to these changes

10. Integrated Talent Management (Wicaksana, 2021)
Organizing:
Culture and
Climate
Behavior:
People/Talent
Accelerate:
Resources
Accelerate:
Operational
Organizing:
structure
Challenges & Opportunity
Strategy:
Business Model & Strategy Organization
Governance – Risk - Compliance

11. 11
Integrated Talent Management is the Process of Bringing People, Processes, and
Operations Together Facing Business Challenges (Wicaksana, 2021)

12. Talent Management (Wicaksana, 2022)
12
• Job Analysis
• Acquisition
• Selecting
• Onboarding
• Training and
Development
• Career Management
• Leadership
Development
Program
• Program Evaluation
• Job design
• Employee Engagement
• Team Effectiveness
• Change Management
• Performance
Management
• Reward Management
• Workforce Planning
• Succession Plan
Workforce
Performance
Management
Organizational
Effectiveness
Workforce
Staffing
Workforce
Development

13. Talent Management Aligned with Strategy
13
Workforce
Performance
Management
Organizational
Effectiveness
Workforce
Staffing
Workforce
Development
Business
Strategy
Talent
Strategy
Top Talent
Business
Result
Talent Architecture

14. Organizational Effectiveness
Workforce Staffing
Workforce Development
Workforce
Management
Strategy: Mission, Vision and
Business Model
Structure
Culture
People
Resources
Operational
VUCA DIGITAL AGILE DATA SCA
INNOVATI
ON
HAPPINE
SS
ENGAGE
MENT
Challenges Opportunity
Strategic
Talent
Management
HIGH
PO
Job Analysis
Acquisition
Selection
Onboarding
T & D
Career Mgt
Leadership Dev. Prog
Succession Plan
Job Design
Emp. Engagement
Team Effectiveness
Change Mgt
Performance Mgt
Reward Mgt.
Workforce Planning
Prog Evaluation
Role of Future
Leader Strategic
Partner
Change
Agent
Administrati
ve Expert
Employee
Champion
Strategic Focus
Process
People
Operational Focus
Integrated Talent
Management Program for
Future Leader
(Wicaksana, 2022)
1. Leader Mindset Management
2. Self Management
3. Team Management
4. Team Member/Individual Management
5. Business Management
*Harvard Business Review, 2017

15. Top Areas Organizations
Identified to be
Integrated in Talent
Management
• Career & Competency
Management
• Talent Development Management
• Performance Management
• Analytics & Reporting
• Succession Planning
• Goal Management
• Talent Acquisition/Recruiting
Management
• Learning System Management

16. High Potential Talent Management Framework for Future Leader
Role of Future
Leader:
Strategic
Partner and
Change Agent
Workforce
Development
Workforce
Performance
T & D Career Mgt Leadership Dev. Prog Prog Evaluation
Performance Mgt
Compensation
Workforce Planning
Succession Planning
Performance
Standard
Performance
Appraisal
360 Feedback
Fairness and
Attractive
Accuracy and
Availability
Accuracy and
Speed
Up-Skilling
Re-killing
Dual Career
Rotation
Promotion
Fast Track
Basic
Intermediate
Advance
Assignment/ Talent
Journey
Continual
Improvement
Excellence Talent Experiences for Happiness, Innovation and Engagement
(Wicaksana, 2022)
1. Leader Mindset
Management
2. Self Management
3. Team Management
4. Team Member/
Individual
Management
5. Business
Management
*Harvard Business
Review, 2017
Culture

17. Jim Collins’ Book about
Organizations in Turbulence
(2009)
HCS
Certification
Course,
V.2.1,
2009
• The times from 1952 – 2000 are an aberration, not the norm
– Stability and prosperity co-existed for 50 years
– The Egyptian empire was perhaps similar
– The new norm is an unsettled world…so get used to it
• Three Critical Factors
– Have your moorings. Values and purpose are more vital than
ever
– It is about the talent to get you through. When climbing a
mountain, a plan is nice but its all about the people with you
– Zoom out. Attend to micro issues but have a broader lens so
that the future is not compromised

18. The Impetus for Talent
Management in The
Public Sector
• President’s Management Agenda: Human Capital
Initiatives
• Hiring 200,000 more people to bring capability inside
• Best Places to Work lists in the government
• Chief Performance Officer
• New administration priorities: transparency and
accountability
• The big issue is having the skills and competencies to
deliver on the mission—it is not just technical but also
social, cultural and emotional intelligence competencies
•
•

19. Southwest Airlines Success
Clear, consistent strategy
Operational factors No hubs, one airplane, Love field
Good decisions 70% of fuel is hedged at $51 per barrel
Talent strategy
Modern organizations require leaders
at all levels
HCS Certification Course, V.2.1, 2009
“You have to treat your employees like customers. When you treat
them right, they will treat your outside customer right. This has been
a powerful competitive weapon for us.”
—Herb Kelleher

20. The New Metaphors
• Jim Collins in “Good to Great”
• The old adage “people are your most
important assets” turns out to be wrong.
People are not your most important asset,
the right people are.”
• The metaphor of The Bus: the wrong
people off the bus, and then put the right
people in the right seats. This is a succinct
way to describe an important outcome of
talent management practices.
• PepsiCo 5Rs: we want the right people
with the right skills doing the right job at
the right time for the right cost.

21. The McDonald’s Story
• The McDonald’s story is a very interesting one. It is about a
great brand that lost its way as tastes change and the market
evolves. Its own success was a big impediment initially. The
company was also devastated by two CEOs having to leave
office within six months for health reasons. But the seeds for
its rebirth were planted and the right leader was elevated. The
company has regained its mojo and its financial success.
• It now sells apple slices, varied salads, more chicken than
hamburgers and its McCafe is targeting Starbucks for the new
“third place” for gatherings after home and work. The
transformation has been incredible.
• Jim Skinner has attributed this success to two factors: getting
the right people in the right places; and a strong succession
program for the future.
21

22. The Result...Talent Management is Now Strategic
Top-down urgency in both
sectors
Confluence of research and
best practices to support
Can’t succeed in the
marketplace without first
succeeding in the workplace
The economy values
innovation, agility,
collaboration across borders,
rapid response to change and
differentiated strategy
Greater visibility and
accountability than ever
before, especially with new
stakeholders
Examples of new companies
and organizations that are
born “human-capital centric”
from the very start
The flood of younger
employees with different
expectations
HCS Certification Course, V.2.1, 2009

23. Five Themes to
Consider with Talent
Management Principles
• Organisation success
• Redefining performance
management
• Getting the right fit
• Inspiring growth through
experiences
• Talent enablement
23

24. Organisation success
• Capitalising on competencies limits the agility of both
organisations & talents.
• A business cannot translate its values and capabilities
through a nine or ten competency framework.
• And people are hardly developed through a limited
approach like this.
• Since a talent strategy is a business strategy that starts and
ends with the organisation, talent principles should be
basically articulated around what and in which ways
talent practices contribute toward achieving the
organisation’s business drivers and foster its capabilities.
• Hence, a shift towards ‘business context themes’ is a
must, through which the organisation can redefine the key
skills that are aligned to the organisational capabilities
and business drivers, and flexibly enhance the
organisation’s competitive performance.
24

25. Redefining performance
management
• In a traditional performance management model, talent is hired to
perform predefined jobs as per a job description with a list of skills
attached.
• Organisations regularly face the dilemma that people individually
could achieve their performance objectives, while their business
units could not.
• A team performance approach is the new shift. Staff will be asked to
work together more actively to track progress against and improve
both project-specific performance and team dynamics.
• A shift towards setting group or team performance objectives instead
of individual ones can steer employees toward projects that are
mission-critical for the company.
• Talents not only learn new skills along the way, but they also use
capabilities at work that they already possess but that fall outside of
their job description.
25

26. Getting the right fit
• Different organisations have unique capability needs,
cultures and strategies.
• If a potential model claims to predict success equally
well in any situation, it’s saying that having leaders
whose capabilities, backgrounds and interests align
with an organisation’s needs doesn’t matter.
• But, the science around person-organisation fit says
that it does in fact matter, and since there are no proven
unique factors of high potential beyond intelligence
and personality, fit may well be the largest
differentiator of potential your company has.
• Potential is defined, in this situation, as having the
unique capabilities, behaviours and interests that fit
with the specific needs of the firm in the next three to
five years.

27. Inspiring growth through
experiences
• Employers are frustrated that expensive learning investments yield
questionable results.
• Managers are frustrated that complex development processes deliver little
value.
• Employees are frustrated that companies provide them with few practical
insights about how to grow their capabilities.
• These frustrations play out against a back-drop of rapidly changing
corporate needs, unpredictable economic cycles and increasingly project-
based work that calls into question whether companies should invest in
talent development at all.
• Managers and employees are left to struggle with complex and difficult to
apply learning and competency models.
• The shift has become a must, and capitalising on the key development
experiences needed to grow or evaluate one’s competence should be the
new focus. Experience-based development accelerates job and career
development by defining the specific experiences needed to excel in a role
or function.
• It describes the outcomes that someone must demonstrate to prove
competence and the actual outcomes that must be achieved, not the
behaviours or skills that precede an outcome.
• As an analogy; development experiences describe the finished cake,
learning and competency models describe the ingredients.
27

28. Talent enablement
28
• Forward-thinking organisations need to immediately shift the focus
on talent enablement.
• That is, instead of building systems to rank and manage or control
the movement of talent, creating systems to encourage mobility
with programs that enable learning, pursuit of career interests, and
advancement within and even beyond the organisation.
• Talent enablement is a contemporary approach to talent
management which focuses on personalised, collective growth
journeys aligned to the organisational performance and future
scenarios.
• It is based on the belief that if we enable talents to grow, shine, and
apply their strengths, skills, and interests, then they will provide
high value to their team and the end customer. To drive impact,
talent principles must be re-built to focus on enabling talents to
drive effective outcomes of process.
• A talent enablement model is more effective than a talent
management model because it focuses on outcomes, not on the
behaviours that precede them.

29. Learning and Giving for
Better Indonesia
www.humanikaconsulting.com
29