GOOD TALENT

MANAGEMENT PRACTICES
(GTMP)
 AGENDA
1. Strategic Talent Management
2. Framework Talent Management
3. Identifying and Assessing High-Potential
Talent (HIPO)
4. Top Management Meeting on Talent Review
5. Individual Development Plan
6. Leadership Development Program
7. Succession Planning & Retention
“Take our 20 best people away and I can
tell you that Microsoft would become an
unimportant company”
 The Top Five
Topics that HR provides CEOs
• CareerBuilder.com
1. Training & Leadership Development
2. Succession planning
3. Performance Management System
4. Human Capital Metrics
5. PRP/Total Rewards
 Assessment Enables
Strategic Talent Mgmt
 Meaning…..
1. Integrated HR processes focused on getting
the right people in the right place at the
right time.
2. Aligned with the business strategy for current
and future success.
3. Driven by HR, led by the CEO, modeled by
management, owned by the operating
business/lines.
 Talent Segment Description Definition Outcome

1. Executive Leaders Officer and Director Individuals selected as “ready now” or “ready 18- Executive
Level Positions 24 months” for a specific executive position. Succession Plan

2. High Potential High Potential Leaders Those with leadership potential and a proven High Potential
performance track record of achieving results that Talent Plan
can reach Director level within 3 years.

3. Critical Talent Critical Talent at Most critical and hardest-to-replace employees. Critical Talent
(People) Leader Level Mitigating Plan

4. Critical Positions Critical Leadership Most critical positions to maintain essential Critical Positions
Positions operational functions or drive business strategies. Mitigating Plan

5. Emerging Talent Early-in-Career Those currently demonstrating high performance Emerging Talent
Individual Contributors and the highest potential to advance one level or Plan
or Supervisors more within 3 years.
Attributes Used to Identify
High-Potential Employees
 Activities Used to Develop
High-Potential Employees
80% 77%
68%
62%
60% 58%

47% 48%
44% 42% 44%
40% 39%
35% 37%

20%

0%
Action Role shadowing Job rotations Formal training Project Formal in-house
learning using external assignments training
vendor

Public Sector Multi-Sector

 Step 1- Step 2-
Update Talent Data Identify Talent
February March

Step 3-
Talent Review
March
Step 4-
Manage Talent
Full Year Execution &
Monitoring
Key Activities

ID Devel
Plan Com
Gain critic Revie op Follo
the m-
supp al w the actio w
proce unica
ort positi talent n up
ss te
ons plans
Linking the Talent Development Process to Business

Identify Business Imperatives Dec

Develop Strategic Plan Dec

Assess Organizational Structural Capability & Key Positions Dec

Data Preparation and Develop Performance-Potential Matrix Feb

Review Talent and Identify Gap March

Develop & Execute Leadership Development Plan

Assess Organizational and Individual Performance Jan

 Position Review
Retention Risk

Critical High Medium Moderate Low

C
r
i Critical
t
i High
c
a
Medium
l
i
t Moderate
y
Low
 Associate fully meets
Associate fully on all objectives, over-
meets on all achieves on key
objectives, over-
Novartis Case- Nine- Box Grid achieves on key
objectives,
objectives, out-spoken
role model on values
and behaviors.
Associate fully meets on demonstrates the
all objectives, over- majority of values
S UPERIOR R ESULTS , 3.1 and behaviors
3.2 3.3
achieves on key S UPERIOR R ESULTS E XCEPTIONAL P ERFORMER
UNSATISFACTORY
E XPECTATIONS B EHAVIOUR
objectives, does not Associate consistently contributes
demonstrate values and at an exceptional level of
behaviorsAssociate consistently contributes Associate consistently contributes performance on all job objectives
at a superior level of performance
at a superior level of performance and the Novartis values/behaviors
on all job objectives, however,
on all job objectives and also Recognized as a role model both
performance falls be low
demonstrates the Novartis
E XCEEDED

Within their group and in a wider

expectations on Novartis
values/behaviours. population.
values/behaviours. Associate fully meets Few associates achieve this level
on a majority of key of performance. Associate fully meets
objectives, on
Associate fully meets on G OOD R ESULTS , 2.1 S TRONG P ERFORMER 2.2 S UPERIOR B EHAVIOUR 2.3a majority of key
UNSATISFACTORY B EH AVIOUR demonstrates the objectives, out-spoken
a majority of key job
F ULLY MET E XPECTATIONS

majority of values role model on values

objectives, does not
and behaviors. and behaviors.
O BJECTIVES

demonstrate values andAssociate fully meets expectations Associate fully meets expectations
behaviors Associate consistently
on all job objectives, however, on all job objectives and the
demonstrates superior behavior
performance falls below Novartis v alues/behaviours. This
and fully meets expectations on all
expectations on Novartis is a positive and fully acceptable
job objectives.
values/behaviours. level of performance.

1.1 G OOD B EHAVIOUR , 1.2 S UPERIOR B EHAVIOUR , 1.3

U NSATISFACTORY P ERFORMER
U NSATISFACTORY R ESULTS U NSATISFACTORY R ESULTS
P ARTIALLY MET

Associate does not

E XPECTATIONS

Associate performance falls Associate fully meets expectations Associate consistently meet on a majority of
considerably short in relation to on Novartis values/behaviors, demonstrates superior behaviour,
key objectives, out-
job objectives and the Novartis however, performance on job however, performance on job
spoken role model on
values/behaviours despite objectives falls below objectives falls below
repeated explanations /coaching. expectations. expectations. values and behaviors.
Associate does not meet
on a majority of key
Associate does not
objectives, does not
P ARTIALLY MET E XPECTATIONS
meetF Uon
LLY MET E XPECTATIONS
a majority of E XCEEDED E XPECTATIONS
demonstrate values and
key objectives,
N OVARTIS V ALUES /B EHAVIOURS
behaviors
demonstrates the
majority of values
and behaviors.
 Talent Review Meeting
I. PERFORMANCE POTENTIAL MATRIX
IMPROVEMENT TOO SOON
CAREER PROFILE EXCELLENT GOOD
REQUIRED TO TELL
High Professional
Already on top, with special competency

High Potential
2 vertical steps within 5 years

Promotable
1 vertical step within 2-4 years

Lateral Potential
Move horizontal/across functions within 2 years

Effective
Likely to remain in current role 3-5 years
Planned Exit
Retirement, poor health, continued
underperformance.

Too soon to tell

• Identify career paths for future career growth
• Identify competencies and assess strengths and
areas for development
• Have employees create a career profile and identify
development plans
• Mentor and coach employees
• Provide ongoing feedback
• Discuss career goals with employees
• Develop a promotion from within policy
 HIgh Potential

Leadership Development

Training Work Experience Coaching Career Development

Leadership Workshops OJT Formal Mentoring Career Paths

Orientation Job Rotation Informal Mentoring Career Planning

Professional Development Internships Senior Leader Coaching

Advanced College Degrees Special Assignments Networking Groups

Senior Staff Meetings Special Projects Farm Teams

Conferences and Workshops Team Projects

Learning Communities Replacement Assignments

Technical Skill Training

Inservice Training/Leadership Lunches

 Leadership Pipeline
Origin:
• The Leadership pipeline was originally
designed in General Electric as the framework
for their succession management system.
• Now used by 80 leading companies in the
world to anchor all work on the human side of
the enterprise.
 Leadership Pipeline
The Power of the Model:
• Distribute leadership work more
effectively – ensuring that leaders are
doing value adding work at the right
level
• Raise the standard, define/measure
Leadership & make it absolutely clear
what it takes to succeed – enabling
significant improvements in
Performance
• Enable individuals to succeed:
self-help, self-planning, self-
assessment
• Create the architecture for integrated
Leadership Development & Talent
Management
• Give senior management transparency
so that they can see all the way to the
bottom & ensure executive validation
& direction of all the work of a
business.
 Assessment of Identification of
Key Positions Key Talent

Key
Development Monitoring Assessment of
and Review
Elements Key Talent

Generation of
Development Plans
 Career Mgt & Succession Plan
Reg. VP West Reg. VP. East Reg. VP Central Dir. HRD VP. Production VP of Finance
Incumbents
Bagus Djoko Asep Bambang John Sembada

Ready Now Kurnia g Sarjuni

v Lilik l
Emergency
Replacement
Monang p Wicak p Andre p
Alex g Jono n Totok l Jay n Sinaga Jane
Ready Next
1 - 2 Yrs
Toni n Joseph g

Rica g Jusman n Tommy n

Ready Future
2 + Yrs
Joice n Jendro g
Maulanan Robby Budi Sukirman Supriyanto
Rising Stars
Simamora

Placement
Issue

t
Agung Susanto

Performance
Issue
LEGEND - copy and past symbol in box next to name

l Critical Talent g High Potential

(2+)
n Promotable
(1) p Exp.
Professional v Too New (N)
P
E
R 4 7 9
F
O
R
M 2 5 8
A
N
C
E
1 3 6

POTENTIAL
 P

Cell 9 – Highest Performance –

E
R
F
4 7 9
O
R

Highest Potential
M
A 2 5 8
N
C
E
1 3 6
POTENTIAL
Is now performing with the best. Has the ability to take on major stretch assignments in new
areas. Should be positioned to become a top leader in the future.
Talent Management Plan

Total Compensation Keep well ahead (25%) of market. Grant long-term incentives.
Assign a member of top management to monitor satisfaction and
Retention
engagement.
Assign to key committees, teams, networks; special invitations to meetings;
Engagement
provide opportunities to represent MBI in community and industry forums.
Arrange exposure to significant and relevant senior management/board
Exposure
members, Executive Development programs.
Provide complete continuous assessment, evaluation and feedback
Assessment
alternatives.
Coach Make coaches available for key skill development.
Mentor Assign a senior level mentor.
Move aggressively through a series of targeted, challenging, diverse and
Assignment
broadening jobs every 24-36 months.
Use challenging jobs to enhance current skills and develop others.
Development Consider as candidate for MBI sponsored graduate or executive
development programs.
 P
Cell 8 – Middle Performance – E
R
F
Highest Potential O
R
M
4 7 9

A 2 5 8
N
C
E
1 3 6
POTENTIAL

Consistently meets expectations and has the ability to take on new and different challenges.
Could be a senior leader in time.
Talent Management Plan

Total Compensation Keep ahead (10%) of market. Grant long-term incentives.

Assign a member of top management to monitor satisfaction and
Retention
engagement.
Assign to key committees, teams, networks; special invitations to
Engagement meetings; provide opportunities to represent MBI in community and
industry forums.
Exposure Arrange exposure to significant and relevant senior management.
Provide complete continuous assessment, evaluation and feedback
Assessment
alternatives.
Coach Make coaches available for key skill development.
Mentor Assign a senior level mentor.
Move through a series of challenging and diverse jobs every 24 – 36
Assignment
months.
Use challenging jobs to enhance current skills and develop others.
Development Consider as candidate for MBI sponsored graduate or executive
development programs.
 Cell 7 – Highest Performance – P
E
R
F

Middle Potential O
R
M
4 7 9

A 2 5 8
N
C
E
1 3 6
POTENTIAL
Consistently performs with the best and can do more.

Talent Management Plan

Total Compensation Keep well ahead (20%) of market. Enhance short-term incentives.
Assign a senior manager to monitor satisfaction and treatment.
Retention
Hold supervisor accountable to retain.
Assign to key committees, teams, networks; special invitations to
Engagement
meetings.
Facilitate and support internal and external networking in field of
Exposure
specialization; senior management should meet and know.
Assessment Provide learning agility and competency assessment.
Mentor Assign as a performance mentor to others.
Keep in current assignment and role as long as possible and look
Assignment
for additional assignments for potential development.
Put into a learning agility enhancement program or consider as
Development candidate for MBI sponsored graduate or executive development
programs.
 Cell 6 – Lowest Performance – P
E
R
F

Highest Potential O
R
M
4 7 9

A 2 5 8
N
C
E
1 3 6
POTENTIAL

May be new in organization, assignment or in a stretch developmental job or role. May not be
in a good fit job. Should catch up in time. Has the long term potential to be among the best.

Talent Management
Total Compensation Keep at midpoint of market.

Assign a senior manager and HR professional to monitor satisfaction and

Retention
treatment. Hold supervisor accountable for performance support.
Assign to key taskforces, study groups, networks; special invitations to
Engagement
meetings.
Facilitate and support internal networking; senior management should
Exposure
meet and know.
Provide complete continuous assessment, evaluation and feedback
Assessment
alternatives.
Mentor Assign a senior level mentor.
Coach Provide coaches for functional and direct job skills.
Monitor performance in current assignment. Look for a closer fit for the
Assignment
next assignment.
Use diversity of jobs to build performance capabilities; monitor
Development
performance closely.
 Cell 5 – Middle Performance – P
E
R
F

Middle Potential O
R
M
4 7 9

A 2 5 8
N
C
E
1 3 6
POTENTIAL

Always does a good job (meets expectations). Can fill multiple roles. Versatile. Dependable.
Adaptable. Flexible. Utility player.

Talent Management Plan

Total Compensation Keep at market mid-point.

Retention Hold supervisor accountable to monitor satisfaction.

Assignment Use to fill in gaps and play multiple roles.

Choose either a performance enhancement (move to cell 7) or

Development
potential enhancement path (move to cell 8).
 P
E
Cell 4 - Highest Performance – R
F
O
4 7 9

Lowest Potential R
M
A 2 5 8
N
C
E
1 3 6
POTENTIAL
Consistently performs with the best. Knows the job and role extremely well. Plays a vital role in
producing organizational results. Seasoned. Irreplaceable. Solid.
Talent Management Plan
Keep ahead (25%) of market. Use soft rewards and recognition. Grant
Total Compensation
long-term incentives.
Retention Assign a senior manager to monitor satisfaction and treatment.

Engagement Assign to key committees, team, networks; special invitations to meetings.

Facilitate and support internal and external networking in field of
Exposure specialization; represent MBI in industry related professional groups,
benchmarking panels.
Assessment Provide technical and functional skills assessment.
Mentor Assign a as a functional / technical mentor to others.
Coach Assign to teaching and coaching activities.
Assignment Keep in current assignment and role as long as possible.

Development Support honing functional / technical expertise.

 Cell 3 – Lowest Performance – P
E
R
F

Middle Potential O
R
M
4 7 9

A 2 5 8
N
C
E
1 3 6
POTENTIAL

May be new in assignment or in a stretch developmental job or role. Might be misplaced.

Should move up in performance in time. Has the potential to perform better.

Talent Management Plan

Total Compensation Target 5-10% below market.

Provide continuous performance assessment, evaluation and

Assessment
feedback for alternatives.

Assignment Monitor on current assignment until performance improves.

Put on performance improvement plan, with specific functional

Development
feedback and coaching.
 Cell 2 – Middle Performance – P
E
R

Lowest Potential F
O
R
4 7 9

M
A 2 5 8
N
C
E
1 3 6
POTENTIAL

Performs up to standard (meets expectations). Limited upside outside current areas of expertise and
fields of specialization.

Talent Management Plan

Total Compensation Keep at market.
Retention Hold supervisor accountable for retention.
Facilitate and support internal and external networking in field of
Exposure
specialization.
Provide technical and functional skills assessment along with
Assessment every third year general skills assessment and learning agility
options.
Mentor Assign a functional / technical mentor.
Assignment Keep in current assignment and role as long as possible.
Select either a performance improvement path (to cell 4) or a
Development
learning agility enhancement path (to cell 5).
 Cell 1 – Lowest Performance – P
E
R

Lowest Potential F
O
R
4 7 9

M
A 2 5 8
N
C
E
1 3 6
POTENTIAL

Consistently struggles to perform up to standard. Has trouble keeping up.

Talent Management Plan

Total Compensation Freeze pay. Hold incentives.

Retention If not correctable, out-counsel. Set a time limit.

Assignment Move into better fit assignment or outplace.

Development Put on a performance improvement plan.

Thank you.