KelasHR

Succession Plan

MONDAY, 5 SEPTEMBER 2022

 KelasHR
Objective
At the end of the training, you are expected to:

1. Understand the concept of HR In general

2. Understand the concept of Succession Plan
3. Understand how to create succession plan
a. Critical Key Position
b. Critical Person
c. Evaluate Critical Position and Critical Person
d. Understanding 9 Box of Talents
e. Creating Talent Development Plan
 KelasHR

Why Do You want to Be HC?

Let see the video

 Kecakapan untuk menjadi HR KelasHR

HR
FRAMEWORK

Head Heart Hand

(Kognitif) (Afektif) (Psikomotor)
 KelasHR
Perubahan Paradigma HR
Personalia HRD Human Capital
Dikenal di awal 1970an Awal 1980-pertengahan Pertengahan 1990a-sekarang
1990

Cenderung menganggap Menganggap karyawan Karyawan adalah assest

factor penting
karyawan sebagai “Labour”

produksi yang penting bagi perusahaan

Menitikberatkan pada fungsi Mulai adanya proses Pengembangan lebih lanjut
administrasi pengembangan karyawan tidak hanya pada sisi
terbatas kebutuhan perusahaan
namun juga pada kebutuhan
karyawan
KelasHR
KelasHR
 Recruiting & Selection KelasHR

02

8
 Recruiting & Selection Strategy KelasHR

Membeli Talent Membangun talent Meminjam Talent

(Buy) (develop) (Borrow)

• Talent lebih cepat didapat dari

mendevelop

• Talent relative lama untuk disiapkan • Talent siap pakai hanya

• Talent relative cepat didapat
• Talent membutuhkan persiapan baik membutuhkan beberapa
• Secara kompetensi Talent siap pakai
dari skill dan kompetensi adaptasi
dengan kompetensi yang tinggi
• Investasi yang dikeluarkan akan • Biaya yang dikeluarkan relative
• Biaya yang dikeluarkan relative besar
besar karena harus dibekali lebih kecil dibandingkan strategi
karena membeli talent siap pakai
pelatihan lain

• Talent belum tentu cocok dengan • Talent relative lebih loyal karena • Isu terkait dengan nilai dan

budaya dan nilai perusahaan mulai meniti karir dari bawah budaya relative kecil

9
Recruiting & Selection Strategy KelasHR
 KelasHR
Tahapan TALENT DEVELOPMENT

Identify Identify Conduct

Retain and
Critical Potential Talent
Optimize
Positions Talents Development
Talent Pool
Intervention
 Tahapan Identifikasi Key Positions KelasHR

Remember Pareto Pattern

Identify - 80% Organization performance is from 20 % of
Critical key person
Positions - More than 50% of revenue or cost belonged to/
managed by this Dept
Some criteria can be added such as
- Historical working experiences
- Pass The KPI and Target within 2 years
- Demonstrate the values
Undergo the Assessment
 Step of identification Key Positions KelasHR

1. Career History Karyawan (job experiences)

Identify
Potential 2. Hasil Performance Appraisal – berbasis KPI
Talents 3. Assessment Center
4. Competency-based Interview
5. 360 Degree Evaluation
KelasHR
 Kebijakan Top Talents KelasHR

• Hasil asesment center : highly

Kriteria
recomended (kategori A)
Top
Talents • Selama dua tahun berturut-turut, skor
PA Berbasis KPI selalu diatas 95
• Opsional : Nilai survey 360 Degree
diatas skala 4 (dari skala 1 – 5)
Matriks Talent Development KelasHR
 Tahapan Pengembangan Talents KelasHR

1. Penyusunan Program Pengembangan untuk

Talent
Potential Talents
Development
Plan 2. Fokus pada Implementasi dan FOLLOW UP
Contoh Jenis Pengembangan Talents KelasHR

Pengkayaan On the Job Penugasan Khusus

Pekerjaan development (Special
Assignment)

Pementoran Karir Pelatihan/Lokakarya Rotasi/Transfer

(Mentoringship) atau Tugas Belajar

Action based Studi Literatur Cross Training

Learning
Career Mgt & Succession Plan KelasHR

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  Sarjuni  Lilik 

Emergency
Replacement
Monang  Wicak  Andre 

Ready Next
Alex  Jono  Totok  Jay  Sinaga Jane

1 - 2 Yrs
Toni  Joseph 

Rica  Jusman  Tommy 

Ready Future
2 + Yrs
Joice  Jendro 
Maulanan Robby Budi Sukirman Supriyanto
Rising Stars
Simamora

Placement
Issue


Performance
Issue Agung Susanto

LEGEND - copy and past symbol in box next to name

 Critical Talent  High Potential

(2+)
 Promotable
(1)  Exp.
Professional  Too New (N)
 KelasHR
Cell 9 – Highest Performance – Highest 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.

Retention Assign a member of top management to monitor satisfaction and 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. Consider
Development
as candidate for MBI sponsored graduate or executive development programs.
 KelasHR
Cell 8 – Middle Performance – Highest 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 meetings;
Engagement
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.

Assignment Move through a series of challenging and diverse jobs every 24 – 36 months.
Use challenging jobs to enhance current skills and develop others. Consider
Development as candidate for MBI sponsored graduate or executive development
programs.
 KelasHR
Cell 7 – Highest Performance – Middle Potential
Consistently performs with the best and can do more.

Talent Management Plan

Keep well ahead (20%) of market. Enhance short-term
Total Compensation
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.
 KelasHR
Cell 6 – Lowest Performance – Highest 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 meet
Exposure
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 next
Assignment
assignment.
Use diversity of jobs to build performance capabilities; monitor performance
Development
closely.
 KelasHR
Cell 5 – Middle Performance – Middle 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).
 KelasHR
Cell 4 - Highest Performance – Lowest 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 long-
Total Compensation
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.

 KelasHR

Cell 3 – Lowest Performance – Middle 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.
 KelasHR
Cell 2 – Middle Performance – Lowest 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
Exposure
of 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).
 KelasHR

Cell 1 – Lowest Performance – Lowest 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.

Sample of Individual Development Plan KelasHR
Sample of Individual Development Plan KelasHR
 Retain Strategies

1.Fairly paid
2.Build strong communication
3.Create positive work environment
4.Concern to their development
Fairly Paid & Sufficient Benefit
BPJS
Third Party Insurance
Incentive
Car ownership
Housing
Build strong communication

1. Formal Meeting (annual and Mid Year Meeting)

2. Informal Meeting
(Town hall meeting, CEO Talk, Breakfast Together)
Create positive work environment

1. Give opportunity to employee to express their interest ; sport

activities, employees club, library
2. Space specific room for personal use ; nursery, day care,
mushola, canteen
3. Create fun activities such : lomba 17an, safety competition,
team building, family gathering
Employees Development Program (Training & Development)
KelasHR