Managing talent
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This document summarizes a presentation on managing talent by Seta A. Wicaksana. The presentation covers: 1. Seta A. Wicaksana's background in human resource management, organizational development, and assessment. 2. Key frameworks for developing human capital including the learning organization framework and human capital paradigm. 3. Elements of developing talent including competencies, leadership, innovation, and building a strengths-based organization. 4. The importance of human capital, learning and knowledge sharing for business sustainability and competitiveness.
Managing talent
- 2. Seta A. Wicaksana 0811 19 53 43 wicaksana@humanikaconsulting.com • Managing Director of Humanika Amanah Indonesia – Humanika Consulting • Managing Director of Humanika Bisnis Digital – HABIT apps • Ahli Senior di Komite Kebijakan Pengelolaan Kinerja Organisasi dan SDM (KPKOS) Dewan Pengawas BPJS Ketenagakerjaan • Wakil Dekan II dan Dosen Tetap Fakultas Psikologi Universitas Pancasila • Pembina Yayasan Humanika Edukasi Indonesia • Penulis Buku “SOBAT” Elexmedia Gramedia 2016 • Organizational Development Expertise • Pengembang Alat Tes minat bakat BRIGHT dan Sistem Tes Psikologi berbasis aplikasi HITS dan HABIT • Sedang mengikuti tugas belajar Doktoral (S3) di Fakultas Ilmu Ekonomi dan Bisnis Universitas Pancasila Bidang MSDM • Fakultas Psikologi S1 dan S2 Universitas Indonesia • Mathematics: Cryptology sekolah ikatan dinas Sandi Negara
- 3. At Facebook, we try to be a strengths-based organization, which means we try to make jobs fit around people rather than make people fit around jobs. We focus on what people's natural strengths are and spend our management time trying to find ways for them to use those strengths every day. Sheryl Sandberg Chief Operating Officer
- 4. Learning Organization Framework Sustainable Business Excellence Competi tiveness Human Well Being LEARNING INNOVATING Culture / Values Communication People INNOVATION Organization Direction and Philosophy Productivity (wicaksana, 2014)
- 5. Human Capital Paradigm • HC Practices: Creating Values … and Better Legacy • Business Excellence: Leadership and System are Success Factors • Competencies: Developing Gap or Developing Strength for Business Excellence • Competitive advantages: From Productivity to Innovation through Learning and Managing Change • Business Sustainability: Concept Practices Knowledge Share Knowledge (Knowledge Management System)
- 6. HC Practices: Creating Values … and Better Legacy In the long run, your human capital is your main base of competition. Your leading indicator of where you're going to be 20 years from now is how well you're doing in your education system. -Bill Gates
- 11. Getting Sustainable Engagement: “My Team are My Customer”
- 12. Human Capital: Creating Values Journey Individual Teamship Organization Societal Sustainable Business Excellence Competi tiveness Human Well Being LEARNING INNOVATING OrganizationDirectionand Philosophy Key Issues : Professionalism Key Issues : Synergy Key Issues : Leadership Key Issues : Inspiring (wicaksana, 2017)
- 14. Business Excellence: Leadership and System are Success Factors
- 15. What is Sustainable Business Excellence
- 16. BUSINESS PROCESS Organizational structure JOB EVALUATION & GRADING COMPETENCY MODEL PERFORMANCE MANAGEMENT JOB DESCRIPTION CAREER MANAGEMENT MANPOWER PLANNING TALENT MANAGEMENT COMPENSATION AND BENEFIT RECRUITMENT ASSESSMENT SUCESSION PLAN LEARNING AND DEVELOPMENT HRM Keterangan: Short Mid Long 16 HRM and Performance Management
- 17. Leadership
- 21. Competencies: Developing Gap or Developing Strength for Business Excellence Teaching is the only major occupation of man for which we have not yet developed tools that make an average person capable of competence and performance. In teaching we rely on the 'naturals', the ones who somehow know how to teach. - Peter Drucker
- 24. Self Interpersonal (Competency): Attitude, Emotional, Communication Skill, Self management, Time management, Creative Problem Solving Intrapersonal (Potency) Interest: Direction (RIASEC) Talent: Aptitude and Personality MOTIVATION (DRIVE) Human Capital Claudia Goldin, Department of Economics Harvard University and National Bureau of Economic Research. “…is the stock of knowledge, habits, social and personality attributes, including creativity, embodied in the ability to perform labor so as to produce economic value.” World Bank Human Capital Index In October 2018, the World Bank published the Human Capital Index (HCI) as a measurement of economic success. The Index ranks countries according to how much is invested in education and health care for young people. The World Bank's 2019 World Development Report on The Changing Nature of Work showcases the Index and explains its importance given the impact of technology on labor markets and the future of work. Human capital is the backbone of human development and economic development in every nation. Mahroum (2007) suggested that at the macro-level, human capital management is about three key capacities: the capacity to developtalent, the capacity to deploy talent, and the capacity to draw talent from elsewhere.
- 25. “Success is no accident. It is hard work, perseverance, learning, studying, sacrifice and most of all, love of what you are doing or learning to do. “ - Pele Human Capital Individual Level Interpersonal Skill (Soft Skill) Training Unit 1 : Prepare for IndependentLiving: Personal Growth Character Building Responsible Citizenship Lifespan Development Goal Setting Motivation Unit 2: Interpersonal Skills Communication Skills Teamwork and Leadership Skills Peer Pressure and Refusal Skills Conflict Resolution Skills Creative Problem Solving Emotional Intelligence Etiquettes Experiences (Time)
- 26. Human Capital Team Level • Characteristics of Effective Teams • Development & Learning Teamwork Skills • Building and Maintaining Teams • Collaborative Communication • Managing Conflict • Creative Problem Solving • Monitoring Team Development Followership Leadership
- 29. Leadership SOBAT Leadership Program Self Leadership Objectives : focus on increasing self awareness and using that knowledge to become more effective as a leaders Effective Team Member Objectives : Faocus on contributes individual capabilities to achievement of a group objectives and work effectively with others in a group setting. Team Leadership Objectives : focus on leadership as the art of influencing and working effectively through others Working in Business Objectives : focus on helping leader appreciatte how all parts of organization are systematicaly, connected and inter-related Working on Business Objectives : focus on being role model in excellence around strategy, culture, and Inspiring others, group , organization, business and and environment and society (wicaksana, 2010)
- 30. 0. None - lack of competence in a specific topic 1. Basic – an understanding of concepts and fundamentals with some initial practical application 2. Intermediate - a solid conceptual understanding with some practical application 3. Advanced - significant conceptual knowledge with practical experience in performing a defined activity/task at a consistently-high standard 4. Expert - extensive knowledge, perfected skill and prolonged experience in performing a defined activity/task at the highest standard Competency: from Knowledge and Skill to Ability
- 31. Competitive advantages: From Productivity to Innovation through Learning and Managing Change
- 32. Competitiveness
- 33. Changing Roadmap SOBAT LEAD (Learning & Development) Start Order Breakthrough Accelerate Transform
- 37. Change will not come if we wait for some other person or some other time. We are the ones we've been waiting for. We are the change that we seek. - Barack Obama
- 38. Learning and Giving for Better Indonesia