Talent Pool Program
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This document discusses ways to improve talent attraction and retention at Mitsubishi Chemical Indonesia. It analyzes current issues such as a lack of clear career paths, bias towards technical roles, and an unclear culture. Recommendations are made to redefine the organizational culture and behavior through analyzing meetings, communication, and leadership styles. It also suggests providing a more plausible career structure through designing future job opportunities, analyzing potential job families, and creating scenarios for new positions to accommodate talents' specialties and allow for career growth. The goal is to transition from a natural selection model to one with clear potential mapping, standardized promotion procedures, and a balance of technical and managerial development.
Talent Pool Program
- 2. Mitsubishi Chemical Indonesia Project Management I. OBJECTIVE
- 3. Mitsubishi Chemical Indonesia As Is Condition I.1 How We Attract Talent Development Attract them with high investment of technical training Tech Soft MNT MFG ADM MKT Impact : The skill is grow in here but the heart is finding opportunity out there Training Budget Realization 2011 Career Career opportunity design by natural selection based on origin structural Impact : Slow moving career, for talent is not perceive as a career opportunity Career Tact Time Turnover Trend Human Resource Lifetime Trend OFF SPV ASM 3 Yrs 4 Yrs 41/2 Yrs 5 Yrs FIN
- 4. Mitsubishi Chemical Indonesia As Is Condition I.1 How We Attract Talent Business Image Old tech and sunset industries with lots of knowledge to absorb. Impact : Short term target = experience Long term target = others company Number / Yr Turnover Trend Human Resource Lifetime Trend 2008 - 2012 OFF SPV ASM 3 Yrs 4 Yrs Compensation SchemeAttract Talent with better facilities and allowance Impact : Talent tend to see hard cash rather then intangible benefit. In recruitment market we focus on medium class university. Jabar ITS Source of Successful Candidate 2011 - 2012 Jateng DKI Banten UGM UPN Untirta
- 5. Mitsubishi Chemical Indonesia Framework Project Where We Are Now How We Wan A Be To Attract Our Talent Natural Selection Natural Selection with Potential Mapping Minimum Career Preparation Standard Promotion Procedure Balance between technical and managerial based on type of talentsUnclear Potential Mapping Structural Based Promotion Lack of Managerial Development Minimum of Requirement & Policy Bias Business Image Not confidence with biz operation Unclear Treatment for Talent Role Modeling & Culture Refresh Business Image With Good Communication Redefine Org. Behavior Setup Leadership Style Design Succession Scenario Provide Plausible Structure Clear Potential Mapping Development Program Flexible Policy Attracting Treatment 11 22 33 44 55 66 77 88 Ready with Requirement, Treatment, Development and Investment
- 6. Mitsubishi Chemical Indonesia Attracting Talent Redefine Org. Behavior 11 Action Plan Objective Clear culture helps Talent to adjust them self as a member of organization and help them to synchronize their individual values and business value. The more consistent the culture state and visualize in daily working situation the more easy for the talent to screening between the accepted and the unaccepted. Different working condition create different culture so redefining the culture will find the pattern of each way of conducting the business 1. Analyze Organization Behavior 2. Culture Survey 3. Confirmation to Each Division 4. Culture Translation 5. Approval & Socialization Q2 Q3 Q4 Target :Corporate Culture Statement Time Frame 2012
- 7. Mitsubishi Chemical Indonesia Analyze Organization Behavior Redefine Org. Behavior 11 How Organization Create Solution How Organization Create Result Meeting Behavior Working Behavior 9 Type of Meeting 21 Frequency Meeting 30 Hours Meeting = 19 % Of Managerial Activities Corporate & FAM Meeting / Month Corrective A dministrative Passive E xclusive 80% effort 20% result 80 20
- 8. Mitsubishi Chemical Indonesia Meeting Behavior Managing Business Routine, administration, monitoring Managing People Managing Task Directing, Encauraging, Communication High level reporting, business networking Operational Meeting Internal meeting, project meeting, coord meeting Corp / FAM Meeting IWM, MBCM, DMM, FBCM, FGD, SHE, CRP 19 % 41 % 10 % 15 % 5 % MCCI MANAGERIAL Number of Meeting Number of Solution∽ Number of Meeting Number of Business∽ Number of Meeting Number of People∽
- 9. Mitsubishi Chemical Indonesia 19 % 41 % 10 % 15 % 5 %How Organization Create Solution Meeting Behavior Redefine Org. Behavior 11 Tactical Operation Strategic 85 10 People 5 % Deep correcting issues , follow up unfollow corrective action, correcting unsolve counter measure (single cause – single counter) , routine replication activitities report Business direction-impact & implication, figure out multiple counter action to solve single cause Motivating comment , employment quality, people issues, employee potential, leaders development BusinessAsUsual Meeting Behavior People Generate Result ∽ People Discussion CONTENT
- 10. Mitsubishi Chemical Indonesia Organization Communication Type Mostly Meeting Behavior Content Effectiveness c b a Chain communication type Meeting Behavior Redefine Org. Behavior 11 How Organization Create Solution Meeting Behavior 50 15 30 5 High Centralization Speed : Few Precision : Low Leadership : Limited Satisfaction : Little Fence Sitter Gadgeters Enlighter Joker No comment Problem solver Jokes & CynicPlay cell phone IWM FBCM DMM TWM MBCM FGD SHE CRP Tactical Strategic People 70 25 5 15 85 95 90 5 5 80 20 100 100 80 20 5 Meeting : Highd
- 11. Mitsubishi Chemical Indonesia Meeting Behavior How Organization Create Solution Meeting Behavior PROPOSAL RECOMENDATION Content Effectiveness IWM MBCM DMM TWM FBCM FGD SHE CRP Tactical Strategic People 70 25 5 15 85 100 90 5 5 80 20 100 100 80 20 People / Talent Session Operational Cord. Meeting Strategic Review Meeting Session “P” Agenda OCMSRM From 30 hrs to 10 hrs From 8 type to 6 type 1. Environment Biz Update 2. Retain & Resign Review (3R) 3. Leaders Status 4. People Issue 2 hour informal free discussion BOD & Division Manager 2 hour formal meeting ~ hour informal preliminary discussion & preparation Division Manager – Section Mgr 3 hour formal meeting ~ hour informal preliminary discussion & preparation BOD, DM,SM,ASM,SPV,OFF
- 12. Mitsubishi Chemical Indonesia From - To How Organization Create Solution Improve Meeting Behavior Redefine Org. Behavior 11 FROM BUSINESS AS USUAL MEETING TO BUSINESS IMPACT & SOLUTION ACCOUNTABILITY MEETING Tactical Operation Strategic 85 10 People 5 Deep correctiing issues , follow up unfollow corrective action, correcting unsolve counter measure (single cause – single counter) , routine replication activitities report Business direction-impact & implication, figure out multiple caounter action to solve single cause Motivating comment , retain & resign root cause, people issues, employee potential, leaders development 50 30 20 NOW 2013 c b a High Centralization Speed : Few Precision : Low Leadership : Limited Satisfaction : Little a Chain b c d e Star High Trust Meeting : Lobby, informal Meeting : High Raise issue Raise solution
- 13. Mitsubishi Chemical Indonesia How Organization Create Result Working Behavior Redefine Org. Behavior 11 Analyze Organization Behavior Corrective Result setting develop by forecast & deviation Single counter measure option Minimum/non alternative plan Follow up queuing High meeting solution 1 2 3 4 5 Administrative Technical Reporting in every tier communication Many form & spreadsheet Detail impression to be acknowledged Approval staging & queuing Long hours of meeting presenting ‘pixel result’ report 1 2 3 4 5
- 14. Mitsubishi Chemical Indonesia Analyze Organization Behavior How Organization Create Result Working Behavior Redefine Org. Behavior 11 Passive Hesitate to take initiative Much concern on something not yet happened Not confidence to raise idea Worry about people perception Authority figure obstacles 1 2 3 4 5 Exclusive Superiority Depend on someone rather than on system Defensive on feedback Exclusive working channel 1 2 3 4 5 Experience strength
- 15. Mitsubishi Chemical Indonesia Analyze Organization Behavior How Organization Create Result Working Behavior Redefine Org. Behavior 11 LEADER MOST ARTICULATE VALUE “Make sure all the safety aspect are conducted firmly….” “Please do the action comply with any regulation…” “Keep on Budget and aware of the cost…” “Maintain the quality with the lower cost…” Safety Behavior Compliance Compact Safety First ! Stop, No Excuse Its not a cost its way of thinking INTEGRITY PRUDENCE All action is a must conduct frimly with do & don’t’s Think rigourusly to figure out all action wisely proper Quality of being honest and having strong moral principal and uprightness values “ Acting with or showing care and thought for the future “
- 16. Mitsubishi Chemical Indonesia How Organization Create Result Working Behavior Redefine Org. Behavior 11 PROPOSAL RECOMENDATION Analyze Organization Behavior XE E C U T ION Exclusive Corrective INTE GRITY PRU DENCE Passive Administrative Preventive Innovative Active Collective “ Acting with or showing care and thought for the future “ Safety Behavior Compliance Compact QCC Kaizen Review General Soft use corporate value to be implemented in 2014 “Quality of being honest and having strong moral principal and uprightness”
- 17. Mitsubishi Chemical Indonesia Attracting Talent Setup Leadership Style 22 Action Plan Objective Good follower will adjust their leader style with his own character. Setup the leadership style will help talent to adapt current leadership model and adopt it in different situation and different case in the future. This style of leadership will become knowledge and model for MCCI mandatory development program to boost up their leadership potentiality. 1. Mapping MCCI Leadership Style 2. Leadership Survey 3. Confirmation to Each Division 4. Synchronized with Future Condition 5. Approval & Socialization Q2 Q3 Q4 Target :Leadership Style in Each Division Time Frame 2012
- 18. Mitsubishi Chemical Indonesia Attracting Talent Provide Plausible Structure 33 Action Plan Objective Nowadays MCCI face with statured career opportunity since our industry growth in the downstream shrunk. This situation impact the growth of position availability in internal MCCI because no enrichment of job family. The solution of this situation is by creating alternative position witch accommodate people specialties or specific talent or by creating new opportunity of business extension . 1. Analyze Current Organization 2. Analyze Potential Job Family 3. Design Future Job For Talent 4. Create Scenario For Future Job 5. Approval & Socialization Q2 Q3 Q4 Target :Future Organization & Job for Talent Time Frame 2012
- 19. Mitsubishi Chemical Indonesia Attracting Talent Clear Potential Mapping44 Action Plan Objective Time Frame 2012 Define & determine the requirement of Talent for MCCI. This requirement should represent the balance of managerial and technical skill based on types of the talent. Talent who design for leader will have different balance managerial and technical skill with talent who design for specialist. This Mapping will guide the successor to fulfill the capacity as a next leader. 1. Analyze Talent Requirement 2. Synchronized with Culture & Lead Style 3. Talent Pool Model 4. Approval Q2 Q3 Q4 Target :MCCI Talent Pool Mapping Model & Policy
- 20. Mitsubishi Chemical Indonesia Attracting Talent Development Program55 Action Plan Objective Each talent will develop uniquely to accommodate the different style of leadership and the spectrum of their working condition. Talent is a person who have unique character and they are born to be talent because the unique of his job and the specific working condition and they have to be develop with star development program. 1. Select Potential Candidate 2. Synchronized with Annual Assessment 3. Design Star Development Program 4. Approval 5. Implementation Program Target :Star Development Program Time Frame 2013Q1 Q2 Q3 Q4
- 21. Mitsubishi Chemical Indonesia Attracting Talent Attracting Treatment66 Action Plan Objective To retain our talent beside required motivational factor such as development program and clear career opportunity to accommodate their actualization, there also need a hygiene factor such as tangible benefit and allowance treatment. The combination of those factor are the basic formula for attracting the talent to encourage their potential and esprit de corps. 1. Benchmark Treatment to Other Coy 2. Drafting Talent Treatment Box 3. Integrate with Talent Pool Model 4. Approval 5. Implementation Program Target :Talent Treatment Box Time Frame 2013Q1 Q2 Q3 Q4
- 22. Mitsubishi Chemical Indonesia Attracting Talent Design Succession Scenario 77 Action Plan Objective Time Frame 2013 After the talent pool mapping ready the next objective is to actualize the map with succession scenario for several key position and its successor. Different talent will be treat with different condition and scenario in order to prepare the position and the man in the right time and right business situation. 1. Scenario for Key Position 2. Scenario for Leaders 3. Scenario for Specialist 4. Status Reporting Q1 Q2 Q3 Target :Leadership Readiness in All Position Q4
- 23. Mitsubishi Chemical Indonesia Attracting Talent Flexible Policy88 Action Plan Objective Time Frame 2013 Now the source and the concept of all talent pool program are set and ready to deliver. The next formal activity is to create firm procedure and flexible policy to accommodate the different situation and the different aspect of MCCI talent needs. 1. Setup Procedure 2. Create Policy 3. Approval 4. Socialization Q1 Q2 Q3 Target :Leadership Readiness in All Position Q4
- 24. Mitsubishi Chemical Indonesia Attracting Talent Redefine Org. Behavior Setup Leadership Style Design Succession Scenario Provide Plausible Structure Clear Potential Mapping Development Program Flexible Policy Attracting Treatment 11 22 33 44 55 66 77 88 The Roadmap Time Frame 2012 Time Frame 2013Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
- 25. Mitsubishi Chemical Indonesia Talent Pool Program Culture Leadership Style Future Structure Talent Selling Directing ParticipatingDelegating Specialist Adhocracy Pool TreatmentDevelopment Program Technical Managerial Strategic Technical Managerial Strategic Specialist Leader Global Specialist Leader Allowance Non Cash Variable CORE VALUE BASIC MENTALITY ESPRIT de CORP Allowance Non Cash Allowance