talent pool program

Talent Pool Program

Mitsubishi Chemical Indonesia

Project ManagementI. OBJECTIVE


As Is ConditionI.1 How We Attract TalentDevelopment 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

CareerCareer 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


As Is ConditionI.1 How We Attract TalentBusiness ImageOld 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 allowanceImpact :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


Framework Project

Where We Are Now How We Wan A Be To Attract Our TalentNatural Selection

Natural Selection with Potential Mapping

Minimum Career Preparation

Standard Promotion ProcedureBalance between technical and managerial based on type of talentsUnclear Potential Mapping

Structural Based Promotion

Lack of Managerial Development

Minimum of Requirement & Policy

Bias Business ImageNot confidence with biz operation

Unclear Treatment for Talent

Role Modeling & Culture

Refresh Business Image With Good Communication

Redefine Org. BehaviorSetup Leadership Style

Design Succession Scenario

Provide Plausible StructureClear Potential MappingDevelopment Program

Flexible Policy

Attracting Treatment

1

2

3

4

5

6

7

8

Ready with Requirement, Treatment, Development and Investment


Attracting Talent

Redefine Org. Behavior1

Action Plan

ObjectiveClear 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 Behavior2. Culture Survey3. Confirmation to Each Division4. Culture Translation 5. Approval & Socialization

Q2 Q3 Q4

Target : Corporate Culture Statement

Time Frame 2012


Analyze Organization BehaviorRedefine Org. Behavior1

How Organization Create Solution

How Organization Create Result

Meeting Behavior

Working Behavior

9Type of

Meeting

21Frequency Meeting

30Hours

Meeting

= 19%

Of Managerial Activities

Corporate & FAM Meeting / Month

Corrective

Administrative

Passive

Exclusive

80% effort 20% result

8020


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, CRP19 %

41 %

10 %

15 %

5 %

MCCI MANAGERIAL

Number of Meeting Number of Solution∽Number of Meeting Number of Business∽Number of Meeting Number of People∽


19 %

41 %

10 %

15 %

5 % How Organization Create Solution

Meeting Behavior


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

Bus

ines

s A

s U

sual

Meeting Behavior

People Generate Result ∽ People Discussion

CONTENT


Organization Communication Type

Mostly Meeting Behavior

Content Effectiveness

c

b

a

Chain communication type

Meeting BehaviorRedefine Org. Behavior1


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

TacticalStrategicPeople

70

25

5 1585

95

90

5

5

80

20100

100

80

20

5

Meeting : Highd


Meeting Behavior


Meeting Behavior

PROPOSAL RECOMENDATION

Content Effectiveness

IWM

MBCM

DMM

TWM

FBCM

FGD

SHE

CRP

TacticalStrategicPeople

70

25

5 1585

100

90

5

5

80

20100

100

80

20

People / Talent Session

Operational Cord. Meeting

Strategic Review Meeting

Session “P” Agenda

OCMSRM

From 30 hrs to 10 hrsFrom 8 type to 6 type

1. Environment Biz Update

2. Retain & Resign Review (3R)

3. Leaders Status

4. People Issue

2 hour informal free discussionBOD & 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


From - To


Improve Meeting Behavior


FROM

BUSINESS AS USUAL MEETING

TO

BUSINESS IMPACT & SOLUTION ACCOUNTABILITY MEETING

Tactical Operation

Strategic

85

10People

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

aHigh Centralization

Speed : Few

Precision : Low

Leadership : Limited

Satisfaction : Little

a

Chain

b c

d e

StarHigh Trust

Meeting : Lobby, informal

Meeting : High

Raise issue Raise solution



Working Behavior


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 acknowledgedApproval staging & queuing

Long hours of meeting presenting ‘pixel result’ report

1

2

3

4

5




Working Behavior


Passive

Hesitate to take initiative

Much concern on something not yet happenedNot 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




Working Behavior


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 CompactSafety 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 “



Working Behavior

Redefine Org. Behavior1PROPOSAL RECOMENDATION


XEE

C U TION

ExclusiveCorrective

INTEGRITY

PRUDENCE

PassiveAdministrative

PreventiveInnovative

ActiveCollective

“ Acting with or showing care and thought for the future “

Safety BehaviorCompliance

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”


Attracting Talent

Setup Leadership Style2

Action Plan

ObjectiveGood 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 Style2. Leadership Survey3. Confirmation to Each Division4. Synchronized with Future Condition5. Approval & Socialization

Q2 Q3 Q4

Target : Leadership Style in Each Division

Time Frame 2012


Attracting Talent

Provide Plausible Structure3

Action Plan

ObjectiveNowadays 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 Family3. Design Future Job For Talent 4. Create Scenario For Future Job5. Approval & Socialization

Q2 Q3 Q4

Target : Future Organization & Job for Talent

Time Frame 2012


Attracting Talent

Clear Potential Mapping4

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 Requirement2. Synchronized with Culture & Lead Style3. Talent Pool Model4. Approval

Q2 Q3 Q4

Target : MCCI Talent Pool Mapping Model & Policy


Attracting Talent

Development Program 5

Action Plan

ObjectiveEach 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 Program4. Approval 5. Implementation ProgramTarget : Star Development Program

Time Frame 2013Q1 Q2 Q3 Q4


Attracting Talent

Attracting Treatment6

Action Plan

ObjectiveTo 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 Coy2. Drafting Talent Treatment Box 3. Integrate with Talent Pool Model4. Approval 5. Implementation ProgramTarget : Talent Treatment Box

Time Frame 2013Q1 Q2 Q3 Q4


Attracting Talent

Design Succession Scenario7

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 Position2. Scenario for Leaders3. Scenario for Specialist4. Status Reporting

Q1 Q2 Q3

Target : Leadership Readiness in All Position

Q4


Attracting Talent

Flexible Policy8

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 Procedure2. Create Policy3. Approval 4. Socialization

Q1 Q2 Q3

Target : Leadership Readiness in All Position

Q4


Attracting Talent

Redefine Org. BehaviorSetup Leadership Style

Design Succession Scenario

Provide Plausible StructureClear Potential MappingDevelopment Program

Flexible Policy

Attracting Treatment

1

2

3

4

5

6

7

8

The Roadmap Time Frame 2012 Time Frame 2013Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4


Talent Pool Program

Culture

Leadership Style

Future Structure Talent

Selling DirectingParticipatingDelegating

SpecialistAdhocracy

Pool

TreatmentDevelopment ProgramTechnical

ManagerialStrategic Technical

ManagerialStrategic

Specialist Leader

Global

Specialist Leader

AllowanceNon Cash

Variable

CORE VALUEBASIC MENTALITY

ESPRIT de CORP

AllowanceNon Cash

Allowance

talent pool program

Leadership & Management