HR Learning & Development

2014

Darwin Tjindaidi
GM HR
Organization Chart Objectives:
To synergize every HR roles and
functions in one HR platform and
guidance to support business growth
GM HR
without override the business
Darwin
Tjindaidi nature from each company

Talent Assessment &

Learning & Talent
Organization HR Heads PT.
Management Supervisor
Development
(Financial
Manager Andre
Services)
Imma

Organization Learning & Talent

Development Management Officer
Officer
Vacant
Raras

HR Specialist Function, provide grand design/ HR Generalist function,

platform and responsible for its implementation operational expert,
coordination with HR Business Partner personnel services,
implementator
2014 Key Initiatives
NEW EMPLOYEE ORIENTATION PROGRAM
• Helps employees get up to speed quickly and learn the “ground rules”
of the company.
• Design in 1 day classroom about business and company information.
• Top Management involvement from all Business Unit

MANAGEMENT DEVELOPMENT PROGRAM

• To fill in the talent gap specially in mass and critical position such
as sales, front liner and branch organization
• Design in several months program including in-class, on the job and
project assignment, graduate with specified criteria/ selection process

IDP IMPLEMENTATION & MONITORING and CRITICAL SKILL

DEVELOPMENT
• To identify and capture critical skill development needs from
employee’s and supervisor’s perspective
• To create possible training program (as per training budget)
to accommodate its development
2014 Key Initiatives
BUSINESS ACADEMY
• Provide program to help employee’s career progression, development
in basic and functional skill and knowledge
• Program designed to help employees know-how and perform in higher
role

PROMOTE HIGH PERFORMANCE CULTURE

• Performance Management as a management practice and culture
• Raising company performance standard and achievement
• Company have a clear goals and target and KPI alignment
• Every position have clear goals based on KPI
• Well trained line managers being able to conduct effective PM process

LEADERSHIP DEVELOPMENT PROGRAM

• Develop people management and leadership skills at every managerial
level in the organization to drive business execution and resolving
people issues
• Instil leadership competencies understanding and skills into daily
management practice (e.g. performance management, talent
management, coaching, etc.)
 Leadership Development Program - Matrix

Individual First Line Managerial Functional Strategic

Contibutor Leader Leader Leader Leader
Basic Intermediate Advance Business
Functional Skill Function Function Design
Competency Training Training Training /Model
Strategy
All Basic Business Mastery & Plan & Monitoring Business
Function Monitoring Process Coaching & Driven
Training Mentoring Change
Management Strategic
Problem solving &
Plan & Organizing Leadership
Time Desicion Making
Managerial Dev Others Leading Change
Management Coaching
Working w/ Others Entrepreneurship
Competency Delegation
Influencing
Decision Making

Working by Working Through Leading People, Synergies w/other Integrating function,

Working Itself, Other, Managerial work, function, a broad & Profit perspective,
Values Self Driven, Less Working self Identify Leadership long term perspective, Can Manage
Your Work to Manage Other, Potential, Sustainable Diversity Issue, Set-
Start Think beyond Competitive Monitoring-evaluate
Your Making time
the strategy
Achievem For other. their function. Advantage.

Core Competency ent. As FOUNDATION for every Level

Learning Framework

Goals of
Vision , Mision & Strategy Organization
Organization
Core Managerial Functional The Area
Competencies Competencies Competencies
Of
Audience Development
Individual First Line Managerial Functional Strategic
Contibutor Leader Leader Leader Leader

Induction Training FORMAL INFORMAL

Basic Skill Training Inclass Room Mentoring
Coaching Communities of Sharing
Functional Training Self Learning
OJT
Certification Training Assignment,Observing The Structure
Job Rotation Tandem, HR Info
Of Development
Leadership Training
Working Spirit
Quality & Speed

Work Ethic The Foundation

Loyal, Jujur, Berdedikasi, Tegas, Ramah, Bekerja sama, Sinergi, Adil
Of Development
Corporate Value
Vision Integrity Persistence

Knowledge Management – Learning Infrastructure

Learning Method

Learning from WORK

LEARNING
Approach learning intentionally:
THROUGH - On your OWN
EXPERIENC - Part of A Team
- Job assignment
E
- Use co-worker to
70% boost learning
LEARNING -
from work
-
THROUGH
- Coaching
OTHERS - Feedback
20% - Observing
Tandem/Shadowing
LEARNING Workshop
- In / Socialization
House Training
THROUGH - Off House Training
FORMAL
TRAINING
10%
 Performance Management Cycle

Objective
Setting
(Dec-Jan)

MNC Corporation Performance

Rewards & Objectives, Review &
Recognition Values Development
& Competencies Planning *
(Apr)
Open Communication, (Jun-Jul)
Coaching & Feedback

Performance
Appraisal
(Dec-Jan)
* For not performing employee only
Objective Setting

• Align objectives with values and business

objective s
• Specify o utcome, success, criteria, and
customer requirements
• Identify/ communicate skills, knowledge,
behavior s required to succeed/ meet
custome r needs
• Discuss objectives with employees to build
commit ment and confidence

11
Objective Setting

focus on results

you know what is expected from you

Giving an Effective feedback 12

 Objective Setting – Existing vs To Be

Leader/ Managerial Individual Contributor

Director, Division Head Staff, Officer
Dept Head,Section Head

EXISTING TO BE EXISTING TO BE

Goals Goals based

on Goals
KPI KPI job/tasks/projects Goals based on
Key Indicators based on Key Indicators based on (more into activities job/tasks/projects
the Balanced Scorecard the Balanced Scorecard driven) (more into activities
framework framework driven)
50%
70%
80% 80%
Work Behavior
30%

Discipline/
Discipline/ Discipline/
Discipline/ Work Behavior
Work Behavior Work Behavior
20% 30%
20% 20%
13
Personnel Committee for Performance Validation

• Meetings between supervisors to review employees' performance and

prepare the ranking
Concept • Open discussion on each employee's performance
• Peers comparison to ensure objectivity and fairness

Each Company has Personnel Committee

• Finalize performance distribution rankings for the organization

Decisions agreed by general consent

Principle • All supervisors give their opinion and participate in evaluations

Unit supervisors foster the visibility of employees

• By justifying the performance rating of each of them

14
Development/Career Plan Steps:
• Main Role
• Key Achievements &
• Challenges
1
Strength / Area for Improvement
NOW
Where am I • Primary Career Goal
now? • Secondary Career Goal

4 2
MONITOR CAREER GOALS
How is the Coaching & What is my
progress Feedback career
implementatio goals in the
n of next 3
the IDP? years?
3
• Progress Monitoring
through Regular One-on-one DEVELOPMENT
PROGRAM • Development Objectives
Discussion (quarterly) • Competency Area
• IDP Review What • Development Activities
development • Support Requirement
activities should • Success Measure
I • Target Date
undertake? 15
 ,20 1S STRAT'EGI
1

APEOPLE STEP' Y­ VI
FOOT TOWARDS S -:
IHi'ghEmployee
prOductiVi~/

Align & fOGUS business Agenda to support V2015

• [)'evellop crill:iica Isiki'lis for bust ness su ceess
• Ensm,e IRisik Managentent awamness elemeat in 811t1ra1injng
program
• Bljildiing: jF;oUlndatio:n for Talent IUllMiddle level and above
IManagenlelilt
• Effective reeru ltment and sou rdng strategy
• Mobilize Intema,l job lPosting.lproD1otiion firom will!:hiln and epportunltv for mob-olilt'll across
• Contlaue MOP program and improve pregrem businesses
qualHl:y

Process Reengineeringl BuUding Harmonious contlnued HR Continuously drive Culture

& Automation i Em'P~oyeeRelations Transformation ~ntegration

• Cnntlnue rllR Process

• Campaign ernp Ioyer b 110m d tng lIia ,.,
Revamp IHIRO. to ,. 'Con1i:linue'11a0rticulate
implrOvement HIRO~mmll.micaIDiolli
rganizallIi:on Vision, va'lu:es, and cl!
• Sysl:e m Automation
• MalliagiUlg non performers
,. Increase efteciilVene.55 I. Jllltlllr,e
Fa Ilow thro ugjh
,. Up Grade 1ft Comm u
IlmprolJlEH
HR. Cap,abiiinJies
nlcation Itmlpl~0Y'ee'
Platform IEngiilgement Smve,y ,
'==""'='
[IEESJI
Governance and compnence
• Periodic Ethic/Code of conduct
• Regulatory cnrnpltsnce
• Strengfhe IIIl lilR Conl:ml (IIIIl process and
operatlons
“We should remember that HR is a function, not an end in itself, which is why I
think we should talk about people - rather than HR - strategy in this context.”
Geoff Lloyd, Group HR Director, Serco

“HR strategy cannot operate in isolation of the business strategy, otherwise

it’s HR for HR’s sake. It exists only in a complementary sense to the business
strategy.”
David Russell, Group HR Director, William Hill