Nurturing #Digital_Talent_for #Digit al_Talent_for _Digit _Digital_TELKOM al_TELKOM
Dharma Syahputra Chief Human Capital C apital Developmen Developmentt & Retention Retention TELKOM GROUP
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DIVERSE PORTFOLIO IN TIME MARKET
32 Subsidiaries & Affiliation
TELKOM Indonesia’s Digital TransformAction
To be the King of Digital
Corporate Strategy
Talent Management Philosophy
An Integrated Talent Management /*.24/ 8*4*52824/
Talent Sourcing
Business Strategy & Workforce Planning
HiPo Identification
Managing Pool of Talent Pipeline
Diagnose Talent Readiness
Talent Strategy & Capability Profiling
Talent Retention
Talent Performance & Impact
Integrated Learning Cycle Human Capital Development Plan
Formal Leaning Programs
%*+*,-.-/0 1 .2*34-45 !262 .7+824/
Coaching, Mentoring & Networking
On The Job Learning
Key Objectives: Talent Readiness [ HiPo retentio n rate [ internal candidates in key positions [ Ready successors for key roles
WE STARTS WITH A COMPELLING EMPOYER VALUE PROPOSITION Innovation fueled by a dynamic and creative work environment 6 !"#$%& ()"**" 7#8 (+,-*&#&#.* !*/*0#&1 9# 7 12((*11023 (+,-)/4 ?K' .'6 ?'3A"4 \%, /> F9. %.7 =#'%&/2'X ;&]> %& &K' K'%#& "F '2'#,&K/.+ 6' 7"X 1,.%4/>4 "F "9# 6"#A '.2/#".4'.& %.7 &K' 7/+/&%3/0%&/". "F &K' ^9>/.'>> %#' 4%A/.+ "9# /.."2%&/2' >$/#/& % $"6'#F93 7#/2'# "F "$$"#&9./&/'>X -9# >9=='>> %> % ="4$%., 4'%.> >9=='>> F"# ,"9 /. &K' F"#4 "F %. "9&>&%.7/.+ =%#''# 6/&K %&&#%=&/2' ^'.'F/&>X
we improve and simplify our recruitment channel We always make our recruit channel flexible to win the talent war & deal with current business issues
Permanent Employee
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Exploring open talent platform: soCiodigileaders Moving away from traditional ways of sourcing to tap into other talent pools via open talent platforms: Socio Digi Leaders !"# %&&'(& )* +,-(*. /)'01"*23
SoCio digi leaders
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EMPLOYEE/ TALENT REVIEW GP:O, :,-:X:-+*P; T*'00' :,.0'0;.; U:./ (QQ('.+,:.:0; &(' O'(U./ (' -0X0P(Q)0,. J'(RP0);` I*.T/ #Q :, J(;:.:(,B 40,O./ :, J(;:.:(,B 40,O./ :, "JB 40,O./ :, CQ0T:&:T 30O:(,B 3(.*.:(, TALENT REVIEW [ Ensuring Optimization of Employee to do their job. [ Match up between individual aspiration and Company's Needs. [ Ensuring Right Talent in the Right Place. [ Ensuring evaluation of each Employee in every 3 years . [ Using IngeniumA pplication Based
RESULT UNTIL Q2-2017
259 EMPLOYEE From target 241 in Q2 (107%)
EVERYONE COUNTS: Everyone has equal opportunity to be Considered
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Talent Scholarship Program Open after 3 years of
service
Best University in The World
51 Graduated from LN (47 in progress)* University of Manchester
Melbourne University
Boston University
33 Graduated from DN (134 in progre ss)*
*updated 2016
Focus on new Global Talent Program -$.#8$ 78$024 !1.E183 /> % $%#& "F ?'3A"4 H#"9$]> M'%7'#>K/$ 1'2'3"$4'.& <#"+#%4 &K%& %/4> &" /.=#'%>' +3"^%3 %6%# '.'>> B +3"^%3 $'#>$'=&/2'B +3"^%3 '.&'#$#/>'B %.7 +3"^%3 'Z$'#/'.='
Successor Description
Participants Source :
s e r u s a e M
C on ti nu e com pan y’s p ro gram i n preparing global talent readiness to ensure availability of global leaders pipeline.
Special Technical Assignment Supply technical assistance in international footprint for certain project.
Global Mindset Improve further Talent’s competency in global business acumen & mindset (GMI), cross culture capability and global leadership.
Very Hipo & Hipo BP III – BP I Telkom Groups
Minimal Potential & match technica l requirements
Very Hipo BP VI – III
3-4 months Development (following place ment if more than 4 months)
3 months de v & can be extended based on project requirement
3 months plus 1 week Predeparture
Telkom International’s Footprint
Telkom International’s Footprint
18 Participants assigned
11 Countries
18 Companies
Durations :
Development Place :
Budget :
Talent Development Budget Pass selection process (Willingness, English skill & Personality Assessment)
Talent De v Budget on dev (3 months) + Opera tional Budget for extention
Global Partner or Global Companies (Internship)
Talent Development Budget
Better Insight for Employee in Developing Career ?=HE=?#I 9*'00' CV;.0) *+.()*.0; ./0 Q'(T0;; .( P:;.:,O Q(.0,.:*P T*,-:-*.0; '0*-:,0;; *O*:,;. ./0 '0e+:'0- Y,(UP0-O0B T*Q*R:P:.:0; S 0\Q0':0,T0; &(' * '(P0 Better insight of Career Plan Employee Career Plan (ECP)
Better Insight of Successor Position
Managerial Career Plan (MCP)
Better Insigh t of C areer Opportuni ty
Succession Plan (SUC) List of Successor Candidates
1.
: s e 2. t o N 3. t n a t r o p m I
±
>85% Employee has planned their Career through Ingenium (ECP) Employee can make their Career Plan to All Telkom Group
60% Managers have planned their Successor 1. 2. Easier for Manager to find successor from all of Employee
>75% Managers have planned next career for their Subordinates (MCP) % of Utilization
62%
FRO M
2.01 0
TotalEmployee
% of Utilization
15%
FRO M
2.01 0 TotalEmployee
% of Utilization
16%
FRO M
2.01 0
TotalEmployee
n o i t i s o P t n a c a V
n o i t i s o P g n i d d i B
Bidding P osition: 1.Position ! 3 years 2.Retired 3.Career Movement 4.Fit & Proper 5.Employee can bid their desire Position & Job
Findings from Telkom’s TM Rapid Maturity Assessment
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