“To win the marketplace, you must first win the workplace.” -Doug Conant

1. Future of
The I-O Psychologists’
Journey
www.humanikaconsulting.com

2. Seta A. Wicaksana, M.Psi., Psikolog
0811 19 53 43
wicaksana@humanikaconsulting.com
• Ahli Senior di Komite Kebijakan Pengelolaan Kinerja Organisasi dan SDM
(KPKOS) Dewan Pengawas BPJS Ketenagakerjaan
• Pembina Yayasan Humanika Edukasi Indonesia
• Pendiri dan Direktur Humanika Consulting
• Penulis Buku “SOBAT” Elexmedia Gramedia 2016
• Trainer, Psikolog, Konselor Karir dan Assessor di Humanika Consulting
• Pengembang Alat Tes minat bakat BRIGHT dan Sistem Tes Psikologi
berbasis aplikasi HITS dan HABIT
• Narasumber di Radio DFM 103,4FM
• Dosen Tetap dan Peneliti di Fakultas Psikologi Universitas Pancasila
• Sedang mengikuti tugas belajar Doktoral (S3) di Fakultas Ilmu Ekonomi
dan Bisnis Universitas Pancasila Bidang MSDM
• Pernah menjadi Wakil Dekan II Fakultas Psikologi Universitas Pancasila
• Lulusan Fakultas Psikologi S1 dan S2 Universitas Indonesia
• Lulusan sekolah ikatan dinas Akademi Sandi Negara

3. CEOs See It
“The world is more
complex and
fast-moving all the time,
and
that isn’t going away.”
Ed Zore, CEO of Northwestern Mutual
“Most Admired” financial services
company
24 years in a row

4. It’s Time for
Thinking –
Learning -
Changing
SOBAT WAY

5. What The Future Holds
• Globalization
• Technology
• Consumerization
• Generational Differences
(from center for Advanced Human Resources Studies at Cornell
University, 2015)

6. 7 Critical
Strategies to
Prepare for
the Future of
HR
1. Embrace Technology and
Analytics
2. Understand How the Company
Succeeds
3. Stay Focused on People
4. Be Ready for the New
Workforce
5. Market a Modern Benefits
Package
6. Stay Abreast of Compliance
Issues
7. Be Certified (or Update Your
Skill Set)
https://www.shrm.org/hr-today/news/hr-
magazine/1118/pages/7-critical-strategies-to-prepare-
for-the-future-of-hr.aspx

7. 1. Embrace Technology and Analytics

8. 2.
Understand
How the
Company
Succeeds

9. 3. Stay Focused
on People

10. Human Capital
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

11. Talent Management Framework

12. 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
CapitalClaudia 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
develop talent, the capacity to deploy talent, and the capacity to draw talent from elsewhere.

13. MOTIVATION
It’s all “Theory Y”
management
Let the team
make lots of
decisions on
their own.
Don’t be a filter
on what they
are allowed to
do.
They are eager
to do the right
thing, and get
the project
done.
They are closer
to having
knowledge of
what that right
thing is.

15. Why Theory Y ?
• Thomas McGregor argued that it’s crazy to assume people only work for money and security,
and have to be motivated by management, above and beyond that.
• This assumption is “Theory X” and it becomes self-fulfilling.
• Once these needs are satisfied, people become un-motivated.
• “Theory Y,” in contrast, assumes people will work for needs that are never completely satisfied,
like:
• The need to be self-directed.
• The need to feel responsibility, set one’s own objectives and work toward them.
• The need to be creative.
• The need to belong, for meaningful social involvement integral to work.
• To harness these things, an organization needs to be decentralized, with “job enlargement” and
participative management.
• Sound like “Agile”?

16. “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 Independent Living:
▪ 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)

17. 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
Human Capital: Individual Competency

18. 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

19. 4. Be Ready for the
New Workforce

20. The big
generation gap
Generation Y-
the Millennials-
will represent
half of the
workforce by
2020 and three-
quarters by
2025

21. Generation Y-
the
Millennials-will
represent half
of the
workforce by
2020 and
three-quarters
by 2025.

22. 5. Market a Modern
Benefits Package
(Employee Value
Proposition)

23. Wee Need
To Re -
Imagine

24. Engagement Drives
A Bottom Line

25. EVP and Total Rewards Influences
Engagement, Talent and Performance

26. HR Jobs
of the
Future
As the nature of HR and of work itself changes, so will the skills you'll
need to do your job. What HR jobs could be in your future? Experts offer
their predictions:
• HR data scientist/chief technology officer. Data and analytics will
increasingly drive the job of HR―and this is the person who will head
the effort.
• Employee experience specialist. This HR professional will focus on the
entire worker relationship with the company, from benefits to training
to career trajectory.
• Head of talent-acquisition technology selection. New talent
acquisition platforms are emerging and evolving. This specialist will
comb through them to find those most appropriate for the
organization.
• Head of candidate experience. The hiring process should provide job
candidates with all the speed, convenience and efficiency of the best
online consumer experiences. This person will oversee that effort,
ensuring that applications do not simply go into a "black box."
• Performance coach. This HR specialist will help maximize the
individual contributions of both management and nonmanagement
staff.
• Organizational psychologist. While not technically an HR position,
organizational or industrial psychologists use the principles of
psychology to develop a more holistic approach to HR, marketing and
sales.
https://www.shrm.org/hr-today/news/hr-magazine/1118/pages/7-
critical-strategies-to-prepare-for-the-future-of-hr.aspx

28. Future I-O Psychologist to Help
Organizations Win
Understanding the
Context – and
Challenges
Assessing Talent
Based on Context
Interpreting Results
and Providing
Actionable In
Developing Learning
and innovation
Ecosystem

29. Learning and Giving for Better Indonesia
www.humanikaconsulting.com