Talent Development is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees.

1. TALENT DEVELOPMENT AS A JOURNEY:
From Competencies to Capabilities
www.humanikaconsulting.com
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2. Seta A. Wicaksana
0811 19 53 43
wicaksana@humanikaconsulting.com
• Managing Director of Humanika Amanah Indonesia –
Humanika Consulting
• Managing Director of Humanika Bisnis Digital – hipotest.com
• Wakil Ketua Asosiasi Psikologi Forensik Indonesia wilayah DKI
• Business Psychologist
• Certified of Human Resources as a Business Partner
• Certified of Risk Professional
• Certified of HR Audit
• Certified of I/O Psychologist
• Dosen Tetap Fakultas Psikologi Universitas Pancasila
• Pembina Yayasan Humanika Edukasi Indonesia
• Penulis Buku : “SOBAT WAY: Mengubah Potensi menjadi
kompetensi” Elexmedia Gramedia 2016, Industri dan
Organisasi: Pendekatan Integratif menghadapi perubahan,
DD Publishing, 2020
• Organizational Development Expertise
• Sedang mengikuti tugas belajar Doktoral (S3) di Fakultas Ilmu
Ekonomi dan Bisnis Universitas Pancasila Bidang MSDM
• Fakultas Psikologi S1 dan S2 Universitas Indonesia
• sekolah ikatan dinas Akademi Sandi Negara

3. Thinking…
• Is talent management
important in your
organisation?
• How is talent
management defined
in your organisation?

4. Talent Management
➢ CEOs perceive availability of
talent & skills as key threat
to growth prospects
➢ Talent retention top priority
(40% of HR leaders)
➢ 54% of org had formal and
developed TM programme
in place- significant increase
(ROI?)
➢ Ability to manage talent
one of top skills gap for HR
function (29%)
PWC, Leadership Pulse Surveys,
2014/5
Source BCG 2013

6. TALENT
DEVELOPMENT
• Talent Development is preparing
your employees for current and
future SUCCESS.
• How does that translate into best
practices of Organizational
Development?
• Engage your employees in
Training Programs
• Nurture their Skills and
Competencies
• Focus on having a High
Performance Organization
• Implement a comprehensive
Talent Development Program

7. A Journey:
from Competencies to Capabilities
TALENT
MANAGEMENT
(Talent Development)
Engagement
Commitment Performance
Job Satisfaction

8. ”Talent hits a target no one
else can hit. Genius hits a
target no one else can see.”
- Arthur Schopenhauer

9. Challenges

10. Importance of Talent
Development
Why is talent development
important for organization?
• Increased Competitive
Advantage
• Rewarding Culture and
Brand
• Improved operational
Efficiency
• Financial Rewards
• High Performing
Organization
• Employee Retention

11. Effective Talent
Development
How do we achieve effective
talent development?
• Establish Talent
Development Plan
• Make the most of what you
have
• Target a small number of KPIs
in the business
• Identify critical roles and
critical talent
• Develop talent pathways and
succession plans
• Focus time and energy on
critical roles and people

12. Performance Standards What should I be doing?
Execution Tracking How does the organization
know what I’m doing?
Performance Feedback How do I know if I’m
doing it right?
A Case Study in Salesman

13. The Company Way The Tools
Performance Standards
Execution Tracking
Performance Feedback
Salesman Supervisor
•Performance Guides
•Sales and
Merchandising
Handbook
•Daily Performance
Report
•Record book
•Sales Performance
Board
•Sales Performance
Board
•Position Description
•Standards
•Weekly Performance
Report
•Record BookAnalysis
•Sales Performance
Board
•Daily Supervision
•Development Checklist • TeamMeeting
•Daily Supervision
•Sales Performance
Board

14. Development
How are you dealing with your
middle and bottom
performers?
Alignment
Is everyone in the company
100% aligned with the business
strategy?
Retention
Have you identified top
performers and do you have a
plan in place to keep them?
Engagement
Are the employees fully
engaged and do they have the
tools and resources to be 100%
effective doing their jobs?
TALENT
DEVELOPMENT
You have to maximize your employees’ value
There are four main areas that need to be addressed for Talent Development

15. THINKING DIFFERENTLY
Small changes to small things
❖a waste of time
Small changes to big things
❖ necessary, but frustrating
❖ good, but need many
Big changes to big things
❖ the key to growth
No
Necessary
VITAL
Is This Essential?

16. How do we do it?
High Performance Leadership means ...
Individual Practice
and Mindset
Transforming the organization
and aligning the people in
order to dramatically improve
the business and sustain long-
term momentum

17. HIGH PERFORMANCE BEHAVIORS
1. Provides a clear vision
2. Thinks outside the box
3. Creates an aligned team
4. Builds a strong, empowered organization
5. Set and maintains high standards
6. Demonstrates integrity
High Performance Results (The Acid Test)
1. Dramatic change
2. Developed and empowered
employees
3. Sustained momentum
4. improved competitive/financial
position

18. What is Talent Development?
“Talent Development
is a set of integrated
organizational HR
processes designed
to attract, develop,
motivate, and retain
productive, engaged
employees.

19. Five Levels of Talent Development

20. What is Talent?
• A person’s abilities
• Skills, knowledge,
experience,
intelligence
• Judgment, attitude,
character, drive
• Person ability to learn
and grow

21. Why is Talent Development
Fundamental?

22. Talent Metrics
Prepare for
Future Role

23. Talent Metrics

24. Talent Metrics
• High-potential talent (HiPo)
• Candidate reactions
• Employee engagement and
retention
• External hiring versus internal
• High-performer turnover rate

25. LEARNING

26. Key Components of
Learning
• Learning
• Acquiring knowledge, skills,
competencies, attitudes, or
behaviors
• Human Capital
• Knowledge
• Advanced skills
• System understanding and creativity
• Motivation to deliver high-quality
products and services
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distribution without the prior written consent of McGraw-Hill Education.

27. Key Components of
Learning
• Training
• Facilitates learning job-related
competencies, knowledge, skills or
behavior
• Development
• Future focused—includes formal
education, job experiences,
relationships, and assessments
• Formal Training and Development
• Developed and organized by the
company
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or
distribution without the prior written consent of McGraw-Hill Education.

28. Key Components of
Learning
• Informal learning
• Learner initiated
• Occurs without a trainer or
instructor
• Motivated by an intent to develop
• Does not occur in a formal learning
setting
• Breadth, depth, and timing is
controlled by the employee
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or
distribution without the prior written consent of McGraw-Hill Education.

29. Key Components of
Learning
• Explicit Knowledge
• Well documented, easily articulated,
and easily transferred from person-
to-person
• Primary focus of formal training
• Tacit Knowledge
• Personal knowledge based on
individual experiences that is
difficult to codify
• Facilitated by informal learning
• Knowledge Management
• Tools, processes, systems,
structures, and cultures to improve
the creation, sharing, and use of
knowledge
Copyright © 2017 McGraw-Hill Education. All rights reserved. No reproduction or
distribution without the prior written consent of McGraw-Hill Education.

30. ATD
COMPETENCY
MODEL
The ATD Competency Model defines the skills and
knowledge required for talent development professionals to
be successful now and in the future. It captures changes
driven by digital, mobile, and social technology;
demographic shifts; globalization; and economic forces.
©2019 Association for Talent Development. All rights

31. ATD COMPETENCY MODEL

32. From
Competency to
Capability: the
ATD Capability
Model
• While past studies have resulted in a competency model framework,
ATD’s focus has broadened to helping talent development professionals
build capability that will help them perform their work today and
prepare for challenges they’ll face in the future.
• Competence refers to a person’s current state and having the knowledge
and skills necessary to perform a job.
• Capability is about integrating knowledge and skills and adapting and
flexing to meet future needs.
• Shifting from a competency model to a capability model signals to
talent development professionals that they must be agile and
committed to continual development to successfully create, innovate,
lead, manage change, and demonstrate impact.

33. What’s in the
New Model?
• The model answers the question: What
should talent development professionals
know and do to be successful? This process
begins with the identification of the
underlying personal and professional
attributes required or expected of talent
development professionals in relation to
their performance at work and ends with
the development of a graphic illustration to
show the major capability areas needed by
individuals in the field.
• ATD’s Capability Model is structured
around three domains of practice (see
figure below). These domains comprise
capabilities that:
• Derive from interpersonal skills.
• Come from building professional
knowledge related to developing
people and helping them learn.
• Affect an organization’s ability to
drive toward results and success.

34. 7 Talent Development Strategies To Foster
Growth
1. Get the C-suite on board
• Research on talent development has found that the best leaders are ones
who are committed to talent development for all employees. This same
research also found that as people move up the ladder and open the doors
to their own advancement, they begin to forget to help others do the same.
• Getting buy-in from company executives means helping them see how their
role as leaders impacts the company. Employees want to see that their
bosses actively encourage and are committed to their growth.
2. Make sure your organization’s mission is in place
• Whether your overall goal is compassionate healthcare or problem-solving
customer service, make sure your company’s mission and goals are clearly
communicated.
• This goes a long way towards the next step, but is also part of culture-
building at work. How can you map a route towards talent if you have no
idea what the destination is? If this step is not in place, developing a clear-
eyed vision of your company’s future can be a great tool for getting the C-
suite on board, too.
3. Identify the necessary talent to get you where you’re going
• Once you have your company mission, take the time to list the necessary
skills and talents your employees will need to move towards this goal.
• Consider both hard and soft skills when taking this inventory.
Talent development strategies do not occur in a vacuum.
Indeed, if a talent development program is to work, it
needs to be intentional, well-planned, and expertly
executed. Here are seven talent development strategies
that can help you foster growth among employees and
within your organization

35. 7 Talent Development
Strategies To Foster Growth
4. Look within
• It’s true: even the smallest companies are bursting with talent. It is
entirely possible that all of the skills you need now or in the future
may already be on your payroll. One of the best talent development
strategies is showing employees that you are committed to them not
only in their careers but also as well-rounded people who may be
under-utilized and ready for more challenging work. Does this mean
tacking extra jobs onto an already robust job description? Absolutely
not. What it does mean is taking that entry-level field service
technician who has demonstrated experience in management and
offering them time away from their work to attend a talent
development program. This could give them the skills to plan and
manage a new project for expanding your service offerings.
• Consider other examples:
• An internet installer who has a background in music or sound
production designs whole-house or whole-company sound
systems that are controlled with an app
• A registered nurse who is also a writer and volunteers with a
hospice on their days off writes and edits a guide to traumatic
injury and recovery
• The goal is not to do more with less but to use talent
development strategies to offer employees more meaningful
work that incorporates their interests into their daily work and
deepens their skills.

36. 7 Talent
Development
Strategies To
Foster Growth
5. Design talent development initiatives that work
• A one-off training program isn’t talent development that’s likely to stick.
Employees put their time in on the conference chair, and then promptly
forget everything they learned before the weekend comes.
• Talent development initiatives that work:
• Start with a training needs analysis (see #2 and #3 above as part of this)
• Are delivered in the best way for the type of skill being developed, such
as hands-on collaborative projects for building teams or microlearning
resources for incremental, long-term skills building
• Offer opportunities for practice (experiential learning is a great option)
• Take employee feedback into account for future trainings
• A good training program is one that is memorable, so take the time to
create resources that are engaging and truly useful for employees.

37. 7 Talent Development
Strategies To Foster Growth
6. Build in coaching opportunities
• Managers, this one’s for you: you’ll need to regularly coach and
check in with employees as part of your company’s talent
development strategies.
• This doesn’t necessarily need to be you, though. Coaches can be
recruited from all over the organization, so really, it’s about
delegation. Identify coaches at all levels who have the skills your
employees are learning who can check in with employees.
7. Make talent development part of your company culture
• If company culture dictates a growth mindset where talents are
discovered and nurtured as a matter of course, training to support
that will become a regular part of the workday.
• This helps not only strengthen your current teams, but is also useful
in recruiting additional members in the future. Today’s workforce
craves growth. Create a workplace where learning is prioritized and
built into your daily operations and you’ll create a place where
people love to work.

40. Situational
Antecedents of
Job Satisfaction
• Providing adequate training
• Reward/Recognizing
employees
• Supporting innovation
• Employee involvement in
decision making
• Inspiring & communicating a
shared vision
• Trust in management
• Supervisor-employee “fit”
Job satisfaction has been defined as a
pleasurable emotional state resulting from the
appraisal of one’s job or job experiences.
Job satisfaction

41. What causes job
satisfaction?
❖Job conditions
❖Working environment
❖Rewards
❖Performance feedback
❖Supervisor support
❖Job autonomy
❖- Core self-evaluations; bottom-line conclusions individuals
have about their capabilities, competence, and worth as
person

42. Potential Consequences
of Job Satisfaction
• Performance: Satisfied workers are only
slightly more likely to perform at a higher
level than dissatisfied workers.
• Satisfaction is most likely to affect
work behaviors when workers are
free to vary their behaviors and
when a worker’s attitude is relevant
to the behavior in question.
• Absenteeism: Satisfied workers are only
slightly less likely to be absent than
dissatisfied workers.
• Turnover: Satisfied workers are less likely
to leave the organization than
dissatisfied workers.

43. Engagement and Commitment

44. ENGAGEMENT

46. ENGAGEMENT
The significance of
employee engagement
There is a close link
between high levels of
engagement and positive
discretionary behaviour.

47. ENGAGEMENT
• Engagement strategy Enhance motivation through the work itself, the work environment, leadership and
opportunities for growth.
• The factors that influence engagement The first factor is the rational aspect, which relates to employees’
understanding of their role, where it fi ts in the wider organization, and how it aligns with business
objectives. The second is the emotional aspect, which has to do with how people feel about the
organization, whether their work gives them a sense of personal accomplishment and how they relate to
their manager.
• Engagement and job satisfaction The concept of job satisfaction is closely linked to that of engagement.
Job satisfaction refers to the attitudes and feelings people have about their work. Positive and favourable
attitudes towards the job lead to engagement and therefore job satisfaction. The level of job satisfaction is
affected by intrinsic and extrinsic motivating factors, the quality of supervision, social relationships with
the work group and the degree to which individuals succeed or fail in their work

48. 1. Brand
Reputation
Brand
Corporateresponsibility
2. Leadership
High Performanceleadership
Senior leadership
3. Performance
Career opportunities
Learning and development
Performancemanagement
People management
Rewardsand recognition
4. The Work
Collaboration
Empowerment/autonomy
Work tasks
Benefits
Job security
Safety
Work environment
Work/lifebalance
6. CompanyPractices 5. TheBasics
Communication
Customer focus
Diversity and inclusion
Enabling infrastructure
Talent and staffing
Foundation
Differentiators
Leadership
Performance
Brand
Company
Practices
The Work
The Basics
EngagementDrivers
Engagement
Outcomes
Business
Outcomes
Say
Stay
Strive
1. Talent
Retention
Absenteeism
Wellness
2. Operational
Productivity
Safety
3. Customer
Satisfaction
NPS
Retention
4. Financial
Revenue/sales growth
Op. income/margin
Totalshareholder
return
Employee Engagement
The
Work
Experience

49. The meaning of organizational
commitment
Commitment refers to
attachment and loyalty. It
is associated with the
feelings of individuals
about their organization.
As defi ned by Porter et al
(1974), commitment is the
relative strength of the
individual’s identifi cation
with, and involvement in, a
particular organization.

50. ORGANIZATIONAL COMMITMENT
• Developing a commitment strategy Steps to
create commitment may include initiatives to
increase involvement and ‘ownership’,
communication, leadership development,
developing a sense of excitement in the job,
and developing various HR policy and practice
initiatives.
• The importance of commitment There have
been two schools of thought about what
makes commitment important. One, the
‘from control to commitment’ school, was led
by Walton (1985a, 1985b); the other,
‘Japanese/excellence’ school, is represented
by writers such as Ouchi (1981), Pascale and
Athos (1981) and Peters and Waterman
(1982).

51. ORGANIZATIONAL
COMMITMENT
Factors affecting commitment Kochan and Dyer (1993) have indicated that the
factors affecting the level of commitment are:
• Strategic level: supportive business strategies, top management value
commitment and an effective voice for HR in strategy making and
governance
• Functional (human resource policy) level: staffing based on employment
stabilization, investment in training and development and contingent
compensation that reinforces cooperation, participation and contribution.
• Workplace level: selection based on high standards, broad task design and
teamwork, employee involvement in problem solving and a climate of
cooperation and trust.

52. Organisational Commitment Model (Meyer & Allen, 1997)

53. Organisational Commitment Model (Meyer & Allen, 1997)

54. Benefits of Talent Development
Improved Recruitment: Having top talent at all levels of the company is one of the best ways
to ensure continued success. The quality of the employees directly correlates to the quality
of the business.
Improved Understanding of Employees: Through employee assessments management can
gain insight into the development needs of their employees including career aspirations,
abilities, strengths and weaknesses. This knowledge makes it is easier to determine how to
motivate them.
Putting the Right Person in the Right Job: Skill or competency mapping allows employers to
take stock of skill inventories throughout the company. When an employee’s interests are in
alignment with his or her job profile, productivity and job satisfaction increases.
Keeping Top Talent: Retaining employees is critical to the management and growth of a
company. Companies that fail in keeping high-quality talent risk losing to their competition.

55. Learning and Giving
for Better Indonesia