Case Study on Talent Development and Leadership Program

8/18/2019 Case Study on Talent Development and Leadership Program

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The 13th International Symposium on ManagementUniversity of Social Sciences and Humanities, Vietnam National University Hohiminh ity

!USSH, VNU"HM#, Vietnam March 1$th % &'th, &'1(

)*+, University of Suraaya

- e v I e . o n o m p r e h e n s I v e % I n t e g r a t e d a s e S t u d I e s !

f o r / r g a n I 0 a t I o n e v e l o p m e n t

- e v I e . o n o m p r e h e n s I v e % I n t e g r a t e d a s e S t u d I e s !

f o r / r g a n I 0 a t I o n e v e l o p m e n t

. Soemarmanculty of Business and Economics

niversity of Surabaya

. Soemarmanculty of Business and Economics

niversity of Surabaya


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This -evie. evaluate ho. the feasiilites of ompreh

Integrated ase Study !IS# provide Sustaina*usiness 2rocess and ood overnance in the con

/rgani0ation evelopment .ith t.o assurances5

6pplication of 2sychometric Measurement for Se

*est 2rofiles of +mployess .ithin 7o Matching 2

!Talent evelopment and 8eadership 2rogram#9 )acilitation for *est 2ractices of +mployees 2erform

.ith support from integrated programs5 7o -edes

2lacement, -evie. on The System"esign of 2erfo

6ppraisal, and -evision on The System"esign o

-e.ards and -emuneration9

ase Studies in H-M5 omprehensive and Integraase Studies in H-M5 omprehensive and Integra


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This -evie. .ill oserve carefully those t.o imp

assurances .ithin the needs for specific"custodesign of omprehensive Integrated ase S

!IS# .hich might support the estalishment

model of Strategic Human -esource Manag

!SH-M#9<

The revie. .ill argue that IS .ill e ale to es

a model of SH-M ased on t.o integrated appro

Vertical"Hori0ontal )it of /rgani0ation ultu

+mployees as 2rofessional =or>ers9

ase Studies in H-M5 omprehensive and Integratase Studies in H-M5 omprehensive and Integrat


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The Needs

It is feasile to develop a Solution to.ard +stalishing 6 Model of Strategic Human

-esource Management ased on5

Vertical )it of /rgani0ation ulture for +mployees as 2rofessional =or>ers, ap

Measurement of +mployees? *est 2rofiles and 2erformance 2redictors !+32# to

support @o matching program Hori0ontal )it of /rgani0ation, applying the methods of verification on employee

s>ill .hich support ma@or competences .ithin the conte4t of @o redesign

)easiilities The esign

ase Studies in H-M5 omprehensive and Integase Studies in H-M5 omprehensive and Integ


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N + + S 6 N 6 8 A S I SN + + S 6 N 6 8 A S I S

How do we provide “assurances for Sustainability of Busine

and Good Governance within the context of OrganizationDevelopent! when considering "#$S%B%&%'%#S fro Previo

“)ight persons in the right placeswith right ission and capable ofdoing things right within the contextof the right things*

It is to ma>e old saying .or> .ell5


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6V6I86*8+ )+6SI*I8ITI+S6V6I86*8+ )+6SI*I8ITI+S

'wo "easibilities fro previous studies+

• $pplication of Psychoetr,easureent for Selecting Best Pro-leof #ployess within .ob ,atchinProgra /'alent Developent an

&eadership Progra0 has been available

• "acilitation for Best Practices of #p

Perforances with support fro integrated pro .ob )edesign1.ob Placeent2 )eview on 'he SDesign of Perforance $ppraisal2 and )evision Syste1Design of 'otal )ewards and )euneratio


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)/U- )6T/-S T/ /NSI+- IN TH+ +SIN)/U- )6T/-S T/ /NSI+- IN TH+ +SIN

• .ob Design

• #ployee Pro-les within &ife %nventory

• #ployee 3opetence and S4ills

• .ob1Perforances 3ontext


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ompetences

Soft"S>ills

evelopment

2erformance

onte4t

7o esign

)or

2rofessional

=or>ers

+32+mployees

2rofiles

ase Studies5 omprehensive and Integrated )actoase Studies5 omprehensive and Integrated )acto

S


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Understanding the Strategic Human -esources ManagUnderstanding the Strategic Human -esources Manag

Therefore5

• IS supports the elaoration of e4change perspectives et.eompanyB/rgani0ationBInstitution and +mployees9

• The e4changes shall promote ;mutually shared responsiility<

• Main Issues5 IS provides employees .ith opportunities to involparticipatory actionBpolicy research .ithin the frame.or> of Strat

/ur IS esign considers that the development of

employee professionalism .ill give great impacts onsustainaility of usiness process and organi0ation

governance, especially as it is reflected y

development of employees? professional s>ills in

usiness discretion


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Understanding the Strategic Human -esources ManagementUnderstanding the Strategic Human -esources Management


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Understanding the Strategic Human -esources MaUnderstanding the Strategic Human -esources Ma

2/SSI*8+ /2TI/N 1

IS may elaorate Vertical )it of /rgani0ation ult

+mployees as 2rofessional =or>ers, using applicat

measurement instrument on +mployees? *est 2rofile

2erformance 2redictors !+32# .ithin 6 )rame.or> of

Management % ontriutor Model9


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Understanding the Strategic Human -esources MaUnderstanding the Strategic Human -esources Ma

6pplication of measurement instrument .ill e underta>

the conte4t of organi0ation development as reflected y

integrated programs5

• 7o -edesign"7o 2lacement

• -evie. on The System"esign of 2erformance 6pp• -evision on The System"esign of Total -e.ards a

-emuneration9

2/SSI*8+ /2TI/N &


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ood esign of IS5 =o

+stalishing Strategic

=ith CMS onte4

-eliaility and validity

of +32

omprehensiveness and

integration of IS

in relation .ith CMS2ractices

-eDuirements for ood esign of IS-eDuirements for ood esign of IS

• 6pplication of the measurement instrument should focus on the evalu

reliaility and validity

• omprehensiveness and integration of ase Studies rely on the capai

design in maintaining previous studies in relation .ith !its conte4t# the

improvement of Duality management system


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-eDuirements for ood esign of IS % CMS )-eDuirements for ood esign of IS % CMS )

ood esign of IS should e

.or>ale for +stalishing Strategic

H-M

=ith CMS onte4t


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Ho. to transform

conflicting situations

and disharmony

et.een managerial

positions andfunctional positions

among employees:

Ho. are the

estalishment of

three important

factors capale to

provide E7oMatching 2rogram

and +mployees

2lacement ?

The findings ofprevious studies

shall also apply to

oth employees inmanagerial positions

and functional

positions as .ell:

The

+m

o

effethe

In S

H-

onflicting

Situations of

employees?positions

=or>

onte4t

-eliaility of

2rofiles5

6ctiveonstructive

-

-+S+6-H 2-/*8+MS-+S+6-H 2-/*8+MS

Strategic H-M .ill provide assurances to successful performance of usiness

governances as .ell as the success of employees? future careers:


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2hases of IS Implementantion2hases of IS Implementantion


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The use of -esearch Tools and 6nalysisThe use of -esearch Tools and 6nalysis

Cuantitative ata of 8ife Style Inventory .ill e e4plained

In verification of 6ttitudes Scales

The results of 7o -edesign .ill e oserved y ) to verify the lev

6greements related to CMS updates as .ell as the achievement of pe

The measures of employees? competences and s>ills should result in vperformance appraisal design as .ell as the design of @o evaluation s

7o matching program and rene.al of tenures"contract should e underta>

comprehensive oservation on the needs for rene.al of @o family and CMS


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Moments of ontinuous Improvements Moments of ontinuous Improvements

• CMS Improvements ased on Strategic H-M

• CMS and Strategic H-M support the sustainaility ofprocess and governance .ith vertical fit of organi0at

• The future careers of employees .ill get strong assur

total directions to.ard contriutor model of career m

system supported

Ho. do .e consider the est moments for est practices in

the est contriutions of professional employees:


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Moment at employees placement

Moment y .hich employees get promoted

Moment in CMS continuous improvements

Moment at setting ne. agenda for further case studie

1

&

3

F

Moment outside the organi0ation to continue enchmarG

Moments to onsider Moments to onsider


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Case Study on Talent Development and Leadership Program

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