Excellence through Culture, Talent & Change...Excellence through Culture, Talent and Change Company...

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Excellence through Culture, Talent, and Change 2020 Jakarta Hong Kong Hangzhou Excellence through Culture, Talent & Change Introduction to Our Services

Transcript of Excellence through Culture, Talent & Change...Excellence through Culture, Talent and Change Company...

Page 1: Excellence through Culture, Talent & Change...Excellence through Culture, Talent and Change Company Introduction / 2020 3 Born and grew up in Indonesia 10 years in China 14 years in

Excellence through Culture, Talent, and Change

2020

Jakarta ■ Hong Kong ■ Hangzhou

Excellence through Culture, Talent & Change

Introduction to Our Services

Page 2: Excellence through Culture, Talent & Change...Excellence through Culture, Talent and Change Company Introduction / 2020 3 Born and grew up in Indonesia 10 years in China 14 years in

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Company Introduction / 2020 �2

We are a Psychological based Management Consulting

CHANGEisthebusinesssurvival,CULTUREisthemarketdifferen3ator,andTALENTisthecompe33veadvantage

Page 3: Excellence through Culture, Talent & Change...Excellence through Culture, Talent and Change Company Introduction / 2020 3 Born and grew up in Indonesia 10 years in China 14 years in

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Born and grew up in Indonesia

10 years in China

14 years in Germany

Top 3 university in China

Who pursue his dream to develop a strong Indonesian’ Human Capital

It was started with one person

Then establish the team to build his own consultancy firm…

Which then decided to shift for an academic career as a professor

A Twenty Years Journey of Excellence

Page 4: Excellence through Culture, Talent & Change...Excellence through Culture, Talent and Change Company Introduction / 2020 3 Born and grew up in Indonesia 10 years in China 14 years in

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International Best Practices, Scientific Approach, & Local Wisdom

Professional Academic

China

Jakarta, Hangzhou, Hong Kong

Germany

Germany

Austria

Indonesia

China

France Vietnam

Liechtenstein

Switzerland

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Project References* only selected list and not complete

International Track Record with Leading Enterprises

Delivering diverse projects in 15+ different countries with business leaders from Asia, Europe & US

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Our approach in assisting our clients ensuring measurable

resultsOverthelasttwentyyears,Dr.TjitraandhisteamhavecollectedInterna3onalprojectexperiencesattheglobal,regionalandna7onallevelintheUS,EuropeandAsiawithseniorleadersfromoverfortycountries

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Tailor-Made Solution with clear objectives and in-depth understanding at the beginning of the cooperation

1

2

3

4

Objective Agreement on Project Objective & Expected Results

Analysis Deep Understanding on Clients’ Current Situation

Design Process and Method Design

Evaluation Evaluation and Follow Up5

Execution Project Implementation

Expected Results

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Tjitra & associates Generic Consultancy Process

Preliminary Study

OrgAlign e.g. In-depth interview, focus group discussion, organizational survey, document analysis, on-the-job observation, ability/personality test, etc.

Expected Result

Workshop / Trainshop e.g. Strategic workshop, cross-cultural communication and cooperation trainshop, leadership development and team effectiveness workshop, etc.

Project / Team / Individual Coaching, Adaptation, Follow-Up and Evaluation

Agreed on Objectives Analysis & Agreement Ensuring Sustainable Impact Measurable Result

General Approach for Tailor-Made Solution Exploration and Implementation

Main Intervention

Page 9: Excellence through Culture, Talent & Change...Excellence through Culture, Talent and Change Company Introduction / 2020 3 Born and grew up in Indonesia 10 years in China 14 years in

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Company Introduction / 2020 �9

Our Product Mapping : Optimizing Service & Consultation

ANALYSIS CONCEPTION IMPLEMENTATION

Strategic Alignment Analysis

Organizational Diagnostic

Strategic Workshop

OrgAlign(Strategic Management Process

for Organizational Alignment)A

Org. Structure

Job Description Workflow

C&B Career Management

Comm. Platform

Vision Mission Value

Excellence Program Positioning

Strategic Planning

BSC Mapping

Strategic Initiative

Performance Management

Competence Model

Org. Learning

Assignment Process & Policy

Cross-Culture Training

Employee Development

Change Leadership

Culture Program Monitoring & Evaluation

Recruitment &

Learning Development Retention

HR AdminHR Policy

STRATEGIC PLANNINGB

ORGANIZATION DESIGNC

PERFORMANCE D

DIVERSITY & INTERNATIONAL ASSIGNMENT

E

ORGANIZATIONAL TRANSFORMATIONF

TALENT MANAGEMENTG

OPERATIONAL EXCELLENCEH

Culture Talent Change

Skill Matrix

Page 10: Excellence through Culture, Talent & Change...Excellence through Culture, Talent and Change Company Introduction / 2020 3 Born and grew up in Indonesia 10 years in China 14 years in

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Our Services aim to Support our Client to Achieve Excellence through Culture, Talent and Change

International Process, Policy &

Strategy

Cross - Culture Communication &

Collaboration

Operational Excellence

TalentManagement

Performance Acceleration

Organization Design OrgAlign

Strategic Planning

Culture Talent Change

Page 11: Excellence through Culture, Talent & Change...Excellence through Culture, Talent and Change Company Introduction / 2020 3 Born and grew up in Indonesia 10 years in China 14 years in

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Talent Management & Leadership Development:

Unleashing Indonesia’s promising future“Globaliza3onhaschangedusintoacompanythatsearchestheworld,notjusttosellortosource,buttofindintellectualcapital-theworld'sbest

talentsandgreatestideas”

Jack Welch, Chairman & CEO of GeneralElectric between 1981 - 2001

Page 12: Excellence through Culture, Talent & Change...Excellence through Culture, Talent and Change Company Introduction / 2020 3 Born and grew up in Indonesia 10 years in China 14 years in

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The 2 days Workshop to Build Leaders’ Personal Commitment based on Agreed Business Matrix for a Global Fortune 500

Preliminary Study OrgAlign

Expected ResultStrategic Workshop Follow up

Agreed on Objectives Analysis & Agreement Ensure Sustainable Impact Measurable Result

Our Approach for Tailor-Made Solution Exploration and Implementation

Main Intervention

Day 1 Day 2

Optional : Joint Dinner & Informal Discussion

Break

Objective, Expectation and Agenda

Welcome & Introduction Business Focus

Knowing & Understanding Leadership Profile

Presentation on Previous Workshop Review & Employee Survey GroupWork,Presenta3on&PlenaryDiscussion

Situational Analysis Discussion

Lunch

Break

Leaders Presentation: Current Business Focus

Reflection, Feedback & Closing

Personal Development, Agreement, and Action Plan

Leadership Profiling: Big 5 & Holland ShortLecture,Q&A,PeerReflec3on,

PlenaryDiscussion

Transformational Leadership, Belbin Team Roles ShortLecture,PlenaryDiscussion

Discussion on Business Matrix GroupWork&Presenta3on

Action Plan & Wrap Up

Business Matrix

BEST

PRACTICE

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Three 1.5-Day Workshops within One Year Aiming at Improving Managerial, Cultural and Team Effectiveness for APAC Top Management Team

• Participants are all top management team members at the region of APAC.

• The serial of workshops aim to improve the effectiveness and efficiency of cooperation between the members of the APAC management team.

Effective Management & Team Building

• Managing, performing, and living (Malik, 2000)

• Current status and issues

• Five core issues were identified

Being Effective& Get Focused

Trust & Awareness

1 2 3

• Habits of highly effective manager (Div. Authors)

• Focus on few • Belbin Team Roles • Personal development plan

• Assessment of strengths and challenges

• Outdoor games • Collegial coaching

Main concepts developed for meeting our client’s expectationsBEST

PRACTICE

EXPECTED RESULTS - Clarifying goals, improving team synergy, and solving current problems

- Discovering potential and leveraging strengths across different countries

- Having open discussion within the team, especially on negative issues

- Learning teamwork skills and tools to improve effectiveness

- Developing action plan for further implementation

Page 14: Excellence through Culture, Talent & Change...Excellence through Culture, Talent and Change Company Introduction / 2020 3 Born and grew up in Indonesia 10 years in China 14 years in

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Selected Assessment Tools & Instruments

HOGAN Personality Assessment• 15FQ+ questionnaire provides a

comprehensive assessment of personality in a familiar framework.

• It measures the same 16 personality factors discovered by Cattell but has been fully updated and tailored for use in the business world, with higher reliability and validity.

• The 15FQ+ also reports on the Big Five personality factors, and a number of useful additional areas such as Leadership Style, Team Roles, and Career Themes.

• Key features:

- In-depth personality assessment

- Completed on-line in less than 30 minutes

- Range of Chinese and international norms

- Available in Chinese and English

• The Hogan assessments predict job performance by assessing normal personality, derailment characteristics, core values, and cognitive reasoning ability.

• The assessments are grounded in decades of research and evaluate every major job family from bank teller to CEO.

15 FQ+

Belbin Team Roles Inventory• Belbin Team Roles Inventory measures individual’s preference

for nine team roles: Chairman, Shaper, Generator, Thinker, Company person, Networker, Team worker, Completer.

• It is used for measuring diversity in terms of different team role preference, selecting for new team members, creating of project teams or starting new enterprises, etc.

Career Anchor• Career Anchor represents individual’s unique combination of

perceived career competence, motives, and values.

• 40-item questionnaire could be completed online within 20 minutes.

• Eight career anchors are identifiedService / Dedication to a cause

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OrgAlign Method Strategic Management Process

for Organizational AlignmentAllmencanseethesetac7cswherebyiconquer,but what none can see is thestrategyoutofwhichvictoryisevolved- Sun Tzu

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Agenda

1

2

3

4

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Brief Introduction to OrgAlign TM Method

OrgAlignTM Method Strategy Framework

Core Process of OrgAlign TM Method

Project References Using OrgAlign TM Method

Page 17: Excellence through Culture, Talent & Change...Excellence through Culture, Talent and Change Company Introduction / 2020 3 Born and grew up in Indonesia 10 years in China 14 years in

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Brief Introduction to OrgAlign TM Method

Page 18: Excellence through Culture, Talent & Change...Excellence through Culture, Talent and Change Company Introduction / 2020 3 Born and grew up in Indonesia 10 years in China 14 years in

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Optimalize the Benefit through OrgAlign TM Method

OBJECTIVES:

BENEFITS:

• Agreement on organizational purpose and actionable plan to achieve the goals • Solid starting point for organizational transformation through:

➡Better understanding of organizational challenges and strengths, both internal & external through data-based derived discussion

➡Higher sense of belonging from each participants through: ✦ Facilitating equal contributions and mutual understanding in the discussion between different parties ✦ Each participant could see his/her contribution and identify himself/herself with the jointly agreed principle

Gap analysis between current condition and

future vision

Problem mapping & priority in the level of

organization

Examination of organization's

characteristics to understand its role in supporting vision &

Page 19: Excellence through Culture, Talent & Change...Excellence through Culture, Talent and Change Company Introduction / 2020 3 Born and grew up in Indonesia 10 years in China 14 years in

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Company Introduction / 2020 �19

OrgAlignTM Method Strategy Framework

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From Action Based to Data - Driven Decision Making

Work Best When: The issue is Clear

The data is reliableThe context is structured

Work Best When: Situation is novel and confusing

Work Best When: Many elements

have to be combined into

Creative Solutions

Decision Making Approaches

Deductively

“THINKING FIRST”

Diagnose —> Design —> Decide —> Do Eq: Established

Production Processes

Eq: New Product Development

“DOING FIRST”

Iteratively

“SEEING FIRST”

Inductively

Eq: DisruptiveTechnologies

Insight —> Action

By Henry Mintzberg and Frances Wesley (2001)

Act —> Think

Page 21: Excellence through Culture, Talent & Change...Excellence through Culture, Talent and Change Company Introduction / 2020 3 Born and grew up in Indonesia 10 years in China 14 years in

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Company Introduction / 2020 �21

Core Process of OrgAlign TM Method

Page 22: Excellence through Culture, Talent & Change...Excellence through Culture, Talent and Change Company Introduction / 2020 3 Born and grew up in Indonesia 10 years in China 14 years in

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Core Process Framework of OrgAlign TM

3

1Strategic Alignment Analysis 2 Organizational

Diagnostic

StrategicWorkshop

Current Analysis

Problem Mapping & Priority Action Plan

Discipline Implementation Gaining Result

Page 23: Excellence through Culture, Talent & Change...Excellence through Culture, Talent and Change Company Introduction / 2020 3 Born and grew up in Indonesia 10 years in China 14 years in

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Company Introduction / 2020 �23

Strategic Alignment Analysis in OrgAlign TM Method

Interview Summary oleh Tjitra & associates

Tanggal: 2Januari2014

Responden: XXX

Pewawancara: Tjitra&associates

Dikirim ke: XXX

Copy: Dr.HoraTjitra

Topik 1: Lingkungan Kerja & Pengalaman Kerja Internasional

• Lulusan dari Teknik Mesin UI • 2004 : Mulai bekerja di XXX sebagai Production Supervisor • Pernah melaksanakan kunjungan kerja ke Thailand dan Jepang untuk membeli mesin

• Pernah mengikuti training ke Thailand atas penugasan perusahaan

Topik 2: Tujuan Organisasi dan Bisnis - Jangka Pendek dan Jangka Panjang

Jangka pendek: • Pencapaian target (angka) yang telah ditetapkan

‣2017 : 500 juta USD (revisi dari target sebelumnya karena adanya deep dive)

‣2015 : 250 juta USD

‣2013 : Targetnya 138 juta USD, tercapai 106 juta USD - bisa jadi karena turunnya rupiah terhadap dolar, serta adanya internal issue

• Ekspansi area dan sarana pendukung / mesin

“Target angka tersebut tidak mungkin tercapai jika tidak ada ekspansi area” “XXX - dengan negara sebesar ini - dibandingkan dengan Thailand, alat - alatnya jauh tertinggal”

• Kestabilan manpower

“Keseimbangan belum terjaga. Tahun lalu - yang masuk banyak, yang keluar juga banyak”

Jangka panjang: • Utilisasi pangsa pasar Indonesia

“Bertumbuh bersama dengan pertumbuhan (ekonomi) Indonesia, mengingat pangsa pasar Indonesia yang masih besar”

Harapan pribadi: • Employer branding

“Ingin XXX dikenal, seperti Honda. Sekarang jika ditanya orang bekerja di mana, jarang ada yang tahu XXX”

Interview Guideline

A. Perkenalan

Saya ________ dari Tjitra & associates, sebuah konsultan manajemen dengan fokus tema di bidang Culture, Talent & Change. Terima kasih banyak untuk kesediaan dan waktu berpartisipasi dalam wawancara yang akan dilaksanakan kurang lebih selama 60 menit ke depan. Tujuan dari wawancara ini adalah untuk mendapatkan pemahaman yang lebih baik akan situasi organisasi terkini dari PT Indah Jaya / Spinmill. Kesimpulan wawancara akan kami kirimkan kepada Anda dalam waktu 2 hari kerja, dan akan sangat membantu bila Anda bisa melakukan konfirmasi terhadap isi wawancara tersebut dalam waktu 2 hari. Respon Anda akan dijaga anonimitas dan kerahasiaannya, hasil akan diberikan kepada manajemen dalam bentuk kesimpulan umum.

Namainterviewee :_________________________ Departemen :_________________________Jabatan :_________________________ Email :_________________________

B. PertanyaanWawancara1. Latar belakang dan pengalaman kerja

• Bisakah Anda menceritakan sekilas informasi mengenai diri Anda ?

(Pendidikan, area kerja, latar belakang/pengalaman kerja sebelumnya, pengalaman dalam bergabung di Indah Jaya / Spinmill - berapa tahun)

• Apa yang membuat Anda bergabung dengan Indah Jaya / Spinmill ?

• Mohon ceritakan sekilas mengenai pekerjaan Anda saat ini, serta tugas & tanggung jawab Anda

2. Tujuan Organisasi & Kontribusi • Ceritakan pemahaman Anda mengenai tujuan jangka pendek dan tujuan bisnis perusahaan

• Bagaimana dengan tujuan jangka panjang perusahaan

• Di mana Anda ingin melihat Indah Jaya / Spinmill dalam waktu dekat ?

• Apa yang dapat menjadi kontribusi Anda secara pribadi ?

3. Hal - hal apa yang membuat nyaman / betah di Indah Jaya / Spinmill ?

4. Hal - hal apa yang masih perlu diperbaiki / apa harapan terhadap perusahaan ? • Apa kesulitan yang timbul dalam melaksanakan pekerjaan ?

• Apa yang Anda lakukan untuk menghadapi kesulitan tersebut ?

• (seandainya) ada penawaran dari tempat lain, apa yang menjadi faktor bagi Anda untuk mempertimbangkan pindah ?

5. Critical challenge dan faktor kesuksesan • Sejauh Anda memahami Indah Jaya / Spinmill, apa yang dapat menjadi critical challenge agar bisa

meraih kesuksesan (atau bisa lebih sukses) ?

• Apa yang menjadi faktor kesuksesan agar bisa meraih kesuksesan (atau bisa lebih sukses) ?

6. Masa depan Indah Jaya / Spinmill • Bagaimana Anda membayangkan masa depan Indah Jaya / Spinmill ?

7. Adakah yang ingin Anda tambahkan untuk topik yang baru kita diskusikan ?

Terima kasih banyak untuk waktu dan partisipasi Anda dalam wawancara ini.

InterviewGuideline

Interview Summary Organization Flash Analysis - Indah Jaya / Spinmill

by Tjitra & associates

Tanggal:

Interviewee: IndahJaya/Spinmill:

Interviewer: Tjitra&associates:

Dikirim kepada:

Topik 1: Latar Belakang Interviewee & Pekerjaan saat ini

InterviewSummary

1

• In - depth Interview &

Focus Group Discussion

• Ethnographic

Observation

A n a l y s i s f r o m b o t h management & employee’s understanding on current s t a t e & o r g a n i z a t i o n a l purpose, from the viewpoints of:

• Leadership• Corporate Culture

METHOD OBJECTIVE

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Company Introduction / 2020 �24

Culture Diagnostic : Organizational Diagnostic Type C2

• In - depth Interview & Focus Group Discussion

• Ethnographic Observation• Questionnaire

METHOD OBJECTIVE

• Analysis on current practice and envisioned corporate culture

• Knowing the values embraced by employees using qualitative and quantitative method

ConceptualizationStrategic WorkshopCulture Survey Dissemination Implementation

Interview Summary oleh Tjitra & associates

Tanggal: 2Januari2014

Responden: XXX

Pewawancara: Tjitra&associates

Dikirim ke: XXX

Copy: Dr.HoraTjitra

Topik 1: Lingkungan Kerja & Pengalaman Kerja Internasional

• Lulusan dari Teknik Mesin UI • 2004 : Mulai bekerja di XXX sebagai Production Supervisor • Pernah melaksanakan kunjungan kerja ke Thailand dan Jepang untuk membeli mesin

• Pernah mengikuti training ke Thailand atas penugasan perusahaan

Topik 2: Tujuan Organisasi dan Bisnis - Jangka Pendek dan Jangka Panjang

Jangka pendek: • Pencapaian target (angka) yang telah ditetapkan

‣2017 : 500 juta USD (revisi dari target sebelumnya karena adanya deep dive)

‣2015 : 250 juta USD

‣2013 : Targetnya 138 juta USD, tercapai 106 juta USD - bisa jadi karena turunnya rupiah terhadap dolar, serta adanya internal issue

• Ekspansi area dan sarana pendukung / mesin

“Target angka tersebut tidak mungkin tercapai jika tidak ada ekspansi area” “XXX - dengan negara sebesar ini - dibandingkan dengan Thailand, alat - alatnya jauh tertinggal”

• Kestabilan manpower

“Keseimbangan belum terjaga. Tahun lalu - yang masuk banyak, yang keluar juga banyak”

Jangka panjang: • Utilisasi pangsa pasar Indonesia

“Bertumbuh bersama dengan pertumbuhan (ekonomi) Indonesia, mengingat pangsa pasar Indonesia yang masih besar”

Harapan pribadi: • Employer branding

“Ingin XXX dikenal, seperti Honda. Sekarang jika ditanya orang bekerja di mana, jarang ada yang tahu XXX”

Interview Guideline

A. Perkenalan

Saya ________ dari Tjitra & associates, sebuah konsultan manajemen dengan fokus tema di bidang Culture, Talent & Change. Terima kasih banyak untuk kesediaan dan waktu berpartisipasi dalam wawancara yang akan dilaksanakan kurang lebih selama 60 menit ke depan. Tujuan dari wawancara ini adalah untuk mendapatkan pemahaman yang lebih baik akan situasi organisasi terkini dari PT Indah Jaya / Spinmill. Kesimpulan wawancara akan kami kirimkan kepada Anda dalam waktu 2 hari kerja, dan akan sangat membantu bila Anda bisa melakukan konfirmasi terhadap isi wawancara tersebut dalam waktu 2 hari. Respon Anda akan dijaga anonimitas dan kerahasiaannya, hasil akan diberikan kepada manajemen dalam bentuk kesimpulan umum.

Namainterviewee :_________________________ Departemen :_________________________Jabatan :_________________________ Email :_________________________

B. PertanyaanWawancara1. Latar belakang dan pengalaman kerja

• Bisakah Anda menceritakan sekilas informasi mengenai diri Anda ?

(Pendidikan, area kerja, latar belakang/pengalaman kerja sebelumnya, pengalaman dalam bergabung di Indah Jaya / Spinmill - berapa tahun)

• Apa yang membuat Anda bergabung dengan Indah Jaya / Spinmill ?

• Mohon ceritakan sekilas mengenai pekerjaan Anda saat ini, serta tugas & tanggung jawab Anda

2. Tujuan Organisasi & Kontribusi • Ceritakan pemahaman Anda mengenai tujuan jangka pendek dan tujuan bisnis perusahaan

• Bagaimana dengan tujuan jangka panjang perusahaan

• Di mana Anda ingin melihat Indah Jaya / Spinmill dalam waktu dekat ?

• Apa yang dapat menjadi kontribusi Anda secara pribadi ?

3. Hal - hal apa yang membuat nyaman / betah di Indah Jaya / Spinmill ?

4. Hal - hal apa yang masih perlu diperbaiki / apa harapan terhadap perusahaan ? • Apa kesulitan yang timbul dalam melaksanakan pekerjaan ?

• Apa yang Anda lakukan untuk menghadapi kesulitan tersebut ?

• (seandainya) ada penawaran dari tempat lain, apa yang menjadi faktor bagi Anda untuk mempertimbangkan pindah ?

5. Critical challenge dan faktor kesuksesan • Sejauh Anda memahami Indah Jaya / Spinmill, apa yang dapat menjadi critical challenge agar bisa

meraih kesuksesan (atau bisa lebih sukses) ?

• Apa yang menjadi faktor kesuksesan agar bisa meraih kesuksesan (atau bisa lebih sukses) ?

6. Masa depan Indah Jaya / Spinmill • Bagaimana Anda membayangkan masa depan Indah Jaya / Spinmill ?

7. Adakah yang ingin Anda tambahkan untuk topik yang baru kita diskusikan ?

Terima kasih banyak untuk waktu dan partisipasi Anda dalam wawancara ini.

InterviewGuideline

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Company Introduction / 2020 �25

Management Diagnostic : Organizational Diagnostic Type M

• Review on 6 basic management function:➡Strategic Planning➡Sales & Marketing

➡Production➡SCM➡HR➡Finance &

Accounting

Analysis on function’s current level & organizational needs:

• Administrative, or

• Consultative, or

• Strategic

� �

Management Diagnostic Checklist HR Department

Guideline on Using the Checklist: 1. Start with understanding the organisation structure on each function 2. Process with the basic workflow on each main process 3. Understand more on each incumbent’s work area (eq. on HR function: Recruitment, Training,

Personnel, CnB) 4. Understand more on KPI for each work area

LEVEL

Administrative Consultative Strategic

Keyword: Reactive, Efficient Keyword: Active, Professionalism Keyword: Proactive, Entrepreneurship

• Operational • Expertise in function • Impact orientation, business excellence

• Respond to request, administrative efficiency

• Proactivity, monitoring & measurement • Synergistic, improving performance

• Taking responsibility because of JD • Included in giving opinion for management

• Influencing management decision

NOTES & CONCLUSION

ORGANIZATION DEVELOPMENT

Level: Administrative / Consultative / Strategic

Exist ? Documented ? Who is the PIC ? Notes

Yes No Yes No

Organization Structure

Organizational Levelling & Grade

How many ?

Job Description

Management Process / Workflow

!Nama File

Strategic Planning

Sales & Marketing

Production

Supply Chain Management

Human Resources & General AffairsFinance & Accounting

METHOD OBJECTIVE22

Administrative Level

Consultative Level

Strategic LevelCurrent Condition

Organizational Needs

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Synergizing Functions in Achieving Organizational Purpose

Effectiveness

Efficiency

Added Value

Administration

Consultative

Strategy

• Reactive

• Efficient

• Active

• Professionalism

• Proactive• Entrepreneurshi

p

Sales & Marketing

Production

Supply Chain Management

Strategic Planning

Human Resources & General Affairs

Finance & Accounting

Line Business

Support

Dave Ulrich, 1997

Transformation on structure, processes & technology

2

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Company Introduction / 2020 �27

Strategic Workshop in OrgAlign TM Method3

• Theoretical framework

• Analysis & Problem solving

• Tools & Instruments

• Analysis & Problem solving

Input

Output

Facilitated Process

• Gap analysis between current situation & future vision

• Problem mapping & priority in the level of organization

• Guided plenary discussion & group work to increase intra team understanding & team synergy

METHOD OBJECTIVE

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Company Introduction / 2020 �28

Project References Using OrgAlign TM Method

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Notable OrgAlign TM Method Implementation for Our Clients

‣ One Team, One Voice, One World

Understanding current strength & challenges on organization, building cohesive

management team to accelerate cross functional collaboration

‣ Building Foundation for Accelerating Growth

Understanding current strength & challenges on organization, building cohesive

management team

‣ Learning Culture Rejuvenation to Facilitate Strategic Growth

Define organizational learning culture in order to facilitate strategic business

transformation

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Company Introduction / 2020 �30

Talent Management: Unleashing Indonesia’s promising future

“Globaliza3onhaschangedusintoacompanythatsearchestheworld,notjusttosellortosource,buttofindintellectualcapital-theworld'sbest

talentsandgreatestideas”

Jack Welch, Chairman & CEO of GeneralElectric between 1981 - 2001

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Company Introduction / 2020 �31

Learning & Development built the base of our Talent Management Approach

Corporate Strategy Aligning business strategy and

organizational development & culture

Competence Model Hard- and soft-skills required by

different roles and responsibilities

Based on

Assessment

Training & Development

Learning Transfer

Evaluation

Learning, Training and Development

Performance Management

360 Feedback, Value System,

Balance Scorecard

Relevant to Impacts on

Measurable Results

Career & Promotion

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Company Introduction / 2020 �32

Tjitra & associates supports individual talent at the senior executives and middle management levels:

• Diverse training workshop for the senior executives at the global and national level on leadership, teamwork, personal effectiveness, communication, emotion management, key account management etc.

• Training workshop for people developer on international assignment, corporate T&D, and management development program.

• Assessment and coaching for senior leaders in Asia Pacific with diverse psychological tools.

Our solution put the talent in the center of the process and our expertise covers the whole talent value chain

RELATIONSHIP: Building trust and clarifying expectations and goals

Reviewing existing data and identifying

key strengths and challenges

ASSESSMENT & REFLECTION

LEARNING ROADMAP

Identifying the channels,

resources, and methods

DEVELOPMENT PLAN

Feedback discussion and

development of coaching plan

ACTION & ADAPTATION

Implementation on the agreed plan and continuous

reviewing

EVALUATION

Evaluation of the coaching process and exit (second

phase) plan

Experiences in real working situation

CONCRETE EXPERIENCE

Coaching approach on learning and self-growth

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Company Introduction / 2020 �33

Assessment Center for Talent Selection and Development

1

Organization and job position analysis • Understanding corporate culture • Analyzing job’s roles and responsibilities • Identifying the right competence model • Exploring job success profile

2

Assessment center preparation • Specifying assessment tools (develop eligible

tools and materials if necessary) • Identifying assessors (1 chairman + 1

psychologist + 1 administrator + * assessors) • Training for the assessors, role players (and

observers)

3

Assessment center implementation • Conducting assessment center • Assessor (+ observer) conference

4

Result report & Feedback • The assessment center for selection

- Deliver selection report

• The assessment center for development: - Deliver development report and feedback - Facilitate development action planning

Our solution starts ...

Selected talent

BEST

PRACTICE

• Assessment Center process starts by having the right understanding of the critical success and fit factors

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Assessment Center Sample Process

• Identify corporate value and competence

• Identify critical success factors and job competence

• Invite candidate(s) • Train assessors

• In-depth interview

• Strategic presentation

• Evaluation system

• GRT: Cognitive ability test

• 15FQ+ Personality test

Objective & Analysis Design & Implementation FeedbackBEST

PRACTICE

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Selected Assessment Tools & Instruments

HOGAN Personality Assessment• 15FQ+ questionnaire provides a

comprehensive assessment of personality in a familiar framework.

• It measures the same 16 personality factors discovered by Cattell but has been fully updated and tailored for use in the business world, with higher reliability and validity.

• The 15FQ+ also reports on the Big Five personality factors, and a number of useful additional areas such as Leadership Style, Team Roles, and Career Themes.

• Key features:

- In-depth personality assessment

- Completed on-line in less than 30 minutes

- Range of Chinese and international norms

- Available in Chinese and English

• The Hogan assessments predict job performance by assessing normal personality, derailment characteristics, core values, and cognitive reasoning ability.

• The assessments are grounded in decades of research and evaluate every major job family from bank teller to CEO.

15 FQ+

Belbin Team Roles Inventory• Belbin Team Roles Inventory measures individual’s preference

for nine team roles: Chairman, Shaper, Generator, Thinker, Company person, Networker, Team worker, Completer.

• It is used for measuring diversity in terms of different team role preference, selecting for new team members, creating of project teams or starting new enterprises, etc.

Career Anchor• Career Anchor represents individual’s unique combination of

perceived career competence, motives, and values.

• 40-item questionnaire could be completed online within 20 minutes.

• Eight career anchors are identifiedService / Dedication to a cause

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name of product / year

Our Latest Books ! Research based books on Leadership & Global Talent

…Basedon18yearsintensiveresearchofGlobalIndonesian

20182013

2020Indonesianmodelofchangeleadership, Derived from interview with Indonesian well - known business leader who successfullyleadinglargescalechange

7Indonesianculturestandard:an indigenousresearch on the cultureand

behaviours of Indonesian workers and leaders,

and how thesecharacteris3csinterplay when Indonesians work in cross-cultural teams

Success stories as well as lesson learned from Indonesian business leaders

building their cross-cultural career. “BeGlobal”goestotheindividuallevel,

itsabouthavingaglobalmindsetandcompetencies2014

HOST&FOUNDER

CO-FOUNDER&SPONSOR

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Offices Location and Contact

Contact Person: Nur Fitri MairaEmail : [email protected]

Hong Kong:31/F, Tower One, Times Square 1 Matheson Street, Causeway Bay, HONG KONGPhone +852 2824 8521

Hangzhou:Suite 810, Guangyin Plaza, 42 East Fengqi Rd.,Hangzhou 310010 P.R. CHINAPhone + 86 571 8763 1203

JAKARTA:

SOHO @ Podomoro City 39/F Unit 29 Jl. Letjen. S. Parman Kav. 28Jakarta 11470 INDONESIAPhone + 62 21 5016 5050

www.tjitra.com tjitra_associatesTjitra & associates

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Company Introduction / 2020 �37