Human Capital Readiness to Drive Holding Organization

Transkripsi

1 MAIN SESSION HC Readiness to Drive Holding Organization Human Capital Readiness to Drive Holding Organization IrsanPurwarisya, LT SPV HR Development Per tamina

2 THE CURRENT SITUATION Manpower Planning (Sustain & Growth) M&T Dir. : 55% PekerjaAkan Pensiun dalam Kurun Waktu 10 Tahun kedepan, dan Meninggalkan 3 (tiga) GAP Besar di Direktorat M&T dan Refinery Age Demographic for All Workforce in Marketing & Trading and Refinery Directorate Jumlah Pekerja Resiko terbesar terdapat pada usia tahun Tantangan untukdapat memenuhi 55% pekerja pada 10 tahun yang akan datang % 17% 55% Jumlah Pekerja Langkah 2: Develop program akselerasi kompetensi untukfresh graduates (CPDP,EPDP) Langkah 1: Rekrut fresh graduates setiap tahunnya sesuai target Langkah 4 : Akselerasi Kompetensi pekerja usia tahun melalui CDP, OLDP, dll 2020 Langkah 3 : Rekrut Experience Hires untuknon Process dan Process Langkah 5 : Mempersiapkan Media/Portal sebagai strategi sustainability Tacit Knowledge Capability GAP Capacity GAP Generation GAP Technical Competencies Pemenuhan kompetensi pekerja melalui : Academy / School Corpu EPD Program Leadership Compentency PIGEDP, PLDP, SMDP, JMDP, EWA Acceleration Program Crash program untuk akselerasi kompetensi Critical Position Map Prioritasi pengisian posisi kritikal Recruitment Strategy proses rekrutasi yang optimal untuk mendapatkan calon pekerja berkualitas Recruitment Number for Fresh Secara konstan melakukan rekrutasi fresh graduates Experience Hired: Melakukan rekrutasi pekerja berpengalaman dengan competency yang sesuai dengan jabatan critical Culture & Transformation PROPER KMS (Tacit Knowledge) Manajemen kinerja Formal System - ISO

3 SUCCESSION MANAGEMENT STRATEGY TALENT POOL + JOB LADDER & CAREER PATH NOMINATE SUCCESSORS: Long List TALENT REVIEW MEETING SUCCESSORS LIST APPROVED CANDIDATES + + SKILL GROUP & EXPOSURE DEVELOPMENT PLAN

4 PROFILE MATCH UP Succession management is based on PROFILE MATCH UP between job profile and individual profile, considering career success factors : Technical competencies Leadership competencies Exposure Personality JOB PROFILE INDIVIDUAL PROFILE

5 DEVELOPMENT PROGRAM STRATEGY ENTRY LEVEL Entry Leader, Technician, Junior Sales, Clerk Focus on Technical Competencies within 3 years Learning methods: E- Learning Self Learning Coaching Assignment Team work Tour of sub skill/skill group MID LEVEL Team Leader, Short list Candidate Manager, Talent Pool Focus on Technical Competencies, Management Business, Leadership Competencies Learning methods: Training Project Assignment Exposure On The Job Teaching Entry Level Coach HIGH LEVEL Successor Readiness Focus on Leadership Competencies Learning methods: Relationship Based - Coaching & Mentoring - Role Modeling Experienced Based - Project/New/stretch assignment - Rotation/extra responsibility - On the job teaching GENERAL PROGRAM Focus on fill the gap between Job Profile at current job and Individual Profile Learning methods : Education Based (Training Formal/in house, Portal Knowledge (self study) and Relationship Based (Coaching & Mentoring, Role Modeling)

6 ACQUIRING LEADERSHIP PROGRAMS MASTERING & MOTIVATING INSPIRING Business Operation Functional Operation Business Execution Transformational Leader Global Business Player Global Business Management Pertamina Leadership Development Program (PLDP) EMERGING LEADER Self Management Team Management Task Management OPERATIONAL LEADER Leveraging Resources Pertamina Global Executive Development Program (PGEDP) STRATEGIC LEADER Corporation Management Leaders Forum Global Executive Forum VISIONARY LEADER Global Networking Global Enterprises Business Meeting Mid Level Program High Level Program Leadership Program Project Management Project Assignment Exposure ke Anak Perusahaan Exposure lintas sub skillgroup Secondmen Management Functional Program

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