Manage Talent for Growth 3 February 2018
Manage Talent for Growth
Case Study at PT Sierad Produce, Tbk
EMBA Class of PGN, IPMI International Business School, 3 February 2018
Prepared by Yunus Triyonggo, PhD.
Yunus Triyonggo
S-1 Teknologi Industri Pertanian IPB
S-2 Magister Management UNDIP
S-3 Sekolah Bisnis IPB
HR Trainee – Manager : PT Indofood Sukses Makmur, Tbk. (9 years)
Personnel & GA Manager : PT HM Sampoerna, Tbk. (1 year)
HRBP : PT Unilever Indonesia, Tbk (8 years)
VP HR : PT Nestle Indonesia (2 years)
Chief of Human Capital Development : PT Sierad Produce, Tbk (until now)
Organisasi:
- Dewan Pakar PMSM 2016-2019
- Pendiri LSP MSDM Indonesia
- Ketua Umum Indonesia Human Resources Institute (IndHRI)
- Wakil Ketua Komtap Standarisasi Kompetensi Ketenagakerjaan Kadin
Hobbies : tenis meja, jogging
Agenda
Poultry business opportunity
Our Story – Sierad Produce
Talent Management at Sierad
Poultry business opportunity
4
Poultry is the fastest growing animal protein...
Millions of tonnes
Global production of beef, fish, pork and poultry
450
Change
1960-2009
9.7 x
400
350
Poultry
300
4.7 x
Pork
250
200
3.9 x
150
Fish
100
50
Beef
0
1960
1970
1980
1990
Source: FAO
2000
2.3 x
Indonesian should consume more Chicken & Egg
40
30
20
10
0
Broiler Consumption
(kg/capita/year)
Consumption per capita
36
28
16
7
Indonesia
8
Philipines
Thailand
Singapore
Malaysia
Egg Consumption
(egg/capita/year)
400
300
0,3 Bird/
Month
OR
1 bird /
3 months
3 birds /
month
Consumption per capita
304
311
200
100
64
87
1,6 egg/
WEEK
93
1 egg/
DAY
0
Singapore
Indonesia
Thailand
China
Malaysia
Source : BPS
DOC & Feed are steadily growing
In Mio Birds
National DOC (Broiler) Production
3000
2500
2500
2000
2200
2000
1500
1700
1274
1000
500
717
0
97
832
885
01
02
1027
977
03
04
1120
1250
1300
07
08
1400
1470
09
10
650
359
414
98
99
00
In Mio Tons
05
06
11
12
13
National Feed Consumption
16,000
14,000
15,00
13,80
12,000
12,70
10,000
10,66
8,000
6,000
14
6,50
4,000
5,00
4,80
5,75
6,50
7,20
03
7,20
7,60
6,80
7,10
04
05
06
07
8,13
8,13
08
09
11,20
3,70
2,000
2,60
0,000
96
97
98
99
00
01
02
10
11
12
13
14
Sierad Produce
We are in the business of
providing an essential nutrition for
the development of better
generation of Indonesia
Further Processed Foods in the future...
Today in USA, further
processing accounts
for 60% of the value
Projection of
Indonesia’s
current state
50 years ago in
USA, whole birds
accounted for 83%
of the value
Source: Marrel Townsend
Evolution of Foods Industry in the USA
The trend is happening is much shorter period of time in Indonesia
Source: Goldman Sachs
Market: Poultry value chain is broken into six key steps
DESCRIPTION
Feed
DOC
Poultry feed
with
engineered
diet from corn,
soybean,
nutritional
additives
Comes in
mash,
crumble &
pellet
forms
• Broiler feed
TYPICAL
PRODUCTS
S • Layer feed
LT
A C • Other feed
CU
(e.g., Breeder
I
D P
feed)
O
YR
T
P • Does not
Broilers
Slaughter-
Further
house
Processed
One day
old broiler
and layer
chicks
produced at
breeder
farms and
hatcheries
Broilers are
chicken bred
for meat
production in
commercial
broiler farms
Broiler
chicken
slaughtered
and
packaged in
modern SHs
DOC grown to
market weight
and sold as live
birds to
General Trade
or Modern SHs
Sold as
fresh,
chilled or
frozen
• Broiler DOCs
• Live birds sold
to traditional
market
• Fresh/froz
en chicken
from SH
• Layer DOCs
• Live birds sold
to Modern
slaughterhouses
Processed
chicken
produced in
processing
plants
Sold as
packed,
frozen, precooked or
ready-to-eat
meals
• Further
processed
poultry
- Frozen
processed
(e.g.
Nuggets)
include
nonpoultry feed
Source: Company management presentations, Analyst reports (JP
Morgan, Maybank, Credit Suisse), Industry practitioner interviews,
Bain experience
Pre-cooked
Ready to
eat meals
Eggs
Eggs
produced by
layer
birds in
commerci
al layer
farms
• Commer
cial eggs
Sierad Produce, Our Stories
Sierad Produce Milestones
2011
2009
Acquisition
Of Belfoods
Indonesia
Retail Food Business
2001
1985
Incorporated in
6 Sept 1985
(as a subsidiary of
PT Anwar Sierad
Tbk ,incorporated
in 1981)
Parent-subsidiaries merger
(internal merger)
1997
1993
Jabon
Slaughterhouse built
1996
Listed in JSX, Dec 27th
Further Processed Food
Established
July 2014
Acquired by GS Group
Sierad Produce Supply Chain
Out of Sierad operation
Owned by Sierad
Free market
Free market
Super/
hyper market
Consumer
Feedmill
Balaraja, Tangerang Plant & Sidoarjo-East Java Plant
Breeding
Sukabumi, Bogor & Lamongan Farms
16
Hatchery
Sukabumi & Lamongan Hatchery Plants
Commercial
Farm
Sukabumi, Cianjur, Tangerang, Bogor Commercial
Farms
Slaughterhouse
Bogor & Mojokerto Slaughterhouses
Food Processing
Bogor Further Processing Plant
Talent Management
Talent & Business
Telent Readiness
Future
Current
• How looks like? • New profiles?
• Talent war?
• Availability?
• New technology?
• Is it sufficient?
• New animal disease?
Gaps?
• Feed sales volume double in
2020
• Farming keeps steady
• Foods triple in 2020
• Better margin portfolio
• New further processed foods
innovations
Business Strategy
Specific Organizational & Talent Implications of Strategy
1. Build Customer Centricity
and strengthen the Sales
& Marketing capability in
the Foods and Feed
organization to innovate
and boost significant
growth of differentiated
profitable products by
creating the high
performance culture and
providing competent
team.
Business Strategy
Specific Organizational & Talent Implications of Strategy
2. Build an international
standard innovation
team that will create
trending, attractive
and affordable
products aligned to
the changing life style
needs of consumer
by forming responsive
and reliable Foods
R&D team.
Business Strategy
Specific Organizational & Talent Implications of Strategy
3. Create a One-Sierad thinking within the organization by busting
the silo mentality and creating a working system that
encourages close interdepartmental collaboration.
Business Strategy
Specific Organizational & Talent Implications of Strategy
4. Enhance Poultry
operation efficiency
and supply high
quality live birds to the
Foods Division with
emphasis on
traceability and foods
safety to align with
international standard
by creating Quality
Mindset.
2 main parameters in Talent Development
• Mission Critical Roles (MCR)/ Hot Job
• Top Talent/ Asset/ Hipo (High Potential)
27
Mission Critical Roles (MCR)/ Hot Job Definition
•
•
•
•
•
•
Makes a significant contribution to NPS
Significantly impact to Growth & Innovation
Technical complexity
Has key interface or decision making responsibility/ authority
Critical to growing SIPD capability as a business
A position where significantly more to talent would enhance
the business model
• A position where variability in performance of the job holder
significantly impacts on the success of the business.
Normally the Hot Jobs is ¼ from the total Job Titles
28
Matriks Kategori Talent (MKT)
Kesinambungan Kinerja
(Apa dan Bagaimana)
Tinggi
Sumber Daya
(1/3)
Potensi Tinggi
(2/3)
Bintang
Sumber daya
(1/2)
Sumber Daya
(2/2)
Potensi Tinggi
(3/2)
Perlu Perhatian
(1/1)
Perlu Perhatian
(2/1)
Berpotensi
(3/1)
Rendah
Rendah
----------------- Potensi Talent ----------------
Tinggi
Organizational Structure Mapping 2017
Chief Executive Officer
Budi Santosa, 53
HR Director
Edy Sembada, 50
SBU Feed Director
Edward T, 47
SBU Farming Dir
Samsir S, 51
SBU Foods Director
Markus K, 45
Chief Fin. Officer
Endang S, 52
HRBP Poultry
Udianto, 42
Feed Operation
Ronald, 42
Breeding
Mahmud, 46
Head of Sales
Vacant
Corp Fin Contr.
Steven, 40
HRBP Foods
Agus H, 43
Feed Sales
Dondi, 45
Hatchery
Hidayat, 58
Head of Mkt
Wiryo S, 42
Corp Treasury
Sumarni, 50
Quality Impr.
Suparno, 50
Feed Tech
Masgi M, 59
Commercial
Sumardi, 52
Head of RPA
Bagas D, 54
Foods Div Contr
Grace, 34
Poultry Health
Heru AP, 60
Head of Mfg
Sukamto, 52
Feed Div Contr
Fabiola, 39
Live Bird Sales
Haris, 52
Head of R&D
Vacant
Head of IT
Deden P., 41
Color Code
Red Box
- 56 and up in age
Yellow Box - 50 -55 in age
Green Box
- Below 50 in age
Blue Background - MCR
Purchasing Dir
Wahyu S, 58
Commodity
Procurement
Vacant
Gen Purch.
Agnes, 50
MEP Puch.
Samsul, 49
Exim
Vacant
Head of CCC
Tatang, 54
Strat Perf Mgt
Vacant
Strictly Confidential
Performance Against Values
Senior Manager Level
Randy
Santoso
EE
Bambang
Performance
Dondi
Hasbi Iqbal
Sahrul G.
Agus H.
Susana
Sudihanto
Hidayat
Tampubolon
Rasuna Said
Udin
CME
Indra Widjaja
Imam
Tari
Virnawati
Hasto P
Sudarnoto
Dirgantara
Maman A.
DN
Dondi Samsir
DN
Too soon: Andrew T.
Adi Sulkan
CME
Nonik
Grace
Barurohim
Nina
M. Irwansyah
Adi Santosa
Sanusi H.
Mahmud
EE
Values
Strictly Confidential
31
Suggested Action Plans
consistently exceeding
agreed individual
business targets
•Recognise and reward
•Provide feedback
•Mentor/coach to improve
Leadership
•Acknowledge contribution
WHAT
Inconsistent in meeting
agreed individual
business targets
•Specific goals &
objectives
•Set clear Milestones
•Provide feedback
•Coach Monitor/track
•Decision to continue
or end employment
Inconsistent in
meeting
expectations
Recognise and reward
•Challenge/stretch
•Expose
•Coach
•Reward
•Milestones
• Provide feedback
•Training
•Coach to improve
delivery
Potential
Capacity
Consistently
exceeding
expectations
Success Plan – Foods Division
Name
: Edward Tanudjaja
Current Position : Head of Warehouse & CS (2012-16) Education
Previous Position: Logistic Manager
: S1 Management STIE Jakarta
Assessment Summary: Sudarno has a well-rounded experience in warehousing management and just last year was
exposed to handle the customer service roles. His track record in finished goods warehousing and managing the products
delivery to customer led to significant improvement in service level up to 98%. He needs to be exposed also in factory
operations or sales as an options of his career development.
Possible Target Positions within two years:
National Sales Manager
Factory Manager
Performance Rating:
2014 : A
2016: A
2015: B+
2017: A
SUCCESS PLAN for Edward Tanudjaja
Key Strengths
1
Knowledge
2
Experience
3
Competencies
4
Personal
Attributes
Development Needed
Intervention Plan
• Strong knowledge in
warehouse & logistics
management.
• Knowledge of Sales and
marketing.
• Attend training on Sales &
Marketing.
• Implementation of good
warehousing management
and customer services.
• Lack of experience in Day-today Factory Operations.
• Attend the monthly meetings in
Factory. (Q1 2016)
• Reassign to Factory as Factory
Director(Q4 2016)
• Planning and Organizing
skills.
• Operational Decision Making
• Leadership skills development
– use more coaching than
directing.
• Enlarge leadership
responsibilities by asking him to
lead a cross-functional work
team.
• (Q2 2016)
• Adapts to new challenges
well
• Positive in orientation
• Could be highly opinionated
that tend to push people away.
• Assign a BU CEO as mentor
• (Q1 2016)
Why Talent Day ?
• Sierad has commitment to double the feed and triple foods sales
• Talent Readiness is the key of success
• Talent Development as strategic approach
• Leader’s commitment to spend time on people
• Talent Day Talent Calibration, Development, and
Succession Planning
• Done by Line Managers, facilitated by HR Business Partner
When : Twice a year
March
Why
Prepare to April adj.
Scope
Manager to Sr Manager
Aim
Output
September
Prepare to October adj.
GM - up
Make it more visible
Calibrate, review the dev.
and successor
Talent List and
their Development
Talent Calibration, Dev.
and Succession Plan
Talent Development
2/3/2018
36
Succession Plan
Talent Management Program 2018
Goals: Strengthen the Feed & Foods Sales team & Foods R&D to support the business growth (to be
1.000 tons Foods/month, and achieve 34% Feed volume growth)
RECRUITMENT
(BUY/ RENT)
DEVELOPMENT
(BUILD)
• Feed: Senior Nutritionist
• Farming: 2nd layer Head of
Breeding, Head of
Hatchery
• Foods: Sales Head, R&D
Head, Regional Sales
Manager, Key Account
Manager
• Total assessment of Foods Sales Team;
Competency-based learning program
• Build Customer Intimacy Culture for Feed
and Foods Sales Team
• Start Sierad LEAD Program
• Develop internal candidates for Head of
Feed Sales, Head of Commercial Farm,
Head of Poultry Health
RETENTION
(KEEP)
• General Management
Training for ETs
• Provide stretching
assignment for TTs
• Focus on productivity
incentive schemes
TALENT MANAGEMENT INITIATIVES 2017
1. Accelerate hiring process
2. Conduct Talent profile mapping and
robust capability building program
especially for Sales Team
3. Provide stretching
assignment for TTs
and development
program for ETs
Talent Readiness Assessment Chart
No. of Talent based on
readiness for promotion
Grade
Total
No. of Talent
2 yr
1 yr
Now
Director
4
0
2
0
Ass. Director
2
1
1
0
Sr. Manager
7
3
1
0
Manager
5
4
3
0
Jr. Manager
10
5
2
3
EMERGING TALENT Spv/Officer
7
4
2
1
Sr. Staff
0
0
0
0
Staff
0
0
0
0
17
11
4
TOP TALENT
Total 35
Case Study at PT Sierad Produce, Tbk
EMBA Class of PGN, IPMI International Business School, 3 February 2018
Prepared by Yunus Triyonggo, PhD.
Yunus Triyonggo
S-1 Teknologi Industri Pertanian IPB
S-2 Magister Management UNDIP
S-3 Sekolah Bisnis IPB
HR Trainee – Manager : PT Indofood Sukses Makmur, Tbk. (9 years)
Personnel & GA Manager : PT HM Sampoerna, Tbk. (1 year)
HRBP : PT Unilever Indonesia, Tbk (8 years)
VP HR : PT Nestle Indonesia (2 years)
Chief of Human Capital Development : PT Sierad Produce, Tbk (until now)
Organisasi:
- Dewan Pakar PMSM 2016-2019
- Pendiri LSP MSDM Indonesia
- Ketua Umum Indonesia Human Resources Institute (IndHRI)
- Wakil Ketua Komtap Standarisasi Kompetensi Ketenagakerjaan Kadin
Hobbies : tenis meja, jogging
Agenda
Poultry business opportunity
Our Story – Sierad Produce
Talent Management at Sierad
Poultry business opportunity
4
Poultry is the fastest growing animal protein...
Millions of tonnes
Global production of beef, fish, pork and poultry
450
Change
1960-2009
9.7 x
400
350
Poultry
300
4.7 x
Pork
250
200
3.9 x
150
Fish
100
50
Beef
0
1960
1970
1980
1990
Source: FAO
2000
2.3 x
Indonesian should consume more Chicken & Egg
40
30
20
10
0
Broiler Consumption
(kg/capita/year)
Consumption per capita
36
28
16
7
Indonesia
8
Philipines
Thailand
Singapore
Malaysia
Egg Consumption
(egg/capita/year)
400
300
0,3 Bird/
Month
OR
1 bird /
3 months
3 birds /
month
Consumption per capita
304
311
200
100
64
87
1,6 egg/
WEEK
93
1 egg/
DAY
0
Singapore
Indonesia
Thailand
China
Malaysia
Source : BPS
DOC & Feed are steadily growing
In Mio Birds
National DOC (Broiler) Production
3000
2500
2500
2000
2200
2000
1500
1700
1274
1000
500
717
0
97
832
885
01
02
1027
977
03
04
1120
1250
1300
07
08
1400
1470
09
10
650
359
414
98
99
00
In Mio Tons
05
06
11
12
13
National Feed Consumption
16,000
14,000
15,00
13,80
12,000
12,70
10,000
10,66
8,000
6,000
14
6,50
4,000
5,00
4,80
5,75
6,50
7,20
03
7,20
7,60
6,80
7,10
04
05
06
07
8,13
8,13
08
09
11,20
3,70
2,000
2,60
0,000
96
97
98
99
00
01
02
10
11
12
13
14
Sierad Produce
We are in the business of
providing an essential nutrition for
the development of better
generation of Indonesia
Further Processed Foods in the future...
Today in USA, further
processing accounts
for 60% of the value
Projection of
Indonesia’s
current state
50 years ago in
USA, whole birds
accounted for 83%
of the value
Source: Marrel Townsend
Evolution of Foods Industry in the USA
The trend is happening is much shorter period of time in Indonesia
Source: Goldman Sachs
Market: Poultry value chain is broken into six key steps
DESCRIPTION
Feed
DOC
Poultry feed
with
engineered
diet from corn,
soybean,
nutritional
additives
Comes in
mash,
crumble &
pellet
forms
• Broiler feed
TYPICAL
PRODUCTS
S • Layer feed
LT
A C • Other feed
CU
(e.g., Breeder
I
D P
feed)
O
YR
T
P • Does not
Broilers
Slaughter-
Further
house
Processed
One day
old broiler
and layer
chicks
produced at
breeder
farms and
hatcheries
Broilers are
chicken bred
for meat
production in
commercial
broiler farms
Broiler
chicken
slaughtered
and
packaged in
modern SHs
DOC grown to
market weight
and sold as live
birds to
General Trade
or Modern SHs
Sold as
fresh,
chilled or
frozen
• Broiler DOCs
• Live birds sold
to traditional
market
• Fresh/froz
en chicken
from SH
• Layer DOCs
• Live birds sold
to Modern
slaughterhouses
Processed
chicken
produced in
processing
plants
Sold as
packed,
frozen, precooked or
ready-to-eat
meals
• Further
processed
poultry
- Frozen
processed
(e.g.
Nuggets)
include
nonpoultry feed
Source: Company management presentations, Analyst reports (JP
Morgan, Maybank, Credit Suisse), Industry practitioner interviews,
Bain experience
Pre-cooked
Ready to
eat meals
Eggs
Eggs
produced by
layer
birds in
commerci
al layer
farms
• Commer
cial eggs
Sierad Produce, Our Stories
Sierad Produce Milestones
2011
2009
Acquisition
Of Belfoods
Indonesia
Retail Food Business
2001
1985
Incorporated in
6 Sept 1985
(as a subsidiary of
PT Anwar Sierad
Tbk ,incorporated
in 1981)
Parent-subsidiaries merger
(internal merger)
1997
1993
Jabon
Slaughterhouse built
1996
Listed in JSX, Dec 27th
Further Processed Food
Established
July 2014
Acquired by GS Group
Sierad Produce Supply Chain
Out of Sierad operation
Owned by Sierad
Free market
Free market
Super/
hyper market
Consumer
Feedmill
Balaraja, Tangerang Plant & Sidoarjo-East Java Plant
Breeding
Sukabumi, Bogor & Lamongan Farms
16
Hatchery
Sukabumi & Lamongan Hatchery Plants
Commercial
Farm
Sukabumi, Cianjur, Tangerang, Bogor Commercial
Farms
Slaughterhouse
Bogor & Mojokerto Slaughterhouses
Food Processing
Bogor Further Processing Plant
Talent Management
Talent & Business
Telent Readiness
Future
Current
• How looks like? • New profiles?
• Talent war?
• Availability?
• New technology?
• Is it sufficient?
• New animal disease?
Gaps?
• Feed sales volume double in
2020
• Farming keeps steady
• Foods triple in 2020
• Better margin portfolio
• New further processed foods
innovations
Business Strategy
Specific Organizational & Talent Implications of Strategy
1. Build Customer Centricity
and strengthen the Sales
& Marketing capability in
the Foods and Feed
organization to innovate
and boost significant
growth of differentiated
profitable products by
creating the high
performance culture and
providing competent
team.
Business Strategy
Specific Organizational & Talent Implications of Strategy
2. Build an international
standard innovation
team that will create
trending, attractive
and affordable
products aligned to
the changing life style
needs of consumer
by forming responsive
and reliable Foods
R&D team.
Business Strategy
Specific Organizational & Talent Implications of Strategy
3. Create a One-Sierad thinking within the organization by busting
the silo mentality and creating a working system that
encourages close interdepartmental collaboration.
Business Strategy
Specific Organizational & Talent Implications of Strategy
4. Enhance Poultry
operation efficiency
and supply high
quality live birds to the
Foods Division with
emphasis on
traceability and foods
safety to align with
international standard
by creating Quality
Mindset.
2 main parameters in Talent Development
• Mission Critical Roles (MCR)/ Hot Job
• Top Talent/ Asset/ Hipo (High Potential)
27
Mission Critical Roles (MCR)/ Hot Job Definition
•
•
•
•
•
•
Makes a significant contribution to NPS
Significantly impact to Growth & Innovation
Technical complexity
Has key interface or decision making responsibility/ authority
Critical to growing SIPD capability as a business
A position where significantly more to talent would enhance
the business model
• A position where variability in performance of the job holder
significantly impacts on the success of the business.
Normally the Hot Jobs is ¼ from the total Job Titles
28
Matriks Kategori Talent (MKT)
Kesinambungan Kinerja
(Apa dan Bagaimana)
Tinggi
Sumber Daya
(1/3)
Potensi Tinggi
(2/3)
Bintang
Sumber daya
(1/2)
Sumber Daya
(2/2)
Potensi Tinggi
(3/2)
Perlu Perhatian
(1/1)
Perlu Perhatian
(2/1)
Berpotensi
(3/1)
Rendah
Rendah
----------------- Potensi Talent ----------------
Tinggi
Organizational Structure Mapping 2017
Chief Executive Officer
Budi Santosa, 53
HR Director
Edy Sembada, 50
SBU Feed Director
Edward T, 47
SBU Farming Dir
Samsir S, 51
SBU Foods Director
Markus K, 45
Chief Fin. Officer
Endang S, 52
HRBP Poultry
Udianto, 42
Feed Operation
Ronald, 42
Breeding
Mahmud, 46
Head of Sales
Vacant
Corp Fin Contr.
Steven, 40
HRBP Foods
Agus H, 43
Feed Sales
Dondi, 45
Hatchery
Hidayat, 58
Head of Mkt
Wiryo S, 42
Corp Treasury
Sumarni, 50
Quality Impr.
Suparno, 50
Feed Tech
Masgi M, 59
Commercial
Sumardi, 52
Head of RPA
Bagas D, 54
Foods Div Contr
Grace, 34
Poultry Health
Heru AP, 60
Head of Mfg
Sukamto, 52
Feed Div Contr
Fabiola, 39
Live Bird Sales
Haris, 52
Head of R&D
Vacant
Head of IT
Deden P., 41
Color Code
Red Box
- 56 and up in age
Yellow Box - 50 -55 in age
Green Box
- Below 50 in age
Blue Background - MCR
Purchasing Dir
Wahyu S, 58
Commodity
Procurement
Vacant
Gen Purch.
Agnes, 50
MEP Puch.
Samsul, 49
Exim
Vacant
Head of CCC
Tatang, 54
Strat Perf Mgt
Vacant
Strictly Confidential
Performance Against Values
Senior Manager Level
Randy
Santoso
EE
Bambang
Performance
Dondi
Hasbi Iqbal
Sahrul G.
Agus H.
Susana
Sudihanto
Hidayat
Tampubolon
Rasuna Said
Udin
CME
Indra Widjaja
Imam
Tari
Virnawati
Hasto P
Sudarnoto
Dirgantara
Maman A.
DN
Dondi Samsir
DN
Too soon: Andrew T.
Adi Sulkan
CME
Nonik
Grace
Barurohim
Nina
M. Irwansyah
Adi Santosa
Sanusi H.
Mahmud
EE
Values
Strictly Confidential
31
Suggested Action Plans
consistently exceeding
agreed individual
business targets
•Recognise and reward
•Provide feedback
•Mentor/coach to improve
Leadership
•Acknowledge contribution
WHAT
Inconsistent in meeting
agreed individual
business targets
•Specific goals &
objectives
•Set clear Milestones
•Provide feedback
•Coach Monitor/track
•Decision to continue
or end employment
Inconsistent in
meeting
expectations
Recognise and reward
•Challenge/stretch
•Expose
•Coach
•Reward
•Milestones
• Provide feedback
•Training
•Coach to improve
delivery
Potential
Capacity
Consistently
exceeding
expectations
Success Plan – Foods Division
Name
: Edward Tanudjaja
Current Position : Head of Warehouse & CS (2012-16) Education
Previous Position: Logistic Manager
: S1 Management STIE Jakarta
Assessment Summary: Sudarno has a well-rounded experience in warehousing management and just last year was
exposed to handle the customer service roles. His track record in finished goods warehousing and managing the products
delivery to customer led to significant improvement in service level up to 98%. He needs to be exposed also in factory
operations or sales as an options of his career development.
Possible Target Positions within two years:
National Sales Manager
Factory Manager
Performance Rating:
2014 : A
2016: A
2015: B+
2017: A
SUCCESS PLAN for Edward Tanudjaja
Key Strengths
1
Knowledge
2
Experience
3
Competencies
4
Personal
Attributes
Development Needed
Intervention Plan
• Strong knowledge in
warehouse & logistics
management.
• Knowledge of Sales and
marketing.
• Attend training on Sales &
Marketing.
• Implementation of good
warehousing management
and customer services.
• Lack of experience in Day-today Factory Operations.
• Attend the monthly meetings in
Factory. (Q1 2016)
• Reassign to Factory as Factory
Director(Q4 2016)
• Planning and Organizing
skills.
• Operational Decision Making
• Leadership skills development
– use more coaching than
directing.
• Enlarge leadership
responsibilities by asking him to
lead a cross-functional work
team.
• (Q2 2016)
• Adapts to new challenges
well
• Positive in orientation
• Could be highly opinionated
that tend to push people away.
• Assign a BU CEO as mentor
• (Q1 2016)
Why Talent Day ?
• Sierad has commitment to double the feed and triple foods sales
• Talent Readiness is the key of success
• Talent Development as strategic approach
• Leader’s commitment to spend time on people
• Talent Day Talent Calibration, Development, and
Succession Planning
• Done by Line Managers, facilitated by HR Business Partner
When : Twice a year
March
Why
Prepare to April adj.
Scope
Manager to Sr Manager
Aim
Output
September
Prepare to October adj.
GM - up
Make it more visible
Calibrate, review the dev.
and successor
Talent List and
their Development
Talent Calibration, Dev.
and Succession Plan
Talent Development
2/3/2018
36
Succession Plan
Talent Management Program 2018
Goals: Strengthen the Feed & Foods Sales team & Foods R&D to support the business growth (to be
1.000 tons Foods/month, and achieve 34% Feed volume growth)
RECRUITMENT
(BUY/ RENT)
DEVELOPMENT
(BUILD)
• Feed: Senior Nutritionist
• Farming: 2nd layer Head of
Breeding, Head of
Hatchery
• Foods: Sales Head, R&D
Head, Regional Sales
Manager, Key Account
Manager
• Total assessment of Foods Sales Team;
Competency-based learning program
• Build Customer Intimacy Culture for Feed
and Foods Sales Team
• Start Sierad LEAD Program
• Develop internal candidates for Head of
Feed Sales, Head of Commercial Farm,
Head of Poultry Health
RETENTION
(KEEP)
• General Management
Training for ETs
• Provide stretching
assignment for TTs
• Focus on productivity
incentive schemes
TALENT MANAGEMENT INITIATIVES 2017
1. Accelerate hiring process
2. Conduct Talent profile mapping and
robust capability building program
especially for Sales Team
3. Provide stretching
assignment for TTs
and development
program for ETs
Talent Readiness Assessment Chart
No. of Talent based on
readiness for promotion
Grade
Total
No. of Talent
2 yr
1 yr
Now
Director
4
0
2
0
Ass. Director
2
1
1
0
Sr. Manager
7
3
1
0
Manager
5
4
3
0
Jr. Manager
10
5
2
3
EMERGING TALENT Spv/Officer
7
4
2
1
Sr. Staff
0
0
0
0
Staff
0
0
0
0
17
11
4
TOP TALENT
Total 35