----------------------- Page 1----------------------Human Resources

Management
Succession Planning
Jakarta, Dec 2004
----------------------- Page 2----------------------PermataBank

Speaker Background
N. Krisbiyanto
Ir, MBA-Oklahoma University, Certified Compensati

on

Professional
15 years Banking experience in Indonesia
17 years experiences in overall Human Resources a

national and multinational companies

Previously with Citibank, N.A., Jakarta, ABN Amro

Pertamina,
Senior Vice President of Human Capital Group, Ban

rea in
,
k

Universal Tbk.
Currently working as General Manager Human
Resources Group PermataBank.
Head of Indonesian Human Capital Forum
Vice President of Indonesian Performance Manageme

Association
Active speakers in many HR Forums in Indonesia an

nt
d
overseas
2
----------------------- Page 3----------------------PermataBank
AS COMPETITIVE ADVANTAGE
AS COMPETITIVE ADVANTAGE
AS COMPETITIVE ADVANTAGE
3
----------------------- Page 4----------------------PermataBank
NEW RULES AND CHALLENGES
IN GLOBAL COMPETITION
4
----------------------- Page 5-----------------------

PermataBank
COMPETITIVE CHALLENGES AHEAD
1.

Globalization

2.

Value chain for Business Competitiveness

So In Bri

ef..,
3.

Profitability through Cost and Growth

4.

Capability Focus

5.

Change, change, and change some more

6.

Technology

7.

Attracting, Retaining, and Measuring Competence and

Intellectual Capital
5

----------------------- Page 6----------------------Aspects of Asia Pacific companies that will

PermataBankundergo the greatest change by the year 2000 :
IT Infrastructure - 50%
Corporate Strategy - 61%
Management Competencies - 70%
Corporate Culture - 48%
Organization Structure - 65%
Challenges in
The New Economy
Source: Economic Intelligent Unit The Successful Corporation of the Year 2
000
6
----------------------- Page 7----------------------PermataBank
Business Design and Model
Align Business/Management
Process
Enabling Technologies

Vision, Mission,
Strategic Objectives

Foundational Values and

Supportive Work Culture

Ability to Change

Key Successes In The

Global Competitive Trend

Knowledgeable Workers with

appropriate competencies
ulting

Sources:
Arthur Andersen Business Cons

7
----------------------- Page 8----------------------Top Ten Non Financial
Variable
PermataBank
l Analyst

considered by Financia

Variable
Rank
Execution of Corporate Strategy
1
Management credibility
2
Quality of corporate strategy
3
Innovation
4
Ability to attract and retain talented people
5
Market share
6
Management expertise
7
Alignment of compensation with shareholders interests
8
Research leadership
9
Quality of major business processes
10
Those ten ranking priorities are dealing with People
Those ten ranking priorities are dealing with People
Source : J.Low and T. Siesfield, Measures That Matters (Boston: Ernest
& Young, 1998), take from the HR Scorecard, Brian E. Becker, Mark A. Huselid, D
ave Ulrich
8
----------------------- Page 9----------------------0
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P
----------------------- Page 10----------------------The Source of Value Has S
hifted From
PermataBank
o Intangible Assets

Tangible t
percen tage of market value related to

Intangible
85%
Assets
Tangible
Assets

38%

62%

62%

38%

15%
1982

19921

20002
1. Brookings Institute
2. Baruch Lev analysis of S&P500 companies
10
----------------------- Page 11----------------------PermataBank
DISCUSSION
DISCUSSION
WHAT IS CROSSING IN YOUR MIND
WHEN YOU HEAR ABOUT
HUMAN RESOURCES ?
11
----------------------- Page 12----------------------PermataBank

HUMAN CAPITAL AND WORKFORCE

CAPABILITY
PAST, PRESENT, AND FUTURE
Polite
Police
Partner
Player
12

----------------------- Page 13----------------------PermataBank

Understanding about
Human
Human
Capital
Capital
13
----------------------- Page 14----------------------PermataBank

Human Capital

Human :
From the Latin hominen, for man means of or relating

To people
Capital:
From the Latin caput, for head has many nuances. In
Its simplest usage, it means the first, biggest, or best.
In modern accounting, it means net worth- the remaining
assets of a business after all liabilities have been deducted
14
----------------------- Page 15----------------------ta w t
n company
(or other organization) implies
PermataBank
many
things:
Human beings are dynamic assets that can increase in value over time,
not inert assets that depreciate in value
Human being are prime among all assets. Capital, is synonymous with
net worth-the remaining assets of business after all liabilities have bee
n
deducted
Human being and the system created to recruit,reward and develop
them, form a major part of any companys value as much as or more
than other assets such as cash, land, plants and equipment
Sources:
Human Capital
Delivering Promises
By Arthur Andersen
15
----------------------- Page 16----------------------PermataBank
Integrating Business Strategy with
Human Capital Strategy
16
----------------------- Page 17----------------------PermataBank

The Key
Linkingthe

Business
Strategy

With HR
Strategy
17

----------------------- Page 18-----------------------

Linki
ng the Organization Strategy and
PermataBank
Scorecard with the HR Strategy
HC Strategy and Scorecard
Business Strategy and Scorecard
HR Competency
Business
ds

Feedback

Rewar

FINANCIAL SUCCESS
Knowledge
Revenue
Personal

Strategic
Contributions:

HR

Cost
Credibility

Culture Management
Fast Change
Delivery
Strategic Decision Making

Return
Market Driven Connectivity
HR
Technology
HC Community Roles
COMPANY VISION,
HC Community Roles

CUSTOMER
WORKFORCE
SUCCESS

Future
MISSION, VALUES
SUCCESS
Strategic

LM 5 Ext. Cons. Change

Partner

3 LM 4

Quality
Mind-set

Agent

HC 5
STRATEGIC FOCUS
HC 3
Process

HC 2

Cost
Competency
Service

People

HC 5

Administr
ative

Outs.

Expert

IT 2
3

Operational Expenses
LM 6
Employee
Product Leadership
Champion

Time

Customer Intimacy
Emp

2
Day-today
HR Systems
HR Practices
BUSINESS PROCESS

Behavior

 Communications

Alignment

SUCCESS
Work Design
Development
Speed
Performance
Measurement
Productivity
Rewards
Transactions
Retention and
School
Succession Plan

Integration
Differentiation
Sources:
University of Michigan Business
2003
18

----------------------- Page 19----------------------HR Strategic

Alignment
PermataBank
Framework
Business

Workfo rce

Consumer

Key

Drivers &

Drivers &

Trends &

Perform

Trends

Trends

Vision

Indica

ance
tors
HR
Implicatio
HR
Corporate
HR
Corporate
Vision /
Vision
Vision /
Vision
Strategy

HR
Business
Project
Business
Project
Strategy
Implement
Strategy
Implement

Organization

Implicatio

Organization

ns to

Capabilities
Capabilities

ns to
Business
Business

Strategy

-ation
-ation

HR Roles

Strategic

Core Business

Business

HR Key
Direction
Initiatives

Competencies

Roles

Competencies:

Org. Design &

Corporate
HR Roles:

Structure
Scorecard

Core People

As Strategic Partner
Managerial

Job Scope/

As Changed Agent
Performance

Technical

Description

As Employee
Champion
Management

Assessment

As Administrative
System

Job Grading

Expert
System
Compensation and Benefit Management, Training, Recruitment, C
hange
Management, Culture Design, Industrial Relation, and Communi
cation
HR System
19
----------------------- Page 20----------------------PermataBank
Four Roles of Human Capi
tal
20
----------------------- Page 21----------------------PermataBank
HC Role in Building a Competitive Organization:
Shared Responsibility
FUTURE / STRATEGIC
FOCUS
STRATEGIC PARTNER

CHANGE

AGENT
EXTERNAL CONSULTANT
3
LINE MANAGERS
LINE MANAGERS
5
5
HC GENERALIST

HC

PROCESS
PEOPLE
HC SHARED
SERVICES
5
OUTSOURCE

HC
2
LINE MANAGERS

INFORMATION TECHNOLOGY

EMPLOYEES

ADMINISTRATIVE EXPERT

2
EMPLOYEE

CHAMPION
Sources:
HR Champion, by Dave Ulrich
21

DAY-TO-DAY/ OPERATIONAL FOCUS

----------------------- Page 22----------------------PermataBank

Transforming HR

HR will perform more strategic activities and partner with the business more
effectively
Today
Future

% Time, Effort,
the strategic
Cost

Align HR activities and programs with

20%
5% Strategy
Strategy

rganization

direction and business needs of the o

Develop and deliver programs that
40%

25%

Performance
Performance

enhance the organizations ability

Enhancement
Enhancement

attract, develop & retain superio

to

r
performers
30%
ns and

Transactions
Transactions

Handle employee transactio

inquiries
20%

40%
iers,

Administration
Administration

Manage vendors, suppl

budgets, and HR syste

ms

20%
Study conducted by Hay/McBer & Company, presented by Lyle M. Spencer, Jr.

, PhD.
Transform HR to become a strategic partner

22
----------------------- Page 23-----------------------

This shift repre

sents HR evolving to meet
PermataBank
changing focus of the business.

the
Evolution of the Enterprise

Focus of the
Business
ontrol
l

Customer Focus
Standardization
Economies of scale
Economic Value Added
Head office as command & control
Centralized Development
Financial Capital
Local Delivery

Market Focus
Efficiency
Matrix/Shared C
Customer Capita

Workforce Capital
Drivers
& Headcount
of HR
cy & Effectiveness

Policy & Regulation

Strategic Business Plans &
Control & Compliance
Objectives; Productivity &

Budgets
Efficien

Growth
Focus of
source
HR
ement
omer
services
ministration
reductions

Labor Relations/
Human Capital
Personnel
Management
Legal and regulatory agencies
Manage organizational
Policy development and
performance and competence
administration
Deliver contingency-based solutions
Organizational status quo
Integrative workforce practices

Human Re
Manag
Internal cust
Decentralized
Benefits ad
Process cost
Crisis mana

gement

Facilitate change
Knowledge management

HR Skills
ement
toring
dcounts

Administration
Consultation
Documenting & Diagnosing
Partnering & Problem
Policy and Regulation
Solving Strategic Plans &

Manag
Planning & Moni
Budgets and Hea

Objectives
Role of
Manager
Technology
Service
NEW ROLE FOR HR

HR Transaction
Workforce and
Processing
Knowledge Management

Employee/
Self

23

----------------------- Page 24----------------------PermataBank

24
----------------------- Page 25----------------------5
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----------------------- Page 26----------------------Financial Impact on
Fail Retention Planning

PermataBank

The average cost of recruiting, selecting, orientating, and

training
1
is 1 /2 to 3 times a persons salary.
Above-average employees outperform below-average
employees by 3 1/2 to 4 times.
Lost Opportunities
Lost Customers
26
----------------------- Page 27----------------------Business Case For
PermataBank

Changing Approach
Many Large Corporations Are Experiencing Major Changes in Their
Organizational Frameworks
Busin

ess Mode
Institutional Mode

Survival Mode

Cu

stomers
# 1

$
Employ

ees Shareholders
Internally
Internally

Externally
Externally

Sta

keholder
Sta
keholder
Focused

Focused

Focused
Focused

ocused
F
ocused
Expand -

React to

Sus

most urgent

Comp

tained
Grow in areas we
etitive
believe to be right

needs

Edge
27
----------------------- Page 28----------------------Organizational Competence for
Business Changing Approach

PermataBank
Products
Markets
Competition

STRATEGIC
DIRECTION

Competitive
Advantage
Str

ucture
Experience
Skills

Job D

esign
Pro
cess
Mindset
Perspective

Staff

ing
Cul
ture
COLLECTIVE
INDIVIDUAL
COMPETENCE

ORGANIZATIONAL
COMPETENCE

STRATEGIC ALIGNMENT FOR BUSINESS SUCCESS

Organization needs the continuous reliable successors
to survive in global competition
28
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E

----------------------- Page 31----------------------Career Ladder

PermataBank
and C
ompetency
Indicate with a circle the individuals Unique Contribution/Skills Expected at thi
s layer
current crossroad layer position :

Mark with an
the unique contributions o
bserved :


$ Connect enterprise with key externals

O
E
C

$ Vision/mission/strategic framework for en

terprise
$ CEO/senior level succession
G
l
o
b
a

$ Integrate business segment

l
B
u
s
.
S
e

$ Strategic differentiation/capital allocat

ion
g
m
e
n
t

$ Global vision/mission/strategic framework


p
u

$ Develop Business General Managers

o
r
G
e
g
a
n

$ Regional strategy and resources


a
M
$ Performance enhancement/productivity/cont
rols
M

$ P & L Management
a
n
a
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e
B


u
s

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i

n
e
s
s

$ Functional Integration

n
o
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t
c
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a

$ Technical excellence and continuous impro

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n
a
M
$ Managing managers


M

a

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n
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O


t

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h
e
r
s
$ Cross-team collaboration


r

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$ Company values/work values

t
n

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$ Technical competence

C
d.
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$ Time management

Growth

Mastery
The individuals potential assessment is :

Turn
31
----------------------- Page 32----------------------Career Planning and
Succession Planning Tools

PermataBank

Is one of the most effective tools to build the organization

Succession planning
32
----------------------- Page 33----------------------Talent Inventory : Introduction
PermataBank
Primary Purpose
To assess the organization - specifically
the current performance and future capabilities
of the leadership team
as a whole.
----------------------- Page 34----------------------What is
What is
PermataBank
The Talent Inventory Review ?
The Talent Inventory Review ?
FOR THE ORGANIZATION, TIR IS A STRATEGIC BUSINESS TOOL
FOR THE ORGANIZATION, TIR IS A STRATEGIC BUSINESS TOOL
 Indicates key skill sets and skill developmental needs in the
context of the business strategy.
 Identified leadership strengths within the organization, as
well as gaps and weakness that may need to be addresses by
going outside the organization.

 Makes the human dimension an integral part of strategic

focus in keeping with organizational priorities expressed in
the balanced scorecard.
34
----------------------- Page 35----------------------What is
What is
PermataBank
The Talent Inventory Review ?
The Talent Inventory Review ?
FOR MANAGERS, TIR IS A POWERFUL MANAGEMENT TOOL
FOR MANAGERS, TIR IS A POWERFUL MANAGEMENT TOOL
 Gives a profile of businesss cumulative leadership strengths
and weaknesses.
 Identifies skill gaps in order to implement strategy, to make
better staffing decisions.
 Provides a standard framework for performance review
throughout the Bank, upon which staffing and development
plans can be created.
 Sheds light on ability to make business objectives, given the
people have decked against those priorities.
35
----------------------- Page 36----------------------What is
What is
PermataBank
The Talent Inventory Review ?
The Talent Inventory Review ?
FOR EMPLOYEES, TIR IS A CAREER DEVELOPMENT TOOL
FOR EMPLOYEES, TIR IS A CAREER DEVELOPMENT TOOL
 Provides feedback on individuals performance, professional
skills and potential when measured against organization
wide standards.
 Enable to review employees long-term career objectives and
next assignment potential in the context of the Banks
assessment and their own needs.
 Increase the opportunity for taking a proactive role in
managing and developing their own careers.
36
----------------------- Page 37----------------------7

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: : :

P
----------------------- Page 38----------------------Performance Come First
Performance Come First

PermataBank
PERFORMANCE
POTENTIAL

The green leaves and the red fruits will never

comes from the spoil roots..
Performance indicates good POTENTIALITY
38
----------------------- Page 39-----------------------

PermataBank
The Crossroads Model
previous performance.

Using Crossroads Model

Using Crossroads Model
To Judge Potential
To Judge Potential
is used to look at potential based on

Potential is not an absolute measure.

Potential is a combination of :
- demonstrated capabilities
- motivation to do whats required to perform successfully at
the new crossroads layer (learn new skills, accept new
challenges)
- willingness to pursue desired career direction
39
----------------------- Page 40----------------------Understand the Performance
PermataBank
PERFORMANCE
PERFORMANCE

Judging performance starts with defining work -- creating jobs.

To enable us to ensure that we have a fully performing organization we mus
t develop a clear
understanding of what our customers, shareholders and associates require p
eople to do and
how well they are doing it.
We therefore need to :
Describe the job
Everything inside this circle represents a job. Ev
erything outside
is someone elses job. If we add these circles up we
, as a corporation,
would be delivering all that the customers, shareh
olders and
associates require - no more and no less.
Describe the Performance Criteria
Each slant represents a task or job dimension well
done. A complete
job has several. These may have to do with operati
ng results,
customers, risk and business proficiency, executio
n, leadership etc.
----------------------- Page 41----------------------PermataBank

Performance Levels
Performance Levels

EXCEPTIONAL PERFORMANCE
EXCEPTIONAL PERFORMANCE
The line extends beyond circle. All dimensions are
performed fully with several exceeding the full
performing standards.
FULL PERFORMANCE
FULL PERFORMANCE
A complete line across the circle.
All dimensions are of the job are being fully performed.
CONTRIBUTING PERFORMANCE
CONTRIBUTING PERFORMANCE
An incomplete line across the circle. All dimensions are not
being done fully or perhaps not at all.
41
----------------------- Page 42----------------------PermataBank

Performance Levels
Performance Levels

OBJECTIVE
OBJECTIVE #1 -- Our Ultimate End State
Full Performance
&Is the # 1 objective.
&If all individuals looked like this, we would be
meeting all our
responsibilities toward our customers, sharehol
ders and
associates.
OBJECTIVE #2 -- Our Immediate Need
Turn Potential
&High growth individuals / high performing individ
uals who do
their jobs well and have shown the ability and
desire to do more.
&It is not, however, our overall objective. This i
s an inherently unstabl
condition. It is a transition state requiring a
ction. Such individuals
should be given larger jobs to do. If not, they
are candidates to
resign for bigger jobs elsewhere.
Tal
ent Inventory
----------------------- Page 43----------------------Performance Problems
Performance Problems

PermataBank
PROBLEM #1

Performance Gap
&Some dimensions are not being done,
or are not
or

adequately done.
&This creates an important developmen

t ag
left unsolved, we are short-changi
ng customers,
shareholders and / or associates.
PROBLEM #2

Inappropriate Ambition
&Doing elements outside their job whi

le not fully
performing elements within their c
urrent scope.
&This creates a development and motiv
ational agenda :
- their energies and interests sho
uld be re-channeled
towards full performance of their
current job.
- they become a problem for others
within the
corporation in addition to not pu

lling their own

weight in the delivery of corpora
te results.
----------------------- Page 44----------------------Performance Problems
Performance Problems

PermataBank
PROBLEM
PROBLEM #3

Narrowly-Defined Jobs
&A job is defined too narrowly, sometimes by i
nappropriate
agreement between an individual and his / he
r boss.
(e.g. take out costs vs invest for the futur
e).
PROBLEM #4
Growth Potential
&An inherently unstable condition.
&Need to move to larger jobs, if not theyll lea
ve to do
it elsewhere, or stop doing the less interes
ting aspects
of their current job.
&The issue : ensuring performance at higher le
vels -the question of promotability.
----------------------- Page 45----------------------5
4

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P
----------------------- Page 46----------------------Performance / Potenti
al Rating

PermataBank
FULL PERFORMER

Definitions
EXCEPTIONAL PERFORMER
CONTRIBUTOR
EXCEPTIONAL PERFORMER
CONTRIBUTOR
Demonstrates excellent leadership
Have held a position long enough
abilities and achieves results
to be expected to perform the
in a way that builds and maintain
job adequately.
relationship.

FULL PERFORMER
Consistently meets and occasionally
may exceed output requirements.

Exceptional Performance / Turn Potential

Full Performance / Turn Potential
Contributing Performance / Turn Potent
ial
TURN
TURN
(Box 1)
(Box 3)
(Box 6)
Have been able to
}Has mastered most if not all aspects of t
he }Meets the performance standards
}Recently promoted (within the last
year.
demonstrate competence
current role.
for the current position.
}Must be coached to reach full perf
ormance
in at least 2-3 unique
}Ready to make a crossroads turn.
}Demonstrates the capacity to make
as soon as possible.
contributions expected at
}An appropriate new assignment
a crossroads turn in the future.
}Monitoring performance to support
him /
a higher crossroads layer.
should be found for this individual.
}Should be managed to exceptional
her because the nature of new jo
b is
performance in the current role

critical.

prior to new turn assignment.

Exceptional Performance / Growth PotentialFull
Performance / Growth PotentialContributing Performance / Growth Potential
GROWTH
GROWTH
(Box 2)
(Box 5)
(Box 8)
Demonstrate excess capacity
in their current role, but
}Has mastered most if not all aspects of t
he }Meets the performance standards for
}Fully performing or exceptional in
some
current role.
the current role.
dimensions, but shows deficiencies
in others.
have not demonstrated the
}Ready for a broader assignment within the
}Could assume a broader assignment
}Gaps may result from not having suf
ficiently
ability to perform
current crossroads layer.
within the current crossroads layer.
mastered the requirements of the n
ew posiat least 2-3 unique
}Development focus on adding skill for nex

t }Should be challenged, but focus

ition.
contribution skills from a
should be on performance
ull
higher crossroads layer.
improvement.
d from

tions, may be a long standing cond

assignment.
}Incumbents should be : coached to f
performance, or : should be remove
the position if unable to attain f

ull
performance within a short.
MASTERY
MASTERY
Work at learning and using Exceptional Performance / Mastery PotentialFull Perf
ormance / Mastery PotentialContributing Performance / Mastery Potential
new skills in their role, but
(Box 4)
(Box 7)
(Box 9)
do not demonstrate
}Has mastered most if not all aspects of th
e }Meets the performance standards for
}Performance falls short of the sta
ndards for
competence or desire for
current role.
the current role.
the position.
acquiring these unique
}Capable of performing effectively in diffe
rent}Probably capable of performing
}Provided that business results are
not being
contributions and skill
roles of similar management scope.
effectively in another role of similar jeopardized, a performance improv
ement
required at higher
}Seasoned pro who can be of considerable
management scope.
plan must be executed immediately
.
organizational layer.
help in training others, or start-ups and
}Should be coached to drive for
}Individual should be removed from
the
turnarounds where expertise is required.
exceptional performance to become
position as soon as possible.
a seasoned pro.
----------------------- Page 47----------------------Putting The TIR To W
ork For
Putting The TIR To W
ork For
PermataBank
The Organization
The Organization
` Using The Talent Inventory data as a diagnostic tool against business
strategy
` Managing a set of dynamics using The 9 Box Matrix
Move out in
Coach / develop
next 12 months

Coach / develop
to be exceptional

to continue to
to a job at the next
have turn potential

performer

crossroad layer
6

3
Manage / coach / dev.

Coach / develop
Move out in
to become fully
next 12-24 months
performing
to a job on the same
crossroad layer
8

to be an exceptional
performer
2

Leverage mastery for

Coach / develop

benefit of the

to become an

organization

exceptional performer

Coach / develop
to become fully
Move out in
performing or
next 12 months
4

9
47
----------------------- Page 48----------------------Using 9 Box Grid To Guide
Using 9 Box Grid To Guide
Management Action
Management Action

PermataBank

PERFOR
MANCE
Exceptional Full
Performer Contributor
n
r
u

1. Market forces -- new products, markets,

T
L

1
3

6
competitors -- will naturally result in
moving our collective profile to the
8

A
I
T
N
E

h
t

w
o
r

T G

O
P y
r
e
t
s

right.

9
a
M

2. Our first managerial priority is to

improve performance to maintain or
1
enhance our competitive position.
3. Then, we should focus on getting
growth out of our people.
2
48
----------------------- Page 49----------------------Uncovering The Gap Between What
You Have And What You Need

PermataBank

Ideal grid depends on business situation.

Here are 3 examples of ideal grids for business at different stage
s,
and the rationales behind them.
Ideal Grid
RATIONALE
1
15 %

20 %

5 %

40 %
Start-up busines

s require a
START UP
pulation ready
BUSINESS
w (boxes 1,2,3)

significant po
20 %

10 %

0 %

30 %

to quickly gro

20 %

10 %

0 %

30 %

They also requir

e a high
compliment of
seasoned pro
(box 4)
55 %

40 %

5 %

49
----------------------- Page 50----------------------PermataBank

The Ideal Grid

The Ideal Grid

Uncovering The Gap Between What You Have
And What You Need
RATIONALE
Ideal Grid
2

Growing business require a

high
15 %

10 %

5 %

30 %

proportion of exceptiona

l performers
GROWING

(boxes 1,2,4).

BUSINESS

15 %

10 %

5 %

30 %
Require a pipeline of peop

le ready
(Expansion of
ds (boxes
Market Share)
ise with growth.

to move to next crossroa

20 %

15 %

5 %

50 %

35 %

15 %

40 %

1,3) as opportunities ar
A high proportion in box 2

reflects the
need to have people grow
along same
crossroads as their job
expands.
50
----------------------- Page 51----------------------PermataBank

The Ideal Grid

The Ideal Grid
Uncovering The Gap Between What You Have
And What You N

eed
3
RATIONALE
CONSOLIDATION MODE
Business consolidations req
uire a
(Consolidate past gains and maintain
ofessionals
existing market share)
ackbone

high level of seasoned pr

(box 4) who provide the b
of business processes.

Ideal Grid
This mode will not provide
too many
opportunities for people
to take on
5 %

5 %

5 %

15 %
larger jobs, hence the lo

w % in boxes
1,2,3.
5 %

15 %

5 %

25 %

 Raising & improving perform

ance
30 %

20 %

10 %

60 %

standards will result in

some people
not being able to meet hi
gher
40 %

40 %

20 %

standards (boxes 8,9).

51
----------------------- Page 52----------------------Overall Ideal Grid
PermataBank
Full
Exceptional

Contributor
Performer

Turn

5 %

10 %
1

Growth

15 %

25 %

15 %

5 %

45 %

10 %
4

25 %

2
Mastery

10 %

5 %

30 %

----------------------- Page 53----------------------Putting The TIR To Work For

Putting The TIR To Work For
You and Organization

PermataBank

You and Organization

` Using The Talent Inventory data as a diagnostic tool against business
strategy
` Managing a set of dynamics using The 9 Box Matrix
Move out in

Coach / develop

oach / develop
next 12 months
to continue to
to a job at the next
ve turn potential
crossroad layer
6

to be exceptional
performer
1

ha
3

Manage / coach / dev.

oach / develop
Move out in
to become fully
next 12-24 months

to be an exceptional
performer

performing
to a job on the same
crossroad layer
8

Leverage mastery for

Coach / develop

benefit of the

to become an

oach / develop
to become fully
Move out in
organization

exceptional performer

performing or
next 12 months
4

9
53
----------------------- Page 54----------------------Putting The TIR To Support
Putting The TIR To Support
Your Organization Succession Planning
Your Organization Succession Planning
PermataBank
Leadership
problem?
Strong

CEO
Backup
Definitely
from fourth
a
layer
succession

DIRECTOR1

DIRECTOR2

(SECOND LAYER)
BOX2

(SECOND LAYER)
BOX1

DIRECTOR3

A solid
problem

(THIRD LAYER)
BOX1

performance!
GROUP HEAD1
THIRD LAYER
BOX3

GROUP HEAD2
THIRD LAYER
BOX1

GROUP HEAD3
THIRD LAYER
BOX5

Need
FOURTH LAYER

FOURTH LAYER

BOX4

BOX7

FOURTH LAYER

FOURTH LAYER

FOURTH LAY

ER
performance
improvement
on the

BOX2
GROUP HEA

D6
fourth layer

BOX7

BOX7

FOURTH LAYER

FOURTH LAYER

BOX5

BOX8

BOX2
GROUP HEA

D6
BOX2

54
----------------------- Page 55----------------------Building TIR Re
port
PermataBank
port

Building TIR Re
Performance Issues

NAME
ACTION TAKEN
Valentino, Carel
him by giving him three projects: Job

RATING
Box 9

LAYER
3

Test
Descr

iption, Job Evaluation and Career

Ladde
r Dimensions development.
A revi
ew on those projects will be held on
April
and October 1997 by his Direct
Super
visor.
A furt
her action will be base on that review, if
based
on the review there is no evidence
perfo
rmance improvement, he will be giving
secon
d opportunity to move to another job
famil
y.
Santoso, Dody
him from current assignment to

Box 9

Moved
stren

gthen his credit analysis skill. Previous

perfo
rmance record showed that he was a
top p
erformer as an account manager.
By ne
xt April 1998, he will give a new
assig
nment to develop a client network
syste
m for our new accounts prospects. The
next
action will be base on the review after

that
particular month.
----------------------- Page 56----------------------Building TIR Rep
ort
PermataBank
ort

Building TIR Rep

High Growth Individual Plan

NAME

RATING

LAYER

ACTION TAK

Box 1

The next development pla

EN

NEXT JOB
Kelaswari, Rini
n should be focusShe will

more on the people manag

ement. She is

assign a new
ready to get a new bigge

r assignment in retailjob as
banking distribution. Sh
e has excellent creditDistribution
skill and deep understan
ding about the

Head on

t and liabilities

next February

complexity of both asse

e 50 people (5

products. She will handl

98

managers and 10 supervis

ors), she need to

improve her knowledge in
managing people,
A People Management cour
se will be held on

UT on the next March
97

and she has to take

that course. Dody will b

e work very close
with her and explain abo
ut her new job in
more detail. A next mid
term review for her is
on August 1998.
A retention program will
be develop by HR
and expected to be imple
mented by next
April 1998.
----------------------- Page 57----------------------Building TIR R
eport
PermataBank
eport

Building TIR R

Performance Trend
FULL
EXCEPTIONAL

CO

NTRIBUTOR
PERFORMER
Siswono,Dody

Utomo, Sapto

Kelaswari,RIni

Kurnia, Kevin

Gu

nrico, Tomy
nawan, Rio
Damayati, Lily
Kahfi, Joe
TURN
25 %
6.25%

9.4%

9.4%
1

6
Oktovius, Agus

Abdulah, R

La

tief, Abdullah
Harahap, Gita

Dakus,Winy
Lian, Ken

Ha

diyono, Mia
Setia, Devi
Chen, Greg
Widyatmaka,T

GROWTH

Wong, Tommy
Husin, Linda
Mahmud, Karim

47 %
15.6%

Wirkotan, Lia

6.25%
Sumampow,K
2
8
25%
Yuniarso, Antok
Nugraha, Boy

Harsono, Sony
Damayanti, Sari

risbiyanto
Yuliana, Anna
Mariana, Dina
MASTERY
28 %
Bagas, Oscar
Junus, Lola
3.13%
6.25%

18.75%

9
4

----------------------- Page 58----------------------Building TI

R Report
PermataBank
R Report

Building TI

New Appointments Expected Rating

FULL
EXCEPTIONAL

CONTRIBUTOR

Welcome
PERFORMER
to BU
With her qualification,
TURN
I hope that she will
be at least
2

6
at box 5
GROWTH

8
5
MASTERY

----------------------- Page 59----------------------t

t
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f a
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----------------------- Page 60----------------------PermataBank

60
----------------------- Page 61----------------------PermataBank

Job Family in Banking

CUSTOMER
CUSTOMER

FRONT STREAM
Corporate
nternational
Providing Lending, Funding
Banking
Treasury
Or Services to the Customer
FRONT LINERS:
Account Officer
Customer Relationship Officer
BPR
Syariah

Commercial

Consumer

Banking

Banking

Banking

Managing

Managing
Small

Managing

Corporate

Individual
Medium

Account

Account
Enterprises

MID STREAM
Operation Officer
Branch Officer
Product Officer
Business
Branch
Service Officer
Solution
Management

Transactional
Operations

Service
Management

Product
Management
M

anagement
SUPPORT
STREAM
Fincon Officer
IT Officer
IT

Strategic

Financial

Compliance

Risk
And
HR
HR Officer

Management

Control

Mngmnt
GCG
61
----------------------- Page 62----------------------PermataBank
an

Mapping Career Pl

CUSTOMER
CUSTOMER
FRONT STREAM
Corporate

Commercial

Consumer

Banking

Banking

Banking

FRONT LINERS:
Account Officer

Managing

Managing
Small

Managing

Customer Relationship Officer

BPR
Syariah

Corporate

International
Providing Lending, Funding
Banking
Treasury
Or Services to the Customer

Individual
Medium

Account

Account
Enterprises

MID STREAM
Operation Officer
Branch Officer
Product Officer
Business
Branch
Service Officer
Solution
Management

Transactional

Service

Operations

Management

Strategic

Financial

Product
Management

Management
SUPPORT
STREAM
Fincon Officer
IT Officer
IT

Compliance

Risk
And

HR
HR Officer

Management

Control

Mngmnt
GCG
62
----------------------- Page 63----------------------PermataBank
count Officer Programs

Ac

Account Officers Programs

In B
asket
900
(Assess
ment):
Candidates

Psychological
HR and User

In Tr
ay and
Fresh

Test
Interview
Cust

omer
Graduate

Pass Ratio 30%

Pass Ratio 30%

GPA 2.7
Interfa
ce Pass
Any Discipline
Rati
o 50%
Preferably

270
90

From Economical

candidates
candidates

Background
4
5-55
candi
dates
0.5 - 1 month
Introduction
Basic Module B

Basic Module A
OJT & In Depth

(Module C)
BANKERS ORIENTATION
MODULE B
iness Unit
Compliance

OPERATION
Commercial Bus

1. Commercial Credit Program Product

a. Basic Branch Operation
2 Credit Analysis
Credit Operati

ons
Code Of Conduct
e
ns

b. International Remittanc
Credit Analysis & Lending Ratio
Bills Operatio
c. Trreasury Processing
Sistem Pelaopran Keuangan dan spreading Centralized B

ranch Operations
Analisa Ratio Keuangan
Laporan KEuangan Proforma

Branch Operati

ons
GENERAL

PRODUCT

Analisa Modal Kerja

1. Introduction to Banking
Cash Budget
2. Introduction to Basic Banking Law
Analisa Rekening Koran

FINAL EXAM
a. Liabilities
b. Asset Product :
EXAMINATION

Cash Flow
3. Banking Ethics

Home Financing
3. Credit Structure
CERTIFICATION
4. Know Your Customer
Automotive Financing
4. Commercial Credit Policy Manual
5. Document & Signature Identification
c. Credit Card
5. Creating Credit Proposal
7. Credit Operations
d. Commercial Credit
8. Advance Trade Finance & Bills Opeartions
e. Trade Finance & Bank Gu
9. Credit Risk Management

arantee

10. Problem Loan

f. Treasury
11. Selling Skills for Account Officer
12. Negotiating Skills
EXAM INATION
13. Ujian
E XA M I NA T IO N
3 4 months
63
----------------------- Page 64----------------------PermataBank
CRM Programs
CRM Crash Programs
In Basket:
500
Candidates
HR and User
Fresh
Interview
Graduate
Pass Ratio 30%
GPA 2.7

(Assessment)
Psychological
In Tray and
Test
Customer
Pass Ratio 30%
Interface Pass

Any Discipline
Preferably
50
From Economical
candidates

Ratio 50%
150
candidates

Background
25-30
candidates
0.5 - 1 mo
nth
Introduction
Basic Module B

Basic Module A
OJT & In Depth (Module C)
OPERATION

BANKERS ORIENTATION
Compliance

a. Basic Branch Operation

b. International Remittance

Code Of Conduct
c. Trreasury Processing
GENERAL
1. Introduction to Banking
2. Introduction to Basic Banking Law
3. Banking Ethics

PRODUCT
a. Liabilities
b. Asset Product :
EXAMINATION
Home Financing

CERTIFICATION
4. Know Your Customer
Automotive Financing
5. Document & Signature Identification c. Credit Card
d. Commercial Credit
e. Trade Finance & Bank Guarantee
f. Treasury
EXAM INATION
E XA M I NA T IO N
3.5 - 6 m
onths
64
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