Professional Documents
Culture Documents
a pivotal
role in building organizational capacity by attracting, assessing, selecting, and developing the talent required by
organizations.
Evolution of leadership
Awalnya leadership hanya bisa dilahrikan bukan dibuat tetapi banyak riset
yang mengembangkan berbagi model leadership theory
diantaranya :Leadership behaviors ,Situational Leadership ,transactional and transformational leadership.
1. Leaders stimulate and inspire(transform) followers to achieve extraordinary
outcomes
2. Characteristics:
I.
Leadership is proactive
II.
III.
IV.
V.
Leadership is reactive
Works within the organizational culture
III.
IV.
V.
technological innovations,
Improvements in formal development experiences continue to strengthen the transfer of learning and real
world relevance through design, technology, and innovation.Technology has brought virtual classrooms and
learning teams together from around the world.
action learning,
In place of business cases and lectures, participants are formed into ad hoc teams assigned an issue or
problem facing the company, and sent out to work the issue onsite
management as faculty;
Business school cases provide interesting discussions and broaden perspectives on issues, which leads to greater
knowledge and perspective on a problem. Involving senior management in the instruction of future leaders is a
powerful approach to sharing information and transferring best practices. Sessions characterized by sharing of ideas
and discussion are much more valuable than those characterized by lecturing and presenting. Not only will ideas that
are immediately applicable to business challenges be shared, but next generation leaders will develop increased
respect for the wisdom and leadership of those who share their experience, knowledge, and expertise.
centralized funding;
Core programs that focus on basic building blocks such as key transitions are fully funded so they dont force the
geographic or market units to trade off necessary investments in strategic development against tactical training
requirements.
Identifying talent
Most of a companys future leadership team is already part of the organization. They are the talented
best and the brightest individuals that were hired by the organization years ago. They have been
working and contributing to the organization in a wide variety of roles and responsibilities, each experience
adding to their knowledge, perspective, vision, and drive for the future and ability to lead effectively.
Talent management
Key elements that make strong talent successful
Lots of early bets
Identifying highly talented professionals and future leaders is a numbers game. The earlier in the process the
assessment and development begins, the greater the chances are of developing the right people. Rather than focusing
on a select few, successful talent management systems stock the development pipeline with as many talented
candidates as they can, carefully assessing them and nurturing them as much as possible.
Mentoring
Talented individuals are encouraged to seek out mentors to help guide and teach them. Experienced high performers
are encouraged to share their knowledge and experiences with others, coaching and teaching them those things that
cant be learned any other way.
Job and project assignments
On-the-job learning is facilitated by identifying and tracking key learning assignments in the organization and
ensuring that not only high performers but high-potential talent has an opportunity to have key learning
experiences.The focus is shifted from staffing based solely on performance, to performance and learning needs to
meet future leadership requirements.
In-depth assessments
In addition to self-assessments by the individual, and management assessments by superiors, selected high potentials
and next-generation leaders are assessed using in-depth assessmentprocesses. These assessments create a deep
understanding of the individuals strengths, weaknesses, developmental needs, and long-term potential. They are
focused largely on feedback from individuals who have worked closely with the candidate over an extended period
of time against comprehensive criteria for advancement to very senior level positions within the organization.They
include detailed interviews, 360-degree survey assessments and other assessment tools aimed at getting a deep
understanding of the individuals capabilities and potential. Sometimes aptitude tests and other measurement tools
with appropriate reliability and validity are used.
Winning or performance culture
In addition to the methods and approaches listed above, organizations that are successful in managing their talent
often have a winning or performance culture where moderate risk taking, high performance, competition, openness,
freedom and flexibility, empowerment, and high standards of achievement are evident.A high performance culture is
a high development culture as individuals and organizational units stretch to reach challenging objectives and break
performance goals and targets through innovation and hard work.
Banyak awal "taruhan"
Mengidentifikasi profesional yang sangat berbakat dan pemimpin masa depan adalah permainan angka.
Sebelumnya dalam proses pengkajian dan pengembangan dimulai, semakin besar kemungkinan mengembangkan
orang yang tepat. Daripada berfokus pada beberapa pilih, sukses sistem manajemen bakat saham pipa
pembangunan dengan banyak calon berbakat yang mereka bisa, hati-hati menilai mereka dan memelihara mereka
sebanyak mungkin.
Mentoring
Individu-individu berbakat didorong untuk mencari mentor untuk membantu panduan dan mengajar mereka.
Berpengalaman pemain tinggi didorong untuk berbagi pengetahuan dan pengalaman mereka dengan orang lain,
pembinaan dan mengajar mereka hal-hal yang tidak bisa dipelajari dengan cara lain.
Penilaian mendalam
Selain penilaian diri oleh individu, dan penilaian manajemen oleh atasan, karena potensi tinggi dan pemimpin
generasi berikutnya yang dinilai menggunakan mendalam assessmentprocesses. Penilaian ini membuat pemahaman
yang mendalam dari kekuatan individu, kelemahan, kebutuhan perkembangan, dan potensi jangka panjang. Mereka
berfokus terutama pada umpan balik dari orang-orang yang telah bekerja sama dengan calon selama jangka waktu
terhadap kriteria yang komprehensif untuk kemajuan ke posisi tingkat yang sangat senior dalam organization.They
termasuk wawancara rinci, penilaian survei 360 derajat dan penilaian lainnya alat yang ditujukan untuk
mendapatkan pemahaman yang mendalam tentang kemampuan individu dan potensi. Kadang-kadang tes bakat dan
alat-alat pengukuran lain dengan keandalan dan validitas yang tepat digunakan.
Sistem manajemen bakat yang efektif terintegrasi membuat bahasa yang sama di seluruh organisasi untuk
membahas dan menilai talent.They memastikan rencana pengembangan individu masalah bisnis yang lebih
terfokus, dan karir terintegrasi. Mereka memperkuat rasa tanggung jawab untuk akuisisi dan pengembangan bakat
melalui keterlibatan yang konsisten dari tim manajemen.