09/11/2016

People &Talent Management - 10 November 2016 -

Company’s History

1957 Founded

1998

2000

Taken over by Back to Central Bank IBRA Initial Public Offering/IPO

2002

Now

Farindo Investment, Ltd won 51% of BCA’s ownership

Ownership: Public 50,28%, Farindo Investment 47,15%, Anthony Salim 1,76%, & Treasury Stock 0,81% Grew Sharia Banking, Financing, Insurance & securities’ brokerage

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Vision and Missions VISION To be the bank of choice and a major pillar of the Indonesian economy

MISION

VALUE BCA

To enhance our corporate franchise and stakeholders value

- Customer Focus - Integrity - Teamwork - Continuous Pursuit of Excellence -

MISION To build centers of excellence in payment settlements and financial solutions for businesses and individual

MISION To understand diverse customer needs and provide the right financial services to optimize customer satisfaction

People Development Challenges in BCA

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HR Challenges – The Alignment Business Condition

Company Needs •

Passionate, creative, knowledgeable & engaged employees

Tough competition

•

IT literated

•

Technology driven

•

Strong leadership

•

Customers’ expectations

•

Organization Alignment

•

Highly Regulated

•

Relationship focus: More Permanent Employees

•

Good working Climate

•

Performance Driven measurements

•

Mobility & flexibility

•

Business growth

•

New businesses

•

Strategy

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Strategy

Recruitment Strategy

People Development

Talent Development

Rewards Strategy

LEADER

Recruitment Strategy

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Recruitment Strategy Recruitment

Fresh Graduates Why? To embed corporate culture

Customer Focus Continuous Pursuit for Excellence

First Jobers Strategy? Employer Value Proposition

Integrity Teamwork

Bersama, Kita Membangun Masa Depan

People Development

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Touch Points of Development

1

2

3

INDUCTION: Introduction of BCA to new employee

VALUES: Vision & Mision, Values/the BCA Way, and BCA Culture

COACHING: Assist employee in handling task and its challenges

4

5

6

TEAM ENGAGEMENT:

LEARNING:

LEARNING CULTURE

Maintain teamwork and positive working climate

Holistic Approach (Content, Method & Delivery)

(Knowledge Management & Leadership) Create conducive environment for learning Culture

The BCA WAY

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Holistic Approach of People Development Learning Culture

Knowledge Managemet

Leadership

Touch Points for Learning New on the job

• •

Ready for the next job

1.

2.

3.

4.

5.

6.

7.

8.

Technical aspects of jobs

Culture & values of the group

Expand the scope of assignments

Build Worker’s Profiency

Help workers address undocumented challenges

Update skill and knowledge

Help workers choose career goals

Prepare workers for their next job

Program Staff Program Trainee/BDP

Regular Training: • Operasional • Kredit & Marketing • Self Development • Management & leadership

Informal Learning: • COP • Forum • Dialog • Coaching • KM Center

Program Karir • Program Pengembangan Karir • Program untuk Key Talent

Address ongoing organizational initiatives 14

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Talent Development

Talent Management : Key Talent Identification

Individual Development Identification

Mapping

Development Planning

Development Realisation

Evaluation

Administrative Data: - Leader Review - Performance - Potential Test

ANNUAL MANAGEMENT PANEL

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Talent Management Identification

Succession Planning

Assessment

1 position = 2 successor

Development Identification: competency GAP Current position Non Training

Next position

Position

Assessment Center Multi Tools Multi Assessor Multi Competencies Multi Process

Competencies

Successor 1

Successor 2

Thinking capacity

Successor Criteris

2 years performance: min B

Expected working period at designated unit min 3 years

1 Level below/ same level with designate position

Proposed for max 2 position

different technical background is allowed

Talent Management : Talent Map Mapping

9 Boxes (Future Leader)

Desire to Grow Learning Agility Informal Influence

WATCH-LIST

KEY TALENT (Green - Potential)

KEY TALENT (Red)

Limited / Mixed Evidence

WATCH-LIST

SOLID PLAYERS

KEY TALENT (Green – Performing)

Little Evidence of Future Potential

DERAILING TALENT

SOLID PLAYERS

SOLID PLAYERS

Solid

Excellent

Strong Evidence of Future Potential

Values Alignment

Potential

Training

Needs Improvement

Performance

Performance Against Goals

Performance Against Peers

Demonstration Exceptional of Desired Achievements Behavior

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Talent Management

Development Planning

Key Talent Development 5

P2M Utama

Acceleration Development

4

P2M Madya

Coaching

3

P2M Muda II

2

P2M Muda I

Job Enlargement

1

P2 Pratama

Short term assignment

1

2

Staff  Supervisor Scope of training: “Bagaimana unit saya bekerja”

Supervisor  First Line/Middle Manager Scope of training: “Bagaimana unit-unit lain diluar unit saya bekerja”

Mentoring Training for spesific development

3

4

5

Middle Manager  Manager Scope of training: “Bagaimana Lingkungan External dan Internal bekerja, dan pengaruhnya pada BCA”

Manager  Senior Manager Scope of training: “Bagaimana Lingkungan Nasional dan Global, dan pengaruhnya pada strategi BCA”

Talent Management

Development Realisation

Talent Leader Development PROGRAM P2 Pratama P2M Muda I P2M Muda II P2M Madya P2M Utama

JUMLAH PESERTA 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 303

250

325

526

445

708

603

664

813

619

265

209

227

210

249

259

261

298

380

329

127

113

93

103

94

89

111

140

145

135

51

30

59

50

34

39

53

52

42

52

9

0

11

17

0

13

0

10

11

11

OVERSEAS TRAINING PROGRAM Tahun

Total

2010

7

2011

14

2012

19

2013

19

2014

24

2015

17

Total

100

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Talent Management : Evaluation

Evaluation of Individual Development Identification

Mapping

Development Planning

Development Realisation

Evaluation

Review GAP vs Development - 2x Coaching Session / year - Annual Management Panel

ANNUAL MANAGEMENT PANEL

People Development in BCA - Result

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Turnover Talent

Employee

23.521

Resign

508 (2,24%) 70 (0,29% of total employee & 13,8% of total resign employee)

Talent Resign

As of Dec 2015

Management BCA - compositition EKSTERNAL 4%

Eksternal

Internal

Total

Direksi

Jenjang Jabatan

5

5

10

Komisaris

5

0

5

Senior Manager

1

43

44

Middle Manager

5

90

95

Line Manager

7

430

437

23

568

591

Total INTERNAL 96%

As of Dec 2015

Tetap berkarier dan berkarya di luar BCA Nama

Kostaman Thayib Presiden Direktur Bank Mega

Benny Purnomo Presiden Direktur Bank MNC International

Jabatan Terakhir

Perusahaan

Tjit Siat Fun

Direktur

Bank MNC International

Mc Vera Afianti

Direktur

Bank Agris PT

Antonius Widodo

Direktur Bisnis

Bank DKI

Ong Tek Tjan

Direktur UKM, Funding, FI dan Jaringan Kantor Bank Sampoerna

Honggo Widjojo Kangmasto

Komisaris Utama

Bank DKI Syariah

Wimpie Rianto

Komisaris

Bank Sinar Mas

Laksono

Senior Vice President

Maybank

Yulius Setiawan

Head of Risk Analytic & Infrastructure

CIMB Niaga

Evi Laniyanti

Head of Procurement

Bank Danamon

Yenny Linardi

Head of Audit Internal

Bank DBS

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Team Engagement on Profit (in Billion Rp) 20,000

16,000

16,486 14,254

12,000

11,721

10,820 8,000

4,000

4.66

4.6

4.56

4.19

0

2011

2012

2013

2014

Survey by :

*) Team Engagement = Employee Engagement

HR Awards •

Gallup Great Workplace Award 2015 Top 10 Place to Work For in Indonesia 2015 (SWA magazine & HayGroup, 2015)

•

HR Excellence 2015 (Rewards Management- Excellence)

•

HR Excellence 2014 (People Development)

•

HR Excellence 2013 (Talent Management dan Training & Development)

•

Most Admired Companies (Fortune Indonesia, 2014 & 2013)

•

Top 10 Place to Work For in Indonesia 2013 (SWA magazine & HayGroup, 2013)

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Thank You

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