Talent Development As A Journey: from Competencies to Capabilities
TALENT DEVELOPMENT AS A JOURNEY:
From Competencies to Capabilities
Seta A. Wicaksana
0811 19 53 43
• Managing Director of Humanika Amanah Indonesia –
• Managing Director of Humanika Bisnis Digital – hipotest.com
• Wakil Ketua Asosiasi Psikologi Forensik Indonesia wilayah DKI
• Business Psychologist
• Certified of Human Resources as a Business Partner
• Certified of Risk Professional
• Certified of HR Audit
• Certified of I/O Psychologist
• Dosen Tetap Fakultas Psikologi Universitas Pancasila
• Pembina Yayasan Humanika Edukasi Indonesia
• Penulis Buku : “SOBAT WAY: Mengubah Potensi menjadi
kompetensi” Elexmedia Gramedia 2016, Industri dan
Organisasi: Pendekatan Integratif menghadapi perubahan,
DD Publishing, 2020
• Organizational Development Expertise
• Sedang mengikuti tugas belajar Doktoral (S3) di Fakultas Ilmu
Ekonomi dan Bisnis Universitas Pancasila Bidang MSDM
• Fakultas Psikologi S1 dan S2 Universitas Indonesia
• sekolah ikatan dinas Akademi Sandi Negara
• Is talent management
important in your
• How is talent
in your organisation?
➢ CEOs perceive availability of
talent & skills as key threat
to growth prospects
➢ Talent retention top priority
(40% of HR leaders)
➢ 54% of org had formal and
developed TM programme
in place- significant increase
➢ Ability to manage talent
one of top skills gap for HR
PWC, Leadership Pulse Surveys,
Source BCG 2013
• Talent Development is preparing
your employees for current and
• How does that translate into best
practices of Organizational
• Engage your employees in
• Nurture their Skills and
• Focus on having a High
• Implement a comprehensive
Talent Development Program
Importance of Talent
Why is talent development
important for organization?
• Increased Competitive
• Rewarding Culture and
• Improved operational
• Financial Rewards
• High Performing
• Employee Retention
How do we achieve effective
• Establish Talent
• Make the most of what you
• Target a small number of KPIs
in the business
• Identify critical roles and
• Develop talent pathways and
• Focus time and energy on
critical roles and people
Performance Standards What should I be doing?
Execution Tracking How does the organization
know what I’m doing?
Performance Feedback How do I know if I’m
doing it right?
A Case Study in Salesman
The Company Way The Tools
•Development Checklist • TeamMeeting
How are you dealing with your
middle and bottom
Is everyone in the company
100% aligned with the business
Have you identified top
performers and do you have a
plan in place to keep them?
Are the employees fully
engaged and do they have the
tools and resources to be 100%
effective doing their jobs?
You have to maximize your employees’ value
There are four main areas that need to be addressed for Talent Development
Small changes to small things
❖a waste of time
Small changes to big things
❖ necessary, but frustrating
❖ good, but need many
Big changes to big things
❖ the key to growth
Is This Essential?
How do we do it?
High Performance Leadership means ...
Transforming the organization
and aligning the people in
order to dramatically improve
the business and sustain long-
HIGH PERFORMANCE BEHAVIORS
1. Provides a clear vision
2. Thinks outside the box
3. Creates an aligned team
4. Builds a strong, empowered organization
5. Set and maintains high standards
6. Demonstrates integrity
High Performance Results (The Acid Test)
1. Dramatic change
2. Developed and empowered
3. Sustained momentum
4. improved competitive/financial
What is Talent Development?
is a set of integrated
to attract, develop,
motivate, and retain
• While past studies have resulted in a competency model framework,
ATD’s focus has broadened to helping talent development professionals
build capability that will help them perform their work today and
prepare for challenges they’ll face in the future.
• Competence refers to a person’s current state and having the knowledge
and skills necessary to perform a job.
• Capability is about integrating knowledge and skills and adapting and
flexing to meet future needs.
• Shifting from a competency model to a capability model signals to
talent development professionals that they must be agile and
committed to continual development to successfully create, innovate,
lead, manage change, and demonstrate impact.
What’s in the
• The model answers the question: What
should talent development professionals
know and do to be successful? This process
begins with the identification of the
underlying personal and professional
attributes required or expected of talent
development professionals in relation to
their performance at work and ends with
the development of a graphic illustration to
show the major capability areas needed by
individuals in the field.
• ATD’s Capability Model is structured
around three domains of practice (see
figure below). These domains comprise
• Derive from interpersonal skills.
• Come from building professional
knowledge related to developing
people and helping them learn.
• Affect an organization’s ability to
drive toward results and success.
7 Talent Development Strategies To Foster
1. Get the C-suite on board
• Research on talent development has found that the best leaders are ones
who are committed to talent development for all employees. This same
research also found that as people move up the ladder and open the doors
to their own advancement, they begin to forget to help others do the same.
• Getting buy-in from company executives means helping them see how their
role as leaders impacts the company. Employees want to see that their
bosses actively encourage and are committed to their growth.
2. Make sure your organization’s mission is in place
• Whether your overall goal is compassionate healthcare or problem-solving
customer service, make sure your company’s mission and goals are clearly
• This goes a long way towards the next step, but is also part of culture-
building at work. How can you map a route towards talent if you have no
idea what the destination is? If this step is not in place, developing a clear-
eyed vision of your company’s future can be a great tool for getting the C-
suite on board, too.
3. Identify the necessary talent to get you where you’re going
• Once you have your company mission, take the time to list the necessary
skills and talents your employees will need to move towards this goal.
• Consider both hard and soft skills when taking this inventory.
Talent development strategies do not occur in a vacuum.
Indeed, if a talent development program is to work, it
needs to be intentional, well-planned, and expertly
executed. Here are seven talent development strategies
that can help you foster growth among employees and
within your organization
7 Talent Development
Strategies To Foster Growth
4. Look within
• It’s true: even the smallest companies are bursting with talent. It is
entirely possible that all of the skills you need now or in the future
may already be on your payroll. One of the best talent development
strategies is showing employees that you are committed to them not
only in their careers but also as well-rounded people who may be
under-utilized and ready for more challenging work. Does this mean
tacking extra jobs onto an already robust job description? Absolutely
not. What it does mean is taking that entry-level field service
technician who has demonstrated experience in management and
offering them time away from their work to attend a talent
development program. This could give them the skills to plan and
manage a new project for expanding your service offerings.
• Consider other examples:
• An internet installer who has a background in music or sound
production designs whole-house or whole-company sound
systems that are controlled with an app
• A registered nurse who is also a writer and volunteers with a
hospice on their days off writes and edits a guide to traumatic
injury and recovery
• The goal is not to do more with less but to use talent
development strategies to offer employees more meaningful
work that incorporates their interests into their daily work and
deepens their skills.
5. Design talent development initiatives that work
• A one-off training program isn’t talent development that’s likely to stick.
Employees put their time in on the conference chair, and then promptly
forget everything they learned before the weekend comes.
• Talent development initiatives that work:
• Start with a training needs analysis (see #2 and #3 above as part of this)
• Are delivered in the best way for the type of skill being developed, such
as hands-on collaborative projects for building teams or microlearning
resources for incremental, long-term skills building
• Offer opportunities for practice (experiential learning is a great option)
• Take employee feedback into account for future trainings
• A good training program is one that is memorable, so take the time to
create resources that are engaging and truly useful for employees.
7 Talent Development
Strategies To Foster Growth
6. Build in coaching opportunities
• Managers, this one’s for you: you’ll need to regularly coach and
check in with employees as part of your company’s talent
• This doesn’t necessarily need to be you, though. Coaches can be
recruited from all over the organization, so really, it’s about
delegation. Identify coaches at all levels who have the skills your
employees are learning who can check in with employees.
7. Make talent development part of your company culture
• If company culture dictates a growth mindset where talents are
discovered and nurtured as a matter of course, training to support
that will become a regular part of the workday.
• This helps not only strengthen your current teams, but is also useful
in recruiting additional members in the future. Today’s workforce
craves growth. Create a workplace where learning is prioritized and
built into your daily operations and you’ll create a place where
people love to work.
• Providing adequate training
• Supporting innovation
• Employee involvement in
• Inspiring & communicating a
• Trust in management
• Supervisor-employee “fit”
Job satisfaction has been defined as a
pleasurable emotional state resulting from the
appraisal of one’s job or job experiences.
What causes job
❖- Core self-evaluations; bottom-line conclusions individuals
have about their capabilities, competence, and worth as
of Job Satisfaction
• Performance: Satisfied workers are only
slightly more likely to perform at a higher
level than dissatisfied workers.
• Satisfaction is most likely to affect
work behaviors when workers are
free to vary their behaviors and
when a worker’s attitude is relevant
to the behavior in question.
• Absenteeism: Satisfied workers are only
slightly less likely to be absent than
• Turnover: Satisfied workers are less likely
to leave the organization than
• Engagement strategy Enhance motivation through the work itself, the work environment, leadership and
opportunities for growth.
• The factors that influence engagement The first factor is the rational aspect, which relates to employees’
understanding of their role, where it fi ts in the wider organization, and how it aligns with business
objectives. The second is the emotional aspect, which has to do with how people feel about the
organization, whether their work gives them a sense of personal accomplishment and how they relate to
• Engagement and job satisfaction The concept of job satisfaction is closely linked to that of engagement.
Job satisfaction refers to the attitudes and feelings people have about their work. Positive and favourable
attitudes towards the job lead to engagement and therefore job satisfaction. The level of job satisfaction is
affected by intrinsic and extrinsic motivating factors, the quality of supervision, social relationships with
the work group and the degree to which individuals succeed or fail in their work
Learning and development
4. The Work
6. CompanyPractices 5. TheBasics
Diversity and inclusion
Talent and staffing
The meaning of organizational
Commitment refers to
attachment and loyalty. It
is associated with the
feelings of individuals
about their organization.
As defi ned by Porter et al
(1974), commitment is the
relative strength of the
individual’s identifi cation
with, and involvement in, a
• Developing a commitment strategy Steps to
create commitment may include initiatives to
increase involvement and ‘ownership’,
communication, leadership development,
developing a sense of excitement in the job,
and developing various HR policy and practice
• The importance of commitment There have
been two schools of thought about what
makes commitment important. One, the
‘from control to commitment’ school, was led
by Walton (1985a, 1985b); the other,
‘Japanese/excellence’ school, is represented
by writers such as Ouchi (1981), Pascale and
Athos (1981) and Peters and Waterman
Factors affecting commitment Kochan and Dyer (1993) have indicated that the
factors affecting the level of commitment are:
• Strategic level: supportive business strategies, top management value
commitment and an effective voice for HR in strategy making and
• Functional (human resource policy) level: staffing based on employment
stabilization, investment in training and development and contingent
compensation that reinforces cooperation, participation and contribution.
• Workplace level: selection based on high standards, broad task design and
teamwork, employee involvement in problem solving and a climate of
cooperation and trust.
Benefits of Talent Development
Improved Recruitment: Having top talent at all levels of the company is one of the best ways
to ensure continued success. The quality of the employees directly correlates to the quality
of the business.
Improved Understanding of Employees: Through employee assessments management can
gain insight into the development needs of their employees including career aspirations,
abilities, strengths and weaknesses. This knowledge makes it is easier to determine how to
Putting the Right Person in the Right Job: Skill or competency mapping allows employers to
take stock of skill inventories throughout the company. When an employee’s interests are in
alignment with his or her job profile, productivity and job satisfaction increases.
Keeping Top Talent: Retaining employees is critical to the management and growth of a
company. Companies that fail in keeping high-quality talent risk losing to their competition.