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People &Talent Management

- 10 November 2016 -

Now Ownership: Public 50,28%, Farindo

Investment 47,15%, Anthony Salim 1,76%, &

Treasury Stock 0,81%

Grew Sharia Banking, Financing, Insurance & securities’ brokerage

2002 Farindo Investment,

Ltd won 51% of BCA’s ownership

1957 Founded

1998 Taken over by

IBRA

2000 Back to Central

Bank

Initial Public Offering/IPO

Company’s History

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VALUE BCA

- Customer Focus - - Integrity -

- Teamwork - - Continuous Pursuit of

Excellence -

VISION

To be the bank of choice and a major

pillar of the Indonesian economy

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

MISION

To enhance our corporate franchise

and stakeholders value

Vision and Missions

People Development Challenges in BCA

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Business Condition Company Needs

• Business growth

• New businesses

• Tough competition

• Technology driven

• Customers’ expectations

• Highly Regulated

• Passionate, creative,

knowledgeable & engaged

employees

• IT literated

• Strong leadership

• Organization Alignment

• Relationship focus: More

Permanent Employees

• Good working Climate

• Performance Driven

measurements

• Mobility & flexibility

HR Challenges – The Alignment

Strategy

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Recruitment Strategy

People Development

Talent Development

Rewards Strategy

LEADER

Strategy

Recruitment Strategy

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Why? To embed corporate culture

Customer Focus Integrity

Teamwork Continuous Pursuit for Excellence

Bersama, Kita Membangun Masa Depan

Recruitment Strategy

Recruitment

Fresh Graduates First Jobers

Strategy? Employer Value Proposition

People Development

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Touch Points of Development

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

TEAM ENGAGEMENT:

Maintain teamwork and

positive working climate

LEARNING:

Holistic Approach

(Content, Method & Delivery)

LEARNING CULTURE

(Knowledge Management &

Leadership)

Create conducive environment for learning Culture

1 2 3 4 5 6

The BCA WAY

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Learning Culture

Knowledge Managemet

Leadership

Holistic Approach of People Development

Touch Points for Learning

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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

1. Technical aspects of jobs

2. Culture

& values of the group

3. Expand

the scope of assign-ments

4. Build

Worker’s Profiency

5. Help

workers address undocu-mented challe-nges

6. Update skill and know-ledge

7. Help

workers choose career goals

8. Prepare workers for their next job

New on the job Ready for the next job

• Program Staff • Program

Trainee/BDP

Address ongoing organizational initiatives

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Talent Development

Individual Development

Identification Mapping Development

Planning Development

Realisation Evaluation

Administrative Data: - Leader Review - Performance - Potential Test

ANNUAL MANAGEMENT PANEL

Talent Management : Key Talent Identification

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Assessment

Development

Training

Non Training

Identification: competency GAP

Current position

Next position

Assessment Center

Competencies Thinking capacity

Talent Management Identification

Succession Planning

Position

Successor 1 Successor 2

1 position = 2 successor

Successor Criteris

different technical

background is allowed

Proposed for max 2 position

Expected working period at

designated unit min 3 years

2 years performance: min

B

1 Level below/ same level with

designate position

Multi Tools Multi Assessor Multi Competencies Multi Process

WATCH-LIST

KEY TALENT

(Green - Potential)

KEY TALENT

(Red)

WATCH-LIST

SOLID PLAYERS

KEY TALENT

(Green –

Performing)

DERAILING

TALENT

SOLID PLAYERS

SOLID PLAYERS

Pote

nti

al

Little

Evidence

of Future

Potential

Limited /

Mixed

Evidence

Strong

Evidence

of Future

Potential

Values

Alignment

Desire to

Grow

Learning

Agility

Informal

Influence

Needs Improvement Solid Excellent

Performance

Performance

Against Goals

Performance

Against Peers

Demonstration

of Desired

Behavior

Exceptional

Achievements

Talent Management : Talent Map Mapping

9 Boxes (Future Leader)

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P2M Utama

P2M Madya

P2M Muda II

P2M Muda I

P2 Pratama 1

2

3

4

5

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

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

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

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

1 2 3 4 5

Talent Management Development

Planning

Key Talent Development

Coaching

Mentoring

Training for spesific development

Job Enlargement

Short term assignment

Acceleration Development

Talent Management Development

Realisation

PROGRAM JUMLAH PESERTA

2006 2007 2008 2009 2010 2011 2012 2013 2014 2015

P2 Pratama 303 250 325 526 445 708 603 664 813 619

P2M Muda I 265 209 227 210 249 259 261 298 380 329

P2M Muda II 127 113 93 103 94 89 111 140 145 135

P2M Madya 51 30 59 50 34 39 53 52 42 52

P2M Utama 9 0 11 17 0 13 0 10 11 11

Talent Leader Development

Tahun Total 2010 7

2011 14

2012 19

2013 19

2014 24

2015 17

Total 100

OVERSEAS TRAINING PROGRAM

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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

Talent Management : Evaluation

People Development in BCA - Result

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Turnover Talent

23.521

508 (2,24%)

70

(0,29% of total employee &

13,8% of total resign

employee)

Employee

Resign

Talent Resign

As of Dec 2015

Jenjang Jabatan Eksternal Internal Total

Direksi 5 5 10

Komisaris 5 0 5

Senior Manager 1 43 44

Middle Manager 5 90 95

Line Manager 7 430 437

Total 23 568 591

EKSTERNAL 4%

INTERNAL 96% As of Dec 2015

Nama Jabatan Terakhir PerusahaanTjit 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

Management BCA - compositition

Tetap berkarier dan berkarya di luar BCA

Kostaman Thayib Presiden Direktur

Bank Mega

Benny Purnomo Presiden Direktur

Bank MNC International

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Team Engagement on Profit (in Billion Rp)

10,820 11,721

14,254

16,486

0

4,000

8,000

12,000

16,000

20,000

2011 2012 2013 2014

4.19

4.56 4.6 4.66

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