The document outlines SOBAT Humanika Development Program, which aims to develop talent and leadership through various competency and skills-based programs. The key programs discussed include Leadership, Sales and Marketing, Organizational Development, Data Science, and Strategic R&D Management. Each program focuses on developing relevant competencies, skills, and knowledge through classroom learning, role plays, apprenticeships, coaching and mentoring. The overall goal is to accelerate learning and growth to build a better future through developing talent and leadership.
In many organisations the habitual approach to workforce planning is just a short-term budget and headcount exercise. Attempting to be this granular and precise is not useful when looking longer term, especially when the environment is uncertain.’
Julia Howes, Principal, Mercer
Seta A. Wicaksana is an expert in organizational psychology and human resources in Indonesia. She has extensive experience as a consultant, author, trainer, and researcher. Some of her roles include being a senior advisor for BPJS Ketenagakerjaan, founder and director of Humanika Consulting, author of the book "SOBAT", and developing psychological assessment tools. She is pursuing her doctorate in human resources at the University of Pancasila. The future of HR will involve embracing technology and analytics, understanding how companies succeed, and staying focused on people as workforces change globally. Future I-O psychologists can help organizations by understanding contexts, assessing talent needs, interpreting results, and developing learning ecosystems.
To be a champion, I think you have to see the big picture. It's not about winning and losing; it's about every day hard work and about thriving on a challenge. It's about embracing the pain that you'll experience at the end of a race and not being afraid. I think people think too hard and get afraid of a certain challenge. Summer Sanders
This document discusses the importance of commitment to change for successful organizational change. It defines commitment to change as a state of mind that binds a person to a course of action required for change implementation. Commitment to change is influenced by three components: affective commitment reflecting attachment to change goals, normative commitment reflecting a sense of obligation to support change, and continuance commitment reflecting fear of costs of resisting change. Building strong commitment requires recognizing that people, not organizations, commit to change, understanding how change relates to organizational vision, and periodically reinforcing relevance of change goals.
This document provides an overview of profiling and talent management. It discusses defining talent acquisition and differentiating the sourcing and selection processes. It also covers articulating a business case for effective talent management, outlining the seven steps in a common talent acquisition process, and conducting job-fit and organization-fit analyses to develop selection criteria and methods. The document then explores developing behavior-based and situation-based interview questions, designing evaluation processes, understanding legal responsibilities, and highlighting onboarding strategies.
Talent Development As A Journey: from Competencies to CapabilitiesSeta Wicaksana
Talent Development is a set of integrated organizational HR processes designed to attract, develop, motivate, and retain productive, engaged employees.
“To succeed in today’s complex business world, individuals, leaders and organizations must be adaptable, resilient and open to innovative thinking. And above all, they need one essential quality — ‘Learning Agility’.”
- Steve Newhall - Korn Ferry’s
“Business people need to understand the psychology of risk more than the mathematics of risk.”
― Paul Gibbons, The Science of Successful Organizational Change: How Leaders Set Strategy, Change Behavior, and Create an Agile Culture
HR must become incredibly flexible to adapt to this dynamic landscape. Personalized learning delivered through mobile devices can help employees keep up with changing skill requirements. Further, tools to govern the remote workforce – without hampering engagement or productivity will be critical to the future of HR. And as we learn that the gig workforce is here to stay, HR will have to develop skills to manage this diverse workforce, learning additionally how to choose the best technology to handle such a workforce.
Recruitment and selection in talent managementSeta Wicaksana
“People decisions are the most difficult decisions in organisations. The ability to make the right decisions about people represents the most reliable source of competitive advantage because few organisations have it” Peter Drucker
Developing assessment center tools (case study)Seta Wicaksana
Basically, to lead without a title is to derive your power within the organisation not from your position but from your competence, effectiveness, relationships, excellence, innovation and ethics.
This document discusses talent management. It defines talent as a person's abilities, gifts, skills, knowledge, experience and more. Talent management is described as developing and retaining employees to meet an organization's needs. The document outlines the evolution and process of talent management, emphasizes its importance for performance, innovation and adapting to change. It lists nine best practices and discusses the strategic importance of talent management for revenue, costs, and having the right leaders. The conclusion states that talent management has become a key focus for human resources and success in today's complex global economy.
Managers - Understanding Management (Theory and Approaches)Seta Wicaksana
Average managers play checkers, while great managers play chess. The difference? In checkers, all the pieces are uniform and move in the same way; they are interchangeable. You need to plan and coordinate their movements, certainly, but they all move at the same pace, on parallel paths. In chess, each type of piece moves in a different way, and you can’t play if you don’t know how each piece moves. More important, you won’t win if you don’t think carefully about how you move the pieces.
The document outlines the key components of an effective talent management program, including competency management, workforce planning, talent acquisition, performance management, learning and development, leadership development, and succession management. It also lists additional common components like governance, external influencers, strategic alignment, organizational climate, and technology. The document emphasizes that talent programs must start with a positive company culture aligned with goals, and include globally aligned systems and processes to support recruitment, career development, training, and reward/retention of top talent. Initial steps include developing a talent strategy, identifying supporting systems, engaging leadership, and addressing fundamental gaps.
This document discusses various aspects of human resource planning such as career planning and development, succession planning, and potential appraisal and development. It provides details on the meaning and process of career planning, management, and development. It also outlines the need for career planning, steps involved in establishing a career development system, advantages for individuals and organizations, and limitations. Succession planning and potential appraisal are also defined along with best practices.
Succession Planning and Cross Training: Boldly Preparing for Staff Transition...Palatine Library
2011 Illinois Library Association Conference: Bold, Brilliant, Brave
Tuesday, October 18, 2011, 1:45 - 2:45 p.m.
Anthony Auston, Megan Buttera, Susan Strunk
Palatine Public Library District
Tired of scrambling to get things done when an employee leaves or is absent? Supportive succession planning and cross training efforts don’t have to be overwhelming. Both are brave initiatives meant to ensure continued, effective operations despite vacancies or absences. Learn how to begin the dialogue at your library.
On the mountains of truth you can never climb in vain: either you will reach a point higher up today, or you will be training your powers so that you will be able to climb higher tomorrow.
- Friedrich Nietzsche
Competency traps are the mistaken beliefs that the factors that led to past success will also be associated with future success. Digital technologies are changing the competitive landscape — providing new ways of delivering value to customers and new service opportunities — and factors associated with past successes may not be associated with future success.
Future of HR Metrics as A Strategic Business PartnerSeta Wicaksana
This document discusses human resource (HR) metrics and measuring HR's impact and value to the business. It makes three key points:
1) HR metrics can be categorized into three levels - efficiency, effectiveness, and impact. Impact metrics measure HR's actual strategic contribution to business performance.
2) Most companies still rely too heavily on operational HR metrics and lack metrics that truly measure HR's impact on business outcomes.
3) Developing impact metrics requires starting with the business strategy and identifying how people strategies can help execute and achieve the strategic objectives.
Pengembangan Alat Ukur di Assessment Center Seta Wicaksana
Seta A. Wicaksana is a managing director, lecturer, author, and organizational development expert based in Indonesia. She has experience managing consulting firms, serving on government committees, teaching at universities, and writing books. Her educational background includes degrees in psychology from the University of Indonesia and postgraduate study in economics and business. She specializes in competency assessment, talent management, and developing simulations for assessment centers.
In my career, there's many things I've won and many things I've achieved, but for me, my greatest achievement is my children and my family. It's about being a good father, a good husband, just being connected to family as much as possible.
The document discusses the benefits and purpose of career coaching. Career coaching encourages organizational performance by matching employees to the right jobs, helps identify problem areas, and develops strategies to increase skills and productivity. It increases employee commitment and productivity while enabling better understanding of career choices. Career coaching aids in retaining employees, improving team performance, and increasing quality and efficiency. The purpose is to inform employees of career options and help them achieve career goals. Career coaching advantages include helping employees explore options and develop networks. Effective career coaching uses participatory communication, develops a positive environment, and employs active listening and questioning skills.
The document outlines Gary Wheeler's presentation on aligning human resources with business strategy. The presentation covers:
1) How to implement an HR strategy aligned to the overall business strategy and discusses HR competencies and best practices.
2) A case study of Sysco Foods demonstrating HR's role as a strategic partner.
3) Key themes from best practices literature emphasizing HR executives must speak the business language and create the workforce to deliver the business strategy.
The document discusses various organizational and individual initiatives for career planning and development. Organizational initiatives include job posting systems, mentoring activities, career resource centers, managers as career counselors, career development workshops, human resource planning, performance appraisals, and career pathing programs. Individual initiatives are career planning, career awareness, utilizing career resource centers, and analyzing interests, values, and competencies through tools like career interest inventories. The overall purpose is to encourage employees to take responsibility for their own career development and provide them resources to effectively plan their careers.
This document discusses key concepts in educational management including leadership, planning, administration, organization, and direction. It provides definitions and explanations of these concepts. For example, it defines leadership as influencing others' behavior to achieve group goals, and planning as selecting alternatives and identifying outcomes before commitment. It also outlines components of educational management systems like the leadership framework and its principles of leading people, oneself, and the organization.
leadership and managment.pptx leadershipAlaaShosha7
This document discusses the differences between leadership and management. Leadership involves influencing others and directing an organization towards a common goal or vision, while management focuses on planning, organizing, and overseeing tasks and employees. The document then provides more details on various leadership styles and qualities of effective leaders, as well as the roles and responsibilities of managers at different levels within an organization.
“Business people need to understand the psychology of risk more than the mathematics of risk.”
― Paul Gibbons, The Science of Successful Organizational Change: How Leaders Set Strategy, Change Behavior, and Create an Agile Culture
HR must become incredibly flexible to adapt to this dynamic landscape. Personalized learning delivered through mobile devices can help employees keep up with changing skill requirements. Further, tools to govern the remote workforce – without hampering engagement or productivity will be critical to the future of HR. And as we learn that the gig workforce is here to stay, HR will have to develop skills to manage this diverse workforce, learning additionally how to choose the best technology to handle such a workforce.
Recruitment and selection in talent managementSeta Wicaksana
“People decisions are the most difficult decisions in organisations. The ability to make the right decisions about people represents the most reliable source of competitive advantage because few organisations have it” Peter Drucker
Developing assessment center tools (case study)Seta Wicaksana
Basically, to lead without a title is to derive your power within the organisation not from your position but from your competence, effectiveness, relationships, excellence, innovation and ethics.
This document discusses talent management. It defines talent as a person's abilities, gifts, skills, knowledge, experience and more. Talent management is described as developing and retaining employees to meet an organization's needs. The document outlines the evolution and process of talent management, emphasizes its importance for performance, innovation and adapting to change. It lists nine best practices and discusses the strategic importance of talent management for revenue, costs, and having the right leaders. The conclusion states that talent management has become a key focus for human resources and success in today's complex global economy.
Managers - Understanding Management (Theory and Approaches)Seta Wicaksana
Average managers play checkers, while great managers play chess. The difference? In checkers, all the pieces are uniform and move in the same way; they are interchangeable. You need to plan and coordinate their movements, certainly, but they all move at the same pace, on parallel paths. In chess, each type of piece moves in a different way, and you can’t play if you don’t know how each piece moves. More important, you won’t win if you don’t think carefully about how you move the pieces.
The document outlines the key components of an effective talent management program, including competency management, workforce planning, talent acquisition, performance management, learning and development, leadership development, and succession management. It also lists additional common components like governance, external influencers, strategic alignment, organizational climate, and technology. The document emphasizes that talent programs must start with a positive company culture aligned with goals, and include globally aligned systems and processes to support recruitment, career development, training, and reward/retention of top talent. Initial steps include developing a talent strategy, identifying supporting systems, engaging leadership, and addressing fundamental gaps.
This document discusses various aspects of human resource planning such as career planning and development, succession planning, and potential appraisal and development. It provides details on the meaning and process of career planning, management, and development. It also outlines the need for career planning, steps involved in establishing a career development system, advantages for individuals and organizations, and limitations. Succession planning and potential appraisal are also defined along with best practices.
Succession Planning and Cross Training: Boldly Preparing for Staff Transition...Palatine Library
2011 Illinois Library Association Conference: Bold, Brilliant, Brave
Tuesday, October 18, 2011, 1:45 - 2:45 p.m.
Anthony Auston, Megan Buttera, Susan Strunk
Palatine Public Library District
Tired of scrambling to get things done when an employee leaves or is absent? Supportive succession planning and cross training efforts don’t have to be overwhelming. Both are brave initiatives meant to ensure continued, effective operations despite vacancies or absences. Learn how to begin the dialogue at your library.
On the mountains of truth you can never climb in vain: either you will reach a point higher up today, or you will be training your powers so that you will be able to climb higher tomorrow.
- Friedrich Nietzsche
Competency traps are the mistaken beliefs that the factors that led to past success will also be associated with future success. Digital technologies are changing the competitive landscape — providing new ways of delivering value to customers and new service opportunities — and factors associated with past successes may not be associated with future success.
Future of HR Metrics as A Strategic Business PartnerSeta Wicaksana
This document discusses human resource (HR) metrics and measuring HR's impact and value to the business. It makes three key points:
1) HR metrics can be categorized into three levels - efficiency, effectiveness, and impact. Impact metrics measure HR's actual strategic contribution to business performance.
2) Most companies still rely too heavily on operational HR metrics and lack metrics that truly measure HR's impact on business outcomes.
3) Developing impact metrics requires starting with the business strategy and identifying how people strategies can help execute and achieve the strategic objectives.
Pengembangan Alat Ukur di Assessment Center Seta Wicaksana
Seta A. Wicaksana is a managing director, lecturer, author, and organizational development expert based in Indonesia. She has experience managing consulting firms, serving on government committees, teaching at universities, and writing books. Her educational background includes degrees in psychology from the University of Indonesia and postgraduate study in economics and business. She specializes in competency assessment, talent management, and developing simulations for assessment centers.
In my career, there's many things I've won and many things I've achieved, but for me, my greatest achievement is my children and my family. It's about being a good father, a good husband, just being connected to family as much as possible.
The document discusses the benefits and purpose of career coaching. Career coaching encourages organizational performance by matching employees to the right jobs, helps identify problem areas, and develops strategies to increase skills and productivity. It increases employee commitment and productivity while enabling better understanding of career choices. Career coaching aids in retaining employees, improving team performance, and increasing quality and efficiency. The purpose is to inform employees of career options and help them achieve career goals. Career coaching advantages include helping employees explore options and develop networks. Effective career coaching uses participatory communication, develops a positive environment, and employs active listening and questioning skills.
The document outlines Gary Wheeler's presentation on aligning human resources with business strategy. The presentation covers:
1) How to implement an HR strategy aligned to the overall business strategy and discusses HR competencies and best practices.
2) A case study of Sysco Foods demonstrating HR's role as a strategic partner.
3) Key themes from best practices literature emphasizing HR executives must speak the business language and create the workforce to deliver the business strategy.
The document discusses various organizational and individual initiatives for career planning and development. Organizational initiatives include job posting systems, mentoring activities, career resource centers, managers as career counselors, career development workshops, human resource planning, performance appraisals, and career pathing programs. Individual initiatives are career planning, career awareness, utilizing career resource centers, and analyzing interests, values, and competencies through tools like career interest inventories. The overall purpose is to encourage employees to take responsibility for their own career development and provide them resources to effectively plan their careers.
This document discusses key concepts in educational management including leadership, planning, administration, organization, and direction. It provides definitions and explanations of these concepts. For example, it defines leadership as influencing others' behavior to achieve group goals, and planning as selecting alternatives and identifying outcomes before commitment. It also outlines components of educational management systems like the leadership framework and its principles of leading people, oneself, and the organization.
leadership and managment.pptx leadershipAlaaShosha7
This document discusses the differences between leadership and management. Leadership involves influencing others and directing an organization towards a common goal or vision, while management focuses on planning, organizing, and overseeing tasks and employees. The document then provides more details on various leadership styles and qualities of effective leaders, as well as the roles and responsibilities of managers at different levels within an organization.
This document outlines the essentials of leadership. It defines leadership as the ability to influence and guide others towards a clear vision. Effective leadership involves establishing a vision, sharing that vision, providing knowledge to achieve it, and balancing interests. Business leadership requires motivating employees, delegating tasks based on strengths, and having courageous conversations. The document then lists and describes eight qualities of great leadership: sincerity, integrity, communication skills, loyalty, decisiveness, competence, empowerment, and charisma. It provides examples from leaders like MS Dhoni and quotes on leadership.
The document discusses several key aspects of building effective teams and becoming an effective team leader, including establishing trust, communicating vision and goals, empowering team members, and problem solving as a team. It emphasizes that changing an organization's culture requires full commitment from leaders, while climate can be adjusted more quickly by how leaders act and what they praise. An effective team leader shares leadership, participates with employees, and relies on the team to resolve problems.
This presentation is prepared for managers to improve their Leadership Skills. Leaders help themselves and others to do the right things. They set direction and build an inspiring vision. While leaders set the direction, they must also use management skills to guide their people to the right destination, in a smooth and efficient way.
The document provides information on the role of a team leader in developing an effective team. It discusses that a team leader should provide guidance, delegate work, oversee progress, coach team members, and serve as a mentor. Additionally, the leader must understand their role and perform it properly to help the team produce well and become an efficient part of the company. Some key responsibilities of a leader include resolving conflicts, setting direction, serving as a spokesperson, setting an example, and managing colleagues effectively through clear communication, building trust, and showing respect.
The document discusses various concepts of leadership and management. It defines management as organizing resources to accomplish goals effectively, while leadership focuses on inspiring and guiding people. It also distinguishes between different management theories, including general administrative theory which emphasizes discipline and order, and systems approach theory which views an organization holistically. Effective leadership involves qualities like communication, recognizing talents, delegating tasks, fostering creativity, problem solving, and inspiration. Leaders should communicate well, allow employees to make decisions and be creative, and provide meaningful recognition to motivate high performance.
This document provides an overview of leading and motivating others. It discusses the differences between managing and leading, and outlines various leadership styles and skills. Some key points include:
- Leading involves setting a vision and direction, while managing focuses on planning, organizing, and controlling.
- Effective leaders adapt their style to situations and communicate well to align people.
- Emotional intelligence, including self-awareness, self-regulation, and social skills, is important for leaders.
- Different leadership styles like authoritative, democratic, and coaching are more effective depending on the situation.
is highly competitive, and driven by considerations of technology, innovation, quality, cost effectiveness, timeliness and excellence in service delivery, Government organisations cannot afford to lag behind
This document discusses effective business teams and team leadership. It explains that lean organizations are successful because they have productive teamwork. An effective team focuses on common goals, shares roles and responsibilities, and produces collective work. The roles of team leaders include establishing a vision, coordinating tasks, and motivating members. Good leadership involves different styles like consultative and participative approaches. The session aims to help participants understand team dynamics and the distinct roles of leaders and members.
I am sharing _Management_LEADERSHIP (1)_ with you.pptxMarvenJuadiong2
This document discusses leadership, management, and analytical thinking. It defines leadership as influencing others towards achieving goals and outlines exemplary leadership practices like modeling behavior, inspiring a shared vision, and encouraging others. Management is defined as coordinating efforts to accomplish goals using resources efficiently. The key functions of management are planning, organizing, leading, and controlling. Analytical thinking involves breaking down complex problems systematically and anticipating consequences.
The document discusses various topics related to leadership and teamwork. It defines a leader as someone who has talents or experience to contribute, rather than being defined by titles. Effective leadership requires being a big thinker, ethical, and able to adapt styles to situations. Key leadership styles include participative, situational, transformational, and servant leadership. Building successful teams requires commitment to shared goals, clear roles, communication, and personal relationships. The document outlines skills, values, and processes important for effective teamwork and professional development.
This document discusses various aspects of effective management. It begins by explaining the importance of managers in organizations and their responsibilities. It then discusses skills managers should focus on developing, including creativity, emotional intelligence, interpersonal skills, team-building, leadership, time management, dealing with stress, and cultural sensitivity. Throughout the document, it provides examples and tips managers can use to strengthen these skills and become more effective in their roles.
Business skills training course aims to help you in,
Spotting the trends quickly and effectively
Assessing the needs of stakeholders
Influencing the key people
Increasing team creativity
Inspiring your team
Managing risks
Exploiting opportunities
By the end of this course you will be able to:
Lead your team and achieve results
Understand the relationship between stakeholders, clients, team members and you
Influence people in the right direction
Communicate effectively with team members
Coach and develop your team so that they operate at their peak
Think strategically and align your team with company’s mission
Achieve results through people
Call: 00971 4 3974905
WhatsApp:- 00971508530428 / 00971504130424 / 00971503068426
Email: mail@zabeelinstitute.ae
This document discusses various aspects of effective management. It begins by explaining the importance of managers in organizations and their responsibilities. It then discusses skills managers should focus on developing, including creativity, emotional intelligence, interpersonal skills, team-building, leadership, time management, dealing with stress, and cultural sensitivity. Throughout the document, it provides examples and tips managers can use to strengthen these skills and become more effective in their roles.
This document discusses personality development, leadership styles, group dynamics, and team building. It defines personality as unique patterns of thinking and behavior. Leadership is defined as guiding individuals or organizations, and different leadership styles like autocratic, democratic, and transformational are described. Group dynamics involve how people interact in groups and strategies to strengthen dynamics include defining roles and improving communication. Team building enhances social relations, roles, and turns individuals into cohesive teams through activities, collaboration, and communication.
Leadership development expands individuals' capacity to perform leadership roles through building alignment, winning mindshare, and growing others' capabilities. Leadership roles can be formal or informal. Leadership development traditionally focuses on developing individuals' abilities and attitudes, but is more effective when integrated over time and involves goal-setting, assessment, and support from supervisors. Leadership can also be developed collectively by strengthening connections between leaders and aligning efforts with systems. Succession planning develops high-potential individuals for future leadership roles through international experience and alignment with organizational vision.
The document discusses the meaning, nature, importance and impact of leadership. It defines leadership as guiding others to accomplish a common task or objective while encouraging them. Effective leadership provides direction, motivation, confidence, morale and encourages team spirit and initiative. The document also distinguishes between the roles of a leader and manager, noting that leaders inspire and innovate while managers are more goal-oriented and analytical. Personal traits of effective leaders include being open, kind, thoughtful, emotionally stable, creative communicators with integrity, self-awareness, empathy and passion.
Top Pillars | Leadership skills by Salameh MahasnehTop Pillars
This document outlines key leadership skills and concepts. It begins by stating the course objectives, which are to apply basic leadership knowledge, discuss leadership techniques and styles, and identify the basics of leadership and motivation. It then discusses several core leadership skills and concepts in detail over multiple sections, including effective communication, motivation, respecting employees, decision-making capabilities, creativity and innovation, delegation, problem solving, and more. The document emphasizes that strong leadership requires mastering many interpersonal and management skills.
The document discusses the differences between leadership and management. It provides definitions and examples of each:
- Leadership is about motivating people through vision and inspiration to achieve goals, while management focuses on day-to-day operations like planning, staffing, and problem-solving.
- Several experts contribute perspectives on the distinction. John Kotter's 8 steps of change leadership emphasizes creating urgency and empowering others. Warren Bennis contrasts leaders with managers who command versus empower and inspire.
- While distinct, both leadership and management are valuable roles that organizations need. Leaders drive innovation but may lack management skills, and managers excel at execution but not large-scale influence. Together they can achieve greater impact.
Topik 11 Employee Engagement dan Analitik SentimenSeta Wicaksana
Di era digital, keterlibatan karyawan (Employee Engagement) menjadi faktor kunci dalam menentukan produktivitas, inovasi, dan retensi tenaga kerja dalam suatu organisasi. Karyawan yang terlibat secara emosional dengan pekerjaannya cenderung lebih produktif, loyal, dan memiliki kontribusi lebih besar terhadap keberhasilan bisnis.
Namun, tantangan utama yang dihadapi organisasi adalah bagaimana mengukur engagement karyawan secara objektif dan real-time. Pendekatan tradisional seperti survei tahunan sering kali tidak memberikan gambaran yang akurat tentang perasaan dan pengalaman kerja karyawan sehari-hari.
HR Analytics telah membawa perubahan besar dengan menghadirkan Analitik Sentimen (Sentiment Analysis) yang memungkinkan organisasi untuk menganalisis data keterlibatan karyawan secara lebih mendalam, berbasis data, dan real-time. Dengan memanfaatkan teknologi seperti Artificial Intelligence (AI), Machine Learning (ML), dan Natural Language Processing (NLP), organisasi kini dapat:
Mengukur tingkat kepuasan dan emosi karyawan berdasarkan data komunikasi digital dan feedback.
Memprediksi kemungkinan disengagement dan turnover karyawan menggunakan predictive analytics.
Menyesuaikan strategi keterlibatan karyawan dengan program yang lebih personal dan berbasis data.
Dengan pendekatan berbasis HR Analytics dan Analitik Sentimen, perusahaan dapat mengoptimalkan pengalaman kerja karyawan, meningkatkan retensi tenaga kerja, serta membangun lingkungan kerja yang lebih sehat dan produktif.
Topik 3 Psikologi Pemimpin dan Pengaruhnya dalam Organisasi dan SebaliknyaSeta Wicaksana
Psikologi kepemimpinan berperan penting dalam membentuk perilaku, motivasi, serta efektivitas pemimpin dalam tim dan organisasi. Pemahaman terhadap aspek psikologis dalam kepemimpinan memungkinkan seorang pemimpin untuk memotivasi, mempengaruhi, serta mengelola konflik dalam tim dengan lebih efektif (Wicaksana et al., 2024; Northouse, 2021).
Dalam dunia bisnis dan sektor publik, pemimpin yang memahami psikologi manusia dapat membangun budaya organisasi yang lebih produktif, inovatif, dan harmonis. Kepemimpinan berbasis psikologi juga berkontribusi terhadap pembentukan kepercayaan, engagement karyawan, serta pengambilan keputusan yang lebih efektif (Schein & Schein, 2018; Axtell, 2021).
Dan juga sebaliknya, bahwa lingkungan jabatan dan kekuasaan juga dapat mempengaruhi Psikologi pemimpin dalam mengambil Keputusan dan Tindakan.
Topik 2 Leadership dan Strategi dalam Bisnis dan Publik.pdfSeta Wicaksana
Kepemimpinan dan strategi adalah dua elemen yang saling terkait dalam menentukan keberhasilan organisasi, baik di sektor bisnis maupun publik. Pemimpin yang efektif harus mampu merancang strategi yang adaptif dan inovatif untuk menghadapi tantangan global, teknologi, serta perubahan sosial (Northouse, 2021; Singh & Useem, 2021).
Dalam bisnis, kepemimpinan strategis berfokus pada pertumbuhan, inovasi, dan daya saing pasar, seperti yang ditunjukkan oleh Satya Nadella (Microsoft) dan Jeff Bezos (Amazon) dalam mengubah arah bisnis mereka (Osborne, 2022; Dahl, 2020). Di sisi lain, dalam sektor publik, kepemimpinan strategis berperan dalam pengambilan kebijakan, transparansi, dan kesejahteraan masyarakat, seperti yang diterapkan oleh Jacinda Ardern dalam penanganan pandemi COVID-19 (Axtell, 2021; Burns, 1978).
Meskipun berbeda dalam pendekatan dan tujuan, kedua sektor membutuhkan pemimpin yang mampu menavigasi perubahan, mengelola sumber daya, serta memastikan keberlanjutan organisasi dan kebijakan (Elmore, 2021; Wicaksana et al., 2024). Oleh karena itu, penting untuk memahami bagaimana kepemimpinan dapat diterapkan secara strategis untuk mengoptimalkan bisnis dan memperkuat kebijakan publik.
Topik 10 Kompensasi dan Manfaat Berbasis HR AnalyticsSeta Wicaksana
Pengelolaan kompensasi dan manfaat merupakan aspek penting dalam strategi manajemen SDM yang bertujuan untuk meningkatkan kepuasan, keterlibatan, dan retensi karyawan. Dengan berkembangnya HR Analytics, organisasi kini dapat mengelola sistem kompensasi dan manfaat secara lebih efektif, berbasis data, dan adil, memastikan bahwa kebijakan yang diterapkan kompetitif, berbasis performa, serta sejalan dengan tujuan bisnis.
Mengapa HR Analytics Penting dalam Pengelolaan Kompensasi?
Menyediakan data real-time untuk menyusun kebijakan kompensasi yang kompetitif.
Mengukur hubungan antara kompensasi dengan retensi, motivasi, dan produktivitas karyawan.
Menganalisis disparitas upah dan memastikan sistem kompensasi yang adil (fair pay & pay equity).
Memanfaatkan predictive analytics untuk menentukan tren kompensasi di masa depan.
Mengoptimalkan manfaat karyawan berdasarkan kebutuhan spesifik individu dan kelompok.
Topik 9 Manajemen Kinerja dengan HR AnalyticsSeta Wicaksana
Manajemen kinerja adalah proses sistematis yang digunakan organisasi untuk mengukur, menganalisis, dan meningkatkan kinerja karyawan guna mencapai tujuan bisnis. Dengan kemajuan teknologi, HR Analytics kini menjadi alat strategis dalam manajemen kinerja, memungkinkan pengambilan keputusan berbasis data, prediksi kinerja masa depan, dan optimalisasi produktivitas tenaga kerja.
Mengapa HR Analytics Penting dalam Manajemen Kinerja?
Menyediakan data real-time tentang kinerja karyawan.
Mengidentifikasi tren dan pola dalam produktivitas karyawan.
Memprediksi kinerja masa depan dan potensi pengembangan karyawan.
Menghilangkan subjektivitas dalam evaluasi kinerja.
Mengoptimalkan strategi kompensasi dan pengembangan berbasis kinerja.
Manajemen Kinerja berbasis HR Analytics memberikan pendekatan yang lebih akurat, objektif, dan proaktif dalam mengelola kinerja karyawan. Dengan memanfaatkan teknologi digital dan data-driven decision-making, organisasi dapat memprediksi, mengelola, dan meningkatkan produktivitas tenaga kerja secara lebih strategis.
Topik 8 Pelatihan Pengembangan dan Karier KaryawanSeta Wicaksana
Era digital telah mengubah cara organisasi mengelola pelatihan, pengembangan, dan perencanaan karier karyawan.
Banyak perusahaan masih menggunakan pendekatan konvensional dalam pelatihan dan pengembangan tanpa analisis mendalam mengenai efektivitas program yang dijalankan.
HR Analytics hadir sebagai solusi untuk membantu organisasi mengoptimalkan investasi dalam pelatihan dan pengembangan karyawan berdasarkan data yang akurat.
Dengan analitik prediktif, perusahaan dapat mengidentifikasi talenta potensial dan menyusun strategi karier yang lebih terstruktur untuk mempertahankan karyawan berkinerja tinggi.
Tanpa analisis data yang kuat, program pelatihan dapat menjadi investasi yang kurang tepat sasaran dan tidak memberikan dampak maksimal bagi organisasi.
Topik 1 Pendahuluan_Kepemimpinan dan Konsep Dasar KepemimpinanSeta Wicaksana
Kepemimpinan merupakan aspek kunci dalam organisasi
Perubahan lingkungan bisnis dan sektor publik semakin dinamis
Dibutuhkan pemimpin yang dapat beradaptasi, inovatif, dan memiliki etika
Memahami aspek psikologis sehingga dapat mengembangkan empati dalam interaksi
Tantangan kepemimpinan modern: VUCA (Volatility, Uncertainty, Complexity, Ambiguity)
Topik 7 Prediktif Analytics untuk Turnover dan RetensiSeta Wicaksana
Turnover karyawan adalah tantangan besar bagi organisasi karena berdampak pada biaya, produktivitas, dan stabilitas tim kerja.
Retensi karyawan yang rendah sering kali disebabkan oleh faktor yang tidak terdeteksi lebih awal, seperti ketidakpuasan kerja, kurangnya peluang karir, atau budaya perusahaan yang kurang sesuai.
HR tradisional sering kali hanya bereaksi setelah karyawan mengundurkan diri, sehingga sulit untuk melakukan intervensi yang tepat waktu.
Prediktif Analytics memungkinkan perusahaan menggunakan data untuk mengidentifikasi pola turnover dan memprediksi karyawan yang berisiko keluar.
Dengan pendekatan berbasis data, HR dapat mengambil langkah proaktif seperti meningkatkan kepuasan kerja, menawarkan pengembangan karir, atau menyesuaikan kebijakan kompensasi sebelum karyawan benar-benar keluar.
Dengan Prediktif Analytics, organisasi dapat mengurangi turnover, meningkatkan retensi karyawan, dan mempertahankan talenta terbaik secara lebih strategis dan efisien.
Topik 6 Rekrutmen dan Seleksi Berbasis DataSeta Wicaksana
Pendekatan berbasis data dalam rekrutmen dan seleksi memberikan manfaat signifikan dalam meningkatkan akurasi pemilihan kandidat serta menurunkan turnover karyawan.
Teknologi modern seperti AI dan HR Analytics dapat digunakan untuk mempercepat serta meningkatkan kualitas seleksi tenaga kerja.
Organisasi yang mengadopsi strategi rekrutmen berbasis data lebih siap menghadapi tantangan dalam kompetisi global untuk mendapatkan talenta terbaik.
Dengan memahami pentingnya pendekatan berbasis data dalam rekrutmen dan seleksi, organisasi dapat mengoptimalkan strategi pengelolaan SDM secara lebih efektif!
Topik 5 Model Maturitas Human Resources AnalyticsSeta Wicaksana
Dalam era digitalisasi, HR Analytics berkembang sebagai alat strategis untuk meningkatkan efektivitas pengelolaan SDM. Dengan HR Analytics, organisasi dapat menganalisis data tenaga kerja secara lebih mendalam dan berbasis bukti, sehingga keputusan yang diambil lebih akurat dan relevan.
Namun, tidak semua organisasi memiliki tingkat kematangan HR Analytics yang sama. Oleh karena itu, Model Maturitas HR Analytics digunakan untuk mengukur sejauh mana organisasi telah mengadopsi dan mengimplementasikan HR Analytics dalam pengelolaan SDM.
Model Maturitas HR Analytics menjadi alat penting dalam membantu organisasi memahami sejauh mana mereka telah memanfaatkan analisis SDM dalam strategi bisnis mereka.
Semakin matang penerapan HR Analytics dalam organisasi, semakin besar dampaknya terhadap efektivitas SDM dan pencapaian tujuan bisnis.
Tantangan dalam implementasi HR Analytics harus diatasi dengan meningkatkan literasi data dalam HR, mengintegrasikan teknologi yang lebih baik, serta menghubungkan analisis SDM dengan keputusan strategis organisasi.
Dengan mengadopsi Model Maturitas HR Analytics, organisasi dapat secara bertahap meningkatkan kemampuannya dalam mengelola tenaga kerja berbasis data, sehingga lebih siap menghadapi perubahan di masa depan!
Topik 4 HR Metrics dan Indikator Kinerja SDMSeta Wicaksana
Dalam era bisnis modern, pengukuran kinerja SDM menjadi elemen kritis dalam memastikan efektivitas strategi HRM. Organisasi tidak hanya perlu mengelola tenaga kerja, tetapi juga harus memahami dampak setiap kebijakan SDM terhadap keberhasilan bisnis secara keseluruhan.
HR Metrics memainkan peran penting dalam mengukur efektivitas kebijakan SDM dan mendukung pengambilan keputusan berbasis data dalam organisasi.
Transformasi digital dalam HRM telah meningkatkan penggunaan HR Analytics untuk mengidentifikasi tren tenaga kerja dan meningkatkan efektivitas strategi HR.
Indikator kinerja SDM, seperti turnover rate, engagement score, dan productivity index, membantu organisasi dalam memahami dampak kebijakan tenaga kerja mereka.
HR Metrics dapat digunakan sebagai alat prediktif untuk menganalisis risiko turnover, mengoptimalkan strategi rekrutmen, dan meningkatkan retensi karyawan.
Meskipun memiliki banyak manfaat, tantangan dalam implementasi HR Metrics mencakup kurangnya pemahaman tentang data, integrasi dengan HRIS, serta kepatuhan terhadap regulasi privasi data.
Dengan HR Metrics yang tepat, organisasi dapat meningkatkan efisiensi pengelolaan tenaga kerja, memastikan strategi SDM yang lebih efektif, serta mendukung pertumbuhan bisnis berbasis data!
Topik 3 HRIS dan Manajemen Data Sumber Daya ManusiaSeta Wicaksana
HRIS berperan sebagai sistem informasi berbasis teknologi yang mengintegrasikan pengelolaan data SDM dalam satu platform untuk meningkatkan efisiensi operasional HR.
Transformasi digital dan HR Analytics telah mendorong peran HRIS sebagai alat utama dalam pengambilan keputusan berbasis data dalam HRM.
HRIS memungkinkan organisasi untuk memprediksi turnover karyawan, meningkatkan keterlibatan tenaga kerja, serta memastikan kepatuhan terhadap regulasi privasi data seperti GDPR dan CCPA.
Ke depan, HRIS akan terus berkembang dengan integrasi AI, big data, dan cloud computing guna menciptakan sistem pengelolaan tenaga kerja yang lebih cerdas dan efisien.
Implementasi HRIS yang efektif akan meningkatkan daya saing organisasi dalam mengelola tenaga kerja secara lebih strategis dan berbasis data.
Topik 2 Strategic HRM dan Pengambilan Keputusan Berbasis DataSeta Wicaksana
Strategic HRM bukan hanya tentang pengelolaan tenaga kerja, tetapi tentang menyelaraskan kebijakan SDM dengan tujuan bisnis perusahaan.
HR Analytics memainkan peran penting dalam mendukung pengambilan keputusan berbasis data, yang lebih akurat dan efektif dibandingkan pendekatan tradisional.
Human Capital Metrics memungkinkan perusahaan mengukur efektivitas kebijakan HR dan menyesuaikan strategi tenaga kerja dengan kebutuhan organisasi.
Transformasi digital telah membawa HRM ke era baru, tetapi tantangan dalam adopsi teknologi dan kepatuhan terhadap regulasi harus dikelola dengan baik.
Masa depan HRM akan semakin bergantung pada pendekatan data-driven, yang menggabungkan analitik, teknologi digital, dan kepatuhan terhadap regulasi privasi untuk menciptakan tenaga kerja yang lebih produktif, engaged, dan inovatif!
Topik 1 Pengantar Manajemen SDM dan HR AnalyticsSeta Wicaksana
HRM telah berevolusi dari fungsi administratif menjadi fungsi strategis berbasis data.
HR Analytics menjadi elemen penting dalam pengambilan keputusan HR yang lebih akurat dan efektif.
Teknologi digital seperti AI, big data, dan machine learning semakin mengubah cara organisasi mengelola tenaga kerja.
Transformasi HRM ke arah yang lebih strategis dan berbasis data diperlukan untuk menghadapi tantangan bisnis yang semakin kompleks.
HR Analytics bukan sekadar inovasi, tetapi kebutuhan yang harus diadopsi oleh organisasi untuk meningkatkan daya saing dan efektivitas manajemen SDM.
Menang atau Kalah - Rahasia Mengelola Disrupsi Digital yang Tidak TerhindarkanSeta Wicaksana
Era Digital yang Mengubah Segala Aspek Kehidupan - Dunia saat ini mengalami revolusi besar dengan hadirnya transformasi digital yang mengubah cara manusia bekerja, berkomunikasi, dan berbisnis. Kemajuan teknologi seperti kecerdasan buatan (AI), Internet of Things (IoT), cloud computing, big data, dan blockchain telah menciptakan disrupsi di hampir semua sektor industri.
Pentingnya Manajemen Perubahan dalam Transformasi Digital - Banyak organisasi yang gagal dalam transformasi digital bukan karena teknologi yang buruk, tetapi karena kurangnya kesiapan dalam mengelola perubahan.
Paradoks Perubahan: Stabilitas vs. Transformasi - Sebagaimana dikatakan oleh Bob Dylan, Winston Churchill, dan Elon Musk, perubahan adalah satu-satunya hal yang konstan. Namun, perubahan yang tidak dikelola dengan baik dapat menciptakan ketidakstabilan dan resistensi dalam organisasi.
Urgensi Mengelola Disrupsi Teknologi yang Saling Menggantikan - Teknologi tidak hanya berkembang cepat, tetapi juga saling medisrupsi satu sama lain.
Mengelola Faktor Psikologis dalam Transformasi Digital - Transformasi digital bukan hanya tantangan teknologi, tetapi juga tantangan psikologis bagi individu yang menjalaninya.
Human Experience Management (Concept and Applied).pdfSeta Wicaksana
Human Experience Management (HXM) adalah pendekatan dalam manajemen sumber daya manusia (SDM) yang berfokus pada pengalaman karyawan. HXM bertujuan untuk meningkatkan pengalaman karyawan, pelanggan, dan pemangku kepentingan lainnya.
HXM dilakukan dengan cara: Mengumpulkan dan menganalisis data tentang pengalaman karyawan, Memahami kebutuhan dan harapan karyawan, Mengantisipasi kebutuhan dan harapan karyawan, Mendengarkan kebutuhan dan harapan karyawan, Menciptakan lingkungan kerja yang empati dan mendukung pembelajaran.
HXM dapat membantu organisasi untuk: Meningkatkan keterlibatan dan produktivitas karyawan, Membangun keterampilan dan kelincahan karyawan, Memperkuat hubungan SDM di seluruh organisasi, Meningkatkan kepuasan karyawan, Melatih kemandirian karyawan.
Hubungan K3 dan Risiko Fisik Psikologis di Tempat KerjaSeta Wicaksana
Psikologi K3 (Keselamatan dan Kesehatan Kerja) merupakan cabang ilmu psikologi yang mempelajari faktor-faktor psikologis yang dapat mempengaruhi keselamatan dan kesehatan kerja. Dalam penelitian psikologi K3, psikolog dan peneliti K3 bekerja sama untuk mengembangkan strategi dan program untuk meningkatkan kesejahteraan karyawan dan mengurangi risiko kecelakaan dan penyakit akibat kerja.
Menurut Occupational Safety and Health Administration (OSHA), masalah psikologis merupakan faktor yang biasa terjadi dalam rutinitas kerja dan dapat mempengaruhi keselamatan dan kesehatan kerja. Salah satu contohnya adalah stres kerja, yang dapat mempengaruhi produktivitas dan keselamatan karyawan jika tidak ditangani dengan baik.
Tujuan utama dari psikologi K3 adalah untuk memperbaiki kondisi kerja dan mengurangi risiko kecelakaan serta penyakit akibat kerja.
Building a Safety Culture in OrganizationsSeta Wicaksana
“Beri tahu saya, maka saya akan lupa. Tunjukkan kepada saya, maka saya akan ingat. Libatkan saya, maka saya akan mengerti.”
Pepatah tersebut sangat pas diterapkan dalam membangun budaya keselamatan di tempat kerja. Pasalnya, budaya keselamatan tidak bisa dibentuk oleh satu individu, tetapi harus melibatkan semua orang yang ada di dalam organisasi tersebut. Menurut Occupational Safety and Health Administration (OSHA), budaya keselamatan dibangun atas komitmen bersama, sistem manajemen K3 yang mumpuni, dan persepsi bersama yang menekankan pentingnya K3, sehingga membentuk kebiasaan keselamatan kerja yang berkesinambungan.
Sebuah perusahaan wajib menanamkan kesadaran keselamatan bagi para pekerjanya. Bisa dimulai dari komunikasi yang baik, memberikan contoh sebagai pemimpin teladan, maupun memberikan pelatihan secara komprehensif untuk meningkatkan pengetahuan keselamatan pekerjanya. Tapi perlu kita ketahui sebelumnya, apa itu safety culture ?
Safety culture dianggap sebagai “personality” suatu perusahaan sebab menyangkut budaya sebuah perusahaan tersebut. Safety culture bisa dimulai dari kesadaran individu- individu yang terlibat, untuk bertanggung jawab atas keselamatan dirinya.
Peran Empati dalam Kepemimpinan: Membangun Budaya Organisasi, Meningkatkan Am...Seta Wicaksana
Empathy unites business leaders and employees and helps build an inclusive and positive corporate culture. In a world where employees often measure up potential employers based on culture, empathy and kindness, understanding and displaying authentic empathy is crucial for modern businesses.
Leaders who empathize, however, demonstrate the ability to identify and share in the feelings others experience. In other words, empathy is sympathy internalized, making leaders not only more self-aware but more thoughtful and strategic in their business decisions.
Penilaian Kinerja Individu di Sektor PublikSeta Wicaksana
Peningkatan Kinerja: Memberikan umpan balik kepada karyawan tentang kekuatan dan kelemahan mereka membantu dalam pertumbuhan, pembelajaran dan pengembangan profesional.
Transparansi dan Akuntabilitas: Membantu menyelaraskan tujuan individu dengan tujuan organisasi, meningkatkan transparansi proses kerja.
Motivasi dan Kepuasan: Umpan balik yang konstruktif dapat memotivasi karyawan untuk memperbaiki diri dan merasa dihargai.
Pengambilan Keputusan Manajemen: Data appraisal digunakan untuk promosi, kompensasi, pelatihan, dan perencanaan suksesi
Finals of Rass MELAI : a Music, Entertainment, Literature, Arts and Internet Culture Quiz organized by Conquiztadors, the Quiz society of Sri Venkateswara College under their annual quizzing fest El Dorado 2025.
QuickBooks Desktop to QuickBooks Online How to Make the MoveTechSoup
If you use QuickBooks Desktop and are stressing about moving to QuickBooks Online, in this webinar, get your questions answered and learn tips and tricks to make the process easier for you.
Key Questions:
* When is the best time to make the shift to QuickBooks Online?
* Will my current version of QuickBooks Desktop stop working?
* I have a really old version of QuickBooks. What should I do?
* I run my payroll in QuickBooks Desktop now. How is that affected?
*Does it bring over all my historical data? Are there things that don't come over?
* What are the main differences between QuickBooks Desktop and QuickBooks Online?
* And more
How to Manage Putaway Rule in Odoo 17 InventoryCeline George
Inventory management is a critical aspect of any business involved in manufacturing or selling products.
Odoo 17 offers a robust inventory management system that can handle complex operations and optimize warehouse efficiency.
Research & Research Methods: Basic Concepts and Types.pptxDr. Sarita Anand
This ppt has been made for the students pursuing PG in social science and humanities like M.Ed., M.A. (Education), Ph.D. Scholars. It will be also beneficial for the teachers and other faculty members interested in research and teaching research concepts.
Finals of Kaun TALHA : a Travel, Architecture, Lifestyle, Heritage and Activism quiz, organized by Conquiztadors, the Quiz society of Sri Venkateswara College under their annual quizzing fest El Dorado 2025.
Blind Spots in AI and Formulation Science Knowledge Pyramid (Updated Perspect...Ajaz Hussain
This presentation delves into the systemic blind spots within pharmaceutical science and regulatory systems, emphasizing the significance of "inactive ingredients" and their influence on therapeutic equivalence. These blind spots, indicative of normalized systemic failures, go beyond mere chance occurrences and are ingrained deeply enough to compromise decision-making processes and erode trust.
Historical instances like the 1938 FD&C Act and the Generic Drug Scandals underscore how crisis-triggered reforms often fail to address the fundamental issues, perpetuating inefficiencies and hazards.
The narrative advocates a shift from reactive crisis management to proactive, adaptable systems prioritizing continuous enhancement. Key hurdles involve challenging outdated assumptions regarding bioavailability, inadequately funded research ventures, and the impact of vague language in regulatory frameworks.
The rise of large language models (LLMs) presents promising solutions, albeit with accompanying risks necessitating thorough validation and seamless integration.
Tackling these blind spots demands a holistic approach, embracing adaptive learning and a steadfast commitment to self-improvement. By nurturing curiosity, refining regulatory terminology, and judiciously harnessing new technologies, the pharmaceutical sector can progress towards better public health service delivery and ensure the safety, efficacy, and real-world impact of drug products.
Computer Network Unit IV - Lecture Notes - Network LayerMurugan146644
Title:
Lecture Notes - Unit IV - The Network Layer
Description:
Welcome to the comprehensive guide on Computer Network concepts, tailored for final year B.Sc. Computer Science students affiliated with Alagappa University. This document covers fundamental principles and advanced topics in Computer Network. PDF content is prepared from the text book Computer Network by Andrew S. Tenanbaum
Key Topics Covered:
Main Topic : The Network Layer
Sub-Topic : Network Layer Design Issues (Store and forward packet switching , service provided to the transport layer, implementation of connection less service, implementation of connection oriented service, Comparision of virtual circuit and datagram subnet), Routing algorithms (Shortest path routing, Flooding , Distance Vector routing algorithm, Link state routing algorithm , hierarchical routing algorithm, broadcast routing, multicast routing algorithm)
Other Link :
1.Introduction to computer network - https://www.slideshare.net/slideshow/lecture-notes-introduction-to-computer-network/274183454
2. Physical Layer - https://www.slideshare.net/slideshow/lecture-notes-unit-ii-the-physical-layer/274747125
3. Data Link Layer Part 1 : https://www.slideshare.net/slideshow/lecture-notes-unit-iii-the-datalink-layer/275288798
Target Audience:
Final year B.Sc. Computer Science students at Alagappa University seeking a solid foundation in Computer Network principles for academic.
About the Author:
Dr. S. Murugan is Associate Professor at Alagappa Government Arts College, Karaikudi. With 23 years of teaching experience in the field of Computer Science, Dr. S. Murugan has a passion for simplifying complex concepts in Computer Network
Disclaimer:
This document is intended for educational purposes only. The content presented here reflects the author’s understanding in the field of Computer Network
Prelims of Kaun TALHA : a Travel, Architecture, Lifestyle, Heritage and Activism quiz, organized by Conquiztadors, the Quiz society of Sri Venkateswara College under their annual quizzing fest El Dorado 2025.
5. A CONCEPT OF
H U M A N I K A I N S T I T U T E
T-L-C
Learning
Engine
System: OD
Officer
People: LPK
Bahasa and
Sales
Academy
Research
Based
Technology:
Big data
Analysis
ASSESS
GROW
COACH
“Being Partner and Growing Together”
SOBAT Leadership Program
6. “Talent—when I use the word, I mean it as the rate at which you get better with effort. The
rate at which you get better at soccer is your soccer talent. The rate at which you get better at
math is your math talent. You know, given that you are putting forth a certain amount of
effort. And I absolutely believe—and not everyone does, but I think most people do—that
there are differences in talent among us: that we are not all equally talented” (Duckworth,
2016).
TALENT
Interest
Intelligence
Personality
7. COMPETENCY
A competency model encompasses all the competencies, tasks and skills,
behavioral examples, and proficiency requirements for a particular job. It focuses
on factors the organization has marked “critical” to achieving the corporate
strategy.
Knowledge
Skill
Ability
AttitudePersonality
Time and Experiences
12. LEADERSHIP
“The accomplishment of a goal through the direction of
human assistants” and a successful leader as one who can
understand people’s motivations and enlist employee
participation in a way that marries individual needs and
interests to the group’s purpose.
Source:
https://hbr.org/2004/01/understanding-leadership
13. LEADERSHIP
TRAITS
“Leadership traits refer to
personal qualities that define
effective leaders. Leadership
refers to the ability of an
individual or an organization to
guide individuals,teams, or
organizations toward the
fulfillment of goals and
objectives.”
14. LIST OF EFFECTIVE LEADERSHIP
TRAITS
• Effective Communicators, Leaders are excellent communicators, able to clearly and
concisely explain problems and solutions. Leaders know when to talk and when to listen. In
addition, leaders are able to communicate on different levels: one-on-one, via phone, email,
etc.
• Accountable and Responsible, Leaders hold themselves accountable and take
responsibility for any mistakes. Leaders support and encourage individuality while abiding by
organizational structure, rules, and policies that need to be followed.
• Long-termThinkers. Leaders are visionaries.This is evidenced by the leadership trait of
being able to plan for the future through concrete and quantifiable goals.They understand
the need for continuous change and are open to trying new approaches to solve problems
or improve processes.
• Self-motivated, Leaders are self-motivated and are able to keep going and attain goals
despite setbacks. In addition, good leaders try their best to exceed, not just meet,
expectations.
15. • Confident.Virtually all good leaders share the leadership trait of confidence.They are able
to make tough decisions and lead with authority. By being confident, leaders are able to
reassure and inspire others, establish open communications, and encourage teamwork.
• People-oriented, Leaders are typically people-oriented and team players.They’re able to
foster a team culture, involve others in decision-making, and show concern for each team
member. By being people-oriented, leaders are able to energize and motivate others. By
making each individual feel important and vital to the team’s success, they secure the best
efforts from each member of the team.
• Emotionally Stable, Leaders exercise good control and regulation over their own
behavior and are able to tolerate frustration and stress. Leaders are able to cope with
changes in an environment without having an intense emotional reaction.
• Learning Agility,Truly great leaders know that the strength of their leadership is built on
their ability to adapt to suddenly changing circumstances and to know how and when to
seize on opportunities amid a changing landscape.
LIST OF EFFECTIVE LEADERSHIP
TRAITS
16. LEADERSHIP
SKILLS
Leadership skills are skills you
use when organizing other
people to reach a shared goal.
Whether you’re in a
management position or
leading a project, leadership
skills require you to motivate
others to complete a series of
tasks, often according to a
schedule.Leadership is not just
one skill but rather a
combination of several
different skills working
together.
17. TOP 6 LEADERSHIP SKILLS
1. Decisiveness, Effective leaders are those who can make decisions quickly with the information they
have. Effective decision-making comes with time and experience.As you become more familiar with
your specific industry, you’ll be able to make decisions faster, even when you don’t have all of the
necessary information. Decisiveness is seen as a valuable leadership skill because it can help move
projects along faster and improve efficiency.
2. Integrity, Integrity is often seen as just truthfulness or honesty but in many cases, it also means having
and standing by a set of strong values. Integrity in the workplace often means being able to make ethical
choices and helping the company maintain a positive image.All businesses seek to hire workers who
have a strong sense of integrity.
3. Relationship building (or team building), Leadership requires the ability to build and maintain a
strong and collaborative team of individuals working toward the same goal.Team building requires
other leadership strengths,like effective communication skills and conflict resolution.
4. Problem-solving, Good leaders are skilled at problem-solving issues that arise on the job. Effective
problem solving often requires staying calm and identifying a step-by-step solution. Problem-solving
skills can help leaders make quick decisions, resolve obstacles with their team and external teams alike,
and ensure projects are completed on time, according to the specifications.
5. Dependability,Being a dependable leader means that people can trust and rely on you.A dependable
person follows through on plans and keeps promises.The strong relationships built by a dependable
leader create a resilient team that is able to work through difficulties that may arise.
6. Ability to teach and mentor. One skill that differentiates leadership from many other competencies
is the ability to teach and mentor. Effectively teaching colleagues or direct reports to grow in their
careers helps organizations scale. Often, this skill requires that leaders think less about themselves and
more about how to make their team as a whole successful.
18. LEADERSHIP COMPETENCIES
Leadership Competencies
Cluster
Self
Leadership
Objectives : focus on
increasing self awareness
and using that knowledge
to become more effective
as a leaders
EffectiveTeam
Member
Objectives : Faocus on
contributes individual
capabilities to achievement
of a group objectives and
work effectively with
others in a group setting.
Team
Leadership
Objectives : focus on
leadership as the art of
influencing and working
effectively through others
Working in
Business
Objectives : focus on
helping leader appreciatte
how all parts of
organization are
systematicaly, connected
and inter-related
Working on
Business
Objectives : focus on being
role model in excellence
around strategy, culture,
and Inspiring others, group
, organization, business and
and environment and
society
19. SELF LEADERSHIP
Objectives : focus on increasing self awareness and using that knowledge to
become more effective as a Servant - Leaders
Topic to Discuss :
1. Self Assessment and Self
Awareness (Talent,Attitude, and
Personality)
2. Self Concept and Self Confidence
3. Self Empowerment with SOBAT
path
4. Meaning of Life : Logo Therapy
5. Intrapersonal Skill
6. Introduction of Leadership and
Management : Situational Leadership
7. Introduction of Service Excellence
8. Self Branding
9. Public Speaking / Presentation Skill
10. Stress management
11. Time management
20. EFFECTIVE TEAM MEMBER
Objectives : Focus on contributes individual capabilities to
achievement of a group objectives and work effectively with others
in a group setting.
Topic to Discuss :
1. Introduction of Group
2. Group/ environment assessment with
MBTI
3. Group Development
4. Group Dynamics
5. Group Perseption and Prejudice
6. Building Commitment & Discipline
7. Interpersonal Communication
8. Building relationship
9. Being Effective Group Member
10. Conflict management
11. Negotiation Skill
12. Creative Problem Solving
13. Leadership Concept
21. TEAM LEADERSHIPObjectives :
Focus on leadership as the art of
influencing and working
effectively through others
Topic to Discuss :
1. Analythical and ConceptualThinking Skill
2. Power and Politic in Team
3. Team Goal Setting
4. Developing Commitment and Discipline
5. Effective Communication Skill
6. Persuasive Skill
7. Negotiation Skill
8. Team Motivation
9. Change management
10. Change behavioral through Behavioral and
Humanistic Approach
11. Situational Leadership Model
12. Effective Meeting
13. Coaching and Mentoring
14. Giving feedback effectively
15. Problem Solving and Decision making
16. Health, safety and environmental Behavior
22. WORKING IN
BUSINESS
Objectives : focus on helping
leader appreciate how all parts
of organization are
systematicaly, connected
and inter-related.TopicTo Discuss :
1. Introduction of Organization
2. Understanding differences
3. Strategic management and KPI
4. Management Based value
5. Competency
6. Business process
7. Organizational structure
8. Job analysis
9. Job Specification
10. Job evaluation
11. Performance Management
12. Work Load Analysis
13. Compensation and Benefit
14. Career management
15. Health, Safety and Environment Management
16. Job Satisfaction
17. Customer service satisfaction
18. Organizational Change and Development
23. WORKING ON BUSINESS
(ENTREPRENEURIAL)
Objectives : focus on being role model in excellence
around strategy, culture, and Inspiring others, group ,
organization, business and and environment and society
30. CONCEPT
Accelerate:
1. Business practices
2. HR Practices
3. Evaluation and
Feedback
4. Mentoring, Coaching,
Counselling
Strategic:
1. Business Plan
2. Business Model
3. Value Chain
4. Business Process
5. Organization
6. Risk Management
Breakthrough:
1. Change
management
2. Conflict
Management
3. Communication
4. Negotiation
Organized:
1. Policy
2. Regulation
3. Competency
4. SOP
5. IT System
Innovation and
Business
Improvement
Competitive
Advantages
ENGAGEMENT
Sustainable
Business
Excellence
Happyness
Organizational
Development
TALENT
PEOPLE
Performance
Management
System
Efficiency
Effectiveness
Organizational
Development Program
1.HR As A Business Partner
2.HR Metrics
3.Organization’s Values and
Competencies
4.Organizational design
5.Job Analysis
6.Workload Analysis/FTE
7.Job Evaluation and
grading
8.Compensation and
Benefit strategy
9.Policy and SOP
10.Change management
11.Project management
12.Risk management
32. LEARNING CONTENT
HR AS BUSINESS PARTNER OD CONCEPT AND
PRACTICE
CULTURE AND CHANGE
MANAGEMENT
Defining What CEO’s/Leader/
business’ Need
Performance Management Culture and Climate
Organizational Diagnostics HR Metrics Change management
DesignThinking Value Chain and Business Process Communication
StrategicTransformation of HR Organization values (Core
Competencies)
Conflict Management
Innovation and HR Future Model Organization structure and Job
Design
Risk Management Career Development Design
Project Management Job Analysis
Technical competencies
Workload Analysis
Manpower Planning
Job Evaluation
Job Grading
Compensation and Benefit strategy
33. CAREER IN OD
OD Officer
Development Program
• Basic
• Skill
• Advanced
Coaching & Apprentice
Program
• Apprentice UKM
• Business Case:
Analysis and
Recommendation
Associate
• UKM Focused
• Business Partner
Scheme
35. PROGRAM
TechnologySpecialist
• Experience with and
passion for coding o
Familiarity with
solution
development and/or
process
improvement and
automation
StatisticalLearningSpecialists
• Experience using a
statistical
programming
language or
statistical software:
(e.g. R)
• Familiarity with
theory and
application of
multiple Machine
Learning techniques
(logistic regression,
clustering, etc.) and
statistical
measurement
capabilities
InsightsSpecialists
• Strong business and
commercial acumen
• Experience with
data visualization,
storytelling, and
communicating with
diverse audiences
37. PROGRAM
Comprehensive exploration of the
world of product innovation and how
it can drive business strategy and
development across multiple
functions.
A broader strategic perspective: view
R&D from a strategic perspective
rather than as a collection of
development projects.
More business strategy initiatives:
develop tools to translate business
strategy into a portfolio of innovation
initiatives and to measure
performance of uncertain and long-
term innovation.
Enhanced planning and processes:
build processes and structures to
enhance your organisation’s capability
to generate creative ideas for different
purposes and with different degrees
of novelty