Manage Talent for Growth
Case Study at PT Sierad Produce, Tbk
Yunus Triyonggo
S-1 Teknologi Industri Pertanian IPB
S-2 Magister Management UNDIP
S-3 Sekolah Bisnis IPB
HR Trainee
–
Manager : PT Indofood Sukses Makmur, Tbk. (9 years)
Personnel & GA Manager : PT HM Sampoerna, Tbk. (1 year)
HRBP : PT Unilever Indonesia, Tbk (8 years)
VP HR : PT Nestle Indonesia (2 years)
Chief of Human Capital Development : PT Sierad Produce, Tbk (until now)
Organisasi:
-
Dewan Pakar PMSM 2016-2019
-
Pendiri LSP MSDM Indonesia
-
Ketua Umum Indonesia Human Resources Institute (IndHRI)
-
Wakil Ketua Komtap Standarisasi Kompetensi Ketenagakerjaan Kadin
Agenda
Poultry business opportunity
Our Story
–
Sierad Produce
4
0
1960 1970 1980 1990 2000
M
Global production of beef, fish, pork and poultry
Poultry is the fastest growing animal protein...
Fish
3.9 x
Change
1960-2009
7
8
Indonesia
Philipines
Thailand
Singapore
Malaysia
Broiler Consumption
(kg/capita/year)
0,3 Bird/
Month
OR
1 bird /
3 months
3 birds /
month
Consumption per capita
Consumption per capita
1,6 egg/
WEEK
1 egg/
DAY
64 87 93
304 311
0
100
200
300
400
Singapore
Indonesia
Thailand
China
Malaysia
Egg Consumption
(egg/capita/year)
Source : BPS
National DOC (Broiler) Production
In Mio Birds
National Feed Consumption
DOC & Feed are steadily growing
In Mio Tons
6,50 4,80
2,60 3,70
5,00 5,75
6,50 7,20 6,80 7,10 7,20
7,60 8,13 8,13
10,66 11,20 12,70
359 414
650
832 885
1027 977
1274
1120 1250
1300 1400
Sierad Produce
We are in the business of
providing an
essential nutrition
for
Further Processed Foods in the future...
Projection of
Indonesia’s
current state
Source: Marrel Townsend
50 years ago in USA, whole birds accounted for 83%
of the value
Today in USA, further processing accounts
Evolution of Foods Industry in the USA
The trend is happening is much shorter period of time in Indonesia
Poultry feed with
engineered diet from corn, soybean, nutritional additives breeder farms and commercial broiler farms
DOC grown to market weight and sold as live birds to
General Trade or Modern SHs
Broiler chicken
slaughtered and
packaged in modern SHs
Sold as
fresh, chilled or frozen
Processed chicken
produced in processing plants
Sold as
packed, frozen, pre-cooked or ready-to-eat meals
Eggs
produced by layer
birds in commerci al layer farms
• Broiler feed
• Layer feed
• Other feed (e.g., Breeder feed)
• Does not include
non-poultry feed
• Broiler DOCs
• Layer DOCs
• Live birds sold to traditional market
• Live birds sold to Modern slaughter-houses
• Fresh/froz en chicken from SH
• Further processed poultry
- Frozen processed (e.g. Nuggets) - Pre-cooked - Ready to
eat meals
• Commer cial eggs
D
Source: Company management presentations, Analyst reports (JP Morgan, Maybank, Credit Suisse), Industry practitioner interviews,
Bain experience
Feed DOC Broilers
Slaughter-house Eggs
Further
Processed
Incorporated in 6 Sept 1985 (as a subsidiary of PT Anwar Sierad Tbk ,incorporated
in 1981) Further Processed FoodEstablished
Listed in JSX, Dec 27th
1985
1993
1996
1997
2001
2009
Jabon
Slaughterhouse built
Parent-subsidiaries merger (internal merger)
Retail Food Business
2011
Acquisition Of Belfoods
Indonesia
Sierad Produce Milestones
July 2014
Sierad Produce Supply Chain
Free market
Consumer
Super/
hyper market
Free market
Out of Sierad operation
Feedmill
16
Breeding
Hatchery
Commercial
Farm
Slaughterhouse
Food Processing
Talent & Business
•
Feed sales volume double in
2020
•
Farming keeps steady
•
Foods triple in 2020
•
Better margin portfolio
•
New further processed foods
innovations
Telent Readiness
Current
Future
•
How looks like?
•
Availability?
•
Is it sufficient?
•
New profiles?
•
Talent war?
•
New technology?
•
New animal disease?
Business Strategy
Specific Organizational & Talent Implications of Strategy
1. Build Customer Centricity
and strengthen the Sales
& Marketing capability in
the Foods and Feed
organization to innovate
and boost significant
growth of differentiated
profitable products
by
creating the high
performance culture and
providing competent
Business Strategy
Specific Organizational & Talent Implications of Strategy
2. Build an international
standard innovation
team that will create
trending, attractive
and affordable
products aligned to
the changing life style
needs of consumer
by forming responsive
and reliable Foods
Business Strategy
Specific Organizational & Talent Implications of Strategy
3. Create a One-Sierad thinking within the organization
by busting
Business Strategy
Specific Organizational & Talent Implications of Strategy
4. Enhance Poultry
operation efficiency
and supply high
quality live birds to the
Foods Division with
emphasis on
traceability and foods
safety to align with
international standard
2 main parameters in Talent Development
•
Mission Critical Roles (MCR)/ Hot Job
•
Top Talent/ Asset/ Hipo (High Potential)
28
Mission Critical Roles (MCR)/ Hot Job Definition
•
Makes a significant contribution to NPS
•
Significantly impact to Growth & Innovation
•
Technical complexity
•
Has key interface or decision making responsibility/ authority
•
Critical to growing SIPD capability as a business
•
A position where significantly more to talent would enhance
the business model
•
A position where variability in performance of the job holder
significantly impacts on the success of the business.
Matriks Kategori Talent (MKT)
Berpotensi
(3/1)
Sumber Daya
(1/3)
Potensi Tinggi
(2/3)
Bintang
Potensi Tinggi
(3/2)
Sumber Daya
(2/2)
Sumber daya
(1/2)
Perlu Perhatian
(2/1)
Perlu Perhatian
(1/1)
- Potensi Talent
---Rendah
Tinggi
Organizational Structure Mapping 2017
Strictly Confidential
Color Code
Red Box - 56 and up in age
Yellow Box - 50 -55 in age
Green Box - Below 50 in age
Blue Background - MCR
Chief Executive Officer
Budi Santosa, 53
Chief Fin. Officer
Endang S, 52
Purchasing Dir
Wahyu S, 58
HRBP Poultry
Udianto, 42
HRBP Foods
Agus H, 43
Corp Fin Contr.
Steven, 40
Corp Treasury
Sumarni, 50
Foods Div Contr
Grace, 34
Gen Purch.
Agnes, 50
MEP Puch.
Samsul, 49
Exim
Vacant
Head of IT
Deden P., 41
SBU Farming Dir
Samsir S, 51
Head of CCC
Tatang, 54
HR Director
Edy Sembada, 50
SBU Foods Director
Markus K, 45
Head of Sales
Vacant
Head of Mkt
Wiryo S, 42
Head of RPA
Bagas D, 54
Feed Div Contr
Fabiola, 39
SBU Feed Director
Edward T, 47
Head of R&D
Vacant
Quality Impr.
Suparno, 50
Breeding
Mahmud, 46
Hatchery
Hidayat, 58
Commercial
Sumardi, 52
Poultry Health
Heru AP, 60
Feed Operation
Ronald, 42
Feed Sales
Dondi, 45
Feed Tech
Masgi M, 59
Live Bird Sales
Haris, 52
Commodity Procurement
Vacant
Head of Mfg
Sukamto, 52
Strat Perf Mgt
Performance Against Values
Strictly Confidential 31
P
Senior Manager Level
EE
M. Irwansyah Rasuna Said
Sudihanto
Imam
Dondi
Nonik Hasbi Iqbal
Tampubolon Agus H.
Dondi Samsir
Santoso
Virnawati Hasto P Udin
Susana
Tari
Hidayat
Adi Santosa
Dirgantara
Nina
Mahmud
Too soon: Andrew T.
Maman A.
Adi Sulkan
Indra Widjaja
Bambang
Sahrul G.
Suggested Action Plans
Inconsistent in meeting agreed individual business targets
consistently exceeding agreed individual business targets
•
Recognise and reward
•
Provide feedback
•
Mentor/coach to improve
Leadership
•
Acknowledge contribution
Recognise and reward
•
Challenge/stretch
•
Expose
•
Coach
•
Set clear Milestones
•
Provide feedback
•
Coach Monitor/track
•
Decision to continue
or end employment
•
Reward
•
Milestones
•
Provide feedback
•
Training
•
Coach to improve
delivery
•
Specific goals &
objectives
Consistently exceeding expectations Inconsistent in
meeting
expectations
Potential
Success Plan
–
Foods Division
SUCCESS PLAN for Edward Tanudjaja
Assessment Summary: Sudarno has a well-rounded experience in warehousing management and just last year was exposed to handle the customer service roles. His track record in finished goods warehousing and managing the products delivery to customer led to significant improvement in service level up to 98%. He needs to be exposed also in factory operations or sales as an options of his career development.
Name : Edward Tanudjaja
Current Position : Head of Warehouse & CS (2012-16)
Previous Position: Logistic Manager
Education : S1 Management STIE Jakarta
Knowledge
Personal Attributes 4
Key Strengths Development Needed Intervention Plan
• Strong knowledge in
warehouse & logistics management.
• Knowledge of Sales and
marketing.
• Attend training on Sales &
Marketing.
• Implementation of good
warehousing management and customer services.
• Lack of experience in
Day-to-day Factory Operations.
• Attend the monthly meetings in
Factory. (Q1 2016)
• Reassign to Factory as Factory
Director(Q4 2016)
• Planning and Organizing
skills.
• Operational Decision Making
• Leadership skills development
–use more coaching than
directing.
• Enlarge leadership
responsibilities by asking him to lead a cross-functional work team.
• (Q2 2016)
• Adapts to new challenges
well
• Positive in orientation
• Could be highly opinionated
that tend to push people away.
• Assign a BU CEO as mentor
• (Q1 2016)
Performance Rating:
2014 : A 2016: A 2015: B+ 2017: A
Possible Target Positions within two years:
Why Talent Day ?
•
Sierad has commitment to double the feed and triple foods sales
•
Talent Readiness is the key of success
•
Talent Development as strategic approach
•
Leader’s commitment to spend time on people
•
Talent Day
Talent Calibration, Development, and
Succession Planning
Why
Prepare to April adj.
Scope
Manager to Sr Manager
GM - up
Aim
Make it more visible
Calibrate, review the dev.
and successor
Output
Talent List and
their Development
Talent Calibration, Dev.
and Succession Plan
Prepare to October adj.
When : Twice a year
36 2/3/2018
