BILA we ask the leaders of organizations, both the real sector and government about what is the most important asset for him, without a doubt, he can answer, people.
However, is it true that the existing human resources (HR) are really managed as carefully as they manage other assets so that they are ready to be used when needed?
Maybe the answer to this question cannot be given as fast as the first question.
In front of our eyes, we can clearly see how the regeneration of presidential candidates will be in 2024.
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Various opinions were scattered in the community with their respective doubts about each of the existing candidates.
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This situation is also seen in many institutions and companies. A very important government institution has prepared a comprehensive series of educational programs for its future leaders. Carefully, they select the self-development modules to the teaching team.
However, the percentage of individuals who are truly ready to become leaders is still relatively limited.
Even in an organization with tens of thousands of employees, this is common. When forming a new unit, it is very difficult to find people who can be trusted to develop the unit.
With dozens of directors and managers at their disposal, the number of individuals who can be relied on and ready to take on these new positions is very few.
On the contrary, that develops even symptoms cerji (cecer siji)—a term for people who are judged to be competent. These people end up being constantly charged with other extra work.
Easy to say, hard to do
We are familiar with the term Peter Principle, which means that someone gets a promotion due to years of service or achievements in a previous position.
The term was first popularized by Prof. Laurence J Peter from the University of Southern California. The Peter Principle refers to a situation in which an employee was promoted for past success, but suddenly appears incompetent.
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As it turned out, the skills needed to succeed in his new job were very different from his experience in his previous job.
We often encounter the same conditions in many organizations. Seniors with large positions and responsibilities find it difficult to lead and direct their teams to achieve larger organizational goals. This is because management does not provide clear demands at the beginning of the assignment of new assignments.
Meanwhile, in leading companies from the United States such as General Electric Company (GE), individuals who will be promoted must pass an exam core value based. That way, the higher the position or position of the employee, the more complex the exam.
If he does not pass the exam, he may be offered to resign from the company.
Strategy “talent” sharp and clear
Perhaps there are not many companies like the Astra Group that have never had a shortage of executive candidates. In fact, the top performers compete for challenging and difficult positions.
On the other hand, there are many successful companies without a clear strategy. These companies are lucky.
In such cases, management does not think far ahead. They only implement a short-term strategy.
Therefore, they also do not think about succession or change of leaders who will continue to build their company in the future.
Meanwhile, employees feel they are in a gray area because there is no clarity on key behaviour which is expected. Everything is done based on trial and error.
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There are writings on the company’s vision, mission, and values, but they are not translated into real behavior. This ambiguity makes the talent has no handle.
On the other hand, there are also companies that have a system that has been so standardized as a result of their long journey of success. This can make leaders fall asleep with a sense of security and confidence that the company will not be shaken by any circumstances.
Complacency like that is obviously very dangerous in the absence of attitude what if in the minds of every leader. They are used to attitude “that’s the way we’ve always done it”.
Yet we know, now change is happening so fast. We live life in ways we never imagined before.
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However, changing attitudes and mindsets to adapt as quickly as environmental demands are not necessarily carried out by all leaders. Moreover, when they have not seen the dangers that peek at the continuity of their organization.
This is where the leadership will fail to create an effective organization agile and adaptable. Young people who are eager to find inspiration and want something different will gradually stop giving their opinion.
Not growing top talent could also be caused by the system reward which is not sharp so that human resources who do not excel get more or less the same as those who excel.
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Companies are worried about doing rocking the boat. Performance appraisals that are carried out regularly are only considered as ordinary formalities and are filled half-heartedly, both by superiors and subordinates themselves. The company is like a wilderness that has no definite direction.
Such situations can lead to a decrease in motivation. Employees who were excited may feel less challenged.
Star performer will look for other more challenging opportunities outside. Meanwhile, the remaining human resources are those who are mediocre, not great, but also not bad at all.
Incompetent individuals are also no longer detected, while those with potential do not get proper guidance and development so they will not be ready to become leaders in the future. Reskilling and upskilling cannot be implemented properly.
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From the situations above, we see how providing and sustainability from a talent pool it needs to be worked out carefully with all the consequences.
Once we see potential, give it challenge non-stop, such as flash education, job rotation, challenging projects, periodic examinations and measurements, and continuous mentoring.
Because, no matter how great a person’s talent is, there is no guarantee that he will become top talent in the company without the guidance and training that forged it.