Succession Plan M

7/24/2019 Succession Plan M

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Human ResourcesManagement

Succession PlanningJakarta, Dec 2004

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PermataBank Speaker Background

N. Krisbiyanto Ir, MBA-Oklahoma University, Certified Compensati

onProfessional

15 years Banking experience in Indonesia 17 years experiences in overall Human Resources a

rea in

national and multinational companies Previously with Citibank, N.A., Jakarta, ABN Amro,

Pertamina, Senior Vice President of Human Capital Group, Ban

kUniversal Tbk.

Currently working as General Manager HumanResources Group PermataBank.

Head of Indonesian Human Capital Forum Vice President of Indonesian Performance Manageme

ntAssociation

Active speakers in many HR Forums in Indonesia and

overseas

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PermataBank

AS COMPETITIVE ADVANTAGE

AS COMPETITIVE ADVANTAGEAS COMPETITIVE ADVANTAGE

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PermataBank

NEW RULES AND CHALLENGESIN GLOBAL COMPETITION

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PermataBank

COMPETITIVE CHALLENGES AHEAD

1. Globalization

2. Value chain for Business Competitiveness

So In Brief..,

3. Profitability through Cost and Growth

4. Capability Focus

5. Change, change, and change some more

6. Technology

7. Attracting, Retaining, and Measuring Competence andIntellectual Capital

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Aspects of Asia Pacific companies that willPermataBankundergo the greatest change by the year 2000 :

IT Infrastructure - 50%

Corporate Strategy - 61%

Management Competencies - 70%

Corporate Culture - 48%

Organization Structure - 65%

Challenges inThe New Economy

Source: Economic Intelligent Unit The Successful Corporation of the Year 2000

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PermataBank

Business Design and Model

Align Business/ManagementProcess

Enabling Technologies Vision, Mission,

Strategic ObjectivesFoundational Values and


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Supportive Work Culture

Ability to Change Key Successes In TheGlobal Competitive Trend

Knowledgeable Workers withSources:

appropriate competencies Arthur Andersen Business Cons

ulting

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Top Ten Non FinancialVariablePermataBank considered by Financial Analyst

VariableRankExecution of Corporate Strategy

1Management credibility

2Quality of corporate strategy

3Innovation

4Ability to attract and retain talented people

5Market share

6Management expertise

7Alignment of compensation with shareholder's interests

8Research leadership

9Quality of major business processes

10

Those ten ranking priorities are dealing with PeopleThose ten ranking priorities are dealing with People

Source : J.Low and T. Siesfield, Measures That Matters (Boston: Ernest& Young, 1998), take from the HR Scorecard, Brian E. Becker, Mark A. Huselid, Dave Ulrich

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The Source of Value Has Shifted FromPermataBank Tangible to Intangible Assets

percen tage of market value related to

Intangible 38% 62%85%

Assets

TangibleAssets 62% 38%


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15%

1982 1992120002

1. Brookings Institute

2. Baruch Lev analysis of S&P500 companies

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PermataBank

DISCUSSIONDISCUSSION

WHAT IS CROSSING IN YOUR MINDWHEN YOU HEAR ABOUT

HUMAN RESOURCES ?

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HUMAN CAPITAL AND WORKFORCEPermataBank CAPABILITY

PAST, PRESENT, AND FUTURE

Polite

Police

Partner

Player

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PermataBank

Understanding aboutHumanHuman

CapitalCapital

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PermataBank Human Capital

Human :From the Latin hominen, for man means of or relating


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To people

Capital:From the Latin caput, for head has many nuances. InIts simplest usage, it means the first, biggest, or best.In modern accounting, it means net worth- the remainingassets of a business after all liabilities have been deducted

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ta w tn company

(or other organization) impliesPermataBank

manythings:

Human beings are dynamic assets that can increase in value over time,not inert assets that depreciate in value

Human being are prime among all assets. Capital, is synonymous withnet worth-the remaining assets of business after all liabilities have bee

ndeducted

Human being and the system created to recruit,reward and developthem, form a major part of any company's value as much as or morethan other assets such as cash, land, plants and equipment

Sources:

Human CapitalDelivering PromisesBy Arthur Andersen

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PermataBank

Integrating Business Strategy withHuman Capital Strategy

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PermataBank The Key

LinkingtheBusiness With HRStrategy Strategy

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Linking the Organization Strategy andPermataBank

Scorecard with the HR Strategy

HC Strategy and ScorecardBusiness Strategy and Scorecard

HR CompetencyBusiness Feedback Rewar

ds FINANCIAL SUCCESSKnowledge

RevenueStrategic

Personal Contributions: HR Cost

Culture Management

Credibility Fast Change Delivery Strategic Decision Making Return

Market Driven Connectivity

HRTechnology

HC Community RolesCOMPANY VISION, CUSTOMER

HC Community Roles WORKFORCESUCCESS

Future

MISSION, VALUESSUCCESS

Strategic LM 5 Ext. Cons. Change Quality

Partner 3 LM 4 Agent Mind-setHC 5

STRATEGIC FOCUS CostHC 3 Competency

ServiceProcess HC 2 People

HC 5 Behavior

Operational Expenses TimeAdministr LM 6 Employee

Product Leadershipative Outs. Champion

Customer IntimacyExpert IT 2 Emp

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Day-to-day

HR Systems

HR Practices

BUSINESS PROCESS


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Communications Alignment

SUCCESS Work Design Integration Development

Speed Performance Differentiation

Measurement Productivity

Rewards Sources: Transactions

Retention and University of Michigan BusinessSchool

Succession Plan 200318

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HR Strategic

AlignmentPermataBankFramework

Business Workfo rce Consumer Key

Drivers & Drivers & Trends & Performance

Trends Trends Vision Indicators

HR

ImplicatioHR HR

Corporate Business Organization ImplicatioHR Project

Corporate Business Organization ns toVision / ProjectVision Strategy Capabilities ns toVision / ImplementVision Strategy Capabilities BusinessStrategy Implement

BusinessStrategy -ation

-ation

Strategic Core Business Business

HR Roles HR KeyDirection Competencies RolesInitiatives

Corporate Competencies: Org. Design &HR Roles:

StructureScorecard Core People

As Strategic PartnerManagerial Job Scope/


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As Changed AgentPerformance Technical Description

As Employee

ChampionManagement Assessment

As Administrative

System Job GradingExpert

System

Compensation and Benefit Management, Training, Recruitment, Change

Management, Culture Design, Industrial Relation, and Communication

HR System

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PermataBank

Four Roles of Human Capital

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PermataBankHC Role in Building a Competitive Organization:

Shared ResponsibilityFUTURE / STRATEGIC

FOCUSSTRATEGIC PARTNER CHANGE

AGENT

EXTERNAL CONSULTANT3

LINE MANAGERSLINE MANAGERS

55

HC GENERALIST HC

5 3PROCESS

PEOPLEHC

HC SHARED 2SERVICES

5 LINE MANAGERS 6

OUTSOURCE 3


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INFORMATION TECHNOLOGY 2 EMPLOYEES 2

ADMINISTRATIVE EXPERT EMPLOYEECHAMPION

Sources: DAY-TO-DAY/ OPERATIONAL FOCUSHR Champion, by Dave Ulrich

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PermataBankTransforming HR

HR will perform more strategic activities and partner with the business more

effectively

Today

Future

% Time, Effort, Align HR activities and programs withthe strategic 20%

Cost5% Strategy direction and business needs of the o

rganization Strategy

Develop and deliver programs that 40%

Performance25% Performance enhance the organization's ability

to

EnhancementEnhancement attract, develop & retain superio

rperformers

30% Transactions Handle employee transactions and Transactions

inquiries20%

40% Administration Manage vendors, suppliers, Administration

budgets, and HR systems 20%

Study conducted by Hay/McBer & Company, presented by Lyle M. Spencer, Jr., PhD.

Transform HR to become a strategic partner

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This shift represents HR evolving to meetPermataBank thechanging focus of the business.

Evolution of the Enterprise

Customer Focus Standardization Market Focus

Focus of the Economies of scale Efficiency Economic Value Added

Business Head office as command & control Matrix/Shared Control Centralized Development

Financial Capital Customer Capital Local Delivery

Workforce Capital

Drivers Policy & Regulation Budgets& Headcount Strategic Business Plans &

of HR Control & Compliance Efficiency & Effectiveness Objectives; Productivity &

Growth

Focus of Labor Relations/ Human Resource Human Capital

HR Personnel Management Management

Legal and regulatory agencies Internal cust

omer Manage organizationalPolicy development and Decentralized

services performance and competenceadministration Benefits ad

ministration Deliver contingency-based solutionsOrganizational status quo Process cost

reductions Integrative workforce practicesCrisis mana

gement Facilitate change

Knowledge management

HR Skills Administration Management Consultation

Documenting & Diagnosing Planning & Monitoring Partnering & Problem

Policy and Regulation Budgets and Headcounts Solving Strategic Plans &

Objectives

Role of HR Transaction Employee/Manager Workforce andTechnology Processing SelfService Knowledge Management

NEW ROLE FOR HR 23


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PermataBank

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Financial Impact onPermataBank Fail Retention Planning

The average cost of recruiting, selecting, orientating, andtraining

1is 1 /2 to 3 times a person's salary.

Above-average employees outperform below-averageemployees by 3 1/2 to 4 times.

Lost Opportunities

Lost Customers

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Business Case For

PermataBank Changing Approach

Many Large Corporations Are Experiencing Major Changes in TheirOrganizational Frameworks

Business Mode

Institutional Mode Survival Mode Customers

# 1 $

Employees Shareholders

InternallyInternally Externally

Externally Stakeholder

Stakeholder

Focused


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Focused FocusedFocused F

ocusedF

ocused

Expand - React to Sus

tainedGrow in areas we most urgent Comp

etitivebelieve to be right needs

Edge

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Organizational Competence for

PermataBank Business Changing Approach

Products Markets STRATEGIC Competitive Competition DIRECTION Advantage

Structure

Experience Skills Job D

esign Pro

cess

Mindset Perspective Staff

ing Cul

ture

COLLECTIVE ORGANIZATIONALINDIVIDUAL COMPETENCECOMPETENCE

STRATEGIC ALIGNMENT FOR BUSINESS SUCCESS

Organization needs the continuous reliable successorsto survive in global competition

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Career LadderPermataBank

and Competency

Indicate with a circle the individual's Unique Contribution/Skills Expected at this layercurrent crossroad layer position :

Mark with an the unique contributions observed :


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$ Connect enterprise with key externals

OEC $ Vision/mission/strategic framework for en

terprise $ CEO/senior level succession

Globa $ Integrate business segment

lBus

. Se $ Strategic differentiation/capital allocat

iongm

ent $ Global vision/mission/strategic framework

pu $ Develop Business General Managers

orG

ega

n $ Regional strategy and resources

a

M

$ Performance enhancement/productivity/controls

M $ P & L Management

anageB

us $ Business strategyi


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ness $ Functional Integration

noi $ Functional strategy and linkages

tcnuFe

ga $ Technical excellence and continuous impro

vement n

aM

$ Managing managers

M

a $ People management

nageO

t $ Process managementh

ers

$ Cross-team collaboration

r

o $ Company values/work values

tu

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tn

o $ Technical competenceC

d.

nI $ Time management

Growth MasteryThe individual's potential assessment is :

Turn

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Career Planning andPermataBank Succession Planning Tools

Is one of the most effective tools to build the organizationSuccession planning

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Talent Inventory : IntroductionPermataBank

Primary Purpose

To assess the organization - specificallythe current performance and future capabilities

of the leadership teamas a whole.

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What isWhat is

PermataBankThe Talent Inventory Review ?The Talent Inventory Review ?

FOR THE ORGANIZATION, TIR IS A STRATEGIC BUSINESS TOOLFOR THE ORGANIZATION, TIR IS A STRATEGIC BUSINESS TOOL

Indicates key skill sets and skill developmental needs in thecontext of the business strategy.

Identified leadership strengths within the organization, aswell as gaps and weakness that may need to be addresses bygoing outside the organization.


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Makes the human dimension an integral part of strategicfocus in keeping with organizational priorities expressed inthe balanced scorecard.

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What isWhat is


FOR MANAGERS, TIR IS A POWERFUL MANAGEMENT TOOLFOR MANAGERS, TIR IS A POWERFUL MANAGEMENT TOOL

Gives a profile of business's cumulative leadership strengths

and weaknesses.

Identifies skill gaps in order to implement strategy, to makebetter staffing decisions.

Provides a standard framework for performance reviewthroughout the Bank, upon which staffing and developmentplans can be created.

Sheds light on ability to make business objectives, given thepeople have decked against those priorities.

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What isWhat is


FOR EMPLOYEES, TIR IS A CAREER DEVELOPMENT TOOLFOR EMPLOYEES, TIR IS A CAREER DEVELOPMENT TOOL

Provides feedback on individual's performance, professionalskills and potential when measured against organizationwide standards.

Enable to review employee's long-term career objectives andnext assignment potential in the context of the Bank'sassessment and their own needs.

Increase the opportunity for taking a proactive role inmanaging and developing their own careers.

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7


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Performance Come First

PermataBank Performance Come First

PERFORMANCE

POTENTIAL

The green leaves and the red fruits will nevercomes from the spoil roots..

Performance indicates good POTENTIALITY

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Using Crossroads ModelUsing Crossroads Model

PermataBank To Judge PotentialTo Judge Potential

The Crossroads Model is used to look at potential based onprevious performance.

Potential is not an absolute measure.

Potential is a combination of :- demonstrated capabilities- motivation to do what's required to perform successfully atthe new crossroads layer (learn new skills, accept newchallenges)- willingness to pursue desired career direction

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Understand the PerformancePermataBank

PERFORMANCEPERFORMANCE


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Judging performance starts with defining work -- creating jobs.

To enable us to ensure that we have a fully performing organization we must develop a clear

understanding of what our customers, shareholders and associates require people to do and

how well they are doing it.

We therefore need to :

Describe the jobEverything inside this circle represents a job. Ev

erything outsideis someone else's job. If we add these circles up we

, as a corporation,would be delivering all that the customers, shareh

olders andassociates require - no more and no less.

Describe the Performance CriteriaEach slant represents a task or job dimension well

done. A completejob has several. These may have to do with operati

ng results,customers, risk and business proficiency, executio

n, leadership etc.

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Performance LevelsPermataBank Performance Levels

EXCEPTIONAL PERFORMANCEEXCEPTIONAL PERFORMANCE

The line extends beyond circle. All dimensions areperformed fully with several exceeding the fullperforming standards.

FULL PERFORMANCEFULL PERFORMANCE

A complete line across the circle.All dimensions are of the job are being fully performed.

CONTRIBUTING PERFORMANCECONTRIBUTING PERFORMANCE

An incomplete line across the circle. All dimensions are notbeing done fully or perhaps not at all.

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Performance LevelsPermataBank Performance Levels


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OBJECTIVE

OBJECTIVE #1 -- Our Ultimate End State

Full Performance&Is the # 1 objective.&If all individuals looked like this, we would be

meeting all ourresponsibilities toward our customers, sharehol

ders andassociates.

OBJECTIVE #2 -- Our Immediate Need

Turn Potential&High growth individuals / high performing individ

uals who dotheir jobs well and have shown the ability and

desire to do more.

&It is not, however, our overall objective. This is an inherently unstablcondition. It is a transition state requiring a

ction. Such individualsshould be given larger jobs to do. If not, they

are candidates toresign for bigger jobs elsewhere.

Talent Inventory

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Performance ProblemsPermataBank Performance Problems

PROBLEM #1Performance Gap&Some dimensions are not being done,

or are notadequately done.

or &This creates an important development ag

left unsolved, we are short-changing customers,

shareholders and / or associates.

PROBLEM #2 Inappropriate Ambition&Doing elements outside their job whi

le not fullyperforming elements within their c

urrent scope.&This creates a development and motiv

ational agenda :- their energies and interests sho

uld be re-channeledtowards full performance of their

current job.

- they become a problem for others within the

corporation in addition to not pu


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lling their ownweight in the delivery of corpora

te results.

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Performance Problems

PermataBank Performance Problems

PROBLEM

PROBLEM #3

Narrowly-Defined Jobs&A job is defined too narrowly, sometimes by i

nappropriateagreement between an individual and his / he

r boss.(e.g. take out costs vs invest for the futur

e).

PROBLEM #4

Growth Potential&An inherently unstable condition.&Need to move to larger jobs, if not they'll lea

ve to doit elsewhere, or stop doing the less interes

ting aspectsof their current job.

&The issue : ensuring performance at higher levels --

the question of promotability.

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Performance / Potential Rating


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PermataBankDefinitions

EXCEPTIONAL PERFORMERFULL PERFORMER CONTRIBUTOR

EXCEPTIONAL PERFORMERFULL PERFORMER CONTRIBUTOR

Demonstrates excellent leadership

Consistently meets and occasionally Have held a position long enoughabilities and achieves results

may exceed output requirements. to be expected to perform thein a way that builds and maintain

job adequately.relationship.

Exceptional Performance / Turn PotentialFull Performance / Turn Potential Contributing Performance / Turn Potent

ialTURNTURN (Box 1)

(Box 3) (Box 6)Have been able to }Has mastered most if not all aspects of the }Meets the performance standards }Recently promoted (within the lastyear.

demonstrate competence current role.for the current position. }Must be coached to reach full perf

ormancein at least 2-3 unique }Ready to make a crossroads turn.

}Demonstrates the capacity to make as soon as possible.contributions expected at }An appropriate new assignmenta crossroads turn in the future. }Monitoring performance to support

him /a higher crossroads layer. should be found for this individual.

}Should be managed to exceptional her because the nature of new job is

performance in the current role critical.

prior to new turn assignment.

Exceptional Performance / Growth PotentialFullPerformance / Growth PotentialContributing Performance / Growth Potential

GROWTHGROWTH

(Box 2)(Box 5) (Box 8)

Demonstrate excess capacityin their current role, but }Has mastered most if not all aspects of t

he }Meets the performance standards for }Fully performing or exceptional insome

current role.the current role. dimensions, but shows deficiencies

in others.have not demonstrated the

}Ready for a broader assignment within the }Could assume a broader assignment }Gaps may result from not having sufficiently

ability to perform current crossroads layer.

within the current crossroads layer. mastered the requirements of the new posi-

at least 2-3 unique }Development focus on adding skill for nex


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t }Should be challenged, but focus tions, may be a long standing condition.

contribution skills from a assignment.should be on performance }Incumbents should be : coached to f

ullhigher crossroads layer.improvement. performance, or : should be remove

d from

the position if unable to attain full

performance within a short.

MASTERYMASTERY

Work at learning and using Exceptional Performance / Mastery PotentialFull Performance / Mastery PotentialContributing Performance / Mastery Potentialnew skills in their role, but (Box 4)

(Box 7) (Box 9)do not demonstrate }Has mastered most if not all aspects of the }Meets the performance standards for }Performance falls short of the standards forcompetence or desire for current role.

the current role. the position.acquiring these unique }Capable of performing effectively in diffe

rent}Probably capable of performing }Provided that business results arenot being

contributions and skill roles of similar management scope.effectively in another role of similar jeopardized, a performance improv

ementrequired at higher }Seasoned pro who can be of considerable

management scope. plan must be executed immediately.

organizational layer. help in training others, or start-ups and }Should be coached to drive for }Individual should be removed fromthe

turnarounds where expertise is required.exceptional performance to become position as soon as possible.

a seasoned pro.

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Putting The TIR To Work For

Putting The TIR To Work ForPermataBank

The Organization

The Organization

` Using The Talent Inventory data as a diagnostic tool against businessstrategy

` Managing a set of dynamics using The 9 Box Matrix

Move out in Coach / developCoach / develop

next 12 months to be exceptional


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to continue toto a job at the next performer

have turn potential

crossroad layer 1 36

Manage / coach / dev.Coach / develop

Move out in to be an exceptionalto become fully

next 12-24 months performerperforming

to a job on the samecrossroad layer 2 5

8

Leverage mastery for Coach / developCoach / develop

benefit of the to become anto become fully

Move out inorganization exceptional performer

performing or

next 12 months

4 79

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Using 9 Box Grid To GuideUsing 9 Box Grid To Guide

PermataBank Management ActionManagement Action

PERFORMANCE

Exceptional FullPerformer Contributor

nr

1. Market forces -- new products, markets, uT

L1

3 6A h

competitors -- will naturally result in I tT wN o

moving our collective profile to the E r 25 8

T G


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Oright. P y

ret

s 47 9

aM

2. Our first managerial priority is toimprove performance to maintain or

1enhance our competitive position.

3. Then, we should focus on getting

growth out of our people.2

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Uncovering The Gap Between WhatPermataBank You Have And What You Need

Ideal grid depends on business situation.

Here are 3 examples of ideal grids for business at different stages,

and the rationales behind them.

Ideal GridRATIONALE

115 % 20 % 5 % 40 %

Start-up business require a

START UP significant population ready

BUSINESS 20 % 10 % 0 % 30 % to quickly grow (boxes 1,2,3)

20 % 10 % 0 % 30 % They also require a high

compliment ofseasoned pro

(box 4)55 % 40 % 5 %

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PermataBank The Ideal Grid


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The Ideal GridUncovering The Gap Between What You Have

And What You Need

RATIONALE

Ideal Grid

2 Growing business require ahigh

15 % 10 % 5 % 30 % proportion of exceptional performers

GROWING (boxes 1,2,4).

BUSINESS 15 % 10 % 5 % 30 % Require a pipeline of peop

le ready(Expansion of to move to next crossroa

ds (boxesMarket Share) 20 % 15 % 5 % 40 % 1,3) as opportunities ar

ise with growth.

50 % 35 % 15 % A high proportion in box 2reflects the

need to have people growalong same

crossroads as their jobexpands.

50

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PermataBank The Ideal GridThe Ideal Grid

Uncovering The Gap Between What You HaveAnd What You N

eed3

RATIONALE

CONSOLIDATION MODE Business consolidations req

uire a(Consolidate past gains and maintain high level of seasoned pr

ofessionalsexisting market share) (box 4) who provide the b

ackboneof business processes.

Ideal Grid This mode will not provide

too manyopportunities for people

to take on5 % 5 % 5 % 15 %

larger jobs, hence the lo

w % in boxes1,2,3.

5 % 15 % 5 % 25 %


34/45

Raising & improving performance

30 % 20 % 10 % 60 % standards will result insome people

not being able to meet higher

40 % 40 % 20 % standards (boxes 8,9).

51

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Overall Ideal GridPermataBank

FullExceptional Contributor

Performer

Turn 5 % 10 % 10 % 25 %

1 3 6

Growth 15 % 25 % 5 % 45 %

2 5 8

Mastery 15 % 10 % 5 % 30 %

4 7 9

----------------------- Page 53-----------------------

Putting The TIR To Work ForPutting The TIR To Work For

PermataBank You and Organization

You and Organization

` Using The Talent Inventory data as a diagnostic tool against businessstrategy

` Managing a set of dynamics using The 9 Box Matrix

Move out in Coach / develop Coach / develop

next 12 months to be exceptionalto continue to

to a job at the next performer have turn potential


Manage / coach / dev. Coach / develop

Move out in to be an exceptionalto become fully

next 12-24 months performer


35/45

performingto a job on the same


Leverage mastery for Coach / develop Coach / develop

benefit of the to become anto become fully

Move out inorganization exceptional performer

performing or

next 12 months

4 79

53

----------------------- Page 54-----------------------

Putting The TIR To SupportPutting The TIR To Support

Your Organization Succession PlanningYour Organization Succession Planning

PermataBank

Leadershipproblem?

Strong

CEOBackup

Definitely

from fourtha

layersuccession DIRECTOR1 DIRECTOR2 DIRECTOR3

A solidproblem (SECOND LAYER) (SECOND LAYER) (THIRD LAYER)

BOX2 BOX1 BOX1performance!

GROUP HEAD1 GROUP HEAD2 GROUP HEAD3THIRD LAYER THIRD LAYER THIRD LAYER

BOX3 BOX1 BOX5

NeedFOURTH LAYER FOURTH LAYER FOURTH LAY

ER

performance BOX4 BOX7 BOX2improvement

on the FOURTH LAYER FOURTH LAYER GROUP HEA


36/45

D6fourth layer BOX7 BOX7 BOX2

FOURTH LAYER FOURTH LAYER GROUP HEAD6

BOX5 BOX8 BOX2

54

----------------------- Page 55-----------------------

Building TIR ReportPermataBank Building TIR Report

Performance Issues

NAME RATING LAYERACTION TAKENValentino, Carel Box 9 3 Test

him by giving him three projects: JobDescr

iption, Job Evaluation and CareerLadde

r Dimensions development.A revi

ew on those projects will be held onApril

and October 1997 by his DirectSuper

visor.A furt

her action will be base on that review, ifbased

on the review there is no evidenceperfo

rmance improvement, he will be givingsecon

d opportunity to move to another jobfamil

y.

Santoso, Dody Box 9 3 Movedhim from current assignment to

strengthen his credit analysis skill. Previous

performance record showed that he was a

top performer as an account manager.

By next April 1998, he will give a new

assignment to develop a client network

syste

m for our new accounts prospects. Thenext

action will be base on the review after


37/45

thatparticular month.

----------------------- Page 56-----------------------

Building TIR Report

PermataBank Building TIR Report

High Growth Individual Plan

NAME RATING LAYER ACTION TAKEN NEXT JOB

Kelaswari, Rini Box 1 2 The next development plan should be focusShe will

more on the people management. She is assign a new

ready to get a new bigge

r assignment in retailjob as banking distribution. She has excellent creditDistribution

skill and deep understanding about the Head on

complexity of both asset and liabilities next February

products. She will handle 50 people (5

98managers and 10 supervis

ors), she need toimprove her knowledge in

managing people,

A People Management course will be held on

UT on the next March

97and she has to take

that course. Dody will be work very close

with her and explain about her new job in

more detail. A next midterm review for her is

on August 1998.A retention program will

be develop by HRand expected to be imple

mented by nextApril 1998.

----------------------- Page 57-----------------------


Performance Trend

FULLEXCEPTIONAL CO


38/45

NTRIBUTORPERFORMER

Siswono,Dody Utomo, Sapto Enrico, Tomy

Kelaswari,RIni Kurnia, Kevin Gunawan, Rio

Damayati, LilyKahfi, Joe

TURN25 %

6.25% 9.4%9.4%

1 36

Oktovius, Agus Abdulah, R Latief, Abdullah

Dakus,WinyHarahap, Gita Lian, Ken Hadiyono, Mia

Setia, Devi Wong, TommyGROWTH Chen, Greg Husin, Linda

Widyatmaka,T Mahmud, Karim47 %

15.6% Wirkotan, Lia6.25%

Sumampow,K2

825% 5

Yuniarso, Antok Harsono, SonyNugraha, Boy Damayanti, Sari K

risbiyantoYuliana, AnnaMariana, Dina

MASTERY28 %

Bagas, OscarJunus, Lola

3.13%6.25% 18.75%

94 7

----------------------- Page 58-----------------------


New Appointments Expected Rating

FULL

EXCEPTIONAL CONTRIBUTOR


39/45

WelcomePERFORMER

to BUWith her qualification,

TURNI hope that she willbe at least

2 3 6at box 5

GROWTH

2 8

5

MASTERY

4 7 9

----------------------- Page 59-----------------------

ttrroopp

eeRR

R tR h

gI iI

R

T oT T

R g eO cT n e n y t nU r s n c i t f a

g d ig u h o n e

B t i n a a n L mI

T n t e r u rn R o i m g t o on T t s h e r t f

i n o t c r p o e ri E N e M p g n o U c e

O c 6 n f p n P


40/45

C C e n e a r d p a sd I r e ed 6 R < 8 t m 9 P n O m vl N r rl R S o A o oi fi

A E e o f r Mc t r e n

u M p n d e P ou M L R a e P i

L O o e tF l m g v a

R U e r a o vB F R v n oB E e o M n

O P f a o nD r t I

F 3 e 5 7M e t

P l cR L o uR d

A oE N d t r

d n PP O d e r e e ,

I e p e l m nT w o l n o eP v l h i o r o

o g k s g iE o e i a t

N S a P i

C v n tX M e H e a eE 1 D S M p

2 4 mH Y o

R CN TR E fU W T o

O S eT R A c

e rk G M o

FLAITNETOP

n c la n a

a i B t x

m n ia r e rt ta o t a

f om r P M

r e /e PP


41/45

----------------------- Page 60-----------------------

PermataBank

60

----------------------- Page 61-----------------------

PermataBank Job Family in Banking

CUSTOMERCUSTOMER

FRONT STREAM

Corporate Commercial Consumer International

Providing Lending, Funding Banking Banking BankingBanking TreasuryOr Services to the Customer

FRONT LINERS:Account Officer Managing Managing Managing

SmallCustomer Relationship Officer Corporate IndividualBPR Syariah

MediumAccount Account

Enterprises

MID STREAMOperation OfficerBranch OfficerProduct Officer Transactional Service ProductBusiness BranchService Officer Operations Management ManagementSolution Management

Management

SUPPORTSTREAMFincon OfficerIT Officer Strategic Financial Compliance

IT RiskAnd

HRHR Officer Management Control

MngmntGCG

61

----------------------- Page 62-----------------------

PermataBank Mapping Career Plan


42/45

CUSTOMERCUSTOMER

FRONT STREAM

Corporate Commercial Consumer

InternationalProviding Lending, Funding Banking Banking BankingBanking TreasuryOr Services to the Customer

FRONT LINERS:Account Officer Managing Managing Managing

SmallCustomer Relationship Officer Corporate IndividualBPR Syariah

MediumAccount Account

Enterprises

MID STREAMOperation OfficerBranch OfficerProduct Officer Transactional Service ProductBusiness BranchService Officer Operations Management ManagementSolution Management

Management

SUPPORT

STREAMFincon OfficerIT Officer Strategic Financial ComplianceIT Risk

AndHR

HR Officer Management ControlMngmnt

GCG

62

----------------------- Page 63-----------------------

PermataBank Account Officer Programs

Account Officers Programs

In Basket

900(Assess

ment):Candidates Psychological

HR and User


43/45

In Tr

ay andFresh Test

Interview

Cust

omerGraduate Pass Ratio 30%

Pass Ratio 30%GPA 2.7

Interface Pass

Any DisciplineRati

o 50%Preferably 270

90From Economical candidates

candidatesBackground4

5-55

candidates

0.5 - 1 month

Introduction Basic Module ABasic Module B OJT & In Depth

(Module C)

BANKERS ORIENTATION OPERATIONMODULE B Commercial Bus

iness Unit

1. Commercial Credit Program ProductCompliance a. Basic Branch Operation

2 Credit Analysis Credit Operations

Code Of Conduct b. International Remittance Credit Analysis & Lending Ratio Bills Operations

c. Trreasury ProcessingSistem Pelaopran Keuangan dan spreading Centralized B

ranch Operations

Analisa Ratio Keuangan

Laporan KEuangan Proforma Branch Operations

GENERAL PRODUCTAnalisa Modal Kerja FINAL EXAM

1. Introduction to Banking a. LiabilitiesCash Budget

2. Introduction to Basic Banking Law b. Asset Product :Analisa Rekening Koran EXAMINATION


44/45

Cash Flow3. Banking Ethics Home Financing

3. Credit Structure CERTIFICATION4. Know Your Customer Automotive Financing

4. Commercial Credit Policy Manual5. Document & Signature Identification c. Credit Card

5. Creating Credit Proposal

7. Credit Operationsd. Commercial Credit

8. Advance Trade Finance & Bills Opeartionse. Trade Finance & Bank Gu

arantee 9. Credit Risk Management

10. Problem Loanf. Treasury

11. Selling Skills for Account Officer

12. Negotiating Skills EXAM INATION13. Ujian

E XA M I NA T IO N

3 4 months

63

----------------------- Page 64-----------------------

PermataBankCRM Programs

CRM Crash Programs

In Basket:500

(Assessment)Candidates Psychological

HR and User

In Tray andFresh TestInterview

CustomerGraduate Pass Ratio 30%

Pass Ratio 30%GPA 2.7

Interface PassAny Discipline

Ratio 50%Preferably 150

50From Economical candidates

candidates


45/45

Background25-30

candidates

0.5 - 1 month

Introduction Basic Module ABasic Module B OJT & In Depth (Module C)

OPERATIONBANKERS ORIENTATIONCompliance a. Basic Branch Operation

b. International RemittanceCode Of Conduct

c. Trreasury Processing

GENERAL PRODUCT

1. Introduction to Banking a. Liabilities2. Introduction to Basic Banking Law b. Asset Product :

EXAMINATION3. Banking Ethics Home Financing

CERTIFICATION4. Know Your Customer Automotive Financing5. Document & Signature Identification c. Credit Card

d. Commercial Credite. Trade Finance & Bank Guarantee

f. Treasury

EXAM INATIONE XA M I NA T IO N

3.5 - 6 months

64

----------------------- Page 65-----------------------

PermataBank

65

Documents

Succession Plan M