TALENT MANAGEMENT BANK TABUNGAN PENSIUNAN NASIONAL EAST JAVA REGION

Abstract

The implementation and management of talent management programs is still largely left to HR rather than the responsibility of all business elements. In fact, the survey has shown that companies whose talent management programs involve all business elements, including senior leadership, are generally more successful. A more holistic approach to identifying critical business segments and talent needs, rather than focusing narrowly on developing future leadership, is much more effective. The survey also highlighted that the presence of a new generation in the world of work, commonly called Generation Y, requires companies to be more customized in their talent strategy.

This research is a descriptive research with a qualitative explanation for the reason that the researcher will describe the implementation of strategies in talent management at Bank BTN, East Java region. The focus of research in this study is the implementation of strategies in talent management and internal and external factors that support and hinder the implementation of talent management strategies.

Many company talent management strategies are inflexible, less imaginative and have a narrow focus, which in turn are counter-productive. Therefore, companies need to be more sophisticated in implementing their talent management strategy. It found that more than three-quarters of companies focus their talent strategy primarily on high-potential individuals, and pay less attention to senior leadership positions. "Talent management will be built with today's approach to flexible working, career development plans, internal mobility schemes and updating the design according to market developments.