A PROPOSED CAREER MANAGEMENT STRATEGY FOR ENSURING A READY CANDIDATE SUCCESSOR FOR RESPECTIVE POSITION TO MAINTAIN OPTIMAL PERFORMANCE OF THE PRODUCTION UNIT AT PT SMPD
PT SMPD faces significant challenges in maintaining a strong pipeline of successors for key positions, particularly within its production unit. A qualitative study using interviews, observations, and document analysis reveals key issues in the company’s career management practices. These include a g...
Saved in:
| Main Author: | |
|---|---|
| Format: | Theses |
| Language: | Indonesia |
| Subjects: | |
| Online Access: | https://digilib.itb.ac.id/gdl/view/85847 |
| Tags: |
Add Tag
No Tags, Be the first to tag this record!
|
| Institution: | Institut Teknologi Bandung |
| Language: | Indonesia |
| Summary: | PT SMPD faces significant challenges in maintaining a strong pipeline of successors for key positions, particularly within its production unit. A qualitative study using interviews, observations, and document analysis reveals key issues in the company’s career management practices. These include a generational gap caused by long-term recruitment freezes, the discontinuation of crucial leadership development programs, and competency gaps among current staff. Inconsistent succession planning, biased promotion practices, and a misalignment between HR strategies and organizational needs further exacerbate these challenges.
To address these issues, this study proposes a holistic career management strategy focused on four key areas: leadership development and succession planning, competency management, cultural transformation, and strategic alignment. The strategy calls for implementing structured leadership programs, establishing a merit-based succession planning system, developing detailed competency frameworks, and fostering a learning-oriented organizational culture. This multifaceted approach is designed to tackle the core problems in PT SMPD's talent management system and create a more sustainable pipeline of future leaders.
The research concludes with a detailed 12-month implementation plan, outlining specific initiatives and timelines for executing the proposed strategy. This plan offers a practical roadmap for PT SMPD to revamp its career management practices, encourage continuous learning and growth, and better align its human capital with its strategic goals. By adopting this approach, PT SMPD can effectively address its succession challenges and strengthen its position in a competitive industry. The study contributes valuable insights to both academic literature and practical HR management, especially for large manufacturing organizations facing similar talent management challenges.
|
|---|