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Summary Global War for Talent

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SUMMARY
GLOBAL WAR FOR TALENT

Disusun Oleh:
Yesa Ardiansyah Perdana (1306357762)

MAGISTER MANAJEMEN
FAKULTAS EKONOMI
UNIVERSITAS INDONESIA
2014
Introduction
Seiring perkembangan ekonomi global yang pesat dari tahun 2002-2007, pemimpin bisnis dan manajer sumber daya manusia mengkhawatirkan mengenai kompetisi internasional untuk talent yang semakin intens. Survei Global Tahunan PricewaterhouseCooper menunjukkan bahwa 89% CEO yang mengikuti survei menaruh ‘people agenda’ sebagai salah satu prioritas mereka.
Saat ini, dengan krisis finansial global, perlambatan ekonomi, dan restrukturisasi massal, “talent” tetap menjadi agenda penting yang difokuskan pada achiever tertinggi. Survei yang baru-baru ini dilakukan oleh Hewitt (2008) menunjukkan bahwa meskipun perekonomian menurun; kebanyakan perusahaan masih berniat untuk fokus pada top talent, dengan hampir setengahnya berencana untuk menjaga atau meningkatkan biaya learning and development.

The talent concept
“War for talent” secara resmi diluncurkan pada tahun 1998 ketika McKinsey & Company mempublikasikan laporan yang menyatakan bahwa “talent yang lebih baik patut dipertarungkan”. Menurut McKinsey, talent adalah ... “keseluruhan kemampuan seseorang... kemampuan intrinsik, skill, pengetahuan, pengalaman, intelegensi, penilaian, sikap, karakter dan dorongan. Talent juga termasuk kemampuan untuk belajar dan berkembang”. Selain itu, bagi McKinsey talent juga mengacu pada “yang terbaik dan tercerdas”.
Saat publikasinya, studi Mckinsey memprediksi perubahan – “The Old Reality” (orang membutuhkan perusahaan) digantikan dengan “The New Reality” (perusahaan membutuhkan orang) – orang, bukan mesin, modal atau geografi, menjadi sumber baru competitive advantage.

Factors impacting the war for talent
Ada empat faktor signifikan yang mempengaruhi jumlah, kualitas, dan karakteristik talent. Pertama, ialah tren demografi dan ekonomi global. Harapan hidup yang lebih baik, tingkat kelahiran yang menurun, dan ukuran yang tidak proporsional dari generasi baby-boom adalah kekuatan demografi utama yang mendorong perubahan dalam populasi dan supply tenaga kerja. Selain perubahan demografi, globalisasi, dengan meningkatnya integrasi ekonomi antar negara, mempengaruhi supply tenaga kerja dan perang talent. Kedua, meningkatnya mobilitas. Kompetisi tenaga kerja global dan mobilitas antar perbatasan negara menjadi mungkin dengan menurunnya barrier emigrasi dan imigrasi, dan dengan lebih bersedianya orang untuk pindah keluar negara mereka. Ketiga, perubahan transformasional lingkungan usaha, skill, dan budaya. Perpindahan dari ekonomi berbasis produk ke ekonomi berbasis pengetahuan merupakan perubahan fundamental dalam bisnis yang berpengaruh terhadap “global war of talent”. Perusahaan menyewa lebih banyak pekerja untuk pekerjaan kompleks yang membutuhkan kemampuan kognitif yang lebih tinggi. Penelitian juga menunjukkan bahwa spesialisasi, globalisasi, dan teknologi bertumbuh lebih cepat di negara berkembang. Keempat, ialah keragaman. Perusahaan beroperasi dalam lingkungan yang terglobalisasi dan harus mengelola populasi karyawan, pasar, budaya, dan jenis pekerjaan yang bermacam-macam. Masalah kultur dan konflik menjadi tantangan bagi organisasi multinasional, sementara migrasi dan globalisasi pelanggan, pemasok, dan investor menjadi tantangan bagi perusahaan domestik.

Reassessing the “war for talent”
“The war for talent” didasarkan tiga asumsi penting: kemampuan individu cenderung tetap – ada orang yang lebih baik dan lebih buruk; orang dapat disortir berdasar kemampuannya; dan performa organisasi, dalam banyak kasus, merupakan agregasi dari performa individu. Mengenai asumsi ini, Pfeffer dan Sutton (2006) mengakui adanya bukti nyata dalam literatur bahwa ada karyawan yang berperforma lebih baik dari karyawan lainnya. Namun, asumsi bahwa talent tidak dapat berubah merupakan sesuatu yang berbahaya. Carrol Dweck menunjukkan bahwa ketika seseorang percaya dia dilahirkan dengan intelegensi yang tidak berubah maka ia akan belajar lebih sedikit ketimbang seseorang yang percaya bahwa intelegensi dapat berkembang. Ini juga berlaku dalam organisasi, jika kita percaya hanya 10-20% karyawan yang dapat menjadi top performers, maka hanya karyawan tersebut yang mencapai performa superior. Sistem yang hebat kadang lebih penting dari orang yang hebat. Performa orang bergantung pada sumber daya, termasuk bantuan dari rekan kerja dan infrastruktur yang mendukung pekerjaan mereka. Pengaruh dari relasi dan hubungan tim bagi performa individu dan organiasi juga disorot dalam penelitian Eisenhardt dan Schoonhoven (1990). Penelitian ini menunjukkan bahwa perusahaan yang didirikan oleh orang yang tadinya bekerja bersama-sama memiliki kemungkinan lebih baik untuk survive dan sukses secara finansial.

Beyond the war – creative approaches for talent solution
Paradigma baru ‘talent solution’ mengalami perkembangan. Pertama, beberapa perusahaan menggunakan pendekatan baru dalam mencari sumber talent. Banyak perusahaan mendesain ulang sistem kepegawaian yang lebih memilih kewarganegaraan tertentu (negara asal perusahaan tsb) menjadi lebih terbuka. SAP yang lebih memilih orang Jerman berusaha menarik talent lokal terbaik di Amerika. Kedua, beberapa perusahaan menggunakan praktik baru dengan menekankan akuntabilitas personal bagi keragaman dalam perusahaan dan mempertimbangkan keragaman dalam penilaian kinerja dan kompensasi karyawan. Ernst and Young serta IBM menilai manajer mereka tentang sebaik apa mereka menjaga dan mengembangkan minoritas dan wanita. Ketiga, beberapa organisasi menerapkan praktik baru untuk menjaga karyawan yang bernilai tinggi. Deloitte melakukan “mass career costumization” di mana karyawan dibantu untuk menata karir mereka. Keempat, beberapa organisasi secara aktif mengembangkan kemitraan untuk mempengaruhi dan membangun generasi angkatan kerja baru. PricewaterhouseCoopers meluncurkan komunitas pendidikan Impact untuk membantu pelajar SMA Afrika-Amerika yang berprestasi untuk membantu rencana kuliah mereka dalam rangka memperluas pilihan pendidikan dan karir mereka.

Implications for research, teaching, and development
Pertama, ada beberapa faktor yang mengubah ketersediaan dan karakteristik dari talent yang tersedia saat ini dan di masa depan. Kedua, menemukan talent yang tepat, pada waktu dan tempat yang tepat tetap menjadi tantangan bagi organisasi, terutama pada resesi ekonomi. Ketiga, karena hanya 10-20% karyawan yang menjadi A-player, organisasi tidak dapat mengabaikan B-player mereka. Keempat, kekuatan dalam dan luar negeri akan terus mempengaruhi organisasi dengan meningkatnya tenaga kerja yang beragam serta tantangan untuk model pengelolaan karyawan dan pekerjaan tradisional. Kelima, organisasi tidak boleh melanjutkan untuk mendiskusikan “talent issues” dalam ruang vakum (tanpa mempertimbangkan konteks)

Conclusions
Perubahan yang cepat, kompleks, dan luas terus terjadi dan akan terus mempengaruhi tenaga kerja dan talent. Banyak respons terhadap “talent war” didorong oleh kelangkaan. Akan tetapi, muncul paradigma baru di mana ‘talent solution’ ialah kreatif. Pengusaha, praktisi, dan akademisi harus bergerak dari mentalitas kompetisi, menang/kalah “war for talent” ke pendekatan yang lebih kooperatif ‘talent solution’.

Referensi: Beechler, S. & I. C. Woodward (2009).”The Global ‘War for Talent’”. Journal of International Management. 15. 273-285.

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