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"Skripsi ini membahas mengenai strategi retensi talenta di PT Garuda Indonesia Persero Tbk. Penelitian ini bertujuan untuk memberikan gambaran serta analisis tentang strategi retensi talenta yang dilakukan oleh PT Garuda Indonesia Persero Tbk. Penelitian ini merupakan penelitian kualitatif dengan metode eksploratif. Pengumpulan data dilakukan melalui wawancara mendalam dengan narasumber yang merupakan karyawan PT Garuda Indonesia Persero Tbk di Jakarta. Penelitian ini menunjukkan bahwa talent merupakan orang yang diproyeksikan sebagai future leaders dan Garuda Indonesia menggunakan Total Rewards Strategy untuk mempertahankan talentnya. Strategi Total Rewards ini terdiri dari Kompensasi, Benefit and Perquisite, Lingkungan Kerja, dan Pengembangan Manusia.

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The focus of this research is talent retention strategy at PT Garuda Indonesia Persero Tbk. The purpose of this research is to describe and also analyze the talent retention strategy that applied in PT Garuda Indonesia Persero Tbk. This study is a qualitative research with exploratory method. Data were collected through in depth interviews with employees who work for PT Garuda Indonesia Persero Tbk. The result showed that talent is someone who is projected to be future leader of the company and Garuda Indonesia uses Total Rewards Strategy to retain its talent. The Total Rewards Strategy contains Compensation, Benefit and Perquisite, Working Environment, and People Development."

"ABSTRAKPerkembangan teknologi yang semakin pesat membuat intangible assets menjadi komponen penting bagi organisasi. Intangible assets tersebut diciptakan oleh karyawan bertalenta yang perlu dirangkul, dikembangkan dan dipertahankan oleh organisasi (Schoemaker & Jonker, 2005). Sita & Raut (2014) mengatakan bahwa pengelolaan talent adalah implementasi dari strategi yang terintegrasi yaitu akuisisi, pengembangan dan retensi talent.PT. XYZ adalah perusahaan FMCG multinasional di Indonesia yang telah melakukan talent management sejak tahun 2012. Berdasarkan data talent voluntary turnover tahun 2012 ? 2015 ditemukan kecenderungan peningkatan voluntary turnover talent tahun 2012 ? 2015 berturut-turut mulai dari 0%, 7%, 6% hingga 18%; sementara non talent voluntary turnover cenderung turun. Selain itu, opportunity loss karena talent voluntary turnover tahun 2015 diperkirakan sebesar Rp 490,415,062.50. Hal ini menjadi indikasi bahwa proses talent management belum berjalan optimal dan komitmen dalam implementasi talent management masih rendah.Penelitian ini bertujuan untuk mengidentifikasi dan menganalisis permasalahan dalam proses penerapan talent management system di PT. XYZ yang meliputi gambaran analisis akuisisi, pengembangan dan retensi talent; komitmen dan peran dari top management dan human resources business partner serta respon dan reaksi dari talent terkait penerapan talent management system di PT. XYZ. Penelitian ini melibatkan top management, HRBP dan talent sebagai informan.Hasil penelitian menunjukkan bahwa penerapan talent management di PT. XYZ belum terintegrasi antara akuisisi, pengembangan dan retensi karena infrastruktur yang belum lengkap dan komitmen yang rendah dalam pelaksanaannya. Dengan demikian, peneliti merekomendasikan beberapa program nyata seperti competency talent acquisition, program pengembangan, menu retensi, dan lain-lain yang dapat digunakan oleh top management, HRBP dan talent.

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ABSTRACTThe rapidly technology development make the intangible assets as the important component for the organization. Intangible assets is created by talented employees that need to be acquired, developed and retained in the organization (Schoemaker, Jonker, 2005). Sita & Raut (2014) said that talent management is the implementation of integrated strategy consist of talent acquisition, talent development dan talent retention.PT. XYZ is a FMCG multinational company in Indonesia that has been conducted talent management from 2012. Based on talent voluntary turnover data from 2012 to 2015, researcher found the increasing trend of talent voluntary turnover from 2012 ? 2015, it is 0%, 7%, 6% s/d 18% while non talent voluntary turnover declined. Furthermore, the opportunity loss due to talent voluntary turnover on 2015 is predicted as Rp 490,415,062.50. This phenomenon indicated talent management process has not yet running well and commitment in implementation is low.This research is aimed to identify and analysis the problems in implementing talent management system at PT. XYZ consist of the analysis of talent acquisition, development and retention; commitment and role of top management and human resources business partner; response and reaction of talent regarding talent management system implementation at PT. XYZ. This research involved top management, HRBP and talent as informants.The research result showed that talent management implementation at PT. XYZ has not yet integrated between talent acquisitions, development and retention due to the infrastructures are not complete and the commitment is low in the implementation. Therefore, researcher recommended some concrete programs such as competency talent acquisition, development program, retention menu, etc. will be used by top management, HRBP and talent."

"CONTENTS :- A NOTE FROM OUR SPONSOR - EXECUTIVE SUMMARY - INTRODUCTION: INTEGRATING TALENT MANAGEMENT EFFECTIVELY - SECTION I: THE ELEMENTS OF TALENT MANAGEMENT - SECTION II: MODELS OF INTEGRATION - SECTION III: LEARNING: CORE CONTRIBUTOR TALENT MANAGEMENT - SECTION IV: HOW COMPANIES INTEGRATE COMPONENTS OF TALENT MANAGEMENT - SECTION V: THE CHALLENGES TO INTEGRATING TALENT MANAGEMENT - SECTION VI: MEASURING TALENT MANAGEMENT EFFORTS - SECTION VII: LISTENING TO HIGH PERFORMERS - CONCLUSION - REFERENCES - ABOUT THE AUTHORS AND CONTRIBUTORS - APPENDIX: INTEGRATED TALENT MANAGEMENT SURVEY OVERVIEW "

"Program Magang ini bertujuan untuk mempelajari dan memahami proses Talent Acquisition pada PT Pfizer Indonesia, serta perbandingannya dengan Staffing Organizations Model dari Herbert G. Heneman. Dalam program magang ini ditemukan bahwa pada praktiknya saat ini kebutuhan akan sumber daya manusia yang handal dan kompeten sangat dibutuhkan organisasi untuk mendapatkan Competitive Advantage dalam industrinya. Oleh sebab itu Pfizer Inc.sebagai salah satu perusahaan multinasional farmasi terbesar di dunia membuat sebuah unit khusus yang bertugas untuk mengidentifikasi dan menarik sumber daya manusia yang kompeten dan mampu beradaptasi secara cepat dengan lingkungan bisnis yang terus berubah. Sumber daya manusia ini sering disebut dengan istilah Talent. Unit khusus yang dibuat oleh Pfizer Inc. dinamakan Talent Acquisition. Selama program magang dilakukan penulis ditempatkan di areaTalent AcquisitionPT Pfizer Indonesia, dan banyak melakukan proses General Recruitmentuntuk berbagai macam posisi yang terdiri dari tahap : Preposting/posting, Sourcing, Selection, Offer development, dan Offer Management. Berdasarkan Staffing Organizations Model dari Herbert G. Heneman terdapat 2 aktifitas utama dalam proses General Recruitmentyaitu : Support Activities dan Core Staffing Activities. Langkah ? langkah yang ada pada Support Activities dan Core Staffing Activities sebagian besar terdapat pula pada proses General Recruitment yang dilakukan oleh PT Pfizer Indonesia. Sehingga pada akhir program magang dapat disimpulkan proses Talent Acquisition pada PT Pfizer Indonesia sejalan dengan Staffing Organizations Model dari Herbert G. Heneman. Namun terdapat beberapa penambahan bagi PT Pfizer Indonesia agar hasil dari proses General Recruitment semakin efektif dan efisien yaitu untuk membuat sebuah Recruitment Guide sehingga Hiring Manager mempunyai panduan dalam proses Recruitment tersebut dan perlu adanya sosialisasi terkait dengan system yang kompleks yang digunakan oleh Talent Acquisition kepada pihak yang terkait selama proses General Recruitment berlangsung.

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This internship program aims to study and learn about Talent Acquisition Process in PT Pfizer Indonesia and compare with Staffing Organizations Model from Herbert G. Heneman. In this program it was found that the needs of good and competent human resource needed by the organization to gain competitive advantages in the industry. Pfizer inc. as one of the biggest multinational pharmacy company in the world have special unit which have a duty to identify and attract a competent person who can easily adapt with the changing business environment. This person is often called Talent, and the special unit from Pfizer Inc. named Talent Acquisition.

In this internship program the writer is placed at PT Pfizer Indonesia in Talent Acquisition area and often doing General Recruitment Process for many positions. The Process is divided by 5 steps: Pre-posting/posting, Sourcing, Selection, Offer development, and Offer Management. Staffing Organizations Model from Herbert G. Heneman explained that in recruitment process there are 2 main activities, the activities are : Support Activities and Core Staffing Activities. The steps in both Support Activities and Core Staffing Activities mostly found also in PT Pfizer Indonesia?s General Recruitment Process.

So at the end of the internship program, it can conclude that Talent Acquisition Processin PT Pfizer Indonesia is mostly same with Staffing Organizations Model from Herbert G. Heneman. But there are a few suggestions to PT Pfizer Indonesia in order to make the recruitment process more effective and efficient. The first is to make a Recruitment Guide for the hiring manager and the company must makes a socialization program about the systems which used by Talent Acquisition to the stakeholders in General Recruitment Process"