Competition in mining industries is stringent. Curent demographics worldwide indicate an ever increasing deficit in talent within mining sector and more generally in the resources sector. HRM should anticipate this condition and prepare some strategic planning to handle this issue properly.

To remain competitive in mining industry, Inco should keep improve to identify and develop its own talent to fill roles at all levels. In order to achieve this, Inco is implementing Talent Pool Management. This method will beneficial to succession planning which is put the right people, at the right time, at the right place.

Based on Ellio Jaques theory: Bureaucracy and Requisite Organization, HR Department in PT. Inco will perform talent pool assessment which is dividing the employee in several stratum, each stratum has its own requirement or prerequisite, each employee than are scored based on his current actual capability (CAC) whether it is below, within, or above the requirement of that roles. All employees will be assessed also regarding their current potential capability (CPC). The report will be used in succession planning, since we know which the outstanding employee in each stratum is.

Talent Pool Development is consisting of several business processes. One process that we will focused on this GFP is Manager Once Removed (MoR) feedback. We will examine how is MoR feedback doing? How effective is the process itself? How are the MoR feels regarding this process from their point of view?

Methodology that we used are :

1. Data collection : Make an interview with all MoR if possible, or using questionnaire, filled by all MoR

2. Data analysis : Gathering, selecting, structuring, and interpreting the data or information from interview or questionnaire





Research Location : PT. Inco

Supervisor : Osriman Oesman

Accepted : October 9, 2008



Confidential until October 9, 2013