TALENT MANAGEMENT STRATEGY FOR SUCCESSION PLANNING AT PT K INDONESIA

Objective: PT K, a leading company in the FMCG industry in Indonesia, faces significant risks due to its over-reliance on key leaders with specialized knowledge and skills, heightening organizational risk if these leaders depart unexpectedly. This dependency jeopardizes operational continuity due to inadequate internal regeneration and a low succession ratio over the past two years. Addressing these critical issues, this study aims to review and refine the talent management strategies of PT K in line with business goals and needs related to leader succession planning. Theoretical Framework: In this topic, the main concept and theoriy that underpin the research is integrated talent management model developed by Silzer and Dowell (2010). Method: The study carried out was applied research. The study utilizes primary data from interviews with the President Director, Head of Division Human Capital & General Affairs, and Head of People Development & Learning Center of PT K, alongside secondary data from internal documents. Interviews were conducted to find out business strategy direction, as well as PT K's talent management policies and needs. Apart from that, it was also to find out current talent management practices and the need for improvement. Meanwhile, the documents studied are documents about Long-Term Development Program at PT K for period of 2020 – 2025, which is used to determine PT K's HR management directions and policies. Results and Discussion: Based on the results of interviews and document studies, it was obtained: (1) talent management directions and policies according to business targets and strategies, as well as (2) findings of gaps in the four main activities of talent management practices at PT K. Based on these two things, a map, targets and actions to improve PT K's talent management strategy for the 2024-2026 period were determined. Research Implications: The study's implications suggest that addressing these gaps will enhance leadership continuity and organizational resilience, offering a model applicable to similar companies in the FMCG sector and providing valuable insights for both academic research and professional practice. Originality/Value: This is the first study related to talent management to be carried out empirically at PT K, which is one of the leaders in the FMCG industry in Indonesia. It is hoped that research findings and results will provide valuable input regarding current practices that will enrich the body of knowledge related to talent and HR management.