MedcoEnergi's integrated talent development approach

Leadership development is one of MedcoEnergi's greatest long-term HR challenges. How does it build a steady talent pipeline?

One of HRM Magazine's cornerstones, the monthly HR Insider spread is an in-depth feature exploring the people management teams of some of the region's most prolific organisations.

This month's HR Insider also looks at the oil and gas company's cost-efficient business model

Indonesian oil and gas giant Medcoenergi Internasional is continuously building its workforce skills and competencies through an integrated development programme that covers all staff, regardless of level or position.

Amri Siahaan, Chief Human Capital and Business Support Officer, says there are four key parts to it:

  • Sourcing fresh graduate talents from reputable local universities in Indonesia
  • Attracting and retaining these talents by offering individually-targeted development opportunities, and competitive remuneration against leading companies in the global market.
  • Exposing talents early and often, through structured graduate development programmes, in-class training, and on-the-job assignments. These are then further supplemented by a coaching regime.
  • Closely monitoring further development needs at the individual level, and identifying action plans to close the gaps.

In fact, asked what is the company’s greatest HR challenge over the long-term, Siahaan also quickly identifies leadership development and succession planning. With such a broad range of activities spread across numerous projects and units across the world, and its commitment to building skills from within, MedcoEnergi is constantly looking out for the next generations of talent for every level of seniority.

Siahaan says his team has developed a structured, disciplined approach to identify, develop, and succeed leaders systematically throughout the organisation.

Potential successors to critical positions are grouped based on their individual readiness to take over: they are considered “Ready Now”, “Ready in the next two years”, or “Ready in the next three to four years”. A separate grouping is made for “Bench Strength” with high potential talents that have not yet been connected to a specific role.

Each potential successor is given a unique development plan – crafted around the 10:20:70 model – and monitored on their progress. Siahaan says they are each given structured in-class leadership training, coaching, and exposure to specific assignments and projects that will help them to progressively expand their skill sets.


One of HRM Magazine's cornerstones, the monthly HR Insider spread is an in-depth feature exploring the people management teams of some of the region's most prolific organisations. 

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