HR Consulting

iSDM Consulting provides strategic tool for our client to define and create solution something that need to be developed in their organization. We propose a valid and reliable methodology to achieve client’s purpose.

A well defined Competency Architecture enables a Company achieve its strategic goals, create higher job satisfaction and reduce employee turnover. It is the tool every organization needs as a common denominator to create Human Capital initiatives that are objective, transparent, well defined and consistently applied. 

Research done on the value of talent management consistently uncovers benefits in these critical economic areas: revenue, customer satisfaction, quality, productivity, cost, cycle time, and market capitalization. The mindset of this more personal human resources approach seeks not only to hire the most qualified and valuable employees but also to put an added-value to internal man power through careful career planning and talent development .

Strategic Succession Management of the Human Resources of an organization requires management to identify risk of losing a valuable personnel on critical position. Succession Management deals with those risks to ensure the continual operation of your business, to develop and retain talent pool and to plan for tomorrow.

Key Performance Indicators enable an organization to define and measure progress toward its strategic goals. Key Performance Indicators are quantifiable measurements that reflect the Critical Success Factors of an organization.

OKRs goal-setting process are incredibly powerful given the roster of companies that use them: Intel, Adobe, Google, Linkedin and Netflix. These organizations are enjoying benefits of OKRs in transforming their organization to be most successfull commercial organization in the world through better focus, align multiple goals internally, enhance commitment and dedication of their talent, tracking their journey, dare to create ambitious and stretching goals.

iSDM Consulting will work with you to identify and develop the appropriate Performance Management and measurement system that will unite the Company’s Vision, Mission, Values and Strategic plan with the employee’s abilities and career aspirations.

Job analysis provide information to organizations which helps to determine which employees are best fit for specific jobs. Through job analysis, the analyst needs to understand what the important tasks of the job are, how they are carried out, and the necessary human qualities needed to complete the job successfully.

With workload analysis, we can predict and plan future work and skills requirements based upon historical data. Once a workload baseline has been established using past performance adjustments are made for expected changes in demand or other factors which impact the project scope.

Data and technology are at the very forefront of digital transformation in every business process. As many organizations transform key processes and incorporate data and technology into their workforce practices, we see many new opportunities driving the use of employee data to better understand, better decison and better innitiative on workforce management.

Management needs the opinions of the work force to identify areas for improvement and conducting a survey provides management with the insight necessary to tweak the organization’s health towards improved productivity and employee engagement.

HR Workshop

As an HR professionals, we know the feeling of being pulled in many different directions while manage other staff. We a training and workshop that will help your HR people tackle these problems head on and build on the strengths they already have: your strong HR skills.

  • Scope of Job Analysis, Evaluation and Grading
  • Stages and Methodology of Task Analysis
  • Stages and Methodology of Job Information Mapping
  • Principles of Job Description Writing
  • Principles of Job Specification Writing
  • Stages and Methodology for Defining Compensable Factor
  • Stages and Methodology of Job Weighting and Scoring
  • Principles of Position Structure
  • Principles of Job Classification/Grading
  • Simulation and use of strategic tools in Job Analysis, Evaluation and Grading
  • Scope of Training Need Analysis, Design and Evaluation
  • Principles of Training Need Analysis, Design and Evaluation
  • Important factors in Training Need Analysis, Design and Evaluation
  • Data sources of Training Need Analysis
  • Methodology Variations of Training Need Analysis, Design and Evaluation
  • Stages of Training Need Analysis, Design and Evaluation
  • Simulation and use of strategic tools in Training Need Analysis, Design and Evaluation
  • Scope of Workload Analysis and Man Power Planning
  • Stages and Methodology of Business Process Analysis
  • Stages and Methodology of Role and Position Mapping
  • Methodology Variations of Workload Analysis
  • Principles of Standard Performance, Workload and Effective Working Time
  • Working on Calculating Full Time Equivalent
  • Principles of Degree of Over/Under Load and Follow Up
  • Context and Relations of Man Power Planning with other Corporate Planning
  • Principles and Procedure of Man Power Planning
  • Simulation and use of strategic tools in Workload Analysis and Man Power Planning
  • Scope of Talent and Succession Management
  • Principles of Talent and Succession Management
  • Stages and Methodology of Competency Assessment
  • Stages and Methodology of Human Asset Value (HAV) Mapping
  • Stages and Methodology of Replacement Charting
  • Principles of Carer Path Mapping
  • Stages and Methodology of Talent Career Planning
  • Principles of Talent Development
  • Stages and Methodology of Talent Development Planning
  • Tactics and Strategy of Talent Retention
  • Simulation and use of strategic tools in Talent and Succession Management
  • Scope of Key Performance Indicator
  • Context of KPI and Performance Management Framework
  • Principles of Key Result Area (KRA)
  • Principles of Objectives
  • Principles of Performance Indicator and Measurement
  • Determinant Factors of Key Performance Indicator
  • Stages and Methodology of KPI Cascading
  • Stages and Methodology of KPI Weighting and Scoring
  • Simulation and use of strategic tools in KPI
  • Scope of Objective and Key Results (OKRs)
  • Context and History of OKRs
  • Differences Between OKRs vs KPI, OGSM, 4DX, BSC
  • Implementation Level of OKRs
  • Stages of OKRs Implementation
  • Principles of Creating “Objectives”
  • Principles of Creating “Key Results”
  • Metric Types of OKRs
  • Stages and Methodology of OKRs Weighting and Scoring
  • Methodology of OKRs Review and Monitor
  • Creating OKRs Dashboard
  • Simulation and use of strategic tools in KPI
  • Scope of Training Delivery
  • Principle of Adult Learning and Accelerated Learning
  • Methodology and Tools in Training Delivery
  • Context and Importance of Energizer
  • Implement Stages of Storytelling in Training
  • Types of Training Delivery Style
  • Techniques of Positioning in the Classroom
  • Techniques for Delivering Learning Content
  • Techniques for Responding To Participants
  • Techniques to Facilitate Discussion
  • Techniques to Maintain Training Rythm and Tension
  • Techniques and Importance for Questioning
  • Techniques for Dealing with Difficult Participants
  • Technique of Summarizing Training Material
  • Techniques to Make Participants Absorb Optimally
  • Scope of Behavioral Event Interview (BEI)
  • Principle of BEI
  • Methodology and Stages of BEI
  • STAR (Situation,Task, Action, Result) Techniques in BEI
  • Techniques for Communication during Interview
  • Techniques of Questioning
  • Techniques of Probing
  • Techniques to Listen
  • Techniques to Observe
  • Tools, Strategy and Techniques in Recording
  • Tips for Be a Better BEI Interviewer
  • Scope of HRM for Non HR Positions
  • Context and Cycle of HRM for Non HR Positions
  • Every Manager is HR Manager
  • Leaders and Managers as Agent of Change
  • Leaders and Managers as Productivity Enabler/li>
  • Leaders and Managers as Mentor and Coach
  • Leaders and Managers as HR Strategic Partner
  • KPIs of Leaders and Managers in Employee Recruitment
  • KPIs of Leaders and Managers in Employee Boarding
  • KPIs of Leaders and Managers in Employee Development
  • KPIs of Leaders and Managers in Industrial Relations
  • KPIs of Leaders and Managers in Reward and Compensation
  • Simulation and use of HR strategic tools for Non HR Leaders


Soft skills development is needed to successfully take charge of your talent in today’s business world. This training program will teach them how to stop dictate and start engage; and, as a result, make them a vital part to your organization’s future.

  • Scope of Problem and Decision Analysis
  • Stages of Situation Appraisal
  • Context of Problem
  • Methodology and Stages of Problem Analysis
  • Problem Root Cause Mapping
  • Prediction of Most Possible Root Cause
  • Verification of Most Possible Root Cause
  • Context of Decision
  • Methodology and Stages of Decision Analysis
  • Methodology and Stages of Decision Analysis
  • Creativity in Developing Alternative solutions
  • Develop Decision Criterion and Priority
  • Anticipate the Consequences of Choice
  • Simulation on Problem and Decision Analysis
  • Scope of Negotiation
  • Principles of Negotiation
  • Benefit and Context of Goals in Negotiation
  • Context of Zone of Possible Agreement (ZOPA)
  • Context of Best Alternative to a Negotiated Agreement (BATNA)
  • Stages and Methodology of Negotiation
  • Estimate ZOPA and BATNA
  • Analyze Elements of ZOPA and BATNA
  • Validate ZOPA and BATNA
  • Structure Joint Values for Deals
  • Creating Multiple Equal Offers Presentation
  • Divide Joint Values
  • Negotiation Tactics
  • Overcoming Obstacles in Negotiations
  • Simulation on Negotiation through Serious Games
  • Scope of Coaching
  • Necessary Skills for Coaching
  • Methodology of Coaching
  • Process of F*GROW Coaching Model
  • Types and Tactics of Feedback
  • Context of Goal Setting
  • Principles of Goal Setting
  • Questions Asked during Goal Setting
  • Context of Reality Checking
  • Principles of Reality Checking
  • Questions Asked during Reality Checking
  • Context of Develop Options and Anticipate Obstacle
  • Principles of Develop Options and Anticipate Obstacle
  • Questions Asked during Develop Options and Anticipate Obstacle
  • Context of Way Forward Phase
  • Principles of Way Forward Phase
  • Questions Asked during Way Forward Phase
  • Follow Up after Coaching
  • Simulation on Coaching through Serious Games
  • Context of Situational Leadership
  • Situational Leadership: Fred Fiedler Model
  • Situational Leadership Orientation
  • Situational Variables Mapping
  • Context of Leader-Member Relations
  • Context of Leader’s Task Structure
  • Context of Leader’s Position Power
  • Strategy in Each Combination of Variables
  • Situational Leadership: Ken Blanchard Model
  • Measuring the Level of Readiness of Subordinates
  • Situational Leadership Style
  • Context of Coaching and Directing
  • Context Delegating and Supporting
  • Measuring Groups and Gaining Understanding of Groups
  • Build Interaction Styles for Each Stage
  • Simulation on Situational Leadership through Serious Games
  • Scope of Conflict Management
  • Principles of Conflict Management
  • Common Ways of Dealing with Conflicts
  • Conflict Management Styles
  • Factors Affecting Conflict
  • Conflict Behavior Matrix with Level Conditions
  • Conflict Behavior Matrix with Process of Goal Setting
  • Methodology and Stages of Conflict Management
  • Conflict Resolution As a Conflict Parties
  • Conflict Resolution As a Mediator
  • Conflict Resolution As an Observer
  • Simulation on Conflict Management through Serious Games
  • Scope of Team Development
  • Principles of Team Development
  • Four Team Player Types
  • Element of Team Development
  • Stages of Team Development
  • Context of Forming Stage
  • Context of Storming Stage
  • Context of Norming Stage
  • Context of Performing Stage
  • Context of Adjourning Stage
  • Team Development As a Leader
  • Team Development As a Member
  • Five Behaviors of Cohesive Team
  • Simulation on Team Development through Serious Games
  • Scope of Business Presentation
  • Principles of Business Presentation
  • Techniques and Methodology of Business Presentation
  • Principles of Storytelling
  • Storytelling Techniques
  • Type of Storytelling
  • The Stagecraft of Storytelling
  • Context of Plot in Presentation
  • Context of Character in Presentation
  • Context of Arc in Presentation
  • Context of Point of View in Presentation
  • Context of Setting in Presentation
  • Context of Theme in Presentation
  • Integrating Storytelling into Presentation
  • Scope of Organizational Communication
  • Scope of Organizational Persuasion
  • Scope of Organizational Savvy
  • Stages of Organizational Savvy
  • Mapping the Influence Territory
  • Charting a Communication and Persuasion Strategy
  • Ethical and Systematic Way to Influence Team and Organization
  • Building Communication Momentum
  • Customizing Attempts at Persuasion
  • Handling Obstacle in Communication
  • Handling Obstacle in Persuasion
  • Countering Unethical Influence and Persuasion
  • Questioning and Critical Thinking
  • Magic of Questioning
  • Scope of Strategic Questioning Skill
  • Principle of Strategic Questioning Skill
  • Type of Questioning
  • Context of 5W+1H
  • The Strategic Questioning Process
  • Context of Focus Questions
  • Context of Observation Questions
  • Context of Analysis Questions
  • Context of Feeling Questions
  • Context of Visioning Questions
  • Context of Change Questions
  • Context of Consideration Questions
  • Context of Obstacle Questions
  • Context of Support Questions
  • Context of Action Questions
  • Application of Questioning Skill in Life and Job
Team Cohesion Building (CGB) is an assessment-based and facilitated learning experience that helps individuals and teams reveal what it takes to build a truly cohesive and effective team in the most approachable, competent, and effective way possible. Registration


An Employee Assessment mitigates your risks in recruitment, team building and employee placement and promotion while maximizing your organizational effectiveness.

Assessment center is a technique used in the selection of candidates for a job in an organization. It is most often used to help determine which employees have the potential to be promoted into management positions.

Psychological Testing and Assessment is a comprehensive administration of psychological tests. A psychological test is “an objective and standardized measure of a sample of behavior”. Psychological Assessment is one resources to select job applicants or employees and provide career development counseling or training.

Of all of the Assessment Tools that available in the marketplace for assessing attitudes, motivations and behavioral skills, the one that most consistently achieves high predictive accuracy for productivity while also being simple to predict integrity or consistency level of candidates is Suitability Assessment.

Call Us

+62 21 8493 0463


+62 838 0420 3705

Translate »