direktorat Sumber daya Manusia dibentuk dengan tujuan untuk mempersiapkan sebuah organisasi perusahaan energi yang efektif, menyediakan tenaga kerja profesional di bidang perminyakan dan gas, serta menciptakan industrial peace dalam rangka mewujudkan Visi Perusahaan untuk menjadi Perusahaan Energi Nasional Kelas dunia.
Untuk mewujudkan tujuan tersebut, fungsi Human Resources (HR) pada tahun 2011 telah melaksanakan transformasi internal dengan mendefinisikan kembali peran, model interaksi antar peran, tata kelola, struktur organisasi, kapabilitas, kompetensi dan kapabilitas IT di dalam fungsi HR guna meningkatkan tingkat layanan dan kinerja HR. Untuk itu, telah dikembangkan Service Delivery Model yang mendefinisikan peran dan tanggung jawab semua komponen HR dalam upaya mencapai tujuan perusahaan. dalam Service Delivery Model ini, fungsi HR dibagi menjadi 3 bagian besar, yaitu Center of Expertise (CoE), Business Partner dan HR Operation.
Kepala SDM HR Leadership Kepala Kerja Business Leadership Pusat Tenaga Ahli Center of Expertise Pusat Operasi SDM Central HR Operations Pegawai Wilayah atau Anak Perusahaan Employee at Regions/ Subsidiaries Pegawai kantor Pusat Employee at Central Location Mitra Kerja Business Partners Operasi Lokal SDM Local HR Operations Kebutuhan Kerja Business Requirements Transaksi dan Kebutuhan SDM HR Transactions and Enquiries
Sentralisasi Kerja dan
Kebutuhan SDM
Centralized HR Transactions and
Enquiries
Lokalisasi kerja dan
Kebutuhan SDM Localized HR Transactions and Enquiries Solusi dan Kebijakan SDM Policies and HR Solutions Formula Strategi SDM Human Capital Strategy Formulation Arah Strategis Strategic directions
Untuk menjalankan peran sebagaimana tersebut di atas, pada tahun 2011 fungsi HR juga telah mendefinisikan proses bisnis yang baru sesuai dengan best practice, yang akan menggambarkan secara end to end dari setiap aktivitas yang dijalankan di direktorat SdM.
Proses Bisnis HR baru ini disebut PERTAHCLOM (Pertamina Human Capital Logical Operating Model), terdiri dari 57 buah proses bisnis:
1.0 Organization Management
1.1 Organization Management
1.2 Organization Change 1.3 Organization Architecture 1.4 Talent Architecture
1.1.1 Human Capital Strategy 1.2.1 Journey Management 1.3.1 Organization design 1.4.1 Culture / Core Values 1.1.2 HR Function Strategy 1.2.2 Change Management 1.3.2 HR Metric & Analysis 1.4.2 Talent definitions 1.1.3 Organization Strategy 1.3.3 HR Governance 1.4.3 Competency Framework
1.1.4 Change Strategy 1.4.5 Employee Value Proposition
2.0 Organization Change
2.1 Discovery 2.2 Deployment 2.3 Performance Management 2.4 Development 2.5 Rewards
2.1.1 Talent Sourcing 2.2.1 Workforce Planning 2.3.1 Competency Management 2.4.1 Leadership development 2.5.1 Compensation 2.1.2 Recruitment 2.2.2 Career Path 2.3.2 Objective Setting 2.4.2 Learning 2.5.2 Benefits 2.1.3 Transfer 2.2.3 Succession Planning 2.3.3 Performance Appraisal 2.5.3 Pensions
2.1.4 Contingent Staffing 2.2.4 Workforce Scheduling 2.5.4 Recognition
3.0 Organization Architecture
3.1 Employee Services 3.2 Payroll & Administration
3.1.1 Employee Communication 3.1.5 Leave Management 3.2.1 Employee data 3.2.5 Payroll 3.1.2 Employee Relation 3.1.6 Absenteeism Management 3.2.2 Learning Administration 3.2.6 Time Management 3.1.3 discipline and Grievance 3.1.7 Health Management 3.2.3 Compensation Admin
3.1.4 Mobility Services 3.1.8 Exit Management 3.2.4 Benefits Administration 3.1.9 Travel Management
4.0 Talent Architecture
4.1 Customer Services 4.2 Services Management 4.3 HR IT
4.1.1 Contact / Inquiry 4.2.1 Service Management 4.3.1 HR Report & Analytic Services 4.1.2 Contact Center
Management
4.2.2 Account Management 4.3.2 HR IT Application 4.2.3 HR Compliance
4.2.4 Quality Assurance 4.2.5 HR Budget Management Selain melaksanakan pembagian peran dalam Service Delivery Model tersebut, pada tahun 2011 fungsi HR juga telah melaksanakan inisiatif-inisiatif strategis yang berfokus pada peningkatan kapabilitas internal fungsi HR dan pekerja serta talent management. Inisiatif strategis tersebut adalah sebagai berikut:
In addition to implementing the division of roles in the Service delivery Model, in 2011 the HRfunction also implemented various strategic initiatives focusing on improving the HR internal function and employees’ internal capabilities as well as talent management. The strategic initiatives are as follows:
Service Delivery Model Strategy
SDM 1 - Centre of Expertise
SDM 2- HR Business Partner
SDM 3 - HR Operation
CAP 1 - Talent Segmentation CAP 2 - Competency Management CAP 3 - Enhanced Workforce Planning CAP 4 - Succession Planning
CAP 10 - E-Learning Content Development and Implementation
Initiatives Deliverables
• New HR Business Process
• New HR Interaction Model and Revised Organization Structure • Capability Building for New Roles and Processes
• HR Service Delivery in 2012 using New Roles • Prioritized HR Services
• Talent Segementation Design completed
• Technical Competency for All Directorate has been completed
• Succession planning & coaching : 272 critical positition identified and succession plan reviewed • Enhanced workforce planning : Key workforce segments identified
• E-Learning contents developed and Implemented for certain courses
• Quick Win MPP Refinery : Man Power Planning analysis completed • Qick Win MPP West Madura : Man Power Planning analysis completed
• Data Clean-up : Data Clean-Up for All Employee • IT Requirement : IT Requirements for 23 key Processes
QWN 1 - Quick Win MPP Refinery QWN 2 - Quick Win MPP West Madura
ITM 1 - Data Clean-up & Management ITM 2 - IT Requirement Gathering
a. Perencanaan SDM
Perkembangan dan pertumbuhan Perseroan perlu didukung oleh tenaga kerja yang memiliki potensi dan kompetensi dalam bidangnya sesuai dengan kegiatan bisnis dan perkembangan teknologi di Perseroan. Tenaga kerja tersebut diharapkan mampu memenuhi persyaratan dan kualifikasi yang ditentukan dan mampu melaksanakan peran sesuai jabatannya serta tugas berdasarkan tanggung jawab yang diembannya.
Untuk melakukan identifikasi dan menentukan dengan tepat kebutuhan tenaga kerja (aspect demand) di Perseroan, perlu dilakukan perencanaan tenaga kerja
SUMBER DAYA MANUSIA
HUMAN RESOURCES
a. Manpower Planning
The Company’s growth and development should be supported by a workforce that has the potential and competence in its field in accordance with the business activities and technological advances in the Company. The workforce is expected to meet the set requirements and qualifications and able to perform its role according to positions and duties based on the responsibilities it aspire.
To identify and determine the labor requirements accurately (demand aspect) in the Company, accurate manpower planning must be done by considering the availability of
(manpower planning) yang akurat dan tepat dengan mempertimbangkan ketersediaan tenaga kerja (aspect supply), baik di dalam Perseroan pada saat ini maupun di luar atau pasar tenaga kerja. Perencanaan tenaga kerja dapat menjadi petunjuk tentang masa depan perusahaan karena menggambarkan proyeksi kebutuhan tenaga kerja, baik jangka pendek dan jangka panjang sesuai dengan kegiatan bisnis perusahaan, meliputi antara lain jumlah, sumber tenaga kerja, waktu yang dibutuhkan, serta jenis pelatihan dan pengembangan yang harus dimiliki oleh tenaga kerja.
Perencanaan kebutuhan Sumber daya Manusia dilaksanakan sesuai dengan Rencana Jangka Panjang Perusahaan (RJPP) dan dengan memperhatikan faktor-faktor yang mempengaruhinya. Faktor-faktor-faktor tersebut antara lain:
• Faktor Internal, seperti pengembangan/pengurangan kegiatan usaha, kegiatan bisnis baru, anggaran/biaya dan organisasi perusahaan.
• Faktor eksternal, seperti perkembangan teknologi, kebijakan pemerintah, kondisi ekonomi, sosial, politik, hukum dan persaingan.
• Faktor ketenagakerjaan
• Faktor lainnya yang mendukung, seperti demografi (kependudukan), lokasi, dan waktu yang tersedia. Kebutuhan pekerja dibagi menjadi dua bagian besar, yaitu untuk pekerja baru fresh graduated yang kemudian akan mengikuti program pendidikan serta pemagangan (on the job training) sebelum diangkat menjadi pekerja, serta pekerja berpengalaman untuk bidang-bidang yang memerlukan keahlian khusus dan tidak dapat segera dipenuhi dengan tenaga kerja fresh graduated.
Tenaga kerja fresh graduated terbagi menjadi 2 bagian yang didasarkan pada tingkatan pendidikan. Para lulusan S1 maka akan disalurkan ke dalam program Bimbingan Profesi Sarjana (BPS), yang merupakan program management trainee seperti di perusahaan lainnya. Sedangkan untuk kebutuhan keteknikan dan keahlian khusus, misalnya teknisi di lokasi kilang, tenaga kesekretariatan, serta tenaga lainnya, diperoleh melalui program Bimbingan Praktis Ahli (BPA) dengan intake dari lulusan diploma III.
labor (supply aspect), both within the company and in the labor market. This planning can be used as an indication of the Company’s future because it describes the projection of labor needs, both in short and long term in accordance with the Company’s business activities, including among others the amount, source of labor, required time, and the types of training and development which the workers must possess.
Manpower planning is carried out in accordance with the Company’s Long Term Plan (RJPP) and by taking into account a number of influencing factors. These factors include:
• Internal Factor, such as the development/ reduction of
business activities, new business activities, cost/ budget and Corporate organizations.
• External Factor, such as technological advances,
government policies, condition of the economy, social, politics, legals, and competitions.
• Labor factor
• Other supporting factors, such as the demography
(population), location, and available time.
Workers’ needs is divided into two major parts, namely fresh graduates for new workers who will then attend educational programs and internships ((on the job training) before being appointed as an employee, as well as experienced workers for areas that requires special expertise and can not be immediately met by the fresh graduates workforce.
The fresh graduates workforce are divided into two parts based on the level of education. S1 graduates will be channeled to Fresh Graduate Pre Employment Program for Bachelor degree (Bimbingan Profesi Sarjana or BPS), which is a management trainee program as in other companies. As for technical needs and special expertise, such as engineers at the refinery site, secretarial staffs, and other workers, obtained through Pre-Employment Program for Practical Skill (Bimbingan Praktis Ahli or BPA) acquired from diploma III graduates.
The following is the plan for the Company’s new human resource needs for 2011
b. Recruitment
during 2011, recruitment of personnel from the external labor market is as follows: