Human Resources Development

Workforce Planning

Workforce Planning (Perencanaan SDM) secara terintegrasi disusun agar mampu memberikan dukungan yang dibutuhkan sesuai dengan arah strategis Perseroan. Perencanaan SDM tersebut menjadi dasar bagi perencanaan rekrutmen, pengembangan pegawai dan juga rencana suksesi pegawai guna menjamin kesinambungan ketersediaan sumber daya manusia yang dapat mendukung kinerja BNI di masa datang. Pada tahun 2010, perencanaan SDM juga berhasil mengidentifikasi kapabilitas yang dibutuhkan dan perlu dikembangkan secara sistematis. Kapabilitas ini dikenal sebagai The New Cluster of Expertise.

Rekrutmen

Selama tahun 2010 berbagai inisiatif untuk

memperbaiki sistem, metode dan efektivitas jaringan rekrutmen yang ada terus diimplementasikan. Beberapa terobosan baru yang dilakukan diantaranya adalah (rekrutmen

Workforce Planning

A Workforce Planning has been set up to provide optimal support that is integrated in the Bank’s strategic planning, This workforce planning has become the basis for recruitment as well as succession plan to ensure the continuity of the availability of human resources which will support the bank’s performance in the future. In 2010, the workforce planning has been able to identify the capability required and need to be developed systematically. This capability is known as the New Cluster of Expertise.

Recruitment

Throughout the year 2010, several initiatives were carried out in improving the system, method, as well as the effectiveness of existing recruitment channels. The bank designed new recruiting channel initiatives, such as Employee Referral Program (recruitment Financial Review Business Review Corporate Social Responsibility Good Corporate Governance Functional Review Corporate Data

Sumber Daya Manusia

Human Resources

di Indonesia). Pada tahun 2010, BNI telah berhasil memenuhi target kebutuhan SDM hingga 93% dari target. Maka di akhir tahun, BNI pun mencatat telah memiliki SDM sebanyak 19,315 orang atau 4,5% penambahan dari tahun sebelumnya.

Agar memiliki SDM dengan kompetensi yang sesuai dengan tuntutan bisnis, BNI terus mengembangkan jaringan yang tepat, program-program rekrutmen dan saringan yang ketat untuk menyeleksi kandidat pegawai. Sebagai upaya untuk mendukung rekrutmen, BNI senantiasa melibatkan pihak-pihak yang berkompeten sebagai assessor, baik internal maupun eksternal.

Salah satu program yang dikembangkan untuk menarik calon pegawai berpotensi tinggi adalah melalui

Employee Value Proposition (EVP) yang merupakan

Employer Branding. EVP ini pun disusun berdasarkan hasil survei yang bertujuan untuk menjadikan BNI sebagai tempat pilihan untuk berkarya bagi kandidat pegawai yang berkompetensi tinggi.

Pengelolaan Kinerja

Pengelolaan kinerja di BNI dipantau berdasarkan tiga skala pengukuran yang meliputi:

•฀ ฀ Pengelolaan฀Kinerja฀BNI,฀yang฀diukur฀berdasarkan฀

aspek finansial dan aspek operasional,

•฀ ฀ Pengelolaan฀Kinerja฀Unit฀yang฀diukur฀melalui฀

perangkat Performance Measurement System

(PMS)/Unit Scorecard, dan

•฀ ฀ Pengelolaan฀Kinerja฀Individu฀yang฀diukur฀melalui฀

pencapaian target Key Performance Indicator (KPI) (dari sisi hasil dan proses/kompetensi).

Untuk menjamin keselarasan antara ketiganya, secara berkala dan terus menerus dilakukan proses monitoring

dalam tahap implementasi pengelolaan kinerja dan

review atas Key Performance Indicator (KPI) Unit maupun Individu yang selaras dengan pendekatan bisnis BNI.

Selain itu, untuk menumbuhkan budaya berkinerja unggul, telah dicanangkan implementasi full bell-curve

di BNI, yang implementasinya akan dilaksanakan secara bertahap. Tahapan implementasi full bell-curve dibuat dengan memperhatikan kesiapan faktor pendukung (pre- requisite).

Remunerasi

Manajemen memiliki komitmen untuk memberikan perhatian yang besar terhadap aspek remunerasi agar semakin kompetitif dengan market untuk menarik

with a few well-known universities in Indonesia). In the year 2010, BNI was able to meet up to 93% of the targeted number of people, hence BNI 19,315 people by the end of 2010 or increased by 4.5% compared with a year earlier.

In order to have people with strong competencies in line with the business needs, BNI continuously developed the right channel and tight recruitment program to select its people. BNI invites expertise to in this process, both from internal and external.

One of the programs developed to attract highly potential candidate is through Employee Value Proposition (EVP) which become Employer Branding. EVP has been designed based on the survey which objective is to make BNI as the company of choice for highly competent Candidates.

Performance Management

Performance management in BNI is monitored based on 3 measurement scales that include:

•฀ BNI฀Performance฀management,฀which฀is฀measured฀

based on financial and operational aspects

•฀ Unit฀performance฀management,฀which฀is฀measured฀

through the Performance Measurement System (PMS)/Unit Scorecard and

•฀ Individual฀performance฀management,฀which฀is฀

measured through target accomplishment, the Key Performance Indicator (KPI) (in terms of outcome and process/competence).

To ensure harmony between the three, a monitoring process on the implementation phase of performance management and review of the KPI Units and Individuals is carried out periodically and in a

continuous manner, aligned with the customer centric business approach.

Furthermore, in order to build strong performance culture, BNI has implemented full bell-curve in stages, depending on the readiness of the pre-requisite factors.

Remuneration

Management is committed to giving special attention towards remuneration so that employee remuneration standards in BNI excel in market competition,

Pengembangan Kompetensi

BNI meyakini bahwa pegawai adalah aset utama yang harus dijaga, dipelihara, dan ditingkatkan kualitasnya. Peningkatan daya saing perseroan sejalan dengan peningkatan kemampuan sumber daya manusianya. Oleh karena itu, BNI berupaya keras mengenali kompetensi-kompetensi yang merupakan kunci keberhasilan dalam berbisnis dan mengembangkan kemampuan pegawai agar menguasai kompetensi tersebut.

Untuk itu, pada tahun 2010 BNI melakukan penajaman kompetensi profil posisi-posisi bisnis, melakukan pengukuran terhadap kompetensi baru yang semula belum dipersyaratkan di BNI (New Cluster of Expertise) dan menindaklanjuti dengan pengembangan pegawai.

Secara lebih terperinci, selama tahun 2010 telah dilakukan inisiatif-inisiatif di bidang pengembangan pegawai sebagai berikut:

a. Penajaman Competency Profile yang selaras dengan arahan strategis perseroan

b. Competency Assessment secara terintegrasi untuk mengidentifikasi peningkatan-peningkatan kompetensi yang dibutuhkan

c. Competency Development untuk meningkatkan kapabilitas para pegawai sesuai dengan arahan strategis perseroan dan kebutuhan bisnis. Pengembangan kompetensi ini dilakukan dalam 2 (dua) besaran yaitu:

•฀฀ Pengembangan฀hard competencies, atau

pengembangan skill dan knowledge,

•฀฀ Pengembangan฀softcompetencies, atau

pengembangan yang lebih mengarah pada peningkatan kompetensi yang bersifat behavioral, termasuk di dalamnya pengembangan Leadership.

Pengembangan hardcompetencies pada tahun 2010, dilaksanakan melalui metode in-class dan e-learning. Selama tahun 2010, sebanyak 34 program e-learning

BNI telah diperkenalkan dan diselenggarakan. Selain itu, pengembangan kapabilitas SDM ini pun dilakukan secara tersistematis dan terukur melalui metode klasikal (in-house) sebanyak 329 kelas dengan jumlah peserta 1.196 orang. Metode lain yang digunakan dalam pelatihan adalah workshop/seminar di dalam negeri, diikuti oleh 1.200 pegawai dan luar negeri diikuti oleh 68 orang pegawai.

Pada tahun 2010, pengembangan SoftCompetencies

dikemas dalam LeadershipDevelopmentProgram

(LDP), yang merupakan tindak lanjut dari hasil survei budaya perusahaan. LDP ini tidak hanya fokus kepada

Competency Development

BNI believes that employees are key assets that must be preserved, maintained, and enhanced in quality. Thus, BNI pays special attention on focused, targeted, and sustainable employee development efforts. In line with the competency-based policy of HR Management, competence will continue to become a considering factor. Employee development patterns are done based on gap analysis results.

With that said, in 2010, BNI executed competence enhancement on business positions profiles, both measuring the new competencies which have not been previously required in BNI (New Cluster of Expertise) and also a follow up with the employee development. To which end, during 2010, initiatives were taken, such as:

a. Strengthening the alignment of Competency Profile. b. Integrated Competency Assessment to identify the

required competence.

c. Competency Development to strengthen the capability of its people in line with the company’s strategy and business needs. The competency development is divided into 2 indicators:

•฀฀ Hard฀competencies฀development฀or฀skill฀and฀

knowledge development

•฀฀ Soft฀competencies฀development฀or฀

development targeted to strengthen behavioural competencies, including the leadership

development.

Throughout the year 2010, the hard competencies development is carried out through in-class and e-learning method. During 2010, as much as 34 training modules were launched through BNI e-learning program. Moreover, the development in human resources capability was also performed systematically and measurably through in house method with total 329 classes and attended by a total of 1,196 participants. Also, another 1,200 employees participated in a variety of domestic workshops or seminars, while another 68 were sent to attend seminars or workshops overseas. In 2010, soft competencies development was performed through Leadership Development Program (LDP) which became the follow up of the corporate culture survey result. LDP was not only focused on Financial Review Business Review Corporate Social Responsibility Good Corporate Governance Functional Review Corporate Data

diprioritaskan berdasarkan gap kompetensi pegawai BNI. Target peserta yang diikutkan LDP adalah 120 orang TopManagement dan +/- 1200 orang Middle Management.

Sehingga jenis pengembangan pegawai (termasuk training) yang diselenggarakan pada tahun 2010 adalah:

- Program Degree Pascasarjana Dalam dan Luar Negeri

- Program Officer Development

- Leadership Development Program

- Program Sertifikasi Profesi (WAPERD, CFA, FRM, CFE, CISA, CIA, WMI, CFP, CSA, CWMA dan sebagainya)

- Program Calon Pegawai

- Program Reguler di bidang Perkreditan, Tresuri, Internasional, Konsumer, dan sebagainya - Program Pengembangan Wawasan (Sespibank)

Infrastruktur dan fasilitas pengembangan pegawai BNI terus dikembangkan. Hingga kini, BNI memiliki 26 ruang kelas, 3 buah ruang kantin dengan kapasitas hingga 450 orang, penginapan dengan daya tampung mencapai 260 orang, 1 ruang simulator bank, 2 laboratorium komputer dengan kapasitas masing- masing 25 orang, 1 buah perpustakaan dan fasilitas ibadah/rekreasi lainnya yang terhubung dengan koneksi jaringan hot spot.

Pengembangan Karir

Pengembangan karir merupakan salah satu prioritas kerja pada tahun 2010. Berbagai data pegawai yang dimiliki BNI, menjadi dasar pengembangan karir pegawai, termasuk di dalamnya data kompetensi dan kinerja pegawai. Data-data ini diolah secara sistematis untuk mengidentifikasi SDM BNI berkinerja unggul (Talent) dan penyusunan Succession Plan.

gap. Target participants joining LDR was 12- Top management people and =/1 1,200 Middle Management.

Types of training programs in 2010 were: - Both domestic and foreign graduate degree

programs

- Officer Development Program - Leadership Development Program

- Profession Certification Program (WAPERD, CFA, FRM, CFE, CISA, CIA,WMI, CFP, CSA, CWMA etc)

- Candidate Officer Program - Candidate program

- Regular Program in the field of Credit, Treasury, International, Consumer, etc)

- Insight Development Program (SESPIBANK)

In terms of infrastructure and training facilities, BNI currently has 26 classrooms, 3 cafeteria spaces that can hold up to 450 people, lodging with a capacity to accommodate up to 260 people, 1 bank simulator room, 2 computer labs that holds 25 people each, a library and religious/recreational facilities which are all connected through a hot spot network.

Career Development

Career Development was one of the priorities for BNI in 2010. Employee database has become the basis for career development, including the information on people’s competence and performance. These data is used systematically to identify strong performance of each individual (talent) and develop succession plan.

Sumber Daya Manusia

Selain untuk para Talent, pengembangan karir juga disiapkan untuk pegawai lainnya melalui metode Job Posting. Selama tahun 2010, lebih dari 5.000 pegawai telah mengikuti JobPosting untuk mengisi berbagai posisi yang dibutuhkan di BNI.

Namun demikian, pembenahan kebijakan di bidang

CareerManagement terus dilakukan oleh BNI. Pada tahun 2010, telah diperkenalkan sistem seleksi yang lebih ketat untuk pegawai yang akan diberikan peningkatan karir, antara lain melalui masa penilaian/ probation. Hal ini dimaksudkan sebagai salah satu seleksi pencarian kandidat yang lebih tepat. Selain itu, BNI juga telah menyusun DualCareerPath Management (CPM) yaitu kesempatan berkarir di jalur managerial dan jalur profesi. Diharapkan dengan diimplementasikannya Dual-CPM, produktivitas pegawai akan makin meningkat.

Unit Penunjang Layanan SDM

a. Human Capital Information Management System

Dalam rangka meningkatkan pelayanan SDM dan mendukung pengambilan keputusan yang cepat, tepat dan akurat di bidang pengelolaan SDM, maka telah dibangun sistem informasi SDM yang disebut dengan

HumanCapitalInformationManagementSystem

(HCMS) yang berbasis oraclesystem.

HCMS secara terus menetus dilakukan

penyempurnaan untuk meningkatkan optimalisasi dan kemudahan layanan, dimana untuk tahun 2010 a.l. meliputi HCMS Improve system operation & performance, serta HCMS Improveuseraccessibility, seperti New HCMS Portal, summaryreport,

datawarehousemanagement dan employeereport improvement.

b. Voice of internal customer

-฀ ฀ HR฀Info

BNI telah membentuk Call Center (Info SDM) yang berfungsi untuk memberikan jawaban/ solusi atas keluhan/permasalahan pegawai terkait dengan kebijakan SDM, serta menerima masukan- masukan, ide-ide dalam rangka perbaikan sistem dan pengelolaan SDM. Layanan info SDM ini dapat diakses melalui berbagai media, seperti telepon,

email, faksimili, sms dan intranet.

Untuk kemudahan proses tracking, reporting dan

monitoringcustomercall, telah dikembangkan dan diimplementasikan suatu sistem yang bersifat on-

line yang disebut IOS (InfoSDM OnlineSystem)

Besides for talent, the career development was also prepared for other employees through Job Posting method. During 2010, more than 5,000 people has joined Job Posting to fulfil various position required in the company.

Despite that, improvement in the career

management policy has continuously been carried out. In 2010, a stricter selection system has been introduced for employees who will have a career improvement, such as through the implementation of probation period. This was intended to find the right candidate. Moreover, BNI has also designed a Dual Career Path Management system (CPM), an opportunity to have career in managerial or profession path. The implementation of Dual-CPM is expected to improve the productivity of employees.

Human Resources Services Support Unit a. Human Capital Information Management System In improving services in Human Resources and supporting fast, precise and accurate decision- making in the field of HR management, an oracle- based information system called the Human Capital Information Management System (HCMS) has been created.

HCMS is continuously modified in order to optimize and provide convenience in services which included HCMS Improve system operation & performance and HCMS Improve user accessibility, like New HCMS Portal, summary report, dataware house management and employee report improvement.

b. Voice of Internal Customer -฀฀ ฀ HR฀Info

BNI established a Call Centre (HR info) which serves to provide an answer/solution over employee complaints/problems related to HR policies, as well as accepting suggestions ideas in enhancing the HR system and management. HR Info services are accessible through a variety of media, such as telephone, e-mail, fax, sms, and intranet.

To ease both the tracking process and customer call monitoring, a system has been created and implemented called the IOS (Info SDM Online System). Financial Review Business Review Corporate Social Responsibility Good Corporate Governance Functional Review Corporate Data

- Culture Value Analysis฀(CVA

Pada tahun 2010 dilakukan survei CultureValue Analysis (CVA), yaitu suatu survei untuk mengukur budaya organisasi yang berisikan nilai, norma, dan praktek yang berlangsung di BNI.

Pertanyaan dan pernyataan dalam CVA tersebut, terintegrasi dari nilai-nilai budaya BNI (Prinsip 46), yang disusun melalui FocusGroupDiscussin (FGD) untuk menjamin validitas pertanyaan dan pernyataan survei.

Partisipan survei CVA, telah mempertimbangkan keterwakilan masing-masing segmen demografi pegawai, seperti jenjang jabatan, area/lokasi, unit bisnis, masa kerja dan gender.

Dari hasil survei CVA tersebut, BNI menetapkan 5 (lima) intervensi kunci dalam Human Capital

TransformationRoadmap & Program, meliputi

LeadershipDevelopment, TalentManagement Initiatives, Communication & Transparency,

StreamlinedProcess serta Innovation.

-฀ ฀ HR฀Function Survey

Untuk meningkatkan efektivitas pengelolaan sumber daya manusia di BNI, pada tahun 2010 telah dilakukan juga survei pegawai yang menilai efektivitas pelaksanaan fungsi pengelolaan SDM.

Responden mewakili kelompok Pimpinan Unit dan Non Pimpinan serta pegawai yang menangani fungsi pengelolaan SDM (HR People) dan Non HR People.

Hasil survei tersebut menjadi feedback bagi unit yang menangani pengelolaan SDM baik di tingkat pusat (headoffice) maupun di tingkat wilayah, untuk berbenah diri.

Hubungan Ketenagakerjaaan

Dalam rangka menciptakan hubungan industrial yang harmonis, dinamis dan berkeadilan yang mendukung peningkatan produktivitas kerja dan kesejahteraan pegawai, Manajemen mengadakan kerja sama serta menjalin kemitraan dengan Serikat Pekerja BNI (SP BNI). Terkait dengan hal ini, SP BNI tidak hanya menuntut kesejahteraan, tetapi juga turut memikirkan upaya peningkatan kinerja dan produktivitas pegawai.

Sebagai wujud dari kemitraan tersebut di atas, beberapa pertemuan juga telah dilakukan yang melibatkan SP BNI baik secara rutin maupun insidental guna membahas kebijakan di bidang kepegawaian dan masalah-masalah

-฀฀ ฀ Culture฀Value฀Analysis฀(CVA)

In 2010, a CVA survey with aims to measure the organizational culture that contains values, norms, and practices in BNI was conducted.

Questions and statements in the CVA, are integrated in BNI’s cultural values (Principle 46), assembled through the Focus Group Discussion (FGD) to ensure the validity of both survey questions and statements.

CVA survey participants considered the employee demographics, such as hierarchy, area/location, business unit, years of service and gender.

As a result of the CVA survey, BNI declared 5 key interventions in the Human Capital Transformation Roadmap & Program, including Leadership Development, Talent Management Initiatives, Communication & Transparency, Streamlined Process and Innovation. -฀ ฀ HR฀Function฀Survey

To improve effectiveness in managing human resources, an employee survey has also been conducted in 2010 to evaluate the effectiveness in HR function.

Participants in the survey consisted of those represented Unit leader and non leaders as well as HR People and Non HR people.

The result of the survey has become a feedback for units dealing with HR management both in head office as well as regional office to perform improvement in the future.

Labor Relations

With the purpose of creating harmonious, dynamic, and equitable industrial relations that supports increased productivity and welfare of employees, Management entered into co-operation and partnership with the BNI Trade Union (SP BNI). Related to this, SP BNI not only requires prosperity, but also thoughts on efforts in boosting performance level and employee productivity.

As a form of the partnership mentioned above, several meetings were also carried out involving SP BNI, either routinely or accidentally to discuss policies on employment and issues related with Sumber Daya Manusia

Komposisi฀Pegawai฀ Employee Composition

Keterangan 2010 2009 Description

Berdasarkan Jabatan By Grade

Vice President 127 135 Vice President

Assistant Vice President 656 697 Assistant Vice President

Manager 1,904 1,908 Manager

Assistant Manager 6,126 6,428 Assistant Manager

Assistant 9,319 8,187 Assistant

Pegawai Dasar 1,183 1,120 Non-Clerical

Jumlah 19,315 18,475 Total

Berdasarkan Usia By Age

< 25 2,249 1,411 < 25 25 - 29 2,704 2,270 25 - 29 30 - 34 5,762 5,849 30 - 34 35 - 39 3,144 3,537 35 - 39 40 - 44 3,389 2,834 40 - 44 45 - 49 1,052 1,273 45 - 49 50 - 54 989 1,282 50 - 54 55 - 60 26 19 55 - 60 Jumlah 19,315 18,475 Total

Berdasarkan Jenjang Pendidikan By Educational Level

SMA 1,077 1,135 High School

Akademi 2,463 2,220 Diploma S1 13,581 12,864 Bachelor Degree S2 2,190 2,252 Master Degree S3 4 4 Doctoral Degree 0.66% 3.40% 9.86% 31.72% 48.25% 6.12% 5.58% 12.75% 70.31% 11.34% 0.02% 11.64% 14.00% 29.83% 16.28% 17.55% 5.45% 5.12% 0.13% Fokus Tahun 2011

Dalam rangka mendukung pencapaian target kinerja perseroan, fokus pengelolaan sumber daya manusia di tahun 2011 akan menitik-beratkan pada:

•฀ Peningkatan฀kapasitas฀(jumlah)฀pegawai฀BNI฀sesuai฀

dengan arahan strategis perseroan

•฀ Peningkatan฀kapabilitas฀pegawai฀BNI฀untuk฀

meningkatkan kinerja yang berkesinambungan dan mempersiapkan Succession Planning secara terarah dan terukur

•฀ Penyempurnaan฀organisasi฀SDM฀untuk฀

meningkatkan efektivitas dan efisiensi kinerjanya dan menjadi mitra strategis perseroan

•฀ Pengembangan฀sistem-sistem฀penunjuang฀

kinerja SDM seperti Data Management melalui pengembangan HCMS

Disamping inisiatif-inisiatif diatas, BNI pun akan terus berupaya untuk mengembangkan SDM-nya sesuai dengan Human Capital Transformation Road Map

dan arahan strategis Perseroan, agar dapat mencetak pegawai-pegawai berkinerja unggul demi memastikan pertumbuhan Perseroan secara berkesinambungan.

Focus in 2011

With intentions in supporting the accomplishment of corporate performance targets, the focus of human resource management in 2011 includes

•฀ Increasing฀the฀capacity฀(quantity)฀of฀BNI’s฀human฀

resources that can sustain BNI’s business, both in terms of its capacity and

•฀ Enhancing฀the฀capabilities฀of฀BNI฀personnel฀in฀

improving performance and devising sustainable Succession Planning in a focused and measurable manner

•฀ Perfecting฀the฀HR฀organization฀to฀elevate฀

performance level both effectively and also efficiently in order to become a strategic corporate partner

•฀ Developing฀performance฀support฀systems฀such฀as฀

Data HR performance management through the development of HCMS

Besides the initiatives above, BNI will continue efforts in developing their human resources according to the Human Capital Transformation Road Map and Company’s strategic direction, in order to produce employees with superior performance level to ensure a sustainable Company growth.

Financial Review Business Review Corporate Social Responsibility Good Corporate Governance Functional Review Corporate Data 2010 2010