Tinjauan Sumber Daya Manusia (MCOM)
Perseroan secara terus-menerus melakukan perbaikan dan pengembangan Sumber Daya Manusia (SDM) di tahun 2104, dimulai dengan pengkajian disain organisasi secara menyeluruh baik di induk perusahaan maupun unit usaha, pembenahan kebijakan SDM, pengembangan kompetensi SDM, integrasi sistem operasional SDM sampai dengan internalisasi kembali budaya organisasi agar tetap bisa mempertahankan kepemimpinan Perseroan di industri media. Perseroan percaya bahwa keunggulan kompetitif Perseroan dapat dipertahankan dan ditingkatkan melalui SDM yang unggul, budaya perusahaan dan tata-kelola perusahaan yang mampu mengakomodasi perubahan cepat yang senantiasa terjadi di dunia bisnis. Untuk itu Perseroan meninjau kembali fundamental budaya perusahaan dan merancang ulang nilai-nilai budaya tersebut dengan menitikberatkan pada kualitas dan kecepatan dalam semua aspek tata kelola perusahaan. Perseroan menyadari bahwa kekayaan intelektual adalah mesin penggerak utama dari bisnis Perseroan. Karena pentingnya hal tersebut, Perseroan selalu mengintegrasikan pengembangan SDM sebagai bagian tak terpisahkan dari strategi bisnis Perseroan.
Human Resources Overview (MCOM)
In 2014, the Company continuously initiates improvements and developments in Human Resources (HR) area. This include overall organization design assessment and review at the holding company level and business units, reformation of the HR policy, people competency development, integration of the HR operational system and internalization of corporate culture in order to maintain our leadership in the media industry. The Company believes that its competitive advantages can be maintained and enhanced through excellent human resources, corporate culture and good corporate governance that keep pace with the rapid changes in the industry. To this end, the Company is continually re-evaluating the fundamentals of our corporate culture. The Company’s review of it corporate values emphasize quality and speed in all aspects of corporate governance. The Company recognizes that intellectual property (IP) is the ultimate driver of the Company’s business. Creation of valuable IP requires excellent human resource development, and the Company constantly strives to make HR development as an integral part of the business strategy.
Perseroan menyadari pentingnya peran Direktorat Sumber Daya Manusia dalam keberhasilan dan pencapaian tujuan strategis Perseroan. Pada tahun 2014 inisiatif strategis di bidang SDM dilaksanakan sebagai berikut:
Pengembangan Organisasi
Kemampuan beradaptasi dengan perubahan yang sangat cepat dalam dunia bisnis adalah salah satu keunggulan kompetitif yang dibutuhkan untuk bisa memenangkan persaingan. Untuk menyelenggarakan
bisnis yang efektif dan ei sien bagi pertumbuhan
usaha, Perseroan secara teratur mengevaluasi desain organisasi di induk perusahaan dan unit usaha. Perbaikan design organisasi secara terus menerus dilakukan, disamping itu untuk memastikan proses konsolidasi SDM Perseroan antara induk usaha dan unit bisnis, proses pendampingan dan konsultasi yang intensif terus menerus dilakukan selaras dengan kebijakan Perseroan.
Untuk program pengembangan karier karyawan, sistem talent management diterapkan selaras dengan Sistem Manajemen Kinerja yang terintegrasi antara Induk Usaha dan Unit Bisnis sehingga karyawan-karyawan yang memiliki potensi dan menunjukkan kinerja baik mendapatkan kesempatan peningkatan karier melalui program promosi dan rotasi sejalan dengan pertumbuhan usaha.
Pengembangan Kebijakan SDM dan Program Employee Engagement
Dengan pertumbuhan bisnis usaha yang sangat dinamis, Perseroan terus melakukan berbagai perbaikan dan penyempurnaan dalam mengembangkan kebijakan dan prosedur yang memungkinkan Perseroan mengelola organisasi dan sumber daya manusia yang dimiliki dengan lebih efektif sesuai perkembangan dan perubahan bisnis usaha. Perseroan secara terus menerus mengkaji dan mengembangkan sejumlah kebijakan SDM seperti kebijakan skema insentif yang bertujuan agar karyawan dapat meningkatkan kinerja dan motivasi kerja yang dapat meningkatkan kontribusi terhadap kinerja Perseroan secara keseluruhan.
The Company realizes the importance of the Human Resources Directorate roles to the success and achievement of the strategic objectives of the Company. In 2014, the following strategic HR initiatives were implemented:
Organizational Development
The ability to adapt to rapid change is one of the competitive advantages needed to lead the media industry. The Company organizes an effective and efi cient business strategy for the growth of the business, by regularly evaluating the design of the organization of its holding company and its business units. To ensure the consolidation of Human Resources process between the holding company and business units, an intensive mentoring and consultation processes are carried out in line with the company policy.
To promote employee career development, a talent management system has been implemented with an integrated performance management system between the Holding Company and Business Units. Thus, potential employee and good performer are able to obtain opportunities for promotion and rotation in accordance with Company growth.
HR Policy Development and Employee Engagement Program
In line with our aim of dynamic business growth, the Company continues to develop various rei nements and improvements to policies and procedures, to assist the Company in managing human resources in a more effective manner and in adapting to the ever-changing business landscape. The Company continuously evaluates and develops Human Resources policies, including our incentive policy system that aims to boost performance and motivation in order to improve employees’ contribution to the Company.
Selain itu, Perseroan terus juga mengembangkan program employee engagement yang bertujuan membangun integritas serta meningkatkan motivasi dan loyalitas karyawan terhadap Perseroan. Adapun program-program yang telah dilaksanakan antara lain mencakup : kerjasama dengan beberapa Perguruan Tinggi Negeri mapuan Swasta untuk menjadi fasilitator bagi karyawan yang ingin melanjutkan pendidikan ke jenjang yang lebih tinggi baik berupa pemberian beasiswa program pascasarjana (S2) maupun beasiswa dan fasilitasi ekstensi S1, program ibadah umroh dan wisata rohani, the power of your ID dalam berbagai bentuk kemudahan untuk karyawan
Manajemen rekrutmen yang terintegrasi
Pertumbuhan bisnis Perseroan yang demikian pesat di tahun 2014, menyebabkan peningkatan kebutuhan sumber daya manusia (SDM). Oleh karena itu Group Hiring Perseroan melakukan sinergi seluruh proses rekrutmen di anak usaha dan juga berperan aktif untuk memberikan kontribusi maupun membantu dalam proses sourcing.
Berperan sebagai rekanan bisnis, Perseroan memastikan ketersediaan sumber daya manusia yang
berkualitas pada saat yang tepat dan kualii kasi yang
mumpuni. Strategi yang dikembangkan Perseroan
The Company has also continued to develop our employee engagement program, which is designed to build the integrity while increasing employee’s motivation and loyalty. As part of this program, we have implemented a number of initiatives such as: cooperation with several Public Universities and Private Universities, to accommodate employees who want to continue their education to a higher level. This can take the form of scholarships of post graduate program (S2) and extension program for bachelor degree (S1), the Umrah pilgrimage program and spiritual excursion, and the accessible Power of Your ID program.
Integrated recruitment management
The rapid growth of the Company’s business in 2014 led to an increased need for new employee recruitment. To meet this need, the Group Hiring Company now synergizes the entire recruitment process across its subsidiaries and also assists Units with the sourcing process.
Acting as a business partner, the Company ensures the availability of qualii ed manpower at the right time and right level of competencies. Company has developed different strategy and program to support business
“Pertumbuhan bisnis Perseroan yang
demikian pesat di tahun 2014, menyebabkan peningkatan kebutuhan Sumber Daya Manusia (SDM).”
“The rapid growth of the Company’s business in 2014 led to an increased need for new employee recruitment.”
units, including talent acquisition from external sources in similar industries, and a comprehensive development program that invests future qualii ed manpower.
This strategy is aiming to ensure the adequate and competent human resource, reduce the learning curve of each new employee by sourcing on the talent from similar industries and from leading universities that prepare graduates for professional life.
In external hiring, the Company focuses on direct recruitment and referral programs. Also, to ensure the availability of qualii ed manpower in the future, the company has conducted a Broadcast Development Program (BDP) to develop talent for Free-To-Air (FTA) TV business units and a Pay-TV Development Program (PDP) for pay-TV business unit. We have collaborated with some of the best universities in Indonesia in delivering these programs.
Other recruitment initiatives that are routinely implemented included the MNC Career Day event, Company participation at public job fairs, utilization of the Company’s database, and internal recruitment through job transfers and promotions.
All recruitment processes are integrated into a single system: www.JobsMNC.co.id. This integration is designed to achieve standardization and uniformity in recruitment process and quality of the recruitment outcomes across all business units within MNC group.
Remuneration and Performance Management System As part of an integrated reward strategy, the Company periodically reviews the remuneration system in order to remain competitive with the market. Employee rewards offered can include incentives, health insurance programs, pension funds, “Power of your ID” program, car ownership programs, mortgage programs, travel policies, stock options subject to approval of the AGM, Umrah worship programs and Holy Land tours, as well as post graduate degree scholarships and a bachelor degree program for selected employees with excellent performance who wish to pursue their education. antara lain adalah dengan melakukan akusisi talent
dari sumber-sumber external dengan bisnis sejenis dan mempersiapkan talent-talent masa depan melalui program-program pengembangan yang komprehensif. Strategi ini dilakukan untuk menjamin kualitas kompetensi sumber daya manusia yang memadai dan memperpendek learning curve setiap karyawan baru, dengan mentargetkan pada sumber talent yang berada di industri sejenis dan Universitas terkemuka yang mendidik tenaga kerja siap pakai.
Untuk external hiring, Perseroan memfokuskan kepada direct recruitment dan program referral. Sedangkan untuk menjamin ketersediaan talent di masa depan dilakukan
program BDP (Broadcast Development Program)
untuk unit binis FTA dan PDP (Pay-TV Development Program) untuk bisnis unit TV-berlangganan. Perseroan telah bekerjasama secara berkesinambungan dengan universitas-universitas terbaik di Indonesia.
Strategi lain yang selama ini rutin dilakukan yaitu dengan mengadakan event MNC Career Day, mengikuti jobfair, memanfaatkan data base yang dimiliki Perseroan dan rekrutmen internal dengan transfer ataupun promosi.
Keseluruhan proses rekrutmen diintegrasikan melalui recruitment system yaitu www.JobsMNC.co.id untuk menjamin bahwa keseragaman proses dan kualitas hasil rekrutmen di seluruh bisnis unit dalam grup MNC.
Sistem remunerasi & Manajemen Kinerja
Sebagai bagian dari strategi reward yang terpadu, Perseroan secara periodik meninjau sistem remunerasi agar tetap kompetitif dengan kondisi market, antara lain insentif, program asuransi kesehatan, dana pensiun, Power of your ID, program kepemilikan mobil, program KPR, kebijakan perjalanan dinas, program opsi saham berdasarkan persetujuan RUPS, program ibadah Umroh, program Holy-land Tour dan beasiswa pendidikan S2, prorgram pendidikan S1 bagi karyawan yang ingin melanjutkan pendidikan hingga jenjang S1 dan juga memberikan beasiswa pendidikan S1 bagi karyawan yang berprestasi.
Pay for performance merupakan strategi reward yang dilaksanakan oleh Perseroan. Perbaikan kompensasi
dan beneit di seluruh level disesuaikan berdasarkan
kinerja organisasi, individu dan/atau disesuaikan dengan praktek di industri. Proses evaluasi kinerja karyawan telah dilakukan sesuai dengan siklus yang seragam antar unit usaha. Penyesuaian salary dan pemberian bonus dilakukan secara terpadu sesuai dengan cycle review.
Pada bulan April dan Oktober 2014, Perseroan memberikan insentif jangka panjang dalam bentuk Employee Management Stock Option Program (EMSOP) sebagai penghargaan atas kinerja Direksi dan Karyawan kunci Perseroan serta Unit Bisnis, yang telah memberikan kontribusi dan pengabdian yang tinggi kepada Perseroan atau Unit Bisnis, serta untuk mempertahankan sumber daya manusia yang berdedikasi, terampil, dan profesional. Perseroan juga telah mendapatkan persetujuan RUPS untuk memberikan EMSOP baru bagi manajemen dan karyawan MNC Media.
Sistem Balance Score Cards (BSC) secara konsisten digunakan untuk melakukan penilaian kinerja yang mencakup perencanaan kerja, coaching and counseling dan evaluasi kinerja karyawan. BSC diterapkan untuk tingkat supervisor ke atas. Melalui mekanisme BSC format ini, rencana pengembangan karyawan juga
diidentiikasi dalam format IndividualDevelopmentPlan (IDP) dari masing-masing karyawan yang pada akhirnya dapat diwujudkan dalam proses pengembangan karyawan secara soft skill dan hard skill. Sistem manajemen kinerja dengan pendekatan BSC ini diperlukan untuk mendukung kultur Pay for Performance yang secara konsisten dianut oleh Perseroan.
Pelatihan dan Pengembangan
Pengembangan SDM yang berkelanjutan secara konsisten diupayakan oleh Perseroan dengan berbagai cara seperti mengikutsertakan karyawan yang memiliki potensi baik untuk dikembangkan lebih lanjut di MNC Learning Center serta training publik. Juga mulai dikembangkannya coaching dan counseling serta proyek penugasan melalui berbagai program pengembangan yang sedang berjalan.
The Company has implemented a performance-based pay system, Pay for Performance, as a reward strategy. Compensation and beneits, at all levels, are adjusted based on the performance of organizations, individuals and adapted to the practice in the industry. The employee performance evaluation process is carried out in a uniied cycle among business units. Salary adjustments and bonuses are set as part of the cycle review.
In April and October 2014, the Company provided long- term incentives in the form of an Employee Management Stock Option Program (EMSOP), as recognition of the devotion and performance of the Board of Directors and key employees of the Company, business units that have maintained a high contribution and devotion to the Company, and employees that are dedicated, skilled, and professional. The Company has also received GMS approval to offer EMSOP for the management and employees of MNC Media.
Balanced Score Cards (BSC) system are consistently used to assess, monitor and measuse working performance, which includes planning, coaching and counseling, and employee performance evaluation. BSC is applied at supervisor level and above. Through BSC mechanisms, employee development plans are identiied in the format of Individual Development Plans (IDP) for each employee, which eventually can be realized through soft and hard skill development for employees. The Company has applied the BSC approach to support the Pay for Performance culture that has been adopted consistently throughout the Company.
Training and Development
Sustainable human resources development is consistently pursued by the Company in various ways. These include recognizing employees who have shown the potential to be developed further in the MNC Learning Center and via public training. The Company has also established the development of coaching and counseling provision, as well as project assignments, through various development programs that are running.
MNC Learning Centre memiliki berbagai program pelatihan dengan kurikulum yang terstandarisasi dan diberikan kepada setiap karyawan secara berjenjang sesuai dengan kebutuhan organisasi dan karyawan, baik itu yang sifatnya Hard Skill maupun Soft Skill. Program training yang sifatnya “hard skills” dilakukan melalui pengembangan kurikulum dari “Academies Program”, seperti Programming Academy, Production Academy, News Academy, Sales Academy, Technical/IT Academy, yang sebagian besar di sampaikan oleh para instruktur dari dalam perusahaan (tim management). Sedangkan program pengembangan yang sifatnya “soft skills” dilakukan dengan bekerjasama dengan pihak luar melalui proses bidding yang sesuai dengan kebijakan yang berlaku, antara lain program Leadership Academy untuk level supervisor dan manager.
Perseroan juga ditunjuk sebagai lembaga penguji kompetensi wartawan yang diberikan oleh Dewan Pers. Melalui MNC Learning Center, perseroan mengadakan workshop Train of Trainer bagi calon pengajar dan penguji uji kompetensi jurnalis televisi bekerjasama dengan Ikatan Jurnalis Televisi Indonesia. Dilanjutkan dengan training jurnalis televisi yang mengacu pada uji kompetensi jurnalis TV IJTI dan dilakukan proses asesmen uji kompetensi jurnalis TV untuk jurnalis muda, madya dan utama.
Setiap triwulan, Perseroan juga mengadakan townhall meeting (Manager Forum) dimana pesertanya khusus untuk level Manajer dan ke atas. Beberapa materi seperti update bisnis serta tema-tema lain seperti Expanding Through Leading & Innovating, Strengthen Your Organization to Drive Business Performance, Building Strong Culture, menjadi topik yang menarik untuk diberikan. Juga diselenggarakan supervisor forum dimana pesertanya khusus untuk level supervisor dengan tema Be a Decisive & Reliable Leader. Menjelang akhir tahun 2014, Perseroan juga mengadakan BOD Forum di Denpasar, Bali dengan mengundang semua Board of Directors dari MNC Group dan anak-anak perusahaan dengan tema One Vision, One Goal, One Team. Secara khusus, Bapak Hary Tanoesoedibjo selaku CEO MNC Group berkenan melakukan tatap muka dan dengar pendapat dengan seluruh level karyawan di masing- masing unit bisnis dalam beberapa seri staff forum.
MNC Learning Centre provides a variety of training programs with a standardized curriculum. Training is delivered to each employee in phases according to the needs of the organization and employees’ hard skill and soft skill needs. Hard skill training programs are delivered through an academy-style structure, e.g. Programming Academy, Production Academy, Academy News, Sales Academy and Technical / IT Academy. Most of this training is given by instructors from internal management teams. Soft skill development programs are conducted in collaboration with external parties, selected through a bidding process in accordance with applicable policies. Soft skill programs include the Leadership Academy program for supervisor and manager levels.
One of the MNC Unit Business have been certii ed by the Press Council as an ofi cial provider of journalist competence examiner testing. Through MNC Learning Center, the Company has also held Train the Trainer Workshops for prospective trainers and competency tests for television journalists in collaboration with the Indonesian television journalists association (IJTI). This was followed by the television journalists’ training, which refers to the competency test for television journalists prepared by IJTI and is carried out using the assessment process of the TV journalists competency test for young, associate, and senior journalists.
On a quarterly basis, the Company has held town hall meetings, or manager forums, in which the participants are limited to manager-level and above. Materials such as business updates and numerous themes, namely “Expanding Through Leading and Innovating,” “Strengthen Your Organization to Drive Business Performance” and “Building Strong Culture,” have been shared during the session. A supervisor forum was also held, where participants were specii cally at supervisor level and the theme “Be a Decisive and Reliable Leader” was utilized. Towards the end of 2014, the Company held a Board of Directors (BOD) Forum in Denpasar, Bali. All Boards of Directors from MNC Group and its subsidiaries were invited to the forum, which had the theme of “One Vision, One Goal, One Team.” Mr. Hary Tanoesoedibjo, CEO of MNC Group, was also pleased to conduct face- to-face meetings and listening sessions with employees at all levels from every business unit, in several series of Staff Forums.
Integrated HRIS and HR Reporting
Pada tahun 2014 telah diimplementasikan pengembangan terhadap sistem HRIS baik di induk usaha maupun di unit usaha. Pengembangan ini menggunakan sistem ERP yang tersentralisasi. Dengan penerapan ini dimungkinkan adanya integrasi dengan fungsi-fungsi lain dalam perusahaan. Implementasi ERP ini di terapkan pada seluruh perusahaan di bawah PT. Global Mediacom Tbk.
Dengan diterapkannya sistem ERP ini akan lebih mudah dalam penerapan sentralisasi data dan standarisasi prosedur pengelolaan sumber daya manusia. Manajemen Perseroan mendapatkan informasi yang cepat dan akurat mengenai data dari seluruh unit usaha seperti data total jumlah karyawan, karyawan baru, karyawan keluar, karyawan mutasi, rotasi ataupun promosi. Hal ini dapat mempermudah manajemen dalam menganalisa guna pengambilan keputusan. Implementasi sistem ERP juga diintegrasikan dengan sistem-sistem yang sudah ada seperti JobsMNC.
Integrated HRIS and HR Reporting
In 2014, the development of the HRIS system has been implemented both in the holding company and in the business unit. This development uses a centralized ERP system, and opens up new possibilities for integration with other functions within the company. ERP implementation has taken place at all companies under