Sumber Daya Manusia (SDM) merupakan elemen kunci dan memegang peranan penting dalam pencapaian visi dan misi perusahaan. Kemajuan dan keberhasilan suatu perusahaan khususnya di dunia perbankan ditentukan oleh kompetensi dan daya saing SDM yang dimiliki, oleh karena itu Bank Maspion secara berkesinambungan melakukan berbagai inisiatif untuk meningkatkan kompetensi karyawan.
Mengingat pentingnya kompetensi SDM dalam menentukan keberhasilan usaha, maka Bank Maspion menerapkan strategi berbasis kompetensi dalam pengembangan SDM yang meliputi 4 pilar utama yaitu rekrutmen, pengembangan kompetensi, pengukuran kinerja dan remunerasi. Strategi pengembangan SDM Bank dilaksanakan dengan mengacu kepada perencanaan korporasi jangka panjang maupun rencana kerja tahunan.
REKRUTMEN
Pelaksanaan rekrutmen karyawan mengacu kepada perencanaan
kebutuhan karyawan (manpower planning) yang telah ditetapkan
seiring dengan pertumbuhan bisnis dan jaringan Bank. Proses rekrutmen dilakukan melalui proses seleksi yang selektif berdasarkan standar kompetensi jabatan yang telah ditetapkan oleh Bank, sehingga Bank dapat menjaring karyawan dengan talenta dan kualifikasi yang dibutuhkan.
Bank menggunakan berbagai tahapan dalam proses rekrutmen yang meliputi seleksi awal secara verbal maupun non verbal yang
akan dilanjutkan dengan tahapan assessment oleh pihak eksternal
serta pemeriksaan latar belakang yang sejalan dengan prinsip “Know Your Employee” yang dicanangkan oleh otoritas.
Proses rekrutmen Bank dilakukan melalui beberapa jalur yaitu:
• Perekrutan calon karyawan fresh graduate dilakukan dengan
membina hubungan dengan beberapa perguruan tinggi
unggulan melalui keikutsertaan dalam job fair, campus fair,
serta secara rutin mengadakan kunjungan ke kampus dalam
rangka campus hiring;
• Perekrutan calon karyawan pro-hire yaitu calon karyawan
yang telah berpengalaman dilakukan dengan pemasangan iklan di media massa dan media elektronik untuk menjaring individu-individu berpengalaman yang berminat bergabung dengan Bank.
PENGEMBANGAN KOMPETENSI
Bank secara berkelanjutan melaksanakan program pelatihan dan pengembangan guna meningkatkan kompetensi karyawan yang dikelompokkan menjadi:
• Living Our Value:
Kompetensi yang mencerminkan nilai dan sikap yang harus dimiliki oleh setiap karyawan sehingga pelatihan yang diberikan fokus
Human Resources are key element and play an important role in achieving company’s vision and mission. A company’s progress and success, especially in the banking sector, is determined by the competence and competitiveness of human resources, therefore Bank Maspion continuously conduct various initiatives to improve the competence of employees.
Considering the importance of HR competencies in determining business’ successes, Bank Maspion implements competency-based strategies in human development which includes four key pillars: recruitment, competency development, performance appraisal and remuneration. Bank’s human resource development strategy is implemented by referring to the long-term corporate planning and annual business plan.
RECRUITMENT
The implementation of employees’ recruitment refers to the manpower planning which has been set in line with the Bank’s business and network growth. Recruitment process is done through a rigorous candidate selection process which based on job competency standard set by the Bank, enabling the Bank to recruit employees with the talent and required qualifications.
The Bank uses various stages in recruitment process which includes an initial selection, consist of verbal and non-verbal tests which will be followed by assessment stage by external parties as well as a background check that is in line with the principle of “Know Your Employee” staged by the authorities.
Bank’s recruitment process is conducted through several ways, namely:
• Recruitment of fresh graduate candidates through relationships with several universities that is conducted through job fairs, campus fairs, as well as regular visits to the campus for campus hiring purpose.
• Recruitment of pro-hire candidates who have experience through advertisement in the mass media and electronic media to recruit experienced individuals who are interested to join the Bank.
COMPETENCIES DEVELOPMENT
The Bank sustainably implements training and development programs to improve the competencies of employees that are grouped into:
• Living Our Value:
Competencies which reflecting values and attitudes that should be possessed by every employee , hence the training focus on providing
PROFIL PERUSAHAAN COMPANY PROFILE LAPORAN DEWAN KOMISARIS REPORT OF
THE BOARD OF COMMISSIONERS
LAPORAN DIREKSI
REPORT OF
THE BOARD OF DIRECTORS
ANALISIS &
PEMBAHASAN MANAJEMEN
MANAGEMENT DISCUSSION & ANALYSIS
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pada aspek budaya perusahaan, kode etik perusahaan, nilai inti perusahaan.
• Kompetensi Teknis
Merupakan kompetensi khusus yang harus dimiliki oleh seorang karyawan sesuai dengan unit kerjanya, sehingga pelatihan yang diberikan meliputi pengetahuan dan keterampilan kerja sesuai dengan bidang masing-masing karyawan.
• Kompetensi Manajerial
Merupakan kompetensi yang harus dimiliki oleh seorang karyawan pada level manajerial sehingga topik pelatihan meliputi aspek kepemimpinan dan manajerial.
Program pelatihan disusun setiap tahun sesuai dengan analisa
kebutuhan pelatihan (training need analysis) yang meliputi analisa
terhadap:
• Aspek Organisasi, yaitu strategi bisnis Bank ;
• Aspek Kinerja, yaitu hasil gap analysis setiap individu
berdasarkan penilaian kinerja;
• Aspek Individu, yaitu hasil dari assessment oleh pihak
independen maupun observasi dari atasan kerja.
Kegiatan pelatihan meliputi pelatihan oleh instruktur internal maupun pelatihan eksternal dengan mengirimkan para karyawan untuk mengikuti seminar, pelatihan, sertifikasi yang diselenggarakan oleh institusi atau lembaga pendidikan dan pelatihan maupun mengundang pihak eksternal untuk memberikan pelatihan kepada karyawan Bank. Selama tahun 2015 Bank telah melaksanakan 43 topik pelatihan dengan total 1.136 peserta pelatihan sebagai berikut:
• Sertifikasi Profesi Perbankan, meliputi sertifikasi manajemen risiko, auditor internal dan kepatuhan. Jumlah karyawan yang memperoleh Sertifikasi Kompetensi Manajemen Risiko tingkat I adalah 5 (lima) orang, level II adalah 5 (lima) orang dan level III adalah 3 (tiga) orang. Bank juga mengikutsertakan 1 Komisaris, 3 Direktur dan 23 karyawan dalam program
pemeliharaan (refreshment program) manajemen risiko
selama tahun 2015. Sebanyak 6 orang staf audit internal telah memperoleh Sertifikasi Kompetensi Auditor Internal dan 3 orang staf Satuan Kerja Kepatuhan telah memperoleh Sertifikasi Kompetensi kepatuhan.
• Pelatihan di bidang Pemasaran dan Perkreditan meliputi
Analisa Kredit dan Aspek Hukum Perkreditan serta Selling
and Negotiation Skill.
• Pelatihan di bidang Kepatuhan dan Manajemen Risiko meliputi Kesadaran Anti Fraud, Pencegahan Kejahatan Perbankan serta Anti Pencucian Uang dan Pencegahan Pendanaan Terorisme (APU-PPT).
• Pelatihan di bidang Operasional Perbankan meliputi Sertifikasi
Internal Basic Banking Tingkat I, Aspek Hukum Pendanaan,
Pembiayaan Perdagangan Internasional dan Service
Excellence.
• Pelatihan di bidang Sumber Daya Manusia meliputi Supervisory
Skill, Motivasi Karir, Personality Assessment dan Penanganan
Ketenagakerjaan.
company’s working culture, its code of conduct, and company’s core values.
• Technical Competence
Specific competencies which must be possessed by employees in accordance with their work field, hence the training provided includes knowledge and skills in accordance with their respective unit.
• Managerial Competence
Competencies which must be possessed by employees at the managerial level, hence training is focusing on leadership and managerial aspects.
The training program is enrolled each year according to training need analysis which includes an analysis to:
• Organization Aspects, namely the Bank’s business strategy; • Performance Aspects, each individual’s gap analysis results
based on the performance appraisal;
• Individual Aspects, assessment results by independent parties as well as the observation of the supervisor.
Training activities include training by internal and external trainer by sending employees to attend seminars, trainings, and certification organized by educational/training institutions as well as invited external parties to provide training to employees of the Bank.
During 2015 the Bank has carried out 43 training topics with a total of 1,136 trainees as follows:
• Banking Professional Certification, the certification covers risk management, internal auditors and compliance. The number of employees who earn Risk Management Competency Certification Level I is 5 (five), level II is 5 (five) and level III is 3 (three) people. The Bank also includes one commissioner, three directors and 23 employees in refreshment program of risk management during 2015. A total of 6 internal audit staff has obtained Internal Auditor Certificate of Competence and 3 compliance unit staff has obtained Compliance Certificate of Competence.
• Training in Marketing and Credit field, which cover Credit Analysis, Legal Aspects on Lending Activities, Selling and Negotiation Skills.
• Training in the field of Compliance and Risk Management includes Anti Fraud Awareness, Banking Crime Prevention as well as Anti-Money Laundering and Counter Terrorism Finacing (AML-CTF).
• Training in the field of Banking Operations which includes Internal Certification Level I of Basic Banking, Legal Aspect of Funding, International Trade Finance and Service Excellence. • Training in the field of Human Resources which includes
Supervisory Skills, Career Motivation, Personality Assessment and Handling of Employment.
MANAJEMEN RISIKO RISK MANAGEMENT TEKNOLOGI INFORMASI INFORMATION TECHNOLOGY DATA PERUSAHAAN CORPORATE DATA LAPORAN KEUANGAN AUDIT
AUDITED FINANCIAL REPORT
SUMBER DAYA MANUSIA
HUMAN RESOURCE
Performance Assessment
To support the Bank’s objectives in building a performance-oriented organization, the Bank periodically carry out performance appraisal against the determined Key Performance Indicator. The result of performance appraisal aim to:
• Identify the needs of training and development to improve employees’ competencies.
• Granting awards to employees whose achievements are exceed the Key Performance Indicator.
• Career development opportunities both vertically and horizontally for potential employees.
• Determination of coaching programs for employees who cannot achieve the Key Performance Indicator.
The Bank is continuing to make improvement on Job Description, Job Specification, Job Competency and Key Performance Indicator; in 2015 improvement was performed at the Directorate of Compliance. The Bank also has conducted workload analysis in the Directorate of Operation and Credit, as a basis in the implementation of Manpower Planning.
Remuneration
The Bank has applied the standard of remuneration based on position and performance of employees. To provide competitive remuneration, the Bank periodically conducted a survey in similar industries. Considering the company’s ability, Bank’s remuneration standard will be adjusted with industry’s standard to boost productivity of employees. Remuneration’s components received by the employees are in the form of salaries and allowances, Eid allowance, bonuses which are determined based on the Bank’s performance, health insurance, participation as a member of the Pension Fund, as well as leave entitlements that are determined in accordance with the regulations.
Penilaian Kinerja
Guna mendukung tujuan Bank dalam membangun organisasi yang berorientasi pada kinerja, Bank melaksanakan penilaian kinerja
secara berkala terhadap Key Performance Indicator yang telah
ditetapkan. Hasil penilaian kinerja bertujuan untuk:
• Identifikasi kebutuhan pelatihan dan pengembangan untuk mengembangkan kompetensi karyawan.
• Pemberian penghargaan kepada karyawan yang prestasi
kerjanya melebihi Key Performance Indicator.
• Kesempatan pengembangan karir baik secara vertikal maupun horizontal bagi karyawan yang berpotensi.
• Penentuan program pembinaan bagi karyawan tidak dapat
mencapai Key Performance Indicator.
Bank secara berkelanjutan melakukan penyempurnaan Job
Description, Job Spesification, Job Competency dan Key Performance
Indicator dan pada tahun 2015 penyempurnaan dilakukan pada
Direktorat Kepatuhan. Bank juga telah melakukan analisa beban kerja
(workload analysis) pada Direktorat Operasional dan Perkreditan,
sebagai dasar di dalam pelaksanaan Manpower Planning.
Remunerasi
Bank telah menerapkan standar remunerasi yang ditetapkan berdasarkan jabatan dan kinerja karyawan. Untuk memberikan remunerasi yang kompetitif, secara berkala Bank melakukan survey pada industri sejenis. Dengan mempertimbangkan kemampuan perusahaan, akan dilakukan penyesuaian standarisasi remunerasi Bank dengan standar industri sehingga dapat memacu produktivitas karyawan. Komponen remunerasi yang diterima karyawan berupa gaji dan tunjangan, Tunjangan Hari Raya, pemberian bonus yang ditentukan berdasarkan kinerja Bank, jaminan kesehatan, keikutsertaan sebagai anggota Dana Pensiun, serta hak cuti yang ditentukan sesuai peraturan yang berlaku.
PROFIL PERUSAHAAN COMPANY PROFILE LAPORAN DEWAN KOMISARIS REPORT OF
THE BOARD OF COMMISSIONERS
LAPORAN DIREKSI
REPORT OF
THE BOARD OF DIRECTORS
ANALISIS &
PEMBAHASAN MANAJEMEN
MANAGEMENT DISCUSSION & ANALYSIS
139
LAPORAN TATA KELOLA PERUSAHAAN
CORPORATE GOVERNANCE REPORT
SISTEM INFORMASI SDM
Pengembangan Sistem Informasi SDM (HRIS / Human Resources
Information System) telah dilakukan Bank sejak tahun 2013 yang
mengintegrasikan semua data yang berkaitan dengan sumber daya
manusia. HRIS terdiri dari 3 fitur utama yaitu Employee Information
System, Remuneration Information System serta Paperless Leave
& Overtime.
Employee Information System telah diselesaikan pada tahun 2014
sedangkan Remuneration Information System serta Paperless
Leave & Overtime dikembangkan pada tahun 2015 dan akan
diimplementasikan pada tahun 2016. Melalui sistem informasi tersebut, karyawan dapat dengan mudah mengakses berbagai hal yang berkaitan dengan data SDM seperti pelatihan, penilaian kinerja, perencanaan karir, dan sebagainya serta melaksanakan
proses cuti dan ijin secara on-line / paperless.
PROFIL SDM
Jumlah karyawan Bank per akhir Desember 2015 tercatat sebanyak 762 orang, dengan komposisi berdasarkan struktur tingkat pendidikan dan usia adalah sebagai berikut:
HUMAN RESOURCES INFORMATION SYSTEM
Development of Human Resource Information Systems (HRIS) has been undertaken by the Bank since 2013, which integrates all data related to human resources. HRIS consists of three main features of Employee Information System, Remuneration Information System as well as Paperless Leave & Overtime.
Employee Information System was completed in 2014 while the Remuneration Information System as well as Paperless Leave & Overtime was developed in 2015 and will be implemented in 2016. Through the information system, employees can easily access variety of issues related to HR data, such as training, performance assessment , career planning, etc., and carry out paperless on leave and permits process.
HR PROFILE
The number of employees of the Bank at the end of December 2015, were 762 people, with composition based on the level of education and age structure is as follows:
MANAJEMEN RISIKO RISK MANAGEMENT TEKNOLOGI INFORMASI INFORMATION TECHNOLOGY DATA PERUSAHAAN CORPORATE DATA LAPORAN KEUANGAN AUDIT
AUDITED FINANCIAL REPORT
SUMBER DAYA MANUSIA
HUMAN RESOURCE
KOMPOSISI KARYAWAN BERDASARKAN JENJANG PENDIDIKAN EMPLOYEE COMPOSITION BY EDUCATION LEVEL
KOMPOSISI KARYAWAN BERDASARKAN USIA (TAHUN) EMPLOYEE COMPOSITION BY AGE (YEARS OLD)
Magister Master Degree Sarjana Bachelor Degree Akademi Diploma SMU High School Lainnya Others Jumlah Total 31 Dec 2014 16 545 98 157 28 844 31 Dec 2015 18 484 83 150 27 762 < 30 30 – 39 40 - 49 ≥ 50 Jumlah/ Total 31 Dec 2014 282 239 237 86 844 31 Dec 2015 234 224 224 80 762 2.36% 63.52% 10.89% 19.69% 3.54% 1.90% 64.57% 11.61% 18.60% 3.32% Magister Master Degree Sarjana Bachelor Degree Akademi Diploma SMU High School Lainnya Others Magister Master Degree Sarjana Bachelor Degree Akademi Diploma SMU High School Lainnya Others 33.41% 28.32% 28.08% 10.19% ≥ 50 40 - 49 30 - 39 < 30 30.70% 29.40% 29.40% 10.50% ≥ 50 40 - 49 30 - 39 < 30 31 Dec 2014 31 Dec 2014 31 Dec 2015 31 Dec 2015 PROFIL PERUSAHAAN COMPANY PROFILE LAPORAN DEWAN KOMISARIS REPORT OF
THE BOARD OF COMMISSIONERS
LAPORAN DIREKSI
REPORT OF
THE BOARD OF DIRECTORS
ANALISIS &
PEMBAHASAN MANAJEMEN
MANAGEMENT DISCUSSION & ANALYSIS
141
LAPORAN TATA KELOLA PERUSAHAAN
CORPORATE GOVERNANCE REPORT
MANAJEMEN RISIKO RISK MANAGEMENT TEKNOLOGI INFORMASI INFORMATION TECHNOLOGY DATA PERUSAHAAN CORPORATE DATA LAPORAN KEUANGAN AUDIT
AUDITED FINANCIAL REPORT
SUMBER DAYA MANUSIA
HUMAN RESOURCE