kebutuhan SDM dengan kriteria tertentu, Perusahaan akan melakukan rekrutmen dari lingkungan eksternal. Hal ini sejalan dengan proses penyelarasan organisasi agar lebih efektif dan produktif dalam mendukung rencana bisnis Perusahaan.
Sistem Penilaian Kinerja
Dalam rangka penyelarasan sistem pengelolaan SDM, khususnya dalam sistem penilaian kinerja, diterapkan
penilaian berbasis sistem manajemen Plan-Do-
Check-Act (PDCA). Melalui sistem ini, parameter
yang digunakan adalah process management,
people management, dan results management,
yang pengelolaannya didukung oleh adanya Human
Resources Information System (HRIS).
Budaya Kerja
Untuk mencapai visi dan misi yang ditetapkan, Bakrieland menentukan nilai-nilai perusahaan, yaitu: integritas, responsif, disiplin, adaptif, inovatif, kerja sama, dan saling menghormati yang menjadi landasan pengembangan budaya perusahaan. Melalui nilai-nilai tersebut, setiap karyawan diharapkan memiliki sikap dan etos kerja terbaik agar dapat berkontribusi secara maksimal bagi pertumbuhan Perusahaan.
Untuk mendorong penerapan budaya kerja yang baik
di lingkungan Perusahaan, Bakrieland memiliki Code of
Conduct (Pedoman Perilaku), yang diterbitkan melalui Surat Keputusan No. 047/SK-Dir/IV/07. Komitmen atas Pedoman Perilaku ini diperbaharui setiap tahunnya dengan penandatanganan buku Pedoman Perilaku oleh seluruh jajaran organisasi.
Sistem Remunerasi
Perusahaan menerapkan sistem remunerasi yang berprinsip memberikan keadilan bagi karyawan sesuai tugas dan tanggung jawabnya. Selain itu, Perusahaan senantiasa berupaya meningkatkan kesejahteraan karyawan melalui kebijakan perusahaan yang sesuai dengan Undang-undang No.13 tahun 2003 tentang Ketenagakerjaan.
Sebagai bagian dari proses konsolidasi dan penyelarasan sistem pengelolaan SDM Perusahaan, Perusahaan menerapkan sistem remunerasi yang sudah diselaraskan antara Induk Perusahaan dengan Unit Usaha.
Meanwhile, in an effort to meet the needs of human capital with specific criteria, the Company will also conduct recruitment from the external environment. This is in line with organizational alignment process to be more effective and productive in supporting the Company’s business plan.
Performance Assessment System
In order to align the human capital management system, particularly in the performance appraisal system, the Company has applied the system of management assessment referred to as Plan- Do-Check-Act (PDCA). Through this system, the parameters used are process management, people management, and result management, in which the management is supported by the Human Resources Information System (HRIS).
Work Culture
To achieve the vision and mission of the Company, Bakrieland has determined the core values of the Company, which are: integrity, responsiveness, discipline, adaptability, innovativeness, cooperation, and mutual respect as the foundation of the development of the corporate culture. Through these values, each employee is expected to have the right attitude and work ethic to be able to contribute optimally to the growth of the Company.
To encourage the application of a good work culture within the Company, Bakrieland has established the Code of Conduct, issued through the Decree No. 047/SK-Dir/IV/07. The commitment to the Code of Conduct is renewed annually through the signing of the guidebook by all employees throughout the organization.
Remuneration System
Bakrieland applies a system of remuneration which provides fairness for all employees based on their duties and responsibilities. In addition, the Company strives to improve the welfare of its employees through the Company’s policies in accordance with Law No. 13 of the year 2003 on Manpower.
As part of the process of consolidation and alignment of the human capital management system, the Company has adopted a system of remuneration that is aligned between the Parent Company and each Business Unit.
Pengembangan Kompetensi
Pengembangan kompetensi karyawan merupakan salah satu prioritas bagi Perusahaan. Hal ini dilakukan melalui pemberian berbagai pelatihan secara berkesinambungan, baik yang bersifat teknikal dan fungsional maupun peningkatan kualitas kepemimpinan, serta adanya jenjang karir yang terbuka secara vertikal maupun horisontal, baik di dalam satu entitas maupun antar entitas. Salah satu upaya Perusahaan dalam mengembangkan kompetensi karyawan khususnya di industri properti
adalah dengan membangun The Jungle Property
Institute (TJPI) sejak tahun 2012. Program-program TJPI dijalankan selama 18 (delapan belas) bulan meliputi pengembangan pengetahuan, kemampuan,
serta kepemimpinan karyawan yang mencakup project
management, business development, legal, risk management, sales & marketing, human capital, serta
public relations dan corporate social responsibility.
Pada tahun 2014, peserta yang berhasil menyelesaikan program TJPI berjumlah 16 (enam belas) dari 25 (dua puluh lima) peserta, dan telah dipromosikan sebagai pimpinan madya di berbagai fungsi organisasi. Perusahaan telah menganggarkan dana sebesar Rp438.935.958 untuk program TJPI di tahun 2014. Ke depannya, Perusahaan terus berkomitmen untuk mengembangkan program kepemimpinan serupa yang diharapkan dapat menjadi pilihan terbaik bagi terselenggaranya pendidikan yang mampu menghasilkan pemimpin-pemimpin handal yang dibutuhkan dalam mengakselerasi pertumbuhan bisnis Perusahaan.
Selain itu, Perusahaan fokus melakukan berbagai
knowledge sharing di lingkungan internal. Hal ini sejalan dengan program pemberdayaan karyawan yang diterapkan Perusahaan sehingga mampu memberikan manfaat dan nilai tambah secara maksimal bagi karyawan.
Sumber Daya Manusia
Human Capital
Development of Competencies
The development of the employees’ competencies is a high priority for Bakrieland and this was carried out through the provision of continuous trainings, both technical and functional as well as improving the quality of leadership, career paths are open vertically and horizontally, both within and between entities.
One of Bakrieland’s efforts in developing employee competencies, especially in the property industry, is through establishing The Jungle Property Institute (TJPI) since 2012. TJPI program has now been running for 18 (eighteen) months and includes the development of knowledge, skills, and leadership of employees covering project management, business development, legal, risk management, sales & marketing, human capital, as well as public relations and corporate social responsibility.
In 2014, 16 (sixteen) out of 25 (twenty five) participants successfully completed the TJPI program and have been promoted as associate leaders in various organizational functions within the units. Bakrieland has budgeted Rp438,935,958 for the TJPI program in 2014.
Moving forward, Bakrieland remains committed to developing a similar leadership program that is expected to be the best choice for education, which will be able to produce reliable leaders that are required to accelerate the growth of the Company’s future business.
In addition, Bakrieland continues to focus on performing a variety of knowledge sharing activities within the internal environment. This is in line with the Company’s employee empowerment program that has been applied so as to provide the maximum benefits and added value for employees.
PT Bakrieland Development Tbk Annual Report 2014
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Sarana Komunikasi Karyawan
Untuk menciptakan harmonisasi antara karyawan dan Perusahaan dilakukan melalui berbagai media
komunikasi, antara lain: intranet, email, e-news,
i-news, flyer-blast, dan majalah dinding.
Penghargaan dan Sanksi Karyawan
Pada tahun 2014, Bakrieland memberikan berbagai penghargaan kepada karyawan yang berprestasi. Sedangkan untuk pemberian sanksi kepada karyawan didasarkan pada kebijakan/Peraturan Perusahaan yang ada, seperti pemberian Surat Peringatan sesuai jenis dan tingkat pelanggaran yang dilakukan.
Pencapaian 2014
Tahun 2014 merupakan fase lanjutan dari program penyelarasan organisasi Bakrieland, dan merupakan fase yang penting bersamaan dengan dilakukannya tinjauan ulang atas strategi bisnis Perusahaan secara menyeluruh dalam menjawab tantangan dan persaingan usaha di industri properti.
Tujuan utama dari penyelarasan organisasi adalah untuk mendukung fokus bisnis, meningkatkan produktivitas, serta mendapatkan profil SDM yang sesuai. Beberapa hal strategis yang telah dilaksanakan di tahun 2014 diantaranya adalah menempatkan talenta-talenta Perusahaan pada proyek-proyek strategis, membentuk
task forces untuk pengembangan usaha, menyusun ulang struktur remunerasi Induk Perusahaan dan Unit Usaha, dan menstandardisasi kebijakan dan aturan dalam pengelolaan SDM.
Rencana 2015
Keberlanjutan dari restrukturisasi dan penyelarasan organisasi Bakrieland tetap akan menjadi agenda utama di tahun 2015, disertai dengan keberlanjutan penyelarasan kebijakan dan aturan pengelolaan SDM baik di Induk Perusahaan maupun Unit Usaha. Selain itu mengintensifkan pemberdayaan SDM melalui
learning & sharing activities juga akan menjadi fokus yang tidak kalah pentingnya.
Employee Means of Communication
The harmonization between employees and the Company is performed through various communication media, some of which are: intranet, email, e-news, i-news, flyer-blast, and bulletin board.
Awards and Sanctions for Employees
In 2014, Bakrieland provides various awards for best employees. While sanctions for employees is based on the Company’s prevailing policy or regulations, such as the provision of warning letters according to the type and level of violations committed.
2014 Achievements
Year 2014 was the continuation phase of Bakrieland organizational alignment program, and also an important phase in line with review of the Company’s overall business strategy to meet the challenges and to win competition in the property industry.
The main purpose of the organization alignment was to support the Company’s business focus, increase productivity, and recruit appropriate profile of human resources. Several strategic initiatives have been implemented in 2014, which include placing the Company’s talents on strategic projects, establishing task forces for business development, rearranging the remuneration structure of Bakrieland and business units, as well as standardizing policies and rules of human resources management.
Plans for 2015
Continuation of restructuring and Bakrieland organizational alignment will remain as the main agenda in 2015, along with the continuation of alignment in human resources management policies and rules, both in the Company and its business units. In addition, intensifying of human resources development through learning and sharing activities will also be the important focus.