Sumber
daya insani (SDI) merupakan salah satu aset dan kunci penting dalam menghadapi persaingan bisnis yang makin ketat. Terkait de- ngan hal itu, Perseroan meyakini bahwa untuk mencapai target bisnis yang telah ditentukan, maka pengelolaan dan pengembangan SDI harus dilakukan secara tepat dan kontinu, baik secara kuantitatif maupun kualitatif.Untuk meningkatkan pengembangan dan pem- berdayaan SDI, pada 2011 Perseroan telah banyak melakukan training, workshop, dan juga seminar. Training tersebut ada yang bersifat mandatory, yakni karena tuntutan jabatan atau tugas, seperti sertifikasi manajemen risiko. Ada pula training yang bersifat program khusus, den- gan jangka waktu yang relatif lebih lama, seperti Officer Development Program (ODP), training da- sar-dasar pembiayaan, atau dasar-dasar opera- sional. Selain itu, ada yang bersifat reguler, seperti training teknis operasional dan training untuk support.
Sedangkan, dari sisi rekrutmen, Perseroan merekrut beberapa level middle management dari berbagai bank syariah lainnya, yang siap untuk bersaing mengejar target. Special hire level officer atau manager juga sudah dilakukan dalam rangka mempercepat pencapaian target bisnis.
Selain mengadakan berbagai pelatihan, pengembangan kualitas dan kompetensi SDI dilakukan dengan cara memaksimalkan peran para line manager (LM). LM dianggap berperan penting dalam mendorong tiap karyawan untuk meningkatkan kemampuannya melalui proses bimbingan (coaching), mentoring, shadowing, dan on the job training.
Diharapkan, para LM dapat menyadari peran penting tersebut sehingga mampu mempercepat pencapaian target yang diinginkan. Dibanding- kan dengan 2010, jumlah LM sudah jauh lebih
Human
Resource (HR) has becoming one of the assets and important key in facing tight business competition. Related to that, the Company believe that to achieved business tar- get that has been determined, then the mana- gement and development of HR must be done correctly and continuously, both quantitatively and qualitatively.To enhance the development and
empowerment of HR, in 2011, the Company has conducted training, workshops, and seminars. Some training are mandatory, namely because of the demands of the position or duties, such as risk management certification. There are also training programs that are specific, with relatively long periods of time, such as the Officer Development Program (ODP), the basics of finance training, or operational basics. Aside of that, there are also a regular training, such as operational technical training and training for support.
Meanwhile, in terms of recruitment, the
Company has hired several middle management level from various other Islamic banks, whose ready to compete to achieved target. Special hire level officer or manager has also been conducted in order to accelerate the achievement of business targets. Beside holding on to various training, development of quality and HR competence has also done by maximizing the role of line manager (LM). LM is considered has an
important role in encouraging each employee to improve its capabilities through the process guidance (coaching), mentoring, shadowing, and on the job training.
Hopefully LM could realize this important role so could accelerate the achievement of target achievement. Compared with 2010, number of LM this year are more bigger. Thus, more
banyak. Dengan demikian, lebih banyak pula atasan yang dapat terlibat dalam pengembangan bawahannya.
Agar tercipta keselarasan proses di semua level, Perseroan juga terus melakukan upaya konkret yang ditujukan untuk membentuk budaya perusahaan yang dapat dipahami, diinternalisasi, dan sekaligus dapat diimplementasikan oleh seluruh karyawan. Berikut ini berbagai pencapaian Perseroan di bidang SDI: Program Harmonisasi Karyawan
Pada Juni 2011 proses harmonisasi sistem kekaryawanan hampir 100% selesai dilakukan dengan bergabung menjadi satu dengan karyawan eks UUS PT Bank Bukopin, Tbk yang telah melewati masa penugasan di Perseroan selama dua tahun. Praktiknya, Program Harmonisasi Karyawan mencakup, antara lain kompensasi benefit, kedisiplinan karyawan, penilaian kinerja, penerapan budaya perusahaan, serta aturan-aturan lainnya.
Rekrutmen Karyawan
Sepanjang 2011, Perseroan telah melakukan rekrutmen karyawan untuk memenuhi kebutuhan usaha (bisnis), operasional, dan support secara berkesinambungan. Perseroan merekrut sejumlah pegawai di level middle management, mulai dari level kepala divisi, manajer, dan officer dari berbagai bank syariah lainnya, yang siap bersaing mengejar target Perseroan.
Training Karyawan
Selain melakukan training karyawan yang bersifat program, seperti ODP, Program
Operasional Cabang, serta Program Dasar-Dasar Pembiayaan Syariah, Perseroan melakukan berbagai pelatihan yang ditujukan untuk meningkatkan kompetensi teknikal di posisi account officer (AO)/Relationship officer (RO), dan fungsi lainnya seperti pelayanan nasabah, marketing atau pemasaran, TI, manajemen risiko, kepatuhan, dan bagian operasional lainnya yang mendukung usaha Perseroan.
superior could get involved in developing their subordinates.
In order to create the alignment process at all levels, the Company has also continued to make concrete efforts aimed to establish a corporate culture that can be understood, internalized, and also can be implemented by all employees. Following the Company’s accomplishments in the field of HR: Employee Harmonization Program On June 2011 the process of employee harmonization system was almost 100% completed by joining together with former employees into PT Bank Bukopin Tbk, Shariah Business Unit that have been through an assignment at the Company for two years. In practice, Employee Harmonization Program include, among other, compensation benefits, employee discipline, performance appraisal, the application of corporate culture, as well as other rules.
Employee Recruitment
Throughout 2011, the Company has been done several employee recruitment to fill the need of sustainability human resource in business, operational and support. The Company has recruited numbers of employee in middle management level, from head of division level, manager and officer from other Islamic bank, whose ready to achieve the Company’s target. Employee Training
In addition to doing employee training program such as ODP, Branch Operational Program, and also Basic Islamic Financing Program, the Company made a variety of training aimed at improving the technical competence in the position of account officer (AO)/relationship officer (RO), and other function as well as customer service, marketing, IT, risk
management, compliance, and other operations that support the Company’s business.
Database Karyawan
Selama 2011, Perseroan telah berhasil me- lakukan peningkatan dan pengembangan data- base karyawan. Pencapaian tersebut diharapkan mampu mengakselerasi akses data menjadi lebih akurat dan cepat. Pada 2011 juga telah disosiali- sasikan web SDI yang memudahkan karyawan untuk mengakses secara real time absensi, uang makan, dan transport. Hal tersebut tentu sangat berguna untuk membantu proses monitoring ata- san terhadap bawahannya.
Berikut ini data dan komposisi karyawan Per- seroan hingga posisi Desember 2011:
Employee Database
During 2011, the Company has successfully in- creased and developed its employee database. The achievement was expected to help accele- rate data access to becomes more accurate and faster. In 2011, web for human resources (HR) has also been socialized to facilitate em- ployees to access real-time attendance, meal, and transport allowance. It is certainly very useful to assist in terms of monitoring from su- pervisor to his subordinates.
Following are data and the composition of the Company’s employees up to December 2011: