Selama tahun 2016 ,Human Capital Division mem- bagi beberapa pendekatan dalam implementasi kerjanya, yaitu:
Dalam mengemban fungsi sebagai penyedia pela- tihan dan pengembangan, Human Capital Division melalui Learning Execution Improvement Depart- ment telah mengimplementasikan program yang berfokus kepada pengembangan kompetensi karyawan, yaitu:
Throughout 2016, Human Capital Division divides several approach in its work implementation, namely:
In carrying the function as training and development provider, Human Capital Division through the Learning Execution Improvement Department has implemented a program which focuses on the development of employ- ees’ competencies, namely:
Fokus pada peningkatan kualitas SDM Perseroan dan Entitas Anak dengan berb- agai metode perekrutan dan seleksi yang didasarkan pada standar kometensi yang telah ditetapkan.
Mengembangkan performance manage- ment system,melalui penyusunan, moni- toring dan evaluasi key performance indi- cator (KPI), secara periodik diseluruh level karyawan.
Mengembangkan kemampuan pengeta- huan, keahlian dan sikap dari karyawan melalui program pelatihan yang sesuai dengan arah dan tantangan bisnis saat ini dan dimasa yang akan datang.
Focus to improve the Company’s Human Re- sources quality through recruitment and selec- tion based on standard of competencies that has been set.
Developing performance management system through the preparation, monitoring, and evalu- ation of key performance indicator, periodically in all employee level.
Developing the capability of knowledge, skills, and attitudes of the employees from training programs, in accordance with the direction and challenges of today’s and future’s business.
Melaksanakan Program Sertifikasi Pelati- han (Training Certification Program) yang bertujuan sebagaistandarisasi kompeten- si/keahlian secara soft danteknikal mulai dari tingkat jabatan Marketing Manager, Field Consultant, Store Manager, Assistant Store Manager, Senior Sales Associate dan Sales Associate.
Melaksanakan pelatihan GSS (Global Standard System) yang bertujuan untuk meningkatkan kemampuan karyawan da- lam melaksanakan tugas ordering, receiv- ing dan pengelolaan write off, serta analisis kinerja toko secara efektif dan tepat.
Pelatihan khusus lainnya yang bertujuan untuk meningkatkan kinerja karyawan dari aspek teknikal seperti Showcase Training Program.
Leadership Academy dilaksanakan untuk mengembangkan kemampuan soft skill pada level managerial dengan menggu- nakan metode classroom dan coaching, yang menggunakan beberapa modul seper- ti problem solving, leadership, communica- tionskill dan lainnya.
Implementing Training Certification Program aimed as the standardization of competence/ skills both soft and technical started from po- sition level of Marketing Manager, Field Consul- tant, Store Manager, Assistant Store Manager, Senior Sales Associate and Sales Associate.
Implementing GSS training (Global Standard System) which aims to improve employees’ skill to carry out the ordering task, receiving and managing write-offs, as well as analysis of store performance effectively and appropriately.
Conducting other special trainings aimed to im- prove the employees’ performances from tech- nical aspects like Showcase Training Program.
Leadership Academy is conducted to develop soft skills at the level of managerial by using classroom and coaching methods which use several modules such as problem solving, lead- ership, communication skills and other.
Secara berkesinambungan, Human Capital menye- lenggarakan beberapa program khusus yang ber- tujuan meningkatkan kualitas engagement level antara karyawan dan Perseroan, diantaranya ada- lah:
Pengembangan Organisasi di tahun 2016
Continuously, Human Capital organizes several special programs aimed at increasing the quality of engagement between employees and the Company, the programs are:
Organizational Development in 2016
Program yang telah dilakukan untuk peningkatan ki- nerja departemen
Programs that have carried out to improve the depart- ment performance
Implementasi perhitungan dan pemba- yaran bonus gerai 7- Eleven via HRIS.
Persiapan integrasi karyawan Perseroan dan Entitas Anak ke dalam HRIS ( Database, Penggajian, ESS, KPI).
Memberikan rekomendasi, menyediakan struktur organisasi dan KPI untuk restruk- tur dan rightsizing Perusahaan.
Implementation of calculation and payment for bonus at 7-Eleven stores through HRIS.
Preparation for integration of Company’s and Subsidiary’s employees into HRIS ( Database, Salary, ESS, KPI).
Provide recommendation, organization struc- ture and KPI for The Company’s restructuring and rightsizing process.
Work & Life Balance Program yang dida- lamnya termasuk :
Aktivitas religius :
Persekutuan Doa, Kegiatan Rohani Islam, Buka Puasa Bersama, San- tunan Anak Yatim dan lain –lain.
Aktivitas sport untuk kesehatan karyawan :
Fasilitas keanggotaan Celebrity Fitness, Futsal, Bulu Tangkis dan Golf Membership di Padang Golf Modern.
Kegiatan Donor Darah : merupakan kegia- tan rutin bekerja sama dengan Palang Mer- ah Indonesia.
Seminar Kesehatan bekerjasama dengan PT Allianz & RS Premier Jatinegara tentang pencegahan dan penanggulangan HIV di tempat kerja.
Edukasi tentang penanggulangan keba- karan dengan Tim Pelatihan Pengetahuan Kebakaran Indonesia ( TP2KI).
Work and Life Balance Program which include : Religius Activities :
Prayer Meeting, Islamic Spiritual Activities, Breakfasting Gathering, employees donations and activities with orphans, etc
Sport Activities for employees health :
Membership at Celebrity Fitness, futsal, badminton, golf membership at Padang Golf Modern.
Blood Donor activities , a regular activites coop- erating with Red Cross Indonesia.
Health and Food Seminar cooperating with PT Allianz and RS Premier Jatinegara about preven- tion and control of HIV in the workplace.
Modern Sunday Sports every Sunday at 7-Eleven Teluk Betung at 07.00 -09.00. Families are wel- come to have fun together.
Education on fire prevention with Fire Training Team Indonesia ( TP2KI)
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Selanjutnya dengan ketatnya persaingan bisnis ritel saat ini dan berkembangnya gerai 7-Eleven, maka Human Capital terus berupaya untuk mem- persiapkan infrastruktur yang lebih kuat agar se- tiap karyawan dapat menunjukkan kinerja yang maksimal dalam pencapaian visi dan misi Per- seroan seperti pengembangan Human Resource System (HRIS) dan pendekatan pelatihan yang ber- basis komputerisasi di setiap gerai secara berke- lanjutan.
Perseroan juga mendukung pengembangan karyawan dengan jalan memberikan pelati- han-pelatihan yang terstruktur dan berkesinam- bungan, baik kepada karyawan baru maupun ke- pada karyawan lama sebagai upaya Perseroan membentuk Sumber Daya Manusia yang andal da- lam bisnis 7-Eleven.
Total biaya yang telah dialokasikan Perseroan un- tuk menopang terselenggaranya berbagai pelati- han dan seminar bagi karyawan selama tahun 2016 adalah Rp 1.200.000.000,-.
Komposisi Sumber Daya Manusia
Usaha Perseroan yang kini kian berkembang, menyebabkan meningkatnya jumlah Sumber Daya Manusia. Pada tahun 2016, secara keseluruhan SDM Perseroan total berjumlah 1.605 orang. Kom- posisi karyawan berdasarkan masing-masing po- sisi/peringkat jabatan serta tingkat pendidikan di setiap entitas anak dijabarkan sebagai berikut:
Furthermore, with the intense competition in today’s re- tail business and the development of 7-Eleven outlets, the Human Capital continuously seeks to prepare a more robust infrastructure so that each employee can demon- strate maximum performance in achieving the Compa- ny’s vision and mission such as the development of Hu- man Resource System (HRIS) and computerization based training approaches on each outlet on an ongoing basis.
The Company also supports employee development by providing a structured and sustainable training, both to new and old recruit as an effort to build excellent Human Resources in the 7-Eleven business.
Total cost that has been allocated by the Company to support the implementation of various trainings and seminars for employees during 2016 was
Rp 1.200.000.000,-.
Human Resources Composition
The Company’s business which is now growing has caused the increase in number of Human Resources. In 2016, the Company’s overall Human Resources are amounted to 1.605 people.
Employee composition based on each position / work level as well as education level in each subsidiaries is de- scribed as follows:
Presiden Direktur/ President Director Komisaris/ Board of Commissioners Direksi/ Board of Directors General Manager/ General Manager Senior Manager/ Senior Manager Manager/ Manager Asisten Manajer/ Assistant Manager Senior Supervisor/ Senior Supervisor Supervisor/ Supervisor Kepala Seksi/ Head of Division Staf/ Staff Jumlah/ Total 0 0 3 5 3 18 36 10 174 243 921 1413 0 0 1 1 0 5 9 3 16 3 46 84 1 3 3 3 2 5 15 4 23 11 39 108 1 3 7 9 5 28 60 17 213 257 1006 1605
Posisi / Position