The Company realizes the importance of having an excellent and competitive HR in order to support the Company in the realization of its vision, mission, and business targets. Thus, Krakatau Steel dedicates full attention to the implementation of employee competency development and talent management programs.
Agar pelaksanaan program pengembangan kompetensi maupun pengelolaan talenta para karyawan berjalan secara efisien, setiap tahunnya Perseroan telah menyusun target jumlah kegiatan pelatihan yang akan diselenggarakan dan peserta yang akan diikutsertakan dalam pelatihan tersebut. Untuk tahun 2018, Perseroan menerapkan target pelaksanaan kegiatan pelatihan sebesar 100% dengan peserta sebanyak 5.347 orang. Realisasi pelaksanaan kegiatan pelatihan pada tahun 2018 mencapai total peserta sebesar 16.785 orang (314% dari target peserta).
Program Pengembangan Kompetensi SDM
Program Pengembangan Kompetensi SDM bertujuan untuk meningkatkan kompetensi dan keahlian teknikal(hard competency and skill) dalam rangka mendukung kegiatan operasional Perseroan.
Dalam rangka merealisasikan tujuan program ini, Perseroan telah menyelenggarakan berbagai kegiatan pelatihan sepanjang tahun 2018, dengan perincian sebagai berikut:
No Kelompok Pelatihan / Training
Realisasi / Realization
Lembaga Penyelenggara / Organizer Pelatihan / Jam
Training Hour
Peserta / Participant
1 Core Competency 446 1.853 HCD & LC
2 Generic Level Competency 442 2.057 HCD & LC
3 Specific Competency 4.582 8.979 HCD & LC dan Eksternal / HCD & LC and External
4 Skill Certification 144 105 HCD & LC dan Eksternal / HCD & LC and External
5 Other Development Program 768 3.791 HCD & LC dan Eksternal / HCD & LC and External
Program Pengelolaan Talenta
Program Pengelolaan Talenta bertujuan untuk penyeragaman kompetensi manajerial di lingkungan Krakatau Steel Group sehingga dapat memiliki kemampuan yang unggul serta memastikan kesinambungan kepemimpinan yang berkualitas dan sesuai dengan tuntutan bisnis.
Untuk menentukan talenta, ada beberapa proses yang harus dilalui, yaitu identifikasi, seleksi, pengembangan dan retensi.
Untuk tahun 2018, perusahaan tidak melakukan program pengembangan para talent. Hal ini dikarenakan prioritas utama adalah pemenuhan tenaga kerja untuk mendukung beroperasinya pabrik blast furnace serta pabrik terkait lainnya seperti Slab Steel Plant dan Direct Reduction Plant.
Untuk program pengembangan bidang pelatihan, difokuskan untuk memenuhi gap kompetensi pelatihan kepemimpinan berjenjang level foreman (Foreman Development Program & QCC Leader) dan supervisor (Supervisor Development Pogram & Time Management) serta pemenuhan generic level golongan superintendent (Manajemen Keuangan).
In order for the competency development and talent management programs to be efficiently conducted, each year the Company sets a target of the number of training activities that will be organized as well as the number of participants. For 2018, the Company set a target of training activities implementation at 100% with 5,347 total participants. The activity realization in 2018 has reached 16.785 total participants (314% of the target).
HR Competence Development Program
The HR Competence Development Program aims to enhance competence and technical skills (hard competency and skill) in order to support the Company’s operational activities. To realize the goal of this program, the Company has organized numerous training activities over the course of 2018 as described below:
Talent Management Program
Talent Management Program aims to uniform managerial competencies so that the talents in subsidiaries in the future will have excellent capabilities when they are trusted to be leaders within Krakatau Steel Group. This program was also designed to ensure leadership continuity with high quality and in accordance with business demands.
To determine the talents, there are several processes that must be passed, namely identification, selection, development, and retention.
In 2018, the company did not organize talent development program.
This is because the main priority is the fulfillment of workforce to support the operation of blast furnace plant as well as other related factories such as Slab Steel Plant and Direct Reduction Plant.
As for training development program, it is focused on fulfilling the competency gap for foreman-level leadership training (Foreman Development Program & QCC Leader) and supervisors (Supervisor Development Program & Time Management) as well as fulfilling the generic-level of superintendent groups (Financial Management).
Program Pengembangan Karier
Kebijakan Karier tentang Promosi dan atau mutasi karyawan dilakukan sesuai dengan kebutuhan organisasi dan bisnis perusahaan.
Pelaksanaan promosi dan atau mutasi sesuai kriteria seleksi dan ketentuan yang ditetapkan perusahaan serta berbasis kompetensi.
Promosi untuk level General Manager dan Manager dilakukan setiap saat sesuai kebutuhan, namun untuk level operator, Foreman, Supervisor dan Superintendent dilakukan periodik 2 kali dalam setahun.
Pelaksanaan promosi dan mutasi dilakukan melalui tahapan proses sebagai berikut :
a. Penyusunan long list kandidat diperoleh berdasarkan career path, usulan pimpinan unit dan atau usulan Divisi Human Capital Development
b. Seleksi kandidat (dari long list menjadi short list) dilaksanakan dengan metode Review Kandidat. Dilakukan proses profile matching yang membandingkan Persyaratan Kompetensi Kosong dengan Kompetensi Individu kandidat. Kandidat yang memiliki suitable percentage tertinggi berpotensi untuk masuk dalam shortlist candidates.
c. Seleksi untuk penetapan ranking short list dilakukan oleh Tim Seleksi Kandidat
d. Penetapan pemangku jabatan dilakukan oleh pejabat berwenang.
Sepanjang tahun 2018, Perseroan melaksanakan promosi jabatan kepada 386 karyawan, menurun sekitar 9,3% dari total karyawan.
Sedangkan mutasi jabatan tahun 2018 dilakukan kepada 203 karyawan, meningkat sebesar 15,3% dari jumlah karyawan yang dimutasikan pada tahun 2017 yakni sebesar 176 karyawan.
Penilaian Kinerja Karyawan
Penilaian Kinerja karyawan dilakukan berdasarkan pencapaian sejumlah indikator kinerja atau Key Performance Indicator (KPI), yang merupakan turunan dari Sasaran Kerja Unit dan Perusahaan.
(tercantum dalam Prosedur BIS-03).
Career Development Program
Career policy regarding promotion and/or employee mutation is carried out in accordance with needs of the Company’s organization and business. The implementation of promotion and/
or mutation is based on competency and the selection criteria and provisions that have been set.
Promotion for General Manager and Manager levels is carried out at any time as necessary, while for operator, Foreman, Supervisor, and Superintendent levels is carried out periodically twice a year.
The promotion and mutation implementation is conducted through the following processes:
a. Preparation of a long list of candidates based on employee career path, proposals from unit managers and/or Human Capital Development & Learning Center. Division
b. Selection of candidates (from long list to short list) is carried out using Candidate Review method. A matching profile process is conducted to compare the Competency Requirements with the Individual Competency of the candidate. Candidates with the highest suitable percentage will be more likely to be included in the candidate short list.
c. Selection for determining the short list ranking is conducted by the Candidate Selection Team
d. Appointment of the selected candidate is carried out by relevant authorities.
Throughout 2018, the Company conducted promotion of 386 employees, decreased by 9.3% of the total employees. Meanwhile, in 2018, employee transfer was carried out to 203 employees, an increase of 15.3% from the number of employee transfers in 2017 at 176 employees.
Employee Performance Assessment
Employee Performance Assessment is conducted based on the achievement in Key Performance Indicator (KPI), which is derived from the Unit and Company Work Targets (listed in Procedure BIS-03).
Konsep penjabaran seperti gambar berikut:
KPI Perusahaan KPI of the Company
KPI Subdit KPI of the Sub-Directorate
KPI Subdit KPI of the Sub-Directorate
KPI Divisi KPI of Division
KPI Dinas/Sub Ordinat Unit Dibawahnya KPI of Departement/Subordinate Unite Under it Sasaran Kerja Individu (SKI)
Individual Work Target (SKI)
Gambar di atas menjelaskan realisasi kinerja dari masing-masing unit dilaporkan tiap bulan/triwulan/tahunan ke Divisi Performance Management & Corporate Culture melalui program e-performance.
Setiap tiga bulan dilakukan Corporate Performance Review untuk kinerja PT Krakatau Steel (Persero) Tbk dan Anak Perusahaan.
Acara tersebut bertujuan untuk mengevaluasi hasil capaian serta menentukan langkah tindak lanjut ke depan.
Selain itu, setiap semester dilakukan penilaian kinerja dan perilaku terhadap para oleh atasannya. Pemberian penghargaan (reward) atas prestasi kerja dilakukan setelah penilaian kinerja semester 2 tahun berjalan