135
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis Tata Kelola Perusahaan
Corporate Governance Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
SUB DIREKTORAT SDM & UMUM HR & General Sub-Directorate
Bidang Perencanaan Sumber Daya Bisnis & Organisasi Business Resource Planning &
Organizational Field Bidang Pengembangan SDM
HR Development Field Bidang Pelayanan SDM & K3
HR & K3 Services Field
Profil VP SDM | Profile VP HR
Wisnu Cahyono
VP SDM VP HR
Warga Negara Indonesia, berdomisili di Jakarta. Beliau berusia 51 tahun dan lahir di Phnom Penh pada tanggal 10 Juni 1966. Beliau diangkat sebagai VP SDM berdasarkan Surat Keputusan No. 012321/SK/002/PUSAT/ICON+/2017 Februari 2017. Beliau meraih gelar Sarjana Teknik Eletronika dari Universitas Indonesia tahun 1996 dan gelar Master Teknik Informatika dari University of Missouri, Saint Louis, Amerika Serikat tahun 2008. Beliau memulai karirnya di ICON+ sejak tahun 2013 serta pernah menjabat diberbagai posisi dan divisi. Beliau menjabat sebagai Vice Presiden SDM & Umum pada Sub Direktorat SDM dan Umum, Direktorat Keuangan dan Sumber Daya Manusia sejak Februari 2017 hingga sekarang. Pendidikan atau Pelatihan yang pernah beliau ikuti antara lain Business Value Creation pada 22 – 24 Februari 2017 yang diselenggarakan oleh IPMI Business School, Jakarta, Exclusive Round Table pada 10 Agustus 2017 yang diselenggarakan di Jakarta, Pra EE II pada 11 – 18 September 2017 yang diselenggarakan oleh PLN Udiklat Jakarta, dan Assessment Pra EE II pada 25 – 26 September 2017 yang diselenggarakan oleh PLN Assessment Center Jakarta.
Indonesian Citizen, domiciled in Jakarta. He is 51 years old and was born in Phnom Penh on June 10, 1966. He was appointed as VP HR based on the Decree No. 012321/SK/002/PUSAT/ICON+/2017 in February 2017. He earned a Bachelor of Engineering in Eletronics from the University of Indonesia in 1996 and a Master of Informatics Engineering from the University of Missouri, Saint Louis, USA in 2008. He began his career at ICON+ since 2013 and has served in various positions and divisions. He has served as Vice President of HR & General in the HR and General Sub-Directorate, Directorate of Finance and Human Resources since February 2017 until now. Education or Training that he participated in included Business Value Creation on February 22-24, 2017 organized by IPMI Business School, Jakarta; Exclusive Round Table on August 10, 2017 held in Jakarta, Pre EE II on 11-18 September 2017 organized by PLN Udiklat Jakarta, and Pre EE II Assessment on September 25-26 2017 organized by the PLN Assessment Center Jakarta.
Tugas dan Tanggung Jawab Sub Direktorat SDM dan Umum
Tugas dan tanggung jawab Sub Direktorat SDM dan Umum antara lain:
1. Bertanggung jawab terhadap efektivitas organisasi, evaluasi implementasi serta pengembangan organisasi untuk menunjang kelancaran operasional, mengelola penerapan tata nilai dan budaya Perusahaan berbasis organisasi pembelajar dan inovasi, menerapkan manajemen pengembangan SDM, mekanisme reward, strategi kompensasi dan benefit yang sesuai strategi bisnis dan kebutuhan perusahaan, serta menjaga hubungan industrial yang harmonis;
2. Menyelaraskan strategi pengembangan organisasi dan pengembangan SDM yang selaras dengan strategi bisnis Perusahaan;
3. Mengidentifikasi dan mengelola risiko-risiko yang menghambat pencapaian sasaran kerja Sub-Direktorat;
4. Mengelola efektivitas organisasi perusahaan sesuai dengan strategi bisnis Perusahaan;
5. Mengelola penguatan budaya perusahaan berbasis organisasi pembelajar dan inovasi melalui pengelolaan pengetahuan (Knowledge Management) di perusahaan;
6. Merencanakan pengembangan sistem SDM berbasis kompetensi dan budaya perusahaan yang mendukung visi, misi, dan strategi perusahaan;
7. Memenuhi kebutuhan SDM di perusahaan baik jumlah maupun kualifikasi yang sesuai dalam mendukung pencapaian strategi perusahaan;
8. Mengidentifikasi dan menentukan inisiatif strategis dalam rangka meningkatkan tingkat kerekatan (engagement) dan pemberdayaan (enablement) pegawai;
9. Mengelola hubungan industrial yang harmonis antara manajemen dengan pihak terkait sesuai ketentuan dan peraturan ketenagakerjaan;
10. Memformulasikan sasaran pengelolaan risiko Sub-Direktorat yang SMART (Specific, Measurable, Achievable ,Realistic, and Timely), mengidentifikasi risiko yang mempunyai potensi mengganggu pencapaian sasaran, menetapkan rencana perlakuan mitigasi yang tepat serta memonitor pelaksanaan mitigasi risiko dan melaporkannya sesuai dengan Pedoman Manajemen Risiko yang berlaku.
Duties and Responsibilities of the HR and General Sub- Directorate
Duties and Responsibilities of the HR and General Sub-Directorate are as follows:
1. Responsible for organizational effectiveness. evaluating implementation and organizational development to support smooth operations, managing the application of corporate values and culture based on learning organizations and innovation, implementing HR development management, reward mechanisms, compensation and benefit strategies that match business strategy and company needs, and maintaining harmonious industrial relations;
2. Aligning organizational development strategies and HR development that are in line with the Company’s business strategy;
3. Identifying and managing risks that hinder the achievement of the work objectives of the Sub-Directorate;
4. Managing the effectiveness of company organizations in accordance with the Company’s business strategy;
5. Managing the strengthened corporate culture based on learning organizations and innovation through Knowledge Management in companies;
6. Planning for the development of competency and corporate culture based HR systems that support the company’s vision, mission and strategy;
7. Fulfilling HR needs in the company both in number and qualifications that are appropriate in supporting the achievement of the company’s strategy;
8. Identify and determine strategic initiatives in order to increase the level of engagement and enablement of employees;
9. Managing harmonious industrial relations between management and related parties in accordance with labor regulations and regulations;
10. Formulating SMART (Specific, Measurable, Achievable, Realistic, and Timely) sub-directorate of risk management objectives, identifying risks that have the potential to disrupt the achievement of targets, establish appropriate mitigation treatment plans and monitor the implementation of risk mitigation and report it according to the existing Guidelines Applicable Risk Management.
137
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis Tata Kelola Perusahaan
Corporate Governance Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Roadmap Pengelolaan SDM
Perusahaan telah merancang dan mengimplementasikan sebuah strategi sejak tahun 2016 untuk menjalankan Sistem Manajemen SDM, guna menambah daya saing SDM dengan memperhatikan pada kondisi perekonomian saat ini, serta mengingat semakin ketatnya persaingan pasar saat ini. Sub Direktorat SDM ICON+ telah menetapkan strategi revitalisasi human capital 2016 – 2019 untuk memastikan kesinambungan peningkatan capacity building.
Dalam menunjang strategi revitalisasi Human Capital 2016 – 2019 melalui pengembangan manajemen dan organisasi, sepanjang tahun 2017 ICON+ telah melakukan kegiatan sebagai berikut:
1. Kesiapan Kepemimpinan
› Pelaksanaan Uji Kompetensi yaitu melalui pelaksanaan assessment kompetensi inti dan peran bagi kandidat pegawai talent serta pelaksanaan assessment dan fit & proper untuk mengisi kebutuhan jabatan General Manager, Manager dan Supervisor;
› Telah dilakukan penyusunan Individual Development Plan untuk masing-masing posisi pada Critical Job Family;
› Pelaksanaan Leadership Development Program melalui pelaksanaan Leadership Officer Development untuk level Officer/ Engineer talent yang akan dipromosikan nantinya untuk posisi Supervisor;
› Pelaksanaan Assessment Kinerja Level Manager.
HR Management Roadmap
The company has designed and implemented a strategy since 2016 to run the HR Management System, in order to increase the competitiveness of HR by taking into account current economic conditions, as well as the current increasingly fierce market competition.
The ICON+ HR Planning Division has established a 2016 - 2019 human capital revitalization strategy to ensure continued improvement in capacity building.
In supporting the 2016 - 2019 Human Capital revitalization strategy through management and organizational development, throughout 2017 ICON+ has carried out the following activities:
1. Leadership Readiness
› The implementation of the Competency Test, which is through the implementation of core competency assessments and roles for talent employee candidates as well as the implementation of assessments and fit & proper to fill the positions of General Manager, Manager and Supervisor positions;
› An Individual Development Plan has been prepared for each position on the Critical Job Family.
› Implementation of Leadership Development Program through the implementation of Leadership Officer Development for the level of Officer/Engineers talents who will be promoted later to Supervisor positions.
› Implementation of Level Manager Performance Assessment.
2. Kesiapan Budaya
› Melakukan Review Progress Implementasi Agent of Change (AoC);
› Keikutsertaan ICON+ pada Pameran Inovasi PLN dengan menampilkan Inovasi Smart Print Generation;
› Keikutsertaan ICON+ pada National English Competition (NEON) PLN Pemenang untuk Kategori The Best Individual;
› Keikutsertaan ICON+ pada PLN Idea Generation dan ICON+
memperoleh Juara 3;
› Penyelenggaran Value Deployment Program (VDP) melalui Pelaksanaan Photo Competition;
› Pelaksanaan Survei Budaya/ Pemahaman Visi, Misi, Values &
Strategi Perusahaan;
› Pelaksanaan Climate Survey/ Employee Engagement Survey (EES).
› Pelaksanaan Monitoring Progress Action Plan Agent of Change;
› Pelaksanaan Tim Building Agent of Change.
3. Kesiapan Penyelarasan
› Internalisasi Strategi Perusahaan dengan melaksanakan pengisian Sasaran Kinerja Pegawai Semester 2 Tahun 2017, penyesuaian distribusi nilai kinerja individu berdasarkan arahan Rapat Direktur Sirkuler PLN tentang Nilai Kinerja Korporat ICON+ Semester 1 Tahun 2017, penyampaian Laporan Nilai Kinerja Individu ICON+ kepada Divisi HCM PLN, penyampaian Laporan Pembaharuan Talenta Pegawai sesuai Nilai Kinerja Individu Semester 1 Tahun 2017, serta penyusunan SK Sistem Penilaian Kinerja Pegawai sebagai Perubahan SK sebelumnya sesuai arahan Ratifikasi dari PLN;
› Penyelarasan Manajemen Kinerja Pegawai 2017 (SIMKP) melalui penyusunan cascading Tree untuk memastikan keselarasan Kinerja Perusahaan dengan Kinerja Individu dan pelaksanaan Peer Assessment Direksi untuk penilaian kinerja kepala unit kerja setingkat Sub Direktorat/ SBU/ SBS/ Sekretaris Perusahaan dan Kepala Satuan.
4. Kesiapan Kerjasama
› Pelaksanaan Community of Practice (CoP)
› Pelaks anaan Knowledge Sharing, dimulai dengan mempersiapkan materi maupun pemateri untuk Knowledge Sharing per triwulan serta pelaksanaan Knowledge Sharing internal, dengan materi antara lain Self Awareness, Finance for Non Finance, Strategic Execution, Coaching for High Performance, Inventory Management, Effective Communication for Sales, Cisco Network, Aktivasi Jaringan, Safety Climbing, FOT-FOC, Strategic Execution.
› Pelaksanaan Knowledge Capturing dengan melaksanakan identifikasi pegawai yang menjabat pada posisi-posisi critical maupun yang akan putus hubungan kerja (mengundurkan diri, pensiun dan lain-lain), yang akan diajukan untuk proses knowledge capturing.
2. Cultural Readiness
› Reviewing the Implementation Progress of Agent of Change (AoC).
› The participation of ICON+ at the PLN Innovation Exhibition by presenting the Smart Print Generation Innovation.
› The participation of ICON+ at the PLN’s National English Competition (NEON) and Winning the Best Individual Category.
› The participation of ICON+ at PLN Idea Generation and ICON+
won the 3rd place.
› Implementation of Value Deployment Program (VDP) through the Implementation of Photo Competition.
› Implementation of a Cultural Survey/ Understanding of Vision, Mission, Values & Company Strategy.
› Implementation of Climate Survey/ Employee Engagement Survey (EES).
› Implementation of the Monitoring Progress Action Plan Agent of Change.
› Implementation of the Building Agent of Change Team.
3. Synchronic Readiness.
› Internalization of Corporate Strategy by carrying out the filling of Employee Performance Target of the 2nd Semester of 2017, adjusting the distribution of individual performance values based on PLN Circular Radir directions on ICON+ Semester 1 of 2017, Corporate Performance Value, delivery of ICON+ Individual Performance Value Report to HCM PLN Division, submission of Talenta Employee Renewal Report in accordance with the Individual Performance Value of Semester 1 of 2017, as well as the drafting of the SK of Employee Performance Assessment System as a previous SK Amendment according to the direction of the Ratification of PLN.
› Alignment of Employee Performance Management 2017 (SIMKP) through compilation of cascading trees to ensure alignment of Company Performance with Individual Performance and implementation of Peer Assessment Directors for performance evaluation of work unit heads at the level of Sub Directorate/
SBU/ SBS/ Corporate Secretary and Head of Unit.
4. Cooperation Readiness.
› The implementation of the Community of Practice (CoP).
› The implementation of Knowledge Sharing, started with preparing material and presenters for quarterly Knowledge Sharing and the implementation of internal Knowledge Sharing, with material such as Self Awareness, Finance for Non Finance, Strategic Execution, High Performance Coaching, Inventory Management, Effective Communication for Sales, Cisco Network, Network Activation, Safety Climbing, FOT-FOC, Strategic Execution.
› Implementation of Knowledge Capturing by carrying out identification of employees who are serving in critical positions as well as those who will break up employment (resign, retire, etc.), which will be submitted for knowledge capturing.
139
Analisis dan Pembahasan Manajemen
Management Discussion and Analysis Tata Kelola Perusahaan
Corporate Governance Tanggung Jawab Sosial Perusahaan Corporate Social Responsibility
Department (HRD) ICON+ berupaya meningkatkan kualitas karyawan melalui HR Strategy Framework dalam rekrutmen dan pengembangan SDM ICON+. Pada Framework tersebut terdapat 6 (enam) hal utama, yaitu values alignment, business transform readiness, improve business agility, piloting big/small initiative, future of work dan integrated talent management.
Values alignment adalah fokus pada tata nilai dan budaya perusahaan yang akan bermuara pada inovasi dan customer.
Business transform readiness merupakan kesadaran setiap karyawan untuk melakukan perubahan dalam hal peningkatan kinerjanya di perusahaan yang disesuaikan dengan kemajuan era saat ini.
Improve business agility yaitu kelincahan berbisnis yang ditingkatkan dengan cara me-review proses bisnis dan memotong proses-proses yang sekiranya berulang atau sudah tidak diperlukan lagi. Hal ini perlu persiapan untuk menghadapi perubahan yang tidak pasti atau disebut volatility, uncertainty, complexity, dan ambiguity (VUCA).
Piloting big/small initiatives yang diimplementasikan pada program Kanvas ICON+.
Future of work dimana HR ICON+ merancang sebuah struktur organisasi ramping (network structure) yang bertujuan agar dalam proses pengambilan keputusan dapat lebih cepat.
Integrated talent management untuk membangun sistem pengelolaan talent management agar pipeline of future leader yang kredibel dan kompeten serta menciptakan pemimpin-pemimpin baru yang andal dan berwawasan.