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"Competencies provide the individual with a map or indication of the behaviors that will be valued, recognized and insome organizations rewarded. In this regard, organizations that have spent time and money to ensure that competenciesare successfully used, is expecting improvement in the assessment of job performance. In this regard, Spencer & Spencer,(1993) says that competencies can be measured, and the results ofthe measurement can be used to plan training anddevelopment programs, succession, career management, performance management, recruitment, selection, andapplication of competency based compensation. .Competencies should be assessed properly, and confidence with their use. Failure to do so may result in individualsfinding thattheir efforts remain largely ignored, worse, a waste of time, especially if they are later told that thesecompetencies are not required for their jobs. However, competencies are not immune to the difficulties encounteredwith the more traditional measurement of job performance, as there are many aspects influence the successful of theapplication of assessment.This study evaluates the effectiveness of the competency assessment to individual development in a constructioncompany in Indonesia. The company has been applying Competency Based Human Resource Management (CBHRM)since 2004. The previous methods to assess the competencies are using assessment center and competency assessmentquestiormaire. However, the results of the study shows that there are many constraints in applying competencies modelsuccessfully due to some reasons such as: the assessment process relies too heavily on managers? j udgment, and the -managers and subordinates were hesitant to rate individual with his/her actual rating, the item of the assessment are notcleared enough, validity ofthe instrument is still questionable, and the employees have not been given any feedbackregarding the results ofthe assessment. In order to overcome the constraints, the researchers used multi rater approach toassess employees? competencies, and the results show that the big deficiencies between the actual and the expected insome competencies."

"Globalization is everywhere; as a result, every organization should change according to the needsand requirement of the environment. These changes also involved many types of organizationincluding Indonesian National Police. In this regard, designing OD interventions requires payingcareful attention to the needs and dynamics of the change situation and crafting a changeprogram that will be consistent with the previously described criteria of effective interventions.From the preliminary studies showed that there are some issues that should be resolved namely:organization effectiveness, and staffs development (individual effectiveness). The interventiondesign was set up to implement the changes using Human Resource Management Intervention.Many different approaches had been chosen by organization, in order to be able to manage theirhuman resources effectively. One of the approaches that often used by organizations isCompetency Based Human Resource Management (CBHRM). This paper will discuss about thechallenges of using CBHRM as a tool of Organization Development, in particular to analyze theprocess and implementation of CBHRM in Indonesian National Police. From the results of theassessment using from 551 policemen, using assessment tools of Interview, Observation, Paperand pencil test, Group Discussion, In-Tray/In-Basket, it show that all aspects of AssessmentProcess still need to be enhanced namely: Standardization of Qualifications of the Assessors,Assessment Process, Establishing Full Model of CBHRM, and Feedback and Follow upprograms."

"Saat ini, departemen HR memiliki peran yang lebih konsultatif dalam mengelola karyawan di dalam organisasi. Fungsi Depanemen HR di PT. AI selain sebagai tim pendukung juga sebagai agen penxbahan sekaligus partner strategis yang bcrperan sebagai pendorong kemajuan karyawan dan organisasi. Program I-IR yang dijalankan merupakan strategi pengelolaan SDM untuk jangka panjang agar dapat menghadapi perubahan dari waktu ke waktu. Tim di dalamnya dituntut memiliki kompetensi yang sesuai untuk memenuhi peran dan tanggung jawabnya agar program kegiatan HR secara menyeluruh dapat dijalankan dengan baik. Sebagai agen perusahaan, hal ini diperlukan agar mereka bisa melalcukan perbaikan dan perubahan diri sendiri terlebih dahulu sebelum berperan pada perubahan secara Iuas bagi organisasi. Berdasarkan hal tersebut, penelitian ini mengembangkan model kompetensi untuk Departemen HR PT. A1 dan melakukan pengukuran kompetensi pemegang jabatan untuk mengetahui profil kompetensi karyawan sehingga dapat mengidentifikasi kesenjangan kompetensinya. Dalam menyusun kompetensi, digunakan teknik behavioral event interview (BEI) untuk mengetahui critical incident terkait mengenai pekerjaan yang dilakukan. Dari penyusunan model kompetensi, diperoleh 10 sq# competency yaitu Anabttical Thinking Planning Organizing & Monitoring, Decision Making, Initiative, Building T mst, Customer Focus, Follow and Develop S OP, Communication Skill, 1nterpersonalSkilL dan Strategic & Business Acumen. Sedangkan dari sisi keahlian teknis mengenai HR diperoleh 8 keahlian teknis yaitu Conqnensation & Benefit, HR Information System, HR Strategic Management, Industrial Relation, Organizational Development, Personnel Administration, Recruitment, dan Training & Development. Model kompctcnsi dilengkapi dengan tingkat kepentingan dan standar minimum tingkat kemahiran kompetensi untuk setiap jabatan. Pengukuran kompetensi dilakukan menggunakan indikator perilalcu yang telah disusun dalam model kompetensi. Metode skala rating menggunakan multi-rater dipilih dalam melakukan pengukuran kompetensi pemegang jabatan.

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Currently, HR department have a more consultative role in managing employees in the organization. HR Department on PT. A1 not only functions as a support team, but also as agents of change and strategic partners for organization that contribute on employee and organizational development. HR programs have a role as a human resources management strategy for the long term. HR team are expected to have competencies that required to iiilfill they roles and responsibilities, so they can perform well in running all HR programs. Also, as agent of change, they need to improve and change their self before involved on the widespread changes to the organization. Based on that reason, this study develops a competency model for HR Department in PT. AI. This study also conduct employee’s competency assessment to know individual competency profiles so could identified competency gaps of employees.

In developing competency model, behavioral event interview technique (BEI) used to determine critical incident related to the job to identifying competencies. This competency model resulting 10 soft competencies, Anabftical Drinking, Planning Organizing & Monitoring Decision Making, Initiative, Building Trust, Customer Focus, Follow and Develop SOP, Communication Skill, Interpersonal Skill and Strategic & Business Acumen. It also obtain 8 technical skill, Compensation & Benefits, HR Information System, Strategic HR Management, Industrial Relations, Organizational Development, Personnel Administration, Recruitment, and Training & Development. Also, competency model included with an important level and minimum requirement of proficiency level in each competency for all position.

Competency assessment conducted using behavioral indicators that are contained in the competency model. A multi-rater scale method is selected to employee’s competency assessment."

"Kereta modern secara umum memiliki karakteristik yang lebih unggul dibandingkan kereta konvensional. Beberapa tahun terakhir, telah beroperasi kereta berteknologi modern seperti MRT serta pembangunan LRT dan HSR. Dengan pesatnya perkembangan teknologi perkeretaapian tersebut, maka diperlukan peningkatan keterampilan sumber daya manusia (SDM) dalam pengoperasian perkeretaapian modern agar tetap memiliki daya saing. Tujuan dari penelitian ini adalah menganalisis standar kompetensi sumber daya manusia pada pengoperasian kereta api sesuai dengan regulasi saat ini, menganalisis kebutuhan standar kompetensi sumber daya manusia dalam pengoperasian kereta modern, serta menganalisis kesiapan regulator dalam menyiapkan sumber daya manusia yang memiliki kompetensi untuk menangani pengoperasian kereta modern. Metode penelitian yang digunakan dalam penelitian ini mengadopsi prinsip dari Work Breakdown Structure (WBS), gap analysis, benchmarking, dan Analisis SWOT. Hasil dari penelitian ini adalah: (1) standar kompetensi SDM pada pengoperasian kereta api sesuai dengan regulasi saat ini dalam bentuk WBS Dasar, (2) terdapat tambahan fungsi dasar (unit kompetensi) untuk setiap fungsi utama yang mencakup aspek keselamatan, TIK, dan budaya kerja, sehingga menghasilkan kebutuhan standar kompetensi sumber daya manusia dalam pengoperasian kereta modern yang dibuat dalam bentuk WBS Pengembangan, serta (3) analisis SWOT menunjukkan upaya penyiapan sumber daya manusia yang menangani pengoperasian kereta modern cukup kuat secara internal dan memiliki banyak peluang dari pihak eksternal. Peluang terbesar berasal dari adanya kebutuhan dari pihak operator dan industri terhadap SDM untuk perkeretaapian modern. Kekuatan yang ada dari sisi diklat adalah jumlah SDM regulator, kompetensi SDM regulator, anggaran diklat, proses belajar mengajar, dan sistem supply-demand SDM. Sebagian besar unsur input-process-output-outcome dari balai diklat yang teridentifikasi pada penelitian ini merupakan kelemahan dari regulator. Kelemahan terbesar yang dialami adalah kualitas sarana dan prasarana diklat untuk mendidik SDM perkeretaapian modern yang belum memadai. Kapasitas sarana dan prasarana diklat, kurikulum dan silabus diklat, serta jumlah dan kecukupan kompetensi dari SDM instruktur terkait perkeretaapian modern pun masih menjadi kelemahan. Kelemahan utama dari sisi regulasi berasal dari belum siapnya SKKNI untuk mengatur standar kompetensi SDM perkeretaapian modern.

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Modern trains generally have characteristics that are superior to conventional trains. In recent years, modern trains such as the MRT have been operating as well as the construction of the LRT and HSR. With the rapid development of railway technology, it is necessary to increase the skills of human resources (HR) in the operation of modern railways to remain competitive. The purpose of this study is to analyze the competency standards of human resources in train operations in accordance with current regulations, analyze the need for human resource competency standards in operating trains on modern trains, and analyze the readiness of regulators in preparing competent human resources to handle the operation of modern train. The research method used in this study adopts the principles of Work Breakdown Structure (WBS), gap analysis, benchmarking, and SWOT analysis. The results of this study are: (1) HR competency standards in train operations are in accordance with current regulations in the form of Basic WBS, (2) there are additional basic functions (competency units) for each main function which include aspects of safety, ICT, and work culture, resulting in the need for competency standards for human resources in the operation of modern trains made in the form of WBS Development, and (3) SWOT analysis shows that efforts to prepare human resources to handle modern train operations are quite strong internally and have many opportunities from external parties. The biggest opportunity comes from the need from operators and industry for human resources for modern railways. The strengths that exist from the education and training side are the number of regulatory HR, regulatory HR competencies, training budgets, teaching and learning processes, and the HR supply-demand system. Most of the input-process-output-outcome elements identified in this research are the weaknesses of the regulator. The biggest weakness experienced is the inadequate quality of training facilities and infrastructure to educate human resources for modern railways. The capacity of training facilities and infrastructure, training curriculum and syllabus, as well as the number and adequacy of the competence of human resource instructors related to modern railways, are still weaknesses. The main weakness in terms of regulation stems from the unpreparedness of SKKNI to regulate competency standards of modern railway human resources."

"Memiliki Sumber Daya Manusia yang berkualitas sudah menjadi suam kebutuhan yang penting bagi organisasi yang ingin tems bertahan dalam persaingan ketat dunia usaha. Dalam mengatasi persaingan ini, suatu organisasi dapat melakukan perbaikan yang bersiizatintemal yaitu pengembangan SDM. Hal ini berarti organisasi harus meningkatkan kinexja. perusahaannya melalui perbaikan kinelja karyawannya. Oleh karena itu akan sangat bermaniiaat bagi perusahaan untuk menentukan aspek-aspek yang dibumhkan oleh pemangku jabatan untuk terwujudnya kinexja yang dihaxapkan. Aspek-aspek yang diperlukan dari satu jabatan dapat dijelaslcan secara operasional dan diuraikan dalam bentuk perilaku yang dapat diamati dan diukur ainu sering disebut dengan kompetaensi. Selmmpulan kompetensi atau sering disebut dengan model kompetensi ini berguna bagi organisasi karena dapat menjadi acuan dan dapat digunakan sebagai bahan pembuat keputusan mengenai seleksi, penempatzm, pelatihan dan pengembangan dan lainnya., sena dapat memberikan infonnasi dan arahan tertentu pada individu, sehingga individu dapat memperbaiki kinerjanya Pada PT. Z, posisiproject manager merupakan ujung tombak perusahaan. Projecz manager adalah orang yang bertanggungjawab atas kelancaman pekerjaan di Iapan gan serta untuk merencanakan dan melaksanakan suatu proyek. Posisi projecz manager pada PT. Z ini telah beberapa kali berganti pemegangnya. Pergantjan ini sering dikarenakan ketidalcpuasan pemimpin terhadap kinerjanya. Hal ini menjadi perhatian PT. Z karena perusahaan sedang menerima cukup banyak proyek dan membumhkan orang untuk posisi project manager. Berdasarkan pengalaman dari kesalahan project manager terdahulu, make. pemsahaan merasa perlu mengetahui kompetensi-kompetensi yang dipcrlukan oleh seorang project manager. Dari analisis terhadap hasil wawancara dan diskusi yang dilakukan, dapat disimpulkan bahwa kompetensi yang dibutuhkan oleh project manager adalah : I) Service Orientation. 2) Continous Learning. 3) Goal Orientation. 4) Technica! Knowledge. 5) Problem analysis, 6) Piannrhg and Organizing 7) Communication, 8) In_/Iuencrkzgskill, 9) Team Orienazzion Berdasarkan uraian diatas, Tugas Akhir ini rnencoba mengembangkan model kompetensi posisi project manager di PT. Z, schingga dapat diketahui persyaratan individu padajabatan tersebut agar menghasilkan kinerja yang diharapkan.

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Having a quality human resourse has becoming a needs which is important for organization who want to hold in a tight competition of business world. In handing this competition, an organization could make an intemal service which is human resource development. It means that the organization must improve the company performance through the employee performance service. The company could take advantage to decice all aspect required by job holder to create expected performance. All aspect needs from one job can be explain operationally and in a fomt of behavior that can be observed and measured or often be called competency. Competency model is very uselirl for organization because it can be a role and can be use as a decision maker material about selection, placing, training, development and others, also can give such information and certain direction to individuals, so individuals could fix their performance. At PT. Z, project manager position is an arrow for the company. Project Manager is the person whose responsible to the job in the Held also to give a plan and do a project. The project manager position at PT. Z has changed several time because the leader feel unsatished of they performance. This is become an attention for the company because the company have a lot of project now and need a people to project manager position. Leaming from the past, the company thinks that t:hey must settle project manager’s competency.Interview and discussion were given to conclude that project manager should be a person who has: 1) Service Orientation, 2) Continous Learning , 3) Goal Orientation, 4) Technical Knowledge 5) Planning and Organizing, 6) Problem analysis, 7) Communication, 8) Influencing skill, 9) Team Orientation. Based on that analysis, this Final Task is try to developing a competency model for project manager ofPT.Z, so they can know required for the job to present expected perfonnance."

"Manajemen Sumber Daya Manusia Berbasis Kompetensi merupakan penerapan dari manajemen SDM menghubungkan model kompetensi dengan kompetensi yang dibutuhkan dalam melakukan pekerjaan dalam organisasi. Tujuan penelitian untuk menganalisis efektivitas manajemen SDM berbasis kompetensi menurut perspektif perawat manajer lini pertama di Rumah Sakit (RS) Siloam Kelapa Dua Tangerang. Jenis penelitian yakni penelitian desktriptif dengan pendekatan kualitatif studi kasus. Informan penelitian: 5 perawat manajer lini pertama dan 4 informan kunci. Data primer dengan kuesioner dan wawancara mendalam. Data sekunder dengan telaah dokumen kompetensi. Hasil penelitian yakni: Perawat manajer lini pertama setuju kebutuhan pelatihan diidentifikasi RS, adanya kesempatan pelatihan sesuai kebutuhan, dukungan RS dalam workshop dan seminar, kesempatan karir bagi yang berkinerja baik, ada perencanaan jalur karir, perencanaan dan pengembangan karir sesuai kinerja staf, RS menerapkan sistem kompensasi mendorong dalam tercapainya tujuan RS, ada perlakuan yang adil dan remunerasi dijadikan sebagai penghargaan bagi yang berkinerja baik. Perawat manajer lini pertama setuju adanya wawancara selama rekrutmen dan seleksi, jabatan staf disesuaikan dengan kompetensinya, adanya wawancara dalam rekrutmen, pemilihan kandidat rekrutmen berdasarkan kompetensinya. Perawat manajer lini pertama setuju dengan RS diperbolehkan bicara formal dengan top manajer mengenai hasil evaluasi, pengembangan berdasarkan evaluasi kinerja, RS selalu menginfokan terkait dengan standar evaluasi kinerja, serta pemberian penghargaan berdasarkan kinerja.

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Competence Based Human Resource Management (CBHRM) is the application of HR management linking the competency model with the competencies needed to do work within the organization. The purpose of the study was to analyze the effectiveness of competency-based HR management according to the perspective of first-line manager nurses at Siloam Hospitals Kelapa Dua, Tangerang. The type of research is descriptive research with a qualitative case study approach. Research informants: 5 nurse first-line managers and 4 key informants. Primary data with questionnaires and in-depth interviews. Secondary data by reviewing competency documents. The results of the study are: First-line nurse managers agree that training needs are identified by hospitals, there are training opportunities as needed, hospital support in workshops and seminars, career opportunities for good performers, there is career path planning, career planning and development according to staff performance, hospitals implement a system compensation encourages the achievement of hospital goals, there is fair treatment and remuneration is used as a reward for good performers. First-line nurse managers agree that there are interviews during recruitment and selection, staff positions are adjusted to their competencies, there are interviews in recruitment, selection of recruitment candidates based on their competencies. The first-line nurse manager agrees with the hospital being allowed to talk formally with the top manager regarding the evaluation results, development based on performance evaluation, the hospital always informs about performance evaluation standards, as well as awarding performance based on performance."

"ABSTRAKThe purpose of this research is to investigate the effect of human capital on business performance with costumer capital as the intervening variable. Samples used in this research are comodity export companies listed in The Industry and Trade Provincial Office of West Sumatera. Data used for this research was collected from financial managers and personnel managers that completing and returning the questionnaire. Data collected by mail sutvey and contact persin with 70 questionnaire and respon rate 38 questionnaires (54%). Analysis conducted by path analysis technique and software SPSS 12.00. The result shows that human capital positively but not significantly linked with costumer capital; customer capital positively but not significantly linked with business performance; and the human capital doesn't related with business performance with customer capital as the intervening variable"

"ABSTRAKPermasalahan dalam pengadaan barang/jasa sering terjadi karena faktor kompetensi sumber daya manusia. Penelitian ini bertujuan untuk menganalisis kompetensi Anggota Kelompok Kerja Unit Layanan Pengadaan (Pokja ULP) dengan berbasis risiko dalam rangka meningkatkan kinerja pengadaan. Analisis kompetensi dilakukan dengan mengidentifikasi faktor-faktor risiko dalam tugas dan kewenangan Pokja ULP, kemudian dianalisis sehingga diketahui risiko dominan. Terhadap risiko yang dominan kemudian dirumuskan respon preventif dan korektif. Penelitian ini menghasilkan kompetensi Anggota Pokja ULP pada aspek pengetahuan dan keterampilan berdasarkan risiko tersebut. Hasil penelitian ini kiranya dapat dipergunakan dalam rangka pengembangan standar kompetensi bagi Anggota Pokja ULP.

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ABSTRACT

The main problem in a procurement process is often caused by human competency factor. This research aimed to analyze Procurement Service Unit Working Group Members competency through risk based analysis to increase procurement performance. Competency analysis was conducted by identifying risk factors within their duties and authorities, and then was analyzed to determine the dominant risk in order to generate preventive and corrective response. This research resulted in the competency in knowledge and skill aspect based on the risk. This result is expected to be beneficial in the development of competency standard for Procurement Service Unit Working Group Member."

"Human development merupakan proses pengubahan sumber daya menjadi human capital, yaitu seperangkat kompetensi yang menyanggupkan manusia untuk bekerja dan menghasilkan nilai ekonomi. Human Development Index (HDI) mewakili 3 komponennya, yaitu: kesehatan, pendidikan, dan pendapatan. Pada 2013, Indonesia menempati peringkat global ke-108 untuk HDI, sedangkan Palestina ke-107, meski PDB per kapitanya hanya setengah Indonesia; mengingikasikan adanya perbedaan efisiensi. Studi ini mengukur efisiensi human development Indonesia. Menggunakan Data Envelopment Analysis, ditemukan bahwa setengah provinsi Indonesia inefisien. Provinsi kurang maju seperti Papua efisien; menandakan efisiensi tidak dipengaruhi oleh skala sumber daya. Akibat inefisiensi ini, sekitar Rp 10 Trillion terbuang setiap tahunnya, dari 2009-2013.

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Human development is the process of converting resources into human capital, which is the stock of competencies embodied by the ability to perform labor in producing economic value. The Human Development Index (HDI) represents its 3 main components: education, health and income. In 2013, Indonesia ranked 108th in global HDI, while Palestine ranked 107th despite having half of Indonesia?s GDP per capita, indicating an efficiency disparity. This study aims to measure Indonesia?s human development efficiency. Using Data Envelopment Analysis, the study discovers that half of Indonesia?s provinces are relatively inefficient. Underdeveloped provinces such as Papua are efficient; proving efficiency has no association with scale of resources. Due to inefficiency, approximately over Rp 10 Trillion have been wasted yearly from 2009-2013 in Indonesia."

"Pada era knowledge-based economy scat ini, knowledge sebagai intellectual capital perusahaan merupakan faktor strategis perusahaan menghadapi kompetisi global. Knowledge creation adalah proses inti dari inisiatif knowledge management, yang secara khusus mempunyai dampak untuk menghasilkan new knowledge agar dapat menciptakan inovasi untuk meningkatkan pertumbuhan corporate performance.PT. Indosat. Tbk adalah perusahaan post merger yang merupakan perusahaan yang memainkan peran penting dalam industri telekomunikasi di Indonesia. Perusahaan ini telah berdiri selama 39 tahun dan memiliki 8.000 karyawan. PT. Indosat, Tbk mempunyai potensi yang besar untuk mengintegrasikan knowledge yang berasal dari 4 perusahaan yang berbeda sebelum merger untuk menciptakan new knowledge agar dapat menciptakan inovasi. Proses knowledge creation di dalam organisasi akan menjadikan PT Indosat, Tbk menjadi wealth company dengan knowledge sebagai faktor sumber daya strategis perusahaan. Membangun organizational knowledge creation di PT. Indosat, Tbk akan menjadikan PT.Indosat, Tbk sebagai leading telecommunication company dalam menghadapi perubahan yang sangat cepat dalam kompetisi dan market, teknologi dan regulasi.Tugas Akhir ini akan mengusulkan konsep model organizational knowledge creation dan mengidentifikasi kapabilitas organisasi untuk memenuhi enabling organizational knowledge creation. Tugas Akhis ini juga akan menganalisa sumber daya teknologi, culture, dan beberapa variable lainnya Serta hambatan-yang akan terjadi dalam membangun organizational knowledge creation. Semoga pendekatan ini dapat berguna bagi PT. Indosat, Tbk untuk mengoptimalisasi sumber daya knowledgenya untuk meningkatkan kapabilitas organisasi untuk menciptakan continuous innovation yang akan berdampak pada kenaikan pertumbuhan corporate performance.

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Today, knowledge as intellectual capital is considered the most strategically important resources and the most strategically important capability for business organization to create continuous innovation for competitive advantage. However, many initiatives being undertaken to develop and exploit organizational knowledge are not explicitly linked to or framed by the organization's business strategy. Knowledge creation as a core process of knowledge management initiative, in particular, has a significant implication for capturing new knowledge and creating innovation for sustainable growth of corporate performance.

PT. Indosat, Tbk, a post merger company that plays a big role in telecommunication industry in Indonesia, established for more than 39 years and now has 8,000 number of employee. PT. Indosat, Tbk has the highest potential resources to integrate knowledge which derive on owned from 4 previous companies before merger to create new knowledge for continuous innovation. Building knowledge creation process within organization would be enhancing PT. Indosat, Tbk to be a wealth company with knowledge as strategic important resources. To be an organizational knowledge creation, PT. Indosat, Tbk will be survived as a leading telecommunications company to face the high speed of competition and the changes of market, technology and regulation.

The papers propose a conceptual model of organizational knowledge creation and identify PT. Indosat's capabilities to undergo enabling of organizational knowledge creation. This paper also analyzes the technology, culture and some variables within organization, and also some obstacles to build the organizational knowledge creation. Moreover, this approach may help PT. Indosat, Tbk to optimally their resources to improve organization capabilities on building an organizational knowledge creation as well as search for continuous innovation in order to achieve continuous growth of corporate performance."