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"ABSTRACTGlobalization 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."

"ABSTRAKCompetencies provide the individual with a map or indication of the behaviors that will be valued, recognized and in some organizations rewarded. In this regard, organizations that have spent time and money to ensure that competencies are 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 and development programs, succession, career management, performance management, recruitment, selection, and application of competency based compensation. .Competencies should be assessed properly, and confidence with their use. Failure to do so may result in individuals finding thattheir efforts remain largely ignored, worse, a waste of time, especially if they are later told that these competencies are not required for their jobs. However, competencies are not immune to the difficulties encountered with the more traditional measurement of job performance, as there are many aspects influence the successful of the application 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 assessment questiormaire. However, the results of the study shows that there are many constraints in applying competencies model successfully due to some reasons such as: the assessment process relies too heavily on managers? judgment, and the managers and subordinates were hesitant to rate individual with his/her actual rating, the item of the assessment are not cleared enough, validity ofthe instrument is still questionable, and the employees have not been given any feedback regarding the results ofthe assessment. In order to overcome the constraints, the researchers used multi rater approach to assess employees? competencies, and the results show that the big deficiencies between the actual and the expected in some competencies."

"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."

"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."

"The Ninth Edition of Human Resource Management: Gaining a Competitive Advantage was developed to teach students how to face and meet a variety of challenges within their organizations and how to gain a competitive advantage for their companies. "

"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."

"Penelitian ini bertujuan untuk mendeskripsikan pengembangan human capital dan dampaknya sebagai salah satu bentuk manajemen sumber daya manusia di PT M. Penelitian ini merupakan penelitian kualitatif deskriptif yang diawali dengan studi literatur. Pengumpulan data dilakukan pada tahun 2021 melalui wawancara mendalam dengan 6 informan. Hasil penelitian menunjukkan bahwa pengembangan human capital yang dilakukan oleh PT M berfokus kepada kompetensi yang merujuk pada kemampuan, pengetahuan, dan keterampilan saja. Sehingga pengembangan human capital yang dilakukan disebut sebagai pengembangan kompetensi karyawan. Pengembangan human capital yang dilakukan dimulai dengan pengisian personal development plan yang sesuai dengan kebutuhan pengembangan setiap karyawan sehingga dalam pelaksanaannya, pengembangan memiliki sasaran prinsip, karakteristik, dan isu utama yang berbeda-beda. Adapun dampak pengembangan human capital di PT M yakni peningkatan keterampilan dan pengetahuan, peningkatan kepercayaan diri, merasa diperhatikan oleh perusahaan, dan berdampak pada peningkatan kinerja di lapangan.

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This study aims to describe the development of human capital and its impact as a form of human resource management at PT M. This is a qualitative descriptive study preceded with literature studies. Data collection conducted in 2021 trough in-depth interviews with 6 informants The results of the study revealed that the development of human capital carried out by PT M only focuses on competencies that refer to abilities, knowledge, and skills. So, it is referred to as employee competency development. Human capital development begins with filling out a personal development plan that is in accordance with the development needs of each employee so that in its implementation, development has different principles, characteristics, and main issues. The impact of developing human capital at PT M is increasing skills and knowledge, increasing self-confidence, feeling cared for by the company, and having an impact on improving performance in the field."