Number of Employees RISK MANAGEMENT IMPROVEMENT PLAN 2014
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Jenjang Pendidikan
S2 S1
D3 SMA
SMP SD
Total
Educational Level
Master Bachelor
Diploma Senior High School
Junior High School Elementary School
Total 2013
75 1033
419 20.260
2.872 2.269
26.928 2012
73 809
340 19.507
3.415 2.886
27.030
Perubahan 2,7
27,68 23,24
3,86 15,9
21,3 94,68
2. KomposisI SDM Berdasarkan Jabatan
Jumlah pegawai sebanyak 26.928 terdiri dari 25 Executive Vice President, 136 Vice PresidentGeneral Manager
Senior Manager, 561 Manager, 1.245 Junior Manager Assistant Manager, sisanya terdiri dari supervisor dan staf
atau pelaksana. Pada tahun 2013 terdapat penurunan pegawai pelaksana dari 21 ribu menjadi 20 ribu pegawai.
Penurunan ini merupakan bagian dari pelaksanaan program restrukturisasi pegawai. Sementara itu pada level
Vice President terjadi penambahan dari 21 pegawai pada tahun 2012 menjadi 25 pegawai pada 2013, sebagai bagian
dari upaya strategis revitalisasi Perseroan. 3.
Komposisi Pegawai Berdasarkan Jenjang Pendidikan
Pada tahun 2013 terjadi peningkatan jumlah pegawai lulusan SMA ke atas. Peningkatan tertinggi pada lulusan
perguruan tinggi Strata 1 sebesar 27 menjadi 1.033 pegawai dari 809 pegawai pada tahun 2012. Sementara
itu lulusan SMP ke bawah turun. Jumlah pegawai lulusan SD turun 21 dari menjadi 2.269 pegawai dari tahun 2012
sejumlah 2.886 pegawai. 2.
Human Resources composition by Job Position The number of 26,928 employees comprises 25 Executive
Vice Presidents, 136 Vice PresidentsGeneral Managers Senior Managers, 561 Managers, 1.245 Junior Managers
Assistant Managers, and the rest are Supervisors and Staff or Officers. In 2013 there was a reduction from 21 thousand
to 20 thousand officers. This reduction was part of the employee restructuring program. Meanwhile, there was an
increase from 21 people in 2012 to 25 people at the level of Vice President in 2013 as a part of the strategic efforts in
revitalizing the Company. 3.
Employees Composition by Education Level There was an increase of employee number from Senior
High School or above in 2013. The highest increase was on Bachelor degree S1 by 27 from 809 employees
in 2012 to 1.033 employees. Meanwhile, the number of employees from Junior High School graduates or below
decreased. The number of employees from Primary School graduates decreased 21 from 2.886 in 2012 to
2.269 employees.
Komposisi Pegawai PT Kereta Api Indonesia Persero 2013 Berdasarkan Jenjang Pendidikan Composition of PT Kereta Api Indonesia Persero Employees by Educational Level
Business Prospects and Corporate Strategy
Analysis and Managerial Discussion
PT KERETA API INDONESIA PERSERO
LAPORAN TAHUNAN 2013
381
PT KERETA API INDONESIA PERSERO
LAPORAN TAHUNAN 2013
381
Supporting Business Report
Usia
51-56 41-50
31-40 30
TOTAL Age
51-56 41-50
31-40 30
TOTAL 2013
4.847 5.663
5.949 10.469
26.928 2012
4.562 6.487
6.478 9.503
27.030
Perubahan 6,2
12,7 8,1
10,1 37,1
4. Komposisi Pegawai Berdasarkan Usia
Pada tahun 2013 terjadi jumlah penurunan pegawai berusia di atas 40-50 sebesar 13 dan peningkatan
jumlah pegawai di bawah usia 30 tahun sebesar 10. Perubahan ini merupakan bagian dari program
regenerasi di Perseroan. 4.
EmployeeS Composition by Age In 2013, there was a 13 decrease of employee number
at the age of 40-50 and a 10 increase of employee number under the age of 30 years. These changes were
part of a regeneration program in the Company.
Komposisi Pegawai PT Kereta Api Indonesia Persero 2013 Berdasarkan Usia The Composition of PT Kereta Api Indonesia Persero Employees in 2013 by Age
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5. Komposisi Pegawai Berdasarkan Fungsi
Pada tahun 2013 terdapat penambahan jumlah pegawai untuk fungsi operasional dan komersial dari 6.150 pegawai
menjadi 7.270 pegawai. Perubahan ini merupakan upaya untuk meningkatkan fungsi pelayanan. Sementara itu,
jumlah pegawai stasiun mengalami penurunan 58 dari 696 pada tahun 2012 menjadi 294 pegawai pada 2013.
Penurunan jumlah pegawai stasiun terutama disebabkan pemberlakuan sistem e-ticketing:
6. TurnOver Pegawai 2013
Dalam pengelolaan SDM tersebut, tingkat keluar masuk turnover pegawai menjadi perhatian perseroan.
Pada tahun 2013 terdapat penambahan 1.354 pegawai dan pengurangan pegawai 1.456 orang. Penambahan
pegawai merupakan hasil perekrutan. Pengurangan pegawai disebabkan pegawai pensiun normal, pensiun
dini, pengunduran diri, meninggal dunia, atau pensiun dikarenakan menjadi direksi.
6. Employees Turnover in 2013
In the management of human resources, employees turnover is of the company’s concern. In 2013 there were
1,354 additional employees and employee reduction as many as 1,456 people. The addition was resulted from
recruitment, while the reduction was due to normal retirement, early retirement, resignation, death, and
retirement for becoming a member of the Board of Directors.
5. Employees Composition by Function
In 2013, there was an increase of employee number for operational and commercial functions from 6,150 into 7,270
people. This change was an effort to improve the service function. Meanwhile, the number of employees inrailway
stations decreased 58 from 696 in 2012 to 294 employees in 2013. The decreasing number of employees was mainly
caused by the implementation of e-ticketing system:
Komposisi Pegawai PT Kereta Api Indonesia Persero 2013 Berdasarkan Fungsi Composition of PT Kereta Api Indonesia Persero Employees by Function
Pemeliharaan Sarana Operasional Komersial
Perawatan dan Pengawasan Prasarana Pengoperasian Prasarana
Pegawai Stasiun Optimalisasi Aset
Umum
Jumlah Fungsi
F
UNCTIONAL
2013 2012
Facilities Maintenance Operational Commercial
Infrastructure Maintenance and Supervision
Infrastructure Operation Railway Station Employees
Asset Optimization General
Total
5.398 5.700
5,30 7.270
6.150 18,21
4.001 4.353
8,09 7.103
6.943 2,30
294 696
57,76 430
383 12,27
2.432 2.805
13,30
26.928 27.030
391,25
Business Prospects and Corporate Strategy
Analysis and Managerial Discussion
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LAPORAN TAHUNAN 2013
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Supporting Business Report
PT Kereta Api Indonesia Persero memanfaatkan dua sumber untuk melakukan perekrutan, yaitu
sumber umum dan sumber khusus. Sumber umum menggunakan dua jalur, yaitu jalur kampus melalui Job
Fair dan kerja sama dengan TNI. Pada tahun 2013, PT Kereta Api Indonesia Persero merekrut lulusan baru
dari Sekolah Tinggi Transportasi Darat STTD. Selain itu, Perseroan juga bekerja sama dengan TNI untuk
pengadaan Polisi Khusus Kereta Polsuska. Dalam perekrutan jalur khusus, PT Kereta Api Indonesia
Persero merekrut profesional berpengalaman dan merekrut mahasiswa berprestasi. Pada tahun 2013, jumlah
pegawai yang dan mengikuti seleksi sebanyak 10.770 orang dan yang dinyatakan lulus sebanyak 1.354 orang.
PT Kereta Api Indonesia Persero uses two sources for recruitment, namely general and special sources.
General source uses two paths, namely campus path through a job fair and cooperation with TNI
Indonesian National Army. In 2013, PT Kereta Api Indonesia recruited new graduates from Academy
of Land Transport STTD. In addition, the Company also cooperated with TNI to provide Special Police for
Train Polsuska. In the recruitment through special path, PT Kereta
Api Indonesia
Persero recruited
experienced professionals and outstanding university students.
In 2013, the number of employees who passed the recruitment amounted 1.354 people.
Hasil Perekrutan Karyawan PT Kereta Api Indonesia Persero 2013 Result of Employee Recruitment of PT Kereta Api Indonesia Persero 2013
Customer Service Polsuska
Eksternal dari Pegawai Tewas Jobfair
Masinis Outsourcing
Rekrut Khusus Teknik Sipil
Operasional, Pemeliharaan, Adm
TOTAL
12 243
3 139
420 111
52 24
350
1.354
Customer Service Polsuska Special Police for Train
External from Death Employees Jobfair
Engineer Outsourcing
Special Recruitment Civil Engineering
Operation, Maintenance, Adm
TOTAL Fungsi
P
EGAWAI
E
MPLOYEE
F
UNCTIONAL
B. PEREKRUTAN DAN SELEKSI B. RECRUITMENT AND SELECTION
384
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PT KERETA API INDONESIA PERSERO
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Secara konsisten PT Kereta Api Indonesia Persero melakukan pengembangan pegawai guna meningkatkan
kapabilitas dan kompetensi mereka. Dengan memiliki kompetensi dan kapabilitas yang tinggi, pegawai dapat
meningkatkan produktivitas mereka dan berkontribusi pada peningkatan kinerja Perseroan.
Sasaran utama pengembangan SDM adalah mengubah mindset
pegawai untuk
mendukung Perseoran
bertransformasi menjadi service company. Untuk mencapai sasaran tersebut segenap jajaran manajemen memiliki
komitmen yang kuat untuk terus melakukan perubahan pengelolaan SDM dengan mengajak seluruh pegawai
untuk mendukung perubahan.
Perseroan telah menyusun strategi pengembangan SDM berdasarkan kebutuhan dan dibuat secara fleksibel
agar senantiasa mengikuti kemungkinan perubahan dan transformasi yang mungkin terjadi di masa datang. Strategi
pengembangan SDM dibuat berkelanjutan dari tahun 2013 sampai 2018 sehingga pegawai bisa lebih siap menghadapi
tantangan perubahan di masa depan. Berdasarkan pertimbangan tersebut, maka fokus rencana
kerja pengembangan SDM di tahun 2013 dapat dijabarkan sebagai berikut:
Pemantapan assessment dan sistem pengembangan SDM berbasis CBHRM dan SBHRM dibagi menjadi dua
semester: 1.
Semester pertama, melakukan evaluasi pengem- bangan SDM yang sudah ada. Di semester ini
Perseroan melakukan
asesmen kompetensi
untuk pemetaan kompetensi pada level jabatan manajerial sebagai dasar executive and management
development program. 2.
Semester kedua,
merencanakan sistem
pengembangan sesuai dengan kompetensi yang sudah dimiliki. Di semester ini Perseroan melanjutkan
kegiatan asesmen seperti yang sudah dilakukan di semester pertama dan hasilnya baru dijadikan
landasan bagi pembangunan sistem pengembangan SDM Perseroan.
The Company has made a human resource development strategy based on the need in a flexible way in order to
keep following the possible changes and transformation that may occur in the future. The human resources
development strategy was continuously made from 2013 to 2018 so that employees can be more prepared to face
the challenges of change in the future. Based on those considerations, then in 2013, the focus of
the work plan of human resources development can be described as follows:
The strengthening of Human Resources assessment and development system based CBHRM and SBHRM are
divided into two semesters: 1.
First semester, evaluating the existing human resource development. In this first semester, the company
conducted a competence assessment to map the competences on position level as a basic executive
and management development programs. 2.
Second semester, planning the development system in accordance with the competence that already
possessed. In this semester, the Company continued the assessment as has been done in the first
semester, and the result is used as the foundation for developing the Company’s system of human resource
development. PT Kereta Api Indonesia Persero consistently conducts
human resources development to improve their capabilities and competences. By having high competences and
capabilities, the employees can increase their productivity and contribute to improving the Company performance.
The main target of human resource development is to change the employees’ mindset to support company in
transforming itself into a service company. To achieve this target, the whole management has a strong commitment
to consistently making changes in Human Resources management by encouraging all employees to support the
change.
1. Road Map Pengembangan SDM
1. Road Map of Human Resources Development
C. PELATIHAN DAN PENGEMBANGAN SDM