Managerial Training Center TRAINING AND HUMAN RESOURCES DEVELOPMENT
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2. Balai Pelatihan Sinyal Telekomunikasi
Fungsional Bidang Sintelis Functional Training in Signalling,
Telecommunication, and Electricity Perawatan Fasilitas Pengoperasian
KA Tingkat Pelaksana Maintenance of Train Operation Facilities for
Staff Pelatihan Teknik Change Unit Radio
Lokomotif Technical Training in Change Unit of the
Locomotive Radio Perbaikan Modul Berbasis SMD
SMD-Based Module Improvement Sistem Traindispatching
Traindispatching System Perawatan Persinyalan Mekanik
Mechanical Signalling Maintenance Pelatihan Teknik Sintelis
Technical Training of Signalling, Telecommunication, and Electricity
Sistem Proteksi Petir Thunderbolt Protection System
Perawatan Pintu Perlintasan Crossing Gate Maintenance
Perawatan Sistem Persinyalan SSI SSI Signalling System Maintenance
Peralatan dalam Persinyalan VPI VPI Signalling Equipment
Teknik Multiplexing dan Transmisi Telekomunikasi
Multiplexing and Telecommunication Transmission Techniques
Pelatihan Penjaga Pengamanan Aset PPA dan Pelaksana Aset Tanah PAT
Assets Security Officer PPA and Land Asset Officer PAT Training
Sistem persinyalan Signalling System
Perawatan persinyalan dan peralatan telekomunikasi
Maintenance of Signalling and Telecommunication Equipment
Sistem Radio Lokomotif Locomotive Radio System
Teknik Perbaikan Komponen SMD SMD Component Improvement Technique
Sistem Traindispatching Traindispatching System
Sistem Perawatan dan Perbaikan Persinyalan Mekanik
Mechanical Signalling Maintenance and Repair System
Sistem persinyalan Sintelis Signalling, Telecommunication, and Electricity
System Instalasi dan perawatan pelatan proteksi petir
Thunderbolt Protection Installation and Maintenance Equipment
Perawatan dan perbaikan pintu perlintasan Crossing Gate Maintenance and Repair
Perawatan Sistem Persinyalan SSI SSI Signalling System Maintenance
Perawatan Sistem persinyalan SSI SSI Signaling System Maintenance
Perawatan sistem multiplexing dan transmisi telekomunikasi
Multiplexing and Telecommunication Transmission Maintenance Equipment
Peraturan dan pengamanan aset Regulations and Assets Security
Jenis Pelatihan Angkatan
Kompetensi Materi Utama Pelatihan
I Hard skill
IX - XXXX Hard Skill
I - III Hard skill
I, II, Hard Skll
I -IV Hard Skill
I ,II Hard Skill
I, II III Hard Skill
I - IV Hard Skill
I - V Hard Skill
I Hard Skill
I , II Hard Skill
I Hard Skill
I Hard Skill
2. Telecommunication Signals Training Center
Business Prospects and Corporate Strategy
Analysis and Managerial Discussion
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3. Balai Pelatihan Operasi dan Pemasaran
3. Operation and Marketing Training Center
Kompetensi Teknik Operasi LTO Competence in Operational Technique
LTO Kompetensi Dasar Teknik Operasi DTO
Basic Competence of Operational Technique DTO
Pengembangan Kompetensi Supervisor Developing Supervisory Competence
Customer Care Customer Care
Pembuatan Gapeka Grafik Perjalanan Kereta Api
Gapeka Making Graphic of Train Trip Pengendali KA
Train Controller Penguasaan Stasiun
Station Mastery Pemeliharaan Sarana KA
Maintenance of Train Facilities Operasionalisasi KA
Train Operasionalization Teknik operasional KA dasar
Basic Train Operational Technique Pengetahuan dasar perkeretaapian
Basic Knowledge on Railway Supervisory perkeretaapian
Railway Supervisory Pelayanan pelanggan
Customer Service Teknik pembuatan Gapeka
Gapeka Making Technique Pengendalian kereta api
Train Controlling Manajemen stasiun KA
Railway Station Management Pengendalian dan pemeliharaan sarana KA
Control and Maintenance of Train Facilities Prinsip-Prinsip Operasionalisasi KA
Principles of Train Operasionalization
Jenis Pelatihan Angkatan
Kompetensi Materi Utama Pelatihan
I - VI Hard skill
I,II Hard Skill
I Hard skill
I - V Hard Skill
Angkatan I Hard Skill
I , II Hard Skill
I, II Hard Skill
I Hard Skill
I Hard Skill
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4. Balai Pelatihan Teknik Perkeretaapian
4. Railway Engineering Training Center
5. Traction Training Center
Operasionalisasi Kereta Rel Listrik Electric Multiple Unit EMU Operation
Operator Mesin Perawatan Jalan Rel MPJR Railway Maintenance Machine Operator
MPJR Perawatan Jembatan Tingkat Lanjutan
Bridge Maintenance for Advanced Level Perawatan Jalan Rel Tingkat Pelaksana
Railway Maintenance for Staff Level Petugas Pemeriksa Jalur
Track Inspection Officer Training of trainer masinis
Training of trainer for Locomotive engineer KRL Series 80008500
EMU 80008500 Series
Sarana Penggerak Non Listrik Non-Electric Traction
Perawatan Sarana Perkeretaapian Tanpa Penggerak
Non-Traction Rolling Stock Maintenance Perawatan Sarana Perkeretaapian
dengan Penggerak Non Listrik Non-Electric Traction Maintenance
Pelatihan Pemeriksa Sarana Tanpa Penggerak
Training for Inspector of Non-Traction Rolling Stock
Teknisi Kereta Api Train Technician
Pemeliharaan Lok CC 206 Maintenance of CC 206 Locomotive
Pemeliharaan AC AC Maintenance
Training for Trainer Training for Trainer
Prinsip-prinsip pengoperasian KRL EMU Operation Principles
Teknik perawatan jalan rel Track Maintenance Technique
Teknik perawatan jembatan Bridge Maintenance Technique
Perawatan rel Track Maintenance
Teknik pemeriksaaan dan penyiapan jalur Track Inspection and Preparation Technique
Teknik instruksi masinis Instruction for Locomotive Engineer Technique
Sistem KRL Serie 80008500 Dipo Depok EMU Serie 80008500 System of Depok
Depot
Sistem sarana penggerak nonlistrik Non-Electric Traction System
Teknik perawatan Sarana Perkeretaapian Tanpa Penggerak
Non-Traction Rolling Stock Maintenance Technique Teknik Perawatan Sarana Perkeretaapian
dengan Penggerak Non Listrik Non-Electric Traction Maintenance Technique
Teknik Pelatihan Pemeriksaan Sarana tanpa Penggerak
Non-Traction Rolling Stock Inspection Technique Teknik Perkeretaapian
Railway Technique Teknik Pemeliharaan Lok CC 206
CC 206 Locomotive Maintenance Technique
Teknik perawatan dan perbaikan AC AC Maintenance and Repair Techniques
Training for Trainer Training for Trainer
Jenis Pelatihan
Jenis Pelatihan Angkatan
Angkatan Kompetensi
Kompetensi Materi Utama Pelatihan
Materi Utama Pelatihan
VIII - XI Hard skill
Angkatan I Hard Skill
Angkatan I Hard skill
I - VI Hard Skll
I - IV Hard Skill
I II Hard Skill
I, II III Hard Skill
I - V Hard skill
I , II, III Hard skill
I, II Hard Skll
I-IV Hard Skill
I Hard Skill
I, II Hard Skill
I, II, II Hard Skill
I-IV Hard Skill
5. Balai Pelatihan Teknik Traksi
Business Prospects and Corporate Strategy
Analysis and Managerial Discussion
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6. Pelatihan di Pusdiklat
D. STUDI BANDING D. COMPARATIVE STUDY
PT Kereta Api Indonesia Persero mengadakan program benchmarking ke tiga negara, yaitu China, Jepang, dan
Perancis. Studi banding ke China terutama ditujukan untuk meningkatkan pengetahuan SDM dalam bidang teknik
perkeretaapian, seperti perencanaan dan pengendalian, pemeliharaan kereta api dan sistem persinyalan. Program
ini dilaksanakan dalam dua tahap, yaitu bulan Februari dan bulan November. Sepanjang 2013 telah dikirim sebanyak
1.008 pegawai. Studi banding ke Jepang bertujuan untuk mempelajari
sistem perkeretapaian dan pengelolaan SDM perkereta- apian. Selama tahun 2013 telah dikirim 52 pegawai ke
Jepang. PT Kereta Api Indonesia Persero held a benchmarking
program to three countries, i.e. China, Japan, and France. The comparative study to China was primarily intended
to improve the employees’ knowledge in the railway engineering such as planning and control, train maintenance
and signalling system. This program was carried out in two stages in February and November. During 2013, as many as
1,008 employees had been sent to this country. The comparative study to Japan was aimed to learn the
railway system and railway Human Resources Management. During 2013, as many as 52 employees had been sent to
Japan.
Polsus KA Special Police for Train
Pribadi Efektif Effective Person
WeldingPengelasan Welding
Audit Internal Internal Audit
Manajemen Pemasaran Marketing Management
Leadership Kepala Stasiun Leadership as Head of Station
Survei Pasar 2013 Market Survey 2013
Ahli Keselamatan dan Kesehatan Kerja Umum
Occupational Health and Safety Experts ISO 9001:2008
ISO 9001:2008 Internal Auditor SPI Capacity Bulding
Internal Auditor SPI Capacity Bulding Teknik pengamanan
Security Technique Kerja sama tim dan hubungan antar pribadi
Teamwork and Interpersonal Communication Teknik welding
Welding Technique Audit internal
Internal Audit Manajemen Pemasaran, Teknik Pemasaran
Marketing Management and Technique Kepemimpinan stasiun
Leadership in Station Survei pasar
Market Survey Sistem K3
K3 System ISO 9001:2008
ISO 9001:2008 Good Corporate Governance
Good Corporate Governance
Jenis Diklat Angkatan
Kompetensi Materi Utama Pelatihan
I Hard skill
I, II Soft Skill
III Hard skill
I Hard Skll
Angkatan I Hard Skill
I-II Soft Skill
I 20 peserta Hard Skill
I 30 peserta Hard Skill
I 21 ,II 29 peserta Hard Skill I 65 peserta
Soft Skill
6. Training Center
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PT Kereta Api Indonesia Persero melaksanakan penilaian kinerja karyawan setiap tahun sebagai evaluasi atas kinerja
individu karyawan. Hasil pengukuran kinerja digunakan sebagai dasar pengembangan karyawan oleh atasan,
pengembangan diri karyawan oleh atasan, pengembangan diri karyawan, dasar kenaikan pangkatgolongan, dasar
pertimbangan promosimutasi, dan dasar penentuan kebutuhan pendidikan dan pelatihan.
Penilaian kinerja dilaksanakan sebagai evaluasi pencapaian kinerja individu karyawan yang merupakan turunan dari
sasarantarget Perseroan. Target individu karyawan ditetapkan bersama atasan, karena pada dasarnya
target bawahan merupakan turunan dari targetsasaran atasannya dan juga sejalan dengan Key Performance
Indicator KPI Direksi dan RKAP Perseroan. Pengukuran kinerja dilaksanakan berdasarkan prinsip obyektivitas dan
keadilan. Sistem penilaian yang dibangun harus mampu menjadi pembeda antara karyawan berkinerja tinggi
dengan karyawan berkinerja rendah. PT Kereta Api Indonesia Persero appraises the
performance of its employees every year as the evaluation on the individual employee performance. The results of
performance appraisal are used as the basis for employee development by superior, employee self-development by
superior, employee self-development, and as the base for periodic raise of job level consideration for employee
promotionmutation, and base for defining the needs of education and training.
The performance appraisal is conducted as an evaluation on individual employee performance which is a derivative
of the Company’s target. The individual employee’s target is decided along with hisher superiors, because the target
of a subordinate is basically derived from the target set by hisher superiorand in line with the Board of Directors’
Key Performance Indicator KPI and the Company’s RKAP. The performance appraisal is based on the principles of
objectivity and fairness. Its scoring system should be able to distinguish the high performers and the employees with
low performance.
E. SISTEM PENILAIAN KINERJA E. PERFORMANCE APPRAISAL SYSTEM
Alur Proses KPI Korporat ke KPI Individu Flow Process of Corporate KPI to Individual KPI
KPI KORPORAT KPI DAOP-DIVRE
KPI JABATAN KPI INDIVIDU
KONTRAK MANAJEMEN
Anak Perusahaan
CORPORATE KPI DAOP-DIVRE KPI
KPI LEVEL INDIVIDUAL KPI
MANAGEMENT CONTRACT
Subsidiaries
Studi banding ke Perancis terutama ditujukan untuk mempelajari sistem pelayanan hospitality dalam bisnis
jasa kereta api. Tahun 2013 Perseroan telah mengirim 186 pegawai ke Perancis.
The comparative study to Franch was primarily intended to learn the hospitality system in the business of railway
service. In 2013, the company has sent 186 employees to France.
Business Prospects and Corporate Strategy
Analysis and Managerial Discussion
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Kategori penilaian KPI individu berdasarkan atas nilai prestasi sebagai berikut:
a. Istimewa Nilai 4 : Skor 400
b. Baik Sekali Nilai 3 : Skor 300-400
c. Baik Nilai 2 : Skor 200-300
d. Kurang Nilai 1 : Skor 200
Bagi pegawai, pelaksanaan KPI memberikan manfaat yang cukup besar bagi peningkatan semangat dan motivasi
dalam bekerja. Dengan demikian, pegawai bisa melakukan tugas atau pekerjaan sehari-hari dengan maksimal.
Semakin baik kinerja yang diberikan maka Perseroan akan memberikan apresiasi. Demikian pula sebaliknya bila
kinerja suatu pegawai kurang maksimal, maka Perseroan akan memberikan pembinaan agar pegawai bisa kembali
pada performance terbaiknya tersebut. Secara umum Perseroan akan gembira apabila kinerja para
pegawainya meningkat. Karena itu Perseroan juga akan memberikan kesempatan kenaikan pangkat atau jabatan
bagi pegawai yang berprestasi sesuai dengan ketentuan berikut ini:
1. Jika pegawai tersebut berkategori Istimewa apabila
dalam 4 kali penilaian KPI selalu memberikan hasil sempurna dengan inisiatif yang tinggi
2. Jika pegawai tersebut berkategori baik sekali apabila
dalam 3 kali penilaian KPI selalu memberikan hasil yang sesuai target dan baik sekali
3. JIka pegawai tersebut berkategori baik apabila dalam
2 kali penilaian KPI selalu konsisten dengan hasil pekerjaan yang sudah dilakukan.
4. Jika dalam dua kali masa penilaian, namun indeks
prestasinya di bawah standar maka telah terjadi penurunan kinerja sehingga pegawai tersebut perlu
mendapatkan pembinaan dari Perseroan. The categories of individual KPI appraisal are based on the
achievement scores as follows: a. Excellent value 4: Score 400
b. Very Good Value 3: Score 300 - 400 c. Good Value 2: Score 200 - 300
d. Poor value 1: Score 200 The implementation of KPI provides substantial benefits
for employees to enhance their spirit and motivation to work. Therefore, employees can perform their job or daily
tasks maximally. The better performance shown to the Company will be more appreciate. On the contrary, when
the employees performance is not maximal, thus the Company will provide assistance in order to improve the
employees best performance. In general, the Company will be satisfied if the employees
performance improved. Therefore, the Company will also give opportunity of promotion or position raise for those
who perform in accordance with the following provisions: 1.
An employee is categorized Excellent if in 4 times KPI appraisal heshe always gives perfect results with high
initiative. 2.
An employee is categorized Very Good if in 3 times KPI appraisal heshe always gives very good results
and appropriate to the target. 3.
An employee is categorized Good if in 2 times KPI appraisal heshe is always consistent with the results
of the work heshe has done. 4.
If in two times of appraisal, the performance index of an employee is below the standard, which means a
declining performance, so that the Company will need to develop himher.