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Selain untuk para Talent, pengembangan karir juga disiapkan untuk pegawai lainnya melalui metode Job
Posting . Selama tahun 2010, lebih dari 5.000 pegawai
telah mengikuti Job Posting untuk mengisi berbagai posisi yang dibutuhkan di BNI.
Namun demikian, pembenahan kebijakan di bidang Career
Management terus dilakukan oleh BNI. Pada tahun 2010, telah diperkenalkan sistem seleksi
yang lebih ketat untuk pegawai yang akan diberikan peningkatan karir, antara lain melalui masa penilaian
probation. Hal ini dimaksudkan sebagai salah satu seleksi pencarian kandidat yang lebih tepat. Selain
itu, BNI juga telah menyusun Dual Career Path Management
CPM yaitu kesempatan berkarir di jalur managerial dan jalur profesi. Diharapkan dengan
diimplementasikannya Dual-CPM, produktivitas pegawai akan makin meningkat.
Unit Penunjang Layanan SDM a. Human Capital Information Management System
Dalam rangka meningkatkan pelayanan SDM dan mendukung pengambilan keputusan yang cepat, tepat
dan akurat di bidang pengelolaan SDM, maka telah dibangun sistem informasi SDM yang disebut dengan
Human
Capital Information Management System HCMS yang berbasis oracle system.
HCMS secara terus menetus dilakukan penyempurnaan untuk meningkatkan optimalisasi
dan kemudahan layanan, dimana untuk tahun 2010 a.l. meliputi HCMS Improve system operation
performance, serta HCMS Improve user accessibility, seperti New HCMS Portal, summary report,
dataware
house management dan employee report improvement
.
b. Voice of internal customer
- HRInfo BNI telah membentuk Call Center Info SDM
yang berfungsi untuk memberikan jawaban solusi atas keluhanpermasalahan pegawai terkait
dengan kebijakan SDM, serta menerima masukan- masukan, ide-ide dalam rangka perbaikan sistem
dan pengelolaan SDM. Layanan info SDM ini dapat diakses melalui berbagai media, seperti telepon,
email
, faksimili, sms dan intranet. Untuk kemudahan proses tracking, reporting dan
monitoring customer call, telah dikembangkan dan
diimplementasikan suatu sistem yang bersifat on- line
yang disebut IOS InfoSDM Online System Besides for talent, the career development was also
prepared for other employees through Job Posting method. During 2010, more than 5,000 people has
joined Job Posting to fulfil various position required in the company.
Despite that, improvement in the career management policy has continuously been carried
out. In 2010, a stricter selection system has been introduced for employees who will have a career
improvement, such as through the implementation of probation period. This was intended to find the
right candidate. Moreover, BNI has also designed a Dual Career Path Management system CPM,
an opportunity to have career in managerial or profession path. The implementation of Dual-CPM is
expected to improve the productivity of employees.
Human Resources Services Support Unit a. Human Capital Information Management System
In improving services in Human Resources and supporting fast, precise and accurate decision-
making in the field of HR management, an oracle- based information system called the Human Capital
Information Management System HCMS has been created.
HCMS is continuously modified in order to optimize and provide convenience in services which included
HCMS Improve system operation performance and HCMS Improve user accessibility, like New
HCMS Portal, summary report, dataware house management and employee report improvement.
b. Voice of Internal Customer
- HRInfo BNI established a Call Centre HR info which
serves to provide an answersolution over employee complaintsproblems related to HR
policies, as well as accepting suggestions ideas in enhancing the HR system and management.
HR Info services are accessible through a variety of media, such as telephone, e-mail, fax, sms,
and intranet.
To ease both the tracking process and customer call monitoring, a system has been created and
implemented called the IOS Info SDM Online System.
Financial Review
Business Review
Corporate Social Responsibility
Good Corporate Governance
Functional Review
Corporate Data
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- Culture Value Analysis CVA
Pada tahun 2010 dilakukan survei Culture Value Analysis
CVA, yaitu suatu survei untuk mengukur budaya organisasi yang berisikan nilai, norma, dan
praktek yang berlangsung di BNI. Pertanyaan dan pernyataan dalam CVA tersebut,
terintegrasi dari nilai-nilai budaya BNI Prinsip 46, yang disusun melalui Focus Group Discussin FGD
untuk menjamin validitas pertanyaan dan pernyataan survei.
Partisipan survei CVA, telah mempertimbangkan keterwakilan masing-masing segmen demografi
pegawai, seperti jenjang jabatan, arealokasi, unit bisnis, masa kerja dan gender.
Dari hasil survei CVA tersebut, BNI menetapkan 5 lima intervensi kunci dalam Human Capital
Transformation Roadmap Program, meliputi
Leadership Development, Talent Management
Initiatives , Communication Transparency,
Streamlined Process serta Innovation.
- HRFunction Survey Untuk meningkatkan efektivitas pengelolaan
sumber daya manusia di BNI, pada tahun 2010 telah dilakukan juga survei pegawai yang menilai
efektivitas pelaksanaan fungsi pengelolaan SDM.
Responden mewakili kelompok Pimpinan Unit dan Non Pimpinan serta pegawai yang menangani fungsi
pengelolaan SDM HR People dan Non HR People.
Hasil survei tersebut menjadi feedback bagi unit yang menangani pengelolaan SDM baik di tingkat
pusat head office maupun di tingkat wilayah, untuk berbenah diri.
Hubungan Ketenagakerjaaan
Dalam rangka menciptakan hubungan industrial yang harmonis, dinamis dan berkeadilan yang mendukung
peningkatan produktivitas kerja dan kesejahteraan pegawai, Manajemen mengadakan kerja sama serta
menjalin kemitraan dengan Serikat Pekerja BNI SP BNI. Terkait dengan hal ini, SP BNI tidak hanya
menuntut kesejahteraan, tetapi juga turut memikirkan upaya peningkatan kinerja dan produktivitas pegawai.
Sebagai wujud dari kemitraan tersebut di atas, beberapa pertemuan juga telah dilakukan yang melibatkan SP BNI
baik secara rutin maupun insidental guna membahas kebijakan di bidang kepegawaian dan masalah-masalah
terkait hubungan industrial. Salah satu bentuk kemitraan yang telah dilaksanakan adalah pertemuan LKS Bipartit
dan Pembuatan Perjanjian Kerja Bersama PKB yang telah berjalan dengan baik.
- CultureValueAnalysisCVA In 2010, a CVA survey with aims to measure
the organizational culture that contains values, norms, and practices in BNI was conducted.
Questions and statements in the CVA, are integrated in BNI’s cultural values Principle 46,
assembled through the Focus Group Discussion FGD to ensure the validity of both survey
questions and statements.
CVA survey participants considered the employee demographics, such as hierarchy, arealocation,
business unit, years of service and gender.
As a result of the CVA survey, BNI declared 5 key interventions in the Human Capital
Transformation Roadmap Program, including Leadership Development, Talent Management
Initiatives, Communication Transparency, Streamlined Process and Innovation.
- HRFunctionSurvey To improve effectiveness in managing human
resources, an employee survey has also been conducted in 2010 to evaluate the effectiveness
in HR function.
Participants in the survey consisted of those represented Unit leader and non leaders as well
as HR People and Non HR people.
The result of the survey has become a feedback for units dealing with HR management both in
head office as well as regional office to perform improvement in the future.
Labor Relations
With the purpose of creating harmonious, dynamic, and equitable industrial relations that supports
increased productivity and welfare of employees, Management entered into co-operation and
partnership with the BNI Trade Union SP BNI. Related to this, SP BNI not only requires prosperity,
but also thoughts on efforts in boosting performance level and employee productivity.
As a form of the partnership mentioned above, several meetings were also carried out involving
SP BNI, either routinely or accidentally to discuss policies on employment and issues related with
industrial relations. One form of partnership that is put into action are LKS Bipartite meetings and the
making of a Collective Labour Agreement CLA which are going well.
Sumber Daya Manusia
Human Resources
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KomposisiPegawai Employee Composition
Keterangan 2010
2009 Description
Berdasarkan Jabatan By Grade
Vice President 127
135 Vice President
Assistant Vice President 656
697 Assistant Vice President
Manager 1,904
1,908 Manager
Assistant Manager 6,126
6,428 Assistant Manager
Assistant 9,319
8,187 Assistant
Pegawai Dasar 1,183
1,120 Non-Clerical
Jumlah 19,315
18,475 Total
Berdasarkan Usia By Age
25 2,249
1,411 25
25 - 29 2,704
2,270 25 - 29
30 - 34 5,762
5,849 30 - 34
35 - 39 3,144
3,537 35 - 39
40 - 44 3,389
2,834 40 - 44
45 - 49 1,052
1,273 45 - 49
50 - 54 989
1,282 50 - 54
55 - 60 26
19 55 - 60
Jumlah 19,315
18,475 Total
Berdasarkan Jenjang Pendidikan By Educational Level
SMA 1,077
1,135 High School
Akademi 2,463
2,220 Diploma
S1 13,581
12,864 Bachelor Degree
S2 2,190
2,252 Master Degree
S3 4
4 Doctoral Degree
Jumlah 19,315
18,475 Total
0.66 3.40
9.86 31.72
48.25 6.12
5.58 12.75
70.31 11.34