Program Penguatan infrastruktur Literasi Keuangan
HUMan CaPiTaL ManaGeMenT sTRUCTURe
Bank Victoria’s human resources management is run by the Human Capital Management Division and led by its Head Mr
Syahda Candra, under the Director of Treasury and Retail Banking. Its primary responsibility is to carry out Human
Resources management duties within the Bank. The HCM organization structure is as follows:
BRieF PRoFiLe oF HCM Division HeaD
A brief proile of Mr Syahda Candra can be seen in the Executive Oicer data.
FUnCTion anD sCoPe oF WoRK
Human Capital Management Division has speciic functions and scope of work, as follows.
sTRUKTUR PenGeLoLa sDM
Pengelolaan SDM Bank Victoria dijalankan oleh Divisi Human Capital Management yang dipimpin oleh Syahda
Candra sebagai Kepala Divisi Human Capital Management, dan berada dibawah tanggung jawab Direktur Treasury dan
Retail Banking. Tanggung jawab utama Divisi Human Capital Management adalah melakukan kegiatan pengelolaan
Sumber Daya Manusia di Bank Victoria. Struktur organisasi Pengelola SDM adalah sebagai berikut.
Direktur Treasury dan Retail Banking
Director of Treasury and Retail Banking
Kepala Divisi Human Capital Management
Division Head of Human Capital Management
Kepala Bagian Training
Head of Training Division
Gregorius Andrew Andryanto Haswin
Syahda Candra
Rinaldi Tauik Payroll and Services
Senior Oicer Payroll and Services
Junior Oicer Recruitment
Senior Oicer Recruitment
Junior Oicer Training
Junior Oicer
PRoFiL RinGKas KePaLa Divisi HCM
Adapun proil ringkas Ibu Syahda Candra dapat dilihat pada data Pejabat Eksekutif.
FUnGsi Dan RUanG LinGKUP TUGas Divisi HCM
Fungsi serta luang lingkup tugas dari Divisi Human Capital Management adalah sebagai berikut.
Organisasi Organization
Fungsi Functions
Ruang Lingkup Tugas Scope of Work
Unit kerja HCM HCM Work Unit
Sebagai unit kerja yang mengelola kebijakan di bidang kepegawaian.
As a work unit that manages personnel policies.
Mengelola, memonitor dan melaksanakan perencanaan, pengelolaan dan administrasi bidang rekrutmen, pendidikan dan pengembangan,
administrasi gaji, kesejahteraan pegawai, dan pengadministrasian data karyawan.
Manage, monitor and implement plan, manage and administer recruitment, training and development, payroll, employee welfare and
data administration.
ManPoWeR PLanninG
During 2014 the Bank drafted human resources manpower plans for 2015 by taking into account performance and
potential. It was determined that the HR strategy in 2015 was to optimize existing resources, and recruit for and ill vacant
positions resulting from employee resignation.
eMPLoYee ReCRUiTMenT
Bank Victoria requires sound human resources both in terms of quality and quantity in order to comply with
position standards which are in line with business unit growth. Employees are recruited after analyzing workforce
needs based on work unit demands as well as on candidates’ background and diversity according to their education,
experience and expertise.
Bank Victoria’s Employee Recruitment is conducted both internally and externally. Its recruitment process provides
the widest possible opportunity without discriminating against race, religion, ethnicity and other backgrounds. The
recruitment process is conducted in two methods, namely organic recruitment and recruitment for more experienced
personnel.
Based on the BOD Decree No.013SK-DIR0914, employees may be recruited and categorized into:
• Permanent employees; • Contract employees;
• Outsourced employees.
Organisasi Organization
Fungsi Functions
Ruang Lingkup Tugas Scope of Work
Recruitment Sebagai unit kerja yang membantu Kepala
Divisi HCM dalam mengelola pelaksanaan recruitmentpenempatan
As a work unit that assists Head of Human Capital Management in supervising
recruitment or work placement. Mengusulkan, melaksanakan penerimaan dan penempatan pegawai,
melakukan administrasi surat penerimaan dan mutasi, pengarsipan dokumentasi pegawai, pembuatan surat pengangkatan jabatan, dan
pengadministrasian lainnya.
Propose, assign and deploy employees, accept administrative letters and mutations, archive employee documentation, make appointments
and other administrative tasks.
Training Sebagai unit kerja yang membantu Kepala
Divisi HCM dalam mengelola pelaksanaan pendidikan dan pengembangan karyawan.
As a work unit that assists Head of HCM Division in managing employee training
and development. Mengelola,merencanakan,dan mengadministrasi seluruh kegiatan yang
berhubungan dengan pendidikan dan pengembangan karyawan seperti seminar, training baik intern maupun ekstern.
Manage, plan, and administer all activities relating to employee training and development such as internal and external seminars.
Payroll and services Sebagai unit kerja yang membantu Kepala
Divisi HCM dalam mengelola pelaksanaan imbalangaji dan kesejahteraan karyawan.
As a work unit that assists HCM Division Head in managing remunerationsalaries
and employee beneits. Mengelola dan melaksanakan kebijakan Direksi mengenai Gaji, Bonus,
THR, Pajak Pph 21 dan 23, lembur, pinjaman, cuti, jamsostek dan asuransi kesehatan karyawan.
Manage and implement Board of Directors policies regarding monthly salary, bonus, holiday allowance, PPH 21 and 23 taxes, overtime
allowance, loans, leaves, Jamsostek and health insurance.
PeRenCanaan KeBUTUHan sDM
Pada 2014, Bank telah menyusun perencanaan kebutuhan SDM man power planning untuk 2015 dengan
mempertimbangkan kinerja dan potensi di tahun 2015. Ditetapkan bahwa strategi SDM untuk tahun 2015 adalah
optimalisasi sumber daya yang ada, rekrutmen yang dilakukan ditujukan untuk memenuhi jabatan kosong
dikarenakan adanya pegawai yang resign.
ReKRUTMen sDM
Dalam rangka memenuhi standar formasi jabatan seiring dengan pertumbuhan unit bisnis Bank, Bank Victoria
membutuhkan SDM yang baik dari sisi kualitas maupun kuantitas. Rekrutmen dilakukan dengan pertimbangan hasil
analisis kebutuhan tenaga kerja berdasarkan permintaan dari unit kerja serta latar belakang dan keberagaman calon
tenaga kerja berdasarkan pendidikan, pengalaman dan keahlian.
Rekrutmen SDM Bank Victoria dilakukan melalui rekrutmen internal dan eksternal. Proses rekrutmen dilakukan dengan
membuka seluas-luasnya kesempatan rekrutmen dengan tidak membedakan suku, agama, ras dan antar golongan.
Proses rekrutmen yang dilakukan oleh Bank Victoria dibagi menjadi dua cara, yaitu rekrutmen untuk pegawai organik
dan rekrutmen untuk tenaga berpengalaman.
Berdasarkan SK Direksi No.013SK-DIR0914, kelompok tenaga kerja yang direkrut dapat meliputi:
• Organik; • Kontrak;
• Outsourcing.
Proses rekrutmen pegawai yang dilakukan oleh Bank Victoria terdiri dari tahapan-tahapan sebagai berikut.
No. Tahapan
Stages Uraian
Analysis
1. Mengidentiikasi jabatan yang lowong
dan kebutuhan tenaga kerja
Identifying vacant positions and employment needs
Proses rekrutmen dimulai saat adanya bidang pekerjaan baru di perusahaan, karyawan dipindahkan atau dipromosikan ke posisi lain, mengajukan permintaan pengunduran
diri, adanya PHK, dan lain-lain. Dengan melihat dinamika dari beberapa hal tersebut dan mencocokkannya dengan perencanaan sumber daya manusia yang sudah tersusun maka
akan diketahui jabatan apa saja yang sedang lowong dan berapa jumlah tenaga kerja yang dibutuhkan untuk mengisi jabatan tersebut.
The recruitment process begins when new job opportunities become available due to the transfer or promotion of employees to other positions, resignations, layofs, etc. By
assessing these dynamics the recruiter will consider the possibilities and align them with the human resources plan to identify vacant positions and the number of employees
required to ill those positions. 2.
Mencari informasi jabatan melalui analisa jabatan
Obtaining job description through job analysis
Untuk memperoleh uraian jabatan job description dan spesiikasi jabatan job spesiication
sebagai landasan dalam membuat persyaratan jabatan. Bank menerapkan sistem persyaratan jabatan secara hati-hati dan sejelas mungkin sehingga dalam penerapannya
kandidat yang didapatkan benar-benar sesuai dengan yang diperlukan. To obtain a job description and speciications as a cornerstone in drafting job
requirements. The Bank applies the job requirements system carefully and as clearly as possible to employ candidates as required.
3. Menetapkan sumber, media, dan sarana
untuk mendapatkan kandidat yang tepat
Assigning resources, media and facilities to employ the right candidates
Terdapat dua alternatif untuk mencari kandidat yakni dari dalam perusahaan atau dari luar perusahaan. Jika diambil dari dalam, apabila kebutuhan staf untuk masa yang akan
datang telah direncanakan, maka perlu juga diketahui siapa kira-kira karyawan yang ada saat ini yang dapat dipindahkan atau dipromosikan. Jika kandidat harus dicari dari luar
perusahaan maka perlu dipertimbangkan dengan cermat metode rekrutmen yang tepat untuk mendapatkan kandidat tersebut.
There are two alternatives when seeking candidates: from within or outside the Company. Candidates can be sought internally if employment need in the future is foreseeable,
which means knowing of any existing employees who can be transferred or promoted in the future. If the Bank recruits candidates externally, the right recruitment method has to
be carefully considered in order to obtain qualiied employees. 4.
Memilih metode-metode proses rekrutmen yang tepat
Choosing appropriate recruitment methods
Ada banyak metode rekrutmen yang dapat dipilih oleh Bank dalam melakukan rekrutmen seperti iklan, employee referrals, walk-ins dan write-ins, head hunter, lembaga pendidikan,
dan berbagai sumber lain. Bank juga dapat memilih lebih dari satu metode, tergantung situasi dan kondisi yang terjadi saat itu.
The Bank has several recruitment methods such as ads, employee referrals, walk-in and write-in interviews, through head hunters, educational institutions and others. The Bank
can also choose more than one method, depending on the circumstances. 5.
Memanggil kandidat-kandidat yang dianggap memenuhi persyaratan
jabatan. Shortlisting candidates who meet job
requirements Mengumpulkan berkas-berkas lamaran kandidat, dan meminta kandidat untuk mengisi
formulir lamaran pekerjaan yang telah disediakan untuk selanjutnya diproses dalam tahap seleksi.
Compiling candidate application iles and asking them to ill in the application form for further selection phase process.
6. Menyaring dan menyeleksi kandidat
Screening and selecting candidates Prosedur seleksi perlu dilakukan karena: 1 pelaksanaan tugas pada jabatan yang akan
diisi memerlukan ciri-ciri isik dan psikis tertentu yang tidak dimiliki oleh setiap orang; 2 ada lebih banyak kandidat yang tersedia dibandingkan jumlah jabatan yang akan diisi.
Ada banyak teknik atau metode seleksi yang digunakan oleh Bank dalam menyaring karyawan. Hal terpenting untuk diperhatikan adalah bahwa masing-masing teknik seleksi
mengukur karakteristik tertentu, sehingga akan memberi informasi yang berbeda-beda mengenai kandidat.
The selection procedure is necessary because: 1 certain job descriptions can be fulilled only by those with speciic physical and psychological characteristics; 2 there are more
candidates than the number of positions available. There are many selection techniques or methods to screen employees. The most important aspect to note is that each selection
technique measures certain characteristics required to provide various information about candidates.
Bank Victoria’s recruitment process is conducted in the following stages:
ReCRUiTMenT sCHeMe
Speciic techniquesmethods as a predictor for the selection procedure is highly dependent on: job characteristics,
method validity and reliability, percentages of selected candidates and the cost of certain techniques. Bank Victoria
uses the following techniques. • Complete the application form, data, references and
recommendations; • Ability and personality tests;
• Interview by HCM and End User; • Tests on physicalphysiological and work simulation
required for certain positions Below is Bank Victoria’s applicable recruitment scheme.
HR CoMPeTenCe DeveLoPMenT
HR competence development ensures the availability of reliable human resources across all of the Bank’s business
activities. For newly recruited employees, Bank Victoria has prepared various training programs tailored to level
of education. The programs aim to prepare employees to master basic business banking tasks, particularly in
regards to improving service quality service excellence. Furthermore, the Bank also consistently conducts various
training programs for existing employees to increase their competencies.
One method to measure HR competence development is through empowering education and training programs.
Employee education and training programs are based on individual development needs in order to support
performance and career success. Moreover, this program is always formulated in accordance with the Annual Training
Plan and Training Needs Analysis to meet professional certiication standards. The Bank views HR competency
development as a long-term investment which will impact its future performance.
sKeMa ReKRUTMen PeGaWai
Pemilihan suatu teknikmetode sebagai predictor dalam prosedur seleksi sangat tergantung pada: ciri-ciri pekerjaan,
validitas dan reliabilitas metode, persentase calon yang terseleksi, dan biaya penggunaan teknik tertentu. Bank
menggunakan teknik seleksi sebagai berikut. • Mengisi formulir lamaran, data biograi, referensi dan
rekomendasi; • Tes kemampuan dan kepribadian;
• Wawancara oleh HCM dan End User; • Tes isikisiologis dan tes simulasi pekerjaan untuk
posisi-posisi tertentu; Berikut adalah skema proses rekrutmen yang berlaku di
Bank Victoria.
PenGeMBanGan KoMPeTensi sDM
Pengembangan kompetensi SDM dilakukan untuk memastikan ketersediaan SDM yang andal dalam
menjalankan aktivitas bisnis Bank Victoria. Bagi calon karyawan yang baru direkrut, Bank telah mempersiapkan
berbagai Program Pelatihan sesuai tingkat pendidikan, dengan target menyiapkan calon karyawan agar menguasai
tugas-tugas dasar dalam penyelenggaraan usaha Perbankan, khususnya juga peningkatan kualitas pelayanan
service excellence, sedangkan untuk karyawan yang sudah berkarya, Bank konsisten menyelenggarakan berbagai
program pelatihan untuk meningkatkan kompetensi SDM.
Salah satu media pengembangan kompetensi SDM adalah melalui pemberdayaan program pendidikan dan pelatihan.
Program pendidikan dan pelatihan bagi karyawan didasarkan pada kebutuhan pengembangan individu untuk menunjang
keberhasilan kinerja dan karir. Selain itu, program pendidikan dan pelatihan selalu disesuaikan dengan
Rencana Pelatihan Tahunan yang disusun berdasarkan Training Need Analysis semata-mata dalam rangka
pemenuhan kebutuhan dan tuntutan profesisertiikasi. Bank memandang pengembangan kompetensi SDM sebagai
investasi jangka panjang yang akan memberikan dampak nyata bagi peningkatan kinerja Bank di masa mendatang
Seleksi Administrasi Administrative Selection
Tes Kemampuan dan Kepribadian
Ability and Personality Tests Wawancara oleh HCM
dan End User Interview by HCM and
End User
Tes Fisiologis dan Tes Simulasi Pekerjaan
Physiological and work simulation tests
Assessment oleh Pihak
Independent Assessment by
independent parties
Bank Victoria selalu memastikan untuk memberikan kesempatan yang sama kepada seluruh karyawan dalam
mendapatkan program pendidikan dan pelatihan yang telah mencerminkan adanya kesamaan kesempatan untuk
masing-masing level organisasi. Penetapan keikutsertaan karyawan dalam keseluruhan program pengembangan
kompetensi tersebut ditentukan oleh kebutuhan perusahaan dan karyawan dengan memperhatikan kesetaraan gender
dan persamaaan kesempatan kepada seluruh karyawan. Kebijakan training yang berlaku saat ini tetuang dalam Surat
Keputusan Direksi No.015SK-DIR0715 tanggal 28 Juli 2015 tentang Pengkinian Kebijakan dan Prosedur Human Capital
Management PT Bank Victoria Internatinal, Tbk.
Berbagai program pendidikan dan pelatihan yang dilakukan Bank pada tahun 2015, mencakup:
1. Pengembangan Technical Skill sebanyak 135 program training
2. Pengembangan Soft Skill sebanyak 10 program training
Daftar Program Training Technical Skill Tahun 2015 No.
Jenis Pendidikan
Types of Education
Program Training Training Program
Jumlah Peserta
Total Participants
TECHNICAL SKILL
1 PeLaPoRan
BanK
BanK RePoRT
Training Tingkatkan LDR Dan Proit Bank: Strategi dan Teknis Pembiayaan Usaha Kecil dan
Menengah Training on Improving LDR And Bank Proits: Strategy and Technical Financing
for Small and Medium Enterprises 1
Building dan Asset Management 1
Training Masa Depan Kerjasama Multiinance, Perbankan, dan Asuransi Setelah Peraturan
OJK No. 29POJK.052014 Training for Future Cooperation with Multiinance, Banking and
Insurance after OJK Regulation No. 29POJK.052014 1
Seminar Financial Literacy To Support Financial Inclusion Seminar on Financial Literacy to
Support Financial Inclusion 1
Refreshment: Penyusunan Kebijakan ICAAP International Capital Adequacy Assesment Process
Refreshment: ICAAP International Capital Adequacy Assessment Process Policy Formulation
1 Training Seminar SME dan Consumer Banking Outlook 2016
Training Seminar on SME and Consumer Banking Outlook for 2016
1 Training Membantu OJK Sosialisasi Perlindungan Konsumen
Training on Socializing Consumer Protection to assist OJK
1 Pertemuan Tahunan Penyelenggara Kliring Kantor Perwakilan Bank Indonesia Jawa Barat
2015 Annual Meeting of Clearing Oices in Bank Indonesia Representative Oice, West
Java, 2015 1
Training Pembahasan dan Evaluasi Pelaksanaan Ketentuan SETBAY Training on Discussion
and Evaluation of SETBAY Provision 1
Training Pertemuan Tahunan Bank Training on Annual Meeting
2 Training Evaluasi Operasi Sistim BI RTGS
Training on RTGS System Operational Evaluation 2
2 PeRKReDiTan
TReasURY
CReDiTTReasURY
Training Pengenalan Produk Kredit Bank Victoria Training on Introduction of Bank Victoria
Credit Product 125
Training Refreshment Product Training on Product Refreshment
10 Training Penilaian Agunan Bagi Bisnis Perkreditan Bank Lanjutan
Training on Collateral Rating For Advanced Credit Business
53 Training Essence Credit Analysis dan Monitoring
Training on The Essence of Credit Analysis and Monitoring
88 Teknik penanganan masalah eksekusi agunan
Handling Mechanical Collateral 26
Training Key Account dan Sales Management Training on Key Account and Sales Management
37 Training The Essence of Credit Analysis dan Monitoring - KPO
Training on The Essence Of Credit Analysis and Monitoring - KPO
22
Bank Victoria ensures the provision of opportunities for all employees in all position levels to access its education
and training programs. Participation in the competence development program is determined by the needs of the
Company and employees with respect to gender equality and equal opportunities. Training policies are enforced under
the BOD Decree No. 015SK-DIR0715 dated 28 July 2015 on Updates to the Policies and Human Capital Management
Procedures of PT Bank Victoria International, Tbk.
Various education and training programs conducted in 2015 include:
1. 135 Technical Skill Development training programs
2. 10 Soft Skill Development training programs
List of Technical Skill Training Programs in 2015
No. Jenis
Pendidikan Types of
Education Program Training
Training Program Jumlah
Peserta Total
Participants
Training Equity Portofolio Construction dan Market Outlook Training on Equity Portfolio
Construction and Market Outlook 1
Training Pengetahuan Produk Kredit Bank Victoria Training on Bank Victoria Credit Product
Knowledge 37
Assesment Account Oicer Account Oicer Assessment
1 Training
Basic Credit Account Oicer Training on Basic Credit Account Oicer
35 Training Loan Agreement and Documentation
Training on Loan Agreement and Documentation
157 Training Produk Kredit Bank Victoria
Training on Bank Victoria Credit Products 100
Trade Finance 16
3 ManaJeMen
RisiKo
RisK ManaGeMenT
Uji Kompetensi Kepatuhan Level 1 Angkatan V Training 27-28 May 2015 dan Uji Sertiikasi
30 May 2015 Test on Compliance Competency Level 1 V Training on 27-28 May 2015 and
Certiication Test on 30 May 2015 3
Training Risk Based Audit for Credit Business Training on Risk Based Audit for Credit Business
36 Training Pengukuran Risiko
Training on Risk Measurement 1
Pelatihan Ujian Sertiikasi Manajemen Risiko Training on Risk Management Certiication
Test 1
Training Penerapan Tata Kelola dan Manajemen Risiko Bagi Konglomerasi Keuangan Training on Risk Management for Financial Conglomeration
2 Best Practice Kupas Tuntas 8 Delapan Risiko
Best Practices of Solving 8 Important Risks 1
Workshop BSMR branchless Banking Workshop on BSMR branchless Banking
1 Training Penerapan Manajemen Risiko
Training on Risk Management Implementation 4
Training Pengukuran Risiko Training on Risk Measurement
1 Ujian LSPP Lvl 2
LSPP Test level 2 1
Ujian SKMR Lvl 3 SKMR Test level 3
1 Penilaian Tingkat Kesehatan Bank Refreshment
Bank Rating Assessment Refreshment 1
Ujian LSPP Level 1 LSPP Test level 1
11 Refreshment LSPP level 4
Refreshment on LSPP level 4 3
Ujian LSPP Executive LSPP Executive Test
1 Refreshment
Sertiikasi Certiication Refreshment
1 Refreshment LSPP
Refreshment on LSPP 1
Ujian LSPP Level 1 tgl 13 dan 15 Okt 2015 LSPP Test level 1 on 13 and 15 October 2015
13 Training Pendalaman Materi Lvl 1
Training on Material Understanding level 1 22
Training Pendalaman Materi Lvl 1 Training on Material Understanding level 1
8 Ujian LSPP Level 1
LSPP Test level 1 22
Ujian LSPP Level 1 28 November 2015 LSPP Test level 1 on 28 November 2015
8 4
sosiaLisasi KeTenTUan
PeRBanKan
soCiaLiZaTion on BanKinG
ConDiTions Pedoman Penyusunan dan Pembuatan Perjanjian Baku Sesuai dengan SE OJK No.1320
Agustus 2014 Guidelines for Oicial Agreements Preparation and Development in
accordance with SE OJK Regulation No. 13 dated 20 August 2014 1
Pelatihan Satpam Training on Security Oicers
110 Training Assesment dan Kebijakan dan Prosedur, SK dan SE
Training on SK and SE Assessment and Procedure Policies
20 Training Meningkatkan Cara yang Efektif Dari Fungsi Kepatuhan
Training on Increasing Efective Approach Of Compliance Function
2 Training Penyusunan Organisasi dan Kebijakan BCM
Training on Organization and BCM Policy Preparation
1 Seminar Manajemen Risiko dan Tata Kelola Terintegrasi Bagi Konglomerasi Keuangan
Seminar on Risk Management and Integrated Control of Financial Conglomeration 2
Training Produk Knowledge Training on Product Knowledge
100 Membedah ketentuan Pengenaan Sanksi atas Pelanggaran Kewajiban oleh Bank
Berdasarkan Peraturan Kepala PPATK Dissecting the provision of Penalty for Bank
Infringement Liability pursuant to Head of PPATK regulation 1
Training Pemahaman Product Knowledge, SE-DIR, SK-DIR dan SOP Training on Product
Knowledge, SE-DIR, SK-DIR and SOP 200
No. Jenis
Pendidikan Types of
Education Program Training
Training Program Jumlah
Peserta Total
Participants
Training Fungsi Kepatuhan dan Pengawasan Internal Training on Compliance and Internal
Control Function 1
Training APU,PPT, Capex-Opex RBB Training on APU, PPT and Capex-Opex RBB
78 Training Core Banking RTGS GEN II
Training on Core Banking of RTGS GEN II 100
Training Pembahasan Kegiatan Operasional dan kegiatan SKNBI Training on Operational
Activities and SKNBI Discussion 2
Training Corporate Culture dan Produk Knowledge Training on Corporate Culture and
Product Knowledge 100
Training Roleplay Customer Experience Training on Customer Experience Roleplay
100 Training Implementasi Peraturan APU , PPT
Training on Implementing APU and PPT Regulations
1 Training Penerapan Program APU-PPT Bandung
Training on Implementing APU-PPT Programs in Bandung
20 Training Sosialisasi dan Review Perfomance
Training on Performance Socialization and Review
2 Training Peninjauan dan Pemutakhiran DP 50
Training on Preview and Updates DP 50
1
5 aUDiT
aUDiT Training Fraud Corruption dan Whistleblower
Training on Fraud, Corruption dan Whistleblowing System
50 Banking Fraud dan Prevention
Fraud in Banking Industry and its Prevention 1
Training Penyusunan Temuan dan Laporan Hasil Pemeriksaan Audit Training on Drafting
Findings and Audit Reports 1
Training Fraud Corruption and Whistleblower Training on Fraud, Corruption and
Whistleblowing System 28
Training Review dan Updating Peran dan Fungsi Internal Audit Menuju Lembaga Keuangan yang Sehat
Training on Review and Updating the role of Internal Audit Function Towards a Healthy Financial Institution
2 Training Risk Audit RBA Planning dan Review Internal
Training on Risk Audit RBA Planning and Internal Review
1 Training Audit Kredit Bank Berbasis Management Risiko
Training on Risk Management Based Audit on Bank Credit
1 Training Memperkuat Sinergi Audit Intern
Training on Strengthening Internal Audit Cooperation
1 Training Anti Fraud KC Surabaya
Training on Anti Fraud in Surabaya Branch Oices 1
6 TeKnoLoGi
inFoRMasi
inFoRMaTion TeCHnoLoGY
Menu CMS ITM 4.3 dan Menu Merge CIF Alpabits 2.03 CMS ITM 4.3 Menu and Merge CIF
Alpabits 2.03 Menu 100
Training Practical Microsoft Excel Training on Practical Use of Microsoft Excel
75 Biaya Sosialisasi Menu CMS ITM 4.3 dan Menu Merge CIF Alpabits 2.03
Socialization of CMS ITM 4.3 and Merge CIF Alpabits 2.03 Menu Costs
200 Training Project Management Profesional
Training on Professional Project Management 1
Mikrotik Training - Essential MTCNA Essential Micro Computer Training MTCNA
1 Training
Euronet Asia Pasiic Client Conference Training on Euronet Asia Paciic Client
Conference 2
Training ISEB-ISTQB International Certiied Software Testing
Training on ISEB-ISTQB International Certiied Software Testing
1 Training EC-Council Network Satpam Administration + Exam
Training on Administration of Security Oicer Examination and EC-Council Network
1 Training Foundation Enterprise Data Center ITSM-DC-101
Training on Foundational Enterprise Data Center ITSM-DC-101
1 Training IT Project Management based on PMBOK
Training on PMBOK-based IT Project Management
1 Training ITIL Foundation ITIL-F Exam Preparation
Training on ITIL Foundation ITIL-F Exam Preparation
1 Training IT Architecture Executive Series The Business Technology Strategy Realization Through
Enterprise Archittecrure Training on IT Architecture Executive Series Business Technology
Strategy Realization Through Enterprise Architecture 1
Training Practical Microsoft Excel Training on Practical Use of Microsoft Excel
100
No. Jenis
Pendidikan Types of
Education Program Training
Training Program Jumlah
Peserta Total
Participants
Training Microsoft Excel Dashboard dan Macro Training on Microsoft Excel: Using Dashboard
and Macro 25
7 ManaJeMen
UMUM
GeneRaL ManaGeMenT
Training BSMR Penerapan Manajemen Risiko dan Tata kelola Terintegrasi Bagi Konglomerasi keuangan di Indonesia
Training on BSMR Risk Management and Integrated Control for Financial Conglomeration in Indonesia
1 Training Bancassurance
Training on Bancassurance 12
Training Finger Print Authorization Training on Finger Print Authorization
22 Beasiswa
Scholarship 1
Beasiswa Scholarship
1 Creative, Low-Budget Brand Strategies in Thoug Economic Times
1 Beasiswa Semester 1
Scholarship for Semester 1 1
5 Day MBA 1
Workshop corporate secretary Corporate Secretary Workshop
1 Training Competency Based Interview Skill
Training on Competency-Based Interview Skills 2
Training Keaslian Mata Uang Rupiah Training on Indonesian Rupiah Authenticity
64 Uang Saku Training Ciri2 Keaslian Mata Uang Palsu
Training Allowance on Counterfeit Currency Characteristics
1 Training Pertemuan kegiatan Perkasan
Training on cash activity meeting 1
8 ManaJeMen
PeRBanKan
BanKinG ManaGeMenT
Training Product Knowledge Training on Product Knowledge
225 Strategic Innovation to Development your Events Brand and Increase Your Sales
1 Kegiatan gathering KasirTeller Perbankan Bandung Tahun 2015
Gathering Activity for Bank CashiersTellers in Bandung in 2015
2 Global Leadership Development
1 Training Cara Mudah Membuat SOP Secara Efektif dan Mudah Dipahami Menuju Bank
Devisa Training on Easy and Efective SOP Towards Bank Exchange Activities
3 Training Legal Drafting dan Writing
Training on Legal Drafting and Writing 28
Training Pemahaman Produk, Jasa Bank Victoria dan Togetherness for Sustainable Growth Training on Product and Service Knowledge and Togetherness for Sustainable Growth
163 Training Pengetahuan Umum Tentang SWIFT
Training on General Knowledge of SWIFT 35
Training Penyusunan Standar Operasional Procedure SOP Training on Drafting Standard
Operational Procedures SOP 2
Training Pengetahuan Umum Tentang Valuta Asing Training on General Knowledge of
Foreign Exchange 2
Training Financial Statement Analysis Training on Financial Statement Analysis
1 Training Grafonomi Sebagai Alat Pencegahan Tindak Kejahatan Perbankan
Training on Ergonomics as Anti Fraud Tool in Preventing Banking Crimes
69 Training Aspek Hukum Bisnis Letter SKBDN
Training on Legal Aspects of Business Letters SKBDN
10 Training The Special Batch 6
th
Training on The 6
th
Special Batch 1
Training Pengetahuan Umum Tentang SWIFT Training on General Knowledge of SWIFT
34
9 LainnYa
oTHeRs
Biaya Pendidikan Satpam Training Cost for Security Oicers
2 Seminar Issuance dan Settlement on Debt Securities
Seminar on Issuance and Settlement on Debt Securities
1 Biaya Graduation ODP Konsumer Angkatan 1
Graduation Cost for ODP Consumer 1 15
Seminar Gairah Baru Bisnis Otomotif Properti Nasional Seminar on New Passion for
Automotive Business and National Property 1
Biaya Graduation SME Dev. Program Angkatan 3 Graduation Cost for SME Development
Program 3 7
PPH Pasal 21 Update PTKP terbaru 2015 Sesuai PMK 122PMK.102015 Latest update of
PPH Article 21 on PTKP 2015 According to PMK 122PMK.102015 1
Penyelamatan Kredit Bermasalah Restrukturisasi Sebagai Upaya Mengurangi NPL dan Memperbaiki Kualitas Kredit
Restructuring Non-Performing Loans as an Efort to Reduce NPL and Improving Credit Quality
1 Training Basic Recruitmen dan Selection
Training on Basic Recruitment and Candidate Selection
1
Lists of Soft Skill Training Program in 2015
To evaluate the efectiveness of the learning and development system, the Bank constantly evaluates trainings through the
Post-Training Evaluation Form. The results serve as a basis for employee career or advanced level training needs.
In the maintenance of human resources quality, a sustainable employee competence development program supports the
Company’s performance and makes a positive contribution
No. Jenis
Pendidikan Types of
Education Program Training
Training Program Jumlah
Peserta Total
Participants
Uang Transport Training Pertemuan Kegiatan Evalusai Penyelenggara Kliring 2015 Transportation Cost for Training on Clearing Activities Meeting Evaluation 2015
2 Training Corsec Series Penyusunan GCG dan BOD
Training on CORSEC Series for Drafting GCG and BOD
1 Training Analisis Lingkungan Hidup TAL15
Training on TAL Environment Analysis 2015 2
Training Melalui Semangat kebersamaan kita wujudkan Kinerja Sistem Pembayaran Yang Lebih Baik
Training on “Through the spirit of togetherness realizing a better payment system”
2 Training Outlook16
Training on 2016 Outlook 1
Training Keselamatan dan Kesehatan Kerja Training on Work Safety and Healthcare
39 Training Basic Branch Manager
Training on Basic Branch Manager 22
Training Pertemuan Tahunan ASPI Training on ASPI Annual Meeting
1 Training “Service is My Priority”
Training on “Service is Priority” 251
Project Roleplay dan Assesment Roleplay and Assessment Projects
125
ToTaL JUMLaH PeseRTa ToTaL PaRTiCiPanTs
3.463
Daftar Program Training Soft Skill Tahun 2015 No.
Jenis Pendidikan Types of Education
Program Training Training Program
Jumlah Peserta Total
Participants SOFT SKILL
1 anaLisa MasaLaH
Dan PenGaMBiLan KePUTUsan
DeCision MaKinG Dan PRoBLeM
soLvinG Training Engagement Team Toward Extraordinary Performance
Training on Engagement Team Towards Extraordinary Performance
22
2 CUSTOMER
RELATIONSHIP SKILL Training Marketing Task Force
Training on Marketing Task Force 30
Training Service with Heart Training on Heartfelt Services
100 Training Service with Heart
Training on Heartfelt Services 200
3 LEADERSHIP
Training Lets Grow Together Training with the theme “Let’s Grow Together”
20 Training Servant Leadership
Training on Servant Leadership 25
Training Jiwa Kepemimpinan KAOPS Training on KAOPS Leadership Skills
22
4 TeKniK PResenTasi
Dan KoMUniKasi
PResenTaTion anD CoMMUniCaTion
TeCHniQUes Training Lets Grow Together
Training with the theme “Let’s Grow Together” 20
5 LainnYa
oTHeRs
Training Togetherness for Sustainable Growth - Amazing Race Training with the
theme “Togetherness for Sustainable Growth - Amazing Race” 88
Outbond Cabang Surabaya Outbound in Surabaya Branch Oices
20
ToTaL JUMLaH PeseRTa ToTaL PaRTiCiPanTs
547
Untuk mengevaluasi efektiitas atas sistem pembelajaran dan pengembangan yang telah dilakukan, perusahaan
senantiasa melakukan evaluasi pasca pelatihan yang dilakukan melalui Form Evaluasi Pasca Training. Adapun
hasil evaluasi tersebut nantinya akan digunakan sebagai dasar untuk jenjang karir atapun tingkat kebutuhan training
lanjutan karyawan.
Dalam menjaga kualitas SDM, kesinambungan program pengembangan kompetensi pegawai menjadi komitmen
perusahaan agar dapat mendukung kinerja perusahaan
to the Company’s business sustainability. Bank Victoria planned and formulated these training programs in 2015.
PeRFoRManCe MeasUReMenT
Performance appraisal is intended to determine employee performance by considering their strengths and weaknesses.
Moreover, the measurement aims to evaluate the system’s efectiveness, improve employee motivation, increase
loyalty towards Bank Victoria and solve the problems of the existing systems.
Guidelines and Procedures must be in accordance with Company Regulations, Letters of Directors, Decrees of
Directors and other applicable general rules concerning the employee appraisal system and best practices.
Thus, Bank Victoria periodically assesses employee performance based on the Appraisal System established
by the BOD Decree No. 007SK-DIR0414. Performance appraisal results will be considered in the increase of
remuneration and awarding of annual bonuses.
The scheme of Bank Victoria’s employee performance appraisal system is as follows.
eMPLoYee ReWaRDs
Bank Victoria annually provides rewards to show its appreciation to employees who excel in achieving business
targets. Cash rewards are provided to employees who achieve targets, such as in Retail and Hybrid Branches, to
employees who achieve the highest New To Bank points, and to employees with the best Key Performance Indicator for
dan memberikan kontribusi positif terhadap keberlanjutan bisnis perusahaan. Bank Victoria telah merencanakan dan
merumuskan Diklat bagi karyawan untuk periode tahun 2015.
PenGUKURan KineRJa
Pelaksanaan penilaian kinerja karyawan dimaksudkan untuk mengetahui sejauh mana kinerja dari setiap karyawan guna
melihat kekurangan dan kelebihan, serta kelemahan dan kekuatan setiap karyawan disamping untuk mengevaluasi
efektiitas sistem-sistem yang berjalanberlaku di Bank Victoria. Tujuan dari dilaksanakannya penilaian kinerja
karyawan, minimal setiap tahun oleh Bank adalah untuk membantu meningkatkan motivasi kerja sekaligus
meningkatkan loyalitas karyawan terhadap Bank Victoria dan penyempurnaan atau perbaikan sistem-sistem yang
ada.
Pedoman dan Prosedur ini tentunya didasarkan pada Peraturan Perusahaan, Surat Edaran Direksi, Surat
Keputusan Direksi dan kaidah-kaidah umum tentang penilaian karyawan serta kebiasaan yang ada di lingkungan
Bank
Secara berkala Bank Victoria melaksanakan penilaian kinerja berdasarkan Sistem Penilaian Kinerja Karyawan yang
ditetapkan melalui Keputusan Direksi No.007SK-DIR0414. Semua hasil penilaian kinerja karyawan akan menjadi bahan
pertimbangan untuk menetapkan kenaikan remunerasi dan bonus tahunan.
Adapun skema sistem penilaian kinerja karyawan yang diterapkan oleh Bank Victoria adalah sebagai berikut.
Tata Cara Kerja
Work Procedures
Unit Head Unit Head
Prestasi
Achievement
Atasan Langsung
Direct Superior
Kepribadian
Personality
Kepala Divisi Pincab
Division Head Branch Manager
Ukuran-Ukuran Prestasi Kerja
Performance Measurements
Kriteria yang ada hubungannya dengan
prestasi kerja
Criteria relating to the performance
Feedback bagi
Karyawan
Employee Feedback
Subjek Penilaian Karyawan
Assessment Subject
Employee Maksud dan
Tujuan Penilaian
Purposes and Objectives
Objek Penilaian
Assessment Objects
Keputusan - Keputusan
HCM Decision of
HCM Catatan Tentang Karyawan
Employee Record Penilaian
Appraisal
PenGHaRGaan KaRYaWan
Setiap tahun, Bank Victoria memberikan beberapa bentuk penghargaan sebagai apresiasi terhadap karyawan yang
berprestasi dalam mendukung pencapaian target bisnis. Reward yang diberikan kepada karyawan berupa uang tunai
untuk pencapaian target Asset berdasarkan pembagian Cabang Retail dan Cabang Hybrid, pencapaian New To Bank
terbanyak, pencapaian Key Performance Indicator terbaik untuk jabatan Kepala Operasional dan pencapaian terbaik
Customer Service dalam program Community Banking.
COMPENSATION AND INDUSTRIAL RELATION
KeseJaHTeRaan KaRYaWan
Komponen kompensasi yang diterima oleh karyawan sebagai bentuk kesejahteraan antara lain berupa remunerasi
karyawan, kesehatan, bonus dan program pensiun. Hal ini merupakan bentuk tanggung jawab perusahaan terhadap
pemenuhan hak karyawan yang kemudian dicatat sebagai beban usaha pegawai. Komponen kesejahteraan karyawan
diuraikan sebagai berikut.
ReMUneRasi KaRYaWan
Bank menindaklanjuti peningkatan kompetensi SDM dan promosi jabatannya seimbang dengan peningkatan
kompetensi dan penilaian kinerja. Proses penilaian kinerja ini berlangsung melalui siklus manajemen kinerja, mulai dari
penyusunan rencana, performance review secara kontinyu dan penilaian kinerja secara berkala.
Untuk menentukan kinerja seluruh karyawan perusahaan, Bank menetapkan Key Performance Indicator KPI yang
direncanakan dan ditetapkan mulai level perusahaan, tingkat divisitim sampai dengan tingkat individu. Selanjutnya Bank
menetapkan proses pemantauan atas keseluruhan capaian kinerja masing-masing individu maupun groupkelompok.
Pemantauan dilakukan melalui coaching, counseling, dan controlling. Bank selanjutnya melakukan evaluasi atas kinerja
seluruh insan perusahaan, baik pada tingkat individual, team maupun pada tingkat perusahaan secara periodik.
Hasil evaluasi ini kemudian digunakan untuk beberapa tujuan, yakni:
1. Menjadi feedback bagi pengembangan kompetensi SDM
bersangkutan. 2. Memberikan penghargaan untuk yang memiliki kinerja
sama atau melebihi target sesuai kesepakatan KPI sebelumnya.
3. Penentuan program pembinaan bagi yang kurang atau tidak dapat mencapai ukuran kinerja yang ditetapkan.
Bank telah menerapkan standar penggajian berdasarkan pemeringkatan karyawan dan jenjang jabatan. Untuk
memberikan remunerasi yang kompetitif, Bank mengikuti remuneration survey pada industri sejenis. Proses tersebut
merupakan upaya standarisasi sistem kompensasi dan imbal jasa Bank yang diarahkan untuk meningkatkan
motivasi karyawan dalam meningkatkan kompetensi dan kinerjanya.
Sistem Remunerasi Bank dibangun dengan mempertimbangkan prinsip 3 P, yakni:
• Person, berdasarkan kemampuan yang dimiliki seseorang dengan mempertimbangkan pendidikan dan masa kerja
Karyawan, tercermin dari peringkat karyawan. Head of Operations and Customer Service in the Community
Banking program.
CoMPensaTion anD inDUsTRiaL ReLaTions
eMPLoYee WeLFaRe
Employee compensation components included as beneits cover remuneration, healthcare allowance, bonuses and the
pension program. Employee welfare is a form of corporate responsibility towards fulilling their rights later recorded
as expenses. Employee beneit components are outlined below.
ReMUneRaTion
The Bank follows up on improving human resources competencies and promotion, based on increased
competencies and performance assessments. The performance assessment process is conducted through
management cycles, i.e. planning, continuous performance review and regular performance assessment.
The Bank has formulated Key Performance Indicators KPI in order to determine employee performance, ranging from
the Company level, to divisionteam level, to individual levels. Furthermore, it has also established a monitoring process
for overall individual and group performance achievements. Monitoring includes coaching, counseling and controlling.
The Bank subsequently conducts regular performance evaluation at the individual, team or Company level.
The result of the evaluation is then used for several purposes, namely:
1. As feedback to develop related HR competencies.
2. To provide rewards for those who meet or exceed KPI targets.
3. To provide training program for those who lack or be unable to achieve speciic target or performance.
Bank Victoria has implemented a standard payroll system based on employee levels and positions. In order to provide
competitive remuneration, the Bank follows a remuneration survey of similar industries. This is an efort to standardize
compensation and reward systems to improve employee motivation to develop their competencies and performance.
The Bank remuneration system includes the following 3 P principles, namely:
• Person, based on employee capabilities by considering education and work period. This remuneration system is
assessed and relected in employee ranks.
• Position, based on position and responsibilities which are determined after job evaluation.
• Performance, remuneration is awarded based on employee performance.
Furthermore, remuneration should be provided according to industrial and individual performance development.
The Bank will also accommodate other employee beneits such as holiday allowances, health insurance, retirement
allowances and leave entitlements according to applicable regulations.
Pension PRoGRaM
Bank Victoria has issued the BOD Decree No. 020SK- DIR0910 on Retirement for employees above 55 years old.
Retiring employees are able to be re-assigned as contract employees and will receive the retirement allowance
according to applicable regulations.
CosT oF HUMan ResoURCes DeveLoPMenT
During 2015, Bank Victoria allocated Rp6,166,825,089 or an average of Rp5,239 million per employee for training and
education programs. Meanwhile, payroll and employee beneits holiday allowances, retirement beneits and so on
amounted to Rp139,798,752,604. in 2015. Hence, training costs in 2015 amounted to 4.41 of the total payroll.
Costs of employee education and training in 2015 decreased, mostly because employee numbers also decreased by 122,
or from 1,299 in 2014 to 1,177 in 2015.
Education and Training Costs during the 2014-2015 period are summarized as follows:
KnoWLeDGe ManaGeMenT
Bank Victoria realizes that the knowledge dissemination process should be comprehensively managed and
structured. In order to support this process, the Bank carried out diverse Knowledge Management KM projects in 2014.
• Position Jabatan, dimana remunerasi juga didasarkan pada nilai dan tanggung jawab jabatan yang bobotnya
ditentukan berdasarkan evaluasi jabatan • Performance Kinerja, remunerasi juga diberikan
berdasarkan kinerja Selain remunerasi yang sejalan dengan perkembangan
industri maupun kinerja, Bank memberikan tunjangan lain kepada karyawan dalam bentuk Tunjangan Hari Raya
THR, jaminan kesehatan, uang pensiun dan hak cuti yang ditentukan sesuai dengan peraturan yang berlaku.
PRoGRaM PensiUn
Bank Victoria telah mengatur dalam SK Direksi No. 020 SK-DIR0910 tentang Usia Pensiun bagi Karyawan dimana
karyawan yang berusia diatas 55 tahun dikategorikan sebagai usia pensiun. Atas pensiun karyawan maka karyawan dapat
dipekerjakan kembali dengan status sebagai Karyawan Kontrak dan menerima uang pensiun sesuai ketentuan
perundangan yang berlaku.
BiaYa sDM
Selama 2015, Bank Victoria telah mengalokasikan dana sebesar Rp6.166.825.089 atau rata-rata sebesar Rp5.239
juta per karyawan untuk pelaksanaan program pelatihan dan pendidikan. Sedangkan besarnya biaya SDM untuk
penggajian dan kesejahteraan karyawan THR, Imbalan pasca kerja dan lainnya tahun 2015 sebesar Rp139.798.752.604.
Dengan demikian biaya training tahun 2015 sebesar 4,41 dari total Biaya Tenaga Kerja tahun 2105.
Besarnya biaya Pendidikan dan Pelatihan bagi Karyawan Bank Victoria pada tahun 2015 mengalami penurunan, hal
ini disebabkan karena jumlah karyawan Bank Victoria pada tahun 2015 berkurang sebanyak 122 orang dari sejumlah
1.299 orang pada tahun 2014 menjadi sejumlah 1.177 orang pada tahun 2015.
Biaya Pendidikan dan Pelatihan periode 2014-2015 sebagai berikut.
Tahun Year
Biaya yang Dikeluarkan Rp Cost Rp
Pertumbuhan Rp Growth Rp
Pertumbuhan Growth
2015 6,166,825,089
2,242,721,866 36
2014 8,409,546,955
- -
KNOWLEDGE MANAGEMENT
Bank Victoria menyadari bahwa proses penyebaran ilmu pengetahuan harus dikelola serta terstruktur dan
menyuluruh. Untuk mendukung proses penyebaran ilmu pengetahuan tersebut perusahaan melaksanakan project
Knowledge Management KM melalui implementasi KM pada 2014.
This program aims to bring together knowledge, skills and experience as resources which can be easily accessed by
all employees in order to develop their competencies. Bank Victoria has also implemented Knowledge Management
through several projects such as e-learning, intranet and vic- news.
CaReeR DeveLoPMenT
Career development plays a major part in Bank Victoria’s employee training program and it must be implemented
consistently and continuously in order to employ professionals and provide added value to the Bank. Career
development intends to provide the greatest beneit for both employees and the Bank. It is seen as beneicial for the
personal development and motivation of employees, and to measure their strengths and weaknesses.
Bank Victoria develops a rewarding career as a medium to recruit employees based on its strategies, and applies a
measurable career development system to identify potential employees. This creates healthy competition within the Bank
and provides a standard for competencies.
eMPLoYee TURnoveR RaTe
In 2015 366 employees resigned, which accounted for 31.10 of the 1,177 employees at the end of the year.
A comparison of employee turnover rates in 2014 and 2015 is presented in the following table.
HUMan ResoURCes PRoFiLe
Bank Victoria’s 2015 Manpower Strategy Plan was to optimize HR and apply a moratorium on recruiting new employees.
Recruitment was only conducted to fulill a certain number of positions when new oices were established and
professionals were required. Program ini bertujuan untuk menghimpun seluruh
pengetahuan, keterampilan dan pengalaman kerja karyawan menjadi sumber informasi yang dapat diakses
oleh seluruh karyawan untuk meningkatkan kompetensinya. Bank Victoria telah melakukan implementasi Knowledge
Management Karyawan melalui beberapa sarana seperti, e-learning, intranet dan vic-news.
PenGeMBanGan KaRiR
Pengembangan karir merupakan bagian utama dari proses pembinaan karyawan di Bank Victoria yang harus
dijalankan secara konsisten dan berkesinambungan guna mendapatkan karyawan yang profesional agar mampu
memberikan nilai tambah bagi Bank. Pengembangan karir ditujukan untuk memberikan manfaat sebesar-besarnya
bagi karyawan dan Bank. Pengembangan karir bagi karyawan bermanfaat sebagai sarana pengembangan diri,
peluang menyatakan eksistensi, penumbuhan motivasi, dan untuk pengukuran kelebihan dan kekurangan dirinya dalam
rangka meningkatkan kemampuan.
Sedangkan, bagi Bank Victoria, pengembangan karir bermanfaat sebagai media dalam upaya menyediakan
karyawan yang sesuai dengan strategi Bank, mengatur agar Bank memiliki dan mengaplikasikan sistem pengembangan
karir yang jelas dan terukur, mengidentiikasikan karyawan yang potensial, menciptakan iklim kompetisi yang sehat,
dan menyediakan standar kompetensi karyawan yang dibutuhkan pada setiap jabatan di Bank.
TinGKaT TURNOVER KaRYaWan
Pada tahun 2015 tercatat 366 karyawan Bank Victoria yang berhenti, atau mencapai 31,10 dari total karyawan akhir
tahun yang mencapai 1.177 karyawan.
Tingkat turnover karyawan komparatif dua tahun disajikan dalam tabel berikut.
Tabel Turnover Pegawai 2014-2015 Table: Employee Turnover Rate in 2014-2015
No. Tahun
Year Pegawai Resign
Number of Employees Resigned
Jumlah Pegawai Total Number of
Employees Turn over
Pegawai Employee Turnover
1 2015
366 1,177
31.10
2 2014
365 1,299
28.10
PRoFiL sDM
Strategi Man Power Plan Bank Victoria pada tahun 2015 adalah melaksanakan optimalisasi Sumber Daya Manusia,
sehingga Bank melaksanakan moratorium pelaksanaan penerimaan karyawan baru, rekrutmen karyawan hanya
dilakukan untuk memenuhi kebutuhan karyawan untuk pembukaan jariangan kantor baru dan tenaga specialist.
Bank Victoria’s workforce composition based on employment status was dominated by permanent employees, amounting
to 670 people or 56.92 in 2015. The number of permanent employees decreased by 14.21 compared to 2014 781
employees. The number of contract employees increased by 4.05 from 148 in 2014 to 154 in 2015. Meanwhile,
outsourced employees decreased by 4.59 from 370 in 2014 to 353 in 2015.
Komposisi SDM Bank Victoria berdasarkan Status Karyawan sebagai berikut. Workforce Composition based on Employment Status is as follows.
Status Kepegawaian Employee Status
Jumlah SDM Orang Number of Employees people
Perubahan Change
2015 2014
Pegawai Tetap Permanent Employee
670 56.92
781 60.13
16.57 Pegawai Tidak Tetap
Non Permanent Employee 154
13.08 148
11.39 3.90
Outsourcing 353
29.99 370
28.48 4.82
JUMLaH ToTaL
1,177 100.00
1,299 100.00
10.37
Komposisi SDM Berdasarkan Status Kepegawaian Workforce Composition based on Employment Status
Jumlah Karyawan Berdasarkan Status Kepegawaian Tahun 2015 Number of Employees Based on Employment Status in 2015
Jumlah Karyawan Berdasarkan Status Kepegawaian Tahun 2014 Number of Employees Based on Employment Status in 2014
Komposisi karyawan Bank Victoria berdasarkan status kepegawaian didominasi oleh Pegawai Tetap yaitu sebanyak
670 orang atau 56,92, jumlah karyawan Tetap di 2015 berkurang 14,21 dibandingkan tahun 2014 yang berjumlah
781 orang. Jumlah Pegawai Tidak Tetap meningkat sebesar 4,05 dari 148 orang di 2014 menjadi 154 orang di 2015.
Sedangkan, besarnya jumlah karyawan dengan status outsourcing berkurang sebesar 4,59 dari 370 orang di
2014 menjadi 353 orang di 2015.
28.48
11.39 60.13
29.99
13.08 56.92
1,299
orang people
1,177
orang people
Based on education level, Bank Victoria’s workforce composition in 2015 was dominated by undergraduates
with a total percentage of 41.72, followed by high school graduates 39.00, then diploma holders 16.82 and
postgraduates 2.46.
The number of employees who have graduated from high school increased by 1.32 in 2015 compared to the previous
year, but other education levels showed a decline. The number of employees with a diploma degree decreased by
11.61 to 198 people and those with Undergraduate and Postgraduate degrees also dropped by 13.25 to 491 and
48.21 to 459 employees.
Komposisi SDM berdasarkan Tingkat Pendidikan sebagai berikut. Workforce Composition based on Education Level is as follows.
Tingkat Pendidikan Education Level
Jumlah SDM Orang Number of Employees people
Perubahan Change
2015 2014
SMA High School Graduates
459 39.00
453 34,87
1.31 Diploma
Diploma 198
16.82 224
17,24 13.13
Sarjana Undergraduate
491 41.72
566 43,57
15.27 Pasca Sarjana
Postgraduate 29
2.46 56
4,31 93.10
JUMLaH ToTaL
1,177 100.00
1,299 100.00
10.37
Komposisi SDM Berdasarkan Tingkat Pendidikan Workforce Composition based on Education Level
Jumlah Karyawan Berdasarkan Tingkat Pendidikan Tahun 2015 Number of Employees Based on Education Level in 2015
Jumlah Karyawan Berdasarkan Tingkat Pendidikan Tahun 2014 Number of Employees Based on Education Level in 2014
Berdasarkan jenjang pendidikan, komposisi karyawan Bank Victoria pada 2015 didominasi oleh lulusan sarjana yaitu
sebesar 41,72 diikuti oleh lulusan setara SMA sebesar 39,00, kemudian Diploma sebesar dan diikuti Pasca
Sarjana masing-masing sebesar 16,82 dan 2,46.
Pada tahun 2015, jumlah karyawan dengan jenjang pendidikan setara SMA meningkat sebesar 1,32
dibandingkan tahun sebelumnya, namun untuk jenjang pendidikan lainya mengalami penurunan. Jumlah karyawan
yang memiliki jenjang pendidikan Diploma menurun sebesar 11,61 menjadi 198 orang. Sedangkan untuk jumlah
karyawan dengan jenjang pendidikan Sarjana dan Pasca Sarjana pada 2015 masing-masing mengalami penurunan
sebesar 13,25 dan 48,21 menjadi 491 orang dan 459 orang.
2.46 4.31
41.72 43.57
16.82 17.24
39,00 34.87
1,177
orang people
1,299
orang people
Based on age group, Bank Victoria’s workforce composition in 2015 was dominated by those below 30 years of age,
amounting to 37.72. The number of employees in that age group declined by 24.32 in 2014 from 552 to 444 employees
in 2015. Workforce composition of those 31-40 years old and 41-50 years old also decreased in 2015 to 4.99 and 2.67,
respectively.
However, the number of employees in the 51-60 years age group and 61-70 years age group increased by 17.74 and
25, respectively.
Komposisi SDM berdasarkan Kelompok Usia sebagai berikut. Workforce Composition based on Age Group is as follows.
Kelompok Usia Age Group
Jumlah SDM Orang Number of Employees people
Perubahan Change
2015 2014
≤ 30 444
37.72 552
42.49 24.32
31 – 40 401
34.07 421
32.41 4.99
41 – 50 262
22.26 269
20.71 2.67
51 – 60 62
5.27 51
3.93 17.74
61-70 8
0.68 6
0.46 25.00
JUMLaH ToTaL
1,177 100.00
1,299 100.00
10.37
Komposisi SDM Berdasarkan Kelompok Usia Workforce Composition based on Age Group
Jumlah Karyawan Berdasarkan Kelompok Usia Tahun 2015 Number of Employees Based on Age Group in 2015
Jumlah Karyawan Berdasarkan Kelompok Usia Tahun 2014 Number of Employees Based on Age Group in 2014
5.27 22.26
34.07 37.72
0.68 3.93
20.71
32.41 42.49
0.46
1,177
orang people
1,299
orang people
Berdasarkan kelompok usia, komposisi karyawan Bank Victoria tahun 2015 di dominasi oleh pegawai dengan
kelompok usia dibawah 30 tahun, yaitu mencapai 37,72. Namun demkian jumlah karyawan pada kelompok usia
tersebut mengalami penurunan mengalami penurunan sebesar 24,32 dari tahun 2014 yang berjumlah 552orang
menjadi 444 orang pada tahun 2015. Komposisi pegawai pada usia 31-40 tahun dan kelompok usia 41-50 tahun juga
mengalami penurunan masing-masing sebesar 4,99 dan 2,67.
Untuk jumlah pegawai pada kelompok usia 51-60 tahun dan 61-70 tahun mengalami peningkatan, masing-masing
sebesar 17,74 dan 25.
Workforce composition based on position in 2015 consisted of 77.49 or 912 employees in executive positions, 22.09
or 260 employees in management positions, and 0.42 or 5 directors.
Komposisi SDM berdasarkan Level Jabatan sebagai berikut. Workforce Composition based on Position is as follows.
Jabatan Position
Jumlah SDM Orang Number of Employees people
Perubahan Change
2015 2014
Direksi Directors
5 0.42
6 0.46
20.00 Manajemen
Managers 260
22.09
274 21.09
5.38 Pelaksana
Executives 912
77.49
1,019 78.44
11.73
JUMLaH ToTaL
1,177 100.00
1,299 100.00
10.37
Komposisi SDM Berdasarkan Level Jabatan Workforce Composition based on Position
Jumlah Karyawan Berdasarkan Level Jabatan Tahun 2015 Number of Employees Based on Position in 2015
Jumlah Karyawan Berdasarkan Level Jabatan Tahun 2014 Number of Employees Based on Position in 2014
0.42 0.46
77.49 22.09
21.09
78.44
1,177
orang people
1,299
orang people
Komposisi karyawan berdasarkan level jabatan terdiri dari 77,49 atau berjumlah 912 orang berada pada
kelompok jabatan pelaksana, selanjutnya kelompok jabatan manajemen sebesar 22,09 atau sejumlah 260 orang dan
pada level direksi sebesr 0,42 aau sebanyak 5 orang.
HR composition according to gender in 2015 was relatively balanced with 53.27 or 627 male employees and 46.73
female.
Komposisi SDM berdasarkan Jenis Kelamin sebagai berikut. Workforce Composition based on Gender is as follows.
Jenis Kelamin Gender
Jumlah SDM Orang Number of Employees people
Perubahan Change
2015 2014
Pria Male
627 53.27
708 54.50
12.92 Wanita
Female 550
46.73
591 45.50
7.45
JUMLaH ToTaL
1,177 100.00
1,299 100.00
10.37
Komposisi SDM Berdasarkan Jenis Kelamin Workforce Composition based on Gender
Jumlah Karyawan Berdasarkan Jenis Kelamin Tahun 2015 Number of Employees Based on Gender in 2015
Jumlah Karyawan Berdasarkan Jenis Kelamin Tahun 2014 Number of Employees Based on Gender in 2014
46.73 53.27
54.50
45.50
1,177
orang people
1,299
orang people
Komposisi karyawan berdasarkan jenis kelamin pada tahun 2015 relatif seimbang yaitu sebesar 53,27 atau sebanyak
627 orang karyawan laki-laki dan sebesar 46,73 karyawan perempuan.
Workforce composition based on work period in 2015 was dominated by employees in the 0-5 years group, accounting
for 71.45 or 841 employees, followed by employees in the 6-10 years group, accounting for 22.01 or 259 employees.
Meanwhile, groups with a work period of 11-15 years and 16-20 years accounted for 5.10 and 1.44, respectively.
Komposisi SDM berdasarkan Masa Kerja sebagai berikut. Workforce Composition based on Work Period is as follows.
Masa Kerja Work Period
Jumlah SDM Orang Number of Employees people
Perubahan Change
2015 2014
0 – 5 841
71.45 957
73.68 13.79
6 – 10 259
22.01 272
20.94 5.02
11 – 15 60
5.10 58
4.46 3.33
16 – 20 17
1.44 12
0.92 29.41
JUMLaH ToTaL
1,177 100.00
1,299 100.00
10.37
Komposisi SDM Berdasarkan Masa Kerja Workforce Composition based on Work Period
Jumlah Karyawan Berdasarkan Masa Kerja Tahun 2015 Number of Employees Based on Work Period in 2015
Jumlah Karyawan Berdasarkan Masa Kerja Tahun 2014 Number of Employees Based on Work Period in 2014
22.01 5.10
71.45 1.44
1,177
orang people
20.94 4.46
73.68 0.92
1,299
orang people
Komposisi karyawan berdasarkan masa kerja didominasi oleh karyawan dengan masa kerja 0-5 tahun yaitu sebesar
71,45 atau sebanyak 841 orang, selanjutnya pada kelompok masa kerja 6-10 tahun yaitu sebsar 22,01 atau
sebanyak 259 orang. Karyawan dengan kelompok masa kerja 11 -15 tahun dan kelompok masa kerja 16 – 20 tahun
masing-masing sebasar 5,10 dan 1,44.
ManaJeMen risiko
risk ManageMent