SVML Towards the new millennium: organizational and human resources review
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Institusion
Sekolah Tinggi Manajemen Ipmi
Author
Nagasastra, Aria
Tedjosumirat, Didie B.
Iman, Evie Wibowo
Prianto, Faizal Budi
Tjokrosoesilo, FX Hadi
Nurdiawati, Rolia
Tedjosumirat, Didie B.
Iman, Evie Wibowo
Prianto, Faizal Budi
Tjokrosoesilo, FX Hadi
Nurdiawati, Rolia
Subject
H Social Sciences (General)
Datestamp
2022-09-15 07:03:23
Abstract :
Sucofindo master list verification services, SVML, is a business unit of PT Sucofindo. Its job is mainly performing technical appraisals of applications from investors to Indonesia. Such appraisals or verification are conducted because of certain privileges attached to the investors or investment programs. The unit's key resource of doing verification services is its human resources, to be more specific, its senior engineers. Therefore, SVML needs to pay serious attention to its human resource management and consolidate it with its business strategy in facing the future challenges. In order to see a sound HR management and a strong relationship between it and the unit's business strategy, four factors should be reviewed: business needs, organization, HR Planning, HR practices (reward management, skills fit, communication and involvement) These factor are interrelated and the first factor becomes the frame of the second and so forth. From analyses using the above framework as a general guidance, the followings can be brought to light : Currently SVML is in a very good competitive position. Today, SVML has the luxury as the only player in this verification service because of the government's assigment. However, in the future SVML may have challenges driven by two major forces (globalization, Government regulation); Sucofindo has incorporated corporate vision, mission, philosophy and long-term strategy that are clearly responsive to its business needs and human resource. Further implementation is expected to strengthen SVML organization that now already has a sensible and appropriate structure that facilities favorable working environment. The implementation of quality management system has also reinforced the achievement of organization effectiveness and employee and customer satisfaction. However, changes in the organization structure to align with its business needs in the future should not become a taboo. There is no SBU level long-term business plan and strategy that also include human resources, the unit's key asset. This fact can create difficulties in planning the unit's direction facing the dynamics of the future and aligning business needs and HR needs. Therefore, SVML should develop an SBU level long-term business plan and strategy that includes long-term HR planning. SVML has qualified and committed employees, a basic ingredient of successful HR management. However some improvements in it HR practices should be considered to ascertain long-term success and answer future demands : accelerate the process of implementing the new and single reward structure embodying individual performance incentive, initiate policies and procedures for work redundancies, develop system procedures that clearly reflect relationship between pay, job, and individual performance, formalize management and career development, consider a system for monitoring and evaluating results of skills training.
Sucofindo master list verification services, SVML, is a business unit of PT Sucofindo. Its job is mainly performing technical appraisals of applications from investors to Indonesia. Such appraisals or verification are conducted because of certain privileges attached to the investors or investment programs. The unit's key resource of doing verification services is its human resources, to be more specific, its senior engineers. Therefore, SVML needs to pay serious attention to its human resource management and consolidate it with its business strategy in facing the future challenges. In order to see a sound HR management and a strong relationship between it and the unit's business strategy, four factors should be reviewed: business needs, organization, HR Planning, HR practices (reward management, skills fit, communication and involvement) These factor are interrelated and the first factor becomes the frame of the second and so forth. From analyses using the above framework as a general guidance, the followings can be brought to light : Currently SVML is in a very good competitive position. Today, SVML has the luxury as the only player in this verification service because of the government's assigment. However, in the future SVML may have challenges driven by two major forces (globalization, Government regulation); Sucofindo has incorporated corporate vision, mission, philosophy and long-term strategy that are clearly responsive to its business needs and human resource. Further implementation is expected to strengthen SVML organization that now already has a sensible and appropriate structure that facilities favorable working environment. The implementation of quality management system has also reinforced the achievement of organization effectiveness and employee and customer satisfaction. However, changes in the organization structure to align with its business needs in the future should not become a taboo. There is no SBU level long-term business plan and strategy that also include human resources, the unit's key asset. This fact can create difficulties in planning the unit's direction facing the dynamics of the future and aligning business needs and HR needs. Therefore, SVML should develop an SBU level long-term business plan and strategy that includes long-term HR planning. SVML has qualified and committed employees, a basic ingredient of successful HR management. However some improvements in it HR practices should be considered to ascertain long-term success and answer future demands : accelerate the process of implementing the new and single reward structure embodying individual performance incentive, initiate policies and procedures for work redundancies, develop system procedures that clearly reflect relationship between pay, job, and individual performance, formalize management and career development, consider a system for monitoring and evaluating results of skills training.
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