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Pt Krakatau Steel

In: Business and Management

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Seluruh sumber data diperoleh dari http://www.krakatausteel.com/

PT Krakatau Steel adalah perusahaan baja terbesar di Indonesia. BUMN yang berlokasi di Cilegon, Banten ini berdiri pada tanggal 31 Agustus 1970. Visi dari PT Krakatau Steel adalah menjadi perusahaan baja terpadu dengan keunggulan kompetitif untuk tumbuh dan berkembang secara berkesinambungan menjadi perusahaan terkemuka di dunia. Untuk mewujudkan visi tersebut, Krakatau Steel berusaha menyediakan produk baja bermutu dan jasa terkait bagi kemakmuran bangsa.

Sejarah singkat mengenai berdirinya perusahaan BUMN ini pada suatu masa pada 1960, Presiden Soekarno mencanangkan Proyek Besi Baja Trikora untuk meletakkan dasar industri nasional yang tangguh. Sepuluh tahun kemudian tepatnya 31 Agustus 1970, berdirilah PT Krakatau Steel (Persero) yang memanfaatkan kembali peralatan-peralatan dari proyek itu yang berbentuk pabrik kawat baja, pabrik baja tulangan dan pabrik baja profil. ada 1977, Presiden Suharto meresmikan mulai beroperasinya produsen baja terbesar di Indonesia itu. Guna mendukung visi sebagai Perusahaan baja terpadu dengan keunggulan kompetitif untuk tumbuh dan berkembang secara berkesinambungan menjadi perusahaan terkemuka di dunia, PT Krakatau Steel melakukan reformulasi nilai budaya perusahaan yang baru. Nilai Budaya Perusahaan tersebut adalah: * Competence
Mencerminkan kepercayaan akan kemampuan diri serta semangat untuk meningkatkan pengetahuan, ketrampilan, keahlian, dan sikap mental demi peningkatan kinerja yang berkesinambungan. * Integrity
Mencerminkan komitmen yang tinggi terhadap setiap kesepakatan, aturan dan ketentuan serta undang-undang yang berlaku, melalui loyalitas profesi dalam memperjuangkan kepentingan perusahaan. * Reliable
Mencerminkan kesiapan, kecepatan dan tanggap dalam merespon komitmen dan janji, dengan mensinergikan berbagai kemampuan untuk meningkatkan kepuasan dan kepercayaan pelanggan. * Innovative
Mencerminkan kemauan dan kemampuan untuk menciptakan gagasan baru dan implementasi yang lebih baik dalam memperbaiki kualitas proses dan hasil kerja di atas standar.
Nilai-nilai budaya inilah yang senantiasa menjadi pedoman bertindak dan berperilaku seluruh jajaran manajamen dan karyawan, dalam rangka membangun kohesivitas di perusahaan.

Sumber daya manusia merupakan salah satu bagian penting dalam mendukung aktivitas perusahaan. Oleh karena itu PT Krakatau Steel (Persero) Tbk berupaya dengan sungguh-sungguh untuk mengembangkan dan mempertahankan karyawan agar karyawan mempunyai kemampuan yang mumpuni dan dapat berkontribusi secara maksimal.

Dalam mengelola karyawan, perusahaan menggunakan pendekatan human capital, dimana karyawan dipandang sebagai modal insani (human capital) sehingga dikondisikan bahwa karyawan merupakan aset perusahaan yang dituntut untuk dapat menciptakan nilai (create value) dan tidak sekedar menghasilkan nilai tambah (added value).

Dalam menciptakan insan-insan yang mempunyai kemampuan unggul maka PT Krakatau Steel (Persero) Tbk dalam mengelola modal insani menggunakan pendekatan dengan pilar-pilar sebagai berikut :
1. Human Capital Strategy
Merupakan strategi pengelolaan human capital yang merupakan penjabaran dari strategi perusahaan, dimana strategi modal insani jangka panjang disusun selaras & terintegrasi dengan strategi bidang lainnya yang mengacu pada visi, misi, target dan value perusahaan. Strategi pencapaian target dibreakdown dalam program kerja tahunan dalam rangka mencapai target capabilities HC yang ditetapkan.
2. Human Capital Development
Dalam mengembangkan modal insani, PT Krakatau Steel (Persero) Tbk mengembangkan model Human Capital Development yang didalamnya tersusun dari elemen-elemen terkait meliputi Competency Management, Recruitment, Succession Planning dan Career Development.
Pengertian competency management yang digunakan di PTKS adalah proses menetapkan apa yang dipersyaratkan untuk memenuhi tujuan/sasaran organisasi, dan menetapkan apa yang dimiliki organisasi, serta strategi pengembangan untuk rekrut atau pengembangan internal dari level kompetensi yang dipersyaratkan. Dengan katalog maupun model kompetensi ( soft dan hard competency) yang telah dimiliki perusahaan dan ditunjang oleh Sistem Informasi yang terintegrasi (SAP), penyusunan requirement (persyaratan) kompetensi yang diperlukan oleh suatu jabatan dapat dengan mudah dilakukan. Demikian juga dengan pengukuran tingkat kompetensi karyawan khususnya kompetensi manajerial telah dapat dilakukan dengan menggunakan tools Assessment Center yang dimiliki PTKS. Melalui pemetaan kompetensi akan diketahui tingkat dan gap kompetensinya untuk setiap karyawan terhadap jabatan yang sedang diduduki maupun yang berdasarkan program Succession Planning dan Career Development yang dimiliki perusahaan. Program pengembangan baik melalui pendidikan, pelatihan, penugasan, rotasi, mutasi maupun program pengembanngan lainnya disusun dan diimplementasikan bagi setiap karyawan sesuai kebutuhan perusahaan maupun kebutuhan karyawan yang bersangkutan dalam memenuhi gap kompetensi maupun program pengembangan karir karyawan.
3. Human Capital Learning and Knowledge Management
Guna menunjang program pengembangan karyawan, perusahaan telah mempersiapkan sarana prasarana yang cukup memadai antara lain: tempat pelatihan yang terpusat (Pusdiklat), fasilitas web knowledge management yang sudah bisa diakses oleh seluruh karyawan, Unit Sistem Informasi yang membantu pengelolaan Knowledge Management Krakatau Steel, serta tenaga-tenaga yang kompeten. Knowledge management merupakan sarana untuk mewadahi aset pengetahuan Perusahaan yang dilakukan melalui eksplorasi asset pengetahuan perusahaan yang berasal dari karyawan dan unit kerja terkait. Hasilnya dapat digunakan untuk memetakan, menganalisa dan melengkapi kebutuhan pengetahuan di perusahaan. Setiap karyawan diberikan kesempatan seluas-luasnya untuk berbagi ilmu dan menimba ilmu melalui fasilitas yang tersedia tersebut.
4. Human Capital Performance and Reward Management
Perusahaan melakukan pengukuran kinerja dan memberikan imbalan kepada karyawan berdasarkan kinerja pencapaian KPI/Sasaran Kerja Karyawan (SKK), dimana KPI/SKK disusun berdasarkan penjabaran strategi perusahaan (LTDP, RJPP dan RKAP). Untuk mendorong kinerja karyawan, perusahaan menerapkan sistem remunerasi berdasarkan Hay System. Berdasarkan sistem tersebut, imbalan diberikan kepada karyawan berdasarkan kontribusi dan kinerjanya. Penghargaan lain yang diberikan kepada karyawan adalah berdasarkan improvement dan inovasi yang mereka lakukan, penghargaan atas masa kerja dan beberapa kriteria lainnya.
5. Human Capital Integration
Guna menjaga kondusifitas kerja di dalam perusahaan maka dibangun pola hubungan industrial yang baik antara perusahaan dan serikat pekerja (Serikat Karyawan Krakatau Steel) serta stakeholder lainnya. Adapun komunikasi yang dilakukan diantaranya melalui pertemuan-pertemuan, Briefing BOD, Buletin Perusahaan, Web dan Intranet. Hal tersebut dimaksudkan untuk menjaga keharmonisan dan suasana kerja yang kondusif dalam menunjang kesuksesan bisnis perusahaan maupun karir karyawan.
6. Human Capital Infrastructure
Untuk kemudahan dan kelancaran operasional pengelolaan modal insani, perusahaan memanfaatkan infrastruktur yang telah terbangun seperti HRIS yang sudah diintegrasikan pada Sistem Informasi (SAP). Selain itu, PT Krakatau Steel (Persero) Tbk telah membangun sistem pengelolaan modal insani yang telah dibakukan dalam Sistem dan Prosedur yang merupakan bagian dari Sistem Manajemen Krakatau steel (SMKS). Semua infrastruktur yang telah ada saat ini masih dimungkinkan untuk terus disempurnakan guna menjaga keselarasan dan untuk mengikuti perkembangan dengan tuntutan pengembangan bisnis.

PT Krakatau Steel (Persero) Tbk menyadari bahwa adanya jaminan kesejahteraan bagi setiap karyawannya merupakan syarat mutlak untuk meningkatkan kinerja karena secara psikologis setiap karyawan yang telah merasa tercukupi kebutuhannya akan lebih berkonsentrasi dalam pekerjaannya.

Untuk itu, PT Krakatau Steel (Persero) Tbk telah menerapkan system kesejahteraan terpadu. Maksudnya adalah pemenuhan kesejahteraan yang diberikan tidak hanya menyangkut pada individu karyawan semata, tetapi juga pada keluarganya. Pemenuhan kebutuhan ini antara lain berupa asuransi jaminan kerja, asuransi kecelakaan dan dana pensiun. Bagi karyawan juga disediakan fasilitas perumahan, area rekreasi, rumah sakit, tempat ibadah dan sekolah.…...

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...A TERM PAPER ON :- HR POLICY PRACTISED BY TATA STEEL HR POLICY :- Human resource policy refers to formal rules and guidelines put in place by companies concerning the hiring, training, assessment and reward of their employees. The purpose of creating and disseminating a formal human resource policy is to prevent misunderstandings between employees and employers about the rights and obligations of a workplace. ABOUT TATA STEEL :- * Tata Steel is the world's sixth largest steel manufacturer. It operates in more than 20 countries and has a commercial presence in over 50. * The company was established in Jamshedpur, India, in 1907. In the past few years, Tata Steel has invested in Corus (UK), Millennium Steel (renamed Tata Steel Thailand) and NatSteel Holdings (Singapore). * The company has created a manufacturing and marketing network in Europe, South East Asia and the Pacific-rim countries. It has the capacity to produce over 30 million tonnes of crude steel every year.  MAJOR STEEL BRANDS OF TATA STEEL :- * Galvano * Tata tiscon * Tata steelium * Tata bearings * Tata pipes OBJECTIVE :- * To understand the hr policy of tata steel * To know the special benefits provided to employee * To understand the how officers and non officers develop their skills SOURCES OF DATA :- This study is largely based on secondary sources of information. Data have been gathered from e-journals REVIEW OF LITERATURE......

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