MSDM – Handout 1
Seminar Manajemen Sumber Daya
Manusia
Disusun oleh:
Hamzah Denny Subagyo, S.E., M.M.
untuk perkuliahan Seminar Manajemen SDM di FE
Universitas Narotama
PERANAN SDM DALAM PROSES
TRANSFORMASI
ORGANISASI
STUDI KASUS DI PT. TELKOM
TAHUN 2003 s.d 2006
Referensi :
Hermawan Kartajaya, et. al.
On Becoming A Customer-Centric Company
PT Gramedia Pustaka Utama
2004
HAMZAH DENNY SUBAGYO
dennysaloon@gmail.com
http://dennyhamzah.blogspot.com
0857.30.11.55.22
2
MENGAPA ORGANISASI
HARUS MELAKUKAN
TRANSFORMASI
?
3
???
UNCERTANTY
turbulensi
BISNIS
INFOCOM
5
Turbulensi bidang teknologi
 Konvergensi digital
 Ditandai dengan “bersatunya” :
 tek. Pengolahan data (computing)
 tek. Content dan multimedia digital
 tek. Telekomunikasi
6
Turbulensi bidang regulasi
 Privatisasi incumbent operator (Konsekuensi Ratifikasi
WTO-UU No. 7/94 tgl 2-11-94, lalu pasal 33 UUD 45 kemana?)
 Pembukaan pasar dan perubahan paradigma
pengelolaan otoritas telekomunikasi dari monopolistic
approach  market-based approach (UU No.36/99)
 Pembentukan badan regulasi independen untuk
menjamin kompetisi yang sehat dan fair (BRTI
KepmenHub No.31/2003)
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Turbulensi bidang Kompetisi
 Hypercompetition akibat munculnya new player
dlm jumlah yg besar dan strategi yang
canggih.(Interkoneksi  fourth protocol of General Agreement
to Trade in Services, 1997; Transparency, non discrimination, cost
based tariff)
 Munculnya latent kompetitor yang sulit
teridentifikasi oleh incumbent operator
 Ancaman menakutkan karena layanan substitusi
(killer app) yg berdampak disruptive kpd industri
ini secara keseluruhan.
 Lisensi (Perizinan); sederhana, proses yg
transparan, adil, tdk diskriminatif, penyelesaian
singkat.
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Dealing
with
the Competition
(P.Kotler)
Poor firms ignore their competitors,
average firms copy their competitors,
winning firms lead their competitors.
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Turbulensi bidang pasar
 Naiknya Bargaining Position pelanggan, akibat dari
digusurnya monopoli dan pembukaan pasar.
 Key success factor-nya adalah customization yang
dijadikan rule of the game masing-masing pemain.
 Semakin fokus pada pelanggan, mampu memberikan
paket-paket solusi buat persoalan yg dihadapi
pelanggan.
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Porter’s five forces
Potential
Entrants
(threat of
Mobility)
Suppliers
(Supplier
power)
Industry
competitors
(segment
rivalry)
Buyers
(Buyer
Power)
Substitutes
(threat of
substitutes)
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Apa konsep
organisasi
?
???
12
 Visi : “Menjadi
Dominan InfoCom
Player di kawasan Regional”
Langkah
strategis
menghadapinya
 Misi : 1. Memberikan layanan “One Stop Services” dengan kualitas
prima dan harga kompetitif.
2. Mengelola usaha dengan cara yang terbaik, dengan mengoptimalkan
SDM yang unggul, teknologi yang kompetitif serta Business Partner
yang sinergi
Grand strategy  pendekatan Customer
Centric, kemampuan memahami kebutuhan,
problem dan harapan pelanggan
(di samping kapabilitas penguasaan teknologi,
kepemilikan jaringan, dan kemampuan memproduksi
layanan).
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Evolving views of marketing’s role in
the company
F
P
M
P
F
F
M
M
HR
HR
P
HR
F
P=Production
F=Finance
HR= Human Resources
M=Marketing
P
M
Customer
Cus
P
F
HR
M
HR
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Gaps model of Service Quality
customer
Expected
Service
Competitor
Experience
Promotion media
Customer
gap
Perceived
Service
Gap 1
Service Delivery
Gap 3
Gap 4
External communications
To customers
Customer-driven
Service design and standard
Gap 2
company
Company perception of
Consumer expectations
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WHAT
S
P
S
D
T
S
T
M
C
C
C
C
B
WHY
P
V
HOW
S
CONSULTING
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The strategic conseptual framework
COMPANY
PRODUCER
2C
SELLER
2.5C
MARKETER
3C
SPECIALIST
3.5C
SERV.PROVIDER
4C
Type of Company
Production
Oriented
Selling
Oriented
Marketing
Oriented
Market
Driven
Customer
Driven
Operational
Efficiency
Persuasive
Selling
Market
Effectiveness
Niche
Selectivity
Database
Accountability
Product
Standardization
Product
Featuring
Product
Differentiation
Product
Specialization
Product
Customization
Mass
Distribution
Mass
Promotion
Balanced
Promotion
Integrated
Communication
Interactive
Communication
WHAT
Type of information
Production
Distribution
Product
Promotion
Market, Customer, Competitor
Niche Expectation
Mix Sensitivity
Cust.Value Package
Life Time Value
WHY
Type of Analysis
Internal
Variance
Cost
Benefit
External
Competitive
Market
Response
Customer
Value
HOW
Quality Manag.
OK
QC
QA
TQM
TQS
Key Success
Factor
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Determinants of Customer Delivered
Value (CDV)
Image
Value
Personnel Services
Value
Value
Product
Value
Total
Customer
Value
(-)
Psychic
Cost
Energy
Cost
Time
Cost
Monetary
Cost
Total
Customer
Cost
CDV
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S
T
V
Type of
Marketing
No
Marketing
Mass
Marketing
Segmented
Marketing
Niche
Marketing
Individualized
Marketing
SEGMENTATION
Geographics
Demographics
Psychographics
Behavioral
Individualized
TARGETING
Everyone
Suitables
Ones
Chosen
Ones
A Few Good
Ones
Someone
POSITIONING
The Only
One
The Better
One
One
Statement
Different
Ones
One on
One
DIFFERENTIATION
Good for
Company
4A
Assortment
Affordable
Available
Announcement
Better than
Competitor
4B
Best
Bargaining
BufferStocking
Bombarding
Preferred by
Customer
4P
Product
Price
Place
Promotion
Specialized for
Niches
4V
Variety
Value
Venue
Voice
Customized for
Individuals
4C
Cust.Solution
Cost
Convenience
Communication
SELLING
Informing about
Product
Feature
Selling
Benefit
Selling
Solution
Selling
Interacting
for Success
BRAND
Just a Name
Perceived Quality
Brand Loyalty
SERVICE
One Business
Category
Value-Added
Business
Value-in Use
Business
Cust.Satisfying
Business
The Only Business
Category
PROCESS
SOP
Implementation
Interfunctional
Team Work
Functional
Streamlining
Total Delivery
Reenginering
Extended
Value Chain
MARK.MIX
Brand Awareness Brand Association
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?
 Telepon, Telex, Faks, Radio, TV
 Audio, Teks, Gambar, Video, telephony,
videoconference, tv kabel  disalurkan dalam satu
infrastruktur yang sama (konvergensi).
 Lahir pula company convergence  infocom services
convergence, melalui aliansi, partnership, merger,
akuisisi.
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??





Dari POTS ke PMM
Infocom supermarket
One stop shop solution
Full network services provider
Lima pilar bisnis; fixed line, fixed wireless, mobile,
internet, dan inter carrier.
 Segmen; OLO (by Carrier&Interconnection Service
Center), korporat (by ESC), individu/residensial (by:
DIVRE)
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???
 Struktur org.; penegasan beda peran product
owner(cost center) dengan delivery channel
(revenue center)
 Sistem pengelolaan sdm; sis.pran,
sis.pengukuran kinerja, sis.info eksekutif
 CBHRM; marketing & services, teknologi
infocom, shared services, business skill.
 Leadership style; link & friendly; empowerment
& accountability, manag.by walking around,
serving to cust.,peers, and partners, respect to
quality and contribution.
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Faktor yang menentukan sukses
7S-McKinsey
 Strategy




Structure
Systems
Style
Staff
Temuan I.
Tom Peters & Robert
Waterman (1982)
Shared Value  TTW-
135
 Skill
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Komponen penting
agar perush bertahan lama
Core values  TTW-135
 Purpose
TEMUAN II.
JIM COLLINS & JERRY PORRAS
(1995)
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4 Faktor Sukses
(primary
business
practises)
 Strategy
 Execution
Culture  TTW-135
 Structure
TEMUAN III.
WILLIAM JOYCE, NITIN NOHRIA & BRUCE ROBERSON
(2003)
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Secondary business practice
 Talent
 Leadership
 Innovation
 Merger & Partnerships.
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ROADMAP TRANSFORMASI
CUSTOMER INTENTION
CENTRIC (CIC)
CUSTOMER SERVICE
CENTRIC
2006
ULTIMATE CIC
2005
MARKET
CENTRIC
2003
2004
PEMILAHAN UBIS BDSR
SEGMENTASI TAHAP AWAL
UCC DI EnterpriseServiceCenter
SEGMENTASI
ORG.MATRIX
C2SE
TTW-135
OGDC
SINGLE  MULTI LINE BUSINESS
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*** Strictly Confidential
Transformasi Organisasi
2002
MARKET CENTRIC
KD 44 & 49
• Penataan portofolio
bisnis
2003
MARKET CENTRIC
1. Implementasi KD 49
2. CAM 2004  5 pilar
bisnis
• Multi bisnis
• Quasi-holding
• Implementasi KD
49.
3. ND Dirut No. 140:
a.Segmentasi
Pelanggan: PC, CC,
OLO
b.Struktur Pengelolaan
Pelanggan, yaitu:
• Personal oleh
DIVRE
• Corporate oleh
ESC
• OLO oleh CISC
4. KD 43:
PO  Cost center
DC  Revenue center
2004
2005
CUST SERVICE CENTRIC
CUST INTENTION CENTRIC
1. Corporate
• Refining KD 49, menjadi
KR.01 tentang struktur
Organisasi
• Penataan Asisten di
DitJasa
• Penambahan RO di IA
2. Penataan Unit Bisnis
• PO  Cost Center
• Fungsi channel ke
Divre
• MM/LD/FWA mjd PO
• ESC mjd Koord. UCC
(BKO)
3. Penataan Divre
• Standarisasi Divre
• UCC di-BKO ke ESC
• UIM dilikuidasi
• Unit Sisfo mjd RO ISC
• Unit baru Flexy &
MM/Internet
• Penataan manajemen
jaringan akses
• BKO Unit Bisnis
Pendukung di DitSDM
• BKO Unit MSC, TCC,
ISC,R&DC dari Dit.SDM
ke DitJar.
1. Corporate
• Alignment Direktorat
dengan Unit Bisnis
• DitJasa  Dit.Corp.Cust.
dan Dit.PersonalCust.
• DitJar  Dit.Infer Carrier
• Dit.SDM&Biskung dan
DitKUG  Tetap
2. Pembentukan Channel
Distribution
• CISC  Div. CIS
• ESC  Div.Corp.Cust
• Divre  Div.Personal
Cust. + Reg. Network
3. Alignment semua Unit
Bisnis ke Direktorat terkait
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PERAN SDM
MENGAWAL TRANSFORMASI
MENGHADIRKAN ROLE MODEL/LEADER DRIVEN ORG.
MENYIAPKAN/MELAKSANAKAN SYSTEM YG COCOK
MENCIPTAKAN/SOSIALISASI BUDAYA KERJA BARU
LEADERSHIP STYLE BARU. LINK & FRIENDLY, W.A.M
EMPOWERED AND ACCOUNTABLE
MANAGING ANY TIME, ANY WHERE
SERVING TO CUSTOMERS, PEERS, PARTNERS
RESPECT TO QUALITY AND CONTRIBUTION
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Thank you
for your
attention
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