IMPROVING EMPLOYEE ENGAGEMENT AT PT MRT JAKARTA

• Main Author: Ratri Mayangsari, Brigita
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/35723
• Institution: Institut Teknologi Bandung

PT MRT Jakarta is a train-based transportation company with new technology from Japan. The journey in the construction phase and the preparation phase of the operation became a valuable milestone for Jakarta, Indonesia and the company itself. This year, the transition of 2018 and the busiest year for PT MRT Jakarta is because its main target is to pursue construction completion, transfer of knowledge from the construction team to the operations team, business development programs and planning for phase 2 construction. To support this, employees have increased from 2017 to 2018 surged to 150% where competition for the resources of the world railway industry was very competitive. Therefore, it can be said, the role of human resources is very high for companies to conduct business. PT MRT Jakarta has conducted employee engagement surveys since 2016, but the employee engagement survey index obtained in 2017 declined. The method used is derived from the Corporate Leadership Councils (CLC), where the measured variable is how the employee gives more effort and has the intention to keep working in the company. In this survey there were four focus commitments namely; organizations, teams, direct managers and day-to-day work with two types of commitments seen in terms of emotional and rational. Based on the results of the survey, the decrease in employee engagement must be immediately resolved because it can trigger the number of employees to resign so that it can cause losses to the company in terms of knowledge and training investments which until now have not been fully transferred to other organizations or employees. Therefore, a human resource strategy is needed to retain employees. This final project focuses on identifying several factors that have caused a decrease in the commitment of PT MRT Jakarta employees. In addition, through data analysis and supported by the results of interviews, the author also identifies factor that can increase employee engagement. Based on the analysis, the authors found several factors such as career opportunity, recognition and reward, development and communication that need to be the main focus of the company to increase employee engagement. Therefore the proposed program includes individual development plan, employee rotation, innovation projects and the additional variable for salary increment.