ANALYSIS AND SOLUTIONS TO IMPROVE TALENT LOCALIZATION STRATEGY FOR CHINA SHENHUA ENERGY IN INDONESIA

• Main Author: Huan, Yang
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/39448
• Institution: Institut Teknologi Bandung

Under the environment of rapid development of the Indonesian economy and the inevitable foreign labor issue, foreign investors that manage sustainable enterprises in Indonesia need to start with the development of local talents. Shenhua is currently the biggest Independent Power Producer from China in Indonesia, in order to get a long-term and stable operation of power plant projects, must implement the talent localization strategy. But the result of talent localization strategy, has been proposed for several year, are just limited into the ordinary employee level according to observations, and the management localization on talent in Indonesia project has not been realized. This leads to the risk of Shenhua’s sustainable development in Indonesia. This paper is to analyze the implementation of current talent localization strategy in Shenhua and propose related solutions. The method used mix methods that using the study of literature, current HR data collection and analysis through interview and observation. The implementation process of Shenhua’s talent localization strategy is analyzed one by one through HR Wheel Model, include the strategy principles, HR practices, HR function roles during the strategy implementation, combined with the theory of international human resource management to find out the current problems of Shenhua’s talent localization strategy, and analyze the gaps and provide solution under the conceptual framework. Based on the results of this research concluded that the Chinese traditional management system is the main obstacle of talent localization, which induced a series of contradictions in HR practices fundamentally and there are several problems during the HR practices based on the interview results, such as unsuitable personnel structure, lack of performance appraisal system and poor communication, etc., So the author recommends the solution for each of problem and implementation plans that hopefully to improve the Shenhua’s talent localization strategy and to prepare them to be more local responsible in management level for a better future in Indonesia