PROPOSED HUMAN CAPITAL MANAGEMENT STRATEGY AT A START UP COMPANY (CASE STUDY: PT SRS)

• Main Author: Ganendra Putra, Pranaya
• Format: Theses
• Language: Indonesia
• Subjects: Manajemen umum
• Online Access: https://digilib.itb.ac.id/gdl/view/45738
• Institution: Institut Teknologi Bandung

A startup company could be generalized as company which is often in its initial stage of operation and is usually designed to grow and scale on a faster rate than other small or micro businesses. But it is found that over 50% of startups fail at their first 5 years of operation. This is phenomena could happen to any startup, in this case, could also happen at PT SRS, an IT software company located in Bandung, which focuses on solving the problems with technological solutions in the declining healthcare industry. Since mid-2019, PT SRS, which is founded in 2016, has undergone a massive overhaul of the company. The overhaul is mainly due to a failed project in the past and several wrong decisions made by the company previously. The newly appointed CEO and CTO then changed the company directions to focus on creating a patient scheduling application with the main goal of creating a capitation system in the healthcare industry. Thus, focusing on their product entirely. But, with their focus mainly on their own product, comes the neglection of their Human Capital Management (HCM) which is also essential to create value for their employees and thus helping the company to grow and sustain in the industry. Qualitative methods, which consists of interviews and observation, and SWOT analysis, which were deduced from external and internal analysis, was used in this research to obtain the business issues faced by PT SRS. It was found that the company have not conducted any proper HCM strategy, such as job analysis, clear job description and specification, lack of formal performance appraisal system, and a standardized compensation system in their company which will affect their employee’s performance and motivation. The company’s current job positions also were found to be not enough to fulfill the company needs. Thus, the author proposed several strategies to fix the company’s HCM system, by creating new job positions, redesigning the organization structure to accommodate those new job positions, conduct a job analysis which results in the creation of a clear job description and job analysis, proposing a proper performance appraisal plan, and standardizing the compensation system. A scheduled implementation plan was also created to help the company implement those suggestions.