DEVELOPMENT OF INTEGRATED TALENT MANAGEMENT SYSTEM MODEL FOR THE MINISTRY OF STATE-OWNED ENTERPRISES (CASE STUDY: 5 STATE-OWNED ENTERPRISES IN THE FIELD OF HIGH TECHNOLOGY)

• Main Author: Yesika Simak, Rut
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/47080
• Institution: Institut Teknologi Bandung

Managing human resource in a company becomes very critical especially in the face of increasingly complex global competition. The need for qualified workforce and the ability to create competitive advantage, encourages companies to implement talent management systems. The Government of Indonesia through the Ministry of State-Owned Enterprises (BUMN/SOEs) is also implementing a talent management system. It is intended that the competitive advantage of each SOE can be achieved through the talent within it. However, many SOEs are still in the stage of designing or perfecting each model of the talent management system. The existing talent management system has not yet been integrated with other processes in managing human resources so that it cannot yet run in an integrated manner and achieve desired goals. Apart from the practical side, the talent management system model from the scientific research side also needs further study. The further study in question is related to the components or processes that exist in the talent management system so that it can run in an integrated manner. Therefore, this research will develop an integrated talent management system model to support the realization of a talent management system in the SOE environment. This research will select SOEs that are engaged in technology. This is because BUMN or companies engaged in technology are generally difficult to find or maintain quality talent. This study aims to develop a talent management system model so that the implementation of the system can run in an integrated manner. From the results of developing the model, there are three main stages in talent management, namely attracting, developing, and retaining talent. Each stage consists of processes that are arranged in a structured and sequential manner. In addition, the developed model also looks at other processes or components such as synchronization between strategies, policies related to the implementation of talent management, and supporting factors in the implementation of talent management systems. This research was conducted by exploring five state-owned companies engaged in the field of high technology and had or were implementing a talent management system. Exploration is carried out using the case study method. Data collection is done by using in-depth interviews with those who carry out and are responsible for implementing the company's talent management system. In addition, existing data is also supported by document studies both through documents and company websites. Then, the data is processed using thematic analysis and cross-case analysis methods. The case study results show that most of the processes carried out by the company are in accordance with the research model and integrated talent management system framework of the Ministry of SOEs. However, some processes or components of the company's talent management system still have issues related to improvement or further study, especially for some case studies. These issues need to be studied and resolved so that the case studies can attract, develop, and retain superior talent that can create competitive advantage. Processes or components that are still an issue include synchronization between strategies and processes, performance appraisal, and development processes that are tailored to the needs of talents, and the process of evaluating effectiveness. In addition to refinements or further studies, the results of case studies also show the opportunities and challenges of implementing a talent management system that must be further managed by each SOE.