MANAGING MILLENNIAL IN MINING INDUSTRY: LEARNING AND DEVELOPMENT STRATEGY OF PT. KALTIM PRIMA COAL
The number of millennial employee at PT.KPC is increasing. To manage this, the company has developed a program namely Graduate Development Program (GDP) which is believed as the best practice strategy to developping new employees. However, the company found some questions to be answered such as the...
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id-itb.:475842020-06-10T16:57:31ZMANAGING MILLENNIAL IN MINING INDUSTRY: LEARNING AND DEVELOPMENT STRATEGY OF PT. KALTIM PRIMA COAL Setyo Utomo, Ryan Indonesia Theses Millennial Generation, Employee Engagement, Learning Preferences, Learning and Development Strategy, Talent Management INSTITUT TEKNOLOGI BANDUNG https://digilib.itb.ac.id/gdl/view/47584 The number of millennial employee at PT.KPC is increasing. To manage this, the company has developed a program namely Graduate Development Program (GDP) which is believed as the best practice strategy to developping new employees. However, the company found some questions to be answered such as the low number of talent readiness to filling the management position and the increase of millennia’s turnover rate in the last 3 years. This final project has the aim to provide views on millennial employee in the company such as engagement level and learning preferences. This final project used qualitative methods and “general model of planned change” as the research framework. Author gathered the data from employee engagement survey year 2015, 2017 and 2019 to compare the engagement level of millennial with other generation of employee at PT.KPC. For describing the learning preferences of millennial, information gathering was carried out by distributing questionnaires to 29 GDP employees. Based on millennia’s engagement theories, millennia’s learning preferences, and millennia’s feedbacks regarding GDP program of PT.KPC, author suggested 2 (two) business solutions for the company, such as “GDP Management System” to improving GDP process and “3 (three) new learning approaches”. The “GDP Management System” will be implemented in the form of a mobile application “GDP App” to ensure the whole process of GDP program run coordinately and better monitored. The 3 (three) new learning approaches consist of “Tech-Supported Learning”, “Standardized Coaching and Mentoring”, and “Micro Learning Concept”. The Author also suggest that the recruitment of new employees is done simultaneously every year, so that the GDP program could be centralized, better monitored, organized and measured. text |
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The number of millennial employee at PT.KPC is increasing. To manage this, the company has developed a program namely Graduate Development Program (GDP) which is believed as the best practice strategy to developping new employees. However, the company found some questions to be answered such as the low number of talent readiness to filling the management position and the increase of millennia’s turnover rate in the last 3 years.
This final project has the aim to provide views on millennial employee in the company such as engagement level and learning preferences. This final project used qualitative methods and “general model of planned change” as the research framework. Author gathered the data from employee engagement survey year 2015, 2017 and 2019 to compare the engagement level of millennial with other generation of employee at PT.KPC. For describing the learning preferences of millennial, information gathering was carried out by distributing questionnaires to 29 GDP employees. Based on millennia’s engagement theories, millennia’s learning preferences, and millennia’s feedbacks regarding GDP program of PT.KPC, author suggested 2 (two) business solutions for the company, such as “GDP Management System” to improving GDP process and “3 (three) new learning approaches”.
The “GDP Management System” will be implemented in the form of a mobile application “GDP App” to ensure the whole process of GDP program run coordinately and better monitored. The 3 (three) new learning approaches consist of “Tech-Supported Learning”, “Standardized Coaching and Mentoring”, and “Micro Learning Concept”. The Author also suggest that the recruitment of new employees is done simultaneously every year, so that the GDP program could be centralized, better monitored, organized and measured.
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Setyo Utomo, Ryan |
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Setyo Utomo, Ryan MANAGING MILLENNIAL IN MINING INDUSTRY: LEARNING AND DEVELOPMENT STRATEGY OF PT. KALTIM PRIMA COAL |
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Setyo Utomo, Ryan |
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Setyo Utomo, Ryan |
title |
MANAGING MILLENNIAL IN MINING INDUSTRY: LEARNING AND DEVELOPMENT STRATEGY OF PT. KALTIM PRIMA COAL |
title_short |
MANAGING MILLENNIAL IN MINING INDUSTRY: LEARNING AND DEVELOPMENT STRATEGY OF PT. KALTIM PRIMA COAL |
title_full |
MANAGING MILLENNIAL IN MINING INDUSTRY: LEARNING AND DEVELOPMENT STRATEGY OF PT. KALTIM PRIMA COAL |
title_fullStr |
MANAGING MILLENNIAL IN MINING INDUSTRY: LEARNING AND DEVELOPMENT STRATEGY OF PT. KALTIM PRIMA COAL |
title_full_unstemmed |
MANAGING MILLENNIAL IN MINING INDUSTRY: LEARNING AND DEVELOPMENT STRATEGY OF PT. KALTIM PRIMA COAL |
title_sort |
managing millennial in mining industry: learning and development strategy of pt. kaltim prima coal |
url |
https://digilib.itb.ac.id/gdl/view/47584 |
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