LEVERAGING EMPLOYEE ENGAGEMENT THROUGH LEARNING AND DEVELOPMENT STRATEGY: CASE STUDY OF THE EXPLORATION FUNCTION IN PERTAMINA EP

• Main Author: Soleha Az Zafira, Meisa
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/49254
• Institution: Institut Teknologi Bandung

Pertamina EP is an Indonesian oil and gas company that operates in the upstream, especially in the exploration and production section. As one of the companies that contribute to oil and gas production in Indonesia, Pertamina EP is expected to be able to improve its performance to achieve the national scale target of oil and gas production. Improved company performance depends on the performance of its employees. Improving employee performance can be done by increasing employee engagement both in their work and in the company. Increased productivity and performance are the implication of having very engaged employees in the workplace. The Exploration Function is one of the core functions of the business and quite critical in Pertamina EP. Improving employee performance and engagement of Exploration Function is a kind of effort in achieving the company's business targets. From the interview results it was found that the Exploration Function itself had problems related to several aspects involving employee performance among twhich there was found a cultural entropy in the Exploration Function that internally held back learning and development of employees. Quantitative and qualitative methods are used in the analysis of research. Quantitative method using the Gallup Q12 survey was carried out to determine the types and dimensions of employee engagement. Furthermore, surveys and interviews are also carried out to determine appropriate learning and development strategies to improve employee engagement of Exploration Function. The final objective of this research is to make an implementation plan of the solutions addressed to the Exploration Function specifically, and Pertamina EP in general. Based on the data collected, it was found that the Exploration Function has a majority of employees, as much as 62%, who are considered responsive to engagement but do not give discretionary effort in their work, or also called passive engagement. It is assumed that this could hinder the achievement of the company's business goals and strategies, or worse, potentially cut off engagement with the company. In Gallup Q12, there are engagement hierarchies who are described as elements of employee engagement. The employee engagement’s elements that are considered to cause low employee engagement in Exploration Function are lack of support from management and lack of employee development efforts. Both elements can be improved with appropriate learning and development strategies. The first solution is to identify capacity gaps from frequent employee engagement surveys or the results of employee competency assessments. As for the solution to the learning strategy and its development is to build the foundation of learning culture and implement several programs to initiate the formation of a learning culture.