DEVELOPING SPECIALIST DEVELOPMENT PROGRAM FRAMEWORK - CASE STUDY: UPTREAM TECHNICAL CENTER AT PT. PERTAMINA (PERSERO)

• Main Author: Puspanendra, Briyanseta
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/51850
• Institution: Institut Teknologi Bandung

PT. Pertamina (Persero) as the largest BUMN owned by Indonesia is the backbone of the economy for the country. In carrying out its role, PT. Pertamina (Persero) is given targets that must be achieved, while maintaining the continuity of domestic energy. One of the targets given, particularly to the Upstream Directorate, is to achieve a production of 1 Million Barrel Oil Equivalent per Day (BOEPD) by 2025. The achievement of this target is highly dependent on the availability of resources, both from within the earth, as well as workers and knowledge. internal as a company asset. Currently, with the old age of the field and the absence of additional new work areas, the Upstream Directorate has been able to achieve daily production of 600 thousand BOEPD. This target is then translated into more specific KPIs, including increasing production, exploration, also related to the capabilities of employees in running a business. With the old age of the field, and the complexity of managing the oil and gas field, the application of Knowledge Management is critical so that companies can benefit from the experience and knowledge possessed by their workers. The Human Capital function plays an important role in supporting the Upstream Directorate to achieve these targets. Employee development must be carried out so that they are able to continue to move to achieve the target. On this occasion, an analysis of business conditions will be carried out using the Knowledge Management Scorecard, to obtain the capability and knowledge gaps that exist within the Upstream Directorate. After knowing the capability and knowledge gap, it will then proceed to translate the gap into an initiative that the Upstream Directorate can take to achieve the intended target. Analysis is also carried out on the worker development programs currently being implemented at Pertamina. The initiative is then summarized into a development program for specialist workers in the Upstream Directorate. Not only technical development programs, but also non-technical developments so that specialist workers are able to support the performance of the Upstream Directorate, such as coaching, mentoring, and tour of duty programs. By combining initiatives related to training and optimization of knowledge management into one integrated program, it is hoped that it will be able to answer the challenges related to human resources at the Upstream Directorate and provide benefits from the knowledge possessed by workers to solve problems at Pertamina. The recruitment method also needs to be revamped by referring to business needs also conducting a comparative study to several similar companies to get an idea of how the recruitment is carried out for specialist workers. In addition, it is also necessary to improve the career path so that it is more likely to open the opportunities for workers who are currently in the structural pathway to move to specialist career paths, which are in line with their technical abilities. Also, organizational reform needs to be done to focus more on achieving the targets given. The steps taken in this final project can also be implemented for other organizations that need development for their workers. By providing suggestions regarding development programs to the Company, it is hoped that the Human Capital function will be able to carry out its role as Business Partner for the Upstream Directorate in achieving the given targets. At the end, recommendations will also be given to the Company regarding recruitment patterns and career paths. Not to forget, there are opportunities for the application of the Specialist Development Program in other Directorates at Pertamina.