HUMAN RESOURCE ALLOCATION MANAGEMENT SYSTEM FOR A MULTI-OFFICE ARCHITECTURE FIRM A CASE STUDY AT ATTAYA ARCHITECTS

• Main Author: Riandy Tyashadi, Giovanni
• Format: Theses
• Language: Indonesia
• Subjects: Manajemen umum
• Online Access: https://digilib.itb.ac.id/gdl/view/53058
• Institution: Institut Teknologi Bandung

Background and Purpose. For a multi-office architecture firm, an HR allocation management system is a necessity. The main challenge is to make the allocation equal between offices in terms of quality and quantity. ATTAYA Architects is a small size architecture firm based in Bandung and Jakarta. Their services divided into two, Building Information Modelling (BIM) implementation and architectural design. At the company, there is no HR allocation management system implemented. Therefore, the purpose of this research is to fill that gap by creating an HR allocation management system based on employees’ skills and project distribution for each office. Methods and Analysis. The research is divided into two sections, which are the analysis of 1) the current business situation and 2) the solution alternatives. The first section is based on a thorough literature review and the company policies. The literature, including theoretical foundation about project management, HR management, HR allocation in project management, and linear programming. The company policies, including the employees’ level and position, skills, list of projects, and project distribution on each office. The data obtained is limited to the timeline of the thesis. The second section is the analysis of proposed solutions. There are 4 alternative strategies, namely Strategy 0 (Keep It As It Is), 1 (Linear Programming), 2 (LP with Priority Employees’ Preferred Location), and 3 (Employees’ Preferred Location). The analysis uses binary linear programming and/or employee’s skills and project rating distribution. The alternatives then compared using Deficit Ratio and Paired Comparison Analysis. Findings. HR allocation and project distribution are two interdependent factors that influence the strategy proposed. By implementing the HR allocation strategy, the company have to keep the employees’ skills and rating’s deficit ratio between offices to the minimum.