CREATING A COMPETENCE MODEL TO IMPROVE MANAGER’S SUPERIOR PERFORMANCE (CASE STUDY EMERGING BUSINESS BANKING OF BANK ON)

• Main Author: Sekartini Prikasih, Nina
• Format: Theses
• Language: Indonesia
• Subjects: Manajemen umum
• Online Access: https://digilib.itb.ac.id/gdl/view/75860
• Institution: Institut Teknologi Bandung

The stability of the Indonesian financial system in the first semester of 2022 was quite good amidst the global economic recovery slow after COVID-19. This stability was supported by the Government's policy, through Bank Indonesia, to accelerate the recovery of SMEs and the national economy by increasing access and the portion of financing by banks. Bank ON, the ninth largest bank in total assets, also supports the government in developing the SME sector through the Emerging Business (EmB) division by providing productive financing to small and medium businesses and individuals. The primary indicator to assess the achievement of the Emb division is the achievement of New Booking Loans. Unfortunately, the achievement of Region 5 of Bank ON's EmB division is low compared to other regions in Indonesia, and this raises questions regarding the causes of the low achievement of EmB Regional 5. From the results of interviews with stakeholders regarding these constraints, a statement of the problem was obtained due to the low productivity of salesperson Area 1. There are three questions in the research this time what causes differences in target achievement among EmB managers? What competency models are needed to produce superior performance? Furthermore, what competencies and methods are most effective for developing these competencies? While the purpose of this study is to identify competency gap analysis, create a general competency model for EmB Managers, and create a development program to improve EMB Manager Competency. We use explanatory studies that establish causal relationships between variables. To support this study, the data collection procedure uses the mono method in a qualitative form using semi-structured interviews and observations made of four EmB Manager respondents with superior and average performance representations. The research methodology based on time horizons is a cross-sectional study. Then, the data analysis method to develop a generic competency model for EmB Managers is done by identifying competencies and analyzing competency gaps obtained from comparing the competencies possessed by EmB Managers with superior performance with average performance with the help of the NVivo tool. Meanwhile, to develop business solutions, developing a generic competency model is to determine important competencies by interpreting frequency indicators. However, because this research is entirely qualitative, the justification for the assessment applies. Identification of a comparative analysis between EmB Managers with superior performance and average performance found that fourteen out of sixteen competencies had competency gaps with different dimensions and levels. Only the competence of analytical thinking and conceptual thinking is the same. Business solutions are described using a competency causal flow model approach. The income model is obtained from the identification of competency gap analysis. Furthermore, the measure is obtained by developing a generic competency model for EmB Managers with weights in order from the most important competencies, namely Achievement Orientation (ACH), Impact and Influence (IMP), Team Leadership (TL), Teamwork (TW), Attention to Task and Quality (CO), SelfConfidence (SCF), Technical Skills (EXP), Ability to Direct (DIR), Initiative (INT), Empathy (IU), Information Seeking (INF), Developing Others (DEV), Awareness Organizing (OA), Building Work Relations (RB), Analytical Thinking (AT), and Conceptual Thinking (CT). In addition, the stages of business solutions are by creating the Leader Activity Guide (LEAGUE) method, which consists of the roles and activities carried out. The role of EMB Manager broadly has three prominent roles: Business Performance Review and Strategy, Supervisory, and Risk Prevention. At the same time, seventeen activities can be carried out to improve competence to perform superior. Lastly, an implementation plan is created to ensure business solutions run properly with consideration of justification from the parties involved.