#TITLE_ALTERNATIVE#

• Main Author: ANTONI (NIM 29106026), EDWIN
• Format: Theses
• Language: Indonesia
• Online Access: https://digilib.itb.ac.id/gdl/view/7735
• Institution: Institut Teknologi Bandung

XYZ is an Energy Company that started its exploration in Asia in 1924. In 2005, XYZ has acquisitiveoca 'ABC'. The acquisition raises the number of employee. The numbers need to be observed if their performance is optimal enough and because of that human resource optimization is needed. <br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> One important factor in HRM system for develops system that applicable in company performance, job and employee competency profile are needed. Until now XYZ is more focus at hard competence, while the soft as the invisible side is not. Result from soft competence assessment using questioner, BEI and Expert Panel method will show the gap between the need at the SCM business job and its 5 employees. Soft competence dictionary that used in here is Spencer Dictionary (1993). <br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> For resolve the gap, alternative solution need to be planed. Methodology for choosing the alternative solution is done by mapping gap soft competence employee inside analysis quadrant (Big Dog, 2000). The best alternative is every employee is making self development plan (either for motivation or ability) by coaching from their supervisor or manager. <br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> <br /> Competence management cycle and self competency development integration in employee's PMP/Performance Management Process (employee performance agreement every year) are the chosen alternative for employee self development succession. The cycle is making soft competence standard for each job then every employee whose have gap competence take commitment in PMP every year for development. The success one will gain reward and the fail one is suggested to do improvement in the next PMP. <br />