STRATEGY TO IMPROVE AND MANAGE THE NATIONAL EMPLOYEE SUCCESSION PLANNING AT ADMINISTRATION DEPARTMENT OF PT. FREEPORT INDONESIA

• Main Author: Martina Simanjuntak, Corry
• Format: Theses
• Language: Indonesia
• Subjects: Manajemen umum
• Online Access: https://digilib.itb.ac.id/gdl/view/80526
• Institution: Institut Teknologi Bandung

Every organization worldwide, including mining firms like PT Freeport Indonesia, shares a common experience. At some stage, organizations are compelled to address the transition of leadership. While planned transition can be managed, the unpredictable nature of unforeseen change has the potential to disrupt an organization. Within this unstable environment, organizations need to rely on the most important assets: the employees – the workforce. Organizations equipped with well-defined succession planning emerge as the most resilient amid this transition. At this time, PT. Freeport Indonesia does not have a defined policy for succession planning, and the implementation of a succession program is inadequate. The purpose of this study is to improve and manage the national employee leader’s succession planning at Administration Department of PT Freeport Indonesia. This study incorporates and utilizes theories and research from William J. Rothwell concerning succession planning. In this qualitative research, online interview being held to gather the improvement and managing insights from five interviewees who represented of each top division national leader inside the Administration department. The Grounded theory then applied in this qualitative research for the data analysis. Finding from this study shows that all of the leaders agreed to improve the existing Carreer Management policy even further to create the standalone Succession Planning policy that offer clear and details framework so that all employee well informed of the process. Although, the degree of complexity in succession planning and management differs, implementation succession planning in Administration department suggested by this study is in four phases: assessing organizational needs, developping a succession planning policy, implementing succession planning framework, evaluation, and continuos improvement. Identification succession planning timeline in Administration department resulted in three years of process from planning and selection, preparing and mentoring, to transition and mentoring. The implication of the study suggests a roadmap for the implementation of succession planning, including applying balanced scorecard approach in evaluating succession planning and management program.