ANALISIS PENERAPAN STRATEGI SUMBER DAYA MANUSIA PADA PROYEK INDONESIA DEEPWATER DEVELOPMENT CHEVRON INDONESIA CO.

• Main Authors: , Adinda Marianti, , Prof. Drs. Goedono, MBA, Ph.D.
• Format: Theses and Dissertations NonPeerReviewed
• Published: [Yogyakarta] : Universitas Gadjah Mada 2014
• Subjects: ETD
• Online Access: https://repository.ugm.ac.id/133442/; http://etd.ugm.ac.id/index.php?mod=penelitian_detail&sub=PenelitianDetail&act=view&typ=html&buku_id=74111
• Institution: Universitas Gadjah Mada

Indonesia Deepwater Development (IDD) Project is one of the largest projects of Chevron Indonesia Co. The purpose of this project is to build a new oil and gas processing facility, producing an estimated 3.1 trillion cubic feet of gas and 57 million barrel of condensate. The implementation of HR strategy in IDD project becomes a unique environment, considering the high cost of the project, and the fact that it has a beginning and an end. Therefore, a qualitative analysis has been conducted to get a thorough and whole understanding on how an HR strategy can be applied in IDD project. The HR strategy to be implemented in the IDD project is developed by comparing the current strategy with the tools and techniques as recommended by the standard of project management, PMBOK ®. To analyze the external and internal environment factor in implementing HR stragety, an interview was conducted with the Deputy Managing Director of Chevron IndoAsia business unit. Then, to see the maturity of HR strategy in IDD project, data was gathered using surveys to measure the HR quality elements and build the HR maturity model. The research shows that the implementation of HR strategy in IDD project compared to the PMBOK ® standard of project management is reasonably good. Chevron, one of the largest world corporations, has plenty of the tools and techniques as recommended by the project management standard. However, there are still gaps during implementation. Meanwhile on the other hand, the impact of external factors is good in increasing the capability of an organization through HR strategy to compete with the other oil and gas companies. In general, the maturity level of HR strategy in IDD is between level 2 and 3. The systematic program to appreciate high work rate and the program to support the employees wellbeing are at level 3. However the talent management, training, and the aspiration aspects is still at level 2 where the HR strategy has been implemented partially, or fully but in a silo function.