Abstract

Indonesian industry's attitude toward human resource has significantly changed after 50 years of independence. Today, human resource is more valued and more recognized as an essential asset in every business organization without which the organization cannot accomplish its vision. The ultimate success of a company depends on its ability to develop and plan each employee's career to maximize the value to both the company and the employee.

In order to remain competitive in today's business environment and prosper in the future, every company faces the challenge to ensure that its Human Resource Development (HRD) system supports dynamic changes in the industry. P.T. Caltex Pacific Indonesia (CPI) accepts this challenge as it moves forward from a functionally structured organization to cross-functional team-based strategic business units. HRD processes that apply today may not be relevant tomorrow. Therefore, by integrating business process re-engineering concept with total quality management approach, CPI embarked on a four-stage process to review and improve HRD issues and ensure employee satisfaction. This paper discusses the process analysis in each of the four stages.

Stage I : Identify key business processes and prioritize these on the basis of impact to CPI's operations.

Stage II : Describe "As-Is" HRD processes, and review and analyze to identify improvement opportunities.

Stage III : Develop efficient, effective, and easy-to-use "To-Be" HRD processes exemplary of world class career development and training.

Stage IV : Deploy and implement the "To-Be" HRD processes.