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Building Integrated BUMN Corporate University towards One Nation, One Vision, One Family
Progress Report
Source: McKinsey Global Institute, 2012
2030
1. China
2. USA
3. India
4. Jepang
5. Brazil
6. Russia
7. Indonesia
ASEAN ECONOMIC COMMUNITY Since 2015
Regional Single Market and Production Based: Free flow of Goods, Service,Investment, and Skilled Labour (Knowlede Worker)
High ranking countries share key traits, including
educational systems that meet the
needs of the economy, employment policies that
favour flexibility, mobility and entrepreneurship,
and high connectedness of
stakeholders in business and government.
Our Global Talent Competitiveness Index (2017)
2012 2013 2014
Sumber : Pidato Executive Leadership Program (ELP), 25 Januari 2017
2016 2017 2018 2019
Modal terbesar dan terkuat Indonesia adalah manusianya.Membangun manusia Indonesia adalah INVESTASI MENGHADAPI MASA DEPAN.
Setelah pekerjaan besar infrastruktur, kita bergeser ke Investasi SDM.APBN 2019 difokuskan untuk pengembangan SDM.
Sumber : Sidang Tahunan MPR, 16 Agt 2018
SUMBER DAYA MANUSIA SEBAGAI INVESTASI MASA DEPAN
Pengelolaan korporasi BUMN yang modern memerlukan profil kepemimpinan yang berkarakter kuat, bersih dan mengedepankan nurani, kepemimpinan yang visioner,
professional dan memiliki wawasan kebangsaan.Pemimpin di BUMN tidak hanya harus memiliki intuisi bisnis yang tajam, tetapi juga pro
kerakyatan, serta berwawasan global.
2012 2013 2014 2016 2017 2018 2019
SUMBER DAYA MANUSIA SEBAGAI PONDASI ROADMAP BUMN
Arah kebijakan BUMN disusun dalam suatu Roadmap yang dilandaskan pada visi BUMN
sebagai agen pembangunan dan penciptaan nilai
One Nation, One Vision, One Family To Excellence
One Nation
Mewujudkan Visi Indoonesia Incorporated.Bagaimana lompatan-lopmatan yg dibuatBUMN secara agregat memang mampumenjadi daya dorong pertumbuhan angkaekonomi Indonesia. Di sisi lain, tetapmengemban tugas 'Hadir Untuk Negeri"yang bisa jadi tidak masuk secara ukuranbisnis.
One VisionOne Family
To Excellence
.
Menghimpun keluarga besar BUMN dalam satu kesatuan visi dan kinerja yang luar biasa demi terwujudnya kejayaan bangsa
Satu bangsa Indonesia, BUMN hadirdari Sabang sampaiMerauke, produk dan jasa yangdihasilkan menyentuh setiapsendi kehidupan masyarakatIndonesia.
Sinergi adalah kunci. Bukan hanya ’sekedar'bersinergi untuk soal efisiensi biaya, tapiutamanya adalah peningkatan produktivitasdan penciptaan nilai, menghilangkan silo-silo dgnukuran apapun, sehingga mampu lebihjeli melihat peluang sinergi yg bisa dilakukan, yangsifatnya 'out of the box' dan kekiniandengan revolusi industri 4.0 namun tetapmengedepankan komponen lokal baik tenagakerja maupun bahan bakunya
Ukuran-ukuran kinerja BUMN harus ditingkatkan. Lebih banyak BUMN yg harus mendorong dirinya keluar dari zona nyaman, bukan hanya menjalankan bisnis " seperti biasa", tapi bagaimana menjadi pemain di tingkat regional.
SINERGI HUMAN CAPITAL BUMN
Memperkuat sinergi BUMN di 4 bidang + 1 (penyelarasan Human Capital) untuk efisiensi dan nilai tambah
Konsolidasi Aset & Saham
Aliansi Strategis dan/atau
berbagi
sumberdaya
Kolaborasi dan kemitraan
Sinergi transaksi (B2B)
Penyelarasan Human Capital
MODEL INTEGRASI HUMAN CAPITAL BUMN
Sesuai untuk level
“Sectoral Holding”
OperatorStrategic
Controller
Strategic
Architect
Active
Shareholder
Kontrol Terpusatyang Kuat
Unit Bisnis denganOtonomi Penuh
Single unit of operation / country
Very closely linked
units of operation / countries
Related unit of
operations / countries
Unrelated units of
operation / countries
Sesuai untuk level
“Super Holding”Masing-masing
BUMN
SOE HC Transformation
BUMN Corporate University
Extending ITMSLearning &
Development
HC Technology
Talent
Management
HC Analytic
Reward &
Performance
Core Values
EVP & Employer
Branding
Wadah Pengembangan Talenta BUMN
Ke depan keseluruh Corporate University menjadi satu dalam BUMN University
Sinergi Corporate University
TalentAcquisition
TalentClassification
Talent
Development
TalentRetention
TalentMobility
TalentCommittee
BE
C.1D
A
SynergyCorpU
C.2
Talent Development &Synergy Corpu
Quick Wins : Sinergi Corporate University
Learn and Develop through Experiences
• Apply learnings in a real situation• Try a new approach to an old problem• Take on new tasks and responsibilities• Solving Problems in your current role• Substitute for superiors in meetings• Cover for others on leave• Take part in project or working group• Job rotation or seconments• Take on stretch assignments• Lead a team and/or project• Increased span of control• Increased decision making• Champion and/or manages changes• Delivering team work• Cross functional collaboration• Conduct site/customer visits• Apply standards and best practices• Work with consultants and experts• Presenting / Public Speaking• Take part in project reviews• Volunteering• Interviewing• Budgeting• Etc
70%
• Seeking feedback, work debriefs• Seeking advice, asking for
opinions• Seeking 360 degree feedback• Feedback from an assessment• Observing others• Participating in communities of
practice• Interacting with others,
conversations• Reflecting on interactions with
others• Testing ideas with others• Brainstorming with others• Coaching• Mentoring• Networking and social activities• Peer group learning• Group Discussions• Asking Questions• Etc
• Formal education (e.g. College, University, Qualifications)
• Training Courses• Development Programs• Visit seminars, conferences• eLearning, Webinars, MOOCs• Participate in workshops• Accreditation, certification• Read books, articles, reports,
manuals• Browse website, read blogs• Watch videos• Etc
Learn and Develop through Formal Sources
Learn and Develop through Others
20%10%
Blended Learning Approach
BUMN Corporate University Building Blocks
Mission & Objectives
New Learning Mind-set & CultureLearning Experiences Infrastructure
Target
AudienceContent Delivery
ModelGovernance Structure Branding &
Alliances
Senior
Executive
Top Talent
Managers /
Leaders
Employees
External
Attendees
Strategy /
Values
Leadership
Personal
Competencies
Technical /
Functional Skills
Basic Skills
Experience
Leaders/ Experts
as Faculty
E-Learning
Virtual /
Online
Independent
Organization
Dedicated
Centre (within
Group HR)
Internal
Network
Centralized
Regional Hubs
Decentralized
Internal Brand
Key Strategic
Partner
Outsourcing
New Learning Mindset and Culture
New Learning Mind Set & Culture
• Learning is part of the job (everybody job)
• We should cultivate an Active Learning culture (Learner-centered learning)
• In the digital era, learning is (almost) free
• Everybody should also help others to learn : the more you give, the more you get (Ilmu yang bermanfaat adalah pahala yang tak akan putus)
Cultivate “Everyday Learning” Culture in every SOE
4 Main Roles of Corporate Universities
Training center: CU provides training to regular employees & leaders. The goal is to achieve operational excellence & drive alignment around key business process & standards
Leadership Accelerator: Targeting middle & top management to foster a companywide leadership culture.
Strategy Platform: These program targets senior & top management with content directly relevant to the company’s strategy. The goal is to t ie professional development to specific challenges & embed the learning process in
strategy development
Learning Network: Creating a learning culture & ongoing learning opportunit ies beyond the classroom is the charge of these programs, which target a broad base of management & employees to fort ify functional, technical &
management skill.
Training center: provides training to regular employees &
leaders. The goal is to achieve operational excellence & drive
alignment around key business process & standards
Leadership Accelerator: Targeting middle & top management
to foster BUMNwide leadership culture.
Strategy Platform: These program targets senior & top
management with content directly relevant to the company’s
strategy. The goal is to tie professional development to specific
challenges & embed the learning process in strategy
development
Learning Network: Creating a learning culture & ongoing
learning opportunities beyond the classroom is the charge of
these programs, which target a broad base of management &
employees to fortify functional, technical & management skill.
Leadership & Business Academy
“Technical” Academies
Focus of BUMN University
VISI DAN MISI BUMN UNIVERSITY
Menciptakan pemimpin BUMN yang unggul, berkualitas, dan memiliki integritas, strong national commitment, serta berwawasan global.
Menyediakan talenta kepemimpinan nasionalyang dapat diandalkan
Membangun sistem pengembangan kepemimpinanyang modern dan adaptif.
Membangun Human Capital BUMN yang Profesional dan Kompetitif.
MISI
Menjadi pusat keunggulanpengembangan HumanCapital berwawasan global
VISI
Menjalin kemitraan yang sinergi dengan institusipembelajaran nasional dan internasional.
BUMN UNIVERSITY FRAMEWORK
BUMN UNIVERSITYAkademi Leadership
&Business
Akademi Konektivitas Akademi Farmasi
Akademi Jasa Survey Akademi Pertambangan Akademi MaritimAkademi Pertahanan
Strategis
Akademi BajaAkademi AsuransiAkademi PupukAkademi Kehutanan
Akademi Minyak dan Gas Akademi Semen Akademi Infrastruktur
Akademi ICT dan Digital
Akademi Agrifood Logistik Akademi Perumahan Akademi KetenagalistrikanAkademi AgroAkademi Banking &
Financial Service
BUMN University bertanggung jawab untuk1. Pengembangkan kepemimpinan seluruh talenta BUMN menjadi Global Leader sesuai Core Values;
2. Strategic controller bagi CorpU dibawahnya dengan memberikan panduan agar terjadi konsistensi
pembelajaran seluruh pegawai BUMN.
Pembagian Akademi berdasarkan Roadmap BUMN
AKADEMI BUMN AKADEMI BUMN
Kepemimpinan WIKA, BNI, TELKOM, PertaminaHolding Pertahanan &
TeknologiPTDI, Dahana, INTI, PINDAD, LEN, INUKI,
TELKOM
Holding Migas Pertamina, PGNHolding Perbankan &
KeuanganDanareksa, Mandiri, BNI, BRI, BTN,
Danareksa,Bahana, TASPEN, Pegadaian, PNM
HoldingPertambangan
INALUM, ANTAM, Bukit Asam, Freeport, Timah, Holding AsuransiJasa Raharja, Askrindo, Jiwasraya,
Jamkrindo, Jasindo, ASEI.
Holding Perkebunan PTPN III, RNI Holding Farmasi Kimia Farma, Biofarma, Indofarma, Phapros
Holding Perhutani Perhutani *Sektor Baja Krakatau Steel
Holding Semen Semen Indonesia*Sektor Logistik &
PerdaganganBULOG, Pos Indonesia, Persero Batam,
Sarinah, VTP, BGR, PPI
Holding Pupuk PIHC, Pertani, Sang Hyang Seri *Sektor KonektivitasAP1, AP2,Garuda Indonesia, AirNav, KAI,
DAMRI, PPD
Holding Jasa Survey Surveyor, Sucofindo, BKI *Sektor MaritimPelindo I, Pelindo II, Pelindo III, Pelindo IV,
ASDP,PELNI, KBN, JIEP, SIER, KIW, KIMA
Holding Infrastruktur HK, Waskita, Adhi, Jasa Marga, Istaka, Yodya*Sektor Khusus
KetenagalistrikanPLN
Holding Perumahan Perumnas, PP, WIKA,
STRUKTUR BUMN UNIVERSITY
Governing Body:• Memastikan kejelasan intensi, visi, dan misi• Menjaga standaretika dan integritas• Menentukan arah dan strategi
Group CLO:• Mitra bisnis strategis bagi Governing Body dalam menerjemahkan intensi, visi, dan misi
menjadi model operasi BUMN CorpU• Mengembangkan dan Mengimplementasikan strategi pembelajaran secara garis besar• Bertanggung gugat terhadap pengembangan talent yang masuk ke dalam pengelolaan
BUMN
CLO of Academy:• Mendefinisikan model operasi menjadi operasionalpembelajaran• Mengorkestrasikan sistem pembelajaran di tiap school
Head of Schools:• Mengeksekusi operasional pembelajaran yang efektif• Mengembangkan dan mengelola program pembelajaran, menjaga keterhubungan dan
kemitraan di dalam dan lintas unit
Group CLO Office• Bertanggung jawab untuk melakukan kajian dan administrasi kegiatan BUMN University
untuk mendukung Group CLO;• Membantu Group CLO mengkordinasikan kebijakan Governing Body.
Group CLO
Governing Body
Group CLO Office
1
2
3
4
3
4
3
4
1
2
3
4
5
5
STRUKTUR GOVERNING BODY
MENTERI BUMN Dirut PT PLN Dirut PT DI
PARA DEPUTI KEMENTERIAN BUMN Dirut PT Inalum Dirut PT PELINDO II
Dirut Utama PT WIKA Dirut PT Pertamina Dirut PT TELKOM
Dirut Perum Bulog Dirut PT Semen Indonesia Dirut Perum Perhutani
Dirut PTPN III Dirut PT Adhi Karya Dirut PT Jasa Raharja
Dirut PT Bank Mandiri Dirut PT Garuda Indonesia Dirut PT KS
Dirut PT Danareksa Dirut PT Bio Farma Dirut PIHC
Dirut PT PP Dirut PT BKI ASDEP MSE
STRUKTUR GROUP CLO DAN CLO
Group CLOAlex Denni (Jasa Marga))
Akademi Leadership
&BusinessNovel Arsyad (WIKA)
Akademi Konektivitas
Heri Akhyar (GIA)
Akademi Farmasi
Disril Revolin Putra (Biofarma)
Akademi Jasa Survey
Saifuddin Wijaya (BKI)
Akademi Pertambangan
Carry Mumbunan (Inalum)Akademi Maritim
Rizal Ariansyah (Pelindo II)
Akademi Pertahanan
StrategisSukatwikanto (PT DI)
Akademi Baja
Rahmat Hidayat (KS)
Akademi Asuransi
Dewi Aryani Suzana (JasaRaharja)
Akademi Pupuk
Winardi (PIHC)
Akademi Kehutanan
Endang Suraningsih(Perhutani)
Akademi Minyak dan Gas
Koeshartanto (Pertamina)
Akademi Semen
Agung Yunanto (Semen Indonesia)
Akademi Infrastruktur
Agus Karianto (Adhi karya)
Akademi ICT dan Digital
Herdy Harman (Telkom)
Akademi Agrifood Logistik
Bagya Mulyanto (BULOG)
Akademi Perumahan
Agus Purbianto (PP)
Akademi Ketenagalistrikan
Muhamad ALI (PLN)
Akademi Agro
Seger Budiarjo (PTPN III)
Akademi Banking &
Financial ServiceAgus Dwi Handaya (Mandiri)
BUMN University dalam Struktur Organisasi FHCI (sementara)
2018 - 2019
Pengurus Inti
RAPAT ANGGOTA
DEPUTY INFRASTRUKTUR BISNIS
PEMBINA
HERDY HARMAN
TELKOM
KETUA UMUM
SEKRETARIS JENDERAL
WAKIL SEKRETARIS JENDERAL
WING ANTARIKSA – ASDP
JOHANNES NANANG M. - RNI
BIDANG
Stakeholder, PR &
Communication
BIDANG
Industry Internship &
Partnership
BIDANGCertification &
Standarization (LSP)
BIDANG
Event & Benchmark
Management
BIDANG
HCIS and People Analytics
BENDAHARA
NILAWATI DJUANDA – INTI
FIRMANSYAH TANJUNG S. - PPIAGUSTINUS M.- TELKOM
FHCI STEERING COMMITTEE
Repr. of Corporate Members ( 20 BUMN )
NARA SUMBER
▪ CEO BUMN▪ Honorary Members
DIREKTUR EXECUTIVE
( KETUA HARIAN )
SOFYAN ROHIDI
BIDANG
Employee Exchange &
Industrial Relation
BIDANG
Business Development
BIDANG
Competency Development
FHCI Milenial
SEKRETRIAT
BUMN
UNIVERSITY
Keterangan:BUMN University saat inimenjadi Organisasi Sayap di FHCI(memiliki legalitas organisasi)untuk melakukan kegiatan-kegiatannya.
BUMN yang menjadi Akademi diBUMN University wajibmemberikan 30% kepesertaanProgram Unggulan untukPengembangan Talenta BUMN lain
BUMN University Untuk Pengembangan SDM Seluruh BUMN
Call for Action in 2019
• Execution Plan of each and every academy
• Feedback and continuous improvement (continuous innovation)
• Start exploring disruptive innovation to accelerate SEO HC Transformation
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