(SOFT COMPETENCY)
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Visi
Misi
Nilai-nilai
Saling Percaya
Integritas
Peduli
Pembelajar
Motto
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I. PENDAHULUAN
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Silakan menghubungi Divisi Sumber Daya Manusia untuk keterangan
dan penjelasan lebih lanjut mengenai Direktori Kompetensi Perilaku
ini.
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I.1. Metodologi Penyusunan Direktori Kompetensi
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kepatuhan terhadap hukum-hukum yang tepat, regulasi,
dan/atau petunjuk.
d. Build a High-Performance Culture; Mengembangkan
budaya organisasi yang mengarah kepada kinerja prima
yang berkesinambungan dan perkembangan yang efektif
pada bisnis dengan tetap menjaga integritas tertinggi.
e. Build Strategic Partnerships and Relationships;
Membangun aliansi dan kemitraan strategis di dalam dan di
luar organisasi untuk mengeksekusi strategi bisnis secara
kolaboratif.
f. Execute Competitive Strategy; Memimpin dan mendorong
pelaksanaan suatu strategi bisnis yang ditujukan untuk
mendapatkan keunggulan kompetitif.
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I.2. Penjelasan Perubahan Direktori Kompetensi
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I.3. Metode Penulisan dan Pembacaan Kompetensi
Nama
Kompetensi
D efinisi umum
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Berikut ini adalah ilustrasi dari skala pengukuran tersebut:
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Sangat baik/ Srength (S)
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DAFTAR ISI
Kompetensi Peran
1. Aligning Performance for Success (APS) 55
2. Analysis (ANA) 57
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3. Analysis and Judgement (AAJ) 58
4. Building Partnerships (BPA) 59
5. Business Acumen (BAC) 61
6. Business Savvy (BSA) 63
7. Change Leadership (CLD) 64
8. Coaching (COA) 65
9. Collaborating (COL) 67
10. Continuous Improvement (CIM) 68
11. Cultivating Networks and Partnerships (CNP) 69
12. Decision Making (DCM) 71
13. Driving Execution (DEX) 73
14. Execution (EXE) 75
15. Facilitating Change (FCH) 76
16. Influencing (INF) 78
17. Information Monitoring (IMO) 80
18. Managing Work (MWO) 81
19. Monitoring Evaluating (MEV) 82
20. Operational Decision Making (ODM) 83
21. Planning and Organizing (PNO) 85
22. Strategic Analysis (SAN) 86
23. Strategic Influence (SIN) 87
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3. SUSUNAN DIREKTORI KOMPETENSI (SOFT
COMPETENCY)
MODEL No KOMPETENSI
1 Achievement Orientation
2 Building Trust
3 Continuous Learning
UTAMA
4 Customer Focus
5 Driving Execution
PRIMER
6 Operational Decision Making
Aligning Performance for
7
Success
PERAN
8 Building Partnerships
SEKUNDER
9 Business Acumen
10 Change Leadership
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kepada visi, misi, serta nilai-nilai organisasi. Berdasarkan hal tersebut
ditentukan 4 kompetensi berikut sebagai kompetensi utama PLN:
1. Achievement Orientantion
2. Building Trust
3. Continuous Learning
4. Customer Focus
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16. Influencing
17. Information Monitoring
18. Managing Work
19. Monitoring Evaluating
20. Operational Decision Making
21. Planning and Organizing
22. Strategic Analysis
23. Strategic Influence
1. Interpersonal Effectiveness.
Kompetensi-kompetensi pada cluster ini berhubungan dengan perilaku
seseorang dalam mengembangkan dan menjaga komunikasi dan
hubungan interpersonal yang produktif.
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2. Leadership Impact. Kompetensi-kompetensi pada cluster ini
berhubungan dengan kemampuan seseorang dalam memandu atau
mengarahkan individu lain atau kelompok dalam mencapai tujuan
kerja. Pemimpin formal dan informal seringkali dituntut untuk dapat
mendemonstrasikan kompetensi-kompetensi pada cluster ini.
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Business/Management Skills Personal Effectiveness
• Analysis • Achievement Orientation
• Analysis and Judgment • Building Trust
• Business Acumen • Continuous Learning
• Business Savvy
• Continuous Improvement
• Customer Focus
• Decision Making
• Managing Work
• Operational Decision
Making
• Planning and Organizing
• Strategic Analysis
Faktor yang perlu diingat adalah bahwa kompetensi, yang terdiri dari
sekelompok perilaku dan tindakan yang serupa, mungkin saja memiliki
komponen yang lebih dapat dikembangkan dibandingkan yang lainnya.
Sebagai contoh:
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Decision Making mencakup perilaku seperti mengembangkan kriteria
dan melibatkan orang yang tepat pada proses pengambilan keputusan,
dimana perilaku tersebut lebih mudah untuk dikembangkan. Perilaku
lain dalam kompetensi ini yang lebih sulit untuk dikembangkan adalah
mengidentifikasi alternatif, menimbang alternatif, mengenal nilai, dan
bertindak pada saat yang tepat.
1 5
1
5
Semakin sulit 2 3 4
Semakin mudah
untuk
untuk dikembangkan
dikembangkan
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Change Execution
Operational
Decision Execution
Making
Strategic
Influencing
Analysis
Information
Monitoring
Managing
Work
Monitoring
Evaluating
Planning and
Organizing
Strategic
Influence
Tabel 4. Kontinum Pengembangan
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4.1.1. Electricity Project and Development
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4.1.6. Electricity Generation, Transmission, and Distribution
Sekelompok fungsi yang tanggung jawab utamanya adalah untuk
memastikan bahwa keamanan untuk pasokan listrik selalu
dipertahankan dan dimaksimalkan melalui keunggulan operasi dari
pembangkit, transmisi dan distribusi jaringan, sembari
mempertahankan dan/atau mengembangkan investasi dan
pengembangan bisnis kelistrikan yang signifikan.
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4.1.10. Corporate and Technical Services
Sekelompok fungsi yang tanggung jawab utamanya adalah untuk
memastikan efektivitas manajemen perusahaan dengan menjadi mitra
strategis agar semua fungsi inti dan non-inti dapat beroperasi dengan
optimal untuk mencapai sasaran kinerja, mengutamakan layanan
analisis teknis untuk mendukung proses dan pelaksanaan pembuatan
keputusan di dalam organisasi.
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Gambar 4. Arsitektur Stream – Level
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4.2. Penyusunan Kebuhan Kompetensi Berdasarkan Stream Bisnis
dan Level Jabatan
Kompetensi
Jenjang Jabatan Jumlah
Peran Peran
Utama
Primer Sekunder
Manajemen Atas 4 2 5 11
Manajemen Menengah 4 2 4 10
Manajemen Dasar 4 2 3 9
Supervisor Atas 4 2 2 8
Supervisor Dasar 4 1 2 7
Kompetensi
Jenjang Jabatan Jumlah
Peran Peran
Utama
Primer Sekunder
Manajemen Atas 4 2 5 11
Manajemen Menengah 4 2 4 10
Manajemen Dasar 4 2 3 9
Supervisor Atas 4 2 2 8
Tabel 6. KKJ Struktural Non Pemimpin Unit
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Matriks Kebutuhan Kompetensi Jabatan untuk jalur karir fungsional di
PLN dapat digambarkan sebagai berikut,
Kompetensi Juml
Level ah
Jenjang Jabatan
Kompetensi
Peran Peran
Utama
Primer Sekunder
Fungsional I Integration 4 2 4 10
Fungsional II Advanced 4 2 3 9
Fungsional IV System 4 2 1 7
Fungsional V Speciic 4 1 1 6
Fungsional VI Basic 4 1 - 5
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Compliance, 6). Strategy Electricity Planning, 7). Corporate
Planning and Performance, 8). Corporate and Technical Servicess,
masing-masing untuk level fungsional I, fungsional II, fungsional
III, fungsional IV, fungsional V, dan fungsional VI.
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Susunan penulisan Kebutuhan Kompetensi Jabatan untuk setiap stream dan level jabatan mengacu pada tabel 8
Information Monitoring
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4.2.1. Kebutuhan Kompetensi Jabtan – Soft Competency Struktural Pemimpin Unit
Aligning Performance for Success Aligning Performance for Success Coaching Coaching
Information Monitoring
Contoh posisi terkait: Pemimpin pada unit yang menangani proyek, konstruksi, analisa, dan pengembangan enjiniring.
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b. Struktural Pemimpin Unit – Stream: Corporate Research and Knowledge (2)
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c. Struktural Pemimpin Unit – Stream: Internal Control and Compliance (3)
Driving Execution Planning and Organizing Planning and Organizing Planning and Organizing
Change Leadership
Contoh posisi terkait: Posisi yang berada pada unit yang melakukan audit kepatuhan dan menetapkan standarisasi.
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d. Struktural Pemimpin Unit – Stream: Electricity Generation and Transmission (4)
Driving Execution Driving Execution Planning and Organizing Planning and Organizing
Information Monitoring
Contoh posisi terkait: Posisi-posisi yang berada pada fungsi Operasi Pembangkit, Operasi Transmisi, fungsi Pemeliharaan dan Perbaikan
Mesin Pembangkit dan Transmisi.
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e. Struktural Pemimpin Unit – Stream: Distribution and Commercial (5)
Change Leadership
Contoh posisi terkait: Posisi-posisi yang berada pada fungsi Distribusi dan fungsi Niaga.
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4.2.2. Kebutuhan Kompetensi Jabtan - Soft Competency Struktural non Pemimpin Unit
a. Struktural Non Pemimpin Unit – Stream: Electricity Project and Development (1)
Manajer Atas Manajer Menengah Manajer Dasar Supervisor Atas Supervisor Dasar
Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation
Building Trust Building Trust Building Trust Building Trust Building Trust
Continuous Learning Continuous Learning Continuous Learning Continuous Learning Continuous Learning
Customer Focus Customer Focus Customer Focus Customer Focus Customer Focus
Driving Execution Planning and Organizing Planning and Organizing Planning and Organizing Managing Work
Strategic Analysis Analysis Judgement Analysis Judgement Analysis Analysis
Building Partnerships Building Partnerships Building Partnerships Collaborating Collaborating
Change Leadership Facilitating Change Continuous Improvement Continuous Improvement
Coaching Coaching Coaching
Business Acumen Business Acumen
Information Monitoring
∑ = 11 kompetensi ∑ = 10 kompetensi ∑ = 9 kompetensi ∑ = 8 kompetensi ∑ = 7 kompetensi
Contoh posisi terkait: Posisi-posisi yang berada pada fungsi yang membidangi Perijinan dan Pertanahan; Konstruksi; fungsi Pengadaan untuk Proyek.
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b. Struktural Non Pemimpin Unit – Stream: Corporate Research and Knowledge (2)
Manajer Atas Manajer Menengah Manajer Dasar Supervisor Atas Supervisor Dasar
Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation
Building Trust Building Trust Building Trust Building Trust Building Trust
Continuous Learning Continuous Learning Continuous Learning Continuous Learning Continuous Learning
Customer Focus Customer Focus Customer Focus Customer Focus Customer Focus
Strategic Analysis Analysis Judgement Analysis Judgement Analysis Analysis
Change Leadership Facilitating Change Continuous Improvement Continuous Improvement
Building Partnerships Building Partnerships Building Partnerships Collaborating Collaborating
Driving Execution Planning and Organizing Planning and Organizing Planning and Organizing Managing Work
Business Acumen Business Acumen Business Acumen
Coaching Coaching
Influencing
∑ = 11 kompetensi ∑ = 10 kompetensi ∑ = 9 kompetensi ∑ = 8 kompetensi ∑ = 7 kompetensi
Contoh posisi terkait: Posisi-posisi yang berada pada fungsi yang membidangi Pembelajaran; Manajemen Pengetahuan; Reverse dan Rekayasa;
Laboratorium.
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c. Struktural Non Pemimpin Unit – Stream: Internal Control and Compliance (3)
Manajer Atas Manajer Menengah Manajer Dasar Supervisor Atas Supervisor Dasar
Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation
Building Trust Building Trust Building Trust Building Trust Building Trust
Continuous Learning Continuous Learning Continuous Learning Continuous Learning Continuous Learning
Customer Focus Customer Focus Customer Focus Customer Focus Customer Focus
Strategic Analysis Analysis Judgement Analysis Judgement Analysis Analysis
Information Monitoring Information Monitoring Monitoring Evaluating Monitoring Evaluating
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d. Struktural Non Pemimpin Unit – Stream: Electricity Generation, Transmission, and Distribution (6)
Manajer Atas Manajer Menengah Manajer Dasar Supervisor Atas Supervisor Dasar
Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation
Building Trust Building Trust Building Trust Building Trust Building Trust
Continuous Learning Continuous Learning Continuous Learning Continuous Learning Continuous Learning
Customer Focus Customer Focus Customer Focus Customer Focus Customer Focus
Driving Execution Planning and Organizing Planning and Organizing Planning and Organizing Managing Work
Strategic Analysis Analysis Judgement Analysis Judgement Analysis Analysis
Building Partnerships Building Partnerships Building Partnerships Collaborating Collaborating
Change Leadership Facilitating Change Continuous Improvement Continuous Improvement
Business Acumen Business Acumen Business Acumen
Coaching Coaching
Influencing
∑ = 11 kompetensi ∑ = 10 kompetensi ∑ = 9 kompetensi ∑ = 8 kompetensi ∑ = 7 kompetensi
Contoh posisi terkait: Posisi-posisi yang berada pada fungsi yang membidangi Operasi dan/atau Pemeliharaan; Pembangkit; Transmisi dan/atau Distribusi.
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e. Struktural Non Pemimpin Unit – Stream: Business and Commercial (7)
Manajer Atas Manajer Menengah Manajer Dasar Supervisor Atas Supervisor Dasar
Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation
Building Trust Building Trust Building Trust Building Trust Building Trust
Continuous Learning Continuous Learning Continuous Learning Continuous Learning Continuous Learning
Customer Focus Customer Focus Customer Focus Customer Focus Customer Focus
Cultivating Networks and Cultivating Networks and
Building Partnerships Building Partnerships Collaboratintg
Partnerships Partnerships
Business Savvy Business Acumen Business Acumen Business Acumen
Driving Execution Execution Planning and Organizing Planning and Organizing Managing Work
Strategic Analysis Analysis Judgment Analysis Judgment Analysis Analysis
Strategic Influence Influencing Influencing
Change Leadership Facilitating Change
Aligning Performance for
Success
∑ = 11 kompetensi ∑ = 10 kompetensi ∑ = 9 kompetensi ∑ = 8 kompetensi ∑ = 7 kompetensi
Contoh posisi terkait: Posisi-posisi yang berada pada fungsi Niaga; Pelayanan Pelanggan; Pengembangan Layanan Prima.
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f. Struktural Non Pemimpin Unit – Stream: Strategic Electricity Planning (8)
Manajer Atas Manajer Menengah Manajer Dasar Supervisor Atas Supervisor Dasar
Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation
Building Trust Building Trust Building Trust Building Trust Building Trust
Continuous Learning Continuous Learning Continuous Learning Continuous Learning Continuous Learning
Customer Focus Customer Focus Customer Focus Customer Focus Customer Focus
Strategic Analysis Strategic Analysis Analysis Judgment Analysis Analysis
Driving Execution Planning and Organizing Planning and Organizing Planning and Organizing Managing Work
Building Partnerships Building Partnerships Building Partnerships Collaborating Collaborating
Change Leadership Facilitating Change Continuous Improvement Continuous Improvement
Business Acumen Business Acumen Business Acumen
Influencing Influencing
Coaching
∑ = 11 kompetensi ∑ = 10 kompetensi ∑ = 9 kompetensi ∑ = 8 kompetensi ∑ = 7 kompetensi
Contoh posisi terkait: Posisi-posisi yang berada pada fungsi yang membidangi Supply Chain Management; Perencanaan Sistem; Transaksi Tenaga Listrik
dan Kemitraan Bisnis; Energi Baru dan Terbarukan; Enjiniring dan Perencanaan Pengadaan; Pengembangan Regional; Perencanaan Pembangkit.
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g. Struktural Non Pemimpin Unit – Stream: Corporate Planning and Performance (9)
Manajer Atas Manajer Menengah Manajer Dasar Supervisor Atas Supervisor Dasar
Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation
Building Trust Building Trust Building Trust Building Trust Building Trust
Continuous Learning Continuous Learning Continuous Learning Continuous Learning Continuous Learning
Customer Focus Customer Focus Customer Focus Customer Focus Customer Focus
Strategic Analysis Strategic Analysis Analysis Judgement Analysis Analysis
Driving Execution Planning and Organizing Planning and Organizing Planning and Organizing Managing Work
Business Savvy Business Acumen Business Acumen
Building Partnerships Building Partnerships Building Partnerships Collaborating Collaborating
Change Leadership Facilitating Change Continuous Improvement Continuous Improvement
Influencing Influencing
Coaching
∑ = 11 kompetensi ∑ = 10 kompetensi ∑ = 9 kompetensi ∑ = 8 kompetensi ∑ = 7 kompetensi
Contoh posisi terkait: Posisi-posisi yang berada pada fungsi yang membidangi Perencanaan Korporat; Hukum dan Regulasi; Optimalisasi dan Manajemen
Kinerja.
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h. Struktural Non Pemimpin Unit – Stream: Corporate and Technical Services (10)
Manajer Atas Manajer Menengah Manajer Dasar Supervisor Atas Supervisor Dasar
Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation
Building Trust Building Trust Building Trust Building Trust Building Trust
Continuous Learning Continuous Learning Continuous Learning Continuous Learning Continuous Learning
Customer Focus Customer Focus Customer Focus Customer Focus Customer Focus
Building Partnerships Building Partnerships Building Partnerships Collaborating Collaborating
Driving Execution Planning and Organizing Planning and Organizing Planning and Organizing Managing Work
Strategic Analysis Analysis Judgment Analysis Judgment Analysis Analysis
Change Leadership Facilitating Change Continuous Improvement Continuous Improvement
Business Acumen Business Acumen Business Acumen
Coaching Coaching
Influencing
∑ = 11 kompetensi ∑ = 10 kompetensi ∑ = 9 kompetensi ∑ = 8 kompetensi ∑ = 7 kompetensi
Contoh posisi terkait: Posisi-posisi yang berada pada fungsi yang membidangi Administrasi Pengadaan; Administrasi Kontrak; Bantuan Hukum; Akuntansi;
Anggaran; Keuangan; Sistem dan Teknologi Informasi; Treasury; Human Capital Management System; Komunikasi Korporat; Sekretaris Perusahaan;
Pengadaan untuk menjamin kehandalan pasokan listrik.
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4.2.3. Kebutuhan Kompetensi Jabtan – Soft Competency Fungsional
a. Fungsional – Stream: Electricity Project and Development (1)
Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation
Building Trust Building Trust Building Trust Building Trust Building Trust Building Trust
Continuous Learning Continuous Learning Continuous Learning Continuous Learning Continuous Learning Continuous Learning
Customer Focus Customer Focus Customer Focus Customer Focus Customer Focus Customer Focus
Planning and
Driving Execution Execution Managing Work Managing Work
Organizing
Monitoring Evaluating
Contoh posisi terkait: Posisi-posisi yang berada pada fungsional yang membidangi Perijinan dan Pertanahan; Konstruksi; Manajemen Konstruksi; Konstruksi;
fungsi Pengadaan untuk proyek.
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b. Fungsional – Stream: Corporate Research and Knowledge (2)
Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation
Building Trust Building Trust Building Trust Building Trust Building Trust Building Trust
Continuous Learning Continuous Learning Continuous Learning Continuous Learning Continuous Learning Continuous Learning
Customer Focus Customer Focus Customer Focus Customer Focus Customer Focus Customer Focus
Facilitating Change
Contoh posisi terkait: Posisi-posisi yang berada pada fungsional yang membidangi Pembelajaran; Manajemen Pengetahuan; Reverse dan Rekayasa;
Laboratorium.
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c. Fungsional – Stream: Internal Control and Compliance (3)
Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation
Building Trust Building Trust Building Trust Building Trust Building Trust Building Trust
Continuous Learning Continuous Learning Continuous Learning Continuous Learning Continuous Learning Continuous Learning
Customer Focus Customer Focus Customer Focus Customer Focus Customer Focus Customer Focus
Facilitating Change
Contoh posisi terkait: Posisi-posisi yang berada pada fungsional yang membidangi Manajemen Risiko dan Kepatuhan; Pengelolaan Pajak; K3L; Pengawas
Intern; Pengembangan Sistem Kualitas Audit; Penunjang Operasional Audit; Audit Kinerja; Manajemen Mutu; ISO.
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d. Fungsional – Stream: Electricity Generation, Transmission, and Distribution (6)
Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation
Building Trust Building Trust Building Trust Building Trust Building Trust Building Trust
Continuous Learning Continuous Learning Continuous Learning Continuous Learning Continuous Learning Continuous Learning
Customer Focus Customer Focus Customer Focus Customer Focus Customer Focus Customer Focus
Influencing Influencing
Facilitating Change
Contoh posisi terkait: Posisi-posisi yang berada pada fungsional yang membidangi Operasi Regional; Operasi dan/atau Pemeliharaan Pembangkit; Transmisi
dan/atau Distribusi.
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e. Fungsional – Stream: Business and Commercial (7)
Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation
Building Trust Building Trust Building Trust Building Trust Building Trust Building Trust
Continuous Learning Continuous Learning Continuous Learning Continuous Learning Continuous Learning Continuous Learning
Customer Focus Customer Focus Customer Focus Customer Focus Customer Focus Customer Focus
Cultivating Networks
Building Partnerships Building Partnerships Collaborating Collaborating Collaborating
and Partnerships
Driving Execution Planning and Organizing Managing Work Managing Work Managing Work
Influencing Influencing
Facilitating Change
Contoh posisi terkait: Posisi-posisi yang berada pada fungsional yang membidangi Niaga; Pelayanan Pelanggan; Pengembangan Layanan Prima.
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f. Fungsional – Stream: Strategic Electricity Planning (8)
Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation
Building Trust Building Trust Building Trust Building Trust Building Trust Building Trust
Continuous Learning Continuous Learning Continuous Learning Continuous Learning Continuous Learning Continuous Learning
Customer Focus Customer Focus Customer Focus Customer Focus Customer Focus Customer Focus
Facilitating Change
Contoh posisi terkait: Posisi-posisi yang berada pada fungsional yang membidangi Supply Chain Management; Perencanaan Sistem; Transaksi Tenaga Listrik
dan Kemitraan Bisnis; Energi Baru dan Terbarukan; Enjiniring dan Perencanaan Pengadaan; Pengembangan Regional; Perencanaan Pembangkit.
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g. Fungsional – Stream: Corporate Planning and Performance (9)
Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation
Building Trust Building Trust Building Trust Building Trust Building Trust Building Trust
Continuous Learning Continuous Learning Continuous Learning Continuous Learning Continuous Learning Continuous Learning
Customer Focus Customer Focus Customer Focus Customer Focus Customer Focus Customer Focus
Facilitating Change
Contoh posisi terkait: Posisi-posisi yang berada pada fungsional yang membidangi Perencanaan Korporat; Hukum dan Regulasi; Optimalisasi dan Manajemen
Kinerja.
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h. Fungsional – Stream: Corporate and Technical Services (10)
Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation Achievement Orientation
Building Trust Building Trust Building Trust Building Trust Building Trust Building Trust
Continuous Learning Continuous Learning Continuous Learning Continuous Learning Continuous Learning Continuous Learning
Customer Focus Customer Focus Customer Focus Customer Focus Customer Focus Customer Focus
Planning and
Driving Execution Managing Work Managing Work Managing Work
Organizing
Influencing
Contoh posisi terkait: Posisi-posisi yang berada pada fungsional yang membidangi Administrasi Pengadaan; Administrasi Kontrak; Bantuan Hukum; Akuntansi;
Anggaran; Keuangan; Sistem dan Teknologi Informasi; Treasury; Human Capital Management System; Komunikasi Korporat; Sekretaris Perusahaan; Pengadaan
untuk menjamin kehandalan pasokan listrik.
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5. KOMPETENSI, DEFINISI DAN PERILAKU KUNCI
KODE
No. NAMA KOMPETENSI
KOMPETENSI
1 Achievement Orientation (ACH) UTM.01.001
2 Building Trust (BTR) UTM.02.002
3 Continuous Learning (CLE) UTM.03.003
4 Customer Focus (CFO) UTM.04.004
48
001
UTM.01.001
ACH
PERILAKU KUNCI
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Mendorong orang lain untuk menerima tanggung jawab / Encourages
others to take responsibility
Memberikan dorongan dan dukungan kepada orang lain untuk menerima
tanggung jawab; tidak menerima begitu saja penolakan tanggung jawab dari
orang lain tanpa mempertanyakan alasannya.
50
002
UTM.02.002
BTR
Berinteraksi dengan cara yang membuat orang lain merasa yakin atas tujuan
individu maupun organisasi.
Interacting with others in a way that gives them confidence in one’s intentions and
those of the organization.
PERILAKU KUNCI
Listens to others and objectively considers others’ ideas and opinions, even when
they conflict with one’s own.
Treats people with dignity, respect, and fairness; gives proper credit to others;
stands up for deserving others and their ideas even in the face of resistance or
challenge.
51
003
UTM.03.003
CLE
Actively identifying new areas for learning; regularly creating and taking advantage
of learning opportunities; using newly gained knowledge and skill on the job and
learning through their application.
PERILAKU KUNCI
Menyusun kebutuhan belajar / Targets learning needs
Mencari dan menggunakan umpan balik serta berbagai sumber informasi lain
dalam menemukan area-area yang sesuai untuk pembelajaran.
Seeks and uses feedback and other sources of information to identify appropriate
areas for learning.
Actively participates in learning activities in a way that makes the most of the
learning experience (e.g., takes notes, asks questions, critically analyzes
information, keeps on-the job application in mind, does required tasks).
Puts new knowledge, understanding, or skill to practical use on the job; furthers
learning through practice and ongoing feedback.
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assignments.
53
004
UTM.04.004
CFO
PERILAKU KUNCI
Berusaha untuk memahami pelanggan / Seeks to understand customers
Secara aktif mengumpulkan dan memanfaatkan informasi dalam upaya
memahami prioritas bisnis, permasalahan, harapan dan kebutuhan pelanggan
baik saat ini dan yang akan datang; mencari umpan balik dan saran dari
pelanggan untuk meningkatkan produk dan layanan.
Sets priorities and makes decisions that consider customer impact; measures
customer satisfaction and retention to ensure that customer solutions, practices,
and procedures are carried out and achieve their objectives.
54
005
PRN.01.005
APS
PERILAKU KUNCI
Sets specific, measurable, and realistic performance goals that align with broader
work group and organizational priorities; identifies measures for evaluating goal
achievement.
Ensures that support is available to help the individual reach goals; builds others’
sense of task ownership and confidence by offering to help generate ideas, make
decisions, obtain resources, and overcome barriers.
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keterampilan.
Implements a system to track performance against goals and the acquisition and
use of appropriate behaviors, knowledge, and skills.
Holds regular formal discussions with each direct report to discuss progress
toward goals and review performance results; evaluates each goal, behavior,
knowledge, and skill area by sharing relevant data and examples.
56
006
PRN.02.006
ANA
ANALISIS /ANALYSIS
PERILAKU KUNCI
Identifies the need for and collects information to better understand issues,
problems, and opportunities.
57
007
PRN.03.007
AAJ
PERILAKU KUNCI
Identifies the need for and collects information to better understand issues,
problems, and opportunities.
58
008
PRN.04.008
BPA
PERILAKU KUNCI
Proactively builds effective working relationships with those who have the
knowledge, experience, resources, or influence to advance work goals.
Gains commitment from partners to support ideas or take action; uses sound
rationale to explain value of actions; confirms agreements, next steps (who will
do what by when), needed resources and support, and how to track progress.
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menentukan sumber daya yang dibutuhkan, dan memberikan komitmen untuk
bertindak.
Asks others for their opinions and ideas to gain their support when clarifying the
situation, developing solutions, exploring needed resources, and committing to
action.
Shows others that they are valued by acknowledging their specific contributions,
successes, and skills.
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009
PRN.05.009
BAC
PERILAKU KUNCI
Menganalisa / Analyzes
Menggunakan informasi tentang ekonomi, keuangan, pasar, dan industri untuk
mengidentifikasikan tren, menilai strategi bisnis dan hasil saat ini, dan/atau
mengevaluasi peluang bisnis yang spesifik; mengidentifikasi tren dan
mengantisipasi dampaknya.
Mengintegrasi / Integrates
Mengintegrasikan data ekonomi, keuangan, pasar, dan industri dari berbagai
sumber untuk mengidentifikasi isu-isu yang penting; memahami dampak dari
tren terhadap departemennya sendiri atau kelompok dan juga organisasi yang
lebih luas.
Integrates economic, financial, market, and industry data from multiple sources
to identify critical issues; articulates the implications of trends for own
department or team as well as the broader organization.
61
kelompok, departemen, dan/atau organisasi.
62
010
PRN.06.010
BSA
Mendemonstrasikan pemahaman yang tajam dari dasar bisnis operasi dan kekuatan
organisasi (sistem, proses, departemen, fungsi) yang mendorong pertumbuhan yang
menguntungkan; menggunakan pengalaman yang telah dimiliki untuk mengevaluasi
rencana dan proses bisnis secara cepat yang dapat digunakan untuk
mengidentifikasi data atau rekomendasi yang membutuhkan investigasi lebih
mendalam.
PERILAKU KUNCI
Quickly recognizes the merits and flaws of business propositions and processes;
identifies information gaps and/or needs for deeper analysis.
Specifies efficient steps for determining the viability of business propositions and
processes; ensures that the highest priority issues are investigated fully to
minimize risk and maximize opportunity.
Manages different personalities and skill-sets that comprise both business and
working network; understand both the solution and the steps required to get the
solution to be implemented.
63
011
PRN.07.011
CLD
PERILAKU KUNCI
64
012
PRN.08.012
COA
MEMBIMBING /COACHING
PERILAKU KUNCI
Opens the coaching session by describing the purpose and importance of the
discussion; checks for understanding.
Explains and clarifies the need for improvement or preparation required for a new
opportunity; articulates the impact on the individual, team, and organization;
shares specific examples and relevant data.
Asks questions to further clarify the issues and their causes; collaboratively
develops a plan by seeking and building upon the other person’s ideas; balances
seeking and telling.
65
pengembangan sumber daya, contoh yang positif, ataupun kesempatan untuk
bereksperimen; menyampaikan keyakinan atas keinginan dan kemampuan
seseorang untuk berkinerja secara efektif.
Summarizes the specific actions the individual will take; assigns clear
accountability, timeline, progress measures, and follow-up date; monitors
progress and results; reinforces and redirects activities.
66
013
PRN.09.013
COL
BERKOLABORASI/COLLABORATING
Bekerja secara kooperatif dengan orang lain untuk membantu tim atau
kelompok kerja dalam mencapai tujuan bersama.
Working cooperatively with others to help a team or work group achieve its
goals.
PERILAKU KUNCI
Leverages others’ skills and gains their support by asking for their ideas,
opinions, and participation when solving problems, making decisions, and
carrying out plans.
Adheres to the work group’s expectations and guidelines; fulfills team or work
group responsibilities; demonstrates personal commitment to group goals.
67
014
PRN.10.014
CIM
PERILAKU KUNCI
Generates ideas for solutions; analyzes the effect or impact of each solution;
selects appropriate solutions.
68
015
PRN.11.015
CNP
PERILAKU KUNCI
Offers a broad organizational perspective that goes beyond the goals of one’s
immediate business unit or work role; questions assumptions about existing
relationships; demonstrates flexibility when forming and adjusting partnerships
to achieve broader goals; shows willingness to work across current boundaries.
69
Offers support, information, and resources to network partners; follows up on
relationships to keep them active.
70
016
PRN.12.016
DCM
PERILAKU KUNCI
Recognizes the need for and collects information to better understand problems
and opportunities.
Creates relevant options for addressing problems and opportunities that will
achieve desired outcomes.
Assesses options against clear decision criteria while considering implications and
consequences.
71
Selects the most viable option from a set of alternatives.
72
017
PRN.13.017
DEX
PERILAKU KUNCI
Ensures that those responsible for implementing a strategic initiative have role
clarity and accountability for required actions and outputs as well as the direction
and authority to act in a way consistent with organizational values.
73
pembuatan keputusan, alokasi sumber daya, manajemen kinerja) untuk
mendukung pelaksanaan strategi yang spesifik.
Establishes criteria and systems (including lead and lag measures) to track
ongoing progress toward goals; follows up on assigned responsibilities.
74
018
PRN.14.018
EXE
EKSEKUSI/EXECUTION
PERILAKU KUNCI
Identifies and emphasizes critical priorities to ensure time (team and own) and
energy are aligned with important organization goals despite daily distractions.
75
019
PRN.15.019
FCH
PERILAKU KUNCI
Explains the business need for change and the anticipated benefits; emphasizes
the impact of change on performance expectations and individual, team, and
organizational results.
Asks questions to uncover others’ opinions and feelings about change; responds
with empathy to those who experience loss or fear as a result of change by
acknowledging both the situation and the emotions they express.
Clarifies direction, specifies next incremental steps, and offers resources while
holding others responsible for implementing change; confirms how to track
progress and measure impact of the change.
76
Menghargai perubahan / Rewards change
Mengenali dan menghargai rekan yang berkontribusi dan mengambil aksi yang
spesifik yang mendukung perubahan; mengomunikasikan keyakinan pada
kemampuan orang lain untuk membuat perubahan yang berhasil.
Recognizes and rewards associates who make contributions and take specific
actions that support change; communicates confidence in others’ ability to make
successful changes.
77
020
PRN.16.020
INF
MEMPENGARUHI/INFLUENCING
PERILAKU KUNCI
Sets specific, measurable, and realistic performance goals that align with broader
work group and organizational priorities; identifies measures for evaluating goal
achievement.
Clearly communicates the benefits of accepting the idea (for the individual, team,
and organization); tailors the persuasion strategy to engage individuals
emotionally and rationally; leverages supporting evidence to address anticipated
objections; summarizes benefits to ensure understanding.
Asks for others’ ideas and builds on their ideas to reach a mutually agreeable
solution; seeks and respects alternative approaches and conflicting viewpoints to
78
identify points of agreement.
Gauges the other person’s readiness to commit to action; checks for common
understanding of next steps, responsibilities, time frames, and tracking methods;
offers time, support, and resources.
79
021
PRN.17.021
IMO
PERILAKU KUNCI
Mengembangkan sistem pemantauan / Develops monitoring systems
Menetapkan sistem yang mudah untuk digunakan dalam memantau kegiatan
atau hasilnya; menghasilkan keluaran informasi yang sesuai serta tepat waktu.
Establishes systems to monitor activities or outputs that are easy to use and that
provide timely and pertinent information.
Effectively puts in place monitoring systems with minimal interruption for other
organizational processes.
80
022
PRN.18.022
MWO
Secara efektif mengatur waktu dan sumber daya yang dimiliki untuk
memastikan bahwa pekerjaan diselesaikan secara efisien.
PERILAKU KUNCI
Memprioritaskan / Prioritizes
Mengidentifikasi aktivitas dan tugas yang lebih penting dan kurang penting;
menyesuaikan prioritas bila diperlukan.
Identifies more critical and less critical activities and tasks; adjusts priorities
when appropriate.
Effectively allocates own time to complete work; coordinates own and others’
schedules to avoid conflicts.
Uses time effectively and prevent irrelevant issues or distractions from interfering
with work completion; follows up promptly on action items.
81
023
PRN.19.023
MEV
PERILAKU KUNCI
Meets formally with peers, associates, and others to review the results of an
assignment, project or delegated task.
82
024
PRN.20.024
ODM
PERILAKU KUNCI
Recognizes the need for additional information and asks questions to obtain it.
83
Involves others in the decision-making process as needed to obtain information,
generate alternatives, make the best decision, and ensure buy-in; builds
consensus when appropriate.
84
025
PRN.21.025
PNO
Menyusun serangkaian tindakan untuk diri sendiri dan orang lain untuk
menyelesaikan pekerjaan dengan efisien dan tepat waktu dengan mengatur
prioritas. Membuat jadwal, dan memanfaatkan sumber daya.
Establishing an action plan for self and others to complete work efficiently and
on time by setting priorities, establishing timelines, and leveraging resources.
PERILAKU KUNCI
Memprioritaskan / Prioritizes
Mengidentifikasi aktivitas dan tugas yang lebih penting dan kurang penting;
menyesuaikan prioritas bila diperlukan.
Identifies more critical and less critical activities and tasks; adjusts priorities
when appropriate.
Effectively allocates own time to complete work; coordinates own and others’
schedules to avoid conflicts.
Uses time effectively and prevent irrelevant issues or distractions from interfering
with work completion; follows up promptly on action items.
85
026
PRN.22.026
SAN
PERILAKU KUNCI
Mengumpulkan perspektif / Seeks perspective
Mengumpulkan informasi yang dibutuhkan dalam rangka menciptakan strategi
yang bernilai; mencari informasi dengan mengajukan pertanyaan yang relevan
dan melakukan verifikasi terhadap sejumlah asumsi .
Identifies how the strategic focus dan direction will be achieved by setting short-
and long-term goals and objectives; specific plans to close current gaps,
adjusting priorities as circumstances change.
86
87
027
PRN.23.027
SIN
PERILAKU KUNCI
Mengembangkan strategi pengaruh / Develops influence strategy
Merencanakan sebuah pendekatan yang menguntungkan gagasan dan agenda
diri sendiri dan secara bersamaan memfokuskan tujuan bersama dari pembuat
keputusan; menyiapkan strategi pengaruh yang memanfaatkan faktor-faktor
pendukung dan memecahkan batasan-batasan; menyesuaikan strategi pengaruh
berdasarkan tanggapan dan perspektif stakeholder.
Devises an influence approach that favorably positions one’s ideas and own
agenda while focusing on the shared goals of key decision makers; prepares an
influence strategy that leverages supporting factors and breaks through barriers;
adjusts influence strategy based on stakeholder reactions and perspectives.
Uses open-ended questions to explore issues and clarify others’ perspectives and
goals; shares information to clarify the situation; discloses own goals, insights,
and the rationale behind decisions, ideas, or changes.
Leverages shared goals to convince others to take action; seeks ideas; asks for
agreement to next steps.
88
menunjukkan empati, dan menawarkan dukungan.
89