HUMAN CAPITAL

MANAGEMENT MODEL

PEOPLE IN ORGANIZATION
SYNDICATE 1
ZAHNAZ MUTIARA BINTANG (29114756)
LALA LAHIYATUL UYUN (29114776)
IEFTY RINJAYUNI NIPPARCHI (29114792)
MUHAMMAD ANDI SETIAWAN (29114823)
SELVI ANGELINA (29114928)
MBA YP51B

COMPANY OVERVIEW
PT Mitra Adiperkasa Tbk is an Indonesia-based company primarily engaged in operating
various brands of retail stores in Indonesia through its subsidiaries. It classifies its business into
four segments: retail sales, which include the sales of clothing and accessories as well as toys;
department stores; cafes and restaurants, and others, including book stores and handicraft
stores. Some brands of the retail stores it operates are Zara, Lacoste, Cotton On, Marks &
Spencer, Bershka, Massimo Dutti, Dorothy Perkins, Topshops, Ben Sherman, Crabtree & Evelyn,
Steve Madden, Staccato, Kidz Station, Planet Sports, The Sports Warehouse, Sports Station,
Desigual and Samsonite. Its department stores include Sogo, Debenhams, Seibu and Galeries
Lafayette. The cafes and Restaurants it manages include Starbuck, Cold Stone Creamery, Sushi
Genki, Burger King, Dominos Pizza and Krispy Kreme.
Incorporated in 1995, MAP achieved phenomenal growth over the years culminating in
its PIO in November 2004. The Company first started off with sports products before venturing
into department stores, fashion, kids, food & beverage and other lifestyle products.
Today, MAP is the leading lifestyle retailer in Indonesia with a portfolio of over 90 world class
brands and a retail network of 854 stores in 25 Indonesian cities (as at 31st December 2010).
Listed on the Indonesia Stock Exchange with a staff strength of over 11,000 employees MAP
has won many international award for its retail, marketing and brand building expertise over
the years.

STRATEGIC PLAN
Mitra Adiperkasas future growth and prosperity will depend on attracting, retaining
and developing the best people in retailing. Small wonder then that it is reaching out to create a
community of talent that will embrace the unique capabilities of each individual, recognizes,
rewards high performance, and develops skills at every level of the organization.
They believe that their people are their greatest asset, which means the most
fundamental way for us to differentiate ourselves by leveraging their strengths. This has been a
key element of their strategic plan.
Attracts and retains the best people
Allows them to work to their full potential
Encourages continual development through training
Promotes teamwork while embracing differences and diversity

In support of the rapid growth and expansion of PT Mitra Adiperkasa Tbk, the group
places great emphasis on attracting and recruiting the best talent in the market, retaining them
and developing them to become highly skilled individuals in the retail industry. This is a part of
their mission to become the preferred employer to employees and to provide the best service to
our customers.
To ensure that they always give the best service to their customers, many of their
training plans are focused on customer care. This has always been the Groups strength and
the Training Division will continue to put great emphasis on raising the standard of service and
leverage the training programs to all their sales personnel.
At MAP, staffs are consistently given training to develop themselves to their fullest
potential. These include customer care and selling skills for sales staff and executive programs
for managers. Apart from in-house programs, staffs are often sent Overseas for training by our
principals. These staff training and development programs are part of an on-going process to
upgrade employee skills to better equip them to contribute positively to the company.
In 2006, their Assessment Center for Recruitment and People Development was set up
to provide services such as counseling and mentoring to the employees as well as individual
assessment for potential candidates and existing staff. An important link to the Groups Training
and Development Division, their Assessment Center helps to realize the potential of each
individual and assist the division to focus on skill development in specific areas.

EMPOWERMENT AND HUMAN CAPITAL PLANNING

Continuous coaching positions at all levels in the quality of self-development site, is the
main priority of HRD, as a reflection of the high public expectations of the performance of the
company has made a strategic activity sharing among others:
Doing the Job Evaluation program to analyze the existence, role, duties, and
responsibilities of each position there so that the integration of cluster positions in the
organization are visualized with the organizational structure becomes clearer. Followup of these results in order to explore the ability of the organization continues to be
refined.
Implementation of the Human Resources Information System in order to realize the data
management mechanism for strategic decision-making process in relation to human
capital management.
Still in the utilization of Information Technology (IT), e-HR net in 2004 were completed,
with high expectations for the ease of access, the validity and fast process and
electronically to the improvement of synergy of IT and HR policies at the corporate level.

Development and integration of container Learning & Development Center in various

subsidiaries, has come to accommodate all training activities and the development of
human resources, through the application of new teaching methods, namely Accelerated
Learning, many programs have been held in relation to the performance gap filter action
business. Program the hard-skills and soft skills combined with experiential learning,
organized by experienced trainers are reliable and dedicated.
Still in terms of Human Capital Development, a series of class train for trainer, has
produced hundreds of trainers to gradually conduct training in their respective
communities. This is because the location and number of employees of large and
scattered, so the above pattern has not given a significant results in human
empowerment.

TRAINING AND DEVELOPMENT

MAP is always looking for a new and innovate ways to train and develop their staff. Over
the course of 2012, MAP corporate HR division conducted intensive training for staff across 8
major cities.
Four new leadership modules were developed. English classes were also expanded to
include in store practical English where trainers go to stores to conduct special English
classes. A total of 95 personnel were certified as training coaches after undergoing the train the
trainers program currently, these training coaches act as the extended arms of MAP corporate
HR division in delivering training programs in outer cities.
In 2013 MAP continuing their training and development program, an equal opportunity
employer, MAP takes concentrate steps to promote gender equality and an unflagging focus of
ethnics, health and safety in workplace.
2013 was a significant year for MAP HRD as it was marked the launch of many major
projects including HR automation and KPI based performance management system.
Training and development
Management trainee program
Conducted outstation in 8 major cities for MAP employee outside of the jabodetabek
Train the trainers program
Conducted motivational road show to motivate and inspire support center staff
Held MAP English Olympic
Provide English e-learning for 25 chosen executive leaders, their first for executive level
staff.

ORGANIZATION DEVELOPMENT AND TALENT MANAGEMENT

Successful implementation of KPI-based New Performance Management System for
managerial level
This new system paved the way for documentation of high level business processes and
drafting of service level agreements from support functions.

EMPLOYEE HEALTH AND WELFARE

Conducted weekly sport activities for MAP employees (futsal, basketball and
badminton) MAP is always looking for need and innovative ways to train and develop its staff
over the course of 2012 MAP corporate HR Division conducted intensive Training for staff
across 8 major cities 4 new leadership modules were developed. English classes were also
expanded to include In store practical English where trainers go to stores to conduct special
English classes.
Compliance to the provisions of the legislation becomes a commitment to be
implemented. Similarly, modern remuneration practices applied in line with the policy
management to always follow the remuneration surveys, in order to ensure its power
compensate each other.

HEAD COUNT
In 2012 MAP employees has a staff about 17.796 employees. In line with aggressive
growth of MAP staff in 2013 strength of 20708 employees.
Graduate table
Bachelor or master degree

12,07%

Diploma degree

6,87%

Junior high school / high school

81.06%

Division of workforce
Department store

17,43%

Food & beverage

29%

Fashion

22,52%

Active

30,35%

Other

0,7%

STRENGTHENING OF MAP HUMAN RESOURCE SYSTEM

3 initiatives were launched in 2012 to strengthen their HR management system:
Establishment of a new corporate HR structure called HR Quality management to review
and deliver suitable recommendation to improve the quality of HR processes and
program in MAP
Soft Launch of HR SHAREPOINT, a portal which allows HR information is shared across
MAP on a group level.
Introduction of a new recruitment verification system to validate records of new hires
and to detect multiple applications across SBUs as well as former employees with bad
disciplinary records.
The implementation of these tools enables corporate and functional HR to share information for
better collaboration on a group level.

ACHIEVEMENT IN MANAGEMENT TRAINEE PROGRAM

In 2012, MAP success in the first MAP Fast Track Management Trainee Program. This
program was initiated to enable MAP to tap talents from the best universities in Indonesia. Out
of the 25 trainees who were specially selected for the pilot project, 11 graduated and were
placed in various leadership positions in MAP fashion division. In 2014 this program has been
extended to the other SBUs including MAP active, support center and Debenhams.

CONCLUSION
MAP has vey concerned with the Human Capital Management, because they believe that
their people are their greatest asset, which means the most fundamental way for them to
differentiate themselves by leveraging their strengths and skill.
They also train and develop their employee in order to give the best service to the
customer. They provide assessment center to realize the potential of each individual and they
concerned with employee health and welfare and they always try to strengthening Human
Capital Management.