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All Journal Jurnal Manajemen Teknologi Teknik dan Ilmu Komputer PROFIT : Jurnal Administrasi Bisnis JIEMS (Journal of Industrial Engineering and Management Systems) Business Management Journal Program Studi Manajemen

Oki Sunardi

Krida Wacana Christian University

Author-ID : 392647

Humanities Computer Science & IT Control & Systems Engineering Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Engineering Industrial & Manufacturing Engineering Mechanical Engineering Social Sciences

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COMPETENCY: DEVELOPMENT, INTEGRATION, AND APPLICATION Steven Moulton; Oki Sunardi; Gino Ambrosini
Business Management Journal Vol 2, No 2 (2006): Business Management Journal
Publisher : Universitas Bunda Mulia

Many companies and organizations are increasingly focusing on human capital as a competitive advantage in a rapidly changing environment. To achieve business success, companies are expecting their employees to perform at higher levels, to be more customer-responsive, more process-oriented, more involved in shared leadership and more responsible for creating the knowledge that adds value to an organization’s distinguishing capabilities. When embarking on the path of selecting and defining competencies, an organization needs to pause for an introspective review. Linking competencies to the organization’s purpose, goals and values is the key to positively affect the organization’s direction and bottom line. Competencies can be categorized into one of four groups, organization-based, individual-based, technical and behavioral. From a strategic direction approach, the organization that knows and understands its core competencies and capabilities can use them to attain a strategic advantage. In addition, the organization understands that there is a diverse cross section of organizational competencies that are necessary for fulfilling its mission. Successful application of competencies lies in how they are defined. Simplicity and measurability are keys for competencies to be accepted and measured throughout an organization.Keywords: competencies, core competencies, organizational competencies, simplicity and measurability

TRAINING RETURN-ON-INVESTMENT: SUATU PERSPEKTIF DALAM MENGEVALUASI KEEFEKTIFAN PROGRAM PELATIHAN Oki Sunardi
Business Management Journal Vol 2, No 1 (2006): Business Management Journal
Publisher : Universitas Bunda Mulia

Every year new challenges emerge in the field of training and development, for example, competency development, outsourcing, e-learning, and knowledge management. The purpose of this study is to conceptualize the different dimensions of access to employee development. The concept of Kirkpatrick’s Four-Level Framework can be used to choose which levels are appropriate in evaluating a training program. Lilly’s Four Steps of Computing ROI training can also be adapted to the ROI calculation process. The main issue, in the pursuit of profitability and competitive advantage, top management is looking at all functions for a return-on-investment. The main question is, “is it really the training program itself that affects the employee performance?” This research uses ‘time series with comparison group’ technique as a tool to isolate the effects of training. Once the isolation is completed, the ROI calculation can be analyzed then. Keywords: Effectiveness of training; isolating the effects of training; time series with comparison group; ROI calculation.

Co-Authors Conggo, Georgina Afrilia Daniel Daniel Gino Ambrosini Hardja, Stella Hardja, Stella Maria Widyarini Robin Linatan Saputra, Kevin Joy Stefani, Venska Steven Moulton Tjakraatmadja, Jann Hidajat Yansen W. Winata

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