PT Bank Tabungan Pensiunan Nasional Tbk (BTPN) was established in Bandung on 5th February 1958, under the name of Bank Pegawai Pensiunan Militer (BAPEMIL) as an association that received deposits and provided lending to its members. BAPEMIL ran the business with a goal to help alleviate the economic problems of pensioners, of both armed forces and civil servants.
After gaining the strong trust from the public as well as its business partners, in 1986, BAPEMIL members successfully upgraded the institution to form PT Bank Tabungan Pensiunan Nasional that was licensed to operate as a saving bank, and subsequently the Bank gained its license as a commercial bank in 1993.
The year 2008 marked important milestones of the Bank, when a number of significant development and achievements were made. On 12th March 2008, BTPN successfully went public with the sales of 28.39% of the government's shares, c.q. PT Perusahaan Pengelola Aset (PPA). Subsequently on 14th March 2008, TPG Nusantara, S.a.r.l. acquired a 71.6% stake in BTPN, and made itself the major shareholder of the Bank.
Besides continuing the expansion of its core business in the pension market, which has been the company's backbone for 50 years, at the end of 2008, the Bank tapped into Micro & Small Enterprises and Sharia Business, with the opening of 46 branches of btpn | mitra usaha rakyat throughout Indonesia and 2 (two) sharia branches in Bandung and Jakarta.
Nowadays, BTPN is widely accepted as a reputable medium-scale bank and one of the best financially performing banks in Indonesia, with extensive recognition as reflected by the various awards from various prestigious and trusted institutions.
Throughout 2009, Human Resources development at BTPN prioritized on the five key aspects to the enhancement of employee commitment and performance to carry out the mission and achieve the vision. First, the formulation of Mission, Vision and Values (MVV) at the Director and Senior Management level that was started in January 2009, followed up by a series of discussions on MVV drafts with 3,000 employees in workshops facilitated the Directors and Senior Management. We believe that the process of formulating MVV is just as important as, or even more important than MVV itself. After undergoing the entire process that took more than one year, the final version of MVV was concluded and made official in January 2010.
Second, the formulation of Collective Labor Agreement (CLA) that proved the relationship of mutual trust within the company. This was the first CLA signed within the 51 years of BTPN history, formulated in intensive discussions and dialogues initiated by the representatives of both the Management and the Union.
Third, the establishment of a performance-based culture. The process began with the development an organizational structure that was clear in duties and responsibilities, and the identification of Key Performance Indicators (KPI) for each job - with the support of transparent job evaluation system and MIS that could provide KPI achievement to employees on a daily basis, significant incentive program, and well-structured training programs.
Fourth, the reconstruction of main infrastructure, from HR Operations, Recruitment, and Training, with the aim to enhance the human resources quality necessary for supporting our aggressive business growth and expansion that have increased the number of employees to more than 10,000 people.
Fifth, the alignment of HR policies. Having highly aggressive business expansion plans in the agenda, BTPN must align its HR policies with the business direction, to ensure internal standardization while staying competitive to the general HR practice in the banking industry, especially in comparison to direct competitors.
The programs to enhance HR quality and to accommodate much larger size of workforce, we have built 10 Recruitment Centers spread across 10 regions with standardized quality and process. Along 2009, the Learning Institute has conducted 385 courses in 81,088 training days attended by 21,765 employees carried out by 265 instructors, 75% of which are internal instructors. New HR policies have also been released to enhance service and minimize operational and financial risks.
Going forward, the organization will grow even faster and increased complexity is of course unavoidable. To anticipate the challenges therein and to meet the organization's needs timely and with the expected level of quality, we are now pursuing a set of programs for HR development in 2010: 1) to improve the professional competence of human resources, especially Human Capital Relationship Managers, 2) to improve the quality of HR's operational service, 3) to ensure the availability of professional human resources according to the needs of the organization, 4) to put in place the talent management and succession plan, to ensure the availability of successors especially for crucial positions and positions with rare candidates, and 5) to encourage the formation of engagement teams in each level of the organization as we believe engagement correlates directly with customer loyalty and business performance.
Now We are looking for professional candidates experienced in banking industries to fill the position:
Mass Resourcing Database Officer
Perform data management according to user needs
Perform data analysis process
Create a monthly report on population growth
Conduct management of HRIS system at Mass Resourcing Division
Supporting the development of HRIS system at Mass Resourcing Division
Education Min. D3, with GPA Min. 3:00
Age Max. 30 years
Familiar with HRIS applications (Oracle or SAP)
Familiar with DBMS Applications (Access, SQL Server etc)
Experienced using Ms. Office (Intermediate to Advanced Level)
Able to perform business process analysis
Human Capital Relationship Manager Support Function (HCRM)
Max Age 32 years old
Have experience/ background HR 3 – 5 years
preferably banking industry or multinational consumer goods or multinational oil company
self discipline, able to manage his/her own work with minimum supervision
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