DEVELOPING AND MANAGING ICT HUMAN RESOURCES AT TELKOM POLYTECHNIC

DEVELOPING AND MANAGING ICT HUMAN RESOURCES AT TELKOM POLYTECHNIC Hanung Nindito Prasetyo 1, Pikir Wisnu Wijayanto 2 Information Technology Departement Politeknik Telkom Jl. Telekomunikasi No. 1 Terusan Buah Batu Bandung 40527 Email: hnp@politekniktelkom.ac.id 1, pww@politekniktelkom.ac.id 2 Abstract Currently, in information era, an Information and Technology (IT) unit or dep artment has a crusial role in every institution. For example, in term of the dependency of institution s strategy(ies) to the speed and power support of information sources which are developed inside. One of the important factors and could not be forgotten is the existing of human resources who support in IT unit or department. The function of IT would be reliable or not, depends on how the human resources department or unit manages it. This means that by developing managing human resources related to information technology must be supported by appropriate strategies. The strategy taken in this regard is the life cycle strategy of human resources in information technology department (IT HR). This cycle is the part of a management process that focuses on recruiting, training, managing, and maintaining or 'treat' the best manpower available to the department of Information Technology. In some cases, such issues are often poor-managed, which in the end is not a rare cause of the poor performance of the department. The success of the Information Technology department depends on how Information Technology Leaders could identify and maintain the IT HR effectively. Especially, the case at Telkom Polytechnic as a vocational college for pursuing a strategy based on information technology (IT HR) cycle in order to keep the rhythm of the performance and health of IT HR in achieving organizational goals. Keywords: Information Technology Departement, IT HR Cycle Strategies, and Telkom Polytechnic 1. INTRODUCTION Two important aspects of business development related to Information Technology (IT) is the infrastructures and human resources. Budi Raharjo stated in his article [4] it is stated that if the program of Bandung High Tech Valley (BHTV) goes according to plan, in 2010 the workforce will be required in the field of Information Technology as many as 350,000 people. Where these experts are obtained? Without proper planning, the human crisis will occur. The scarcity of reliable Human Resources in Information Technology (IT HR) is a big problem in the whole world. This is due to the explosion of information technology-based businesses in particular Internet business-based, but is not offset by the availability of human resources that support its teknology. This means that managing human resources related to information technology must be supported by some appropriate strategies. The strategy which will be taken is the IT HR life cycle approach. This cycle is part of a management process that focuses on recruiting, training, managing, and maintaining or 'treat' the best manpower available to the department of Information Technology [5]. Personal qualities associated with information technology owned by an information technology department are able to provide: a. Effective influence on the function of information technology and user satisfaction b. Provide more value (added value) for the investment in information technology, and c. being able to be pro-active 'lead' use of information technology. In some cases, such issues are often poorly managed by IT leaders, which gives the effect of the poor performance of the department [2]. On the bottom line is that the success of the Information Technology department depends on how IT leaders are able to identify and maintain an effective IT human resources. In general, an IT leader should be able to do [1]: a. How to develop a holistic model of planning resource that clearly defines the roles and responsibilities of each individual in the IT team. b. How to determine the exact composition between permanent staffs or employees, contract staffs, and consultants. c. How to do recruiting, interviewing, and make contract properly. d. How to do mentoring, training, developing, and maintaining experts staffs. e. How to identify, provide input and eliminate performance under the desired performance in the team. f. How to conduct surveillance that the staff responsible for carrying out the work. g. How to optimize the investment in human resources in the field of Information Technology. To implement these strategies, in principle, can be helped by other scientific approaches in particular

human resource management, whether it be personal or group required by the institution or enterprise. [6] In this research, the case which is raised was how to develop and manage human resources particularly in the field of information technology at the Polytechnic Telkom as a collegebased on information technology 2. LITERATURE REVIEW 2.1 Cyce Strategies of IT HR. Information technology is a field that is very unique because it needs a special skill to be dabbling in the field. Cycle is also unique because of its age that tends to short period. How about human resource in IT? Its human resources would have to be able to answer the needs of information technology which is rapidly changing due to the life short cycle. But in fact, the increasing ability or skill of IT HR is too slow or even can be said very left-behind with the pace of information technology it self. Thus, it can be addressed by measures to build IT human resources who are reliable [3]. Least reliable strategy to reduce the distance 'gap' between the skills possessed by the development of the IT world Information. Technology strategy which is introduced for HR IT develops stages as a cycle. IT HR life cycle is a cycle that takes place continuously in the process of obtaining reliable and core HR in the Information Technology department. The steps of the cycle of HR IT strategy include [1]: The first step is to determine the appropriate manpower requirements in the IT department. After able to describe the whole of the needs of human resources, The second step is to determine a strategy for job seekers and begin to identify potential new candidates. The third step, conduct interviews of candidates for the position that has been identified, The fourth step, the process of recruitment, The fifth step is to manage the HR IT appropriately. In this case, the life cycle of IT human resources are done repeatedly in the interval-scheduled is a step to ensure that health IT HR organization is well protected [1]. 2.1.1 Determining the Need of IT workforce Determining the needs of the IT workforce is the responsibility of an IT leader to form a team that will contribute to the institution. In this case, a tool that can be used is the swap analysis as shown in Figure 1. The organization chart can be used as a medium to begin to determine the configuration of the needs of IT team. The overview of the roles and responsibilities can not be used as an ingredient in the swap analysis (gap analysis of the needs of workforce with state of the organization at this time). In the swap analysis, it describes the steps which are being taken to the needs of IT workforce for the company. According to the picture of the needs of skillfull workforce, IT leaders can determine a strategy to keep the amount of employee, and the need for a consultant contract. Figure 1 Swap Analysis In some steps, this analysis describes the current condition of IT human resources, IT requirement analysis, document, can up date the IT organization chart that already exist, create documents about the rules, roles and responsibilities of individuals and organizations, and at the end it makes a plan and decision making for the recruitment process. Figure 2 shows, that one of the steps in the swap analysis is the gap between the skills/abilities possessed workforce with IT organizational goals. In swap analysis, an IT leader can determine the amount of IT employees requirements based on the status of whether to be permanent or contract workers, or as an IT consultant, in order to determine the success in achieving the goals of company. This is very important because it relates to the budget of the company; an IT leader must understand about this in the principle, carry out the recruitment process of employee. IT leaders should work with the human resources department to determine the rate and target of salary for each position required [2] Figure 2 Example of Gap analysis of the needs of IT workforce To determine this, it must be based on a combination of the company's standards for

positions, market value, and the level of compensation that is currently in the department conducted TI. Strategic plan of IT HR cycle neatly or media is a useful tool to facilitate communication between IT department s recruitment committee, HR department, and internal or external recruiters. Figure 3 Example of Work Plan in Recruitment 2.1.2 Determining Strategies and Indentifying to the Candidates of IT HR After the recruitment plan is completed, the next step is to determine the manner or approach method for identifying groups of prospective candidates from the workforce. The sourcing process consists of the following steps [1]: a. Create a profile candidate, therefore, IT department could explore the potential of candidates b. Prescreen strategy, a stage to perform elimination of poor potential employees c. The timing of the hiring process, time is an important factor in the hiring process to see the effectiveness of the process is done whether the candidates and decision making d. Test capabilities, it can be used to test the ability of candidates directly through intelligence, landfill or directly on hardskill. Even in this process, it can be determined when recruiting for candidates who will be contracted or remain, normally contracted for candidates who will take 5 (five) days of the recruitment process from start to welcome the decision, while for a permanent employee takes 20 to 30 days to process recruitment due to analysis and testing process which takes a long time with regard to organizational goals. 2.1.3 Cnducting Interview A good and effective interview process, its focus largely determined by whether or not the appropriate candidate profiles with the corporate culture or the IT department. Here are some steps to obtain an effective interview process [1]: a. Determining the team interviews for each position to be filled. It should be filled by the manager who has responsibility for the position. b. Making a scorecard for each candidate. The interview team must make a scorecard to rate for each candidate interviewed. c. Preparing time management well. One of the most common mistakes made by interviewers is failing to prepare for the interview. Leadership and IT team are busy and often have schedules that do not correspond to the interview. d. Conducting interviews on 10-15 minutes at the end of time, the interview should be done 30 to 60 minutes and the time should be allocated to the three same components. First, the exploration of the candidate against the background. Second, the interviewer must be able to explain the position that will be addressed by the candidates and finally, provide case studies (prefer ably a business case) with respect to the target position, so that candidates can demonstrate their ability on a given case. e. Writing minutes of the interview, as a decision-making. 2.1.4 Doing recruitment process or hiring step The next step in the IT cycle of human resources is effectively employed that is often ignored. Most of the attention only focuses on the process of sourcing, hiring, and interviews. After hiring decision is made, the team's performance and the level of activity usually decrease. The most crucial step is to immediately may involve a candidate to be elected to join IT team previously formed to provide positive motivation for selected candidates, the IT team of the old and even the attainment of the objectives of IT teams. 2.1.5 Managing IT HR In managing IT human resources, many references that can be used, here are some models that can be used based on the successful experience in managing IT human resources [1]. a. Elimination model of 10-percent, meaning that every year IT leaders must eliminate the bottom 10 percent ranking of the workforce. This process ensures that the department continues to increase IT team. Besides impacting the IT HR, it also ensures the IT HR cycle can continue until the IT team found that stable and high quality. b. IT employee career development plans, with the IT career development plans for employees will motivate individuals and teams of IT. c. Management of personnel management, a lot of things into focus in managing employee management such as: 1) Employee satisfaction is very well determine the success of the IT team, the satisfaction here not only with respect to Take Home Pay (THP) but can also work as the process of communication to superiors. If communication is not going

well, it can be a potential employeeresigned, therefore this is the role of IT leadership in maintaining the IT team working rhythm. 2) Employees opportunity to toke the training. As explained at the beginning that is very unique IT HR satisfaction with regard to the information technology cycle short. So training needs give satisfaction to employee or IT team. 3) The opportunities for career progression and working on a variety of information technology projects will provide its own sensitivity to the IT team. 4) Satisfaction of Compensation (Take Home Pay; THP) in accordance with the expectations of employees will improve employee performance. 2.2 Telkom Polytechnic Telkom Polytechnic is one of the educational institutions in Indonesia which has a great dedication in organizing IT-based vocational education as a manifestation of the intellectual life of the nation through the best education for the students. In the next future, of course Telkom Polytechnic will be faced with the challenges and opportunities of changes in regulatory, competitive and technological developments are increasingly complex to produce graduates who are competitive and able to answer the needs of the Information Technology industry nationally and internationally. To anticipate these changes, there should be efforts to improve the academic quality through ICT-based human resource development planned and measurable, improved information technology infrastructure in supporting of Telkom Polytechnic activities and functioning of human resources and the carrying capacity of the IT Unit to optimize the activity and development of IT at the Polytechnic Telkom. HR unit has a great responsibility in creating it. But in practice the organization's human resources unit involves any particular unit of information systems (Sisfo) as a unit at the forefront of 'lead' IT human resource development. As an illustration, the following Blueprint of Telkom Polytechnic Sisfo Unit which aims to steer the IT and ensure the achievement of performance against desired goals, such as [7]: a. Becomes into line with policies and institutions which have promised benefits can be realized. b. Enables institutions take advantage of opportunities and maximize service to the academic community and outsiders. c. IT resources are used responsibly. d. IT is closely related to the risk must be well regulated. 3. CASE STUDY IN DEVELOPING AND MANAGING IT HUMAN RESOURCES AT TELKOM POLYTECHNIC 3.1 Need position of IT HR Related to the strategic programs implemented by SISFO unit in 2012 [7]: a. Preparation Program Job Description IT department and hiring regularly b. The quality improvement program through employee training periodically Information Systems Unit c. Infrastructure improvement program for the preparation of a new building (8 floors) and the opening of five new courses based IT. d. Individual Implementation Plan (RKI) Units Sisfo e. Up-date Telkom Polytechnic of Information Systems f. Planning of E-Learning The most important program to support the objectives of information technology at Telkom Polytechnic is IT related HR points a, b, and c. To view the HR needs of IT, it can be used in the matrix scheme Telkom Polytechnic position in developing information technology-based program, as shown in Figure 4. Figure 4 Matrix Scemes for the Needs of IT HR Based on the matrix above, it could be described that the needs of IT HR at Telkom Polytechnic is very high. 3.2 The hiring process, periodically The high demand of information technology will require Telkom Polytechnic adequacy adequate manpower in accordance with the organization's goals of SISFO. The current condition of organization in Sisfo unit is shown in the table bellow. Table 1 Current condition of IT HR at Telkom Polytechnic Position Needs Current Condition Permanent Contract Shortage IT Manager 1 1 0 0 IT Network Support 5 1 1 3 IT/IS 20 1 4 15

Support Services IT 5 1 0 4 Technician 5 1 1 3 Helpdesk 5 0 1 4 Totally 41 5 7 29 Based on data from Table 1, it is required the addition of IT human resources that are tailored to the needs and educational background Table 2 The Needs of Employees at Telkom Polytechnic Position Education Needs Shortage Background IT Network DIII/ on going to Professional/ Support thesis Internship IT IS Support DIII/ on going to Professional/ thesis Internship Services IT DIII/on going to thesis Professional/ from Internship Technician DIII Professional Helpdesk DIII Professional Based on the profile and portfolio of the organization and the needs of Telkom Polytechnic of Information Technology through table 3, it would require the hiring process, sizeable workforce in line with the work program at Telkom Polytechnic information technology development with sufficient volume increases. The hiring process can be carried out by the Unit of Human Resources (HR Department) involving teams from Sisfo unit. In this context, IT leaders can analyze HR needs of IT-related swap. The results of the analysis of the swap are used to determine how many HR IT Telkom Polytechnic that could be permanent or contract. The process of determining the number of IT leaders communicated with HR head of Telkom Polytechnic. Communication takes such an opportunity that in the hiring process, resources can be retrieved through Industrial Work program as a form of development as an institution Telkom Polytechnic vocasional. The work program is a program of student recruitment Industry Polytechnic Telkom who has a skill required by Telkom Polytechnic. In the stages of the hiring process will include: a. Announcement by internal, Web and Job Agencyserta administrative selection b. Selections include the ability to write tests for basic skills (TPA), general and hardskill c. Integrated interview tests involving IT leaders. 3.3 Hiring steps. Phase employ is an important phase in the cycle of IT human resources. In order to run properly it requires an integrated and comprehensive program like the job description of IT human resources needed in the IT HR cycle. 3.3.1 Preparation Program of Job Description Job description is a formal document that contains a summary of the organization's important information about a position to make it easier to distinguish one position to another within an organization. Job description is organized in a structured format so that the information is easily understood by all parties concerned. Job Identity Position Departement Direct Supervisor : IT Network Support r : IT Direct Report : - Target : IT Manager Assistant Chart 1 Identity Provide support and development in IT and communication areas, to ensure all IT systems and communications in Network (Hardware & Software) are working properly in supporting Company s operations. Specifications Education Background and Experience Competency Organisation Structure Chart 2 Target : 1. Minimum education S-1 in the field of IT or Computer. 2. Understanding of hardware and software 3. Familiar with communications equipments 4. Have an ability in trouble shooting 5. Experience around 3-5 years in the field of IT, especially in IT Support. : 1. Service-orientated 2. Orientation on Regularity 3. Good at analytical thinking 4. Good at team work 5. Have Initiatives Chart 3 Specifications Chart 4 Organization Strukture The circuit of job description as shown in the chart 1, 2, 3 and 4 should be supported by function description of the Information Technology. As IT organizations are built in Telkom Polytechnic Sisfo unit are as follows: Table3 Telkom Polytechnic IT organization functions Position Function descriptions IT Manager Fully responsible for all activities related to the information technology business IT Network Support Connectivity and Access Management, IT Security, and Network Management Policy, DC & DRC (Data Center and Disaster Recovery Center), the management server. IT IS Support Academic Information System (AIS), E-learning, Information Systems r u, Digital Library Information System (Digital Library), Corporate Management (Management and Organization).

After the new employees understand the job description, therefore the leader of Sisfo unit set the targets closest to be achieved by the Sisfo team which must have involved new employees. During the process of achieving these targets, Sisfo unit leaders assess the performance of the employees of both new and existing employees. Table 4 Monitoring & performance appraisal Employee NIP Position Name XX XXXX XXX No Activities unit target achievement % Target A 1 Activity 1 2 Activity 2 Target B 3 Activity 3 hour / semester hour/ Month hour/ semester By monitoring through observation and assessment of the performance as shown in Table 4, then the leader of Sisfo unit can eliminate poor potential employees in order to improve the rhythm of work and organizational health of IT human resources at Telkom Polytechnic. John Wiley & Sons, Inc. [2] Pearlson Keri E., C. Saunders Carol.(2010).Managing & Using Information Systems; A Strategic Approach, United State Of America : John Wiley & Sons, Inc. [3] Laudon Kenneth C., Laudon Jane P. (2004), Management Information System: Managing The Digital Firm, 8th Edition. New York: Prentice Hall. [4] http://indonesia.elga.net.id/bhtv/sdm_b HTV_v1.4.PDF retrieved 25 November 2011 at 1.15 pm [5] http://www.qgcio.qld.gov.au/qgcio/projec tsandservices/ictworkforcecapability/pag es/ictcareerstreams-textversion.aspx retrieved 28 Nov2011 at 1.15 pm [6] elearning.unimal.ac.id/upload/materi/sd M_Informatika.doc retrieved 26 November 2011 at 5.50 pm [7] Tim SISFO, 2012. IT Development Master Plan of Telkom Polytechnic. 4. CONCLUSION The success in implementing the Institute of Information Technology in business depends on IT human condition. Managing human resources is not easy, because it required a specific strategy to support it even for Telkom Polytechnic as a college-based information technology. By developing and implementing effective hiring process through strategic human resource cycle IT, Telkom Polytechnic leader can: a. Determine how the organization's staff and how many people are needed to achieve the objectives set out in the strategic plan of the institution or the IT organization. b. Eliminating poor-potential employees on the team in order to improve the performance of the whole team, by doing more successful projects, budget variance proportional, and poor failure rate in its implementation c. Hiring new employees who have great potential d. Optimizing the composition of permanent employees and contract workers in Sisfo unit Through the implementation of this strategy, hopefully it can keep the good rhythm cycle of work and organizational of human resources in IT Telkom Polytechnic. REFERENCES [1] Baschab John, Jon Piot.(2003). Executive s Guide for Information Technology. United State Of America :