Job Description
Job Title | GA Employee Services and Formality - Foreman |
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Abbreviation | FORGA |
Company | MCCI |
Department | Administration & Compliance |
Division | Administration |
Section | General Affairs & CSR |
Unit | |
Position Level | Foreman |
Work Area | Plant |
Accountability |
Summary of Job Responsibility
The GA Employee Services and Formality Foreman has the primary responsibility to assisting General Affairs Supervisor (GA SPV) in planning and supervision implementation QSHE management System, contractor management system and operation of services doing effective and efficient, especially in Transportation, Formality, Permits, Personal License, Corporate Reporting and Government Relations. Include creating improvement programs and activities by reviewing and supervising process, procedure, and result of the work.
Duties and Responsibilities
- Support GA SPV in planning and budget also execute operation activities cover the transportation (operational car and commutation bus), Formality, Permits, Personal License and Corporate Reporting, based on GAC strategic and section target.
- Execute the implementation of QSHE Management System are applied in own units, contractors & vendors under GAC Section even time to time, the flexibility approach is required to achieve the company target (Safety, Health, and stable operation).
- Execute the implementation of contractor management which under GAC Section, to ensure the level output of service quality and safety is acceptable according to the agreement and company’s standard. The management contractors/vendors cover the transportation (operational car, bus commutation), Formality, Permits and Personal License. including the cost effectiveness, evaluation, and budgeting.
- Provide the general service with optimized cost and resources by reviewing and proposing the initiative and innovation based on the company condition, current condition, and update technology changes to achieve the cost effectiveness without reducing the quality of service and business operation.
- Execute monitoring and tracking regulations, also propose recommendation to ensure company comply with regulations.
- Support the implementation of Government Relations.
- Perform other jobs or special assigned by Superior.
Competency Profile
Required Competency | RCL | ITJ | |||||||||||||||||||||||||||||||||||||
General | |||||||||||||||||||||||||||||||||||||||
soft |
Organization CommitmentDescription
The ability and willingness to align one’s own behavior with the needs, priorities and goals of the organization, and to promote organizational goals to meet organizational needs. It also includes performing in accordance to organizational decisions and behaving with integrity by working with responsibility, obey the rules, trustworthy, follow ethical value, and consistent among mind, words and action Kemampuan dan kesediaan untuk menyelaraskan perilaku diri dengan kebutuhan, prioritas dan tujuan organisasi, dan untuk mendukung tujuan organisasi dalam upaya memenuhi kebutuhan organisasi. Termasuk pula di dalamnya adalah bertindak sesuai dengan keputusan organisasi dan berperilaku dengan integritas yakni bekerja dengan penuh rasa tanggung jawab, patuh pada peraturan, kejujuran, nilai-nilai etika serta konsisten antara pemikiran, perkataan maupun perbuatan. Behaviour Indicators
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2 |
3 |
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soft |
Result OrientationDescription
A concern for surpassing a standard of excellence. The standard may be one's own past performance (striving for improvement); an objective measure (achievement orientation); challenging goals that one has set; or even improving or surpassing what has already been done (continues improvement). Thus, a unique accomplishment also indicates a Result Orientation Perhatian untuk melampaui standar keunggulan. Standar tersebut mungkin merupakan kinerja masa lalunya (berjuang untuk perbaikan); ukuran tujuan (orientasi pencapaian); tujuan-tujuan menantang yang telah ditetapkan sebelumnya; atau bahkan merupakan perbaikan atau pelampauan yang telah dilakukan (perbaikan terus-menerus). Jadi, pencapaian yang unik juga mengindikasikan Result Orientation. Behaviour Indicators
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2 |
3 |
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soft |
Listening, Understanding, and RespondingDescription
A desire and ability to understand and respond effectively to stakeholders/related persons from diverse backgrounds. It includes the ability to understand accurately and respond effectively to both spoken and unspoken or partly expressed thoughts, feelings and concerns of others.
Keinginan dan kemampuan untuk memahami dan merespon stakeholder/orang terkait dari berbagai latar belakang yang bereda secara efektif. Termasuk kemampuan untuk memahami secara akurat dan merespon secara efektif perkataan dan bahasa tubuh atau sebagian ungkapan pemikiran, perasaan dan perhatian terhadap orang lain. Behaviour Indicators
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2 |
2 |
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soft |
Team WorkDescription
Ability to work co-operatively and communicate effectively (reporting, coordinating, consulting, and discussing (ho-ren-so)) within diverse teams, work groups and across the organization to achieve group and organization goals. Kemampuan untuk bekerja sama dengan baik dan berkomunikasi dengan efektif (melaporkan, mengkoordinasi, memberikan konsultasi, dan berdiskusi (ho-ren-so) dalam berbagai tim, kelompok kerja dan di seluruh bagian dari organisasi untuk mencapai tujuan kelompok dan organisasi. Behaviour Indicators
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1 |
2 |
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soft |
InnovationDescription
An effort to improve performance by doing or promoting new things, such as introducing a previously unknown or untried solution or procedure to the specific area or organization Suatu upaya untuk meningkatkan kinerja dengan melakukan atau mempromosikan hal-hal baru, seperti memperkenalkan suatu solusi atau prosedur yang sebelumnya tidak pernah diketahui atau dicoba kepada area khusus atau organisasi. Behaviour Indicators
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1 |
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soft |
AgilityDescription
The ability and willingness to anticipate and adapts to changes of future quickly and effectively. Agility needs understanding and appreciating different and opposing perspectives on an issue, adapting one’s approach as situations change and accepting changes within one’s own job or organization.
Kemampuan dan keinginan mengantisipasi dan beradaptasi terhadap perubahan yang akan datang secara cepat dan efektif. Agility memerlukan pemahaman dan apresiasi terhadap pandangan-pandangan yang berbeda dan bertentangan mengenai suatu isu, penyesuaian pendekatan seseorang saat situasi berubah dan penerimaan perubahan-perubahan dalam pekerjaannya sendiri atau organisasi. Behaviour Indicators
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2 |
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Managerial | |||||||||||||||||||||||||||||||||||||||
soft |
LeadershipDescription
A desire to lead others, including diverse teams. Leadership is generally, but not always, demonstrated from a position of formal authority. The 'team' here should be understood broadly as any group with which the person interacts regularly Suatu keinginan untuk memimpin orang lain, termasuk tim-tim yang berbeda. Kepemimpinan pada umumnya, meskipun tidak selalu, ditunjukkan dari suatu posisi yang memiliki kewenangan resmi. 'Tim' di sini harus dipahami secara luas sebagai kelompok apa saja yang dengannya orang tersebut berinteraksi secara teratur Behaviour Indicators
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1 |
2 |
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soft |
Developing OthersDescription
A genuine intent to foster the long term learning or development of others through coaching, managing performance and mentoring. Its focus is in on developmental intent and effect rather than on a formal role of training. For this competency to be considered, the individual's actions should be driven by a genuine desire to develop others, rather than by a need to transfer adequate skills to complete tasks Suatu keinginan tulus untuk memperkokoh pembelajaran atau pengembangan jangka panjang dari orang lain lewat coaching, pengelolaan kinerja dan mentoring. Fokusnya adalah pada kesungguhan dan efek pengembangan ketimbang pada peran pelatihan formal. Agar kompetensi ini dipertimbangkan, tindakan individu harus didorong oleh hasrat yang tulus untuk mengembangkan orang lain ketimbang oleh suatu kebutuhan untuk mentransfer keterampilan yang memadai untuk menyelesaikan tugas Behaviour Indicators
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1 |
1 |
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soft |
Strategic OrientationDescription
Ability to link long-range visions and concepts to daily work, ranging from a simple understanding to a sophisticated awareness of the impact of the world at large on strategies and on choices
Kemampuan untuk menghubungkan visi dan konsep jangka panjang dengan kerja harian, mulai dari suatu pemahaman sederhana hingga suatu kesadaran yang tinggi akan dampaknya terhadap dunia pada umumnya dalam hal strategi dan pilihan Behaviour Indicators
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soft |
Planning Organizing & ControllingDescription
It involves proactively planning, establishing priorities and allocating resources. It is expressed by developing and implementing increasingly complex plans. It also involves monitoring and adjusting work to accomplish goals and deliver to the organization's mandate.
Termasuk di dalamnya adalah secara proaktif merencanakan, menetapkan prioritas dan mengalokasikan sumber daya. Hal-hal tersebut ditunjukkan dengan mengembangkan dan melaksanakan rencana-rencana kompleks yang makin bertambah. Termasuk pula adalah mengawasi dan menyesuaikan pekerjaan untuk mencapai tujuan dan menyampaikan mandat organisasi. Behaviour Indicators
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1 |
3 |
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soft |
EmpowermentDescription
The ability to share responsibility with individuals and groups so that they have a deep sense of commitment and ownership. People who practice empowerment participate and contribute at high levels, are creative and innovative, take sound risks, are willing to be held accountable and demonstrate leadership. They also foster teamwork among employees, across government and with colleagues, and, as appropriate, facilitate the effective use of teams Kemampuan untuk membagi tanggung jawab dengan individu dan kelompok sehingga mereka mempunyai perasaan komitmen dan rasa memiliki yang mendalam. Mereka yang mempraktikkan empowerment, berperan serta dan berkontribusi pada tingkat yang tinggi, adalah orang-orang yang kreatif dan inovatif dan mengambil risiko yang masuk akal, bersedia dimintai pertanggungjawabannya dan menunjukkan sikap kepemimpinan. Mereka juga membantu perkembangan kerja tim di antara karyawan, dengan pemerintahan dan rekan-rekan kerja, dan, secara tepat, memfasilitasi pemanfaatan tim secara efektif. Behaviour Indicators
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1 |
1 |
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soft |
Business AcumenDescription
The ability to understand the business implication of decisions and the ability to strive to improve organizational performance. It requires an awareness of business issues, processes and outcomes as they impact the client?s and the organizations business needs
Kemampuan untuk memahami implikasi bisnis dari keputusan-keputusan dan kemampuan untuk berjuang meningkatkan kinerja organisasi. Hal ini membutuhkan kesadaran akan isu bisnis, proses dan hasil karena semuanya itu berpengaruh terhadap kebutuhan bisnis klien dan organisasi Behaviour Indicators
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1 |
1 |
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Specific | |||||||||||||||||||||||||||||||||||||||
technical |
Cost AnalysisDescription
Knowledge and ability to run cost analysis and decision on expenses related to activity on production optimization and efficiency
Pengetahuan dan kemampuan untuk melakukan analisa dan kebijakan pembiayaan terhadap biaya-biaya yang berkaitan dengan aktivitas produksi yang dapat berdampak pada optimasi dan effisiensi Behaviour Indicators
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2 |
2 |
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technical |
Project ManagementDescription
Knowledge and ability to make initiating, planning, organizing, communication, monitoring a plan, organizing and control all resources to meet the plan/goal of project.
Pengetahuan dan kemampuan untuk melakukan inisiasi, perencanaan, pengorganisasian, komunikasi, pemantauan rencana, pengorganisasian dan pengendalian semua sumber daya untuk memenuhi rencana / tujuan proyek. Behaviour Indicators
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2 |
2 |
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technical |
Contractor ManagementDescription
Knowledge and ability to define technical criteria for contractor selection, sort and select the best fit contractor, monitoring & evaluate technical performance in accordance to QSHE-En system for the best benefit and profit of the company, efficiency & productivity.
Pengetahuan dan kemampuan untuk menentukan kriteria teknis untuk pemilihan kontraktor, mengurutkan dan memilih kontraktor yang paling cocok, memantau & mengevaluasi kinerja teknis sesuai dengan sistem QSHE-En untuk keuntungan dan keuntungan terbaik perusahaan, efisiensi & produktivitas. Behaviour Indicators
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2 |
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technical |
Corporate Social ResponsibilityDescription
Ability to develop Corporate Social Responsibility (CSR) function associated with the Company Policy
Kemampuan menjalankan fungsi Corporate Social Responsibility (CSR) sesuai dengan kebijakan yang ditetapkan perusahaan. Behaviour Indicators
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technical |
FormalitiesDescription
Knowledge and ability to identify and obtain activity permit and certification of equipment in scope of Occupational Safety, Health and Environment (OSHE) that needed for survival of company activity.
Pengetahuan dan kemampuan untuk mengidentifikasi dan memperoleh izin kegiatan dan sertifikasi peralatan dalam lingkup Keselamatan, Kesehatan dan Lingkungan Kerja (OSHE) yang diperlukan untuk kelangsungan hidup kegiatan perusahaan. Behaviour Indicators
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technical |
Public RelationDescription
Ability to manage Public Relation to ensure sustainability of company business by maintain harmony relationship between company with stakeholders & shareholders.
Kemampuan mengelola Hubungan Masyarakat untuk memastikan keberlanjutan bisnis perusahaan dengan menjaga hubungan yang harmonis antara perusahaan dengan para pemangku kepentingan & pemegang saham. Behaviour Indicators
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2 |
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technical |
Management of Building Maintenance, Office and Landscaping.Description
Knowledge and ability to manage the Office and Garden maintenance management at company’s area, namely management of building maintenance, office needs, asset, mechanical, electrical, and landscaping. Pengetahuan dan kemampuan untuk mengelola manajemen pemeliharaan Kantor dan Taman di area perusahaan, yaitu manajemen pemeliharaan gedung, kebutuhan kantor, aset, mekanik, listrik, dan lansekap. Behaviour Indicators
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