As a part of the QSHE procedures, the HR management procedure can be seen in details in the QSHE document.

In broad outline, however, the concept of CBHRM at MCCI can be described as follows:

1. Recruitment

The process of recruitment and selection focuses on getting candidates of employees who do not only have capabilities, experiences and motivation to reach achievement but also who have visions, missions, values and objectives of life, which are in line with the organization of MCCI.



The process of selection will be done with various methods, starting from interview, psychological test + evaluation on competency to health test. Before being admitted as a permanent employee, a candidate of employee shall pass through the period of trainee and/or probation period to ensure a harmony with the company's condition/necessity.

2. Evaluation on working achievement and competency

Although being done during the same period, the evaluation on working achievement and competency will be conducted by using different methods. Working evaluation will be done through the mechanism of Performance Review (PR), while competency evaluation through Competency Assessment (CA).



PR focuses on the evaluation on results (output) of the company's achievement during a certain period, while CA focuses on the evaluation on the employee's competency that will enable them to produce certain working achievement.

By comparing between the employee's competency and that required by job/position, it can be known how far the competency between the employees and their jobs are matched (Job/Position match).



Later, based on the results of evaluation on achievement and competency of the employees, they are categorized as follows:


3. Training and development

To motivate employees to be STAR employees, a training and development training that refers to the individual necessities of each employee needs to be arranged. The necessities emerge from the gap analysis between the competency of position and that owned by employees.

The training and development program is not only in the form of formal training, but also covers assignment, job training, coaching and counseling from the superior. Later, the must also be evaluated to see its effectiveness in improving the employee's competency. It is necessary to remember that besides the company, employees must also actively involve in this development process in the form of self-study.

The training and development process is a cycle that can be described as follows:


4. Career development

Career development must be understood not only as a promotion of position but also in the form of personal growth, such as improving an individual's quality and ability. It is necessary to have this understanding as the manufacturing business has an organizational structure character that tends to be static so it can not accommodate promotion of position for all employees.

Career development is not only under the responsibilities of the superior but also the employees in question. An employee can proactively conduct a learning process to develop his or her competency and career speed-up. It is possible because information on the requirement for a higher position can be known transparently.

In the promotion of position, the reference used is whether there is a vacant position in the organization, the record of working achievement in the earlier position and the competency and potency of the employee for the new position. To know the competency and potency of the employee in his or her new position, before being promoted, evaluations on the competency and potency will be conducted systematically until getting approval from the committee of promotion. The competency development program will be done during the probation period if a gap between the current competency of the employee and the competency required for the new position is still found. Finally, the promotion will be made if the whole evaluation at the end of the probation period shows that the competency of the employee is matched to his or her new position.

The differences in the mechanisms of position promotion in the old HR system and CBHRM can be described as follows:



Promotion of position is a promotion resulted from the increasing level of competency of an employee (it is now known as sub-grade promotion). The significant change from the current system is that the promotion is no longer based on likely years but based on the level of competency he or she achieves (job/position match).

The promotion can also be seen as a personal growth, in which the individual quality of (potency and working achievement) of an employee is developed to a better direction (STAR employee). The development can be conducted in various ways, such as assignment, rotation, coaching and counseling.



Further development for employees who have positions from the supervisor level and above in the STAR group is called Talent pool program. The talent pool consists of employees from the supervisor level and above who are selected to be prepared as future leaders, not only at MCCI, but also at the MCC TPA company group. After being selected by the Board of Directors, their development will be directly monitored and evaluated by the President Director (CEO).