I have experienced or observed several HR development practices by the HRD Department in the company where I was at that time in the position of executive staff:

1. The HR department is waiting for training requests from other work units. Here HRD only acts as an EO (Event Organizer). In this situation, the Business Value of the HR Department is not categorized as strategic or at a high level. This role can be handed over to a third party without being handled by HRD.

2. The HR department collects as many training brochures as possible and distributes them to all Work Units related to the training title. In practice, there are special requests from Work Units to find trainings held in tourist cities. this is not a high Business Values for HRD.

3. The HR department developed a kind of APPLICATION or System to analyze the HR Work Process Quality Gap. This model is imported from abroad and is known as TASA (Task And Skill Analysis). The system is very simple:

1. Read Job Description (by Work Unit)

2. Compile a list of all work activities within the scope of the Job Description (by the Work Unit)

3. Group activities or work steps with Very Important and Ordinary Important criteria (by work unit).

4. Assign a number 5 (Target Competency) for Activities or Work Steps that are important. And a 3 (Target Competency Level) for Activities or Work Steps that are of Ordinary Importance. This is the Numerical Indicator that shows that the employee is Fully Competent if they have reached the target level (By Work Unit).

5. Next, the Work Unit is asked to fill in the ACTUAL SKILL LEVEL column which is next to the REQUIRED SKILL LEVEL (By Work Unit).

6. Finally, the GAP QUALITY OF SKILLS data appears and is submitted to the HRD Bag.

TASA, what a great system to identify Training Needs! At that time, the implementation of this good system was hampered by non-ideal implementation practices. The HRD only waited from the Work Unit what training or training would be proposed to overcome the Work Ability Quality Gap. And, later HRD will help to organize it. The TASA process is requested by the Company to be conducted every 3 months in the hope that there will be developments in the COMPETENCY LEVEL DATA of HR. Finally, TASA did not run smoothly and was not popular because it was very burdensome for the Work Unit. Here, HRD has not been able to show high BUSINESS VALUE with the TASA.

4. Lastly, I had read one of the points in the annual HRD performance report that mentioned that TRAINING HOURS increased compared to last year, accompanied by data on the implementation of training. So a report that stops at the Training Hours data can be translated that:

1. This year we are busier helping organize training than last year

2. This year the Training Cost is higher than last year.

Well, the "MBO3" Model demands that each individual HR in the Company's Organization produces the right Business Value with what is needed to realize the Company's Business Mission. The indicator of the accuracy of Business Value has been identified in the Outcome Organization. The task of each individual HR is to realize the OUTCOME that has been structurally determined. On a regular basis, data on the level of KPI achievement of each individual HR is published in a report. From this report, it can be identified:

1. Group 1: List of HR that are ABLE to deliver the right Business Value Performance (Capital Value).

2. Group 2: List of HR who are NOT ABLE to deliver the right Business Value Performance.

In line with the concept of Human Capital which says that every HR (which is one of the most important resources for the Company's Business) is presented, given a REMUNERATION package and developed by the Company in order to be able to provide business-valued PERFORMANCE right for the Company's Business Mission. This means that the company has invested a number of INVESTMENT VALUES in HR by presenting and employing HR in the Company so that in this case the Company is entitled to get a Return on Investment (ROI). If HR has not provided ROI in the form of Business Value according to the target, it can be said that the Company is experiencing losses in terms of Business Value provided by HR.

Table "M B T R" is a table with abbreviations:

1. HR is ABLE to deliver the right business value performance.

2. HR is NOT ABLE to provide the right business value performance.

3. HR is NOT ABLE to provide business-valued performance.

If HR continues to be maintained without any Business Value from its Performance, it can be said that the Company is experiencing a LOSS.

I was inspired by my experience of managing with the Model: "Situational Leadership" (Kenneth Blanchard & Paul Hersey). From my experience, I compiled this "MBTR" Table. Based on the "Situational Leadership" Model, the "MBTR" Table is intended to make it easier and more adapted to the demands of the Indonesian Labor Law in managing and developing HR Performance in Indonesia.

Each individual employee is regularly (in the report) identified as being at the Able, Not Able or Not Able level. The Company firmly believes that to fully realize the Company's Business Mission, all HR must be at the ABLE level. The Company immediately conducts development programs for HR who are not yet ABLE to deliver the right Business Value Performance.

The most effective way to develop HR capabilities to provide the right Business Value for the Company is as follows (Similar to the process with TASA):

1. Determine one OUTCOME that the Employee has not been able to realize.

2. Formulate a sequence of Ideal Steps (by Supervisor or Expert) to realize the OUTCOME.

3. Ask the Employee to explain how it will work to realize the OUTCOME.

4. Compare with the Ideal Steps and find the Quality Gap in the Way of Working that causes the OUTCOME Target not to be achieved.

5. Address the Performance Gap with the right choice of method: OJT, Coaching or Counseling. The choice of method depends on the background of the GAP.

6. Together find the most appropriate solution to overcome the GAP.

7. Invite employees to do exercises to overcome the GAP.

8. Employee returns to work with improved work steps.

This TASA process is recommended to be carried out regularly within the Work Unit and there is no need to wait until the publication of the Company's HR Quality Report. In this way it can be said that Employees are escorted from the beginning to stay on the right track to be able to deliver Business Value Performance on target.

It is recommended that the Company has a WORK STEP MANUAL BOOK for each OUTCOME. This manual is compiled by experts who deeply understand what aspects are important steps to ensure the achievement of the Outcome. Ideally, the expert is the employee's SUPERIOR. The credibility of the superior is the source of motivation for subordinates to be eager to carry out work activities towards their OUTCOME Targets.

Conclusion of HR Development with the "MBTR" Model:

1. The identification of HR work quality GAP is based on the OUTCOME that is very clearly needed by the Company's Business (ROI Gap).

2. Steps and Methods of correction can be done quickly at that time so that employees can return to work in the right way. (Effective and Efficient).

3. The company has a Standard Document of the most effective and efficient Work Steps to realize the OUTCOME. This manual is a matter of discussion to continue to improve the level of effectiveness following developments that occur in all fields.

4. It is easy for the Learning Center to compile the Module or Curriculum of the training program from the Work Step Modules of all Work Units. With this method, it can be ensured that the Learning Center provides high Business Value for the success of the Company's Business.

5. The HR quality development report contains the development of HR processntation data with the current Business Value Level (not Training Hours) compared to previous data in each Work Unit:

- Busines Value Level data from each OUTCOME produced by each Work Unit.

- What is the number of HR with ABLE quality (%).

- How many human resources with the quality of NOT ABLE (%).

- How many HR with the quality of NOT ABLE (%).

From this report data, the Company can find out data on ROI losses from Business Values generated by HR from each Work Unit which includes HR groups that are NOT ABLE and NOT ABLE to realize the OUTCOME Targets that have been determined and known together very clearly and firmly. This is the measurement of HR Performance based on Human Capital.

6. And the most important and rarely practiced so far is, the aspect of a Work Unit Head's ability to apply the "MBO3" Model to manage his Work Unit can be used as a performance evaluation point. Because the main task of a Leader is to MANAGE and LEAD. The steps of the "MBO3" Model are quite easy and clearly patterned so it is easy to evaluate its implementation.

Now, if the ability to MANAGE WORKING UNITS is not included in the performance evaluation material, it will make the Leader unmotivated to strengthen their Managerial Skills. On the one hand, they are expected to be able to occupy higher leadership positions.

The company must produce new leaders who have mature managerial skills.