DEVELOPING AND MANAGING ICT HUMAN RESOURCESAT TELKOM POLYTECHNIC

Hanung Nindito Prasetyo1, Pikir Wisnu Wijayanto2

Information Technology Departement Politeknik TelkomJl. Telekomunikasi No. 1 Terusan Buah Batu Bandung 40527

Email: hnp@politekniktelkom.ac.id1, pww@politekniktelkom.ac.id2

AbstractCurrently, in information era, an Information and Technology (IT) unit or department has a crusial role inevery 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 notbe forgotten is the existing of human resources who support in IT unit or department. The function of IT wouldbe reliable or not, depends on how the human resources department or unit manages it. This means that bydeveloping managing human resources related to information technology must be supported by appropriatestrategies. The strategy taken in this regard is the life cycle strategy of human resources in informationtechnology 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 InformationTechnology. In some cases, such issues are often poor-managed, which in the end is not a rare cause of the poorperformance of the department. The success of the Information Technology department depends on howInformation Technology Leaders could identify and maintain the IT HR effectively. Especially, the case atTelkom 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. INTRODUCTIONTwo important aspects of business developmentrelated to Information Technology (IT) is theinfrastructures and human resources. Budi Raharjostated in his article [4]

‘… it is stated that if the program of BandungHigh Tech Valley (BHTV) goes according toplan, in 2010 the workforce will be requiredin the field of Information Technology asmany as 350,000 people. Where these expertsare obtained? Without proper planning, thehuman crisis will occur.’

The scarcity of reliable Human Resources inInformation Technology (IT HR) is a big problemin the whole world. This is due to the explosion ofinformation technology-based businesses inparticular Internet business-based, but is not offsetby the availability of human resources that supportits teknology. This means that managing humanresources related to information technology mustbe supported by some appropriate strategies.The strategy which will be taken is the IT HR lifecycle approach. This cycle is part of a managementprocess that focuses on recruiting, training,managing, and maintaining or 'treat' the bestmanpower available to the department ofInformation Technology [5]. Personal qualitiesassociated with information technology owned byan information technology department are able toprovide:

a. Effective influence on the function ofinformation technology and user satisfaction

b. Provide more value (added value) for theinvestment in information technology, and

c. being able to be pro-active 'lead' use ofinformation technology.

In some cases, such issues are often poorlymanaged by IT leaders, which gives the effect ofthe poor performance of the department [2]. On thebottom line is that the success of the InformationTechnology department depends on how IT leadersare able to identify and maintain an effective IThuman resources. In general, an IT leader should beable to do [1]:a. How to develop a holistic model of planning

resource that clearly defines the roles andresponsibilities of each individual in the ITteam.

b. How to determine the exact compositionbetween permanent staffs or employees,contract staffs, and consultants.

c. How to do recruiting, interviewing, and makecontract properly.

d. How to do mentoring, training, developing,and maintaining experts staffs.

e. How to identify, provide input and eliminateperformance under the desired performance inthe team.

f. How to conduct surveillance that the staffresponsible for carrying out the work.

g. How to optimize the investment in humanresources in the field of InformationTechnology.

To implement these strategies, in principle, can behelped by other scientific approaches in particular

human resource management, whether it bepersonal or group required by the institution orenterprise. [6] In this research, the case which israised was how to develop and manage humanresources particularly in the field of informationtechnology at the Polytechnic Telkom as a college-based on information technology

2. LITERATURE REVIEW2.1 Cyce Strategies of IT HR.Information technology is a field that is veryunique because it needs a special skill to bedabbling in the field. Cycle is also unique becauseof its age that tends to short period. How abouthuman resource in IT? Its human resources wouldhave to be able to answer the needs of informationtechnology which is rapidly changing due to thelife short cycle. But in fact, the increasing ability orskill of IT HR is too slow or even can be said veryleft-behind with the pace of information technologyit self. Thus, it can be addressed by measures tobuild IT human resources who are reliable [3].Least reliable strategy to reduce the distance 'gap'between the skills possessed by the development ofthe IT world Information. Technology strategywhich is introduced for HR IT develops stages as acycle. IT HR life cycle is a cycle that takes placecontinuously in the process of obtaining reliableand core HR in the Information Technologydepartment. The steps of the cycle of HR ITstrategy include [1]:The first step is to determine the appropriatemanpower requirements in the IT department. Afterable to describe the whole of the needs of humanresources,The second step is to determine a strategy for jobseekers and begin to identify potential newcandidates.The third step, conduct interviews of candidates forthe 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 resourcesare done repeatedly in the interval-scheduled is astep to ensure that health IT HR organization iswell protected [1].2.1.1 Determining the Need of IT workforceDetermining the needs of the IT workforce is theresponsibility of an IT leader to form a team thatwill contribute to the institution. In this case, a toolthat can be used is the swap analysis as shown inFigure 1. The organization chart can be used as amedium to begin to determine the configuration ofthe needs of IT team.The overview of the roles and responsibilities cannot be used as an ingredient in the swap analysis(gap analysis of the needs of workforce with stateof the organization at this time). In the swapanalysis, it describes the steps which are beingtaken to the needs of IT workforce for the

company. According to the picture of the needs ofskillfull workforce, IT leaders can determine astrategy to keep the amount of employee, and theneed for a consultant contract.

Figure 1 Swap Analysis

In some steps, this analysis describes the currentcondition of IT human resources, IT requirementanalysis, document, can up date the IT organizationchart that already exist, create documents about therules, roles and responsibilities of individuals andorganizations, and at the end it makes a plan anddecision making for the recruitment process.Figure 2 shows, that one of the steps in the swapanalysis is the gap between the skills/abilitiespossessed workforce with IT organizational goals.In swap analysis, an IT leader can determine theamount of IT employees’ requirements based onthe status of whether to be permanent or contractworkers, or as an IT consultant, in order todetermine the success in achieving the goals ofcompany. This is very important because it relatesto the budget of the company; an IT leader mustunderstand about this in the principle, carry out therecruitment process of employee. IT leaders shouldwork with the human resources department todetermine the rate and target of salary for eachposition required [2]

Figure 2 Example of Gap analysis of the needs of ITworkforce

To determine this, it must be based on acombination of the company's standards for

positions, market value, and the level ofcompensation that is currently in the departmentconducted TI. Strategic plan of IT HR cycle neatlyor media is a useful tool to facilitatecommunication between IT department’srecruitment committee, HR department, andinternal or external recruiters.

Figure 3 Example of Work Plan in Recruitment

2.1.2 Determining Strategies andIndentifying to the Candidates of IT HRAfter the recruitment plan is completed, the nextstep is to determine the manner or approachmethod for identifying groups of prospectivecandidates from the workforce. The sourcingprocess consists of the following steps [1]:a. Create a profile candidate, therefore, IT

department could explore the potential ofcandidates

b. Prescreen strategy, a stage to performelimination of poor potential employees

c. The timing of the hiring process, time is animportant factor in the hiring process to see theeffectiveness of the process is done whetherthe candidates and decision making

d. Test capabilities, it can be used to test theability of candidates directly throughintelligence, landfill or directly on hardskill.

Even in this process, it can be determined whenrecruiting for candidates who will be contracted orremain, normally contracted for candidates whowill take 5 (five) days of the recruitment processfrom start to welcome the decision, while for apermanent employee takes 20 to 30 days to processrecruitment due to analysis and testing processwhich takes a long time with regard toorganizational goals.2.1.3 Cnducting InterviewA good and effective interview process, its focuslargely determined by whether or not theappropriate candidate profiles with the corporateculture or the IT department. Here are some stepsto obtain an effective interview process [1]:a. Determining the team interviews for each

position to be filled. It should be filled by themanager who has responsibility for theposition.

b. Making a scorecard for each candidate. Theinterview team must make a scorecard to ratefor each candidate interviewed.

c. Preparing time management well. One of themost common mistakes made by interviewersis failing to prepare for the interview.Leadership and IT team are busy and oftenhave schedules that do not correspond to theinterview.

d. Conducting interviews on 10-15 minutes at theend of time, the interview should be done 30 to60 minutes and the time should be allocated tothe three same components. First, theexploration of the candidate against thebackground. Second, the interviewer must beable to explain the position that will beaddressed by the candidates and finally,provide case studies (preferably a businesscase) with respect to the target position, so thatcandidates can demonstrate their ability on agiven case.

e. Writing minutes of the interview, as adecision-making.

2.1.4 Doing recruitment process or hiring stepThe next step in the IT cycle of human resources iseffectively employed that is often ignored. Most ofthe attention only focuses on the process ofsourcing, hiring, and interviews. After hiringdecision is made, the team's performance and thelevel of activity usually decrease. The most crucialstep is to immediately may involve a candidate tobe elected to join IT team previously formed toprovide positive motivation for selected candidates,the IT team of the old and even the attainment ofthe objectives of IT teams.2.1.5 Managing IT HRIn managing IT human resources, many referencesthat can be used, here are some models that can beused based on the successful experience inmanaging IT human resources [1].a. Elimination model of 10-percent, meaning that

every year IT leaders must eliminate thebottom 10 percent ranking of the workforce.This process ensures that the departmentcontinues to increase IT team. Besidesimpacting the IT HR, it also ensures the IT HRcycle can continue until the IT team found thatstable and high quality.

b. IT employee career development plans, withthe IT career development plans for employeeswill motivate individuals and teams of IT.

c. Management of personnel management, a lotof things into focus in managing employeemanagement such as:1) Employee satisfaction is very well

determine the success of the IT team, thesatisfaction here not only with respect toTake Home Pay (THP) but can also workas the process of communication tosuperiors. If communication is not going

well, it can be a potential employee-resigned, therefore this is the role of ITleadership in maintaining the IT teamworking rhythm.

2) Employees’ opportunity to toke thetraining. As explained at the beginningthat is very unique IT HR satisfaction withregard to the information technology cycleshort. So training needs give satisfactionto employee or IT team.

3) The opportunities for career progressionand working on a variety of informationtechnology projects will provide its ownsensitivity to the IT team.

4) Satisfaction of Compensation (Take HomePay; THP) in accordance with theexpectations of employees will improveemployee performance.

2.2 Telkom PolytechnicTelkom Polytechnic is one of the educationalinstitutions in Indonesia which has a greatdedication in organizing IT-based vocationaleducation as a manifestation of the intellectual lifeof the nation through the best education for thestudents. In the next future, of course TelkomPolytechnic will be faced with the challenges andopportunities of changes in regulatory, competitiveand technological developments are increasinglycomplex to produce graduates who are competitiveand able to answer the needs of the InformationTechnology industry nationally and internationally.To anticipate these changes, there should be effortsto improve the academic quality through ICT-basedhuman resource development planned andmeasurable, improved information technologyinfrastructure in supporting of Telkom Polytechnicactivities and functioning of human resources andthe carrying capacity of the IT Unit to optimize theactivity and development of IT at the PolytechnicTelkom. HR unit has a great responsibility increating it. But in practice the organization's humanresources unit involves any particular unit ofinformation systems (Sisfo) as a unit at theforefront of 'lead' IT human resource development.As an illustration, the following Blueprint ofTelkom Polytechnic Sisfo Unit which aims to steerthe IT and ensure the achievement of performanceagainst desired goals, such as [7]:a. Becomes into line with policies and

institutions which have promised benefits canbe realized.

b. Enables institutions take advantage ofopportunities and maximize service to theacademic 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 ANDMANAGING IT HUMAN RESOURCESAT TELKOM POLYTECHNIC

3.1 Need position of IT HRRelated to the strategic programs implemented bySISFO unit in 2012 [7]:a. Preparation Program Job Description IT

department and hiring regularlyb. The quality improvement program through

employee training periodically InformationSystems Unit

c. Infrastructure improvement program for thepreparation of a new building (8 floors) andthe opening of five new courses based IT.

d. Individual Implementation Plan (RKI) UnitsSisfo

e. Up-date Telkom Polytechnic of InformationSystems

f. Planning of E-LearningThe most important program to support theobjectives of information technology at TelkomPolytechnic is IT related HR points a, b, and c. Toview the HR needs of IT, it can be used in thematrix scheme Telkom Polytechnic position indeveloping 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 describedthat the needs of IT HR at Telkom Polytechnic isvery high.3.2 The hiring process, periodicallyThe high demand of information technology willrequire Telkom Polytechnic adequacy adequatemanpower in accordance with the organization'sgoals of SISFO. The current condition oforganization in Sisfo unit is shown in the tablebellow.

Table 1 Current condition of IT HR at Telkom Polytechnic

Position NeedsCurrent Condition

ShortagePermanent Contract

IT Manager 1 1 0 0IT NetworkSupportOffice

5 1 1 3

IT/IS 20 1 4 15

SupportOfficeServices IT 5 1 0 4Technician 5 1 1 3Helpdesk 5 0 1 4Totally 41 5 7 29

Based on data from Table 1, it is required theaddition of IT human resources that are tailored tothe needs and educational background

Table 2 The Needs of Employees at Telkom PolytechnicPosition Education

BackgroundNeeds Shortage

IT NetworkSupport Office

DIII/ on going tothesis

Professional/Internship

IT IS SupportOffice

DIII/ on going tothesis

Professional/Internship

Services IT DIII/on going tothesis

Professional/ fromInternship

Technician DIII ProfessionalHelpdesk DIII Professional

Based on the profile and portfolio of theorganization and the needs of Telkom Polytechnicof Information Technology through table 3, itwould require the hiring process, sizeableworkforce in line with the work program at TelkomPolytechnic information technology developmentwith sufficient volume increases. The hiringprocess can be carried out by the Unit of HumanResources (HR Department) involving teams fromSisfo unit. In this context, IT leaders can analyzeHR needs of IT-related swap. The results of theanalysis of the swap are used to determine howmany HR IT Telkom Polytechnic that could bepermanent or contract. The process of determiningthe number of IT leaders communicated with HRhead of Telkom Polytechnic. Communication takessuch an opportunity that in the hiring process,resources can be retrieved through Industrial Workprogram as a form of development as an institutionTelkom Polytechnic vocasional. The work programis a program of student recruitment IndustryPolytechnic Telkom who has a skill required byTelkom Polytechnic. In the stages of the hiringprocess will include:a. Announcement by internal, Web and Job

Agencyserta administrative selectionb. Selections include the ability to write tests for

basic skills (TPA), general and hardskillc. Integrated interview tests involving IT leaders.

3.3 Hiring steps.Phase employ is an important phase in the cycle ofIT human resources. In order to run properly itrequires an integrated and comprehensive programlike the job description of IT human resourcesneeded in the IT HR cycle.

3.3.1 Preparation Program of Job DescriptionJob description is a formal document that containsa summary of the organization's important

information about a position to make it easier todistinguish one position to another within anorganization. Job description is organized in astructured format so that the information is easilyunderstood by all parties concerned.

Job Identity

Position : IT Network Support Officer

Departement : IT

Direct Supervisor : IT Manager Assistant

Direct Report : -

Chart 1 Identity

Target

Provide support and development in IT and communicationareas, to ensure all IT systems and communications in Network(Hardware & Software) are working properly in supportingCompany’s operations.

Chart 2 Target

Specifications

EducationBackground andExperience

: 1. Minimum education S-1 in the fieldof IT or Computer.

2. Understanding of hardware andsoftware

3. Familiar with communicationsequipments

4. Have an ability in trouble shooting5. Experience around 3-5 years in the

field of IT, especially in IT Support.Competency : 1. Service-orientated

2. Orientation on Regularity3. Good at analytical thinking4. Good at team work5. Have Initiatives

Chart 3 Specifications

Organisation Structure

Chart 4 Organization Strukture

The circuit of job description as shown in the chart1, 2, 3 and 4 should be supported by functiondescription of the Information Technology. As ITorganizations are built in Telkom Polytechnic Sisfounit are as follows:

Table3 Telkom Polytechnic IT organization functionsPosition Function descriptionsIT Manager Fully responsible for all activities

related to the information technologybusiness

IT Network SupportOffice

Connectivity and Access Management,IT Security, and Network ManagementPolicy, DC & DRC (Data Center andDisaster Recovery Center), themanagement server.

IT IS Support Office Academic Information System (AIS),E-learning, Information SystemsOfficer u, Digital Library InformationSystem (Digital Library), CorporateManagement (Management andOrganization).

After the new employees understand the jobdescription, therefore the leader of Sisfo unit set thetargets closest to be achieved by the Sisfo teamwhich must have involved new employees. Duringthe process of achieving these targets, Sisfo unitleaders assess the performance of the employees ofboth new and existing employees.

Table 4 Monitoring & performance appraisal

NIPEmployee

NamePosition

XX XXXX XXX

No Activities unit target achievement %

Target A

1 Activity 1hour /

semester

2 Activity 2hour/

MonthTarget B

3 Activity 3hour/

semester

By monitoring through observation and assessmentof the performance as shown in Table 4, then theleader of Sisfo unit can eliminate poor potentialemployees in order to improve the rhythm of workand organizational health of IT human resources atTelkom Polytechnic.

4. CONCLUSIONThe success in implementing the Institute ofInformation Technology in business depends on IThuman condition. Managing human resources is noteasy, because it required a specific strategy tosupport it even for Telkom Polytechnic as acollege-based information technology. Bydeveloping and implementing effective hiringprocess 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 theobjectives set out in the strategic plan of theinstitution or the IT organization.

b. Eliminating poor-potential employees on theteam in order to improve the performance ofthe whole team, by doing more successfulprojects, budget variance proportional, andpoor failure rate in its implementation

c. Hiring new employees who have greatpotential

d. Optimizing the composition of permanentemployees and contract workers in Sisfo unit

Through the implementation of this strategy,hopefully it can keep the good rhythm cycle ofwork and organizational of human resources in ITTelkom Polytechnic.

REFERENCES[1] Baschab John, Jon Piot.(2003).

Executive’s Guide for InformationTechnology. United State Of America :

John Wiley & Sons, Inc.[2] Pearlson Keri E., C. Saunders

Carol.(2010).Managing & UsingInformation Systems; A StrategicApproach, 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_BHTV_v1.4.PDF retrieved 25 November2011 at 1.15 pm

[5] http://www.qgcio.qld.gov.au/qgcio/projectsandservices/ictworkforcecapability/Pages/ICTcareerstreams-textversion.aspxretrieved 28 Nov2011 at 1.15 pm

[6] elearning.unimal.ac.id/upload/materi/SDM_Informatika.doc retrieved 26November 2011 at 5.50 pm

[7] Tim SISFO, 2012. IT DevelopmentMaster Plan of Telkom Polytechnic.