Abstract :

Workers are an important factor in and have a very important role in carrying out tasks in a company. Companies understand that skilled workers can provide excellent results. Improved worker performance leads to increased productivity and desired results, thus affecting the quality of the product.  Competence is a key factor that improves employee performance. This level of proficiency has a direct impact on the work of each worker. The current problem is that there is a difference in competence between the company’s needs and the competence of the available workforce. The subjects of this research are employees of PT Lignite Coal, especially those who work in the Component Development Section and the objects in this study are work competency variables and employee performance. The instruments used in data collection are observation, focus group discussions and interviews and data management or documents related to existing training. This research uses an analysis method with an open coding process. Open coding is an approach to theme pieces and incorporates several concepts identified during data collection in an organized and systematic way. By obtaining data related to competency gaps that occur in the Component Rebuild Section, it can be analyzed for training programs developed from existing training programs to be more on target and according to work needs in the Component Rebuild Section so that there are no more competency gaps. The research data shows that there is a competency gap that occurs due to differences in the adaptability, knowledge and expertise of each tradesperson in the component rebuild section (remanufacturing process).

The results of this study indicate that training has a positive and significant effect on increasing employee competence which can improve employee performance which affects the quality of the product. Training programs with the right material and the right delivery method by adapting to the latest technology will greatly help in eliminating competency gaps and developing employee competencies so that employees are able to work well where employees are able to adapt to new technology and are able to increase their knowledge which in turn is able to analyze and provide recommendations for improvements which ultimately affect the performance of components that are able to achieve the specified target life.

---

Keywords :

Competencies gap, Competency, Development, Performance, Training.

---

References :

1. Arcynthia M., L. (2013). Analisis Pengaruh Kompetensi Terhadap Kinerja Karyawan Pada PT. Bank Bukopin, Tbk Cabang Makassar.
2. Ayuningrum, W. (2010). Pengaruh Kompetensi Sumber Daya Manusia Terhadap Kinerja Karyawan Di PT PP London Sumatera Tbk. Medan: Universitas Sumatera Utara.
3. Baxter, P. (2008, 12 1). Qualitative Case Study Methodology: Study Design and Implementation for Novice Researchers. TQR NSUWork. https://nsuworks.nova.edu/tqr/vol13/iss4/2/
4. Budiharjo, A., & Purnama, M. (2009). Peran Budaya Pembelajaran dan Knowledge Management. Jurnal Manajemen Bisnis dan Integritas.
5. Dessler, G. (2003). Human Resource Management Tenth Edition. New Jersey: Prentice Hall.
6. Gazali, G., & Wahyuni, U. (2021). Pengaruh Kompensasi Terhadap Kinerja Karyawan Dengan Kepuasan Kerja sebagai Variabel Intervening. Assyarikah: Journal 30 July 2021.
7. Gulo, W. (2008). Strategi Belajar-Mengajar. Jakarta: PT Grasindo.
8. Hariandja, M. (2007). Manajemen Sumber Daya Manusia : Pengadaan, Pengembangan, Pengkompensasian, dan Peningkatan Produktivitas Pegawai. Jakarta: PT Grasindo.
9. Harisson, R. (2002). Understanding your Organization’s Character. Understanding your Organization’s Character. Harvard Business Review, 119-128.
10. Hasibuan, M. (2005). Manajemen Sumber Daya Manusia, Edisi Revisi. Jakarta: Bumi Aksara.
11. Hidayat, D. (2008). Strategi Membangun Kompetensi Organisasi Dalam Rangka Meningkatkan Kinerja Perguruan Tinggi Swasta (PTS) Jawa Tengah. Jawa Tengah: Program Studi Manajemen Program Pasca Sarjana Universitas Diponegoro.
12. Jackson, J., & Mathis, R. (2010). Human Resources Management Thirteenth Edition. Cengage Learning.
13. Jackson, S., & Schuller, R. (1990). Human Resource Planning: Challenges for Industrial/Organizational Psychologist. Human American Psichologist.
14. (2011). Pelatihan dan Pengembangan untuk Meningkatkan Kinerja SDM. Bandung: Alfabeta.
15. Kementerian Ketenagakerjaan Republik Indonesia. (2023). Kementerian Ketenagakerjaan Republik Indonesia. https://skkni.kemnaker.go.id/. https://skkni.kemnaker.go.id/tentang-skkni
16. Kusumastuti, D. (2004). Implementasi SDM Berbasis Kompetensi-Pengukuran Kebutuhan Kompetensi Jabatan Lembaga Manajemen Pemerintahan Daerah.
17. Listio, R. (2010). Pengaruh Kompetensi dan Motivasi Kerja Terhadap Karyawan PT Allianz Life Indonesia Wilayah Jawa Barat. Bandung: Program Pasca Sarjana Bandung.
18. Lutek, A., & Curie, M. (2011). Organizational Competency Gap And Methods Of Its Reduction. Poland: Skłodowska University.
19. Mangkunegara, A. (2011). Manajemen Sumberdaya Manusia Perusahaan. Bandung: Remaja Rosdakarya.
20. Mangkunegara, A. (2009). Perencanaan dan Pengembangan Sumber Daya Manusia. Bandung: Refika Aditama.
21. Mitrani, A., Dalziel, M., & Fitt, D. (1992). Competency Based Human Resource Management: Value-Driven Strategies For Recruitment, Development And Reward. London: Kogan Page.
22. Mulyasa, E. (2004). Kurikulum Berbasis Kompetensi. Bandung: Remaja Rosdakarya.
23. Mulyasa, E. (2008). Standar Kompetensi dan Sertifikasi Guru. Bandung: Remaja Rosdakarya.
24. Murbijanto, R. (2013). Analisis Pengaruh Kompetensi Kerja Dan Lingkungan Kerja Fisik Terhadap Kinerja Pegawai. Semarang: Fakultas Ekonomika Dan Bisnis Universitas Diponegoro.
25. Mutaqin, A. (2023). Highland Experience Indonesia. highlandexperience. https://highlandexperience.co.id/pelatihan-berbasis-kompetensi
26. Nadir, N., Safwan, & Abdullah, S. (2014). Pengaruh Kompetensi dan Motivasi terhadap kinerja pengelolaan keuangan daerah pada pemerintah daerah Kabupaten Pidie Jaya. Jurnal Akutansi Pascasarjana Universitas Syiah Kuala.
27. Noe, R. (1997). Human Resources Management : Gaining a Competitive Adavantage. Second Edition.: Irwin.
28. Pramudyo, A. (2010). Analisis Faktor-faktor yang Mempengaruhi Kinerja Dosen Negeri Dipekerjakan Pada Kopetis Wilayah V Yogyakarta. Yogyakarta: JBTI.
29. Prihadi, F. (2004). Assessment Centre Identifikasi, Pengukuran, dan Pengembangan Kompetensi. Jakarta: PT. Gramedia Pustaka Utama.
30. Ranupandojo, H., & Husnan, S. (1983). Manajemen Personalia. Jakarta: Katalog Perpustakaan Universitas Tarumanagara.
31. Sastrohadiwiryo, S., & Syuhada, A. (2021). Manajemen tenaga Kerja Indonesia : Pendekatan Administratif dan Operasional. Bumi Aksara.
32. Sikora, U. (2013). Reducing Competence Gap And The Interprise’s Effectivenes. Maria Curie-Sklodowska University.
33. Simamora, H. (2006). Manajemen Sumber Daya Manusia edisi 3. Yogyakarta: BP STIE YKPN.
34. Spencer, L., & Spencer, S. (1993). Competence Work: Model for Superior Performance. New York: John Wiley and Sons, Inc.
35. Wastler, A. (2013). http://www.cnbc.com/id/101012437
36. Williams, M. (2019). The Art of Coding and Thematic Exploration in Qualitative Research. us, 45-55. http://americanscholarspress.us/journals/IMR/pdf/IMR-1-2019/IMR-v15n1art4.pdf
37. Wilson, B. (2012). Manajemen Sumber Daya Manusia. Bandung: Erlangga.
38. Zarandi, M., & Fox, M. (2012). Reasoning About Skills and Competencies. Toronto: University Of Toronto.