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"The study culminated in this report, which contains a new competency model that defines the profession in the context of its strategic contribution to perfoemance. It also addreses the need for the profession to balance its contribution to the organizations financial perfoemance with the social well being of people as they work."

"Todays trainers need to become strategic partners with their organization to ensure that their programs contribute to future success and ultimately the companys bottom line. This Infoline will show not only how to become a strategic partner, but also how to implement and manage strategic learning in your organization."

"Dalam hubungan dengan Semangat otonomi daerah sesuai dengan UU No22 RI, Tahun 1999 dan UU No 25 RI, Tahun 1999, pemerintah Kabupaten Fakfakbanyak melakukan perubahan, Salah satunya bempa pemekaran lembagapemerintahan BAPPEKAB sebagai bentuk antisipasi otonomi daerah- Selain itu,Kabupaten Falcfak juga menghadapi penyusutan kewenangan luas wilayah dansiunber-surnber pendapatan daerah akibat adanya pemekaran lcabupaten_ Dua haldi atas, membuat lembaga BAPPEKAB mempunyai tantangan yang cukup beratdalam merencanakan kegiatan pembangunan daerahnya.Menghadapi tantangan yang demikian besar, diperlukan Sumber dayamanusia yang tangguh untuk mewujudkan keinginan membangun daerahnyasendiri. Bupati Fakfak mengeluarkan SK No.18 tahun 2001 yang dapat dnadikanacuan para stafnya dalam bekerja, dan sekaligus dapat clijaclikan sebagai CoreCompetency ideal dalam studi Core Competency existing dicari dengan caraBEI (Behavioral Event Interview), semua istilah Core Comperency disinimenggunakan LOMA?s Competency Dictionary.Antara Core Competency ideal dan Core Competency existing terdapatkesenjangan, narnun demikian Core Competency ideal dapat dijadikan sasaranantara menuju Core Compelency global sesuai dengan arahan Spencer andSpencer, bila para pemangku jabatan di BAPPEKAB Fakfak ini benar-benarhendak go internasionalPerubahan Core Competency akan menyebabkan adanya tuntuanperubahan dalam rnanajemen Sumber Daya Manusia yaitu tuntutan pernbuatanspesiiik kompetensi bagi para pernangku jabatan dan program Evaluasi Jabatan,Rekrulmen dan Seleksi, Sistern Penimbangan Karya, Pelatihan danPengembangan sebagai masa transformasi I yang perlu akan dilanjutkan denganpembuatan Rencana Jenjang Karir pada masa transformasi II."

"The Springboard: How Storytelling Ignites Action in Knowledge-Era Organizations is the first book to teach storytelling as a powerful and formal discipline for organizational change and knowledge management. The book explains how organizations can use certain types of stories ("springboard" stories) to communicate new or envisioned strategies, structures, identities, goals, and values to employees, partners and even customers."

"Contents :- Preface - Chapter 1: Building and managing an effective indigenous workforce - Chapter 2: Evaluating a global sales training program - Chapter 3: A learning intervention for work engagement - Chapter 4: Success through managers program ROI study - Chapter 5: Measuring the impact of conflict management skills training - Chapter 6: Technical training case study - Chapter 7: The ROI in using colleagues as coaches - Chapter 8: Lean concepts in healthcare: a return on investment study - Chapter 9: Store operations development workshop - Chapter 10: Measuring the ROI in business performance management - Chapter 11: Developing the ROI of an online English-as-a-second-language program - Chapter 12: Consultative sales program in a telecommunications company - Chapter 13: Determining impact and ROI for knowledge management - Chapter 14: Winning every walk-in - Chapter 15: Measuring ROI in a sales force coaching program - About the editors - About the ROI Institute "

"Articulates the key concepts behind human performance improvement and reveals the connection between training and performance.Despite the explicit emphasis on bottom-line results in the workplace, a great deal of confusion exists regarding what constitutes achievement, and how training should and does relate to performance. Training Ain't Performance untangles the myths and outright fallacies propagated in the workplace."

"Saat ini, departemen HR memiliki peran yang lebih konsultatif dalam mengelola karyawan di dalam organisasi. Fungsi Departemen HR di PT. AI selain sebagai tim pendukung juga sebagai agen perubahan sekaligus partner strategis yang berperan sebagai pendorong kemajuan karyawan dan organisasi. Program HR yang, dijalankan merupakan strategi pengelolaan SDM untuk jangka panjang agar dapat menghadapi perubahan dari waktu ke waktu. Tim di dalamnya dituntut memiliki kompetensi yang sesuai untuk memenuhi peran dan tanggung jawabnya agar program kegiatan HR secara menyeluruh dapat dijalankan dengan bailc. Sebagai agen pemsahaan, hal ini diperlukan agar mereka bisa melakukan perbaikan dan perubahan diri sendiri terlebih dahulu sebelum bcrperan pada perubahan secara luas bagi organisasi. Berdasarkan hal tersebut, penelitian ini mengembanglcan model kompetensi untuk Departemen HR PT. AI dan melakukan pengukuran kompetensi pemegang jabatan untuk mengetahui profil kompetensi karyawan sehingga dapat mengidentifikasi kesenjangan kompetensinya. Dalam menyusun kompetensi, digunakan teknik behavioral event interview (BEI) untuk mengetahui critical incident terkait mengenai pekerjaan yang dilakukan. Dari penyusunan model kompetensi, diperoleh 10 so# competency yaitu Analvtical Drinking, Planning Organizing & Monitoring Decision Making, Initiative, Building Trust, Customer Focus, Follow and Develop SOR Communication Skill, Intetpersona1Ski1L dan Strategic & Business Acumen. Sedangkan dari sisi keahlian teknis mengenai HR diperoleh 8 keahlian teknis yaitu Compensation & Beneft, HR I1y'ormation System, HR Strategic Management, Industrial Relation, Organizational Development, Personnel Administration, Recruitment, clan Training & Development. Model kompetensi dilengkapi dengan tingkat kepentingan dan standar minimum tingkat kemahiran kompetensi untuk setiap jabatan. Pengukuran kompetensi dilakukan menggunakan indikator perilaku yang telah disusun dalam model kompetensi, Metode skala rating menggunakan multi-rater dipilih clalam melakukan pengukuran kompetensi pemegang jabatan.

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Currently, HR department have a more consultative role in managing employees in the organization. HR Department on PT. AI not only limctions as a support team, but also as agents of change and strategic partners for organization that contribute on employee and organizational development. HR programs have a role as a human resources management strategy for the long term. HR team are expected to have competencies that required to tiilfill they roles and responsibilities, so they can perform well in running all HR programs. Also, as agent of change, they need to improve and change their self before involved on the widespread changes to the organization. Based on that reason, this study develops a competency model for HR Department in PT. AI. This study also conduct employee’s competency assessment to know individual competency profiles so could identified competency gaps of employees.

In developing competency model, behavioral event interview technique (BEI) used to determine critical incident related to the job to identifying competencies. This competency model resulting 10 soft competencies, Anabftical Thinking, Planning Organizing, & Monitoring Decision Making, Initiative, Building Trust, Customer Focus, Follow and Develop SOP, Communication Skill, Interpersonal S/riIL and Strategic & Business Acumen. It also obtain 8 technical skill, Compensation & Benefits; HR ltjormation System, Strategic HR Management, Industrial Relations, Organizational Development, Personnel Administration, Recruitment, and Training & Development. Also, competency model included with an important level and minimum requirement of proficiency level in each competency for all position. Competency assessment conducted using behavioral indicators that are contained in the competency model. A multi-rater scale method is selected to employee’s competency assessment."