CC BY
32
DOI 10.18551/rjoas.2019-06.28 TRAINING AS DETERMINER OF COMPETITIVE POWER AND HUMAN RESOURCES
Arrasyid Muhammad Iqbal*, Master Student Amaliyah Amaliyah
Department of Economics and Business, University of Trilogi, Indonesia *E-mail: iqbal.arrasyid@gmail.com
ABSTRACT
The purpose of this study to determine training as competitive power and human resources. Training is a form of technical and non-technical skill development which in the future is expected to improve the competitiveness of workers in Indonesia. In this paper uses qualitative approach with study literature analysis. Individual competencies in the form of skills and knowledge can be developed through education and training. Competence-based human resource development may benefit both employees, organizations, industries, regional and national economies. Development of human resource quality can also be done with human capital approach that emphasizes on 3 approaches, that is approach of intellectual capital, social capital approach, soft capital approach. Author's identify the problem of the Indonesian population today. The development of Indonesian human resources is a complex issue. To solve it requires an accurate strategy and cost is not small, because this development is not only limited to improving technical quality but other qualities that allow a person to be superior and whole man. It seems that the economic crisis that plagued the Indonesian nation before the collapse of the new order regime has now dragged back the quality of the Indonesian population. Competence is a characteristic that underlies a person and is related to the effectiveness of the individual in carrying out his work. Individual competencies in the form of skills and knowledge can be developed through education and training. Competence-based human resource development may benefit both employees, organizations, industries, regional and national economies.
KEY WORDS
Training, competitiveness, human resource development, productivity employee.
To facing the ASEAN Economic Community (MEA) companies are required to have adequate competence. Entering the era of globalization as it is today, highly competent human resources will be the center of organizational excellence and as a supporter of organizational competitiveness. According to Managing Consultant Watson Wyatt, companies in Indonesia face a slightly larger challenge in attracting and retaining high performing employees compared to Asia Pacific countries. Competence is very important in a company. With the existence of competence, the company can determine the standard of knowledge, skills and ability of one's work. Competence allows companies to describe how a person performs. The development and growth of the company needs to be supported with competent human resources and have superior performance.
One of the organizational resources that has an important role in achieving its objectives is (HR) human resources. Human resources are a very central factor in the organization. The importance of human resources in an organization, requires every organization to get qualified and productive employees to run the organization. Human resource development in the global era should take precedence, because in that time period the application of super-advanced technology has penetrated in all sides of human life. If we do not anticipate it, then the human position will be shifted. Large numbers of workers do not get a chance, the competition is getting tougher because the available jobs are mostly filled by machines/robots that are actually more practical and efficient than human power.
As stated by Kwik Kian Gie, emphasizing the need for Indonesia to give higher investment priority to human development efforts. It is intended to fulfill the basic rights of Indonesian citizens as well as to lay a solid foundation for economic growth and ensure long-
term sustainability of democracy. Kwik, concludes that the Government should invest more in human development programs to improve the quality of Indonesia's human resources. This shows that improving the quality of human resources becomes an important thing and should be the attention of all parties.
Discussion of human resource development, can actually be seen from from two aspects, namely quantity and quality. The notion of quantity concerns the number of human resources. Quantity of human resources without accompanied by good quality will be a burden on the organization. While the quality, concerning the quality of human resources related to the ability, both physical abilities and non-physical abilities (intelligence and mental). Therefore, for the sake of acceleration of the main duties and functions of any organization, improving the quality of human resources is one of the main requirements. The quality of human resources concerning two aspects, namely physical aspect (physical quality) and non physical (non-physical quality) concerning ability to work, thinking, and other skills. Therefore, efforts to improve the quality of human resources can be directed at both aspects. To determine the physical quality can diuapayakan through programs to improve welfare and nutrition. Meanwhile, to improve non-physical quality, education and training efforts are needed. This effort is meant by the development of human resources.
Thus, it can be said that what is meant by the development of human resources (human resources development) in macro, is a process of improving the quality or human ability in order to achieve the nation's development goals. The upgrading process here includes human resource development and management planning. In a micro-sense, in the sense of the environment of a work unit (department or other organization), then human resources are labor or employees within an organization, which has an important role in achieving success. A sophisticated and complete facility, it is not a guarantee of the success of an organization without offset by the human quality that will utilize the facility.
Based on Kwik's explanation above clearly focuses on urgency or role of human resource in a country. In a more micro-scope, the HR function is essential in all organizational units or companies. In a very hypercompetitive and uncertain business situation and condition, as revealed by Richard D'Aveni, HR becomes the key answer for all organizations or companies to be able to survive and winning the future, if not want to experience the incident as reported by Arie de Geus from Royal Dutch/Shell: The number of companies collapsed (bankruptcy) caused by not being able to learn and non-adaptive, fail to adjust to the changes that occur. It is therefore no exaggeration if the leading management expert, James Stapleton in "Executive's Guide To Knowledge Management," suggests that knowledge and human resources are the only "weapons" left to date to create a competitive advantage.
What characterizes the era of globalization is the rapid development in the field of transformation, telecommunications and information. Between one country with another country as if no distance. In addition, economic conditions are also growing rapidly. Large multinational corporations with capabilities and technology have been able to increase their economic efficiency by learning about and getting inputs from human resources (HR), and capital from the most effective sources around the world. Furthermore, new information and communications technologies enable organizations to market their products internationally, expand their scope by taking action and improving their economic efficiency.
So, globalization which in essence is an economic engineering that has made human life so open. This causes the increasingly sharp competition between countries and organizations in seizing the market and business produces excellent performance and product quality. For all this, then in turn the business organization involved in the competition will demand high quality human resources and be able to compete. In short, in nature the openness of human quality is the key to success in competition in the global era. The quality of human resources in Indonesia according to Human Development Index (HDI), an annual survey conducted by United Nations for Development Programs (UNDP) on Indonesia's Human Development Index scored for 2015 is 0.689. This places Indonesia in the middle human development category, and ranks 113 out of 188 countries and territories. With the
rapid flow of globalization, causing the sharper competition between countries and between organizations, therefore to compete demands the existence of quality human resources.
RESULTS AND DISCUSSION
Human Resources in the Era of Crisis. Due to the economic crisis at the end of 1997 that hit the countries in Asia give influence also to Indonesia. This condition also triggered the slump of Indonesian society which resulted in increasing poverty level in Indonesia. In this multi-economic crisis conditions resulted in low employment, especially for college graduates. While on the other hand the number of college graduates continue to increase. The condition of economic slump that lasted long enough indicates that the basis of Indonesian economy and its human resources in it is not strong facing the shock of economic shock from outside and also the exposure of globalization which is getting stronger in the moral order of the nation.
Human Resources in the Era of Globalization. Massive change in this global era, human development is faced with a complex problem and dilemma. On the one hand we seek to industrialize by applying a variety of cutting-edge technologies, when it is well known that the consequences of application of machinery and various other technologies will further reduce human employment opportunities (especially unskilled labor). Meanwhile on the other hand we are faced with the problem of population (large population) which has not been effectively utilized, so that the existence of this population is at a critical point as the burden of development.
The problem of the Indonesian population today, should not be on how to create the population from the burden of being the development capital, but how to create the same human beings into a better quality capital. The development and development of Indonesian human resources is a complex issue. To solve it requires an accurate strategy and cost is not small, because this development is not only limited to improving technical quality but other qualities that allow a person to be superior and whole man. It seems that the economic crisis that plagued the Indonesian nation before the collapse of the new order regime has now dragged back the quality of the Indonesian population.
According to Schuler and Youngblood in Rivai emphasized that studying human resource development from organization, human being as part of organization so disclosed that human resource development in an organization will involve various factors that is education and training. According to Dessler in Gaol. training gives new or existing employees the skills they need to carry out the work. In other words, training focuses on the skills needed to carry out the current job, while development is a long-term exercise, the goal being to develop current or future employees for upcoming organizational work or to resolve organizational problems. Exercise is more on job requirement / skill issues, while development focuses not only on skills or job demands but also on motivation and behavior.
Human Resource Development To Improve Competitiveness. The competitiveness of a country has always been an interesting discussion, whether in economics, politics, social, and technology. The competitiveness of a country is considered as one source of the resilience of a country facing all barriers in building the nation's civilization. A civilization that can only be built through superior economic, political and cultural strength. With my high competitiveness, the economy can maintain its economic growth and begin to build a regular state life and then the construction of civilization begins. Technological satisfaction and productivity improvement are key in winning competitiveness in trading. Because this is what makes the production of goods more efficient, the development of human resources is essential in this era to improve the competitiveness of our workers.
The type of development undertaken for increased employee capability depends heavily on the individual conditions and capabilities the organization needs. In general, however, human resource development in improving employee capability is in terms of work orientation, quality of decision making, ethical values and technical skills. In the case of nontechnical capabilities will be effectively done through the process of job socialization or informal path. In practice, development is an all-time process when employees work on their
organizations. This means that development is needed as an organization and individual needs continuously in accordance with external dynamics. Thus, HR assets in the form of knowledge, skills and attitudes need to be prepared and developed for adjustment with new jobs, promotions and new jobs after retirement employees. Human resource development stage as Simamora (2001):
1. Stages of HR development begin from the identification stage of development needs. In this stage, the process of development is developed which is most suitable for certain individuals by conducting an assessment of the strenghts and areas for development of each individual (employee). Assessment can be done through the assessment center pattern or also through observation and evaluation of their respective superiors (this is more practical than using an assessment center);
2. From the assessment results, the next step formulate what development program suitable for the employees concerned. In the formulation of the assessment program the development of assessment results is not only based on employee weakness, but it should be more based on the strength of the employee (this approach is called as strenght-based development). The type of program or development process that is organized also should not be in the form of classroom training. There are many other alternative development programs such as: 1) Mentoring (employees who are considered senior and have special skills to mentor to a number of other employees, 2) Project / special assignment (3) Job enrichmnet (enrich the weight of work ), 4) On-the-job training;
3. The next stage is monitoring and evaluation of the implementation of development programs that have been prepared. In this phase, every progress of program implementation is monitored its effectiveness and then at the end of the program is evaluated its impact on the improvement of employee performance concerned, and also on business performance.
The series of steps above, from the identification phase, the development phase and the monitoring/evaluation phase, should be standardized in a systematic and lean mechanism. It should also be prepared as a complete guide book to perform a series of processes above, along with the necessary tools. Thus, every manager or employee knows what to do. In order for human resources development to run properly there must be a manager from the HR department who has a special duty to ensure that a series of processes above can be done correctly and orderly. This is the kind of pattern that should be done if the organization you lead really want to utilize the potential of each HR optimally.
The quality of human resources basically relates to the skills, abilities and skills of a person doing various activities to produce goods and services that participate and determine the quality of life. So if we talk about the development of the quality of human resources means an effort to improve the skills, skills and skills of a person. Broadly speaking, operational personnel on technical-operational quality issues, the intermediate level concerns the operational technical, supervisory and managerial qualities, and who work at a high level of managerial and communication quality.
For the purpose of improving the quality, basically can be done through 3 main lines, namely the formal education path, work training path and development / experience in the workplace, among others:
• Formal Education Path. It consists of general and vocational education from elementary, junior and senior high schools, and colleges. This formal education channel aims to equip one with the foundations of knowledge, theory and logic, general knowledge, analytical skills, and the development of character and personality;
• Work Training Path. This path is a process of skill development and work skills. The purpose of this workshop is to improve professional skills and prioritize practice rather than theory. The work training system can be viewed as a supplement or completeness of the formal education system. The assertiveness of community values concerning the mental attitude, morals and dedication of a person is developed through the formal education system. While the mental attitude, morale
and dedication to the implementation of tasks can be developed through a system of work training. Basically the value of talent development, creativity, innovation, skills and work motivation are grown in the formal education environment and developed in the process of work training;
• Work Experience Path. That is a vehicle where a person can improve his technical knowledge as well as his work skills by observing others, imitating, and doing his own work tasks that he/she is engaged in. By doing repetitive work, someone will be more adept at doing his job, besides it will be able to find more practical, efficient and better ways to carry out their work.
Approach to work training and experience can be done jointly in the form of apprenticeship and on the job training. The path of work experience can be well developed if a person has the basics of knowledge, skills and skills acquired from the formal education and training path. These three channels are conducted as an effort to improve or develop the quality of human resources.
Besides the three pathways that can be used to improve the quality of human resources, there is a business called learning organization (The Organization Learning or Knowing Organization). Senge became a figure who popularized the terminology of organizational learning (The Organization Learning or Knowing Organization) through his work "The Fifth Discipline: The Art and Practice of The Learning Organization" (1990). In Senge's view, organizational learning can be defined as "an organization in which members of an organization continually expand its ability to continue to desire learning and develop self-potential (team learning).
According to Senge, learning and learning organizations are the essence of future success. Organizations or companies that will survive is a company that is able to foster commitment for all human beings in the organization to learn and continue to learn. The Organization Learning is related to the learning process, whether it is related to formal and informal education that can expand the ability and can develop self potential. It is hoped that in the application of learning, there is a superior psychomotor aspect (skill) or know-how that combines cognitive (intellectual) and affective (emotional control) aspects, which in turn can enhance the degree and competence of individuals, organizations and ultimately the existence of a nation in the eyes of the international world.
Learning organization is a long term contextual. It takes a lot of tips, effort, and breakthrough to do that, especially to change the paradigm and mindset, as well as the mental attitude of all members of the organization. One of the things that is important in the application of learning organizations is the drive factor (motivation) and motivation of every individual within the organization or company, which will determine the progress of an organization. Organizational learning will run if there is an individual learning process in it as well as the transformation of communication for mutual learning among existing individuals. The desire to move forward and grow between them.
Individuals in the organization must be supported by an atmosphere conducive to continuing learning within an organization. This is where the role of management is required to play an active role, in realizing the learning organization. Development of human resource quality can also be done with human capital approach that emphasizes on 3 approaches, that is approach of intellectual capital, social capital approach, soft capital approach. The third explanation of human capital approach is as follows:
• Intellectual Capital is a necessary tool for finding opportunities and managing threats in life. Many scholars say that intellectual capital is a very big part in adding value to an activity. A variety of organizations that excel and achieve many achievements is an organization that continuously develops its human resources. Based on this approach humans must have a proactive and innovative nature to manage the changing environment of life (economy, social, politics, technology, law etc.) very high speed. Under conditions marked by super-fast changes man must continue to expand and sharpen his knowledge. And development of intellectual capital can be done through formal or informal education;
• Social capital is the ability to build social networks. The wider the social interaction and the wider the social networking network the higher the value of a person. Social capital is also manifested in the ability to live in differences and appreciate diversity. Recognition and respect for differences is a requirement of creativity and synergy. The ability to mingle with different people, and appreciate and take advantage of these differences will bring goodness to all. Can be done through education, especially training programs. In recent years more and more talk about the importance of the role of emotional intelligence in supporting the success of human life. Efforts to grow social capital are mostly pursued through emotional intelligence training packages, the Seven Habits of Highly Effective People training package. In addition, team building training through outdoor training approach/outbound management training. Training with direct experience (experiential learning) in the open becomes more necessary. Training this model will make it easy to understand how important the presence of others to the success of together as a nation;
• Soft Capital is the capital needed to cultivate social capital and intellectual capital. The destruction of this nation because of the lack of trustworthiness, honesty, good ethics, trustworthiness and trust in other people (trust), able to withstand emotions, discipline, forgiving, loving, sincere, and always want to please others. Such a trait is indispensable to efforts to build a civilized and high-performing society. Thus was the effort to develop the quality of human resources, which can be done through three channels, namely first: education: both general and vocational, formal and informal education. Organizational Learning can enter the path of education (both formal and informal) because the learning organization is an all-time education, which can be done by individuals to develop their abilities, cultivate the desire to learn and develop self-potential. The three approaches are intellectual capital, social capital, and soft capital can be included in education and training programs.
The second track is the work-out track, which is a supplement to the path of education. The third track is the work experience, by observing others, applying knowledge and skills directly in a job repeatedly will be able to generate new creativity and innovation in the work. There is also the development of human resources by way of competence-based human resource development. Development of competence-based human resources are conducted in order to provide results in accordance with the goals and objectives of the organization determined with the standards that have been determined.
CONCLUSION
Competence is a characteristic that underlies a person and is related to the effectiveness of the individual in carrying out his work. Competence is something inherent in the individual and can be used to predict the level of individual performance. Individual competencies in the form of skills and knowledge can be developed through education and training. Competence-based human resource development may benefit both employees, organizations, industries, regional and national economies, as Ryllat et al (1999) argues as follows.
Benefits for employees:
• Clarity of relevance of previous learning, the ability to transfer skills, values, from recognized qualifications and career development potential;
• There is an opportunity for employees to obtain education and training through access to existing standards-based national certification;
• Target placement as a career development tool;
• Current competencies and benefits will add value to learning and growth;
• Clearer career change options. To be able to change in a new position, one can compare their competency now with the required competencies in the new position;
• More objective performance assessment and feedback based on clearly defined competency standards;
• Improve skills and "marketability" as employees.
Benefits for the organization:
• Accurate mapping of required job competencies;
• Increase the effectiveness of recruitment by adjusting the competencies required in the job of the applicant;
• Education and training is focused on the not-for-skill and skill requirements of more specialized firms;
• Access to education and training is more cost-effective in terms of industry-based needs and identification of familiar, extension-based internal and extension supervisory training providers;
• Decision makers in the organization will be more confident as employees have the skills to be gained in education and training;
• Assessment of previous learning and assessment of educational and training outcomes will be more reliable and consistent;
• Facilitate change by identifying the competencies needed to manage change.
Benefits for Industry:
• Better identification and adaptation of the skills needed for the industry;
• Greater access to public sector education and training relevant to industry;
• The establishment of a common and clear understanding base on the outcomes of education and in-industry training through certification of achievement of individual competencies;
• Greater confidence as the needs of the industry have been met as a result of a standard-based assessment;
• Establishment of the basis of the relevant national qualification system for industry;
• Greater delivery efficiency and reduced duplication of education and training efforts;
• Increased responsibility of education and education supervisors and training of educational and training outcomes;
• Encourage the development of broad and relevant skills in the future.
Benefit for regional and international economies:
• Increased skill formats for competition in domestic and international markets;
• Encourage new international investment in industries where skilled labor is indispensable;
• More efficient in terms of cost, vocational education and education and training standards are relevant and responsible;
• Individuals access to recognized industries, and relevant competencies and in accordance with industry wishes;
• A nationally consistent assessment of relevant industry standards becomes possible;
• Increased capital and individual access through the recognition of clear industry needs and through the recognition of previous learning against existing standards.
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