As for the Chase Manhattan Bank Indonesia, this Group Field Project may assist in adapting their parent company's HR management practices to the local environment without necessarily losing its word-class quality.

In this Group Field Project we seek to know the linkage between strategic HR management and level of productivity; how Strategic H'R Management contributes to the improvement and productivity level of the organization.

To limit the scope of our study, we look at the existing organization and focus only on three groups that represent infrastructure i.e. Technology and Operations; Financial Management and Human Resources.

The existing Reward Scheme at Chase Indonesia has been viewed as complete, meaningful and competitive, be it in terms of target group it is designed for or in terms of the amount. Therefore we will focus our study on the other HR elements and practices that may have an effect on the level of productivity, for example organizational structure, training and development as well as succession planning in order to support defined business strategy.

The study will consist of reviewing the present company strategy and a series of interviews with the company's executives. This will involve several phases as follows:

We first look at the roles and accountabilities of the three function and then based on our understanding of roles and accountabilities, we assess current staffing levels in terms of quality and quantity.

We expect that there will be a gap between the current staffing quality and expected roles and accountabilities. Then we draw up a model organization of the three functions that fits and supports the business strategy.

This model organization will then be used, as a reference to draw a new set of competencies required for each position.

It is then easier for us to draw a connection between each position in the model to come up with a career path. With proper communications, each employee will understand this career path. More importantly, employees should know what competencies and skills they are expected to acquire in order to reach certain positions.

In order to facilitate this process, we review individual development plans which are to be realistic and systematic based upon the career path defined.

We will also define career path linkages between functions as another alternative of career development. It should be noted that the model organization would depend largely on the business strategy. If the business strategy changes significantly, the model. organization will change as well.



Research Location: Chase Manhattan Bank Indonesia

Supervisor: T. Nathan Machmud

Accepted: 22 December 1998



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