PT Daya Dimensi Indonesia (Dill) is a Human Resources Consultant firm who specialized within 3 fields: Selection and Assessment Services, Leadership Development Services, and Strategic Consulting. DDI is an affiliate of Development Dimensions International which located in Pittsburgh and operating worldwide through its branches. Although Dill is an affiliate, Dill is known as fully local Human Resources Consultant firm with a global perspective in adapting worldwide best practices system into Indonesian business culture. Now, Dill is one of the top premium level Human Resources Consultant firm in Indonesia.



YILB is a non-profit organization which involved in social activities, education, and people empowerment management. The foundation founded by Rozan Anwar, Endah Afiff, and Meike Malaon of PT Daya Dimensi Indonesia (Dill) in 2005, with the primary objective to gather, plan and develop human resources in Indonesia to a better course by referring to organization values developed by Dill, which are Customer Success, Engagement, Thought Leadership, Agent of Integrity and Proud to be Indonesian. Management Internship Team is a 2 year development program aiming at fresh graduates who wish to learn within the workplace. The subje,cts they are learning are things related within Human Resources scope. The objective of this program is to familiarize fresh graduates with real working condition. Participants don't to have particular educational background, but they have to be graduated from bachelor program. During on-the-job training, participants will encounter intense coaching and mentoring by their direct supervisor in DDI and their mentor in YILB. In order to develop them, the participants will receive direct positive feedback and feedback for improvement.



During the implementation ofMIT program we spotted several problems:

1. Several participants having different expectation. Even after they entered the program they have high expectation to be hired as DDI employee.

2. There is a wide gap between high-performing participants and non- performing participants.

3. Complaints from DDlas users that MIT did not perform as expected.

4. Different understanding between Project Managers regarding their roles in developing MIT.

5. The development process did not recorded consistently. Either by the participants or administrator.

6. DDI's decisions to hire some of the participants create a double standard viewed by the participants, whether it is good to be hired by DDI or not good.

7. The request process did not run well. Many of the request is not recorded and the MIT project status is not updated.

8. Wide gap between the qualities of candidates on first two batches compare to the last two batches.

9. The low number of active MIT participants, suspected that the program is not 1?opular for the fresh graduates compare to working directly to a company.

10. DDI board of directors' request to evaluate the program before new batch of MIT recruitment makes the current MIT overloads with projects.

This paper will discuss how to implement a better MIT program which will fulfill the objectives of?ILB and Dill by reviewing HR process used within MIT program.





Research Location : PT Daya Dimensi Indonesia

Supervisor : Ahmad D. Habir

Accepted Date : 24 October 2009



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