The management of PT waskita faces the decreasing quality of its Project heads. The project head is one of the most strategic positions in its business to lead and manage its clients' construction projects. Project heads are the one most responsible for keeping the project on schedule, on budget, and on specification. They are also the ones which contribute to Waskita's profit or loss, and also most of its overall financial performance. In order to be a good Project head, one shall master the technical expertise for doing the construction, and many soft competences to manage internal team and external parties (clients, vendors, etc.)



The writer is assigned task to find best way to improve current talents in order to have qualified Project heads for the Company. The scope of this thesis would be limited to only Division 1 of Waskita, namely Building & Industrial Facilities Projects.



First, the writer uses root cause analysis to map the problems and seek root causes. From the available root causes, the writer thus seek alternative solutions for each root causes. And finally, the writer compares solution each another to find the one best solution to be implemented by Waskita.



The cause mapping made by the writer reveals several root cause to the lacking quality, i.e.: the organization structures, the limited outsourcing, less focus development program, limited talent and no talent segmentation. From these root causes, the thesis then establishes alternative solution to separate finance and HR functions, extend outsourcing, improve HR development, and adopt talent management for Waskita. Considering the pro-cons of each alternative, the thesis recommends Waskita to adapt talent management as the best solution to solve the problem. The talent management would optimize current talents, focus the development program, and enable an acceleration pool to anticipate the fast-growing trend of the industry.



Research Location : PT. Waskita Karya (Persero)

Confidential until 2013