Hapsari, Oktavia Intan (2022) Evaluasi Dan Perbaikan Sistem Implementasi Objective And Key Result (OKR) Dengan Pendekatan Analisis Gap Dan Manajemen Proyek (Studi Kasus: Direktorat Digital Business Di PT Telkom. Other thesis, Institut Teknologi Sepuluh Nopember.
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Abstract
PT Telekomunikasi Indonesia Tbk (Telkom) merupakan perusahaan yang bergerak di bidang layanan jasa dan jaringan telekomunikasi terintegrasi di Indonesia. Direktorat Digital Business merupakan salah satu direktorat di PT Telkom. Mulai tahun 2021, Direktorat Digital Business di PT Telkom mengadopsi Objective and Key Results (OKR) sebagai metodologi pengukuran manajemen kinerjanya yang turun hingga ke unit kerja Unit Talent Operation. Dari sistem implementasi eksisting didapati beberapa potensi masalah yaitu berbedaan sitem informasi yang digunakan, belum terlihat alignment dalam penyusunan target program proyek, dan tidak ada pembobotan pencapaian OKR serta turunannya. Hal ini terlihat pada capaian OKR kuartal 1 tahun 2022 mencapai 100% namun capaian taget program proyek dalam kisaran 41%. Oleh itu perlu dilakukan evaluasi dan perbaikan implementasi OKR pada Direktorat Digital Business PT Telkom khususnya Unit Talent Operation sebagai bidang yang menyediakan digital talent. Evaluasi dan perbaikan menggunakan pendekatan analissi Gap dan manajemen proyek. Manajemen proyek digunakan karena memiliki konsep yang sejalan dengan implementasi OKR yaitu memiliki tujuan tertentu, ada aktivitas yang dikerjakan pada batas waktu tertentu, dan penugasan terhadap karyawan. Sedangkan analisis Gap digunakan untuk merumuskan potensi kekurangan dan usulan perbaikan. Kondisi eksisting sistem implementasi OKR disusun dalam bentuk work breakdown structure, penjadwalan, dan penugasan karyawan dengan tools Ms Project. Hasil dari analisis kondisi eksisting sistem implementasi OKR didapatkan bahwa penjadwalan belum sesuai. Selain itu, pada proses perencanaan dan penugasan yang belum merata. Analisis Gap menunjukkan bahwa terdapat potensi masalah dan usulan perbaikan pada proses sistem implementasi OKR (perencanaan, pelaksanaan, pengawasan, dan evaluasi), pengelolaan sumber daya manusia kurang efektif, dan penstrukturan OKR yang kurang maksimal. Oleh karena itu diusulkan perbaikan dengan melakukan leveling sumber daya manusia, membuat pembobotan setiap OKR dan turunannya, dan memperbaiki penjadwalan. Keseluruhan usulan perbaikan akan disusun dalam satu platform yang dapat diakses oleh seluruh karyawan Unit Talent Operation. Standard Operational Procedure (SOP) disusun dan divalidasi oleh karyawan unit terkait untuk dapat memberikan arahan pelaksanaan terhadap perbaikan yang diusulkan.
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PT Telekomunikasi Indonesia Tbk (Telkom) is a company of integrated telecommunications services and networks in Indonesia. The Directorate of Digital Business is one of the directorates at PT Telkom. Starting from 2021, the Directorate of Digital Business at PT Telkom adopted Objective and Key Results (OKR) as a measurement methodology for its performance management which extended to the Talent Operations Unit. From the existing implementation system, several potential problems were found that consist of the differences in the information system used, there isn’t any alignment in the preparation of project program targets, and there isn’t any weighting of OKR achievements and their derivatives. It can be seen in the OKR achievement in the first quarter of 2022 which reached 100% but the achievement of the project program target reached in the range of 41%. Therefore, it is necessary to evaluate and improve the implementation of OKR at the Digital Business Directorate of PT Telkom, especially in the Talent Operations Unit as a unit that provides digital talent. Evaluation and improvement done by GAP analysis approach and project management. Project management is used since it has a concept that is in line with the implementation of OKR which includes having certain goals, activities that are carried out at a certain time limit, and assignments to employees. Meanwhile, GAP analysis is used to formulate potential deficiencies and proposed improvements. The existing condition of the OKR implementation system is arranged in the form of a work breakdown structure, scheduling, and employee assignment using the Ms Project tools. The results of the analysis of the OKR existing conditions implementation system were found that the scheduling was not appropriate. In addition, the planning and assignment processes are uneven. GAP analysis shows that there are potential problems and proposed improvements to the process of the OKR implementation system start from planning, implementation, monitoring, until evaluation, less effective human resource management, and less OKR structuring. Therefore, improvements are proposed by leveling human resources, weighting each OKR and its derivatives, and improving scheduling. All proposed improvements will be compiled in one platform that can be accessed by all Talent Operations employees. Standard Operational Procedures (SOPs) are prepared and validated by employees of the relevant units in order to be able to provide right implementation directions for the proposed improvements.
| Item Type: | Thesis (Other) |
|---|---|
| Uncontrolled Keywords: | Analisis GAP, Manajemen Pengukuran Kinerja, Manajemen Proyek, Objective and Key Results (OKR), Standard Operational Procedure (SOP), |
| Subjects: | H Social Sciences > HD Industries. Land use. Labor > HD56.25 Industrial efficiency--Measurement. Industrial productivity--Measurement. |
| Divisions: | Faculty of Industrial Technology and Systems Engineering (INDSYS) > Industrial Engineering > 26201-(S1) Undergraduate Thesis |
| Depositing User: | Mr. Marsudiyana - |
| Date Deposited: | 10 Feb 2026 08:01 |
| Last Modified: | 10 Feb 2026 08:01 |
| URI: | http://repository.its.ac.id/id/eprint/132320 |
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