Strategi Optimalisasi Peran dan Fungsi Divisi Human Capital Pasca Sentralisasi Organisasi di PT XYZ

Abstract

Menghadapi tantangan bisnis yang semakin cepat dan berkembang, mendorong perusahaan untuk senantiasa bertahan dengan melakukan perubahan. Perubahan tersebut meliputi banyak aspek diantaranya menerapkan langkahlangkah strategis yang dipandang dapat mendorong perusahaan kearah transformasi maupun inovasi organisasi melalui sentralisasi menjadi pendekatan yang semakin relevan bagi perusahaan besar, termasuk PT XYZ sebagai salah satu perusahaan anggota Badan Usaha Milik Negara (BUMN) di sektor pertambangan. Sentralisasi fungsi Human Capital (HC) dilakukan untuk meningkatkan efisiensi, konsistensi kebijakan, dan koordinasi lintas unit yang sebelumnya berjalan secara terdesentralisasi. Namun, perubahan struktur ini juga membawa implikasi terhadap peran, kewenangan, dan beban kerja Divisi Human Capital di seluruh Unit Bisnis. Penelitian ini dilakukan untuk memahami perubahan tersebut secara menyeluruh sekaligus merumuskan strategi optimalisasi pasca sentralisasi. Penelitian menggunakan pendekatan deskriptif dengan mengumpulkan data primer melalui wawancara dan kuesioner dari key person serta Subject Matter Expert (SME) di bidang Human Capital. Data sekunder diperoleh dari dokumen perusahaan dan literatur ilmiah terkait. Analisis dilakukan melalui kombinasi metode deskriptif, Internal Factor Evaluation (IFE), External Factor Evaluation (EFE), analisis SWOT, dan Quantitative Strategic Planning Matrix (QSPM). Fokus utama adalah pada perubahan peran HC berdasarkan 10 indikator kinerja, seperti kejelasan peran, kecepatan pengambilan keputusan, koordinasi pusat–unit, efisiensi proses, serta kualitas layanan HC. Hasil penelitian menunjukkan bahwa sentralisasi memberikan dampak positif terutama pada kejelasan struktur peran, keseragaman kebijakan, serta peningkatan peran Human Capital sebagai Centre of Excellence (CoE), Human Capital Business Partner (HCBP), dan Human Capital Shared services. Meskipun demikian, beberapa tantangan muncul dalam bentuk perlambatan proses administratif, kebutuhan digitalisasi layanan, serta koordinasi yang belum optimal antara pusat dan Unit Bisnis. Perubahan ini menunjukkan bahwa sentralisasi bukan hanya penggabungan fungsi, tetapi transformasi mendasar terhadap desain organisasi dan tata kelola HC. Analisis IFE dan EFE mengidentifikasi faktor internal dan eksternal yang memengaruhi efektivitas sentralisasi HC. Faktor internal mencakup kompetensi HC, kesiapan sistem, dan budaya organisasi, sedangkan faktor eksternal meliputi perkembangan teknologi, regulasi pemerintah, tekanan persaingan industri, dan peningkatan tuntutan produktivitas. Kombinasi faktor tersebut dirumuskan ke dalam SWOT untuk memetakan kekuatan, kelemahan, peluang, dan ancaman yang perlu ditangani dalam strategi optimalisasi. Melalui QSPM, strategi dengan tingkat daya tarik tertinggi adalah: (1) Penguatan kapabilitas HC sebagai mitra strategis (strategic partner) melalui peningkatan peran HCBP, (2) Standardisasi proses dan kebijakan HC secara terpusat melalui CoE, (3) Digitalisasi serta otomatisasi layanan HC melalui model shared services dan (4) Pengembangan kompetensi HC untuk mendukung transformasi 4.0, termasuk penggunaan HR analytics. Strategi-strategi tersebut direkomendasikan sebagai langkah utama untuk memastikan bahwa sentralisasi tidak hanya meningkatkan efisiensi, tetapi juga memperkuat kontribusi strategis Human Capital terhadap pencapaian tujuan bisnis PT XYZ

Organizational transformation through centralization has become an increasingly relevant approach for large corporations, including PT XYZ as a stateowned enterprise in the mining sector. The centralization of Human Capital (HC) functions was implemented to enhance efficiency, policy consistency, and crossunit coordination that previously operated in a decentralized manner. However, this structural shift also carries implications for the roles, authorities, and workloads of the Human Capital Division across Business Units. This research was conducted to examine these changes comprehensively and formulate optimization strategies following centralization. This study employs a descriptive approach by collecting primary data through interviews and questionnaires with key persons and Subject Matter Experts (SMEs) in Human Capital. Secondary data were obtained from corporate documents and relevant academic literature. The analysis utilized a combination of descriptive methods, Internal Factor Evaluation (IFE), External Factor Evaluation (EFE), SWOT analysis, and the Quantitative Strategic Planning Matrix (QSPM). The research focuses on shifts in HC roles based on ten performance indicators, including role clarity, decision-making speed, central–unit coordination, process efficiency, and the quality of HC service delivery. The results indicate that centralization has yielded positive outcomes, particularly regarding clearer role structures, standardized policies, and strengthened Human Capital functions within the Centre of Excellence (CoE), Human Capital Business Partner (HCBP), and Human Capital Shared services models. Nevertheless, several challenges emerged, such as slower administrative processes, the need for greater digitalization, and suboptimal coordination between the central office and business units. These findings highlight that centralization is not merely the merging of functions but a fundamental transformation of organizational design and HR governance. IFE and EFE analyses further identify internal and external factors influencing the effectiveness of HC centralization. Internal factors include HC competencies, system readiness, and organizational culture, while external factors encompass technological advancements, government regulations, competitive pressures in the industry, and increasing productivity demands. These factors were mapped into a SWOT framework to outline strengths, weaknesses, opportunities, and threats that must be addressed in the optimization strategy. Through the QSPM analysis, the strategies with the highest attractiveness scores are: (1) Strengthening HC capabilities as strategic partners through an enhanced HRBP role, (2) Standardizing HR policies and processes centrally through the Centre of Excellence (CoE), (3) Advancing digitalization and automation of HC services via shared services, and (4) Developing HC competencies to support the 4.0 transformation, including the use of HR analytics. These strategies are recommended as priority initiatives to ensure that centralization not only improves efficiency but also elevates the strategic contribution of Human Capital to PT XYZ’s business objectives