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TRANSLATION IN ENGLISH

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Preface :

PERFORMANCE TRAINING INFO (1)

Building a new view of the cultural patterns of work.

Anyone who still love the nation and the country would not hes-itate to expressing his concern to condition of the nation, wherethe work culture of our nation far behind compared with othernations.

To make a breakthrough in addressing the nation's very, veryserious, it can take a new view of the pattern of the world ofwork that oriented towards improvement of performance issuesand work ethic, which is supported by public awareness. Thethinking of the Author stated in the Training Program ofPerformance in General Proposal that was presented on thiswebsite, with a main theme : Building the nation fromun-

derdevelopment in the Work Culture".

The proposal has 8 Chapters, namely as follow ; 1) Main prob-lem facing the nation and the solutions that must be taken, 2)Basic materials for erformance Training, 3) Phasing of theTraining Program of.Performance, 4) Funding Problems, 5)Estimated Target Participants and Training Costs , 6) Chal-lenges and constraints, 7) Strategic of marketing of Training, 8)The Appendixs ; Appendix 1 : Schedule & the materials Per-formance training. Appendix 2: Identity The Author / Initiator /Makers Training Manual / Instructor.

Hopefully you are interested in this idea, and wanted to share a

concern for the fight, please continued read the General Pro-posal.

The Author

Bandung, Indonsia Widjaja Kartadireja

22/05/ 2012 (Retaired Lieutenant Colonel)


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GENERAL PROPOSAL

FOR THE TRAINING PROGRAMPhase 3 (three) years one

Main Theme

BUI LDI NG THE N ATI ON FROM UNDERDEVELOPMENT

OF T HE W ORK CULTURE

CHAPTER I

KEY I SSUES FACI NG THE NAT I ON

AND SOLUTI ONS TH AT MUST BE TAKEN

The issue facing the nation.

Surely anyone who still love the citizens of the nation andcountry, would not hesitate to express his concerns about the cur-rent condition of the nation. The fact is, that the mental attitude of theworkforce in the nation are far behind compared with other nations.It is undeniable fact on behind condition, that since our nation'sindependence, or in other words from our nation free fromcolonialism, who has passed for nearly 70 years, in the field ofhuman resource development, especially in the work field, our nationis slowly reaching changes towards progress. It would not besurprised if an expert in cultural anthropology, alm.Kuncaraningrat,once said in his book, I believe, in the 1970s, that the mental attitudeof the colonial legacy is still ingrained in the minds of some amongthe people of our time. Mental attitude is of course still survive todaythat brings harm to the life of the nation of Indonesia.

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It makes more concerned in the era of globalization, that thevalues of service as a driving factor towards the progress of thenation, has been increasingly eroded by the influence of liberalideology and materialistic culture. Hence the term devotion that had

characterized the revolutionary struggle in the era of physicalindependence, in today is no longer popular and may even be

considered foreign by some people.

Such conditions can not be allowed to go on, and absolutelyshould be sought for a change. Animating spirit of dedication tohuman resource development is a necessity to be revived,preserved and developed, which later results will bring a positiveimpact towards change for the better for our children andgrandchildren in future generations, if the nation wants back from thenations of other.

Solutions must be adopted.

With conditions such as those mentioned above, effortsshould be made to any change in our national life, is ideally perhapscan only be done by laying the foundation of human resource devel-opment for generations to come, the pace should start now.

What is meant by laying the groundwork for the developmentof future generations, is to lay a strong foundation to equip ourchildren and grandchildren later in the working world, which is amental attitude and work behavior is more oriented towardsimproving performance and improved work ethic, which is based onthe spirit of service that its existence current awareness needs to berevived.

Efforts to realize this idea is fundamentally a process in view ofchanging patterns in the world of work as described above, whichthrough certain stages in the process may be carried throughgenerations, the pattern of the embedded view will change to themental attitude and even become cultural behavior in the work-place.While the definition of done through cross-generational mean-ing "done by the inheritance of values from generation to


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generation". This work is not easy and not be solely the State'sobligation, but an arduous task that must be borne jointly by thegovernment and society, which is one of the activities in the form ofpublic participation.

Because of this vision should be a shared commitment inlaying the foundation of human resource development in the world of

work can be said to "build a new view of the pattern in a work culturethat is more oriented towards the improvement of performance andimprovement of work ethic, whose implementation is supported bythe consciousness of the community to participate to make ithappen".

To run the above vision is that with simple language might besaid, needed a tool that media activities that are effective, easy toimplement and low cost. One of the media activities that meet thesecriteria is "training institutes" that can move in a "mobile". Thismeans that training activities can be carried anywhere by a team ofteachers who have been prepared in advance, without having apermanent building training in one place, except the head office in

one city where the future of this institution has had the ability of thefinancial fund.

Training activities with the media to realize the idea formulatedin the vision, mission or task to be executed is to carry out trainingactivities that aim to instill an understanding in the world of work,both insight (knowledge) or that are applicable, which can create aworking climate conducive in any working environment, so that bymeans phasing particular time in the process will be able to improvethe performance and improvement of work ethics among our nation.The background of the birth of the idea.

The author has an idea of aspiration or experience which canbe correlated with the interests of the government in thedevelopment program, which deals with issues of human resourcedevelopment.

When the author is still actively serving in a company BUMNISin Bandung, author of 1992 with the team carrying out a surveymsion in several educational institutions and industrial areas"weponry" in France, namely in order to finalize the manufacture of

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weaponry Master PlanTraining field, the author had the opportunityto learn the basics of the policy on the implementation of HRM in aneducational institution, namely Cooperation Thomson CSF,France.Lessons learned on that occasion have important value forcomparative studies of materials in the field of human resourcedevelopment, namely the renewal of the application system HRMissues related to performance appraisal.

Subject matter as quickly given a very short time, quite simply, areExplanation of the Job description and evaluation, Description of theindividual performance appraisal interview, Career Development,Wage policy line, On the job interview of HRM of sister companieshaving Implemented the system (which for this topic BRGM visitedthe Company in the city of Bordeaux).

Cooperation Thomson CSF, is an educational institutionunder the company Thomson is a leading company in France (whichof course also in Europe) who was then the company has themanpower, including Thomson in all branches of the company, asmany as 106 000 people. HRM systems used by the companyThomson is known as Thomson CSF system Cooperation. Thissystem is not only used in a corporate environment Thomsonhimself, but in companies outside of Thomson. Among BRGMCompany in the city of Bordeaux, a large company engaged ingeological survey and mineral, which at that time 1,000 people havepersonnel chemical engineer and geologist, using the Thomsonsystem. The author's time was taken by specialist HRM and HRMmanager to the company Thomson CSF coperation is to look at thefield on the application of HRM policies Thomson CSF systemCooperation.

There is a very important statement of the Managers HRMcompany listed in the memory of the Author. HRM manager of the

company (named Mr. Duermael) mangatakan in the description ofthe application of Thomson in his company, that company has longsought to improve the field of HRM is mainly associated with thepayroll system, but never succeeded.But after applying the Thomsonsystem, within two years the company has gained a bright spot forimprovements in the payroll system policy, which at that time said tobe a sense of optimism will be finished within half a year.


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What is meant by the statement of Mr. Duermael mentionedabove, can be explained as follows: In the Thomson system thereare two "management tools" (management tool) which is essential inthe implementation of HRM policies,: Management, the first tool, isthe progress of the cultivation of the "job description and jobevaluation" which produce a "job requirement" for each type of job(job requirement is the requirement for the ability to assume or run

jobs), where the job requirements can be used as the basis in de-termining the "weight work" ("the weight of the job") which will weightthis jobbe a basis for setting policy in the payroll system. While thesecond management tool, is that "performance assessment" interms of fostering the human resources function as a tool toencourage the employment of better achievement, because all therules concerning the rights and obligations of labor in its HRMsystem based on "a fair reward system", both associated with thepayroll system and the system of career counseling.It is obvious that without going through the stages of "the firstmanagement tool" in the implementation of HRM, it would be difficultto fix the payroll system. That passing moment experiences thathave occurred in a large European companies (BRGM Company) on

the application of Thomson CSF Cooperation in the field of HRM,which inspired the author to enthusiastically develop anunderstanding of performance assessment to be applied in thetraining program.

The necessary resources.

Back to the discussion of media activities to realize the ideaformulated in the vision and mission, the training program requiresresources such as: the most important principal of training materialsthat reflect the content of the notion of a performance issue, a teamof teachers that are "mobile" (meaning no training centralized in asingle right but a cadre of teachers that spread to other cities), thefacility is ready to support the operation of the training, the mostimportant and also the minimal funding for the training event "phaseof the first 3 years", which for the phase- The next stage wasexpected to earn income on the institution of self-reliance in the formof income from training fees.

For a discussion of t raining materials, teacher teams need,phasing the implementation of training programs, and funding issues

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will be discussed in subsequent chapters.

CHAPTER I I

PERFORMAN CE OF TRAI NI NG MATERI ALS

Basic training material.

The author as originator of the t raining program has compiled aguide book, which also will be acting as an Instructor, with priority tothe formation of cadres. Each year, the first 3 years of training pro-grams, through the planned three places, namely in Jakarta,Tangerang, Banten and the attack, at least 36 people have recruiteda cadre of teachers drawn from former trainees, so that in the firstphase of a three-year training program was can be prepared cadre

of at least 100 people.

During the formation of cadres, they will be given instructionand guidance on the basis of HRM policies, which include: 1) theability seting "job description" of a job, 2) the ability to analyze a jobto set the "job reqiurement", 3) the ability to make design of the per-formance appraisal system, 4) implement performance assessmentthrough individual interviews.

The author has prepared training materials on the Field of Hu-man Resources, Performance Appraisal System that will be the sub-ject matter in the training. The material contained in a book entitled:

"How to design Performance Appraisal System, which is based onthe results of comparative studies with the system of Thomson CSFCooperation, France, according to the mentioned above. Productsystem design resulting from the assessment system will be set forthin any format or formats in the form of assessment that will be usedas an "assessment tool".

The design of the assessment system must be based on policy


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system, so the results of assessment bring a positive influence onthe development of human resources. The drafting process of theassessment system is essentially a re-functionalization of HRMsystems, so that the performance achieved by the workforce inaccordance with the policy of HRM systems.

Assessment format generated by the design of the training sys-

tem should be simple, easily implemented, effective to assess,measure, and define the performance qualification of the subjectbeing assessed, because the design of the system are made usingcriteria that is essential to draft, clear, and pragmatic. While on sub-stantial, the result of system design in accordance with applicablepolicies of HRM systems in the institution. Training participants aregiven priority to: 1) Employees Company / Institution who served inthe field of human resources, and preferred the position as "directsupervisor", and 2) Students (as a cadre of future generations).

The essential difference with the system prevailing in our coun-try so far, can be seen in essence contained in the performance ap-praisal system will be described below.

The essence is contained in the performance appraisal system.

The essence is contained in the performance appraisal system(which must then be "reflected" in the application of the use of "assessment tool"), is a good benefit for the workforce, for themanagement and positive impact for the government, which can beexplained as follows:

For the workforce: 1) The "basic idea" of the payroll system basedon the sole basis "weight work". Currently in our country, in this casein government agencies, use the "education level" as a cornerstone

policy in the payroll system, except in some private companies thathave the international level, of course, the payroll system using the"weight work" as the basis for policy) ; 2) The system of career guid-ance related to training programs and workforce development; 3)There is a fair reward system with priority measures on improvementof payroll systems and career counseling, and 4) A change to pro-vide "performance assessment", ie through the process individualinterview, the assessment results will be more accurate andtransparant.

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For management: 1) All data and information assessment resultswill be valuable inputs in setting the standard enterprise setrategiactivities / organizations in the coming years. 2) In the system, theapplication of performance appraisal system will bring a positive im-pact in improving the working climate in any working environment, inall levels within the scope of human resource development. This is

because the system can guarantee employment gain comfort andjob satisfaction, because all the rules applied are based on man-agement policies are fair.

Positive impact on the Government: In terms of optimizing thecontribution of labor by the application of this system, will indirectlyhave a positive impact for the government, ie avoiding dissatisfactionand discomfort of labor that can be spent in the amount of billiundollars as losses due to poor interpretation of the work, absentee-ism , pain, and lethargy due to loss of morale

Training materials is quite simple, which will not get in trouble

for the procurement cadre Teachers, the Training Participants wererecruited from the former potential. Why teachers are needed in rela-tively large quantities, because it should gradually be able to servethe "representative institutions" in these areas. If a provision alreadyhas a team of teachers, then this team can implement their owntraining in these areas in the region.

CHAPTER I I I

PHASI NG I M PLEM ENTATI ONPERFORMAN CE TRAI N I N G PROGRAM

In terms of material readiness, the author has preparedtraining materials, which are made in three books, namely :1) Training Manual, 130 pages, to handle Participant Training, 2)Book Presentation Training Materials, 120 pages, for theTeachers Handbook, 3) Profile Manual, 32 pages, to introduce an


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outline of the training materials to prospective applicants. Since twoyears ago the book was relaied in the Website:www.widiakertapranata.com who later edited three books again sobe it.

Long-term training prog ram if the process needs to be donethrough cross-generational "in estapet", meaning the program can

be continued by future generations as an inheritance continuousvalues from generation to generation. Why do so, because the pur-pose of the training program is basically to build knowledge (patternview) about the behavior of new work in stages, with a target for pos-terity on generas generations, constantly faced with various chal-lenges and constraints that are mental and cultural .Therefore, thistraining program is a strategic program in light of the urgency of de-velopment of human resources for our nation today.

The duration of the implementation of Training 4 hours for 3days with the training schedule and subject matter can be seen inthe sub-page appendix at the end. While supporting materials toequip executive / trainee in scholarship as required, will bedetermined later in the training.

Picture of phasing the implementation of training "phase of thefirst 3 years" was declared as follows:

a. The preparation stage. The first year of the first phase of threeyears together on the two priority objectives: 1) preparation of ca-dres, who in this first year can be achieved 1/3 x the total number ofcadres needed (more than 100 cadres), which is at least 36 ca-dres. 2) in line with the preparation of cadres, do marketing toachieve the target of Trainees in 3 years at least 1800 partici-pants.. Cadre of 36 people with cadres who prepared the secondand third year, will be assigned to provide training in other places itanywhere outside the province of West Java and Banten, except forsix people will be placed as an Executor and an Instructor in thethree Representatives, and 30 others were put into in "Team Mobile"whose numbers will increase with the input of cadres in the secondand third. This cadre of candidates drawn from the recruitment offormer trainees who are not from the company / institution.

b. Implementation phase of training, the implementation phaseof training has a place to do any training, except in three places that

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have been planned to be prepared, ie, in Bandung, Jakarta andBanten Attack. There are also other ways that are "in-house training"based on the request of the company / institution. Many possibleways this will be done after the agency has a number of cadres buthave not backed up with a permanent training ground.This trainingprogram implementation activities will be circulated atwww.widiakertapranata.com website (note, the title of the column

"Performance Training Info").

c. Phase supervision, conducted after the training institutes areready with personnel from the cadre of the best mentors, which canbe started since the end of the third year. Conduct their duties inimplementing the guidance and supervision of the performanceappraisal system, which also fix the HRM system in the institu-tion.This activity is carried out in collaboration with The HRM / HRDat the Institute concerned. Supervisory activity is not bound by thefirst deadline of 3 years, but may continue to comply with the re-quirements of Companies/ Institutions.

CHAPTER I V

FUN DI NG PROBLEMS

Prospects for the development of training programs.

This training has excellent prospects to be growing rapidly,because it has a very wide range of arable and even nationwide. Interms of benefits, training has a very positive impact for the benefitof the nation, which can wake the nation from behind the work

culture in the appeal of other nations, with the goal of creatingenhanced performance and improved work ethic among our nation,in line with the revival of devotion values as driving theevelopment of human resources.

Because of this training program is not for commercial purpos-es with a high training costs. Determination of the training costs willbe determined later, with the restriction while the cost of training toensure training activities can be run on an ongoing basis. Unless


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there are donors who can provide grant funding, so that trainingcosts can be set as low as possible.

Funding issues.

Purpose of the training program carried out in accordance withthe vision and mission, namely to build knowledge (pattern view) in

the new world of work through training, with a target range to providea work culture debriefing for children and grandchildren on generasgenerations. The basic principle is to inculcate a work culture that isoriented on the issue of performance and work ethic, which madethe process of long-term (ie as described above, through inheritanceof values from generation to generation).

To start implementing the activities, the training must have theinitial funds for operating costs, namely for the program of activities"the first 3 years' training implementation phase, which is planned tobe held at three venues, namely 1) Bandung, 2) Tangerang and 3)Provision Banten Attack .

Similarly to the implementation of further activities should havethe funding sources, although for the "second stage of three-year"institutions are expected to serve its own operations from income thecost of training of the trainees, except for the facilities and infrastructure will still need funding from outside institutions.

Funding from government or agency.

Because the program is a program of training activities relatedto the Development Program, this program then it should get theattention of the Government to provide funding assistance. Similarly,because of the training activities related to humanitarian and devel-opment,, it is proper attention Donors in Indonesia, to be able to pro-

vide grant funds.

Calculation of Budget Requirement.

We have compiled estimates of budget requirements for the"first phase of three years' training program, to central office andthree training venues with the following summary:

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TOTAL ESTIMATED BUDGET NEEDS

I. FACILITIES NEEDS:

A. Rent 3 (three) years spot training, Rp. 90 million

B. Presentation tool, Rp. 60 million

C. Learning facilities, Rp. 25.5 million

D-Meeting room facilities, Rp.15 million

E. Office equipment, Rp. 99.5 million

F. Procurement of vehicles, Rp. 180 million

---------------------------------------------------------------------------

-Rp. 470 million

II. ROUTINE BUDGET:

A. ATK consumables, Rp. 12 million

B. The cost of materials-print 2000 books, Rp. 20 million

C. Honorarium and incentive, Rp. 679.5 million

------------------------------------------------------------------------------

-Rp. 711.5 million

III. OPERATING EXPENSES:

A. The cost of overtime, meal and meeting-Rp. 15 million

B. Travel expenses to Rp. 30 million

C. Gasoline and vehicle maintenance, Rp. 46 millionD. Advertisements, leaflets, and licensing-Rp. 25 million

E. Marketing costs, Rp. 108 million

---------------------------------------------------------------------------------

-Rp. 224 million


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TOTAL ESTIMATED BUDGET

I. Facilities budget to Rp. 470 million

II. Expenditures, Rp. 711.5 million

III. Operational expenditures of Rp 224 million

----------------------------------------------------------------------------------

- Rp. 1.405,5 million

EXPECTED COSTS 3% - Rp. 42,1 million

---------------------------------------------------------------------------------

Total amount -Rp .1.447,6 million

It rounded up to Rp. 1.450 million (ONE BILLIUN FOURHUNDRED

FIFTY MILLIUN RUPIAH).

CHAPTER V

TARGET PARTI CI PANT S AN D ESTI MATED COST O F

T RA I N I N G

1. Marketing target for training at 3 years of the first stage must be

achieved at least 1.800 participants. Due to the marketing process

takes time, and the first year of activities prioritized in the preparationof cadres of teachers, so the effective month to carry out an estimat-

ed is 30 months of training.

2. If the target can be achieved, then every month the training

institutions have to implement the training of 60 participants. Be-

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cause there are three training sites (Bandung, Jakarta and Banten

Attack), each of the training shall conduct training of participants as

much as 20 per-month. This figure is probably too small for the train-

ing program should ideally reach the area cultivated in the provinces

in Indonesia, but increasingly familiar with this training in the com-

munity, God willing, target marketing is expected to increase.

3. If the cost of the training set at Rp. 750 thousand per-person

(equal to 50% of the standard cost of training in the field of human

resources in general), then the estimated revenue cost of training to

institute training: 1,800 x Rp. 750 thousand = Rp. 1.350 million (U.S.

$ 1.35 billion). While the organization of training of operational ex-

penditure (for lunch, snack, coffee break, etc. The estimated Rp. 150

thousand per-person), which in this case the income may be deduct-

ible as operating expenses amounting to Rp. 270 million (1,800. X

Rp. 150 thousand). Thus the net revenue to the institution: Rp. 1.350

reduced training costs up to 60% of standard rates (to Rp. 600, - per

thousand people), cut another 5% VAT (PPN), so there is the

training still hope to be runing. In this matter, the performance of

marketing departemen is very important to make a target audience

will be largely.

4. The budget of amount Rp. 679.5 million for honorarium and

incentive (ref. hapter Chapter IV, Total Estimated Budget point III E)for the three-years obtained by executing, is using the index per-

month fee as follows: 1) Head of The Training Institution/Instructor

1 (one) of Rp. 3 million, 2) Senior Lecturer / Head of Delegation 3

(three) of a 'Rp. 2 million, 3) Staff Assistant 5 (five) of Rp. 1,25

milliun, 4) Servant 2 (two) of Rp. 0,75 milliun, 5) Peronnal Market-


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ing 3 (three) of a 'Rp. 1.5 million (drawn from Operating Expenses

budget), 6) Guest Lecturer Rp. 15 million / year, 7) Supervisor 2

(two) of a 'Rp. 1.5 per-six months, 8) Advisor 1 (one) of a 'Rp. 1

million per-six per: months. 8) Patron 1 (one) person Rp. 2.5 mil-

lion per/year.

Note : In the other side man power still receive an allowence

depends on the size of income from the implementation training.

5 . In terms of revenue cost of training ref. ad. 3) above, the budget

for the coming years there has been an overview of funding sources

for routine budget and operating expenses especially for the execu-

tive (in this case for a honorarium Lecturer and Staff), although the

number of teachers after the formation of cadres of teachers will

amount to more than 100 people. However, the revenue cost of the

training course will also keep abreast with the increase in cultivated

area of training in several provinces in Indonesia.

CHAPTER VI

CHALLENGES AND CONST RAI NT S

Explained why this training program should be carried out in

the long run and even had to pass through generations in the sense

of continuing inheritance from generation to generation, the reason

being that the purpose of this training program is essentially to

transform the view of issues related to mental attitude and culture of

the implementation require long-term process.

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Could have predicted, this activity will be faced with many

challenges and obstacles. Only for the material for us, the chal-

lenges and constraints must be known namely : 1) the persistence

of the mental attitude (the rest of the colonial legacy in our society)

in this case although the nature of feudalism in the "new form" on the

part of certain circles in the society; 2) the negatif- impact from the

system of liberalism and capitalism that makes the disparities in the

economic increasingly. 3) the threat of a materialistic culture

that makes lifestyle based solely on the interests of the material /

worldly stronger; 4) the more the loss of the values of service in the

community at large which results in loss zeal to defend the public

interest.

The fourth item mentioned above, hopefully just as the pre-

supposition which has no effect on the training program is planned to

realize the idea.

To give the image and morale booster for the implementation

and prospective trainees, imprinted slogan that reflects the ideals

embodied in the training to keep in mind : Meraih Sukses lewat

Peningkatan Kinerja, dan Membangun Bangsa melalui

Perbaikan Etos Kerja. (Achieving Success through Improved Per-

formance, and Building the Nation through the improvement working

ethos). Hopefully with the pleasure of God, sooner or later thisslogan into a reality.


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CHAPTER VI I

MARKETI NG STRATEGY OFTRAI NI NG

Marketing strategy of training will be done in four ways, namely:

A. Managed by the training institutes by obtaining grants from do-

nor agencies, governments and communities, so that the cost of

training of the trainees are set as low as possible, from the first cal-

culation of Rp 1.5 million / participant for the duration of 3 days, to

Rp. 750 thousand or 600 thousand / participant for 3 days.

B. Training conducted by "in house training", ie, at the request of

the company / institution. This method requires extra work "door to

door" marketing department to offer training to the public (company /

institution).

C. Cooperation with LPPM (Institute of Education Community

Service) of the any University, to be able to give

lessons in a particular field of human resources on Performance

Appraisal System.

D. Training conducted in cooperation with EO (Event Organizer)

with experience in the field of training.

These four marketing strategies will be used in accordance with ex-

isting opportunities.

CHAPTER VI I

SUPPORT APPEAL

To anyone who is interested with insights into the human

resource development through this training program, and want to

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support, both related to the implementation of the training program

itself or related to funding issues, the desire would be submitted to

us via E-mail: [email protected]

The light of humanity, the idea of a training program that will we

market is a very noble job. In the holy book Al-Quran Allah says:

"And look for (merit) in the Hereafter with what Allah has be-

stowed unto you, but do not you forget your portion in the world

and do good (to others) as Allah has been good to you".

God's Word reminds us that before we lay field to set up a charity

lunch in the land of the Hereafter.

CLOSSI NGThank you for the attention of the general proposals have been

reading about the Performance Training Program, and thanks in ad-

vance to those who deign to respond.

London, March 25, 2012

Knowing: Person Responsible

Chairman of the Foundation Purwadaksina and Charge of the

Performance Training ProgramSigned the Cairman. Signed Charge the Performance Training

Program

Dr.H.Yono Sudiyono, MARS,MHum. H. Widjaja Kartadiredja

(Retaired Lieutenant Colonel)


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Sub Enclosure

TRAINING SCHEDULE & CONTENT OF PERFORMANCELong training 3 (three) days, Pk. 13:15 s / d 17:45 pm30-minute break.

First Day

Highlights-1, Session Introduction, 60 minutes.Highlights-2, Fundamentals of HRM Implementation Policy,60 minutes.Highlights-3, Introduction to System Performance Assess-ment, 75 minutes.Discussion of Job Description (and setting the Job Require-ment) following exercise to make it., 75 minutes.

Day TwoHighlights-4, Establish the assessment factorsmake the draft System Performance Assessment, 60minutes.Designing Assessment Format, 30 min.

Highlights-5, Making Instructions How to Fill Format As-sessment, 90 minutes.Highlights-6, How to Conduct Assessment through inter-views, 60 minutes.

Day ThreeHighlights-7, Use of the Performance Appraisal SystemMultipurpose, 30 minutes.Exercise makes "job description" and setting the "job re-quirement, 45 minutes.Highlights-10, exchange time, Documentation Format As-sessment results for system design applications, 30minutes.Highlights-8, The Role of HRM Manager / ManagerPersonlia, 30 minutes.Highlights-9, cover material, 30 minutes.Training closure.

Note: Supporting material input in the other sciences neededto equip the participants, will be determined later in thetraining.

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IDENTITY

(The Author/ Initiator/Maker of Training manual/Instructor).

The author's name Widjaja Kartadiredja, Retaired LieutenantColonel, Born in Ciamis, West Java, Infonesia, When stillactive of a member of the Air Force duty in the environment-organic ofthe Air Force for 16 years (1965-1981), and then had assignment in aBUMNIS (a State-Owned Strategic Industries) ie IndonesianAircraft Industries Ltd in Bandung for 16 years (1981-1997)with the task most recently Head of the Departement; beforeretaired placed on the Advisory Staff Director: Retired fromthe Air Force in 1995 and from BUMNIS in 1998; Generaleducation : the Faculty of Law of the University of Indonesia1964, education in the Air Force : Primary School Air ForceOfficer 1965, School of the Air Force Unity Command(SEKKAU) in 1980; Upgrading Cource of Militery s Em-

ployees in 1991.

Experience on Human Resources Development.

Taching in the subject matter management field at theCenter of Education and Training BUMNIS on SupervisoryManagement Course for Direct Supervisor. As a function-ally within the department, to be a member of the draftingteam improved staffing regulations BUMNIS in 1983/1984; Be come a Counterpart member on preparing TrainingMaster Plan on Weaponry (weapon systems) - cooperationbetween BUMNIS where the authors worked with an educa-tional institution, Sodeteg Formation, the son of the Frenchcompany Thomson in 1992; as a member of survey teamconducted a survey mission to any educational institutionsand industrial areas of weaponry in France; on a separateoccasion with the team, the author learned the basics of theimplementation of HRM policies Cooperation Thomson CSF,although in a short time but the materials were well received; Never be come a refresher in the deepning of materials onthe refreshing cource of citizeship in 1990.


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Follow the International Seminar: "6th International Seminar onMiracle of Al-Quran and As-Sunnah on Science andTechnology for four days in Bandung 1994; In the capacity ofHead of the Department be come a Command Media Coordinator onthe setting the integrated system and procedures in management"BUMNIS in the period 1990-1996; regularly engaged in cultivationof Job Simplication Team of The Boeing System, USA, which it will

be applied in BUMNIS, in period 1990-1996.

Experience on social activities:

Write an magazine article on the Sundanese language; Write ofsome form of feature writing, education problems, and religion in thePeople's Daily (Pikran Rakyat and Gala Media) as watchdog of So-cial Issues, among others, in 2001, 2004, 2007, 2008; Preferingand write the manuscript Khotbah Jumat (Friday Sermon) asmuch as 45 titles and collected into a book : Instill healty culturalvalues in the life of Islamic. Become a preacher in anymosques jami in neighborhood the author on 4-years period once/month. Circulated a number of feature writing, education and

religius issues in Websit.

Contact person for information:

@ Ir. Maman Supratman, Hp. 0852 2201 1847, 0857 2236 1741,

0819 10,305,179.

@ Widjaja Kartadireja (Writer / initiator / Maker User Guide / Instruc-tor), E-mail: [email protected]: www.widiakertapranata.com .

Note:The original file name of the laptop: INFO PELATIHAN KINERJA(WEBSITE) in English@

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This file is distributed in the Website: www.widiakartapranata.com22/05/2012E-mail: [email protected]

Ilustrations Slogan

1.


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info pelatihan kinerja _website_ in english@revisi

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