CASE STUDY: PT TELKOM’S RECRUITMENT, SELECTION AND TRAINING
PROCESS
Agung Budiman
Annisa Kusumawardhani Sabran
Maria Grace Imanuella
Ramavito Mountaino
Yohann Mayo P
INTRODUCTION
Managing human resources is one of the most important things to support activities in a
company. To attain profit sought by the company, they have to pay attention to the human
resources available in fulfilling their goal. Companies need to meticulously plan and
analyze the process of recruitment, selection, and training stage, to produce high-quality
workforce.
PT Telkom is a company that is trying to survive the constantly changing circumstances. In
the past, many people were keen to work in PT Telkom, considering it as a pride. Today,
with the Y generation searching for jobs in the labour market, the interest in working in the
company has slowly diminished. Moreover, the existing new employees merely utilize PT
Telkom as a stepping stone.
PT Telkom needs new employees to perform daily activities and regeneration. Thus a
strategy in managing human resources is an important factor in order for PT Telkom to
sustain its business, and this becomes an interesting point of study. Therefore, by looking
at the three topics, recruitment, selection and training; a wider understanding of the real
case of PT Telkom will broaden the knowledge on the issue.
¨ 23 Oktober 1856 – layanan jasa telegraf elektromagnetik Jakarta (Batavia) – Bogor
(Buitenzorg)
¨ 1961 – Perusahaan Negara Pos dan Telekomunikasi (PN Postel)
¨ 1965 – PN Postel dipecah menjadi Perusahaan Negara Pos dan Giro (PN Pos & Giro)
dan Perusahaan Negara Telekomunikasi (PN Telekomunikasi)
1974 – PN Telekomunikasi diubah namanya menjadi Perusahaan Umum Telekomunikasi
(Perumtel)
1991 – Perumtel berubah bentuk menjadi Perusahaan Perseroan (Persero) Telekomunikasi
Indonesia
14 November 1995 – IPO
THEORETICAL REVIEW
Recruitment
Recruitment is the process where the company offers a job opening to the public for the
opportunity to work at the company. The purpose of a recruitment procedure is to attract
suitable candidates and carefully inspect their credentials in order to construct a shortlist
for further screening (Anyim et al., 2012). Companies typically hold recruitment at a time
when companies need employees to support its performance. To ensure people would want
to apply for work at the company, the company need to be an attractive workplace. If the
company does possess the appeal, few people would be interested in applying, especially
candidates with remarkable potential. However, if the company does possess the appeal, it
could have potential job candidates trying to apply, even when there are no vacancies.
In the recruitment process, companies typically determine the minimum requirements that
must be possessed by the prospective employees. This is to make sure that candidates who
are unqualified are filtered out. It also help smoothen the company to conduct the selection
process. This requirement can include a minimum GPA, experience or majors.
Selection
Selection is the process of choosing individuals who have relevant qualifications to fill
existing or projected job openings. The selection of candidates varies from one employer
to another, depending on the type of vacancy being offered. It has been a common practice
for many employers to select graduates via face-to-face interviews and tests, but a vast
number of employers use other methods such as telephone interviews, assessment centres
and online testing (Branine, 2008). The selection process should start with a job analysis.
Research shows that complete and clear job specifications help interviewers differentiate
between qualified and unqualified applicants and reduces the effect of an interviewer’s
biases and prejudices. The number of steps in the selection process and their sequence will
vary, not only with the organization, but also with the type and level of jobs to be filled.
The example of steps in the selection process are submission of resume, completion of
application, interviews, references and background checks, pre-employment tests, medical
exam/drug test, and hiring decision.
The employee selection process should provide as much reliable and valid information as
possible about applicants so that their qualifications can be carefully matched with the
job’s specifications. Employers use many different pieces of information to try to
determine if an applicant will be successful on the job. The initial pieces of information for
screening candidates include resumes, cover letters, and applications, and often the
internet.
Interviews are customarily used in conjunction with resumes, application forms,
biographical information blanks, references, background information, and various types of
pre-employment tests. Despite problems with its validity, the employment interview
remains central to the selection process. Depending on the type of job, applicants could be
interviewed by one person, members of work team, or other individuals in the
organization. Structured interviews have been found to be better predictors of the
performances of job applicants than non-structured interviews. Some interviews are
situational and can focus on hypothetical situations or actual behavioural descriptions of a
candidate’s previous work experiences. Although interviews have the danger of
subjectivity, companies avoid such problems by having a panel of two or sequential
interviews with different people which results in the benefit gained that is face-to-face
contact and the ability to assess the social and communication skill of potential candidates
for the work (Branine, 2008).
A pre-employment test is an objective and standardized measure of a sample of behaviour
that is used to gauge a person’s knowledge, skills, abilities, and other characteristics
relative to other individuals. The different types of pre-employment tests are job
knowledge tests, work sample tests, assessment centre tests, cognitive ability tests, biodata
tests, personality and interest inventories, honesty and integrity tests, polygraph tests,
physical ability tests, medical examinations, and drug tests. Fundamentally, an employer is
