Basically, to lead without a title is to derive your power within the organisation not from your position but from your competence, effectiveness, relationships, excellence, innovation and ethics.
Pengembangan Alat Ukur di Assessment Center Seta Wicaksana
Seta A. Wicaksana is a managing director, lecturer, author, and organizational development expert based in Indonesia. She has experience managing consulting firms, serving on government committees, teaching at universities, and writing books. Her educational background includes degrees in psychology from the University of Indonesia and postgraduate study in economics and business. She specializes in competency assessment, talent management, and developing simulations for assessment centers.
Training Need Analysis (TNA) _ Materi TrainingKanaidi ken
Dokumen tersebut membahas tentang analisis kebutuhan pelatihan (training needs analysis) yang meliputi identifikasi masalah, kebutuhan pelatihan, standar kinerja, peserta pelatihan, kriteria pelatihan, biaya pelatihan, dan manfaat pelatihan."
Menilai Kompetensi dengan Metode Assessment CenterYodhia Antariksa
Dokumen tersebut membahas tentang Assessment Center sebagai metode penilaian kompetensi karyawan yang sistematis dan menggunakan berbagai instrumen. Assessment Center melibatkan lebih dari satu asesor yang mengamati perilaku kandidat untuk kemudian membuat laporan penilaian. Hasil Assessment Center memiliki validitas tinggi untuk memprediksi kinerja masa depan dan sering digunakan dalam seleksi posisi strategis dan proses promosi. Penilaian didasarkan pada profil k
Dokumen tersebut memberikan contoh template penilaian kinerja karyawan (PKK) untuk perusahaan. Template ini dirancang untuk praktisi sumber daya manusia dan menyertakan kriteria penilaian seperti kreativitas, kerjasama, tanggung jawab, pelaksanaan instruksi, kemampuan profesional, dan perencanaan. Template ini dapat digunakan untuk perusahaan apa pun dengan penyesuaian.
Pengembangan Alat Ukur di Assessment Center Seta Wicaksana
Seta A. Wicaksana is a managing director, lecturer, author, and organizational development expert based in Indonesia. She has experience managing consulting firms, serving on government committees, teaching at universities, and writing books. Her educational background includes degrees in psychology from the University of Indonesia and postgraduate study in economics and business. She specializes in competency assessment, talent management, and developing simulations for assessment centers.
Training Need Analysis (TNA) _ Materi TrainingKanaidi ken
Dokumen tersebut membahas tentang analisis kebutuhan pelatihan (training needs analysis) yang meliputi identifikasi masalah, kebutuhan pelatihan, standar kinerja, peserta pelatihan, kriteria pelatihan, biaya pelatihan, dan manfaat pelatihan."
Menilai Kompetensi dengan Metode Assessment CenterYodhia Antariksa
Dokumen tersebut membahas tentang Assessment Center sebagai metode penilaian kompetensi karyawan yang sistematis dan menggunakan berbagai instrumen. Assessment Center melibatkan lebih dari satu asesor yang mengamati perilaku kandidat untuk kemudian membuat laporan penilaian. Hasil Assessment Center memiliki validitas tinggi untuk memprediksi kinerja masa depan dan sering digunakan dalam seleksi posisi strategis dan proses promosi. Penilaian didasarkan pada profil k
Dokumen tersebut memberikan contoh template penilaian kinerja karyawan (PKK) untuk perusahaan. Template ini dirancang untuk praktisi sumber daya manusia dan menyertakan kriteria penilaian seperti kreativitas, kerjasama, tanggung jawab, pelaksanaan instruksi, kemampuan profesional, dan perencanaan. Template ini dapat digunakan untuk perusahaan apa pun dengan penyesuaian.
Paradigma baru dalam Manajemen Sumber daya Manusia menganggap bahwa sumber daya manusia merupakan aset organisasi (atau biasa dikenal dengan istilah human capital). Karena itu aset tersebut harus dikelola secara proaktif dan strategik (Ulrich, 1998).
Manajemen talenta merupakan implementasi dari strategi atau mekanisme yang terintegrasi untuk meningkatkan kondisi lingkungan kerja dengan mengembangkan proses-proses dalam rekrutmen dan seleksi, pengembangan, pengikatan, dan mempertahankan sumber daya manusia yang memiliki kemampuan serta attitude yang dibutuhkan organisasi di masa ini dan akan datang.
Peran strategis dalam mengelola SDM atau (strategic human resource management) dimaknai sebagai keterkaitan antara pelaksanaan manajemen SDM dengan strategi organisasi untuk meningkatkan kinerja. Dalam implementasinya, peran strategis dalam mengelola SDM ini diartikan bahwa pengelola SDM harus dapat mengelaborasi semua kapasitas yang dimiliki pegawai atau SDM-nya, untuk dijadikan sebagai competitive advantage bagi organisasi. Manajemen SDM yang strategis seolah sudah menjadi suatu tuntutan untuk dilakukan.
Bagi Para Peminat Template JobDesc ini, Template dijual dengan harga hanya Rp 500 Ribu. Hubungi : 0878-7063-5053 (HARD-Hi SMART CONSULTING) untuk Pemesanannya. Terimakasih
Dokumen tersebut menjelaskan proses penyusunan model matriks kompetensi di PT. Mitrada Sinergy dengan melakukan identifikasi visi, misi, dan nilai perusahaan, penyusunan uraian pekerjaan dan kamus kompetensi inti serta kompetensi berbasis pekerjaan, serta penyusunan matriks kompetensi untuk setiap divisi dan jabatan. Dokumen tersebut menyimpulkan bahwa telah diidentifikasi 5 komp
Dokumen ini membahas tentang perencanaan dan pengembangan karir, termasuk tahapan karir, masalah karir dan solusi, pengertian mutasi dan jenis-jenisnya, serta syarat-syarat promosi."
This monthly HR report for June discusses several key employee metrics including productivity, costs, turnover, and loyalty. It provides statistics on the total number of late days and lost hours due to sickness. Employee turnover decreased slightly from June 2009 but remains high overall for the year. The report also includes a list of the top 10 illnesses among employees and notes a small increase in the number of employees taking cut-off leave. It concludes with upcoming projects to develop new recruitment and training management information systems.
Secara Umum Produk Contoh Job desk ini terdiri atas:
I. JOB DESC BERBAGAI BIDANG USAHA (11 bidang Usaha)
II. JOB DESC SEDERHANA ANEKA JABATAN (33 Jabatan)
III. JOB DESCRIPTION MODEL KPI UNTUK DEPARTEMEN HRD
IV. JOB DESCRIPTION MODEL KPI UNTUK DEPARTEMEN GA
V. JOB DESCRIPTION MODEL KPI UNTUK DEPARTEMEN FINANCE & AKUNTING
VI. JOB DESCRIPTION MODEL KPI UNTUK IT SOFTWARE DEVELOPMENT
VII. JOB DESCRIPTION LEMBAGA TRAINING
VIII. KUMPULAN CONTOH JOB DESC BERBAGAI JABATAN (Berbahasa Inggris – 234 Jobdesc – Setebal 438 halaman ),
IX. PANDUAN MENYUSUN JOBDESC
Bagi Para Peminat Template JobDesc ini, Template dijual dengan harga hanya Rp 500 Ribu. Hubungi : 0878-7063-5053 (HARD-Hi SMART CONSULTING) untuk Pemesanannya. Terimakasih
Dokumen tersebut membahas tentang kepemimpinan, mulai dari definisi kepemimpinan, aspek-aspeknya, teori-teori kepemimpinan, gaya kepemimpinan, tugas pemimpin dan pengelola, serta faktor-faktor yang mempengaruhi gaya kepemimpinan.
Yayasan Jaya Guna Institute bergerak dalam bidang pendidikan dan konsultan psikologi, menawarkan jasa seperti pemeriksaan psikologi, pelatihan, dan kegiatan alam terbuka. Yayasan ini didirikan pada tahun 1979 dan berlokasi di Jakarta.
Dokumen tersebut memberikan contoh tabel KPI untuk manajer SDM yang mencakup empat area kinerja utama, dua KPI untuk masing-masing area, pembagian bobot untuk setiap KPI berdasarkan prioritas, penetapan target kinerja, dan cara menghitung skor kinerja.
Dokumen tersebut membahas tentang manajemen kinerja karyawan, mulai dari proses identifikasi, pengukuran, evaluasi, peningkatan, dan penghargaan atas kinerja karyawan. Sistem manajemen kinerja harus menyediakan umpan balik kinerja, menjelaskan ekspektasi organisasi, serta mengidentifikasi kebutuhan pengembangan. Dokumen ini juga membahas berbagai metode penilaian kinerja seperti skala grafis dan checklist
Ringkasan dokumen tersebut adalah:
1. Dokumen tersebut membahas tentang manajemen talenta aparatur sipil negara di Indonesia, termasuk pola karir, sistem merit, dan pengembangan kompetensi PNS.
2. Kebijakan manajemen talenta nasional bertujuan untuk meningkatkan profesionalitas dan sistem karier PNS yang terbuka dan kompetitif.
3. Dokumen tersebut juga membahas tentang pengembangan talent pool nasional, kolabor
1. Yusuf Sutanto
Age : 30 LOS
2. Hendra Gunawan
Age : 28 LOS
3. Dian Setyawati
Age : 27 LOS
4. Fajar Saputra
Age : 25 LOS
5. Ade Surya
Age : 24 LOS
6. Asep Sukma
Age : 23 LOS
7. Lutfi Maulana
Age : 22 LOS
8. Dwi Kurniawan
Age : 21 LOS
9. Rizky Fauzi
Age : 20 LOS
10. Arya Nugra
Dokumen tersebut membahas tentang penilaian kompetensi individu berdasarkan kompetensi untuk seluruh pegawai di LAN. Penilaian ini bertujuan untuk mengembangkan manajemen SDM berbasis kompetensi, menilai kompetensi kepemimpinan, dan mendukung reformasi birokrasi. Penilaian akan dilakukan secara bertahap mulai dari pejabat struktural, fungsional khusus, hingga fungsional umum dengan men
This document provides guidance for students on their Module 3 professional inquiry project. It discusses defining a professional inquiry, reviewing the stages and steps of the inquiry process, and addressing where students currently are in their projects. The document offers advice on planning, analyzing findings from research and practitioner work, drafting the critical review, and developing the professional artifact. Key points covered include conducting a literature review, analyzing qualitative and quantitative data, and receiving formative feedback to guide work on the critical analysis and sample paragraphs.
The document defines research and different types of research. It discusses business research as seeking to predict and explain phenomena in the ever-changing business environment to improve business performance and lives. Applied research aims to solve practical problems, while basic research acquires knowledge. Pedantic, popularist, puerile and pragmatic science are discussed in terms of their rigor and relevance. Learning outcomes include identifying good research topics and generating ideas, expressing topics as questions and aims/objectives, and understanding the role of theory.
Paradigma baru dalam Manajemen Sumber daya Manusia menganggap bahwa sumber daya manusia merupakan aset organisasi (atau biasa dikenal dengan istilah human capital). Karena itu aset tersebut harus dikelola secara proaktif dan strategik (Ulrich, 1998).
Manajemen talenta merupakan implementasi dari strategi atau mekanisme yang terintegrasi untuk meningkatkan kondisi lingkungan kerja dengan mengembangkan proses-proses dalam rekrutmen dan seleksi, pengembangan, pengikatan, dan mempertahankan sumber daya manusia yang memiliki kemampuan serta attitude yang dibutuhkan organisasi di masa ini dan akan datang.
Peran strategis dalam mengelola SDM atau (strategic human resource management) dimaknai sebagai keterkaitan antara pelaksanaan manajemen SDM dengan strategi organisasi untuk meningkatkan kinerja. Dalam implementasinya, peran strategis dalam mengelola SDM ini diartikan bahwa pengelola SDM harus dapat mengelaborasi semua kapasitas yang dimiliki pegawai atau SDM-nya, untuk dijadikan sebagai competitive advantage bagi organisasi. Manajemen SDM yang strategis seolah sudah menjadi suatu tuntutan untuk dilakukan.
Bagi Para Peminat Template JobDesc ini, Template dijual dengan harga hanya Rp 500 Ribu. Hubungi : 0878-7063-5053 (HARD-Hi SMART CONSULTING) untuk Pemesanannya. Terimakasih
Dokumen tersebut menjelaskan proses penyusunan model matriks kompetensi di PT. Mitrada Sinergy dengan melakukan identifikasi visi, misi, dan nilai perusahaan, penyusunan uraian pekerjaan dan kamus kompetensi inti serta kompetensi berbasis pekerjaan, serta penyusunan matriks kompetensi untuk setiap divisi dan jabatan. Dokumen tersebut menyimpulkan bahwa telah diidentifikasi 5 komp
Dokumen ini membahas tentang perencanaan dan pengembangan karir, termasuk tahapan karir, masalah karir dan solusi, pengertian mutasi dan jenis-jenisnya, serta syarat-syarat promosi."
This monthly HR report for June discusses several key employee metrics including productivity, costs, turnover, and loyalty. It provides statistics on the total number of late days and lost hours due to sickness. Employee turnover decreased slightly from June 2009 but remains high overall for the year. The report also includes a list of the top 10 illnesses among employees and notes a small increase in the number of employees taking cut-off leave. It concludes with upcoming projects to develop new recruitment and training management information systems.
Secara Umum Produk Contoh Job desk ini terdiri atas:
I. JOB DESC BERBAGAI BIDANG USAHA (11 bidang Usaha)
II. JOB DESC SEDERHANA ANEKA JABATAN (33 Jabatan)
III. JOB DESCRIPTION MODEL KPI UNTUK DEPARTEMEN HRD
IV. JOB DESCRIPTION MODEL KPI UNTUK DEPARTEMEN GA
V. JOB DESCRIPTION MODEL KPI UNTUK DEPARTEMEN FINANCE & AKUNTING
VI. JOB DESCRIPTION MODEL KPI UNTUK IT SOFTWARE DEVELOPMENT
VII. JOB DESCRIPTION LEMBAGA TRAINING
VIII. KUMPULAN CONTOH JOB DESC BERBAGAI JABATAN (Berbahasa Inggris – 234 Jobdesc – Setebal 438 halaman ),
IX. PANDUAN MENYUSUN JOBDESC
Bagi Para Peminat Template JobDesc ini, Template dijual dengan harga hanya Rp 500 Ribu. Hubungi : 0878-7063-5053 (HARD-Hi SMART CONSULTING) untuk Pemesanannya. Terimakasih
Dokumen tersebut membahas tentang kepemimpinan, mulai dari definisi kepemimpinan, aspek-aspeknya, teori-teori kepemimpinan, gaya kepemimpinan, tugas pemimpin dan pengelola, serta faktor-faktor yang mempengaruhi gaya kepemimpinan.
Yayasan Jaya Guna Institute bergerak dalam bidang pendidikan dan konsultan psikologi, menawarkan jasa seperti pemeriksaan psikologi, pelatihan, dan kegiatan alam terbuka. Yayasan ini didirikan pada tahun 1979 dan berlokasi di Jakarta.
Dokumen tersebut memberikan contoh tabel KPI untuk manajer SDM yang mencakup empat area kinerja utama, dua KPI untuk masing-masing area, pembagian bobot untuk setiap KPI berdasarkan prioritas, penetapan target kinerja, dan cara menghitung skor kinerja.
Dokumen tersebut membahas tentang manajemen kinerja karyawan, mulai dari proses identifikasi, pengukuran, evaluasi, peningkatan, dan penghargaan atas kinerja karyawan. Sistem manajemen kinerja harus menyediakan umpan balik kinerja, menjelaskan ekspektasi organisasi, serta mengidentifikasi kebutuhan pengembangan. Dokumen ini juga membahas berbagai metode penilaian kinerja seperti skala grafis dan checklist
Ringkasan dokumen tersebut adalah:
1. Dokumen tersebut membahas tentang manajemen talenta aparatur sipil negara di Indonesia, termasuk pola karir, sistem merit, dan pengembangan kompetensi PNS.
2. Kebijakan manajemen talenta nasional bertujuan untuk meningkatkan profesionalitas dan sistem karier PNS yang terbuka dan kompetitif.
3. Dokumen tersebut juga membahas tentang pengembangan talent pool nasional, kolabor
1. Yusuf Sutanto
Age : 30 LOS
2. Hendra Gunawan
Age : 28 LOS
3. Dian Setyawati
Age : 27 LOS
4. Fajar Saputra
Age : 25 LOS
5. Ade Surya
Age : 24 LOS
6. Asep Sukma
Age : 23 LOS
7. Lutfi Maulana
Age : 22 LOS
8. Dwi Kurniawan
Age : 21 LOS
9. Rizky Fauzi
Age : 20 LOS
10. Arya Nugra
Dokumen tersebut membahas tentang penilaian kompetensi individu berdasarkan kompetensi untuk seluruh pegawai di LAN. Penilaian ini bertujuan untuk mengembangkan manajemen SDM berbasis kompetensi, menilai kompetensi kepemimpinan, dan mendukung reformasi birokrasi. Penilaian akan dilakukan secara bertahap mulai dari pejabat struktural, fungsional khusus, hingga fungsional umum dengan men
This document provides guidance for students on their Module 3 professional inquiry project. It discusses defining a professional inquiry, reviewing the stages and steps of the inquiry process, and addressing where students currently are in their projects. The document offers advice on planning, analyzing findings from research and practitioner work, drafting the critical review, and developing the professional artifact. Key points covered include conducting a literature review, analyzing qualitative and quantitative data, and receiving formative feedback to guide work on the critical analysis and sample paragraphs.
The document defines research and different types of research. It discusses business research as seeking to predict and explain phenomena in the ever-changing business environment to improve business performance and lives. Applied research aims to solve practical problems, while basic research acquires knowledge. Pedantic, popularist, puerile and pragmatic science are discussed in terms of their rigor and relevance. Learning outcomes include identifying good research topics and generating ideas, expressing topics as questions and aims/objectives, and understanding the role of theory.
This document summarizes a presentation on conducting user needs assessments. It discusses why user-centered design is important, how to sell needs assessments to project sponsors, and techniques for gathering user information, including surveys, interviews, observations and contextual inquiries. Case studies are provided to illustrate how these techniques were applied to understand users of a webcast study tool. The document concludes with recommendations for analyzing findings and convincing teams to use results.
The document provides an overview of a campus session for a professional inquiry module. It discusses defining a professional inquiry, stages of the inquiry process like planning and analysis, and requirements for the module assessment including a critical review, professional artefact, and oral presentation. The session focused on understanding expectations, checking progress, discussing findings from research and literature, and getting feedback to move forward with analysis and writing up different parts of the assessment.
The document provides a step-by-step approach to applying analytics that includes defining the problem, developing hypotheses, gathering and analyzing data, synthesizing findings, and gaining commitment to recommendations. It emphasizes validating assumptions, keeping analyses simple, and asking "so what" to derive practical implications. The approach involves building logic trees to break problems into components and develop a shared understanding, as well as creating a storyline and "ghost pack" to remain output-oriented.
Slides from the workshop presentation on Design-Based Implementation Research for the Multidisciplinary Program in Education Sciences (MPES) at Northwestern University.
Presented by Bill Penuel and Barry Fishman on May 24, 2013.
This document discusses research topics, purpose, and products. It defines research and lists its key characteristics. Research is conducted to create new knowledge, solve problems, validate intuitions, and improve methods. The outcomes or products of research can include new theories, models, analyses, and unexpected findings. Choosing a research topic involves considering feasibility and available resources. The purpose should be clearly explained and justified, and the potential products or contributions of the research should be evaluated.
The document discusses research design and its types. It begins by defining research design as the conceptual framework for conducting research that includes plans for collecting and analyzing data. There are different types of research designs such as exploratory, descriptive, causal/experimental based on the nature and purpose of the study. Exploratory design is used to gain a deeper understanding of a problem and provide direction for more structured research in the future. It involves flexible qualitative methods like interviews and is not intended to test hypotheses. The purpose is to explore and define the research problem, variables, and potential relationships to study.
This document provides information on case studies, including how to develop, analyze, and present them. It defines a case study as an in-depth analysis of a person, group, or situation over time. The document outlines steps for developing a case study such as defining objectives and identifying key players. It also discusses different types of data collection and analysis for case studies, including qualitative and quantitative methods. Finally, it provides guidance on how to effectively solve and present the findings of a case study.
This document provides information on case studies, including how to develop, analyze, and present them. It defines a case study as an in-depth analysis of a person, group, or situation over time. The document outlines steps for developing a case study such as defining objectives and identifying key players. It also discusses different types of data collection and analysis for case studies, including qualitative and quantitative methods. Finally, it provides guidance on how to effectively solve and present the findings of a case study.
The document provides guidelines for writing a research proposal and final report for an MS program. It discusses selecting a topic, developing objectives and significance, conducting a literature review, choosing a research methodology, analyzing and interpreting data, and reporting conclusions. The stages of the research process are defined. Applied and basic research topics are provided as examples. Finally, the document outlines the expected contents and structure of chapters in a research proposal and report, including an introduction, literature review, methodology, data analysis, and conclusion.
OBJECTIVES:
To understand the importance of publication and its challenges.
To increase the visibility and accessibility of published papers.
To increase the chance of getting publications cited.
To disseminate the publication by using “Research Tools” effectively.
To increase the chance of research collaboration.
This document discusses the revised Bloom's taxonomy, which is a classification of levels of thinking and cognitive skills. It was revised to change noun categories to verbs to better reflect thinking as an active process. The categories were also reorganized, with knowledge changed to remembering and comprehension to understanding. Questioning techniques are discussed for each level of thinking. The revised taxonomy is intended to help with writing learning objectives, planning curriculum, and aligning objectives, activities and assessments. It provides a systematic framework for thinking and learning.
This document discusses methods for assessing student learning in higher education. It emphasizes selecting assessment methods that effectively evaluate the objectives of the course of study and are aligned with the overall program goals. The document categorizes eight broad categories of learning outcomes and provides examples of suitable assessment methods for each, such as essays and reports for critical thinking, problem scenarios for problem solving, lab reports for performing procedures, and oral presentations for communication skills. The goal is to choose assessments that engage the desired qualities and abilities in students.
This document provides an overview of consulting recruiting for students interested in a career in consulting. It begins with an introduction to the consulting industry and an overview of the types of consulting firms. It then outlines the recruitment process for consulting internships and full-time roles, including important timelines and on-campus resources. The document provides tips for behavioral interviews and case interviews, which are common in consulting recruiting. It includes examples of walking through a sample case interview question to demonstrate frameworks for analyzing a case study question.
Kesahan & kebolehpercayaan pembentukan instrumen, kesahan dan kebolehpercayaa...Muhamad Farhan
The document discusses instrument development in quantitative research. It covers the main steps in quantitative research including developing and validating research instruments. It provides examples of quantitative research methods such as experiments, surveys, and statistical analysis. It also discusses important considerations for developing valid and reliable questionnaires such as question format, question wording, pilot testing, and response rates. The key aspects of instrument development discussed are validity, reliability, question design, and sampling methodology.
The document outlines the key steps to starting a research process:
1) Choose a broad topic and identify a niche through preliminary research and discussions with supervisors.
2) Define a research problem by investigating practical or theoretical issues and writing a problem statement.
3) Formulate focused research questions to guide the investigation of the problem.
4) Create a research design that determines data collection and analysis methods, as well as participants.
5) Write a research proposal that outlines the background, questions, design, and plan for fitting the research into existing literature.
This document discusses differences in methodology approaches between the US and other parts of the world. In the US, researchers typically design their methodology early in the research process before being approved to conduct research. In other parts of the world, researchers are often approved first and then finalize their methodology. The document also contrasts fixed versus flexible methodological designs, noting challenges in writing methodology sections and addressing key elements like theoretical frameworks, problem statements, data collection/analysis, and ethical issues.
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Komunikasi Interpersonal
Interpersonal Skill sebagai ketrampilan Sosial
Manfaat Interpersonal Skill dalam interaksi sosial, pekerjaan, dan lingkungan Digital
Kesimpulan
Memahami Organisasi dan Desain Organisasi-Organisasi Publik (Bagian 3)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Memahami Organisasi dan Desain Organisasi-from strategy (Bagian 2)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Memahami Organisasi dan Desain Organisasi-Pengantar (bagian 1)Seta Wicaksana
Hingga sekitar 20 tahun yang lalu, perusahaan mengalami desain ulang organisasi setiap beberapa tahun atau bahkan dekade.
Kebanyakan eksekutif puncak mungkin hanya memiliki pengalaman beberapa kali dalam karier mereka.
Namun, otomatisasi dan tekanan persaingan mulai mempercepat laju perubahan organisasi.
Dalam presentasi ini, kami mengeksplorasi model organisasi tradisional dan bagaimana model tersebut digunakan untuk menyelaraskan struktur dan operasi dengan strategi bisnis.
Kami akan menunjukkan bagaimana model tersebut masih dapat berfungsi sebagai alat diagnostik untuk memahami di mana berbagai faktor organisasi mungkin tidak seimbang.
Kemudian, kami akan menunjukkan bagaimana organisasi telah beralih dari model statis untuk diagnostik dan penyelarasan ke model fleksibel yang membantu organisasi beradaptasi terhadap perubahan yang dinamis dan berkelanjutan.
Materi dibagi menjadi 3 bagian, yaitu:
Bagian 1 Organizations and Organizations Theory
Bagian 2 From Strategy to Organization Design and Effectiveness
Bagian 3 Public Organization
Organizational Transformation Lead with CultureSeta Wicaksana
Transformation is even harder than we thought
“Only 22% of companies successfully carry out transformation. The failure rate was 78%.”
“Often the business value of digital transformation is not realized. One of the most common causes is an abundance of technology projects, not a true business culture transformation”
- Phil Le-Brun, Enterprise Strategist, AWS
Perspektif Psikologi dalam Perubahan OrganisasiSeta Wicaksana
“Perubahan organisasi merupakan suatu proses yang berkelanjutan dan dinamis. Perubahan tidak berhenti ketika sebuah inisiatif perubahan telah sukses diimplementasikan, tapi akan selalu terjadi perubahan karena lingkungan yang terus menerus berubah.” – Seta A. Wicaksana
“Perubahan hadir karena adanya ketidaksempurnaan, sedangkan ketidaksempurnaan itu adalah ruang untuk belajar, tumbuh dan berkembang, …
itulah yang Sempurna.” – Seta A. Wicaksana
Organizational Structure Running A Successful BusinessSeta Wicaksana
Every company needs an organizational structure—whether they realize it or not.
The organizational structure is how the company delegates roles, responsibilities, job functions, accountability, and decision-making authority.
The organizational structure often shows the “chain of command” and how information moves within the company.
Have an organizational structure that aligns with your company’s goals and objectives.
This article describes the various organizational structures, the benefits of creating one for your business, and specific elements that should be included.
Ten Organizational Design Models to align structure and operations to busines...Seta Wicaksana
Up until about 20 years ago, companies experienced organizational redesign every few years or even decades.
Most top executives would have the experience perhaps only a few times in their careers.
However, automation and competitive pressures had begun to accelerate the pace of organizational change.
In this presentation, we explore traditional organizational models and how they have been used to align structure and operations to business strategies.
We will show how those models can still operate as diagnostic tools to understand where various organizational factors can be out of balance.
Then, we will show how organizations have shifted from static models for diagnostics and alignment to flexible models that help organizations adapt to continuous, dynamic change.
Understanding Business Function and Business ProcessSeta Wicaksana
Enterprise Resource Planning (ERP) programs: Core software used by companies to coordinate information in every area of business
Help manage companywide business processes
Use common database and shared management reporting tools
Business process: Collection of activities that takes some input and creates an output that is of value to the customer
HC Company Profile 2024 Excellence JourneySeta Wicaksana
Humanika Consulting is an HRD and Management consultant brand under the auspices of PT Humanika Amanah Indonesia. As a brand, Humanika Consulting, which was established in 2004, started its career in developing human resources through training program activities using an outdoor activity (Outbound) approach. The Experiential Learning method is promoted in developing people through continuous change so that the S.O.B.A.T. (Semua Orang Bisa Hebat) becomes a platform in the change process, namely Start, Order, Breakthrough, Accelerate, and Transform.
To anticipate high demands regarding Individual Assessment, Humanika Consulting has innovated to create a web-based application and has parameters (Job-Person Profile Matching), by having a subsidiary, PT Humanika Bisnis Digital, which a subsidiary that concentrates on Big Data and research related to HR. in 2019.
Business Strategy Creating and Sustaining Competitive AdvantagesSeta Wicaksana
Effective strategies in an environment of constant change are a key requirement for success.
Corporate strategy: Deciding on the scope and purpose of the business, its objectives, and the initiatives and resources necessary to achieve the objectives.
Parabolic antenna alignment system with Real-Time Angle Position FeedbackStevenPatrick17
Introduction
Parabolic antennas are a crucial component in many communication systems, including satellite communications, radio telescopes, and television broadcasting. Ensuring these antennas are properly aligned is vital for optimal performance and signal strength. A parabolic antenna alignment system, equipped with real-time angle position feedback and fault tracking, is designed to address this need. This document delves into the components, design, and implementation of such a system, highlighting its significance and applications.
Importance of Parabolic Antenna Alignment
The alignment of a parabolic antenna directly affects its performance. Even minor misalignments can lead to significant signal loss, which can degrade the quality of the received signal or cause communication failures. Proper alignment ensures that the antenna's focal point is accurately directed toward the signal source, maximizing the antenna's gain and efficiency. This precision is especially crucial in applications like satellite communications, where the antenna must track geostationary satellites with high accuracy.
Components of a Parabolic Antenna Alignment System
A parabolic antenna alignment system typically includes the following components:
Parabolic Dish: The primary reflector that collects and focuses incoming signals.
Feedhorn and Low Noise Block (LNB): Positioned at the dish's focal point to receive signals.
Stepper or Servo Motors: Adjust the azimuth (horizontal) and elevation (vertical) angles of the antenna.
Microcontroller (e.g., Arduino, Raspberry Pi): Processes sensor data and controls the motors.
Potentiometers: Provide feedback on the antenna's current angle positions.
Fault Detection Sensors: Monitor for potential faults such as cable discontinuities or LNB failures.
Control Software: Runs on the microcontroller, handling real-time processing and decision-making.
Real-Time Angle Position Feedback
Real-time feedback on the antenna's angle position is essential for maintaining precise alignment. This feedback is typically provided by potentiometers or rotary encoders, which continuously monitor the azimuth and elevation angles. The microcontroller reads this data and adjusts the motors accordingly to keep the antenna aligned with the signal source.
Fault Tracking in Antenna Alignment Systems
Fault tracking is vital for the reliability and performance of the antenna system. Common faults include cable discontinuities, LNB malfunctions, and motor failures. Sensors integrated into the system can detect these faults and either notify the user or initiate corrective actions automatically.
Design and Implementation
1. Parabolic Dish and Feedhorn
The parabolic dish is designed to reflect incoming signals to a focal point where the feedhorn and LNB are located. The dish's size and shape depend on the specific application and frequency range.
2. Motors and Position Control
Stepper motors or servo motors are used to control the azimuth and elevation of
5 key differences between Hard skill and Soft skillsRuchiRathor2
𝐓𝐡𝐞 𝐏𝐞𝐫𝐟𝐞𝐜𝐭 𝐁𝐥𝐞𝐧𝐝:
𝐖𝐡𝐲 𝐘𝐨𝐮 𝐍𝐞𝐞𝐝 𝐁𝐨𝐭𝐡 𝐇𝐚𝐫𝐝 & 𝐒𝐨𝐟𝐭 𝐒𝐤𝐢𝐥𝐥𝐬 𝐭𝐨 𝐓𝐡𝐫𝐢𝐯𝐞 💯
In today's dynamic and competitive market, a well-rounded skillset is no longer a luxury - it's a necessity.
While technical expertise (hard skills) is crucial for getting your foot in the door, it's the combination of hard and soft skills that propels you towards long-term success and career advancement. ✨
Think of it like this: Imagine a highly skilled carpenter with a masterful understanding of woodworking (hard skills). But if they struggle to communicate effectively with clients, collaborate with builders, or adapt to project changes (soft skills), their true potential remains untapped. 😐
The synergy between hard and soft skills is what creates true value in the workplace. Strong communication allows you to clearly articulate your technical expertise, while problem-solving skills help you navigate complex challenges alongside your team. 💫
By actively developing both sets of skills, you position yourself as a well-rounded professional who can not only perform tasks efficiently but also contribute meaningfully to a collaborative and dynamic work environment.
Go through the carousel and let me know your views 🤩
We recently hosted the much-anticipated Community Skill Builders Workshop during our June online meeting. This event was a culmination of six months of listening to your feedback and crafting solutions to better support your PMI journey. Here’s a look back at what happened and the exciting developments that emerged from our collaborative efforts.
A Gathering of Minds
We were thrilled to see a diverse group of attendees, including local certified PMI trainers and both new and experienced members eager to contribute their perspectives. The workshop was structured into three dynamic discussion sessions, each led by our dedicated membership advocates.
Key Takeaways and Future Directions
The insights and feedback gathered from these discussions were invaluable. Here are some of the key takeaways and the steps we are taking to address them:
• Enhanced Resource Accessibility: We are working on a new, user-friendly resource page that will make it easier for members to access training materials and real-world application guides.
• Structured Mentorship Program: Plans are underway to launch a mentorship program that will connect members with experienced professionals for guidance and support.
• Increased Networking Opportunities: Expect to see more frequent and varied networking events, both virtual and in-person, to help you build connections and foster a sense of community.
Moving Forward
We are committed to turning your feedback into actionable solutions that enhance your PMI journey. This workshop was just the beginning. By actively participating and sharing your experiences, you have helped shape the future of our Chapter’s offerings.
Thank you to everyone who attended and contributed to the success of the Community Skill Builders Workshop. Your engagement and enthusiasm are what make our Chapter strong and vibrant. Stay tuned for updates on the new initiatives and opportunities to get involved. Together, we are building a community that supports and empowers each other on our PMI journeys.
Stay connected, stay engaged, and let’s continue to grow together!
About PMI Silver Spring Chapter
We are a branch of the Project Management Institute. We offer a platform for project management professionals in Silver Spring, MD, and the DC/Baltimore metro area. Monthly meetings facilitate networking, knowledge sharing, and professional development. For more, visit pmissc.org.
LinkedIn Strategic Guidelines for June 2024Bruce Bennett
LinkedIn is a powerful tool for networking, researching, and marketing yourself to clients and employers. This session teaches strategic practices for building your LinkedIn internet presence and marketing yourself. The use of # and @ symbols is covered as well as going mobile with the LinkedIn app.
LinkedIn for Your Job Search June 17, 2024Bruce Bennett
This webinar helps you understand and navigate your way through LinkedIn. Topics covered include learning the many elements of your profile, populating your work experience history, and understanding why a profile is more than just a resume. You will be able to identify the different features available on LinkedIn and where to focus your attention. We will teach how to create a job search agent on LinkedIn and explore job applications on LinkedIn.
1. (Problem Analysis, In Basket, and Group Discussion)
www.humanikaconsulting.com
Developing Tools of…
2. Seta A. Wicaksana, M.Psi., Psikolog
0811 19 53 43
seta.wicaksana@gmail.com
• Ahli Senior di Komite Kebijakan Pengelolaan Kinerja Organisasi dan SDM (KPKOS)
Dewan Pengawas BPJS Ketenagakerjaan
• Wakil Dekan II Fakultas Psikologi Universitas Pancasila
• Pembina Yayasan Humanika Edukasi Indonesia
• Pendiri dan Direktur Humanika Consulting
• Penulis Buku “SOBAT” Elexmedia Gramedia 2016
• Trainer, Psikolog, Konselor Karir dan Assessor di Humanika Consulting
• Pengembang Alat Tes minat bakat BRIGHT dan Sistem Tes Psikologi berbasis aplikasi
HITS dan HABIT
• Dosen Tetap Fakultas Psikologi Universitas Pancasila
• Sedang mengikuti tugas belajar Doktoral (S3) di Fakultas Ilmu Ekonomi dan Bisnis
Universitas Pancasila Bidang MSDM
• Lulusan Fakultas Psikologi S1 dan S2 Universitas Indonesia
• Lulusan sekolah ikatan dinas Akademi Sandi Negara
3. • Memahami konsep dan jenis-jenis Tes Situasional
• Memahami pelaksanaan Tes Situasional
• Memahami penyusunan Tes Situasional
• Terampil dalam membuat dan menyusun Tes
Situational.
4. Situational Test
In Basket / In Tray
Group Discussion
Giving Presentation
Role Play
Situational/Simulation Test
Case Study
5. • Berupa berbagai problem
yang dapat menstimulasi
munculnya perilaku-
perilaku yang berkaitan
dengan kompetensi suatu
pekerjaan
• Kandidat ditempatkan pada
situasi yang serupa/sama
dengan pekerjaan/posisi
tertentu (se-natural
mungkin)
• Disebut juga Simulasi
• Penting dalam Assessment
Center dalam menggali
Knowledge and Skill
6. KASUS YANG DIUJIKAN DALAM TES SIMULASI
1. Krisis
kandidat harus memecahkan
problem dalam deadline ketat,
jika tindakan tidak tepat akan
memperparah problem (CS, IB,
PS, LGD, RP)
2. Eksploitasi
kandidat
mengembangkan/memperbaiki
suatu problem (CS, IB, PS, LGD,
RP)
3. Kreatif
kandidat mendesain,
merencanakan sesuatu yang
baru (CS, LGD, RP)
8. CASE STUDY / PROBLEM ANALYSIS
• The case study exercise is a realistic simulation of the type of
business or strategic problem you are likely to encounter in your
new role (if you get the job!).
• a series of fictional documents such as company reports, a
consultant’s report, results from new product research etc. (i.e.
similar to the in-tray exercise except these documents will be
longer)
• be asked to make business decisions based on the information.
• can be done as an individual exercise, or more likely done in a group
discussion so that assessors can also score your team working
ability.
9. • Presenting proposal in the form of a brief report
or presentation.
• presenting your recommendations at an
interview with an assessor
• case study exercises are usually designed not to
have one ‘correct’ answer.
10. TYPICAL COMPETENCIES ASSESSED IN
THE CASE STUDY ARE:
1. Analytical Thinking
2. Assimilation of Information
3. Commercial
Awareness/keeping update
information
4. Innovation
5. Organizing
6. Decisiveness
7. Judgement
11. EXPLORING SKILLS
1. Interpreting lots of data in varying
formats and from various sources.
2. Analytical and strategic analysis of
problems
3. Formulating and committing to a
decision.
4. Commercial and entrepreneurial
insight into a problem.
5. Setting priority based on time
management
6. 6. Oral communication skills for
discussing your recommendations
12. SUITABLE THEMES FOR CASE OR PROJECT FILES
• A project is behind schedule and over budget.
• A complaint has been filed and an investigation is either
ongoing or has concluded.
• A decision denying an application has been appealed.
• An income assistance file needs to be reviewed and
critical decisions made.
• A labour relations case involving many interwoven and
underlying issues requires recommendations on action
or preparation for arbitration.
• A technical engineering project file needs to be audited
for adherence to regulations and standards.
13. Tools for Developing Problem Analysis
• Helicopter view Strategic (tools:
BSC, SWOT Analysis, 7s Mc Kinsey, etc)
• Time management 4 Quadrant of
time/priority
• Thinking Analysis (depth,
Convergent, and Focus), Conceptual
(width, divergent, and creative),
Strategic (Combination thinking,
conceptual, imaginative, and
Innovative)
• Problem solving I (Identify &
clarifying) – D (Defining Goals) – E
(Exploration Ideas) – A (Action) – L
(Learning)
• Typology of Decision maker : ABCD
21. THINKING (BLOOM’S REVISED TAXONOMY)
Creating
Generating new ideas, products, or ways of viewing things
Designing, constructing, planning, producing, inventing.
Evaluating
Justifying a decision or course of action
Checking, hypothesising, critiquing, experimenting, judging
Analyzing
Breaking information into parts to explore understandings and relationships
Comparing, organising, deconstructing, interrogating, finding
Applying
Using information in another familiar situation
Implementing, carrying out, using, executing
Understanding
Explaining ideas or concepts
Interpreting, summarising, paraphrasing, classifying, explaining
Remembering
Recalling information
Recognizing, listing, describing, retrieving, naming, finding
25. Tips for Developing Effective Case /
Project File Tests
• Base tests on typical job samples from real
life Choose a complex example that
happens on a fairly routine basis.
• Design rating scales in advance : can be used
to measure one skill or many skills
concurrently and
• Disguise real people and real fact.
• Provide all applicants with the same
knowledge base.
26. 5 Tips For Creating a Case Study
1. Write About Someone Your Ideal Customer
Can Relate To
“If it’s someone in the education industry, then make your case studies about your
university customers”
The goal is to ensure that once your ideal customer has read your case studies, they
will feel:
• You are comfortable in their industry.
• You know their industry’s specific needs.
• You know how to give their industry targeted
results.
27. 5 Tips For Creating a Case Study
2. Tell the Story from Start to Finish
People enjoy reading a story. A great case study will allow someone to really get to
know the customer in the case study including:
• Who is the sample customer and what do they
do?
• What were the customer’s goals?
• What were the customer’s needs?
• How did you satisfy those needs and help the
customer meet their goals?
28. 5 Tips For Creating a Case Study
3. Provide Easy to Read Formatting
Be sure to use good content formatting elements like you would with articles,
blog posts, and copywriting on your website including:
• Headers
• Images
• Bulleted lists
• Bolded & italicized text
29. 5 Tips For Creating a Case Study
4. Include Real Numbers
30. 5 Tips For Creating a Case Study
5. Try Different Formats for Different Type of
Learners
• A podcast
• A YouTube video
• Or even an infographic
31.
32.
33. Kandidat diberikan 1 set berkas-berkas atau arsip yang
mencerminkan tugas-tugas pada posisi/job tertentu.
Kandidat diminta untuk membuat perencanaan,
pengambilan keputusan, dan komunikasi secara
tertulis berkaitan dengan problem yang ada.
Waktu: 1-2 jam (sesuai tingkat kesulitan In-Basket)
Kompetensi yang diukur: Problem Solving, Decision
Making, Analytical Thinking, Sensitivity, dll.
34. In Basket / In Tray
Work Efficiently
Identify key issues
Set Priorities
Anticipate Problems
Explore issues
Suggest Options
Make Recommendation
Give Reasons
35. Kelebihan
(+) Validitas lebih baik
(+) Praktis, dikerjakan sendiri
oleh kandidat
(+) Proses penyusunan yang
rumit dan panjang
Kelemahan
(-) Kejenuhan peserta
(-) Memerlukan waktu
lebih banyak untuk
mengerjakan tes (1-3
jam)
36. • Base on routine events on the job
• Design rating scales
• Pre-test
• Make the in-basket test an "open book" exam
• Avoid making success in one task contingent on
success in another
• Avoid bias towards applicants with "inside"
knowledge
38. Kandidat dilibatkan dalam kelompok 4-6 orang, diberikan
Case Study atau problem dan diminta untuk
mendiskusikan dan membuat kesimpulan berupa
rekomendasi/solusi atas problem tersebut.
Waktu: maksimal 45 menit
Assesor: 2 orang / kandidat (observasi silang)
Kompetensi yang dinilai: Communication, Influencing Others,
Persuasiveness, Developing & Maintaining Relationship,
Business Orientation, Negotiating, Leadership, dll.