How to Utilize Learning Organization and Reward System to Leverage Employee Self Learning

摘要

After Indonesian government issued Law No.5 of 1999 on the Prohibition of Monopoly and Unfair Business Competition Practices in March 1999, Telkom experienced difficult times in terms of expanding its business. In addition, many competitors started to enter Indonesian telecommunication industry. As a result, Telkom revenue was continuously dropped for several years. Telkom employees must have high learning capability that encourages the emergence of innovative ideas as a solution to the problem of industrial dynamics. Telkom innovative products as a competitive advantage are expected to boost Telkom revenue. Telkom believes that learning organization system is able to create employees with high learning capability. Telkom has given best effort in building a learning organization: culture and system. Telkom commits to give 1.5% revenue each year for training and development of human capital competency program in order to support the business: Moreover, ELearning facility has been developed to enrich employee knowledge. In addition, Telkom has another self-learning method that can be utilized by all employees, which is called KAMPIUN. This collaboration tool allows employees to acquire and share their knowledge with others online. All programs are perfectly design but are that enough? In fact, only a few employees are interested in Telkom Learning Organization Facility. For example, only a few employees who are consistently utilized eLearning facility. Employees no longer frequently utilize KAMPIUN. Establishment of Community of Practice is not greeted with enthusiasm. The declining number of innovative product, employees performance tend to be flat in the average score, recurring problems on operational activity, and customers are not satisfied with employee assistance in solving issue. Those are happened due to lack of new and updated knowledge. Telkom needs employees with high learning capability, which is eager to learn new things to support their work, to improve performance, to learn from failure to prevent potential problem and always do self-learning continuously. So then, what is required for employees to consciously move to self-learning? Based on the facts above, it can be concluded that the existing Telkom learning organization system has not uniformly boost employee self-learning. Utilization of the facilities is carried out based on mandatory and basic needs. Although the benefit of learning is very clear, most employees are not motivated to enrich their knowledge. How to boost self-learning? To cope with the above problems, this paper provides some proposed solutions. It is a contribution of practitioner to the enrichment of human resource management science in the academic world. This paper also shows that it is theoritically possible to do so but it needs many factors to make it success in practice.