INTRODUCTION
Data
on the BPJS health ecosystem in 2022, the number of health facilities that have
collaborated with BPJS Kesehatan is around 27,082 (Djamhari et
al., 2020).
In Central Jakarta alone there are 36 hospitals consisting of; 4 Type A
Hospitals, 20 Type B Hospitals, 7 Type C Hospitals and 5 Type D Hospitals.
Where from 7 Type C Hospitals only 4 hospitals collaborate with BPJS Kesehatan.
Based
on the Regulation of the Director of Health Service Insurance BPJS in 2018,
medical referrals must indeed go through the First Level Health Facility (FKTP)
before going to type D, C, B and A hospitals (Sutrisno et
al., 2018).
This scheme is an integral part of the implementation of online
referrals implemented by BPJS Kesehatan since August 15, 2018. This is often a
patient complaint because the queue system at Mobile JKN has not been connected
to the queue at the hospital so that arriving at the hospital still need to
queue again, even the Mobile JKN queue is even numbered from patients who come
directly.
Getting
quality health services for BPJS Kesehatan participants is a priority of
patient wants and needs (A. D. Putri
et al., 2016).
The construction of a Type C Private General Hospital called Bungur Medika
Hospital will be one of the alternative solutions for the community.
Bungur
Medika Hospital with the target market of BPJS Health patients sees an
opportunity to become a hospital that prioritizes advances in digital
technology in serving BPJS health patients so that it makes it easier for
patients who want treatment to receive the benefits of faster and easier health
services.
To be able to meet the quality of good health services,
strategies are needed to improve employee performance and develop the potential
of employees so that the quality of these services can be fulfilled (Pundenswari,
2017).
However, well-planned Human Capital planning is needed in order to produce
quality and professional human resources with the aim of getting quality health
services will be achieved. Therefore, the purpose of this study is to find out
the business planning and modeling entitled Human Capital Plan in Health Service
Development of Bungur Medika Hospital.
METHODS
In this study, the author uses qualitative
analysis (Creswell &; Creswell, 2017), namely analysis carried out on data,
written descriptions, and verbal descriptions then
connected with data, written descriptions, and other verbal descriptions to
gain clarity about the truth or vice versa so that new perspectives are
obtained or strengthen existing opinions (Basias &;
Pollalis, 2018)
.
This research is included in descriptive research because this study intends to
describe an event, namely human resource planning at Bungur Medika Hospital
with the development of hospital services as an effort to improve employee
performance. The approach in this study uses an interdisciplinary approach.
RESULTS AND DISCUSSION
Human Capital Goals, Objectives and
Strategies
The vision of Bungur Medika Hospital is to
become the first choice hospital for BPJS participants who are able to provide
PRIMA services in the Central Jakarta area and the mission of this Hospital is
as follows:
1.
Digitalization of the hospital service system
for easy access for BPJS healthcare patients.
2.
Providing affordable healthcare with high
quality of service and patient safety culture.
3.
Creating quality and professional human
resources in providing health services.
4.
Forming a network of health facilities around
the hospital.
5.
Provide good profitability for stakeholders
To be in line with the vision of Bungur Medika
Hospital, which is to become the first choice hospital for BPJS participants
who are able to provide the best PRIMA services in the Central Jakarta area,
the objectives of Human Capital are as follows:
Table 1. Purpose of Human
Capital
|
Category
|
Hospital Human Capital Objectives
|
|
Short-term
(Y.0 to Y.2)
|
1.
Conduct recruitment activities to
meet a minimum of 119 employees in the first year and 137 employees in the
second year
2.
Recruiting to meet the number of
specialist doctors as many as 19 doctors for 15 polyclinics
3.
Build an effective performance
management system for employees
4.
Conduct performance evaluations for
employees every semester with achievement
reviews
every
3 months
5.
Register employee procurement with the local
manpower office and evaluate annually.
|
|
Medium Term
(Y.3 to Y.5)
|
1.
Maintain the fulfillment of 19
specialist doctors for 15 polyclinics
2.
Recruit and maintain the fulfillment
of the achievement of 167 employees for the third year, 180 employees for the
fourth year and 187 employees for the fifth year
3.
Evaluate employee performance every
semester to support the Company's work targets, Career and Employee Benefits
4.
build and have independent training programs
to support employee performance improvement
|
|
Long-term
(Y>5)
|
1.
Implementation of effective and
continuous training programs to support employee performance improvement
2.
Maintain the fulfillment of 19
specialist doctors for 15 polyclinics
3.
Have a performance management system that
can adapt in evaluating employee performance to support the Company's work
targets, Career and Employee Benefits
|
To achieve the
goals of Human Capital, the Human Capital Target of Bungur Medika Hospital is
carried out in accordance with one of the missions of Bungur Medika Hospital,
namely by creating quality and professional human resources in providing health
services.
Table
2. Human Capital Goals
|
Category
|
Hospital Human Capital Target
|
|
Short-term
(Y.0 to Y.2)
|
1.
Gained 119 Employees in 1st year and 137
Employees in 2nd year
2.
Obtained 19 specialist doctors for 15 Health
clinics
3.
There is an employee performance evaluation
system for employee performance appraisal
4.
Registered with the local Manpower Office
5.
100% of employees can undergo performance
evaluations effectively
|
|
Medium Term
(Y.3 to Y.5)
|
1.
Obtained 19 specialist doctors for 15 Health
clinics
2.
Gained 167 Employees in 3-year, 180
Karyrawan in 4-year and 187 Kayrawan in 5-year
3.
100% of employees can undergo performance
evaluations effectively
4.
100% of employees receive training to
improve their skills
|
|
Long-term
(Y>5)
|
1.
Have ongoing training for employee
capability improvement
2.
The creation of superior employees with good
training methods and performance evaluation results
|
After
determining the goals and objectives of the Hospital Human Capital, the Human
Capital
Strategy of Bungur
Medika Hospital is as follows:
1)
In meeting the number of employees each year,
Bungur Medika Hospital conducts recruitment activities in collaboration with
the local Manpower Office, and disseminates information on job vacancies
through social media, online and offline advertising media.
2)
The implementation of training to employees is
based on Training Need Analysis and can be carried out through online media such
as zoom meetings or offline.
3)
Conduct performance evaluations every 6 months
and review performance targets every 3 months for the first 2 years and
the next period
performance target reviews can
be adjusted to the needs of the work unit.
Corporate
Culture is the values formed to achieve the company's Vision and Mission. To
achieve the company's Vision and Mission, Bungur Medika Hospital forms a
culture and values aimed at all employees of this Hospital.
A.
Company Artifacts
An
artifact is something that humans can see, hear and feel about a subject, thing
or event. Artifacts can be products, services, even human behavior (Schein,
2004).
RS Bungur Medika designed a symbol as a representation of the company to
realize the company's culture. RS Bungur Medika has the tagline "Our Purpose for Your
Health"
meaning that our purpose is for your health, because your health is the most
important for us.
B.
Company Logo
Bungur Medika
Hospital has a company logo, the meaning of the logo is that Bungur Medika
Hospital always provides maximum service with full responsibility for the
recovery of its patients. Explanation of the meaning of the company logo, as
follows:
1)
Blue color, has the meaning of providing calm,
trust and professionalism.
2)
Palang Kesehatan, has the meaning of safety
and health
3)
The image of a green leaf in the middle of the
image of the health cross, has the meaning of giving coolness and hope
4)
Figure 2 curved lines in the form of a circle
like embracing, has the meaning of providing the best service through
technology
Figure
1. Company Logo
C.
Uniform
RS Bungur
Medika has a core uniform that is used for corporate identity. The uniform has
differences between male employees and female employees. For men's uniforms,
they use a white shirt with a tie with the company logo on the left and for
women's uniforms, they use a blue basic blazer suit with the company logo on
the left.
In addition,
the uniforms used by employees of Bungur Medika Hospital are also distinguished
in color according to their job functions which are designed so that all
functions can work in accordance with their duties and responsibilities. Each
uniform on each of these functions is placed the company logo on the top left.
D.
Value
RS Bungur Medika has the value to shape the
behavior and character of employees in realizing the company's vision and
mission so that it can produce quality services, namely: Integrity, Caring, Innovative,
Professional and Teamwork.
Table 3. Company Value
|
Value
|
Explanation
|
|
Integrity
|
harmony
between heart and good deeds, behave honestly, think positively, do tasks on
time, work hard and be disciplined for the benefit of the company
|
|
Caring
|
be
friendly, helpful, respectful and warm to all employees and also to all
patients
|
|
Innovative
|
Work
by being open to new ideas and can provide the best solutions in providing
services to patients
|
|
Professional
|
Work
to the best of their abilities and can be measured with the best results
through employee performance evaluations
|
|
Teamwork
|
Work
together in a team to provide the best value for patients and the company
|
E.
Assumption/Believe
Assumptions
are elements of culture that provide guidance about employee behavior. The
assumptions made by Bungur Medika Hospital to produce quality health services
are as follows:
Table
4. Assumption
|
Value
|
Explanation
|
|
Integrity
|
1.
Make it easier for employees to be able to
express their opinions by means of Coaching and Counseling
2.
Cultivating weekly/monthly huddle as
a way for employees to communicate casually with colleagues, which aims to
exchange opinions and
update information on what has
been done and the obstacles they face during a period (weekly or monthly)
|
|
Caring
|
1.
Provide
information to employees regularly regarding attitudes that must be
cultivated (friendly, helpful, respectful and warm)
2.
Carry
out social activities regularly to share with underprivileged communities by
setting aside part of their salary voluntarily
3.
Always
put the needs of patients before other needs
|
|
Innovative
|
1.
Holding
an Innovation Award
activity once
a year to accommodate new ideas and give awards to employees who have given
their best ideas
2.
Develop
the ability of employees by being given the opportunity to experience new
experiences that have never been felt before. For example, rotation according
to the needs of the unit and placing it in a different place from before
|
|
Professional
|
1.
Evaluate employee performance to measure
work targets that have been agreed between superiors and subordinates
2.
Periodically, each employee updates
the agreed performance achievement report and the obstacles he faces
|
|
Teamwork
|
Always
active in weekly/monthly huddle activities to maintain good communication and comfort
in expressing opinions among colleagues
|
The
organizational structure helps employees see the division of labor, so as to
get good coordination in working according to their functions and tasks (Gammahendra
et al., 2014).
Organizational structure is an important component in organization, which
includes the division of duties and responsibilities of each individual, aimed
at avoiding overlapping authority and individual responsibilities.
The
organizational structure of Bungur Medika Hospital is guided by Presidential
Regulation No.77 of 2015 concerning Hospital Organization Guidelines, Hospital
Organization consists of Hospital Directors, Medical Services, Nursing, Medical
Support, General Administration and Finance, Medical Committee and Internal
Audit Unit (SPI).
Figure 2. Organizational
Structure of Bungur Medika Hospital
Human Capital Planning is needed for the newly
established Bungur Medika Hospital to become a superior hospital needed by the
community. Human Capital Planning has no limits in human resource management,
so it can be flexible in establishing a management system that is able to adapt
to challenges and competition
(Samsuni, 2017).
A.
Estimated
Number of Employees
To
determine the ideal number of employees, HR needs planning is carried out in
accordance with long-term goals, medium-term goals and long-term goals or in
accordance with operational needs that require the number of specialist doctors
and also the needs of the number of general employees (Setiyati
&; Hikmawati, 2019).
The
need for specialist doctors at Bungur Medika Hospital is 19 specialists to
handle 15 polyclinics from hospitals starting to operate for up to 5 years.
Table
5. Number of Employees of Specialist Doctors
|
CLINIC
|
DOCTOR
|
AMOUNT/YEAR
|
|
Y0 -Y2
|
Y3 – Y4
|
Y5
|
|
Poly Obstetrics and
Gynecology
|
Obstetrician
|
2
|
2
|
2
|
|
Children's Poly
|
Child Specialist
|
2
|
2
|
2
|
|
Internal Medicine
Poly
|
Internal Medicine
Specialist
|
2
|
2
|
2
|
|
Poly Surgery
|
Surgeon
|
2
|
2
|
2
|
|
Medical
Rehabilitation Poly and Physiotherapy
|
Specialist
physiatrists
|
1
|
1
|
1
|
|
Eye Poly
|
Eye Specialist
|
1
|
1
|
1
|
|
Nerve Poly
|
Neurologist
|
1
|
1
|
1
|
|
Poly Dental
|
Dental Specialist
|
1
|
1
|
1
|
|
Lung Poly
|
Lung Specialist
|
1
|
1
|
1
|
|
Heart Poly
|
Heart Specialist
|
1
|
1
|
1
|
|
Skin and Genital
Poly
|
Skin and Genital
Specialist
|
1
|
1
|
1
|
|
Poly Urology
|
Urologist
|
1
|
1
|
1
|
|
Poly Orthopaedics
|
Orthopaedic
Specialist
|
1
|
1
|
1
|
|
Poly Digestive
Surgery
|
Digestive Surgery
Specialist
|
1
|
1
|
1
|
|
ENT Poly
|
ENT Specialist
|
1
|
1
|
1
|
|
|
Total
|
19
|
19
|
19
|
The number of
employees of Bungur Medika Hospital is in accordance with its Organizational
Structure and operational needs, referring to Law No. 11 of 2020 concerning Job
Creation, namely with a Certain Time Work Agreement (PKWT) or Permanent
Employee and Indeterminate Time Work Agreement (PKWTT) or Contract Employee.
With the number of needs in accordance with short-term, medium-term and
long-term plans and the needs of the BOR rate of 40% and the fifth year BOR
90%, the number of Outpatient and Inpatient Poly Nurses is adjusted to these
needs
Table 6. Estimated Number of Employees of Bungur Medika
Hospital
B.
Recruitment
Scheme
In conducting
the recruitment process to get new employees, Bungur Medika Hospital uses 2
ways as a follow:
1)
Recruitment for Health Workers (Nakes).
2)
Recruitment for Public (Non Health Workers)
The difference
between the two processes is that for health workers, prospective employees go
through the process of obtaining legality or Registration Certificate (STR) for
Health Workers, Credentialing and if the process has been fulfilled, they can
continue signing work agreements in the process of accepting new employees.
For PKWTT
employees or Permanent Employees, before being appointed as permanent
employees, they are required to pass a probation period of 3 (three) months to
assess the quality
of these employees if they pass the probation period , they will be given
an Assignment Letter as a Permanent Employee and for PKWT employees or Contract
employees, there is no probation period of 3 (three) months, after the signing
of the work agreement can directly work in accordance with their assignment,
which is 1 (one) year and can be extended to a maximum up to 5 (five) years of
service.
Program
orientation for permanent and contract employees, this is needed to introduce
every new employee to the work environment in order to adjust himself to the
new work environment, such as corporate culture, company organization and
understanding the company's vision and mission (Rismawati
& Mattalata, 2018).
Figure
3. Recruitment Process Flow of Bungur Medika Hospital
C.
Employee
Performance Appraisal
Employee
performance appraisal is used to improve the quality of employees and the
effectiveness of Bungur Medika Hospital in managing employee performance, so
that the performance appraisal will increase employee motivation and engagement
. Conducted every 6 (six) months, with the following conditions:
1)
The operating period is up to a period of less
than 2 (two) years, a review process of performance achievements
is carried out every 3 (three) months.
2)
A period of more than 2 (two) years, the process
of reviewing
the achievement of performance every 3 (three) months or in
accordance with the target needs of each work unit.
This performance
appraisal process starts from planning (target setting), monitoring,
work appraisal (appraisal) and evaluation.
Figure
4. Performance Appraisal Flow of Bungur Medika Hospital
The objectives of this
performance appraisal are:
1)
Alignment between employee contributions and
the company's business goals (Vision, Mission and Corporate Strategy)
2)
Ensure the contribution of each employee is
clear and measurable both quality, quantity and time of fulfillment
3)
Basic employee mapping in career and
development programs.
a.
Target Setting
This planning
stage is carried out by each unit with its preparation carried out by each
superior and subordinate. Performance planning that has been determined is the
basis for the preparation of Individual Work Target (SKI) targets in related
units and is carried out no later than the beginning of the semester. The
Individual Work Target Target (SKI) can be carried out quantitatively and
qualitatively, in its preparation by fulfilling the SMART (Specific,
Measurable, Agreed, Realistic, Time Oriented) cadiah (Nasrulsyah,
2020).
1)
Specific:
work targets as expected and how to meet these expectations
2)
Measurable: the
work target has clear measurement parameters both in quality, quantity and
time.
3)
Agreed:
work target in accordance with the agreement between superiors and subordinates
4)
Realistic:
work targets achieved according to employee competence
5)
Time Oriented:
work targets have a deadline for achievement
b.
Monitoring
During the
period of performance achievement, the monitoring process can be carried out by
each superior to monitor and supervise the performance achievements of his
subordinates in ensuring the success of performance achievement. The monitoring
process by superiors is carried out to anticipate if there are obstacles or
obstacles to the process of achieving subordinate performance (Rismawati
&; Mattalata, 2018).
c.
Performance Appraisal
Employee
performance appraisal is carried out in 1 (one) SKI assessment period at the
beginning of the next semester and the direct supervisor can complete the
achievement of the SKI that has been previously determined at the beginning of
the semester at the planning stage (target setting).
The results of
performance appraisal, are Individual Work Values (NKI) obtained from the
results of performance achievements that have been carried out by employees in
1 (one) assessment period and there are five assessment categories, namely
Less, Sufficient, Good, Very Good, and Special.
Table
7. Performance Appraisal Category of Bungur Medika Hospital
|
Value Categories
|
Range of Performance Values
|
Performance Achievements
|
|
Excellent
|
120% ≤ NKI
|
Outstanding
achievements in meeting targets and innovating for the company
|
|
Good
|
110% ≤ NKI < 120%
|
Exceeding
expectations in meeting targets
|
|
Enough
|
100% ≤ NKI < 110%
|
Meet expected goals
|
|
Bad
|
75% ≤ NKI < 100%
|
One or more
important goals are not met
|
|
Less
|
< 75%
|
Performance
consistently below expectations
|
d.
Evaluation
Evaluation is
carried out to evaluate performance achievements, in this process employees can
propose the development of competencies needed for future performance
achievements (Chusminah
&; Haryati, 2019). This evaluation is a form of effort to improve
performance and see the gap between employee competencies and competencies
expected by Bungur Medika Hospital.
Figure
5. Performance Evaluation Form of Bungur Medika Hospital
D.
Training
and Development
To obtain
quality human resources, training is needed to improve employee performance in
accordance with the performance expected by the company. The process to get
training is carried out by training needs analysis (E. N. R.
Putri, 2017), namely:
1)
Through the results of performance appraisal
by looking at the gap between expected performance (desired performance)
and current performance (actual performance).
2)
Through the results of coaching and
counseling, this process is carried out after getting input from the
employee's supervisor at the end of the employee kinera evaluation period.
Each training
implementation will be carried out pretest and posttest, which are used to measure the
quality of training implementation, after the training is completed, the
results of the training can be used to support their work and will continue to
be evaluated periodically.
Figure
6. Training Process Flow of Bungur Medika Hospital
E.
Compensation
System
The compensation
system provided by Bungur Medika Hospital consists of Direct Compensation in
the form of basic salary, overtime, food money, overtime pay and also
transportation money. In addition, there is also compensation in basic salaries
such as BPJS Health benefits and Employment Benefits.
a.
Direct Compensation
Direct
compensation provided by Bungur Media Hospital is as follows:
1)
Basic Salary. Wages given are based on the
agreement between employees and the company. In this case, the Basic Salary is
adjusted by Permenaker No.18 of 2022 with the DKI Jakarta Regional Minimum Wage
(UMR) in 2023 and consideration of position, and duties and responsibilities of
employees. The wages given are differentiated in each position and educational
level needs when the employee is recruited to be an employee at Bungur Medika
Hospital.
2)
Overtime. The policy follows the calculation
of overtime under the Job Creation Law by using hourly wage multiplication,
where the formula calculates that hourly overtime is 1/173 times a month's
wages and employees can be done a maximum of 3 hours a day, according to the
approval of the superior.
3)
Meal money. To help employees' food needs,
food money assistance is given to employees given directly to employees by
taking into account the number of employee attendance, if the number of
attendance is full, Rp. 300,000 (three hundred thousand rupiah) is given every
month.
4)
Transport Money. To help the needs of employee
transportation to their workplace, transportation money assistance is given to
employees given directly by taking into account the number of employee
attendance, if the number of full attendance to employees with a maximum value
of Rp. 200,000 (two hundred thousand rupiah) every month.
5)
Employee Income Tax (PPh-21). For employee
income tax using the gross method, where employees bear or pay their own income
tax from the salary they receive. RS Bungur Jakarta only pays wages in the
amount of what has been promised to employees and there is no subsidy for
employee income tax.
b.
Indirect Compensation
Indirect
compensation is wages given to employees outside of the basic salary of the
employee, as follows:
1)
BPJS Employment and BPJS Health Allowances,
Allowances given to employees along with BPJS Employment and BPJS Health
benefits. For BPJS Ketenagakerjaan, the programs participated in by Bungur
Medika Hospital are Death Allowance, Work Accident Allowance, Old Age Allowance
and Employee Pension Allowance.
2)
Leave, There are 2 (two) types of leave that
can be given by Bungur Medika Hospital, namely Annual Leave and Maternity
Leave. Annual Leave in accordance with the Job Creation Law is carried out
after the employee has worked for 12 (twelve) months continuously and Maternity
Leave is applied to employees who are pregnant or approaching childbirth are
entitled to leave 1.5 months before giving birth and 1.5 months after giving
birth.
F.
Employee
Attendance
To monitor employee working hours so that they
can maintain their work productivity, an employee attendance system is needed,
besides that the employee attendance system can be used as a basis for employee
payroll. Recording the attendance of employees of Bungur Medika Hospital using
a mobile application so that it can make it easier for employees to carry
out attendance activities such as Entry / Exit Hours, Leave and Overtime.
RS Bungur
Medika has 3 (three working hours) employees based on the unit where the
employee works.
Table 8. Working Time of
Bungur Medika Hospital Employees
|
Category
|
Working hours
|
Unit
|
|
Management and
General
|
Monday – Friday
08.00 – 17.00
|
Director, SPI,
Medical Committee, HR, Finance, Marketing, IT, General
|
|
Clinic
|
Monday – Saturday
Shift 1: 07.00 –
14.00
Shift 2: 14.00 –
21.00
|
Outpatient
|
|
Medical Services
|
Monday – Sunday
Shift 1: 07.00 –
14.00
Shift 2: 14.00 –
21.00
Shift 3: 21.00 –
07.00
|
Hospitalization,
Medical Records, Incentive Installation, Emergency Room, Surgical Room,
Logistics, Pharmacy, Laboratory, Health Logistics, Radiology, Nutrition
|
G.
Termination
of Employment
The
termination process is carried out in accordance with the Job Creation Law,
which is the process of terminating employment relations that requires the end
of rights and obligations between workers and employers (Maringan,
2015).
If the termination of the employment relationship is due to the reason of
resigning the employee, the employee is required to submit an application at
least 1 (one) month before the date of termination of the employment
relationship, this is done because within 1 (one) month the employee who
resigns is required to complete the process of handing over inventory items or transferring knowledge to his
superior or replacement partner. Causes of layoffs, as follows:
1) Employee resigns
2) Low performing
employees
3) The employee has
expired the employment contract
4) Absentee Employee 5
(days) in a row
5) Employees Prolonged
illness
6) Employees commit
serious violations, such as committing theft, drugs, destruction of company
assets , and violations of other legal norms.
H.
HC Cost Projections
HC Cost projections are made in
the next 5 (five) years as shown in the following table:
Table
9. HC Cost
Projections
of Bungur Medika Hospital
CONCLUSION
Bungur Medika Hospital is a type C hospital
that prioritizes the community of BPJS Health users and is required to be able
to provide high-quality health services by prioritizing advances in digital
technology in serving BPJS health patients so that it makes it easier for
patients who want treatment to receive the benefits of health services faster
and easier, thus a Human Capital Plan is needed to support it, as follows:
a.
Build the company's goals, objectives and
strategies according to the company's vision and mission
b.
Determine the company's culture, with
artifacts, values and assumptions
c.
Building an organizational structure, which
includes the division of duties and responsibilities of each individual, aims
to avoid overlapping individual authorities and responsibilities
d.
Human Capital Planning, which includes,
recruitment schemes, employee performance appraisals, training and development,
compensation systems, employee attendance and termination
e.
The projected HR Cost is in accordance with
the needs of the Short, Medium and Long Term periods which include labor costs
(employee salaries, position allowances, BPJS employment benefits and BPJS
Health) and HR support needs (uniforms, HR application rentals, outsourcing personnel).
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