Monthly Seminar 

Masyarakat Ekonomi Syariah  

“Strategi
Strategi Pengembangan Kualitas SDM Ekonomi 
Pengembangan Kualitas SDM Ekonomi
Syariah Berbasis Kompetensi”

Jakarta, 21 Oktober 2009

Background
IDR Bio P j ti
Projection off
aggressive growth on
160,000 9%
Syariah Asset
140,000 125 T8%
YOY by 29% in 2010 10%
120,000 7%
8 3% 90
8.3%
107 T 6%
100,000
5.2% 5%
80,000 70
81 T
3.9% 4%
60,000 58 T
2.8% 3%
40 000
40,000 1 9%
1.9% 38 T 2%
1.2% 24 T
20,000 0.7% 1%
8T 14 T
- 0%
2003 2004 2005 2006 2007 2008 2009 2010
Asset Share to National Banking Industry (%)

Source BI - Projection

2
Trend on the Newly Opened Syariah Banks

SYARIAH BANKS NEW COMERS

1.BCA Syariah (2010)

2.Bank Jabar Banten Syariah (2010).
3. OCBC NISP Syariah (Q4 2009)
4 Panin Syariah (Q4 2009)
4.
5. Bank Sinar Mas Syariah (Q1 2010)
6. Bank Victoria Syariah (2010)

Will increase the needs on

Syariah Human Resources
and increasing the demand
Projected up to 20%
by next year
Syariah Human Resources Statistics

Growth # SDM Bank

Syariah from 2006 to
Aug 2009 is
Statistik SDM Perbankan Syariah
126%
10000
9000 8845
8000 8486
7000
6609
6000 Bank Umum Syariah
Ju m lah

5000 Unit Usaha Syariah

4000 4311
3913 BPRS
3523
3000 2266 2 81
2581 2811 2669
2000 1436 1797 2223 2265
2562
1037 1666 2108
1000
0 Growth # SDM UUS
Jun-09 Aug-09 and BPRS from 2006
to Aug 2009 is
2005 2006 2007 2008 2009 approximately

Period 42.5%

Source BI .Aug 2009- Actual

Impact on Human Resources Needs

Bank Umum Syariah

Bank Growth : 70%

Branches Growth : 115%

How is the impact of Syariah

Syariah Business Unit Banking Industry Growth
Bank Growth : 26%
On the Syariah Human
Branches Growth : 70% Resources Needs?

BPRS

Bank Growth : 47%

Branches Growth : 135%
Blue Print Bank Indonesia : SDM

Sasaran Pengembangan

SDM berkualitas Regulasi dan supervisi

tinggi yang efektif

Perbankan Syariah
yang efisien,
Struktur p
perbankan Infrastruktur
memberikan sharia
yang efektif yang mendukung
service excellent,
dan berkontribusi bagi
perekonomian nasional

Aliansi startegis
Pemberdayaan yang sinergis
nasabah yang efektif

Kepatuhan pada prinsip

syariah yang tinggi
Sasaran Pengembangan
Pilar I
Pengembangan SDM berkualitas tinggi
- Bank Syariah
Sasaran Pengembangan
Project Assessment
Mampu menilai prospek usaha secara
akurat sesuai dengan nilai ekonomisnya konsultasi usaha sudah mengembangkan
Managerial Skill
Mampu menghasilkan keputusan
Managemen yang baik dalam aspek
SDM, keuangan syariah, operasional
Perbankan dan marketing
K
Kompetensi
i penerapan prinsip
i i syariah
i h
Setiap Level managerial mampu
Menerapkan prinsip syariah dalam aspek sudah mulai berjalan, namun implementasi sertifikasi untuk penyusunan best
Transaksi, operasional dan GCG dalam belum komprehensif
Kerangka market discipline
Kondisi Industri
- Kapasitas masih terbatas
- Sejumlah lembaga riset, pendidikan dan
keahlian project assessment
-Sejumlah pengembangan dalam
peningkatan SDM khususnya pada area
operasi perbankan
-Kerjasama strategis dengan pusat riset
perbankan
-Keberadaan kompetitor SDM dari negara
-asing
-Proses pengembangan pengertian syariah -Kerjasama dengan lembaga riset dan
-Pengembangan materi pendidikan dan
Insiatif Strategis
2009-2012
- Kerjasama dengan lembaga riset,
Pendidikan dan konsultasi penyusunan
materi project assessment
- Mempersiapkan materi assessment bagi
Program Sertifikasi Bank Syariah
-Kerjasama dengan lembaga riset
dalam pengembangan Kemampuan
managerial skill bagi bank syariah
-Penyusunan awal materi pendidikan
dan pelatihan managerial skill
-Mempersiapkan materi assessment
bagi program Sertifikasi Bank Syariah
practise manajemen umum dan risiko
pelatihan
Inisiatif Strategis
2013-2015
- Mendorong peningkatan kualitas
assessment oleh bank melalui
program Sertifikasi
- Updating materi Sertifikasi Bank
Syariah
-Peningkatan kualitas pendidikan dan
pelatihan
l ih managerial i l skill
kill
-Updating materi Sertifikasi Bank
Syariah
-Peningkatan kompetensi dan kualitas
penerapan prinsip syariah dalam
transaksi dan GCG
Sasaran Pengembangan
Pilar I
Pengembangan SDM berkualitas tinggi
- Lembaga Penunjang
Sasaran Pengembangan
Lembaga Fatwa Keuangan Syariah
Mampu memenuhi kebutuhan fatwa yang
Komprehensif yang mencakup transaksi
Keuangan dan aspek operasional
Perbankan syariah
Lembaga Peradilan, Arbitrase dan Notariat Syariah
Kemampuan untuk menyelesaikan
Perselisihan dalam segala aspek
Operasional perbankan syariah
Kompetensi penerapan prinsip syariah
Memiliki lembaga pendidikan dan
Pelatihan keuangan syariah yang mapan
Dan target enterpreneurs yang berkualitas
Insiatif Strategis Inisiatif Strategis
Kondisi Industri
2009-2012 2013-2015
-Pengembangan cakupan fatwa berbagai - Mendorong program sertifikasi DPS dalam bidang operasional perbankan syariah
transaksi keuangan mulai dilakukan
-Fatwa belum mencakup aspek manajemen,
governance, disiplin pasar, kestabilan
sistem keuangan dan kode etik bisnis.
-Dalam tahap membangun pemahaman -Kerjasama dengan Institusi terkait dalam pengembangan kompetensi hakim,
-Mengenai
Mengenai transaksi dasar keuangan arbiter dan notaris di bidang keuangan syariah
syariah
-Kurangnya pendapat yuridis yang
mencakup semua aspekdari operasi
perbankan syariah
-Masing- masing lembaga masih berjalan -Mendorong program kerjasama peenelitian, talent scouting dan penjajagan
sendiri-sendiri program Young Sharia Enterpreneurs
-Porsi enterpreneurs yang memiliki potensi
Tinggi masih terbatas
Human Resources Issues in Syariah Industry

• Lack of Interest to enter Syariah 
WHAT ARE as the Syariah Industry itself is 
THE CHALLENGES perceived as ‘Moslem Exclusive’ 
i d ‘M l E l i ’
sectors and having a lot of 
barriers 
• Syariah Bankers are perceived as 
2ndd Grader Bankers
• Lack of Resources with Adequate 
Experience
• Syariah Worker has 
Syariah Worker has “Ibadah”
Ibadah  
mindset more than 
“Professional”  mindset
• Wait and see Attitude (Less 
Initiative)
Key Competencies of Syariah Human Resources

IMMEDIATE RESULT
BANKING KNOWLEDGE
( PRODUCTIVITY)

SYARIAH KNOWLEDGE ATTITUDE AND BEHAVIOUR

MANAGERIAL SKILL
HOW SYARIAH BANKERS
DIFFER FROM
CONVENTIONAL BANKERS

?
Human Resources Mapping 
Syariah vs Conventional

SYARIAH BANKERS CONVENTIONAL BANKERS

1. Strong Syariah Compliance

knowledge
g 1. Strong
g Banking
g Exposure
p

+
2. Strong Knowledge and from End to End Process
sense on Syariah industry needs 2. Wider Banking Business Sense
3. Strong Network with 3. Wide Advance Products range
Syariah Industry players 4. More Agressive
4 Syariah Attitude
4.

1. Lack of Syariah knowledge

1. Strong “Ibadah” Mindset
2. If Conventional bankers are

-
2. Mostly non aggressive people
jumping in to the syariah industry,
3. Limited International Exposure
will have culture shock
4. Limited Resources (quantity
3 Lack of network with Syariah
3.
and quality)
industry players
 PERMATABANK SYARIAH

O Practice
Our P ti
We Shared Responsibilities
Shared responsibilities amongst the Bank, Line Manager (leader) and Individual

• Create learningg culture

Bank • Build learning governance
• Provide resources
• Provide opportunities

Learning &
Development

Line Manager
g Individuals
(leader) • Identify own aspirations,
Strengths & development
• Provide support and develop a needs
sense of ownership on • Execute ILDP
learning & Development
• Manage expectations
• Discuss & agree on ILDOP
• Provide feedback on
observation
People Learning & Development program
for PermataBankers
Specific
Participants Leadership program Execution Channels Learning
capabilities
Selected Talents
Technical program
Soft Skill program Time-line Mix of
Learning Solutions channels • Bank’s 
Classroom , e‐ programs
Based on
Director Business/Function
needs as required
Leading Enterprise Formal
Learning / include learning & Self  • Workshop
Self study
(Classroom; Learning • Self study
E-learning))

Group Head (VC / SF)

Based on
Business/Function Leading Portfolio
10% • E‐learning 
needs
programs

Department Head
Based on
Business/Function Leading Business / Function
• Coaching & 
needs
Through Inspirational mentoring
out the year Learning
Inspirational 
(as required) 20% • Learning 
Unit Head
Based on
Leading Team Leaders learning
Business/Function
needs partners
• Meetings
Based on
Supervisor / Manager Business/Function Leading Team
needs • On the jpb 
Experiential
Learning training 
Based on
Individual Individual Leading One-self 70% • Critical 
capability
Experiential 
experienced 
The programs Learning
Technical programs on‐the‐job
Soft‐skill program
Induction  Mandatory programs
programs
For new joiner • KYC & Compliance  Specific mandatory  Leadership 
Culture p g
programs at specific 
p development 
p
• Operational Risk area(s): program according to 
• Kode Etik i.e. : its level and 
• Waperd requirement
• Risk Management 
Certification • AAJI
• Performance  • CRA
Management Culture
Management Culture • Syariah      
S i h
Certification
DPS Role is a Key for 
Successful Syariah Banking Practice
Internal PermataBank Syariah
and PermataBank policy

RESULT:
A Comply and Competitive
y
Syariah Bank (UUS)
( )
Syariah
Conventional Having a touch of excellence Supervisory
from the Conventional Board
Bankers Experience and
Coordinate comply with Syariah Intensive
With UUS
Regulation from Consultancy and (DPS)
In daily operation Advisory on
The intensive Syariah Guidance
Relationship
With DPS

BI Regulations and Fatwa

HR Fulfillment : Current Practice

HR Recruitment
Resources Characteristics Challenges

- EntryLevel participation - Notvalid for Middle to Senior manager

Fresh Graduate < 10 % - Long term career development - Expensive Investment - Low commitment
- MT Program - Large (Massive) Recruitment

- Immediate Result (Ready to

- Create Turn Over in Syariah Industry
Syariah
y Use Resource)
40 % - Trigger more expensive recruitment Cost
- Comply
C l with
ith BI R
Requirement
i t
Experience - Limited Resource
- Recruit People With Portfolio

- Need Syariah Knowledge

Conventional > 50 % Development - Limited from Internal
Experience - Need to convince the potential of - Create unnecessary conflict
syariah
HR Development Strategic Initiatives
- Full Syariah
y Management
g Trainee pprogram
g
- Leverage the Syariah Module to MT conventional
Internal - Dedicated MT Syariah in MT program
Initiatives - Integrated Learning and Development (Syariah + Conventional)
- Smooth/ Regulated Internal rotation Æ supported by the
internal policy

- Interbank Agreement
g on Staff Recruitment
- Joint program between the Educational Institution and & Industry
Industry to create Ready to Use resources
- Practical program Æ Best practice sharing
Initiatives Æ More Syariah Certification

- Syariah Supervisory Board (DPS) Active Role

Regulatory - Minimum Syariah Exposure/Experience for become Syariah Director

Initiatives and UUS Head
- Increase the Minimum Budget on Syariah Training
( Proposal )
- DPS with Strong Sense of Business Experience
 THANK YOU

WASSALAMU’ALAIKUM WR.WB