Implementing 360 Degree Feedback to Identify Development Area for Superintendents in PT Kaltim Prima Coal

Abstract

PT Kaltim Prima Coal (KPC) is a coal mining company that operates in East Kalimantan, Indonesia. To ensure that employees possess required competencies, annual competency assessments are conducted during the first 3 (three) years of occupying a position. However, after the employee completes the 3 (three) years of development, the competency reviews are not carried out. In the other hand, higher-level position employees commonly received less feedback from others. Based on the current state, the author initiates to do competency re-assessment to find areas of improvement to stimulate employee development,productivity, and performance. To get more comprehensive results, this study applies the 360-degree feedback survey that draws upon the knowledge of people within a person’s circle of influence: superiors, peers, subordinates, customers,and self-assessment. The measuring instrument applied is KPC’s competency dictionary consisting of core and managerial competencies. The bottom 3 competencies thatneed to be developed based on self-rating are Work Planning and Management, Continuous Learning, and Business Acumen, while based on rating by others are Work Planning and Management, Client Focus, and Developing Others. Overall, in all competencies, KPC’s Superintendents are rated 4-5 on a 1-6 scale.

Keywords: 360 degree feedback, core competency, managerial competency