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SISTEM INFORMASI MANAJEMEN
IMPLEMENTASI KNOWLEDGE MANAGEMENT di PT UNILEVER INDONESIA TBK

KELOMPOK 8: 1. ELISABETH DUHITA P 20631 2. IRENE IPAL PARINDING 20636 3. AGUSTHINA EYLIS S 20657 4. CHRISTIANI NONI MALAU 20677

FAKULTAS EKONOMI
UNIVERSITAS ATMA JAYA YOGYAKARTA
TAHUN AJARAN 2014/2015

KNOWLEDGE MANAGEMENT
Knowledge Management (KM) adalah proses yang membantu organisasi mengidentifikasi, memilih, mengatur, menyebarkan, dan menyalurkan informasi penting serta merupakan keahlian yang dimiliki oleh organisasi. * Penataan Pengetahuan memungkinkan: a. Pemecahan masalah yang efektif dan efisien b. Pembelajaran dinamis c. Strategi perencanaan d. Pembuatan keputusan * Data dikumpulkan dari: a. Fakta b. Pengukuran c. Statistik * Informasi diatur atau data diproses: a. Tepat waktu b. Akurat * Pengetahuan informasi: a. Kontekstual b. Relevan c. Ditindaklanjuti

SIKLUS KNOWLEDGE MANAGEMENT

1. Menciptakan: Knowledge diciptakan seiring dengan manusia menentukan cara baru untuk melakukan sesuatu atau menciptakan know-how. Kadang-kadang knowledge eksternal dibawa ke dalam organisasi/institusi; 2. Menangkap: Knowledge baru diidentifikasikan sebagai bernilai dan direpresentasikan dalam suatu cara yang masuk akal dan dapat dicerna; 3. Menjaring: Knowledge baru harus ditempatkan dalam konteks agar dapat ditindaklanjuti. Hal ini menunjukkan kedalaman manusia (kualitas tacit) yang harus ditangkap bersamaan dengan fakta explicit; 4. Menyimpan: Knowledge yang bermanfaat harus dapat disimpan dalam format yang baik dalam penyimpanan knowledge, sehingga orang lain dalam organisasi dapat mengaksesnya atau menggunakannya; 5. Mengolah: Sebagaimana sebuah perpustakaan (library), knowledge harus dibuat up-to-date. Hal tersebut harus di review untuk menjelaskan apakah knowledge tersebut relevan atau akurat. 6. Menyebarluaskan: Knowledge harus tersedia dalam format yang bermanfaat untuk semua orang atau anggota dalam organisasi yang memerlukan knowledge tersebut, di mana pun dan tersedia setiap saat. Memiliki pengetahuan menyiratkan bahwa hal itu dapat dilakukan untuk memecahkan masalah, sedangkan yang memiliki informasi tidak.
Teknologi Pendukung Knowledge Management * Artificial Intelligence (AI) * Intelligence agents * Knowledge Discovery in Databases (KDD) * Data Mining * Model werehouses & model marts * Extensible Markup Language (XML)

SEJARAH PT UNILEVER INDONESIA

Unilever Indonesia didirikan pada 5 Desember 1933 sebagai Zeepfabrieken N.V. Lever. Pada 22 Juli 1980, nama perusahaan diubah menjadi PT Lever Brothers Indonesia dan pada 30 Juni 1997, nama perusahaan diubah menjadi PT Unilever Indonesia Tbk

Di Indonesia, Unilever bergerak dalam bidang produksi sabun, deterjen, margarin, minyak sayur dan makanan yang terbuat dari susu, es krim, makanan dan minuman dari teh, produk-produk kosmetik, dan produk rumah tangga.

PT Unilever Indonesia (ULI), Tbk adalah salah satu perusahaan di Indonesia yang berhasil dalam penerapan knowledge management. Misi ULI adalah "peningkatan vitalitas hidup", hal ini dapat terpenuhi melalui produk-produk mereka yang inovatif, unggul dan ekonomis. Untuk hal tersebut ULI sangat berkomitmen untuk membawa ilmu pengetahuan dan dan keahlian internasional mereka untuk dapat melayani konsumen setempat. Dari misi dan komitment tersebut ULI fokus pada memenuhi kebutuhan pelanggan, pengembangan karyawan, dan menciptakan lingkungan yang kondusif untuk berbagi pengetahuan.

VISI dan MISI PT UNILEVER

Visi Unilever adalah “To become the first choice of consumer, costumer and community” yaitu menyediakan produk bermerek dan pelayanan yang secara konsisten menawarkan nilai dari segi harga dan kualitas, dan yang aman bagi tujuan pemakaiannya.

Misi Unilever adalah : * Menjadi yang pertama dan terbaik di kelasnya dalam memenuhi kebutuhan dan aspirasi konsumen * Menjadi rekan yang utama bagi pelanggan, konsumen dan komunitas. * Menghilangkan kegiatan yang tak bernilai tambah dari segala proses. * Menjadi perusahaan terpilih bagi orang-orang dengan kinerja yang tinggi. * Bertujuan meningkatkan target pertumbuhan yang menguntungkan dan memberikan imbalan di atas rata-rata karyawan dan pemegang saham. * Mendapatkan kehormatan karena integritas tinggi, peduli kepada masyarakat dan lingkungan hidup.
PENERAPAN KNOWLEDGE MANAGEMENT DI PT UNILEVER INDONESIA TBK

Komunikasi Pemasaran yang Bersifat One-Voice.
Maksudnya adalah, walaupun elemen komunikasi pemasaran yang digunakan berbeda-beda dalam meraih konsumen namun semua itu harus dapat dikoordinasi dengan cara yang tepat oleh berbagai organisasi dan agensi yang bekerja pada elemen-elemen yang berbeda tersebut. Komunikasi disini tidak hanya bertujuan untuk meningkatkan brand awareness atau pencitraan produk yang baik saja, namun juga harus dapat menimbulkan hasil penjualan yang baik.

Pengembangan SDM
Karyawan merupakan aset berharga bagi ULI, karena itu mereka membuat strategi dan sistem human capital yang komprehensif. Beberapa hal yang dilakukan antara lain Performance Development Program (PDP) yaitu rencana pengembangan setiap karyawan sesuai dengan pekerjaan masing-masing. setiap pertengahan tahun PDP dimonitor melalui Continuous Improvement Discussion (CID) untuk membahas hal-hal yang perlu dilakukan untuk pengembangan karyawan.

Budaya Coaching
Budaya coaching disini dilakukan dengan menempatkan senior manager untuk menjadi coach suatu department. Sebelum menjadi coach, mereka dibekali dengan pelatihan dan teknik coaching. Untuk budaya coaching ini diberi nama Building Leaders as Generative Coaches.

Budaya Sharing Knowledge
ULI menuntuk senior manager menjadi learning champion yang dengan sukarela membagi pengetahuan karena mereka adalah ahli dalam bidangnya. Hal-hal yang dilakukan ULI adalah: 1. Learning award bagi management dan karyawan yang berkontribusi aktif dalam berbagi pengetahuan dan pengalaman. 2. Retrospect berupa program penulisan tacit yang diperoleh dari pengalaman para karyawan, dan bagi yang dianggap baik akan dipublikasikan di situs departemen mereka. 3. SOLAR (Share of Learning and Discussion) ajang dimana pimpinan luar ULI datang sebagai narasumber 4. Good idea merupakan inisiatif yang memfasilitasi karyawan (dengan berbagai level) untuk menyampaikan ide sederhana (dalam bentuk apapun) yang memiliki dampak besar bagi organisasi.

Strategi Teknologi Informasi
PT unilever menjalankan Komunikasi pasar terpadu (Integrated Marketing Communication/IMC). Strategi ini merupakan upaya perusahaan untuk memadukan dan mengkoordinasikan semua saluran komunikasi untuk menyampaikan pesannya secara jelas, cara untuk mendekatkan diri dengan customer agar customer lebih mengenal produk dan perusahaan.

Fasilitas untuk knowledge sharing

Beberapa fasilitas yang dibangun ULI adalah: 1. Learning Centre di Mega Mendung puncak dengan kelas dan e-learning. 2. Knowledge Club Online dan Online Library yang berupa database pengetahuan dan perpusatakaan online 3. Intranet yang berisi semua aktivitas dan informasi organisasi terutama scoreboard yang berisi progres pencapaian kinerja organisasi.

Tujuan Penerapan Knowledge Management Terhadap PT Unilever
Implementasi knowledge management atau manajemen pengetahuan akan memberikan pengaruh positif terhadap proses bisnis perusahaan baik secara langsung maupun tidak langsung, beberapa manfaat knowledge management atau manajemen pengetahuan bagi perusahaan Unilever antara lain: 1. Penghematan waktu dan biaya. Dengan adanya sumber pengetahuan yang terstruktur dengan baik, maka perusahaan akan mudah untuk menggunakan pengetahuan tersebut untuk konteks yang lainnya, sehingga perusahaan akan dapat menghemat waktu dan biaya. 2. Peningkatan aset pengetahuan. Sumber pengetahuan akan memberikan kemudahaan kepada setiap karyawan untuk memanfaatkannya, sehingga proses pemanfaatan pengetahuan di lingkungan perusahaan akan meningkat, yang akhirnya proses kreatifitas dan inovasi akan terdorong lebih luas dan setiap karyawan dapat meningkatkan kompetensinya. 3. Kemampuan beradaptasi. Perusahaan akan dapat dengan mudah beradaptasi dengan perubahan lingkungan bisnis yang terjadi. 4. Peningkatan produktfitas. Pengetahuan yang sudah ada dapat digunakan ulang untuk proses atau produk yang akan dikembangkan, sehingga produktifitas dari perusahaan akan meningkat.
Pengembangan Knowledge Management di PT Unilever
Salah satu keunggulan Unilever Indonesia dalam mengembangkan Knowledge Management maupun menciptakan Learning Organization adalah kemampuannya dalam menciptakan berbagai program pembelajaran yang unik dan menarik. Awalnya program ini ada yang merupakan usulan karyawan, sebuah ide yang secara tidak sengaja disampaikan dalam sebuah pembicaraan maupun hasil dari analisa kebutuhan untuk memanfaatkan berbagai media yang ada.

Program pembelajaran yang dirancang antara lain:

1. Sharing Pengetahuan
Sharing ini bersifat mendalam dengan menghadirkan tokoh-tokoh di perusahaan. * Knowledge Club adalah sebuah talk show menghadirkan nara sumber dari top management atau senior manager di mana mereka berbagi banyak hal mulai dari keahlian khsusus, pengetahuan teknis dan non teknis, pengalaman pribadi dan berbagai hal lainnya untuk menjadi sebuah pembelajaran bagi seluruh karyawan yang mendengarkan. * Retrospect adalah sebuah proses melakukan kilas balik atau retrospeksi atas apa yang sudah dilakukan di masa lalu. Topik yang dibahas terutama project-project yang dilakukan perusahaan baik yang berhasil maupun gagal. Jika berhasil akan menjadi catatan bagi generasi penerus untuk keberhasilan yang lebih besar di masa mendatang. Sedangkan dari project yang gagal semua orang belajar pelajaran apa yang dapat dipetik dari kegagalan tersebut sehingga dapat dihindari di masa mendatang. Retrospect dilakukan lewat talk show dan kemudian hasilnya dirangkum dalam sebuah dokumen learning dengan gaya pembahasan berupa artikel bisnis sebagai dokumen berharga bagi generasi selanjutnya di perusahaan.
2. Sharing Informal * SOLAR (Share of Learning and Result) adalah program ini dirancang agar siapa saja bisa memberikan sharing pengetahuan dan pengalaman terutama yang berkaitan pekerjaan atau mendukung seseorang untuk berkarya lebih baik lagi. Selain memanfaatkan kontributor dari para internal trainer di perusahaan juga sesekali mengundang pembicara tamu. * GLAD (Group Learning and Development) adalah proses sharing dari karyawan yang lebih senior kepada adik-adiknya tentang dunia kerja, pengalaman pribadi, maupun tips-tips dalam menjalani tantangan di pekerjaan maupun kehidupan pribadi. * Video Café adalah sebuah program unik di mana para peserta menyaksikan program video interaktif tentang berbagai topik pengembangan diri sambil menikmati kopi hangat yang membangkitkan selera. * Book Club adalah dirancang agar karyawan yang gemar membaca mendapat wadah untuk memberikan sharing kepada karyawan lainnya tentang pelajaran dan ilmu yang didapat dari buku-buku yang pernah dibacanya.

3. Online Sharing
Agar sebuah aktivitas pembelajaran (learning) dapat dinikmati oleh siapa saja dan kapan saja, maka hampir seluruh kegiatan di atas memiliki catatan baik berupa dokumentasi video, rekaman suara, laporan pembahasan, maupun presentasi yang dipakai para kontributor. Seluruh materi ini disimpan dan ditata dengan rapi dalam situs internal perusahaan yang diberi nama K-Club yang berarti Knowledge Club. Kapanpun dan dimanapun karyawan bisa mengakses materi tersebut untuk kemudian dijadikan referensi. Sebagai perusahaan yang mendukung budaya belajar bagi seluruh karyawannya, tidak lengkap rasanya jika tidak memiliki sebuah perpustakaan. Untuk itu Unilever memiliki perpustakaan yang menyediakan berbagai buku menarik terkait bisnis dan pengembangan pribadi bagi seluruh karyawan.

Untuk memudahkan dibuat sistem Online Library sehingga seorang karyawan di manapun dia berada bisa mengakses dan mencari buku yang dibutuhkan dari meja kerjanya. Dengan sekali klik maka buku tersebut akan tercatat dan dikirimkan ke lokasi kerja karyawan tersebut. Koleksi perpustakaan ini dilengkapi pula dengan koleksi digital lainnya seperti e-book, ringkasan dari buku-buku bisnis maupun ditambahkan modul-modul training yang dirancang dan dibuat sendiri oleh karyawan.

Learning Award

Dalam melakukan knowledge management, PT Unilever Indonesia melakukan berbagai pendekatan program pembelajaran (Learning). Proses kegiatan pembelajaran tersebut secara total company, Unilever Indonesia akhirnya merumuskan sebuah program yang disebut Learning Award. Program ini mewadahi hampir seluruh kegiatan pembelajaran di perusahaan baik yang sifatnya formal dan terstruktur maupun yang informal dan sporadis.

Learning Award adalah suatu sistem untuk memotivasi orang-orang yang memberikan sharing pengetahuan dan pengalaman kepada rekan kerja yang lain. Atas kontribusi tersebut, mereka mendapatkan poin yang dapat ditukarkan dengan berbagai hadiah sebagai bentuk apresiasi.

Perlu diingat disini, apresiasi tidak harus berbentuk materi karena apresiasi tertinggi justru dirasakan ketika seseorang merasa bisa berkontribusi banyak kepada rekan kerjanya yang lain lewat sharing berbagai pengetahuan dan pengalaman serta ketika dia dihargai sebagai salah satu internal trainer di perusahaan. Setiap tahunnya ditentukan karyawan-karyawan terbaik yang berjasa besar dalam program pembelajaran dengan pemberian penghargaan (award) tertentu seperti:

Learning Champion of The Year
Coach of The Year
The Most Active Contributor
The Most Valued Contributor
Top Scorer Award

Dan secara khusus sebagai pimpinan perusahaan akan memberikan selamat dan penghargaan yang menciptakan kebanggaan bagi para kontributor kegiatan pembelajaran dan membuat mereka semangat untuk lebih berkontribusi dan lebih baik lagi di tahun-tahun berikutnya. Kegiatan ini pada akhirnya ditujukan untuk kemajuan perusahaan agar terus menjadi terbaik.

Salah satu keunggulan PT Unilever Indonesia dalam mengembangkan knowledge management maupun menciptakan learning organization adalah kemampuannya dalam menciptakan berbagai program pembelajaran yang unik dan menarik

KESIMPULAN

Dalam mengelola knowledge management, PT Unilever Indonesia berhasil mengelola pengetahuan sebagai aset strategis, dan menjadikan pengetahuan sebagai salah satu indikator utama keberhasilan. Jadi, modal utama suatu perusahaan itu tidak lagi terfokus pada aset yang tangible melainkan telah berubah ke aset intangible yang merupakan wujud kreatifitas dan inovasi yang bersumber pada pengetahuan. Sebagai suatu aset yang strategis, pengetahuan harus dikelola dan dikembangkan. Dengan manajemen pengetahuan yang efektif, akan tercipta iklim yang kondusif atau budaya belajar dan berbagi pengetahuan, sehingga pengetahuan para individu yang sangat beragam menjadi mudah dipadukan hingga menjadi pengetahuan organisasi atau perusahaan

SARAN 1. Kondisi sosial yang sudah kondusif di PT Unilever Indonesia perlu tetap dipertahankan dan terus ditingkatkan melalui berbagai inovasi dalam mengimplementasikan manajemen pengetahuan. 2. PT Unilever Indonesia dapat meningkatkan otonomi, pengungkitan kompetensi, keterlibatan dan pemberdayaan karyawan untuk meningkatkan kesuksesan implementasi manajemen pengetahuan. 3. Penelitian mengenai faktor-faktor kunci kesuksesan implementasi manajemen pengetahuan perlu ditambahkan dengan faktor-faktor lain seperti faktor kondisi teknologi dan kondisi organisasi agar lebih menggambarkan faktor-faktor yang berpengaruh terhadap kesuksesan implementasi manajemen pengetahuan.

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