SUSILO, TEGUH (2022) PERAN KOMUNIKASI KORPORASI DALAM PERUBAHAN CARA KERJA (NEW WAYS OF WORKING) UNTUK MENDUKUNG BUDAYA PERUSAHAAN (Studi Kasus di PT. Bukit Makmur Mandiri Utama). S2 thesis, Universitas Mercu Buana Jakarta.
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Abstract
Since the emergence of the Covid-19 pandemic in early 2020, PT. Bukit Makmur Mandiri Utama (BUMA) has implemented the policy of new ways of working for the safety of the employees and the continuity of the company's operations. The new way of working is to work from home (WFH), which starts in March 2020 and until April 2022. Working WFH means all employees work at home or outside the office and do all interaction, coordination, and communication both inside and outside the organization digitally and virtually. This study aims to determine how corporate communication's role in the WFH supports corporate culture at BUMA (BUMA Culture). The research method used is a case study with data collection techniques through interviews and observations, and the research paradigm is constructivist. The foundation of conceptual thinking (conceptual thinking) in this study uses the theory of corporate communication from Van Riel and Fombrun (2007), organizational communication theory, and organizational culture from Keyton (2005). The study results show that corporate communication in the way of WFH is essential in supporting BUMA Culture. There are communication strategies, determination of stakeholders, message contents, and communication channels established at BUMA, proofing that the role of corporate communication is available and work during the WFH period. At BUMA, the communication channels are people as a communication channel, event as a communication channel, mobile application, social media, and ad hoc activity. The other role of corporate communication also be seen from the communication management on the communication strategy made, as well as the elements of marketing communication, which is campaigning activities (socialization, education, and internalization) of programs to stakeholders. And the result of the study shows that during WFH's tenure, BUMA Culture continues to run well. Employees well execute all activities in BUMA Culture'. In addition, the research results also show that implementing the corporate communication strategy also supports the improvement of BUMA's corporate branding and the mobilization of internal and external support from stakeholders to achieve the company's targets and missions. In 2021 BUMA won a contract extension from Bayan Resources in East Kalimantan, a new contract with Adaro Indonesia in South Kalimantan, and a new contract with BHP Billiton and Bowen Coking Coal in Australia. Keywords; corporate communication, new ways of working, work from home, corporate culture, BUMA Culture Sejak munculnya pandemic Covid-19 di awal tahun 2020, PT. Bukit Makmur Mandiri Utama (BUMA) mengimplementasikan kebijakan perubahan cara kerja (new ways of working) demi keselamatan karyawan dan untuk menjaga kesinambungan operasional perusahaan. Perubahan cara kerja itu berupa work from home (WFH) yang dimulai pada bulan Maret 2020 sampai dengan April 2022. Bekerja secara WFH itu berarti semua pekerjaan dilakukan di rumah atau di luar kantor dan semua interaksi, koordinasi dan komunikasi baik di dalam maupun di luar organisasi dilakukan secara digital dan virtual. Penelitian ini bertujuan untuk mengetahui bagaimana peran komunikasi korporasi dalam cara kerja secara WFH untuk mendukung budaya perusahaan di BUMA (BUMA Culture). Metode penelitian yang digunakan adalah studi kasus dengan teknik pengumpulan data melalui wawancara dan observasi. Sedangkan paradigma penelitian ini adalah konstruktivis. Landasan berpikir konseptual (conceptual thinking) penelitian ini menggunakan teori komunikasi korporasi dari Van Riel dan Fombrun (2007), teori komunikasi organisasi dan budaya organisasi dari Keyton (2005). Hasil penelitian menunjukkan bahwa komunikasi korporasi dalam perubahan cara kerja secara WFH berperan penting dalam mendukung BUMA Culture. Peran komunikasi korporasi itu dibuktikan dengan adanya strategi komunikasi, penetapan stakeholder sasaran, content, dan saluran-saluran komunikasi selama masa bekerja secara WFH tersebut. Di BUMA, saluran-saluran komunikasi itu adalah; people as communication channel, event as communication channel, mobile application, social media, dan ad.hoc activity. Peran komunikasi korporasi juga terlihat dari adanya manajemen komunikasi atas strategi komunikasi yang dibuat, serta adanya unsur komunikasi pemasaran yang terlihat dari kegiatan campaign (sosialisasi, edukasi dan internalisasi) programprogram kepada stakeholders. Dan hasil penelitian menunjukkan bahwa dalam masa kerja secara WFH, BUMA Culture tetap berjalan baik. Karyawan tetap menjalankan dengan baik semua cara tindak yang ada di BUMA Culture. Selain itu, dari hasil penelitian juga terlihat bahwa implementasi strategi komunikasi korporasi tersebut juga turut mendukung penyempurnaan corporate branding BUMA dan mobilisasi dukungan internal dan eksternal stakeholders dalalm pencapaian target dan misi perusahaan. Di tahun 2021 BUMA mendapat kepercayaan perpanjangan kontrak dari Bayan Resources di Kalimantan Timur, kontrak baru dengan Adaro Indonesia di Kalimantan Selatan, dan kontrak baru dengan BHP Biliton dan Bowen Coking Coal di Australia. Kata Kunci: komunikasi korporasi, perubahan cara kerja, new ways of working, work from home, budaya perusahaan, BUMA Culture.
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