A Cyclical Model of Development Programs for Operational Excellence and Sustainable Value: A Case Study of PT DA
DOI:
https://doi.org/10.37385/ceej.v7i1.11563Keywords:
Human Capital Intervention, Blended Learning Methodology, Competency Vacuum, Behavioral Transfer, Cyclical Feedback ModelAbstract
The intense competition in the commercial property sector places human capital at the centre of sustaining asset value. Yet development programs often fail to address the real challenges faced by technical employees. This study examines the operational decline of the Estate Management (EM) division at PT DA, a 51-hectare premium business district in Jakarta, whose Key Performance Indicator (KPI) fell to 89.43 in 2024. Analysis revealed a Training Relevance Gap of approximately 45%—technical staff rated functional training importance at 90.91% while satisfaction with its relevance stood at only 45.45%. Applying a mixed-methods case study with a design thinking diagnostic framework, the study diagnosed root causes through Ishikawa Root Cause Analysis, the Organizational Culture Assessment Instrument (OCAI), and longitudinal training data (2022–2024). Findings expose a Volume vs. Value Paradox driven by a dominant Hierarchy culture, collapsing technical training to 15% of topics in 2023. The study prototyped a Bloom's Taxonomy-calibrated Competency Dictionary, a role-differentiated Training Needs Analysis (TNA) Matrix with 70:20:10 delivery indicators, and a Kirkpatrick Level 3 Behavioral Audit Protocol, synthesized into the Cyclical Feedback Model—a closed-loop system that permanently aligns L&D investment with frontline operational execution.
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