Employee Workload Analysis at The Financial Services Authority Human Resources Management Directorate with Full Time Equivalent (FTE)

The Financial Services Authority (OJK) is a public institution that has a statutory mandate to regulate and oversee the financial services sector and protect consumers. At the present time, the financial services sector is experiencing positive developments so that the OJK is also supporting this function by providing human resources. So that there is an increase in staff at OJK resulting in an increase in workload at the Directorate of Human Resources Management (DLSM) which has the function of managing human resources. On the other hand, OJK has not yet calculated employee workload and does not yet have a standardized method for calculating employee workload and employee needs. This study aims to analyze the current workload of employees with Full Time Equivalent (FTE) and the ideal employee needs as well as provide strategies to deal with underload, normal, and overloaded workload scale conditions in the Directorate of Human Resource Management at the Financial Services Authority. The results of the research that has been done are 12 employees in the Overload workload category, 13 employees in the Normal workload category, and 1 employee in the Underload workload category. Based on this FTE calculation, it is known that there is a shortage of 23 people. So several steps are proposed to meet the needs of employees and to equalize the workload of employees in the DLSM. The results of the research that has been done are 12 employees in the Overload workload category, 13 employees in the Normal workload category, and 1 employee in the Underload workload category. Based on this FTE calculation, it is known that there is a shortage of 23 people. So several steps are proposed to meet the needs of employees and to equalize the workload of employees in the DLSM.


INTRODUCTION
The Financial Services Authority (OJK), a government institution in Indonesia that is autonomous in function, also has authority, without any influence and interference from anywhere, or if there are matters strictly regulated in the law. The implication of the mandate of the aforementioned law is that OJK was established with the intention that all activities in the financial industry, namely, can run in an orderly, transparent, accountable and fair manner, are able to create stability and grow the sustainability of the financial system and are able to carry out the function of protecting consumers and the wider community who use financial institutions. (Law No. 21 of 2011 concerning the Financial Services Authority).
In relation to the above mandate, the role of this institution is to regulate, supervise the financial services sector and protect consumers. In Law no. 21 of 2011 article 6 describes the financial services sector which is the duty of the OJK to regulate and supervise, namely the banking sector (conventional commercial banks and BPRs), the capital market sector and the banking sector (conventional commercial banks and rural banks). At this time it shows positive growth of the financial services sector. Therefore, OJK supports by providing human resources as a form of responsibility and implementation of the law's mandate. Thus, there is an impact on the addition of OJK employees, especially in work units/work units that carry out the human resource management function, namely in the Directorate of Human Resources Management (DLSM). The number of employees in Table 1 follows:  2017  3937  0  14  0  2018  3860  -77  17  3  2019  3909  49  19  2  2020  3855  -54  20  1  2021  4023  168  26  6  2022  4282  259  26  0  Amount  4282  345  26  12 Source: OJK Data Processed Based on Table 1 above, it can be seen that the ratio between the number of employees at DLSM and OJK employees is 0.006 and the employee gap ratio is 0.03. This phenomenon shows that employee planning is needed, namely by analyzing employee workload which is used to identify the current workload and calculate employee needs which aims to achieve employee performance targets and organizational goals (Achmad, 2020). In addition, the current condition of the OJK does not yet have a workload analysis method that is used as a standard reference in calculating the workload of all its employees.
In line with bureaucratic reform in government institutions, it is expected to create professional human resources and a bureaucracy based on public services for the benefit of society (Muslim & Hadi, 2020). Human resources (HR) are the main aspect of resources and have a role in carrying out work instructions and standard procedures in agencies, namely as the main driving factor and strength for the organization (Indrasari, 2017).According to Zainal & Ramadhanti (2019) argue that managing people is a strategic action that can be carried out effectively by institutions to support the strategic goals of institutions or companies. Therefore, it can be concluded that human resources have a significant position in achieving the implementation of duties, principals and functions in institutions and are complemented by human resource management.
The main symbol or starting point of the management function is the planning function because planning helps to anticipate rapidly changing conditions in the coming period, therefore it can strengthen management levels in making decisions related to the use of organizational resources that are minimal but can be more precise. and directed. according to Esti et al (2021), human resource planning is a flow in determining a strategy for obtaining, maximizing, developing and maintaining HR according to the needs of the organization/company for its future development.
In employee planning, there are things that are of particular concern, namely related to the workload of each employee. Workload according to KEP. Minister of Administrative and Bureaucratic Reform No. KEP/75/M.PAN/7/2004, namely a number of task targets, principals and work functions as well as performance targets that can be achieved from a certain time basis. Workload is the basic thing and is the foundation in calculating. Workload needs to be determined with work unit activities which are then detailed into task targets, principals and functions for each position. According to Novera (On Ajitia N Ghantar M & Prasetya A, 2017), workload has indicators and the effects of each workload indicator with details in Table 2. Then it was explained that FTE is a method for analyzing workload based on time targets using a way of calculating the time it takes to complete work targets and then timing and then translating through the FTE scale. In addition, it revealed that there were 3 scales according to FTE based on workload analysis guidelines issued by BKN in 2010 which are shown in Table 3.  Paramitadewi, 2017) grouped the measurement models into 3 categories, namely: 1) Subjective measurement is a determination based on calculations and publicity from employees to the workload they have experienced including completion of functions and duties. What is produced in this measurement is usually in the form of a rating scale, 2) Performance measurement is based on the results of observing aspects of behavior or activities carried out by employees, 3) Physiological measurements are determinations used to determine workload levels based on aspects of employee physiological feedback when completing a particular task/job.
Next, you can calculate the employee needs. According to Aprilyanti (2017) The need for employees requires a balance between work targets and agency / organizational capabilities. Because this balance will have an impact on employee productivity, work instructions and work procedures are carried out properly and on time. So we need an analysis of the needs of employees in these agencies.
The previous research from this research is according to research by Herdiana Nur Anisa and Heru Prastawa (2017) with the results of the research it is known that in the HRD field there are 15 positions that are classified as inload workload, then 4 positions are included in underload workload and then 9 positions are included in workload. overload then through the calculation of the FTE method it is also known that in the SDMO section it is necessary to add 6 employees so that the workload can be overcome.
According to Muhammad Ghantar Ajitia and Arik Prasetya's research (2017) the results of the study found that there was a competency gap owned by each individual employee which was strengthened by the FTE calculations that had been carried out in the Department of Career Development, Organization and Competency which had a total of 8 employees in the current condition, consisting of 6 permanent employees and 2 outsourced employees. then the ideal number in the Bangrir OK Department consists of 1 Managerial position, 3 Head of Section positions (Kabag).
According to Moch's research. Satria Handoko and Sunardi (2020) with research results based on the FTE values obtained and the FTE values determined, the workload of Secretariat employees is normal; The workload of General Affairs and Personnel Subdivision Employees is normal; The workload of Employees of the Finance Sub-division is normal; The workload of the Employees of the Activity Planning Subdivision is normal. The total FTE for secretariat employees is 1.0735, requiring 1 employee, the total FTE for the general and personnel subsection is 10.70103, requiring 10 employees, the total FTE for the finance sub-section is 25.62824, requiring 26 employees, and a total of 4,294 FTE employees in the activity planning subdivision, thus requiring 4 employees According to research by Alvissa Injaviral and Karuniawati Hasanah (2022), the results of research on employees in the Civil Service and General Affairs Section have an FTE value of 0.5 (underload) and formation only requires six employees. Then employees in the finance section have an FTE value of 0.5 (underload) and this section only requires two employees. Employees in the personnel and civil registration sector have an FTE value of 1.29 (overload) and two more employees need to be added to this area. Employees in the population registration service have an FTE value of 1.4 (overload) and need to add five more employees to fill out the formation. Officers in the information management of population administration and data utilization have an FTE value of 0.7 (underload) and in this field only need three employees.
Based on the explanation above, the objective of this research is to analyze the workload of current DLSM employees, the needs of ideal employees in DLSM.

RESEARCH METHODOLOGY 1. Research design
In this study, researchers used a qualitative method that was used to analyze data in the form of numeric and non-numeric data, interview data and field observation data related to workload analysis and calculation of employee needs. With qualitative methods it is expected to be able to get a picture of the empirical reality behind the phenomena that occur related to workload analysis and calculation of the ideal employee at the Directorate of Human Resources Management of the Financial Services Authority.

Population and Sample
In this study, researchers used the population and sample determined by the researcher, namely employees of the Financial Services Authority who have the main functions and duties in managing human resources and including first-level management, totaling 26 employees or divided into 3 levels of positions (head of department (6 employees). ), heads of subdivisions (10 Employees) and staff (10 Employees)).

Analysis Test Tool
Research variables can be used for study and conclusions can be drawn from symptoms or instructions or characteristics or values of people, objects or activities that have certain variations determined by the researcher (Sugiyono, 2017 (3) c. Calculating the gap between employee needs and current employees (per section)

RESULT
In this section the author will describe the analysis of research results which are the results of field observations. With reference to the research objectives of calculating employee workload and calculating employee needs at the Directorate of Human Resources Management at the Financial Services Authority, the authors carry out: 1. Work unit and employee position level. Presented based on the distribution of sources is in Table  6. Then the current workload data is obtained as follows:

Managerial Implications
Based on the results of data processing related to workload analysis using the FTE method, the authors conducted an analysis, namely that there were 12 (twelve) employees who were included in the overload workload scale originating from the Human Resources Operations section of 6 (six) employees, the fulfillment and recruitment department my source 4 (four) employees in human resources and 2 (two) employees in human resources relations. On the Overload workload scale, it is necessary to increase the number of employees and equalize job descriptions so that they are distributed evenly and reduce the excessive workload so that work efficiency and effectiveness can be achieved (Herdiana & Heru, 2017). But there are alternative solutions by digitizing human resource management without adding employees such as maximizing recruitment time efficiency, selecting CVs from applicants that were previously hardcopy to digital it will help finish faster, up to date monitoring of employees, automation of calculations transactional, such as those related to remuneration and reporting needed by stakeholders (Alwy, 2022). As well as integration in one system due to the current conditions there are still several HR management systems used and manual data processing. Because according to Dewayani (2011) the goal of implementing the Human Resources Information System (HRIS) is to ease the operational tasks of the HR department so that the role of the HR department becomes more strategic so as to create an increase in HR services for more effective and efficient employees. Then, 13 (thirteen) employees including the normal workload scale, namely coming from the Organizational Policy Consultancy and Human Resources division as many as 9 (nine) employees can distribute basic tasks to sections that are still experiencing excessive employee workload, the Human Resources Relations section 3 (three) employees for Human Resources and 1 (one) Employee for Fulfillment and Human Resources Recruitment Division.
Then 1 (one) employee is included in the underloaded workload category originating from the Human Resources Operations section. Attention is also needed by being given additional job descriptions meaning rearrangement or job analysis is required and making each job description accompanied by a service level agreement (SLA) so that there is a standard completion time for each job description and for each employee. It is also necessary to develop human resources through training that is adjusted to the competency gaps of employees who are experiencing an underloaded workload so that it can be increased to be distributed to excess employees so that the workload of all employees can be distributed evenly based on the specifications of the current employees.
Then based on the results of data processing related to the calculation of employee needs based on workload on DLSM this can be a basic step in human resource planning and the result is that in the Human Resources Operations section an additional 19 (nineteen) employees are required and the Human Resources Fulfillment and Recruitment section required an additional 4 (four) employees and in the Human Resources Relations and Organizational Policy Consultancy and Human Resources sections it was ideal. So that it can provide a view of employee needs broken down by position and work unit (Herdiana & Heru, 2017).

CONCLUSSION
Based on the results of the research and discussion that has been carried out, the authors can draw the following conclusions: