Standardizing Business Process Documentation for Operational Transition: A Case Study of Employee Administration Data Entry at PT Telekomunikasi Indonesia (Persero) Tbk

<p>Organizational transitions that transfer operational activities from internal units to external partners depend heavily on the availability of standardized process documentation. This study examines the business process of Employee Administration (EA) Kedinasan data entry within the Employee &amp;amp; Organization Data Operation (EODO) unit of PT Telekomunikasi Indonesia (Persero) Tbk, undertaken as part of the company's preparation to transfer data-entry activities to an external partner, PT Infomedia Nusantara. Using a descriptive-qualitative case study approach grounded in Business Process Management (BPM) theory, the study maps the existing (as-is) process through direct observation, documentation review, and discussion with field supervisors, and evaluates it using SWOT analysis to identify internal and external factors shaping the transition. The findings show that although the EA Kedinasan process already possesses a structured workflow supported by verification and approval checkpoints and a centralized SAP-based system, its documentation remains fragmented across multiple work instructions and lacks an integrated reference that can function effectively as a knowledge-transfer medium for an external partner. The study recommends the consolidation of Business Process diagrams, Standard Operating Procedures (SOPs), Work Instructions, and a Playbook into a single coherent documentation package, which was implemented in part during the internship. Beyond its immediate organizational relevance, the case illustrates a broader tension in business process transitions: technically sound processes can still generate transition risk when explicit-knowledge artifacts are not consolidated for an external audience. The study contributes a practitioner-grounded account of how BPM and knowledge-transfer principles operate in a real outsourcing transition within a large Indonesian state-owned enterprise, and offers implications for organizations preparing similar administrative transfers.</p>