Presentasi sedang didownload. Silahkan tunggu

Presentasi sedang didownload. Silahkan tunggu

Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. PLANNING & DEVELOPMENT HUMAN RESOURCES HamzahDenny.

Presentasi serupa


Presentasi berjudul: "Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. PLANNING & DEVELOPMENT HUMAN RESOURCES HamzahDenny."— Transcript presentasi:

1 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. PLANNING & DEVELOPMENT HUMAN RESOURCES HamzahDenny Subagyo, SE,.MM,.MH HANDOUT 02 TATAP MUKA III DAN IV

2 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. MINGGU TATAP MUKA MINGGU III

3 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Human Resource Management The integration of all processes, programs, and systems in an organization that ensure staff are acquired and used in an effective way

4 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Strategic Human Resource Management HR planning Recruitment Selection Organizational and work design Training and development Performance review Compensation Labour relations

5 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Strategic Importance of HRM Can establish an organization’s sustainable competitive advantage Shortfall of 500 million workers Requires fundamental change in how managers think about employees Partners and Investments Need to consider outsourcing certain HR transactions But then what does the HR dept. do?

6 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Legal Environment of HRM Federal and provincial governments influenced HRM through laws and regulations Huge increase in this since 1960’s Employers must ensure that managers understand their obligations and comply Four primary areas of employment legislation Lets look at the Main One

7 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Human Rights Legislation Has the most impact on HR decisions Protects individuals and groups from discrimination Protects employees from harassment-- both workplace and sexual Consider the time, (which translates to money), that managers spend on HRL

8 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Other Employment Legislation Employment standards Basic or minimum employment conditions in an organization Minimum wage, hours of work, OT pay Health and safety Healthy and Safe work Environment On the Job Injuries Labour relations Relationship between union and employer Not all organizations are covered by Labour Relations

9 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Global Laws and HRM Laws and regulations are not the same throughout the world Working Conditions, Pay, H&S Important for manage to know the legislation in the country in which they are working

10 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Human Resource Planning Assessing Future Human Resource Needs Assessing Future Human Resource Needs Assessing Current Human Resources Assessing Current Human Resources Developing a Program to Meet Needs Developing a Program to Meet Needs

11 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. HR Planning We have found the gap, how do we fill this avoid? How much time should we spend on identifying the right person? Lets follow the trail of what it takes to hire a new team member in an oganization.

12 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Recruitment Process of locating, identifying, and attracting capable candidates Can be for current or future needs Critical activity for some corporations. What sources do we use for recruitment

13 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Recruitment Sources Internal Searches Employee Referrals Employee Leasing Temporary Services Employment Agencies Advertisements School Placement

14 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Selection Prediction exercise Thus, Not Perfect Decision-making exercise Purpose is to hire the person(s) best able to meet the needs of the organization Tied Back to Strategy

15 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Selection Are there ways that managers can ensure that the decision achieves the desired outcome? (time and time again) Yes, use HR Tools which are Reliable & Valid

16 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Reliability Degree to which selection tool measures the same thing consistently Can be a test or an interview Same questions need to be asked.

17 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Validity Relationship between selection tool and appropriate criterion What a selection technique measures and how well it measures Must be proven and relevant to job Eg: keyboarding skills for data entry clerk.

18 Perencanaan SDM (Scope) A. Pengertian Perencanaan SDM B. Kepentingan Perencanaan SDM C. Komponen Perencanaan SDM D. Sistem Perencanaan SDM E. Model Perencanaan SDM F. Pasar SDM Sebagai Penetapan Perencanaan SDM G. Sistem Informasi Perencanaan SDM H. Prakiraan atau Peramalan SDM I. Evaluasi Perencanaan SDM

19 A. Pengertian Perencanaan SDM Perencanaan SDM atau Perencanaan Tenaga Kerja didefinisikan sebagai proses menentukan kebutuhan Tenaga Kerja dan berarti mempertemukan kebutuhan tersebut agar pelaksanaannya berintegrasi dengan Rencana Organisasi.(Andrew E. Sikula, 1981:145, dalam Anwar Prabu M., 2003:5) Perencanaan tenaga kerja adalah proses peramalan, pengembangan, pengimplementasian, dan pengontrolan yg menjamin perush mempunyai kesesuaian jml pegawai, penempatan pegawai secara benar, waktu yang tepat, yang sangat bermanfaat secara ekonomis.

20 lanjutan PRAN SDM/TK = proses menentukan kebutuhan tenaga kerja berdasarkan peramalan, pengembangan, pengimplementasian, dan pengendalian kebutuhan tsb yang berintegrasi dengan perencanaan organisasi agar tercipta jumlah pegawai, penempatan pegawai yang tepat dan bermanfaat secara ekonomis.

21 B. Kepentingan Perencanaan SDM Utk INDIVIDU Utk INDIVIDU, membantu pegawai meningkatkan potensinya dan mencapai puncak karir yang diimpikannya. Utk Organisasi Utk Organisasi, membantu organisasi mendapatkan calon pegawai/pegawai yang memenuhi kualifikasi baik utk operasional saat ini maupun utk suksesi di masa depan. Utk Negara Utk Negara, membantu memajukan Negara melalui terciptanya produktivitas nasional yang berasal dari kontribusi SDM yang unggul.

22 C. Komponen Perencanaan SDM Tujuan Tujuan Menghubungkan SDM existing untuk kebutuhan perusahaan pada masa datang. Perencanaan Organisasi, meliputi: 1) Peramalan Bisnis 2) Perusahaan dan Pengembangan Usaha 3) Rancangan dan Perubahan Struktur 4) Falsafah Manajemen 5) Peranan Pemerintah 6) Produksi dan Kemampuan Manusia

23 lanjutan Audit SDM 1) Kualitas Kekuatan Kerja 2) Penentuan Kualitas 3) Daftar Kemampuan/Skill 4) Turnover Kerja 5) Perubahan secara Intern 6) Pengukuran Pengelolaan SDM

24 lanjutan Peramalan SDM, memprediksi kesesuaian kebutuhan organisasi di masa depan atas jumlah dan kualitas SDM. Prosesnya memperhitungkan berbagai faktor internal dan eksternal yang mempengaruhi. SWOT Contoh alat bantu : Analisa SWOT atau TOWS atau KEKEPAN (Kekuatan-Kelemahan dan Peluang- Ancaman)

25 D. Sistem Perencanaan SDM Penyusunan Anggaran SDM 1) Dasar Penyusunan Formal 2) Sistem Penyusunan Formasi 3) Analisis Kebutuhan Tenaga Kerja 4) Anggaran Belanja Pegawai Penyusunan Program Tenaga Kerja

26 E. Model Perencanaan SDM Model Sistem Perencanaan SDM Andrew E.Sikula Model Sosio-Ekonomik Battele Model Perencanaan SDM dari Vetter Model Perencanaan SDM dari R. Wayne Mondy dan Robert M. Noe Model Perencanaan SDM dari Wayne Cascio

27 TUJUAN SDM RENCANA ORGANISASI AUDIT SDM PERAMALAN SDM PROGRAM AKSI SDM Model Andrew E. Sikula

28 Industry Demand & Productivity Occupa- tion by Industry Government demand Export-Import Industrial Demand Population by age, Sex and Education Input Output Socio-economic groups Income levels occupations Level of Education Spending by socio-economic group Demand for Labor Consumer Demand Labor Force by EducationOccupation by Education I II III Compare IV V VI Result BATTELE MODEL

29 Analisis Inventory Employment Productivity Organization Overall manpower forecast Unit manfower forecast Budget agreement Management Manpower estimates Top Management manpower Manpower Objectives And policies Economic Forecast Organization objectives Strategic Plans Phase 1 Phase 2 Phase 3 Phase 4 Recruitment & Selection Placement Mobility Patterns Retirement Compensation Training & Development Appraisal & Identification Information Syst Research Control & Evaluation MODEL VETTER

30 EXTERNAL ENVIRONMENT INTERNAL ENVIRONMENT STRATEGIC PLANNING HUMAN RESOURCE PLANNING Forecasting Human Resource Requirements Comparison of Requirements and Availability Forecasting Human Resource Availability Demand = Supply Surplus of Workers Short of Workers No Action Restricted Hiring, Reduced Hours, Early Retirement, Layoff Recruitment Selection MONDY MODEL

31 CONTROL AND EVALUATION STRATEGIC & TACTICAL PLANS HUMAN RESOURCES OBJECTIVES NET HUMAN RESOURCES REQUIREMENTS ACTION PLANS PERSONAL INVENTORY FORECAST OF HUMAN RESOURCES SUPPLY AND DEMANDS LABOR MARKET MODEL WAYNE CASCIO

32 Perencanaan Strategis Penetapan Filosopi Perencanaan Bentuk Organisasi Penetapan Identitas Maksud & Tujuan Pengembangan Strategi Perencanaan Program Kerja Evaluasi Kekuatan & Kelemahan KOMPONEN-KOMPONEN DALAM PERENCANAAN STRATEGIS

33 Rencana Strategis Jangka Panjang Filosofi Perush. Analisa Lingk. SW Objektif/Tujuan Strategi Rencana Operasional Jangka Panjang Progr. Terencana SD/Modal yg dibuth Strategi Operasi Renc.Bisnis Baru, Akuisisi, maupun penjualan bisnis Rencana Strategis Jangka Panjang Filosofi Perush. Analisa Lingk. SW Objektif/Tujuan Strategi Analisis Masalah Kebutuhan Bisnis Faktor Eksternal Analisa Supply Internal Implikasi Mngmt Syarat Prakiraan/ Ramalan Tingkatan Pegawai Kombinasi Pegawai Penjabaran Petugas & Struktur Org. SD/Modal yg Tersedia/diperlukan Syarat Keseluruhan Rencana-rencana Kerja Otoritas Kepeg. Rekruitmen Promosi&Mutasi Perubahan Org. Training&Develop. Kompensasi Hub.Tenaga Kerja Proses Perencanaan Bisnis Proses Perencanaan SDM DAMPAK PERENCANAAN BISNIS PADA PERENCANAAN SDM

34 F. Pasar SDM Sebagai Dasar Penetapan Tujuan Perencanaan SDM Tempat bertemunya Pencari kerja dengan penyedia lapangan kerja  menentukan harga (Gaji) Pasar SDM ketat di mana Demand > Supply  Harga akan naik, sesuai kebutuhan TK. Faktor2 cakupan dalam pasar SDM: daerah geografi, pendidikan, experience, kompetensi, jenis usaha, persyaratan izin/sertifikat dan keanggotaan Serikat Pekerja. Pasar SDM Internal  perencanaan promosi, mutasi, rotasi, pengembangan. Elemen pasar internal meliputi: Kebiasan informal/formal dlm menentukan penataan pegawai dan tanggung jawab; Metode penentuan kandidat; prosedur dan otoritas dlm penentuan kandidat potensial.

35 G. Sistem Informasi Perencanaan SDM Metode Organisasi dlm mengumpulkan, memelihara, menganalisa dan melaporkan informasi TK dan pekerjaannya. (Akurat, relevan dan terkini). Cakupan meliputi: Penilaian atas pengetahuan, keahlian, pengalaman, dan aspirasi karir pegawai existing; Prakiraan atas kebutuhan SDM. Inventarisasi SDM bertujuan membantu identifikasi kandidat promosi, rencana suksesi manajemen, penugasan khusus, rotasi, training, rencana karir, rencana kompensasi, maupun analisis organisasi. Reporting meliputi: Laporan operasional, Mandatory (ditetapkan pemerintah), Laporana Analisis (Riset/penelitian).

36 H. Prakiraan atau Peramalan SDM Fungsi: Untuk memprediksi kebutuhan SDM di masa yad. Cakupan: Prakiraan suplai SDM Eksternal, Internal; Prakiraan kebutuhan Eksternal, Internal. Penggunaan tools matriks dari Analisa Markov. Tools utk memprediksi kebutuhan SDM spt: Teknik Delphi (subjektif); Analisis Trend (statistik).

37 0,20.8Partner ExitPartnerJuniorMgrSenior 0,20.1Mgr0,7 Senior0,050,80 0,2Junior0,650,15 ANALISIS MARKOV PROBABILITAS PERGANTIAN/PERUBAHAN Contoh Pembacaan : 10% Manager akan promosi menjadi Partner, 70% tetap di Perusahaan, dan 20% akan mengundurkan diri 0,15

38 Prakiraan kebutuhan SDM Banyak faktor mempengaruhi prakiraan ini. Yaitu; perubahan perilaku konsumen, keadaan ekonomi nasional maupun internasional, dan peraturan pemerintah. Cara memprediksi kebutuhan SDN (subyektif) dengan Teknik Delphi. Dan Analisis Trend (statistik). Teknik Delphi berdasarkan konsensus antara para manajer (dari lini sampai man. Senior) yang memiliki keahlian dan informasi faktor2 eksternal/internal yg mempengaruhi kebutuhan SDM internal.

39 lanjutan Analisis Trend berdasarkan faktor2 bisnis yang sangat berdampak pd kebutuhan SDM.

40 TahunSDM(Y) Waktu (X) XYX^2 Y (hitung) Pembulatan , , , , , , , , , , , , , ∑ Y = a + b.X b = [ ∑XY ] / [ ∑X^2 ] =2,57 a = Y rata-rata =133,54 Y hitung = a + b.X

41 Evaluasi Perencanaan SDM Kontrol dan evaluasi, untuk mencari deviasi dan faktor penyebabnya.

42 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. TATAP MUKA MINGGU KE IV

43 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. The Effectiveness of Interviews Prior knowledge about an applicant Attitude of the interviewer The order of the interview Negative information The first five minutes The content of the interview The validity of the interview Structured versus unstructured interviews

44 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Common Types of Interviews Non-directive Most Latitude Questions are open ended This can get you into trouble Behavioural Description As about a situation you have experienced. Structured Panel Situational Why is a Situational Analysis Good.

45 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Interview Questions Lets come up with some interview questions!

46 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Written Tests Intelligence General aptitude Ability Interest

47 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Reference Checks Potential employer seeks to verify information Important to have well-constructed questions Can you Outsource This? How far can you dig?

48 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Your Hired Now What? Most Important Stage

49 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Familiarization to Organization and its Values Improved Success On the Job Minimizes Turnover Orientation Process to introduce new employees to organization Familiarize new employee to job and work unit Help employee to understand values, beliefs, and acceptable behaviours

50 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Training and Development Learning experience that seeks relatively permanent change Involves changing skills, knowledge, attitudes or behaviours Training tends to be done for current job Develop usually means acquiring skills for future work

51 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Employee Training What deficiencies, if any, does job holder have in terms of skills, knowledge, abilities, and behaviours? What behaviours are necessary? Is there a need for training? What are the strategic goals of the organization? What tasks must be completed to achieve goals?

52 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Training Can you Train Someone out of a job?

53 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Performance Management Integration of management practices that includes a formal review of employee performance How often should this take place? Includes establishing performance standards and reviewing the performance Means to ensure organizational goals are being met

54 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Multiperson Graphic Rating Scales Graphic Rating Scales Critical Incidents Critical Incidents Written Essay Written Essay BARS Performance Review Methods 360-Degree Review 360-Degree Review MBO

55 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. If Performance Falls Short Train Discipline Coach Out the Door

56 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Compensation Management Process of determining cost- effective pay structure Designed to attract and retain Provide an incentive to work hard Structured to ensure that pay levels are perceived as fair

57 Factors That Influence Compensation Unionization Level of Compensation and Benefits Employee’s tenure and performance Kind of job performed Size of company Management philosophy Kind of business Geographical location Labour- or capital-intensive Company profitability Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Source: Management, Seventh Canadian Edition, by Stephen P. Robbins, Mary Coulter, and Robin Stuart-Kotze, page 274. Copyright © Reprinted by permission of Pearson Education Canada Inc.

58 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Employee Benefits Indirect financial rewards Designed to enrich employees’ lives Vary widely in scope Costs range from 30% to 40% of payroll costs

59 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Health and Safety Employers are responsible for ensuring a healthy and safe work environment Employees are required for follow instructions and any legal requirements Workplace violence is a growing concern

60 Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. Labour Relations Relationship between union and employer Union functions as the voice of employees Collective bargaining is a process to negotiate terms and conditions of employment Bargaining produces a written document called a collective agreement


Download ppt "Robbins et al., Fundamentals of Management, 4th Canadian Edition ©2005 Pearson Education Canada, Inc. PLANNING & DEVELOPMENT HUMAN RESOURCES HamzahDenny."

Presentasi serupa


Iklan oleh Google