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Dwi Handono Sulistyo 1.  Pengertian SHRM  Konsep-konsep SHRM  Aplikasi Konsep SHRM  Aplikasi Konsep SHRM di Dinas Kesehatan (berdasarkan PP No. 38/2007)

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Presentasi berjudul: "Dwi Handono Sulistyo 1.  Pengertian SHRM  Konsep-konsep SHRM  Aplikasi Konsep SHRM  Aplikasi Konsep SHRM di Dinas Kesehatan (berdasarkan PP No. 38/2007)"— Transcript presentasi:

1 Dwi Handono Sulistyo 1

2  Pengertian SHRM  Konsep-konsep SHRM  Aplikasi Konsep SHRM  Aplikasi Konsep SHRM di Dinas Kesehatan (berdasarkan PP No. 38/2007) 2

3 PENGERTIAN & KONSEP DASAR SHRM 3

4  Memformulasi & mengeksekusi Sistem SDM (kebijakan & kegiatan SDM) sehingga menghasilkan kompetensi & perilaku SDM yang dibutuhkan organisasi untuk mencapai sasaran stratejiknya (Dessler; 2005, p. 80)  Suatu pola terencana dari penempatan & kegiatan SDM yang memungkinkan organisasi mencapai tujuannya (Noe et al; 2006, p.59) 4

5  Organisasi dapat lebih baik untuk menyesuaikan kebutuhan SDM-nya dengan kebutuhan masyarakat & organisasi  Fokus: tidak sekadar mengelola isu-isu SDM secara individu; tapi juga mengintegrasikan SDM ke dalam strategi organisasi  Merupakan proses yang visionaris 5

6 Strategic planning Strategic planning HRM function HRM function Strategic planning Strategic planning HRM function HRM function Administrative linkage One-way linkage Two-way linkage Integrative linkage Linkages of Strategic Planning and HRM Source: Noe et al (2006, p. 62) 6

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10 Mission Strate- gic choice External Analysis -Oppor- tunities -Threats Goals Firm Perform- ance -Productivity -Quality -Profitability Internal Analysis -Strengths -Weak- nesses Human Resource Needs -Skills -Behavior -Culture Human Resource Capability -Skills -Abilities -Knowledge Human Resource Actions -Behaviors -Results HR practice Recruitment Training Performance management Labor relations Employee relations Job analysis Job design Selection Development Pay structure Incentives benefits A Model of the Strategic Management Process (Noe et al; 2006, p.60) 10

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12 TEORI DAN PROPOSISI SHRM 12

13  The first: there is ‘one best way’ of managing human resources in order to improve business performance.  The second: focuses on the need to align employment policies and practice with the requirements of business strategy in order that the latter will be achieved and the business will be successful.  Thirdly, a more recent approach to strategic HRM is derived from the resource-based view of the firm, and the perceived value of human capital 13

14 RBV argues that sustained organizational competitive advantage can be derived from resources that a firm controls that are  (a) valuable,  (b) rare,  (c) imperfectly imitable, and  (d) not substitutable. RBV explains “why” SHRM practices offer value for organizational effectiveness. 14

15  the extent firm employees possess KSAOs that are suitable for the overall organizational design and strategy (i.e., are thereby valuable), and  those same KSAOs are difficult for competitors to obtain (i.e., because they are rare, are not easily copied, and cannot be replaced through other means),  a firm will have a competitive advantage in the marketplace. 15

16  When the human capital is available in the open market, it becomes less rare and more easily replaced.  Consequently, organizational training and development programs offer one of the most potent means to build competitive advantage from an RBV perspective 16

17 Three propositions:  first, that human capital is a major source of competitive advantage;  second, that it is people who implement the strategic plan; and,  third, that a systematic approach should be adopted to defining where the organization wants to go and how it should get there 17

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19  From “the cost of the workforce” to “the contribution of the workforce”  Different business strategy, different workforce management systems  HR & workforce management systems must be differentiated by jobs (“A” positions vs “non A” positions) & people (“A” player vs “B” & “C” player) who make a strategic contribution 19

20 Aplikasi Konsep SHRM 20

21 SETIAP “STRATEGI” MEMBUTUHKAN “STRATEGI” SDM YANG BERBEDA (e.g. Skills, Behavior, Culture, etc) DD/Strategy Bisnis 21

22 Corporate Strategy FirmHuman Resource Strategies Retrenchment (cost reduction) GM Layoffs, Wage Reduction, Productivity Increases, Job Redesign, Renegotiated Labor Agreements GrowthIntel Aggressive Recruiting and Hiring, Rapidly Raising Wages, Job Creation, Expanding Training and Development RenewalChrysler Managed Turnover, Selective Layoffs, Organizational Development, Transfer/Replacement, Productivity Increases, Employee Involvement Niche Focus Kentucky Fried Chicken Specialized Job Creation, Elimination of Other Jobs, Specialized Training and Development AcquisitionGESelective Layoffs, Transfer/Replacement/Job Combinations, Orientation and Training, Managing Cultural Transitions 22

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24 Human Capital Development Program Human Capital Readiness Strategic Initiative s Jum lah Strategic Budget Indikator KiniTarget 40%100% -Recruiting -Training -Development Rp.X juta Rp. Y juta % terpenuhi -100% dilatih 60%100% -Recruiting -Training -Development Rp. A juta Rp. B juta % terpenuhi -100% dilatih 24

25 Aplikasi Konsep SHRM di Dinas Kesehatan (berdasarkan PP No. 38/2007) 25

26  (1) regulator;  (2) pembiayaan;  (3) penelitian dan pengembangan kesehatan; (4) kerja sama luar negeri; dan  (5) pengembangan sistem informasi kesehatan.   Strategi Pertumbuhan (Growth) 26

27 Fungsi Baru PP No. 38/2007 Profil Kompetensi Prakiraan Keahlian Yang Dibutuhkan PengetahuanKetrampilanSikap Regulator Policy making; Legal Drafting Advokasi; Legal Drafting Stewardship oriented Ahli Kebijakan Kesehatan Ahli Hukum Kesehatan Pembiayaan Asuransi Kesehatan Advokasi; Manajemen Asuransi Kesehatan Pro Rakyat tanpa mengorbankan provider Ahli Pembiayaan dan Asuransi Kesehatan Litbang Kesehatan Metodologi Penelitian Penyusunan Proposal Penelitian Pelaporan Result orientedS2 Kesehatan Kerja sama luar negeri Bahasa Inggris; Hukum Internasional Bahasa Inggris Negosiasi Partnership oriented Ahli Hubungan Internasional Sistem Informasi Kesehatan (SIK) SIKPengembangan SIK Result orientedAhli SIK 27

28 Fungsi Baru PP No. 38/2007 Profil KompetensiAnalisis Ketersediaan SDM PengetahuanKetrampilanSikap Forma si Qualified Human Capital Readines s Regulator Policy making; Legal Drafting Advokasi; Legal Drafting Stewardship oriented 4250% Pembiayaan Asuransi Kesehatan Advokasi; Manajemen Asuransi Kesehatan Pro Rakyat tanpa mengorbankan provider 200% Litbang Kesehatan Metodologi Penelitian Penyusunan Proposal Penelitian Pelaporan Result oriented 22100% Kerja sama luar negeri Bahasa Inggris; Hukum Internasional Bahasa Inggris Negosiasi Partnership oriented 2150% Sistem Infor- masi Kese- hatan (SIK) SIKPengembangan SIK Result oriented 200% 28

29 Aggressive Recruiting and Hiring 29

30 Recruiting & Hiring:  PNS baru; PNS lama (mutasi/promosi); tenaga kontrak?  Prioritas formasi kepegawaian?  Pegawai baru tidak siap pakai?  Paling memungkinkan: PNS lama! Kompetensi? 30

31 Rapidly Raising Wages 31

32  Gaji khusus untuk pekerjaan prioritas/stratejik bagi pegawai yang: ◦ valuable, ◦ rare, ◦ imperfectly imitable, and ◦ not substitutable. 32

33 Job Creation 33

34  Menciptakan “jabatan” baru 34

35 Expanding Training and Development 35

36  Dibahas dalam Training; Development & Learning Strategy 36

37 HP:

38 Konsep-Konsep Pendukung 38

39 * Pengembangan BSC  Workforce & HR Scorecard 39

40 Human CapitalInformation CapitalOrganization Capital Peduli Masyarakat & Lingkungan Proses Inovasi Manajemen Customer Manajemen Operasi Imej (Citra)Kemitraan Atribut Produk/ Jasa PertumbuhanProduktivitas Long-Term Shareholder Value PETA STRATEGI GENERIK 40

41 Input Proses Output Out come Out come Impact Perspektif Pembelajaran & Pertumbuhan Perspektif Pembelajaran & Pertumbuhan Perspektif Keuangan V I S I Perspektif Proses Bisnis Internal Perspektif Pelanggan 41

42 Financial Systems Capacity for service provision Staff Perspectives Service Provision Patient & Community Perspectives Overall Vision Perspektif Keuangan Perspektif Pembelajaran & Pertumbuhan Perspektif Proses Bisnis Intern Perspektif Pelanggan BSC FOR HEALTH SERVICE IN AFGHANISTAN 42

43 PERSPEKTIF KEUANGAN PERSPEKTIF PROSES BISNIS INTERN PERSPEKTIF CUSTOMER HR Scorecard Workforce Scorecard HUMAN CAPITAL Information Capital Organization Capital Perspektif Pembelajaran & Pertumbuhan THE BALANCED SCORECARD FRAMEWORK Managing Human Capital To Execute Strategy With what will we compete? 43

44  How to develop the right workforce performance measures that related to or contribute to firm performance  Or how to convert human capital assets into tangible outcomes  Different business strategy or organization, different HR & Workforce Scorecard. 44

45  The Scorecard (or measurement) is unfamiliar & uncomfortable to manage  Different strategies  different workforce competencies & behaviors  different HR management systems  different culture & mind-set among the workforce  Effective strategy execution requires culture & mind-set by design, not by accident Huselid et al (2005), p

46 Element of the Workforce Scorecard Workforce Mind-set & Culture Does the workforce understand our Strategy & embrace it, and do we Have the culture we need to Support strategy execution? Workforce Competencies Does the workforce, especially in The key or “A” positions, have The skills it needs to execute strategy? Leadership and Workforce Behavior Are the leadership team and workforce Consistency behaving in a way that will Lead to achieving our strategic objectives? Have we identified & nurtured “A” players In “A” positions? Workforce Success Has the workforce accomplished The key strategic objectives for the Business? 46

47 HR Workforce Competencies HR Practice HR Management Systems Operational Success Customer Success Financial Success Leadership & Workforce Behaviors Workforce Competencies Workforce Mind-set & Culture HR Success Workforce Success HR SCORECARD WORKFORCE SCORECARD BALANCED SCORECARD THE IMPACT OF HR & WORKFORCE STRATEGY ON BUSINESS STRATEGY EXECUTION Adapted from: Huselid et al (2005), p.7 47

48  Communicate & educate to create intrinsic motivation  Reinforce & reward with extrinsic motivation  Develop employee competencies 48


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