Menciptakan Nilai Perusahaan Melalui Pengelolaan SDM Di Proyek Jakarta, 18 Maret 2015 Lien Herlina

AGENDA 1 Pendahuluan 2 HCM Di Perusahaan 3 HCM Di Proyek

PENDAHULUAN

EVOLUSI PENGELOLAAN SDM Human Capital Management (HCM) HC Human Resource Management (HRM) Personnel Management Sumber: Jon Ingham, Strategic Human Capital Management 2007

THE FIRM’S & HC VALUE PROPOSITION Market Comnpetencies Product Organizational Position Creating Wealth Creating Comp & Benefit Process Performance

Strategic Contribution MODEL KOMPETENSI UNTUK MENCIPTAKAN VALUE PROPOSITION Pengetahuan tentang Value Chain Pengetahuan tentang Value Proposition Organisasi Pengetahuan tentang Tenaga Kerja Business Knowledge Achieving Results Effective Relationships Communication Skills Personal Credibility HR Delivery Strategic Contribution Culture & Change Management Strategic Decision Making Market Driven Connectivity Staffing Training and Development Organization Design - Structure - Process Design HR Measurement Legal Compliance Performance Management Meningkatkan efisiensi dan efektivitas Walaupun terdapat cost saving, namun tidak signifikan terhadap struktur biaya secara keseluruhan Penerapannya hanya pada pekerjaan yang bersifat transaksional bukan yang transformasional Efisiensi proses tidak langsung berhubungan dengan kinerja usaha Diatas semuanya, pengaruhnya secara tidak langsung tetap penting HR Technology

TERHADAP KINERJA BISNIS EFEKTIVITAS MSDM TERHADAP KINERJA BISNIS Kompetensi Efektifitas MSDM (1=rendah; 5=tinggi) Pengaruhnya Thd Kinerja Bisnis Strategic Contribution Personal Credibility HR Delivery Business Knowledge HR Technology 3,65 4,13 3,69 3,44 3,02 43% 23% 18% 11% 5%

HCM DI PERUSAHAAN

HUMAN CAPITAL MANAGEMENT PROCESS Challenges, Objectives & Strategic Plan (RJPP & RKAP) MAN POWER PLANNING JOB ANALYSIS JOB DESC JOB SPEC IN PROCUREMENT Advertisement, Selection, Acceptance Competence : Technical Behavior ORIENTATION TERMINATION: Pension Retirement Pass away PLACEMENT OUT PERFORMANCE APPRAISAL Talent Management COMPENSATION CAREER TRAINING & Development Proposal TRAINING & DEV’T CPr < CPs CPr = CPs = CPr > CPs CPr < CPs Demotion CPr = CPs Lateral CPr > CPs Promotion CPr < CPs Training CPr = CPs Development CPr > CPs Development Need Analysis Design Delivery Evaluation CPr/CPs : Competence Performance Real/Specification HUMAN CAPITAL INFORMATION SYSTEM ( HCIS )

CONTOH ORGANISASI BIDANG SDM DIR BIDANG SDM Divisi Dept SDM BAG Perencanaan & Adm BAG Pengemb SDM BAG SDM S I M S D M PROYEK

PERAN UNIT SDM Sebagai penyelenggara kegiatan Pelayanan Administrasi serta Perencanaan & Pengembangan SDM Dimensi Pelayanan Kepeg & Kesejahteraan Dimensi Strategis Perencanaan Pembinaan Pengembangan

MAN POWER PLANNING Proses analisis dan identifikasi penyediaan Human Capital dalam jumlah yang tepat, kompetensi yang tepat untuk ditempatkan pada pekerjaan dan waktu yang tepat sesuai kebutuhan Perusahaan

MAN POWER PLANNING APPROACH 1. Master Plan Approach 5 Years 5 Years 5 Years 2. Incremental Approach “No Long-Term Plan” 3. Roolling-on Approach 5 Years

SUMBER-SUMBER RECRUITMENT KEUNTUNGAN KERUGIAN Internet Menjangkau lebih banyak orang, Dapat memperoleh tanggapan lebih cepat Menghasilkan pelamar yang tidak memenuhi kualifikasi Referensi Informasi tentang Perusahaan diberikan oleh pegawai yang memberikan referensi. Dapat menghasilkan calon yang kuat karena mempertaruhkan reputasi pemberi rekomendasi Memungkinkan tidak terjadinya keberagaman pegawai Web Site Perusahaan Jangkauan Luas Dapat difokuskan pada kelompok tertentu Recruitment Melalui Kampus Calon pelamar dalam jumlah besar terpusat pada satu tempat Terbatas pada posisi entry-level Media Cetak Perusahaan Penyedia Tenaga Kerja Memiliki informasi yang baik tentang tantangan industri dan kualifikasinya Rendahnya komitmen terhadap satu Perusahaan tertentu

PEMENUHAN KEBUTUHAN HC Supply Demand Faktor Yang Mempengaruhi Staffing: Tujuan Strategis Perkiraan Jumlah Proyek Ketersediaan Kompetensi Yang Dibutuhkan Sumber: Stephen P. Robbins, Mary Coulter & Nancy Langton, Management, 2005

MAN POWER PLANNING MODEL 1. FORECASTING APPROACH Quantitative Forecasting -Regression/Trend Model -Ratio Indicator -Markov Analysis 11 12 13 14 12 13 14 15 06 07 08 16 14 15 13 Qualitative Forecasting - Expert Opinions - Delphi Model 2. FORESIGHTING APPROACH Breakdwon Visi dan Misi Target Sales 5 Tahun Yad dan turunannya setiap tahun Standar Jumlah Pegawai per Unit atau Per Proyek Kebutuhan Pegawai per tahun

TOP-DOWN AND BOTTOM-UP (TOBU) MODEL TOP-DOWN(TO) (MACRO) Long-Term Forecasting Alokasi Untuk Unit Kerja/Bisnis Co. Th 2016 :…. orang BOTTOM-UP(BU) (MICRO) Dari Unit Kerja X 2016: …… orang DEPT SDM Collection of Data And Review 2016: …orang FINAL DECISION By Committee/ Experts LongTerm Forecasting V.S. Bottom-up Demand 2016: …… orang

Ditolak PROSES SELEKSI If Yes If Yes If No If No 18 November 2018 18 Diterima Sebagai PT Tahap III TPA >500 & EPT>450 Tahap IV Psikotes Tahap V Wawancara Direksi Tahap VI Tes Kesehatan Orientasi/ OJT (6bln) If Yes If No Tahap I Seleksi Administratif Tahap II Awal TPA & EPT If No Ditolak 18 November 2018 18 18

Proses Penilaian KPI Perencanaan KPI Review Evaluasi Kinerja Kinerja 1 Perencanaan KPI Review KPI Perusahaan & dibawahnya Review Job Description Tetapkan KPI Individu 2 3 Review Kinerja Evaluasi Kinerja Lakukan Penilaian KPI akhir tahun Lakukan Rencana Tindak Lanjut Lakukan Penilaian Tengah Semester Modifikasi Target jika diperlukan Lakukan Coaching dan Counseling

KPI & SKI ALIGNMENT RUPS KPI Direktur KPI Unit Kerja (Dept, Divisi) KPI Bagian, Cabang, Proyek Sasaran Kerja Individu

Stabilization Substage CAREER STAGES Establishment Stage Trial Substage Stabilization Substage Mid career Substage Growth Stage Exploration Stage Maintenance Stage Decline Stage 0 - 15 15 - 24 25 - 30 30 - 40 40 - 45 45 - 46 > 65 Source: Dessler

HUMAN CHANGES Usia D.T Hall & M. Morgan Dessler Hall & Nouggaim 15 20 Exploration Growth Pre Work 15 20 25 30 Establishment 35 Advencement 40 Mid Career 45 50 Maintenance 55 Late Career 60 65 Decline Retirement

POLA JALUR KARIR Peta yang menggambarkan kemungkinan urutan jabatan yang harus dilalui oleh seorang karyawan hingga mencapai jabatan tertinggi

Fungsional & Operasional POLA JALUR KARIR Direktur Utama General Manager Madya Manager Staf Muda Entry Level Struktural Fungsional & Operasional

Talent Identification TALENT MANAGEMENT Talent Identification Talent Retention Talent Development Talent Promotion TALENT MANAGEMENT

POOL OF TALENT PERFORMANCE COMPETENCE HIGH PERFORMER STAR LIMITED CONTRIBUTOR PERFORMANCE AVERAGE HIGH POTENTIAL UNDER PERFORMER DEADWOOD COMPETENCE

IDENTIFIKASI TALENT Direksi General Manager Manager Project Manager Talent Pool

DEVELOPMENT PROGRAM Development & Continuous LDP Sharing Knowledge

PROMOTION Penugasan Dalam Jabatan Struktural Pengayaan Pekerjaan (Skala Proyek)

PENDIDIKAN, PELATIHAN DAN PENGEMBANGAN Training for the present Educating for the future Developing to lead

TRAINING & DEVELOPMENT Jika anda ingin makmur selama setahun, tanamlah gandum. Jika ingin makmur selama 10 tahun, tanamlah pohon. Jika anda ingin makmur selama seabad, kembangkanlah SDM (Pepatah China)

PERUMPAAN TENTANG TRAINING & DEVELOPMENT If I miss one meal in a day, then I will not be able to work as effectively due to a lack of nutrition. Development If I don not eat, then I will starve to death. The survival of the organization requires development throughout the ranks in order to survive, while training makes the organization more effective and efficient in its day-to-day operations.

HCM DI PROYEK

Organizational Planning PROJECT HUMAN CAPITAL MANAGEMENT Organizational Planning Staff Acquisition Team Development 1. Inputs 1. Project staff 2. Project plan 3. Staffing management plan 4. Performance reports 5. External feedback 2. Tools and Techniques 1. Team building activities 2. General management skills 3. Reward and recognition systems 4. Collocation 5. Trainning 3. Outputs 1. Performance improvement 2. Input to performance appraisals 1. Inputs 1. Project interfaces 2. Staffing requirements 3. Constraints 2. Tools and Techniques 1. Templates 2. Human Resource practices 3. Organizational theory 4. Stakeholder analysis 3. Outputs 1. Role and responsibility assignments 2. Staffing management plan 3. Organization charts 4. Supporting detail 1. Inputs 1. Staffing management plan 2. Staffing pool description 3. Recruitment practices 2. Tools and Techniques 1. Negotiations 2. Preassignment 3. Procurement 3. Outputs 1. Project staff assigned 2. Project team directory

THE ROLES OF THE PROJECT MANAGER Integrator Communicator Team Leader Decision Maker Climate creator or builder

IMPORTANT PROJECT MANAGEMENT SKILLS Team Building Skills Empathy (putting yourself in someone’s shoes), conflict resolution Communication Skills Listening & Persuading Organization Skills Planning, Goal Setting & Analyzing Leadership Skills Set Example, vision, delegates, develop, empower Coping Skills Flexibility, creatifity, patience, persistence Technological Skills Experience & project knowledge

POWER OF THE PROJECT MANAGER To get people to perform Formal/legitimate Reward Penalty/coercive Derived from the PM’s position in the company Expert Refferent

Position Authority Power Leadership is not… “Leadership is the art of mobilizing others to want to struggle for shared aspirations.” — Kouzes and Posner

LEADERSHIP Project Manager Who are also Project Leader Roles of a Set Direction/vision Inspire team work Align employees Motivate and support Roles of a Project Manager Plan & Budget Organize work group Staff Control

LEADERSHIP STYLES The most appropriate leadership style for the needs & phases of the project Directing – telling others what to do Facilitating – coordinating the input of others Coaching – instructing others Supporting – providing assistance along the way Autocratic - making decision without input Consultative - inuitting ideas from others Concensus - in based on group agrement

Team Building In Project Activities Planning Session Meeting (Review, Problem Solving, Briefing) Counselling Session Group Individual Reward

KEPEMIMPINAN TRANSFORMASIONAL Model the Way Inspire a Shared Vision Challenge the Process Enable Others to Act Encourage the Heart © James M. Kouzes & Barry Z. Posner

COMMUNICATION CHANNELS AND LINKS Top Management, Client, Sponsor. External Stakeholders : PROJECT MANAGER Functional Managers, Other Managers Project Team Members, Sub Contractors, etc

CONFLICT Source of conflict : Schedule Priorities Human Resources (staffing & resource allocation) Technical Issues Administrative problems Personality (includes interpersonal disagreements) Cost The predominant sources and intensities of conflict are vary over the life cycle of the project

CONFLICT RESOLUTION TECHNIQUE Confronting / problem solving Solving the real problem Compromising Finding solutions that being some degree of satisfaction to both parties Smoothing Emphasizing agrement rather than differences of opinion Forcing Pushing one viewpoint at the expense of another Withdrawal /Avoidance Retreaving or postponing a decision on problem Most Effective

TERIMA KASIH

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