Pengampu: Taufik Hidayat, S.Kom, MMSI, Lektor Kepala. Pertemuan 7a Sistem Informasi Sumber Daya Manusia (Human Resource Information Systems (HRIS)) Pengampu: Taufik Hidayat, S.Kom, MMSI, Lektor Kepala.

Primary HR Activities Employees Data Management Education & Training (staffing) Recruiting (staffing) Hiring (St & Org) Termination (staffing) Benefit (St) Administration The Firm Potential Employees Employees Retired Employees Data Management E-2 3

HRIS Model Recruiting subsystem HRIS Database Compensation Subsystem Output subsystems Input subsystems Work force planning subsystem Data Information HR-Accounting information subsystem Recruiting subsystem Human resources research subsystem Work force management subsystem USERS Users HRIS Database Environmental sources Compensation Subsystem Human Resources intelligence subsystem Benefits subsystem Environmental reporting subsystem E-3 9

Accounting Information Subsystem Two main types of data 1. Personnel -- name, birth date, sex, marital status, education, skills, etc. 2. Accounting -- hourly rate or monthly salary, taxes, insurance deductions, etc. E-4 10

Human Resources Research Subsystem Examples: Job analyses and evaluations Succession studies Grievance studies This research can generate new data for the database (job analyses) And it can use existing database contents (succession studies) E-5 11

Human Resources Intelligence Subsystem Government Stay current on legislation File reports. Suppliers Employment services Labor unions, local community, competitors Sources of employees E-6 12

Human Resources Intelligence Subsystem [cont.] Global community intelligence Financial community Employee planning Competitor intelligence E-7 12

Users of the HRIS Database Non HR HR Other HR Executives Managers Managers Director (2.78) (3.79) (4.33) (3.09) 1 2 3 4 3 5 Not at all Occasionally Monthly Weekly Daily E-8 17

Basic Forms of HRIS Output E-9 18

Software Custom software is usually developed jointly by HR and IS Some software is integrated into a core HRIS Some is standalone E-10 19

Work Force Planning Subsystem Enable manager to identify future personnel needs: Organization charting Salary forecasting Job analysis/evaluation Planning Work force modeling E-11 20

Recruiting Subsystem Applicant tracking Internal search Tracking job applicants E-12 22

Work Force Management Subsystem Performance appraisal Training Position control -- ensuring that headcount does not exceed budgeted limits. Relocation Skills/competency Succession Disciplinary E-13 24

Compensation Subsystem Most systems in use Merit increases Payroll Executive compensation Bonus incentives Attendance E-14 26

Benefits Subsystem Defined contribution Defined benefits Benefit statements Flexible benefits Stock purchase Claims processing E-15 28

Environmental Reporting Subsystem Reports firm’s personnel policies and practices to the government EEO records EEO analysis Union increases Health records Toxic substance Grievances E-16 30

HRIS support for the strategic, tactical, operational use of HR Staffing Training & Development Compensation Administration HR Planning Labor Force Tracking Succession Planning Performance Appraisal Planning Contract Costing Salary Forcasting Strategic Labor Cost Analysis & Budgeting Turnover Analysis Training Effectiveness Career Matching Compensation Effectiveness & Equity Analysis Benefit Preference Analysis Tactical Recruiting Workforce Schedulling Skill Assessment Performance Evaluation Payroll Control Benefits Administration Operational

Pertemuan 7b Competitive Advantage (Keunggulan daya saing)

Dimensi Keunggulan Kompetitif melalui Sistem Informasi SIM & TI session 13 & 14 Dimensi Keunggulan Kompetitif melalui Sistem Informasi Keunggulan Strategis (Strategic Advantage): Keunggulan yang memiliki dampak fundamental, contoh: perubahan menyeluruh sistem informasi, dsb. Keunggulan Taktis (Tactical Advantage): Implementasi strategi dgn cara yang lebih baik dari pesaingnya, contoh: pelanggan bisa akses langsung ke pusat informasi dgn lebih beragam fasilitas kemudahan. Keunggulan Operasional: Keungulan yang berhubungan dengan transaksi sehari-hari. Contoh: komunikasi 24 jam dengan konsumen melalui situs Web, sistem mengingat para pelanggan per individu, dsb.

Competitive Forces and Strategies

Porter’s Competitive Forces Model To survive and succeed, a business must develop and implement strategies to effectively counter the: Rivalry of competitors within its industry Threat of new entrants into an industry and its markets Threat posed by substitute products which might capture market share Bargaining power of customers Bargaining power of suppliers

Dampak internet pada daya kompetitif dan struktur industri. SIM & TI session 13 & 14 Dampak internet pada daya kompetitif dan struktur industri. Produk / jasa baru untuk memenuhi kebutuhan baru. Daya tawar konsumen yang semakin kuat karena tersedianya informasi produk dan harga yang luas. Daya tawar pemasok karena jalur distribusi yang semakin efektif dan efisien menuju ke konsumen. Ancaman pemain baru karena keleluasaan memasuki jalur internet. Persaingan yang semakin ketat dan posisi perusahaan/ pemasok yang semakin tertantang maupun tertekan.

Competitive Strategies Cost Leadership Differentiation Innovation Growth Alliance

Cost Leadership Strategy Becoming a low-cost producer of products and services Finding ways to help suppliers and customers reduce their costs Increase costs of competitors

Differentiation Strategy Developing ways to differentiate a firm’s products and services from its competitors’ Reduce the differentiation advantages of competitors

Strategi Penggunaan SI Menuju Keunggulan Kompetitif SIM & TI session 13 & 14 Strategi Penggunaan SI Menuju Keunggulan Kompetitif Strategi biaya, yakni menggunakan SI untuk menjadikan produksi dengan biaya yang rendah, memberikan harga yang lebih murah terhadap pelanggan, menurunkan biaya dari pemasok, atau meningkatkan biaya pesaing untuk tetap bertahan di industri. Strategi diferensiasi, yakni menggunakan SI untuk mengembangkan cara-cara untuk membedakan produk/jasa yang dihasilkan perusahaan terhadap pesaing sehingga pelanggan menggunakan produk/jasa karena adanya manfaat atau fitur yang unik.

Innovation Strategy Development of unique products and services Entry into unique markets or market niches Making radical changes to the business processes for producing or distributing products and services that are so different from the way a business has been conducted that they alter the fundamental structure of an industry

Growth Strategy Significantly expanding a company’s capacity to produce goods and services Expanding into global markets Diversifying into new products and services Integrating into related products and services

Strategi Menuju Keunggulan Kompetitif (Lanjutan…) SIM & TI session 13 & 14 Strategi Menuju Keunggulan Kompetitif (Lanjutan…) Strategi inovasi, yakni menggunakan SI untuk memperkenalkan produk/jasa yang unik, atau membuat perubahan yang radikal dalam proses bisnis yang menyebabkan perubahan-perubahan yang mendasar dalam pengelolaan bisnis. Strategi pertumbuhan, yakni menggunakan SI untuk dengan mengembangkan kapasitas produksi secara signifikan, melakukan ekspansi ke dalam pemasaran global, melakukan diversifikasi produk/jasa baru, atau mengintegrasikan ke dalam produk/jasa yang terkait.

Alliance Strategy Establishing new business linkages and alliances with customers, suppliers, competitors, consultants, and other companies

Strategi Menuju Keunggulan Kompetitif (Lanjutan…) SIM & TI session 13 & 14 Strategi Menuju Keunggulan Kompetitif (Lanjutan…) Strategi peluang pasar, yakni menggunakan SI untuk mengembangkan strategi yang fokus pada peluang pasar dan spesialisasi. Strategi aliansi, yakni menggunakan SI untuk membentuk hubungan dan aliansi bisnis yang baru dengan pelanggan, pemasok, pesaing, konsultan dan lain

Thank you for Your kind attention SIM & TI session 13 & 14 Thank you for Your kind attention 32 32