Workload Analysis
Pokok Bahasan Workload Analysis – Full Time Equivalent
Pengelolaan SDM HR & GA Sumber yang diberdayakan oleh management GA HR Mengurus orang hidup Mengurus barang mati
Apa yang dikerjakan HR System & Development Hubungan Industrial Teknologi Informasi
HR Strategic Old 80% ?? 5% ?? Change Agent Change Agent Business Partner 5% ?? Change Agent Business Partner 15% ?? Employee Advocate Services 15% ?? Employee Advocate Services 80% Administrative Reactive 5% Administrative Reactive New
Integrating Human Capital to Organizational Strategy Sustained Shareholder Value Productivity Growth Financial FOCUS Customer Value Proposition Customer FOCUS Price / Quality Financial Advisor Integrated Offering Trusted Brand Operational Excellence Customer Management Responsible Citizen Innovation Internal FOCUS Minimize Problems Rapid Response Cross-Sell Shift Channel Know the Segments Develop New Products Diverse Work Force ALIGNMENT Strategic Competencies Roles Skills Learning & Growth Strategic Technologies Applications Infrastructure Climate for Action Leadership Teamwork Alignment Culture
B = f (P,E) B = Behavior P = Person E = Environment Kurt Lewin (1890-1947)
Performance = f (Motivation, Ability) N. F. R. Maier in Psychology in industrial organization (4th ed., Houghton Mifflin, 1973) and E. E. Lawler, III in Motivation in work organizations (Brooks/Cole, 1973)
E P means effort leads to performance (Expectancy) Victor Vroom Model (1964) M = (E P) x (P O) x V M = Motivation E P means effort leads to performance (Expectancy) P O means performance leads to outcomes (Instrumentality) V = Valence--the value placed on the outcome.
Ability = Competency Competency = f (Knowledge, Skill, Attributes) Competency appears to be a measure of successful performance and may refer to either a specific skill/knowledge or a cluster of skills and knowledge. It encompasses meanings that range from work-related definitions to those that describe the characteristics of workers. McLagan (1997) attempts to reconcile these meanings by proposing a hybrid definition of “attribute bundles.” Parry (1998) further expands on this by defining a competency as a cluster of related knowledge, attitudes and skills that fulfill four criteria: a) affects a major part of one’s job, b) correlates with performance on the job, c) can be measured against well accepted standards, and d) can be improved via training development.1 Spencer and Spencer (1993) include personality characteristics such as motives and traits and list five types of competency characteristics, namely motives, traits, self-concept, knowledge, and skill.
Modeling E? B = f (P, E) P = f (M, A) M = f (E,I,V) A= f (K,S,A)
Tuntutan Tata Kelola SDM Organizational Capital Bagaimana membangun organisasi yang fokus pada penciptaan profit dan pertumbuhan? Human Capital Bagaimana memenuhi & membangun kompetensi karyawan sesuai kebutuhan? Information Capital Bagaimana membangun sistem informasi yang mendukung terciptanya “learning organization”?
Metodologi
1. Strategic Direction & Control Strategy Map Organizational Assessment Key Performance Indicator Organization values Organization Personality Strategic Job Families Core Competencies
Business Process Mapping 2. Organization Design Business Process Mapping Organization Design Job Analysis Job Description
Metodologi 2. Organization Design 3. Quantity & Quality 1. Strategic Direction & Control Quantity Strategy Map Organizational Assessment Business Process Mapping Workload Analysis/ Business Capacity Analysis Key Performance Indicator Organization values Organization Design Quality Organization Personality Competency Job Analysis Behavior / Personality Strategic Job Families Core Competencies Job Description Potential
Workload Analysis/ Business Capacity Analysis 3. Quantity & Quality Quantity Workload Analysis/ Business Capacity Analysis Quality Competency Behavior / Personality Potential
Workload Analysis
Pengertian
Definisi Banyak definisi tentang FTE’s tapi intinya adalah The total number of person needed to do all transactions of one process in certain period.
Bagaimana Menghitung FTE A Full-time Equivalent Employee (FTE) is a ratio that represents the number of hours that an employee works to 40 hours. dengan kata lain jumlah jam kerja karyawan per 40 jam asumsi dalam 1 minggu number of hours that an employee works / 40 hours FTE = Total Time Required / 1864 hours asumsi dalam 1 tahun Total Time Required = Time Data x Number of work activities
3. FTE = Total Process time / Effective Working time per employee 4. FTE = Total working hours / Effective Time
Manfaat Untuk peramalan/proyeksi terhadap kebutuhan tenaga kerja untuk periode tertentu Untuk melakukan analisa terhadap kemampuan tenaga kerja yang sekarang untuk memenuhi kebutuhan yang akan datang Perbedaan diatas memungkinkan perusahaan untuk melakukan pengurangan karyawan atau penyesuaian lewat transfer intern atau ekspansi atau Man Power Planning
Untuk analisa kompetensi Development Untuk Performance Management Untuk Business Process Improvement Effective & Efficient
Effectiveness Kemampuan untuk memilih tujuan dan sasaran yang tepat dan mencapainya, termasuk didalamnya adalah metodanya. Efektivitas menunjuk pada keberhasilan pencapaian sasaran, sehingga efektivitas bisa digambarkan sebagai ukuran apakah seseorang mengerjakan pekerjaan yang benar. Doing rigth things “Mengerjakan pekerjaan yang benar”
Efficiency Kemampuan untuk membuat penggunaan resources yang ada secara baik dalam proses pencapaian sasaran dan tujuan Mencapai sesuatu secara tepat berhubungan dengan rasio dari output terhadap input, artinya harus menggunakan jumlah resources yang minimum yang dibutuhkan untuk menghasilkan barang atau jasa secara maksimum. Gambarannya adalah “mengerjakan pekerjaan dengan benar “ (Doing things right). Konsep ini berhubungan dengan konsep Input – Output.
Resources Utilisation Effective but not efficient. Some resource wasted Effective and efficient, goals achieved and resources well utilized, area of high productivity Neither effective nor efficient, Goal not achieved, resources wasted in the process Efficient but not effective, no wasted resourced, but goals not achieved High Goal Attaintment Low Poor Good Resources Utilisation
EFFICIENT VS. EFFECTIVE Internal Measurement Doing Things Right Not Necessarily Effective External Measurement Doing the Right Things Necessarily Efficient Producing goods at the lowest cost Reducing cost/ expense to improve profit Focus on internal control and short - term profit Product-Driven Organization Producing the goods wanted by the market place at acceptable cost Increasing revenue and managing cost/expense to improve profit Focus on customer satisfaction and long-term profit Market-Driven Organization Examples
Pendekatan Berdasarkan aktivitas job description Administration Berdasarkan proses The Process Proses lembur Keduanya saling berhubungan karena proses adalah kumpulan dari aktivitas yang saling kait mengait
Activity Base Perhitungannya adalah setiap aktivitas individu dikumpulkan sedemikian rupa selama periode tertentu beserta waktu yang dibutuhkan untuk melakukan aktivitas tersebut yang kemudian di bagi dengan total jam kerja dalam periode tertentu. Fokusnya pada aktivitas individu/posisi
Proses Improvement yang dilakukan adalah Teknologi baru Competency Development
Process Base Perhitungannya adalah setiap proses aktivitas terhadap suatu hal tertentu (misal lembur) dihitung sedemikian rupa selama periode tertentu beserta waktu yang dibutuhkannya kemudian dibagi dengan periode waktu tertentu. Fokusnya adalah Proses keseluruhan aktivitas pekerjaan Contoh adalah proses pengajuan Lembur kerja
Proses Improvement yang dilakukan adalah Perbaikan system Competency Development Teknologi baru
Proses Asesmen FTE
Process Assessment Base Activity Data Collection Interview user and Job Description Analysis Develop the documentation & Analysis Confirm the documentation to user Information Need: All Activity the employee Process Time Organisation Structure Report Form - Tabulation the information Skill Needed: Interview Skill Analytical Skill
Asumsi 1 profil tidak dapat mengerjakan 2 aktivitas sekaligus Semua aktivitas riil dan tercatat beserta waktunya
Contoh Activitas Office Boy 1 Mengantar Surat 8x/bulan 2 jam 2 Mempersiapkan Kartu absensi 50/bulan 4 jam 3 Mengantar berkas 3x/hari 1 jam 4 Membersihkan kaca 3x/minggu 3 jam 5 Membersihkan lantai 1x/hari 6 Menyiapkan minum 7 Membersihkan toilet 2x/hari 8 Mengantar barang 9 Briefing pagi 4x/bulan 10 Distribusi surat 2x/minggu
Effective Working
Formula FTE 2003 (ilustrasi) Jumlah hari 2003 = 365 Cuti tahunan = (12) 353 Libur Nasional = (16) 337 Week-end = (104) Hari kerja 2003 = 233 233 hari = 1864 jam kerja Efficiency factor = 87,5% Asumsi Total jam kerja efektif = 87,5% * 1864 = 1631 jam kerja
Satuan FTE 2003 (ilustrasi) 1631 jam / tahun = 97.860 Menit 135,92 jam / bulan = 8155,2 menit 33,98 jam / minggu = 2038,8 menit 6,8 jam / hari = 407,75 menit
Lihat Excel
Exercise Buat Kelompok kecil Tentukan jenis posisi pekerjaan Tentukan job desription-nya Tuliskan daftar pekerjaannya secara lengkap berdasarkan job description beserta volume dan waktunya Hitung FTE-nya
Proses Asesmen Process Base Hal-hal yang dibutuhkan: - Business Process Flowchart - Structure organization - Process time
Contoh Proses lembur Isi form lembur Employee Ask Approval Employee Approve Direct Superior Receive Employee Ask Approval Employee Approve Section Head Receive Employee Send FL to HRD via OB Employee Receive FL OB Bring the form OB Receive FL HRD Adm Input Data HRD Adm Crosscheck Data HRD Adm Update Data HRD Adm Crosscheck Data HRD Head Lembur Closing Meal Allowance Processing
Hasil Perhitungan Lihat File Excel
Exercise Buat Kelompok kecil Tentukan jenis proses aktivitas dari suatu pekerjaan Buat daftar proses dari aktivitas tersebut (flowchart) Buat daftar siapa saja yang terlibat dalam aktivitas tersebut Tentukan pula time process-nya Hitung FTE-nya
Improvement Teknologi
Contoh Proses Lembur Closing Isi form lembur Employee Kirim form lembur via email Employee Terima email & Approve Direct superior Terima email & Approve Head Section Terima email & Verifikasi HRD Adm Input Data & Prosesing HRD Adm Crosscheck HRD Head Closing
Hasil Perhitungan Lihat File Excel
Ukuran loading yang normal untuk suatu pekerjaan yang telah ditetapkan adalah dengan besaran angka 1 artinya Fit Jika total perhitungan Job Load < 1 (lebih kecil dari 1) maka dapat disimpulkan UNDERLOAD Jika sebaliknya > 1 (lebih besar dari 1) maka dapat disimpulkan OVERLOAD Tapi biasanya jika total FTE berada di kisaran 1,1 – 1,3 maka karyawan tsb masih efektif melaksanakan pekerjaan tsb karena ada mekanisme lembur untuk menyelesaikan pekerjaan tsb Perhatikan faktor efektivitas waktu kerja
Exercise Improvement Buat Kelompok kecil Lakukan improvement terhadap proses aktivitas yang telah ada Hitung FTE-nya
Benefit dari Improvement Step reduction Form reduction – Paper Reduction FTE & Time Saving Operational Cost Reduction
Step reduction Process Sebelum Sesudah Selisih Persentase Lembur 17 8 9 53% Rata-rata Sebelum 17 langkah, sesudah 8 langkah ada pengurangan sebesar 53%
Form Reduction Process Sebelum Sesudah Selisih Persentase Lembur 1 100% Rata-rata
Time Saving Process Sebelum Sesudah Selisih Saving Lembur 41.75 17.25 24.5 59% Rata-rata
FTE Process Sebelum Sesudah Selisih Saving Lembur 0.0051 0.0021 0.003 59% Rata-rata
Operational Cost Salary ?? ATK ??
Hal yang perlu diperhatikan Tidak semua pekerjaan bisa dibuatkan FTE, Contoh : Security, Bagian Troubleshooting, Driver Selama pekerjaan tersebut dapat dihitung dengan menggunakan average moving maka FTE dapat digunakan
Pilih yang mana? Activity Base atau Process Base? Tergantung tujuan, situasi dan kondisi. Bila tujuannya adalah BPI (business process improvement) Process Base Bila tujuannya adalah individual development cukup Activity base
Konsekuensi WLA WLA = Workload Analysis
Nilai WLA Underload FTE kurang dari 1 Fit FTE = 1 Overload FTE Lebih dari 1
Konsekuensi WLA Replacement Redesign Job
Underload Redesign job Penambahan pekerjaan Bagaimana bila nilai FTE kurang dari 0,5?? Redesign job Replacement
Overload Overtime Redesign Job Pembagian pekerjaan Recruitment Penambahan karyawan Bila lebih dari ambang toleransi (1,1 – 1,3)
Recruitment Perhatikan biaya yang akan timbul Pilihan terakhir bila sudah dilakukan overtime dan pembagian pekerjaan
Bagaimana setelah proses Improvement??
Kaitan WLA dengan Workforce planning (WFP) WLA adalah salah satu metoda dari WFP dalam analisisnya WLA salah satu metode untuk penyiapan tenaga kerja
Sekilas Workforce Planning
Workforce planning is a systematic process for identifying the human capital required to meet agency goals and developing the strategies to meet these requirements. Workforce Planning—the strategic alignment of an organization’s human capital with its business direction. It is a methodical process of analyzing the current workforce; determining future workforce needs; identifying the gap between the present and the future; and implementing solutions so the organization can accomplish its mission, goals, and objectives. Workforce planning perencanaan tenaga kerja; keterkaitan SDM dengan bisnis Analisa keterkaitan posisi sdm saat ini dengan kondisi masa depan Biasa disebut dengan Man Power Planning
Figure: Strategic View of Workforce Planning Influencing HR Functions & Activities
Figure Workforce Planning Is… Not Just It Is Predicting the future Building a longer-term context for short-term decision making An inventory of all positions Focusing on positions where you need to be proactive or need time to react Creating plans as Creating plans in response to a one-time “event” changing strategies, whenever change is discussed Creating reports and Focusing on planning listings that describe and looking ahead to “what will be” “what was” Building HR capability Solving staffing problems and addressing staffing issues
Approaches to Workforce Planning in general, organizations can take one of three approaches to workforce planning or use a combination of the three: “Workforce approach” examines the current workforce and occupations and projects the number and characteristics of jobs and the number of employees needed to fill them at a specific point in the future. “Workload approach” focuses on the amount and type of work the organization anticipates handling at a specific point in the future, and uses this information to project the number of resources (people and skills) needed to perform that work. “Competency approach” identifies sets of competencies aligned with the organization’s mission, vision, and strategic goals. This approach assumes the organization has already considered workforce and workload and can focus not only on the number of people, but the competencies employees must master for organizational success. WF menguji orang berlebih atau tidak WL fokus pada jumlah dan tipe pekerjaan CO mengidentifikasikan seperangkat kompetensi
Workforce Approach profile people and occupations, and conduct workforce forecasts. With this approach, your goal is to analyze the jobs that will need to be done, the type of occupations needed to do these jobs, and the number of people needed to achieve organization strategies. The current workforce profile is a starting point to assess the workforce your organization will need in the future. Supply analysis provides the data needed for your current workforce profile. A traditional job audit also may help you get needed information.
Specifically, you will need to evaluate: What jobs now exist? How many people are performing each job? What are the reporting relationships of these jobs? How essential is each job? What are the characteristics of anticipated jobs?
The next step is to project the current employee population into the future as if there were no new hires. Make projections at whatever level the organization desires, estimating the employee population over the next three to five years as if nothing were done to replace employees lost through attrition. The result will show your demand for new workers if you institute no appreciable changes in work or workload.
Workload Approach
Competency Approach Competencies are sets of behaviors (encompassing skills, knowledge, abilities, and personal attributes) that, taken together, are critical to accomplishing successful work and achieving an organization’s strategy. Competencies represent the most critical knowledge, skills, and commitments that underlie superior performance for your organization and/or within a specific job. The competency approach to workforce planning is futuristic and focuses on the “ideal” workforce. Competencies may be defined at several levels:
Competencies may be defined at several levels Organizational: core competencies identified during strategic planning Leadership: the behaviors your organization expects all leaders to demonstrate or to develop Functional: competencies that cascade from the core competencies and are associated with specific work functions or business units Occupational: competencies that cascade from the core and functional competencies and then are anchored directly to the needs of a specific occupation Individual: what each employee brings to his or her function Team: what members of a team, in the aggregate, bring to their work
Your organization will need to determine the competency definition levels essential to ensuring critical work gets performed. Strategic planning usually provides the means to pinpoint the most critical, or core, organizational competencies for success.
Contoh The Generic Workforce Planning Model Georgia Workforce Planning Model
Booz•Allen & Hamilton Model
Set Strategic Direction Phase I Set Strategic Direction Phase II Workforce Analysis/ Strategies
Compare Current to Future need to identify the gap IPMA Model Step I Scan Step II Supply & Demand Step III Gap Analysis Step II Action Recruitment / Retention Strategies Implementation plan Leadership support Change management Communication Evaluation Modification Strategic Plan Internal Factor External factor SWOT Analysis Workforce Workload Competencies Compare Current to Future need to identify the gap Feedback
Internal Supply of Labor Sources of Sources of Outflows Inflows Internal Supply of Labor Employees In Promotions Terminations Demotions Retirements Deaths Layoffs Transfers Promotions New Hires Recalls Source of outflows = perlu diproyeksikan orang-orang yang akan keluar dari perusahaan Internal Supply = Pemenuhan kebutuhan internal Internal Supply Current Staffing - Projected Outflows + Projected Inflows Level This Year This Year =
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