Human Resource Management Gaining a Competitive Advantage

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1 Human Resource Management Gaining a Competitive Advantage
Chapter 5 Human Resource Planning and Recruitment McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, All Rights Reserved.

2 Learning Objectives Setelah membaca bab ini maka kita dapat :
Mendiskusikan bagaimana menyelaraskan arah strategis perusahaan dengan Perencanaan SDMnya Menentukan kebutuhan tenaga kerja untuk bermacam-macam kategori pekerjaan Mendiskusikan keuntungan dan kerugian dari bermacam cara untuk mengatasi kelebihan dan kekurangan pekerja Menjelaskan berbagai macam kebijakan rekrutmen yang diterapkan oleh perusahaan untuk membuat lowongan kerja menjadi lebih menarik Menyusun berbagai sumber pelamar, mengetahui masing-masing kelebihan dan kekurangan dari sumber2 tersebut, dan metode untuk evaluasinya Menjelaskan peran rekruter dalam proses rekrutmen, keterbatasan yang dihadapi dan peluang-peluang yang ada

3 Tahapan dalam Perencanaan SDM
Meramalkan Menentukan sasaran dan perencanaan strategis Membuat program implementasi dan evaluasinya

4 Forecasting Stage of Human Resource Planning
Determining Labor Demand Determining Labor Supply derived from product/service demand external in nature internal movements caused by transfers, promotions, turnover, retirements, etc. transitional matrices identify employee movements over time useful for AA / EEO purposes Determining Labor Surplus or Shortage Goal Setting & Strategic Planning Program Implementat-ion & Evaluation

5 Options for Reducing an Expected Labor Surplus
Option Speed Extent of Human Suffering 1. Downsizing 2. Pay reductions 3. Demotions 4. Transfers 5. Work sharing 6. Hiring freeze 7. Natural attrition 8. Early retirement 9. Retraining Fast Slow High Moderate Low

6 Options for Avoiding an Expected Labor Shortage
Option Speed Extent of Human Suffering 1. Overtime 2. Temporary employees 3. Outsourcing 4. Retrained transfers 5. Turnover reductions 6. New external hires 7. Technological innovation Fast Slow High Moderate Low

7 Downsizing Downsizing is the planned elimination of large numbers of personnel designed to enhance organizational competitiveness. Reasons for downsizing include: need to reduce labor costs technological changes reduce need for labor mergers and acquisitions reduce bureaucratic overhead organizations choose to change the location of where they do business

8 Effects of Downsizing Studies show that firms that announce a downsizing campaign show worse, rather than better financial performance. Reasons include: The long-term effects of an improperly managed downsizing effort can be negative. Many downsizing campaigns let go of people who turn out to be irreplaceable assets. Employees who survive the staff purges often become narrow-minded, self-absorbed, and risk-averse.

9 Early Retirement Programs
The average age of the U.S. workforce is increasing. Baby boomers are not retiring early for several reasons: improved health of older people a fear that Social Security will be cut mandatory retirement is outlawed Many employers try to induce voluntary attrition among older workers through early retirement incentive programs.

10 Employing Temporary Workers
Hiring temporary workers helps eliminate a labor shortage. Temporary employment affords firms the flexibility needed to operate efficiently in the face of swings in demand. Other advantages include: temporary workers free a firm from many administrative tasks and financial burdens temporary workers are often times tested by a temporary agency many temporary agencies train employees before sending them to employees

11 Outsourcing and Offshoring
Outsourcing is an organization’s use of an outside organization for a broad set of services. Offshoring is a special case of outsourcing where the jobs that move actually leave one country and go to another. To help ensure the success of outsourcing: Choose an outsourcing vendor that is large and established. Jobs that are proprietary or require tight security should not be outsourced. It is a good idea to start small and monitor constantly.

12 Altering Pay and Hours Add more hours to existing labor force
In short period, workers can enjoy the added compensation. However, over extended periods, employees experience stress and frustration from overworked Pay cuts to alternate layoff or reducing work force To overcome short-term phenomenon has the psychological advantage

13 Program Implementation and Evaluation
Person in charge for achieving the goals is accountable and has necessary authority and resources Conduct regular progress reports to make sure all programs are in place and in line with projections Evaluate the results : successfully avoided potential labor shortages or surpluses

14 Affirmative Action Planning
Human Resource Planning should be applied to organization’s entire labor force, including for various subgroups within labor force. A comparison of the proportion of workers in protected subgroups with the proportion that each subgroup represents is called a workforce utilization review. This process can be used to determine whether there is any substantial different in one subgroup proportion from proportion in the job category to make sure no underutilization and to promote diversity.

15 The Human Resource Recruitment Process
Job Choice Job Choice Vacancy Characteristics Applicant Characteristics Personnel Policies Recruiter Traits and Behaviors Recruitment Sources Recruitment Influences

16 Personnel Policies Affects the nature of vacancies which are more important than recruiters or recruiting sources in predicting job choice Personnel Policies vary: Internal versus External recruiting Extrinsic versus Intrinsic rewards Employment-at-will policies Image advertising

17 Recruitment Sources Colleges and Universities - Internal Sources -
campus placement services Internal Sources - Faster, cheaper, more certainty Public & Private Employment Agencies - headhunters, can be expensive External Sources - New ideas and approaches JOBS JOBS Electronic Recruiting - the Internet Direct Applicants and Referrals - self selection, low cost Newspaper Advertising - large volume, low quality recruits

18 Recruiters Functional Area Traits Realism
HR- versus operating area-specialist Traits warm and informative Realism realistic job preview, honesty

19 Steps to Enhance Recruiter Impact
1. Provide timely feedback 2. Avoid rude behavior 3. Recruit in teams

20 Bagaimana Aplikasinya dalam Fungsi KM
Perencanaan tenaga kerja dilakukan dengan memperhatikan knowledge individu sehingga kompetensi yang diperlukan tidak hilang bersamaan dengan penetapan keputusan pengurangan atau penambahan tenaga kerja Proses Rekrutmen dan Seleksi diarahkan pada pemenuhan knowledge yg dibutuhkan organisasi untuk tetap sustain atau growth melalui: Penetapan kualifikasi pekerjaan dalam iklan atau media lowongan kerja disesuaikan dengan proyeksi knowledge gap Seleksi yang fokus pada kompetensi yang dibutuhkan perusahaan dan melibatkan cross-functional team Menentukan sumber rekrutmen yang tepat sasaran untuk mendapatkan calon pelamar yang memiliki kualifikasi baik

21 Terima kasih