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Global Economy is moving from a “production-oriented” paradigm toward an emphasis on converting information to knowledge

“The future belongs to the knowledge worker”. Global Economy is moving from a “production-oriented” paradigm toward an emphasis on converting information to knowledge. PERTEMUAN VIII. Sasaran dan Strategi Organisasi. Sasaran dan Strategi HRD. Management Development.

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Global Economy is moving from a “production-oriented” paradigm toward an emphasis on converting information to knowledge

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  1. “The future belongs to the knowledge worker” Global Economy is moving from a “production-oriented” paradigm toward an emphasis on converting information to knowledge

  2. PERTEMUAN VIII

  3. Sasaran dan Strategi Organisasi Sasaran dan Strategi HRD Management Development HR Management Development System • Memastikan organisasi yang efektif dan efisien. • Mengembangkan “ management talent pool” • Memperbesar pool karyawan dengan ketrampilan teknis yang diperlukan. Memastikan tersedianya SDM pada kualitas, kuantitas, dan waktu yang tepat Manpower Recruitment HR Dev. Process Organization Design & Dev. HR Development Systems and Practices HR DEVELOPMENT SYSTEM & PRACTICES • Bagaimana seharusnya struktur organisasi dirancang/ dikembangkan. • Bagaimana analisa jabatan harus dilakukan termasuk identifikasi kompetensi standard untuk tiap jabatan. • Bagaimana job description harus dibuat? • Bagaimana memaintain konsistensi dan efektifitasnya> • Bagaimana melakukan performance gap analysis baik untuk jabatan sekarang/ akan datang untuk individu, dan kebutuhan organisasi. • Bagaimana cara mengembangkan program pengembangan karyawan dari sisi technical, managerial, dan personal? • Menentukan metoda pengembangan yang tepat untuk tiap jenis kebutuhan? • Memonitor dan mengevaluasi proses pengembangan karyawan. • Bagaimana seharusnya MPP dilakukan? • Termasuk rekrutmen baru, pengembangan karir, dan suksesi.. • Apa saja strategi yang bisa dilakukan : internal, agency, in-campus, etc. • Bagaimana cara memaintain akurasi dan efektifitas-nya.

  4. Kunci sukses evaluasi kinerja • Fokuskan pada perilaku, bukan kepada orangnya. • Tidak dipengaruhi oleh perbedaan status. • Hindari melakukan kesalahan penilaian. • Menjadi pendengar aktif menguasai teknik komunikasi. • Mencari sumber informasi kinerja karyawan. • Evaluasi adalah sebuah proses berkelanjutan.

  5. IMPLIKASI MANAJERIAL PENILAIAN KINERJA • Manajer mengenali dan mengambil manfaat dari penilaian kinerja. • Manajer terlibat dalam instrumen penilaian yang tepat. • Penilaian kerja memasukkan ukuran aktivitas dan hasilnya. • Mengetahui keterbatasan metode penilaian kerja yang digunakan. • Manajer mengetahui dampak bagi pengembangan SDM lainnya. • Manajer bersikap positif terhadap hasil penilaian kinerja. • Sebelumnya, manajer menginformasikan pekerja tentang penilaian. • Manajer mendokumentasikan hasil penilaian secara lengkap. • Manajer mempraktekkan komunikasi yang efektif selama penilaian.

  6. KOMPENSASI FINANSIAL NON FINANSIAL • LANGSUNG • UPAH • GAJI • KOMISI • - BONUS • TAK LANGSUNG • PROGAM ASURANSI • BANTUAN SOSIAL • UNTUK KARYAWAN • TUNJANGAN PENSIUN • KESEHATAN, BEA • SISWA, DLL • KETIDAKHADIRAN • YANG DIBAYAR : • HARI BESAR, IZIN • BESAR, IZIN SAKIT, • CUTI HAMIL, DLL • PEKERJAAN • TUGAS YANG • MENARIK • TANTANGAN • TANGGUNG • JAWAB • PELUANG DAN • PENGAKUAN • PERASAAN • AKAN • PENCAPAIAN • PELUANG • ADANYA • PROMOSI • LINGKUNGAN KERJA • KEBIJAKAN YG SEHAT • SUPERVISI YANG • KOMPETEN • REKAN KERJA YANG • MENYENANGKAN • SIMBOL STATUS • KONDISI LINGKUNGAN • YANG NYAMAN • WAKTU LUANG • KOMPENSASI • KAFETARIA • MINGGUAN KERJA • YANG DIPADATKAN • - SHARING PEKERJAAN

  7. Isu pokok : Bagaimana gaji dari sebuah organisasi dibandingkan dengan gaji yantg diterima oleh karyawan dari perusahaan sejenis? Tingkat gaji dipengaruhi oleh : upah minimal, kompensasi oleh perusahaan sejenis, serikat pekerja, kondisi ekonomi dan pasar tenaga kerja, kondisi finansial perusahaan. Level gaji dianalisa melalui survey gaji dan upah. Isu pokok : Bagaimana organisasi menempatkan suatu nilai relatif terhadap harga/ nilai dari pekerjaan mereka? Struktur gaji dipengaruhi : deskripsi pekerjaan, spesifikasi pekerjaan, standar pekerjaan, faktor yang dikompensasikan, pertimbangan dari pengevaluasi. Struktur gaji ditetapkan melalui evaluasi pekerjaan : metode ranking, metode klasifikasi, perbandingan faktur dan metode poin. KEADILAN EKSTERNAL (LEVEL GAJI) KEADILAN INTERNAL (STRUKTUR GAJI)

  8. GAJI INDIVIDU • Isu pokok : Bagaimana organisasi menempatkan suatu nilai pada keahlian dan kontribusi karyawan? • Tingkat gaji dipengaruhi oleh : 1. Upah minimal 2. Kompensasi oleh perusahaan serupa 3. Serikat pekerja 4. Kondisi finansial perusahaan

  9. PERTEMUAN IX

  10. Determinan kepuasan karyawan KEAHLIAN PENGALAMAN PELATIHAN UPAYA USIA SENIORITAS PENDIDIKAN LOYALITAS KINERJA MASA LALU KINERJA SEKARANG MASUKAN-2 PEKERJAAN PRIBADI YANG DIRASAKAN JUMLAH YANG DIANGGAP SEHARUSNYA DITERIMA MASUKAN-2 DAN HASIL DARI ORANG LAIN YANG DIJADIKAN REFERENSI A A = B : KEPUASAN A > B : KETIDAKPUASAN A < B : KETIDAKADILAN, KETIDAKNYAMANAN DAN RASA BERSALAH TINGKAT KESULITAN RENTANG WAKTU BESAR TANGGUNG JAWAB KARAKTERISTIK PEKERJAAN YANG DIRASAKAN B GAJI YANG DIDAPAT, DIBANDINGKAN DENGAN GAJI ORANG LAIN (REFERENSI) JUMLAH YANG DITERIMA GAJI YANG DITERIMA

  11. POIN PENTING DARI DETERMINAN KEPUASAN KARYAWAN • Setiap karyawan berbeda dalam : - menganggap penting arti kompensasi - preferensi mengenai jumlah, jenis dan waktu. • Pekerjaan dan faktor lingkungan berpengaruh terhadap kebijakan kompensasi • Karyawan mempunyai opini tentang keadilan dan tipe kompensasi

  12. IMPLIKASI DARI DETERMINAN KEPUASAN KARYAWAN KARAKTERISTIK KONSEKUENSI PERSEPSI KARYAWAN BAHWA USAHANYA MENGARAH PADA KINERJA BEKERJA KERAS UNTUK MENGHASILKAN PERSEPSI KARYAWAN BAHWA KERJANYA AKAN DIHARGAI DIBERI IMBALAN UNTUK PRODUKSINYA TERSEBUT NILAI YANG DIBERIKAN KARYAWAN TERHADAP IMBALAN MENGHARGAI GAJI YANG MEMOTIVASINYA UNTUK BEKERJA

  13. SISTEMATIKA PEMBERIAN KOMPENSASI TUJUAN KOMPENSASI SISTEM KOMPENSASI KOMPENSASI KARAKTERISTIK KARAKTERISTIK • MEMPEROLEH PERSONALIA • YANG QUALIFIED • MEMPERTAHANKAN • LOYALITAS KARYAWAN • MENJAMIN KEADILAN • MENGHARGAI PRILAKU/ • PRESTASI • MENGENDALIKAN BIAYA • MEMENUHI PERATURAN • LEGAL *KETERKAITAN ANTAR KOMPENSASI DENGAN KERJA *KOMPENSASI HARUS MEMADAI *KRITERIA KOMPENSASI HARUS JELAS *KETEPATAN PERLAKUAN TERHADAP BERBAGAI INDIVIDU *LEBIH MENGUNTUNGKAN DIBANDINGKAN PERUSAHAAN KOMPETITOR • PUNYA ARTI PENTING • MEMPUNYAI TINGKATAN • FLEKSIBILITAS • VISIBLE • PERENCANAAN COST • BENEFIT YG MATANG

  14. SEVEN KEY PRINCIPLES • Reward usually work better than punishment • Intrinsic rewards usually are more effective than extrinsic rewards. • The timing of rewards is important to their effectiveness. • Conflicting sources; behavior that results in both reward and punishment produces conflict. • Avoidance of negative outcomes and their associated feelings and perceptions are important determinants of behavior. • Feeling and perceptions become associated with outcomes. • Rewards are perceived in comparison to others.

  15. Relevansi sistem gaji dalam perusahaan • Membantu menentukan proyeksi cost benefit perusahaan. • Alat manajemen yang sangat penting - Salah satu penghargaan terhadap kualifikasi dan spesifikasi pekerjaan. - Motivasi - Tanggung jawab • Berhubungan dengan persepsi karyawan tentang perusahaan, bentuk loyalitas dan perilaku kerja karyawan dapat meningkatkan produktivitas. • Daya saing eksternal : - Memimpin kompetisi - Menyesuaikan dengan kompetisi - Ketinggalan dalam kompetisi.

  16. HR Roles in Building a Competitive Organization FUTURE/STRATEGIC FOCUS Management of Strategic Human Resource Management of Transformation and Change PROCESS PEOPLE Management of Employee Contribution Management of Firm Infrastructure DAY TO DAY/OPERATIONAL FOCUS

  17. PERTEMUAN X

  18. PERUBAHAN.. • MENGAPA ... • kitatidakbisamenghindari • PERUBAHAN ... ?

  19. System Shifting

  20. PERUBAHAN .. ! Kita harus dapat menerima kenyataan bahwa setiap saat kita akan mengalami PERUBAHAN .. Kita harus menjadi “Organisasi yg Cerdik” dan belajar mengelola perubahan tersebut untuk kebaikan kita sendiri

  21. PC 3 PC 2 = AC 2 PC 1 Complexity of mental Processing (CMP) Current Potential Capability (PC) AC 1 Current Applied Capability (AC) Time Progression (age) Konsep Kemampuan Manusia (Human Capability Concept – DR Elliot Jaques)Pertumbuhan Alami Kemampuan Bekerja Manusia

  22. Competency Development Program (CDP) • What it is? • CDP is an approach to help people build knowledge and skills and practice required behaviors as reflected in the standard of performance. • What is the Objective? • To implement a development program that will enable managerial and professional personnel to achieve required standards of performances for competencies associated with both the current and future jobs in cigarette business.

  23. Why Do Needs Assessment? Question: Why is needs assessment information critical to the development and delivery of an effective HRD program?

  24. Needs Assessment • Figuring out what is really needed • Not always an easy task • Needs lots of input • Takes a lot of work • “Do it now or do lots more later” • First step in both the ISD and HRD process models

  25. Product Development Model (PDM) Analyze Design Develop Produce Pilot Evaluate Deliver Improve

  26. The HRD Process: A DImE

  27. PERTEMUAN XI

  28. HRD Process Model Assess Design Implement Evaluate PDM/ISD Model Analyze need Design training Develop Produce pilot Evaluate pilot Deliver training Improve Comparing the HRD Process Model to the PDM/ISD Model

  29. Various Types of Needs • Performance • Diagnostic • Factors that can prevent problems from occurring (see p. 130) • Analytic • Identify new or better ways to do things • Compliance • Mandated by law or regulation

  30. Traps in Needs Assessment – 2 • Using Questionnaires • Hard to control input, often high developmental costs, hard to write properly • Using soft data (opinions) only • Need performance and consequence data • Using hard data only • Easily measured data is provided, but critical, hard-to-measure data is missing

  31. Levels of Assessment • Organization • Where is training needed and under what conditions? • Task • What must be done to perform the job effectively? • Person • Who should be trained and how?

  32. Strategic/Organizational Analysis • A broad, “systems” view is needed • Need to identify: • Organizational goals • Organizational resources • Organizational climate • Environmental constraints

  33. Why Strategic Assessment is Needed • Ties HRD programs to corporate or organizational goals • Strengthens the link between profit and HRD actions • Strengthens corporate support for HRD • Makes HRD more of a revenue generator • Not a profit waster

  34. Sources of Strategic Information • Mission statement • HRM inventory • Skills inventory • Quality of Working Life indicators • Efficiency indexes • System changes • Exit interviews

  35. How to Collect Information For a Task Analysis • Job descriptions • Task analysis • Performance standards • Perform job • Observe job • Ask questions • Analysis of problems

  36. PERTEMUAN XII

  37. A Sample Task Analysis Process • Develop job description • Identify job tasks • What should be done • What is actually done • Describe KSAOs needed • Identify potential training areas • Prioritize potential training areas

  38. Job title: HRD Professional Specific duty: Task Analysis Tasks Subtasks Knowledge and Skills Required 1. List tasks 1. Observe behavior List four characteristics of behavior Classify behavior 2. Select verb Knowledge of action verbs Grammatical skills 3. Record behavior State so understood by others Record neatly 2. List subtasks 1. Observe behavior List all remaining acts Classify behavior 2. Select verb State correctly Grammatical skills 3. Record behavior Neat and understood by others 3. List knowledge 1. State what must be known Classify all information 2. Determine complexity of skill Determine if a skill represents a series of acts that must be learned in a sequence Task Analysis for HRD Position SOURCE: From G. E. Mills, R. W. Pace, & B. D. Peterson (1988). Analysis in human resource training and organizational development (p. 57). Reading, MA: Addison-Wesley. Reprinted by permission.

  39. Person Analysis • Determines training needs for specific individuals • Based on many sources of data • Summary Analysis • Determine overall success of the individual • Diagnostic Analysis • Discover reasons for performance

  40. Performance Appraisal • Relied on heavily in person analysis • Hard to do • Vital to company and individual • Should be VERY confidential • Based too often on personal opinion

  41. The Employee Appraisal Process

  42. Performance Appraisal Process • Determine basis for appraisal • Job description, MBO objectives, job standards, etc. • Conduct the appraisal • Determine discrepancies between the standard and performance • Identify source(s) of discrepancies • Select ways to resolve discrepancies

  43. Prioritizing HRD Needs • There are never enough resources available • Must prioritize efforts • Need full organizational involvement in this process • Involve an HRD Advisory Committee.

  44. Identifying and MeasuringEmployee Performance • Performance Management System • Processes used to identify, encourage, measure, evaluate, improve, and reward employee performance. • Performance • What an employee does and does not do. • Quantity of output • Quality of output • Timeliness of output • Presence at work • Cooperativeness • Job Criteria • Important elements in a given job

  45. PERTEMUAN XIII

  46. Linkage Between Strategy, Outcomes,and Organizational Results

  47. Trait-basedInformation Behavior-basedInformation Results-basedInformation Types of Performance Information JobPerformance?

  48. Potential Performance Criteria Problems Deficiency Contamination PerformanceCriteria Objectivity

  49. Performance Standards • Performance Standards • Expected levels of performance • Benchmarks • Goals • Targets • Characteristics of Well-defined Standards • Realistic • Measurable • Clearly understood

  50. Administering Wages and Salaries Giving Performance Feedback Identifying Strengths and Weaknesses Uses of Performance Appraisal (cont’d) PerformanceAppraisal

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