HERU KURNIANTO TJAHJONO
PENDIDIKAN
• S1 MANAJEMEN UGM
• S2 MAGISTER MANAJEMEN UGM KONSENTRASI
STRATEGI DAN BISNIS INTERNASIONAL
• S3 UGM
PENGALAMAN PRAKTIK
• KONSULTAN ORGANISASI BMT ARTHAMANA (1995
SD SEKARANG)
• STAF OFFICER DEVELOPMENT PROGRAM PT.
BANK BUMI DAYA (PERSERO) (1997-1998)
• STAF DIVISI PERENCANAAN PT. BANK BNI
(PERSERO)TBK (1998-2000)
• DOSEN TETAP FAKULTAS EKONOMI UNIVERSITAS
MUHAMMADIYAH YOGYAKARTA (UMY) (2000SEKARANG)
4/8/2015
Heru Kurnianto Tjahjono
1
KETERKAITAN MANAJEMEN STRATEGIS
DAN MSDM
Administrative
Linkage
Strategic
planning
HRM
function
4/8/2015
One-way
Linkage
Two-way
Linkage
Strategic
planning
Strategic
planning
HRM
function
HRM
function
Heru Kurnianto Tjahjono
Integrative
Linkage
Strategic
planning
HRM
function
2
McKinsey 7’s Model
Organizational
Effectiveness
Politics
Demographic
Strategy
Economic
Structure
System
Regulation
Shared
values
Technology
Staff
Social
Skill
Style
Globalization
Government
Bureaucracy
Human Right
Strategy implementation
Strategy formulation
External analysis
Opportunities
Threats
Mission
Mission
Goals
Strategic
choice
External
analysis
Strengths
Weaknesses
4/8/2015
HR practices
HRM PLANNING
JOB DESIGN
JOB ANALYSES
REKRUITMENT
SELECTION AND PLACEMENT
ORIENTATION
TRAINING AND DEV’T
PERFORMANCE APPRAISAL
COMPENSATION
MANAGING HEALTH AND SAFETY
EMPLOYEE RELATIONS
HUMAN RESOURCES INF SYSTEM, ETC
HR
needs
Skills
Behaviors
Culture
HR
capability
Skills
Abilities
Knowledge
Heru Kurnianto
Tjahjono
Emergent
strategies
HR actions
Behaviors
Results
(Productivity,
absenteeism,
turnover)
Firm
performance
Productivity
Quality
Profitability
Strategy
evaluation
4
STRATEGIC CHOICE AND STRATEGIC APPROACH TO
HUMAN RESOURCES MANAGEMENT
• STRATEGIES FOR HUMAN RESOURCE
ACQUISITION AND PLACEMENT
(Recruitment, Selection & Placement)
• STRATEGIES FOR MAXIMAZING HUMAN
RESOURCES PRODUCTIVITY
(Orientasi, Training-dev’t, Performance appraisal,
Kompensasi)
• STRATEGIES FOR MAINTAINING HUMAN
RESOURCES
(Benefit plans, Managing health, safety-stress)
• STRATEGIC SEPARATION (Restrukturisasi)
Menu Human Resource Management
Job Analysis and Design
Few tasks
Simple tasks
Few skills required
Specific job descriptions
Many tasks
Complex tasks
Many skills required
General job descriptions
Recruitment and Selection
External sources
Limited socialization
Assessment of specific skills
Narrow career paths
Internal sources
Extensive socialization
Assessment of general skills
Broad career paths
Training and Development
Focus on current job skills
Individual orientation
Train few employees
Spontaneous, unplanned
Focus on future job skills
Group orientation
Train all employees
Planned, systematic
Performance Management
Behavioral criteria
Developmental orientation
Short-term criteria
Individual orientation
Results criteria
Administrative orientation
Long-term criteria
Group orientation
Pay Structure, Incentives, and Benefits
Pay weighted toward salary & benefits
Short-term incentives
Emphasis on internal equity
Individual incentives
Pay weighted toward incentives
Long-term incentives
Emphasis on external equity
Group incentives
Labor and Employee Relations
4/8/2015
Collective bargaining
Top-down decision making
Formal due process
Few employees as expense
Individual bargaining
Participation in decision making
No due process
Few employees as assets
HOW COMPANIES CAN INCREASE
ORGANIZATIONAL CAPABILITIES
• FORMULATE CORPORATE
STRATEGY
• FORMULATE
COMPLEMENTARY HUMAN
RESOURCES STRATEGIES
• ALIGNMENTCOMPLEMENTARY THE
VISION STRATEGIES AND
VALUES
• ASSESS LEARNING NEEDS
• PROVIDE LEARNING
OPPORTUNITIES
• ASSESS LEARNING
RESULTS
• PROVIDE MORE LEARNING
OPPORTUNITIES
• MODEL DESIRED
BEHAVIORS
• REWARD DESIRED
BEHAVIORS
• CONSTANTLY REINFORCE
BEHAVIORAL CHANGE