Pertemuan 7a
Sistem Informasi Sumber Daya Manusia
(Human Resource Information Systems (HRIS))
Pengampu: Taufik Hidayat, S.Kom, MMSI, Lektor Kepala.
Primary HR Activities
Recruiting
(staffing)
Hiring
(St & Org)
Education
& Training
(staffing)
Termination
(staffing)
Benefit (St)
Administration
The Firm
Potential
Employees
Employees
Retired
Employees
Data Management
E-2
HRIS Model
Output
subsystems
Work force
planning
subsystem
Input
subsystems
HRAccounting
information
subsystem
Human
resources
research
subsystem
Environmental
sources
Human Resources
intelligence
subsystem
Data Information
Recruiting
subsystem
HRIS
Database
Work force
management
subsystem
Users
USERS
Compensation
Subsystem
Benefits
subsystem
Environmental
reporting
subsystem
E-3
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.
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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)
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Human Resources
Intelligence Subsystem
• Government
– Stay current on legislation
– File reports.
• Suppliers
– Employment services
• Labor unions, local community,
competitors
– Sources of employees
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Human Resources
Intelligence Subsystem [cont.]
• Global community intelligence
• Financial community
– Employee planning
• Competitor intelligence
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Users of the HRIS Database
Executives
(2.78)
1
2
0
Not at all
Occasionally
Non HR
Managers
(3.09)
3
Monthly
HR
Director
(3.79)
43
Weekly
Other HR
Managers
(4.33)
5
Daily
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Basic Forms of HRIS Output
94.5
Percentage
of firms
reporting
output types
84.4
34.7
8.7
Periodic Reports
Database Queries
Mathematical Models
Expert Systems
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Software
• Custom software is usually developed jointly
by HR and IS
• Some software is integrated into a core HRIS
• Some is standalone
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Work Force Planning Subsystem
Enable manager to identify future personnel needs:
•
•
•
•
•
Organization charting
Salary forecasting
Job analysis/evaluation
Planning
Work force modeling
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Recruiting Subsystem
• Applicant tracking
• Internal search
• Tracking job applicants
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Work Force
Management Subsystem
• Performance appraisal
• Training
• Position control -- ensuring that headcount does not
exceed budgeted limits.
• Relocation
• Skills/competency
• Succession
• Disciplinary
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Compensation Subsystem
Most systems in use
– Merit increases
– Payroll
– Executive compensation
– Bonus incentives
– Attendance
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Benefits Subsystem
•
•
•
•
•
•
Defined contribution
Defined benefits
Benefit statements
Flexible benefits
Stock purchase
Claims processing
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Environmental Reporting Subsystem
• Reports firm’s personnel policies and
practices to the government
–
–
–
–
–
–
EEO records
EEO analysis
Union increases
Health records
Toxic substance
Grievances
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HRIS support for the strategic, tactical, operational
use of HR
Staffing
Training &
Development
Strategic
• HR Planning
•Labor Force
Tracking
•Succession
Planning
•Performance
Appraisal Planning
•Contract Costing
•Salary
Forcasting
Tactical
•Labor Cost
Analysis &
Budgeting
•Turnover Analysis
•Training
Effectiveness
•Career Matching
•Compensation
Effectiveness & Equity
Analysis
•Benefit Preference
Analysis
Operational
•Recruiting
•Workforce
Schedulling
•Skill Assessment
•Performance
Evaluation
Compensation
Administration
•Payroll Control
•Benefits
Administration
Pertemuan 7b
Competitive Advantage
(Keunggulan daya saing)
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.
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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.
• 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.
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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
• 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.
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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…)
• 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.
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Alliance Strategy
• Establishing new business linkages and
alliances with customers, suppliers,
competitors, consultants, and other
companies
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
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Thank you for Your
kind attention
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