Workload Analysis
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Pokok Bahasan
Workload Analysis – Full Time Equivalent
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Pengelolaan SDM
HR & GA
Sumber yang diberdayakan oleh management
HR
GA
Mengurus orang hidup
Mengurus barang mati
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Apa yang dikerjakan HR
System & Development
Hubungan Industrial
Teknologi Informasi
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HR Strategic
Old
5% ??
Change Agent
Business Partner
80% ??
Change Agent
Business Partner
15% ??
15% ??
Employee Advocate
Employee Advocate
Services
Services
80%
5%
Administrative
Administrative
Reactive
Reactive
New
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Integrating Human Capital to Organizational Strategy
Productivity
Financial FOCUS
Customer Value Proposition
Customer FOCUS
Internal
FOCUS
Growth
Sustained
Shareholder
Value
Price /
Quality
Operational Excellence
Minimize
Problems
Rapid
Response
Financial
Advisor
Integrated
Offering
Customer Management
CrossSell
Shift
Channel
Trusted
Brand
Innovation
Know the
Segments
Develop
New
Products
Responsible
Citizen
Diverse
Work
Force
ALIGNMENT
Strategic Competencies
Roles
Learning &
Growth
Skills
Strategic Technologies
Applications
Infrastructure
Climate for Action
Leadership
Teamwork
Alignment
Culture
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B = f (P,E)
B = Behavior
P = Person
E = Environment
Kurt Lewin (1890-1947)
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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)
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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.
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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.
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Modeling
E?
B = f (P, E)
P = f (M, A)
M = f (E,I,V)
A= f (K,S,A)
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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”?
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Metodologi
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1. Strategic Direction
& Control
Strategy
Map
Organizational
Assessment
Key
Performance
Indicator
Organization
values
Organization
Personality
Strategic Job
Families
Core
Competencies
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2. Organization
Design
Business
Process
Mapping
Organization
Design
Job Analysis
Job
Description
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Metodologi
1. Strategic Direction
& Control
2. Organization
Design
3. Quantity &
Quality
Quantity
Strategy
Map
Organizational
Assessment
Key
Performance
Indicator
Organization
values
Organization
Personality
Strategic Job
Families
Core
Competencies
Business
Process
Mapping
Organization
Design
Job Analysis
Job
Description
Workload
Analysis/
Business
Capacity
Analysis
Quality
Competency
Behavior /
Personality
Potential
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3. Quantity &
Quality
Quantity
Workload
Analysis/
Business
Capacity
Analysis
Quality
Competency
Behavior /
Personality
Potential
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Workload Analysis
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Pengertian
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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.
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Bagaimana Menghitung FTE
1. 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
2. FTE = Total Time Required / 1864 hours 
asumsi dalam 1 tahun
Total Time Required = Time Data x Number of
work activities
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3. FTE = Total Process time / Effective
Working time per employee
4. FTE = Total working hours / Effective
Time
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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
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• Untuk analisa kompetensi  Development
• Untuk Performance Management
• Untuk Business Process Improvement 
Effective & Efficient
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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”
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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.
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High
Goal Attaintment
Low
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
Poor
Good
Resources Utilisation
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EFFICIENT VS. EFFECTIVE
EFFICIENT
EFFECTIVE
• Internal Measurement
• Doing Things Right
• Not Necessarily Effective
•Producing goods at the
lowest cost
•Reducing cost/ expense to
•improve profit
•Focus on internal control
and short - term profit
•Product-Driven
Organization
• External Measurement
• Doing the Right Things
• Necessarily Efficient
Examples
• 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
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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
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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
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Proses Improvement yang dilakukan adalah
• Teknologi baru
• Competency Development
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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
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Proses Improvement yang dilakukan adalah
• Perbaikan system
• Competency Development
• Teknologi baru
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Proses Asesmen FTE
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Process Assessment
Base Activity
• Data Collection
Interview user and
Job Description
Analysis
Information Need:
Develop the
documentation &
Analysis
Confirm the
documentation to user
- Tabulation the information
-All Activity the employee
-Process Time
-Organisation Structure
Skill Needed:
-Report
-Interview Skill
-Form
-Analytical Skill
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Asumsi
• 1 profil tidak dapat mengerjakan 2 aktivitas
sekaligus
• Semua aktivitas riil dan tercatat beserta
waktunya
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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
2 jam
6 Menyiapkan minum
1x/hari
1 jam
7 Membersihkan toilet
2x/hari
1 jam
8 Mengantar barang
1x/hari
2 jam
9 Briefing pagi
4x/bulan
2 jam
2x/minggu
1 jam
10 Distribusi surat
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Effective Working
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Formula FTE 2003
(ilustrasi)
Jumlah hari 2003
Cuti tahunan
=
=
Libur Nasional
=
Week-end
Hari kerja 2003
=
=
365
(12)
353
(16)
337
(104)
233
233 hari = 1864 jam kerja
Efficiency factor = 87,5%  Asumsi
Total jam kerja efektif = 87,5% * 1864 = 1631 jam kerja
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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
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Lihat Excel
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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
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Proses Asesmen
Process Base
• Hal-hal yang dibutuhkan:
- Business Process  Flowchart
- Structure organization
- Process time
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Contoh
Proses lembur
Isi form lembur
Ask Approval
Approve
Receive
Ask Approval
Employee
Employee
Direct Superior
Employee
Employee
Approve
Receive
Send FL to HRD via OB
Receive FL
Section Head
Employee
Employee
OB
Bring the form
Receive FL
Input Data
Crosscheck Data
Update Data
OB
HRD Adm
HRD Adm
HRD Adm
HRD Adm
Crosscheck Data
HRD Head
Meal Allowance
Processing
Lembur
Closing
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Hasil Perhitungan
• Lihat File Excel
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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
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Improvement
• Teknologi
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Contoh
• Proses Lembur
Isi form lembur
Kirim form lembur via email
Terima email & Approve
Employee
Employee
Direct superior
Terima email & Approve
Terima email & Verifikasi
Input Data & Prosesing
Head Section
HRD Adm
HRD Adm
Crosscheck
HRD Head
Closing
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Hasil Perhitungan
• Lihat File Excel
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• 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
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Exercise
Improvement
• Buat Kelompok kecil
• Lakukan improvement terhadap proses
aktivitas yang telah ada
• Hitung FTE-nya
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Benefit dari Improvement
•
•
•
•
Step reduction
Form reduction – Paper Reduction
FTE & Time Saving
Operational Cost Reduction
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Step reduction
Process
Sebelum
Sesudah
Selisih
Persentase
Lembur
17
8
9
53%
Rata-rata
53%
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Form Reduction
Process
Sebelum
Sesudah
Selisih
Persentase
Lembur
1
0
1
100%
Rata-rata
100%
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Time Saving
Process
Sebelum
Sesudah
Selisih
Saving
Lembur
41.75
17.25
24.5
59%
Rata-rata
59%
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FTE
Process
Sebelum
Sesudah
Selisih
Saving
Lembur
0.0051
0.0021
0.003
59%
Rata-rata
59%
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Operational Cost
• Salary ??
• ATK ??
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Hal yang perlu diperhatikan
• Tidak semua pekerjaan bisa dibuatkan
FTE, Contoh : Security, Bagian
Troubleshooting, Driver
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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
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Konsekuensi WLA
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Nilai WLA
• Underload  FTE kurang dari 1
• Fit  FTE = 1
• Overload  FTE Lebih dari 1
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Konsekuensi WLA
• Replacement
• Redesign Job
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Underload
Redesign job  Penambahan pekerjaan
Bagaimana bila nilai FTE kurang dari 0,5??
- Redesign job
- Replacement
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Overload
• Overtime
• Redesign Job  Pembagian pekerjaan
• Recruitment  Penambahan karyawan 
Bila lebih dari ambang toleransi (1,1 – 1,3)
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Recruitment
• Perhatikan biaya yang akan timbul
• Pilihan terakhir bila sudah dilakukan
overtime dan pembagian pekerjaan
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Bagaimana setelah proses Improvement??
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Kaitan WLA dengan Workforce
planning (WFP)
• WLA adalah salah satu metoda dari WFP
dalam analisisnya
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Sekilas Workforce Planning
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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.
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Figure: Strategic View of Workforce Planning Influencing HR Functions & Activities
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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
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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.
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Workforce Approach
profile people and occupations, and conduct workforce forecasts.
With this approach, your goal is to analyze
1. the jobs that will need to be done,
2. the type of occupations needed to do these jobs, and
3. 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.
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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?
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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.
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Workload Approach
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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:
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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
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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.
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Contoh
The Generic Workforce Planning Model
Georgia Workforce Planning Model
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Booz•Allen & Hamilton Model
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Phase I
Set Strategic
Direction
Phase II
Workforce
Analysis/
Strategies
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IPMA Model
Step I
Scan
Strategic
Plan
Internal
Factor
Step II
Supply & Demand
Step II
Action
Recruitment /
Retention
Strategies
Workforce
Workload
External
factor
SWOT
Analysis
Step III
Gap Analysis
Competencies
Compare
Current to
Future need
to identify
the gap
Implementation
plan
Leadership
support
Change
management
Communication
Evaluation
Feedback
Modification
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Sources of
Outflows
Sources of
Inflows
Internal
Employees
In
Promotions
Terminations
Demotions
Retirements
Deaths
Layoffs
Current Staffing
Level
-
Projected Outflows
This Year
Transfers
Promotions
New Hires
Recalls
+
Projected Inflows
This Year
Supply of
Labor
=
Internal
Supply
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Terima Kasih
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