Matakuliah
: M0034 /Informasi dan Proses Bisnis
Tahun
Versi
: 2005
: 01/05
Pertemuan 23
Proses Bisnis SDM,
Keuangan, dan Konversi
Learning Outcomes
Pada akhir pertemuan ini, diharapkan
mahasiswa
akan mampu :
• Membuat diagram / skema Real Model
proses bisnis lain dan kaitannya dengan TI
Outline Materi
• Karakteristik Proses Bisnis SDM,
Keuangan, dan Konversi
• Kelemahan Proses Bisnis SDM,
Keuangan, dan Konversi
• Model REAL Proses Bisnis SDM,
Keuangan, dan Konversi
Lanjutan Dari
Pertemuan 22
Information Needs in the Human
Resource Business Process

Approve headcount




In many organizations approved headcount is a key tool for
controlling labor cost.
For example, a supervisor wishing to increase headcount
must prepare the necessary paperwork to identify and justify
the need for a new position.
There is an extensive review process
that requires the division manager, area
controller, and executive vice president
to approve the request.
Only when all these approvals are obtained
can the position be opened for hiring.
Irwin/McGraw-Hill
The McGraw-Hill Companies, Inc., 2000
Information Needs in the Human
Resource Business Process

Hire employees




Organizations continue to need professional, support staff, and technical
personnel in today’s competitive, advanced business environment.
Individuals agree to work in exchange for wages, benefits, and other
rewards.
Hiring is the process of matching the skills and interests of people with
the needs of the organization.
Important in the hiring process is an accurate description of the
organization’s needs. Not only must accurate
projections be made of the number of individuals
needed, but also organizations must develop job
descriptions and skill requirements associated
with each job position. Those responsible for
hiring use the job descriptions and skill requirements
as a basis for selecting new hires.
Irwin/McGraw-Hill
The McGraw-Hill Companies, Inc., 2000
Information Needs in the Human
Resource Business Process

Training

Training requires:
– an understanding of the current knowledge and skills of the people to
be trained,
– identifying the desired skills and knowledge, and a program to
provide what is currently lacking.

Maintaining a record of each employee’s training can provide
important information in assigning employees to new jobs.
Irwin/McGraw-Hill
The McGraw-Hill Companies, Inc., 2000
Information Needs in the Human
Resource Business Process

Assigning




Part of management’s responsibility is to organize and direct
the work of employees.
Organizing involves identifying the activities to be performed,
structuring the activities into jobs, and positioning the jobs
into departments, project teams, or divisions.
Competent individuals who have the skills, abilities, and
training necessary to perform them must fill jobs.
To effectively assign people to jobs, management must
receive information on the operating events that must be
performed, the skills required to perform them, and the skills,
abilities, and training of each employee.
Irwin/McGraw-Hill
The McGraw-Hill Companies, Inc., 2000
Information Needs in the Human
Resource Business Process

Compensating




Employee compensation may come in the form of a salary,
commission, salary plus commission, rate per hour, or rate
per piece (based on units of work).
Most managers and top-level executives are paid a salary and
perhaps a bonus depending on the profitability of the
company.
Manual-type work is typically paid by the hour with a
premium rate for overtime hours.
Overtime pay may be computed on a daily basis (any time
over eight hours per day), or on a weekly basis (any time
over 40 hours per week).
Irwin/McGraw-Hill
The McGraw-Hill Companies, Inc., 2000
Information Needs in the Human
Resource Business Process

Evaluating

Performance evaluations serve several important functions in
an organization:
– They provide a basis for recognizing and rewarding performance.
– They guide personnel actions such as hiring, firing, and promoting.
– They provide individuals with information for their own personal
development.
– They identify training needs for the organization.
Irwin/McGraw-Hill
The McGraw-Hill Companies, Inc., 2000
Information Needs in the Human
Resource Business Process

Terminating




Terminating employees is the most undesirable of all
operating events.
Unfortunately, this has become an important event as many
companies attempt to “downsize” or “rightsize.”
Effectively performing each of the aforementioned events is
important in avoiding problems with this event.
Doing a quality job of hiring and training
employees can reduce the likelihood
of having to subsequently terminate them.
Irwin/McGraw-Hill
The McGraw-Hill Companies, Inc., 2000
REAL Model of the Human Resource
Business Process
Headcount
List
Employees
Propose
Headcount
Supervisor
Review/
Approve
Headcount
Planning
Committee
Hire
Employees
Hiring
Officers
Train
Employees
Trainers
Assign
Employees
Cash
Pay
Employees
Payroll
Employee
Terminate/Retire
Employees
Irwin/McGraw-Hill
The McGraw-Hill Companies, Inc., 2000
Sample Process Relationships
Other
Financing
Alternatives
Cash
Sales/Collection
Process
Labor
Cash
Financing
Business
Process
Goods and
Services
Acquisition/Payment
Cash
Process
Cash
Materials
Conversion
Business
Process
Labor
Labor
Human Resource
Process
Irwin/McGraw-Hill
The McGraw-Hill Companies, Inc., 2000
Sample Equity Company Financing REAL
Model
(1,1)
(1,1)
(1,1)
Debt Financial
Instruments (1,1)
(1,1)
Approve
New Loans
Borrow
Money
(0,*)
(1,1)
(0,*)
(1,1)
(0,*)
(1,1)
Executive
Committee
Finance
Employee
(1,1)
(1,1)
(1,1)
(1,1)
(1,1)
Sell
Stock
(0,*)
Receive
Cash
Cash
(1,1)
(1,1)
Asset Financial
Instruments
(1,1)
(0,*)
(0,*)
Irwin/McGraw-Hill
Invest
Excess Funds
(0,*)
(0,*)
(1,1)
(1,1)
(1,1)
Financing
Institution
(1,1)
Accounting
Clerk
(1,1)
(0,*)
(0,*)
(0,*)
(0,*)
Approve
Principal &
(0,*)
Interest
Payments
(0,*)
(0,*)
Disburse
Cash
(1,1)
The McGraw-Hill Companies, Inc., 2000
Sample Conversion Process Data
Flows
Outputs
Inputs
Conversion
Process
•Raw Materials
•Products
•Equipment
•Services
•Labor
Acquire Input through:
•Acquisition/Maintenance/Payment
Process
Sell Outputs through:
•Sales/Collection Process
•Human Resource Process
Irwin/McGraw-Hill
The McGraw-Hill Companies, Inc., 2000
Flow of Resources - Manufacturing
Process
Raw Materials
Acquired
Used
Labor
Costs
Work In Process
Materials
Labor
Overhead
Finished Goods
Units
Completed
Units
Completed
Units
Sold
Equipment and Other
Allocated
Amount
Irwin/McGraw-Hill
The McGraw-Hill Companies, Inc., 2000
Nichol’s Bottles Conversion Process
Model
(1,*)
(1,1)
Raw
Material
Inventory
(1,*)
Work in
Process
Inventory
(1,1)
Equipment
(0,*)
(1,*)
(1,1)
(1,1)
(1,*)
(1,*)
(1,*)
(1,*)
Irwin/McGraw-Hill
(1,1)
Pour Glass
into Molds
(0,*)
(1,1)
Finish and
Label
(0,*)
(1,1)
Package
Bottles
(0,*)
(1,1)
Furnace
Operators
(0,*)
(1,*)
Pourers
(0,*)
(1,*)
(0,*)
(0,*)
(1,*)
(0,*)
Finished
Goods
Inventory
(0,*)
Heat Glass
Compound
Finishers
Packagers
(1,*)
(1,*)
The McGraw-Hill Companies, Inc., 2000
Generic Overview of an Entire
Business
Financial
Instruments
Acquire
Financing
Hire & Use
EmployeeServices
Investors
& Creditors
Customers
Convert/Build
Products
Goods/Services
Resources
Property, Plant,
& Equipment
Cash
Sell Goods/
Services
Employees
Receive
Cash
Purchase
Resources
Vendors
Disburse
Cash
Irwin/McGraw-Hill
The McGraw-Hill Companies, Inc., 2000
Event
Irwin/McGraw-Hill
Resources
Agents
Acquire financing
Financing
instruments
Employees
Investors
Creditors
Acquire resources to
produce goods/services
Inventory
Employees
Vendors
Acquire employee services
Employee Resources
Employees
Acquire property, plant,
and equipment
Property, plant, and
equipment
Employees
Vendors
Convert resources to
finished goods or services
for sale
Inventory
Employees
Sell goods or services
Inventory
Employees
Customers
Receive cash
Cash
Employees
Customers
Creditors
Investors
Disburse cash
Cash
Employees
Vendors
Creditors
Investors
The McGraw-Hill Companies, Inc., 2000
Berlanjut ke
Pertemuan 24