Global Economy is moving from a “productionoriented” paradigm toward an emphasis on
converting information to knowledge
“The future belongs to the
knowledge worker”
PERTEMUAN VIII
HR Management Development System
• Memastikan organisasi yang efektif
dan efisien.
• Mengembangkan “ management talent
pool”
• Memperbesar pool karyawan dengan
ketrampilan teknis yang diperlukan.
Sasaran dan Strategi
Organisasi
Memastikan tersedianya SDM pada
kualitas, kuantitas, dan waktu yang tepat
Sasaran dan Strategi
HRD
Management
Development
Manpower
Recruitment
Organization
Design & Dev.
HR Dev.
Process
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 seharusnya MPP
dilakukan?
• Termasuk rekrutmen baru,
pengembangan karir, dan
suksesi..
• Apa saja strategi yang bisa
dilakukan : internal, agency, incampus, etc.
• Bagaimana cara memaintain
akurasi dan efektifitas-nya.
• 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.
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.
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.
FINANSIAL
TAK LANGSUNG
LANGSUNG
- UPAH
- GAJI
- KOMISI
- BONUS
- PROGAM ASURANSI
- BANTUAN SOSIAL
UNTUK KARYAWAN
- TUNJANGAN PENSIUN
KESEHATAN, BEA
SISWA, DLL
- KETIDAKHADIRAN
YANG DIBAYAR :
HARI BESAR, IZIN
BESAR, IZIN SAKIT,
CUTI HAMIL, DLL
NON FINANSIAL
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
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.
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
PERTEMUAN IX
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 = B : KEPUASAN
A > B : KETIDAKPUASAN
TINGKAT KESULITAN
RENTANG WAKTU
BESAR TANGGUNG
JAWAB
KARAKTERISTIK PEKERJAAN
YANG DIRASAKAN
A < B : KETIDAKADILAN,
KETIDAKNYAMANAN
DAN RASA BERSALAH
GAJI YANG DIDAPAT, DIBANDINGKAN
DENGAN GAJI ORANG LAIN (REFERENSI)
JUMLAH YANG DITERIMA
GAJI YANG DITERIMA
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
IMPLIKASI DARI DETERMINAN KEPUASAN
KARYAWAN
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
TUJUAN KOMPENSASI
SISTEM KOMPENSASI
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
KOMPENSASI
KARAKTERISTIK
• PUNYA ARTI PENTING
• MEMPUNYAI TINGKATAN
FLEKSIBILITAS
• VISIBLE
• PERENCANAAN COST
BENEFIT YG MATANG
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.
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.
HR Roles in Building a Competitive
Organization
FUTURE/STRATEGIC FOCUS
Management of
Strategic Human
Resource
Management of
Transformation and
Change
PROCESS
PEOPLE
Management of Firm
Infrastructure
Management of
Employee
Contribution
DAY TO
DAY/OPERATIONAL
FOCUS
PERTEMUAN X
PERUBAHAN..
MENGAPA ...
kita tidak bisa menghindari
PERUBAHAN ... ?
System Shifting
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
Complexity of mental Processing (CMP)
Konsep Kemampuan Manusia
(Human Capability Concept – DR Elliot Jaques)
Pertumbuhan Alami Kemampuan Bekerja Manusia
PC 3
PC 2 = AC 2
PC 1
Current Potential Capability (PC)
AC 1
Current Applied Capability (AC)
Time Progression (age)
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.
Why Do Needs Assessment?
Question:
Why is needs assessment information
critical to the development and
delivery of an effective HRD program?
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
Product Development Model (PDM)
Analyze
Design
Develop
Produce Pilot
Evaluate
Deliver
Improve
The HRD Process: A DImE
PERTEMUAN XI
Comparing the HRD Process
Model to the PDM/ISD Model
HRD Process Model
• Assess
• Design
• Implement
• Evaluate
PDM/ISD Model
• Analyze need
• Design training
• Develop
• Produce pilot
• Evaluate pilot
• Deliver training
• Improve
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
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
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?
Strategic/Organizational
Analysis
A broad, “systems” view is needed
Need to identify:
Organizational goals
Organizational resources
Organizational climate
Environmental constraints
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
Sources of Strategic Information
Mission statement
HRM inventory
Skills inventory
Quality of Working Life indicators
Efficiency indexes
System changes
Exit interviews
How to Collect Information For
a Task Analysis
Job descriptions
Task analysis
Performance standards
Perform job
Observe job
Ask questions
Analysis of problems
PERTEMUAN XII
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
Task Analysis for HRD Position
Job title: HRD Professional
Specific duty: Task Analysis
Tasks
Knowledge and Skills Required
1. List tasks
Subtasks
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. List
knowledge
3. Record behavior
Neat and understood by others
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
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.
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
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
The Employee Appraisal Process
41
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
Prioritizing HRD Needs
There are never enough resources
available
Must prioritize efforts
Need full organizational involvement in
this process
Involve an HRD Advisory Committee.
Identifying and Measuring
Employee 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
PERTEMUAN XIII
Linkage Between
Strategy, Outcomes,
and Organizational
Results
Types of Performance Information
Trait-based
Information
Job
Performance?
Behavior-based
Information
Results-based
Information
Potential Performance Criteria Problems
Deficiency
Contamination
Performance
Criteria
Objectivity
Performance Standards
Performance Standards
Expected levels of performance
• Benchmarks
• Goals
• Targets
Characteristics of Well-defined
Standards
Realistic
Measurable
Clearly understood
Uses of Performance Appraisal (cont’d)
Performance
Appraisal
Administering Wages
and Salaries
Giving Performance
Feedback
Identifying Strengths
and Weaknesses
Uses of Performance Appraisal (cont’d)
Criticisms of Performance Appraisal
Focus is too much on the individual and
does little to develop employees.
Employees and supervisors believe the
appraisal process is seriously flawed.
Appraisals are inconsistent, short-term
oriented, subjective, and useful only at the
extremes of performance.
Conflicting Roles for Performance Appraisal
Who Conducts Appraisals
Supervisors who rate their subordinates
Employees who rate their supervisors
Team members who rate each other
Outside sources
Employees’ self-appraisal
Multisource (360° feedback) appraisal
PERTEMUAN XIII
Employee Rating of Managers
Advantages
Helps in identifying
competent managers
Serves to make
managers more
responsive to employees
Can contribute to the
career development of
managers
Disadvantages
Negative reactions by
managers to employee
ratings
Subordinates’ fear of
reprisals may inhibit
them from giving realistic
(negative) ratings
Ratings are useful only
for self-improvement
purposes
Traditional Performance
Appraisal:
Logic and Process
Performance Appraisal Methods
Team/Peer Ratings
Advantages
Helps improve the
performance of lowerrated individuals
Peers have opportunity
to observe other peers.
Peer appraisals focus on
individual contributions
to teamwork and team
performance.
Disadvantages
Can negatively affect
working relationships.
Can create difficulties for
managers in determining
individual performance.
Organizational use of
individual performance
appraisals can hinder the
development of
teamwork
Sample Performance Appraisal Form
Sample Performance Appraisal Form
Comparative Methods (cont’d)
Forced Distribution
Performance appraisal method in which
ratings of employees are distributed along
a bell-shaped curve.
Drawbacks
• Assumes a normal distribution of performance.
• Resistance by managers to placing individuals
in the lowest or highest groups.
• Providing explanation for placement in a higher
or lower grouping can be difficult.
• Is not readily applicable to small groups of
employees.
Forced Distribution on a Bell-Shaped Curve
Customer Service Skills (BOS)
PERTEMUAN XIV
Management by Objectives
Management by Objectives
Specifying the performance goals that an
individual and his or her manager agree to try to
attain within an appropriate length of time.
Key MBO Ideas
Employee involvement creates higher levels of
commitment and performance.
Encourages employees to work effectively toward
achieving desired results.
Performance measures should be measurable and
should define results.
The MBO Process
Job Review and Agreement
Development of Performance Standards
Guided Objective Setting
Continuing Performance Discussions
Feedback as a System
Evaluation
of Data
Data
Feedback
System
Action Based on
Evaluation
Appraisal Interview Hints
Unique Generation
“If you think you’re good, you’re dead.
success in the past has no implication
for success in the future (Michael
Hammer)”.