Perencanaan SDM
(HR PLANNING)
HR Planning
•
What is HR Planning?

Why is it rarely done?

What is the connection between a
firm’s strategic orientation and HR
planning?
HR PLANNING
Human Resource Planning : Human resource
planning is the term used to describe how
companies ensure that their staff are the right
staff to do the jobs. Sub topics include planning
for staff retention, planning for candidate
search, training and skills analysis and much
more.
HR PLANNING
Human resource planning
A process which anticipates and maps out the
consequences of business strategy on an
organization's human resources. This is
reflected in planning of skill and competence
needs as well as total headcounts.
HR PLANNING
Suatu proses review yang sistematis atas kebutuhankebutuhan SDM, untuk meyakini bahwa jumlah dan
keahlian yang harus dimiliki, tersedia pada saat
diperlukan.
Proses analisis dan identifikasi kebutuhan dan
ketersediaan SDM, sehingga organisasi dapat
mencapai obyektifnya.
HR PLANNING
The manpower planning approach which
addresses questions such as:
• How many staff do we have/need?
• How are they distributed?
• What is the age profile?
• How many will leave in each of the next five
years?
• How many will be required in one, five, ten
years?
Organizational Life-Cycle Stages and
HR Activities
LIFECYCLE
STAGE
STAFFING
COMPENSATION
TRAINING
AND
DEVELOPMENT
LABOR /
EMPLOYEE
RELATIONS
Introduction
Attract best
technical and
professional
talent.
Meet or exceed
labor market rates
to attract needed
talent.
Define future
skill
requirements
and begin
establishing
career ladders.
Set basic
employeerelations
philosophy of
organization.
Growth
Recruit adequate
numbers and mix
of qualifies
workers. Plan
management
succession. Mange
rapid internal labor
market
movements
Meet external
market but consider
internal equity
effects. Establish
formal
compensation
structures.
Mold effective
management
team through
management
development
and
organizational
development.
Maintain labor
peace,
employee
motivation,
and morale.
Linkage of Organizational and HR
Strategies
Organizational Life-Cycle Stages
and HR Activities (cont’d)
LIFE-CYCLE
STAGE
STAFFING
COMPENSATION
TRAINING AND
DEVELOPMENT
LABOR /
EMPLOYEE
RELATIONS
Maturity
Encourage sufficient Control
turnover to minimize compensation
layoffs and provide
costs.
new openings.
Encourage mobility
as reorganizations
shift jobs around.
Maintain flexibility
and skills of an
aging workforce.
Control labor costs
and maintain labor
peace. Improve
productivity.
Decline
Plan and implement
workforce
reductions and
reallocations,
downsizing and
outplacement may
occur during this
stage.
Implement
retraining and
career consulting
services.
Improve
productivity and
achieve flexibility
in work rules.
Negotiate job
security and
employmentadjustment
policies
Implement tighter
cost control.
Factors That Determine HR Plans
Purposes
Clarify or Create
Mission &
Objectives
Technology
Objectives
Improve
equipment,
Set or modify
specific
performance
targets
Facilities and work
flow
Structure
Strategy
Clarify or create
strategic and
operasional plans
Update
CHANGE
organizational design
TARGETS
and coordination
mechanism
Culture
Tasks
Clarify or create
core beliefs and
values
Update job design
for individuals and
groups
People
Update Recruiting &
Selection Practices
Improve Training &
Development
HR Planning Berdasarkan Target
Perubahan Organisasi
HR PLANNING
Strategi korporat
 Target Penjualan
 laba
Strategi bisnis
 Jumlah produksi
 Omzet penjualan
Strategi fungsional
 Produksi
 Pemasaran
 Pelayanan
Kebutuhan SDM
(demand)
Pemenuhan SDM
(supply)
Rencana
divisional
HR planning
Strategic Planning
HR PLANNING (process)
Planning Question
 Where are we now?
 Where do we want to be?
 How do we get from here to there?
 How did we do?
Where are we now?
Diagnostic Approach
(Milcovich/Bodreau)
 WHERE ARE WE NOW? Assessing external and
organizational conditions and employee characteristics
 WHERE DO WE WANT TO BE ? Set human resources
objectives, based on efficiency and equity, according to
dimensions that matter to tha key stakeholders
 HOW DO WE GET FROM HERE TO THERE? Choose human
resources activities and expend resources necessary
 HOW DID WE DO? WHERE ARE WE NOW? Evaluate result
by assessing new condition according to the objectives, and
start the process again
HR PLANNING
Strategic Planning
Human Resource Planning
Forecasting Human
Resource
Requirements
Comparing
Requirements and
Availability
Forecasting Human
Resource Availability
Demand =
Supply
Surplus of Workers
Shortage of Workers
No Action
Restricted Hiring, Reduced
Hours, Early Retirement,
Layoff, Downsizing
Recruitment
Selection
Forecasting HR Requirements
 Demand for firm’s goods or services must be
forecast
 Estimate of numbers and kinds of employees the
organization will need at future dates
 Forecast is then converted into people requirements
Forecasting HR Availability
 Determining whether the firm will be able to secure
employees with the necessary skills, and from what
sources these individuals may be obtained
 Show whether the needed employees may be
obtained from within the company, from outside the
organization, or from a combination of the two
sources
Internal Assessment of the
Organizational Workforce
• Auditing Jobs and Skills
What jobs exist now?
How many individuals are performing each job?
How essential is each job?
What jobs will be needed to implement future
organizational strategies?
 What are the characteristics of anticipated
jobs?




1
Internal Assessment of the
Organizational Workforce
• Forecasting the Demand for Human
Resources
 Organization-wide estimate for total demand
 Unit breakdown for specific skill needs by
number and type of employee
 Develop decision rules (“fill rates”) for positions to
be filled internally and externally.
 Develop additional decision rules for positions
impacted by the chain effects of internal
promotions and transfers.
2
Internal Assessment of the
Organizational Workforce
• Organizational Capabilities Inventory
 HRIS databases—sources of information about
employees’ knowledge, skills, and abilities (KSAs)
 Components of an organizational capabilities
inventory
 Workforce and individual demographics
 Individual employee career progression
 Individual job performance data
3
Surplus of Employees
 Restricted hiring – employees
who leave are not replaced
 Reduced hours
 Early retirement
 Layoffs
Shortage of Workers Forecasted
 Creative recruiting
 Compensation incentives – premium pay
is one method
 Training programs – prepare previously
unemployable people for positions
 Different selection standards – alter
current criteria
Internal vs. External Staffing
HR Forecasting Techniques
• Zero-based forecasting – uses current
level as starting point for determining future
staffing needs
• Bottom-up approach – each level of
organization, starting with lowest, forecasts
its requirements to provide aggregate of
employment needs
HR Forecasting Techniques
• Mathematical models –Assist in forecasting.
Relationship between sales demand and number of employees
needed is positive one.
• Simulation – technique with experimenting
with real-world situation through a
mathematical model
Tuntutan
eksternal
Keputusan
organisatoris
Faktor keTK-an
Teknik peramalan
Permintaan SDM
(demand)
Rencana
rotasi/
mutasi
Expert
Proyeksi
trend
Metoda lain
Rencana
suksesi
Jangka
Pendek
Internal
Kebutuhan
SDM
Pemenuhan
SDM
=
Jangka
Panjang
Hasil audit
SDM
Eksternal
Hasil analisis
bursa TK
Penambahan
Jangka pendek & panjang
HR planning
Proses
pengawakan
internal
Proses
pengawakan
eksternal
Benefits of HR Planning
 Better view of the HR dimensions of business
decisions
 Lower HR costs through better HR management.
 More timely recruitment for anticipate HR needs
 More inclusion of protected groups through
planned increases in workforce diversity.
 Better development of managerial talent
Employee Replacement Chart for
Succession Planning