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Perencanaan SDM (HR PLANNING)

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.

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Perencanaan SDM (HR PLANNING)

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  1. Perencanaan SDM (HR PLANNING)

  2. HR Planning • What is HR Planning? • Why is it rarely done? • What is the connection between a firm’s strategic orientation and HR planning?

  3. 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.

  4. 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.

  5. HR PLANNING Suatu proses review yang sistematis atas kebutuhan-kebutuhan 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.

  6. 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?

  7. Organizational Life-Cycle Stages and HR Activities

  8. Linkage of Organizational and HR Strategies

  9. Organizational Life-Cycle Stages and HR Activities (cont’d)

  10. Factors That Determine HR Plans

  11. Purposes Clarify or Create Mission & Objectives Technology Improve equipment, Facilities and work flow Objectives Set or modify specific performance targets Strategy Clarify or create strategic and operasional plans Structure Update organizational design and coordination mechanism CHANGE TARGETS Culture Clarify or create core beliefs and values Tasks Update job design for individuals and groups People Update Recruiting & Selection Practices Improve Training & Development HR Planning Berdasarkan Target PerubahanOrganisasi

  12. Strategi fungsional • Produksi • Pemasaran • Pelayanan Rencana divisional Strategi bisnis • Jumlah produksi • Omzet penjualan HR planning Strategic Planning Kebutuhan SDM (demand) Pemenuhan SDM (supply) HR PLANNING Strategi korporat • Target Penjualan • laba

  13. HR PLANNING (process)

  14. 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?

  15. 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

  16. 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 Restricted Hiring, Reduced Hours, Early Retirement, Layoff, Downsizing Recruitment No Action Selection

  17. 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

  18. 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

  19. 1 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?

  20. 2 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.

  21. 3 Internal Assessment of the Organizational Workforce • Organizational Capabilities Inventory • HRIS databases—sourcesof 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

  22. Surplus of Employees • Restricted hiring – employees who leave are not replaced • Reduced hours • Early retirement • Layoffs

  23. 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

  24. Internal vs. External Staffing

  25. 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

  26. 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

  27. Proses pengawakan eksternal Jangka Pendek Tuntutan eksternal Keputusan organisatoris Faktor ke-TK-an Expert Proyeksi trend Metoda lain Kebutuhan SDM Proses pengawakan internal Jangka Panjang Internal Eksternal Rencana rotasi/ mutasi Rencana suksesi Hasil audit SDM Hasil analisis bursa TK Penambahan Jangka pendek & panjang HR planning Pemenuhan SDM Permintaan SDM (demand) = Teknik peramalan

  28. 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

  29. Employee Replacement Chart for Succession Planning

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