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Perencanaan SDM (HR PLANNING) Perencanaan SDM (HR PLANNING)

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Presentation on theme: "Perencanaan SDM (HR PLANNING) Perencanaan SDM (HR PLANNING)"— Presentation transcript:

1 Perencanaan SDM (HR PLANNING) Perencanaan SDM (HR PLANNING)

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

4 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

5 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

6 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. HR PLANNING

7 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? HR PLANNING

8 Organizational Life-Cycle Stages and HR Activities LIFE- CYCLE STAGE STAFFINGCOMPENSATION TRAINING AND DEVELOPMENT LABOR / EMPLOYEE RELATIONS IntroductionAttract 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 employee- relations philosophy of organization. GrowthRecruit 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.

9 Linkage of Organizational and HR Strategies

10 Organizational Life-Cycle Stages and HR Activities (cont’d) LIFE-CYCLE STAGE STAFFINGCOMPENSATION TRAINING AND DEVELOPMENT LABOR / EMPLOYEE RELATIONS MaturityEncourage sufficient turnover to minimize layoffs and provide new openings. Encourage mobility as reorganizations shift jobs around. Control compensation costs. Maintain flexibility and skills of an aging workforce. Control labor costs and maintain labor peace. Improve productivity. DeclinePlan and implement workforce reductions and reallocations, downsizing and outplacement may occur during this stage. Implement tighter cost control. Implement retraining and career consulting services. Improve productivity and achieve flexibility in work rules. Negotiate job security and employment- adjustment policies

11 Factors That Determine HR Plans

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

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

14 HR PLANNING (process)

15  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? Planning Question

16  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 Diagnostic Approach (Milcovich/Bodreau) Diagnostic Approach (Milcovich/Bodreau)

17 Strategic Planning Forecasting Human Resource Requirements Comparing Requirements and Availability Forecasting Human Resource Availability Surplus of WorkersDemand = Supply No Action Restricted Hiring, Reduced Hours, Early Retirement, Layoff, Downsizing Shortage of Workers Recruitment Selection HR PLANNING Human Resource Planning

18  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 Requirements

19  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 Forecasting HR Availability

20 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

21 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

22 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

23  Restricted hiring – employees who leave are not replaced  Reduced hours  Early retirement  Layoffs Surplus of Employees

24 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

25 Internal vs. External Staffing

26 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

27 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

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

29  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 Benefits of HR Planning

30 Employee Replacement Chart for Succession Planning


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