1. Pertemuan 23 Proses Bisnis SDM, Keuangan, dan Konversi Matakuliah: M0034 /Informasi dan Proses Bisnis Tahun: 2005 Versi: 01/05

2. Learning Outcomes Pada akhir pertemuan ini, diharapkan mahasiswa akan mampu : Membuat diagram / skema Real Model proses bisnis lain dan kaitannya dengan TI

3. Outline Materi Karakteristik Proses Bisnis SDM, Keuangan, dan Konversi Kelemahan Proses Bisnis SDM, Keuangan, dan Konversi Model REAL Proses Bisnis SDM, Keuangan, dan Konversi

4. Lanjutan Dari Pertemuan 22

5.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Information Needs in the Human Resource Business Process n Approve headcount ä In many organizations approved headcount is a key tool for controlling labor cost. ä For example, a supervisor wishing to increase headcount must prepare the necessary paperwork to identify and justify the need for a new position. ä There is an extensive review process that requires the division manager, area controller, and executive vice president to approve the request. ä Only when all these approvals are obtained can the position be opened for hiring.

6.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Information Needs in the Human Resource Business Process n Hire employees ä Organizations continue to need professional, support staff, and technical personnel in today’s competitive, advanced business environment. ä Individuals agree to work in exchange for wages, benefits, and other rewards. ä Hiring is the process of matching the skills and interests of people with the needs of the organization. ä 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.

7.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Information Needs in the Human Resource Business Process n Training ä 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. ä Maintaining a record of each employee’s training can provide important information in assigning employees to new jobs.

8.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Information Needs in the Human Resource Business Process n Assigning ä Part of management’s responsibility is to organize and direct the work of employees. ä Organizing involves identifying the activities to be performed, structuring the activities into jobs, and positioning the jobs into departments, project teams, or divisions. ä Competent individuals who have the skills, abilities, and training necessary to perform them must fill jobs. ä 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.

9.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Information Needs in the Human Resource Business Process n Compensating ä 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). ä Most managers and top ‑ level executives are paid a salary and perhaps a bonus depending on the profitability of the company. ä Manual-type work is typically paid by the hour with a premium rate for overtime hours. ä 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).

10.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Information Needs in the Human Resource Business Process n Evaluating ä 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.

11.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Information Needs in the Human Resource Business Process n Terminating ä Terminating employees is the most undesirable of all operating events. ä Unfortunately, this has become an important event as many companies attempt to “downsize” or “rightsize.” ä Effectively performing each of the aforementioned events is important in avoiding problems with this event. ä Doing a quality job of hiring and training employees can reduce the likelihood of having to subsequently terminate them.

12.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Propose Headcount Assign Employees Review/ Approve Headcount Hire Employees Train Employees Pay Employees Terminate/Retire Employees Headcount List Employees Cash Payroll Employee Trainers Hiring Officers Planning Committee Supervisor REAL Model of the Human Resource Business Process

13.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Acquisition/Payment Process Human Resource Process Sales/Collection Process Financing Business Process Other Financing Alternatives Conversion Business Process Cash Goods and Services Cash Materials Labor Cash Sample Process Relationships

14.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Approve New Loans Invest Excess Funds Borrow Money Sell Stock Receive Cash Approve Principal & Interest Payments Disburse Cash Debt Financial Instruments Cash Asset Financial Instruments Accounting Clerk Financing Institution Finance Employee Executive Committee (0,*) (1,1) (0,*) (1,1) (0,*) Sample Equity Company Financing REAL Model

15.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Inputs Outputs Conversion Process Raw Materials Equipment Labor Products Services Acquire Input through: Sell Outputs through: Acquisition/Maintenance/Payment Process Human Resource Process Sales/Collection Process Sample Conversion Process Data Flows

16.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Raw Materials AcquiredUsed Labor Costs Equipment and Other Allocated Amount Work In Process Materials Labor Overhead Units Completed Finished Goods Units Completed Units Sold Flow of Resources - Manufacturing Process

17.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Raw Material Inventory Finishers Finish and Label Pourers Pour Glass into Molds Heat Glass Compound Furnace Operators Work in Process Inventory Equipment Finished Goods Inventory Packagers Package Bottles (0,*) (1,1) (0,*) (1,*) (1,1) (1,*) (1,1) Nichol’s Bottles Conversion Process Model

18.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill Acquire Financing Receive Cash Hire & Use EmployeeServices Convert/Build Products Sell Goods/ Services Purchase Resources Disburse Cash Financial Instruments Property, Plant, & Equipment Cash Vendors Employees Customers Goods/Services Resources Investors & Creditors Generic Overview of an Entire Business

19.  The McGraw-Hill Companies, Inc., 2000 Irwin/McGraw-Hill

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