1. Perencanaan SDM
(HR PLANNING)

2. 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.

3. Linkage of Organizational and HR Strategies

4. Factors That Determine HR Plans

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

6. HR PLANNING (process)

7. 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

8. 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

9. 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

10. Internal Assessment of the Organizational Workforce1
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?

11. Internal Assessment of the Organizational Workforce2
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.

12. Internal Assessment of the Organizational Workforce3
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

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

14. 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

15. Internal vs. External Staffing

16. 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

17. 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

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

19. 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