i hr overview rencana 1 semester 2
TRANSCRIPT
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Manajemen SDMManajemen SDM(Overview)(Overview)
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Mata kuliah ini membahas Manajemen Sumber Daya Manusia (SDM) dalam Organisasi/ Perusahaan.
Memberikan pemahaman konseptual dan praktis tentang pentingnya pengelolaan SDM di Organisasi/ Perusahaan
SASARAN SASARAN
Untuk memahami konsep Manajemen SDM
Mengembangkan cara berfikir kritis dan analitis
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METODE PERKULIAHAN
METODE PERKULIAHAN
PERTEMUAN, 14 pertemuan dikelas, 10 topik diskusi, 4 presentasi – 2 sebelum UTS (individual) dan 2 sebelum UAS (kelompok)
PEMBERIAN TUGAS,1 tugas individual (Perencanaan SDM-HR Planning), 1 tugas kelompok (Studi Kasus – Perusahaan).
PRESENTASI,Presentasi Individual (8 presenter, diundi).Presentasi Kelompok (Maksimum 8 Kelompok).
PERTEMUAN, 14 pertemuan dikelas, 10 topik diskusi, 4 presentasi – 2 sebelum UTS (individual) dan 2 sebelum UAS (kelompok)
PEMBERIAN TUGAS,1 tugas individual (Perencanaan SDM-HR Planning), 1 tugas kelompok (Studi Kasus – Perusahaan).
PRESENTASI,Presentasi Individual (8 presenter, diundi).Presentasi Kelompok (Maksimum 8 Kelompok).
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JADWAL PERKULIAHANJADWAL PERKULIAHAN
1.1. OverviewOverview
2.2. Analisa dan Rancang Bangun Analisa dan Rancang Bangun Pekerjaan.Pekerjaan.
3.3. Perencanaan SDMPerencanaan SDM
4.4. Rekrutmen, Seleksi dan Penempatan Rekrutmen, Seleksi dan Penempatan PegawaiPegawai
5.5. Perencanaan Karir dan Perencanaan Karir dan Pengembanan SDMPengembanan SDM
6.6. Presentasi (HR Planning)Presentasi (HR Planning)
7.7. Presentasi (HR Planning)Presentasi (HR Planning)
UJIAN TENGAH SEMESTER
1.1. OverviewOverview
2.2. Analisa dan Rancang Bangun Analisa dan Rancang Bangun Pekerjaan.Pekerjaan.
3.3. Perencanaan SDMPerencanaan SDM
4.4. Rekrutmen, Seleksi dan Penempatan Rekrutmen, Seleksi dan Penempatan PegawaiPegawai
5.5. Perencanaan Karir dan Perencanaan Karir dan Pengembanan SDMPengembanan SDM
6.6. Presentasi (HR Planning)Presentasi (HR Planning)
7.7. Presentasi (HR Planning)Presentasi (HR Planning)
UJIAN TENGAH SEMESTER
1.1. Penilaian Prestasi KerjaPenilaian Prestasi Kerja
2.2. Sistem ImbalanSistem Imbalan
3.3. Pemeliharaan Hubungan Pemeliharaan Hubungan Industrial dan Exit SystemIndustrial dan Exit System
4.4. HR Audit dan HR-MISHR Audit dan HR-MIS
5.5. SDM abad 21SDM abad 21
6.6. Presentasi (Kasus nyata)Presentasi (Kasus nyata)
7.7. Presentasi (Kasus nyata)Presentasi (Kasus nyata)
UJIAN AKHIR SEMESTER
1.1. Penilaian Prestasi KerjaPenilaian Prestasi Kerja
2.2. Sistem ImbalanSistem Imbalan
3.3. Pemeliharaan Hubungan Pemeliharaan Hubungan Industrial dan Exit SystemIndustrial dan Exit System
4.4. HR Audit dan HR-MISHR Audit dan HR-MIS
5.5. SDM abad 21SDM abad 21
6.6. Presentasi (Kasus nyata)Presentasi (Kasus nyata)
7.7. Presentasi (Kasus nyata)Presentasi (Kasus nyata)
UJIAN AKHIR SEMESTER
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DAFTAR REFERENSIDAFTAR REFERENSI
Ivancevich, John M, Human Resource Management, 9th edition.Ivancevich, John M, Human Resource Management, 9th edition.
Wether, William B, and Davis, Keith, Human Resources and Personnel Management, 5th edition.Wether, William B, and Davis, Keith, Human Resources and Personnel Management, 5th edition.
Mangkunegara, Anwar Prabu, AA, Manajemen Sumber Daya Manusia Perusahaan, PT. Remaja Rosdakarya, Bandung, 2000
Mangkunegara, Anwar Prabu, AA, Manajemen Sumber Daya Manusia Perusahaan, PT. Remaja Rosdakarya, Bandung, 2000
Ulrich, Dave and Wayne Brockbank, The HR Value Propotion, 2005Ulrich, Dave and Wayne Brockbank, The HR Value Propotion, 2005
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“…assets make things possible, people make things happen…” (Union Carbide)
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Barang/ JasaBarang/ Jasa
Men, Men, Money, Money, MethodsMethodsMaterials,Materials,MachinesMachines
Produktifitas =INPUT
OUTPUT
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• People are an organisation’s most important assets.
• The tasks of a manager are essentially people-oriented. Unless there is some understanding of people, management will be unsuccessful.
• Poor people management is an important contributor to Organization failure.
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Management….must have the support of all employees. I can not think of anything more important (Robert Crandall)
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Keberhasilan organisasi, dinilai dari kemampuannya memadukan penggunaan sumber-sumber daya yang dimiliki, secara efektif dan efisien dalam pelaksanaan strateginya.
Meskipun demikian titik sentral pada setiap strategi dan setiap metode pemanfaatan sumber-sumber daya, adalah sumber daya manusia yang merupakan perangkat (device) dan sekaligus pelaksana dari strategi organisasi.
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Kemampuan organisasi dalam mendapatkan, memelihara -meningkatkan kemampuan, serta mempertahankan SDM-nya, menjadi penentu keberhasilan atau kegagalan organisasi.
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The Nature of Human Resources Management (HRM)
• HRM:– All activities involved in determining an
organization’s human resource needs, as well as acquiring, training, and compensating people to fill those needs
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Terms of HRM
• The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations.[1]
• In simple sense,Human Resource Management(HRM) means employing people,developing their resources, utilizing maintaining and compensating their services in tune with the job and organizational requirement.
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HRM
• Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management can also be performed by line managers.
• Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training.
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• MSDM, adalah suatu ilmu atau cara bagaimana mengatur sumber daya yang dimiliki oleh individu dapat digunakan secara maksimal sehingga tujuan (goal) menjadi maksimal. MSDM didasari pada suatu konsep bahwa setiap karyawan adalah manusia - bukan mesin - dan bukan semata menjadi sumber daya bisnis. (Wikipedia)
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MSDM
• Manajemen sumber daya manusia adalah suatu proses menangani berbagai masalah pada ruang lingkup karyawan, pegawai, buruh, manajer dan tenaga kerja lainnya untuk dapat menunjang aktifitas organisasi atau perusahaan demi mencapai tujuan yang telah ditentukan.
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“The purpose of Human Resources Management is to improve the productive contribution of people to the organization in ways that are strategically, ethically, and socially responsible”
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Peran, fungsi, Tugas & Tanggung Jawab MSDM
• Melakukan persiapan dan seleksi tenaga kerja / Preparation and selection
• Pengembangan dan evaluasi karyawan / Development and evaluation
• Memberikan kompensasi dan proteksi pada pegawai / Compensation and protection
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FUNGSI MANAJEMEN SDM (HRM)
FUNGSI MANAJEMEN SDM (HRM)
• PERENCANAAN SDM (HR PLANNING)PERENCANAAN SDM (HR PLANNING)
• REKRUTASI DAN SELEKSIREKRUTASI DAN SELEKSI
• EMPLOYEE MOTIVATIONEMPLOYEE MOTIVATION
• EMPLOYEE EVALUATION EMPLOYEE EVALUATION
• EMPLOYEE EDUCATION, TRAINING AND EMPLOYEE EDUCATION, TRAINING AND DEVELOPMENTDEVELOPMENT
• PROVISION OF EMPLOYEE SERVICESPROVISION OF EMPLOYEE SERVICES
• HUBUNGAN INDUSTRIALHUBUNGAN INDUSTRIAL
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Planning for Human Resources Needs
• Typical HR Issues:– How many employees?– What skills are needed to
satisfy plans?– Availability of people in
the workforce?– What qualifications must
employees have?– Cost of staffing?
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Tra
inin
gD
evel
op
men
t
Org
anizat
ion
deve
lopm
ent
Career
Development
Jobdesign
HR
planning
Sele
ctio
nst
affi
ng
Compensation
benefit
Employeeassistance
Perf
orm
an
ce
man
ag
em
en
t
syste
m
UnionLabor relation
HR
research
Info
rmatio
n
system
HR
ISH
RIS
HRMHRM
HR
DH
RD
HR resultHR result• Productivity• Quality• Innovation• Fulfillment• Readiness
for change
Societal objectives:Societal objectives:
• BenefitsBenefits• Legal complianceLegal compliance• UnionUnion
Organizational objectives:Organizational objectives:
• HR planningHR planning• Employee relationsEmployee relations• SelectionSelection• T & DT & D• AppraisalAppraisal• PlacementPlacement• AssessmentAssessment
Functional objectives:Functional objectives:
• AppraisalAppraisal• PlacementPlacement• AssessmentAssessment
Personal objectives:Personal objectives:
• T & DT & D• CompensationCompensation• AppraisalAppraisal• PlacementPlacement• AssessmentAssessment
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BUSINESS ENTITYBUSINESS ENTITY
Strategi BisnisStrategi Bisnis
Strategi Fungsional(Strategi pemasaran, Strategi operasi, Strategi SDM, etc)
Strategi Fungsional(Strategi pemasaran, Strategi operasi, Strategi SDM, etc)
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Apakah aktifitas-aktifitas pengelolaan SDM yang dilakukan telah menunjang pelaksanaan strategi perusahaan ?
Apakah aktifitas-aktifitas pengelolaan SDM yang dilakukan telah menunjang pelaksanaan strategi perusahaan ?
HR ActivitiesHR Activities
BusinessStrategyBusinessStrategy
BusinessGoals
BusinessGoals
HR StrategyHR Strategy
HR GoalsHR Goals
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SDM yang seperti apa yang diperlukan dalam SDM yang seperti apa yang diperlukan dalam pengelolaan usaha, sehingga selaras dan pengelolaan usaha, sehingga selaras dan sesuai dengan tujuan strategis usahasesuai dengan tujuan strategis usaha
Program dan inisiatif SDM apa yang harus dirancang Program dan inisiatif SDM apa yang harus dirancang dan diimplementasikan agar dapat mempengaruhi, dan diimplementasikan agar dapat mempengaruhi, mengembangkan serta tetap menjaga efektifitas mengembangkan serta tetap menjaga efektifitas kemampuan bersaing pegawai (SDM)kemampuan bersaing pegawai (SDM)
2 PERTANYAAN KRITIS
2 PERTANYAAN KRITIS
Strategi SDMStrategi SDM
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Meningkatkan kontribusi produktif pegawai kepada perusahaan, dengan cara-cara yang dapat dipertanggung jawabkan secara strategik, etika maupun sosial
Meningkatkan kontribusi produktif pegawai kepada perusahaan, dengan cara-cara yang dapat dipertanggung jawabkan secara strategik, etika maupun sosial
Unit Kerja Pengelola SDM bertanggung jawab untuk menciptakan iklim kerja yang produktif dengan mengupayakan peningkatan kualitas ‘work life’ organisasi melalui aktifitas-aktifitas dan saran-sarannya kepada unit-unit kerja lainnya
Unit Kerja Pengelola SDM bertanggung jawab untuk menciptakan iklim kerja yang produktif dengan mengupayakan peningkatan kualitas ‘work life’ organisasi melalui aktifitas-aktifitas dan saran-sarannya kepada unit-unit kerja lainnya
TUJUAN MANAJEMEN SDM (HRM)
TUJUAN MANAJEMEN SDM (HRM)
PERAN UNIT KERJA PENGELOLA SDM (HRD)
PERAN UNIT KERJA PENGELOLA SDM (HRD)
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Persaingan global
Persaingan global
Belum terdiskripsikan
Belum terdiskripsikan
Keragaman Tenaga kerjaKeragaman
Tenaga kerjaTanggung
jawab sosialTanggung
jawab sosial
Pertumbuhan penduduk
Pertumbuhan penduduk PengangguranPengangguran
EtikaEtikaPengobatan,
Makan, Perumahan
Pengobatan, Makan,
Perumahan
Better Organizations
Better Organizations
TUNTUTAN DLM HRMTUNTUTAN DLM HRM
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Objectives• Societal• Organizational• Functional• Personal
Compensation and Protection
Development and Evaluation
Employee Relation and Assessment
Preparation and Selection
Frameworks and Challenges
Organizational
So
ciet
al
Pro
fession
al (E
mployees)
Feedback
Challenges
HRM Model & SubsystemHRM Model & Subsystem
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Frameworks and Challenges
External:• Environment• Changing demands of
workers• International & Domestic
Competitors• Pressure groups• Professional ethics• Goverment
Challenges in dealing with people
Internal:• Competition between managers & other departments• Legal requirement for EEO• Etc
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Preparation and Selection
• Human Resources Information System• Analize and estimate the organization’s future
HR needs• Preparing Job design • Preparing Job Specification & Job Description• Preparing Rekruitment & Selection
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Development and Evaluation
• Determine the needs for orientation, training, development & career counseling
• Evaluate employees (performance appraisals conducted periodically)
• Feedback that help manager & departements spot strengths & weaknesses
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Compensation and Protection
• Provide employees with a fair wages or salary relative to their productive contribution
• Provide a safe work environtment, also health & safety programmes.
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Employee Relation and Assessment
• Provide effective programs to accommodate the employee’s needs
• HR Departement responsible for dealing with the union
• Regularly conduct audits of employees performance
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Inputs Transformation ProcessTransformation Process OutputsOutputs
FeedbackFeedback
HR challenges- Education- Skills
HRM activities- Recruiting- Selection - Others
HR contributions-Capable workers-Motivated workers
Simplifikasi I/O Sistem M-SDMSimplifikasi I/O Sistem M-SDM
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Possible HR Areas for Core Possible HR Areas for Core CompetenciesCompetencies
Kapabilitas (unik) dari sebuah organisasi, yang memberikan nilai (corporate value) tinggi serta membedakan dari pesaingnya. Kapabilitas (unik) dari sebuah organisasi, yang memberikan nilai (corporate value) tinggi serta membedakan dari pesaingnya.
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International Challenges
• Challenges of workforce diversity
• Troubleshooting
• Cultural awareness
• Ethics & Laws for planning and staffing organizations overseas
• Political Risk
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• Memberikan kesempatan yang sama untuk semua orang, untuk mengetahui, melamar dan bersaing dalam mendapatkan pekerjaan dan berkarir.
• EEO diberlakukan dalam semua aspek Manajemen SDM, a.l: – Recruitment– Hiring– Tenure– Compensation– Committee Assignments– Layoffs, etc.
• Memberikan kesempatan yang sama untuk semua orang, untuk mengetahui, melamar dan bersaing dalam mendapatkan pekerjaan dan berkarir.
• EEO diberlakukan dalam semua aspek Manajemen SDM, a.l: – Recruitment– Hiring– Tenure– Compensation– Committee Assignments– Layoffs, etc.
What is Equal Employment Opportunity (EE0)?What is Equal Employment Opportunity (EE0)?
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• Women earn approximately 77 cents for every dollar men earn;
• African American men with professional degrees earn only 79 percent of what white males earn;
• Audit studies, where white and minority job seekers were given the same resumes and sent to the same firms to apply for jobs, found that employers are less likely to interview/offer a job to the minority;
• A 1995 study of university faculty hiring practices found that once a minority goal was met, departments stopped seeking minority applicants.
• Women earn approximately 77 cents for every dollar men earn;
• African American men with professional degrees earn only 79 percent of what white males earn;
• Audit studies, where white and minority job seekers were given the same resumes and sent to the same firms to apply for jobs, found that employers are less likely to interview/offer a job to the minority;
• A 1995 study of university faculty hiring practices found that once a minority goal was met, departments stopped seeking minority applicants.
Why is EEO needed?Why is EEO needed?
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• It is not preferential treatment or quotas (the U.S. Supreme Court has ruled that quotas are illegal);
• It does not mean that unqualified persons should be hired or promoted over other people.
What EEO Program is Not:What EEO Program is Not:
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JOB ANALYSIS(Analisis dan Rancang
Bangun Pekerjaan)
JOB ANALYSIS(Analisis dan Rancang
Bangun Pekerjaan)