kuliah 1 manajemen sdm 2012
TRANSCRIPT
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Kuliah 1 Manajemen SDMUntuk Pasca Sarjana FFUP
Perencanaan SDM
Drs.Djoharsjah Aptk
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What is Human Resource
Management? Basic Definition
„managing the employment relationship‟
(Tyson, 1987)
Key Assumption
Employees are the most important asset of theorganization
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Key Functions
Human Resource Planning
Recruitment & Selection
Compensation & Benefits
Performance Appraisals
Training & Development
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Human resource planning involves
getting the right number of qualified
people into the right jobs at the righttime.
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Human Resource Planning
Assessing Future
Human Resource
Needs
Assessing CurrentHuman Resources
Developing aProgram to Meet
Needs
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Human Resource Planning
Human resource planning must be integrated within the organizations strategic plans
Senior management must emphasize theimportance of human resource planning
Human resource planning must be based on themost accurate information available
Source: Adapted from Tyson & York, 1992
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Human Resource Planning
Human resourceplanning must beassigned or located
within a central unit
A clear plan must bedeveloped with
associated time-spansand scope of activity
Source: Adapted from Tyson & York, 1992
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Why is HR planning important?
A. often long lag times to fill positions
B. often influences both turnover and
productivity
C. the “demographic imperative”
demands more such planning
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2. It works best when it is tied to:
a. the organization’s strategic
planning process
b. all available forecasts
(technological, economic, market,
etc.)
1. It is a process of comparing human
resource supply with human resource
demand.
A. General Comments:
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3. When there are variances, action
plans must be formulated, e.g.,
a. for surpluses,
will organization use
layoffs, retirement, incentives,reduced hours, or something else?
b. for shortages,
will organization use
overtime, temporary workers,
or recruit new permanent workers?
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HRM
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Definitions of HR Planning (1)
“…strategy for the acquisition, utilisation,
improvement and preservation of anorganisation‟s human resources”
(Department of Employment 1974)
(cited by Bratton and Gold, 2003, p194)
“…the process for identifying an organisation’s current
and future human resource requirements, developing
and implementing plans to meet these requirements and
monitoring their overall effectiveness”
(Beardwell and Claydon, 2007, p159)
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Definitions of HR Planning (2)
“…the process of interpreting the environment,
predicting its effects on the organisation,
evaluating these effects, planning andcontrolling the appropriate measures in orderthat the right human resources are available
when required” (Boella, 2000)
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Why Look ahead and Forecast?
To deal with changes
External Environmental Situations
Expansion
Competition
Globalisation
Technological
Political
Social
Economical
Ecological
Legal
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The HR Planning Cycle
has four general stages:
1. Forecasting future demand of HR
2. Forecasting future internal supply of HR
3. Forecasting future external supply of HR
4. Formulating responses to the forecasts
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Stage 1: Forecasting Future Demand (2)
Techniques Used to Forecast Demand:
1 Systematic Techniques
Time series or ratio trend analysis Work-study approach
Productivity trend analysis
2 Managerial Judgement3 Combined Approach (1+2)
4 Working back from costs
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Stage 2: Forecasting Internal Supply
Involves identifying/acknowledging the
existing staff employed by an organisation
department by department grade by grade
Involves:
Skills Audits Predicting Staff Turnover
Internal promotion analysis
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Stage 3: Forecasting External Supply (1)
Filling the GAP using the external labourmarket: Local National International
HR Planners must gain an understanding of the dynamics of the Labour Market toupdate plans as trends change and develop
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Stage 3: Forecasting External
Supply / Dynamics of the Labour Market
The following statistics can be most useful
General population density Population movements Age distribution Social class Unemployment rates Proportion with higher education
Skill levels Skills shortages
Sources of Info include: „Labour Market Trends‟, Labour
Market Quarterly, Annual Social Trends survey, Chamberof Commerce, Training and Enterprise Councils
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Stage 4: Formulating Responses to
the Forecasts/Action Planning
Forecasting should identify any potentialmismatch between future demand and supply
If demand exceeds supply – develop plans tomatch the shortfall
If supply is likely to exceed demand – developplans to reduce the surplus
(Taylor, 2002; Beardwell and Claydon, 2007)
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The Case for HR Planning
There are 2 main arguments for HRP:
1. The need to view plans as adaptable
Plans should be continually updated in light of environmental developments
2. Turbulence requires more attention to planning There is a greater need for organisations to develop
their capacity to plan accurately
(Taylor, 2002; Beardwell and Claydon, 2007)
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Adapting Traditional
HR Planning Many writers believe there is a need to adapt the
traditional methods of HR planning to suit theneeds of organisations operating in an
unpredictable environment: Micro Planning
Contingency Planning
Succession Planning
Skills Planning
Soft HR Planning (Taylor, 2002)
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Summary
The term Manpower Planning (MP) hasgradually been replaced by Human ResourcePlanning (HRP)
Concerned with looking ahead and using systematic techniques to assess the extent to which an organisation will be able to meet its
requirements for labour in the future
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References
Beardwell, J & Claydon, T (2007), Human resource management:a contemporary approach, 5th edition, London, PearsonEducation
Boella, M.J (2000) Human Resource Management in theHospitality Industry, 7th edition, Cheltenham, Nelson Thornes
Bramham, J. (1994) Human resource planning, 2nd
edition,London, Institute of Personnel Development, 1994 Bratton, J & Gold, J. (2003) Human resource management:
Theory and practice, 3rd edition, Basingstoke, Palgrave Macmillan. Foot, M & Hook, C. (2005) Introducing human resource
management, 4th edition, Harlow, Pearson Education. Taylor, S. (2002) People Resourcing, 3rd edition, London,
Chartered Institute of Personnel and Development.
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