Download - Human Resource Planning
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HUMAN RESOURCE PLANNING
Sigit Iskandar, SE, SH
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TUJUAN PERENCANAAN SDM MEMPERBAIKI PENGGUNAAN SDM MEMADUKAN KEGIATAN PERSONALIA
DENGAN TUJUAN ORGANISASI DIWAKTU YG AKN DATANG SCR EKONOMIS
MENGADAKAN PENGADAAN KARYAWAN BARU SCR EFISIEN
MENGEMBANGKAN INFORMASI DASAR SDM DAN UNIT ORGN LAINNYA
MEMBANTU PROGRAM MSDM: PLANNING, SELEKSI, PELATIHAN DLL
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PERAMALAN KEBUTUHAN KARYAWAN
IDENTIFIKASI BERBAGAI TANTANGAN YG MEMPENGARUHI PERMINTAAN, LANGSUNG SPRT: PERSEDIAAN PERSONALIA, ASPEK ORGNS
PENGGUNAAN TEKNIK PERAMALN KEBUTUHAN KARYAWAN DIMASA YG AKAN DATANG
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FORECASTING TECHNIQUES(WERTHER & DAVIS)
EXPERT FORECAST TREND PROJECTION FORECAST OTHER FORECASTING METHOD
- new ventures- computer model- women overseas
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FAKTOR YG MEMPENGARUHI PERMINTAAN KARYAWAN
LINGKUNGAN EKSTERNAL : INFLASI, PENGANGGURAN, SUKU BUNGA
SOSIAL, POLITIK, HUKUM KEPUTUSAN ORGANISASI: RENSTRA
PERUSAHAAN SEPERTI: PERTUMBUHAN, PRODUK BARU, SEGMEN PASAR BARU
PRAKIRAAN PENJUALAN DAN PRODUKSI FAKTOR PERSEDIAAN KARYAWAN: PENSIUN,
PERMINTAAN BERHENTI, KEMATIAN DLL
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CAUSE OF DEMAND HR (WERTHER & DAVIS)
- external challenges- organization decisions- workforce factors
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COMPONENT OF THE FUTUREDEMAND FOR HUMAN RESOURCES
CA
US
E 0F
DE
MA
ND
TE
CH
NIQ
UE
F
OR
EC
AS
T
EXTERNAL
ORGNIS
WORKFORCE
EXPERT
TREND
OTHERS LONG RANGE
DEMAND FORHUMAN
RESOURCES
SHORT RANGE
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THE SUPPLY OF HUMAN RESOURCES
ESTIMATES of INTERNAL SUPPLY :- human resources audits- succession planning- replacement charts and summaries
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FACTORS THAT DETERMINE THE FUTURE OF HUMAN RESOURCES (HRS)
AUDIT OF HRS SUPPLY OF
HRSLABOR MARKET
ANALYSIS
EXTERNALNEEDS
REPLACEMENTCHART
SUCCESSIONPLANNING
INTERNAL
EXTERNAL
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ESTIMATES of EXTERNAL SUPPLY- external needs- labor market analysis- community attitudes- demographics
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TANTANGAN DLM PERENCANAAN SDM
MEMPERTAHANKAN KEUNGGULAN KOMPARATIF (BERSIFAT JK PENDEK)
MANAJEMEN PUNCAK TDK SELALU MAMPU MENYATAKAN SCR JERNIH
KEMUNGKINAN TERDAPAT KETIDAKPASTIAN TTG STRATEGI SDM YG DIGUNAKAN UTK MENDUKUNG TOTAL STRATEGI BISNIS
PERUSAHAAN BESAR MUNGKIN MEILIKI UNIT BISNIS DGN STRATEGI YG BEBEDA
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PROSES PERENCANAAN DAN METODE DLM MERENCANAKAN SDM
PENENTUAN STANDAR SDM PERSEDIAAN DAN ANALISIS SDM SIKLUS SDM PERENCANAAN PASOKAN SDM BUDAYA ORGANISASI METODE-METODE PRAKIRAAN SDM CONTOH KASUS
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PENENTUAN STANDAR SDM DIARAHKAN PADA PENENTUAN STANDAR
MASING2 INDIVIDU YG ADA ATAU YG DIPERLUKAN
DITENTUKAN OLEH PENCERMATAN KONDISI SDM, PENINGKATAN STANDAR
FAKTOR KUNCI DALAM PERENCANAAN BERDASARKAN KEBUTUHAN YG DIIKUTI DGN IMPLEMENTASI DAN PENGENDALIAN
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PERSEDIAAN DAN ANALISIS SDM
INVENTORI KUALIFIKASI; CATATAN KINERJA, MINAT KARIR, PENDIDIKAN, PELATIHAN, BAHASA, KETRAMPILAN LAIN
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SIKLUS SDM
1.FORECASTEKONOMI
2. ANALISIS PASAR
TK3. RENSTRA
PERUSAHAAN
PERENCANAANSDM:
1. FORECAST SDM2. RENCANA ORGN
STFFING & PENGEMBANGAN
1. PENARIKAN2. SELEKSI
3. PENEMPATAN4. PROMOSI5. TRANSFER
PRESTASI KERJAORGANISAIONAL1. LINGKUNGAN
2. MOTIVASI3. KOMUNIKASI
HASIL HASILPENILAIANDAN ANALISIS
PERSEDIAANSDM
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PERENCANAAN PASOKAN SDM KETIDAKHADIRAN PERPUTARAN KARYAWAN PERSEDIAAN SDM SAAT INI TINGKAT PRODUKTIFITASALAT UTK MENGANALISA SUPLAI
INTERNAL SDM:- PERSEDIAAN KEAHLIAN- BAGAN PENGGANTIAN
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BUDAYA ORGANISASI
BERKAITAN ERAT DGN KUALITAS SDM, EFISIENSI YG DILAKUKAN DAN STANDAR TENAGA KERJA YG DITETAPKAN OLH PERUSAHAAN
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TEKNIK PERAMALAN SDM JANGKA PENDEK
ANGGARAN BEBAN KERJA
JANGKA PANJANG PERMINTAAN UNIT DAN ORGANISASI PENDAPAT PAKAR MODEL PROBABILISTIK ANALISAS TREND ANALISIS MARKOV MODEL PERAMALAN AGREGAT
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MENURUT GARY DESSLER
ANALISIS TREND ANALISIS RASIO PLOT PENYEBARAN PERAMALAN TERKOMPUTERISASI
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FAKTOR YG PERLU DICERMATI DLM PEMILIHAN TEKNIK PRAKIRAAN
STABILITAS DAN KEPASTIAN KETERSEDIAAN DATA JUMLAH KARYAWAN; BANYAK
(MARKOV), SEDIKIT (PERTIMBANGAN) SUMBER DATA KREDIBILITAS MANAJEMEN HORIZON WAKTU
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TAHAP ANALISA KASUS BERDASAR TEORI
1. PENENTUAN STANDAR SDM MEMPERKERJAKAN PEKERJA YG DEWASA DAN
MATANG KEMAMPUAN BERSAING YG TINGGI KOMITMEN KUAT THDP PERUSAHAAN KINERJA TINGGI KOMITMEN THD PELAYANAN PELANGGAN LATAR BELAKANG PENDIDIKAN YG SESUAI KETRAMPILAN DAN PENDIDIKAN TAMBAHAN
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2. ANALISA DAN SIKLUS MSDM- ANALISA PERSEDIAAN SDM :
- MEMBANGUN HUBUNGAN DGN ORGANISASI PENDIDIKAN
- TRAINING & DEVELOPMENT
- MSDM- PERJELAS JENJANG KARIR- BENTUK TIM KERJA OTONOM- PEMBERDAYAAN KARYAWAN- MOTIVASI
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3. BUDAYA ORGANISASITIGA KUNCI SUKSES YG DITERAPKAN
HOTEL MARRIOT- PREFFERED PROVIDER- PROVIDER OF CHOICE- EMPLOYER OF CHOICE
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4. PENILAIAN KINERJA- KETERLIBATAN DAN KETERTARIKAN
DR MANAJER, SUPERVISOR, SERTA PEKERJA DLM PENENTUAN STANDAR TK
- MENGIKUTSERTAKAN PELANGGANSCR TDK LANGSUNG MELALUI KEPUASAN KONSUMEN
- NILAI TAMBAH DLM BISNIS
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STRATEGIC HUMAN RESOURCE PLANNING PROCESS
INITIATE THE PROCESS SET OBJECTIVES FOR HUMAN
RESOURCE PLANNING PROCESS IDENTIFY KEY PARTICIPANTS CHOOSE THE PART OF
ORGANIZATION PHILOSOPHY THAT CONCERN HUMAN RESOURCES
CONDUCT A STUDY OF THE SETTING OH HUMAN RESOURCE PLANNING
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ESTABLISH ORGANIZATION IDENTITY RESPECTING HUMAN RESOURCES
SELECT STRATEGIC OBJECTIVES FORMULATE HUMAN RESOURCE
STRATEGIES IMPLEMENT THE CHOSEN STRATEGIES
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EVALUATE THE PLANNING PROCESS MANAGE THE ISSUES ARISING UNDER
THE STRATEGIC PLAN