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Workload Analysis. Pokok Bahasan. Workload Analysis – Full Time Equivalent. Pengelolaan SDM. HR & GA. Sumber yang diberdayakan oleh management. GA. HR. Mengurus orang hidup. Mengurus barang mati. Apa yang dikerjakan HR. System & Development. Hubungan Industrial. Teknologi Informasi. - PowerPoint PPT Presentation

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Page 1: Workload Analysis

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Workload Analysis

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Pokok Bahasan

Workload Analysis – Full Time Equivalent

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Pengelolaan SDM

HR & GA

GAHR

Sumber yang diberdayakan oleh management

Mengurus barang matiMengurus orang hidup

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Apa yang dikerjakan HR

System & Development

Teknologi Informasi

Hubungan Industrial

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HR Strategic

5% ??

Change Agent

Business Partner

15% ??

Employee Advocate

Services

80%

Administrative

Reactive

80% ??

Change Agent

Business Partner

15% ??

Employee Advocate

Services

5%

Administrative

Reactive

Old

New

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Integrating Human Capital to Organizational Strategy

Financial FOCUS

Customer FOCUSInternalFOCUS

Learning & Growth

Strategic Competencies

Strategic Technologies

Climate for Action

Roles Skills

Applications Infrastructure

Leadership Teamwork Alignment Culture

Operational Excellence InnovationCustomer Management

Productivity

GrowthSustained Shareholder Value

Price / Qualit

y

Financial

Advisor

Integrated

Offering

Trusted

Brand

Know the Segments

Develop New

ProductsCross-

SellShift

ChannelMinimizeProblems

RapidResponse

Customer Value Proposition

Responsible CitizenDiverse Work Force

ALIGNMENT

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B = f (P,E)B = BehaviorP = PersonE = Environment

Kurt Lewin (1890-1947)

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Performance = f (Motivation, Ability)

N. F. R. Maier in Psychology in industrial organization (4th ed., Houghton Mifflin, 1973) and E. E. Lawler, III in Motivation in work organizations (Brooks/Cole, 1973)

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M = (E P) x (P O) x VM = (E P) x (P O) x V

M = MotivationM = Motivation

E P means effort leads to performance (Expectancy)E P means effort leads to performance (Expectancy)

P O means performance leads to outcomes P O means performance leads to outcomes (Instrumentality)(Instrumentality)

V = Valence--the value placed on the outcome.V = Valence--the value placed on the outcome.

Victor Vroom Model (1964)

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Ability = Competency

Competency = f (Knowledge, Skill, Attributes)

Competency appears to be a measure of successful performance and may refer to either a specific skill/knowledge or a cluster of skills and knowledge. It encompasses meanings that range from work-related definitions to those that describe the characteristics of workers. McLagan (1997) attempts to reconcile these meanings by proposing a hybrid definition of “attribute bundles.” Parry (1998) further expands on this by defining a competency as a cluster of related knowledge, attitudes and skills that fulfill four criteria: a) affects a major part of one’s job, b) correlates with performance on the job, c) can be measured against well accepted standards, and d) can be improved via training development.1 Spencer and Spencer (1993) include personality characteristics such as motives and traits and list five types of competency characteristics, namely motives, traits, self-concept, knowledge, and skill.

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Modeling

B = f (P, E)

P = f (M, A)

M = f (E,I,V) A= f (K,S,A)

E?

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Tuntutan Tata Kelola SDM

Organizational Capital

Bagaimana membangun organisasi yang fokus pada penciptaan profit dan pertumbuhan?

Human Capital

Bagaimana memenuhi & membangun kompetensi karyawan sesuai kebutuhan?

Information Capital

Bagaimana membangun sistem informasi yang mendukung terciptanya “learning organization”?

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Metodologi

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1. Strategic Direction & Control

Strategy Map

Organizational Assessment

Key Performance

Indicator

Strategic Job Families

Organization values

Organization Personality

Core Competencies

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2. Organization Design

Business Process Mapping

Organization Design

Job Analysis

Job Description

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Metodologi1. Strategic Direction

& Control

Strategy Map

Organizational Assessment

Key Performance

Indicator

Strategic Job Families

Organization values

Organization Personality

Core Competencies

2. Organization Design

Business Process Mapping

Organization Design

Job Analysis

Job Description

3. Quantity & Quality

Workload Analysis/ Business Capacity Analysis

Quantity

Quality

Competency

Behavior / Personality

Potential

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3. Quantity & Quality

Workload Analysis/ Business Capacity Analysis

Quantity

Quality

Competency

Behavior / Personality

Potential

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Workload Analysis

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Pengertian

19

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Definisi

• Banyak definisi tentang FTE’s tapi intinya adalahThe total number of person needed to do all transactions of one process in certain period.

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Bagaimana Menghitung FTE1. A Full-time Equivalent Employee (FTE) is a

ratio that represents the number of hours that an employee works to 40 hours. dengan kata lain jumlah jam kerja karyawan per 40 jam asumsi dalam 1 minggu number of hours that an employee works / 40 hours

2. FTE = Total Time Required / 1864 hours asumsi dalam 1 tahunTotal Time Required = Time Data x Number of work activities

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3. FTE = Total Process time / Effective Working time per employee

4. FTE = Total working hours / Effective Time

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Manfaat• Untuk peramalan/proyeksi terhadap kebutuhan

tenaga kerja untuk periode tertentu• Untuk melakukan analisa terhadap kemampuan

tenaga kerja yang sekarang untuk memenuhi kebutuhan yang akan datang

Perbedaan diatas memungkinkan perusahaan untuk melakukan pengurangan karyawan atau penyesuaian lewat transfer intern atau ekspansi atau Man Power Planning

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• Untuk analisa kompetensi Development• Untuk Performance Management• Untuk Business Process Improvement

Effective & Efficient

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Effectiveness• Kemampuan untuk memilih tujuan dan sasaran

yang tepat dan mencapainya, termasuk didalamnya adalah metodanya.

• Efektivitas menunjuk pada keberhasilan pencapaian sasaran, sehingga efektivitas bisa digambarkan sebagai ukuran apakah seseorang mengerjakan pekerjaan yang benar.

Doing rigth things “Mengerjakan pekerjaan yang benar”

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Efficiency• Kemampuan untuk membuat penggunaan

resources yang ada secara baik dalam proses pencapaian sasaran dan tujuan

• Mencapai sesuatu secara tepat berhubungan dengan rasio dari output terhadap input, artinya harus menggunakan jumlah resources yang minimum yang dibutuhkan untuk menghasilkan barang atau jasa secara maksimum.

• Gambarannya adalah “mengerjakan pekerjaan dengan benar “ (Doing things right). Konsep ini berhubungan dengan konsep Input – Output.

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Effective but not efficient. Some resource wasted

Effective and efficient, goals achieved and resources well utilized, area of high productivity

Neither effective nor efficient, Goal not achieved, resources wasted in the process

Efficient but not effective, no wasted resourced, but goals not achieved

Goal A

ttaintment

Resources Utilisation

High

Low

Poor Good

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EFFICIENT VS. EFFECTIVE

• Internal Measurement• Doing Things Right• Not Necessarily Effective

• External Measurement• Doing the Right Things• Necessarily Efficient

•Producing goods at the lowest cost•Reducing cost/ expense to•improve profit•Focus on internal control and short - term profit•Product-Driven Organization

• Producing the goods wanted by the market place at acceptable cost• Increasing revenue and managing cost/expense to improve profit• Focus on customer satisfaction and long-term profit• Market-Driven Organization

EFFICIENT EFFECTIVE

Examples

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Pendekatan

• Berdasarkan aktivitas job description Administration

• Berdasarkan proses The Process Proses lembur

Keduanya saling berhubungan karena proses adalah kumpulan dari aktivitas yang saling kait mengait

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Activity Base

• Perhitungannya adalah setiap aktivitas individu dikumpulkan sedemikian rupa selama periode tertentu beserta waktu yang dibutuhkan untuk melakukan aktivitas tersebut yang kemudian di bagi dengan total jam kerja dalam periode tertentu.

• Fokusnya pada aktivitas individu/posisi

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Proses Improvement yang dilakukan adalah• Teknologi baru• Competency Development

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Process Base

• Perhitungannya adalah setiap proses aktivitas terhadap suatu hal tertentu (misal lembur) dihitung sedemikian rupa selama periode tertentu beserta waktu yang dibutuhkannya kemudian dibagi dengan periode waktu tertentu.

• Fokusnya adalah Proses keseluruhan aktivitas pekerjaanContoh adalah proses pengajuan Lembur kerja

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Proses Improvement yang dilakukan adalah• Perbaikan system• Competency Development• Teknologi baru

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Proses Asesmen FTE

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Process AssessmentBase Activity

• Data Collection

Interview user and Job Description

Analysis

Information Need:

-All Activity the employee

-Process Time

-Organisation Structure

-Report

-Form

Develop the documentation &

Analysis

Confirm the documentation to user

- Tabulation the information

Skill Needed:

-Interview Skill

-Analytical Skill

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Asumsi

• 1 profil tidak dapat mengerjakan 2 aktivitas sekaligus

• Semua aktivitas riil dan tercatat beserta waktunya

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Contoh Activitas Office Boy1 Mengantar Surat 8x/bulan 2 jam

2 Mempersiapkan Kartu absensi 50/bulan 4 jam

3 Mengantar berkas 3x/hari 1 jam

4 Membersihkan kaca 3x/minggu 3 jam

5 Membersihkan lantai 1x/hari 2 jam

6 Menyiapkan minum 1x/hari 1 jam

7 Membersihkan toilet 2x/hari 1 jam

8 Mengantar barang 1x/hari 2 jam

9 Briefing pagi 4x/bulan 2 jam

10 Distribusi surat 2x/minggu 1 jam

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Effective Working

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Formula FTE 2003 (ilustrasi)

Jumlah hari 2003 = 365Cuti tahunan = (12)

353Libur Nasional = (16)

337Week-end = (104)Hari kerja 2003 = 233

233 hari = 1864 jam kerja

Efficiency factor = 87,5% Asumsi

Total jam kerja efektif = 87,5% * 1864 = 1631 jam kerja

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Satuan FTE 2003 (ilustrasi)

• 1631 jam / tahun = 97.860 Menit• 135,92 jam / bulan = 8155,2 menit• 33,98 jam / minggu = 2038,8 menit• 6,8 jam / hari = 407,75 menit

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Lihat Excel

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Exercise

• Buat Kelompok kecil• Tentukan jenis posisi pekerjaan• Tentukan job desription-nya• Tuliskan daftar pekerjaannya secara

lengkap berdasarkan job description beserta volume dan waktunya

• Hitung FTE-nya

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Proses AsesmenProcess Base

• Hal-hal yang dibutuhkan: - Business Process Flowchart- Structure organization- Process time

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Contoh

Proses lemburIsi form lembur

Employee

Ask Approval

Employee

Approve

Direct Superior

Receive

Employee

Ask Approval

Employee

Approve

Section Head

Receive

Employee

Send FL to HRD via OB

Employee

Receive FL

OB

Bring the form

OB

Receive FL

HRD Adm

Input Data

HRD Adm

Crosscheck Data

HRD Adm

Update Data

HRD Adm

Crosscheck Data

HRD Head

Lembur

ClosingMeal Allowance Processing

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Hasil Perhitungan

• Lihat File Excel

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Exercise

• Buat Kelompok kecil• Tentukan jenis proses aktivitas dari suatu

pekerjaan• Buat daftar proses dari aktivitas tersebut

(flowchart)• Buat daftar siapa saja yang terlibat dalam

aktivitas tersebut• Tentukan pula time process-nya• Hitung FTE-nya

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Improvement

• Teknologi

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Contoh

• Proses Lembur

Isi form lembur

Employee

Kirim form lembur via email

Employee

Terima email & Approve

Direct superior

Terima email & Verifikasi

HRD Adm

Terima email & Approve

Head Section

Input Data & Prosesing

HRD Adm

Crosscheck

HRD HeadClosing

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Hasil Perhitungan

• Lihat File Excel

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• Ukuran loading yang normal untuk suatu pekerjaan yang telah ditetapkan adalah dengan besaran angka 1 artinya Fit

• Jika total perhitungan Job Load < 1 (lebih kecil dari 1) maka dapat disimpulkan UNDERLOAD

• Jika sebaliknya > 1 (lebih besar dari 1) maka dapat disimpulkan OVERLOAD

• Tapi biasanya jika total FTE berada di kisaran 1,1 – 1,3 maka karyawan tsb masih efektif melaksanakan pekerjaan tsb karena ada mekanisme lembur untuk menyelesaikan pekerjaan tsb

• Perhatikan faktor efektivitas waktu kerja

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ExerciseImprovement

• Buat Kelompok kecil• Lakukan improvement terhadap proses

aktivitas yang telah ada• Hitung FTE-nya

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Benefit dari Improvement

• Step reduction• Form reduction – Paper Reduction• FTE & Time Saving• Operational Cost Reduction

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Step reduction

Process Sebelum Sesudah Selisih Persentase

Lembur 17 8 9 53%Rata-rata 53%

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Form Reduction

Process Sebelum Sesudah Selisih Persentase

Lembur 1 0 1 100%

Rata-rata 100%

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Time Saving

Process Sebelum Sesudah Selisih Saving

Lembur 41.75 17.25 24.5 59%

Rata-rata 59%

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FTE

Process Sebelum Sesudah Selisih Saving

Lembur 0.0051 0.0021 0.003 59%Rata-rata 59%

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Operational Cost

• Salary ??• ATK ??

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Hal yang perlu diperhatikan

• Tidak semua pekerjaan bisa dibuatkan FTE, Contoh : Security, Bagian Troubleshooting, Driver

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Pilih yang mana?

Activity Base atau Process Base?Tergantung tujuan, situasi dan kondisi.Bila tujuannya adalah BPI (business process

improvement) Process BaseBila tujuannya adalah individual

development cukup Activity base

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Konsekuensi WLA

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Nilai WLA

• Underload FTE kurang dari 1• Fit FTE = 1• Overload FTE Lebih dari 1

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Konsekuensi WLA

• Replacement• Redesign Job

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Underload

Redesign job Penambahan pekerjaan

Bagaimana bila nilai FTE kurang dari 0,5??- Redesign job- Replacement

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Overload

• Overtime• Redesign Job Pembagian pekerjaan• Recruitment Penambahan karyawan

Bila lebih dari ambang toleransi (1,1 – 1,3)

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Recruitment

• Perhatikan biaya yang akan timbul• Pilihan terakhir bila sudah dilakukan

overtime dan pembagian pekerjaan

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Bagaimana setelah proses Improvement??

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Kaitan WLA dengan Workforce planning (WFP)

• WLA adalah salah satu metoda dari WFP dalam analisisnya

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Sekilas Workforce Planning

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Workforce planning is a systematic process for identifying the human capital required to meet agency goals and developing the strategies to meet these requirements.

Workforce Planning—the strategic alignment of an organization’s human capital with its business direction. It is a methodical process of analyzing the current workforce; determining future workforce needs; identifying the gap between the present and the future; and implementing solutions so the organization can accomplish its mission, goals, and objectives.

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Figure: Strategic View of Workforce Planning Influencing HR Functions & Activities

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Figure Workforce Planning Is…Not Just It Is• Predicting the future Building a longer-term context for

short-term decision making• An inventory of all positions Focusing on positions where you

need to be proactive or need time to react

• Creating plans as Creating plans in response to a one-time “event” changing strategies, whenever change is discussed

• Creating reports and Focusing on planning listings that describe and looking ahead to “what will be”“what was”

• Building HR capability Solving staffing problems and addressing staffing issues

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Approaches to Workforce Planning in general, organizations can take one of three approaches to workforce planning or use a combination of the three:

• “Workforce approach” examines the current workforce and occupations and projects the number and characteristics of jobs and the number of employees needed to fill them at a specific point in the future.

• “Workload approach” focuses on the amount and type of work the organization antici pates handling at a specific point in the future, and uses this information to project the number of resources (people and skills) needed to perform that work.

• “Competency approach” identifies sets of competencies aligned with the organization’s mission, vision, and strategic goals. This approach assumes the organization has already considered workforce and workload and can focus not only on the number of people, but the competencies employees must master for organizational success.

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Workforce Approachprofile people and occupations, and conduct workforce forecasts.

With this approach, your goal is to analyze 1. the jobs that will need to be done, 2. the type of occupations needed to do these jobs, and 3. the number of people needed to achieve organization

strategies. The current workforce profile is a starting point to assess the workforce your organization will need in the future. Supply analysis provides the data needed for your current workforce profile. A traditional job audit also may help you get needed information.

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Specifically, you will need to evaluate:

• What jobs now exist?• How many people are performing each job?• What are the reporting relationships of these

jobs?• How essential is each job?• What are the characteristics of anticipated jobs?

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The next step is to project the current employee population into the future as if there were no new hires. Make projections at whatever level the organization desires, estimating the employee population over the next three to five years as if nothing were done to replace employees lost through attrition. The result will show your demand for new workers if you institute no appreciable changes in work or workload.

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Workload Approach

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Competency Approach

Competencies are sets of behaviors (encompassing skills, knowledge, abilities, and personal attributes) that, taken together, are critical to accomplishing successful work and achieving an organization’s strategy. Competencies represent the most critical knowledge, skills, and commitments that underlie superior performance for your organi zation and/or within a specific job. The competency approach to workforce planning is futuristic and focuses on the “ideal” workforce. Competencies may be defined at several levels:

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Competencies may be defined at several levels • Organizational: core competencies identified during strategic

planning• Leadership: the behaviors your organization expects all leaders

to demonstrate or to develop• Functional: competencies that cascade from the core

competencies and are associated with specific work functions or business units

• Occupational: competencies that cascade from the core and functional competencies and then are anchored directly to the needs of a specific occupation

• Individual: what each employee brings to his or her function• Team: what members of a team, in the aggregate, bring to their

work

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Your organization will need to determine the competency definition levels essential to ensuring critical work gets performed. Strategic planning usually provides the means to pinpoint the most critical, or core, organizational competencies for success.

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Contoh The Generic Workforce Planning Model

Georgia Workforce Planning Model

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81Booz•Allen & Hamilton Model

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Phase I

Workforce Analysis/ Strategies

Set Strategic Direction Phase II

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Strategic Plan

Internal Factor

External factor

SWOT Analysis

Workforce

Workload

Competencies

Compare Current to Future need to identify the gap

Recruitment / Retention Strategies

Implementation plan

Leadership support

Change management

Communication

Evaluation

Modification Feedback

Step IScan

Step IISupply & Demand

Step IIIGap Analysis

Step IIAction

IPMA Model

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PromotionsTerminationsDemotionsRetirementsDeathsLayoffs

Current Staffing - Projected Outflows + Projected InflowsLevel This Year This Year

Sources of Sources ofOutflows Inflows

EmployeesIn

TransfersPromotionsNew HiresRecalls

Internal

Supply of

Labor

= Internal Supply

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