Perencanaan SDM (HR PLANNING) Perencanaan SDM (HR PLANNING)
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Transcript of Perencanaan SDM (HR PLANNING) Perencanaan SDM (HR PLANNING)
Perencanaan SDM(HR PLANNING)
Perencanaan SDM(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.
HR PLANNINGHR PLANNING
Linkage of Organizational and HR Strategies
Linkage of Organizational and HR Strategies
Factors That Determine HR Plans Factors That Determine HR Plans
HR PLANNINGHR PLANNING
Strategi Strategi korporatkorporat
Target Penjualan laba
Strategi Strategi fungsionalfungsional
Produksi Pemasaran Pelayanan
Rencanadivisional
Strategi bisnisStrategi bisnis Jumlah produksi Omzet penjualan
HR planning
Strategic Planning
Kebutuhan SDM (demand)
Pemenuhan SDM (supply)
HR PLANNING (process)HR PLANNING (process)
Strategic Planning
Forecasting Human Resource
Requirements
Comparing Requirements and
Availability
Forecasting Human Resource Availability
Surplus of WorkersDemand = Supply
No Action Restricted Hiring, Reduced Hours, Early Retirement, Layoff,
Downsizing
Shortage of Workers
Recruitment
Selection
HR PLANNINGHR PLANNING
Human Resource Planning
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
Forecasting HR Requirements
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
Forecasting HR Availability
Internal Assessment of the Organizational Workforce
Internal Assessment of the Organizational Workforce
• 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?
1
• 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.
Internal Assessment of the Organizational Workforce
Internal Assessment of the Organizational Workforce
2
• 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
Internal Assessment of the Organizational Workforce
Internal Assessment of the Organizational Workforce
3
Restricted hiring – employees who leave are not replaced
Reduced hours Early retirement Layoffs
Surplus of EmployeesSurplus of Employees
Shortage of Workers ForecastedShortage 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
Internal vs. External StaffingInternal vs. External Staffing
HR Forecasting TechniquesHR 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
HR Forecasting Techniques 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
Proses pengawakan
eksternal
Proses pengawakan
eksternal
Perm
inta
an S
DM
(d
em
and)
Perm
inta
an S
DM
(d
em
and)
Tuntutan eksternalTuntutan eksternal
Keputusan organisatorisKeputusan
organisatoris
Faktor ke-TK-an
Faktor ke-TK-an T
ekn
ik p
era
mala
nTekn
ik p
era
mala
n ExpertExpert
Proyeksi trend
Proyeksi trend
Metoda lain
Metoda lain
Kebutuhan SDM
Kebutuhan SDM
JangkaPendekJangkaPendek
JangkaPanjangJangka
Panjang
Pemenuhan SDM
Pemenuhan SDM
InternalInternal
EksternalEksternal
Rencana rotasi/ mutasi
Rencana rotasi/ mutasi
Rencana suksesi
Rencana suksesi
Hasil audit SDM
Hasil audit SDM
Hasil analisis bursa TK
Hasil analisis bursa TK
Penambahan Penambahan
Jangka pendek & panjang
HR planningJangka pendek & panjang
HR planning
Proses pengawakan
internal
Proses pengawakan
internal
==
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
Benefits of HR PlanningBenefits of HR Planning