MAKALAH MANAGEMEN SUMBER DAYA MANUSIA

STRATEGIK

KELOMPOK 6

1. ZULFIKAR FADHILA RAHMAN 2265190022

2. RANGGA RIANZA GHAFFARY 2265170004
3. RIVALDI ACHMAD SUCIPTO 2265190011

PROGRAM MAGISTER MANAJEMEN

FAKULTAS EKONOMI DAN BISNIS
UNIVERSITAS PERSADA INDONESIA Y.A.I
List of contents
List of contents ...................................................................................................................................... 2
I. WORKING SYSTEM DESIGN ....................................................................................................... 3
II. REDESIGN OF THE WORK SYSTEM..................................................................................... 9
III. REDESIGN STRATEGY IN IMPLEMENTATION ................................................................ 9
IV. IMPLICATIONS OF HUMAN RESOURCE MANAGEMENT IN INTERNATIONAL
MERGERS, ACQUISITIONS ........................................................................................................... 11
V. THE IMPACT OF TECHNOLOGICAL DEVELOPMENT ................................................. 13
VI. LABOR SUPERVISION AND MONITORING E-HR, SOCIAL, NETWORKING .......... 14
VI. HR ISSUES AND CHALLENGES ASSOCIATED WITH TECHNOLOGY. ..................... 17
VII. UNDERSTANDING CHANGES IN THE GLOBAL ERA. .................................................. 19
VIII. MANAGING CHANGES. ....................................................................................................... 20
BIBLIOGRAPHY ................................................................................................................................. 23
DESIGN AND REDESIGN OF WORK SYSTEMS
I. WORKING SYSTEM DESIGN
Components in the development of HRM strategies besides HRM planning are work
system designs. The organization must consider the impact of future plans on how tasks
and responsibilities are assigned to individuals and groups within the organization and the
decision to redesign the existing work system.

Model for the Designs of Work Systems

Model for work system design

Three main things to be considered by decision makers when designing jobs are: what
workers have to do, what workers need, and how the job relates to other jobs in the
organization .
A. What Workers Do
One of the most challenging tasks in an organization is allocating specific tasks and
responsibilities to employees. That's why assigning responsibilities must ensure that
employees are not overwhelmed with the work to be given, at the same time management
ensures that employees have enough to do to keep them productive and motivated. In
addition, job title and content are important bases for comparison employees in status in
the organization, power and appropriate compensation . There are various strategies for
designing individual jobs. The responsibility for designing work and work systems is
needed to fulfill an assessment of the skills, knowledge and abilities required by the
current and future organization and as a consideration for dealing with the technology that
may exist in the future. An important component in HRM planning is anticipating changes
in the organizational environment. The work system needs to be constantly assessed and
evaluated to ensure that the organization has assigned job duties and responsibilities that
contribute to the achievement of organizational goals.
 Initially the approach to work system design focused on the work of individual
employees. In the late 19th and early 20th centuries, industrial engineers defined work
systems for very limited tasks, giving rise to the term job specialization. This system seeks
to introduce efficiency in industrial operations by enabling workers to specialize in certain
tasks and attain a high level of competence in their jobs. Jobs that have a number of tasks
that require little thought but precise execution. Unsurprisingly, despite these efforts to
simplify, job specialization brings efficiency, it also creates tedious and monotonous work
for workers.
Because workers feel not compelled to go beyond their work which is mostly done
like a robotic function, they are consequently unable to contribute to the organization in a
meaningful way. This does not mean that job specialization is inappropriate or does not
work. In fact United Parcel Service uses job specialization techniques extensively. Job
specialization is a strategy for designing work systems in organizations that require a high
level of efficiency and minimal costs to compete effectively. This strategy is also suitable
for organizations that employ workers who do not want to grow and challenge their
careers.
Initial efforts to eliminate boredom and design jobs that are more stimulating for
employees, namely focusing on giving assignments outside the field they were previously
used to.
1. Job enlargement provides some variety by increasing the number of tasks,
activities, or jobs to help relieve job boredom.
2. job rotation, where workers are rotated in different positions within the
organization.
Both techniques for creating job designs involve giving employees a variety of
assignments. However, although this approach adds a variety of tasks it does not give the
employee more responsibility. This does not mean that efforts to provide or allow workers
to perform additional tasks are useless. Employees perceive that responsibility for
additional tasks can familiarize them with the organization's production chain and they
gain a greater appreciation of how their job specialization contributes to the overall
organization.
Several studies have proven the success of job enlargement and job rotation based on
significant improvements in product quality and reduced idle time. Job rotation has
become popular in recent years as a key tool by which employees are developed through
different rules and functions in organizations. This is especially true for HR professionals.
So that HR becomes a real strategic partner. The HR executive must fully understand, not
only the functional aspects of HRM but also the nature of the organization's business. One
of the best ways to gain this understanding is to work in an organization outside the
division for HR functions. Ironically in recent years HR has developed employee rotation
programs across functions such as finance, marketing, operations and accounting, this has
given us a better understanding of the entire organization and an appreciation of how
individual functions contribute to overall strategy. HR executives are usually not part of
these programs because of the “traditional” administrative rules they adhere to. In
 participating in the success of the organization at a high level. HR executives must help
themselves learn about the business by actually participating in and learning about the
entire organization and its various units. Until they do that they cannot contribute to the
organization as a strategic partner.
Job enrichment initiatives to go beyond assignments by adding assignments to
employees' jobs. Job enrichment includes increasing the number of employee
responsibilities. Jobs are designed so that employees have significant responsibility for
their jobs. In some cases employees are becoming more accountable for their performance
because of the responsibility for quality and productivity previously assigned by
supervisors to employees.
This process defines what is what used to be the responsibility of the supervisor is
now the responsibility of the employee or what is often referred to as vertical loading. The
job characteristics model shows that the five core characteristics can have an impact on
certain psychological conditions of employees which will have an impact on work results
related to absenteeism and low employee turnover.

Job Characteristic Models

In Simamora, (2004: 129) job characteristics models (Job characteristics models) is an

approach to job enrichment (job enrichment). Job enrichment programs seek to design jobs in
a way that helps incumbents satisfy their needs for growth, recognition, and responsibility.
Job enrichment adds a source of satisfaction to the job. This method increases responsibility,
autonomy, and control. Adding these elements to jobs is sometimes called vertical job
loading. Job enrichment itself is one of the job design techniques. in Samuel, (2003: 75) it is
said that the classic approach to job design proposed by Hackman and Oldham (1980) is
known as the theory of job characteristics (job characteristics theory).
 According to this theory of job characteristics, a job can give birth to three psychological
states in an employee, namely experiencing the meaning of work, taking responsibility for
work results, and knowledge of work results. Finally, these three psychological conditions
will affect internal work motivation, quality of performance, job satisfaction, absenteeism and
employee turnover. This critical psychological state is influenced by the core dimensions of a
job consisting of diversity of skills, task identity, task significance, task autonomy and
feedback.
According to Munandar (2001: 357) there are five intrinsic characteristics of work that show
a relationship with job satisfaction for various kinds of work. The five intrinsic characteristics
are as follows.
1. Diversity of skills (skill variety)
The number of skills required to do the job. The more variety of skills used, the less
boring the job.
2. Identity Task (task identity)
The degree to which the completion of the work as a whole can be seen as a result and
can be recognized as a result of one's performance. Tasks that are perceived as part of
a larger job and which are perceived as not a separate complement cause a feeling of
dissatisfaction.
3. Tasks that are important (task significance)
The degree to which work has a significant impact on the lives of other people,
whether that person is a co-worker in the same company or other people in the
surrounding environment. If the task is felt important and meaningful by the
workforce, then he tends to have job satisfaction.
4. Autonomy
The degree of freedom of the work holder, who has the sense of independence and
discretion necessary to schedule work and decide what procedures will be used to
complete it. Jobs that provide freedom, independence and opportunities to make
decisions will lead to job satisfaction more quickly.
5. Feedback
The level of performance of work activities in obtaining information about the
effectiveness of its activities. Providing feedback on work helps increase satisfaction
levels.

B. What Workers Need

Work system design must also consider what workers need and want in completing
their job responsibilities. Of course, all workers do not work for the same reasons, nor do
they expect anything from their jobs. Employers must consider several important universal
considerations in designing work systems to ensure that workers are motivated, productive
and happy.
The first consideration is the changing demographics and lifestyle of the labor market.
There are important differences in the composition of the 21st century workforce. There is
no majority view that men are considered the breadwinners in the family. The fact that in
America men make up only fifty percent of the total US workforce, organizations must
recognize that workers no longer have common needs. Employees expect their employer
to understand their needs and value the employee as an individual. Employee needs vary
greatly in terms of age, gender, race, religion, psychological ability, sexual orientation,
and family and marital status. In top performance, employees must be free from bias in
hiring, treatment, performance management, compensation, and progress of decisions and
programs. Differences in the needs of workers create important challenges in the
allocation of work within the organization.
Organizations must also pay more attention to employees' needs for work life balance.
All employees, especially young employees, have lower loyalty to the company than their
previous generations. Companies that design work systems that do not allow employees to
have their balance will have less commitment to the organization, suffer from burnout and
lower their performance. An increasing number of employers are setting up stress
management and psychological health and wellness programs and contracting outside
employees as program assistants to ensure that employees are able to maintain balance in
their life activities. Too many costs can be avoided through the development of work
systems that are strategically designed to allow employees to have the right balance in
their life activities and can be the key to good performance .
The third consideration is determining what employees want is ensuring that they
have some kind of statement or voice. Workers with higher skills and training do not
expect micromanagement. They hope to use their training and experience to contribute to
the organization, and they hope the organization listens to their wishes. Employees are not
only motivated but the organization too leverage their capabilities by encouraging
employees to engage in work-related issues. Work systems create employee satisfaction
because they contribute with their perspective and expertise .
The last consideration is a work system that pays attention to K3 (occupational health
and safety). The acts are mostly aimed at the liability of employers in occupational
accidents and diseases arising on the job. Work systems and jobs must be designed to be
consistent with the psychological capabilities of employees and allow them to perform
work without undue risk .
Factors Influencing Job Design
1. Individual
Individuals have different attitudes, traits, characters, views, perceptions, social
culture, different norms for each the individual inside the same organization.The role
of the individual in the organization is as important as the job so HR become the focus
of attention of managers.
2. Technology Which used
Technology impacts job design. The type of work, the tools used, the layout, and the
techniques for producing output are the constraints hinder the smooth running of
work.
3. Cost or Budget
 Budget is a crucial variable in every organization. Management must stand from side
economical organization. Source Power Which representative, must planned as the
beginning of organizational success. Management must in a manner continuously
aligning job design benefits with consideration cost.
4. Structure Organization
The organizational structure is indeed very influential on the success of the design
work.
5. Variable Internals
a. Management is responsible to the organization in a manner as a whole, a
responsibility that often requires Management deals with various interested
parties balance conflicting demands. For To sustain the organization,
management must strive for relationships between interested parties remains in
balance in the short term nor length.
b. Employee In almost all organizations, the nature of the workforce is changed, part
Because factor demographics. Factor This will change shift interests
consumption, product, cost, And marketing Because pertaining to changing
market segments. Manage employees.
c. Stakeholders The structures governing large public organizations make this
possible shareholders to influence voting rights.
d. Union Worker If the organization only thinks about its own interests and regard
employees or labor unions as objects of production organizational effectiveness
goals will be hampered. Currently union only having an employee committee
status becomes more organizational solid by carrying the essential interests of
rights and obligations actually employees. Thus, employees do not feel worry and
fear because there is a guarantee of protection on the job they.

C. How Jos Interface with Other Jobs

The final component in job design is understanding how an individual's job might be
related to other jobs and how the individual's job could or should be related to other jobs.
There are three traditional types of task relatedness: pooled, sequintal and reciprocal.
Pooled is where individual workers can work independently of each other in carrying out
their duties but use some coordination in their activities, an example is a bank officer.
Sequintal refers to work that flows from one individual to another, where one
individual depends on the timely completion of quality work from colleagues. Assembly
workers use this method. The output of one worker becomes input for another worker.
Reciprocal occurs when the flow of work is not linear (as in a sequintal) but random.
Employees can process work so that the flow is not always predictable and often
spontaneous according to immediate situations. Members of the basketball team use
Reciprocal, like a department in a hospital. Employees must be flexible and as a team,
with shared responsibilities.
 II. REDESIGN OF THE WORK SYSTEM
Work system redesign describes one of the general changes that exist in organizations
from an HR perspective. Traditional work systems that emphasize individual work are
specialized and hierarchical hinder organization and hinder performance. Current and
future work systems are becoming more widespread and emphasizing job design not only
technical measures but also strategic choices made by management.
Although decision makers can take a broader, more comprehensive approach to
redesign, the minds of individuals usually influence their work. This is not to say
employees are not concerned about larger, systemic organizational-type changes,
individuals do understand and have the greatest concern about changes that directly impact
their careers and livelihoods. Many of the most significant change initiatives undertaken in
contemporary organizations involve job design, particularly, what workers do, what
resources workers provide and need in the long term, how jobs interface with one another,
and skill requirements. This change can be accomplished in a number of ways, most
notably reengineering. The bottom line is that employees' jobs are changing more rapidly
than they have ever done before, especially considering how information processing
technology is affecting the nature of work.
The trend of reengineering has resulted in many fundamental changes in the way in
which work is done. unnecessary activities that do not add value are eliminated; Tasks that
are outsourced; consolidation work; and divisions that were restructured in the interest of
increasing efficiency and improving performance. These efforts often result in cross-
functional establishments that have a very high potential for conflict as areas of
responsibility are redefined and positions are eliminated. This also has an impact on
employee motivation and morale. Therefore management must consider and plan for the
impact in advance of implementation. Employees who have been raised in individualist
cultures need training to become effective team members. In some cases, teams function
more effectively than individuals. Even though teams are becoming more prevalent,
organizations still have to strive to be more effective.

III. REDESIGN STRATEGY IN IMPLEMENTATION

Outsourcing and Offshoring
Development of organizational strategy including, assessment of the strengths and
weaknesses of the organization. This process adds to the power of senior management to
consider how best to influence strengths and minimize weaknesses. Often the result is a
decision to outsource some of the work done by employees in-house
a. Outsourcing relates to contracting with other organizations that are not related to
the company's main activities to work on specialist work that can do the job more
effectively, often at less than the cost of the organization to do work like in-house.
Technology support is sometimes outsourced because it will cost a lot if the
company has to take care of it themselves. Training and capital investment in this
case provide limited benefits due to changes in the information technology itself.
These things are best outsourced, usually at a lower cost to the organization
 Profit
In particular, outsourcing HR is for transactional and administrative tasks,
such as payroll and administrative benefits, so that HR staff can focus more on
strategic issues. It must also be noted how this can bring maximum performance
and also from a legal perspective, it may also have an impact on employees who
may lose their jobs.

b. Offshoring is a term used to describe the relocation of a business from one country
to another. Usually, relocation occurs to take advantage of operational cost
savings, enjoy a more favorable tax situation, or both. In some cases, offshoring
efforts do not involve relocating the entire business, but strategically placing
certain departments or functions in international locations, while maintaining a
presence in the home country. In some places, offshoring does not refer to the
relocation of businesses per se, but to the relocation of selected functions within
the corporate structure.
Advantages and disadvantages
Offshoring
Profit
• Cost savings
• Extend working day up to 24 hours (continuously)
Loss
• Loss of domestic jobs
• Transfer of technical knowledge
• Demoralization
• Public image/loyalty issues
For example, a textile company based in the United States of England may
choose to keep the company's headquarters in its home country while building
facilities in a country that offers tax incentives and the promise of a cheaper labor
force. After the new facility was set up and produced goods for sale, the domestic
plants were gradually phased out and sold. The business benefits from reduced
production costs and the possibility of obtaining some tax advantages while
maintaining a network of sales offices and corporate headquarters in-house,
allowing for also the enjoyment of the tax benefits that may be available to a
domestically based company. The benefits that offshoring generates will vary
from one situation to another. The scope of the operations involved will often
dictate the scope of benefits that new host countries are willing to extend in return
for the promise of more jobs for their citizens.
Taking into account any employment laws that will impact the type of
remuneration that can be offered will be very important when considering
 offshoring solutions. For many businesses, this approach is feasible and will save
money in the long run. Accurately projecting savings and allowing for any new
expenses that may result from arrangements, such as import and export taxes, will
make it easier for a company to determine whether this move is in the best interest
of the business over the long term.

IV. IMPLICATIONS OF HUMAN RESOURCE MANAGEMENT IN

INTERNATIONAL MERGERS, ACQUISITIONS
In this article, we explain the basic aspects of international mergers, acquisitions, and
international joint ventures, or better known as international joint ventures, which are most
relevant to Human Resource Management. We achieved this by reviewing the existing
literature on the topic. Given the focus of this chapter, we review international mergers,
acquisitions and joint ventures. First, we will explain the basic issues related to international
mergers, acquisitions and joint ventures. And the second is to describe the issues of
international mergers, acquisitions and joint ventures in 3 countries.

a. Theoritical review

Mergers

According to experts, mergers and acquisitions are about combining a company with another
different company to produce a new company, including by way of mergers or acquisitions.
Merger is one of the strategies taken by the company to develop and grow the company.
Merger itself comes from the Latin word "mergere" which means to join together, unite,
combine and cause a loss of identity because something is absorbed or swallowed. So in other
words, a merger can be defined as a merger of two or more companies

then there is only one company that survives as a legal entity, while the others stop their
activities or can be said to be disbanded. In a merger, companies combine and share their
resources to achieve a common goal. The shareholders of the combining companies often
remain in the position of co-owners of the combined entities.

According to Gitman, there are four types of Merger models (Gitman, 2003, p.717), namely
horizontal mergers, vertical mergers, congeneric mergers, and conglomerate mergers.

Merger models

a. Horizontal: Mergers occur when two or more companies engaged in the same industry join
to expand the marketing area, increase distribution channels, increase production, and sales
methods.

b. Vertical: Mergers occur when a company acquires a supplier or customer company with
the aim of expanding the marketing area, increasing distribution channels, increasing
production, and selling methods
c. Congeneric: Mergers occur when companies are in the same industry but not in the same
line of business as their suppliers or customers. The advantage is that companies can use the
same sales and distribution.

d. Conglomerate: Merger occurs when companies that are not related to business merge.
Conglomeration is not only a merger that is horizontal or vertical, but both. So merge into a
strong company. The advantage is that it can reduce risk. (Gitman, 2003, p.717).

b. Acquisition

While Acquisition comes from the word "acquisitio" (Latin) and "acquisition" (English), the
literal meaning of acquisition is to buy or obtain something/object

to be added to something/object that has been previously owned. According to PSAK No. 2
paragraph 08 of 1999: "Acquisition (acquisition) is a business combination in which one
company, namely the acquirer (acquirer) obtains control over the net assets and operations of
the company being acquired (acquiree), by providing certain assets, recognizing an
obligation, or issuing shares ”. In the implementation of mergers and acquisitions there is a
condition that supports earnings management actions carried out by the acquiring company.
In a situation where the acquiring company wants to carry out mergers and acquisitions by
way of payment through shares, the management of the acquiring company tends to try to
increase the value of its company's profits. The aim is to show the company's earnings power
in addition to attracting the interest of the target company to make acquisitions as well as to
increase the company's stock price (Lani and Sulaimin, 2009).

Acquisition Models:

According to Munir Fuady (2014: 89) there are 4 types of acquisitions, the first are horizontal
acquisitions, vertical acquisitions, congeneric acquisitions, and conglomerate acquisitions.

a. Horizontal Acquisition: acquisition between a company or person with one or more other
companies where the two companies have the same two business fields.

b. Vertical Acquisition: acquisition between a company or a person with one or more other
companies where the two companies are still in one production chain.

c. Congeneric Acquisition: acquisition between a company or a person with one or more

other companies where the two companies are related, but not of the same product.

d. Conglomerate Acquisition: an acquisition between two or more companies whose

businesses are completely unrelated.

Company Mergers in China

The largest telecommunications company in China, namely NTT Docomo, joined or merged
with a telecommunications company in India, namely Tata Telecommunications, NTT
Docomo bought an 85% stake from Tata Telecommunications to create a leading
telecommunications company in China. NTT Docomo will retain most of the employees from
Tata Telecommunications. In order to improve NTT Docomo's performance in China, we
will retain most of the workers at Tata Telecommunication to increase work efficiency and
improve company performance, said CEO of NTT Docomo, Li Xueping. In addition, NTT
Docomo, if NTT Docomo merges with Tata Telecommunications, will become the largest
telecommunications company in China. It is hoped that later with the merger, NTT Docomo
and Tata Telecommunications can earn a profit of US$ 125 million by selling starter cards for
4G-based mobile phones

V. THE IMPACT OF TECHNOLOGICAL DEVELOPMENT

Indonesia is a country with a very complex technological background. Basically, Indonesia is

a developing country. Therefore, existing technology in Indonesia can help develop human
resources and produce quality products. For technology to improve human resources in
people's daily life. In people's lives, the role of technology is very important, it can even
affect the current lifestyle. This shows that technology is developing rapidly and can make a
very significant contribution. The technology commonly used by the local community is
information and communication technology, including mobile phones. As such, mobile
phones are the basis for helping people know and understand each other every day. In the
sense of the sentence above, cellphones can help people build quality human resources. On
the other hand, misused information and communication technology affects the quality of
technology at a minimum to form quality human resources. This means that the low human
resources caused by a lack of knowledge and information technology.

The purpose of advanced technology is to create conditions that are favorable for human
activity, to produce quality products, to assist the development process in accordance with the
needs of human life that can use technology correctly and correctly. So, from various
complex technologies, there must be positive and negative impacts on the use of technology.
Examples of the positive impacts of technology are: helping improve human resources
(gaining knowledge), gathering accurate and broader information. And can make a big
contribution.

Meanwhile, an example of the negative impact of technology is the excessive use of cell
phones. From various sources of knowledge and information, many people misuse mobile
phones, for example during working hours, not concentrating on work or skipping work,
disturbing other people's activities and having difficulty giving other people's opinions
without paying attention to the right words or phrases. so it can be detrimental to people and
the negative impact of technology on business is that the higher the level of technology in a
business, the business no longer needs as many employees as it can make.

Technology and unemployment are rising. So from some experience I conclude that in
modern times it is important to increase human resources, so the higher the level of
technology, the more you can rely on human resources, and the lower the unemployment rate.
As we enter society, the problem is no longer theoretical but how do we find methods to
make the applications we use socially acceptable?
VI. LABOR SUPERVISION AND MONITORING E-HR, SOCIAL, NETWORKING

Every organization, especially companies, requires real data from every level of management.
The data is compiled and managed in an information system. One of the most important
information systems in companies is the Human Resources Information System
(SISDM/HRIS).

HRIS definition
The Human Resources Information System (HRIS) is a computer application program that
organizes HR management and management in companies to support the decision-making
process or commonly known as the Decision Support System by providing the necessary
information.

Understanding according to wikipedia.com, what is meant by HRIS is a form of

intersection/meeting between the fields of human resource management (HRM) and
information technology. This system combines HRM as a discipline that primarily applies
information technology to HRM activities such as planning, and compiles a data processing
system in a series of steps that are standardized and summarized in enterprise resource
planning (ERP) applications. ). Overall the ERP system aims to integrate information
obtained from different applications into a database system that is universal. The linkage of
the financial calculation module and the HRM module through the same database is a very
important thing that distinguishes it from other forms of applications that have been made
before, making this application more flexible but also more rigid with its rules.

The characteristics of the information prepared in the Human Resource Information System
are:
• Timely (on time)
• Accurate (accurate)
• Concise (brief)
• Relevant (relevant)
• Complete (complete)
Managers in a company need information that has the above characteristics in order to make
a decision (a decision making).
HRIS function
The HRIS function has four main activities, namely:
1. Recruiting and Hiring. HR helps accept new employees into the company. HR keeps
abreast of the latest developments in government regulations affecting employment practices
and advises management on appropriate policies.
2. Education and Training. During the period of one's employment, HR can organize various
education and training programs needed to increase the employee's work knowledge and
skills. Data Management. SDM maintains a database related to employees and processes this
data to meet the information needs of users. Termination and Administration of Benefits. As
long as a person is employed by the company they receive a benefits package. After
termination, SDM administers the company's pension plan for eligible former employees.
A. HRIS models
The HRIS model can be seen from Input, Process and Output.
HRIS INPUT consists of 3 subsystems :
1. .SIA (Accounting Information System). SIA provides accounting data for HRIS so that the
database contains a complete picture of both financial and non-financial personnel resources.
2. Human Resources Research. Serves to collect data through a special research project.
Examples: Succession Research (succession Study), Job Analysis and Evaluation (Job
Analysis and Evaluation), Grievance Studies (Grievance Studies).
3. Human Resources Intelligence. Serves to collect data related to human resources from the
corporate environment which includes:
Government Intelligence.
Supplier Intelligence
Trade Union Intelligence
Global Community Intelligence.
Financial Society Intelligence.
Competitor Intelligence.

HRIS OUTPUT consists of 6 subsystems, namely:

Work Planning Subsystem.

Recruitment Subsystem.
Workforce Management Subsystem.
Benefits Subsystem.
Benefits Subsystem.
Environmental Reporting Subsystem
HRD (Human Resource Department)
The Human Resources Department is responsible for managing human resources in an
organization. The ideal management of human resources in an organization has 8 aspects,
namely:

• Selection and Recruitment. Responsible for responding to employee needs through

recruitment of employees to the placement of new employees in the right positions. We
believe, in order to carry out its functions properly (putting the right people in the right
positions), this function usually already has a success profile as a reference that helps select
suitable candidates. As for the selection method, it usually varies widely, ranging from
psychological tests, interviews, skill tests, references and assessment centers.
• Training and Development (Training and Development). Namely the function that
maintains the quality of human resources in the organization through various training,
education and development activities as an effort to improve work capabilities and skills.
This activity can be carried out internally or externally.
• Compensation and Benefits. Serves to develop strategies to implementation of all
compensation received to employees referring to market conditions.
• Performance Management (Performance Management). It is an effort to monitor the gap
between expected performance standards and the actual performance shown. The
performance management pillar is responsible for designing the system to the implementation
of employee performance appraisals in accordance with the objectives that must be achieved
by the organization.
• Career Planning (Career Planning). Responsible for management, planning and career paths
for all members of the organization. This function answers that every employee has a career
path according to the duties, responsibilities and competencies they have. Referring to long-
term conditions, each employee's career will be determined by the work group in which each
employee works (vertical path), but taking into account the size of each organization, career
crossings from each group are unavoidable (cross-functional career path) or even moving
from one group to another (horizontal carrier path).
Employee Relations. Serves as internal PR for every employee's need for information,
company policies and regulations. This function is also important for obtaining input from
employees regarding various aspects of the organization.
• Separation Management. This is the function that manages all termination of employment in
many organizations due to normal separation (retirement, expiration of the contract period, or
death), forced separation (indiscipline, etc.), or early retirement (retirement ahead of time).
• Administration and HRIS personnel. Commonly known as Personnel or Staffing is a
function that supports the implementation of other HR functions. In general, this function is
responsible for the Employee Database, Payroll and other benefit payments, employee loans,
attendance, and annual leave records.
Each of these pillars will support the performance of the HR function within the organization
to be able to produce quality human resources to answer the business needs of the
organization.

Conclusion:
The Human Resource Information System (HRIS) is a computer-based system that functions
to organize, analyze and manage human resources in order to obtain the right information for
decision making. In its activities, HRIS manages and runs the HR administration system
starting from recruitment and acceptance, education and training, data management to
dismissal and administration of benefits. Whereas in its application, there is an HRIS model
which includes input subsystems (in the form of SIA, HR Research and HR Intelligence), as
well as Output (in the form of Work Planning, Recruitment, Workforce Management,
Allowances, Benefits and Environmental Reporting Subsystems).
In its implementation, HRIS activities are carried out by the HRD (Human Resources
Department), namely managing Selection and Recruitment, Training and Development,
Compensation and Benefits, Performance Management, Career Planning, Employee
Relations, Separation Management, and Personnel Administration and HRIS.

VI. HR ISSUES AND CHALLENGES ASSOCIATED WITH TECHNOLOGY.

It is undeniable that one of the business objectives is closely related to how the organization
dominates the market. In line with competitive advantage theory from Michael Porter said
that competitive advantage comes from the company's ability to utilize its internal strengths
to respond to external environmental opportunities while avoiding external threats and
internal weaknesses. (Rita, 2019). Being adaptive and sensitive to environmental conditions
is important in order to remain substance and profit.
Environmental changes that have occurred recently are inseparable from technological
developments. We can see that the industrial era has now entered the industrial era 4.0 which
is closely related to the internet. Even now there are many Artificial Intelligence (AI) that are
used to help human work. Like the automatic car technology from Tesla. We as users don't
have to bother driving anymore, because that can already be done with AI technology. Or
even for restaurant servers, restaurant owners don't need to bother recruiting people to
provide services, cashiers, and don't need to teach how to serve customers because this can
already be replaced with robotic waiters. From a business standpoint, the presence of AI
greatly influences costs and profits. The presence of technology also greatly influences the
internal conditions of the organization, starting from the supply chain system, production,
quality, finance, audit, promotion, marketing, sales and customer service. This change will
also have a significant impact on the HR management system.(Pella, 2021)
In the process of HR management or Human capital management (HCM) is divided into
two functions. The first function is a managerial function, and the second function is
operational. In the narrative explained by Rivai & Sagala (2009)that Managerial functions
include planning, organizing, directing and controlling. While the operational functions
include manpower supply, development, compensation, integration, maintenance and
termination of employment. Technological influences also affect the operations carried out.
According to Pella (2021), there are several characteristics of HCM 4.0, namely:
a. The HCM 4.0 system already has local, regional and global interaction capabilities.
b. The HCM 4.0 system has systems and resources managed using optimized
applications
 c. The HCM 4.0 system has a "smart human resource" function that supports fast
business decision making due to the optimization of people analytic and people
predictive capabilities.
d. The HCM 4.0 system is able to realize a new business model in managing the
structure and status of staff.
e. The HCM 4.0 system is able to accommodate work arrangements that meet the
personal needs of employees according to their conditions.
f. The HCM 4.0 system is able to reflect sensitive service and reward arrangements and
meet employee personal preferences according to needs
g. The HCM 4.0 system should be able to produce various practical innovations made
possible by technology so that employees have a better work-life balance (better
work/life balance).
h. The HCM 4.0 system has a much higher interactive function, between employees, HR
managers and management, especially regarding information, communication, various
ideas, all efforts to increase employee satisfaction and engagement.
Technological developments also affect the way employees work in organizations. For
example, when Indonesia is experiencing a pandemic where everyone has limited space for
movement, they need to optimize the technology to meet online. Maybe some jobs can't just
be done online, but many can be optimized online. Even going online can cut the travel time
needed by employees so that the energy that is usually expended when mobilizing can be
channeled into other things. So if it is related to the HCM function in measuring employee
performance in terms of the discipline of incoming and outgoing hours it becomes less
relevant and needs to be replaced with other indicators, for example based on the accuracy of
tasks completed.
The survey conducted by the Ken Blanchard company (2022)contains several focuses.
Among them:
a. Having enough capacity and resources to meet the needs of workforce development
b. Reducing turnover and attrition
c. Improving engagement and experience
d. Developing culture despite shifts to hybrid work arrangements
The HR or HCM function has also optimized the use of technology that is AI. For
example, when HR is sorting incoming CVs, HR will usually look at them one by one until
there are several suitable CVs, and that sometimes takes a long time. This process can take up
to 1 hour to 1 day according to the number of curated CVs. But with the presence of a
technology called ATS (Applicant Tracking System) this process can be done in just seconds.
This means that we can do quite a long time efficiency for the CV sorting process only. Then
for the interview process, we can do the interview process online. This is quite beneficial in
finding talent within a very wide radius without the need to think about accommodation or
distance considerations for prospective employees. and in HR operational processes can also
optimize integrated technology. As for evaluating employee performance, HR can
immediately view or conduct an assessment using only a smartphone.
 But besides all that, the important challenge is how to prepare human resources to be
ready for the changes that occur. The role of HR is to create a strategy to optimally improve
the competence of the organization according to environmental needs. Starting from
rearranging the competency matrix, analysis of competency gaps to competency gap
fulfillment.
VII. UNDERSTANDING CHANGES IN THE GLOBAL ERA.
The ever-evolving Industrial Revolution is inseparable from technological developments
that affect business processes. The industrial revolution 1.0 was marked by the use of
machines and muscles in the production process. The industrial revolution 2.0 is
characterized by an integrated production process between raw materials and energy sources
to produce mass production. Then the industrial revolution 3.0 emerged when the use of
programmed machines, mechanical and electronic technology was used in the production
process so as to speed up the production process and minimize costs incurred. Furthermore,
the current industrial revolution 4.0 stems from the development of internet technology which
affects the production process. (Pella, 2021)The presence of the internet removes the distance
limit in interactions that change the political, economic, social, cultural, industrial and
business order.
The industrial era 4.0 changed the lifestyle of the community, employees and industry.
This change must be taken seriously by the state, industry, organization or employee as an
individual. This is important because if you can't keep up with the changes, it will cause you
to be left behind, irrelevant and not even needed for a new world economy. These changes
affect the supply chain system, production, quality, finance, audit, promotion, marketing,
sales, and customer service. This change will also have a significant impact on the HR
management system.
This pattern of change that is happening needs to be taken seriously. For example, the
largest telecommunication company at that time was NOKIA. NOKIA CEO Stephen Elop
"We didn't do anything wrong, but suddenly we couldn't compete and became extinct.".
Nokia was left out of the market by the emergence of Google's Android and Apple's IOS
(Pasaribu & Widjaja, 2022). Nokia's failure was allegedly due to their delay in adapting to
technological changes. Logically, it is also impossible for Nokia, which at that time occupied
the top position in the market, to drop drastically. They failed to provide Nokia user
complacency or satisfaction when Android and IOS technology developed, even though they
tried to collaborate with Microsoft, but the delay caused them to not be able to catch up with
Android and IOS at that time (Akhmad, 2022). This also applies to the transportation
business. Bluebird, which at that time was victorious with the transportation service business,
lost to newcomers such as GOJEK and GRAB. Even though the adaptation process was quite
late, it was not destroyed, even though now it does not control the majority of the market
share. Therefore adaptive is the most necessary thing for a company to exist.
Apart from changes due to the Industry 4.0 revolution, the industrial situation is also
facing VUCA. At first the VUCA was identified by the US Army College in 1998 to oversee
international security intelligence. The business world which often faces a turbulent external
environment also adopts external environmental monitoring with the VUCA concept
(Pasaribu & Widjaja, 2022). VUCA itself is an acronym that is
A. Vocality : Big change at high speed. Such as fluctuations in product prices when
there is a cataclysmic natural disaster that disrupts supply;
B. Uncertainty : Difficult to predict, not easy to understand, such as competitors
delaying the launch of product innovations so that company readiness wastes time
and costs.
C. Complexity : Many influencing factors, causes and effects are unclear, many new
directions, such as companies doing business in many countries and facing various
kinds of public policies, tariffs and cultures that are difficult to handle.
D. Ambiguity : reality is blurred and many factors are confusing, such as different
emerging markets and having different and difficult to understand characteristics .
Therefore, in order to remain sustainable and profitable, companies need to carry out
appropriate strategic management so that they can face the challenges of VUCA. According
to Saleh & Watson (in (Pasaribu & Widjaja: 2022) companies can achieve business
excellence by implementing BEVUCA (Business Excellent Vocality, Uncertainty,
Complexity, Ambiguity) there are 12 key success factors (KSF) to manage business in FUCA
conditions which are divided into in 3 dimensions, namely;
a) Leadership reliability; 1) adaptable leadership, 2) leadership with an ethical
perspective, 3) having a platform with vision, 4) directing the organization to adapt
easily, 5) caring for stakeholders
b) Effective strategies: 6) contain innovation and creativity, 7) dynamic planning, 8)
adaptive KPIs, 9) change management, 10) restructuring
c) Human resources: 11) flexible HR policy, 12) Development.

VIII. MANAGING CHANGES.

A. Change Management

This VUCA phenomenon is a phenomenon that cannot be avoided for every organization.
In order to maintain the existence of the organization, it is necessary for the organization to
adapt quickly. The role of change management is what makes the organization adaptive.
Change management is important to drive success in managing business change in a
sustainable manner.

According to Potts & LaMarsh (Thabroni, 2022). Change management is a process of

systematically applying the necessary knowledge, tools and resources to affect change in the
people who will be affected by the process. the same thing was also explained by Wibowo
(Prawiro, 2020), the notion of change management is a systematic process of applying the
knowledge, tools, and resources needed to affect change in people who will be affected by
the change process. Even Fred Nickols (Prawiro, 2020)explained further that change
management can be divided into three, including:
 a. Change management is the task of managing changes that will be carried out, both
planned changes and unplanned changes.
b. Change management is a professional area of practice, where practitioners in the field
of change management are called Agents of change .
c. Change management is a science which consists of models, methods, techniques,
tools, and skills, which are then used as a basis for organizational change practices.

B. Stages of Change Management

In implementing change management, there are several steps that need to be carried
out. According to Tampubulon, (2019)there are several stages in change management ;
a. First stage: Identification of changes. At this stage, a person or group needs to know
what changes are needed or what changes need to be made to have an optimal impact
on the organization.
b. The second stage: planning change. At this stage should be analyzed regarding
technical situational diagnostics, selection of general strategies, and selection. In this
process it is necessary to consider the existence of supporting factors so that changes
can occur properly
c. Third Stage: Implementation of changes. At this stage, the organization implements
the change plan that has been prepared. If you use the Lewin model, the processes
involved are unfreezing (recognizing the need for change), changing (trying to create
new conditions), and refreezing (combining, creating and maintaining changes).
d. Fourth stage: evaluation or feedback. In practice it will there are things that need to be
fixed. From things that become corrections, they will be returned to stage 1 for the
repair process.

More broadly, Kotter (Aradea, Yuliana, & Himawan, 2010)divides the change process
into eight stages including:

a. Build a sense of urgency: Conduct market research on how important the change
should be and analyze it.
b. Creating a guiding coalition : Finding or creating a group that is able to help make the
changes to be made successful that are able to have an impact on the surroundings.
c. Develop vision and strategy: Clarify how the vision and mission can be applied into
action.
d. Communicating the vision of change: Conducting socialization of the VISION -
MISSION of change to all employees in the organization so that everyone in it is able
to be aware and understand the reasons why changing the existing vision.
e. Empower employees for broad actions: Optimizing resources in the form of reliable
employees to expedite the change process or even to minimize obstacles that will be
seen in the future.
f. Producing short-term wins: VISION, MISSION or goals that have been made, need to
be made or reduced to small goals .
 g. Consolidate profits and produce more changes: Always make improvements to each
process to produce an effective and efficient process. This also affects the cost and
profit generated.
h. Reaching new approaches in culture: In the process of implementing organizational
culture, there are many things that really need to be improved. Especially in dealing
with VUCA, organizations also need to be proficient in carrying out updates that are
adapted to environmental conditions.

In change management, there are 3 points that are the focus of change management,
including (Lauer, 2021):

a) Individuals: They form the smallest social elements of organizations. Without their
active participation, change in companies is not possible. Change management in
relation to individuals means not only adapting skills to new challenges, but also
promoting the necessary positive attitude towards the goals of change and
participation in it.
b) Corporate structures: They include the formal structural and process organization as
well as strategies and resources. Their change is basically simple on paper, but the
informal structures, which tend to develop over the long term and through evolution,
often resist these changes.
c) Corporate culture: These permanent, rather informal structures, which are responsible
for attitudes, values, and informal rules of behavior, are called corporate culture and
are largely independent of the individual. A change only on an individual and
structural level without the involvement of the corporate culture is often fraught with
considerable problems or even doomed to complete failure.

These three points cannot be ignored or carried out separately. These three points need to
be done at the same time.
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