Kelompok 4

1.Dediek Tri Kurniawan - 1606938095

2.Dini Dwi Rahmatinah 1606850734
3.Kania Mulyono 1606851081
4.Maharani Putri Sekar N 1606851182
5.Muhammad Naufal Makarim 1606938555
6.Sari Pratiwi - 1606938851
7.Yunita Sulistyani - 1606939002
 OVERVIEW
Job Analysis and The Talent Management Process

Personnel Planning and Recruiting

Employee Testing and Selection

Training and Developing Employees

Study Case
Job Analysis and The Talent Management Process
 Talent Management Process

Penghargaan,
Kompensasi Merancang Pool
Posisi yang akan disaring

Penilaian Formulir Aplikasi

Offering

Orientasi, Pelatihan, Seleksi

Pengembangan
 Human
Require
ments

Job Work
Context Activities

Job
Analysist

Standar Human
Kinerja Behaviour

Job Analysist Perleng

kapan
tujuan? Job analysis

Job description &

Job spesification

Recruiting & Selection EE0 Performance Job Evaluation Training

Decision Compliance Appraisals Salary & Wage decisions Requirements
 How will
Background
information be information
used?

Tahap-
Tahap Collect and Representative

Job analyze data positions

Analysis
Job description
Verify and
specification
 Methods for collecting job analysis

Interview Quitionaire Observation more

Writing Job Description
Job
Identification

Job summary

Responsibilities
and duties

Standard of
Performance

Working
conditions

Job
spesification
 Writing Job Spesification

Specification for trained Vs untrained personnel

Specification based on Judgment

Specification based on Statistical Analysis

Using Task Statemen

Trainned vs Untrainned Personel
Fresh Graduate / Inexperience

SUMPAH,
SAYA BENER2 NE
BISA
PAK ANAK!..
DARITADI
DIAJARAIN
APA NE SICH.. GAK
GUE GAK NGERTI2
SAYA
BISA
NGERTI..
PAK

SAYA
BISA
PAK
 Spesifikasi Judgement
Gue sich gak yakin
Aku sich yes sama anak
Menurut gue INGUSAN NE
sich lumayan..
Specification based on Specification based on
Statistical Analysis Statistical Analysis

Identify knowledge, skill abilities, and

other characteristics needed to each task
Indicator
Predictor or
Grouping each jobs task
Criterion
Compile all information Job Requirement
Matrix
Personnel Planning and Recruiting
 The Recruitment and Selection Process

Decide Build Complete Use Decide

Position Candidate Application Application Who?
Pool Form Tools
Planning and Forecasting

Personal Planning

Succession Planning

What to Forecast?
 Forecasting Personal Needs

Forecasting Tools

Trend Ratio Scatter

Analysis Analysis Plotting
Size of Hospital Number of
(Number Registered
of Beds) Nurses

200 240

300 260

400 470

500 500

600 620

700 660

800 820

900 860
 Forecasting The Supply of Inside Candidate

Qualifications
Inventories

Manual Systems & Computerized

Replacement Chart Information Systems
Recruiting Yield Pyramid
 Internal Candidate: Hiring From Within

Foreknowlede of candidates strengths & Failed applicants become discontented.

weaknesses.
More accurate view of candidates
Time wasted interviewing.
skills.
Candidates have stronger commitment to Inbreeding strengthens tendency to
the company. maintain the status quo.
Increases employee morale.
Less training and orientation required.
Finding Internal Candidates

Rehiring
Job
Former
Posting Employees

Hiring
from
Within

Succession
Planning
 Outside Source of Candidates

Recruiting via Employment Temp Agencies & Alternative

Advertising Staffing
Internet Agencies

Offshoring/ Refferals & Walk-

Outsourcing Ins

LOCATING OUTSIDE CANDIDATE

College On Demand Recruiting Services Executive
Recruiting (ODRS) Recruiters
 Employment Agencies

Public

Type of Employment
Agencies
Non Profit

Private
Best Recruiting Score
 Recruiting a More Diverce Workforce

Single Parents

The
Disabled
Older Workers

Welfare-to-work Minorities &

Women
 Developing & Using Application Forms

Purpose of Application Forms

Application Guidelines

Predict Job Performance

Mandatory Arbitration
Application Forms & The Law
Education
Achievem
ents

Marital Arrest
Status Records

Area
Personal
Information

Physical Case
Handicaps Emergency

Housing
Organization
Arrange- Membership
ments
Employee Testing and Selection
 Terdiri Dari

Test Assessment Center Background Check

Kenapa
?
penting Performa

Biaya

Kewajiban Hukum
Tujuan ?
Fit-in

Person - Organization Person - Job

Konsep dasar

Dapat dipercaya Keabsahan

 Tipe Validitas

Test Kriteria

Penyus
Isi unan
 Analisis Bandingkan hasil test
Cross
pekerjaan & kriteria
cara validate &
Jalankan test evaluasi
Pilih test
tersebut
 siapa manager psikolog

caution bias Utility analysis

 Hak-hak yang mengikuti test

Hak untuk dijaga kerahasiaan hasil test

Hak untuk diinformasikan mengenai kegunaan

hasil test

Hak untuk mengharapkan bahwa hanya

peserta test yang berkualifikasi yang
memiliki akses/informasi yang berkaitan
dengan hasil test
Hak untuk mengharapkan bahwa hasil
test bersifat adil untuk semua peserta
 Tipe-tipe Test

Test Kemampuan Kognitif

Test Kemampuan Motorik dan Fisik

Mengukur Kepribadian dan Ketertarikan

Tes Prestasi (Achievement Test)

The Big Five Personality Dimensions
extraversion neuroticism agreeableness

conscientiousness Openness to experience

WORK SAMPLE AND
SIMULATIONS
 WORK tugas pekerjaan yang sebenarnya digunakan
dalam pengujian kinerja pelamar

SAMPLE
Memprediksi performa job dari pelamar Work
Mengukur tugas pekerjaan yang sebenarnya Sampling
Menunjukan validitas yang lebih baik
Technique
contoh

Posisi pekerjaan yang membutuhkan keahlian dalam

mengetik, MS Office, dan email

1. Membuat laporan tagihan bulanan dengan MS Excel

2. Masukkan setiap rincian tagihan
3. Urutkan berdasarkan tagihan terkecil
4. Kirim hasil laporan melalui email attachment ke email
yang diminta
 Situational Judgment Test

Management Assessment Centers

Situational Testing and Video-Based Situational Testing

Computerized Multimedia Candidate Assessment Tools

Miniature Job Training and Evaluation Approach

Realistic Job Previews

HR in Practice: Testing Techniques for Managers

BACKGROUND INVESTIGATION
OTHER SELECTION METHODS
 Mengapa?
23% Resume mengandung informasi yang berlebihan / salah1
dari 7000

Verifikasi informasi dari pelamar2

Mengungkap informasi yang dapat berdampak negatif2

Source: 1. Heller, Special Report: Backround Checking, p. 35.

2. Seymour Adler, Verifying a Job Candidates Background: The State of Practice in a Vital Human Resource Activity,
Review of Business 15, no. 2 (Winter 1993), p. 6.
 yang perlu diperhatikan

privasi fitnah

pastikan bahwa telah mendapatkan izin

untuk melakukan background check
 Bagaimana?

SOCIAL NETWORK Employment Screening Service Polygraph & Honesty Testing

Paper & Pencil Honesty Tests Graphology Physical Exams

Training and Developing Employees
 Memberi informasi dasar

Membantu memahami karyawan

ORIENTATION
Membantu sosialisasi karyawan baru

Membantu karyawan merasa nyaman

 Training

Analysis

Desain PROGRAM
TRAINING
Develop BERSTANDAR
ADDIE
Implemen

Evaluate
 Analisa Performa

APA? BAGAIMANA?

CANT DO? WONT DO

Merenc Menyusun
objektif
Membuat
pentransferan Memperkuat

anakan
ilmu nyata dan pembelajaran
pembelajaran mudah

Program
Trainin
g Menciptakan
lingkungan
pembelajaran
Membuat
pembelajaran
bermakna.
Memastikan
transfer dari
pembelajaran
yang motivasional
ke dunia kerja
 Training OJT
Apprenticeship
Training

Audivisual-based IMPLEMENTASI
Learning PROGRAM
TRAINING
Simulated
Training
Interactive
Learning
 Implementasi Program Management
Development

Long Term Focus

Menilai Penilaian Kinerja Pengembangan

Kebutuhan Manajer Saat Ini Manajer &
Strategis Manajer Masa
Perusahaan Depan
 Implementasi Program Management Development

Coaching/Understudy
Managerial On-
the-job training
Approach
Action learning
Case study method
Off-the job Management games
Outside seminar
management University related program
training Role playing
Behaviour modeling

Talent management and

mission-critical
employees
 Leading Organizational Change

Unfreezing Moving Refreezing

Stage
Establish a sense of urgency
Mobilize commitment
Stage Stage
Creating a guiding coalition Reinforce the new ways of
Develop and communicate a doings thing s
shared vision Monitor & assess progress
Help employee make the
change
Consolidate gains
Study Case
 2009

Tiongkok Smartphone

100
Visi Perusahaan: Misi Perusahaan:
Menjadikan Perusahaan 1. Karyawan
X sebagai perusahaan 2. Dealer
pemasaran handphone 3. Pelanggan
nomor satu di Indonesia 4. Pemegang Saham

Nilai perusahaan:
Sikap yang tepat, jujur, kerjasama, tanggung jawab, peduli karyawan, berbagi.
 Personel Planning & Recruitment

External Internal Online

Personel Planning & Recruitment

Wawancara Roleplay
 Employee Selection

Mempertimbangkan pengalaman pelamar atau kemampuan

dalam bidang penjualan dan/atau pengetahuan tentang gadget
yang luas.

Training & Developing Employees

Indoor On-the-job
Training Training
 Analysist

Proses training yang komperehensif Sistem rekrutmen tidak baku

Kurangnya background check

Penempatan karyawn yang tidak sesuai

domisili &waktu kerja 10 jam

Pemutusan kerja ditengah masa

training & probation
Tidak ada proses employee testing
 Kesimpulan

Sistem perekrutan belum maksimal.

Sistem koordinasi antar unit kerja belum berjalan dengan baik.
Masih banyak yang harus diperbaiki untuk mengurangi tingkat
turnover perusahaan.
 Saran

Menetapkan prosedur baku HRD dari kantor pusat perusahaan X.

Meningkatkan koordinasi dan komunikasi antar unit kerja
(background check melalui pencantuman dan validasi reference atau
surat keterangan kerja sebelumnya).
Mengetahui secara pasti kebutuhan SPG dan SPB di setiap area
penjualan.
Memperjelas kontrak kerja.
Menerapkan sistem testing pada proses rekrutmen (intellegency test
dan personality test).