Professional Documents
Culture Documents
Manajemen Stratejik & Perencanaan SDM
Manajemen Stratejik & Perencanaan SDM
Disiapkan oleh;
Laboratorium Manajemen SDM
2020
FORMULASI STRATEGI SDM
FORMULASI STRATEGI SDM
HR Needs
• Knowled Firm Performance
ge • Productivity
Corporate HR Vision, • Quality
Vision & Mission & HR • Skills product /
Mission Policy BIZ Strategy
Service
Strategy • Ability • Profitability
• Behavior HR Actions HR Capability
Behavior • Knowledge
Result:
Industrial
• Productivity • Skills
Analysis
- 5-Forces
• Absenteeism • Abilities
Porter
- KSF
• Turnover, etc
12/06/2021 4
ANALISIS SWOT
(KEKUATAN-KELEMAHAN-PELUANG-ANCAMAN)
KEKUATAN PELUANG
PELUANG ANCAMAN
ANALISIS SWOT
• Analisis SWOT diperlukan oleh perusahaan demi
mencapai target bisnis yang sedang dikelola atau
yang masih dalam proses perencanaan untuk masa
mendatang.
• Production Trainee D1/2 & • Production/Technical • Production/Technical • Production/Technical • 20% Buffer of M.P.
D3 Trainee D1, D2 & D3 Trainee D1, D2 & D3 Trainee D1, D2 & D3 of each
• Management Trainee (S-2) • Management Trainee (S-2) • Management Trainee (S-2) recuitment
• Education Program – • Education Program – • Education Program –
program
- S-1 (for SPV) - S-1 (for SPV) - S-1 (for SPV)
- D-3 (for OPR, SET, - D-3 (for OPR, SET, - D-3 (for OPR, SET, • Scholarship
Succession TECH) TECH) TECH) (Contract for ROI)
Plan Recruitment, Promotion, Rotation, Mutation
• Assessment
Centre
• Training Program
Technical Skills-up - Technical Skill
- SDP, MDP, Self Dev.
Competence Competence - up through Training & Development Program and Best Practice
- Exp’l. Training
• Training Canter
Development - Internal Facilitators
Leadership skill -up - External Consultant
- Skill Inventory System
PERENCANAAN TENAGA
KERJA
(MANPOWER PLANNING)
PERENCANAAN TENAGA KERJA
• Peramalan bukanlah bagian dari perencanaan. Perencanaan SDM merupakan hasil dari
formulasi strategi yang diawali oleh peramalan SDM strategik.
• Perencanaan SDM strategik dapat merupakan output dari formulasi strategi
• Formulasi strategi dan peramalan SDM strategik akan mempengaruhi perencanaan SDM
(Turner , 2002)
SEJARAH PERENCANAAN SDM
(HR PLANNING)
Trend
Demand for Supply of
Budget
Human Resource = Human Resource
Benchmark Long Range External
HR Availability HR Challenges
Considerations
• Product/service demand BALANCING SUPPLY AND
• Economics Techniques
• Trend analysis DEMAND
• Technology
• Financial resources • Managerial estimates
• Absenteeism/turnover • Delphi technique
(Shortage) Recruitment
• Full-time
• Organizational growth
• Management philosophy • Part-time
• Recalls
(Surplus) Reductions
Techniques External Considerations • Layoffs
• Staffing tables • Demographic changes • Terminations
• Markov analysis • Education of workforce • Demotions
• Skills inventories • Labor mobility • Retirement
• Management inventories • Government policies
• Replacement charts • Unemployment rate
• Succession planning
FORECASTING SUPPLY
@ Snell/Bohlander, HRM – HR Planning
PERENCANAAN TENAGA KERJA
(MAN POWER PLANNING/MPP)
• MPP adalah memastikan ketersediaan jumlah dan
kualitas pegawai pada tempat dan waktu yang tepat.
(Parker dan Caines, 1996)
Formulasi
Strategi
Perencanaan
SDM
Peramalan SDM
Strategik
Formulasi strategi dan peramalan SDM strategik akan mempengaruhi perencanaan SDM
Elemen HRP
Elemen kunci Deskripsi
Implementasi
Formulasi Perencanaan
rencana
Strategi SDM
tindakan SDM
• Pendekatan proses:
Formulasi Perencanaan
Aksi-aksi SDM
Strategi SDM
Manfaat HRP
Manfaat perencanaan SDM yang berkaitan dengan perencanaan
strategis perusahaan diantaranya adalah :
Memastikan bahwa dimensi SDM menjadi salah satu bagian pada proses
pengembangan strategi perusahaan
Mengakui bahwa kontribusi unik organization’s human capital terhadap
pencapaian strategi jangka panjang perusahaan
Menyediakan proses yang standar untuk perencanaan yang berhubungan
dengan isu-isu terkait dengan SDM
Mencocokkan permintaan dan penawaran tenaga kerja melalui analisis
kesenjangan
Menghasilkan solusi-solusi SDM mengatasi kompleksitas masalah-masalah
yang muncul dari strategi
Masalah HRP
• Perencanaan SDM harus selaras dengan strategi perusahaan
• Beberapa permasalahan dalam perumusan perencanaan SDM:
• Proses peramalan merupakan salah satu masalah yang cukup kompleks
• Akurasi dari peramalan merupakan faktor yang masih menjadi kendala selama ini
apalagi dengan adanya faktor kualitatif terkait dengan proses peramalan
tersebut.
• Bagaimana seorang spesialis SDM mampu menjadi rekan bisnis dengan fungsi
yang lainnya
• Kesimpulannya ada yang optimis dan ada yang pesimis terhadap
perencanaan SDM
Potensi HRP yang efektif
• HR Planning Responsibilities
• Sumber daya tingkat atas mengumpulkan informasi dari
para manager untuk digunakan dalam pengembangan
proyeksi SDM dalam perencanaan strategi dan
menentukan tujuan organisasi
Overall
Strategic Plan
Human Resources
Strategic Plan
HR Activities
© 2002 Southwestern College Publishing. All rights reserved.
Peran HR di Perusahaan:
HRM:
“Design of formal systems in organization to ensure the
effective and efficient use of human talent to
accomplish the organization’s goals”
HRD:
“Systemic & planned activities design by an organization
to provide its members with the necessary skills to
meet current and future job demands”
SHRM (2004)
Pembagian Tanggung Jawan HR
HRM HRD
SHRM (2004)
Contoh:
M.P.VALUATION
& HRD PLAN
2008 ~
PENDIDIKAN
MGR SPV
SLTA S2
S1
21% 21%
29%
SLTA
PDDKN JML
49% PDDKN JML
D3 S2 5
S1 14
8% S1 12 D3 8
D3
S1 D3 2 D1 D1 3
16%
50% SLTA 5 6% SLTA 24
OPRTR/SETTER TEKNISI
S1 D3 S1 D3
3% 9% D 1 3% 12%
8%
< 5 thn
< 5 thn
4%
5-10 thn 4% > 15 thn
> 15 thn
5-10 thn 24% 31%
29%
8%
OPRTR/SETTER TEKNISI
SPV
> 15 thn
> 15 thn 11%
< 5 thn
5% 10-15 thn
<5-10
5 thn
thn 4% > 15 thn
19%
31% < 5 thn 10-15 thn
35%
24%
40% 11%
PNGLMN JML
PNGLMN JML
> 15 thn 4
> 15 thn 8
10-15 thn 5-10 thn 10-15 thn 14 5-10 thn
10-15 thn 8
41% 41% 5-10 thn 31 38% 5-10 thn 28
< 5 thn 26 < 5 thn 30
PA (KOMPETENSI)
MGR SPV
D A
25% 8%
C
47%
B B
PA JML
C 58% PA JML
B 14 45%
17% A 4
C 4
B 22
D 6
C 23
OPRTR/SETTER TEKNISI
E
3%
KLS JML
A D A
BD 1% 12 4% 3% B
B 22%
3%
C 61 33%
PA JML
D 1 PA JML
A 2
A 1
C B 25
B 16
63% C C 51
C 47
D 2
68% D 3
E 2
KELAS
MGR SPV
A A
21% 8%
C
38% C
47%
KLS JML
KLS JML
B
45% A 4
B A 5
B 10 B 21
41% C 9 C 24
OPRTR/SETTER TEKNISI
A B D B
1% 16% 1% 16%
KLS JML KLS JML
A 1 B 12
B 12 C 61
C C
C 62 D
83% 83% 1
CLASS VALUATION
• Production Trainee D1/2 & • Production/Technical • Production/Technical • Production/Technical • 20% Buffer of M.P.
D3 Trainee D1, D2 & D3 Trainee D1, D2 & D3 Trainee D1, D2 & D3 of each
• Management Trainee (S-2) • Management Trainee (S-2) • Management Trainee (S-2) recuitment
• Education Program – • Education Program – • Education Program –
program
- S-1 (for SPV) - S-1 (for SPV) - S-1 (for SPV)
- D-3 (for OPR, SET, - D-3 (for OPR, SET, - D-3 (for OPR, SET, • Scholarship
Succession TECH) TECH) TECH) (Contract for ROI)
Plan Recruitment, Promotion, Rotation, Mutation
• Assessment
Centre
• Training Program
Technical Skills-up - Technical Skill
- SDP, MDP, Self Dev.
Competence Competence - up through Training & Development Program and Best Practice
- Exp’l. Training
• Training Canter
Development - Internal Facilitators
Leadership skill -up - External Consultant
- Skill Inventory System
Manpower Planning (MPP) &
Budgeting
TAHUN 2018
Manpower Planning (Contoh PT. ABC)
1 PLANT 2 2 0 2 2 0
2 LOGISTIC 43 43 0 43 43 0
3 PRODUCTION 205 201 -4 205 4 201 4 -4
4 MAINTENANCE & UTILITY 79 76 -3 79 3 76 3 -3
5 SHE 8 8 0 8 8 0
6 PPC 7 6 -1 7 6 -1
7 TQA/QC 67 67 0 67 3 67 3 0
8 PROCUREMENT (PLM) 18 13 -5 18 13 -5
9 HRGA 13 11 -2 13 11 -2
10 MARKETING (PLG) 0 0 0 0 0 0
11 FINANCE & ACCOUNTING (PLM) 7 7 0 7 7 0
12 IT (PLM) 3 3 0 3 3 0
13 PERIJINAN 1 1 0 1 1 0
TOTAL 453 438 -15 453 10 438 10 -15
Keterangan:
- T/O : Total Organization
- P/O : Present Organization
- Balance : P/O - T/O
PT. XYZ
BUDGET PLAN IKLAN LOW KERJA
2018
Budget 2017
NO POSISI/JABATAN MPP-PLANT MPP-JKT Total MPP Budgeting Budget 2018 Keterangan
(annualized)
1 PLANT 2 2 0,4% - 88.996
2 LOGISTIC 43 43 8,8% - 1.913.404
3 PRODUCTION 205 205 42,2% - 9.122.044
4 MAINTENANCE & UTILITY 79 79 16,3% - 3.515.324
5 SHE 8 8 1,6% - 355.982
6 PPC 7 7 1,4% - 311.484
7 TQA/QC 67 67 13,8% - 2.981.351
8 PROCUREMENT (PLM) 18 2 20 4,1% - 889.956
9 HRGA 13 11 24 4,9% - 1.067.947
10 MARKETING 8 8 1,6%
11 FINANCE & ACCOUNTING (PLM) 7 9 16 3,3% - 711.964
12 IT (PLM) 3 1 4 0,8% - 177.991
13 LEGAL 1 1 0,2%
14 PERIJINAN 1 1 2 0,4% - 88.996
TURNOVER 12% 53
AKTUAL BIAYA IKLAN LOW KERJA 2018 LOT 2 Psikotest & Medical Test
Career.com 4.745.000 1
Jobstreet 15.279.000 1
Total 20.024.000
Naik 8% 21.625.920
BUDGET TRAINING 2018 (REKAP ALL DEPT)
Budget 2017
NO POSISI/JABATAN S/O Baru Budgeting Budget 2018 Keterangan
(annualized)
1 PLANT 1 0,2% 413.106 454.417
2 WAREHOUSE/LOGISTIC 43 9,7% 17.763.557 19.539.913
3 PRODUCTION 197 44,3% 81.381.880 89.520.067
4 MAINTENANCE & UTILITY 76 17,1% 31.396.055 34.535.661
5 UTILITY 0,0% - -
6 SHE 15 3,4% 6.196.590 6.816.249 pakai data user
7 PPC 6 1,3% 2.478.636 2.726.500
8 TQA/QC 67 15,1% 27.678.101 30.445.911 pakai data user
9 PROCUREMENT 13 2,9% 5.370.378 5.907.416
10 HRGA 15 3,4% 6.196.590 6.816.249
11 MARKETING PLG 0 0,0% - -
12 FINANCE & ACCOUNTING 8 1,8% 3.304.848 3.635.333
13 IT 4 0,9% 1.652.424 1.817.666
TOTAL 445 0,2% 183.832.164 202.215.381
164.953.221
13.746.101,73