MEETING HUMAN RESOURCES REQUIREMENTS

RECRUITMENT, SELECTION, ORIENTATION, PLACEMENT,

AND CAREER

28/11/23 HUMAN RESOURCE 1

MANAGEMENT
 THE STAFFING PROCESS AS A SERIES OF FILTERS

LABOR MARKET POPULATION

RECRUITING

APPLICANTS

SELECTION

HIRED EMPLOYEES

RETENTION

LONG-TERM EMPLOYEES

28/11/23 HUMAN RESOURCE 2

MANAGEMENT
 KUALITAS SDM ORGANISASI
TERGANTUNG PADA
KUALITAS PENARIKAN

28/11/23 HUMAN RESOURCE 3

MANAGEMENT
 THE RECRUITMENT PROCESS

RECRUITMENT PLANNING RECRUITMENT PHILOSOPHY

 Estimated number of contacts needed  Internal Vs External job filling
 Job specification  Job Vs Career orientation
 Affirmative action goals  Short Vs Long term time orientation
 Special considerations
RECRUITMENT STRATEGY DEVELOPMENT
 Choosing required applicant qualifications
 Choosing recruitment sources & communication
channels
 Choosing inducements
 Choosing the message : Realism Vs flaypaper
 Choosing & preparing recruiters

RECRUITMENT ACTIVITIES
 Job posting RECRUITMENT EVALUATION
 Advertisement of openings  Number of jobs filled ?
Campus visits  Job filled in timely fashion ?
 Other recruitment methods  Cost per job filled ?
 Follow-up actions (letters, phone calls, etc)  Affirmative action objectives met ?
 Recordkeeping

28/11/23 HUMAN RESOURCE 4

MANAGEMENT
 THE CONFLICT THAT RECRUITMENT CREATES FOR APPLICANTS AND ORGANIZATIONS

Job candidate’s desire to Employer’s desire to attract job

attract job offers candidates

Conflict between job

Conflict within the candidate’s & Conflict within the
individual employer’s goals employer

Employee’s desire to evaluate

Job candidate’s desire to
job candidates
evaluate potential employer

28/11/23 HUMAN RESOURCE 5

MANAGEMENT
 THE GOAL OF SELECTION : MAXIMIZE “HITS”

HIGH

MISS HIT
Inaccurate prediction (person Accurate prediction (person
would have succeeded on the succeeds on the job)
job)

JOB
PERFORMANCE

MISS
HIT
Inaccurate prediction (person
Accurate prediction (person would
fails on the job)
not have succeeded on the job)

LOW
HIGH
PREDICTED SUCCESS

28/11/23 HUMAN RESOURCE 6

MANAGEMENT
Outside Sources of Recruitment
1. Advertisements
2. Walk-Ins and unsolicited application and resumes
3. Write-in
4. Internet recruiting
5. Employee referrals (Exp : Nepotism)
6. Rerecruiting
7. Executive search firms
8. Educational institutions
9. Professional associations
10. Outsourcing
11. Job Fairs
12. Labor unions
13. Public employment agencies
14. Private and temporary employment agencies
15. Employee leasing

Option A Option B Option C

 The Global Labor Market

Why Recruit Globally?

To develop better products via a global workforce
To attract the best talent wherever it may be

International Recruiting Issues

Local, national, and international laws
Different labor costs
Different preemployment and compensation
practices
Cultural differences
Security
Visas and work permits
 Improving the Effectiveness
of External Recruitment

Calculate
CalculateYield
YieldRatios
Ratios Training
TrainingRecruiters
Recruiters

External
External
Recruitment
Recruitment

Realistic
RealisticJob
JobPreviews
Previews
 External Recruitment Considerations
• Yield Ratio
Percentage of applicants from a recruitment source that make it to the
next stage of the selection process.
100 resumes received, 50 found acceptable
= 50% yield.
• Cost of Recruitment (per employee hired)
SC AC  AF  RB  NC

H H
SC = source cost
AC = advertising costs, total monthly expenditure (example: $32,000)
AF = agency fees, total for the month (example: $21,000)
RB = referral bonuses, total paid (example: $2,600)
NC = no-cost hires, walk-ins, nonprofit agencies, etc. (example: $0)
H = total hires (example: 119)
Cost to hire one employee = $467.23
 Improving the Effectiveness of
External Recruitment

• Realistic Job Previews (RJP)

Informing applicants about all aspects of the job,
including both its desirable and undesirable facets

Positive Benefits of RJP

• Improved employee job satisfaction
• Reduced voluntary turnover
• Enhanced communication through honesty and openness
• Realistic job expectations
 INTERNAL RECRUITMENT

Job Posting Programs (Contoh :

Self-nomination Atau Self-
recommendation)

Departing Employees (Contoh :

Buyback )
 Advantages Recruiting Talent Internally

 Capitalizes on past investments (recruiting,

selecting, training, and developing) in current
employees.
 Rewards past performance and encourages
continued commitment to the organization.
 Signals to employees that lead to promotion.
 Encourage employee’s performance within an
organization.
 Disadvantages Recruiting
Talent Internally

 Current employees may lack the knowledge,

experience or skills needed for placement in
the vacant/new position.

 The hazards of inbreeding of ideas and

attitudes (“employee cloning”) increase when
no outsiders are considered for hiring.
 Methods for Identifying Qualified Candidates

Inventorying Management Talent

Information systems containing skills inventories of
employees that can be used:
• To screen candidates for an internal job opening
• To predict career paths
• To support succession planning

Job Posting and Bidding

Posting vacancy notices and maintaining lists of
employees looking for upgraded positions.
SELEKSI
•Selection
The process of
choosing
individuals who
have relevant
qualifications to
fill existing or
projected job
openings.
6–18
6–19
 STEPS IN THE HIRING SELECTION PROCESS

8. HIRING DECISION

7. REALISTIC JOB PREVIEW

6. SUPERVISORY INTERVIEW

5. MEDICAL EVALUATION

4. REFERENCES & BACKGROUND CHECKS

3. SELECTION REVIEW

2. EMPLOYMENT TESTS

1. PRELIMINARY RECEPTION OF APPLICATION

28/11/23 HUMAN RESOURCE 21

MANAGEMENT
The Selection Process
•Obtaining Reliable and Valid
Information
Reliability
 Thedegree to which interviews, tests, and
other selection procedures yield
comparable data over time and alternative
measures.
Validity
 Degreeto which a test or selection
procedure measures a person’s attributes.
6–22
Initial Screening
• Cover Letters and Résumés
• Internet Checks and Phone Screening
• video résumés : Short video clips that highlight
applicants’ qualifications beyond what they can
communicate on their résumés
• Application Forms
• Online Applications
• Biographical Information
Blanks (BIB)
• Background Investigations
• Polygraph Tests
• Integrity and Honesty
Tests
• Graphology
• Medical Examinations
• Employment Tests
Application Forms
• Application date
• Educational background
• Experience
• Arrests and criminal convictions
• National origin
• References
• Disabilities Weighted application blank
(WAB)
• EEO and at-will statements The WAB involves the use of a
common standardized
employment application that is
designed to distinguish between
successful and unsuccessful
employees.
Online Applications
• An Internet-based automated posting,
application, and tracking process helps firms to
more quickly fill positions by:
 Attracting a broader and more diverse applicant
pool
 Collecting and mining resumes with keyword
searches to identify qualified candidates
 Conducting screening tests online
 Reducing recruiting costs significantly
Biographical Information Blanks
• Sample Questions:
 At what age did you leave home?

 How large was the town/city in which you lived as a

child?
 Did you ever build a model airplane that flew?

 Were sports a big part of your childhood?

 Do you play any musical instruments?

Background Checks
• Negligent hiring
 The failure of an organization to discover, via due
diligence, that an employee it hired had the
propensity to do harm to others
• Sources of Information
 Social Security verification
 Past employment
 Educational verification
 Criminal records
 Motor vehicle records
 Credit check
 Military records
Background Checks (cont’d)
•Checking References
 Telephone, mail, and e-mail checks
 Specific job-related information
 Letters of reference
 Online computerized databases
 Privacy Act of 1974
 Requires signed requests for reference letters and
signed consent to background checks.
 Applies to both educational and private employers.
Selection Process (cont’d)
• Selection Ratio
 The number of applicants compared with the
number of people to be hired.
• Cutoff Score
 The point in a distribution of scores above which a
person is considered and below which a person is
rejected.
• Final Decision
 Selection of applicant by departmental or
immediate supervisor to fill vacancy.
 Notification of selection and job offer by the human
resources department.
Background Investigations (cont’d)
• Organizations using credit reports must:
1. Check state laws to see if credit reports can legally
be used.
2. Advise and receive written consent from applicants
if a report will be requested.
3. Provide a written certification to the consumer
reporting agency as to the purpose of the report.
4. Provide applicants a copy of the consumer report as
well as a summary of their rights under the CCRRA.
5. Must provide an adverse-action notice a person if
that person is not hired and contact information
related to the reporting agency.
Employment Interviews
• Nondirective interview
An interview in which the applicant is allowed the
maximum amount of freedom in determining the course
of the discussion, while the interviewer carefully
refrains from influencing the applicant’s remarks
• Structured interview
An interview in which a set of standardized questions
having an established set of answers is used
• Situational interview
An interview in which an applicant is given a hypotheti-
cal incident and asked how he or she would respond to
it
Employment Interviews
• Behavioral Description Interview (BDI)
An interview in which an applicant is asked questions about
what he or she actually did in a given situation
• Panel interview
An interview in which a board of interviewers questions and
observes a single candidate
• Sequential interview
A format in which a candidate is interviewed by multiple
people, one right after another
• Phone and computer Interview
• Virtual interviews
Interviews conducted via videoconferencing or over the
web
Rules for Interviewer
1. Understand the job
2. Establish an interview plan
3. Establish and maintain rapport and listen actively
4. Pay attention to nonverbal cues.
5. Provide information as freely and honestly as possible.
6. Use questions effectively
7. Separate facts from inferences.
8. Recognize stereotypes and biases
9. Avoid the “halo error,” or judging an individual favorably or
unfavorably overall on the basis of only one strong.
10. Control the course of the interview
11. Standardize the questions asked.
Post-interview Screening

1. Reference Checks
2. Background Checks
negligent hiring
The failure of an organization to discover,
via due diligence, that an employee it hired
had the propensity to do harm to others

3. Credit Checks
Preemployment test
An objective and standard- ized measure of a sample
of behavior that is used to gauge a person’s knowledge, skills, abilities,
and other characteristics (KSAOs) rela- tive to other individuals

Types of Tests
•Job Knowledge Tests
•Work Sample Tests
•Assessment Center Tests
•Cognitive Ability Tests
•Biodata Tests
•Personality and Interest Inventories
•Honesty and Integrity Tests
•Polygraph Tests
•Physical Ability Tests
•Medical Examinations
•Drug Tests
Classification of Employment Tests (cont’d)
• Physical Ability Tests
 Must be related to the essential functions of job.
• Job Knowledge Tests
 An achievement test that measures a person’s level
of understanding about a particular job.
• Work Sample Tests
 Require the applicant to perform tasks that are
actually a part of the work required on the job.
Drug Testing
• Drug-Free Workplace Act of 1988
 Testing for illegal drugs is required applicants and
employees of federal contractors.
• Questions about the efficacy of testing
 Why spend large sums on testing when…
 testing for drugs doesn’t appear to make the workplace safer
or improve employee performance?
 few applicants actually test positive and alcohol abuse
creates more problems in the workplace?
Background Investigations (cont’d)
• Graphology
 The use of a sample of an applicant’s handwriting to
make an employment decision.
• Medical Examinations
 Given last as they can be costly.
 Ensure that the health of an applicant is adequate
to meet the job requirements.
 Provides a baseline for subsequent examinations
 ADA requires all exams be job-related and
conducted after an employment offer is made.
 Testing for illegal drugs is allowed.
Personality and Interest Inventories
The “Big Five” factors are the following:
•Extroversion—the degree to which someone is
talkative, sociable, active, aggressive, and excitable
•Agreeableness—the degree to which someone is
trusting, amiable, generous, toler- ant, honest,
cooperative, and flexible
•Conscientiousness—the degree to which someone is
dependable and organized and perseveres in tasks
•Neuroticism—the degree to which someone is secure,
calm, independent, and autonomous
•Openness to experience—the degree to which
someone is intellectual, philosophi- cal, insightful,
creative, artistic, and curious
The Employment Interview
• Why the interview is so popular:
 It is especially practical when there are only a
small number of applicants.
 It serves other purposes, such as public relations

 Interviewers maintain great faith and confidence in

their judgments.
Interviewing Methods
• Nondirective Interview
 The applicant determines the course of the
discussion, while the interviewer refrains from
influencing the applicant’s remarks.
• Structured Interview
 An interview in which a set of standardized
questions having an established set of answers is
used.
Interviewing Methods (cont’d)
• Situational Interview
 An interview in which an applicant is given a
hypothetical incident and asked how he or she
would respond to it.
• Behavioral Description Interview (BDI)
 An interview in which an applicant is asked
questions about what he or she actually did in a
given situation.
• Panel Interview
 An interview in which a board of interviewers
questions and observes a single candidate.
Interviewing Methods (cont’d)
• Computer Interview
 Using a computer program that requires candidates
to answer a series of questions tailored to the job.
 Answers are compared either with an ideal profile
or with profiles developed on the basis of other
candidates’ responses.
• Video and Digitally-Recorded Interviews
 Using video conference technologies to record and
evaluate job candidates’ technical abilities, energy
level, appearance, and the like before incurring the
costs of a face-to-face meeting.
Ground Rules for Employment Interviews
• Establish an interview plan
• Establish and maintain rapport
• Be an active listener
• Pay attention to nonverbal cues
• Provide information freely
• Use questions effectively
• Separate facts from inferences
• Recognize biases and stereotypes
• Control the course of the interview
• Standardize the questions asked
 Diversity Management:
Are Your Questions Legal?
• No questions are expressly forbidden.
 Questions related to race, color, age, religion, sex,
or national origin can be hazardous.
 Questions are acceptable if job-related, asked of
everyone, and do not discriminate against a
protected class (e.g., females)
 Consult EEOC and FEP information
when constructing guidelines
for interviewers
Reaching a Selection Decision
• Selection Considerations:
 Should individuals to be hired according to their highest
potential or according to the needs of the organization?
 At what grade or wage level to start the individual?

 Should selection be for employee-job match, or should

advancement potential be considered?
 Should those not qualified but qualifiable be considered?

 Should overqualified individuals be considered?

 What effect will a decision have on meeting affirmative action

plans and diversity considerations?
Selection Decision Strategies

Clinical
Clinical Approach
Approach Subjectivity
Subjectivity

Statistical
Statistical Approach
Approach Objectivity
Objectivity

Compensatory
CompensatoryModel
Model --Average
Average
Multiple
MultipleCutoff
CutoffModel
Model --Minimum
Minimum

Multiple
MultipleHurdle
HurdleModel-
Model-Sequential
Sequential
Selection Decision Models
• Compensatory Model
 Permits a high score in one area to make up for a
low score in another area.
• Multiple Cutoff Model
 Requires an applicant to achieve a minimum level
of proficiency on all selection dimensions.
• Multiple Hurdle Model
 Only applicants with sufficiently high scores at
each selection stage go on to subsequent stages in
the selection process.
1. assessment center 13. panel interview
2. behavioral description 14. predictive validity
interview (BDI) 15. preemployment test
3. compensatory model 16. reliability
4. concurrent validity 17. selection
5. construct validity 18. Selection ratio
6. content validity 19. sequential interview
7. criterion-related 20. situational interview
8. validity cross-validation 21. structured interview
9. multiple cutoff model 22. Validity
10. multiple hurdle model 23. virtual interviews
11. negligent hiring 24. video résumés
12. nondirective interview
 ORIENTASI DAN PENEMPATAN

28/11/23 HUMAN RESOURCE 59

MANAGEMENT
 AKTIVITAS YANG MENYANGKUT PENGENALAN
INDIVIDU TERHADAP ORGANISASI, MENYEDIAKAN
LANDASAN BAGI KARYAWAN BARU UNTUK MULAI
BERFUNGSI SECARA EFEKTIF DAN
MENYENANGKAN PADA PEKERJAAN BARUNYA 
MASALAH ORGANISASIONAL, PERKENALAN,
TUNJANGAN BAGI KARYAWAN, TUGAS JABATAN

BISA SECARA  FORMAL ATAUPUN INFORMAL

( BUDDY SYSTEM)

28/11/23 HUMAN RESOURCE 60

MANAGEMENT
 3 PERMASALAHAN KHUSUS YANG
DIHADAPI KARYAWAN BARU
MASALAH-MASALAH DALAM MEMASUKI SUATU
KELOMPOK
PENGHARAPAN YANG NAIF
LINGKUNGAN KERJA YANG PERTAMA KALINYA

28/11/23 HUMAN RESOURCE 61

MANAGEMENT
 2 TIPE ORIENTASI
INDUKSI  TAHAP AWAL KARYAWAN BARU MEMPELAJARI
APA YANG AKAN DILAKUKAN, DI MANA TEMPAT MEMINTA
BANTUAN, APA PERATURAN & KEBIJAKAN & PROSEDUR
YANG PENTING, DSB.

SOSIALISASI  PROSES BERJANGKA LEBIH PANJANG DI

MANA KARYAWAN BARU MEMPELAJARI NORMA-NORMA,
SISTEM NILAI DAN POLA PERILAKU YANG DISYARATKAN
ORGANISASI DAN KELOMPOK

NILAI + BUDAYA ORGANISASI  PROSES SOSIALISASI 

KEPRIBADIAN INDIVIDU

28/11/23 HUMAN RESOURCE 62

MANAGEMENT
PENEMPATAN / PLACEMENT

PENUGASAN / PENUGASAN KEMBALI

DARI SEORANG KARYAWAN PADA
SUATU PEKERJAAN YANG BARU 
THE RIGHT MAN ON THE RIGHT
PLACE  PROMOSI, TRANSFER DAN
DEMOSI

28/11/23 HUMAN RESOURCE 63

MANAGEMENT
 PROMOSI DARI DALAM

KEUNGGULAN : (1) MEMBERIKAN MOTIVASI BERKINERJA

YANG LEBIH BESAR, (2) MEMBERIKAN PROMOSI YANG
LEBIH BESAR BAGI KARYAWAN YANG ADA, (3)
MENINGKATKAN MORAL KERJA DAN LOYALITAS
ORGANISASIONAL KARYAWAN, (4) MEMBERIKAN
KESEMPATAN YANG LEBIH BAIK UNTUK MENILAI
KEMAMPUAN, (5) MEMUNGKINKAN KARYAWAN
MELAKSANAKAN PEKERJAAN DENGAN WAKTU YANG LEBIH
SINGKAT.
KELEMAHAN : (1) MENCIPTAKAN POLA PIKIR DAN
GAGASAN YANG SEMPIT, (2) MENIMBULKAN PERSELISIHAN
POLITIS DAN TEKANAN UNTUK BERSAING, (3)
MEMBUTUHKAN PROGRAM PENGEMBANGAN MANAJEMEN
YANG LEBIH BAIK.

28/11/23 HUMAN RESOURCE 64

MANAGEMENT
 PENGANGKATAN DARI LUAR

KEUNGGULAN : (1) MEMBERIKAN IDE DAN PANDANGAN

BARU, (2) MEMUNGKINKAN KARYAWAN UNTUK MELAKUKAN
PERUBAHAN TANPA HARUS MENYENANGKAN KELOMPOK
YANG BERKEPENTINGAN, (3) TIDAK BANYAK MENGUBAH
HIRARKI ORGANISASIONAL YANG ADA SEKARANG.

KELEMAHAN : (1) WAKTU YANG HILANG KARENA

PENYESUAIAN, (2) MENGHANCURKAN SEMANGAT
KARYAWAN YANG ADA UNTUK BERJUANG MERAIH
PROMOSI, (3) TIDAK ADA INFORMASI YANG TERSEDIA
MENGENAI KEMAMPUAN INDIVIDU UNTUK MENYESUAIKAN
DENGAN ORGANISASI BARU.

28/11/23 HUMAN RESOURCE 65

MANAGEMENT
MANAJEMEN KARIER
 Identifying Talent through
Performance Appraisals
Managers are concerned about the actual
current performance and potential
performance of employees.

9-box Grid
– A comparative diagram that includes appraisal
and assessment data to allow managers to easily
see an employee’s actual and potential
performance.
FIGURE 5.4
An Example of a 9-Box Grid
 COMBINATIONS OF CAREER INTERESTS AND SKILLS

HIGH

EXPLORE PURSUE

AVOID DEVELOP
LOW

LOW HIGH
INTERESTS
HUMAN RESOURCE
28/11/23 MANAGEMENT 70
 Using Assessment Centers
• Assessment Center
– A process by which individuals are evaluated
as they participate in a series of situations
that resemble what they might be called on
to handle on the job.
• In-basket exercises
• Leaderless group discussions
• Role playing
• Behavioral interviews
 The Career Management Goal:
Matching Individual and Organizational Needs

The
TheEmployee’s
Employee’sRole
Role The
TheOrganization’s
Organization’sRole
Role

Career
Career
Management
Management

Individual
Individualand
and
Organizational
OrganizationalGoals
Goals
 The Organization’s Role:
Establishing a Favorable Context

• Management Participation • Setting Goals

– Provide top management – Plan human resources
support strategy
– Provide collaboration • Changing HR Policies
between line managers and – Provide for job rotation
HR managers
– Provide outplacement service
– Train management
personnel • Announcing the Program
– Explain its philosophy
 Identifying Career Opportunities and
Requirements

• Competency Analysis
– Measures three basic competencies for each job: know-how,
problem solving, and accountability.
• Job Progressions
– The hierarchy of jobs a new employee might experience, ranging
from a starting job to jobs that require more knowledge and/or skill.
• Career Paths
– Lines of advancement in an occupational field within an
organization.
 2 Career Path of Jeffrey Immelt, CEO, General
Electric
1982 Enters GE’s Commercial Leadership Program
1983 Manager of Business Development/GTX Product
Management, GE Plastics
1984 Manager of Dallas District Sales, GE Plastics
1986 General Manager of Western Region Sales, GE Plastics
1987 General Manager of New Business Development and
Marketing Development, GE Plastics
1989 Vice President of Consumer Service, GE Appliances
1991 Vice President of Worldwide Marketing and Product
Management, GE Appliances
1992 Vice President of Commercial Division, GE Plastics
Americas
1993 Vice President and General Manager, GE Plastics
Americas
1997 President and CEO, GE Medical Systems
2000 President, GE
2001 CEO, GE
 Recognize Lots of Possibilities
• Promotion
A change of assignment to a job at a higher level in the
Organization. Principal criteria for determining promotions are
merit, seniority, and potential.

• Transfer
The placement of an individual in another job for which the
duties, responsibilities, status, and remuneration are
approximately equal to those of the previous job.
Alternative Career Moves

Promotion
Promotion

Career
Career
Exit
Exit Transfer
Transfer
Moves
Moves

Demotion
Demotion
 Career Change
Organizational Assistance

Relocation services
Services provided to an employee who is
transferred to a new location:
• Help in moving, in selling a home, in orienting to a
new culture, and/or in learning a new language.
Outplacement services
– Services provided by organizations to help
terminated employees find a new job.
 The Plateauing Trap

Career Plateau
– Situation in which for either organizational or personal reasons the
probability of moving up the career ladder is low.
Types of Plateaus
– Structural plateau: end of advancement
– Content plateau: lack of challenge
– Life plateau: crisis of personal identity
 Successful Career-Management Practices

• Placing clear expectations on employees.

• Giving employees the opportunity for transfer.
• Providing a clear and thorough succession plan
• Encouraging performance through rewards and
recognition.
• Giving employees the time and resources they need
to consider short- and long-term career goals.
• Encouraging employees to continually assess their
skills and career direction.
Internal Barriers to Career Advancement

• Lack of time, budgets, and resources for

employees to plan their careers and to
undertake training and development.
• Rigid job specifications, lack of leadership
support for career management, and a
short-term focus.
• Lack of career opportunities and
pathways within the organization for
employees.
 CAREER DEVELOPMENT
CAREER SURVIVAL IS UP TO YOU, NOT THE COMPANY
THE PRIMARY AND FINAL RESPONSIBILITY FOR CAREER DEVELOPMENT RESTS WITH
EACH EMPLOYEE
THE COMPANY HAS COMPLEMENTARY RESPONSIBILITIES

COMPANY RESPONSIBILITIES EMPLOYEE RESPONSIBILITIES

 CLEARY COMMUNICATING THE
ORGANIZATION’S GOALS AND FUTURE
STRATEGIES
 CREATING GROWTH OPPORTUNITIES
 OFFERING FINANCIAL ASSISTANCE
 PROVIDING THE TIME FOR
EMPLOYEES TO LEARN
 KNOW YOURSELF
 MANAGE YOUR REPUTATION
 BUILD AND MAINTAIN NETWORK
CONTACTS
 KEEP CURRENT
 BALANCE YOUR SPECIALIST AND
GENERALIST COMPETENCIES
 DOCUMENT YOUR ACHIEVEMENTS
 KEEP YOUR OPTIONS OPEN : HOPE
FOR THE BEST BUT PREPARED FOR
THE WORST

HUMAN RESOURCE
28/11/23 MANAGEMENT 88
 Career Development Initiatives:
Developing Talent over Time

Career Planning Workbooks

Stimulate thinking about careers, strengths/limitations,
development needs
Career Planning Workshops
Discuss and compare attitudes, concerns, plans
Career Counseling
Discuss job, career interests, goals
 Determining Individual
Development Needs
• Fast-track Program
– A program that encourages young managers
with high potential to remain with an
organization by enabling them to advance
more rapidly than those with less
potential.
• Career Self-Management Training
– Helping employees learn to continuously
gather feedback and information about their
careers.
– Encouraging them to prepare for mobility.
 Mentoring
Mentors
Executives who coach, advise, and encourage
individuals of lesser rank.
Mentoring functions
Functions concerned with the career advancement and
psychological aspects of the person being mentored.
E-mentoring
Brings experienced business
professionals together with
individuals needing counseling.
FIGURE 5.12 Mentoring Functions
 Forming a Mentoring Relationship

1. Research the mentor’s background.

2. Make contact with the mentor.
3. Request help on a particular matter.
4. Consider what you can offer in exchange.
5. Arrange a meeting.
6. Follow up.
7. Ask to meet on an ongoing basis.
 Career Networking
Contacts
• Your college alumni association or career office
networking lists
• Your own extended family
• Your friends’ parents and other family members
• Your professors, advisors, coaches, tutors, clergy
• Your former bosses and your friends’ and family
members’ bosses
• Members of clubs, religious groups, and other
organizations to which you belong
• All of the organizations near where you live or go
to school
 Developing a Diverse Talent Pool

Recruiting and Developing Women

Growth of women in the workplace
Increase in females in management roles
Stereotyping and gender conflicts

Recruitment of Minorities
Educational and societal disadvantages
Retention in organizations
Affirmative action
 Recruitment and Development
of Women
The “Glass Ceiling”
– Artificial barriers based on attitudinal or organizational
bias that prevent qualified women from advancing upward
in their organizations into management level positions.

Eliminating Women’s Barriers to Advancement

– Development of women’s networks
– Online e-mentoring for women
– Diminishing stereotyping of women
– Presence of women in significant managerial positions
– Accommodating families
 Glass-Ceiling Audit factor
• Upper-level management and executive training
• Rotational assignments International assignments
• Opportunities for promotion
• Opportunities for executive development programs
at universities
• Desirable compensation packages
• Opportunities to participate on high-profile project
teams
• Upper-level special assignments
 Recruiting and
Developing of Minorities

Career development for minorities is advanced by:

– Organizational support for the advancement of
minorities to significant management positions
– Provision of internships to attract minorities to
management careers
– Organization of training courses to foster the
development of minority’s managerial skills and
knowledge.
 Other Important Talent Concerns

• Recruitment of the Disabled

– Increasing numbers of disabled in the workforce
– Stereotyping of the disabled versus their
superior records for dependability, attendance,
motivation and performance
– Accommodations for physical and mental
disabilities
– Others with less publicized disadvantages
• Recruitment of Older People
– Increasingly returning to the workplace
– Have valued knowledge, experience, flexibility
and reliability as employees
 Dual-Career Couples

• Dual-Career Partnerships
– Couples in which both members follow their
own careers and actively support each
other’s career development.
• Flexible work schedules
• Adaptive leave policies
• Work-at-home
• On-premises day care
• Job sharing
 KARAKTERISTIK SDM YANG DAPAT
MEMANFAATKAN PENGEMBANGAN KARIER
SECARA EFEKTIF :
 MEMILIKI KETETAPAN HATI YANG TINGGI (KEBULATAN
TEKAD TINGGI).
 MEMPUNYAI KESADARAN DIRI TINGGI  KEKUATAN,
KELEMAHAN, PELUANG DAN ANCAMAN.
 MEMAHAMI DENGAN BAIK INFORMASI
ORGANIZATIONAL CAREER.
 MEMPUNYAI MOTIVASI TINGGI UNTUK
MENINGKATKAN DAN MENMGEMBANGKAN
KEMAMPUAN DAN KETRAMPILAN DIRI.
 MEMPUNYAI KEMAMPUAN UNTUK MENENTUKAN
TUJUAN ATAU KEINGINAN DIRI YANG REALISTIK.

HUMAN RESOURCE
28/11/23 MANAGEMENT 101
 PERAN DEPT. SDM DALAM PENGEMB.
KARIER :

 DUKUNGAN MANAJEMEN
 UMPAN BALIK : (1) UNTUK MENJAMIN PARA
KARYAWAN YANG TIDAK DIPROMOSIKAN
BAHWA MEREKA MASIH BERNILAI DAN AKAN
DIPERTIMBANGKAN UNTUK PROMOSI
SELANJUTNYA BILA MEREKA “QUALIFIED”, (2)
UNTUK MENJELASKAN MENGAPA MEREKA TIDAK
TERPILIH, (3) UNTUK MENUNJUKKAN KEGIATAN
PENGEMBANGAN YANG HARUS DIAMBIL
 KELOMPOK-KELOMPOK KERJA YANG KOHESIF.

HUMAN RESOURCE
28/11/23 MANAGEMENT 102