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HERU KURNIANTO TJAHJONOPENDIDIKAN• S1 MANAJEMEN UGM• S2 MAGISTER MANAJEMEN UGM KONSENTRASI

STRATEGI DAN BISNIS INTERNASIONAL• S3 UGM

PENGALAMAN PRAKTIK• KONSULTAN ORGANISASI BMT ARTHAMANA (1995

SD SEKARANG)• STAF OFFICER DEVELOPMENT PROGRAM PT.

BANK BUMI DAYA (PERSERO) (1997-1998)• STAF DIVISI PERENCANAAN PT. BANK BNI

(PERSERO)TBK (1998-2000)• DOSEN TETAP FAKULTAS EKONOMI UNIVERSITAS

MUHAMMADIYAH YOGYAKARTA (UMY) (2000-SEKARANG)

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KETERKAITAN MANAJEMEN STRATEGIS DAN MSDM

Strategic planning

Administrative Linkage

Strategic planning

Strategic planning

HRM function

Strategic planning

HRM function

HRM function

HRM function

One-way Linkage

Two-way Linkage

Integrative Linkage

Sharedvalues

Structure System

Strategy

Staff Skill

Style

Politics

Demographic

Economic

Regulation

Social

Technology

Human Right

GovernmentBureaucracy

Globalization

McKinsey 7’s Model OrganizationalEffectiveness

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Strategy formulation

Strategy implementation

External analysisOpportunitiesThreats

Mission Goals Strategic choice HR

needsSkillsBehaviorsCulture

Mission

External analysisStrengthsWeaknesses

HR practicesHRM PLANNINGJOB DESIGNJOB ANALYSESREKRUITMENTSELECTION AND PLACEMENTORIENTATIONTRAINING AND DEV’TPERFORMANCE APPRAISALCOMPENSATIONMANAGING HEALTH AND SAFETYEMPLOYEE RELATIONSHUMAN RESOURCES INF SYSTEM, ETC

HR capabilitySkillsAbilitiesKnowledge

HR actionsBehaviorsResults (Productivity, absenteeism, turnover)

Firm performanceProductivityQualityProfitability

Emergent strategies

Strategy evaluation

STRATEGIC CHOICE AND STRATEGIC APPROACH TO HUMAN RESOURCES MANAGEMENT

• STRATEGIES FOR HUMAN RESOURCE ACQUISITION AND PLACEMENT (Recruitment, Selection & Placement)

• STRATEGIES FOR MAXIMAZING HUMAN RESOURCES PRODUCTIVITY (Orientasi, Training-dev’t, Performance appraisal, Kompensasi)

• STRATEGIES FOR MAINTAINING HUMAN RESOURCES(Benefit plans, Managing health, safety-stress)

• STRATEGIC SEPARATION (Restrukturisasi)

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Menu Human Resource ManagementJob Analysis and Design

Few tasksSimple tasks

Few skills requiredSpecific job descriptions

Many tasksComplex tasksMany skills requiredGeneral job descriptions

Recruitment and SelectionExternal sources

Limited socializationAssessment of specific skills

Narrow career paths

Internal sourcesExtensive socializationAssessment of general skillsBroad career paths

Training and DevelopmentFocus on current job skills

Individual orientationTrain few employees

Spontaneous, unplanned

Focus on future job skillsGroup orientationTrain all employeesPlanned, systematic

Performance ManagementBehavioral criteria

Developmental orientationShort-term criteria

Individual orientation

Results criteriaAdministrative orientationLong-term criteriaGroup orientation

Pay Structure, Incentives, and BenefitsPay weighted toward salary & benefits

Short-term incentivesEmphasis on internal equity

Individual incentives

Pay weighted toward incentivesLong-term incentivesEmphasis on external equityGroup incentives

Labor and Employee RelationsCollective bargaining

Top-down decision makingFormal due process

Few employees as expense

Individual bargainingParticipation in decision makingNo due processFew employees as assets

HOW COMPANIES CAN INCREASE ORGANIZATIONAL CAPABILITIES

• FORMULATE CORPORATE STRATEGY

• FORMULATE COMPLEMENTARY HUMAN RESOURCES STRATEGIES

• ALIGNMENT-COMPLEMENTARY THE VISION STRATEGIES AND VALUES

• ASSESS LEARNING NEEDS• PROVIDE LEARNING

OPPORTUNITIES

• ASSESS LEARNING RESULTS

• PROVIDE MORE LEARNING OPPORTUNITIES

• MODEL DESIRED BEHAVIORS

• REWARD DESIRED BEHAVIORS

• CONSTANTLY REINFORCE BEHAVIORAL CHANGE