Manajemen SDMManajemen SDM(Overview)(Overview)

Mata kuliah ini membahas Manajemen Sumber Daya Manusia (SDM) dalam Organisasi/ Perusahaan.

Memberikan pemahaman konseptual dan praktis tentang pentingnya pengelolaan SDM di Organisasi/ Perusahaan

SASARAN SASARAN

Untuk memahami konsep Manajemen SDM

Mengembangkan cara berfikir kritis dan analitis

METODE PERKULIAHAN

METODE PERKULIAHAN

PERTEMUAN, 14 pertemuan dikelas, 10 topik diskusi, 4 presentasi – 2 sebelum UTS (individual) dan 2 sebelum UAS (kelompok)

PEMBERIAN TUGAS,1 tugas individual (Perencanaan SDM-HR Planning), 1 tugas kelompok (Studi Kasus – Perusahaan).

PRESENTASI,Presentasi Individual (8 presenter, diundi).Presentasi Kelompok (Maksimum 8 Kelompok).

PERTEMUAN, 14 pertemuan dikelas, 10 topik diskusi, 4 presentasi – 2 sebelum UTS (individual) dan 2 sebelum UAS (kelompok)

PEMBERIAN TUGAS,1 tugas individual (Perencanaan SDM-HR Planning), 1 tugas kelompok (Studi Kasus – Perusahaan).

PRESENTASI,Presentasi Individual (8 presenter, diundi).Presentasi Kelompok (Maksimum 8 Kelompok).

JADWAL PERKULIAHANJADWAL PERKULIAHAN

1.1. OverviewOverview

2.2. Analisa dan Rancang Bangun Analisa dan Rancang Bangun Pekerjaan.Pekerjaan.

3.3. Perencanaan SDMPerencanaan SDM

4.4. Rekrutmen, Seleksi dan Penempatan Rekrutmen, Seleksi dan Penempatan PegawaiPegawai

5.5. Perencanaan Karir dan Perencanaan Karir dan Pengembanan SDMPengembanan SDM

6.6. Presentasi (HR Planning)Presentasi (HR Planning)

7.7. Presentasi (HR Planning)Presentasi (HR Planning)

UJIAN TENGAH SEMESTER

1.1. OverviewOverview

2.2. Analisa dan Rancang Bangun Analisa dan Rancang Bangun Pekerjaan.Pekerjaan.

3.3. Perencanaan SDMPerencanaan SDM

4.4. Rekrutmen, Seleksi dan Penempatan Rekrutmen, Seleksi dan Penempatan PegawaiPegawai

5.5. Perencanaan Karir dan Perencanaan Karir dan Pengembanan SDMPengembanan SDM

6.6. Presentasi (HR Planning)Presentasi (HR Planning)

7.7. Presentasi (HR Planning)Presentasi (HR Planning)

UJIAN TENGAH SEMESTER

1.1. Penilaian Prestasi KerjaPenilaian Prestasi Kerja

2.2. Sistem ImbalanSistem Imbalan

3.3. Pemeliharaan Hubungan Pemeliharaan Hubungan Industrial dan Exit SystemIndustrial dan Exit System

4.4. HR Audit dan HR-MISHR Audit dan HR-MIS

5.5. SDM abad 21SDM abad 21

6.6. Presentasi (Kasus nyata)Presentasi (Kasus nyata)

7.7. Presentasi (Kasus nyata)Presentasi (Kasus nyata)

UJIAN AKHIR SEMESTER

1.1. Penilaian Prestasi KerjaPenilaian Prestasi Kerja

2.2. Sistem ImbalanSistem Imbalan

3.3. Pemeliharaan Hubungan Pemeliharaan Hubungan Industrial dan Exit SystemIndustrial dan Exit System

4.4. HR Audit dan HR-MISHR Audit dan HR-MIS

5.5. SDM abad 21SDM abad 21

6.6. Presentasi (Kasus nyata)Presentasi (Kasus nyata)

7.7. Presentasi (Kasus nyata)Presentasi (Kasus nyata)

UJIAN AKHIR SEMESTER

DAFTAR REFERENSIDAFTAR REFERENSI

Ivancevich, John M, Human Resource Management, 9th edition.Ivancevich, John M, Human Resource Management, 9th edition.

Wether, William B, and Davis, Keith, Human Resources and Personnel Management, 5th edition.Wether, William B, and Davis, Keith, Human Resources and Personnel Management, 5th edition.

Mangkunegara, Anwar Prabu, AA, Manajemen Sumber Daya Manusia Perusahaan, PT. Remaja Rosdakarya, Bandung, 2000

Mangkunegara, Anwar Prabu, AA, Manajemen Sumber Daya Manusia Perusahaan, PT. Remaja Rosdakarya, Bandung, 2000

Ulrich, Dave and Wayne Brockbank, The HR Value Propotion, 2005Ulrich, Dave and Wayne Brockbank, The HR Value Propotion, 2005

“…assets make things possible, people make things happen…” (Union Carbide)

Barang/ JasaBarang/ Jasa

Men, Men, Money, Money, MethodsMethodsMaterials,Materials,MachinesMachines

Produktifitas =INPUT

OUTPUT

• People are an organisation’s most important assets.

• The tasks of a manager are essentially people-oriented. Unless there is some understanding of people, management will be unsuccessful.

• Poor people management is an important contributor to Organization failure.

Management….must have the support of all employees. I can not think of anything more important (Robert Crandall)

Keberhasilan organisasi, dinilai dari kemampuannya memadukan penggunaan sumber-sumber daya yang dimiliki, secara efektif dan efisien dalam pelaksanaan strateginya.

Meskipun demikian titik sentral pada setiap strategi dan setiap metode pemanfaatan sumber-sumber daya, adalah sumber daya manusia yang merupakan perangkat (device) dan sekaligus pelaksana dari strategi organisasi.

Kemampuan organisasi dalam mendapatkan, memelihara -meningkatkan kemampuan, serta mempertahankan SDM-nya, menjadi penentu keberhasilan atau kegagalan organisasi.

The Nature of Human Resources Management (HRM)

• HRM:– All activities involved in determining an

organization’s human resource needs, as well as acquiring, training, and compensating people to fill those needs

Terms of HRM

• The terms "human resource management" and "human resources" (HR) have largely replaced the term "personnel management" as a description of the processes involved in managing people in organizations.[1]

• In simple sense,Human Resource Management(HRM) means employing people,developing their resources, utilizing maintaining and compensating their services in tune with the job and organizational requirement.

HRM

• Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. Human Resource Management can also be performed by line managers.

• Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training.

• MSDM, adalah suatu ilmu atau cara bagaimana mengatur sumber daya yang dimiliki oleh individu dapat digunakan secara maksimal sehingga tujuan (goal) menjadi maksimal. MSDM didasari pada suatu konsep bahwa setiap karyawan adalah manusia - bukan mesin - dan bukan semata menjadi sumber daya bisnis. (Wikipedia)

MSDM

• Manajemen sumber daya manusia adalah suatu proses menangani berbagai masalah pada ruang lingkup karyawan, pegawai, buruh, manajer dan tenaga kerja lainnya untuk dapat menunjang aktifitas organisasi atau perusahaan demi mencapai tujuan yang telah ditentukan.

“The purpose of Human Resources Management is to improve the productive contribution of people to the organization in ways that are strategically, ethically, and socially responsible”

Peran, fungsi, Tugas & Tanggung Jawab MSDM

• Melakukan persiapan dan seleksi tenaga kerja / Preparation and selection

• Pengembangan dan evaluasi karyawan / Development and evaluation

• Memberikan kompensasi dan proteksi pada pegawai / Compensation and protection

FUNGSI MANAJEMEN SDM (HRM)

FUNGSI MANAJEMEN SDM (HRM)

• PERENCANAAN SDM (HR PLANNING)PERENCANAAN SDM (HR PLANNING)

• REKRUTASI DAN SELEKSIREKRUTASI DAN SELEKSI

• EMPLOYEE MOTIVATIONEMPLOYEE MOTIVATION

• EMPLOYEE EVALUATION EMPLOYEE EVALUATION

• EMPLOYEE EDUCATION, TRAINING AND EMPLOYEE EDUCATION, TRAINING AND DEVELOPMENTDEVELOPMENT

• PROVISION OF EMPLOYEE SERVICESPROVISION OF EMPLOYEE SERVICES

• HUBUNGAN INDUSTRIALHUBUNGAN INDUSTRIAL

Planning for Human Resources Needs

• Typical HR Issues:– How many employees?– What skills are needed to

satisfy plans?– Availability of people in

the workforce?– What qualifications must

employees have?– Cost of staffing?

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Career

Development

Jobdesign

HR

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Sele

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Compensation

benefit

Employeeassistance

Perf

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UnionLabor relation

HR

research

Info

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HR

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HRMHRM

HR

DH

RD

HR resultHR result• Productivity• Quality• Innovation• Fulfillment• Readiness

for change

Societal objectives:Societal objectives:

• BenefitsBenefits• Legal complianceLegal compliance• UnionUnion

Organizational objectives:Organizational objectives:

• HR planningHR planning• Employee relationsEmployee relations• SelectionSelection• T & DT & D• AppraisalAppraisal• PlacementPlacement• AssessmentAssessment

Functional objectives:Functional objectives:

• AppraisalAppraisal• PlacementPlacement• AssessmentAssessment

Personal objectives:Personal objectives:

• T & DT & D• CompensationCompensation• AppraisalAppraisal• PlacementPlacement• AssessmentAssessment

BUSINESS ENTITYBUSINESS ENTITY

Strategi BisnisStrategi Bisnis

Strategi Fungsional(Strategi pemasaran, Strategi operasi, Strategi SDM, etc)

Strategi Fungsional(Strategi pemasaran, Strategi operasi, Strategi SDM, etc)

Apakah aktifitas-aktifitas pengelolaan SDM yang dilakukan telah menunjang pelaksanaan strategi perusahaan ?

Apakah aktifitas-aktifitas pengelolaan SDM yang dilakukan telah menunjang pelaksanaan strategi perusahaan ?

HR ActivitiesHR Activities

BusinessStrategyBusinessStrategy

BusinessGoals

BusinessGoals

HR StrategyHR Strategy

HR GoalsHR Goals

SDM yang seperti apa yang diperlukan dalam SDM yang seperti apa yang diperlukan dalam pengelolaan usaha, sehingga selaras dan pengelolaan usaha, sehingga selaras dan sesuai dengan tujuan strategis usahasesuai dengan tujuan strategis usaha

Program dan inisiatif SDM apa yang harus dirancang Program dan inisiatif SDM apa yang harus dirancang dan diimplementasikan agar dapat mempengaruhi, dan diimplementasikan agar dapat mempengaruhi, mengembangkan serta tetap menjaga efektifitas mengembangkan serta tetap menjaga efektifitas kemampuan bersaing pegawai (SDM)kemampuan bersaing pegawai (SDM)

2 PERTANYAAN KRITIS

2 PERTANYAAN KRITIS

Strategi SDMStrategi SDM

Meningkatkan kontribusi produktif pegawai kepada perusahaan, dengan cara-cara yang dapat dipertanggung jawabkan secara strategik, etika maupun sosial

Meningkatkan kontribusi produktif pegawai kepada perusahaan, dengan cara-cara yang dapat dipertanggung jawabkan secara strategik, etika maupun sosial

Unit Kerja Pengelola SDM bertanggung jawab untuk menciptakan iklim kerja yang produktif dengan mengupayakan peningkatan kualitas ‘work life’ organisasi melalui aktifitas-aktifitas dan saran-sarannya kepada unit-unit kerja lainnya

Unit Kerja Pengelola SDM bertanggung jawab untuk menciptakan iklim kerja yang produktif dengan mengupayakan peningkatan kualitas ‘work life’ organisasi melalui aktifitas-aktifitas dan saran-sarannya kepada unit-unit kerja lainnya

TUJUAN MANAJEMEN SDM (HRM)

TUJUAN MANAJEMEN SDM (HRM)

PERAN UNIT KERJA PENGELOLA SDM (HRD)

PERAN UNIT KERJA PENGELOLA SDM (HRD)

Persaingan global

Persaingan global

Belum terdiskripsikan

Belum terdiskripsikan

Keragaman Tenaga kerjaKeragaman

Tenaga kerjaTanggung

jawab sosialTanggung

jawab sosial

Pertumbuhan penduduk

Pertumbuhan penduduk PengangguranPengangguran

EtikaEtikaPengobatan,

Makan, Perumahan

Pengobatan, Makan,

Perumahan

Better Organizations

Better Organizations

TUNTUTAN DLM HRMTUNTUTAN DLM HRM

Objectives• Societal• Organizational• Functional• Personal

Compensation and Protection

Development and Evaluation

Employee Relation and Assessment

Preparation and Selection

Frameworks and Challenges

Organizational

So

ciet

al

Pro

fession

al (E

mployees)

Feedback

Challenges

HRM Model & SubsystemHRM Model & Subsystem

Frameworks and Challenges

External:• Environment• Changing demands of

workers• International & Domestic

Competitors• Pressure groups• Professional ethics• Goverment

Challenges in dealing with people

Internal:• Competition between managers & other departments• Legal requirement for EEO• Etc

Preparation and Selection

• Human Resources Information System• Analize and estimate the organization’s future

HR needs• Preparing Job design • Preparing Job Specification & Job Description• Preparing Rekruitment & Selection

Development and Evaluation

• Determine the needs for orientation, training, development & career counseling

• Evaluate employees (performance appraisals conducted periodically)

• Feedback that help manager & departements spot strengths & weaknesses

Compensation and Protection

• Provide employees with a fair wages or salary relative to their productive contribution

• Provide a safe work environtment, also health & safety programmes.

Employee Relation and Assessment

• Provide effective programs to accommodate the employee’s needs

• HR Departement responsible for dealing with the union

• Regularly conduct audits of employees performance

Inputs Transformation ProcessTransformation Process OutputsOutputs

FeedbackFeedback

HR challenges- Education- Skills

HRM activities- Recruiting- Selection - Others

HR contributions-Capable workers-Motivated workers

Simplifikasi I/O Sistem M-SDMSimplifikasi I/O Sistem M-SDM

Possible HR Areas for Core Possible HR Areas for Core CompetenciesCompetencies

Kapabilitas (unik) dari sebuah organisasi, yang memberikan nilai (corporate value) tinggi serta membedakan dari pesaingnya. Kapabilitas (unik) dari sebuah organisasi, yang memberikan nilai (corporate value) tinggi serta membedakan dari pesaingnya.

International Challenges

• Challenges of workforce diversity

• Troubleshooting

• Cultural awareness

• Ethics & Laws for planning and staffing organizations overseas

• Political Risk

• Memberikan kesempatan yang sama untuk semua orang, untuk mengetahui, melamar dan bersaing dalam mendapatkan pekerjaan dan berkarir.

• EEO diberlakukan dalam semua aspek Manajemen SDM, a.l: – Recruitment– Hiring– Tenure– Compensation– Committee Assignments– Layoffs, etc.

• Memberikan kesempatan yang sama untuk semua orang, untuk mengetahui, melamar dan bersaing dalam mendapatkan pekerjaan dan berkarir.

• EEO diberlakukan dalam semua aspek Manajemen SDM, a.l: – Recruitment– Hiring– Tenure– Compensation– Committee Assignments– Layoffs, etc.

What is Equal Employment Opportunity (EE0)?What is Equal Employment Opportunity (EE0)?

• Women earn approximately 77 cents for every dollar men earn;

• African American men with professional degrees earn only 79 percent of what white males earn;

• Audit studies, where white and minority job seekers were given the same resumes and sent to the same firms to apply for jobs, found that employers are less likely to interview/offer a job to the minority;

• A 1995 study of university faculty hiring practices found that once a minority goal was met, departments stopped seeking minority applicants.

• Women earn approximately 77 cents for every dollar men earn;

• African American men with professional degrees earn only 79 percent of what white males earn;

• Audit studies, where white and minority job seekers were given the same resumes and sent to the same firms to apply for jobs, found that employers are less likely to interview/offer a job to the minority;

• A 1995 study of university faculty hiring practices found that once a minority goal was met, departments stopped seeking minority applicants.

Why is EEO needed?Why is EEO needed?

• It is not preferential treatment or quotas (the U.S. Supreme Court has ruled that quotas are illegal);

• It does not mean that unqualified persons should be hired or promoted over other people.

What EEO Program is Not:What EEO Program is Not:

JOB ANALYSIS(Analisis dan Rancang

Bangun Pekerjaan)

JOB ANALYSIS(Analisis dan Rancang

Bangun Pekerjaan)