Sesi 1 HRMP - Transformasi Peran Manajemen SDM SYH

Transformasi Peran Manajemen SDM
Visit our Human Capital Portal : www.humancapitaljournal.com

Achieving Human Capital Excellence
Modul :
Organization Change
HR Roles Transformation
HR Roles
HR Function
HR Strategy
HR Competency
CC PT Menara Kadin Indonesia. All Rights Reserved 2015

TENTANG FASILITATOR
Ir. Syahmuharnis, MBA
PENDIDIKAN
1981-1985 Departemen Soil Sciences, IPB
1997-1998 Business Administration, Tagokushima Business School (in collaboration with Ritsumeikan University),
Tokyo, Japan
PENDIDIKAN NON-GELAR
1994-1995 Institut Manajemen Prasetya Mulya
- Projection Techniques
- Advance Sales & Marketing
- Leadership Program
1996 Executive Development Program Stanford Graduate School of Business, USA:
- Strategic Management
- Managing Innovation
1997 Fellow pada NSK-CAJ Fellowship Program di Tokyo, Japan: Multi-media Industry
SERTIFIKAT PROFESIONAL
- Certified in Balanced Scorecard ICC Indonesia-Palladium
- Certificate in Blue Ocean Strategy Implementation South-East Asia Blue Ocean Strategy Office Jakarta
- International Certified Coach from Leadership Management International Inc., Waco, Texas, USA
PENGALAMAN KERJA
- 1985-1986 Dosen Muda IPB
- 1986-2000 Senior Staff, Direktur Pemasaran, dan Direktur SDM PT Trend Media Group owned by Ciputra-Komajaya cs.
- 1988-2000 Managing Consultant, TA Jasakom
- 2000-2004 Direktur Produksi PT Citra Gemilang Kapital
- 2004-2006 Co-founder Human Capital Magazine -Senior Adviser PT Perdana Perkasa Elastindo
- 2006 Vice President OTI
- 2007-2009 Vice President PT Menara Kadin Indonesia
- 2010-current Director PT Menara Kadin Indonesia
- 2011-current Founder & Chief Editor Human Capital Journal
PROJECT ASSIGNMENT
- Balanced Scorecard Project: 24 Projects (Project Manager-Expert)
- Business Intelligence & Dashboard Project: 5 Projects (Project Manager-Expert)
- Strategic Planning Project: 12 Projects (Project Manager-Expert)
- KPI & Competency Project: 9 Projects (Project Manager-Expert)
HR Blueprint & Implementation Project: 21 Projects (Project Manager-Expert)
Sasaran Pembelajaran

THE FOUR TYPE OF CHANGE
LEADERSHIP
VISION

THREE CATEGORIES OF CHANGE
Work Specialization, departementalization,

Chain of command, Span of Control,
Structure Centralization, Formalization, Job Redesign,
Or Actual Sructure Design
Work processes, methods,

Technology and equipment
Attitudes, expectation, perceptions,

People and behavior

New Organization :
TRADITIONAL NEW
Stable Dynamic
Inflexible Flexible
Job Focused Skill Focused
Work is defined by in term of task to be
Work is defined by job positions done
Individual Oriented Team Oriented
Permanent Jobs Temporary Jobs
Involvement-oriented :
Manager always make decisions
Employees participate in decision making
Rule-Oriented Customer-Oriented
Relatively homogeneous workforce Diverse workforce
Workday defined (eg : 8.00 - 17.00) Workday have no times boundaries
Hierarchical relationship Lateral & Network relationship
Work at organizational facility during
Work anywhere, anytime
specific hours

HR STAKEHOLDERS

FIVE HR MYTHS NEW REALITIES

HR must create value by increasing the
HR people are mainly administers
intellectual capital
HR should be treated as a cost center HR must add value, not reduce cost
HR is separated from Finance and
HR is best positioned under Finance
Administration Function
HR has no impact on business strategy HR Strategy align & support business
strategy
HRs value cannot be measured The impact of HR on business can be
measured

Myths That Keep HR from Being a Profession

OLD MYHTS NEW REALITIES
People go into HR because HR departments are not designed to provide corporate therapy or as social or health-and-
they like people happiness retreats. HR professionals must create the practices that make employees more
competitive, not more comfortable.
Anyone can do HR. HR activities are based on theory and research.
HR professionals must master both theory and practice.
HR deals with the soft side of
a business and is therefore The impact of HR practices on business results can and must be measured. HR professionals
not accountable must learn how to translate their work into financial performance
HR focuses on costs, which HR practices must create value by increasing the intellectual capital within the firm.
must be controlled HR professionals must add value, not reduce costs.
HRs job is to be the policy The HR function does not own compliance-managers do.
police and health-and- HR practices do not exist to make employees happy but to help them become committed.
happiness patrol HR professionals must help managers commit employees and administer policies
HR practices have evolved over time.
HR Job is static HR professionals must see their current work as part of an evolutionary chain and explain
their work with less jargon and more authority.
At times, HR practices should force vigorous debate.
HR is staffed by nice people
HR professionals should be confrontative and challenging as well as supportive.
HR works is as important to line managers as are finance, strategy, and other business
HR is HRs job domain.
HR professionals should joint with manager in championing HR issues.

Keluhan Line Manager terhadap HR Department :

Sulit untuk bekerja sama
Tidak fleksibel
Kurang pengetahuan mengenai Operasional & Komersial
Lambat
Tidak Profesional
Tidak berpengalaman
Tidak mendukung
Kurangnya pengetahuan tentang fungsi HR
Kurang pelayanan terhadap pelanggan

Common Misconceptions Held by Line Managers
MYTH RESPONSE
Competitiveness = strategy + organization HR help you build an

Competitiveness comes from
organization that will deliver the strategy and create competitive
strategy.
advantage.
Organization is capability the things we can do because of who
Organization is structure. we are, what we value, how we
work, and how we are structured.
HR professionals take care of all Much HR work is ultimately done and modeled by line managers
the people stuff so line managers
dont have to spend time on it.
HR is just common sense; anyone HR is based on a body of researched knowledge that can be applied
could do it. to achieve measurable results. HR professionals can bring that
knowledge, logic, and set of competitive practices into the firm.
HR work is just a bunch of
unrelated activities that have to HR work is an integrated set of outcomes that align people and
be done. organization with the strategy to achieve desired results.

HR Roles

Perkembangan Konsep Manajemen SDM

Strategic
HC: People
Development
Human
Capital
Human
Resources
Personnel
Management
Operational
Personnel
Administration
Labor
Mobilization
1700 - 1800 1960 1985 - 1990 1985 1995 > 2000
Era Industri Era Informasi &

Teknologi

Labor Personnel Personnel Human Human People

Mobilization Administration Management Resources Capital Development
Diilhami oleh Melakukan Mengacu pada Dengan Terjadi revolusi Menempatkan

Revolusi Industri aktivitas perkembangan orientasi baru dengan SDM sebagai
dan Penemuan administrasi ilmu pada tenaga menempatkan salah satu fungsi
Mesin Uap pada terhadap seluruh manajemen, kerja sebagai SDM pada sisi organisasi yang
awal abad ke 18 kegiatan yang muncul aset yang capital (passiva) mendukung
Terjadi berkaitan dengan upaya untuk paling berharga yang harus pencapaian
pergeseran tenaga kerja mengelola (the most dikembangkan sasaran
sistem ekonomi (buruh) seluruh aktivitas valued asset), sebagai organisasi
dari domestik Masih berorientasi yang berkaitan berkembang upaya untuk Berkembang 4
rumah tangga pada industri dengan konsep Human mengembangkan nilai dasar, yaitu
menjadi industri manufaktur kepersonaliaan Resource organisasi secara respek terhadap
manufaktur sebagai lokomotif dengan Sebagai keseluruhan. individu, respek
Terjadi ekonomi nasional menggunakan pengembangan terhadap
perubahan gaya Orientasi teoritis manajemen lebih lanjut dari internal fungsi
hidup ke arah pada konsep sebagai ilmu manajemen organisasi,
perkotaan Adams yang dasar kepersonaliaan tumbuhnya
Muncul dua menganggap Orientasi teoritis dengan fairness dalam
kelompok besar tenaga kerja pada konsep memberikan penerapan
masyarakat sebagai salah satu sumberdaya peran yang lebih prosedur kerja
(pemilik modal sumberdaya bahan sebagai aset strategis dalam dan dituntutnya
dan pemilik baku industri perusahaan (sisi organisas transparansi
tenaga) aktiva) oleh stakeholder

The HCM value triangle
Human Capital Mengembangkan

Mengendalikan dan mempercepat
kapabilitas strategi
untuk masa
Mangement bisnis
depan
Creating Memanfaatkan kesempatan untuk
memperoleh keuntungan.
Value Menghasilkan solusi yang tepat
HR fokus pada strategi bisnis
Human Adding Mengembangkan kapabilitas untuk
Resources Value kinerja saat ini,
Memastikan efektivitas dan keselarasan
Value for Melaksanakan administrasi HR operasional
Personnel Money Memastikan efisiensi. Misalnya: melalui
outsourcing
The HCM value triangle. Penna/Jon Ingham 2006

Human Resources vs Human Capital
Human Resources Human Capital

Memperlakukan pekerja Melihat pekerja sebagai Asset
sebagai sumberdaya yang memberi nilai tambah
Pekerja merupakan komponen Sangat dekat dengan talent
biaya cukup besar, dan mereka management
harus dikelola/ diadministrasikan Dimulai dengan identifikasi
Fokus pada efisiensi dan Talent/ Assets, membuat
keefektifan delivery kebijakan, mereka engage, tumbuh dan
bisnis proses dan prosedur tetap berkarya di perusahaan

Activities of Human Capital Management
Recruiting and hiring the best available talent

Developing and motivating people to reach their fullest potential
Retaining talent (and the investments made in them)
Minimizing risk and cost on the human side of the business
Designing talent management information systems
Implementing performance based compensation systems
Developing your Employer of Choice Brand
Designing coaching and mentoring programs
Applying performance management technologies

Peran HR Management
HR Operational Excellence
Fokus pada optimalisasi pelayanan
administrasi/ operasional kepegawaian
HR Relationship Manager
Fokus pada peningkatan kualitas iklim
dan budaya kerja
Srategyc
Business Partner Performance Consultant
Fokus pada peningkatan kompetensi
dan kinerja karyawan
Strategic Business Partner

Fokus pada penyelarasan strategi
dan sasaran dengan kinerja dan kompetensi.
Dave Ulrich, HR Champions, 1994

HR Roles in Building a Competitive Organization

FUTURE/ STRATEGIC FOCUS
STRATEGIC PARTNER CHANGE AGENT
Role/cell : Management of Strategic Human Resources Role/cell : Management of Transformation and change
Outcome : Executing Strategy Outcome : Creating a renewed organization
Activity : Aligning HR & business strategy : Activity : Managing transformation and change :
Organizational diagnosis Ensuring capacity for change
Involve in designing business strategies which affects to Manage changes and transformation
Focus
people Assist employee to achieve business goals
Determine HR Strategies which are able to generate result Improve employee capability and adaptability to change
Identify core business competency and human resources Empower Line Managers
competency Train employee on change management
PROCESSES Activity Activity PEOPLE
ADMINISTRATION EXPERT EMPLOYEE CHAMPION
Role/cell : Management of Firm Infrastructure Role/cell : Management of Employee Contribution

Outcome : Building an efficient infrastructure FocusOutcome : Increasing employee commitment and
Activity : Reengineering Organization Processes : capability
Shared Services Activity : Listening & responding to Employees :
Create effectiveness and efficiency of HR administrative Providing resources to employees
Re-engineering working process managed byHR Manage employees contribution in order reach
Implement Human Resources Information System its optimal
Determine rules and regulation to improve working Maintain and improve employee motivation
discipline Listen and respond to the employees expectation
DAY TO DAY / OPERATIONAL FOCUS

HR Functions

HR Management Area :
1. HR ADMINISTRATION
a. HR Regulation/ Policy & Procedure
b. HR Administration & HRIS
c. HR Manual
d. HR AUDIT
- Evaluate current effectiveness & to look for potentially serious problems in HR Area.
- To address compliance issues
- To find areas needing improvement.
- To establish a baseline for future improvement.
2. INDUSTRIAL RELATIONS
a. Employee Dicipline & Motivation
b. Bipartit Relations
c. Job Satisfaction
d. Employee Assistant Program
3. COMPENSATION & BENEFITS

a. Salary Scale
b. Salary Structure (Basic Salary, Allowance, Variable/ Fixed Bonus)
c. Benefits
d. Pension

HR Management Area :
4. HR VISION & MISSION
a. Strategic Plan
b. Establish HR Vision & Mission
c. Sozialization & Implementation of HR Vision & Mission
5. ORGANIZATION/ JOB DESIGN

a Organization Structure Review
b. Job Design: Job Analysis, Job Evaluation
c. Career Path
6. MANPOWER PLAN
a. Five Years Plan/ Annual Plan
b. Competencies Based Job Profiling
c. Employees Assesment
d. Recruitment
e. Succession Plan & Career Development
7. TRAINING & DEVELOPMENT

a Performance Management
b. Training Need Analysis & Training Program
8. ORGANIZATION CULTURE
a. Establish Organization Culture & Value
b. Sozialization & Implementation

The model HR Functions :

Management Employee
Training & Performance Compensation Organizational
Recruitment Development & Relations &
Development Management & Benefits Effectiveness
Succession Pl. Communications
Identifying Needs Goal Setting Salary/Merit Individual Employee Strategic
Staffing Assessment Plans Assessment Counseling HR Planning
Requirements Performance & Coaching
Training Appraisal Executive Succession Organizational
Internal Design & Compensation Analysis/ Diversity Structure
Recruiting Development Career & Bench Activities Design
Individual Expatriat/ Strength Pl.
External Supervisory/ Development International WorkLife Organization
Recruiting Management Planning Compensation Executive Balance Development
Training Curr. Education Programs
Selection Termination Benefits Internal
Process Technical Management (Statutory & Executive Progressive Consulting
Training Curr. Nonstatutory) Coaching Disciplinary
Diversity Actions Cultural
Recruiting Training Relocation High- Alignment
Delivery Potential Labor
Candidate Employee Programs Relations
Relations Training Severence/
Administration Outplacement Recognition
Orientation Programs
On-the-Job Retirement
Assimilation Development Planning & Employee
Pensions Communications
Headcount Communication
Reporting & of Training/Dev. HRIS
Control Opportunities


HR STRATEGIC ARCHITECTURE
THE HR FUNCTION THE HR SYSTEM EMPLOYEE BEHAVIOR
Profesional HR Kebijakan & praktik HR Kompetensi, motivasi, dan peri-

yang kompeten yang selaras dengan laku karyawan berkinerja tinggi
strategi organisasi
Sumber: Jac Fitz-enz, HR Scorecard dan How to

Measure Human Resources Management

Strategic HR

HR ISSUES :
Organization Plan
Employee Retention/ Turn Over
Succession Plan
Anticipated Growth
Business Expansion
Merger & Aquisitions

Strategic HR Framework
BUSINESS ENVIRONMENT
VISION, STRATEGIES,
PRIORITIES, and GOALS
CORE COMPETENCIES
Roadmap to Strategic HR, Ralp Christensen

Strategic HR Management
Visi & Misi Strategy Objectives
Organization Development
Design & Value & Technology,

Structure Culture System & Procces
Competencies
Human Capital Management :

Pendekatan strategis untuk menyusun, Human Capital Management
mengelola dan mengembangkan Man Power Succession & Assessmen &
sumber daya manusia yang diperlukan Plan Career Dev Recruitment
untuk memaksimalkan kinerja organisasi Employee Performance Competency
saat ini dan yang akan datang. Management
Relation Development
Analysis of Business Strategy and Business Drivers

CONTENT HR SUPPORTING ACTIVITIES SUPPORTING DATA REQUIRED
Growth of revenue/profit HR planning Workforce composition
BUSINESS Maximize shareholder value Talent management Attrition rates
STRATEGY Growth through acquisitions/ Competencies development Employees Assessment
mergers Targeted recruitment Outcome of recruitment campaigns
Growth in production/servicing Retention policies Learning and development activity levels
facilities Leadership development Outcome of leadership surveys
Product development
Market development
Price/cost leadership
Innovation Talent management Balanced scorecard data
BUSINESS Maximize added value Competencies development Added-value ratios (eg added value per
DRIVERS Productivity Total reward management employee, added value per $ of employment
Customer service Performance management cost)
Quality Develop high-performance working Productivity ratios (eg sales revenue per
Satisfy stakeholders investors, Enhance motivation, engagement and employee, units produced or serviced per
shareholders, employees, elected commitment employee)
representatives Leadership development Outcomes of general employee opinion survey
and other surveys covering engagement and
commitment, leadership, reward management
and performance management
Analysis of competence level assessments
Analysis of performance management
assessments
Analysis of customer surveys
Analysis of outcomes of total quality
programmes
Internal promotion rate
Succession planning coverage

PRINCIPLES FOR BUILDING THE FUTURE
1. HR strategy must be anchored to the business strategy.
2. HR management is not about programs; its about relationships.
3. The HR department must be known as the part of the organization that anticipates change
and understands what is necessary to respond to it.
4. HR should be an outspoken advocate of employees interests, yet it must understand that

business decisions have to balance a range of factors that often conflict with one another.
5. The effectiveness of HR depends on staying focused on issues rather than personalities.
6. HR executives must accept that constant learning and skill enhancement are essential to their
being an effective contributor to the business.

FROM CBHRM TO STRENGTHS BASED HUMAN CAPITAL

MANAGEMENT

The Failure of HR Strategy
In 2002 industry survey by SHRM . .
Only 34% of executive view HR as Strategic Partner.

Only 44% of respondents indicated that their organization communicates its strategy
well.
21% indicated that HR only deal with operational issues vs strategies ones.
Only 23 % indicated that HR Strategy was tightly integrated with company strategy.
Only 25 % HR Department use Balance Scorecard on HR contributions in strategy.
SHRM Research, Aligning HR with Organization Strategy Survey

HR Competencies

HR Talent and the

New HR Competencies
egic Positione
S trat r
1. Strategic Positioner
2. Credible Activist
Capability Builder
3. Capability Builder
4. Change Champion
5. HR Innovator and Integrator Change Credible Technology
Champion Activist Proponent
6. Technology Proponent
HR
Innovator
& Integrator
Dave Ulrich, Jon Younger, Wayne Brockbank, and Mike Ulrich (2012): HR Outside In
HR Competency : Domain & Subfactors

1. Strategic Positioner 4. Change Champion
Interpreting global business context Initiating change
Decoding customer expectations Sustaining change
Co-crafting a strategic agenda
5. HR Innovator & Integrator
2. Credible Activist Optimizing human capital through
Earning trust through results workforce planning and analytics
Influencing and relating to others Developing talent
Improving through self-awareness Shaping organization and
Shaping the HR profession communication practices
Driving performance
3. Capability Builder Building leadership brand
Capitalizing organizational capability
Aligning strategy, culture, practices, and 6, Technology Proponent
behavior Improving utility of HR operations
Creating a meaningful work environment Connecting people through technology
Leveraging social media tools

Leadership Brand
Firm FIRM BRAND
Brand
Apa brand perusahaan yang ingin ditanamkan di benak konsumen
Leadership
Brand LEADERSHIP BRAND
Leadership behavior apa yang dapat menggambarkan firm brand tersebut
Leadership Code Leadership

(Common) Differentiators
Dave Ulrich: Leadership Brand (2007)

Leadership Brand
Leadership Code (Common)
Kemampuan leadership yang wajib dimiliki oleh semua leader (basic rule), dan hal ini
dapat diterapkan di semua organisasi
Human Capital Strategist

Development
-Strategic architecture &
-Workforce planning roadmap
-Career development - Environment scanning
-Empowerment assessment
Talent Manager
- Commitment & Executor
employees value - Reward Diagnostic
preposition Decision Making
- Contribution &
creation of meaning
CC PT Menara Kadin Indonesia. All Rights Reserved 2015 Dave Ulrich: Leadership Brand (2007)
Leadership Brand
Leadership differentiators
Kemampuan leadership yang disesuaikan dengan firm/organization brand.
Leadership differentiators inilah yang mampu menghasilkan organisasi

berbudaya berkinerja tinggi sehingga mampu memuaskan keinginan
customernya.
Contoh:
Apple company terkenal sebagai sebuah brand/merk yang mengunggulkan
inovasi dan desain, agar dapat mendeliver hal tersebut maka Apple
menciptakan leadership differentiator yaitu selalu menciptakan produk dan
jasa baru yang mendobrak norma yang ada saat ini.
Dave Ulrich: Leadership Brand (2007)

HR Agenda (Contoh)
BULAN KEGIATAN CATATAN
1.1 Proposal Promosi Karyawan - Opr & Staff : Factory Mgr & Kadiv
- Spv : Division Dept. Head & Kadiv
- Mgr : Kadiv, Kadiv Corporate HR & Dirut
1.2 Kenaikan Gaji Berkala - Tingkat inflasi diperkirakan naik 10%
JANUARI
- Tuntutan SP terhadap penyesuaian UMP terhadap Kebutuhan
Hidup Minimal
- Persentase kenaikan gaji ditetapkan oleh Head Office
1.3 Penetapan KPI untuk Performance Appraisal 2005 - Sesuai Annual Operation Plan (AOP) 2005
2.1 Konsolidasi HR Mgr Unit - Koordinasi dengan Corporate HR (dilakukan secara Nasional/
FEBRUARI
Regional/Divisional)
3.1 Pembayaran THR karyawan yang beragama Hindu - Diberikam 2 minggu sebelum Tanggal Hari Raya (Normatif )
3.2 Rapat Anggota Tahunan Koperasi di tiap-tiap unit. - Adanya keinginan untuk memperluas bidang usaha, tidak hanya
MARET simpan pinjam dan penjualan kebutuhan sehari-hari karyawan
di pabrik
4.1 Pemeriksaan Kesehatan Berkala Karyawan Pabrik - Memeriksa kesehatan karyawan terhadap kemungkinan
terkena wabah penyakit berbahaya yang terjadi di masyarakat
(mis : Aids, Narkoba dll).
APRIL
4.2 Musyawarah Unit SPSI - Pemilihan Ketua SPSI yang baru
4.3 People review untuk manager - Internal Memo mengenai jadwal Presentasi
5.1 Pembayaran THR karyawan yang beragama Budha. - Diberikam 2 minggu sebelum Tanggal Hari Raya (Normatif )
MEI
5.3 Five Yrs Plan - Prediksi Indikator ekonomi, kebijakan pemerintah,


JUNI 6.1. Pembayaran Bonus bagi Spv & Mgr - Diberikan berdasarkan Performance Appraisal/KPI 2004
- Diharapkan dibayarkan pada bulan Juni, karena untuk
pembayaran anak masuk sekolah.
6.2 Performance Review 2005 - Evaluasi pencapaian KRA 2005 & Target KRA 2005
JULI 7.1 Pemberian Non Monetary Gift (Karyawan Teladan). - Karyawan Teladan Vs Pembagian kpd Karyawan secara bergiliran.
(Perlu dievaluasi efektifitasnya)
7.2 Pra Musyawarah PKB 2004 2006 - Karyawan melalui PUK-SPSI akan mengajukan usulan-usulan
tentang peningkatan Tunjangan-Tunjangan dan Kesejahteraan
Karyawan. (melakukan Pemantauan Aspirasi Karyawan dengan
lebih tepat).
- DIvisi membuat konsolidasi Usulan dan membuat rekomendasi
ke Corporate HR untuk disetujui.
7.3 Keputusan Corporate HR mengenai Kenaikan - Menyiapkan argumentasi mengenai keputusan Corporate HR
Jaminan Sosial JG 10-13. untuk dibicarakan dengan Serikat Pekerja saat Perundingan
Perpanjangan PKB
AGUSTUS 8.1. Program Beasiswa Anak Karyawan. - Koordinasi dengan Corporate HR
8.2. Pelaksanaan Musyawarah PKB - Hindari terjadinya Dead Lock
8.3. Penandatanganan PKB di tiap-tiap Unit - Dilaksanakan secara sederhana
8.4. Peringatan 17 Agustus - Dilaksanakan secara sederhana
SEPTEMBER 9.1. Peninjauan Standard Practice tentang Pengupahan / - Koordinasi dengan Corporate HR
Tunjangan serta Jaminan sosial sebagai konsekuensi
hasil Musyawarah PKB.
9.2. Sosialisasi hasil PKB - Koordinasi dengan Serikat Pekerja
- Setiap karyawan memperoleh buku PKB
OKTOBER 10.1 Pembuatan AOP 2006. - Disesuaikan dengan jadwal Head Office

NOVEMBER 11.1 Pembayaran THR karyawan yang beragama Islam. - Diberikan 2 minggu sebelum Tanggal Hari Raya (Normatif )
11.2 Cuti massal lebaran - Banyak karyawan yang mengajukan cuti tahunan.
11.3 Halal bi Halal di setiap Unit - Dilaksanakan secara sederhana
DESEMBER 12.1 Pembayaran THR karyawan yang beragama Kristen/ - Diberikam 2 minggu sebelum Tanggal Hari Raya (Normatif )
Katolik. - Banyak karyawan yang mengajukan cuti pada akhir tahun
12.2 Rekreasi Tahunan untuk karyawan - Budget biaya rekreasi Rp. 100.000/kary berlaku sejak tahun 1999
(perlu dievaluasi)
12.3 Pemberian Service Award (Penghargaan Masa - Dilaksanakan saat Rekreasi Karyawan
Bakti).
12.4 Performance Appraisal 2005 - Distribusi penilaian PA sesuai dengan kebijakan Perusahaan

Terima Kasih
For further information
Menara Kadin Indonesia 24th Fl.

Jl. HR Rasuna Said X-5, Kav. 2-3 | Jakarta 12950 Indonesia | www.pt-mki.co.id
Phone : (6221) 5790 3840
Fax : (6221) 527 4443
E-Mail : syahmuharnis@pt-mki.co.id

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Transformasi Peran Manajemen SDM

Visit our Human Capital Portal : www.humancapitaljournal.com

CC PT Menara Kadin Indonesia. All Rights Reserved 2015

CC PT Menara Kadin Indonesia. All Rights Reserved 2015

THE FOUR TYPE OF CHANGE

CC PT Menara Kadin Indonesia. All Rights Reserved 2015

THREE CATEGORIES OF CHANGE

Work Specialization, departementalization,

Work processes, methods,

Attitudes, expectation, perceptions,

CC PT Menara Kadin Indonesia. All Rights Reserved 2015

CC PT Menara Kadin Indonesia. All Rights Reserved 2015

CC PT Menara Kadin Indonesia. All Rights Reserved 2015

FIVE HR MYTHS NEW REALITIES

CC PT Menara Kadin Indonesia. All Rights Reserved 2015

Myths That Keep HR from Being a Profession

CC PT Menara Kadin Indonesia. All Rights Reserved 2015

Keluhan Line Manager terhadap HR Department :

CC PT Menara Kadin Indonesia. All Rights Reserved 2015

Common Misconceptions Held by Line Managers

Competitiveness = strategy + organization HR help you build an

CC PT Menara Kadin Indonesia. All Rights Reserved 2015

CC PT Menara Kadin Indonesia. All Rights Reserved 2015

Perkembangan Konsep Manajemen SDM

1700 - 1800 1960 1985 - 1990 1985 1995 > 2000

Era Industri Era Informasi &

CC PT Menara Kadin Indonesia. All Rights Reserved 2015

Labor Personnel Personnel Human Human People

Diilhami oleh Melakukan Mengacu pada Dengan Terjadi revolusi Menempatkan

CC PT Menara Kadin Indonesia. All Rights Reserved 2015

The HCM value triangle

Human Capital Mengembangkan

The HCM value triangle. Penna/Jon Ingham 2006

CC PT Menara Kadin Indonesia. All Rights Reserved 2015

Human Resources vs Human Capital

Human Resources Human Capital

CC PT Menara Kadin Indonesia. All Rights Reserved 2015

Activities of Human Capital Management

Recruiting and hiring the best available talent

Applying performance management technologies

CC PT Menara Kadin Indonesia. All Rights Reserved 2015

Strategic Business Partner

Dave Ulrich, HR Champions, 1994

HR Roles in Building a Competitive Organization

PROCESSES Activity Activity PEOPLE

ADMINISTRATION EXPERT EMPLOYEE CHAMPION

Role/cell : Management of Firm Infrastructure Role/cell : Management of Employee Contribution

CC PT Menara Kadin Indonesia. All Rights Reserved 2015

CC PT Menara Kadin Indonesia. All Rights Reserved 2015

3. COMPENSATION & BENEFITS

CC PT Menara Kadin Indonesia. All Rights Reserved 2015

5. ORGANIZATION/ JOB DESIGN

7. TRAINING & DEVELOPMENT

CC PT Menara Kadin Indonesia. All Rights Reserved 2015

The model HR Functions :

CC PT Menara Kadin Indonesia. All Rights Reserved 2015

CC PT Menara Kadin Indonesia. All Rights Reserved 2015

THE HR FUNCTION THE HR SYSTEM EMPLOYEE BEHAVIOR

Profesional HR Kebijakan & praktik HR Kompetensi, motivasi, dan peri-

Sumber: Jac Fitz-enz, HR Scorecard dan How to

CC PT Menara Kadin Indonesia. All Rights Reserved 2015

CC PT Menara Kadin Indonesia. All Rights Reserved 2015

Employee Retention/ Turn Over

Merger & Aquisitions