3rd team , KSSDM MIDTEST.pptx

Karina Nabila170610130031Andi Syahputra170610130065Andy Nicholas170610130069Agina Claudia170610130075Ria Kristina170610130087

Adiyat Trihatworo 170610130020Evi Andriani 170610130028Eva Nurfiah 170610130042Andri Racmantono170610130052Intan Chairanissa 170610130104

KSSDM MIDTEST

HR as a Strategic Function

The impact of environmental changes on employees and

organizations cannot be over-estimated. If organizations

wants to achieve their business strategies, they will need skilled and motivated

employees who are committed to achieving these

goals. HR is at the heart of building a competitive culture.

DEVELOPING A STRATEGIC HR AGENDA

What do HR professionals see as priorities for the future?

In the Roffey Park “Personnel Today” 1999 survey of personnel professionals

• Training and development

• Communication • Performance

management • Aligning HR and

business strategies • Reward and

recognition.

• Ethics• Welfare issues.

• Employee Satisfaction (Career path)

TOP PRIORITIES

MEDIUM PRIORITIES

BOTTOMPRIORITIES

REPOSITIONING HR FROM TRANSACTIONAL TO VALUE ADDED

• HR professionals need to be aware of how the nature of their business is changing and make an honest assessment of the business

challenges.

HR professionals need to be able to say:

What’s the business problem?

Where can we add value?

HERE’S WHAT WE’LL DO

Developing this business knowledge may not be easy, especially if your career has been exclusively in the human resources arena. There are many ways of expanding awareness of how businesses operate such as:

– HAVING AN INTERNAL JOB SWAP – CARRYING OUT A SECONDMENT IN ANOTHER ORGANIZATION (PUB-

LIC/PRIVATE SECTOR PARTNERSHIPS FOR MUTUAL BENEFIT ARE ENCOURAGED BY THE GOVERNMENT)

– TAKING AN MBA – ATTENDING MANAGEMENT MEETINGS OR BRIEFINGS – ATTENDING CONFERENCES – TAKING PART IN /LEADING A CROSS-BUSINESS BUSINESS INITIATIVE – TAKING PART IN BUSINESS PROCESS BENCHMARKING VISITS – READING INDUSTRY AND OTHER TRADE PRESS.

HR MUST ENSURE THAT: The right people are

being hired, promoted, transferred and fired

Measures and rewards are aligned with short-term business results

Individual employees have the technical knowledge to achieve short-term results.

Human Resources Competencies

Personel Profesional Credibility

Developing Credibility

Dave Ulrich Details mengenai Kredibilitas HR:• Memiliki track record keberhasilan• Memiliki kepercayaan yang diterima• Menanamkan kepercayaan pada orang lain• Mengambil risiko yang tepat• Menyediakan pengamatan yang terus

terang/jujur• Memberikan wawasan alternatif pada masalah

bisnis.

Communicating with the Line

Manager HR:Lebih peduli tentang jangka panjang atau

isu-isu lintas organisasi

Manager Lini:• cenderung jangka pendek• terfokus produktivitas • terutama terpusat pada bagian mereka dalam bisnis

tersebut.

INFLUENCING

Dalam acara di Roffey Park ‘Personnel Today’ dilakukan survei of Profesional Personil (1999), dikatakan: • 91% mengatakan bahwa

kemampuan mempengaruhi keputusan utama itu PENTING

• 62% mengatakan itu bukan kekuatan dari mereka

Lalu Bagaimana

mengatasinya?

Gaining CooperationKarten (1983)

Getting Preliminary Agreement

Making Cheerleaders

Horse Trading

Securing Blessings

Diagnosing Needs

SIKLUS KONSULTASI KLASIK• GAINING ENTRY • CONTRACTING • DIAGNOSING THE NEED • IDENTIFYING OPTIONS • IMPLEMENTING STRATEGY • EVALUATING THE OUTCOME(S)

Role People Play

MAKING THINGS HAPPEN

STRUCTURING HR

HOW HR CAN ADDING VALUE?

The foundation of add value to a business is trust. So, how do HR

Professionals enhance the trust levels in their organizations?

They do it by understanding that trust cannot be fabricated.

Adding Value at Standard Life

Stephen McCafferty’s role as Assistant General Manager Resourcing and

Development is to lead the HR team in Standard Life to focus on ‘value added’

activities such as consultancy, development and management style.

What does Stephen consider to be strategic

HR?

Stephen suggests that HR has a responsibility to educate and enlighten customers if ‘they don’t know what they don’t know’. The only way you win

the licence to do this is by having ‘your foot in the door’ and have the confidence to

challenge continued.

What does Stephen consider the most effective way for HR to add value?

In Stephen’s view, the best way to educate the business about how HR can add value is by

demonstrating what can be done.

In the case of Standard Life, diversification and business growth have meant that the styles

of management familiar in the business

to date will need to change.

Another key concern is to change the culture of the organization to bring it in line with the

changing business.

The Standard Life team now has a relationship

with a professional management development

consultancy who are called on to facilitate

these days.

KEY TRENDS FOR HR

Corporate Governance

• TRANSPARENCY, OR A LACK OF IT, HAS BECOME A MAJOR ISSUE. AFTER SOME SCANDALS WITH FAR-

REACHING CONSEQUENCES, INTERNATIONAL INITIATIVES HAVE BEEN TAKEN TO INCREASE

TRANSPARENCY. SARBANES–OXLEY, THE US ACT ON CORPORATE GOVERNANCE, IS A PRIME EXAMPLE OF

SUCH AN INITIATIVE. OTHER, LOCAL INITIATIVES HAVE LED TO NEW STANDARDS, CODES OF

CONDUCT, FURTHER REGULATION, ETC.

Corporate Governance (cont)

TRANSPARENCY IS AN ABSOLUTE REQUIREMENT IF A COMPANY WANTS TO ATTRACT MONEY FROM FINANCIAL INSTITUTIONS AND INVESTORS. MANY COMPANIES HAVE HAD TO CHANGE THEIR CORPORATE GOVERNANCE. IN THIS CONTEXT WE SEE IT AS THE ROLE OF HR TO TAKE THE LEAD ON INTEGRITY ISSUES INTERNALLY AND TO ENSURE THAT CLARITY IS PROVIDED ON THE ROLE OF VARIOUS GOVERNANCE BODIES, THEIR RELATIONSHIPS AND BOARD (PERFORMANCE) CONTRACTS.

TeamsLEADERSHIP WILL SHIFT TO TEAM LEADERSHIP. THE TIME OF THE ‘CELEBRITY CEO’ IS OVER. IN THE RECOVERING ECONOMY OF RECENT YEARS, TEAMS WITH IN-DEPTH KNOWLEDGE OF THE BUSINESS ARE NEEDED TO CREATE AN EFFECTIVE TEAM CLIMATE FOR INNOVATION. LEADERSHIP WILL ENHANCE DIVERSITY IN TEAMS TO STIMULATE THE EFFECTIVENESS OF TEAMS AND TO BOOST INNOVATION.

HR as contributor to the business

In many companies, HR has its seat on the board. It is up to HR to deliver its contribution to the business. High-performing companies have

HR executives engaged in the business at strategic level.

PENEGASAN DALAM KONTRIBUTOR BISNIS

• Pencapaian kinerja organisasi• Meningkatkan nilai sumber

daya manusia (SDM)• Meningkatkan sistem

kepatuhan yang efektif biaya

International HR competencies required

The business environment has become global. Companies have to adapt to this new situation, and have to adapt fast. Successful

economies in Asia seem take a global perspective anyhow. Businesses will need to develop international competencies. HR will need to

organize itself internationally and develop international HR competencies. A new balance between the central control of

international HR strategies and activities on the one hand and responsiveness to local circumstances on the other needs to be found.

New roles are emerging in HR. New competencies are required.

KUALITAS HR YANG KOMPETENSI MELIPUTI:

Aspek pengetahuan (knowledge, science)

Keterampilan (skill, technology), dan

Sikap perilaku (attidude) yang dibutuhkan untuk menunjang keberhasilan pelaksanaan pekerjaan

Productivity Drives

Companies across the world are under pressure to be more productive.

Employee effectiveness and improving productivity are key in the competitive

arena. The huge difference between labour costs in the East and those in

the West is shifting the impetus of job creation to the East. How can

businesses in other parts of the world respond to this and survive? HR will

need to be creative about flexible and smart work organizations.

FAKTOR PENDORONG PRODUKTIVITAS

Kuna Winaya (1990, 19)• Tingkat pendidikan• Sikap mental dan etika kerja• Motivasi karyawan• Lingkungan kerja• Tingkat penghasilan• Jaminan sosial• Kesempatan berkarier• Sarana produksi, dll

Drive The Productivity

• Right man on the right place• Make education and training• Develop the potential employees• Compensation System• Job Design • Carrier path must clear• Reward and panisment

The Growing

Importance of Private

Equity

The Growing Importance of Private Equity

PRIVATE EQUITY ADALAH JENIS PEMBELI YANG BERINVESTASI DI PERUSAHAAN SWASTA.

BARU-BARU INI KITA MELIHAT PENINGKATAN DALAM KEGIATAN PRIVATE EQUITY.JUMLAH BESAR PRIVATE EQUITY

YANG TERSEDIA UNTUK MEMBELI PERUSAHAAN DAN MEMBAWA MEREKA DARI SEKTOR PUBLIK KE SWASTA .

Pentingnya peningkatan private equity ini berpengaruh kepada 2 aspek yaitu :1. UNTUK TIM MANAJEMEN2. UNTUK KARYAWAN

Menambahkan Nilai Melalui HR

PERUSAHAAN PRIVATE EQUITY MENYADARI BAHWA FAKTOR MANUSIA ADALAH SALAH SATU FAKTOR UNTUK SUKSES.

OLEH KARENA ITU PERUSAHAAN SWASTA MEMBUTUHKAN SDM PROFESIONAL BISNIS UNTUK FOKUS PADA HUBUNGAN ANTARA

STRATEGI BISNIS , ORGANISASI DAN ORANG-ORANG.

HR dari sudut pandang kami pada umumnya harus mulai bekerja dalam

jenis tantangan jangka panjang sebelum private equity datang menghampiri.

Ini adalah hal yang membuat pekerjaan bisnis HR menarik. Seperti yang

dikatakan oleh Ben Verwaayen,' Ketika HR melihat kesempatan hubungan untuk meningkatkan kinerja bisnis

dengan membayar lebih dan lebih baik menperhatikan sisi manusia dari

bisnis,mereka harus berbicara dan pergi untuk itu. Ini membutuhkn keberanian,

tapi HR perlu melakukannya."

HR OUTSOURCING

What is HR Outsourcing?

HR OUTSOURCINGKELEBIHAN :• PENGHEMATAN BIAYA PERUSAHAAN• MEMUDAHKAN CALON KARYAWAN FRESH GRADUATE UNTUK

MENDAPATKAN PEKERJAAN• MENDAPAT PELATIHAN MEMADAI DARI PERUSAHAAN PENYEDIA

JASA KARYAWAN OUTSOURCING• KARYAWAN MENDAPAT BANYAK PENGALAMAN DAN RELASI• MENJADI PEGAWAI OUTSOURCING MEMBERIKAN RUANG YANG

CUKUP UNTUK PENGEMBANGAN DIRI

KEKURANGAN :• TIDAK ADA JENJANG KARIR• MASA KERJA YANG TIDAK JELAS• KESEJAHTERAAN TIDAK TERJAMIN• PENDAPATAN YANG TERBATAS

HR OUTSOURCING

MENGAPA PERUSAHAAN MELAKUKAN OUTSOURCING?

• FOKUS PADA KOMPETENSI INTI• PENGHEMATAN DAN PENGENDALIAN BIAYA

OPERASIONAL• MEMANFAATKAN KOMPETENSI AGEN OUTSOURCING• MENGURANGI RESIKO

HR OUTSOURCING

New Trend in International HRINTERNATIONAL HRM PLACES GREATER EMPHASIS ON A NUMBER OF RESPONSIBILITIES AND FUNCTIONS SUCH AS RELOCATION, ORIENTATION AND TRANSLATION SERVICES TO HELP EMPLOYEES ADAPT TO A NEW AND DIFFERENT ENVIRONMENT OUTSIDE THEIR OWN COUNTRY.• SELECTION OF EMPLOYEES REQUIRES CAREFUL EVALUATION OF THE PERSONAL

CHARACTERISTICS OF THE CANDIDATE AND HIS/HER SPOUSE.• TRAINING AND DEVELOPMENT EXTENDS BEYOND INFORMATION AND

ORIENTATION TRAINING TO INCLUDE SENSITIVITY TRAINING AND FIELD EXPERIENCES THAT WILL ENABLE THE MANAGER TO UNDERSTAND CULTURAL DIFFERENCES BETTER.

• TO BALANCE THE PROS AND CONS OF HOME COUNTRY AND HOST COUNTRY EVALUATIONS, PERFORMANCE EVALUATIONS SHOULD COMBINE THE TWO SOURCES OF APPRAISAL INFORMATION.

• COMPENSATION SYSTEMS SHOULD SUPPORT THE OVERALL STRATEGIC INTENT OF THE ORGANIZATION BUT SHOULD BE CUSTOMIZED FOR LOCAL CONDITIONS.