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Click to edit Master title style Click to edit Master title style

• Click to edit Master text stylesEXECUTIVE DEVELOPMENT PROGRAM_y

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• Fourth level

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LEVEL ADVANCE : HR STRATEGIC AS BUSINESS PARTNER_• _{Fourth level}

• Fifth level

LEVEL ADVANCE : HR STRATEGIC AS BUSINESS PARTNER

HUMAN CAPITAL MANAGEMENT

HUMAN CAPITAL MANAGEMENT_{Click to edit Master subtitle style} HUMAN CAPITAL MANAGEMENT HUMAN CAPITAL MANAGEMENT SYSTEM SYSTEM PT Pelindo 3 (Persero) PPM Manajemen PPM Manajemen

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Click to edit Master title styleSasaran Click to edit Master title style • Click to edit Master text styles Sasaran M b k H C yit l M t S t • Second level • Third level • Fourth level • Mengembangkan Human Capital Management System • Fourth level • Fifth level

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Click to edit Master title style Brainstorming… Click to edit Master title style • Click to edit Master text styles Brainstorming… • Tuliskan tantangan _y • Second level • Third level • Fourth level pengelolaan SDM di Pelindo 3 saat ini • Fourth level • Fifth level

• Menurut Anda, siapa yang bertanggung jawab untuk

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Click to edit Master title style_{Data‐driven} _{The Impact Of} Stepped‐up Click to edit Master title style • Click to edit Master text styles Competition For Talent The Impact Of The Economy Data‐driven HR Practices

• More difficult to attract the b t l

• The “new normal” of economic

• Use metrics and in-depth

analysis to both make good y

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best employees

• Build a strong employer brand

• Compensation & benefits strategies, immigration policies global relocations economic

uncertainty analysis to both make good

decisions and demonstrate the return on investment of key expenditures

The Big

• Fourth level • Fifth level

policies, global relocations

The Big Issues Facing HR *March, 2016 New Developments A Rising Sense f i Demographic Developments In Technology Of Insecurity Changes • Talent networks,

crowdsourcing and internal • More incidents of

workplace violence and political or • Aging workforce, different

generations working social networks • Use of technology in supporting a virtual and political or social instability together, the nature of

family and parental roles, increased cultural diversity.

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Click to edit Master title styleHuman Resource ManagementHuman Resource Management Click to edit Master title style • Click to edit Master text styles Human Resource Management Human Resource Management from y • Second level • Third level • Fourth level from • Fourth level • Fifth level to

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Click to edit Master title styleFrameworkFramework ManajemenManajemen SDMSDM Click to edit Master title style • Click to edit Master text styles Framework Framework ManajemenManajemen SDMSDM y • Second level • Third level • Fourth level MANAJEMEN SDM • Planning • Recr itment COMPETITIVE CHALLENGES • Perubahan EMPLOYEE CONCERNS • Job Security H lth i • Fourth level • Fifth level • Recruitment • Staffing • Job Design • T & D • Appraisal • Perubahan

ekonomi dan pasar • Globalisasi • Teknologi • Healthcare issues • Age & generational work issues • Retirement issues • Gender issues • Communicatio ns • Compensation • Benefits • Labor g • Pengetatan biaya • Memanfaatkan keragaman • Educational levels • Employee rights • Privacy issues • Work attitudes • Family concerns • Labor Relations pegawai • Family concerns

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Click to edit Master title styleE l iE l i FF ii MM jj SDMSDM

• Click to edit Master text styles

Evolusi

Evolusi FungsiFungsi ManajemenManajemen SDMSDM

y

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• Fourth level Strategic

• Fourth level • Fifth level • Payroll

• Benefits • Recruiting_{• L&D} T t l HR _{• Competency} Management • Performance Management Personnel Services • Total Compensation Management • Talent Management Human Capital Managementg

Business Function Business Partner Business Business Function Business Partner

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Click to edit Master title styleFUTURE COMPETITION ARE

FUTURE COMPETITION ARE ....

y • Second level • Third level • Fourth level • Fourth level • Fifth level

The next agenda for Competitiveness is Human Capital

Da id Ulrich David Ulrich

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Click to edit Master title styleINTANGIBLE ASSET AREINTANGIBLE ASSET ARE Click to edit Master title style • Click to edit Master text styles INTANGIBLE ASSET ARE ………. INTANGIBLE ASSET ARE ………. Total Value y • Second level • Third level • Fourth level of the company Intellectual Financial • Fourth level • Fifth level Capital Capital Tangible Asset Intangible Asset Human Capital Structural Capital Organizatio n Relationship Renewal and Development Skill Knowledg e Attitude (Adapted from Roos et.al.1997; Comprint, 1998) 1998)

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Click to edit Master title styleINVESTOR INVESTOR ANALOGY ANALOGY Click to edit Master title style

• Click to edit Master text styles_OperationalBusiness

INVESTOR

INVESTOR ANALOGY ANALOGY

Investor y • Second level • Third level • Fourth level Operational • Fourth level • Fifth level FINANCIAL CAPITAL Business Revenue HUMAN CAPITAL HUMAN CAPITAL Operational Cost Return on Equity Earning Before Tax

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Click to edit Master title styleManagers’ Role inManagers’ Role in HumanHuman Resource PlanningResource Planning Click to edit Master title style

Managers Role in

Managers Role in Human Human Resource PlanningResource Planning

y

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• Third level

•_ger Fourth level

• Merencanakankeseluruhan

kebutuhan SDMdi masa yang ger • Sebagaipartner strategisdalam

Ma

n

ag kebutuhan SDM akan datang di masa yang

• Menganalisis SDM yang dimiliki organisasi (kapabilitas,

kompetensi dan ketrampilan) Ma

n

ag Sebagaimenentukan kebutuhan SDM partner strategisdalam (workforce planning)

• Menganalisis SDM saat ini (berhenti, pensiun,

pengunduran diri kompetensi

HR

_• _{Menganalisis kemampuan}

menarik SDM dari luar organisasi

(employer branding)

• Mengembangkandisain sistem dan proses implementasi

N on ‐HR pengunduran diri, kompetensi karyawan) • Membuatreplacement Chart

sesuai dengan persyaratan dan ketersediaan SDM untuk didi k ik d SDM

p p

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Click to edit Master title styleManagers’ Role in Human Resource Administration

Managers Role in Human Resource Administration

y

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•er Fourth level• Menjaga konsistensi er • Menyiapkan informasi • Fourth level

• Fifth level

M

anag

e Menjaga konsistensi

penulisan uraian pekerjaan • Pemahaman atas unsur‐

unsur dalam uraian

pekerjaan Manag e Menyiapkan informasi yang harus dicantumkan dalam uraian pekerjaan M i i HR M pekerjaan • Memonitor penyempurnaan, perbaikan, dan implementasi uraian on ‐HR M • Mereviewuraian pekerjaan secara berkalaminimal 1 tahun sekali implementasi uraian pekerjaan No • Menyempurnakan

uraian pekerjaanbila terjadi perubahanpada pekerjaan

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Click to edit Master title styleManagers’ Role in Recruitment & Selection

Managers Role in Recruitment & Selection

y

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•er Fourth level• Merencanakankebutuhan er • Fourth level

• Fifth level

M

anag

e _SDM

• Menentukanwaktu dan metodepelaksanaan rekrutmen

M

anag

e • Menentukanjob‐ specificationdanman‐ specification(kriteria) bersama dengan pihak SDM

HR

M _{• Memfasilitasi}_{seluruh proses}

seleksi

• Membuatrekomendasi atas

hasilseleksi on ‐HR M SDM • Melakukan proses seleksi sebagai user • Menyiapkan penempatan

karyawan baru yang sudah • Memastikankelancaran

proses penempatan

karyawan baru

N

o karyawan baru yang sudah diterima

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Click to edit Master title styleManagers’ Role in Training & Development Click to edit Master title style

Managers Role in Training & Development

y

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•age Fourth level

r _{• Mengidentifikasi} kebutuhan pelatihan, t k i age r • Menginformasikan kebutuhan pelatihan • Fourth level • Fifth level R Ma n

a serta kesesuaian sasaran dengan kurikulum & silabus

• Memfasilitasi pelaksanaan R Ma

n

a kebutuhan pelatihan • Sebagai trainer, sesuai

dengan keahlian dan pengalaman

M t d

H pelatihan, termasuk mengelola anggaran pelatihan

• Mengevaluasi program Non

‐H • Memantau danmemperkuat perilaku baru • Memberi usulan tentang

perbaikan pelatihan yang sudah dilaksanakan

pelatihan

• Bekerja sama dengan manager lain dalam

pengembangan individual

sudah dilaksanakan • Memetakan kompetensi

dan berperan serta dalam mendesain program pengembangan individual

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Click to edit Master title styleManagers’ Role in Performance Management Click to edit Master title style

Managers Role in Performance Management

y

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•age Fourth level

r • Merancang sistem &

metode manajemen kinerja

t t d d h age

r

• Menetapkan sasaran dan standar • Fourth level • Fifth level R Ma n

a yang tepat dan mudah • Menerapkan & menjamin

proses penilaian kinerja yang obyektif

R

Ma

n

a standar

• Memonitor prestasi dan memberi umpan balik • Menilai dan melakukan

wawancara penilaian Kinerja

H • Melaksanakan program tindak lanjut (follow up) dalam siklus manajemen kinerja

M d i i t ik h il Non

‐H • Melakukan coaching dan counselling

• Mengakui dan memantapkan prestasi

• Mengadministrasikan hasil‐ hasil penilaian kinerja sebagai sumber informasi bagi pelaksanaan fungsi‐ fungsi lain dari Manajemen

• Mendokumentasikan dan mencari informasi

• Membuat rencana perbaikan dan pengembangan

g j

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Click to edit Master title style Click to edit Master title style • Click to edit Master text styles Managers’ Role in HCM y • Second level • Third level • Fourth level • Fourth level • Fifth level

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Click to edit Master title style Click to edit Master title style • Click to edit Master text stylesy • Second level • Third level • Fourth level • Sebagai The Great Team of HCM peran apa saja yang akan Anda jalankan?

• •Bagaimana Anda akan mengukurFourth level • Fifth level

• Bagaimana Anda akan mengukur keberhasilan Anda dalam

menjalankan peran tersebut?

• Kemampuan apa yang perlu AndaKemampuan apa yang perlu Anda kembangkan untuk menjalankan peran secara efektif?

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Click to edit Master title style Click to edit Master title style • Click to edit Master text stylesy • Second level • Third level • Fourth level • Fourth level • Fifth level

Competency Management

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Click to edit Master title styleCompetency Framework Click to edit Master title style • Click to edit Master text styles Competency Framework y • Second level • Third level • Fourth level • Fourth level • Fifth level

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Click to edit Master title styleHuman Capital Competency Click to edit Master title style • Click to edit Master text styles Human Capital Competency y • Second level • Third level • Fourth level Brain Capital Intangible Asset Intangible Asset • Fourth level • Fifth level

Emotional Capital KontributorKontributor

Social Capital Skill Capital Results Results Walaupun intangible asset tetapi Observable ‐‐ Results Observable Results

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Click to edit Master title style Click to edit Master title style • Click to edit Master text stylesy • Second level • Third level • Fourth level • Fourth level • Fifth level Manajemen Kinerja

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Click to edit Master title styleAspekAspek KinerjaKinerja Click to edit Master title style

Aspek

Aspek KinerjaKinerja

y • Second level • Third level • Fourth level Obyektif Subyektif • Fourth level

• Fifth levelKPI KBI

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Click to edit Master title styleFish Bone KPIFish Bone KPI Click to edit Master title style • Click to edit Master text styles Fish Bone KPI Fish Bone KPI y • Second level • Third level • Fourth level Operational Target Unit Kerja Biro ‐ Bagian Obyekt if • Fourth level • Fifth level Stratecic Goals Organisasi Operational Target Unit Kerja Biro ‐ Bagian Profil Komp Ind

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Click to edit Master title stylePENJABARAN KPIPENJABARAN KPI && EVALUASINYAEVALUASINYA

PENJABARAN KPI

PENJABARAN KPI && EVALUASINYAEVALUASINYA

VS y

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• Fourth levelRENCANA KINERJA PENCAPAIAN KINERJA

Menjabarkan KPI _{Mengevaluasi KPI} • Fourth level • Fifth level RENCANA KINERJA Perusahaan RENCANA KINERJA Direktorat – Biro ‐ Bagian

PENCAPAIAN KINERJA Perusahaan

PENCAPAIAN KINERJA Bagian – Biro ‐ Direktorat Direktorat Biro Bagian

RENCANA KINERJA d d

Bagian Biro Direktorat

PENCAPAIAN KINERJA di id

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Click to edit Master title styleE l i Sik K j /KBI K B h i I di t

• Click to edit Master text styles_VS

Evaluasi Sikap Kerja/KBI – Key Behavior Indicator

y

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VS Menetapkan Sikap Kerja

Yang dievaluasi

Mengevaluasi Sikap Kerja individu

Misi; Visi; Values Misi; Visi; Values Organisasi KARAKTERISTIK PERILAKU yang dituntut MODEL KOMPETENSI KARAKTERISTIK PERILAKU yang terjadi

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Click to edit Master title styleFaktor Penilaian Manajer Click to edit Master title style

Faktor Penilaian Manajer Subyek tif

y

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KOMPETENSI NO. NAMA KOMPETENSI

1 Intellectual Flexibility / FLE 1 Pemecahan masalah

2 Learning Agility / LAG 2 Adaptasi terhadap Pekerjaan 3 Integrity / INT 3 Integritas

4 Innovative / INO 4 Kreativitas

KRITERIA PENILAIAN Lead Self • Fourth level • Fifth level 4 Innovative / INO 4 Kreativitas 1 Collaboration / COL 5 Membangun tim 2 Empowering / EMP 6 Pembinaan bawahan 3 Change Leadership / CHL 7 Kepemimpinan 4 Influencing People / IFL 8 Komunikasi Lead Others 1 Planning for Success / PLA 9 Perencanaan & Prioritas 2 Drive for Execution /DEX 10 Pengorganisasian Kerja 3 Drive for Result / DRI 11 Pendelegasian dan pengawasan 1 Business Acumen / BAC 12 Pengambilan keputusan

2 Strategic Orientation / STO 13 Orientasi strategis

d i Lead Organization 2 Strategic Orientation / STO 13 Orientasi strategis 3 Customer Focused / CUS 14 Komitmen terhadap organisasi 4 Building Business Partnership / BBP 15 Pembinaan Jejaring Lead Business

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Click to edit Master title styleFaktor Penilaian Non Manajer Subyek

Faktor Penilaian Non Manajer Subyek tif

y

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• Fourth level

KOMPETENSI NO. NAMA KOMPETENSI

1 Intellectual Flexibility / FLE 2 Learning Agility / LAG 3 Integrity / INT 1 Integritas KRITERIA PENILAIAN Lead Self • Fourth level • Fifth level 3 Integrity / INT 4 Innovative / INO 1 Collaboration / COL 2 Empowering / EMP 3 Change Leadership / CHL 2 Inisiatif 3 Kerja Sama Lead Others Komunikasi 4 4 Influencing People / IFL 1 Planning for Success / PLA 5 Pengetahuan tentang Pekerjaan 2 Drive for Execution /DEX 6 Ketelitian 3 Drive for Result / DRI 7 Kualitas Hasil Pekerjaan 1 Business Acumen / BAC 8 Efisiensi Kerja

Lead Organization Komunikasi 4 1 Business Acumen / BAC 8 Efisiensi Kerja 2 Strategic Orientation / STO 9 Perbaikan Berkelanjutan 3 Customer Focused / CUS 4 Building Business Partnership / BBP 10 Pelayanan Pelanggan Lead Business

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Click to edit Master title styleEvaluasi Kinerja Click to edit Master title style • Click to edit Master text styles Evaluasi Kinerja y • Second level • Third level

• Fourth level‐ Individu: < • Fourth level • Fifth level ‐ Individu: < ‐ Team: << ‐ Organisasi: <<< HASIL 1 PERIODE HASIL 1 PERIODE

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Talent Manajemen

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