• Tidak ada hasil yang ditemukan

MANAJEMEN SUMBERDAYA MANUSIA OPENCOURSEWARE UNIVERSITAS PEMBANGUNAN JAYA Slide MAN204 PPT 1

N/A
N/A
Protected

Academic year: 2017

Membagikan "MANAJEMEN SUMBERDAYA MANUSIA OPENCOURSEWARE UNIVERSITAS PEMBANGUNAN JAYA Slide MAN204 PPT 1"

Copied!
32
0
0

Teks penuh

(1)
(2)

This is just sample version.

To download full version, please visit :

(3)

Training Agenda

1. HR Management : An Overview

2. HR Planning and Recruitment

3. Employee Selection

4. Training and Development

5. Performance Management

(4)
(5)

HR Management Cycle

Recruitment &

Selection

Training &

Development

Performance

Management

Reward

Management

Career

(6)

HR Strategy and Business Result

Recruitment &

Selection

Training &

Development

Performance

Management

Reward

Management

(7)
(8)

Manpower Planning

Company Strategy

What staff do we

need to do the

job?

What staff is

available within

our

organization?

Is there a

match?

If not, what type of people

do we need, and how

should we recruit them?

Job Analysis

Performance

management

and

development

What is impact

(9)

Manpower Planning

The financial

resources

available to

your

organization

Factors in Forecasting Personnel

Requirements

Projected

turnover (as a

result of

resignation and

terminations)

Quality and nature of

your employees (in

relation to what you

see as the changing

(10)
(11)

Training

Need

Analysis

Training

Objectives

Training

Delivery

Training

Evaluation

Training Process

What are

the training

needs for

this person

and/or job?

Objective

should be

measurable

and

observable

Techniques

include

on-

the-job-training,

action

learning, etc.

(12)

Assessing Training Needs

Task Analysis

A detailed analysis of a job to

identify the skills required, so

that an appropriate training

program can be instituted

Competency

Analysis

Careful study of competency level

to identify a deficiency and then

correct it with a training program, or

some other development

(13)

Competency Analysis

Required

competency

level for certain

position

Competency

Gap

Competency

Assessment

Current

competency

level of the

employee

Training and

Development

(14)

Competency Profile Per Position

1

2

3

4

5

Communication Skills

Public Speaking

Leadership

Training Need Analysis

Material Development

Training Evaluation

Communication Skills

Interview Skills

Analytical Thinking

Understand Selection Tools

Teamwork

Customer Orientation

Recruitment

Supervisor

Required Level

Required Competency

Position

Training &

Development

Manager

(15)

Position

Requirements

Competency

Relevant Training Modules

Leadership



Leadership I



Communication Skills I



The Art of Motivating Employees



Providing Effective Feedback

SUPERVISOR

Achievement



Goal Setting Technique

Managerial competency 1 2 3 4

Leadership Required Level

Actual Level

Achievement Orientation

Teamwork

Planning & Organizing

Functional competency 1 2 3 4

Mechanical Engineering

Mechanical Equipment Maintenance

(16)

Training Matrix for Competency Development

Communication Skills V

Leadership V

Teamwork V

Achievement Orientation V

Customer Focus V

Job Functional Skills V

Communication Skills V

Leadership V

Teamwork V

Achievement Orientation V

Customer Focus V

Strategic Thinking V

Problem Solving & Decision Making V

Job Functional Skills V

Position Managerial Competency

Supervisor

(17)

Enhance Training Effectiveness

Make the

material

meaningful

Provide for

transfer to

learning

Motivate

the trainee

(18)

Enhance Training Effectiveness

Make the

material

meaningful

At the start of training, provide the

trainees with a bird’s-eye view of the

material to be presented. Knowing the

overall picture facilitates learning.

Use a variety of familiar examples when

presenting material

Organize the material so that it is

presented in a logical manner and in

meaningful units

Try to use terms and concepts that are

already familiar to trainees

(19)

Enhance Training Effectiveness

Provide for

transfer to

learning

Maximize similarity between the training

situation and the work situation

Provide adequate training practice

Identify each feature of the step in the

(20)

Enhance Training Effectiveness

Motivate

the trainee

People learn best by doing. Try to provide

as much realistic practice as possible

Trainees learn best when correct

response on their part are immediately

reinforced.

Trainees learn best when they learn at

(21)

Type of Training Program

Formal course

OFF THE JOB

Simulation

Wilderness Trip

Does not interfere with job

Provides for fact learning

Helps transfer of learning

Creates lifelike situations

Builds teams

(22)

Type of Training Program

Job instruction

training

ON THE JOB

Apprenticeship

training

Job rotation

Mentoring

Facilitates transfer of learning

Does not require separate facilities

Does not interfere with real job performance

Provides extensive training

Gives exposure to many jobs

Allows real learning

Is informal

(23)

Evaluation of Training Effectiveness

Level 1 - Reaction

Level 2 - Learning

Level 3 – Behavior

Application

Level 4 – Business

Impact

(24)

Evaluation of Training Effectiveness

Test the trainees to determine if

they learned the principles,

skills, and facts they were to

learn.

Evaluate trainees’ reactions to

the program. Did they like the

program? Did they think it

worthwhile?

Level 1 -

Reaction

(25)

Evaluation of Training Effectiveness

What final results were achieved in terms of the

training objectives previously set? Did the number

of customer complaints about employee drop? Did

the reject rate improve? Was turnover reduced,

and so forth.

Ask whether the trainees’ behavior on the job

changed because of the training program. For

example, are employees in the store’s complaint

department more courteous toward disgruntled

customers than previously?

Level 3 –

Behavior

Application

Level 4 –

Business

(26)
(27)

Performance Management Cycle

Performance

Planning

(Setting

Performance

Targets)

Regular

Review and

Monitoring

Feed back

Corrective

Action

Performance

Appraisal and

Evaluation

Training &

Development

Plan

Salary/Bonus

(28)

Performance

appraisal

elements

has two main

categories:

2. Performance Result

:

Hard or quantitative aspects

of performance

(result)

1. Competencies

: It

represents soft or qualitative

aspects of performance

(process)

(29)

1. Competencies Score

2. Performance Result

Score

Overall Score

Will determine the employee’s

career movement, and also

the reward to be earned

(30)

Element # 1 : Competencies

Basic Intermediate Advanced Expert

Actively listens, and clarifies understanding where required, in order to learn from others.

Actively listens, and clarifies understanding where required, in order to learn from others.

Actively listens, and clarifies understanding where required, in order to learn from others.

Actively listens, and clarifies understanding where required, in order to learn from others.

Empathise with audience and

formulates messages accordingly. Empathise with audience and formulates messages accordingly. Empathise with audience and formulates messages accordingly. Empathise with audience and formulates messages accordingly. Shares resources and information. Shares resources and information. Shares resources and information. Shares resources and information. Responds promptly to other team

members’ needs. Balances complementary strengths in teams and seeks diverse contributions and perspectives.

Actively builds internal and external

networks. Builds internal and external networks and uses them to efficiently to create value.

Involves teams in decisions that

effect them. Uses cross functional teams to draw upon skills and knowledge throughout the organization.

Uses cross functional teams to draw upon skills and knowledge throughout the organization.

Encourages co-operation rather than competition within the team and with key stakeholders.

Builds and maintains relationships

across The company. Drives and leads key relationship groups across The company.

Manages alliance relationships through complex issues such as points of competing interest.

(31)

No.

Main Performance Target

Target to be

Achieved

1 Conduct an assessment of the

All employees submit their performance assessment form

employee's performance

on time

2 Improve the system for

Target : completed 100 %

performance assessment

in November 2008

3 Conduct training activities

Target : to conduct 6 training modules

in one year

4 Carry out on the job training

Target : 90 % of the total employees

activities

who attend the training

experience an increase

in skill and knowledge

(32)

This is just sample version.

To download full version, please visit :

Referensi

Dokumen terkait

Selama tahun 1834 tidak ada usaha yang sungguh-sungguh yang dilakukan oleh pasukan Belanda untuk menaklukkan Bonjol, markas besar pasukan Padri, kecuali pertempuran

Dalam penelitian ini hanya membahas pengaruh faktor pribadi dan psikologis terhadap keputusan pembelian produk handphone android merek Samsung, dengan responden mahasiswa S1

juga dapat diartikan sebagai suatu proses berbisnis dengan menggunakan teknologi elektronik yang menghubungkan antara perusahaan, konsumen dan masyarakat dalam bentuk

Cogeneration (COGEN): the simultaneous production of electrical energy from the combustion of a single fuel source via two means: gas turbines and steam turbines.. See Combined

Manajer dituntut bukan hanya untuk merancang suatu strategi semata, namun harus menambahkan suatu ide-ide kreatif yang akan menjadi pembeda dari strategi yang lain,

Pelaksanaan Tersajinya laporan penjualan tiket disertai dengan bukti- bukti pendukung yang valid dan

Namun demikian, dia bertanya “berapakah kemampuan maksimum kita untuk membeli generator baru 120-kW yang dapat impas dengan persyaratan kontrak sewa?” Asumsikan bahawa

[r]