komunikasi bisnis sosial bab6i

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Kamis 28 Desember 201

7

7 STIKOM BALI 2007 FAQ:gedeiwan STIKOM BALI 2007 FAQ:gedeiwan

@gmail.com

@gmail.com 1

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PERENCANAAN KARIR

DAN PENILAIAN

KINERJA

Komunikasi Bisnis dan Sosial

Pengantar: I Gede Iwan Suryadi,SE.,MM.

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Kamis 28 Dese mber 2017

STIKOM BALI 2007 FAQ:gedeiwan@gma il.com

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The Objectives



Advise someone about the major points in

career planning



Describe how HR department encourage and

assist career



Identify the major advantages of career

planning



Explain the relationship between career

planning and career development



Explain the uses of performance appraisals

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Istilah-istilah dalam

perencanaan karir

 Career_Career. A career is all the jobs that are held during _{. A career is all the jobs that are held during} one’s working life

one’s working life

 Career path. A career path is the sequential pattern Career path. A career path is the sequential pattern of jobs that forms one’s career

of jobs that forms one’s career

 Career goalsCareer goals. Career goals are the future positions . Career goals are the future positions one strives to reach as part of a career. These goals

one strives to reach as part of a career. These goals

serve as benchmarks along one’s career path.

 Career planningCareer planning. Career planning is the process by . Career planning is the process by which one selects career goals and the path to those

which one selects career goals and the path to those

goals

 Career development_{Career development}. Career development consists _{. Career development consists} of the personal improvements one undertakes to

of the personal improvements one undertakes to

achieve a personal career plan

achieve a personal career plan Source : Wherther &

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Perencanaan karir dan

kebutuhan karyawan

 Career equityCareer equity. Employees want equity in the promotion . Employees want equity in the promotion

system with respect to opportunities for career

advancement

 Supervisory concernSupervisory concern. Employees want their supervisors . Employees want their supervisors

to play an active role in career development and provide

timely feedback on performance

 Awareness of opportunitiesAwareness of opportunities. Employees want . Employees want

knowledge of opportunities for career advancement

 Employment interestEmployment interest. Employees need different . Employees need different

amounts of information and have different degrees of

interest in career advancement, depending on a variety

factors

 Career satisfactionCareer satisfaction. Employees, depending on their age . Employees, depending on their age

and occupation, have different levels of career satisfaction

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Manfaat perencanaan karir

 Aligns strategy and internal staffing Aligns strategy and internal staffing

requirements requirements

 Develop promotable employeesDevelop promotable employees

 Facilitates international placementFacilitates international placement

 Assist with workforce diversityAssist with workforce diversity

 Lowers turnoverLowers turnover

 Taps employee potentialTaps employee potential

 Further personal growthFurther personal growth

 Reduce hoardingReduce hoarding

 Satisfies employee needsSatisfies employee needs

 Assist affirmative action plansAssist affirmative action plans

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Pengelolaan karir



Organization focusing on individuals

– Organizational entry_{Organizational entry}

– Mentoring_Mentoring

– Early career: The impact of the first job_{Early career: The impact of the first job} 

Organization focusing on their own

maintenance and growth

– Internal staffing decision:_{Internal staffing decision:}

 _Promotions_Promotions  _Demotions_Demotions

 _{Transfer and relocations}_{Transfer and relocations}

 _{Layoffs, retirements and resignations}_{Layoffs, retirements and resignations}

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Pengembangan karir

 Pengembangan karir oleh individu :Pengembangan karir oleh individu :

– Job performance_{Job performance} – Exposure_Exposure

– Networking_Networking – Resignations_Resignations

– Organizational loyalty_{Organizational loyalty} – Mentors and sponsors_{Mentors and sponsors} – Key subordinates_{Key subordinates}

– Growth opportunities_{Growth opportunities} – International experience_{International experience}

 Pengembangan karir dengan dukungan Dept.SDM :Pengembangan karir dengan dukungan Dept.SDM :

– Management support_{Management support} – Feedback_Feedback

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Pilihan dan preferensi karir



Holland vocational preferences

(Realistic,Investigative,Artistic,Social,Enterpr

ising,Conventional)



The schein anchors

Technical-functional competence,managerial

competence,security-stability,creatifity, and

autonomy-independence)



Jung and the Myers-Briggs Typologies

(Extrovert & introvert, sensing & intuitive)

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Kegunaan dari penilaian

kinerja

 Performance improvementPerformance improvement

 Compensation adjustmentCompensation adjustment

 Placement decisionsPlacement decisions

 Training and development needsTraining and development needs

 Career planning and developmentCareer planning and development

 Staffing process deficienciesStaffing process deficiencies

 Informational inaccuraciesInformational inaccuracies

 Job-design errorsJob-design errors

 Equal employment opportunityEqual employment opportunity

 External challengesExternal challenges

 Feedback to human resourcesFeedback to human resources

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Elemen dari penilaian

kinerja

 Performance standards_{Performance standards}

Performance standards serve as benchmarks against

which performance is measured

 Performance measuresPerformance measures

– _{Objective measures}_{Objective measures}

Objective performance measures are indications of

job performance that are verifiable by others and

are usually quantitative.

are usually quantitative. – _{Subjective measures}_{Subjective measures}

Subjective performance measures are ratings that

are based on the personal standards or opinions of

those doing the evaluation and are not verifiable by

others.

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Tantangan dalam penilaian

kinerja



Legal Constraints



Rater biases

–

The halo effect

_{The halo effect}

–

The error of central tendency

_{The error of central tendency}

–

Leniency and strictness bias

_{Leniency and strictness bias}

–

Cross-cultural biases

_{Cross-cultural biases}

–

_{Personal Prejudice}

–

_{The regency effect}

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Metode penilaian :

Post-oriented

oriented



Rating scales



Checklists



Forced choice method



Critical incident method



Accomplishment records



Behaviorally anchored rating scales



Field review method



Performance tests and observations



Comparative evaluation approaches

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Metode Penilaian :

Future-oriented

oriented



Self appraisals



Management by objectives



Psychological appraisal



Assessment centers

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Implikasi dari proses

penilaian kinerja

A successful performance appraisal system

requires more than good technique. It depends on

a consistent approach for comparability of results,

clear standards and measures, and bias-free

ratings. The implications of the process are:

 Training raters and evaluatorsTraining raters and evaluators

 Evaluation InterviewsEvaluation Interviews

Evaluation interviews are performance review

sessions that give employees essential feedback

about their past performance or future potential.

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Effective Performance

Management System

Requirements of effective Appraisal

systems:



Relevance



Sensitivity



Reliability



Acceptability



Practicality

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Kamis 28 Desember 201

7

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@gmail.com

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