5WLA Based On Business Process Model

1
Workload Analysis
based on Business Process Model
A foundation to calculate the Business Load
By Pungki Purnadi
www.pungkipurnadi.com or www.pungkipurnadiassociates.com
Yogyakarta, 4th October 2018
Universitas Kristen Duta Wacana (UKDW) Yogyakarta

as part of Certified Organizational Development Program
Certified Professional Human Capital Management (CPHCM) - Indonesia
Module Objectives
To provide an in-depth
understanding on how to
calculate the sufficient number
of headcount on each position &
organization by using business
process model, in order to fulfil
the achievement of company
vision mission
Certified Professional Human Capital Management (CPHCM) - Indonesia JMU R2-16/3/05

3
Personnel vs Human Resources

• No HR Planning • HR Planning as appendix or
separate from Business
Planning
• No HR strategic initiatives • HR has operational initiatives
(daily)
• Not clear manpower planning • Manpower Planning (sufficient
number of people – quantity)
• HR has budget
• No work program & budget
plan of HR
• HR like Servant • HR working alone to translate
line management needs
• Planning from Hiring to
• More payroll plan only
Retiring
• No KPI
• Unclear KPI – measurement
4
Human Resources vs Human Capital

• HR Planning as appendix or • HR joint in the business
separate from Business planning
Planning • HR have to come up with long
• HR has operational initiatives term strategic initiatives
(daily) • Manpower Planning more to
• Manpower Planning (sufficient quality and
number of people – quantity) effective/productive people
• Return on Human Capital
• HR has budget Investment
• HR working alone to translate • Line Management define their
line management needs needs on Organization &
• Planning from Hiring to People
Retiring • Manage Organization
• Unclear KPIs - measurement Effectively with clear KPIs
(KPI Tree)
VISION – MISSION - VALUES
BUSINESS STRATEGY ORGANIZATION STRATEGY CULTURAL STRATEGY
Business Target Organization Career &

- BSC Remuneration Knowledge
Structure Succession
Strategy Mgt Strategy
Strategy
Job Talent ▪ ▪ Staffing
KRA
Design
Critical
Moment of KPI
Job C&B▪ CB HRM ▪ Recruitment
Truth Description
(Biz Process) People
Job ▪
Evaluation Develop ▪ Performance
SOP & Work -ment Appraisal
Instruction
Job Grade
Corporate Performance
Management
Workforce Organization Change Employee Recruitment People
One Year Strategic Planning Management Management Master File & Selection Competency
Action Plan
Leadership HR Information C&B Performance CareerTalent Learning &

P-D-C-A Development System Management Management Management Development
5
Business Model Organization
Certified Professional Model Management (CPHCM) - Indonesia
Human Capital People Model
Organizational Development & HC
Management Model Staffing
Learning
Development
Corporate Competency CBHRM

Employee Performance
value Model
relation Mgmt
C&B
SWOT
Vision Org. Job Job Job Job Salary
Mission Model & Design Description Evaluation Grading Structure
Structure
Business
Process WLA Workforce Planning Salary
Survey Talent
KRA - KPI
Mgmt
Strategy
HC budget Salary
Initiatives
Strategy Company Increment
Business Score & Bonus
Map Card Compensation
& Benefit
Performance Learning &

Appraisal Development
Career
Development
PILLARS of ORGANIZATION & PEOPLE house
OD Attract Develop Motivate Retain

VMV
BSC
Recruitment Learning & PMS Talent
KRA
KPI
Selection Development Rewarding (Hi-Po)
Organization Placement Scholarship Leadership C&B
Structure Integration Career (Coaching & (Salary
Job Desc (Induction) CBHRM Counseling) Structure)
Job Eva KM Promotion Industrial
Job Grade Job Rotation Conducive Relations
Workforce/ Assignment Working Succession
Manpower Environment Retirement
Planning
Change Mgt

HUMAN CAPITAL FRAMEWORK
Analyze, set direction & control organization
congruency with the demand of
Maintain Corporate the strategic business
Expansive Strategic Business Plan objectives & plan
Retrench
As response to environmental
Corp HC
opportunities & challenges
Organization Strategy, Organization
Development, Job Management,
HC budget, HCIS,
Workforce - Manpower
Integration of maintaining & retrenchment
Planning Planning strategy,
Succession & Replacement Planning
Retirement Analysis
Bench strength strategy
Recruitment & Selection,
Talent Management Strategy
Placement Strategy
Retaining Dynamic HC Cycles

Which is led by Corporate
Acquiring
Business Plan
Compensation & Benefits Strategy

Industrial Relation Strategy
Maintaining Developing
Corporate family Learning &Dev Strategy
Work-family life balance program Performance Mgt Strategy
Career Dev. Strategy
Competency Dev. Strategy
MENGAPA ANALISIS BEBAN KERJA?
KEBUTUHAN ORGANISASI OUTPUT

UNTUK MEMPEROLEH PRODUKTIVITAS = -------------------
PRODUKTIVITAS TINGGI
DARI KARYAWAN (SDM)
INPUT (SDM)
BAGAIMANA EFISIENSI KERJA PEGAWAI YANG DIMILIKI SAAT INI ?
APAKAH JUMLAH PEGAWAI BERLEBIH / KEKURANGAN ?
BAGAIMANA MENINGKATKAN EFISIENSI KERJA PEGAWAI ?

EFISIENSI KERJA KARYAWAN
APAKAH PEGAWAI TELAH MELAKSANAKAN SELURUH TUGAS DAN

TANGGUNG JAWAB JABATANNYA DENGAN BAIK SESUAI DENGAN
YANG DIHARAPKAN ?
APAKAH JOB DESCRIPTION YANG DIRANCANG SUDAH MENJAMIN

ADANYA BEBAN KERJA YANG OPTIMUM (SESUAI DENGAN WAKTU
KERJA YANG DISEDIAKAN) ?
APAKAH JOB DESCRIPTION YANG DIRANCANG UNTUK SUATU

JABATAN MEMILIKI BEBAN KERJA YANG RELATIF SEIMBANG
DIBANDINGKAN JABATAN LAIN ?

PRODUKTIVITAS EFISIENSI BEBAN

KERJA KERJA KERJA
KEGUNAAN UTAMA ADALAH UNTUK MENENTUKAN :
BERAPA JUMLAH KEBUTUHAN SDM JABATAN/UNIT ?
APAKAH PERLU PENYEMPURNAAN JOB DESCRIPTION ?
APAKAH PERLU PENYEMPURNAAN STRUKTUR ORGANISASI ?

PENGERTIAN
BEBAN KERJA (WORKLOAD) ADALAH…..
JUMLAH KEGIATAN TUGAS YANG HARUS DISELESAIKAN OLEH SESEORANG
ATAUPUN SEKELOMPOK ORANG SELAMA PERIODE WAKTU TERTENTU
DALAM KEADAAN NORMAL (HARYANTO, 2004)
WORK THAT A PERSON IS EXPECTED TO DO IN A SPECIFIED TIME

(DICTIONARY INTERNET)
THE AMOUNT OF WORK ASSIGNED TO A PERSON OR A GROUP, AND

THAT IS TO BE DONE IN A PARTICULAR PERIOD (DICTIONARY INTERNET)
THE AMOUNT OF LABOR HOURS REQUIRED TO CARRY OUT SPECIFIED

MAINTENANCE TASKS (DICTIONARY INTERNET)

PENGERTIAN
BERDASARKAN DEFINISI-DEFINISI DI ATAS TERLIHAT BAHWA PENGERTIAN
BEBAN KERJA TERKAIT DENGAN 3 ASPEK :
ASPEK TUGAS-TUGAS & PRODUK JABATAN YANG HARUS

DIKERJAKAN
ASPEK ORANG ATAU SEKELOMPOK ORANG YANG MENGERJAKAN

TUGAS-TUGAS TERSEBUT UNTUK MENGHASILKAN PRODUK JABATAN
ASPEK WAKTU YANG DIGUNAKAN UNTUK MENGERJAKAN TUGAS-

TUGAS TERSEBUT UNTUK MENGHASILKAN PRODUK JABATAN
PENDEKATAN PENGUKURAN WAKTU (TIME STUDY)

DIGUNAKAN SEBAGAI SALAH SATU METODE
UNTUK MENGUKUR BEBAN KERJA

PENGERTIAN
Job Workload
Evaluation Job Analysis
Level
> 800 Top → 100%

Level
Bobot 601-800 Middle → 100% Beban

Jabatan Level
Kerja
Job Work
Value 401-600 Lower → 100% Load
Level
< 400 Pelaksana → 100%

JENIS-JENIS BEBAN KERJA
BEBAN Sesuai/
KERJA
INDIVIDU
BKI Plus/Minus
Jobdes
BEBAN
Sesuai
KERJA
JABATAN
BKJ Jobdes
BEBAN Sesuai
KERJA
UNIT
BKU Jobdes

JENIS TUGAS - PRODUK
KEPENTINGAN FREKUENSI
Tugas/ Tugas
Produk Rutin/Harian
Pokok
Tugas Tugas
Produk Berkala
Tambahan
Tugas Tugas
Produk Insidentil
Lain-Lain

BEBAN KERJA UNIT
(BKU)
Divisi/Cabang ………….
Total waktu yang digunakan

untuk menyelesaikan seluruh
tugas pokok & produk pokok
dari seluruh jabatan pada
suatu unit kerja

BKJ (BEBAN KERJA JABATAN) BKI (BEBAN KERJA INDIVIDU)
Total waktu yang digunakan Total waktu yang digunakan

untuk menyelesaikan seluruh oleh seorang pemegang
tugas pokok & produk pokok jabatan untuk menyelesaikan
pada suatu Jabatan. seluruh tugas pokok-produk
pokok, tugas & produk
tambahan, dan tugas lain
pada suatu Jabatan
JABATAN “X”
Tugas Produk Tugas
Tugas-Produk Pokok
Tambahan Lain
BKJ
BKI

TAHAPAN PENGUKURAN WAKTU
1) BERIKAN BATASAN TUGAS YANG AKAN DIUKUR

(MENGACU PADA JOB DESCRIPTION)
2) URAIKAN TUGAS KEDALAM ELEMEN-ELEMEN TUGAS
3) TENTUKAN BERAPA KALI PENGUKURAN TUGAS-TUGAS AKAN

DILAKUKAN
4) UKUR DAN CATAT SIKLUS WAKTU (“CYCLE TIME”) RATA-RATA
5) HITUNG WAKTU NORMAL :

WAKTU NORMAL = RATA-RATA CYCLE TIME X FAKTOR PENYESUAIAN
6) JUMLAHKAN WAKTU NORMAL UNTUK SETIAP ELEMEN TUGAS
7) HITUNG WAKTU BAKU (“STANDARD TIME”) :

WAKTU BAKU = TOTAL WAKTU NORMAL + ALLOWANCE

PATOKAN DALAM PERHITUNGAN WAKTU EKIVALEN
TUGAS HARIAN, BERKALA & INSIDENTAL
( MENIT / HARI )
TUGAS HARIAN = FREK TUGAS PER HARI X LAMA WKT PER FREK / 1 HARI
CONTOH = 2 X 30 / 1
= 60
TUGAS MINGGUAN = FREK TUGAS PER MINGGU X LAMA WKT PER FREK / 5 HARI
CONTOH = 3 X 60 / 5
= 36
TUGAS BULANAN = FREK TUGAS PER BULAN X LAMA WKT PER FREK / 22 HARI
CONTOH = 1 X 90 / 22
= 4.09
TUGAS TRIWULAN = FREK TUGAS PER 3 BULAN X LAMA WKT PER FREK / 66 HARI
CONTOH = 5 X 180 / 52
= 17.31
TUGAS SEMESTER = FREK TUGAS PER 3 BULAN X LAMA WKT PER FREK / 132 HARI
CONTOH = 1 X 600 / 104
= 5.77
TUGAS TAHUNAN = FREK TUGAS PER TAHUN X LAMA WKT PER FREK / 264 HARI
CONTOH = 1 X 600 / 264
= 2.27
FAKTOR PENYESUAIAN (SHUMARD)
KELAS NILAI KELAS NILAI
SUPERFAST 100 NORMAL 60
FAST + 95 FAIR + 55
FAST 90 FAIR 50
FAST - 85 FAIR - 45
EXCELLENT 80 POOR 40
GOOD + 75
GOOD 70
GOOD - 65
CONTOH TUGAS HARIAN CSO (BANK)

JENIS FREKUENSI WAKTU REAL WAKTU FAKTOR WAKTU
NO TUGAS TUGAS RATA-RATA EKIVALEN PENYESUAIAN NORMAL
TP/TT/TL FREK SATUAN LAMA SATUAN (MNT/HR) NILAI P (MNT/HR)
1 Melakukan persiapan kerja TP
1.1 Mengikuti morning meeting TP 1 kali/hari 15 menit 15.00 60 1.00 15.00
1.2 Mempersiapkan kelengkapan kerja (form) TP 1 kali/hari 10 menit 10.00 50 0.83 8.33
1.3 Mempersiapkan counter TP 1 kali/hari 5 menit 5.00 90 1.50 7.50
TABEL HASIL PERHITUNGAN BEBAN KERJA INDIVIDU (BKI)

JENIS TUGAS WAKTU % JENIS TUGAS WAKTU %
TOTAL TP 423.67 79.84% TOTAL TH/R 68.33 12.88%
TT 49.31 9.29% TB 120.77 22.76%
TL 0.00 0.00% TI 283.88 53.50%
AL 57.67 10.87% AL 57.67 10.87%
(Menit) 530.65 (Menit) 530.65
BKI 110.55% BKI 110.55%
(Jam) 8.84 (Jam) 8.84

TABEL HASIL PERHITUNGAN BEBAN KERJA JABATAN (BKJ)

JENIS TUGAS POKOK WAKTU %
TUGAS POKOK - HARIAN/RUTIN TP TH/R 68.33 16.13%
TUGAS POKOK - BERKALA TP TB 92.38 21.80%
TUGAS POKOK - INSIDENTIL TP TI 262.95 62.07%
TUGAS POKOK - TOTAL 423.67 100.00%
WAKTU KELONGGARAN (ALLOWANCE) 10% 48.00
WAKTU STANDAR/BAKU (STANDARD TIME) 471.67
7.86
BEBAN KERJA JABATAN (BKJ) 98.26%
Jam

JUMLAH KEBUTUHAN SDM
JUMLAH KEBUTUHAN SDM (JKSDM)

Jumlah tenaga kerja yang dibutuhkan untuk dapat mengerjakan/
menyelesaikan seluruh tugas pokok (TP) dari suatu jabatan atau
unit kerja (Seksi, Bagian, Divisi) sesuai dengan standar beban
kerja tertentu yang ditetapkan.
RUMUS :
Beban Kerja Jabatan (BKJ)

JKSDM Jabatan = ----------------------------------------- x 1 Orang
Beban Kerja Standar (BKS)
Beban Kerja Unit (BKU)

JKSDM Unit = ------------------------------------------ x 1 Orang
Beban Kerja Standar (BKS)

BEBAN KERJA STANDAR (BKS)

Adalah beban kerja (dalam %) yang dijadikan sebagai standar atau patokan
yang ditetapkan oleh organisasi, yang berlaku dan harus dipenuhi oleh seluruh
jabatan yang ada di organisasi.
BKS merupakan dasar untuk menentukan Jumlah Kebutuhan SDM (JKSDM)
Seberapa besar BKS dapat ditentukan berdasarkan :

Konseptual-Teoritis :
Jumlah total jam kerja (100%) - Allowance (10%) = 90% Total jam kerja
480 menit/hari – (10% x 480 menit/hari) = 432 menit/hari (7,2 jam/hari)
Besarnya beban kerja yang diharapkan dapat dipenuhi oleh setiap jabatan
yang ada di suatu organisasi perusahaan
Beban kerja rata-rata dari seluruh beban kerja jabatan yang diukur saat ini
(Existing Condition)

BKJ atau BKU dibandingkan dengan BKS
90%
BK Standar (1)
(BKJ)
80%
Beban Kerja Jabatan
atau BK Standar (2)
Beban Kerja Unit
(BKU)
70%
BK Standar (3)

BKU=1500%
90% JKSDM =
90%
BK Standar (1) 15 Orang
90% 90%
BKU=1500%
80% JKSDM =
80%
BK Standar (2) 80% 80% 80% 18 Orang
BKU=1500%
70% JKSDM =
70% 70%
BK Standar (3) 70% 70% 70%
21 Orang

CONTOH PERHITUNGAN JUMLAH KEBUTUHAN SDM

No JABATAN UNIT KERJA SDMSI BKJ BKS JKSDM +/-
1 Pemimpin Cabang Cabang 1 50.00% 100.00% 1 1
2 Account Officer Cabang 1 40.00% 100.00% 0 1
3 Customer Service Officer (CSO) Cabang 1 178.72% 100.00% 2 -1
4 Teller Cabang 1 100.00% 100.00% 1 0
5 Back Office Cabang 1 75.00% 100.00% 1 0
TOTAL 5 88.74% 100.00% 4 1
Keterangan :
SDMSI = Jumlah SDM Saat Ini
BKJ = Beban Kerja Jabatan
BKS = Beban Kerja Standar
JKSDM = Jumlah Kebutuhan SDM
+/- = Jumlah Kelebihan/Kekurangan SDM

JUMLAH KEBUTUHAN SDM BERDASARKAN BKS = 80%
PADA DIVISI-DIVISI DI KANTOR PUSAT PT. "X"
No Unit Kerja BKU-J SDMSI BKJ BKS JKSDM +/- BKU-I BKI BKS JKSDM +/-
1 Divisi A 5002.50% 75 66.70% 80.00% 63 12 5685.75% 75.81% 80.00% 71 4
2 Divisi B 1901.04% 24 79.21% 80.00% 24 0 2113.44% 88.06% 80.00% 26 -2
3 Divisi C 1813.68% 24 75.57% 80.00% 23 1 2133.12% 88.88% 80.00% 27 -3
4 Divisi D 1498.64% 22 68.12% 80.00% 19 3 1718.64% 78.12% 80.00% 21 1
5 Divisi SDM 1415.02% 29 48.79% 80.00% 18 11 1660.99% 57.28% 80.00% 21 8
6 Divisi E 1013.70% 15 67.58% 80.00% 13 2 1123.35% 74.89% 80.00% 14 1
7 Divisi F 882.45% 15 58.83% 80.00% 11 4 1049.40% 69.96% 80.00% 13 2
8 Divisi G 548.46% 11 49.86% 80.00% 7 4 635.25% 57.75% 80.00% 8 3
9 Divisi H 500.40% 15 33.36% 80.00% 6 9 627.15% 41.81% 80.00% 8 7
10 Divisi I 324.60% 10 32.46% 80.00% 4 6 462.90% 46.29% 80.00% 6 4
11 Divisi J 40.52% 4 10.13% 80.00% 1 3 61.60% 15.40% 80.00% 1 3
Total Kantor Pusat 14941.01% 244 61.23% 80.00% 187 57 17271.59% 70.79% 80.00% 216 28
Keterangan : BKJ = Beban Kerja Jabatan; SDMSI = Jumlah SDM Saat ini
BKI = Beban Kerja Individu; JKSDM = Jumlah Kebutuhan SDM
BKU-J = Beban Kerja Unit Berdasarkan BKJ; +/- SDM = Jumlah Kelebihan/Kekurangan SDM
BKU-I = Beban Kerja Unit Berdasarkan BKI.

Skema Tahapan Analisis Beban Kerja
Job Description Berdasarkan Metode “Time Study”
Tugas-Tugas
Validasi Experts,
Elemen Tugas Atasan, Mantan
Pemegang Jabatan,
dan lain-lain.
Waktu Rata-Rata
Elemen Tugas
Faktor Penyesuaian
(Shummard)
Log Book Waktu Rata-Rata
Kuesioner Elemen Tugas
Faktor Kelonggaran
Beberapa Responden (Allowance)
Wawancara
Pemegang
Jabatan Waktu Normal Jabatan
Total Waktu
TP+TT+TL+AL
Kebutuhan SDM Waktu Normal Jabatan
Sasaran & Manfaat
Tervalidasi
Redisain Tugas Total Waktu
Tugas Pokok
Reorganisasi Waktu Standar Jabatan (TP)
Pelatihan Beban Kerja Individu

Efisiensi Kerja
Beban Kerja Jabatan & Beban Kerja Unit
Produktivitas Kerja
31
The Business Process

Model (BPM) Design
By Pungki Purnadi
www.pungkipurnadi.com or www.pungkipurnadiassociates.com
Yogyakarta, 4th October 2018
Duta Wacana Christian University (UKDW) Yogyakarta as part of

Certified Organizational Development Program
Apa yang dimaksud dengan
Business Process ?
• Alat bantu bisnis yang berperan sangat
sentral/significant dalam
mengidentifikasi proses kerja untuk
mencapai target jabatan/unit kerja dan
akhirnya Visi Misi organisasi
• Proses kerja Ideal harus dipahami mulai

dari INPUT nya – PROSES nya – OUTPUT
nya
THE COMMON ELEMENTS OF WORK PROCESSES
COMPETENCIES STEPS PRODUCT
INPUT PROCESS OUTPUT
PLANNING EVALUATION &

REPORTING
IMPLEMENTATION

33
PROCESS MODEL
DEVELOPMENT
MAPPING Current practices
PROCESS Ideal practices

MODEL
Business
+ TO-BE
BUSINESS
Process
Risk
BPRA = PROCESS
Assessment
+
Process
Owner Top Management Validation
Model

VISION – MISSION - VALUES
BUSINESS STRATEGY ORGANIZATION STRATEGY CULTURAL STRATEGY
Business Target Organization Career &

- BSC Salary Knowledge
Structure Succession
Structure Management
Strategy
Job Talent ▪ ▪ Staffing
KRA
Design
Critical
Moment of KPI
Job C&B▪ CB HRM ▪ Recruitment
Truth Description
(Biz Process) People
Job ▪
Evaluation Develop ▪ Performance
SOP & Work -ment Appraisal
Instruction
Job Grade
Corporate Performance
Management
Workforce Organization Change Employee Recruitment People
One Year Strategic Planning Management Management Master File & Selection Competency
Action Plan
Leadership HR Information C&B Performance CareerTalent Learning &

P-D-C-A Development System Management Management Management Development
Business Model 35 Organization Model People Model

The role of Business Process
• To have a clear input – process – output of each division and
its target
• To identify Risk and creating policies, Guideline, SOP up to
Work Instruction
• To avoid overlapping on Position in Charge (PIC) & support
ARCI Matrix
• To design the Organization Model & its Organization Structure
• To validate the KRA – KPI
• To calculate time motion & work load analysis (WLA)
• To calculate cost and budget purpose
• To identify competencies requirement to do the job
• To establish the Service Level Agreement (SLA)

Business Process Type Alignment
MONEY MAKER
POLICY MAKER
(THE BACKBONE
(max 10%)
min 60%)
ORGANIZATION
SUPPORT
(ENABLER
max 30%)
37
Input
Details of
Output
Open System
External
Factors Organization
Vision – Mission – Values – Strategy Objectives/Target
Job
Initiative
BSC KRA - KPI Description
SWOT Strategies
Business Business Organization

Strategy Process Structure and People
SWOT
ZZZz...
KRA - KPI
SLA PMS
38 Certified Professional Human Capital Management (CPHCM) - Indonesia
1. Process Map : HIGH LEVEL 39
A High-Level Process Map describes all of the core processes

within an organization.
For example, ISO 9001 requires that the sequence and interaction
of the Quality Management System processes are determined.
One way to demonstrate that processes are “determined” is
through a high-level process map.
PLEASE IDENTIFY YOUR ULTIMATE / MAIN PRODUCT or

SERVICES FROM YOUR DIVISION/DEPARTMENT.

2. Process Map : LOW LEVEL
The main difference between a high-level and low-level process map is one of
scope. The process flow has not changed, just the scope of what we are
looking at.
A low-level process map is an area of a high-level process map that we have

zoomed into for more detail.
One problem with low-level process maps is that sometimes it is hard to

determine who is accountable or responsible for which activity. Another is that
they may have to conform very well with the ARCI (Accountable –
Responsible- Consulted – Inform) & SIPOC format.
IN ORDER TO PRODUCE YOUR ULTIMATE PRODUCT/SERVICES

THEN WHAT KIND OF PROCESS DO YOU NEED (STEPS) ?

41
2. Process Map : LOW LEVEL
Figure 2 : Low Level Process Map

42
3. Process Map : SWIM LANE
Cross Functional process maps have the same flowchart symbols

used in the low-level process map example.
Only now, cross functional swim lanes have been used to identify
who is responsible for each element, decision or data.
You can have any number of swim lanes in your map, although
as a practical limit you may want to make it fewer.

43
3. Process Map : SWIM LANE
Figure 3a : Swim Lane or Cross Functional Process Map

44
4. Process Map : SIPOC

A Document Map is an expanded SIPOC format. Each row is an
individual SIPOC flow representing the:
• Supplier ->
• Input (document) ->
• Process Step(s) ->
• Output (product or services or document) ->
• Customer
Effectiveness criteria and performance objectives are listed. Your
effectiveness criteria represent your Key Performance Indicators
(KPI), metrics, or measures for your process.
Document maps provide a lot of data detail but can be short on
activity details. Text based procedures are much better at depicting
individual tasks and methods.

4. Process Map : SIPOC 45
Figure 4a : SIPOC or Documents Map

Figure 4b : SIPOC or Documents Map ( Man Power Planning Process )

Figure 4c : SIPOC or Documents Map ( Recruitment Process )

Perhitungan Waktu Kerja Setahun
•Waktu kerja efektif = 7 jam

kerja per hari,
•228 hari kerja per tahun
•= 1596 jam per tahun
•= 95760 menit per tahun
Pungki
Certified Professional Purnadi
Human & Associates
Capital Management– (CPHCM) - Indonesia
www.pungkipurnadiassociates.com
good luck & success!
If you need further assistance,
please contact me at
08121055000
Or visit www.pungkipurnadi.com
www.pungkipurnadiassociates.com
Or sending e-mail to :
Pungki.purnadi@gmail.com
pungki@pungkipurnadi.com

Pungki Purnadi, ST.MM.MHRM.
Pungki Purnadi is certified HR practitioner, having more than 27 years
experience in handling HR matter. His engineering background education and
master human resources management support him to become the innovative
HR Practitioner. He had various working experiences regionally and
internationally such as with TOTAL Indonesie, MedcoEnergi, Petronas Carigali,
WorleyParsons, Petrosea and some years with international management
consultant, handling some HR matters in various industries.
During his working experiences, he had been assigned to various key HR
position domestically & internationally (in France, England, Scotland, Norway,
Turkey, Arab Emirates, Iran, Libya, Nigeria, Sudan, Argentine, Australia,
Myanmar, Thailand and Malaysia) such as Training & Development Manager,
HRD Manager, Country HR Manager, South East Asia Regional HR Manager
and Human Capital Director. He is also one of the founders who have an
initiative to conduct HR certification in Indonesia such as Certified Human
Resources Professional (CHRP); Certified Human Resource Management
(CHRM) and Certified Professional Human Capital Management (CPHCM). As
HR practitioners, he is very active to run and facilitating several HR program.

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1

Yogyakarta, 4th October 2018

Universitas Kristen Duta Wacana (UKDW) Yogyakarta

Certified Professional Human Capital Management (CPHCM) - Indonesia JMU R2-16/3/05

Personnel vs Human Resources

Human Resources vs Human Capital

BUSINESS STRATEGY ORGANIZATION STRATEGY CULTURAL STRATEGY

Business Target Organization Career &

Leadership HR Information C&B Performance CareerTalent Learning &

Corporate Competency CBHRM

Performance Learning &

OD Attract Develop Motivate Retain

Certified Professional Human Capital Management (CPHCM) - Indonesia

Retaining Dynamic HC Cycles

Compensation & Benefits Strategy

KEBUTUHAN ORGANISASI OUTPUT

BAGAIMANA EFISIENSI KERJA PEGAWAI YANG DIMILIKI SAAT INI ?

APAKAH JUMLAH PEGAWAI BERLEBIH / KEKURANGAN ?

BAGAIMANA MENINGKATKAN EFISIENSI KERJA PEGAWAI ?

Certified Professional Human Capital Management (CPHCM) - Indonesia

EFISIENSI KERJA KARYAWAN

APAKAH PEGAWAI TELAH MELAKSANAKAN SELURUH TUGAS DAN

APAKAH JOB DESCRIPTION YANG DIRANCANG SUDAH MENJAMIN

APAKAH JOB DESCRIPTION YANG DIRANCANG UNTUK SUATU

Certified Professional Human Capital Management (CPHCM) - Indonesia

PRODUKTIVITAS EFISIENSI BEBAN

KEGUNAAN UTAMA ADALAH UNTUK MENENTUKAN :

BERAPA JUMLAH KEBUTUHAN SDM JABATAN/UNIT ?

APAKAH PERLU PENYEMPURNAAN JOB DESCRIPTION ?

APAKAH PERLU PENYEMPURNAAN STRUKTUR ORGANISASI ?

Certified Professional Human Capital Management (CPHCM) - Indonesia

WORK THAT A PERSON IS EXPECTED TO DO IN A SPECIFIED TIME

THE AMOUNT OF WORK ASSIGNED TO A PERSON OR A GROUP, AND

THE AMOUNT OF LABOR HOURS REQUIRED TO CARRY OUT SPECIFIED

Certified Professional Human Capital Management (CPHCM) - Indonesia

ASPEK TUGAS-TUGAS & PRODUK JABATAN YANG HARUS

ASPEK ORANG ATAU SEKELOMPOK ORANG YANG MENGERJAKAN

ASPEK WAKTU YANG DIGUNAKAN UNTUK MENGERJAKAN TUGAS-

PENDEKATAN PENGUKURAN WAKTU (TIME STUDY)

Certified Professional Human Capital Management (CPHCM) - Indonesia

> 800 Top → 100%

Bobot 601-800 Middle → 100% Beban

< 400 Pelaksana → 100%

Certified Professional Human Capital Management (CPHCM) - Indonesia

Certified Professional Human Capital Management (CPHCM) - Indonesia

Certified Professional Human Capital Management (CPHCM) - Indonesia

Total waktu yang digunakan

Certified Professional Human Capital Management (CPHCM) - Indonesia

Total waktu yang digunakan Total waktu yang digunakan

Certified Professional Human Capital Management (CPHCM) - Indonesia

1) BERIKAN BATASAN TUGAS YANG AKAN DIUKUR

2) URAIKAN TUGAS KEDALAM ELEMEN-ELEMEN TUGAS

3) TENTUKAN BERAPA KALI PENGUKURAN TUGAS-TUGAS AKAN

4) UKUR DAN CATAT SIKLUS WAKTU (“CYCLE TIME”) RATA-RATA

5) HITUNG WAKTU NORMAL :

6) JUMLAHKAN WAKTU NORMAL UNTUK SETIAP ELEMEN TUGAS

7) HITUNG WAKTU BAKU (“STANDARD TIME”) :

Certified Professional Human Capital Management (CPHCM) - Indonesia

CONTOH TUGAS HARIAN CSO (BANK)

TABEL HASIL PERHITUNGAN BEBAN KERJA INDIVIDU (BKI)

Certified Professional Human Capital Management (CPHCM) - Indonesia

TABEL HASIL PERHITUNGAN BEBAN KERJA JABATAN (BKJ)