PLANNING FOR

PEOPLE

Presented by
KELOMPOK 6
 KELOMPOK 6

Wihujeng 042024353019

Eko 042024353045

Fathy 042024353041

Kusumanung 042024353057
 BUSINESS STRATEGY
Chapter 5, page 154 - 162

JOB DESIGN & ANALYSIS

Chapter 5, page 163 - 174

STRATEGIC WORKFORCE
Outline Chapter 5, page 175 - 186

LEADERSHIP
Chapter 5, page 187 - 188

3
Planning For People - Overview
1. Several leading-edge firms avoid a crisis in succession planning by institutionalizing
their leadership- succession processes.

2. To make intelligent decisions about HR strategy, the best ways to deploy and manage
people, two types of information are essential :
a. A description of the strategy that a firm will use to compete for business in the
marketplace;
b. Job design, including a description of the work to be done, the skills needed, and the
training and experience required for various jobs. Once these are known, it makes
sense to plan for the numbers and skills mix of people required at some future time
period.
Chapter 5 :
BUSINESS
STRATEGY

5
Strategic Management

“ How will we compete??”

“ How we attain and sustain
competitive advantage??”

Technology
Prestige
Customer
People
Innovation
Strategic Direction
Goals
• Where you want to be
STRATEGIC
OBJECTIVE
• Broad, lofty ideas that MISSION
are intangible, abstract VISION
and may not be
measurable
• Long term

Objectives
• The steps needed to get
S M A R T
Spesific Measurable Appropiate Realistic Timely
there
• SMART Provide a clear Include a metric Consistent with Challenging but The Objective
description of with a target that the vision and doable should include a
• Short term what needs to be indicates success mission time limit
achieved
Goals vs Objective
Goals vs Objective
Goals Objective

12 PROGRAM STRATEGIS

INDIKATOR KINERJA
UTAMA (IKU) BI WIDE

INDIKATOR KINERJA
UTAMA (IKU)
SATUAN KERJA

INDIKATOR KINERJA
INDIVIDU (IKI)
Business Strategy

• Planning proceeds top-down, while execution

proceeds bottom-up
• Identify business or organizational processes that
the firm must execute well in order to compete
(e.g., speedy order fulfillment)
• To manage and motivate employees to strive for
high performance, the right competencies,
incentives, and work practices must be in place.
• Execution proceeds bottom-up, as these
appropriate competencies, challenging incentives,
and work practices inspire high performance,
which makes everyone happy.
Business Strategy
Chapter 5 :
JOB DESIGN &
ANALYSIS

12
01 02 03 04
Job Job Job Job
Design Description Specification Analysis

13
Job Design

“How work will be performed or changed”

• Time & motion study
• Goal-perform efficiently by
minimizing wasteful
movements or unnecessary
steps (simplification)
• Should be selected on the
basis of their ability to do
the job
• Should be trained in the
standard way to perform
the job
• Should be offered monetary
incentives to motivate them
to do their best
Jack of all
trades,
master of
none
Job Design

To minimize unpleasant consequences

➢Job Rotation
➢Job Enlargement
➢Job Enrichment
Job Characteristic
GUIDELINES
 JOB DESCRIPTION
“An overall written summary of
task requirements”
 JOB SPECIFICATION
“An overall written summary of
worker requirements”
 JOB
DESCRIPTION
 JOB
SPECIFICATION
 JOB ANALYSIS

WHY?
“Suatu langkah untuk ❖Memecahkan Sebuah Masalah Tentang Kepegawaian
mengidentifikasi tugas
❖Penempatan Posisi Tenaga Kerja
dan juga syarat suatu
pekerjaan” ❖Sebagai Sarana Promosi Jabatan
❖Penambahan Sebuah Organisasi
How to do
1.Job performance
2.Observation
3.Interview
4.Critical incidents
5.Structured questionnaires
 JOB ANALYSIS AND THE AMERICANS
WITH DISABILITIES ACT (ADA) OF 1990
✓ Restructuring a job so that someone else does the
nonessential tasks a person with a disability cannot do.
✓ Modifying work hours or work schedules so that a
person with a disability can commute during off-peak
periods
✓ Reassigning a worker who becomes disabled to a
vacant position
✓ Acquiring or modifying equipment or devices (e.g., a
telecommunications device for the deaf)
✓ Adjusting or modifying examinations, training materials,
or HR policies
✓ Providing qualified readers or interpreters.
Chapter 5 :
STRATEGIC
WORKFORCE

29
STRATEGIC WORKFORCE PLANNING (SWP)

❑ An effort to anticipate
future business and
environmental demands
on an organization, and to
provide qualified people to
fulfill that business and
satisfy those demands
STRATEGIC WORKFORCE PLANNING
Components of The WP Systems
TALENT INVENTORY
to asses current workforce and to
analyze how it is being used
ACTIONS PLANS
to enlarge the pool of people
qualified to fill the projected
vacancies through such actions as
recruitment, selection, training,
placement, transfer, promotion,
development, and compensation
WORKFORCE FORECAST
to predict future people
requirements
CONTROL & EVALUATION
to provide feedback on the overall
effectiveness of the SWP system by
monitoring the degree of
attainment of HR objectives
STRATEGIC WORKFORCE PLANNING
The Process…
Forecasts and
Action plans are
two key elements of
SWP
STRATEGIC WORKFORCE PLANNING
Current
position
information Previous
Awards positions
received in the
company

Other
Disciplinary significant
actions work
experience
TALENT
Current and
past
INVENTORY Education
(including
performance degrees,
appraisal licenses,
data certifications)

Community or Language
industry skills and
leadership relevant
responsibilitie Training and international
s development experience
programs
attended
STRATEGIC WORKFORCE PLANNING
Workforce Forecast

The External and Internal The External and Internal

supply of labor demand for labor

Menurut Laporan Roncarelli, sebuah survei industry di

AS:
Beberapa tahun yang lalu sekitar 47.000 pekerjaan dibuka
di seluruh dunia di bidang animasi komputer,. Pada saat
yang sama, hanya 14.000 animator yang lulus dari sekolah
seni. Hal ini menunjukkan Ketidakseimbangan antara
permintaan dan penawaran pekerja yang ada
Metode Penerapan Leadership Succesion Planning
Berbeda dengan peramalan pasokan, peramalan permintaan
dilanda banyak hal ketidakpastian — perubahan teknologi; sikap
dan pola perilaku membeli konsumen; peraturan pemerintah yang
mungkin membuka pasar baru atau menutup pasar lama, dll
Karena itu, prakiraan permintaan tenaga kerja seringkali lebih
subjektif daripada kuantitatif,
STRATEGIC WORKFORCE PLANNING
CASE STUDY PT. X
STRATEGIC WORKFORCE PLANNING
AGREGAT
SUPPLY DEMAND
IDENTIFY PIVOTAL TALENT

ASSESSING FUTURE WORKFROCE

DEMAND

HOW ACCURRATE IS ACCURRATE?

INTEGRATING SUPPLY DEMAND PROCESS

MAKE OR BUY
STRATEGIC WORKFORCE PLANNING
ACTIONS PLANS
Matching Forecast Results to Action Plan, Helping Organizations adapt to change
STRATEGIC WORKFORCE PLANNING

CONTROL
SASARAN & SASARAN
KUALITATIF EVALUATION KUANTITATIF

By Data, bersifat Identifikasi Penyimpangan &

By Data, bersifat
Subyektif Mencari Penyebabnya
Obyektif

New SWP Established SWP

Chapter 5 :
LEADERSHIPS

39
LEADERSHIP SUCCESSION—A KEY CHALLENGE FOR ALL
ORGANIZATIONS

To avoid a future crisis in leadership succession, here are some key

steps to take.
1. Ensure that the sitting CEO understands the importance of this task and
makes it a priority . At both G. E. and Procter & Gamble, managers at every
rank are graded in performance reviews on whether they’ve retained and
advanced their most talented employees.
2. Focus on an organization’s future needs,not past
accomplishments . In today’s changing business landscape,
companies need leaders with strengths and talents that differ
from those of the previous CEO— no matter how successful
he or she was.

3. Encourage differences of opinion. Give rising stars room

to disagree with management decisions. Squelching those who
challenge the status quo will drive out promising leaders and
leave behind a crop of yes-men who are unlikely to make
good CEOs.
 4. Provide broad exposure . Allow rising stars to rotate through jobs,
changing responsibilities every 3–5 years. Be sure these managers are
around long enough to see the results of their work (good or bad), but not
so long that they will get stale. Let them shadow more-senior managers
(e.g., for aweek at a time) to see how decisions actually get made.

5. Provide access to the Board . Let up-and-comers make

presentations to the Board of Directors. Managers get a sense
of what matters to directors, and directors get to see the talent
in the pipeline
CASE STUDY
Answer…
Menurut pendapat kami,
• Peningkatan skill pegawai sangat dibutuhkan sesuai dengan career path atau career planning pegawai. Oleh
sebab itu, perlu dilakukan mapping terhadap job description dengan spesifikasi pekerjaan (job specification) dari
setiap pegawai.
• Pemenuhan pegawai yang tidak sesuai spesifikasi (under/over) akan berdampak negative pada perusahaan,
baik performance maupun pada aspek financial. Oleh sebab itu, usulan untuk meningkatkan prasyarat
Pendidikan kurang tepat untuk diterapkan untuk petugas meteran, yang hanya membutuhkan
kemampuan dasar yang dapat dipenuhi oleh lulusan SMA.
• Dari sisi keuangan, peningkatan spesifikasi akan berdampak langsung pada biaya gaji yang harus
disesuaikan untuk dapat memenuhi jumlah tenaga kerja yang dibutuhkan, sementara dari kontribusi
terhadap perusahaan tidak mengalami perubahan, artinya inefisiensi bagi perusahaan.
• Untuk upgrade skill, dapat dilakukan dengan menggunakan training & development yang disesuaikan dengan
spesifikasi kompetensi yang dibutuhkan. Selanjutnya, apabila ada pegawai pada jabatan tersebut yang
memiliki performance dan potensi yang dapat dikembangkan, maka selanjutnya dapat dilakukan career
enhancement untuk mendukung peningkatan jenjang karir bagi pegawai yang potensial.
 Thank You
===== For Your Attention =====

“SAYA MAMPU, KITA BISA, INDONESIA JAYA !”

45