HOW TO MANAGE YOUR CAREER

Yudi HariyantO, MM
 YUDI HARIYANTO, MM
Ph. 08118177167 – Email: yudihariyanto.05@gmail.com

 PROFESSIONAL RESUME
• HR Practitioner for more than 15 years, have professional experience as GM Human
Capital at Energy Company, Chemical Company & Payment Services Company.
• Becoming a seminar & teaching speaker for HR topics : Performance Management
System, Job Evaluation, Training Management, Competency Based Human Resources
Management (CBHRM), Integrated Human Resources Management System, Designing
Salary Structure, How to be HR Professional, Training Need Analysis, HR Manager for Non
HR Managers, Strategic Leadership Development & HR Business Partners.

 EXPERIENCE
• Vice President of Human Capital Management,
Payment Services Company,. 2018 - Present
• General Manager of Human Capital & General
Services, Energy Company. 2014 - 2018
• Manager of Human Resources Development,
Payment Services Company. 2010 - 2014
• Superintendent of Organization Development,
Chemical Company. 2004 – 2010
 CERTIFICATI ON
• Certified Human Resources Professional (CHRP)
• Assessment Center Assessor Certification
• Certified Competency Standard Designer (CCSD)
 EDUCATION
• S1 Communication, Universitas Diponegoro
• Magister Management, Universitas Negeri Jakarta
 ENRICHMENT PROGRAM
• Internal Coach of The 4 Disciplines of Execution (4DX)
• Balanced Score Card
• Performance Management
• Talent Management
• Business Continuity Management
• Effective Working Habit
• Integrated ISO 9000, ISO 14001 & OHSAS 18001
• ISO 27001 (Information Security Management System)
• Strategic Human Resources Management
 MANAGING YOUR CAREER
With
EXPERT CLUB INDONESIA

1. HR Frame work
2. 5 Kunci penerapan sistem SDM
3. Performance Management sebagai jembatan karier
4. Assessment
5. Coaching & Counseling
6. Human Asset Value
7. Talent Management
 1. Banyak perusahaan mengabaikan pengembangan
LATAR BELAKANG SDM karyawannya

2. Banyak Karyawan tidak mengetahui tentang sistem

Karier

3. PEOPLE merupakan unsur penting dalam Perusahaan

4. Pentingnya keberadaan Human Capital Management

dalam organisasi
 EVOLUTION OF THE HR FUNCTION

HUMAN CAPITAL

o TALENT
Human Resources
MANAGEMENMT
o Competency
o Training & Management (CBHRM)),
Personnel Management Development o Performance
o Carrier Development, Management,
o Admisnitrasi o Recruiting, o Succession Planning,
Kepegawaian, o Learning & o Systems Integration,
o Payroll Development, o Learning Organization,
Human Relations o Organization Design, o Knowledge Management
o Rekrutment,
o Kepatuhan pada o Total Reward
Labor Relations
o Motivasi, aturan, Management,
o Kepuasan Kerja, o Kesejahteraan, o Communications
o Hubungan o Penilaian Kinerja, (Counseling)
o Kondisi Kerja, K3
Industrial,
o Serikat Buruh

CAREER MANAGEMENT = KAGISMA UNJ

 Struktur Fungsi HUMAN RESOURCE MANAGEMENT
HUMAN RESOURCES DEVELOPMENT COMPENSATION & BENEFIT INDUSTRIAL RELATIONS

Organization Development Compensation & Benefit Industrial Relations

o Organization Design, o Reward Management o New Employee Orientation,
o Job Analysis, Job Description, o Salary Structure, o Termination, Employee, Dispute
o Job Grading, Job Evaluation, o Compensation & Benefit Packages, o Government Relations,
o CBHRM, o Salary Calculation, o Serikat Pekerja
o Performance Management, o Salary Survey, o Employee Engagement,
o Performance Appraisal. o Working Contract, o Internship Program
o Business Process o Outsource Management.
Compliance
Career Management HC Admin
o Company Regulation / CLA,.
o Assessment,
o Human Resource information System o Values & Culture
o Talent Management & Succession
(HRIS) o HR Policy & Procedure,
Planning,
o Individual Development Program,
o Coaching & Counseling,
o Promotion /Mutation /Rotation.
Recruitment
o Man Power Planning (MPP),
o Recruitment Strategy,
o Employee Selection - Interview-
Medical Test – Psikotes,
o Management Trainee

Training & Development

o Training Need Analysis (TNA),
o Training Program,
o Training Evaluation,
o Knowledge Management,
o Learning Center
 HR FRAMEWORK
o Vision & Mission
o Values - Culture

o Corporate o Competency Based HR Management,

Strategic o HR Vision & Mission
HRM Strategy o Corporate Culture
o Business Plan

o MPP, HR Budget,
Planning o Succession & Replacement Planning

o Retirement Program
o Talent Management
o Long term Incentive o Recruitment based
on Competency
Retaining Acquiring
HR Cycles
o Career Development
o Competitive Compensation & Benefit
o Work Life Balance
o Employee Engagement
o Training & Development
Maintaining Developing
o Performance Management

7
CAREER MANAGEMENT = KAGISMA UNJ
 5 Kunci Penerapan Sistem HCM

1.Strategi SDM = Competency Based Human Resources Management (CBHRM).

2.Tujuan sistem SDM = Kompensasi & Pengembangan SDM.

3.Alat menuju tujuan Sistem =Performance Management / Manajemen Kinerja.

4.Indikator penilaian SDM ada 2 = Potensial (Kompetensi) dan Kinerja.

5.Penerapan Sistem Remunerasi = 3P (Pay for Position, Pay for Person & Pay for
Performance).

CAREER MANAGEMENT = KAGISMA UNJ

K O M P E T E N S I ???

CAREER MANAGEMENT = KAGISMA UNJ

 KOMPETENSI
Manajemen kompetensi merupakan dasar kebijakan aktivitas SDM.

Model Kompeteni
(Core, Role, Functional
Competency)

IMPLEMENTASI
Kamus Kompeteni
o Perencanaan Tenaga Kerja
Profile Kompetensi o Analisa Jabatan
Jabatan o Selesi Karyawan
o Evaluasi Jabatan
o Penggajian
Asesmen Kompeteni o Pelatihan
o Penilaian Kinerja
o Manajemen Karir
Program Pengembangan
Kompeteni
KUNCI - 1
 1. Pahami kompetensi yang dibutuhkan untuk mencapai
CAREER suatu karier tertentu.

2. Pahami Manajemen SDM

3. Pahami sistem karier yang berlaku di dalam Organisasi.

4. Pahami values & Core Competency Perusahaan

Kompetensi apa saja yang harus dimiliki Karyawan ?

5. Orientasi pada Hasil Kerja

1. Orientasi kepada pelanggan
6. Kemampuan komunikasi
2. Kerja Sama yang persuasive

3. Inovasi 7. Kepemimpinan /
Leadership
4. Adaptasi
8. Perencanaan Kerja

9. Pengambilan Keputusan

10. Pemahaman Bisnis**

 Performance Management - Integrated HR Solutions

Vision, Mission Traiing & Development

& Business Strategy Develop, Assess, Plan`

Succession Planning
Organization
Division’s Objective Development & Talent
Management System Career Development

Department’s Objective Recruitment & Selection

Competencie Attract, Retain, Motivate

s Core,
Functional, ‘How’ Rewards
Technical Management System

Job Grade Compensation

Performance
Job & Benefit
Management System
Evaluation Structure
CSFs Linkage
Key
Performanc ‘What
e Indicators ’ Appraise / Evaluate External Influence
(KPIs) (Competitor Movement, Market
Change)

KUNCI – 2 & 3
 Individual Parameter

PEOPLE TALENT MAPPING

  
Low Potential Average Potential High Potential
High Performance High Performance High Performance

PERFORMANCE
  
Low Potential Average Potential High Potential
Average Average Performance Average Performance
Performance

  
Low Potential Average Potential High Potential
Low Performance Low Performance Low Performance

KUNCI - 4
POTENSIAL
 Analisa Usulan Gaji, Promosi & Pengembangan SDM

Kinerja Potensi
Nama Tgl
No. 1 2 3 4 5 6 Rekomendasi Atasan Hasil
Pegawai Bergabung PK-1 PK-2
(S) (S) (SS) (Svp) (M) (GM)

1 xxx xx 92 87 90% 75% Promosi, Kenaikan gaji Promosi & kenaikan gaji

2 xxx xx 75 72 90 55% Promosi dan gaji Pengembangan

3 xxx xx 90 86 50 20 Kenaikan gaji Kenaikan gaji

4 xxx xx 90 95 100% 75% 30% Promosi, Gaji Promosi, Kenaikan gaji

CATATAN
⓿ Potensi : Hasil kerja yang bisa dilihat / prediksi di masa depan / waktu mendatang. Potensi dapat dilihat pada Hasil Assessment.
Minimal kesesuaian kompetensi jabatan adalah 70 % yang dapat dilihat pada Hasil Assessment
⓿ Kinerja : Hasil Masa lalu atau hasil kerja saat ini yang bisa dilihat. Hasil Kinerja adalah Penilaian Kinerja Tahunan.
⓿ Rekomendasi : Hasil Analisis Atasan atas penilaian pegawai terhadap 2 faktor yaitu Potensi dan Kinerja.

⓿ Hasil : Hasil Analisis Antara Atasan dengan HCM atas penilaian pegawai terhadap 2 faktor yaitu Potensi dan Kinerja.
⓿ Evalusi Gaji Ideal adalah 1 Tahun sekali dengan melihat Penilaian Kinerja 1 Tahun (Konsistensi Kinerja) dan Harga Jabatan/Pasar
⓿ Evaluasi Grade ideal adalah 2 tahun sekali dengan melihat Perkembangan Kompetensi/Potensi yang dapat dilihat pada Hasil
Assessment.
 Metode 3P dalam Sistem Remunerasi
Menyusun Stuktur Gaji
Vision &
Mission

Corporate
Values

Organization
Structure

Job IMPLEMENTASI SISTEM REMUNERASI

Description Based 3P (Position, Person, Performance)
Range
Job Grade Min
Evaluation Min Mid Point Max

1–4 <80% 80% 100% 120%

Validation Job Familiy

Ttik KINERJA

Job Grading

Salary
Range /
Salary
Structure
KUNCI - 5
 Career Evaluation

Manajemen Karir Perencanaan Karir

Pengembangan Karir
Perusahaan Karyawan

Struktur Evaluasi
POTENSI KINERJA
Organisasi Jabatan

Jalur Karir Talent HUMAN ASET

Development VALUE (9 BOX))
Program

Karyawan Kunci / Karyawan

Pekerja Keras Dead Wood
Bintang Bermasalah
• Pelatihan,
• Proyek/Penugasa • Pelatihan,
• Counceling,
• Mentoring, • JobEnlargmen Pembinaan,
• Job
• Program • Coaching, Demosi dan
Enlargment,
Percepatan Karir • Promosi ke Target PHK
Riotasi
& promosi ke Jabatan Biasa
Jabatan Kunci

PERENCANAAN
JABATAN KUNCI
SUKSESI

Jabatan Biasa

Jabatan Tidak
Penting
 Succession Planning (Contoh)
Current Posisi Waktu
No Nama Posisi Jabatan PPKP Potensi Calon Pengganti Waktu (tahun)
Assessment Berikutnya (tahun)

1 xxx xxx Manager 90% 95.19 xxx VP 70% Sekarang Aa 2 tahun

Bb 3 tahun

Cc 3 tahun

2 xxx xxx Manager 80% 93.06 xxx VP 70% Sekarang Dd 2 tahun

Ee 4 tahun

Ff 4 tahun

3 xxx xxx Manager 90% Sekarang Kosong

4 xxx xxx Manager 20% 2-3 tahun Hh 4 tahun

5 xxx xxx Manager 50% 86.56 xxx VP 20% 2-3 tahun Ii 1 tahun

50% 20% 2-3 tahun Kosong 2 tahun

CARA MEMBERIKAN UMPAN BALIK

1. Sebutkan
“ Kenali kompetensi diri Anda & siapkan 3. Tanyakan 4. Berikan
secara spesifik 2. Sebutkan
diri untuk masa depan yang lebih baik pendapaat dukungan &
apa yang anda dampaknya
“. bawahan Anda tindak lanjut
amati

YUDI HARIYANTO
Ph : 08118177167
Email : yudihariyanto.05@gmail.com

CAREER MANAGEMENT = KAGISMA UNJ