STRATEGI MANAJEMEN

HUMAN CAPITAL
MEETING 1
Subarjo Joyosumarto, SE., MA., PhD
Disampaikan pada
PROGRAM MAGISTER MANAJEMEN
Jakarta, 25 September 2021

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 STRATEGI MANAJEMEN HUMAN CAPITAL

TOPIK PEMBAHASAN
I. LINGKUNGAN TEMPAT KERJA
Meeting 1. Pengertian Strategi Manajemen Human Capital
Meeting 2. Enam Megatrend dan VUCA age
Meeting 3. Make The Workplace experience
Meeting 4. Managing Change in the Challenging Environment
Meeting 5. Human Resources Planning
Meeting 6. Human Resources Management, Recruitment and Development
Meeting 7. Recognizing Contribution

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 STRATEGI MANAJEMEN HUMAN CAPITAL

TOPIK PEMBAHASAN
II. TANTANGAN PROFESIONAL
Meeting 8. Know yourself
Meeting 9. Know Your Business
Meeting 10. Know Your Industry
Meeting 11. Know Your Profession
Meeting 12. Dealing With Difficult People
Meeting 13. Habit of Highly Effective Team
Meeting 14. Leadership Challenges in the Human Capital Management

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BUKU YANG DIPERGUNAKAN

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PENGERTIAN STRATEGI MANAJEMEN HUMAN CAPITAL

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 DIFFERENCE BETWEEN
PERSONAL MANAGEMENT AND HUMAN CAPITAL MANAGEMENT
• The main difference is scope and orientation
• Scope of Personal Management:
Is limited and has and inverted approach, where in employees are viewed a tool
• Scope of Human Capital Management:
Has a wider scope and considers employees as the asset to the organization.
It promotes mutually in terms of
o goals,
o responsibility,
o reward,
That will help in enhancing the economic performance and high level of human
resource development

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 DIFFERENCE BETWEEN
ITEM PERSONAL MANAGEMENT HUMAN CAPITAL MANAGEMENT
Aspect of management concerns Branch of management to ensure of the
• Meaning with the workforce and their most effective use of the manpower of an
relationship with the organization organization to achieve its goal
• Treatment Traditional Modern
• Function Routine Strategic
• Basis of pay Job evaluation Performance evaluation
• Management role Transactional Transformational
• Management action Procedure Business need
• Hiring
• Focus • Training Treat as valued assets, to be valued and
• Renumeration preserved
• Harmony

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 STRATEGIC HUMAN CAPITAL MANAGEMENT
• Is the connection between an organization’s human capital and :
o its strategies,
o objectives, and
o goals.
• The aim of strategic human capital management is to:
o advance flexibility, innovation, and competitive advantage,
o develop a fit for purpose organizational culture,
o improve business performance
• Strategic human capital management can be demonstrated throughout
activities such as:
o hiring,
o training,
o rewarding of employee
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 WHY STRATEGIC HUMAN CAPITAL MANAGEMENT IS
IMPORTANT?
• Organization are more likely to be successful when all teams are working
toward the same objectives
• Strategic HC carries analysis of employee and determines the actions
required to increase their values to the company
• Benefits of strategic HC management
1. Increase job satisfaction
2. Better culture
3. Improves rate of customer satisfaction
4. Efficient resource management
5. A proactive approach to managing employee
6. Boost productivity

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 STRATEGIC HUMAN CAPITAL MANAGEMENT TO
SUPPORT

2.a. Manage
task and get
things done 3. Manage
1. Manage yourself wider content
2.b. Work with
and manage
other people

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 THE ROLE OF A MANAGER
1. KNOW AND MANAGE YOURSELF
• Understand your own personality, make personal SWOT analysis when you are
working with human and robots
Internal personalities
o Strengths : what skills and connections you have in a workplace
o Weaknesses : what task do you struggle to do well
External personalities
o Opportunities : identify good thing you are facing
o Threats : what cause problems to you
• Set clear personal goals and show a strong sense of direction: a clear idea of where
you want to go with your life and what you want to achieve
• Be aware of your actions impact others, how your actions affect the people (human)
around you

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 THE ROLE OF A MANAGER
2. a. MANAGE TASK AND GET THINGS DONE
i. Gap analysis: systematically identify what needs to be done
an important part of manage tasks is defining what would it do, and this is called gap
analysis. Gap analysis is simply about defining the space between current state and the
desired future state to achieve, and then figuring out what work needs to be done to
close the gap. The following steps explain gap analysis:
• Define the scope of the project, define what project will and wont cover using either
human and/or robots
• Identify the desired future stay, choose activities where the work want to end up
• Identify the current state, put together a frank assessment of the current state of
play, consulting with others as necessary
• Identify how to bridge the gaps, what actins needed to take to bridge the gap
between the current state and the future state

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 THE ROLE OF A MANAGER

2. a. MANAGE TASK AND GET THINGS DONE

ii. Solve problems effectively
One central tasks as a manager is to resolve problems. Problems comes in all shapes and
sizes, and the way they should be handled varies accordingly
• Get systematically to the roots of problem
• Map business processes clearly
• Solve problems by capitalizing of what's going well
• Bring human and robots together to solve problems

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 THE ROLE OF A MANAGER

2. b. WORK WITH AND MANAGE OTHER HUMAN (NOT ROBOTS)

Create high quality connection, to communicate effectively with people, to create open
and trusting relationship with them so they will be receptive to managers messages. To
build high quality connections the managers responsible for
• Engaging respectfully with people, this involves being punctual, being mentally
present, being warm, honest, and communicating in a positive way
• Helping other people, is about encouraging and supporting others, for example by
sharing knowledge or directly helping them to achieve their goals
• Building trust among people, involves showing integrity and being dependable while
also believing the people will do the same

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 THE ROLE OF MANAGERS
3. MANAGE WIDER CONTEXT
A. SWOT analysis
INTERNAL EXTERNAL

Opportunities,
What good things open, what organization
What does organization do better than
Strength,

will be success, what relevant changes in

others, what unique, high quality, what
technology, societal trends, economic
competencies the organization has access to,
environment or government policies that
and what organization don’t
create good things
Weaknesses,

Why we lose to competitors, why we don’t What the competitors doing better, are this

Threats,
have resources, why the customers unhappy, changes in technology, societal trends,
what do they complain about, why we economic environment or government
struggle to deliver effectively policies that cause problems

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 THE ROLE OF MANAGER
B. Understand stakeholders (all are human) needs
1. Identify relevant stake holders
• Internal: employees, senior executives, labor union
• External: shareholders, government, customers
2. Asses their power, interest and support:
how much influence they might have, and their level of interest
3. Plan how to manage the stakeholders:
For each significant stakeholders, what is the most interest and
issues, what support needed by them

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 THE ROLE OF MANAGER
B. Understand stakeholder needs
Stakeholders: grid of power and interest
high

Manage closely
Keep satisfied
(e.g. owner of the
(e.g. customers)
company)
POWER

Monitor, minimum Keep informed

effort (e.g. employees)
(e.g. neighborhood)

low high

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TERIMA KASIH

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