Transcript STRATEGIC HUMAN RESOURCE MANAGEMENT

Dwi Handono Sulistyo
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Pengertian SHRM
Konsep-konsep SHRM
Aplikasi Konsep SHRM
Aplikasi Konsep SHRM di Dinas Kesehatan
(berdasarkan PP No. 38/2007)
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PENGERTIAN & KONSEP
DASAR SHRM
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Memformulasi & mengeksekusi Sistem SDM
(kebijakan & kegiatan SDM) sehingga
menghasilkan kompetensi & perilaku SDM
yang dibutuhkan organisasi untuk mencapai
sasaran stratejiknya (Dessler; 2005, p. 80)
Suatu pola terencana dari penempatan &
kegiatan SDM yang memungkinkan
organisasi mencapai tujuannya (Noe et al;
2006, p.59)
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Organisasi dapat lebih baik untuk
menyesuaikan kebutuhan SDM-nya dengan
kebutuhan masyarakat & organisasi
Fokus: tidak sekadar mengelola isu-isu SDM
secara individu; tapi juga mengintegrasikan
SDM ke dalam strategi organisasi
Merupakan proses yang visionaris
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Linkages of Strategic Planning and HRM
Administrative
linkage
Strategic
planning
One-way
linkage
Two-way
linkage
Strategic
planning
Strategic
planning
Integrative
linkage
Strategic
planning
HRM
function
HRM
function
HRM
function
HRM
function
Source: Noe et al (2006, p. 62)
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A Model of the Strategic Management Process (Noe et al; 2006, p.60)
External
Analysis
HR practice
Recruitment Job analysis
Training
Job design
Performance
Selection
management Development
Labor relations Pay structure
Employee
Incentives
relations
benefits
-Opportunities
-Threats
Mission
Goals
Strategic
choice
Internal
Analysis
-Strengths
-Weaknesses
Human
Resource
Needs
Firm
Performance
-Skills
-Behavior
-Culture
-Productivity
-Quality
-Profitability
Human
Resource
Capability
Human
Resource
Actions
-Skills
-Abilities -Behaviors
-Knowledge -Results
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TEORI DAN PROPOSISI
SHRM
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The first: there is ‘one best way’ of managing
human resources in order to improve business
performance.
The second: focuses on the need to align
employment policies and practice with the
requirements of business strategy in order that
the latter will be achieved and the business will
be successful.
Thirdly, a more recent approach to strategic HRM
is derived from the resource-based view of the
firm, and the perceived value of human capital
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RBV argues that sustained organizational
competitive advantage can be derived from
resources that a firm controls that are
 (a) valuable,
 (b) rare,
 (c) imperfectly imitable, and
 (d) not substitutable.
RBV explains “why” SHRM practices offer value
for organizational effectiveness.
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the extent firm employees possess KSAOs
that are suitable for the overall organizational
design and strategy (i.e., are thereby
valuable), and
those same KSAOs are difficult for
competitors to obtain (i.e., because they are
rare, are not easily copied, and cannot be
replaced through other means),
a firm will have a competitive advantage in
the marketplace.
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When the human capital is available in the
open market, it becomes less rare and more
easily replaced.
Consequently, organizational training and
development programs offer one of the most
potent means to build competitive advantage
from an RBV perspective
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Three propositions:
 first, that human capital is a major source of
competitive advantage;
 second, that it is people who implement the
strategic plan; and,
 third, that a systematic approach should be
adopted to defining where the organization
wants to go and how it should get there
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From “the cost of the workforce” to “the
contribution of the workforce”
Different business strategy, different
workforce management systems
HR & workforce management systems must
be differentiated by jobs (“A” positions vs
“non A” positions) & people (“A” player vs “B”
& “C” player) who make a strategic
contribution
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Aplikasi Konsep SHRM
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SETIAP “STRATEGI” MEMBUTUHKAN
“STRATEGI” SDM YANG BERBEDA (e.g.
Skills, Behavior, Culture, etc)
DD/Strategy Bisnis
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Corporate
Strategy
Retrenchment
(cost reduction)
Firm
Human Resource Strategies
GM
Layoffs, Wage Reduction, Productivity Increases, Job
Redesign, Renegotiated Labor Agreements
Growth
Intel
Renewal
Chrysler
Niche Focus
Kentucky
Fried
Chicken
GE
Aggressive Recruiting and Hiring, Rapidly Raising
Wages, Job Creation, Expanding Training and
Development
Managed Turnover, Selective Layoffs, Organizational
Development, Transfer/Replacement, Productivity
Increases, Employee Involvement
Specialized Job Creation, Elimination of Other Jobs,
Specialized Training and Development
Acquisition
Selective Layoffs, Transfer/Replacement/Job
Combinations, Orientation and Training, Managing
Cultural Transitions
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Proses
Stratejik
Manajemen Customer
Peningkatan
Pesanan
Via Telpon
Call Center
Strategic
Customer
Job Families
Service
Competency Profile
Kemitraan
Pasca
Pelatihan
Perekayasa
Solusi
Masalah
Customer
Knowledge
Customer Knowledge
Product Knowledge
skills
Customer Relationship
Management system
mastery
-Consulting Skills
-RelationshipManagement skills
values
Result oriented
Customer partnership
Formasi
5
5
Qualified
2
3
40%
60%
knowledge
Human Capital
Readiness
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Human Capital Development Program
Human Capital
Readiness
Strategic
Initiative
s
Jum
lah
Strategic
Budget
Indikator
Kini
Target
40%
100%
-Recruiting
-Training
-Development
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2
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Rp.X juta
Rp. Y juta
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-100%
60%
100%
-Recruiting
-Training
-Development
1
1
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Rp. A juta
Rp. B juta
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-100% terpenuhi
-100% dilatih
terpenuhi
-100% dilatih
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Aplikasi Konsep SHRM
di Dinas Kesehatan
(berdasarkan PP No. 38/2007)
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(1) regulator;
(2) pembiayaan;
(3) penelitian dan pengembangan kesehatan;
(4) kerja sama luar negeri; dan
(5) pengembangan sistem informasi
kesehatan.
 Strategi Pertumbuhan (Growth)
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Fungsi Baru
PP No. 38/2007
Profil Kompetensi
Pengetahuan
Ketrampilan
Sikap
Prakiraan Keahlian
Yang Dibutuhkan
Regulator
Policy making;
Legal Drafting
Advokasi;
Legal Drafting
Stewardship
oriented
Pembiayaan
Asuransi
Kesehatan
Advokasi;
Manajemen
Asuransi
Kesehatan
Penyusunan
Proposal
Penelitian
Pelaporan
Bahasa Inggris
Negosiasi
Partnership
oriented
Ahli
Hubungan
Internasional
Result oriented
Ahli SIK
Litbang Kesehatan Metodologi
Penelitian
Kerja sama luar Bahasa Inggris;
negeri
Hukum
Internasional
Sistem Informasi SIK
Kesehatan (SIK)
Pengembangan
SIK
Ahli
Kebijakan
Kesehatan
Ahli
Hukum
Kesehatan
Pro
Rakyat Ahli Pembiayaan dan
tanpa
Asuransi Kesehatan
mengorbankan
provider
Result oriented S2 Kesehatan
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Fungsi Baru
PP No.
38/2007
Profil Kompetensi
Pengetahuan
Regulator
Policy making;
Legal Drafting
Advokasi;
Legal Drafting
Stewardship
oriented
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Human
Capital
Readines
s
2
50%
Pembiayaan
Asuransi
Kesehatan
0
0%
Metodologi
Penelitian
Pro
Rakyat
tanpa
mengorbankan
provider
Result
oriented
2
Litbang
Kesehatan
Advokasi;
Manajemen
Asuransi
Kesehatan
Penyusunan
Proposal
Penelitian
Pelaporan
Bahasa Inggris
Negosiasi
2
2
100%
Partnership
oriented
2
1
50%
Pengembangan
SIK
Result
oriented
2
0
0%
Kerja sama Bahasa Inggris;
luar negeri
Hukum
Internasional
Sistem Infor- SIK
masi Kesehatan (SIK)
Ketrampilan
Analisis Ketersediaan SDM
Sikap
Forma
si
Qualified
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Aggressive Recruiting and Hiring
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Recruiting & Hiring:
 PNS baru; PNS lama (mutasi/promosi); tenaga
kontrak?
 Prioritas formasi kepegawaian?
 Pegawai baru tidak siap pakai?
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Paling memungkinkan: PNS lama!
Kompetensi?
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Rapidly Raising Wages
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Gaji khusus untuk pekerjaan
prioritas/stratejik bagi pegawai yang:
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◦
valuable,
rare,
imperfectly imitable, and
not substitutable.
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Job Creation
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Menciptakan “jabatan” baru
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Expanding Training and
Development
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Dibahas dalam Training; Development &
Learning Strategy
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HP: 08156751227
Email: [email protected]
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Konsep-Konsep Pendukung
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* Pengembangan BSC  Workforce &
HR Scorecard
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PETA STRATEGI GENERIK
Long-Term Shareholder Value
Produktivitas
Atribut Produk/
Jasa
Manajemen
Operasi
Human Capital
Pertumbuhan
Kemitraan
Manajemen
Customer
Proses
Inovasi
Information Capital
Imej (Citra)
Peduli Masyarakat
& Lingkungan
Organization Capital
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Impact
VISI
Out
come
Perspektif Keuangan
Output
Perspektif Pelanggan
Proses
Perspektif Proses Bisnis Internal
Input
Perspektif Pembelajaran &
Pertumbuhan
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BSC
FOR HEALTH SERVICE
IN AFGHANISTAN
Perspektif
Pelanggan
Perspektif Proses
Bisnis Intern
Perspektif
Pembelajaran &
Pertumbuhan
Perspektif Keuangan
Overall Vision
Patient & Community
Perspectives
Service Provision
Staff Perspectives
Capacity for service provision
Financial Systems
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PERSPEKTIF
KEUANGAN
THE BALANCED
SCORECARD
FRAMEWORK
With what will
we compete?
PERSPEKTIF
CUSTOMER
PERSPEKTIF PROSES
BISNIS INTERN
Perspektif
Pembelajaran & HUMAN
Pertumbuhan
CAPITAL
Workforce
Scorecard
HR
Scorecard
Information Organization
Capital
Capital
Managing Human Capital
To Execute Strategy
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How to develop the right workforce
performance measures that related to or
contribute to firm performance
Or how to convert human capital assets into
tangible outcomes
Different business strategy or organization,
different HR & Workforce Scorecard.
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The Scorecard (or measurement) is unfamiliar
& uncomfortable to manage
Different strategies  different workforce
competencies & behaviors  different HR
management systems  different culture &
mind-set among the workforce
Effective strategy execution requires culture &
mind-set by design, not by accident
Huselid et al (2005), p. 25
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Workforce Success
Has the workforce accomplished
The key strategic objectives for
the Business?
Leadership and Workforce Behavior
Are the leadership team and workforce
Consistency behaving in a way that will
Lead to achieving our strategic objectives?
Have we identified & nurtured “A” players
In “A” positions?
Workforce Competencies
Does the workforce, especially in
The key or “A” positions, have
The skills it needs to execute strategy?
Workforce Mind-set & Culture
Does the workforce understand our
Strategy & embrace it, and do we
Have the culture we need to
Support strategy execution?
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THE IMPACT OF
HR & WORKFORCE
STRATEGY
ON BUSINESS
STRATEGY
EXECUTION
HR Success
Financial Success
BALANCED
SCORECARD
Customer Success
Operational Success
Leadership &
Workforce Behaviors
Workforce
Competencies
Workforce Mind-set
& Culture
Workforce
Success
WORKFORCE
SCORECARD
HR Management
Systems
HR Practice
HR Workforce
Competencies
HR
SCORECARD
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Adapted from: Huselid et al (2005), p.7
Communicate & educate to create
intrinsic motivation
 Reinforce & reward with extrinsic
motivation
 Develop employee competencies
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