Transcript PERENCANAAN KARIR DAN PENILAIAN KINERJA

7.PERENCANAAN
KARIR DAN
PENILAIAN KINERJA
Fakultas Ekonomi
Universitas Padjadjaran
Bandung
2004
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The Objectives
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Advise someone about the major
points in career planning
Describe how HR department
encourage and assist career
Identify the major advantages of
career planning
Explain the relationship between
career planning and career
development
Explain the uses of performance
appraisals
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Istilah-istilah dalam
perencanaan karir
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Career. A career is all the jobs that are held
during one’s working life
Career path. A career path is the sequential
pattern of jobs that forms one’s career
Career goals. Career goals are the future
positions one strives to reach as part of a
career. These goals serve as benchmarks
along one’s career path.
Career planning. Career planning is the
process by which one selects career goals and
the path to those goals
Career development. Career development
consists of the personal improvements one
undertakes to achieve a personal career plan
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Source : Wherther & Davis
Perencanaan karir dan
kebutuhan karyawan
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Career equity. Employees want equity in the
promotion system with respect to opportunities for
career advancement
Supervisory concern. Employees want their
supervisors to play an active role in career
development and provide timely feedback on
performance
Awareness of opportunities. Employees want
knowledge of opportunities for career advancement
Employment interest. Employees need different
amounts of information and have different degrees of
interest in career advancement, depending on a
variety factors
Career satisfaction. Employees, depending on their
age and occupation, have different levels of career
satisfaction
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Source : Wherther & Davis
Manfaat perencanaan karir
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Aligns strategy and internal staffing
requirements
Develop promotable employees
Facilitates international placement
Assist with workforce diversity
Lowers turnover
Taps employee potential
Further personal growth
Reduce hoarding
Satisfies employee needs
Assist affirmative action plans
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Source : Wherther & Davis
Pengelolaan karir
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Organization focusing on individuals
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Organizational entry
Mentoring
Early career: The impact of the first job
Organization focusing on their own
maintenance and growth
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Internal staffing decision:
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Promotions
Demotions
Transfer and relocations
Layoffs, retirements and resignations
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Source : Cascio
Pengembangan karir
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Pengembangan karir oleh individu :
 Job performance
 Exposure
 Networking
 Resignations
 Organizational loyalty
 Mentors and sponsors
 Key subordinates
 Growth opportunities
 International experience
Pengembangan karir dengan dukungan
Dept.SDM :
 Management support
 Feedback
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Source : Wherther & Davis
Pilihan dan preferensi karir
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Holland vocational preferences
(Realistic,Investigative,Artistic,Social,Enter
prising,Conventional)
The schein anchors
Technical-functional
competence,managerial
competence,security-stability,creatifity, and
autonomy-independence)
Jung and the Myers-Briggs Typologies
(Extrovert & introvert, sensing & intuitive)
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Source : De Cenzo & Robbins
Kegunaan dari penilaian
kinerja
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Performance improvement
Compensation adjustment
Placement decisions
Training and development needs
Career planning and development
Staffing process deficiencies
Informational inaccuracies
Job-design errors
Equal employment opportunity
External challenges
Feedback to human resources
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Source : Wherther & Davis
Elemen dari penilaian kinerja
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Performance standards
Performance standards serve as benchmarks
against which performance is measured
Performance measures
 Objective measures
Objective performance measures are
indications of job performance that are
verifiable by others and are usually
quantitative.
 Subjective measures
Subjective performance measures are
ratings that are based on the personal
standards or opinions of those doing the
evaluation and are not verifiable by others.
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Source : Wherther & Davis
Tantangan dalam penilaian
kinerja
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Legal Constraints
Rater biases
The halo effect
 The error of central tendency
 Leniency and strictness bias
 Cross-cultural biases
 Personal Prejudice
 The regency effect
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Source : Wherther & Davis
Metode penilaian : Postoriented
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Rating scales
Checklists
Forced choice method
Critical incident method
Accomplishment records
Behaviorally anchored rating scales
Field review method
Performance tests and observations
Comparative evaluation approaches
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Source : Wherther & Davis
Metode Penilaian : Futureoriented
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Self appraisals
Management by objectives
Psychological appraisal
Assessment centers
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Source : Wherther & Davis
Implikasi dari proses penilaian
kinerja
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A successful performance appraisal system
requires more than good technique. It
depends on a consistent approach for
comparability of results, clear standards
and measures, and bias-free ratings. The
implications of the process are:
Training raters and evaluators
Evaluation Interviews
Evaluation interviews are performance
review sessions that give employees
essential feedback about their past
performance or future potential.
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Source : Wherther & Davis
Effective Performance
Management System
Requirements of effective
Appraisal systems:
 Relevance
 Sensitivity
 Reliability
 Acceptability
 Practicality
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Source : Cascio