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HERU KURNIANTO TJAHJONO

PENDIDIKAN S1 MANAJEMEN UGM S2 MAGISTER MANAJEMEN UGM KONSENTRASI STRATEGI DAN BISNIS INTERNASIONAL S3 UGM PENGALAMAN PRAKTIK KONSULTAN ORGANISASI BMT ARTHAMANA (1995 SD SEKARANG) STAF OFFICER DEVELOPMENT PROGRAM PT. BANK BUMI DAYA (PERSERO) (1997-1998) STAF DIVISI PERENCANAAN PT. BANK BNI (PERSERO)TBK (1998-2000) DOSEN TETAP FAKULTAS EKONOMI UNIVERSITAS MUHAMMADIYAH YOGYAKARTA (UMY) (2000SEKARANG)

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Heru Kurnianto Tjahjono

KETERKAITAN MANAJEMEN STRATEGIS DAN MSDM

Administrative Linkage

One-way Linkage

Two-way Linkage

Integrative Linkage

Strategic planning

Strategic planning

Strategic planning

Strategic planning HRM function

HRM function

HRM function

HRM function

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Heru Kurnianto Tjahjono

McKinsey 7s Model
Politics

Organizational Effectiveness

Demographic

Strategy

Economic
Structure

System Shared values

Regulation Social Skill

Technology

Staff

Style Globalization Human Right Government Bureaucracy

Strategy implementation Strategy formulation External analysis Opportunities Threats

HR practices
HRM PLANNING JOB DESIGN JOB ANALYSES REKRUITMENT SELECTION AND PLACEMENT ORIENTATION TRAINING AND DEVT PERFORMANCE APPRAISAL COMPENSATION MANAGING HEALTH AND SAFETY EMPLOYEE RELATIONS HUMAN RESOURCES INF SYSTEM, ETC

Mission Mission

Goals

Strategic choice

HR needs Skills Behaviors Culture

External analysis Strengths Weaknesses

HR capability Skills Abilities Knowledge

HR actions Behaviors Results (Productivity, absenteeism, turnover)

Firm performance Productivity Quality Profitability

Strategy evaluation

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Heru Kurnianto Tjahjono Emergent strategies

Budaya Organisasional

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Heru Kurnianto Tjahjono

STRATEGIC CHOICE AND STRATEGIC APPROACH TO HUMAN RESOURCES MANAGEMENT


STRATEGIES FOR HUMAN RESOURCE ACQUISITION AND PLACEMENT (Recruitment, Selection & Placement) STRATEGIES FOR MAXIMAZING HUMAN RESOURCES PRODUCTIVITY (Orientasi, Training-devt, Performance appraisal, Kompensasi) STRATEGIES FOR MAINTAINING HUMAN RESOURCES (Benefit plans, Managing health, safety-stress) STRATEGIC SEPARATION (Restrukturisasi)

Menu Human Resource Management


Job Analysis and Design
Few tasks Simple tasks Few skills required Specific job descriptions External sources Limited socialization Assessment of specific skills Narrow career paths Focus on current job skills Individual orientation Train few employees Spontaneous, unplanned Behavioral criteria Developmental orientation Short-term criteria Individual orientation Pay weighted toward salary & benefits Short-term incentives Emphasis on internal equity Individual incentives Collective bargaining Top-down decision making Formal due process Few employees as expense Many tasks Complex tasks Many skills required General job descriptions Internal sources Extensive socialization Assessment of general skills Broad career paths Focus on future job skills Group orientation Train all employees Planned, systematic Results criteria Administrative orientation Long-term criteria Group orientation Pay weighted toward incentives Long-term incentives Emphasis on external equity Group incentives Individual bargaining Participation in decision making No due process Few employees as assets

Recruitment and Selection

Training and Development

Performance Management

Pay Structure, Incentives, and Benefits

Labor and Employee Relations

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HOW COMPANIES CAN INCREASE ORGANIZATIONAL CAPABILITIES


FORMULATE CORPORATE STRATEGY FORMULATE COMPLEMENTARY HUMAN RESOURCES STRATEGIES ALIGNMENTCOMPLEMENTARY THE VISION STRATEGIES AND VALUES ASSESS LEARNING NEEDS PROVIDE LEARNING OPPORTUNITIES ASSESS LEARNING RESULTS PROVIDE MORE LEARNING OPPORTUNITIES MODEL DESIRED BEHAVIORS REWARD DESIRED BEHAVIORS CONSTANTLY REINFORCE BEHAVIORAL CHANGE

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