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Assalamu’alaikum warahmatullahi wabarakatuh,

Yth. Tutor Bapak tutor Pefri Yadi, S.E, M.M.

Saya Mahasiswa Universitas Terbuka dengan identitas sebagai berikut :


Nama : Agung Tri Susilo
NIM : 042577216
UPBJJ : Jakarta

Ijin menjawab,

Metrics yang dapat digunakan untuk mengevaluasi efektivitas dan efisiensi


keberhasilan pengelolaan SDM di suatu organisasi jumlahnya banyak dan sangat
bervariasi. Mark A. Heselid, Brian E. Becker dan Richard W. Beatty dalam bukunya The
Workforce Scorecard: Managing Human Capital to Execute Strategy menjelaskan
berbagai ukuran yang tersedia untuk mengevaluasi keberhasilan pengelolaan SDM,
dalam:

1. Mencapai tujuan strategi bisnis


2. Mencapai target strategi
3. Sejauh mana SDM memiliki keterampilan untuk mengeksekusi strategi
4. Sejauh mana SDM memahami strategi dan apakah budaya perusahaan
mendukung eksekusi strategi
5. Keberhasilan investasi SDM
6. Sejauh mana praktek manajemen SDM terintegrasi dengan strategi bisnis
7. Sejauh mana praktek dan kebijakan manajemen SDM didesain dan
diimplementasikan

Menurut saya metrics yang paling sesuai untuk mengevaluasi efisiensi dan efektivisas
keberhasilan pengelolaan SDM adalah sejauh mana SDM memahami strategi dan
apakah budaya perusahaan mendukung eksekusi strategi. Jika kita bisa mengukur
sejauh mana SDM bisa memahami strategi dan tujuan perusahaan kita bisa
mengevaluasi dan memksimalkan SDM tersebut. Apalagi kalau bisa mengukur apakah
budaya perusahaan mendukung eksekusi strategi perusahaan. Sehingga pengelolaan
SDM bisa berjalan efisien dan efektif. Adapun ukuran atau parameternya adalah
sebagai berikut:

Consistency and clarity of Employee satisfaction with


messages from top management advancement opportunies,
and from HR compensation and so on
Extent to which the workforce Extent to which the culture supports
believes there is a strong positive differential outcome for "A" versus
culture or "team spirit" among the "C" performers and"A" versus "C"
group positions
Degree to which a "shared mind- Extend to which values are clear
set" exists and
Extent to which employees feel that widely understood
managers are helpful in problem Extent to which the firm has
solving on the job executed strategy effectively
Depth of workforce understanding Extent of access to business
of business strategy information to facilitate decision
Extent to which employees feel that making
their contribution are recognized Extent to which the firm has turned
Depth of workforce understanding its strategy into specific goals and
of linkage of incentive measures to objectives that employee can act
business measures upon in the short, medium and long
Extent to which employees feel that run
they have some say in their Extent of understanding of the
workload and timing of projects firm's competitive strategy and
Diversity of ideas operational goals
Extent to which employees perceive Extent to which the firm shares
managers as inflexible or whether large amounts of relevant business
they are open to new ways of doing information widely and freely with
things employees
Employee commitment survey Extent to which all employees
scores understand how the firm's
Extent to which employees take performance management and
pride in working for the company appraisal process operates
Employee engagement survey Extent to which the firm's
scores competitive strategy is broadly
Extent to which employees will understood throughout the firm
willingly take on extra work t meet Extent to which culture allows the
some organizational goals firm to attract, develop, and retain
Employee job involvement survey a diverse array of "A" players
scores Extent to which the workforce is
Extent to which strategy is clear receptive to receiving feedback from
and widely understood multiple sources
Employee knowledge of status of Extent to which employees are
change efforts by measures clear about
Extent to which the average th
employee can describe the firm's e firm's goals and
HR strategy objective
Employee mind set readiness for Extent to which the workforce
strategic transition judges the competitive strategy to be
Extent to which the average appropriate
employee can describe the firm's Extent to which employees are
strategic intent clear about their own goals
Employee mind-set/mind-set Extent to which there a broad based
change to fit strategic direction (or commitment to executing this
strategic change) strategy throughout the firm
Extent to which the average Extent to which employees are seen
employee in your firm understand primarily by senior management as
how his or her job contributes to the a cost to be minimized versus a
firm's success source of value creation
Extent to which the organization's Extent to which there is a process
culture supports an appropriate for broad baseddiscussions and
level of risk taking decentralized decision making
Extent to which vision is clear and around obstacles to executing
widely understood strategy
Extent to which the senior Extent to which employees can
management team has clearly make decisions and take action,
articulated competitive strategy without approval, when they have
Level and change in employee the information and experience to
mind-set do so
Extent to which the workforces Extent to which top management
believe that high performers are shows commitment and leadership
more likely to get promotion sand around knowledge sharing issues
raises than low performers throughout the firm
Percent of managers who report
that the company culture creates a
positive environment for decision
making
Extent to which the workforces
believe that it has challenging and
important work
Strength of employment "brand"
Extent to which the workforces
believe that managers will willingly
provide relevant performance
information
Extent to which the workforces
believe that the firm deals
effectively with low performers
Extent to which the workforce
believes that the senior
management team is planning
effectively for the future

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