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6-1 6-2

MANAJEMEN KARIR DAN Konsep dan Logika Karir

PERLAKUAN YANG ADIL
KARIR
Æ tahap-tahap perkembangan pengalaman kerja
seseorang selama masa kerjanya
atau
Æ pola pengalaman-pengalaman yang berhubungan
dengan kerja sepanjang hidup seseorang

Pengalaman kerja ~ menyangkut posisi, pengalaman

bekerja dan tugas.

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FE UGM FE UGM

6-3 6-4

Perencanaan &
Manajemen Karir is i Pengembangan Karir
fin
De

Karir tidak lagi dilihat sebagai kemajuan linear Š Proses yang sengaja dibuat melalui mana seseorang
ke atas (upward linear progression) tapi secara menjadi sadar akan atribut-atribut yang berkaitan
terus menerus perlu dibuat dan diciptakan dengan karir personal (personal career-related
kembali karena perubahan lingkungan kerja attributes) dan serangkaian panjang tahap-tahap yang
menyumbang pada pemenuhan karir dia
Employee’s
Company’s
long-term ¾ proses dimana seseorang menjadi peduli
needs
interests
Human
dengan karir dan atributnya serta jenjang yang
resource harus dilalui untuk dicapainya
activities
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6-5 6-6

Perencanaan & Pengembangan Karir

Perencanaan Jalur karier Sasaran- Perencanaan Karir

karier sasaran proses melalui mana seseorang memilih
karier
sasaran karier, dan jalur ke sasaran tersebut

Pengembangan Pengembangan Karir

karier
peningkatan-peningkatan pribadi yang
dilakukan seseorang untuk mencapai suatu
rencana karir
Umpan balik
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1
Reni Rosari
FE UGM

6-7 6-8

Career focus chart

SDM: Fokus Tradisional dan Fokus Pengembangan Karir

KEGIATAN FOKUS TRADISIONAL FOKUS PENGEMBANGAN

KARIR
Pengembangan Š Menganalisis jabatan, Š Menambah informasi
sumberdaya ketrampilan, tugas – tentang minat, pilihan, dan
manusia sekarang dan di masa yad semacamnya dari individu
Š Memproyeksikan thd. data
kebutuhan Š Memberikan informasi jalur
Š Menggunakan data statistik karir

Pelatihan dan Š Memberikan peluang Š Menambah orientasi

Pengembangan ketrampilan, informasi, an pertumbuhan individual
sikap berhubungan dengan
jabatan

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FE UGM FE UGM

6-9 6-10

SDM: Fokus Tradisional dan Fokus Pengembangan Karir

Sistem Perencanaan Karir

KEGIATAN FOKUS TRADISIONAL FOKUS PENGEMBANGAN Æ membantu karyawan, manajer, dan perusahaan untuk
KARIR mengidentifikasi kebutuhan pengembangan karir
Penilaian kinerja • Menilai dan/atau • Menambah rencana
memberi imbalan pengembangan dan Perencanaan karir Æ proses melalui mana karyawan:
penetapan tujuan individual
• Menyadari minat, nilai, kekuatan, dan kelemahan mereka
Perekrutan dan • Mencocokkan • Mencocokkan individu dan
penempatan kebutuhan organisasi jabatan berdasarkan • Memperoleh informasi tentang peluang kerja dalam perusahaan
dengan individu yang sejumlah variabel termasuk • Mengidentifikasi tujuan karir
memenuhi syarat minat karir karyawan
• Menetapkan rencana tindakan untuk mencapai tujuan karir
Kompensasi • Memberikan imbalan • Menambah kegiatan yg. tdk.
dan tunjangan untuk waktu, berhubungan dg. jabatan Komponen sistem perencanaan karir meliputi self-assessment, reality
lain produktivitas, bakat, untuk diberikan imbalan, check, penentuan tujuan, dan rencana tindakan
dll. seperti posisi kepemimpinan
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6-11 6-12

Peran Individual dalam Peran Individual dalam

Pengembangan Karir Pengembangan Karir

„ bertanggung jawab untuk karir mereka sendiri

Š Tiap-tiap orang harus bertanggung jawab „ mengetahui minat, ketrampilan dan nilai mereka sendiri ~
mengambil inisiatif untuk menanyakan umpan balik tentang
terhadap karir mereka sendiri: kekuatan dan kelemahan keahlian mereka dari manajer dan
rekan kerja
„ Menilai keinginan/minat (interests), „ mencari informasi dan rencana karir
Ketrampilan (skills) & nilai (values) „ mengidentifikasi tahap pengembangan karir dan
pengembangan kebutuhan
„ Mengambil langkah yang dibutuhkan untuk „ memanfaatkan peluang pengembangan-peroleh
mencapai karir yang diinginkan dan kesempatan belajar yang luas
„ berinteraksi dengan karyawan dari kelompok kerja lain baik
menyenangkan dalam perusahaan maupun dari luar perusahaan

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2
Reni Rosari
FE UGM

6-13
HOLLAND’S THEORY OF VOCATIONAL CHOICE

MEMBUAT PILIHAN KARIR If you have the

following personality
…you are classified
into the following
…which means that you would
like to work in the following
…and that you would be
successful in the following
traits… Holland type… environments… occupations:

Practical, shy, Realistic Working with hands, Š Auto mechanic

materialistic, stable machines, or tools, focus on Š Assembly worker
Ada tiga faktor utama yang menentukan pilihan karir seseorang: tangible results Š Mechanical engineer
Š Person-job-fit: how well a particular job matces an individual’s skills, Analytic, introverted, Investigative Discovering, collecting, Š Systems analyst
interests, and values. reserved, precise, analyzing, and solving Š Dentist
) Holland’s Theory of Vocational Choice - teori yang menyatakan
curious problems Š Scientist
bahwa orang akan berprestasi terbaik pada pekerjaan yang sesuai Creative, impulsive, Creating new products or Š Novelist
dengan sifat dan kepribadian mereka Artistic
idealistic, intuitive, ideas, especially in an Š Advertising copy-writer
emotional unstructured setting Š Sculptor
Š Self-concepts: how well that specific job compares to their images of who
they are Sociable, outgoing, Social Serving or helping others; Š Social worker
) Career Anchors – konsep diri pekerjaan seseorang berdasarkan pada conscientious, need working in teams Š Counselor
bakat, kemampuan, nilai, kebutuhan, dan motivasi yang mereka for affection Š Nurse
persepsikan miliki – (1) technical or functional; (2) Managerial Confident, energetic, Leading others, achieving Š Manager
competence, (3) Security and stability, (4) Creativity and Enterprising
assertive, high need goals through others in a Š Politician
entrepreuneurship, (5) Autonomy and independence for power results-oriented environment Š Stockbroker
Š Job opportunity Dependable, Conventional Performing systematic Š Accountant
disciplined, orderly, manipulation of data or Š Banker
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practical, efficient information Š Actuary
FE UGM

6-15 6-16

Peran Manajemen dalam Peran Manajer dalam

Pengembangan Karir Pengembangan Karir

„ memberikan umpan balik kinerja yang tepat waktu

„ memberikan dukungan dan penilaian pengembangan
„ berpartisipasi dalam diskusi pengembangan karir
Š Manajemen harus menyediakan „ memberikan dukungan rencana pengembangan karyawan

kesempatan berkembang, umpan balik Peranan Manajer dalam sistem perencanaan adalah sebagai:
„ Pelatih: mendengar, menjelaskan, menyelidiki, menyatakan
feedback dan penilaian yang berorientasi keprihatinan
„ Penilai: memberikan umpan balik, menyatakan standar,
kepada karir (career-oriented appraisals) menjelaskan tanggung jawab jabatan
„ Penasehat: menghasilkan pilihan, membantu menetapkan tujuan,
merekomendasi
„ Referall agent (agen rujukan): menautkan karyawan dengan
sumberdaya/orang, mengkonsultasikan rencana tindakan
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FE UGM FE UGM

6-17 6-18

Peran Perusahaan dalam

Pengembangan Karir Peran Perusahaan

Komunikasikan misi, kebijakan dan prosedur

„

„ Berikan peluang pelatihan dan pengembangan

Praktek-praktek manajemen karir termasuk:
„ Berikan informasi karir dan program karir
„ Tawarkan satu keanekaragaman pilihan karir Š Posting job openings Š HR counseling
„ Menyediakan sumberdaya yang diperlukan bagi kesuksesan
perencanaan karir Š Formal education Š Retirement
Š Career-oriented preparation
Sumberdaya meliputi: workshop karir, pusat atau sistem
informasi tentang karir, buku kerja perencanaan karir, performance appraisals Š Succession planning
konsultasi karir, dan jalur karir.
- perlu memonitor sistem perencanaan karir untuk menjamin Š Management Š Lateral development
bahwa manajer dan karyawan menggunakan sistem seperti
yang diinginkan dan untuk mengevaluasi apakah membantu counseling
perusahaan dalam mencapai tujuan
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3
Reni Rosari
FE UGM

6-19 6-20

Peran Perusahaan Good Management

Langkah-langkah yang diambil untuk karyawan baru

& potensial
Memberi realistic job previews
Š Menghindari reality
Menyediakan challenging 1st jobs
shock
New employee mentoring Š Merencanakan job
rotation
Planning workshop & software
Š Menyediakan mentoring

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FE UGM FE UGM

6-21 6-22

Manajemen Promosi &

Workshops Karir
Transfer
Š A planned learning event
Š Keputusan-keputusan promosi atau
Š Kegiatan workshop termasuk: kenaikan posisis dengan tanggung
„ Self-assessment jawab lebih besar meliputu:
„ Environmental assessment „ Apakah berdasar senioritas atau kompetensi?
„ Bagaimana kompetensi diukur?
„ An individual segment
„ Apakah akan dilakukan secara formal atau
informal?
Career planning „ Apakah arahnya vertikal, horizontal, atau yang
software
lain?
Reni Rosari Reni Rosari
FE UGM FE UGM

6-23 6-24

Manajemen Promosi untuk

Penanganan Transfer
Perempuan
Š EMPLOYERS
Š A transfer: a lateral move to another job with no
„ Take career interests
seriously Š EMPLOYEES change in salary or grade
„ Make promotion process „ Learn, understand Š Transferees are looking for:
fair the business „ Personal enrichment
„ Flexible career tracks „ Be seen as capable „ Interesting jobs
„ Find & use a mentor „ Convenience
„ Train yourself „ Better hours or location
„ Know what you want
Š Transfers should result in better productivity
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FE UGM

6-25 6-26

Penanganan Transfer Manajemen Karir & Komitmen

Question:
Penanganan mutasi (transfer)
Š Alasan mutasi/transfer
Š Dampak mutasi/transfer terhadap
keluarga karyawan
In these times of rapid change & mergers how do
you get the employees to keep the company’s best
interest at heart if the company doesn’t seem to or is
unable to care about what’s good for the employee?
Answer:
Provide them with an opportunity to self-actualize,
develop & reach their potential in order to be
more marketable should they be let go

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FE UGM FE UGM

6-27 6-28

Manajemen Karir & Komitmen

Š Penyediaan kegiatan-kegiatan
pengembangan
Š Penilaian berorientasi karir
Š Career records/job posting systems
Program
Pengembangan Karir
Š Program Pengembangan Karir termasuk:
„ Career planning seminars
„ Provide classes, counseling & tutoring
„ Offer workshops
„ Tuition reimbursement

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FE UGM FE UGM

6-29 6-30

Penilaian berorientasi karir

(Career-Oriented Appraisals)

Š Foster commitment
Š Indicates promotability and
developmental needs

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5
Reni Rosari
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6-31 6-32

Career-oriented Job
Placement

Š Lima tahapan yang digunakan secara rutin oleh

internal placement centers (IPC):
„ Conduct an internal, external, or combined search
„ Manager completes job description for the position
„ Recruiter posts current job opportunities
„ Interested employees apply for the position
„ Center coordinator assesses each applicant

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FE UGM FE UGM

6-33 6-34

Perlakuan Adil – Mengapa

memperlakukan karyawan
Mengelola perlakuan adil
(Managing Fair Treatment)
secara adil?
Š Menciptakan lingkungan yang lebih baik
Š Powerful management tool „ Employee’s assertiveness influences
supervisor’s fairness
Š Knowledge-based company „ Large organizations must work hard to set up
Š Attitudes and behavior fair work procedures Fair treatment scale

Š Building trust „ Fair treatment reflects

underlying elements like
Š Can achieve goals jointly
trust and respect

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FE UGM FE UGM

6-35 6-36

Mengelola perlakuan adil Keadilan dalam Disiplin

(Managing Fair Treatment)

Š Discipline: encouraging employees to

Š Membangun komunikasi 2 arah behave sensibly at work
Use speak-up! programs Š Keadilan di sini berarti tiga hal:
Opinion surveys
„ Rules & regulations
Top-down programs
„ A system of progressive penalties
„ An appeals process

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6
Reni Rosari
FE UGM

6-37 6-38

Menekankan keadilan Menekankan keadilan

dalam disiplin dalam disiplin(Cont.)
Beberapa petunjuk -
Š Evidence supports wrongdoing Š Evenhanded application
Š Due process rights protected Š Penalty matches offense and history
Š Warn first Š Right to counsel
Š Relevancy Š Maintain dignity
Š Investigate fairly and adequately Š Burden of proof
Š Substantial evidence of misconduct Š Get the facts and be cool

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FE UGM FE UGM

6-39 6-40

Mempertimbangkan disiplin Mengelola

tanpa hukuman Privacy Karyawan

Š Non-punitive guidelines for recurring event:

„ Oral reminder
Š About 75% of U.S. firms now record
„ Issue formal written reminder & include
and review some employee
in file communications
„ Give paid one-day “decision-making Š Electronic eavesdropping is legal - to
leave” a point
„ If no further incidents occur, purge their

file
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FE UGM FE UGM

6-41 6-42

Anda dipecat! Alasan Pemecatan

Perusahaan memecat karyawan dengan 4 alasan:

unsatisfactory performance, misconduct, lack of
Š Dismissal is drastic – be careful! qualifications for the job, & changed requirements
Š Terminate at will Name that Grounds Disregard Defying
boss’s company policy
Stealing Chronic authority
lateness Poor
Refuse to work
Mutiny Publicly
obey quality criticize
Disrespectful boss
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6-43 6-44

Security Measures to Apa yang ditanyakan

Take After a Dismissal sebelum pemecatan?

Š Use a checklist to ensure all company Š Written agreements? Š Chance to explain or

Š Contracts?
property is returned
Š Defamation (fitnah)
Š Walk employees out of the offices claims?
Š Disable passwords & accounts Š Discrimination?
Š Worker’s compensation?
Š Have formal rules for return of portable
Š Rules communicated?
equipment like laptops & handhelds
correct?
Š Monies paid?
Š COBRA explained?
Š Reference response?
Š Reviewed file?
Š “Buy-out” considered?

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FE UGM FE UGM

6-45 6-46

Petunjuk Interview Outplacement

Pemberhentian

Š Plan interview carefully

Š Get to the point – skip the small talk
Š Describe situation briefly as to why person is
being let go
Š Listen as person begin talking freely & calmly
about reasons for the termination
Š Review all elements of severance package
Š Identify subsequent steps employee will take
Š Outplacement counseling A systematic
process by which a terminated person is
trained and counseled in the techniques
of self-appraisal and securing a new
position

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FE UGM FE UGM

6-47 6-48

Exit Interviews
Š Exit interview questions to ask:
„ Why did you join the company?
„ Why did you decide to leave?
„ Was the job presented correctly & honestly?
„ Were your expectations met?
„ What was the workplace environment like?
„ Supervisor’s management style like?
„ Were there any special problem areas?
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Bumping/Layoff
Procedures
Š Seniority:
„ Usually ultimately determines who will work
„ Can give way to merit or ability
„ Is usually based on the date employee joined
„ Is usually company-wide: an employee in one
job can displace another elsewhere, if the
senior person can do the job without further
training
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8
Reni Rosari
FE UGM

6-49 6-50

Layoff
Adjusting to Downsizings
Alternatives
Š Guidelines for implementing a reduction
Š Voluntary reduction in pay of force:
„ Identify objectives and constraints
Š Voluntary time off
„ Form a downsizing team
Š Rings of defense – the deliberate use of „ Address legal issues
temp or contract hires so that they can be
„ Plan post-implementation actions
laid off rather than permanent hires
„ Address security concerns

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FE UGM FE UGM

6-51

Pensiun

Š Retirement for many employees is bittersweet

Š Pre-retirement counseling practices:
Se cond Care e rs

Psychological

He alth
% firms
Financial
practices
Le isure Time

SSA Discussion

0% 20% 40% 60% 80% 100%

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FE UGM