EVALUASI JABATAN

by Emalia Karolina
5 Desember 2020
CURRICULUM VITAE

Personal Data

 Pendidikan : S1 Ekonomi Univ. Pancasila

 Address : Taman Permata 2 Bintaro Sektor 9,
Tangerang Selatan
 Mobile Phone : 0812 1025 901
 Email : - emalia_karolina@yahoo.com
- emaliak@ramsaysimedarby.co.id

WORK EXPERIENCE
 1990 - Ass. Manager Bank Multicor (JV)
 2000 - HR Specialist ABB Sakti Industri
 2003 - Ass. Manager Maersk Sealand
Indonesia
 2006 s/d sekarang HR Manager RS Premier Bintaro
 Tujuan dan Lingkup

Tujuan dilakukannya Evaluasi Jabatan adalah untuk menentukan nilai jabatan

sebagai dasar menentukan (nominal) tingkat upah yan tepat dan adil diantara
jabatan yang ada.
Evaluasi jabatan memuat penilaian atas pekerjaan, antara lain tentang berat
atau ringan serta mudah atau sulitnya melakukan pekerjaan, besar atau
kecilnya risiko yang mungkin timbul untuk dapat menentukan posisi atau
peringkat (rangking) setiap jabatan dikaitkan dengan jabatan lainnya. Evaluasi
jabatan diukur berdasarkan persyaratan jabatan yang telah ditetapkan oleh
perusahaan.

3
 Tujuan

1. Struktur Penggajian/Kompensasi
Melalui evaluasi jabatan maka akan didapatkan struktur penggajian yang adil dan sesuai.
Pekerjaan berat, sulit, berisiko besar dan ranking jabatan semakin tinggi maka kompensasi
semakin besar. Pekerjaan ringan, mudah, berisiko kecil dan ranking jabatan semakin rendah
maka upah semakin kecil.

2. Keseimbangan Internal Equity

Keseimbangan internal dan daya saing eksternal karena dalam evaluasi jabatan dapat
menentukan besaran kompensasi yang adil dan layak bagi pegawai sesuai dengan beban
dan tanggungjawab pekerjaan.
 Methode Evaluasi Jabatan

Ada beberapa metode yang sering digunakan oleh perusahaan ketika melakukan
evaluasi jabatan, metode-metode itu dapat dijelaskan sebagai berikut:

1. Metode Rangking (Rangking Methode),

2. Metode Klasifikasi (Classification Methode)
3. Metode Perbandingan
4. Metode Point Factor System
1. Metode Rangking
Metode rangking memang simple atau praktis, yaitu hanya dengan membandingkan setiap
jabatan yang ada didalam organisasi perusahaan, dengan melihat kemampuan yang
dipersyaratkan, effort (fisik dan mental), tanggung jawab dan kondisi pekerjaan. Metode ini
sebaiknya digunakan untuk mengevaluasi jabatan yang jumlahnya tidak banyak, maksimal
30 Jabatan. Kelebihan dari metode ini adalah metode ini mudah untuk dilakukan karena
sangat sederhana dan hanya sesuai untuk organisasi kecil dengan jabatan yang tidak terlalu
banyak. Dalam kondisi ini masih dimungkinkan adanya beberapa orang yang cukup
mengetahui dan menguasai semua jenis pekerjaaan yang ada di organisasi tersebut.
Sedangkan yang menjadi kekurangan dari metode ini adalah metode ini tidak dapat
digunakan oleh organisasi yang relative besar dengan jumlah jabatan yang bervariatif.

2. Metode Klasifikasi
Metode klasifikasi ini adalah dengan menempatkan jabatan-jabatan pada grade atau
kategori tertentu yang telah dibuat sebelumnya atau yang sudah menjadi standar,
kemudian dibandingkan apakah sudah sesuai atau tidak, dan proses terus dilakukan
sampai betul-betul sesuai. Metode ini lebih mudah dari metode rangking namun
kemungkinan ada kesulitan jika menemukan jabatan yang diluar kategori atau standar
atau terpaksa mengilangkan jabatan karena tidak ada kategorinya.
3. Metode Perbandingan
Faktor Metode ini membandingkan faktor-faktor suatu jabatan yang biasanya dikompensasi
dan jumlah faktor yang dibandingkan tidaklah banyak, biasanya 4 atau 5 faktor, dan
biasanya yang dibandingkan adalah kemampuan, effort (fisik dan mental), tanggung jawab
dan kondisi pekerjaan. Karena dalam metode ini yang dinilai adalah faktor-faktor yang bisa
dikompensasi maka kita harus mampu mempunyai data apa saja yang dapat dikompensasi
serta harus mempunyai rentang antara batas bawah (terendah) dan batas atas (tertinggi).
Semakin tinggi nilai kompensasinya semakin tinggi bobot/nilai jabatan itu.

4. Metode Point Factor System

Metode Point Factor System ini memberikan point tertentu kepada faktor-faktor suatu
jabatan seperti kemampuan, effort (fisik dan mental), tanggung jawab dan kondisi
pekerjaan, kemudian seluruh hasil penilaian pada setiap faktor, dijumlahkan sehingga
didapat jumlah total point tertentu, semakin tinggi jumlah pointnya semakin tinggi juga
nilai jabatannya. Setelah evaluasi jabatan dilakukan dan diketahui bobot/nilai jabatannya,
selanjutnya adalah melakukan evaluasi personil (assessment), kegiatan ini dilakukan untuk
menempatkan setiap personil yang sesuai antara kemampuan personil dengan syarat
jabatan, sehingga kita akan melihat bahwa setiap personil akan duduk pada kursi yang
pas, dan personil dimaksud akan mendapat imbalan/gaji yang pas juga.
 Prinsip Dasar Proses Evaluasi Jabatan
• Telah melakukan Analisa Jabatan
Telah dilakukan Analisa Jabatan pada setiap jabatan/pekerjaan dalam
Organisasai.

• Mengevaluasi Jabatan, bukan Orang.

Perhatian pada jabatan/pekerjaan, bukan dengan orang/pemegang jabatan.

• Mengevaluasi kinerja standar yang dapat diterima.

Evaluasi kinerja standar sesuai dengan seluruh aspek pekerjaan yang
tercantum dalam Uraian Jabatan. Dengan kata lain, bahwa pekerjaan
diselesaikan secara penuh dan efisien.

• Mengevaluasi jabatan saat ini.

Mengkaji pekerjaan tepat seperti yang sekarang dilakukan, bukan yang ideal di
masa depan ataupun seperti yang telah dilakukan di masa sebelumnya

• Mengevaluasi isi jabatan.

Mengabaikan tingkat gaji, status ataupun hal-hal lain yang melekat pada
orang/pemegang jabatan.
 Tahapan Proses Evaluasi Jabatan Dengan
Point Factor System

1. MEMBENTUK TIM EVALUASI JABATAN

Membentuk Tim Evaluasi Jabatan, terdiri dari karyawan senior yang terbukti punya pengalaman dan
pengetahuan luas tentang perusahaan, Idealnya, Komite Ejab ini terdiri dari para pimpinan divisi,
direksi dan tim HR.

2. MEMBUAT POINT FACTOR TABLE

Tim Evaluasi Jabatan membuat Point Factor Table yang terdiri dari:
• Faktor Kompensasi (Compensable Factor) dan Bobot atau Poinnya.
• Turunan Faktor Kompensasi dan Bobot atau Poin yang bertingkat.

3. MELAKUKAN EVALUASI JABATAN

• Untuk setiap jabatan, Tim Evaluasi Jabatan bersama-sama:
• Mendiskusikan, menganalisa dan mendeskripsikan pekerjaan jabatan tersebut,
• Menilai dan memberikan poin untuk masing2 Faktor Kompensasi sesuai Point Factor Table,
• Menjumlahkan poin Faktor Kompensasi setiap jabatan (Total Poin),
• Menyusun daftar jabatan berdasarkan Total Poinnya.
Ada 4 langkah dalam menyusun point factor table
Langkah 1 – MENENTUKAN FAKTOR KOMPENSASI
Standar faktor yang biasa dipakai dalam evaluasi jabatan adalah sebagai
berikut :
• Tanggung jawab (Responsibility)
• Komunikasi (Comm)
• Innovation (Effort)
• Keahlian/Keterampilan (Skill)
• Lingkungan Kerja (Work Environment)
Organisasi bisa saja menentukan lebih dari itu atau mengubahnya.
Semua disesuaikan dengan strategi perusahaan.

Langkah 2 – MEMBOBOT FAKTOR KOMPENSASI

• Tentukan jumlah poin dari keseluruhan Faktor Kompensasi
(standardnya nilai totalnya 1000 poin)
• Bobot masing-masing faktor (dalam persentase). Untuk standar faktor
di atas, persentase standarnya adalah Responsibility = 40%;
Communications = 15%; Contributions = 15%, Skill = 20% dan Work
Environment = 10%).
• Hitung poin masing-masing faktor.
 Metode Point Factor Table
Langkah 3 – MENETAPKAN TURUNAN FAKTOR KOMPENSASI
Standar turunan faktor yang biasa dipakai dalam evaluasi jabatan
adalah sebagai berikut:

Size
Responsibility Impact
Contribution
Communication
Communication
Frame
Innovation
Contribution
Complexity
Knowledge
Skill Teams
Breadth
Environment
Work Environment
Risk
 Metode Point Factor Table
Langkah 4 – MEMBOBOT TURUNAN FAKTOR KOMPENSASI

Bagi poin Turunan Faktor Kompensasi menjadi bertingkat

Contoh : 5 tingkat, Tingkat 1 – Rendah dan Tingkat 5 – Tinggi).
Contoh Tabel Poin Factor
POIN TURUNAN FACTOR

FACTOR POIN FACTOR TURUNAN

1 2 3 4 5
Size 100 100 100 100 100
Responsibility 400 Impact 28 35 43 53 70
Contribution 28 35 43 53 70

Communication
Communications 150 38 47 58 72 92
Frame 38 47 58 72
Innovation 38 47 58 72 91
Contributions 150
Complexity 38 47 58 72
Knowledge 38 47 58 72 91
Skill 200 Teams 32 40 49
Breadth 32 40 49
Environment 32 40 49
Work Environment 100
Risk 32 40 49 61
TOTAL 1000
MEMBUAT KAMUS TURUNAN FAKTOR KOMPENSASI
 Factor 1 - Responsibility
1. Responsiility

This factor considers the nature of a position's impact which is modified by the level of its contribution. First, determine the nature of the position’s impact. Then, determine whether the
level of contribution is limited, some, direct, significant or

Contribution
1 2 3 4 5
Limited Some Direct Significant Major
Impact Hard to discern contribution to Easily discernible contribution Steer the course of action that Quite marked contribution Predominant authority in
Nature and scope of influence a achievement of concrete that usually leads indirectly to determines the achievement of with authority of a frontline or determining the achievement
position has on its area of results achievement of results results primary nature of key results
responsibility / operation
Delivery Deliver own output by Deliver own output following Deliver own output according Deliver own output with Deliver own output with major
Deliver according to specific following defined procedures / broad framework or standards to specific operational target significant impact on impact on broader operational
standards and guidelines processes under close with some impact on job area with direct impact on the job operational targets and the job targets in the job area
1 supervision and guidance area area

Operational Work to achieve objectives Set day-to-day objectives that Set objectives and deliver Set objectives and deliver Set objectives and deliver
Work within operational target and deliver results with a have some longer-term impact results that have direct longer- results that have a significant results that have a major
or service standards short-term, operational focus within the job area term impact within the job impact within the context of a impact within the context of a
2
area wider operational area. wider operational area.

Tactical Work to achieve objectives Implement business strategies Implement business strategies Establish and implement Establish and implement
Specify new products, and deliver results with a long- with some impact on business with direct impact on business business strategies with business strategies with major
processes, standards based on term, tactical focus unit / function results unit / function results significant impact on business impact on business
3 organization strategy or set unit/ function results unit/ function results
operational plans

Strategic Devise and recommend Devise and recommend Devise and recommend Establish and implement Establish and implement
Establish and implement business strategies with business strategies with some business strategies with direct business strategies with business strategies with major
business strategies with a limited impact on a corporate impact on a corporate business impact on a corporate business significant impact on results of impact on results of a
longer-term focus based on business unit or organization unit or organization unit or an organization a corporate business unit or an corporate business unit or an
4
the organization's vision organization organization

Visionary Lead an organization within a Lead an organization within a Lead an organization within a Lead an independent Lead a corporation with
Lead an organization to corporation or a corporate corporation or a corporate corporation or a corporate organization or multiple multiple organizations or
develop and achieve its business unit. Receive business unit. Receive business unit. Receive some organizations or corporate business units. Create,
mission, vision and values complete support / direction guidance on strategies / support and direction from business units within a communicate and implement
from other units or policies on most aspects of other units or headquarters corporation. Make own mission, vision, and values for
5 headquarter on tactical issues business. decisions that may impact the entire corporation. US:
(e.g. pricing, HR, financial long term strategies of the Chairman of the Board.
policies, etc.) organization(s)
 Factor 2 - Communications

2. Communication
This factor looks at the communication skills required by the position. First, determine the type of the communications that the position holder is engaged in. Then
modify the evaluation by selecting the context for the most difficult and challenging co

Frame
1 2 3 4
Internal Shared Interests External Shared Interests Internal Divergent Interests External Divergent Interest
Common desire to reach solution Common desire to reach solution Conflicting objectives that Conflicting objectives that
Communication within a corporation outside a corporation inhibit reaching a solution within inhibit reaching a solution
Position’s responsibility for a corporation outside a corporation
communications both within and
outside the organization
Convey Obtain and provide information Obtain and provide information Obtain and provide information Obtain and provide information
Communicate by statement, to others within the organization to external parties to others within the organization to external parties where tact is
1
suggestion, gesture, or where tact is required to avoid required to avoid conflict
appearance conflict
Adapt and exchange Explain facts, practices, policies, Explain facts, practices, policies, Explain facts, practices, policies, Explain facts, practices, policies,
Reach agreement through etc. to others within the etc. to external parties etc. to others within the etc. to external parties where
flexibility and compromise organization organization where past there may be skepticism or
2
practices or divergent views reluctance to agree
constrain agreement

Influence Convince others within the Convince external parties that Convince others within the Convince external parties who
Effect change without direct organization where strong have a desire to reach agreement organization that are skeptical or are skeptical or unwilling to
exercise of command interest exists to accept new to accept new concepts, unwilling to accept new accept new concepts, practices,
3 concepts, practices, and practices, and approaches. concepts, practices, and and approaches.
approaches. approaches.

Negotiate Convince others within the Convince external parties that Convince others in the Convince external parties to
Come to agreement by organization to accept complete have a desire to reach agreement organization to accept complete accept complete proposal and
managing communications proposals and programs where to accept complete proposal and proposals and programs where programs where there is little
4 through discussions and all parties are willing participants programs there may be little interest in interest in cooperating or
compromise cooperating or participating participating

Negotiate strategically Reach agreement of strategic Reach agreement of strategic Reach agreement of strategic Reach agreement of strategic
Manage communications of importance with others within importance with others outside importance with others within importance with others outside
great importance within an the organization who have the organization that have the organization who have the organization who have
5 integrated framework with different points of view but a differing points of view but differing perspectives and widely differing perspectives and
long-term implications shared objective shared interests. objectives objectives
 Factor 3 - Contributions

3. Contributions
This factor looks at the the level of innovation that the position requires. First identify the level of innovation expected from the position. Then, determine the level of
complexity of the innovation.
Complexity
1 2 3 4
Innovation Defined Difficult Complex Multi-dimensional
Identify, develop and make Problems and issues are clearly Problems and issues are only Any two of three dimensions i.e. All three dimensions -
improvements to new ideas, prescribed vaguely defined Operational, Financial and Operational, Financial and
techniques, procedures, services, or Human - requires broad-based Human - requires end-to-end
products. solutions solutions
Follow Follow a set procedure in Follow a well established and Follow a set of job activities or Follow processes and face issues
Compare with a source, original, performance of repeated tasks familiar set of job activities or a process, and face issues and and problems that are difficult
1 or authority or job activities job process to derive a solution problems that are difficult to to deal with, manage, or
deal with, manage, or overcome overcome

Check Check problems in existing Check and correct problems that Identify, define and develop Identify, define, address and
Make minor changes systems or process are not immediately evident in solutions to issues and problems solve multi-dimensional issues
existing systems or process that are not immediately evident and problems that are not
2
in existing systems or process immediately evident in existing
systems or processes

Modify Update or modify working Identify problems and update or Analyze complex issues and Extensively analyze complex
Enhance in value or quality, methods in own role based upon modify working methods in own modify working methods in own multi-dimensional issues and
make better defined procedures role without the benefit of work area modify working methods in own
3
defined procedures work area.

Improve Improve or adapt methods and Identify problems and improve Analyze complex issues and Extensively analyze complex
Enhance entire process, systems techniques drawing from or adapt methods and improve or adapt methods and multi-dimensional issues and
or products personal experiences and techniques drawing from techniques. improve or adapt methods and
4
feedback personal experiences and techniques.
feedback

Create / Conceptualize Create/conceptualize new Create/conceptualize new Analyze complex issues before Extensively analyze complex
Form and bring into existence a methods, techniques and/or methods, techniques and/or creating/conceptualizing new multi-dimensional issues and
new concept or method processes in a single job area / processes across job areas or methods, techniques and/or create/conceptualize new
5 function functions processes across job areas or methods, techniques and/or
functions processes across job areas or
functions

Scientific / Technical Bring together multiple concepts Bring together multiple concepts Analyze complex issues and Extensively analyze complex
Breakthrough to define a new direction or a across job areas to define a new bring together multiple concepts multi-dimensional issues and
Make a unexpected or significant advance to products direction or a significant across functions to define a new bring together multiple concepts
6
revolutionary advance especially or services in a specific produ/ advance to products or services direction or a significant across functions to define a new
in knowledge or technique service area advance to products or services direction or a significant
 Factor 4 - Skill
4. Skill

This factor relates to the nature of knowledge required in job to accomplish objectives and create value. Knowledge may be acquired through formal
education and/or work experience. First specify the depth of knowledge applied and then identify whether t

Teams
1 2 3
Team Member Team Leader Teams Manager
Knowledge
Individual contributor, Coaches team members (at least Directs more than one team;
Minimum level of knowledge required
no direct responsibility three) in skills; leads, schedules, determines team structure and roles
to fulfill one's responsibilities
for leading others allocates and monitors work of members
Limited Job Knowledge Follow basic work routines and Lead team to ensure output through Manage and lead teams through Breadth
Know-how restricted within narrow standards implementation of basic work implementation of basic work Application of knowledge
1
boundaries routines and standards routines and standards

Basic Job Knowledge Apply basic knowledge of systems Lead a team through application of Manage and lead teams through Domestic
Fundamental know-how and procedures for one's own basic knowledge of systems and application of basic knowledge of Locations within a country
2 position procedures systems and procedures or neighboring countries
with similar culture
1
Broad Job Knowledge Apply broad knowledge of one job Lead a team through application of Manage and lead through application
Wide-ranging know-how area or basic knowledge of several broad knowledge of one job area or of adequate knowledge of one job
3 related job areas basic knowledge of several job area area or basic knowledge of several job
areas

Expertise Apply deep knowledge of one job Lead a team through application of Manage and lead teams through deep Regional
Special skill or knowledge area or broad knowledge of several deep knowledge of one job area or knowledge of one job area or Continental region (e.g.
representing mastery of a particular related job areas broad knowledge of several job areas adequate knowledge of several Europe, Asia, North
4
subject related job areas America, Latin America,
Middle East) 2

Professional Standard Apply broad knowledge in most or all Lead a team through broad Manage and lead teams through
Broad know-how needed to conform areas within a function knowledge in most or all areas within broad knowledge in most or all areas
5
to the technical or ethical standards of a function within a function
a profession
Functional Specialist / Organization Apply broad & deep knowledge of all Lead a team through broad and deep Manage and lead teams through Global
Generalist job areas within a function or practical knowledge of all job areas within a broad & deep knowledge of all job All regions of the world
Concentrated expertise in a special experience in several functional areas function or practical experience in areas within a function or practical
6 3
activity, field, or practice or several functional areas experience in several functional areas
experience in many organization
management areas
Functional Preeminence / Broad Apply broad practical experience of Lead team through broad practical Manage and lead teams through
Practical Experience all major functions within an experience of all major functions broad practical experience of all major
Recognized as having paramount organization or preeminent expertise within an organization or preeminent functions within an organization or
7 capability in a profession. Widely in a single function expertise in a single function preeminent expertise in a single
varied experience in many areas of function
organization management
Broad and Deep Practical Experience Apply broad and deep practical Lead team through broad and deep Manages and leads teams through
Widely varied and in depth experience of all major functions practical experience of all major broad and deep practical experience
experience in application in many within multiple organizations functions within multiple of all major functions within multiple
8
areas of organization management organizations organizations
 Factor 5 - Risk
5. Risk
This factor considers the nature of risk within the context of exposure. First determine the level of risk that the position is subject to and then determine
the exposure to risk from the environment.

Environment
1 2 3
Low exposure Moderate Exposure High Exposure
Inconvenience can occur and Exposure to risk is frequent and health Constantly exposed to an
Risk temporarily impacts health may be affected environment that may be
The maximum level of mental and permanently harmful to one's health
physical risk that the
positionholder is subject to under
normal working condistions.
Normal Normal working conditions. Physical
Inconvenience might occur and/or mental work in an environment
temporarily but normally does where international standards of
0 not lead to injuries or other safety apply.
health constraints

Mental Frequent travel across time zones. Frequent and long lasting travel across High exposure to violence. Recurring
Risk of high levels of stress and Recurrent work under strict and tight time zones. Work under strict and tight and/or long lasting assignments in
mental pressure that can affect time pressure. Threatening and hostile pressure over a considerable period of politically volatile areas.
1
one's health verbal confrontations. time. Threats of political unrest.

Injuri Performing tasks that require a high Work in environment where effective Continuous work in environment
Risk of physical injury level of vigilance as an integral part of counter-measures to avoid injuries are where physical injury may occur and
the job in order to ensure safety and not fully possible. Possibility of violence safety and security are outside the
avoid injury. in work area that could lead to personal control of the organization. Frequent
2
injury. occurrence of violence in surrounding
work area.

Disbility Work in an environment where Work in an environment where there is High exposure to the possibility of
Risk of physical disability or physical disability and life-threatening real possibility of physical disability permanent disability in result of
death accidents can occur if there is a failure and/or life-threatening risks despite events outside one's own control.
to adhere to safety and security adherence to safety and security Recurring and/or long lasting
3
guidelines. guidelines. assignments in areas experiencing
 MEMBUAT EVALUASI JABATAN
Position Evaluation Summary

Date:
Company: Evaluated by: Evaluation checked by:

Position Title Posisi 1 Posisi 2 Posisi 3 Posisi 4 Posisi 5

Incumbent
Degree Points Degree Points Degree Points Degree Points Degree Points

Size 3 3 3 3 3
Responsibility Impact 3 107 3 107 2 56 1 15 4 171
Contribution 3 3 2 2 4
Communication 4 4 3 2 4
Communications 75 75 55 40 100
Frame 2 2 2 2 4
Innovation 4 4 3 2 3
Contributions 70 70 45 25 55
Complexity 2 2 2 1 4
Knowledge 4 4 3 2 5
Skill Teams 2 135 2 135 2 105 1 30 2 183
Breadth 2 2 2 1 3
Work Environment 1 1 1 1 1
1 1 1 10 1
Environment Risk 0 0 0 2 0
Total Points 388 388 262 120 510
Position Class 8 8 4 1 11
Comments
 MEMBUAT POSITION CLASS/GRADE/LEVEL JABATAN

1. Mengelompokan total Point dari masing-masing position

Position Grade
Min Mid Max
Personal Assistant, Co. Material Management, Spv/Mng. F&B,
15 315 344 374
Spv.Keperawatan,Co/Spv. Farmasi

Co. IT, Sr. Accountant,Spv. FO, Co. HR, Spv. Maintenance, Spv.House Keeping, Chief
Security, Co. F&B, Chief Cook, Co. Perawat, Co. Lab., Co. Radiologi, Co.MEDREC, 14 264 289 314
Co.Rah. Medik, Corporate Acc. Exec., Wakil Supervisor Farmasi, Supervisor CS

Exec. Secretary, Programer, Staff Pembelian, Souss Chef, Co. Penata Gizi, Spv.
Cafetaria,Clinical Instructor/Preceptor, Farmasi Klinis & Quality Monitoring, Public 13 222 243 263
Relation, Customer Service, Apoteker
Secretary, Co. kasir, Co.Pendaftaran & Keu.,Co. Billing, HR Office, Perawat Senior, Sr.
Rehab Medik, Sr. Med. Rec, Sr. Ass.Apoteker, Sr. Lab. Analyst, Sr. Radiografer, 12 187 204 221
Programer, System Support Staff
Jr. Secretary, Staff QMR, FA Staff, Maint. Medis Staff, PJ Maintenance, Cook I,
Perawat Madya, Madya Ass. Apoteker, Reh. Medik, Med.Rec, Lab Analyst, 11 158 172 186
Radiografer, System Support Staff

Computer Technician, Petugas Pendaftaran & Keuangan, HR Staff, Maintenance

Staff, Penata Gizi, Cook II, Perawat Junior, Refractionist, PJCSSD, Jr. Ass.Apoteker, Jr. 10 134 146 157
Reh.Med,Jr. Med.Rec,Jr. Lab.Analyst,Jr. Radiografer, Operator Telp.,

General Admin, Admin Maintenance, Cook III, Pastry 9 114 123 133

Security Guard, Pembantu Penata Gizi, Driver, Room Maid Staff 8 97 105 113
Warehouse Helper, Store Helper,Courier, Maintenance Helper, Linen Staff,
Waiters,Cook Helper, Nurse Aid, Pharmacy Helper, Med.Rec. Helper, Radiografer 7 82 89 96
Helper, Rehab Med. Helper
Office Boy/Girl, Cleaning Service, Steward, Doorman/Portir, Car Call 6 70 76 81
 Membuat Skala Gaji
Monthly Gross Base Salary
Grade
Position Min Mid Max
LoS 1 2 3 4 5 6 7 8 9
Exec. Secretary, Programer, Staff
Pembelian, Souss Chef, Co. Penata Gizi,
Spv. Cafetaria,Clinical
13 10.872.051 12.447.412 13.318.730 16.316.017
Instructor/Preceptor, Farmasi Klinis & 9.496.071 10.160.796 11.633.095 14.251.042 15.248.614
Quality Monitoring, Public Relation,
Customer Service, Apoteker
Secretary, Co. kasir, Co.Pendaftaran &
Keu.,Co. Billing, HR Office, Perawat
Senior, Sr. Rehab Medik, Sr. Med. Rec,
12 9.453.958 10.823.836 11.581.505 14.187.841
Sr. Ass.Apoteker, Sr. Lab. Analyst, Sr. 8.257.453 8.835.474 10.115.735 12.392.210 13.259.665
Radiografer, Programer, System
Support Staff
Jr. Secretary, Staff QMR, FA Staff,
Maint. Medis Staff, PJ Maintenance,
Cook I, Perawat Madya, Madya Ass.
11 7.002.932 8.017.656 8.578.892 10.509.512
Apoteker, Reh. Medik, Med.Rec, Lab 6.116.632 6.544.796 7.493.137 9.179.415 9.821.974
Analyst, Radiografer, System Support
Staff
Computer Technician, Petugas
Pendaftaran & Keuangan, HR Staff,
Maintenance Staff, Penata Gizi, Cook II,
Perawat Junior, Refractionist, PJCSSD, 10 6.366.301 7.288.779 7.798.993 9.554.102
5.560.574 5.949.814 6.811.943 8.344.923 8.929.067
Jr. Ass.Apoteker, Jr. Reh.Med,Jr.
Med.Rec,Jr. Lab.Analyst,Jr. Radiografer,
Operator Telp.,

General Admin, Admin Maintenance,

9 5.787.547 6.626.162 7.089.994 8.685.547
Cook III, Pastry 5.055.068 5.408.922 6.192.675 7.586.293 8.117.334

Security Guard, Pembantu Penata Gizi,

8 5.511.949 6.310.631 6.752.375 8.271.950
Driver, Room Maid Staff 4.814.350 5.151.355 5.897.786 7.225.041 7.730.794

Warehouse Helper, Store

Helper,Courier, Maintenance Helper,
Linen Staff, Waiters,Cook Helper, Nurse 7 5.249.476 6.010.125 6.430.833 7.878.047
4.585.095 4.906.052 5.616.939 6.880.992 7.362.661
Aid, Pharmacy Helper, Med.Rec. Helper,
Radiografer Helper, Rehab Med. Helper

Office Boy/Girl, Cleaning Service,

6
Steward, Doorman/Portir, Car Call 4.168.268 4.460.047 4.772.251 5.106.308 5.463.750 5.846.212 6.255.447 6.693.328 7.161.861
 Tindak lanjut hasil Evaluasi Jabatan

1. Proses Offering calon karyawan

2. Proses Kenaikan Gaji
3. Program Retensi
4. Comparation Ratio staff
 Matrix Proses Kenaikan Gaji

Market Compa-ratio Band

>1.51
<0.50 0.51-0.75 0.76-1.00 1.01-1.25 1.26-1.50

IST 4,75% 4,50% 4,25% 4,00% 3,75% 3,50%

BS1 4,25% 4,00% 3,75% 3,50% 3,25% 3,00%

BS2 3,75% 3,50% 3,25% 3,00% 2,75% 2,50%

B1 3,25% 3,00% 2,75% 2,50% 2,25% 2,00%

B2 2,75% 2,50% 2,25% 2,00% 1,75% 1,50%

C1 2,25% 2,00% 1,75% 1,50% 1,25% 1,00%

C2 0,50% 0,50% 0,50% 0,50% 0,50% 0,50%

K 0,00% 0,00% 0,00% 0,00% 0,00% 0,00%

 Comparation Staff Ratio
Fixed Allowance

ACT vs Recommende New Total New

Staff Grade Basic Salary Tunjang Total Salary MID CR
MID d Increase Salary CR
an Tunjanga Tunjanga Tunjanga
Transpo n Makan n Jabatan n Radiasi
rt

AAA 14 6.870.427 484.000 135.000 - - 7.489.427 16.181.635 46% 8.692.208 3.500.000 10.989.427 68%

BBB 14 15.049.353 484.000 135.000 - - 15.668.353 16.181.635 97% 513.282 - 15.668.353 97%

CCC 14 9.930.288 484.000 135.000 - - 10.549.288 16.181.635 65% 5.632.347 2.500.000 13.049.288 81%

DDD 14 10.190.771 484.000 135.000 800.000 - 11.609.771 16.181.635 72% 4.571.864 - 11.609.771 72%

EEE 14 14.128.191 484.000 135.000 - - 14.747.191 16.181.635 91% 1.434.444 - 14.747.191 91%

FFF 14 6.435.909 484.000 135.000 - - 7.054.909 16.181.635 44% 9.126.726 1.500.000 8.554.909 53%

GGG 15 15.238.356 135.000 484.000 - - 15.857.356 19.417.962 82% 3.560.606 1.500.000 17.357.356 89%

HHH 10 4.737.674 135.000 484.000 - - 5.356.674 7.288.779 73% 1.932.105 1.500.000 6.856.674 94%

III 12 8.455.040 135.000 484.000 750.000 - 9.824.040 10.823.836 91% 999.796 1.500.000 11.324.040 105%