MENGUKUR KOMPETENSI

PENDAHULUAN
Setelah kita memahami model-model kompetensi, maka kita harus bisa
mengetahui bagaimana mengukurnya dan menggunakannya sehingga akan
mempunyai dampak positif pada organisasi tempat bekerja.

Model kompetensi yang telah berhasil diindentifikasi terbagi dalam berbagai

tingkatan yang masing-masing tingkatan (level) diwakili oleh diskripsi diri dari
indikator tingkah laku yang terwujud dalam derajat kompetensi yang berbeda-beda.

Perbedaan tiap tingkatan dibuat sedemikian rupa sehingga dapat dikenali (just
noticaeable difference) untuk memudahkan menentukan tingkat kompetensi yang
dimiliki oleh seseorang.

Kompetensi merupakan faktor kunci penentu bagi seseorang dalam menghasilkan

kinerja yang sangat baik. Dalam situasi kolektif, kompetensi merupakan faktor
kunci keberhasilan dalam organisasi.

© 2008 by Prentice Hall 4-1

 BAGAIMANA MENGIDENTIFIKASI KEBUTUHAN
KOMPETENSI UNTUK MENGHASILKAN KINERJA
PERUSAHAAN YANG PRIMA

Beberapa cara untuk melakukan identifikasi kompetensi-kompetensi yang

dibutuhkan suatu perusahaan/organisasi agar menghasilkan yang prima

1. Memahami tujuan atau visi perusahaan/organisasi

2. Langkah-langkah strategies yang akan dilakukan untuk
mencapai visi/tujuan
3. Melakukan identifikasi pekerjaan-pekerjaan kunci dalam
perusahaan/organisasi yaitu pekerjaan yang mempunyai
dampak paling besar terhadap kinerja perusahaan/org.
4. Tentukan kompetensi-kompetensi yang disyaratkan
jabatan-jabatan dalam perusahaan/organisasi tersebut

© 2008 by Prentice Hall 4-2

 BAGAIMANA MENENTUKAN?
TIGA CARA UNTUK DAPAT MENENTUKAN KOMPETENSI YANG
DIPERSYARATKAN.

McClelland melakukan penelitian:

Pertama, melakukan studi klasik kompetensi….. Melakukan definisi
mengenai kinerja yang efektif pada masing-masing pekerjaan. Lalu
memilih sample dari dua kelompok pekerja yaitu mereka yang sangat
baik prestasinya dan mereka yang berprestasi rata-rata.

Kedua, melakukan perbandingan dan analisis mengenai kompetensi

apa saja yang dimiliki para top performers yang tidak dimiliki oleh
para average performers. Deskripsikan tingkatan masing-masing
kompetensi tersebut.

Ketiga, melakukan validasi atas kompetensi-kompetensi yang berhasil

diidentifikasi, lalu menerapkan aplikasi model kompetensi tersebut.

© 2008 by Prentice Hall 4-3

 BAGAIMANA MENENTUKAN?
TIGA CARA UNTUK DAPAT MENENTUKAN KOMPETENSI YANG
DIPERSYARATKAN.

Cara yang lebih sederhana adalah melakukan Job competency

assessment oleh sebuah expert panel.

Sekelompok ahli dalamsebuah organisasi diantaranya terdiri dari :

a. Direktur
b. Manajer
c. HR spesialist,
d. Pemegang jabatan kunci
e. dll

Mereka melakukan key accountabilities organisasi, seperti : Pekerjaan, tanggung

jawab, produk, jasa terpenting organisasi tersebut.
Kemudian mereka menentukan ukuran keberhasilan masing-masing key
accountabilities yang dapat digunakan untuk mengidentifikasi orang-orang yang
berprestasi sangat baik pada pekerjan masing-masing.
4-4
PARA PAKAR ORGANISASI DIATAS KEMUDIAN MENENTUKAN
KOMPETENSI-KOMPETENSI APA SAJA YANG DIPERLUKAN DAN
MELAKUKAN PENGKLASIFIKASIAN DALAM DUA TINGKATAN :

1. Tingkat kompetensi yang dibutuhkan untuk dapat berprestasi sangat

baik

2. Tingkat kompetensi yang dibutuhkan untuk dapat berprestasi cukup

Tingkatan kompetensi diatas dapat juga dilakukan identifikasi melalui

beberapa metode lain misalnya ; “ competency requirement
questionaire” (CRQ) dan diskusi atas pertanyaan-pertanyaan terstruktur.
Tahap berikutnya adalah melakukan wawancara kompetensi pada
sekolompok orang yang berkinerja sangat baik dan pada kelompok yang
berkinerja rata-rata.
Data dari kegiatan diatas kemudian dianalisis dengan menggunakan
sebuah matriks berupa rekapitulasi derajat kepentingan masing-masing
kompetensi
© 2008 by Prentice Hall 4-5
Setelah semua anggota expert panel sepakat dengan hasil matrikulasi diatas,
kemudian dilakukan validasi dari model kompetensi yang terbentuk, barulah
model tersebut diaplikasikan pada berbagai sistem manajemen sumber daya
manusia dalam suatu organisasi/ perusahaan.

BERDASARKAN URAIAN DIATAS (LOMA’S COMPETENCY DICTIONARY

1998) MENDEFINISIKAN MODEL KOMPETENSI SEBAGAI BERIKUT :

Model Competency adalah :

Suatu rangkaian kompetensi yang penting bagi kinerja yang superior dari
sebuah pekerjaan atau sekelompok pekerjaan.
Model Competency memberikan peta yang membantu seseorang memahami
cara terbaik mencapai keberhasilan dalam pekerjaan atau memahami cara
mengatasi suatu situasi tertentu.

KOMPETENSI DAPAT BERUPA :

1. Motif
2. Sifat 6. Keterampilan Kognitif
3. Konsep Diri 7. Perilaku Karakter Individu
4. Sikap
5. Nilai Apa saja yang dapat diukur/dihitung yang
dapat diperlihatkan untuk
membedakan antara kinerja yang baik dan rata-rata.
BEBERAPA PENGERTIAN

1. Motif
Kebutuhan dasar atau pola pikir yang menggerakan, mengarahkan, dan
menyeleksi perilaku individual misalnya kebutuhan untuk berprestasi.
2. Sifat
Bawaan umum untuk berperilaku atau merespons dengan cara tertentu,
misalnya dengan kepercayaan diri, kontrol diri, resistensi/ stres atau
“kekerasan”
3. Konsep Diri
Sikap atau nilai ditunjukan seseorang dalam merespon kondisi atau masalah
yang dihadapi. Biasanya diukur dengan tes responden; apa yang akan anda
lakukan, apa yang anda nilai, mengapa tertarik melakukan pekerjaan tersebut.
4. Content Knowledge
Berhubungan dengan fakta atau prosedur baik seccara teknis atau
interpersonal; biasanya diukur dengan tes responden
5. Keterampilan Kognitif dan Behavioral (Perilaku)
Apakah terselubung misalkan berpikir deduktif atau induktif atau dapat diamati
(misalkan keterampilan mendengarkan secara aktif)

© 2008 by Prentice Hall 4-7

 BAGAN KETERKAITAN KOMPETENSI DENGAN UNJUK KERJA

INTEN ACTION OUTCOME

Karakteristik pribadi Perilaku Job Performance

Alasan

Ciri

Self Concept

Pengetahuan
Penentuan sasaran,
Kemajuan
tanggung jawab
Motivasi berprestasi berkelanjutan
pribadi, penggunaan
umpan balik

Menghitung
Inovasi
Pengambilan risiko

© 2008 by Prentice Hall 4-8

 MENGUKUR KOMPETENSI

PERHATIKAN KEMBALI

1. SETELAH MEMAHAMI DAN BERHASIL MEMBUAT MODEL KOMPETENSI

2. MENGIDENTIFIKASI KEBUTUHAN KOMPETENSI YANG DIBUTUHKAN

PADA SETIAP PEKERJAAN DAN ORGANISASI (CORE COMPETENCY)

3. TAHAP BERIKUTNYA YANG PENTING YAITU MENGUKUR KOMPETENSI

YANG DIMILIKI OLEH KARYAWAN/PEGAWAI

© 2008 by Prentice Hall 4-9

 METODE PENGUKURAN KOMPETENSI
Untuk mendapatkan akurasi dalam pengukuran kompetensi biasanya dilakukan
beberapa metode sekaligus.
Berikut beberapa teknik pengukuran kompetensi :

1. BEHAVIOR EVENT INTERVIEW (BEI)

Teknik interview mempunyai tingkat akurasi yang tinggi dalam
mengidentifikasi kompetensi yang dimiliki seseorang. Prinsip BEI atau sering
disebut competency base interview, mencari data yang detil dari pengalaman
masa lalu kandidat.
a. Apa yang dilakukan oleh kandidat pada situasi tertentu, bukan apa yang
mungkin dilakukan.
b. Apa yang dipikirkan dan dirasakan pada situasi tertentu

Hal yang pernah dilakukan merupakan bukti terbaik apakah seorang memiliki
kompetensi atau tidak.
Setiap hasil wawancara dibuat transkripnya lalu interviewer melakukan
“CODING” yaitu mengidentifikasi tingkat kompetensi yang dimiliki interviewee

© 2008 by Prentice Hall 4-10

2. TES
Berbagai macam tes dapat dilakukan untuk mengukur kompetensi seperti
misalnya: work sample test, mental abi
lity test, dan personality test.

Beberapa contoh tes dan kompetensi yang diukur adalah :

a. Picture story exercise (PSE), mengukur Achievement, Impact dan Influence

b. Weschler adult intelligence survey; mengukur Conceptual thinking dan

analytical thinking

c. The Watson Glaser critical thinking appraisal mengukur coceptual dan

analytical thinking.

3. Assessment Center
Kandidat dikumpulkan disuatu tempat dalam beberapa hari untuk melakukan
beberapa kegiatan dengan dinilai oleh assessor.
Kegiatan yang biasa dilakukan biasanya in-basket exercise, stress exercise,
dan wawancara presentasi mengenai visi, misi, dan strategi atau leaderless
group exercise

© 2008 by Prentice Hall 4-11

4. BIODATA
Beberapa kompetensi dapat diprediksi berdasarkan pengalaman kerja
sesorang, misalnya; chievement Motive dengan melihat presentasi
akademisnya; Team leadership dari kegiatan organisasi yang dipimpinnya;
relationship building dari kegiatan sosial yang diiktinya.

5. RATING
Rating dapat dilakukan oleh manajer, rekan kerja, bawahan, pelanggan, atau
spesialis SDM sering disebut assessment 360 derajat.
Beberapa metode rating antara lain; competency assessment questionnaries,
customer survey, managerial style, dan organizational climate.

© 2008 by Prentice Hall 4-12

 LAJUTKAN TUGAS ANDA
MENTRANSLATE CHAPTER 4

© 2008 by Prentice Hall 4-13

Human Resource Management
10th Edition
Chapter 4
JOB ANALYSIS, STRATEGIC
PLANNING, AND HUMAN
RESOURCE PLANNING

© 2008 by Prentice Hall 4-14

HRM in Action: Disaster Planning—Up
Close and Personal with Hurricane Rita
• Focus on catastrophes ranging from
natural calamities such as hurricanes,
earthquakes and floods to man-made
crises such as 9/11
• Cover day-to-day occurrences such as
power failures, server malfunctions, and
virus attacks
• How will company respond?
© 2008 by Prentice Hall 4-15
 Definitions
• Job analysis - Systematic process of
determining skills, duties, and knowledge
required for performing jobs in organization
• Job - Consists of group of tasks that must be
performed for organization to achieve its goals
• Position - Collection of tasks and responsibilities
performed by one person; there is a position for
every individual in organization

© 2008 by Prentice Hall 4-16

 Definitions (Cont.)
• A work group consisting of a supervisor,
two senior clerks, and four word
processing operators has 3 jobs and 7
positions.

© 2008 by Prentice Hall 4-17

 Questions Job Analysis Should
Answer
• What physical and mental tasks does
worker accomplish?
• When is job to be completed?
• Where is job to be accomplished?
• How does worker do job?
• Why is job done?
• What qualifications are needed to perform
job?
© 2008 by Prentice Hall 4-18
 Job Analysis: A Basic Human Resource Management Tool

Staffing
Tasks Responsibilities Duties
Training and
Development
Performance Appraisal
Compensation
Job
Descriptions Safety and Health
Job Employee and Labor
Analysis Relations
Job
Specifications Legal Considerations

Knowledge Skills Abilities

© 2008 by Prentice Hall 4-19

 Reasons For Conducting
Job Analysis
• Staffing - Haphazard if recruiter does not know
qualifications needed for job
• Training and Development - If specification lists
particular knowledge, skill, or ability, and person filling
position does not possess all necessary qualifications,
training and/or development is needed
• Performance Appraisal - Employees should be evaluated
in terms of how well they accomplish the duties specified
in their job descriptions and any other specific goals that
may have been established
• Compensation – Value of job must be known before
dollar value can be placed on it

© 2008 by Prentice Hall 4-20

 Reasons For Conducting
Job Analysis (Cont.)
• Safety and Health – Helps identify safety
and health considerations
• Employee and Labor Relations – Lead to
more objective human resource decisions
• Legal Considerations – Having done job
analysis important for supporting legality of
employment practices

© 2008 by Prentice Hall 4-21

 Summary of Types of Data Collected
Through Job Analysis
• Work Activities - Work activities and
processes; activity records (in film form,
for example); procedures used; personal
responsibility
• Worker-oriented activities - Human
behaviors, such as physical actions and
communicating on job; elemental motions
for methods analysis; personal job
demands, such as energy expenditure
© 2008 by Prentice Hall 4-22
 Summary of Types of Data Collected
Through Job Analysis (Cont.)

• Machines, tools, equipment, and work aids

used
• Job-related tangibles and intangibles -
Knowledge dealt with or applied (as in
accounting); materials processed;
products made or services performed
• Work performance - Error analysis; work
standards; work measurements, such as
time taken for a task
© 2008 by Prentice Hall 4-23
 Summary of Types of Data Collected
Through Job Analysis (Cont.)

• Job context - Work schedule; financial and

nonfinancial incentives; physical working
conditions; organizational and social
contexts
• Personal requirements for job - Personal
attributes such as personality and
interests; education and training required;
work experience

© 2008 by Prentice Hall 4-24

Job Analysis Methods

• Questionnaires
• Observation
• Interviews
• Employee recording
• Combination of
methods

© 2008 by Prentice Hall 4-25

 Questionnaires
• Typically quick and economical to use
• Structured questionnaire to employees
• Problem: Employees may lack verbal skills
• Some employees tend to exaggerate
significance of their tasks

© 2008 by Prentice Hall 4-26

 Observation
• Job analyst watches worker perform job
tasks and records observations
• Used primarily to gather information on
jobs emphasizing manual skills
• Used alone is often insufficient
• Difficulty: When mental skills are dominant
in a job

© 2008 by Prentice Hall 4-27

Interviews
• Interview both employee
and supervisor
• Interview employee first,
helping him or her describe
duties performed
• Then, analyst normally
contacts supervisor for
additional information

© 2008 by Prentice Hall 4-28

Employee Recording
• Describe daily work
activities in diary or log
• Problem: Employees
exaggerating job
importance
• Valuable in
understanding highly
specialized jobs

© 2008 by Prentice Hall 4-29

 Combination of Methods
• Usually use more than one method
• Clerical and administrative jobs:
questionnaires supported by interviews
and limited observation
• Production jobs: interviews supplemented
by extensive work observations may
provide necessary data

© 2008 by Prentice Hall 4-30

 Other Methods Available for
Conducting Job Analysis
• Department of Labor Job Analysis
Schedule
• Functional Job Analysis
• Position Analysis Questionnaire
• Management Position Description
Questionnaire
• Guidelines-Oriented Job Analysis

© 2008 by Prentice Hall 4-31

 Department of Labor Job Analysis
Schedule
• Structured job analysis questionnaire that
uses a checklist approach to identify job
elements
• Focuses on general worker behaviors
instead of tasks
• Some 194 job descriptors relate to job-
oriented elements

© 2008 by Prentice Hall 4-32

 Functional Job Analysis
• Concentrates on the interactions among
the work, the worker, and the organization
• Modification of the job analysis schedule
• Assesses specific job outputs and
identifies job tasks in terms of task
statements

© 2008 by Prentice Hall 4-33

Position Analysis Questionnaire
• Uses a checklist approach to identify job
elements
• Focuses on general worker behaviors
instead of tasks
• 194 job descriptors relate to job-oriented
elements
• Each job being studied is scored relative
to the 32 job dimensions
© 2008 by Prentice Hall 4-34
 Management Position Description
Questionnaire
• Designed for management positions
• Uses a checklist to analyze jobs
• Has been used to determine the training
needs of individuals who are slated to
move into managerial positions
• Has been used to evaluate and set
compensation rates for managerial jobs
and to assign the jobs to job families
© 2008 by Prentice Hall 4-35
 Guidelines-Oriented Job Analysis
• Step-by-step procedure for describing the
work of a particular job classification
• Obtains the following types of information:
(1) machines, tools, and equipment; (2)
supervision; (3) contacts; (4) duties; (5)
knowledge, skills, and abilities; (6)
physical and other requirements; and (7)
differentiating requirements

© 2008 by Prentice Hall 4-36

Conducting Job Analysis

People who participate

in job analysis should
include, at a minimum:
• Employee
• Employee’s immediate
supervisor

© 2008 by Prentice Hall 4-37

Job Description

• Document that states

tasks, duties, and
responsibilities of job
• Vitally important job
descriptions are both
relevant and accurate

© 2008 by Prentice Hall 4-38

 Content of a Job Description
• Job Identification – Job title, department,
reporting relationship, and job number or
code
• Job Analysis Date – Aids in identifying job
changes that would make description
obsolete
• Job Summary – Concise overview of job
• Duties Performed – Major duties
© 2008 by Prentice Hall 4-39
 O*NET, the Occupational
Information Network

• Comprehensive government developed

database of worker attributes and job
characteristics
• Primary source of occupational
information
• Replaces Dictionary of Occupational
Titles (DOT)
© 2008 by Prentice Hall 4-40
 Job Specification
• Job Specification - Minimum
qualifications person should
possess to perform particular job
• Should reflect minimum, not ideal
qualifications for particular job
• Job specifications are often
included as major section of job
descriptions
© 2008 by Prentice Hall 4-41
Problems If Job Specifications
Are Inflated

• May systematically eliminate

minorities or women from
considerations
• Compensation costs will
increase
• Job vacancies will be harder
to fill
© 2008 by Prentice Hall 4-42
Timeliness of Job Analysis
Rapid pace of
technological
change makes
need for accurate
job analysis even
more important
now and in the
future.

© 2008 by Prentice Hall 4-43

 Job Analysis for Team Members
• With team design, there are no narrow
jobs
• Work departments do is often bundled into
teams
• Last duty shown on proverbial job
description, “And any other duty that may
be assigned,” is increasingly becoming
THE job description.

© 2008 by Prentice Hall 4-44

Job Analysis and the Law
• Equal Pay Act -
Similar pay must be
provided if jobs are
not substantially
different as shown in
job descriptions
• Fair Labor Standards
Act - Employees
categorized as
exempt or nonexempt
© 2008 by Prentice Hall 4-45
 Job Analysis and the Law (Cont.)
• Civil Rights Act - Basis for adequate defenses
against unfair discriminations charges in
selection, promotion, and other areas of HR
administration
• Occupational Safety and Health Act - Specify job
elements that endanger health or are considered
unsatisfactory or distasteful by most people
• Americans with Disabilities Act - Make
reasonable accommodations for disabled
workers

© 2008 by Prentice Hall 4-46

Strategic Planning
• Strategic planning - Process
by which top management
determines overall
organizational purposes and
objectives and how they are
to be achieved
• Strategic planning at all levels
can be divided into four steps

© 2008 by Prentice Hall 4-47

 Strategic Planning and Implementation Process
MISSION DETERMINATION
Decide what is to be accomplished (purpose)
Determine principles that will guide the effort

ENVIRONMENTAL ASSESSMENT
External Determining external conditions, threats, and opportunities
Internal Determining competencies, strengths, and weaknesses within the organization.

OBJECTIVE SETTING
Specifying corporate-level objectives that are:
•Challenging, but attainable
• Measurable •
Time-specific •
Documented (written)

STRAGEDY SETTING
Specifying and documenting corporate level strategies and planning

STRAGEDY IMPLEMENTATION
© 2008 by Prentice Hall 4-48
Strategy Implementation

• Leadership
• Organizational
Structure
• Information and
Control Systems
• Technology
• Human Resources
© 2008 by Prentice Hall 4-49
Human Resource Planning

Systematic process of
matching internal and
external supply of people
with job openings
anticipated in the
organization over a
specified period of time
© 2008 by Prentice Hall 4-50
 Human Resource Planning Process
External Environment
Internal Environment

Strategic Planning

Human Resource Planning

Forecasting Comparing Forecasting

Human Requirements Human
Resource Resource
Requirements and Availability Availability

Demand = Surplus of Shortage of

Supply Workers Workers

No Action Restricted Hiring, Recruitment

Reduced Hours, Early
Retirement, Layoffs, Selection
Downsizing
© 2008 by Prentice Hall 4-51
 Definitions
• Requirements forecast - Determining
number, skill, and location of employees
organization will need at future dates in
order to meet goals
• Availability forecast - Determination of
whether firm will be able to secure
employees with necessary skills, and from
what sources

© 2008 by Prentice Hall 4-52

Forecasting Human Resource
Requirements
• Zero-based forecasting -
Uses current level as
starting point for
determining future
staffing needs
• Bottom-up approach -
Each level of
organization, starting with
lowest, forecasts its
requirements to provide
aggregate of employment
needs.

© 2008 by Prentice Hall 4-53

 Forecasting Human Resource
Requirements (Cont.)
• Relationship between Volume of Sales
and Number of Workers Required
• Simulation Models - Simulation is a
forecasting technique for experimenting
with real-world situation through
mathematical model representing that
situation. A model is abstraction of the real
world.

© 2008 by Prentice Hall 4-54

 The Relationship of Sales Volume to
Number of Employees

Number of
Employees

500

400

300

200

100

0 10 20 30 40 50 60
Sales (thousands)
© 2008 by Prentice Hall 4-55
 Forecasting HR Availability
• Determining whether firm will be able
to secure employees with necessary
skills, and from what sources
• Show whether needed employees
may be obtained within company,
from outside organization, or from
combination of these sources

© 2008 by Prentice Hall 4-56

 Use of HR Databases
• Many workers needed for future positions
may already work for firm
• Databases include information on all
managerial and nonmanagerial employees
• Companies search databases within
company to see if employees with needed
qualifications already exist. Growing trend
is to automatically notify qualified
employees of new positions.
© 2008 by Prentice Hall 4-57
Shortage of Workers Forecasted

• Creative recruiting
• Compensation incentives –
Premium pay is one method
• Training programs – Prepare
previously unemployable
people for positions
• Different selection standards

© 2008 by Prentice Hall 4-58

Surplus of Employees

• Restricted hiring –
Employees who leave
are not replaced
• Reduced hours
• Early retirement
• Downsizing - Layoffs

© 2008 by Prentice Hall 4-59

 Downsizing
• Also known as restructuring and
rightsizing, is reverse of company growing
and suggests one-time change in
organization and number of people
employed
• Retention bonuses are used to entice
terminated employees to remain for short
periods of time to ensure continued
services

© 2008 by Prentice Hall 4-60

Negative Aspects of Downsizing
• Cost associated with low
morale of those remaining
• Layers removed, making
advancement in
organization more difficult
• Workers may seek better
opportunities, fearing they
may be in line for lay offs

© 2008 by Prentice Hall 4-61

 Negative Aspects of
Downsizing (Cont.)

• Employee loyalty significantly reduced

• Institutional memory lost
• Remaining workers required to do
more
• When demand for products/services
returns, firm may realize it has cut too
deep
© 2008 by Prentice Hall 4-62
 Outplacement
• Laid-off employees given
assistance in finding
employment elsewhere
• Companies use outplacement
to take care of employees by
moving them successfully out
of company rather than having
to do it on their own

© 2008 by Prentice Hall 4-63

 Succession Planning

• Process of ensuring that qualified

persons are available to assume
key managerial positions once the
positions are vacant
• Goal is to help ensure a smooth
transition and operational
efficiency

© 2008 by Prentice Hall 4-64

Human Resource Information
Systems (HRIS)
Any organized approach
for obtaining relevant
and timely information on
which to base HR
decisions

© 2008 by Prentice Hall 4-65

 HUMAN RESOURCE INFORMATION SYSTEM
Goal: Integrate Core Processes into Seamless System
Input Data Types Output Data Uses* Contribute Toward Achievement of:
Job Analysis Employee Tracking
Recruitment Diversity Programs
Selection/Job Posting/ Hiring Decisions Organizational
Employee Referral Strategic Plans
Training Programs/E-
T&D learning/Management Succession
Human
Performance Appraisal
Resource
Compensation Information Compensation Programs
Benefits System Benefit Programs (e.g.,
prescription drug programs) Human
Safety
Health Programs (e.g., Employee
Resource
Health Management
Assistance Programs)
Labor Relations Bargaining Strategies Plans
Employee Relations Employee Services

*Manager and employee self-service is available.

© 2008 by Prentice Hall 4-66

 Trends & Innovations: Manager
Self-Service
• Use of software and corporate network to
automate paper-based processes
requiring manager’s approval, record-
keeping or input, and processes that
support manager’s job
• MSS can help managers develop and
grow staff and assist employees in
determining their career paths and
developing required competencies
© 2008 by Prentice Hall 4-67
 Employee self-service (ESS)
• Processes that automate transactions
formerly labor-intensive for employees and
HR professionals
• ESS applications can free up valuable HR
staff time, reducing administrative time
and costs

© 2008 by Prentice Hall 4-68

 Job Design
• Process of determining specific tasks to be
performed, methods used in performing
these tasks, and how job relates to other
work in organization
• Job enrichment - Basic changes in content
and level of responsibility of job, to
provide greater challenge to worker

© 2008 by Prentice Hall 4-69

 Job Design (Cont.)
• Job enlargement - Changes in scope of
job to provide greater variety to worker
• Reengineering - Fundamental rethinking
and radical redesign of business
processes to achieve dramatic
improvements in critical measures of
performance, such as cost, quality, service
and speed

© 2008 by Prentice Hall 4-70

 A Global Perspective: A Database
of Repatriate Skills
• Vast majority of U.S. companies have
failed to realize importance of creating
databases of repatriate skills
• Colgate-Palmolive’s database is primarily
for succession planning.
• It also contains data on each manager’s
experience with or awareness of particular
cultures

© 2008 by Prentice Hall 4-71

© 2008 by Prentice Hall 4-72