MSDM 2021

PERENCANAAN SDM dan

REKRUTMEN
 Definisi
Human Resources Planning (HRP)

Prakiraan yang sistematis dari organisasi untuk

melihat masa depan tentang supply dan demand
tenaga kerja dengan menentukan jumlah dan tipe
tenaga kerja yang dibutuhkan, dimana bagian
SDM dapat merencanakan langkah-langkah
rekrutmen, seleksi, penempatan, pendidikan &
peatihan, serta berbagai aktivitas SDM lainnya .
 Definisi
Human Resources Planning (HRP)

Suatu proses yang bertujuan untuk

menyediakan sumber daya manusia
yang mencukupi (sesuai kebutuhan
dalam hal jumlah, kualifikasi, dan
waktu) agar organisasi dapat
mencapai tujuannya.
Suatu proses yang bertujuan untuk
menyediakan Sumber Daya Manusia
yang adekuat, agar organisasi
dapat mencapai tujuannya.

SESUAI dengan KEBUTUHAN,

dalam hal:
▪ JUMLAH
▪ KUALIFIKASI
▪ “TIMING”
Organizations should carry out human resource
planning so as to meet business objectives and
gain a competitive advantage over competitors.

– Human resource planning compares the

present state of the organization with its
goals for the future
– Then identifies what changes it must make
in its human resources to meet those goals
SASARAN dari Perencanaan Sumber Daya
Manusia adalah :

Menjamin kontinuitas ketersediaan

sumber daya manusia
yang terampil, berkemampuan,
dan berpengalaman.
 HUMAN RESOURCE PLANNING

STRATEGIC
MANAGEMENT DECISIONS
KETERSEDIAAN KEBUTUHAN
TENAGA KERJA TENAGA KERJA
▪ Saat ini ▪ Di masa datang
▪ Di masa datang ▪ Tiap tahun
ANALISIS
KESENJANGAN
KESENJANGAN KESENJANGAN
KUALITAS KUANTITAS

▪ REALOKASI/ ▪ LEMBUR
REPLACEMENT ▪ REKRUTMEN
▪ PENDIDIKAN/ ▪ BERHENTI SEMENTARA
PELATIHAN ▪ PHK
▪ PENSIUN
RENCANA SUMBER DAYA MANUSIA
 HRP & STRATEGIC PLANNING
• Strategic Planning
– Procedures for making decisions about the organization’s
long-term goals and strategies

• Human Resources Planning (HRP)

– Process of anticipating and making provision for the
movement (flow) of people into, within, and out of an
organization.

Human
Strategic
Resources
Planning
Planning
HUMAN RESOURCE PLANNING

Analysing organizational objectives

Inventory of present human resources

Forecasting demand and supply of

human resource

Estimating manpower gaps

Formulating the final human

resource action plan

Monitoring, control, and feedback

 Estimasi Gap

Demand Supply
SDM SDM

Gap ● Defisit = rekrut

(Surplus/Defisit) pekerja
● Surplus = kurangi
pekerja
Formulasi Rencana Sumber Daya

Ditentukan berdasarkan gap yang sudah

diidentifikasi sebelumnya.
Dapat berupa:

● New recruitment
● Training
● Interdepartmental transfer
● Voluntary retirement schemes
● Redeployment
 Monitoring, Control, dan Feedback

● Implementasi rencana sumber daya

● Tindakan tersebut dimonitor dengan ketat
untuk mendeteksi kekurangan dan
menghilangkannya
● Perbandingan antara rencana dan
implementasinya dilakukan untuk memastikan
apakah tindakan tersebut sesuai
 REDUCING SURPLUS

Downsizing Pay Demotions

reductions

Transfers Work Hiring

sharing freeze

Natural Early Retraining

attrition retirement
 AVOIDING SHORTAGE

Overtime Temporary Outsourcing

employees

Retrained Turnover New external

transfers reductions hires

Technological
innovation
 ANALISIS SUPPLY EXISTING SDM

Human Resource
Database

Hal yang perlu dipertimbangkan:

• Employees
• Their Capacity
• Performance
• Potential
 Model of HR Forecasting (supply/demand)

FORECASTING DEMAND

Considerations Techniques BALANCING

• Product/service demand • Trend analysis SUPPLY AND
DEMAND
• Technology • Managerial estimates
• Financial resources • Delphi technique
• Absenteeism/turnover (Shortage)
• Organizational growth Recruitment
• Management philosophy • Full-time
• Part-time
• Recalls
Techniques External Considerations
• Staffing tables • Demographic changes (Surplus)
• Markov analysis • Education of the workforce Reductions
• Skills inventories • Labour mobility • Layoffs
• Management inventories • Government policies • Terminations
• Replacement charts • Unemployment rate • Demotions
• Succession planning • Retirements

FORECASTING SUPPLY
 Analisis Supply : TEKNIK KUALITATIF

• Skill Inventories
– Files of personnel education, experience, interests, skills,
etc., that allow managers to quickly match job openings with
employee backgrounds.
• Replacement Charts
– Listings of current jobholders and persons who are potential
replacements if an opening occurs.
• Succession Planning
– The process of identifying, developing, and tracking key
individuals for executive positions.
 Peramalan Supply SDM

Skill Inventories

“Skill Inventories adalah rangkuman dari

skills, education, dan experiences dari
sumber daya manusia dalam suatu
organisasi”.

Pembanding dan basis untuk menentukan

kebutuhan sumber daya di masa depan
 Analisis Supply : TEKNIK KUALITATIF
MANAGEMENT INVENTORY CARD
NAME SUGIH SLAMET AGE 35 EMPLOYED 2013
PRESENT POSITION SALES MANAGER ON JOB 2019
PRESENT PERFORMANCE OUTSTANDING
STRENGTHS : Excellent communication skill; good planner; motivates subordinates very well.

WEAKNESSES : Sometimes does not understand production problem; does not delegate much.

EFFORTS TO IMPROVE : Has greatly improved in delegating after taking a management course.

WHEN
COULD MOVE TO MARKETING VICE PRESIDENT
2023
TRAINING NEEDED : More exposure to problems of other divisions
(Perhaps University Program)

WHEN
COULD MOVE TO PERSONNEL MANAGER
2021
TRAINING NEEDED : Course in Leadership Training
 Peramalan Supply SDM

Replacement Chart
“Replacement Chart adalah diagram yang
memetakan dan mengklasifikasikan informasi terkait
pegawai dilengkapi informasi seperti kemungkinan-
kemungkinan tertentu”

a.l. Informasi tentang :

▪ Potensi Promosi
▪ Umur
▪ Kemampuan
▪ Pengalaman
▪ Dll.
 Analisis Supply : TEKNIK KUALITATIF
DETAILED POSITION REPLACEMENT CHART
POSITION SALES MANAGER
PERFORMANCE INCUMBENT SALARY MAY MOVE
OUTSTANDING SUGIH SLAMET Rp. 15 juta 1 YEAR

REPLACEMENT 1 PRIHATINI SALARY USIA

Rp. 10 juta 37
PRESENT POSITION FIELD SALES MANAGER SEJAK MASA KERJA
2019 10 TAHUN
TRAINING NEED Communication Skill, Decision Making KAPAN SIAP
KINI
REPLACEMENT 2 PRIYO SALARY USIA
Rp. 8 juta 40
PRESENT POSITION SENIOR SALES REPR, SEJAK MASA KERJA
2018 12 TAHUN
TRAINING NEED Leadership Training KAPAN SIAP
2 tahun
 Analisis Supply : TEKNIK KUALITATIF
An Executive Replacement Chart
 Analisis Supply SDM

Succession Planning

“Succession Planning adalah rencana untuk

proses pelatihan dan persiapan sumber daya
manusia dalam organisasi sehingga
pergantian pemegang jabatan berjalan
lancar”
Peramalan Supply SDM

Succession Planning Steps

Identify Critical Position

Identify Competencies

Identify Succession Management

Strategies

Document and Implement

Succession Plans

Evaluate Effectiveness
 Analisis Demand : TEKNIK KUALITATIF

Peramalan Demand SDM / Managerial Judgement

▪ Top-down Approach

▪ Bottom-up Approach
 Analisis Demand : TEKNIK KUALITATIF

Peramalan Demand SDM

Teknik / Metoda DELPHI

“Delphi technique is a technique used for

estimating demand of human resources. This
technique takes into consideration human
resources requirements given by a group of
experts”
 Key Elements of HRP

❖ Forecasting Staffing Needs (Demand)

❖ Evaluating Supply
❖ Balance Supply and Demand
 3 Key Elements of HRP

● Forecasting Staffing Needs (Demand)

Faktor yang memengaruhi:
○ Demand Product/Service (Now and Future)
○ Global Economy Situation
○ Kondisi keuangan internal

Agar efektif, dibutuhkan:

○ Personil HR yang paham HRP,
○ HRP yang terintegrasi dengan strategic bussiness
plan perusahaan
 3 Key Elements of HRP

● Evaluating Supply (both internal and external)

Faktor yang memengaruhi:
○ Demografi (usia produktif, edukasi, tingkat
pengangguran, peraturan pemerintah)
○ Teknologi, globalisasi -> remote working

Jika analisis eksternal sulit, dapat meminta ke kampus,

BPS, dan instansi lainnya

Agar efektif, dibutuhkan:

○ Komunikasi yang sehat antar personil HR dan pihak
manajemen
 3 Key Elements of HRP

● Balance Supply and Demand

Kondisi:
○ Surplus -> Layoffs, retirements, demotion
○ Defisit -> efforts in recruiting to attract job seeker

Agar efektif, dibutuhkan:

○ Balance between qualitative and quantitative HRP
approach
 Pengertian Rekrutmen

▪ Keputusan tentang dimana & bagaimana mencari

calon tenaga kerja yang sesuai dengan komposisi
yang direncanakan.
SUMBER CARA

▪ Output :
▪ Sebanyak mungkin calon, agar bisa memilih
yang paling sesuai.
 Rekrutmen: Sumber Calon Pegawai
1. Sumber Internal
▪ seperti: promosi, mutasi
▪ agar efisien & efektif, sebaiknya perusahaan
mempunyai personnel record yang baik, lengkap,
dan “up to date”. (Lihat : Inventory Card /
Replacement Chart)

2. Sumber Eksternal
▪ Contoh : 5 jenis Tenaga Kerja Eksternal

▪ Masing-masing sumber berbeda:

1. Kemudahan / kesulitan memperoleh calon
2. Ketepatan
3. Dampak terhadap motivasi
4. Iklim perusahaan
 MANAGEMENT INVENTORY CARD
NAME SUGIH SLAMET AGE 35 EMPLOYED 2013
PRESENT POSITION SALES MANAGER ON JOB 2019
PRESENT PERFORMANCE OUTSTANDING
STRENGTHS : Excellent communication skill; good planner; motivates subordinates very well.

WEAKNESSES : Sometimes does not understand production problem; does not delegate much.

EFFORTS TO IMPROVE : Has greatly improved in delegating after taking a management course.

WHEN
COULD MOVE TO MARKETING VICE PRESIDENT
2023
TRAINING NEEDED : More exposure to problems of other divisions
(Perhaps University Program)

WHEN
COULD MOVE TO PERSONNEL MANAGER
2021
TRAINING NEEDED : Course in Leadership Training
DETAILED POSITION REPLACEMENT CHART
POSITION SALES MANAGER
PERFORMANCE INCUMBENT SALARY MAY MOVE
OUTSTANDING SUGIH SLAMET Rp. 15 juta 1 YEAR

REPLACEMENT 1 PRIHATINI SALARY USIA

Rp. 10 juta 37
PRESENT POSITION FIELD SALES MANAGER SEJAK MASA KERJA
2019 10 TAHUN
TRAINING NEED Communication Skill, Decision Making KAPAN SIAP
KINI
REPLACEMENT 2 PRIYO SALARY USIA
Rp. 8 juta 40
PRESENT POSITION SENIOR SALES REPR, SEJAK MASA KERJA
2018 12 TAHUN
TRAINING NEED Leadership Training KAPAN SIAP
2 tahun
An Executive Replacement Chart
 Rekrutmen Internal

Advantages of a promotion from within policy:

▪ To gain advantage from past investments

(recruiting, selecting, training, and
developing) in current employees.
▪ Rewards past performance and encourages
continued commitment to the organization.
▪ Signals to employees that similar efforts by
them will lead to promotion.
 Rekrutmen Internal

Limitations of a promotion from within policy:

▪ Current employees may lack the knowledge,

experience or skills needed for placement in
the vacant/new position.
▪ The hazards of inbreeding of ideas and
attitudes (“employee cloning”) increase
when no outsiders are considered for hiring.
▪ The organization has exhausted its supply of
viable internal candidates and must seek
additional employees in the external job
market.
 Rekrutmen Eksternal

5 jenis Tenaga Kerja Eksternal

1. Newcomers
2. Penganggur
3. Karyawan Perusahaan lain yang tidak puas
4. Karyawan Perusahaan lain yang puas
5. Pekerja yang “senang” pindah-pindah kerja
 Rekrutmen Eksternal
Recruitment Sources: External Sources
Public
Direct applicants employment
agencies

Referrals Private
employment
Advertisements in agencies
newspapers and
magazines
Colleges and
universities
Electronic
recruiting
 Rekrutmen
REKRUTMEN
▪ Hal yang harus diperhatikan saat melakukan
rekrutmen (Internal/Eksternal) :

▪ Job Requirements
▪ Kebijakan Perusahaan (dana, waktu, dll.)
▪ Situasi & Kondisi Pasar Tenaga Kerja
▪ Kebijakan/Peraturan Pemerintah
▪ Kebutuhan/Harapan Tenaga Kerja
▪ Citra Perusahaan
 Pelaksana Rekrutmen
REKRUTMEN
▪ Bagian personalia
▪ Biro jasa/konsultan terutama mencari tenaga kerja
bagi posisi yang kritis  perusahaan merasa tidak
(kurang) kompeten
▪ operating manager, karena dianggap paling
mengerti karakteristik yang dibutuhkan
▪ Recruitment comittee (personalia & operating
manager):
▪ Bagian personalia menguasai peraturan
kepegawaian
▪ Operating manager mengerti karakteristik yang
dibutuhkan