Dwi Handono Sulistyo

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 Pengertian SHRM
Konsep-konsep SHRM
Aplikasi Konsep SHRM
Aplikasi Konsep SHRM di Dinas Kesehatan

(berdasarkan PP No. 38/2007)

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PENGERTIAN &
KONSEP DASAR
SHRM

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 Memformulasi & mengeksekusi Sistem
SDM (kebijakan & kegiatan SDM)
sehingga menghasilkan kompetensi &
perilaku SDM yang dibutuhkan organisasi
untuk mencapai sasaran stratejiknya
(Dessler; 2005, p. 80)

Suatu pola terencana dari penempatan &

kegiatan SDM yang memungkinkan
organisasi mencapai tujuannya (Noe et al;
2006, p.59)
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 Organisasi dapat lebih baik untuk
menyesuaikan kebutuhan SDM-nya dengan
kebutuhan masyarakat & organisasi
Fokus: tidak sekadar mengelola isu-isu SDM

secara individu; tapi juga

mengintegrasikan SDM ke dalam strategi
organisasi
Merupakan proses yang visionaris

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 Linkages of Strategic Planning and HRM

Administrative One-way Two-way Integrative

linkage linkage linkage linkage

Strategic Strategic Strategic

planning planning planning
Strategic
planning

HRM
function
HRM HRM HRM
function function function

Source: Noe et al (2006, p. 62) 6

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A Model of the Strategic Management Process (Noe et al; 2006, p.60)
External HR practice
Analysis Recruitment Job analysis
Training Job design
-Oppor- Performance Selection
tunities management Development
-Threats Labor relations Pay structure
Employee Incentives
relations benefits
Human
Resource Firm
Strate- Needs Perform-
Mission Goals gic ance
choice -Skills -Productivity
-Behavior
-Culture -Quality
-Profitability

Internal Human Human

Analysis Resource Resource
Capability Actions
-Strengths
-Weak- -Skills
nesses -Abilities -Behaviors
-Knowledge -Results

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TEORI DAN
PROPOSISI SHRM

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 The first: there is one best way of managing
human resources in order to improve business
performance.
The second: focuses on the need to align
employment policies and practice with the
requirements of business strategy in order that
the latter will be achieved and the business will
be successful.
Thirdly, a more recent approach to strategic HRM
is derived from the resource-based view of the
firm, and the perceived value of human capital

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RBV argues that sustained organizational
competitive advantage can be derived from
resources that a firm controls that are
(a) valuable,
(b) rare,
(c) imperfectly imitable, and
(d) not substitutable.

RBV explains why SHRM practices offer

value for organizational effectiveness.

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 the extent firm employees possess KSAOs
that are suitable for the overall
organizational design and strategy (i.e., are
thereby valuable), and
those same KSAOs are difficult for

competitors to obtain (i.e., because they are

rare, are not easily copied, and cannot be
replaced through other means),
a firm will have a competitive advantage in

the marketplace.

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 When the human capital is available in the
open market, it becomes less rare and more
easily replaced.
Consequently, organizational training and

development programs offer one of the

most potent means to build competitive
advantage from an RBV perspective

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Three propositions:
first, that human capital is a major source of

competitive advantage;
second, that it is people who implement the

strategic plan; and,

third, that a systematic approach should be

adopted to defining where the organization

wants to go and how it should get there

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 From the cost of the workforce to the
contribution of the workforce
Different business strategy, different
workforce management systems
HR & workforce management systems must
be differentiated by jobs (A positions vs
non A positions) & people (A player vs
B & C player) who make a strategic
contribution

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Aplikasi Konsep SHRM

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 SETIAP STRATEGI MEMBUTUHKAN
STRATEGI SDM YANG BERBEDA (e.g.
Skills, Behavior, Culture, etc)

DD/Strategy Bisnis

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 Corporate Firm Human Resource Strategies
Strategy
Retrenchment GM Layoffs, Wage Reduction, Productivity Increases, Job
(cost reduction) Redesign, Renegotiated Labor Agreements

Growth Intel Aggressive Recruiting and Hiring, Rapidly Raising

Wages, Job Creation, Expanding Training and
Development
Renewal Chrysler Managed Turnover, Selective Layoffs, Organizational
Development, Transfer/Replacement, Productivity
Increases, Employee Involvement
Niche Focus Kentucky Specialized Job Creation, Elimination of Other Jobs,
Fried Specialized Training and Development
Chicken
Acquisition GE Selective Layoffs, Transfer/Replacement/Job
Combinations, Orientation and Training, Managing
Cultural Transitions
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Proses Manajemen Customer
Stratejik Peningkatan Kemitraan
Pesanan Pasca
Via Telpon Pelatihan

Strategic Call Center Perekayasa

Customer Solusi
Job Families Service Masalah
Competency Profile
Customer Customer Knowledge
knowledge Knowledge Product Knowledge

skills Customer Relationship -Consulting Skills

Management system -Relationship-
mastery Management skills

values Result oriented Customer partnership

Formasi 5 5
Qualified 2 3
Human Capital 40% 60%
Readiness 23
 Human Capital Development Program

Human Capital Strategic Jum Strategic

Readiness Indikator
Initiative lah Budget
s
Kini Target

-Recruiting 1 Rp.X juta -100% terpenuhi

40% 100% -Training 2 Rp. Y juta -100% dilatih
-Development - -

-Recruiting 1 Rp. A juta -100% terpenuhi

60% 100% -Training 1 Rp. B juta
-100% dilatih
-Development - -

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Aplikasi Konsep SHRM
di Dinas Kesehatan
(berdasarkan PP No. 38/2007)

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 (1) regulator;
(2) pembiayaan;
(3) penelitian dan pengembangan

kesehatan; (4) kerja sama luar negeri; dan

(5) pengembangan sistem informasi

kesehatan.

Strategi Pertumbuhan (Growth)

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 Fungsi Baru Profil Kompetensi Prakiraan Keahlian
PP No. 38/2007 Pengetahuan Ketrampilan Sikap Yang Dibutuhkan

Regulator Policy making; Advokasi; Stewardship Ahli Kebijakan

Legal Drafting Legal Drafting oriented Kesehatan
Ahli Hukum
Kesehatan
Pembiayaan Asuransi Advokasi; Pro Rakyat Ahli Pembiayaan dan
Kesehatan Manajemen tanpa Asuransi Kesehatan
Asuransi mengorbankan
Kesehatan provider
Litbang Kesehatan Metodologi Penyusunan Result oriented S2 Kesehatan
Penelitian Proposal
Penelitian
Pelaporan
Kerja sama luar Bahasa Inggris; Bahasa Inggris Partnership Ahli Hubungan
negeri Hukum Negosiasi oriented Internasional
Internasional
Sistem Informasi SIK Pengembangan Result oriented Ahli SIK
Kesehatan (SIK) SIK
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Fungsi Baru Profil Kompetensi Analisis Ketersediaan SDM
PP No.
38/2007 Pengetahuan Ketrampilan Sikap Forma Qualified Human
si Capital
Readines
s
Regulator Policy making; Advokasi; Stewardship 4 2 50%
Legal Drafting Legal Drafting oriented
Pembiayaan Asuransi Advokasi; Pro Rakyat 2 0 0%
Kesehatan Manajemen tanpa
Asuransi mengorbankan
Kesehatan provider
Litbang Metodologi Penyusunan Result 2 2 100%
Kesehatan Penelitian Proposal oriented
Penelitian
Pelaporan
Kerja sama Bahasa Inggris; Bahasa Inggris Partnership 2 1 50%
luar negeri Hukum Negosiasi oriented
Internasional
Sistem Infor- SIK Pengembangan Result 2 0 0%
masi Kese- SIK oriented
hatan (SIK)
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Aggressive Recruiting and Hiring

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Recruiting & Hiring:
PNS baru; PNS lama (mutasi/promosi);

tenaga kontrak?
Prioritas formasi kepegawaian?
Pegawai baru tidak siap pakai?

Paling memungkinkan: PNS lama!

Kompetensi?

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Rapidly Raising Wages

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 Gaji khusus untuk pekerjaan
prioritas/stratejik bagi pegawai yang:
valuable,
rare,
imperfectly imitable, and
not substitutable.

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Job Creation

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 Menciptakan jabatan baru

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Expanding Training and
Development

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 Dibahas dalam Training; Development &
Learning Strategy

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HP: 08156751227
Email:
luqyboy2@yahoo.co.id

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Konsep-Konsep Pendukung

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 * Pengembangan BSC
Workforce & HR Scorecard

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 PETA STRATEGI GENERIK
Long-Term Shareholder Value

Produktivitas Pertumbuhan

Atribut Produk/
Kemitraan Imej (Citra)
Jasa

Manajemen Manajemen Proses Peduli Masyarakat

Operasi Customer Inovasi & Lingkungan

Human Capital Information Capital Organization Capital

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Impact
Impact V
V II SS II

Out Perspektif
Out
come
come
Perspektif Keuangan
Keuangan

Output
Output Perspektif
Perspektif Pelanggan
Pelanggan

Proses Perspektif
PerspektifProses
ProsesBisnis
BisnisInternal
Internal
Proses

Input Perspektif
PerspektifPembelajaran
Pembelajaran&
&
Input
Pertumbuhan
Pertumbuhan
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 BSC
FOR HEALTH SERVICE Overall Vision
IN AFGHANISTAN

Perspektif Patient & Community

Pelanggan Perspectives

Perspektif Proses
Service Provision
Bisnis Intern

Staff Perspectives
Perspektif
Pembelajaran &
Pertumbuhan Capacity for service provision

Perspektif Keuangan Financial Systems

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 PERSPEKTIF
THE BALANCED KEUANGAN
SCORECARD
FRAMEWORK PERSPEKTIF
CUSTOMER

With what will

PERSPEKTIF PROSES
we compete?
BISNIS INTERN

Perspektif
Pembelajaran & HUMAN Information Organization
Pertumbuhan CAPITAL Capital Capital

Workforce
Scorecard
Managing Human Capital
HR To Execute Strategy
Scorecard
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 How to develop the right workforce
performance measures that related to or
contribute to firm performance
Or how to convert human capital assets into
tangible outcomes
Different business strategy or organization,
different HR & Workforce Scorecard.

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 The Scorecard (or measurement) is
unfamiliar & uncomfortable to manage
Different strategies different workforce
competencies & behaviors different HR
management systems different culture &
mind-set among the workforce
Effective strategy execution requires culture
& mind-set by design, not by accident

Huselid et al (2005), p. 25
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 Workforce Success
Has the workforce accomplished
The key strategic objectives for
the Business?

Leadership and Workforce Behavior

Are the leadership team and workforce
Consistency behaving in a way that will
Lead to achieving our strategic objectives?
Have we identified & nurtured A players
In A positions?

Workforce Competencies
Does the workforce, especially in
The key or A positions, have
The skills it needs to execute strategy?

Workforce Mind-set & Culture

Does the workforce understand our
Strategy & embrace it, and do we
Have the culture we need to
Support strategy execution? 46
THE IMPACT OF
HR & WORKFORCE Financial Success
STRATEGY BALANCED
Customer Success
ON BUSINESS SCORECARD
STRATEGY Operational Success
EXECUTION
Leadership &
Workforce Behaviors
Workforce
HR Success Success
Workforce
Competencies
Workforce Mind-set WORKFORCE
& Culture SCORECARD
HR Management
Systems

HR Practice HR
HR Workforce SCORECARD
Competencies
Adapted from: Huselid et al (2005), p.7
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 Communicate & educate to create
intrinsic motivation
Reinforce & reward with extrinsic
motivation
Develop employee competencies

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