3. Manpower Planning and Mobilization plan

learn about manpower mobilization plan

1. 2-1
Manpower Planning
By Eduard Jacob

2. Keterkaitan Strategy Perusahaan dg MPP

3. 2-3© SHRM
HR Planning = Manpower Planning =
Workforce Planning ?

4. Proses untuk memastikan perusahaan mempunyai akses
pada sumber daya manusia yang unggul (talent) untuk
menjamin keberhasilan perusahaan di-masa mendatang
Akses tersebut dalam ranah semua hal.
Talent: Ketrampilan, pengetahuan, serta kemampuan untuk
menjalankan aktifitas proses dalam perusahaan termasuk
dalam pengambilan keputusan
4

5. © SHRM 2-5
Step 1
Supply Analysis
Staffing levels
Workforce skills
Workforce demographics\
Employment trends
Step 2
Demand Analysis
Workforce skills needed
Staffing patterns
Anticipated workload changes
Step 3
Gap Analysis
Compare supply analysis with demand analysis
Determine future gaps (shortages) and surpluses (excesses)
Identify future changes in workforce demographics
Identify areas in which management action will be needed
Step 4
Strategy Development
Plan
oRecruiting
oSuccession
oEmployee development and retraining
oOrganizational change

6. © 2007 Thomson/South-
Western. All rights reserved.
2–6
Forecasting: merupakan elemen
penting dalam perencanaan
•Forecasting meliputi:
a.forecasting kebutuhan/demand sdm
b.forecasting supplai/supply sdm
c.Penyeimbangan antara supply dan demand

7. © SHRM 2-7
Forecasting Demand
Quantitative MethodsQuantitative Methods
Qualitative MethodsQualitative Methods
Forecasting DemandForecasting Demand

8. 8

9. Sebuah hubungan linier antara independent variables dengan
dependent variable, misalnya kebutuhan SDM/HR demand
Linieritas adalah hubungan antara independent dan dependent
variables.
9

10. 10
Y = dependent variable (HR demand)
A = constant (Y intercept)
B = slope of linear relationship between X and Y
X = independent variable (e.g. level of sales)
A
B

11. 11
??????=
σ????????????−??????ሺ??????തሻ(??????ത)
σ(??????
2
)−??????(??????ത)
2

Y = A + BX
Y = dependent variable (HR demand)
A = constant (Y intercept)
B = slope of linear relationship between X and Y
X = independent variable (e.g. level of sales)
Where

12. 12
X
Sales
($ Millions)
2.0
2.5
3.5
5.0
6.5
Y
# of Marketing Personnel
25
28
30
38
54
5 Sets of observations

13. 13
X
Sales
($ Millions)
2.0
2.5
3.5
5.0
6.5
19.5
Y
# of
Employees
25
28
30
38
54
175
XY
50
70
105
190
351
766
X
2
4.00
6.25
12.25
25.00
42.25
89.75
Average X = 19.5/5 = 3.9Average Y = 175/5 = 35
N = 5

14. ??????=
766−683
89.75−76.05

14
XY
50
70
105
190
351
766
X
2
4.00
6.25
12.25
25.00
42.25
89.75
Average X = 3.9
??????=
σ????????????−??????ሺ??????തሻ(??????ത)
σ(??????
2
)−??????(??????ത)
2

??????=
766−5ሺ3.9ሻ(35)
89.75−5(3.9)
2
??????= 6.09
N = 5 Average Y = 35

15. 15
IF
Y = A + BX
Then
??????=??????ത−????????????ത
AND
A = 35 – (6.09)(3.9)
A = 11.23
Average X = 3.9 Average Y = 35 B = 6.09

16. 16
Y = 11.23 + (6.09)(X)
A = 11.23
X = Dependent Variable
B = 6.09
Independent causal variable X
(e.g., sales) AND
Dependent variable Y
(e.g., predicted # of personnel)
Even if sales are zero the value for A is
11.23 (round to 11.0) or 11 persons.
For every increase unit ($1 Million) sales (X)
there is a predicted increase of 6.09 staff
(Y) associated with that change.
Y = A + BX

17. HITUNGLAH BERAPA JUMLAH KARYAWAN
YANG DIBUTUHKAN
No Jumlah Omset (000.000) Jumlah Salesman
1 5.500 35
2 5.950 40
3 6.000 40
4 7.000 43
5 9.000
© SHRM 2-17

18. Manpower Supply
18

19. Methode untuk menentukan supply karyawan baik yang
berasal dari eksternal maupun internal perusahaan.
Beberapa metode sebagai berikut :
Replacement analysis/management,
Movement/Flow analysis,
Vacancy/renewal
19

20. Proses untuk memastikan dimana perusahaan mempunyai
karyawan yang cukup yang sudah terlatih dengan baik didalam
mencapai tujuan perusahaan (definisi : SUKSESI)
Proses untuk mengidentifikasikan karyawan untuk posisi kunci
managerial.
1.Long-term succession
a)Training dan pengalaman kerja yang memberikan kemampuan seorang
karyawan , di-asumsikan untuk penugasan dengan level yang lebih
tinggi di-masa mendatang
2.Short-term emergency replacement
a)Penggantian karyawan yang keluar baik karena problem kinerja,
meninggal, maupun sebab2 lain.
20

21. 21
VP Sales
J. O b rey (A 2)
B . A n d rew s (B 3)
D . Je ffe rs (C 1)
VP Operations
A . C ha n g (A 2)
E . S in g h (B 1)
K . P e ters (C 3)
VP M arketing
T. S he rm a n (A 1)
U . L a u (C 1)
H Yu e n (D 2)
President
Ja ck N e w la nd
S . L an d a r (A 1)
K . C h ow (A 2)
Readiness
A Ready now
B Ready in 1 year
C Ready in 2 years
D Not suitable for this job
Performance
1 Outstanding
2 Above average
3 Average/good
4 Below Average
5 Unacceptable

22. Flow Analysis
Current
Staff
Transfers5
Promotions4
New hires15
Recalls 10
Total 34
Inflow Outflow
Promotions 5
Resignations13
Demotions 0
Retirements4
Terminations3
Layoffs 15
Total 40
Projects future movement.
2-22© SHRM

23. Monitor dan kontrol absensi serta
turnover
Program Retensi sangat vital untuk
menjaga dan mempertahankan
karyawan yang berpengalaman serta
mempunyai kinerja unggul
23

24. Hard Costs
Advertisements
Headhunter, recruiting fees
Interview training
Travel costs
Admin expenses
Costs of lost production
Bonuses
Increased salaries
Cost to replace a fully proficient
employee - 70-200% annual salary
Soft Costs
Lost business and customer
contacts
Decreased productivity due to
training and learning curve gaps
Orientation and training time
Decline in team morale and
productivity
Increased turnover due to the
“follow-me” effect
24

25. Program komunikasi yang efektif
Lingkungan kerja yang nyaman serta
membangun hubungan kolegial yang sehat
Disain pekerjaan yang menantang
Sistem Kinerja dan Kompensasi sebagai
penghargaan atas kinerja
Program work-life balance
Pengembangan kemampuan
25

26. MANPOWER PLANNING