komunikasi bisnis sosial bab6i
PERENCANAAN KARIR
DAN PENILAIAN
KINERJA
Komunikasi Bisnis dan Sosial
Pengantar: I Gede Iwan Suryadi,SE.,MM.
Kamis 28 Desember 201
7
STIKOM BALI 2007 FAQ:gedeiwan
@gmail.com
1
The Objectives
Advise someone about the major points in
career planning
Describe how HR department encourage and
assist career
Identify the major advantages of career
planning
Explain the relationship between career
planning and career development
Explain the uses of performance appraisals
Describe commonly used appraisal methods
Kamis 28 Dese
STIKOM BALI 2007
2
Istilah-istilah dalam
perencanaan karir
Career. A career is all the jobs that are held during
one’s working life
Career path. A career path is the sequential pattern
of jobs that forms one’s career
Career goals. Career goals are the future positions
one strives to reach as part of a career. These goals
serve as benchmarks along one’s career path.
Career planning. Career planning is the process by
which one selects career goals and the path to those
goals
Career development. Career development consists
of the personal improvements one undertakes to
achieve a personal career plan
Source : Wherther &
Davis
Kamis 28 Dese
STIKOM BALI 2007
3
Perencanaan karir dan
kebutuhan karyawan
Career equity. Employees want equity in the promotion
system with respect to opportunities for career
advancement
Supervisory concern. Employees want their supervisors
to play an active role in career development and provide
timely feedback on performance
Awareness of opportunities. Employees want
knowledge of opportunities for career advancement
Employment interest. Employees need different
amounts of information and have different degrees of
interest in career advancement, depending on a variety
factors
Career satisfaction. Employees, depending on their age
and occupation, have different levels of career satisfaction
Source : Wherther &
Davis
Kamis 28 Dese
STIKOM BALI 2007
4
Manfaat perencanaan karir
Aligns strategy and internal staffing
requirements
Develop promotable employees
Facilitates international placement
Assist with workforce diversity
Lowers turnover
Taps employee potential
Further personal growth
Reduce hoarding
Satisfies employee needs
Assist affirmative action plans
Source : Wherther &
Davis
Kamis 28 Dese
STIKOM BALI 2007
5
Pengelolaan karir
Organization focusing on individuals
– Organizational entry
– Mentoring
– Early career: The impact of the first job
Organization focusing on their own
maintenance and growth
– Internal staffing decision:
Promotions
Demotions
Transfer and relocations
Layoffs, retirements and resignations
Source : Cascio
Kamis 28 Dese
STIKOM BALI 2007
6
Pengembangan karir
Pengembangan karir oleh individu :
– Job performance
– Exposure
– Networking
– Resignations
– Organizational loyalty
– Mentors and sponsors
– Key subordinates
– Growth opportunities
– International experience
Pengembangan karir dengan dukungan Dept.SDM :
– Management support
– Feedback
Source : Wherther &
Davis
Kamis 28 Dese
STIKOM BALI 2007
7
Pilihan dan preferensi karir
Holland vocational preferences
(Realistic,Investigative,Artistic,Social,Enterpr
ising,Conventional)
The schein anchors
Technical-functional competence,managerial
competence,security-stability,creatifity, and
autonomy-independence)
Jung and the Myers-Briggs Typologies
(Extrovert & introvert, sensing & intuitive)
Source : De Cenzo &
Robbins
Kamis 28 Dese
STIKOM BALI 2007
8
Kegunaan dari penilaian
kinerja
Performance improvement
Compensation adjustment
Placement decisions
Training and development needs
Career planning and development
Staffing process deficiencies
Informational inaccuracies
Job-design errors
Equal employment opportunity
External challenges
Feedback to human resources
Source : Wherther &
Davis
Kamis 28 Dese
STIKOM BALI 2007
9
Elemen dari penilaian
kinerja
Performance standards
Performance standards serve as benchmarks against
which performance is measured
Performance measures
– Objective measures
Objective performance measures are indications of
job performance that are verifiable by others and
are usually quantitative.
– Subjective measures
Subjective performance measures are ratings that
are based on the personal standards or opinions of
those doing the evaluation and are not verifiable by
others.
Source : Wherther &
Davis
Kamis 28 Dese
STIKOM BALI 2007
10
Tantangan dalam penilaian
kinerja
Legal
Constraints
Rater biases
–
–
–
–
–
–
The halo effect
The error of central tendency
Leniency and strictness bias
Cross-cultural biases
Personal Prejudice
The regency effect
Source : Wherther &
Davis
Kamis 28 Dese
STIKOM BALI 2007
11
Metode penilaian : Postoriented
Rating scales
Checklists
Forced choice method
Critical incident method
Accomplishment records
Behaviorally anchored rating scales
Field review method
Performance tests and observations
Comparative evaluation approaches
Source : Wherther &
Davis
Kamis 28 Dese
STIKOM BALI 2007
12
Metode Penilaian : Futureoriented
Self
appraisals
Management by objectives
Psychological appraisal
Assessment centers
Kamis: Wherther
28 Dese &
Source
STIKOM BALI 2007
13
Implikasi dari proses
penilaian kinerja
A successful performance appraisal system
requires more than good technique. It depends on
a consistent approach for comparability of results,
clear standards and measures, and bias-free
ratings. The implications of the process are:
Training raters and evaluators
Evaluation Interviews
Evaluation interviews are performance review
sessions that give employees essential feedback
about their past performance or future potential.
Kamis: Wherther
28 Dese &
Source
STIKOM BALI 2007
14
Effective Performance
Management System
Requirements of effective Appraisal
systems:
Relevance
Sensitivity
Reliability
Acceptability
Practicality
Kamis: Cascio
28 Dese
Source
STIKOM BALI 2007
15
selesai
(info: http://gedeiwan.multiply.com/)
Kamis 28 Desember 201
7
STIKOM BALI 2007 FAQ:gedeiwan
@gmail.com
16
DAN PENILAIAN
KINERJA
Komunikasi Bisnis dan Sosial
Pengantar: I Gede Iwan Suryadi,SE.,MM.
Kamis 28 Desember 201
7
STIKOM BALI 2007 FAQ:gedeiwan
@gmail.com
1
The Objectives
Advise someone about the major points in
career planning
Describe how HR department encourage and
assist career
Identify the major advantages of career
planning
Explain the relationship between career
planning and career development
Explain the uses of performance appraisals
Describe commonly used appraisal methods
Kamis 28 Dese
STIKOM BALI 2007
2
Istilah-istilah dalam
perencanaan karir
Career. A career is all the jobs that are held during
one’s working life
Career path. A career path is the sequential pattern
of jobs that forms one’s career
Career goals. Career goals are the future positions
one strives to reach as part of a career. These goals
serve as benchmarks along one’s career path.
Career planning. Career planning is the process by
which one selects career goals and the path to those
goals
Career development. Career development consists
of the personal improvements one undertakes to
achieve a personal career plan
Source : Wherther &
Davis
Kamis 28 Dese
STIKOM BALI 2007
3
Perencanaan karir dan
kebutuhan karyawan
Career equity. Employees want equity in the promotion
system with respect to opportunities for career
advancement
Supervisory concern. Employees want their supervisors
to play an active role in career development and provide
timely feedback on performance
Awareness of opportunities. Employees want
knowledge of opportunities for career advancement
Employment interest. Employees need different
amounts of information and have different degrees of
interest in career advancement, depending on a variety
factors
Career satisfaction. Employees, depending on their age
and occupation, have different levels of career satisfaction
Source : Wherther &
Davis
Kamis 28 Dese
STIKOM BALI 2007
4
Manfaat perencanaan karir
Aligns strategy and internal staffing
requirements
Develop promotable employees
Facilitates international placement
Assist with workforce diversity
Lowers turnover
Taps employee potential
Further personal growth
Reduce hoarding
Satisfies employee needs
Assist affirmative action plans
Source : Wherther &
Davis
Kamis 28 Dese
STIKOM BALI 2007
5
Pengelolaan karir
Organization focusing on individuals
– Organizational entry
– Mentoring
– Early career: The impact of the first job
Organization focusing on their own
maintenance and growth
– Internal staffing decision:
Promotions
Demotions
Transfer and relocations
Layoffs, retirements and resignations
Source : Cascio
Kamis 28 Dese
STIKOM BALI 2007
6
Pengembangan karir
Pengembangan karir oleh individu :
– Job performance
– Exposure
– Networking
– Resignations
– Organizational loyalty
– Mentors and sponsors
– Key subordinates
– Growth opportunities
– International experience
Pengembangan karir dengan dukungan Dept.SDM :
– Management support
– Feedback
Source : Wherther &
Davis
Kamis 28 Dese
STIKOM BALI 2007
7
Pilihan dan preferensi karir
Holland vocational preferences
(Realistic,Investigative,Artistic,Social,Enterpr
ising,Conventional)
The schein anchors
Technical-functional competence,managerial
competence,security-stability,creatifity, and
autonomy-independence)
Jung and the Myers-Briggs Typologies
(Extrovert & introvert, sensing & intuitive)
Source : De Cenzo &
Robbins
Kamis 28 Dese
STIKOM BALI 2007
8
Kegunaan dari penilaian
kinerja
Performance improvement
Compensation adjustment
Placement decisions
Training and development needs
Career planning and development
Staffing process deficiencies
Informational inaccuracies
Job-design errors
Equal employment opportunity
External challenges
Feedback to human resources
Source : Wherther &
Davis
Kamis 28 Dese
STIKOM BALI 2007
9
Elemen dari penilaian
kinerja
Performance standards
Performance standards serve as benchmarks against
which performance is measured
Performance measures
– Objective measures
Objective performance measures are indications of
job performance that are verifiable by others and
are usually quantitative.
– Subjective measures
Subjective performance measures are ratings that
are based on the personal standards or opinions of
those doing the evaluation and are not verifiable by
others.
Source : Wherther &
Davis
Kamis 28 Dese
STIKOM BALI 2007
10
Tantangan dalam penilaian
kinerja
Legal
Constraints
Rater biases
–
–
–
–
–
–
The halo effect
The error of central tendency
Leniency and strictness bias
Cross-cultural biases
Personal Prejudice
The regency effect
Source : Wherther &
Davis
Kamis 28 Dese
STIKOM BALI 2007
11
Metode penilaian : Postoriented
Rating scales
Checklists
Forced choice method
Critical incident method
Accomplishment records
Behaviorally anchored rating scales
Field review method
Performance tests and observations
Comparative evaluation approaches
Source : Wherther &
Davis
Kamis 28 Dese
STIKOM BALI 2007
12
Metode Penilaian : Futureoriented
Self
appraisals
Management by objectives
Psychological appraisal
Assessment centers
Kamis: Wherther
28 Dese &
Source
STIKOM BALI 2007
13
Implikasi dari proses
penilaian kinerja
A successful performance appraisal system
requires more than good technique. It depends on
a consistent approach for comparability of results,
clear standards and measures, and bias-free
ratings. The implications of the process are:
Training raters and evaluators
Evaluation Interviews
Evaluation interviews are performance review
sessions that give employees essential feedback
about their past performance or future potential.
Kamis: Wherther
28 Dese &
Source
STIKOM BALI 2007
14
Effective Performance
Management System
Requirements of effective Appraisal
systems:
Relevance
Sensitivity
Reliability
Acceptability
Practicality
Kamis: Cascio
28 Dese
Source
STIKOM BALI 2007
15
selesai
(info: http://gedeiwan.multiply.com/)
Kamis 28 Desember 201
7
STIKOM BALI 2007 FAQ:gedeiwan
@gmail.com
16