workload analysis
DESCRIPTION
Workload Analysis. Pokok Bahasan. Workload Analysis – Full Time Equivalent. Pengelolaan SDM. HR & GA. Sumber yang diberdayakan oleh management. GA. HR. Mengurus orang hidup. Mengurus barang mati. Apa yang dikerjakan HR. System & Development. Hubungan Industrial. Teknologi Informasi. - PowerPoint PPT PresentationTRANSCRIPT
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Workload Analysis
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Pokok Bahasan
Workload Analysis – Full Time Equivalent
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Pengelolaan SDM
HR & GA
GAHR
Sumber yang diberdayakan oleh management
Mengurus barang matiMengurus orang hidup
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Apa yang dikerjakan HR
System & Development
Teknologi Informasi
Hubungan Industrial
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HR Strategic
5% ??
Change Agent
Business Partner
15% ??
Employee Advocate
Services
80%
Administrative
Reactive
80% ??
Change Agent
Business Partner
15% ??
Employee Advocate
Services
5%
Administrative
Reactive
Old
New
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Integrating Human Capital to Organizational Strategy
Financial FOCUS
Customer FOCUSInternalFOCUS
Learning & Growth
Strategic Competencies
Strategic Technologies
Climate for Action
Roles Skills
Applications Infrastructure
Leadership Teamwork Alignment Culture
Operational Excellence InnovationCustomer Management
Productivity
GrowthSustained Shareholder Value
Price / Qualit
y
Financial
Advisor
Integrated
Offering
Trusted
Brand
Know the Segments
Develop New
ProductsCross-
SellShift
ChannelMinimizeProblems
RapidResponse
Customer Value Proposition
Responsible CitizenDiverse Work Force
ALIGNMENT
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B = f (P,E)B = BehaviorP = PersonE = Environment
Kurt Lewin (1890-1947)
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Performance = f (Motivation, Ability)
N. F. R. Maier in Psychology in industrial organization (4th ed., Houghton Mifflin, 1973) and E. E. Lawler, III in Motivation in work organizations (Brooks/Cole, 1973)
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M = (E P) x (P O) x VM = (E P) x (P O) x V
M = MotivationM = Motivation
E P means effort leads to performance (Expectancy)E P means effort leads to performance (Expectancy)
P O means performance leads to outcomes P O means performance leads to outcomes (Instrumentality)(Instrumentality)
V = Valence--the value placed on the outcome.V = Valence--the value placed on the outcome.
Victor Vroom Model (1964)
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Ability = Competency
Competency = f (Knowledge, Skill, Attributes)
Competency appears to be a measure of successful performance and may refer to either a specific skill/knowledge or a cluster of skills and knowledge. It encompasses meanings that range from work-related definitions to those that describe the characteristics of workers. McLagan (1997) attempts to reconcile these meanings by proposing a hybrid definition of “attribute bundles.” Parry (1998) further expands on this by defining a competency as a cluster of related knowledge, attitudes and skills that fulfill four criteria: a) affects a major part of one’s job, b) correlates with performance on the job, c) can be measured against well accepted standards, and d) can be improved via training development.1 Spencer and Spencer (1993) include personality characteristics such as motives and traits and list five types of competency characteristics, namely motives, traits, self-concept, knowledge, and skill.
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Modeling
B = f (P, E)
P = f (M, A)
M = f (E,I,V) A= f (K,S,A)
E?
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Tuntutan Tata Kelola SDM
Organizational Capital
Bagaimana membangun organisasi yang fokus pada penciptaan profit dan pertumbuhan?
Human Capital
Bagaimana memenuhi & membangun kompetensi karyawan sesuai kebutuhan?
Information Capital
Bagaimana membangun sistem informasi yang mendukung terciptanya “learning organization”?
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Metodologi
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1. Strategic Direction & Control
Strategy Map
Organizational Assessment
Key Performance
Indicator
Strategic Job Families
Organization values
Organization Personality
Core Competencies
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2. Organization Design
Business Process Mapping
Organization Design
Job Analysis
Job Description
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Metodologi1. Strategic Direction
& Control
Strategy Map
Organizational Assessment
Key Performance
Indicator
Strategic Job Families
Organization values
Organization Personality
Core Competencies
2. Organization Design
Business Process Mapping
Organization Design
Job Analysis
Job Description
3. Quantity & Quality
Workload Analysis/ Business Capacity Analysis
Quantity
Quality
Competency
Behavior / Personality
Potential
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3. Quantity & Quality
Workload Analysis/ Business Capacity Analysis
Quantity
Quality
Competency
Behavior / Personality
Potential
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Workload Analysis
Pengertian
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Definisi
• Banyak definisi tentang FTE’s tapi intinya adalahThe total number of person needed to do all transactions of one process in certain period.
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Bagaimana Menghitung FTE1. A Full-time Equivalent Employee (FTE) is a
ratio that represents the number of hours that an employee works to 40 hours. dengan kata lain jumlah jam kerja karyawan per 40 jam asumsi dalam 1 minggu number of hours that an employee works / 40 hours
2. FTE = Total Time Required / 1864 hours asumsi dalam 1 tahunTotal Time Required = Time Data x Number of work activities
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3. FTE = Total Process time / Effective Working time per employee
4. FTE = Total working hours / Effective Time
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Manfaat• Untuk peramalan/proyeksi terhadap kebutuhan
tenaga kerja untuk periode tertentu• Untuk melakukan analisa terhadap kemampuan
tenaga kerja yang sekarang untuk memenuhi kebutuhan yang akan datang
Perbedaan diatas memungkinkan perusahaan untuk melakukan pengurangan karyawan atau penyesuaian lewat transfer intern atau ekspansi atau Man Power Planning
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• Untuk analisa kompetensi Development• Untuk Performance Management• Untuk Business Process Improvement
Effective & Efficient
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Effectiveness• Kemampuan untuk memilih tujuan dan sasaran
yang tepat dan mencapainya, termasuk didalamnya adalah metodanya.
• Efektivitas menunjuk pada keberhasilan pencapaian sasaran, sehingga efektivitas bisa digambarkan sebagai ukuran apakah seseorang mengerjakan pekerjaan yang benar.
Doing rigth things “Mengerjakan pekerjaan yang benar”
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Efficiency• Kemampuan untuk membuat penggunaan
resources yang ada secara baik dalam proses pencapaian sasaran dan tujuan
• Mencapai sesuatu secara tepat berhubungan dengan rasio dari output terhadap input, artinya harus menggunakan jumlah resources yang minimum yang dibutuhkan untuk menghasilkan barang atau jasa secara maksimum.
• Gambarannya adalah “mengerjakan pekerjaan dengan benar “ (Doing things right). Konsep ini berhubungan dengan konsep Input – Output.
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Effective but not efficient. Some resource wasted
Effective and efficient, goals achieved and resources well utilized, area of high productivity
Neither effective nor efficient, Goal not achieved, resources wasted in the process
Efficient but not effective, no wasted resourced, but goals not achieved
Goal A
ttaintment
Resources Utilisation
High
Low
Poor Good
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EFFICIENT VS. EFFECTIVE
• Internal Measurement• Doing Things Right• Not Necessarily Effective
• External Measurement• Doing the Right Things• Necessarily Efficient
•Producing goods at the lowest cost•Reducing cost/ expense to•improve profit•Focus on internal control and short - term profit•Product-Driven Organization
• Producing the goods wanted by the market place at acceptable cost• Increasing revenue and managing cost/expense to improve profit• Focus on customer satisfaction and long-term profit• Market-Driven Organization
EFFICIENT EFFECTIVE
Examples
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Pendekatan
• Berdasarkan aktivitas job description Administration
• Berdasarkan proses The Process Proses lembur
Keduanya saling berhubungan karena proses adalah kumpulan dari aktivitas yang saling kait mengait
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Activity Base
• Perhitungannya adalah setiap aktivitas individu dikumpulkan sedemikian rupa selama periode tertentu beserta waktu yang dibutuhkan untuk melakukan aktivitas tersebut yang kemudian di bagi dengan total jam kerja dalam periode tertentu.
• Fokusnya pada aktivitas individu/posisi
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Proses Improvement yang dilakukan adalah• Teknologi baru• Competency Development
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Process Base
• Perhitungannya adalah setiap proses aktivitas terhadap suatu hal tertentu (misal lembur) dihitung sedemikian rupa selama periode tertentu beserta waktu yang dibutuhkannya kemudian dibagi dengan periode waktu tertentu.
• Fokusnya adalah Proses keseluruhan aktivitas pekerjaanContoh adalah proses pengajuan Lembur kerja
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Proses Improvement yang dilakukan adalah• Perbaikan system• Competency Development• Teknologi baru
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Proses Asesmen FTE
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Process AssessmentBase Activity
• Data Collection
Interview user and Job Description
Analysis
Information Need:
-All Activity the employee
-Process Time
-Organisation Structure
-Report
-Form
Develop the documentation &
Analysis
Confirm the documentation to user
- Tabulation the information
Skill Needed:
-Interview Skill
-Analytical Skill
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Asumsi
• 1 profil tidak dapat mengerjakan 2 aktivitas sekaligus
• Semua aktivitas riil dan tercatat beserta waktunya
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Contoh Activitas Office Boy1 Mengantar Surat 8x/bulan 2 jam
2 Mempersiapkan Kartu absensi 50/bulan 4 jam
3 Mengantar berkas 3x/hari 1 jam
4 Membersihkan kaca 3x/minggu 3 jam
5 Membersihkan lantai 1x/hari 2 jam
6 Menyiapkan minum 1x/hari 1 jam
7 Membersihkan toilet 2x/hari 1 jam
8 Mengantar barang 1x/hari 2 jam
9 Briefing pagi 4x/bulan 2 jam
10 Distribusi surat 2x/minggu 1 jam
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Effective Working
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Formula FTE 2003 (ilustrasi)
Jumlah hari 2003 = 365Cuti tahunan = (12)
353Libur Nasional = (16)
337Week-end = (104)Hari kerja 2003 = 233
233 hari = 1864 jam kerja
Efficiency factor = 87,5% Asumsi
Total jam kerja efektif = 87,5% * 1864 = 1631 jam kerja
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Satuan FTE 2003 (ilustrasi)
• 1631 jam / tahun = 97.860 Menit• 135,92 jam / bulan = 8155,2 menit• 33,98 jam / minggu = 2038,8 menit• 6,8 jam / hari = 407,75 menit
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Lihat Excel
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Exercise
• Buat Kelompok kecil• Tentukan jenis posisi pekerjaan• Tentukan job desription-nya• Tuliskan daftar pekerjaannya secara
lengkap berdasarkan job description beserta volume dan waktunya
• Hitung FTE-nya
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Proses AsesmenProcess Base
• Hal-hal yang dibutuhkan: - Business Process Flowchart- Structure organization- Process time
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Contoh
Proses lemburIsi form lembur
Employee
Ask Approval
Employee
Approve
Direct Superior
Receive
Employee
Ask Approval
Employee
Approve
Section Head
Receive
Employee
Send FL to HRD via OB
Employee
Receive FL
OB
Bring the form
OB
Receive FL
HRD Adm
Input Data
HRD Adm
Crosscheck Data
HRD Adm
Update Data
HRD Adm
Crosscheck Data
HRD Head
Lembur
ClosingMeal Allowance Processing
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Hasil Perhitungan
• Lihat File Excel
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Exercise
• Buat Kelompok kecil• Tentukan jenis proses aktivitas dari suatu
pekerjaan• Buat daftar proses dari aktivitas tersebut
(flowchart)• Buat daftar siapa saja yang terlibat dalam
aktivitas tersebut• Tentukan pula time process-nya• Hitung FTE-nya
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Improvement
• Teknologi
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Contoh
• Proses Lembur
Isi form lembur
Employee
Kirim form lembur via email
Employee
Terima email & Approve
Direct superior
Terima email & Verifikasi
HRD Adm
Terima email & Approve
Head Section
Input Data & Prosesing
HRD Adm
Crosscheck
HRD HeadClosing
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Hasil Perhitungan
• Lihat File Excel
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• Ukuran loading yang normal untuk suatu pekerjaan yang telah ditetapkan adalah dengan besaran angka 1 artinya Fit
• Jika total perhitungan Job Load < 1 (lebih kecil dari 1) maka dapat disimpulkan UNDERLOAD
• Jika sebaliknya > 1 (lebih besar dari 1) maka dapat disimpulkan OVERLOAD
• Tapi biasanya jika total FTE berada di kisaran 1,1 – 1,3 maka karyawan tsb masih efektif melaksanakan pekerjaan tsb karena ada mekanisme lembur untuk menyelesaikan pekerjaan tsb
• Perhatikan faktor efektivitas waktu kerja
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ExerciseImprovement
• Buat Kelompok kecil• Lakukan improvement terhadap proses
aktivitas yang telah ada• Hitung FTE-nya
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Benefit dari Improvement
• Step reduction• Form reduction – Paper Reduction• FTE & Time Saving• Operational Cost Reduction
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Step reduction
Process Sebelum Sesudah Selisih Persentase
Lembur 17 8 9 53%Rata-rata 53%
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Form Reduction
Process Sebelum Sesudah Selisih Persentase
Lembur 1 0 1 100%
Rata-rata 100%
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Time Saving
Process Sebelum Sesudah Selisih Saving
Lembur 41.75 17.25 24.5 59%
Rata-rata 59%
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FTE
Process Sebelum Sesudah Selisih Saving
Lembur 0.0051 0.0021 0.003 59%Rata-rata 59%
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Operational Cost
• Salary ??• ATK ??
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Hal yang perlu diperhatikan
• Tidak semua pekerjaan bisa dibuatkan FTE, Contoh : Security, Bagian Troubleshooting, Driver
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Pilih yang mana?
Activity Base atau Process Base?Tergantung tujuan, situasi dan kondisi.Bila tujuannya adalah BPI (business process
improvement) Process BaseBila tujuannya adalah individual
development cukup Activity base
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Konsekuensi WLA
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Nilai WLA
• Underload FTE kurang dari 1• Fit FTE = 1• Overload FTE Lebih dari 1
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Konsekuensi WLA
• Replacement• Redesign Job
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Underload
Redesign job Penambahan pekerjaan
Bagaimana bila nilai FTE kurang dari 0,5??- Redesign job- Replacement
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Overload
• Overtime• Redesign Job Pembagian pekerjaan• Recruitment Penambahan karyawan
Bila lebih dari ambang toleransi (1,1 – 1,3)
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Recruitment
• Perhatikan biaya yang akan timbul• Pilihan terakhir bila sudah dilakukan
overtime dan pembagian pekerjaan
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Bagaimana setelah proses Improvement??
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Kaitan WLA dengan Workforce planning (WFP)
• WLA adalah salah satu metoda dari WFP dalam analisisnya
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Sekilas Workforce Planning
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Workforce planning is a systematic process for identifying the human capital required to meet agency goals and developing the strategies to meet these requirements.
Workforce Planning—the strategic alignment of an organization’s human capital with its business direction. It is a methodical process of analyzing the current workforce; determining future workforce needs; identifying the gap between the present and the future; and implementing solutions so the organization can accomplish its mission, goals, and objectives.
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Figure: Strategic View of Workforce Planning Influencing HR Functions & Activities
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Figure Workforce Planning Is…Not Just It Is• Predicting the future Building a longer-term context for
short-term decision making• An inventory of all positions Focusing on positions where you
need to be proactive or need time to react
• Creating plans as Creating plans in response to a one-time “event” changing strategies, whenever change is discussed
• Creating reports and Focusing on planning listings that describe and looking ahead to “what will be”“what was”
• Building HR capability Solving staffing problems and addressing staffing issues
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Approaches to Workforce Planning in general, organizations can take one of three approaches to workforce planning or use a combination of the three:
• “Workforce approach” examines the current workforce and occupations and projects the number and characteristics of jobs and the number of employees needed to fill them at a specific point in the future.
• “Workload approach” focuses on the amount and type of work the organization antici pates handling at a specific point in the future, and uses this information to project the number of resources (people and skills) needed to perform that work.
• “Competency approach” identifies sets of competencies aligned with the organization’s mission, vision, and strategic goals. This approach assumes the organization has already considered workforce and workload and can focus not only on the number of people, but the competencies employees must master for organizational success.
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Workforce Approachprofile people and occupations, and conduct workforce forecasts.
With this approach, your goal is to analyze 1. the jobs that will need to be done, 2. the type of occupations needed to do these jobs, and 3. the number of people needed to achieve organization
strategies. The current workforce profile is a starting point to assess the workforce your organization will need in the future. Supply analysis provides the data needed for your current workforce profile. A traditional job audit also may help you get needed information.
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Specifically, you will need to evaluate:
• What jobs now exist?• How many people are performing each job?• What are the reporting relationships of these
jobs?• How essential is each job?• What are the characteristics of anticipated jobs?
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The next step is to project the current employee population into the future as if there were no new hires. Make projections at whatever level the organization desires, estimating the employee population over the next three to five years as if nothing were done to replace employees lost through attrition. The result will show your demand for new workers if you institute no appreciable changes in work or workload.
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Workload Approach
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Competency Approach
Competencies are sets of behaviors (encompassing skills, knowledge, abilities, and personal attributes) that, taken together, are critical to accomplishing successful work and achieving an organization’s strategy. Competencies represent the most critical knowledge, skills, and commitments that underlie superior performance for your organi zation and/or within a specific job. The competency approach to workforce planning is futuristic and focuses on the “ideal” workforce. Competencies may be defined at several levels:
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Competencies may be defined at several levels • Organizational: core competencies identified during strategic
planning• Leadership: the behaviors your organization expects all leaders
to demonstrate or to develop• Functional: competencies that cascade from the core
competencies and are associated with specific work functions or business units
• Occupational: competencies that cascade from the core and functional competencies and then are anchored directly to the needs of a specific occupation
• Individual: what each employee brings to his or her function• Team: what members of a team, in the aggregate, bring to their
work
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Your organization will need to determine the competency definition levels essential to ensuring critical work gets performed. Strategic planning usually provides the means to pinpoint the most critical, or core, organizational competencies for success.
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Contoh The Generic Workforce Planning Model
Georgia Workforce Planning Model
81Booz•Allen & Hamilton Model
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Phase I
Workforce Analysis/ Strategies
Set Strategic Direction Phase II
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Strategic Plan
Internal Factor
External factor
SWOT Analysis
Workforce
Workload
Competencies
Compare Current to Future need to identify the gap
Recruitment / Retention Strategies
Implementation plan
Leadership support
Change management
Communication
Evaluation
Modification Feedback
Step IScan
Step IISupply & Demand
Step IIIGap Analysis
Step IIAction
IPMA Model
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PromotionsTerminationsDemotionsRetirementsDeathsLayoffs
Current Staffing - Projected Outflows + Projected InflowsLevel This Year This Year
Sources of Sources ofOutflows Inflows
EmployeesIn
TransfersPromotionsNew HiresRecalls
Internal
Supply of
Labor
= Internal Supply
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