1. PERENCANAAN KARIR DAN PENILAIAN KINERJA
Komunikasi Bisnis dan Sosial
Pengantar: I Gede Iwan Suryadi,SE.,MM.
Rabu, 16 Januari 2019
STIKOM BALI 2007

2. STIKOM BALI 2007 FAQ:gedeiwan@gmail.com
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
Rabu, 16 Januari 2019
STIKOM BALI 2007

3. 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
Rabu, 16 Januari 2019
STIKOM BALI 2007

4. 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
Rabu, 16 Januari 2019
STIKOM BALI 2007

5. 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
Rabu, 16 Januari 2019
STIKOM BALI 2007

6. STIKOM BALI 2007 FAQ:gedeiwan@gmail.com
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
Rabu, 16 Januari 2019
STIKOM BALI 2007

7. STIKOM BALI 2007 FAQ:gedeiwan@gmail.com
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
Rabu, 16 Januari 2019
STIKOM BALI 2007

8. Pilihan dan preferensi karir
Holland vocational preferences
(Realistic,Investigative,Artistic,Social,Enterprising,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
Rabu, 16 Januari 2019
STIKOM BALI 2007

9. 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
Rabu, 16 Januari 2019
STIKOM BALI 2007

10. 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
Rabu, 16 Januari 2019
STIKOM BALI 2007

11. 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
Rabu, 16 Januari 2019
STIKOM BALI 2007

12. Metode penilaian : Post-oriented
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
Rabu, 16 Januari 2019
STIKOM BALI 2007

13. Metode Penilaian : Future-oriented
Self appraisals
Management by objectives
Psychological appraisal
Assessment centers
Rabu, 16 Januari 2019
STIKOM BALI 2007
Source : Wherther & Davis

14. 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.
Rabu, 16 Januari 2019
STIKOM BALI 2007
Source : Wherther & Davis

15. Effective Performance Management System
Requirements of effective Appraisal systems:
Relevance
Sensitivity
Reliability
Acceptability
Practicality
Rabu, 16 Januari 2019
STIKOM BALI 2007
Source : Cascio

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Rabu, 16 Januari 2019
STIKOM BALI 2007