1. 1 7.PERENCANAAN KARIR DAN PENILAIAN KINERJA Fakultas Ekonomi Universitas Padjadjaran Bandung2004

2. 2 The Objectives Advise someone about the major points in career planning Advise someone about the major points in career planning Describe how HR department encourage and assist career Describe how HR department encourage and assist career Identify the major advantages of career planning Identify the major advantages of career planning Explain the relationship between career planning and career development Explain the relationship between career planning and career development Explain the uses of performance appraisals Explain the uses of performance appraisals Describe commonly used appraisal methods Describe commonly used appraisal methods

3. 3 Istilah-istilah dalam perencanaan karir Career. A career is all the jobs that are held during one’s working life 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 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 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 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 Career development. Career development consists of the personal improvements one undertakes to achieve a personal career plan Source : Wherther & Davis

4. 4 Perencanaan karir dan kebutuhan karyawan Career equity. Employees want equity in the promotion system with respect to opportunities for career advancement 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 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 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 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 Career satisfaction. Employees, depending on their age and occupation, have different levels of career satisfaction Source : Wherther & Davis

5. 5 Manfaat perencanaan karir Aligns strategy and internal staffing requirements Aligns strategy and internal staffing requirements Develop promotable employees Develop promotable employees Facilitates international placement Facilitates international placement Assist with workforce diversity Assist with workforce diversity Lowers turnover Lowers turnover Taps employee potential Taps employee potential Further personal growth Further personal growth Reduce hoarding Reduce hoarding Satisfies employee needs Satisfies employee needs Assist affirmative action plans Assist affirmative action plans Source : Wherther & Davis

6. 6 Pengelolaan karir Organization focusing on individuals Organization focusing on individuals Organizational entry Organizational entry Mentoring Mentoring Early career: The impact of the first job Early career: The impact of the first job Organization focusing on their own maintenance and growth Organization focusing on their own maintenance and growth Internal staffing decision: Internal staffing decision: Promotions Promotions Demotions Demotions Transfer and relocations Transfer and relocations Layoffs, retirements and resignations Layoffs, retirements and resignations Source : Cascio

7. 7 Pengembangan karir Pengembangan karir oleh individu : Pengembangan karir oleh individu : Job performance Job performance Exposure Exposure Networking Networking Resignations Resignations Organizational loyalty Organizational loyalty Mentors and sponsors Mentors and sponsors Key subordinates Key subordinates Growth opportunities Growth opportunities International experience International experience Pengembangan karir dengan dukungan Dept.SDM : Pengembangan karir dengan dukungan Dept.SDM : Management support Management support Feedback Feedback Source : Wherther & Davis

8. 8 Pilihan dan preferensi karir Holland vocational preferences Holland vocational preferences (Realistic,Investigative,Artistic,Social,Enter prising,Conventional) The schein anchors The schein anchors Technical-functional competence,managerial competence,security-stability,creatifity, and autonomy-independence) Jung and the Myers-Briggs Typologies Jung and the Myers-Briggs Typologies (Extrovert & introvert, sensing & intuitive) Source : De Cenzo & Robbins

9. 9 Kegunaan dari penilaian kinerja Performance improvement Performance improvement Compensation adjustment Compensation adjustment Placement decisions Placement decisions Training and development needs Training and development needs Career planning and development Career planning and development Staffing process deficiencies Staffing process deficiencies Informational inaccuracies Informational inaccuracies Job-design errors Job-design errors Equal employment opportunity Equal employment opportunity External challenges External challenges Feedback to human resources Feedback to human resources Source : Wherther & Davis

10. 10 Elemen dari penilaian kinerja Performance standards Performance standards Performance standards serve as benchmarks against which performance is measured Performance measures Performance measures Objective measures Objective measures Objective performance measures are indications of job performance that are verifiable by others and are usually quantitative. Subjective measures 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

11. 11 Tantangan dalam penilaian kinerja Legal Constraints Legal Constraints Rater biases Rater biases The halo effect The halo effect The error of central tendency The error of central tendency Leniency and strictness bias Leniency and strictness bias Cross-cultural biases Cross-cultural biases Personal Prejudice Personal Prejudice The regency effect The regency effect Source : Wherther & Davis

12. 12 Metode penilaian : Post- oriented Rating scales Rating scales Checklists Checklists Forced choice method Forced choice method Critical incident method Critical incident method Accomplishment records Accomplishment records Behaviorally anchored rating scales Behaviorally anchored rating scales Field review method Field review method Performance tests and observations Performance tests and observations Comparative evaluation approaches Comparative evaluation approaches Source : Wherther & Davis

13. 13 Metode Penilaian : Future- oriented Self appraisals Self appraisals Management by objectives Management by objectives Psychological appraisal Psychological appraisal Assessment centers Assessment centers Source : Wherther & Davis

14. 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 Training raters and evaluators Evaluation Interviews Evaluation Interviews Evaluation interviews are performance review sessions that give employees essential feedback about their past performance or future potential. Source : Wherther & Davis

15. 15 Effective Performance Management System Requirements of effective Appraisal systems: Relevance Relevance Sensitivity Sensitivity Reliability Reliability Acceptability Acceptability Practicality Practicality Source : Cascio