PERENCANAAN KARIR DAN PENILAIAN KINERJA

Rabu 19 April 2023Rabu 19 April 2023 STIKOM BALI 2007 FAQ:gedeiwanSTIKOM BALI 2007 FAQ:[email protected]@gmail.com

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PERENCANAAN KARIR PERENCANAAN KARIR DAN PENILAIAN DAN PENILAIAN

KINERJAKINERJA

Komunikasi Bisnis dan SosialKomunikasi Bisnis dan SosialPengantar: I Gede Iwan Suryadi,SE.,MM.Pengantar: I Gede Iwan Suryadi,SE.,MM.


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The ObjectivesThe Objectives

Advise someone about the major points in Advise someone about the major points in career planningcareer planning

Describe how HR department encourage and Describe how HR department encourage and assist careerassist career

Identify the major advantages of career Identify the major advantages of career planning planning

Explain the relationship between career Explain the relationship between career planning and career developmentplanning and career development

Explain the uses of performance appraisalsExplain the uses of performance appraisals Describe commonly used appraisal methodsDescribe commonly used appraisal methods


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Istilah-istilah dalam Istilah-istilah dalam perencanaan karirperencanaan karir

CareerCareer. A career is all the jobs that are held during . A career is all the jobs that are held during one’s working lifeone’s working life

Career pathCareer path. A career path is the sequential pattern . A career path is the sequential pattern of jobs that forms one’s careerof jobs that forms one’s career

Career goalsCareer goals. Career goals are the future positions . Career goals are the future positions one strives to reach as part of a career. These goals one strives to reach as part of a career. These goals serve as benchmarks along one’s career path.serve as benchmarks along one’s career path.

Career planningCareer planning. Career planning is the process by . Career planning is the process by which one selects career goals and the path to those which one selects career goals and the path to those goalsgoals

Career developmentCareer development. Career development consists . Career development consists of the personal improvements one undertakes to of the personal improvements one undertakes to achieve a personal career planachieve a personal career plan

Source : Wherther & Davis


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Perencanaan karir dan Perencanaan karir dan kebutuhan karyawankebutuhan karyawan

Career equityCareer equity. Employees want equity in the promotion . Employees want equity in the promotion system with respect to opportunities for career system with respect to opportunities for career advancementadvancement

Supervisory concernSupervisory concern. Employees want their supervisors . Employees want their supervisors to play an active role in career development and provide to play an active role in career development and provide timely feedback on performancetimely feedback on performance

Awareness of opportunitiesAwareness of opportunities. Employees want . Employees want knowledge of opportunities for career advancementknowledge of opportunities for career advancement

Employment interestEmployment interest. Employees need different . Employees need different amounts of information and have different degrees of amounts of information and have different degrees of interest in career advancement, depending on a variety interest in career advancement, depending on a variety factorsfactors

Career satisfactionCareer satisfaction. Employees, depending on their age . Employees, depending on their age and occupation, have different levels of career satisfactionand occupation, have different levels of career satisfaction



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Manfaat perencanaan karirManfaat perencanaan karir Aligns strategy and internal staffing Aligns strategy and internal staffing

requirementsrequirements Develop promotable employeesDevelop promotable employees Facilitates international placementFacilitates international placement Assist with workforce diversityAssist with workforce diversity Lowers turnoverLowers turnover Taps employee potentialTaps employee potential Further personal growthFurther personal growth Reduce hoardingReduce hoarding Satisfies employee needsSatisfies employee needs Assist affirmative action plansAssist affirmative action plans



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Pengelolaan karirPengelolaan karir

Organization focusing on individuals Organization focusing on individuals – Organizational entryOrganizational entry– MentoringMentoring– Early career: The impact of the first jobEarly career: The impact of the first job

Organization focusing on their own Organization focusing on their own maintenance and growthmaintenance and growth– Internal staffing decision:Internal staffing decision:

PromotionsPromotions DemotionsDemotions Transfer and relocationsTransfer and relocations Layoffs, retirements and resignationsLayoffs, retirements and resignations

Source : Cascio


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Pengembangan karirPengembangan karir Pengembangan karir oleh individu :Pengembangan karir oleh individu :

– Job performanceJob performance– ExposureExposure– NetworkingNetworking– ResignationsResignations– Organizational loyaltyOrganizational loyalty– Mentors and sponsorsMentors and sponsors– Key subordinatesKey subordinates– Growth opportunitiesGrowth opportunities– International experienceInternational experience

Pengembangan karir dengan dukungan Dept.SDM :Pengembangan karir dengan dukungan Dept.SDM :– Management supportManagement support– FeedbackFeedback



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Pilihan dan preferensi karirPilihan dan preferensi karir Holland vocational preferencesHolland vocational preferences

(Realistic,Investigative,Artistic,Social,Enterp(Realistic,Investigative,Artistic,Social,Enterprising,Conventional)rising,Conventional)

The schein anchorsThe schein anchorsTechnical-functional Technical-functional competence,managerial competence,managerial competence,security-stability,creatifity, and competence,security-stability,creatifity, and autonomy-independence)autonomy-independence)

Jung and the Myers-Briggs TypologiesJung and the Myers-Briggs Typologies(Extrovert & introvert, sensing & intuitive)(Extrovert & introvert, sensing & intuitive)

Source : De Cenzo & Robbins


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Kegunaan dari penilaian Kegunaan dari penilaian kinerjakinerja

Performance improvementPerformance improvement Compensation adjustmentCompensation adjustment Placement decisionsPlacement decisions Training and development needsTraining and development needs Career planning and developmentCareer planning and development Staffing process deficienciesStaffing process deficiencies Informational inaccuraciesInformational inaccuracies Job-design errorsJob-design errors Equal employment opportunityEqual employment opportunity External challengesExternal challenges Feedback to human resourcesFeedback to human resources



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Elemen dari penilaian Elemen dari penilaian kinerjakinerja

Performance standardsPerformance standardsPerformance standards serve as benchmarks against Performance standards serve as benchmarks against which performance is measuredwhich performance is measured

Performance measuresPerformance measures– Objective measuresObjective measures

Objective performance measures are indications of Objective performance measures are indications of job performance that are verifiable by others and job performance that are verifiable by others and are usually quantitative.are usually quantitative.

– Subjective measuresSubjective measuresSubjective performance measures are ratings that Subjective performance measures are ratings that are based on the personal standards or opinions of are based on the personal standards or opinions of those doing the evaluation and are not verifiable by those doing the evaluation and are not verifiable by others.others.



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Tantangan dalam penilaian Tantangan dalam penilaian kinerjakinerja

Legal ConstraintsLegal Constraints Rater biasesRater biases

– The halo effectThe halo effect– The error of central tendencyThe error of central tendency– Leniency and strictness biasLeniency and strictness bias– Cross-cultural biasesCross-cultural biases– Personal PrejudicePersonal Prejudice– The regency effectThe regency effect



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Metode penilaian : Post-Metode penilaian : Post-orientedoriented

Rating scalesRating scales ChecklistsChecklists Forced choice methodForced choice method Critical incident methodCritical incident method Accomplishment recordsAccomplishment records Behaviorally anchored rating scalesBehaviorally anchored rating scales Field review methodField review method Performance tests and observationsPerformance tests and observations Comparative evaluation approachesComparative evaluation approaches



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Metode Penilaian : Future-Metode Penilaian : Future-orientedoriented

Self appraisalsSelf appraisals Management by objectivesManagement by objectives Psychological appraisalPsychological appraisal Assessment centersAssessment centers



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Implikasi dari proses Implikasi dari proses penilaian kinerjapenilaian kinerja

A successful performance appraisal system A successful performance appraisal system requires more than good technique. It depends on requires more than good technique. It depends on a consistent approach for comparability of results, a consistent approach for comparability of results, clear standards and measures, and bias-free clear standards and measures, and bias-free ratings. The implications of the process are:ratings. The implications of the process are:

Training raters and evaluatorsTraining raters and evaluators Evaluation InterviewsEvaluation Interviews

Evaluation interviews are performance review Evaluation interviews are performance review sessions that give employees essential feedback sessions that give employees essential feedback about their past performance or future potential.about their past performance or future potential.



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Effective Performance Effective Performance Management SystemManagement System

Requirements of effective Appraisal Requirements of effective Appraisal systems:systems:

RelevanceRelevance SensitivitySensitivity ReliabilityReliability AcceptabilityAcceptability PracticalityPracticality

Source : Cascio


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