7.PERENCANAAN KARIR DAN PENILAIAN KINERJA

1. 7.PERENCANAAN KARIR DAN PENILAIAN KINERJA Fakultas Ekonomi Universitas Padjadjaran Bandung 2004

2. 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

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

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

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

6. 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

7. 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

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

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

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

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

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

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

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