Ubah Cara Pikir Karyawan atas Pekerjaan Tingkatkan Engagement
Selasa, 02 Desember 2008
Semua praktisi HR tentu paham benar bahwa para karyawan yang "engaged" dan "committed" merupakan sumber produktivitas perusahaan. Namun, pernahkan Anda berpikir, bagaimana membuat karyawan lebih "engaged" dan "committed" dengan cara yang tak biasa?
Sebuah studi baru yang dilakukan oleh kalangan akademisi Universitas Alberta, Kananda menemukan bahwa mengubah cara berpikir karyawan mengenai pekerjaan mereka bisa meningkatkan engagement dan commitment mereka.
Menurut hasil riset tersebut, mendorong karyawan untuk memikirkan kembali pekerjaan mereka dan mendapatkan kembali kepekaan atas tujuan dari pekerjaan tersebut (yang sering "hilang" karena kesibukan meeting, proyek dan dikejar deadline), bisa meningkatkan semangat kerja secara signifikan.
Ditemukan bahwa perusahaan yang berhasil mendorong karyawan untuk mengubah "mind set" mereka menuai hasil yang menggembirakan: 60% perusahaan meningkat dalam angka kehadiran karyawan, dan 75% meningkat dalam retensi.
Studi dilakukan dengan menguji coba dua kelompok karyawan, yang pertama terdiri 24 orang dan kedua berisi 34 orang, dengan diberi program dan perlakuan yang berbeda. Hasilnya, seperti dipublikasikan dalam Journal of Gerontological Nursing, cukup mengejutkan.
"Kami menemukan bahwa orang yang mampu menemukan makna dan tujuan dalam pekerjaan mereka, dan tahu bagaimana berbuat sesuatu yang berbeda melalui pekerjaan itu, lebih sehat, lebih puas dan lebih produktif," simpul penulis laporan hasil penelitian tersebut Val Kinjerski.
Pada grup yang diintervensi, ditemukan 23% meningkat (kinerja mereka) dalam teamwork, sementara kepuasan terhadap pekerjaan meningkat pada satu dari 10 karyawan. Ditemukan juga, 17% meningkat dalam semangat kerja.
Setelah masa percobaan itu, biaya yang dikeluarkan perusahaan terkait dengan absensi karyawan turun drastis dalam 5 bulan, dibandingkan dengan periode yang sama tahun sebelumnya. Karyawan juga tampak meningkat dalam "interest" dan fokus terhadap customer.
"Mereka benar-benar memiliki kepekaan, untuk apa berada di perusahaan, yakni untuk melayani klien. Kesadaran semacam itu sangat penting bagi semua jenis pekerjaan, namun dalam area-area tertentu yang memang berkaitan dengan jasa layanan publik, itu terasa semakin penting," ujar Kinjerski.
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Rabu, 10 Desember 2008
Jumat, 17 Oktober 2008
When Is An HR Department Necessary?
When Is An HR Department Necessary?
How many employees should a company have before there is a need for an HR Department? As companies grow, there is a need to administer the HR function, but that doesn't necessitate an HR Department. In fact, 30 years experience has shown that until the company has at least 50 employees, that "department" -- really a function -- can consist of or be handled by one person...often much to the dismay of that one person.
Between outsourcing such things as payroll and the initial writing of an employee handbook, and with the plethora of software for HR today, one person should be able to develop and administer the function.
Of course, there are variations to this theme. In some companies where recruiting has been a major activity, there may well be a need to have an HR administrator or "Benefits Clerk" and a recruiter. But in most small companies an Office Manager can suffice.
Historically, what necessitates an HR Department are the functions and responsibilities which no one else either wants or is capable of doing. From recruiting to orienting new employees, from writing job descriptions to tracking attendance, and from instituting and monitoring policies to monitoring benefits, there has been a need for an HR generalist to assist senior management in both establishing a structure to holding down costs of administration. In fact, I have felt for some time that the initial title for the HR person should be "Administrative Manager."
Let's say that you have been hired or requested to establish an HR function. What do you need to do?
The first step is to determine what the expectations are of the manager who realized the necessity of the function. In very small companies, this is often the owner or most senior manager who just returned from a seminar or workshop where an attorney -- or a whole herd of attorneys -- has scared the hell out of him or her by pointing out the complexities of complying with federal and state labor codes. Using some of the responsibilities listed below, develop a job description with that manager which at least outlines what the job entails.
After that, determine the compliance issues which pertain to your company. The most basic of these have to do with wages and hours of work, classification of employees, the I-9, COBRA (down from 20 to two employees in California and New Jersey, by the way), leaves of absence including maternity and family leaves which differ from state to state, ADA, harassment, and a host of others. (Charts and attendant articles - including a 2005 job description - are found only in the subscriber's section.)
Then, determine whether or not you need to have an employee handbook or other formal policies and procedures manual to cover everything from establishing the company as an at-will employer to benefits. If a handbook already exists, be certain that it is in compliance with federal and state regulations and that the policies and the way they are written are in the best interests of the company.
Are all the basic policies included? These can be thought of as grouped into conditions of employment, benefits, and disciplinary processes. Is there a balance between stated corporate and employee rights and obligations?
Take a look at existing employee files or, if no files exist, gathering all the papers into coherent personnel files. Minimally, you should have an Application for Employment form or resume, a W-2, any insurance forms that the employee may have signed, and performance appraisals. I also like to see start dates, dates of reviews, dates of promotions, and all the changes in wages or salary. Because personnel still runs on paper and paperwork, do not rely too heavily on computerized files. (Besides, such files seem to disappear with regularity nowadays.)
Who takes care of payroll? There used to be an ongoing fight between HR and accounting as to who gets payroll. I have no idea why anyone would want it and it does belong in accounting more so than in HR but, should the question arise, the answer today is to outsource payroll to a payroll service (or a bank which offers such a service). There are still responsibilities such as informing the payroll service of changes in individual wages or salaries, docking, and final pay, but payroll services are definitely the way to go. They do vary in quality and quantity of services, so you will have to compare. Do not let a payroll service sell you more than what you need...which means that you'll have to do some research into what you need.
Benefits administration is and should be separate from payroll. Even if you have the best broker in the world (who you only have to monitor on a semiannual basis), there is always internal administration of such packages. Further, you will have the responsibility of being the source for answering questions about all forms and types of insurance, the differences in options, and the cost to employees. One of the ways that HR can contribute to the company is by keeping the costs of benefits down, and this means auditing the policies periodically to be certain that there haven't been increases in premiums either directly or indirectly through a decrease in benefits.
One person should be responsible for new employee orientation. In order to inform new employees of their benefits and the policies of the company, you will very simply have to be the expert in benefits and policies of the company.
Does the company have a compensation system or is it pretty much a hit-or-miss proposition? Are there job descriptions? Job specifications? Is compensation tied to responsibilities? Are increases in pay tied to contributions to the company, i.e., pay-for-performance? Do you need a graded compensation system? Contrary to popular opinion, I am not certain that a compensation analyst from outside the company is needed to set up a system in a company with fewer than 50 employees. I know that one is not necessary for companies with fewer than 20 employees. On the other hand, all these questions were rhetorical.
What you will have to do is become proficient in writing or formalizing job descriptions. We can help as part of a subscription to ewin.com.
HR has an information function that you should think through. Changes in policies, changes in benefits, even changes in laws must be communicated to all employees. Major changes may call for training such as in harassment a few years back. Major changes in medical insurance benefits (as opposed to unemployment or SDI -- for those in states with SDI) have to be disseminated to all affected employees. Therefore, HR becomes a kind of pass-through in the information cycle.
I've left recruiting for last because it can be, but is not always a major function in smaller companies. Some small companies are very stable, hiring perhaps as few as one new employee in a 12-month period. Others are in very competitive industries where recruiting can be a function unto itself. Interviewing, selection, and placement are part and parcel of recruiting and a knowledge of the techniques involved is very important. Hiring the wrong person(s) is extremely expensive. Therefore, if recruiting is a major function, it may be in the company's best interest to have a professional recruiter and another employee to handle all the other functions. (The recruiter must also have a knowledge of benefits and policies and procedures, but his or her primary function would be to find and hire the best person at the "best" salary, i.e., one that satisfies the applicant and is affordable to the company.)
Certainly there are other responsibilities, but they should be considered as secondary. While diversity may be high on the list of the more "social-minded" managers, don't ever expect to sit at the executive table if you emphasize issues (or non-issues) such as this. Insofar as possible, stay with those areas having to do with risk management, planning, and costs.
Delegating the Christmas party and company picnic to someone else should be your first priority. Don't get caught up in becoming the company's "cruise director." You've got better things to do.
Ethan A. Winning
© Copyright 2005
How many employees should a company have before there is a need for an HR Department? As companies grow, there is a need to administer the HR function, but that doesn't necessitate an HR Department. In fact, 30 years experience has shown that until the company has at least 50 employees, that "department" -- really a function -- can consist of or be handled by one person...often much to the dismay of that one person.
Between outsourcing such things as payroll and the initial writing of an employee handbook, and with the plethora of software for HR today, one person should be able to develop and administer the function.
Of course, there are variations to this theme. In some companies where recruiting has been a major activity, there may well be a need to have an HR administrator or "Benefits Clerk" and a recruiter. But in most small companies an Office Manager can suffice.
Historically, what necessitates an HR Department are the functions and responsibilities which no one else either wants or is capable of doing. From recruiting to orienting new employees, from writing job descriptions to tracking attendance, and from instituting and monitoring policies to monitoring benefits, there has been a need for an HR generalist to assist senior management in both establishing a structure to holding down costs of administration. In fact, I have felt for some time that the initial title for the HR person should be "Administrative Manager."
Let's say that you have been hired or requested to establish an HR function. What do you need to do?
The first step is to determine what the expectations are of the manager who realized the necessity of the function. In very small companies, this is often the owner or most senior manager who just returned from a seminar or workshop where an attorney -- or a whole herd of attorneys -- has scared the hell out of him or her by pointing out the complexities of complying with federal and state labor codes. Using some of the responsibilities listed below, develop a job description with that manager which at least outlines what the job entails.
After that, determine the compliance issues which pertain to your company. The most basic of these have to do with wages and hours of work, classification of employees, the I-9, COBRA (down from 20 to two employees in California and New Jersey, by the way), leaves of absence including maternity and family leaves which differ from state to state, ADA, harassment, and a host of others. (Charts and attendant articles - including a 2005 job description - are found only in the subscriber's section.)
Then, determine whether or not you need to have an employee handbook or other formal policies and procedures manual to cover everything from establishing the company as an at-will employer to benefits. If a handbook already exists, be certain that it is in compliance with federal and state regulations and that the policies and the way they are written are in the best interests of the company.
Are all the basic policies included? These can be thought of as grouped into conditions of employment, benefits, and disciplinary processes. Is there a balance between stated corporate and employee rights and obligations?
Take a look at existing employee files or, if no files exist, gathering all the papers into coherent personnel files. Minimally, you should have an Application for Employment form or resume, a W-2, any insurance forms that the employee may have signed, and performance appraisals. I also like to see start dates, dates of reviews, dates of promotions, and all the changes in wages or salary. Because personnel still runs on paper and paperwork, do not rely too heavily on computerized files. (Besides, such files seem to disappear with regularity nowadays.)
Who takes care of payroll? There used to be an ongoing fight between HR and accounting as to who gets payroll. I have no idea why anyone would want it and it does belong in accounting more so than in HR but, should the question arise, the answer today is to outsource payroll to a payroll service (or a bank which offers such a service). There are still responsibilities such as informing the payroll service of changes in individual wages or salaries, docking, and final pay, but payroll services are definitely the way to go. They do vary in quality and quantity of services, so you will have to compare. Do not let a payroll service sell you more than what you need...which means that you'll have to do some research into what you need.
Benefits administration is and should be separate from payroll. Even if you have the best broker in the world (who you only have to monitor on a semiannual basis), there is always internal administration of such packages. Further, you will have the responsibility of being the source for answering questions about all forms and types of insurance, the differences in options, and the cost to employees. One of the ways that HR can contribute to the company is by keeping the costs of benefits down, and this means auditing the policies periodically to be certain that there haven't been increases in premiums either directly or indirectly through a decrease in benefits.
One person should be responsible for new employee orientation. In order to inform new employees of their benefits and the policies of the company, you will very simply have to be the expert in benefits and policies of the company.
Does the company have a compensation system or is it pretty much a hit-or-miss proposition? Are there job descriptions? Job specifications? Is compensation tied to responsibilities? Are increases in pay tied to contributions to the company, i.e., pay-for-performance? Do you need a graded compensation system? Contrary to popular opinion, I am not certain that a compensation analyst from outside the company is needed to set up a system in a company with fewer than 50 employees. I know that one is not necessary for companies with fewer than 20 employees. On the other hand, all these questions were rhetorical.
What you will have to do is become proficient in writing or formalizing job descriptions. We can help as part of a subscription to ewin.com.
HR has an information function that you should think through. Changes in policies, changes in benefits, even changes in laws must be communicated to all employees. Major changes may call for training such as in harassment a few years back. Major changes in medical insurance benefits (as opposed to unemployment or SDI -- for those in states with SDI) have to be disseminated to all affected employees. Therefore, HR becomes a kind of pass-through in the information cycle.
I've left recruiting for last because it can be, but is not always a major function in smaller companies. Some small companies are very stable, hiring perhaps as few as one new employee in a 12-month period. Others are in very competitive industries where recruiting can be a function unto itself. Interviewing, selection, and placement are part and parcel of recruiting and a knowledge of the techniques involved is very important. Hiring the wrong person(s) is extremely expensive. Therefore, if recruiting is a major function, it may be in the company's best interest to have a professional recruiter and another employee to handle all the other functions. (The recruiter must also have a knowledge of benefits and policies and procedures, but his or her primary function would be to find and hire the best person at the "best" salary, i.e., one that satisfies the applicant and is affordable to the company.)
Certainly there are other responsibilities, but they should be considered as secondary. While diversity may be high on the list of the more "social-minded" managers, don't ever expect to sit at the executive table if you emphasize issues (or non-issues) such as this. Insofar as possible, stay with those areas having to do with risk management, planning, and costs.
Delegating the Christmas party and company picnic to someone else should be your first priority. Don't get caught up in becoming the company's "cruise director." You've got better things to do.
Ethan A. Winning
© Copyright 2005
Senin, 08 September 2008
Menyiapkan CEO atau Preman?
Tantangan HR: Menyiapkan CEO atau Preman?
Oleh: Meisia Chandra
Kepemimpinan selalu menjadi topik yang menarik. Penulis buku laris Built to Bless Paulus Bambang WS dalam acara Good Morning Partner 2 di Hotel Intercontinental MidPlaza, 6 Agustus lalu menyinggung isu itu dengan memadukan berbagai teori yang ditemuinya di buku-buku dan pengalaman pribadinya yang sangat berharga. Isu yang menarik itu menjadi semakin menggelitik. Memang, krisis kepemimpinan terjadi di mana-mana dan dalam setiap waktu.
Fakta bahwa tidak semua orang bisa menjadi pemimpin seperti ditegaskan Ram Charan dalam buku Leaders at all levels (John Wiley & Sons, Inc, 2008) menjadikan pencarian pemimpin adalah tugas yang tidak pernah berhenti. Seorang pemimpin secara alamiah berbeda dari orang-orang lain. Mereka berpikir dan bertingkah berbeda dengan lingkungan sekitarnya. HR harus selalu mempertajam kemampuan observasi untuk bisa menemukan orang-orang aneh ini. Dengan berkelakar, Paulus mengatakan seorang yang tampil beda, pilihannya ada dua, apabila bukan menjadi CEO maka dia akan menjadi preman.
Kabar baiknya, kita sebenarnya tidak pernah kekurangan raw talent. Kualitas raw talent dapat ditingkatkan melalui pendidikan dan pengalaman dalam dunia kerja yang sebenarnya. Kesalahan selama ini dalam mencari pemimpin adalah kita selalu mencari superman. Padahal tidak ada superman, setiap talent memiliki kelemahan dan kekuatannya masing-masing. Dan dalam setiap fase perkembangan bisnis ternyata membutuhkan karakter pemimpin yang berbeda-beda. Dengan pengalamannya selama ini, Paulus mendefinisikan 7 jenis karakter pemimpin yaitu: Dreamer, Architect, Builder, Sharper, Inventor, Harvester, dan Operator.
Tipe Dreamer adalah pemimpin yang fokus pada masa depan, selalu visioner dan menggunakan pendekatan jangka panjang, memiliki banyak ide kreatif dan inovatif. Ciri-ciri tipe ini adalah kata-kata favoritnya seperti : masa depan, visi, misi, investasi, inovasi, hal baru yang harus dilakukan. Tipe Architect adalah pemimpin yang mampu membuat blue print yang jelas, road map, flowchart dan fase transformasi dalam perusahaan. Pendekatannya tahapan demi tahapan. Kata-kata yang disukainya misalnya framework, blue print, fase, dimensi.
Tipe Builder dapat mengeksekusi rencana dengan baik dan perhatiannya sangat detil terhadap progres dalam setiap fase. Dia akan memeriksa setiap detil untuk mencari kemungkinan mempercepat proses. Kata-kata favoritnya seperti activity plan, control points, resources, budget, delivery, kualitas, action. Tipe Sharper pandai meningkatkan efektifivitas dan efisiensi dalam proses bisnis internal dan membangun sistem untuk lebih memuaskan konsumen sehingga meningkatkan daya saing. CRM, SCM, MCM adalah sebagian kata yang disukainya dan dia juga suka mengimplementasikan tools-tools baru seperti TQM, BSC dan 6 sigma.
Inventor memiliki kemampuan untuk menangkap peluang yang ada di depan. Selalu memiliki ide baru untuk diterapkan di pasar, untuk memenangkan persaingan, dan menutup deal. Kata-kata yang disukainya: fight, negotiate, close the deal, do it now, discount, package deal. Harvester merajut cakrawala baru dalam perusahaan, mencari kurva S kedua, kemampuan mengganti arah perusahaan dengan mendapat dukungan dari semua bawahan. Cara mengenali tipe ini adalah mereka sering mengatakan changing the rule of the game, new ways of doing new things, new product, new projects.
Tipe terakhir, Operator bekerja berdasarkan goal dan target yang sudah ditentukan. Mengelola resource dan tim dan administer dengan detail. Mereka suka mengatakan KPI, target, goal, review, outlook, corrective action, formulir, SOP. Termasuk tipe manakah Anda? Mudah-mudahan Anda adalah tipe pemimpin yang sesuai dengan masanya. Dan tugas HR adalah mengidentifikasikan talent ini sedini dan setepat mungkin.
Oleh: Meisia Chandra
Kepemimpinan selalu menjadi topik yang menarik. Penulis buku laris Built to Bless Paulus Bambang WS dalam acara Good Morning Partner 2 di Hotel Intercontinental MidPlaza, 6 Agustus lalu menyinggung isu itu dengan memadukan berbagai teori yang ditemuinya di buku-buku dan pengalaman pribadinya yang sangat berharga. Isu yang menarik itu menjadi semakin menggelitik. Memang, krisis kepemimpinan terjadi di mana-mana dan dalam setiap waktu.
Fakta bahwa tidak semua orang bisa menjadi pemimpin seperti ditegaskan Ram Charan dalam buku Leaders at all levels (John Wiley & Sons, Inc, 2008) menjadikan pencarian pemimpin adalah tugas yang tidak pernah berhenti. Seorang pemimpin secara alamiah berbeda dari orang-orang lain. Mereka berpikir dan bertingkah berbeda dengan lingkungan sekitarnya. HR harus selalu mempertajam kemampuan observasi untuk bisa menemukan orang-orang aneh ini. Dengan berkelakar, Paulus mengatakan seorang yang tampil beda, pilihannya ada dua, apabila bukan menjadi CEO maka dia akan menjadi preman.
Kabar baiknya, kita sebenarnya tidak pernah kekurangan raw talent. Kualitas raw talent dapat ditingkatkan melalui pendidikan dan pengalaman dalam dunia kerja yang sebenarnya. Kesalahan selama ini dalam mencari pemimpin adalah kita selalu mencari superman. Padahal tidak ada superman, setiap talent memiliki kelemahan dan kekuatannya masing-masing. Dan dalam setiap fase perkembangan bisnis ternyata membutuhkan karakter pemimpin yang berbeda-beda. Dengan pengalamannya selama ini, Paulus mendefinisikan 7 jenis karakter pemimpin yaitu: Dreamer, Architect, Builder, Sharper, Inventor, Harvester, dan Operator.
Tipe Dreamer adalah pemimpin yang fokus pada masa depan, selalu visioner dan menggunakan pendekatan jangka panjang, memiliki banyak ide kreatif dan inovatif. Ciri-ciri tipe ini adalah kata-kata favoritnya seperti : masa depan, visi, misi, investasi, inovasi, hal baru yang harus dilakukan. Tipe Architect adalah pemimpin yang mampu membuat blue print yang jelas, road map, flowchart dan fase transformasi dalam perusahaan. Pendekatannya tahapan demi tahapan. Kata-kata yang disukainya misalnya framework, blue print, fase, dimensi.
Tipe Builder dapat mengeksekusi rencana dengan baik dan perhatiannya sangat detil terhadap progres dalam setiap fase. Dia akan memeriksa setiap detil untuk mencari kemungkinan mempercepat proses. Kata-kata favoritnya seperti activity plan, control points, resources, budget, delivery, kualitas, action. Tipe Sharper pandai meningkatkan efektifivitas dan efisiensi dalam proses bisnis internal dan membangun sistem untuk lebih memuaskan konsumen sehingga meningkatkan daya saing. CRM, SCM, MCM adalah sebagian kata yang disukainya dan dia juga suka mengimplementasikan tools-tools baru seperti TQM, BSC dan 6 sigma.
Inventor memiliki kemampuan untuk menangkap peluang yang ada di depan. Selalu memiliki ide baru untuk diterapkan di pasar, untuk memenangkan persaingan, dan menutup deal. Kata-kata yang disukainya: fight, negotiate, close the deal, do it now, discount, package deal. Harvester merajut cakrawala baru dalam perusahaan, mencari kurva S kedua, kemampuan mengganti arah perusahaan dengan mendapat dukungan dari semua bawahan. Cara mengenali tipe ini adalah mereka sering mengatakan changing the rule of the game, new ways of doing new things, new product, new projects.
Tipe terakhir, Operator bekerja berdasarkan goal dan target yang sudah ditentukan. Mengelola resource dan tim dan administer dengan detail. Mereka suka mengatakan KPI, target, goal, review, outlook, corrective action, formulir, SOP. Termasuk tipe manakah Anda? Mudah-mudahan Anda adalah tipe pemimpin yang sesuai dengan masanya. Dan tugas HR adalah mengidentifikasikan talent ini sedini dan setepat mungkin.
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