Chapter 13: Developing Employee Relations and Communications

Chapter 13: Developing Employee Relations and Communications
Challenges

After reading this chapter, you should be able to deal more effectively with the following challenges:

1.Understand how employee relations can contribute to business goals.
2.Describe the three types of programs that can be used to facilitate employee communications.
3.Explain the various appeals procedures available to employees to challenge management actions.
4.Understand the significance of employee assistance programs in helping employees deal with personal problems that may interfere with job performance.
5.Be aware of some of the technological innovations in employee communications that allow managers to disseminate information more quickly and how information dissemination may influence an organization's employee relations.

Chapter 12: Designing and Administering Employee Benefits and Services

Chapter 12: Designing and Administering Employee Benefits and Services
Challenges

After reading this chapter, you should be able to deal more effectively with the following challenges:

1.Understand the significance of employee benefits to both employers and employees.
2.Design a benefits package that supports the firm's overall compensation strategy and other HRM policies.
3.Distinguish between a defined benefit retirement plan and a defined contribution retirement plan, and recognize the situations in which each plan is most appropriate.
4.Explain how publicly funded health care and various supplemental health programs offered by employers relate to each other and to the funding of health care expenses in Canada.
5.Develop cost containment strategies for the different types of employee benefits.
6.Understand the administrative complexities of providing a full array of benefits to a company's work force, and suggest ways to deliver benefits effectively.
7.Recognize the HR department's key role in keeping accurate records of employee benefits and informing employees about their benefits.

Chapter 11: Rewarding Performance

Chapter 11: Rewarding Performance
Challenges

After reading this chapter, you should be able to deal more effectively with the following challenges:

1. Recognize individual and group contributions to the firm by rewarding high performers.
2. Develop pay-for-performance plans that are appropriate for different levels in an organization.
3. Identify the potential benefits and drawbacks of a particular pay-for-performance system and choose the plan that is most appropriate for a particular firm.
4. Understand how the components of an executive compensation package motivate executives to make decisions that are in the firm's best interests.
5. Weigh the pros and cons of different compensation methods for sales personnel and design an incentive plan that is consistent with the firm's marketing strategy.
6. Design an incentive system to reward excellence in customer service.

Chapter 10: Managing Compensation

Chapter 10: Managing Compensation
Challenges

After reading this chapter, you should be able to deal more effectively with the following challenges:

1. Identify the compensation policies and practices that are most appropriate to a firm.
2. Weigh the strategic advantages and disadvantages of different compensation options.
3. Establish a job-based compensation scheme that is internally consistent and linked to the labour market.
4. Understand the difference between a compensation system in which employees are paid for the skills they use and one in which they are paid for the job they hold.
5. Make compensation decisions that comply with the legal framework.

Chapter 9: Developing Careers

Chapter 9: Developing Careers
Challenges

After reading this chapter, you should be able to deal more effectively with the following challenges:

1. Establish a sound process for developing your employees' careers.
2. Understand how to develop your own career.
3. Identify the negative aspects of an overemphasis on career development and the importance of dual-career issues in career development.
4. Understand the importance of dual careers in career development.
5. Develop a skills inventory and a career path.
6. Establish an organizational culture that supports career development.

Chapter 8: Training the Workforce

Chapter 8: Training the Workforce
Challenges

After reading this chapter, you should be able to deal more effectively with the following challenges:

1. Determine when employees need training and the best type of training given a company's circumstances.
2. Recognize the characteristics that make training programs successful.
3. Weigh the costs and benefits of a computer-based training program.
4. Design job aids as complements or alternatives to training.

Human Resources Manager, Total Rewards

Human Resources Manager, Total Rewards

Program/Office: Human Resources
Reports to: HR Director
FLSA Status: Exempt
Union Affiliation: Non-Union

About EngenderHealth

EngenderHealth works to improve the health and well-being of people in the poorest communities of the world. We do this by sharing our expertise in sexual and reproductive health and transforming the quality of heath care. We promote gender equity, advocate for sound practices and policies, and inspire people to assess their rights to better, healthier lives. Working in partnership with local organizations, we adapt our work in response to local needs.

Job Summary

The Total Rewards Manager will support the complete spectrum of workplace environment rewards programs offered by EH; comprising all compensation, benefits and incentive programs. Develop and help lead the core attributes of each of the components of the total reward approach. Aligning programs, policy and practice in the context of EH’s organizational and workforce strategies i.e., to lead (in collaboration with and VP HR and OD and the Director HR) the development of a client’s Total Rewards “framework” that will drive decisions on the design of each individual program. Identify inconsistencies between the organization/workforce strategies and the Total Rewards programs.

Responsibilities

The Total Rewards Manager plays a key role through coordination and planning for HR projects and processes to ensure efficiency and effectiveness for the entire team. This includes providing support in such areas as record keeping, staffing, training, employee communications, employee relations and special projects as directed. Managing processes with careful attention to the mutli-site cross cultural awareness and sensitivities. Responsible for the day-to-day administration, policy and statutory compliance and pricing of our EH reward programs within budgetary guidelines.

Provides oversight and direct guidance (where applicable) and related communication to staff members. This position is responsible for ensuring benefit program integrity within HRIS, by working in partnership with the Corporate HR Team.

Managing the premium reports and payments, administering the reward programs enrollment/disenrollment data and strategically communicating, and marketing reward plan information to all staff members to facilitate proper and complete utilization.

· Evaluates and compares existing EH reward plans with those of other similarly situated employers by analyzing other plans, surveys, and other sources of information. Plans, develops and/or participates in relevant non-profit organization surveys. Analyzes results of surveys and develops specific recommendations for review by management. Proactively assist in identifying trends and strategies to meet objectives while remaining fiscally responsible

· Act as specialist adviser to field – based HR teams regarding total rewards initiatives.

· Research, recommend and implement benefits, compensation and recognition programs ensuring alignment with EH’s strategy, policies and procedures.

· Ensures planregulatory/legal compliance. Coordinates the preparation of reports and applications required by law to be filed with federal and state agencies, such as Internal Revenue Service, Department of Labor, insurance commissioners and other regulatory agencies. Reviews and analyzes changes to state, federal, and in country laws pertaining to employee rewards, and reports necessary or suggested changes to management

· Monitors company incentive compensation, rewards and recognition programs. Assessing and leveraging technology to ensure that risk and compliance is well poised for the company's growth globally

· Ensuring HR administers Total Rewards plans correctly, working with HR team to create HR processes to achieve seamless administration

· Researches and analyzes industry trends, markets and salary structures in evaluating strategies.

· Identify emerging issues and trends; propose solutions / policy development and compliance requirements.

· Work with the Dir. HR in developing an effective communication approach to ensure that the compensation and benefits programs are fully understood and appropriately valued by employees.

· Assisting in the development of salary budgets, conducting job evaluations, participating in and analyzing data from salary surveys, developing compensation policies and procedures and administering bonus programs; identifying opportunities and solutions to improve compensation processes, including evaluating and recommending the best external service providers, preparing and analyzing regular management and audit reports, and ensuring the integrity of the compensation data in the HRM system

· Act as primary HR manager to selected country offices as needed

Education, Experience and Certifications

· Bachelor’s Degree in related field.

· Five to seven years experience as a HR Generalist.

· Five years of experience in an HR or HRIS function.

· A Bachelor’s degree in human resources or related field · Highly motivated individual with a strong customer service orientation and a demonstrated commitment to EngenderHealth’s organizational values and credo.

· Ability to think creatively and critically with an internal drive and motivation

· Capability of influencing others in a global, cross-functional organization;·

· An unparalleled attention to detail.

· Strong analytical skills.

· Excellent MS Office skills.

· Excellent organizational skills.

· Excellent communications skills and customer orientation.

· Ability to handle multiple projects.

· Highly organized with strong attention to detail and the ability to handle busy workflow and prioritize assignments effectively.

· Ability to handle sensitive and/or confidential information.

Knowledge, Skills and Abilities

· Experience working with a broad rewards perspective, ideally with exposure to multinational organizations Demonstrated experience consulting at a senior level with a strategic focus (either as a consultant or as an internal corporate specialist)

· Strong internal (cross-line of organization and geography) relationship building and collaboration capability with proven implementation ability

· Excellent verbal and written communication skills, Strong interpersonal, consultative, creative and innovated solutions oriented leadership skills

· Excellent project management skills

· Global/cross-border consulting and project management experience preferred, but not required

· At least five years experience directly working with employee rewards programs preferably with an international non-profit organization.

· Must have a passion for what you do, have a high performance orientation, take ownership for your work; extremely customer service oriented and have excellent problem-solving and follow-through skills.

· Proficiency in Microsoft Office products, including Word and Excel.

· Knowledge of computerized human resources systems.

· CEBS (Certification in Employee Benefits) preferred but not required.

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To Apply

If you wish to be considered for this position please send your non-returnable CV/résumé and application letter to hrinfo@engenderhealth.org with "Human Resources Manager, Total Rewards" in the subject line. You may also apply by fax to (212) 561-8082, or by mail to Human Resources, EngenderHealth, 440 Ninth Avenue, New York, NY 10001.

EngenderHealth provides equal employment opportunities (EEO) to all employees and applicants for employment without regard to race, color, religion, gender, sexual orientation, national origin, age, disability, marital status, amnesty, or status as a Vietnam-era or special disabled veteran in accordance with applicable federal, state and local laws.

EngenderHealth complies with applicable state and local laws governing non-discrimination in employment in every location in which the company has facilities. This policy applies to all terms and conditions of employment, including, but not limited to, hiring, placement, promotion, termination, layoff, recall, transfer, leaves of absence, compensation, and training.

Chapter 7: Appraising and Managing Performance

Chapter 7: Appraising and Managing Performance
Challenges

After reading this chapter, you should be able to deal more effectively with the following challenges:

1. Explain why performance appraisal is important and describe its components.
2. Discuss the advantages and disadvantages of different performance rating systems.
3. Manage the impact of rating errors and bias on performance ratings.
4. Discuss the potential role of emotion in performance appraisal and how to manage its impact.
5. Identify the major legal requirements for appraisal.
6. Understand how to manage and develop employee performance proactively.

Chapter 6: Managing Employee Separations and Outplacement

Chapter 6: Managing Employee Separations and Outplacement
Challenges

After reading this chapter, you should be able to deal more effectively with the following challenges:

1. Identify the costs and benefits associated with employee separations.
2. Understand the differences between voluntary and involuntary separations.
3. Avoid problems in the design of early retirement policies.
4. Design HRM policies for downsizing the organization that are alternatives to a layoff; and, when all else fails, develop a layoff program that is effective and fair to the firm's stakeholders.
5. Understand the significance and value of outplacement programs.

Chapter 5: Recruiting, Selecting, and Socializing Employees

Chapter 5: Recruiting, Selecting, and Socializing Employees


After reading this chapter, you should be able to deal more effectively with the following challenges:

1. Understand the human resource planning process.
2. Weigh the advantages and disadvantages of internal and external recruiting.
3. Distinguish among the major methods of selection.
4. Make staffing decisions that minimize the hiring and promotion of the wrong people.
5. Provide reasonable job expectations to new recruits.

Managing Your Bad Boss

Managing Your Bad Boss
The relationship is a two-way one, but that doesn't mean the balance of power is equal. Keep your boss's priorities uppermost and yours secondary

by David Silverman

So, your boss is a dud. A bully. A person you'd do anything to avoid. Maybe he or she embodies all of the habits I wrote about in the first post in this series. What now?

First, here's my short list of how we may make the workplace bearable when our bosses aren't.*

• Commiserate. The worst bosses make for the best co-worker relationships. You can end every office squabble by saying, "Hey, I'm keeping the boss off your back!"

• Sabotage. Does your boss have a personal refrigerator not allowed by company policy? Did you really get a package for him or did it "accidentally" get reshipped to the Tunisia office?

• Question everything. You don't want to make any mistakes, so check every detail. "By 'blue,' do you mean aqua or more teal? Can you give me the RGB values of the 'blue' you're looking for? To be safe, I'll hold off on the presentation till you decide."

• Travel. Travel. Travel. Where in the world does your Blackberry not work? In your case, anywhere more exotic than 10 feet from your desk.

• YouTube. Lots and lots of YouTube.

*While I would certainly never advocate behaving unethically (and therefore most of this) it strikes me as more true than not that people working for a bad boss use these tactics, albeit often unconsciously—and that's not a reasonable way for you or your boss to survive the workday.

But in my experience, really outlasting a bully requires a thickening of your own skin and, as unpleasant as it sounds, a change of attitude to helping, rather than hindering, your bad boss.

In a good employer-employee relationship, the relationship is a two-way street. The boss seeks to know what you want and explains clearly his, and the company's, goals. The bully boss, however, does not care about you and will not (or cannot figure out how to) be open and honest. This makes your attempt to please the boss harder—but not impossible.

Chances are good (based on my experience with many bosses and employees) that you and your bully boss are at cross purposes. Maybe she has pet projects that you find frivolous and distracting. Or perhaps you want to get promoted and your boss wants you to keep a low profile so the spotlight remains on him. If that's true, the boss will view you and all your actions—aimed to show the world how good you are—as threats to his stability.

With these issues and others in mind, here's my revised list for really managing your bad boss:

• Understand what your boss' goals are (i.e. "get ahead" or "stay put") and how your objectives differ. How might your boss perceive you as a threat? Use that knowledge to keep from stepping on toes.

• Show your boss how you will support him or her. Focus on helping with the tasks your boss is weakest at, while being careful not to criticize.

• Head off confrontations. Just because your boss sent you 20 emails on your vacation doesn't mean you need to respond while water skiing. Take a breath and when you write back, keep it professional.

• Document your job requirements. Listing all the projects and tasks expected of you will help minimize the amount of "and one more thing" e-mails. And if you boss continues to come up with stuff to do, you at least have the documentation to support the need for more staff.

• Keep your goals secondary until (and if ever) you can win your boss' trust.

Do this and you might win over your boss to help support your career path. He still won't care about you, but it will be more valuable to him to help than crush your will to work.

And if nothing works, remember: this too shall pass. But you may need to help things along, so stop reading this and get cracking on your resume.

How about you? Have you found successful methods of dealing with office bullies? Do you think it's wrong to subordinate fully to the bad boss? Do you think some bosses are so bad that there's no way to manage them? And what about my first list? Is it tongue-in-cheek, or do you think it's what really happens?

Chapter 4: Managing Workforce Diversity

Chapter 4: Managing Workforce Diversity
Challenges

After reading this chapter, you should be able to deal more effectively with the following challenges:

1. Link employment equity programs to employee diversity programs to ensure that they support each other.
2. Identify the forces that contribute to the successful management of employee diversity within an organization.
3. Reduce potential conflict among employees resulting from cultural clashes and misunderstandings.
4. Draw a profile of employee groups that are less likely to be part of the corporate mainstream and develop policies specifically directed to these groups' needs.
5. Implement human resource systems that assist the organization in successfully managing employee diversity.

Chapter 3: The Legal Environment and Issues of Fairness

Chapter 3: The Legal Environment and Issues of Fairness
Challenges

After reading this chapter, you should be able to deal more effectively with the following challenges:

1. Explain why compliance with human resource law is an important part of doing business and why the human resource function is heavily regulated.
2. Anticipate and follow changes in HR law, regulation and, court decisions.
3. Manage within employment standards, human rights and equity laws, and understand the rationale and requirements for compliance.
4. Make managerial decisions that will reduce the likelihood of legal liability.
5. Know when legal and fairness issues require external expertise.

HUMAN RESOURCES MANAGER - SWEDEN

Human Resources Manager
International IDEA
Location: Stockholm, Sweden
Last Date: October 19, 2008

The International Institute for Democracy and Electoral Assistance — International IDEA is an intergovernmental organization that supports sustainable democracy worldwide. Its objective is to strengthen democratic institutions and processes. International IDEA acts as a catalyst for democracy building by providing knowledge resources, policy proposals and supporting democratic reforms in response to specific national requests. It works together with policy makers, governments, UN organizations and agencies and regional organizations engaged in the field of democracy building.

International IDEA’s notable areas of expertise are: electoral processes, political parties, constitution-building processes, democracy and gender and democracy assessments. International IDEA works worldwide. It is based in Stockholm, Sweden, and has offices in New York, Latin America, Africa and Asia.

Human Resources Manager

The main functions of the post:

To commit to organizational and people development;
To help create and support a collaboration culture;
To build partnerships with Line Managers, and provide opportunities for them to develop leadership skills;
To be a consultative business partner in HR issues;
To provide leadership and overall guidance and supervision to the HR-Unit.

Contex:
The HR-Unit provides the Institute with both strategic and day-to-day HR support. The ability of the HR-team to perform as role models of integrity, collaboration and stability is key to its reputation and success within the institute. Reporting to the Director of Finance and Administration, the HR manager is a position requiring senior level knowledge, skills and perspective. In particular, this position requires the ability to design of work systems in which employees succeed, contribute and collaborate; develop innovative HR policies and procedures that balance equity and business needs across a culturally diverse workforce operating under different jurisdictions in geographically separate locations throughout the world. In ensuring that the said policies and procedures are adhered to, the HR manager depends on the commitment of senior management and on collaboration of all line managers. S/he will have effective interpersonal skills and emotional intelligence in order to manage conflict and human concerns, and in order to work collaboratively across functions, levels and regions. The HR manager will play a key role in shaping and supporting a collaborative culture throughout the organization.

Duties and Responsibilities:

Under the immediate supervision of the Director of Finance and Administration, the HR Manager performs the following duties:

Develops and designs strategies, policies and plans needed for effective recruitment, development and retention of human resources of International IDEA;
Provides advice and support on Human Resources Management issues;
Provides leadership and overall guidance and supervision to the HR Unit and takes responsibility for the output of the Unit including payroll administration;
Supervises the development and implementation of efficient HR services such as the design of work positions; job descriptions; hiring; induction; reward, recognition and strategic pay; performance development and appraisal systems; career and succession planning; and employee development;
Takes a proactive role in ensuring that Staff Regulations, Rules and Procedures are continuously evaluated, reviewed and improved, and that changes are incorporated in the regular reviews;
Liaises with managers within International IDEA and provides necessary advice and support for the management of teams. Provides advice to managers on hiring for vacancies, job descriptions and staff development including performance management;
Oversees and facilitates the implementation of Human Resources policies, strategies and plans where and when appropriate;
Liaises with the Staff Association on both general issues and specific cases and maintains a close working relationship;
Advises and keeps staff informed about Human Resource Management issues;
Actively builds trust and rapport throughout the organisation in order to keep abreast of and be responsive to the concerns of staff, manage conflicts effectively and build a collaborative culture;
Actively integrates the inclusion of a gender perspective in all activities;
Performs other duties that may be assigned by the Director Finance and Administration.

Qualifications and Required Skills:

Education

University degree, and preferably a postgraduate qualification, in public administration, Human Resources Management, law or related subject.

Professional experience

Minimum of 10 (ten) years of relevant professional experience in Human Resources Management.

Minimum of 5 years experience in a managerial position.

Varied experience within governmental, intergovernmental and/or non governmental organizations is preferred.

Functional Competencies

Proven experience in Human Resources Management theories and principles, policy and strategy development, as well as in personnel administration and operations;

Effective interpersonal skills in order in order to work collaboratively across functions, levels and regions;

skills at building and repairing relationships and at working across cultures; sensitivity and compassion, models an exceptional level of self-awareness, and openness to feedback and learning;

Proven ability in combining both hands-on and strategy and policy issues;

Capability to both recognise problems as they occur and work with others to solve them;

Deeply knowledgeable about the design of HR work systems;

Ability to plan and organise, and good problem-solving and administrative skills as well as people management skills.

Supervisory Responsibilities
Human Resources Officer
Assistant Human Resources Officer
Payroll Administrator
Contractors
Interns

Impact of Work
Given the importance of getting and keeping the right talent to drive the organisational success, the impact of the HRM's work on the total strategy is substantial.

Computer Skills
Computer skills (MS Office package) and knowledge and experience of computerized support systems used in HR Management.

Language Skills
English: Excellent knowledge both written and orally;
Other: an asset.

Criteria for Professional Performance:
The incumbent of this post is expected to act according to a set of principles when carrying out her/his responsibilities both at Headquarters and in the field and, as appropriate to their role, display the following characteristics:

Be a Visionary
Be a Facilitator of Change
Get Results/ Be Accountable and Proactive
Lead By Example
Be a Decision Maker
Be a Model of Integrity
Celebrate Diversity
Be a Team Worker/Builder
Strive for Success and Excellence
Plan and Organize

Deadline for Applications: Applications should be submitted no later than the 19 October 2008.

International IDEA is an equal opportunity employer which seeks to further diversify its staff in terms of gender, culture and nationality. Apply Here: http://www.idea.int/about/vacancies/create_cv.cfm

Should internet not be an option, applications can be submitted to International IDEA by fax: +46-20 24 22 or by post: International IDEA, SE-103 34, Stockholm, Sweden

Memisahkan THR antara Muslim dan Non-Muslim

Compensation & Benefit

Pertanyaan
Memisahkan THR antara Muslim dan Non-Muslim
Kantor saya sebelumnya membayarakan THR untuk semua karyawan sama pada Hari Raya Idul Fitri. Tahun ini, kami adakan perubahan dengan THR untuk yang muslim diberikan pada Hari Lebaran, dan untuk yang non-muslim pada Hari Natal. Bagaimana cara penghitungan THR yang non-muslim ini bila tahun sebelumnya dia mendapat prorate dan tahun ini dimundurkan ke Desember (karena berarti ke Desember lebih dari 1 tahun).

Hastuti Nurrahayu - PT. Erka Anugrah Pratama, Jakarta

Jawaban
Sayang Anda tidak memberikan data perhitungan prorate-nya yang dilakukan pada 2007. Berdasarkan asumsi bahwa pada 2007 Anda menghitung hak THR pekerja non-Kristen/Katholik tersebut ke Desember 2007, maka hak THR mereka pada 2007 sudah pas dan benar. Misalnya begini: Para pekerja tersebut pada Desember 2007 masa kerja baru 5 bulan. Maka, hak THR mereka pada 2007 = 5/12 X Upah 2007, dan sudah dibayarkan dalam bulan Oktober 2007 bersama dengan Idul Fitri 2007.

Bahwa perusahaan pada 2008 mengubah sistem dengan membayarkan THR pekerja Kristen/Katholik tersebut ke Desember 2008, maka hak THR mereka pada 2008 tetap saja 1 bulan upah (dia sudah bekerja lebih dari satu tahun). Intinya, para pekerja tersebut pada 2008 mendapat THR penuh.

Semoga membantu.

Menuju Kepemimpinan HR yang Mumpuni

Budi Sulistyo: Menuju Kepemimpinan HR yang Mumpuni
Senin, 15 September 2008 - 11:30 WIB

Kalau Anda masih berkeyakinan bahwa seorang pemimpin HR harus membangun kewibawaan dari sikap formal, kaku dan bahkan galak, maaf, lebih baik Anda tak usah kenal dengan Budi Sulistyo. Direktur HR PT Pluit Propertindo ini barangkali lebih cocok menjadi seniman ketimbang orang yang duduk di belakang meja untuk mengelola karyawan di sebuah perusahaan. Tapi, siapa bilang manajemen HR itu bukan seni? Dan pria kelahiran Yogyakarta, 15 Agustus ini menunjukkan bahwa menduduki jabatan pimpinan HR bukanlah sekedar berurusan dengan rekrut-merekrut orang, mengembangkannya serta kapan dan bagaimana menaikkan gaji karyawan. Melainkan, lebih dari itu, harus bisa menjadi teladan, dan siap menjadi tempat bagi karyawan untuk "mengadu".

"Saya datang paling pagi, menyiapkan semua sendiri tanpa sekretaris, semua saya kerjakan sendiri. Pintu ruangan saya selalu terbuka untuk masalah-masalah non kantor. Ada yang datang mengeluh kesulitan soal uang, saya nggak akan kasih dia uang tapi saya kasih pemecahannya. Ada lagi yang mau kawin, bingung gimana caranya ngelamar, ya udah saya lamarin, gampang kok."

Ditemui di kantornya di Kawasan CDB Pluit, Jakarta Utara pada suatu pagi, Budi tampak kasual dan santai dengan kemeja putih garis-garis yang digulung lengannya. Sambil ngobrol, ia bisa tidak sadar terus mengulung lengan bajunya sampai ke atas siku. Gaya bicaranya blak-blakan, setiap pertanyaan yang dilontarkan kepadanya dikomentari dulu dengan satu-dua kalimat bernada canda, baru kemudian mulai serius menjawab. Kadang, ia tertawa geli mendengar pertanyaan yang diajukan, dan secara spontan mengeluarkan celetukan, misalnya "pertanyaannya serem amat!" Namun, tiba-tiba ia bisa menjadi sangat tertutup ketika disinggung hal-hal yang berkaitan dengan kehidupan pribadinya. Ketika ditanya soal latar belakang pendidikan misalnya, ia menyahut cepat, "Nggak usah deh."

Tertutup mungkin bukan kata yang tepat untuk menilai pria berambut agak gondrong tersebut. Kerendahan hati yang dijaganya, agaknya telah membuat ia tak ingin terkesan pamer atau arogan di mata orang lain. "Kuliah saya banyak soalnya, malu saya. S-1 ada beberapa, S-2 juga beberapa, yang jelas semuanya selesai dan saya kuasai dengan manis dan saya tempuh di universitas yang nggak jelek."

Lalu, dia bercerita. "Dulu, saya sekolah engineering, dimarahi terus karena kalau bikin laporan keuangan salah memulu. Ya sudah, saya sekolah keuangan. Selesai, saya justru disuruh menggantikan orang keuangan. Dari situ, lalu ada tuntutan untuk mengambil S-2 Keuangan Internasional, lalu ada kesempatan lagi sekolah tentang perkotaan...yang jelas dari semua ilmu yang saya dapat, intinya ada tiga, pertama orang itu harus berjalan lurus, kedua, dapatkan atau cari informasi yang benar, ketiga, jangan lupa ibadah."

***

Budi mengawali kariernya di bidang properti, dan telah berpindah-pindah di beberapa perusahaan dengan jabatan terakhir sebagai Direktur Keuangan, sebelum kemudian bergabung dengan perusahaan yang sekarang sebagai Direktur HR dua tahun lalu. "Ini untuk pertama kalinya saya full di HR, dan awalnya saya merasa kiamat, buangan.Tapi setelah saya masuk, lho kok semua bisa saya pahami dengan baik. Saya jadi berubah pikiran, merasa sudah masuk surga. Saya kira saya di neraka."

PT Pluit Propertindo didirikan oleh dua pemegang saham, masing-masing PT Griya Emas Sejati dan PT Jakarta Propertindo dengan tugas pertama membuat dan mengelola Emporium Pluit, sebuah mall yang kini tengah dikejar penyelesaiannya. Sebagai pemimpin HR di sebuah perusahaan baru, Budi harus memulai segalanya dari nol. Tanggung jawabnya tak lain menyiapkan orang-orang yang tepat agar proyek tersebut selesai tepat waktu. Apa yang dilakukannya pertama kali? "Saya tanya ke CEO, strateginya mau gimana. Dia menjelaskan soal batas waktu, target pengunjungnya dan kelas tenant-nya. Posisi kita di pintu gerbang Jakarta, kalau bisa orang-orang yang masuk dari Cengkareng dan Tanjung Priok pertama kali melihat mall kita. Jadi, saya perlu orang berkelas untuk mengerjakannya."

Dalam idelalisasi Budi, orang berkelas yang dimaksud, pertama, punya dedikasi atas profesi, kedua, punya visi untuk mewujudkan yang terbaik yang bisa dia persembahkan, ketiga, mau bekerja all out dan keempat, harus selalu ingat Yang Maha Kuasa. Untuk mendapatkan kriteria tenaga kerja seperti yang diharapkan itu, diakuinya tidak gampang. Oleh karenanya Budi menempuh berbagai jalur, dari pasang iklan di koran dan lembaga rekrutmen online hingga pendekatan tertentu untuk level pemimpin. "Orang-orang yang saya dengar punya kemampuan dan jam terbang tinggi, saya dekati untuk diajak bergabung. Orang HR harus punya pendengaran yang bagus." Intinya, sebagai pemimpin HR, Budi harus bisa meyakinkan CEO bahwa dirinya merekrut orang yang tepat.

Budi memang belum bisa mengklaim bahwa usahanya tersebut telah sampai pada satu kata akhir: sukses. Namun, setidaknya ia bisa mengatakan, "Sejauh ini, kita masih on track." Semua itu didukung oleh latar belakang Budi yang memang seorang engineer, yang tak asing dengan seluk-beluk proyek bangunan. Dari pergulatannya selama dua tahun terakhir dengan masalah SDM, Budi sampai pada kesimpulan bahwa menjadi orang HR, terutama yang berasal dari non-HR, pertama kali bukanlah soal mengerti atau tidak ilmunya, melainkan, "Saya harus memberikan the best people untuk the best result, itu yang harus saya pahami. Bukan metode kerja untuk menyelesaikan proyek, tapi menyediakan orang yang punya metode kerja tepat dan hasilnya bagus."

***

Budi memang punya segalanya yang dibutuhkan untuk menjadi seorang pemimpin HR yang ideal. Kalau secara praktis sering dikatakan, bahwa orang HR harus mengerti bisnis dan keuangan, maka Budilah orangnya. Dari sisi ini, dia merasa bahwa HR selama ini telah banyak disalahpahami. "Saya lebih paham keuangan. Dengan memahami ilmu HR, saya melihat ada satu paradigma yang terbaik. Selama ini orang HR dianggap kelas tiga, tapi setelah saya pahami, ternyata 99,99 persen perusahaan itu sakit karena HR-nya, yang salah membuat keputusan, salah merekrut orang, salah membangun metode kerja dan sebagainya."

Syukurlah, menurut Budi, sekarang banyak CEO yang sudah memahami dengan baik peran penting HR, termasuk CEO di perusahaan tempat dia bekerja saat ini, yang melibatkan dirinya sejak awal dalam berbagai proses pengambilan keputusan. "Persaingan dalam bisnis properti saat ini begitu sengit, sehingga perlu analisis tentang lokasi mana yang cocok untuk membangun apa. Membangun mall di tengah dan pinggir kota berbeda, dan itu berpengaruh pada orang-orang yang bagaimana yang harus mengerjakannya. HR harus dilibatkan sejak awal ide, kalau enggak repot, bisa salah policy."

Bagi Budi, menjadi mitra-strategis saja tidak cukup. "Bagi saya, HR bukan sekedar mitra strategis, tapi pelaku agar perusahaan sampai pada visi dan misinya. Perusahaan kan kumpulan orang, bukan sekedar kumpulan saham, jadi apa pun strategi yang dibuat perusahaan, tanpa adanya HR yang kapabel untuk melaksanakan strategi itu, hasilnya nol, pasti salah."

Dengan jumlah karyawan sekitar 75 orang, Budi mengedepankan konsep organisasi HR yang kecil, dengan out put yang besar. "Saya hanya memiliki tiga orang plus satu asisten. Di bawah saya ada manajer HR yang membawahi dua supervisor masing-masing untuk rekrutmen serta training&development." Ia pernah diprotes gara-gara menaikkan gaji karyawan. Lho, kok bisa? Dia menaikkan gaji dengan syarat agar peraturan ditegakkan: harus datang tepat waktu, kerja dengan benar, tunduk pada aturan, menjalankan perintah atasan. "Rupanya itu sesuatu yang buruk buat mereka, lebih menakutkan daripada naik gaji ha ha ha."

***

Mengaku hobi makan asal bukan di restauran, Budi punya cerita yang tak ada habisnya mengenai makanan-makanan enak di berbagai daerah di Nusantara. Ia baru saja pergi ke Madura dan menikmati apa yang dinamakan nasi serpang dan sate klopo ondomohen. Kalau Anda bertemu atau berkenalan dengannya, sebut saja nama daerah asal Anda dan dia akan membuat Anda malu karena jauh lebih tahu mengenai tempat-tempat makan yang enak di kota kelahiran Anda sendiri. Budi juga mengoleksi baju batik dari berbagai daerah. Sebagai orang Jawa, ia mengidolakan tokoh wayang, namun tidak seperti umumnya orang Jawa yang mengagumi para ksatria, ia justru lebih memilih untuk belajar dari kearifan Hanoman Sang Kera Putih. Dia bicara tentang begitu banyak hal, dari kualitas SDM Indonesia hingga sistem pendidikan yang tidak mendukung lahirnya tenaga-tenaga kerja terampil, dari falsafah hidup Jawa yang dia pelajari dari ibunya hingga mengapa Mahapahit dulu sukses membangun kejayaan dan kemakmuran rakyatnya.

Dan, tentu saja, tentang kegelisahan-kegelisahan kecilnya pada banyak hal yang secara umum melekat pada karakteristik sumber daya manusia Indonesia. "Saya nggak bisa ngomong banyak ya, tapi jujur saja, banyak yang munafik." Lalu, dia membuat perbandingan dengan orang Jepang, dimana pimpinan dan bawahan bisa makan bersama-sama, di tempat yang sama, dengan porsi yang sama. "Kalau kita apa bisa? Belum tentu. Saya terbiasa kayak gitu. Saya terbiasa mengedepankan hati, bukan sekedar basa-basi, tidak hanya dalam soal tempat makan tadi, tapi juga dalam berpakaian. Misalnya harus pakai jas, safari, dasi...saya tak bisa pahami kalau ada orang membangun kewibawaan dari pakaian, ditambah ngomong Inggris yang sok tahu-sok tahu tapi kadang salah-salah, lagi! Intinya, orang HR itu harus membumi, kenal, bergaul dan bisa memecahkan semua masalah karyawan termasuk kalau ada yang mau cerai atau kawin lagi he he he...jadi bukan soal pakai dasi."

Dengan segala pandangannya itu, bukan berarti Budi menolak mentah-mentah formalitas. "Saya hanya akan bersikap formal ketika harus membuat keputusan yang mengandung risiko hukum, misalnya memecat orang....maksud saya begini ya, yang ada di HR itu mesti orang yang mumpuni dan saya mengarah ke? itu. Saya ngerti keungan dan paham orang keuangan itu seperti apa. Saya ngerti proyek dan marketing sehingga paham orang-orang seperti apa yang dibutuhkan untuk itu. Saya legal, yang memerlukan orang-orang yang bisa menyimpan rahasia. Kalau dalam dunia sepak bola ada yang namanya pemain tengah atau gelandang. Itu orang HR. Dia harus tahu persisi semuanya, satu yang tidak boleh, yakni menjadi kiper. Orang HR tak boleh membuat laporan keuangan. Apa lagi, Mas? Aku ngomong udah nggak karu-karuan."

Chapter 2: Managing the Structure and Flow of Work

Chapter 2: Managing the Structure and Flow of Work
Challenges

After reading this chapter, you should be able to deal more effectively with the following challenges:

1. Describe bureaucratic, flat, and boundaryless organizational structures and the business environments in which each is most appropriate.
2. Explain why managers use worker teams to produce products and services.
3. List the factors that influence worker motivation that are under managers' control.
4. Design jobs to maximize company performance.
5. Use job analysis as the first step in designing HR programs.
6. Apply flexible work designs to situations in which employees have conflicts between work and family or employers face uncertain demand for their products.
7. Develop policies and procedures to protect human resource information system data so that employees' privacy rights are maintained.

Chapter 1: Meeting Present and Emerging Human Resource Challenges

Chapter 1: Meeting Present and Emerging Human Resource Challenges
Challenges

After reading this chapter, you should be able to deal more effectively with the following challenges:

1. Explain how a firm's human resources influence its performance.

2. Describe how firms can use human resource initiatives to cope with workplace changes and trends such as a more diverse work force, the global economy, and new legislation.

3. Distinguish between the role of the human resources department and the role of the firm's managers in utilizing human resources effectively.

4. Indicate how members of the human resources department and managers within a company can establish a strong partnership.

5. Formulate and implement HR strategies that can help the firm achieve a sustained competitive advantage.

6. Identify HR strategies that fit corporate and business unit strategies.

Managing Human Resources

Managing Human Resources
Canadian Second Edition
Luis R. Gómez-Mejía, Arizona State University
David B. Balkin, University of Colorado, Boulder
Robert L. Cardy, Arizona State University
David E. Dimick, York University

In 21st century organizations all students of management, regardless of their technical or professional specialization, will need to understand their human resources role. The managerial perspective that distinguished the first Canadian edition of Managing Human Resources continues to be emphasized in the exciting second edition. And now students can use the latest technology to test and develop the approach and skills they learn from the text. In addition to the standard array of review tools, our Companion Website provides features that challenge students to think strategically, including Experiential Exercises, Internet Exercises, Essay Questions, and Cases.
The features of the Companion Website include:

Online Quizzes: Interactive quizzes of multiple choice, true/false, and short essay questions provide students with instant feedback and coaching for incorrect answers.
Experiential Exercises: Students evaluate real-world issues through exercises relating to their own experiences.
Internet Exercises: These hands-on network activities enhance and reinforce understanding of important topics in each chapter while at the same time building Internet research skills.
Cases: Four online cases provide the opportunity for students to analyze complex situations requiring managerial decisions.
Research Resources: Point and click your way to a wealth of information using our research tools: Destinations (updated Weblinks from every chapter of the book, as well as links to other reference materials relating to key topics), Net Search (key terms from the text that can be dropped into the search engine of your choice), and Net News (connections to business news groups).
Updates, HR Resources, and FAQs: Find out what happened to the companies and individuals featured in our CBC videos through our Update section. The HR Resources feature consists of an annotated description of key periodicals for managers and HR specialists. The FAQ feature enables you to direct questions to the Canadian author of the text.
Feedback: Make your voice heard, and let us know what you think about Managing Human Resources and its Companion Website.
Syllabus Builder: This feature enables instructors to easily create online classes and an online syllabus linked to specific modules in the Web site.
Instructors: For instructors, we have added a special password-protected area containing useful supplements for downloading.

Competency Based Human Resource Management (CBHRM)

CBHRM

Competency Based Human Resource Management (CBHRM) is an approach that links human resources activities such as learning and development, resourcing, performance management and human resources planning to a competency profile. As a result, CBHRM provides a common, simplified language and the necessary tools and flexibility for managers to address their human resources activities — all based on competencies. CBHRM will link HR activities to the business of the organization to improve business performance. It aims at achieving a good fit between each employee, the work and the work environment. This fit promotes improved work performance and job satisfaction.

A common framework of competencies provides the means for integrating all aspects of the HR system so that employees are selected, evaluated, developed, promoted and rewarded based on competencies that support organizational success. By communicating these competencies, organizations empower employees to take charge of their careers, direct their own personal development, and continually self-evaluate and improve. At the same time, the framework allows the organization to proactively plan for its human resource needs both in the immediate and long term, and to establish programs that support employees in acquiring the competencies needed for organizational success.

Planning for Competency-based Human Resource Management It takes effort and commitment to implement a fully-elaborated and integrated competency-based human resource management (HRM) system. It is important, therefore, to take the time to evaluate the needs of the organization, and to create a strategy and plan that will meet these needs - in other words, getting it right the first time.


Definitions

Competency Profile: A profile is a set of competencies related to a function/job or an employee.

Competency: A competency is “any skill, knowledge, or other attribute that is observable and identifies successful performance”. Effectively, competencies translate the strategic vision and goals for the organization into measurable and observable behaviours or actions which employees must display.


Articles

CBHRM - Planning for Success by Suzanne Simpson, PhD. & Lorraine McKay, M.A, CHRP, C. Psych.

CBHRM - That Works! by Suzanne Simpson, PhD. & Lorraine McKay, M.A, CHRP, C. Psych.