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HM MBT OKTOBER 2009 By  :   Kanaidi, SE., M.Si   [email_address] SUCCESSFULLY MANAGING PEOPLE
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Selection Performance Management Revenue Per Employee Cost Per Employee Profit Per Employee Career  Development Plans Core  Values Core  Competencies Performance Improvement
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Attracting Human Capital Developing Human Capital Retaining Human Capital
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[object Object],[object Object],[object Object],[object Object],Vision Customer/Quality Focus Integrity Accountability/Commitment Communication/Influence Shared Ownership/Boundary-less Team Builder/Empowerment Knowledge/Expertise/Intellect Initiative/Speed Global Mind-Set Ten Characteristics of Leadership Adapted from Exhibit 4.3 An Excerpt from General Electric’s 360-Degree Leadership Assessment Chart Source: Adapted from R. Slater,  Get Better or Get Beaten  (Burr Ridge, IL: Irwin Professional Publishing, 1994), pp. 152-155. Performance Criteria of “Vision”
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HOW VALUES CAN HAVE PRODUCTIVE AND NONPRODUCTIVE RESULTS
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Trust A  positive expectation  that another will not—through words, actions, or decisions—act  opportunistically . Trust is a history-dependent process (familiarity) based on relevant but limited samples of experience (risk). Adalah suatu keadaan psikologis pada saat seseorang menganggap suatu itu  benar  adanya
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Leadership TRUST and INTEGRITY TRUST and INTEGRITY Leadership
Employees who believe in senior management: Source:  Gantz Wiley Research. Reproduced in  USA Today , February 12, 2003, p. 7B.
Deterrence-based  Trust  (e.g. a secret) Trust based on fear of reprisal if the trust is violated. Identification-based  Trust  (e.g. contract) Trust based on a mutual understanding of each other’s intentions and appreciation of the other’s wants and desires. Knowledge-based  Trus t (e.g. trading) Trust based on behavioral predictability that comes from a history of interaction.
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[object Object],[object Object],[object Object],[object Object],[object Object],Source:  Based on J. A. Conger and R. N. Kanungo,  Charismatic Leadership in Organizations  (Thousand Oaks, CA: Sage, 1998), p. 94.
Kanaidi, SE., M.Si   (Trainer & Dosen, Penulis,  Peneliti, dan PeBisnis) e-mail :  [email_address]   atau  [email_address] Telp :  022-2009570 – 2007297 - 206466 Fax : 022-2009568  HP. 0812 2353 284 www.verysuccess.blogspot.com www.ken-kanaidi.blogspot.com www.pemimpin.unggul.com www.google.com   “sukses kanaidi” www.formulabisnis.com/?id=ken_kanaidi Ω  Problem Statement Ω  Mapping Ω  Strategic Direction ►►►  Conclusion

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Successfully Managing People TRAINING

  • 1. HM MBT OKTOBER 2009 By : Kanaidi, SE., M.Si [email_address] SUCCESSFULLY MANAGING PEOPLE
  • 2.
  • 3. Selection Performance Management Revenue Per Employee Cost Per Employee Profit Per Employee Career Development Plans Core Values Core Competencies Performance Improvement
  • 4.
  • 5.
  • 6.
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  • 8. Attracting Human Capital Developing Human Capital Retaining Human Capital
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  • 15. HOW VALUES CAN HAVE PRODUCTIVE AND NONPRODUCTIVE RESULTS
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  • 22. Trust A positive expectation that another will not—through words, actions, or decisions—act opportunistically . Trust is a history-dependent process (familiarity) based on relevant but limited samples of experience (risk). Adalah suatu keadaan psikologis pada saat seseorang menganggap suatu itu benar adanya
  • 23.
  • 24.
  • 25. Leadership TRUST and INTEGRITY TRUST and INTEGRITY Leadership
  • 26. Employees who believe in senior management: Source: Gantz Wiley Research. Reproduced in USA Today , February 12, 2003, p. 7B.
  • 27. Deterrence-based Trust (e.g. a secret) Trust based on fear of reprisal if the trust is violated. Identification-based Trust (e.g. contract) Trust based on a mutual understanding of each other’s intentions and appreciation of the other’s wants and desires. Knowledge-based Trus t (e.g. trading) Trust based on behavioral predictability that comes from a history of interaction.
  • 28.
  • 29.
  • 30. Kanaidi, SE., M.Si (Trainer & Dosen, Penulis, Peneliti, dan PeBisnis) e-mail : [email_address] atau [email_address] Telp : 022-2009570 – 2007297 - 206466 Fax : 022-2009568 HP. 0812 2353 284 www.verysuccess.blogspot.com www.ken-kanaidi.blogspot.com www.pemimpin.unggul.com www.google.com “sukses kanaidi” www.formulabisnis.com/?id=ken_kanaidi Ω Problem Statement Ω Mapping Ω Strategic Direction ►►► Conclusion

Hinweis der Redaktion

  1. In the years of pre-online recruitment, job seekers fell into two categories: Opportunists: people who are actively looking for a job or career change Loyalists: people who were satisfied with their jobs and not actively looking for a job The reason was simple really, before the internet, there were really only a few ways to find a job: - classifieds - word of mouth - a help wanted sign in the window The internet has completely changed things creating a new category of job seeker, known as “Poised workers” These are people who are basically, thanks to technology, always in-tune with the job market. Why: -the can monitor job openings from their desk -they post their resume and let employer come to them -tools like salary calculators allow them to keep abreast of their worth - job agents allow them to have opportunities mailed right to them Another interesting fact: online recruitment isn’t just for “white collar” jobs…blue collar employers are advertising online
  2. Did you know that one out of every three people online are there to look for a job? You need to reach these seekers…and maximize your efforts toward success Let’s clear up a major misconception: online recruiting is effective and affordable. But how do you leverage the benefits the Internet offers? Use these strategies….. ROI - Compare- How many people will see the ad? Are they candidates you’re looking for? One in three internet users (53M each month) visit Career Services and Development websites* Get Smart- For example, if research shows the labor market is tightening, you may want to devise creative approaches to make your ad stand out among the competition (MLEI) Define Target- Use tools to target candidates w/in as little of 5 mi of your business or open up your search to national or international audience Avg CPH – Internet $377 Employee Referrals $500 Job Fairs $1,284 College Rec $2,544 Print Ad $3,295 Contingency Agencies $15,596 Exec Search $34,844 *Source – SHRM / EMA Automate - The more your automate the process, the lower your costs will be. Utilize online tools to streamline process (ad writers, screening tools and filters) Maintain – Establish a strategy that ensures recruiting efforts are ongoing. This will allow you to respond to market opportunities quickly and avoid work slowdowns due to lack of staff
  3. Summary --- Small Business can get trapped spending too much time, energy and money trying to find the best employees Leverage Technology to Grow Your Business…other benefits: Effectively and automatically prioritizes job seekers with the greatest chance of success. Recruiters receive additional information about seekers without additional effort.