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Successfully Managing People TRAINING


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Successfully Managing People TRAINING

Successfully Managing People TRAINING

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  • 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
  • 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
  • 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.
  • Transcript

    • 1. HM MBT OKTOBER 2009 By : Kanaidi, SE., M.Si [email_address] SUCCESSFULLY MANAGING PEOPLE
    • 2.
      • The success of any company will depend on its ability to understand how human capital links to its performance and its wealth.
      • The most competitive companies will have the best strategies and methods for attracting, hiring, managing, developing and retaining top performing talent.
      • The only vital value any enterprise has is the experience, skills, innovativeness and insights of its people.
    • 3. Selection Performance Management Revenue Per Employee Cost Per Employee Profit Per Employee Career Development Plans Core Values Core Competencies Performance Improvement
    • 4.
      • The quality and performance of our people is what sets us apart in an intensely competitive market!
      • Recruiting and hiring the best available talent
      • Developing and motivating people to reach their fullest potential
      • Retaining talent (and the investments made in them)
      • Minimizing risk and cost on the human side of the business
      • Designing talent management information systems
      • Implementing performance based compensation systems
      • Developing your Employer of Choice Brand
      • Designing coaching and mentoring programs
      • Applying performance management technologies
    • 5.
      • For years, job seekers were either
        • “ opportunists”  looking to change jobs in the near future
        • “ loyalists”  happy in the current role and not looking for a job
      • The Internet has changed this paradigm, creating a new category of job seeker
        • “ poised”  may not change jobs in next few months, but they:
          • Monitor what jobs are available
          • Post their resume online and let employers come to them
          • Know if current salary is competitive to the market
          • Job agents allow them to decide whether to respond
    • 6.
      • Look for the best Return on Investment (ROI)
        • Compare the price of job posting resources
      • Get Smart
        • Research hiring and recruiting trends to pinpoint strategies and avoid mistakes
      • Define Your Target
        • Broad or targeted reach?
      • Average Cost Per Hire by Recruiting Source
        • Online is the most cost-effective recruiting method
      • Automate to Save Time
        • Online recruiting can reduce the administrative time for small business
      • Maintain an ongoing hiring plan
        • To keep your business running smoothly, it’s important to keep recruiting channels open
    • 7.
      • Streamline your hiring and put quality resources to work
      • Get the tools you need to pinpoint the best candidates for your company
      • ROI is measurable through reduced recruiter and hiring manager time, increased productivity, and decreased turnover
    • 8. Attracting Human Capital Developing Human Capital Retaining Human Capital
    • 9.
      • Hire for attitude, train for skill
      • Emphasis on
        • - General knowledge and experience
        • - Social skills
        • - Values
        • - Beliefs
        • - Attitudes
    • 10.
      • Sound recruiting approach es
        • - Scanning pools of available candidates
        • - Challenge becomes having the right job candidates, not the greatest number of them
      • Networking
        • - Current employees may be best source of new ones
        • - Incentives for referrals
    • 11.
      • Train and develop at all levels
        • - Training is not the sole responsibility of the human resource department
      • Rapid changes in technology
        • - Employee skills become obsolete
        • - Training is cost effective
      • Monitor progress and track development
    • 12.
      • Has developed and communicated a clear, simple, customer-focused vision/direction for the organization.
      • Forward-thinking, stretches horizons, challenges imaginations.
      • Inspires and energizes others to commit to Vision. Captures minds. Leads by example.
      • As appropriate, updates Vision to reflect constant and accelerating change affecting the business
      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”
    • 13.
      • Provide mechanisms that prevent the transfer of valuable and sensitive information outside the organization
        • - Identify with organization’s mission and values
        • - Strong alliance to organization (strategic intents)
      • Challenging work and stimulating environment
    • 14.
      • Financial and Non-financial Rewards and Incentives
        • - Rewards are a vital organizational control mechanism
        • - However, money may not be the most important reason why people take or leave jobs
        • - Exodus of employees can erode a firm’s competitive advantage
    • 16.
      • Theory X
        • assumes that workers are basically lazy, error-prone, and extrinsically motivated by money
        • workers should be directed from above
      • Theory Y
        • assumes that, given challenge and freedom, workers are motivated to achieve self-esteem and to demonstrate their competence and creativity
    • 17.
      • Achievement Motivation
        • a desire for significant accomplishment
          • for mastery of things, people, or ideas
          • for attaining a high standard
    • 18.
      • Task Leadership
        • goal-oriented leadership that sets standards, organizes work, and focuses attention on goals
      • Social Leadership
        • group-oriented leadership that builds teamwork, mediates conflict, and offers support
    • 19.
      • Personnel psychologists’ tasks
    • 20.
      • 360-degree feedback
    • 21.
      • On the right path/track
    • 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.
      • Integrity
        • honesty and truthfulness.
      • Competence
        • an individual’s technical and interpersonal knowledge and skills.
      • Consistency
        • an individual’s reliability, predictability, and good judgment in handling situations.
      • Loyalty
        • the willingness to protect and save face for another person.
      • Openness
        • reliance on the person to give you the full truth.
    • 24.
      • Lakukan pendekatan yang ramah, hangat dan personal
      • Jujur dan jangan sekedar lip service
      • Berikan jaminan/keyakinan
      • Berikan kemudahan-kemudahan
      • Bangunlah kesuksesan anda
    • 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.
      • Mistrust drives out trust .
      • Trust begets trust .
      • Growth often masks mistrust .
      • Decline or downsizing tests the highest levels of trust .
      • Trust increases cohesion .
      • Mistrusting groups self-destruct .
      • Mistrust generally reduces productivity .
    • 29.
      • Vision and articulation. Has a vision—expressed as an idealized goal—that proposes a future better than the status quo; and is able to clarify the importance of the vision in terms that are understandable to others.
      • Personal risk. Willing to take on high personal risk, incur high costs and engage in self-sacrifice to achieve the vision.
      • Environmental sensitivity. Able to make realistic assessments of the environmental constraints and resources needed to bring about change.
      • Sensitivity to follower needs. Perceptive of others’ abilities and responsive to their needs and feelings.
      • Unconventional behavior. Engages in behaviors that are perceived as novel and counter to norms.
      Source: Based on J. A. Conger and R. N. Kanungo, Charismatic Leadership in Organizations (Thousand Oaks, CA: Sage, 1998), p. 94.
    • 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 “sukses kanaidi” Ω Problem Statement Ω Mapping Ω Strategic Direction ►►► Conclusion