STUDI KASUS MANAJEMEN SUMBER DAYA MANUSIA

Persoalan Jack Nelson’s Problem

Siemens Builds Strategy-Oriented HR System
Talent Management at Dubai Airport

Disusun Oleh Kelompok 7:

Giska Salsabila I. (201880056)
Ketty Novelina (201880098)
Rizka Dwi Andini (201880113)
Hafizh (2018800111)
Ahmad (2018800111)
TRISAKTI SCHOOL OF MANAGEMENT
TAHUN AJARAN 2018/2019
Application Case Chapter 1

Jack Nelson’s Problem

As a new member of the board of directors for a local bank, Jack Nelson was being
introduced to all the employees in the home office. When he was introduced to Ruth Johnson, he
was curious about her work and asked her what the machine she was using did. Johnson replied
that she really did not know what the machine was called or what it did. She explained that she
had only been working there for 2 months. However , she did know precisely how to operate the
machine. According to her supervisor, she was an excellent employee.

At one of the branch office , the supervisor in charge spoke to Nelson confidentially,
telling him that “something was wrong”, but she didn’t know what. For one thing, she explained,
employee turnover was too high ,and sooner had one employee been put on the job than another
one resigned. With customers to see and loans to be made , she continued m she had little time to
work with the new employees as they came and went.

All branch supervisors hired their own employees without communication with the home
office or other branches. When an opening developed, the supervisor tried to find a suitable
employee to replace the worker who had quit.

After touring the 22 branches and findings similar problems in many of them, Nelson
wondered what the home office should do or what action he should take. The banking firm
generally was regarded as being a well-run institution that had grown from 27 to 191 employees
during the past years. The more he thought about the matter, the more puzzled nelson became.
He couldn’t quite put his finger on the problem, and he didn’t know whether to report his
findings to the president.

Pertanyaan:

1-16 Apa yang menyebabkan terjadinya beberapa masalah di kantor pusat dan cabang bank?

1-16. Masalah yang ada di kantor pusat dan cabang bank memiliki jenis yang sama yaitu,
turnover yang tinggi disebabkan oleh proses rekrutmen yang tidak tepat. Tidak ada ikatan
antar karyawan dengan perusahaan sehingga mudah untuk karyawan keluar dari
pekerjaannya.

1-17 Apakah dengan dengan mendirikan unit SDM di kantor utama akan membantu?

1.17. Mendirikan unit SDM di kantor utama akan sangat membantu, karena dengan
adanya unit SDM di kantor utama, proses rekrutmen akan memiliki prosedur dan aturan
yang jelas, lebih teratur dan sama di setiap kantor cabang sehingga kemungkinan salah
dalam proses rekrutmen seperti turnover yang tinggi dapat di minimalisir.

1-18 Fungsi spesifik apa yang harus dilakukan oleh unit SDM? Fungsi SDM apa yang kemudian
akan dilakukan oleh supervisor dan manajer lini lainnya? Peran apa yang harus dimainkan
internet dalam organisasi SDM yang baru?

1-18. Fungsi spesifik yang harus dilakukan unit SDM adalah organizing dan staffing.
Fungsi yang dapat dilakukan supervisor dan manajer lini lainnya, adalah planning dengan
menetapkan tujuan (goals) dan controlling.

Untuk internet: bisa dilakukan dengan mencari para pekerja yang sudah terdaftar melalui
sebuah aplikasi (ex: Linked In) yang sesuai dengan kriteria calon pekerja yang dibutuhkan
oleh suatu perusahaan (cabang bank) & dapat menganalisis talent para karyawan, agar
perusahaan dapat menempatkan karyawan yang sesuai dengan kebutuhan perusahaan.
Apakah cocok atau tidaknya calon karyawan dengan perusahaan dan juga bisa memantau
terlebih dahulu tentang ciri karyawan yang memiliki inisiatif resign.

Kesimpulan:

1. Kurangnya kerja sama/pendekatan antara supervisor, petinggi-petinggi cabang bank

(manajer lini) dan kantor pusat dengan karyawan lama atau calon karyawan.
Mengakibatkan, karyawan tidak memiliki rasa antusiasme dalam melakukan
pekerjaannya karena tidak adanya contoh bagi mereka dalam melakukan pekerjaan.
2. Supervisor, manajer lini di cabang bank tidak melakukan kesepakatan terhadap,
bagaimana menyeleksi, merekrut, dan men-training calon karyawan. Menyebabkan,
turnover yang tinggi dan berdampak buruk bagi cabang bank dan kantor pusat.
3.
Applications Case Chapter 2

Siemens Builds a Strategy-Oriented HR System

Siemens is a 150-year-old German Company, but it’s not the company it was even a
years ago. Until recently, Siemens focused on producing electrical products. Today the firm has
diversified into software, engineering and services. It is also global, with more than 400,000
employees working in 190 countries. In other words, Siemens became a world leader by
pursuing a corporate strategy that emphazised diversifying into high-tech products and services
and doing so on a global basis.

With a corporate stategy like that, human resource management plays a big role at
Siemens. Sophisticated engineering and services require more focus on employee selection,
training and compensation than in the average firm, and globalization requires delivering these
services globally. Siemens sums up the basic themes of its HR strategy in several points. These
include:

1. A living company is a learning company. The high-tech nature of Siemens’ business

means that employees must be able to learn on a continuing basis. Siemens uses its
system of combined classroom and hands-on apprenticeship training around the world to
help facilitate this. It also offers employees extensive continuing education and
management development.
2. Global teamwork is the key to developing and using all the potential of the firm’s human
resource. Because it is so important for employees throughout Siemens to feel free to
work together and interact, employees have to understand the whole Siemens process not
just bits and pieces. To support this, Siemens provided extensive training and
development. It also esures that all employees feel they are part of a strong, unifying
corporate identity. For example, HR uses cross-border, cross-cultural experience as
prerequisites for career advances.
3. A climate of mutual respect is the basis of all relationships –within the company and with
society. Siemens contents that the wealth of nationalists, cultures, languages, and
outlooks represented by its employees is one of its most valuable assets. It therefore
 engages in numerous HR activities aimed at building openness, transparency, and
fairness and supporting diversity.

3-13 Berdasarkan informasi dalam kasus ini, berikan contoh 4 hasil untuk Siemens tentang
organisasi yang diperlukan secara strategis, dan empat kompetensi serta perilaku tenaga kerja
yang diperlukan.

3-13

Organizational Outcomes:

1. Produk berbasis nilai,

2. Efisiensi teknologi,
3. Tim manajemen kerja,
4. Peran social (akuntabilitas pribadi)

Workforce:

1. Lingkungan belajar,
2. Berdedikasi untuk mencapai tujuan strategis mereka,
3. Ketenaga kerjaan yang valid,
4. Meningkatkan pemilihan orientasi dan membuat prosedur resign.

3-14 Mengidentifikasi setidaknya 4 kebijakan dan kegiatan SDM yang relevan secara strategis
yang telah dilembagakan oleh Siemens untuk membantu manajemen SDM berkontribusi dalam
mencapai tujuan strategis Siemens.

3-14

1. Employee Influence: bagaimana kayawan dapat mempengaruhi customer dengan

memasarkan produk.
2. Human Resource Flow: perekrutan yang sudah transparansi yang go public
(melalui aplikasi) tetapi harus tetap mengikuti seleksi wawancara.
3. Reward System: karyawan dibekali training yang sesuai dengan kebutuhan
perusahaan dan diberikan reward seperti penambahan bonus atau penaikan gaji
(jika hasil kerja mencapai target).
 4. Work System: dengan system kerja yang semakin canggih yaitu secara online maka
semua karyawan Siemens dapat bekerja dengan baik.

3-15 Memberikan garis besar ilustrasi singkat dari peta strategi untuk Siemens.

3-15

Siemens adalah perusahaan global, yang mana perlu disadari bahwa memiliki pekerja
yang beragam dalam kontek prilaku, bahasa dan budaya. Maka dari itu perekrut perlu
mengetahui prilaku karyawan/calon karyawan agar dapat bekerja sama dalam
mengutamakan tujuan dalam sebuah team work, sehingga akan muncul kemungkinan
dalam mendapatkan produk yang memiliki kualitas tinggi dan menghasilkan profit.

Customer: dengan cara ini perusahaan dapat memprediksi dan menentukan calon
customer tergantung dari tingkat kebutuhan dan tingkat pembeliannya. Ketika customer
terpuaskan, maka akan sangat menguntungkan bagi perusahaan.
Applications Case Chapter 4

Talent Management at Dubai Airport

Effective management of an organizations' talent appears tc be impera- tive in today's

increasingly competitive market. According to Hay Groupis a global management consulting
firm-emplcyees' subject-matter expertise is not sufficient to function under new business
processes in the contemporary business environment. Future leaders will need to be great at
client relations and comfortable working with a globa perspec- tive. While developing high-
potential talent for leadership roles maybe challenging, as it requires time and effort, but it is
crucial for achieving sustained success. This proves to be a struggle for organizations that need
to fill managerial positions and bridge potential leadership gaps.

Dubai Airport kicked off 2014 with the opening of Launchoad, new state-of-the-art
learning and development centre. This certre offers a range of facilities for those looking to
better their education and skills, including a new library and learning zones featuring the latest
training technology. According to the airport's unique HR pnilosophy for manag- ing talent, they
need innovative thinkers who are ready fer any chal- lenge. The five key values that are at the
heart of the HR approach aresummed up by their statement. "we are proud, ambitious, energetic
caring and reliable". They are fully committed to nurturing the personal growth of their
employees. Their main goal in ecruiting new cardidates to ensure that they have the skills and
knowledge to carry out their duties with confidence and pride. This appears to be essential
consider- ing their vision "we are driven to change the course of aviation history and to achieve
our vision of being the worid's leading airport company".

Pertanyaan:

4-16 Elemen budaya organisasi Dubai Airport’s mana yang paling mungkin menarik bagi
karyawan yang dicari? Jelaskan bagaimana elemen tersebut disampaikan kepada calon pembeli.

4-16 Elemen budaya organisasi Dubai Airport’s yang menarik:

1. Dubai Airport memiliki reputasi yang baik yaitu menunjukan keramahan yang
merupakan kunci bagi karyawan untuk menarik perhatian customer.
 2. Mereka memiliki pelayanan yang responsif yang menyediakan bantuan dan
kebutuhan personnel.
3. Dubai Airport selalu melakukan penilaian kinerja secara rutin untuk mengevaluasi
kekurangan.

4-17 Merujuk pada informasi dalam kasus ini dan di situs web Dubai Airport’s, elemen proses
talent management apa yang disebutkan dalam bab ini?

4-17 Potential Talent, melalui 5 cara:

1. Job Experiences: dengan beragamnya karyawan di Dubai Airport, tentu menjadi

bakat potensial yang sangat berpengaruh bagi Dubai Airport.
2. Assessment Center.
3. Competency-based Interview: interview sangat penting bagi bagian dari perekrutan
karyawan, maka dengan interview ini Dubai Airport bisa mengetahui bakat dan
potensi yang dibutuhkan oleh Dubai Airport.