Strategic Human Resource

Management
Employee Separation and Management Retention

EKA AULIA N. 041624153004

E VA D W I W I JAYA N T I 041624153006
R A H M AT N OV I A N TO 041624153009
ZULKIFLI NURUL HAQQ 041624153018
V I N C E N T I U S YO N G K Y 041624153026

F R I D A Y, N O V E M B E R 1 6 , 2 0 1 8
REDUCTIONS IN FORCE
• Causes of reductions
• Restructuring as a result of mergers & acquisitions
• Attempts to make organization more cost competitive
• Adjustments to declining business environment conditions

• Reasons for reductions

• Inefficiency in operations
• Lack of adaptability in marketplace
• Weakened competitive position in industry

• Methods for dealing with reductions

• Continuance pay
• outplacement programs
• Worker Adjustment Retraining & Notification Act (WARN) of 1989
• Requires employers with more than 100 employees to provide sixty days written notice of any facility closings or large-scale
layoffs of 50 or more employees
• WARN does no apply to governmental agencies
• Exceptions to WARN
• “Faltering company”
• “Unforeseeable circumstance”
• Natural disaster
• “Temporary facility”

Strategies for Managing Employee Surpluses and Avoiding Layoffs

Conceptual Framework of Cost-reduction Stages
TURNOVER

Involuntary Turnover Voluntary Turnover

Direct Economic Cost

Indirect Cost
Turnover can allow the organization to hire new employees with more
current training who are not locked into existing ways of doing things.

Turnover also affords opportunities to promote talented, high

performers

Turnover can also lower the average tenure of employees and translate
into lower payroll expenses
Outcomes of Managed Turnover and Retention
Dealing with turnover
Organization need to be aware for some aspects:
• Career development opportunities
• Incentive compensation that rewards high performance
• Recognition for high performer
• Develop retain strategy for high performer – A customer-service approach as
an option
• Counseling program
• Training and development program for backups
• In involuntary turnover perspective, be aware to legal aspect for developing
termination policies
Developing retention programs
• Retention programs need to be individual-based
• Exit interviews, as a tool for employers to gain feedback from
departing employees
• Also, exit interview can be a catalyst for maintaining an ongoing
relationship with departing employees.
 Empirical evidences of retention programs
development
Managing Retention at Sprint PCS
• Telecomunications
Company
• “Retention Agents Program”
for managers, with ten
competencies.
• Results: Lower attrition and
cost savings
Strategic Retention at United Airlines Retaining Talent at Intel
• Airlines Company
• Technology Company
• “Key Employee Retention • “New Business Initiative (NBI)
Program”, as the organization's Program”, is the internal
efforts to emerge from bankruptcy program of Intel, with the
function of solicits proposals
• Key employee = Information
for new business and funds
service division’s employees.
startups.
• Received a cash payment equal to
• Results: new job skills and
20% of their base pay.
stronger commitment
• Result: Company's overall turnover
rate stood at 7 percent, below
average 11 percent
Pensiun
• Mengapa perlu diperhatikan?
Meski secara fisik kemampuan telah menurun namun pengalaman
dan pengetahuan tetap diperlukan.

• Apa saja faktor yang menyebabkan pensiunan ingin tetap bekerja?

1. Kebutuhan asuransi kesehatan
2. Merasa kurang berkenan dengan program pensiun dari perusahaan
3. Kondisi perekonomian yang menurun

• Bagaimana cara memaksimalkan potensi pensiunan?

Salah satu cara yaitu dengan mempekerjakan kembali secara part
time atau sebagai konsultan.
 Hubungan alumni
• Mengapa perlu diperhatikan?
Karena pegawainya yang keluar dapat menjadi suatu
"duta perusahaan"
 CASE STUDY
EMPLOYEE SEPARATION AT G4S
Juli Merger: Securicor dengan Group 4 Falck
2004 Karyawan bertemu dengan manajemen untuk membahas status mereka

Maret Gelombang PHK dimulai, disertai dengan drama informasi tidak ada
2005 merger dan pelaporan perusahaan bahwa karyawan dinilai mogok kerja
DISNAKERTRANS memberi arahan/petunjuk terhadap kasus yang
bergulir lewat P4P
SECURICOR mengajukan keberatan pada Pengadilan Tata Usaha Negara,
namun dimentahkan

Mei SECURICOR mengajukan keberatan pada Mahkamah Agung, namun

2006 kembali kalah
ANALISA
• SECURICOR tidak mematuhi 3 asas keadilan
• Outcome Fairness
• Procedural Justice
• Interactional Justice
 SOLUSI
• Open door policy
• Peer review
• Mediation
• Arbitration
Title and Content Layout with Chart
Series 1 Series 2 Series 3
6

0
Category 1 Category 2 Category 3 Category 4
Two Content Layout with Table
• First bullet point here Class Group 1 Group 2
• Second bullet point here Class 1 82 95
• Third bullet point here Class 2 76 88
Class 3 84 90
Two Content Layout with SmartArt
• First bullet point here
• Second bullet point here Task 1
• Third bullet point here

Task 2

Task 3
Add a Slide Title - 1
Add a Slide Title - 2
Add a Slide Title - 3
ADD A SLIDE TITLE - 4
ADD A SLIDE TITLE - 5