Workload Analysis

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 Pokok Bahasan
Workload Analysis Full Time Equivalent

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 Pengelolaan SDM
HR & GA

Sumber yang diberdayakan oleh management

HR GA

Mengurus orang hidup Mengurus barang mati

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 Apa yang dikerjakan HR

System & Development Hubungan Industrial

Teknologi Informasi

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 HR Strategic
Old

80% ??
5% ??
Change Agent
Change Agent
Business Partner
Business Partner

15% ??
15% ??
Employee Advocate
Employee Advocate
Services
Services

80% 5%
Administrative Administrative
New
Reactive Reactive

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 Integrating Human Capital to Organizational
Strategy
Financial Productivi Sustained
Sharehold
Growth
FOCUS ty er Value

Customer Value Proposition

Customer Price / Financi Integrat Truste
Qualit al ed d
FOCUS Advisor Offering
y Brand
Operational Excellence Customer Management Innovation Responsible
Internal Minimize Rapid Cross- Shift Know the Develop
Citizen
Diverse
FOCUS Problems Response Sell Channel Segments New
Products
Work
Force

ALIGNMENT

Strategic Competencies
Roles Skills

Learning Strategic Technologies

& Applications Infrastructure

Growth Climate for Action

Leadership Teamwork Alignment Culture

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B = f (P,E)
B = Behavior
P = Person
E = Environment

Kurt Lewin (1890-1947)

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Performance = f (Motivation, Ability)

N. F. R. Maier in Psychology in industrial organization (4th ed.,

Houghton Mifflin, 1973) and E. E. Lawler, III in Motivation in work
organizations (Brooks/Cole, 1973)

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Victor Vroom Model (1964)

M = (E P) x (P O) x V
M = Motivation
E P means effort leads to performance (Expectancy)
P O means performance leads to outcomes
(Instrumentality)
V = Valence--the value placed on the outcome.

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 Ability = Competency

Competency = f (Knowledge, Skill, Attributes)

Competency appears to be a measure of successful performance and may

refer to either a specific skill/knowledge or a cluster of skills and knowledge. It
encompasses meanings that range from work-related definitions to those that
describe the characteristics of workers. McLagan (1997) attempts to reconcile
these meanings by proposing a hybrid definition of attribute bundles. Parry
(1998) further expands on this by defining a competency as a cluster of related
knowledge, attitudes and skills that fulfill four criteria: a) affects a major part of
ones job, b) correlates with performance on the job, c) can be measured
against well accepted standards, and d) can be improved via training
development.1 Spencer and Spencer (1993) include personality characteristics
such as motives and traits and list five types of competency characteristics,
namely motives, traits, self-concept, knowledge, and skill.

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Modeling

B = f (P, E) E?
P = f (M, A)

M = f (E,I,V) A= f (K,S,A)

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Tuntutan Tata Kelola SDM
Organizational Capital
Bagaimana membangun organisasi yang fokus
pada penciptaan profit dan pertumbuhan?

Human Capital
Bagaimana memenuhi & membangun kompetensi
karyawan sesuai kebutuhan?

Information Capital
Bagaimana membangun sistem informasi yang
mendukung terciptanya learning organization?

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Metodologi

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 1. Strategic Direction
& Control

Strategy Organizational
Map Assessment

Key Organization
Performance values
Indicator
Organization
Personality

Strategic Job Core

Families Competencies
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2. Organization
Design

Business
Process
Mapping

Organization
Design

Job Analysis

Job
Description

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 Metodologi
1. Strategic Direction 2. Organization 3. Quantity &
& Control Design Quality

Quantity
Strategy Organizational Business Workload
Map Assessment Process Analysis/
Mapping Business
Capacity
Key Organization Analysis
Performance values
Indicator Organization
Design
Organization Quality
Personality Competency
Job Analysis
Behavior /
Strategic Job Core Job Personality
Families Competencies Description
Potential 16
3. Quantity &
Quality

Quantity
Workload
Analysis/
Business
Capacity
Analysis

Quality

Competency

Behavior /
Personality

Potential

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Workload Analysis

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Pengertian

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 Definisi

Banyak definisi tentang FTEs tapi

intinya adalah
The total number of person needed to do
all transactions of one process in certain
period.

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 Bagaimana Menghitung FTE
1. A Full-time Equivalent Employee (FTE) is a
ratio that represents the number of hours that
an employee works to 40 hours. dengan kata
lain jumlah jam kerja karyawan per 40 jam
asumsi dalam 1 minggu number of hours
that an employee works / 40 hours

2. FTE = Total Time Required / 1864 hours

asumsi dalam 1 tahun
Total Time Required = Time Data x Number of
work activities

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3. FTE = Total Process time / Effective
Working time per employee

4. FTE = Total working hours / Effective

Time

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 Manfaat
Untuk peramalan/proyeksi terhadap kebutuhan
tenaga kerja untuk periode tertentu
Untuk melakukan analisa terhadap kemampuan
tenaga kerja yang sekarang untuk memenuhi
kebutuhan yang akan datang

Perbedaan diatas memungkinkan perusahaan

untuk melakukan pengurangan karyawan atau
penyesuaian lewat transfer intern atau ekspansi
atau Man Power Planning

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 Untuk analisa kompetensi
Development
Untuk Performance Management
Untuk Business Process Improvement
Effective & Efficient

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 Effectiveness
Kemampuan untuk memilih tujuan dan sasaran
yang tepat dan mencapainya, termasuk
didalamnya adalah metodanya.
Efektivitas menunjuk pada keberhasilan
pencapaian sasaran, sehingga efektivitas bisa
digambarkan sebagai ukuran apakah seseorang
mengerjakan pekerjaan yang benar.

Doing rigth things Mengerjakan pekerjaan yang

benar

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 Efficiency
Kemampuan untuk membuat penggunaan
resources yang ada secara baik dalam proses
pencapaian sasaran dan tujuan
Mencapai sesuatu secara tepat berhubungan
dengan rasio dari output terhadap input, artinya
harus menggunakan jumlah resources yang
minimum yang dibutuhkan untuk menghasilkan
barang atau jasa secara maksimum.
Gambarannya adalah mengerjakan pekerjaan
dengan benar (Doing things right). Konsep ini
berhubungan dengan konsep Input Output.
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 Effective but not Effective and efficient,
High efficient. goals achieved and
Some resource wasted resources well utilized,
Goal Attaintment

area of high productivity

Neither effective nor Efficient but not

efficient, effective, no wasted
Goal not achieved, resourced, but goals not
Low resources wasted in the achieved
process

Poor Good
Resources Utilisation
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 EFFICIENT VS. EFFECTIVE
EFFICIENT
Internal Measurement
Doing Things Right
Not Necessarily Effective
Examples
Producing goods at the
lowest cost
Reducing cost/ expense to
improve profit
Focus on internal control
and short - term profit
Product-Driven Organization
EFFECTIVE
External Measurement
Doing the Right Things
Necessarily Efficient
Producing the goods wanted
by the market place at
acceptable cost
Increasing revenue and
managing cost/expense to
improve profit
Focus on customer
satisfaction and long-term
profit
Market-Driven Organization
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 Pendekatan
Berdasarkan aktivitas job description
Administration
Berdasarkan proses The Process
Proses lembur

Keduanya saling berhubungan karena

proses adalah kumpulan dari aktivitas
yang saling kait mengait
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 Activity Base
Perhitungannya adalah setiap aktivitas
individu dikumpulkan sedemikian rupa
selama periode tertentu beserta waktu
yang dibutuhkan untuk melakukan
aktivitas tersebut yang kemudian di bagi
dengan total jam kerja dalam periode
tertentu.
Fokusnya pada aktivitas individu/posisi

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Proses Improvement yang dilakukan adalah
Teknologi baru
Competency Development

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 Process Base
Perhitungannya adalah setiap proses aktivitas
terhadap suatu hal tertentu (misal lembur)
dihitung sedemikian rupa selama periode
tertentu beserta waktu yang dibutuhkannya
kemudian dibagi dengan periode waktu tertentu.
Fokusnya adalah Proses keseluruhan aktivitas
pekerjaan
Contoh adalah proses pengajuan Lembur kerja

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Proses Improvement yang dilakukan adalah
Perbaikan system
Competency Development
Teknologi baru

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Proses Asesmen FTE

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 Process Assessment
Base Activity
Data Collection

Interview user and Develop the Confirm the

Job Description documentation & documentation to user
Analysis Analysis

Information Need: - Tabulation the information

-All Activity the employee
-Process Time
-Organisation Structure Skill Needed:
-Report -Interview Skill
-Form -Analytical Skill

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 Asumsi
1 profil tidak dapat mengerjakan 2
aktivitas sekaligus
Semua aktivitas riil dan tercatat beserta
waktunya

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 Contoh Activitas Office Boy
1 Mengantar Surat 8x/bulan 2 jam
2 Mempersiapkan Kartu absensi 50/bulan 4 jam
3 Mengantar berkas 3x/hari 1 jam
4 Membersihkan kaca 3x/minggu 3 jam
5 Membersihkan lantai 1x/hari 2 jam
6 Menyiapkan minum 1x/hari 1 jam
7 Membersihkan toilet 2x/hari 1 jam
8 Mengantar barang 1x/hari 2 jam
9 Briefing pagi 4x/bulan 2 jam
10 Distribusi surat 2x/minggu 1 jam
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Effective Working

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 Formula FTE 2003
(ilustrasi)
Jumlah hari 2003 = 365
Cuti tahunan = (12)
353
Libur Nasional = (16)
337
Week-end = (104)
Hari kerja 2003 = 233

233 hari = 1864 jam kerja

Efficiency factor = 87,5% Asumsi

Total jam kerja efektif = 87,5% * 1864 = 1631 jam kerja

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 Satuan FTE 2003
(ilustrasi)
1631 jam / tahun = 97.860 Menit
135,92 jam / bulan = 8155,2 menit
33,98 jam / minggu = 2038,8 menit
6,8 jam / hari = 407,75 menit

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Lihat Excel

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 Exercise
Buat Kelompok kecil
Tentukan jenis posisi pekerjaan
Tentukan job desription-nya
Tuliskan daftar pekerjaannya secara
lengkap berdasarkan job description
beserta volume dan waktunya
Hitung FTE-nya

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 Proses Asesmen
Process Base
Hal-hal yang dibutuhkan:
- Business Process Flowchart
- Structure organization
- Process time

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 Contoh
Proses lembur
Isi form lembur Ask Approval Approve Receive Ask Approval
Employee Employee Direct Superior Employee Employee

Approve Receive Send FL to HRD via OB Receive FL

Section Head Employee Employee OB

Bring the form Receive FL Input Data Crosscheck Data Update Data
OB HRD Adm HRD Adm HRD Adm HRD Adm

Crosscheck Data Meal Allowance Lembur

HRD Head Processing Closing
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 Hasil Perhitungan
Lihat File Excel

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 Exercise
Buat Kelompok kecil
Tentukan jenis proses aktivitas dari suatu
pekerjaan
Buat daftar proses dari aktivitas tersebut
(flowchart)
Buat daftar siapa saja yang terlibat dalam
aktivitas tersebut
Tentukan pula time process-nya
Hitung FTE-nya
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 Improvement
Teknologi

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 Contoh
Proses Lembur
Isi form lembur Kirim form lembur via email Terima email & Approve
Employee Employee Direct superior

Terima email & Approve Terima email & Verifikasi Input Data & Prosesing
Head Section HRD Adm HRD Adm

Crosscheck
Closing
HRD Head

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 Hasil Perhitungan
Lihat File Excel

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 Ukuran loading yang normal untuk suatu pekerjaan yang
telah ditetapkan adalah dengan besaran angka 1 artinya
Fit
Jika total perhitungan Job Load < 1 (lebih kecil dari 1)
maka dapat disimpulkan UNDERLOAD
Jika sebaliknya > 1 (lebih besar dari 1) maka dapat
disimpulkan OVERLOAD
Tapi biasanya jika total FTE berada di kisaran 1,1 1,3
maka karyawan tsb masih efektif melaksanakan pekerjaan
tsb karena ada mekanisme lembur untuk menyelesaikan
pekerjaan tsb
Perhatikan faktor efektivitas waktu kerja

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 Exercise
Improvement
Buat Kelompok kecil
Lakukan improvement terhadap proses
aktivitas yang telah ada
Hitung FTE-nya

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 Benefit dari Improvement
Step reduction
Form reduction Paper Reduction
FTE & Time Saving
Operational Cost Reduction

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 Step reduction

Process Sebelum Sesudah Selisih Persentase

Lembur 17 8 9 53%
Rata-rata 53%

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 Form Reduction

Process Sebelum Sesudah Selisih Persentase

Lembur 1 0 1 100%
Rata-rata 100%

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 Time Saving

Process Sebelum Sesudah Selisih Saving

Lembur 41.75 17.25 24.5 59%

Rata-rata 59%

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 FTE

Process Sebelum Sesudah Selisih Saving

Lembur 0.0051 0.0021 0.003 59%

Rata-rata 59%

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 Operational Cost

Salary ??
ATK ??

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 Hal yang perlu diperhatikan

Tidak semua pekerjaan bisa dibuatkan

FTE, Contoh : Security, Bagian
Troubleshooting, Driver

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 Pilih yang mana?
Activity Base atau Process Base?
Tergantung tujuan, situasi dan kondisi.
Bila tujuannya adalah BPI (business
process improvement) Process Base
Bila tujuannya adalah individual
development cukup Activity base

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Konsekuensi WLA

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 Nilai WLA
Underload FTE kurang dari 1
Fit FTE = 1
Overload FTE Lebih dari 1

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 Konsekuensi WLA
Replacement
Redesign Job

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 Underload
Redesign job Penambahan pekerjaan

Bagaimana bila nilai FTE kurang dari 0,5??

- Redesign job
- Replacement

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 Overload
Overtime
Redesign Job Pembagian pekerjaan
Recruitment Penambahan karyawan
Bila lebih dari ambang toleransi (1,1 1,3)

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 Recruitment
Perhatikan biaya yang akan timbul
Pilihan terakhir bila sudah dilakukan
overtime dan pembagian pekerjaan

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Bagaimana setelah proses Improvement??

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 Kaitan WLA dengan Workforce
planning (WFP)
WLA adalah salah satu metoda dari WFP
dalam analisisnya

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Sekilas Workforce Planning

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Workforce planning is a systematic process for
identifying the human capital required to meet agency
goals and developing the strategies to meet these
requirements.

Workforce Planningthe strategic alignment of an

organizations human capital with its business direction.
It is a methodical process of analyzing the current
workforce; determining future workforce needs;
identifying the gap between the present and the
future; and implementing solutions so the organization
can accomplish its mission, goals, and objectives.

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Figure: Strategic View of Workforce Planning Influencing HR Functions & Activities

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Figure Workforce Planning Is
Not Just It Is
Predicting the future Building a longer-term context for
short-term decision making
An inventory of all positions Focusing on positions where you need
to be proactive or need time to react
Creating plans as Creating plans in response to
a one-time event changing strategies, whenever change
is discussed
Creating reports and Focusing on planning
listings that describe and looking ahead to what will be
what was
Building HR capability Solving staffing problems and
addressing staffing issues

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 Approaches to Workforce Planning
in general, organizations can take one of three approaches to
workforce planning or use a combination of the three:
Workforce approach examines the current workforce and
occupations and projects the number and characteristics of jobs and
the number of employees needed to fill them at a specific point in
the future.
Workload approach focuses on the amount and type of work the
organization anticipates handling at a specific point in the future,
and uses this information to project the number of resources (people
and skills) needed to perform that work.
Competency approach identifies sets of competencies aligned
with the organizations mission, vision, and strategic goals. This
approach assumes the organization has already considered
workforce and workload and can focus not only on the number of
people, but the competencies employees must master for
organizational success.

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 Workforce Approach
profile people and occupations, and conduct workforce forecasts.

With this approach, your goal is to analyze

1. the jobs that will need to be done,
2. the type of occupations needed to do these jobs, and
3. the number of people needed to achieve organization
strategies.
The current workforce profile is a starting point to
assess the workforce your organization will need in the
future. Supply analysis provides the data needed for
your current workforce profile. A traditional job audit
also may help you get needed information.

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 Specifically, you will need to evaluate:

What jobs now exist?

How many people are performing each job?
What are the reporting relationships of these
jobs?
How essential is each job?
What are the characteristics of anticipated jobs?

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The next step is to project the current employee
population into the future as if there were no new hires.
Make projections at whatever level the organization
desires, estimating the employee population over the
next three to five years as if nothing were done to
replace employees lost through attrition. The result will
show your demand for new workers if you institute no
appreciable changes in work or workload.

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Workload Approach

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 Competency Approach

Competencies are sets of behaviors

(encompassing skills, knowledge, abilities, and
personal attributes) that, taken together, are
critical to accomplishing successful work and
achieving an organizations strategy.
Competencies represent the most critical
knowledge, skills, and commitments that
underlie superior performance for your organi
zation and/or within a specific job. The
competency approach to workforce planning is
futuristic and focuses on the ideal workforce.
Competencies may be defined at several levels:
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 Competencies may be defined at several levels

Organizational: core competencies identified during strategic

planning
Leadership: the behaviors your organization expects all leaders
to demonstrate or to develop
Functional: competencies that cascade from the core
competencies and are associated with specific work functions or
business units
Occupational: competencies that cascade from the core and
functional competencies and then are anchored directly to the
needs of a specific occupation
Individual: what each employee brings to his or her function
Team: what members of a team, in the aggregate, bring to their
work

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Your organization will need to determine the competency
definition levels essential to ensuring critical work gets
performed. Strategic planning usually provides the
means to pinpoint the most critical, or core,
organizational competencies for success.

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 Contoh
The Generic Workforce Planning Model

Georgia Workforce Planning Model 80

 81
BoozAllen & Hamilton Model
 Phase I

Set Strategic
Direction Phase II
Workforce
Analysis/
Strategies

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IPMA Model

Step I Step II Step III Step II

Scan Supply & Demand Gap Analysis Action

Recruitment /
Retention
Strategic Strategies
Plan Workforce Implementation
Compare
Internal plan
Current to
Factor Future need Leadership
Workload
External to identify support
factor the gap Change
Competencies management
SWOT
Analysis Communication
Evaluation
Modification
Feedback
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 Sources of Sources of
Outflows Inflows

Employees Internal
In

Promotions Transfers Supply of

Terminations Promotions
Demotions New Hires Labor
Retirements Recalls
Deaths
Layoffs

Current Staffing - Projected Outflows + Projected Inflows = Internal

Level This Year This Year Supply

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Terima Kasih

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