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Management

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GARY DESSLER CASE IN CHAPTER 5

MANAJEMEN SUMBER DAYA MANUSIA

PERSONEL PLANNING AND RECRUITING

Problem Statement / Permasalahan Kasus

KASUS: “THE HOTEL PARIS”

The New Recruitment Process

Strategi bersaing Hotel Paris adalah “Untuk menggunakan pelayanan tamu superior untuk membedakan properti Hotel Paris, dan dengan demikian meningkatkan jangka waktu inap dan tingkat tamu kembali, dan sehingga meningkatkan pendapatan dan profitabilitas. Manajer HR Lisa Cruz sekarang harus merumuskan kebijakan dan kegiatan fungsional yang mendukung strategi bersaing ini dengan memperoleh kompetensi dan prilaku karyawan yang dibutuhkan.
Sebagai seorang profesional HR lama, Lisa Cruz sangat menyadari pentingnya perekrutan karyawan yang efektif. Jika Hotel Paris tidak mendapatkan cukup pelamar, perekrutan tidak akan bisa dilakukan secara selektif. Dan, jika itu tidak bisa selektif tentang siapa yang harus dipekerjakan, tidak mungkin hotel akan menikmati perilaku karyawan yang berorientasi pelanggan seperti strategi yang dihandalkan perusahaan. Oleh karena itu, dia kecewa karena mendapati bahwa Hotel Paris hampir tidak ada perhatian yang mendalam dalam pekerjaan merekrut calon karyawan. Para manajer hotel bersama-sama memasang iklan lowongan pekerjaan secara terburu-buru ketika mereka memiliki posisi pekerjaan untuk diisi, dan tidak ada seorang pun yang punya ide yang terukur tentang seberapa banyak rekrutan yang dapat dihasilkan dari iklan tersebut, atau pendekatan perekrutan yang mana yang terbaik (atau sukses secara keseluruhan). Lisa tahu bahwa sudah waktunya untuk menata kembali dan mengendalikan fungsi sistem perekrutan Hotel Paris.
Saat mereka meninjau kembali rincian tentang praktik perekrutan Hotel Paris saat ini, Lisa Cruz dan CFO perusahaan menjadi semakin khawatir. Yang mereka temukan, pada dasarnya, adalah bahwa fungsi rekrutmen hotel adalah sangat tidak terorganisir. Direktur SDM yang lama dengan mudahnya membiarkan tanggung jawab perekrutan tetap pada tiap hotel secara terpisah, dan para hotel manajer, yang tidak bertindak sebagai profesional sumber daya manusia, biasanya hanya menjalankan pola yang paling dapat diterima saat suatu pekerjaan tersedia, yaitu dengan memasang iklan lowongan kerja di koran lokal mereka. Tidak ada arahan sama sekali dari Hotel Paris mengenai macam apa pelamar yang perusahaan sukai, media apa dan sumber-sumber alternatif-alternatif apa yang harus digunakan manajer, tidak ada perekrutan secara online, dan tidak ada pengukuran efektivitas proses rekrutmen sama sekali. Perusahaan mengabaikan sistem pengukuran sumber perekrutan yang digunakan perusahaan lain secara efektif, seperti jumlah pelamar yang memenuhi kualifikasi per posisi, persentase pekerjaan yang diisi dari dalam perusahaan sendiri, rasio jumlah pekerjaan yang ditawarkan dengan penerimaan, penerimaan oleh sumber perekrutan, dan hasil tes seleksi oleh sumber perekrutan.
Itu aman untuk mengatakan bahwa mencapai tujuan-tujuan strategi Hotel Paris tergantung pada kualitas orang-orang yang mereka sukai dan kemudian terpilih untuk bekerja di perusahaan. “Apa yang kita inginkan adalah karyawan yang akan mengutamakan tamu kami, yang akan memiliki inisiatif untuk melihat bahwa apakah tamu kami puas, dan yang akan bekerja tanpa kenal lelah untuk memberikan tamu-tamu hotel layanan yang melebihi harapan mereka”, ujar CFO. Lisa dan CFO berdua tahu proses ini harus dimulai dengan proses perekrutan yang lebih baik. CFO memberinya lampu hijau untuk merancang proses rekrutmen yang baru.

Rangkuman Permasalahan :

Lisa Cruz menginginkan selektif dalam memilih calon karyawan yang sesuai dengan strategi karyawan. Tetapi manajer belum dapat menemukan bagaimana cara merekrut yang paling baik. Oleh sebab itu Lisa mengambil alih kontrol fungsi rekruitmen Hotel Paris.

Lisa dan CFO perusahaan menemukan proses rekruitmen yang kurang tertata dengan baik. Tanggung jawab diberikan pada HR director yang tidak profesional dibidangnya. Manajer mengiklankan pencarian karyawan hanya di Koran lokal. Tidak ada kriteria perekrutan dipaparkan dengan jelas. Perusahaan mengabaikan recruitment-source metrics yang dipakai oleh perusahaan lain seperti berapa jumlah pelamar yang berkualitas, presentase pekerjaan yang dapat diisi, rasio yang melamar hingga yang di terima, sumber rekruitmen mana yang di terima, turnover dari sumber rekruitmen, serta hasil seleksi tes.

CFO menginginkan karyawan yang mengutamakan pelanggan, berinisiatif membuat pelanggan merasa puas, dan karyawan yang bekerja keras untuk memberikan jasa yang melampaui ekspektasi pelanggan.

Pertanyaan & jawaban

1. Berikan preferensi yang bagus untuk hotel, apa media rekrutmen yang kamu sarankan, dan mengapa?
Jawab :
Tiap organisasi mempunyai cara yang berbeda-beda dalam menarik calon karyawannya termasuk pada kasus Hotel Paris ini. Beberapa organisasi yang yang besar mempunyai sistem yang sangat baik dan dengan menggunakan media masa yang canggih dalam menarik calon karywannya. Tetapi ada beberapa organisasi, cara penarikan calon karyawan ini sangat sederhana dan dengan media yang sederhana pula. Berikut adalah cara dan media untuk menarik sumber daya manusia sebagai calon karyawan dihotel Paris yang kami sarankan, antara lain: * Iklan
Lisa dan CFO perusahaan dapat membuat iklan lowongan pekerjaan yang di dalamnya dapat menekankan nilai-nilai perusahaan yang berorientasi pelayanan, yang secara tersirat menyampaikan pesan bahwa jika Anda tidak berorientasi dan mengutamakan orang Anda, maka tidak perlu repot-repot melamar. Dalam iklan tersebut, Lisa dan CFO perusahaan juga seharusnya dapat menekankan apa-apa yang dapat perusahaan (Hotel Paris) berikan kepada karyawan apabila mereka bekerja di sana sehingga memberikan kesan dan pesan bahwa bekerja di Hotel Paris sangatlah menarik dan menguntungkan. * Sistem Perekrutan secara online selain itu, Lisa dan timnya dapat membuat sistem perekrutan secara online dengan membuat jaringan perekrutan terpusat untuk Web site Hotel Paris. Setiap hotel lokal dapat menggunakannya untuk mempublikasikan lowongan pekerjaan yang tersedia. Menarik calon karyawan melalui iklan di media massa, baik elektronik maupun media cetak mempunyai efektifitas yang tinggi, karena dapat menjaring seluruh lapisan masyarakat pelamar, dan pelamar dapat lebih banyak. Hal ini mempunyai beberapa keuntungan antara lain organisasi mempunyai kesempatan yang lebih luas untuk memilih calon karyawan yang lebih baik.
Dengan melalui iklan di media cetak serta perekrutan online, diharapkan perusahaan dapat menyeleksi para pelamar pekerjaan dengan lebih selektif dan perusahaan benar-benar dapat menyaring para calon pekerja yang sesuai dengan kebutuhan perusahaan. Selain itu, media rekrutmen melalui iklan dan Web (secara online) dapat lebih menghemat biaya dan waktu perekrutan calon karyawan perusahaan.

2. Akan seperti apa iklan lowongan pekerjaan Hotel Paris tersebut?
Jawab :
Iklan lowongan pekerjaan yang perlu dibuat oleh Hotel Paris dalam perekrutan karyawan barunya adalah sebuah iklan lowongan pekerjaan yang mendetail. Iklan tersebut harus menjelaskan secara rinci, akurat, dan lengkap tentang jobdesk sehingga orang-orang yang tidak tertarik dengan pekerjaan/jabatan tersebut tidak akan mendaftar. Batas waktu penerimaan surat lamaran dari para calon karyawan yang melamar serta beberapa kualifikasi khusus yang dibutuhkan perusahaan dari seorang karyawan yang akan melamar untuk pekerjaan tersebut juga harus dicantumkan dengan jelas agar dapat proses seleksi dapat berjalan dengan lebih selektif sehingga tujuan strategis perusahaan dapat tercapai. Perusahaan juga sebaiknya memasang iklan lowongan pekerjaan tersebut tidak hanya pada koran lokal, namun juga pada daerah yang memiliki sumber yang lebih banyak.

3. Bagaimana kamu menyarankan Hotel Paris untuk mengukur efektif usaha recruiting mereka?
Jawab :
Hotel Paris dapat mengukur efektifitas usaha recruiting mereka dengan cara: a. Mengevaluasi biaya dan manfaat perekrutan. Melakukan analisis biaya-manfaat untuk mengevaluasi usaha-usaha perekrutan, biaya-biaya terdiri dari biaya langsung (periklanan, gaji perekrut, perjalanan, biaya agen, telepon) dan biaya tidak langsung (keterlibatan dari manajer operasional, hubungan masyarakat, citra). Membandingkan lamanya waktu para pelamar dari setiap sumber bekerja di dalam organisasi dengan biaya–biaya yang dikeluarkan untuk rekrutmen. b. Mengevaluasi waktu yang diperlukan untuk mengisi lowongan. Jika lowongan tidak segera terisi dengan calon-calon yang sesuai maka produktivitas kerja akan menurun. Sehingga penting untuk mengukur waktu rata-rata yang dibutuhkan dari kontrak sampai mempekerjakan dari setiap sumber pelamar karena beberapa sumber mungkin akan menghasilkan karyawan lebih cepat c. Mengevaluasi kuantitas dan kualitas perekrutan : * Kuantitas: mengevaluasi berapa banyak jabatan yang akan diisi dan berapa karyawan yang dibutuhkan. * Tercapainya tujuan: mengevaluasi pelamar yang memenuhi syarat * Kualitas para pelamar: mengevaluasi kesesuaian spesifikasi kualitas pelamar dalam mengisi jabatan.

Hotel Paris dapat Meningkatkan Efektifitas Perekrutan
Usaha meningkatkan efektivitas perekrutan dapat dilakukan meliputi: menggunakan data untuk menargetkan kelompok-kelompok pelamar yang berbeda, mengambil dari pasar tenaga kerja yang lebih luas, menggunakan metode perekrutan yang berbeda, dan meningkatkan wawancara pelamar dari internal, serta melatih para perekrut dan manajer dalam persiapan rekrutmen. Selain itu, beberapa aktivitas yang bermanfaat dalam efektivitas perekrutan: * Sistem-sistem pelacakan pelamar untuk mengumpulkan data para pelamar dan menyediakan berbagai analisis. * Peninjauan pekerjaan yang realistis yang memberikan calon karyawan pengetahuan secara detail tentang organisasi dan pekerjaan. * Proses perekrutan yang responsif dimana para pelamar mendapatkan respons yang tepat waktu dan mendapatkan umpan balik pada proses sesuai janji

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