Diskusi 4 Audit SDM

Silahkan jelaskan salah satu metrics yang dapat digunakan untuk mengevaluasi efektivitas dan efisiensi keberhasilan pengelolaan SDM di suatu organisasi

Jawab :

 

Mark A. Huselid, Brian E. Becker dan Richard W. Beatty dalam bukunya The Workforce Scorecard: Managing Human Capital to Execute Strategy menjelaskan berbagai ukuran yang tersedia untuk mengevaluasi keberhasilan pengelolaan SDM, dalam:

·        Mencapai tujuan strategi bisnis.

·        Mencapai target strategis. 

·        Sejauh mana SDM memiliki keterampilan untuk mengeksekusi strategi.

·        Sejauh mana SDM memahami strategi dan apakah budaya perusahaan mendukung eksekusi strategi.

·        Keberhasilan investasi SDM.  

·        Sejauh mana praktek Manajemen SDM terintegrasi dengan Strategi Bisnis

·        Sejauh mana Praktek dan Kebijakan Manajemen SDM didesain dan diimplementasikan.

 

Indikator dari ukuran keberhasilan manajemen SDM dapat Anda lihat pada tabel di bawah ini :

 

Average price premium versus competition    Percent of new shareholders per year

Customer complaints as a proportion of         Percent of ordes shipped in twenty-four hours

sales                                                    Percent of product sales resulting in return Customer repurchase intent                            Percent of products delivered defect-free

Customer repurchase volume                                     Percent of profit or cash flow generated from Customer service representation ratings                        organic growth (versus acquisitions)

by secret shoppers                              Percent of proposals that result in product

Number and quality of customer                                 orders

complaints                                           Percent of recurring customer complaints

Number and quality of customer praise                      Percent of revenue from lost sales accounts

Number of customer complaints                     Percent of revenue generated from organic

resolved satisfactorily                                      growth (versus acquisitions)

Number of custome suggestions received      Percent of revenues from new customers

and/or acted upon                               Percent of revenue from new products

Number of new distributos                              Percent of sales from new distributors

Number of new products unlike anything        Percent reduction in COGS in a given year

sold by the competition                       Percent reduction in SGA per year

Order-to-delivery time                                                 Percent returns due to product defects

Percent customer retention                             Product value perceptio of "C" customers

Percent customer satisfaction                                     Public perception of the company as a

Percent gift returns (in retail)                                       market leader

Percent of "A" customers retained                  Quality of brand awareness

Percent of "C" customers transitioned to        Quality of customer brand awareness

the competition                                    Quality ofnew product intrductions

Percent of clients extremely satisfied              Reduction in cycle time for product design

with service                                                     to first shipping order

Percent of current shareholders liquidating    Response time for customer inquiries

assets per year                                               Sales revenue of new versus existing

Percent of customers order achieving                                    customer accounts

"perfect order status"                           Sales volume due to customer referrals

Percent of customers for whom we are                      Share of all customers' wallets (market share) supplier of choice                                Share of wallet (market share) of "A"

Percent of customers who believe employees                        customers

can reolve product/service problems Share of wallet (market share) of "C"

Percent of customers who believe their issues/                      customers

concerns are listened and addressed             Shareholder evaluation of quality of firm

Percent of customers who report that their                 governance

product/service expectations have

been met

 

Dari tabel di atas kita dapat melihat bahwa ukuran tersebut sangat erat terkait dengan bisnis perusahaan karena mengukur sejauh mana SDM dapat membantu mencapai tujuan strategis perusahaan. Dengan demikian, Departemen SDM juga ikut bertanggung jawab akan pencapaian sasaran dan tujuan perusahaan, tidak lagi sekedar tanggung jawab Departemen Pemasaran atau Penjualan.

 

 

Sumber :

EKMA4476/MODUL 4 Hal. 4.3 – 4.5