Perencanaan dan Pengembangan Sumber Daya Manusia
Strategic
Planning For HRP
Secara
umum HRP berfokus pada analisis kebutuhan suatu organisasi, dari kebutuhan itu
maka kita akan tau rencana-rencana apa saja yang harus di lakukan untuk
memenuhi kebutuhan demi keberlangsungan nya suatu organisasi.
Terdapat
2 jenis HRP
1. Perencanaan
kualitatif
Adalah suatu perencanaan yang berfokus pada kualitas dari
SDM nya bagaimana perencanaan untuk meningkatkan kinerja dari pegawai dalam
suatu perusahaan.
2. Perencanaan
kuantitatif
Perencanaan
kuantitatif adalah suatu perencanaan yang sifatnya dapat dihitung dengan jelas,
seperti misalnya menentukan suatu target yang ingin di capai oleh suatu
perusahaan.
Maka
dari itu di dalam suatu perencanaan terdapat strategi atau taktik yang harus di
rancang untuk menjalankan apa yang sudah menjadi rencana tersebut, tetapi
antara strategi dan perencanaan memiliki arti yang berbeda.
Strategi : di
dalam MSDM strategi ini mempunyai arti adalah suatu hal yang di rancang untuk
mencapai suatu sasaran dalam organisasi yang mempunyai sifat jangka panjang.
Taktik : suatu
rancangan untuk mencapai sasaran yang dibuat untuk mencapai sasaran-sasaran
jangka pendek.
Suatu
perusahaan sangat membutuhkan fungsi perencanaan ini, karena perencanaan SDM
ini menjadi sarana untuk meningkatkan kualitas dari SDM yang nanti nya manusia
berkualitas akan mampu menghasilkan kinerja yang baik juga. Dengan begini suatu
organisasi/perusahaan akan mampu mencapai tujuannya. Karena manusia
adalah faktor terpenting yang kinerja nya tidak dapat di gantikan sepenuhnya
oleh alat-alat canggih sekalipun. Manusia lah yang memegang peran penting dalam
suatu perusahaan. Dari sini juga dasar perencanaan SDM dibuat dan sangat
dibutuhkan, sehingga perusahaan mampu menciptakan manusia yang kompeten dan
mempunyai kualitas juga kinerja yang baik.
Tetapi
implementasi dari HRP ini pun memiliki banyak tantangan yang harus di hadapi,
diantaranya :
1. Akan
terdapat perbedaan pandangan antara praktisi HRP dengan SDM yang terdapat di
dalamnya, jadi hal ini menyebabkan sulitnya HRP diterima oleh seluruh SDM di
sebuah perusahaan/organisasi.
2. Adanya
kesimpang siuran informasi SDM dengan informasi lainnya, ketidak sesuaian ini
pula yang akan menyebabkan seseorang merasa bingung untuk menentukan
pilihannya.
3. Seseorang yang
menjadi praktisi HRP hanya ahli dalam bidang HRP tetapi bukan seorang ahli
bisnis/praktisi bisnis maka dari itu seorang SHRP harus dapat memformulasikan
strategi dan disamping itu juga harus mendapat kepercayaan agar formulasi
strategi dapat dilakukan dan berjalan dengan lancar serta terarah.
Untuk
membuat suatu perencanaan yang menyangkut SDM harus sesuai dengan peraturan
perundang-undangan yang mengatur ketenagakerjaan dan berlaku di wilayah
tersebut, seperti contohnya undang-undang yang berlaku di Indonesia ini adalah
undang-undang ketenagakerjaan yang terdapat pada UU No 13 Tahun 2003, dimana di
dalam nya mencakup banyak hal mengatur tentang ketenagakerjaan, membahas
tentang hak seorang pekerja mulai dari upah, waktu istirahat, cuti , memperoleh
perlakuan yang sama tanpa diskriminasi dan lain sebagainya.
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