Panduan Pencegahan Pelecehan Seksual di tempat Kerja

Pedoman Keselamatan dan Kesehatan Kerja

Hukuman terbaik untuk karyawan yang sering telat

Salah satu tugas bagi HRD adalah melakukan pembinaan untuk memperbaiki dan mengevaluasi kedisiplinan karyawan dari Perusahaan dimana dia bekerja. Pemberian sistem kompensasi yang idealnya mestinya dapat sejalan dengan kinerja karyawan di suatu organisasi. Faktanya juga masih sering terkendala karena belum berdampak optimal, artinya meskipun sistem kompensasi yang telah berjalan di sebuah organisasi memiliki tingkatan standard kompensasi yang lebih baik  dibandingkan organisasi lainnya, tidak selalu menjadi tolak ukur keberhasilan dalam mendisiplinkan karyawan-karyawan yang memiliki "red note". Seakan-akan sistem kompensasi terbaik yang telah diterimanya, kurang dianggap penting bagi jenis karyawan unik yang satu ini. 

Saran saya sebaiknya HRD & GA melakukan sesi konseling bagi karyawan berkondikte buruk dengan mengajukan pertanyaan yang memberdayakan agar karyawan tersebut memberikan jawaban yang berasal dari dalam dirinya sendiri sehingga dapat berkomitmen dalam merubah perilakunya, seperti "Bagaimana caranya agar mulai besok dan seterusnya Anda datang lebih awal ?". 

TONTON VIDEO TEKNIK KONSELING EFEKTIF DI TEMPAT KERJA

Ada kalanya pada waktu tertentu jangan lagi menanyakan pertanyaan sama kenapa mereka sering terlambat karena mereka hanya akan beralasan tanpa berusaha menemukan solusi. Saya berpendapat pertanyaan tersebut akan menjadi sia-sia jika diucapkan terlalu sering bagi karyawan yang hobby terlambat tanpa alasan yang rasional karena terkesan basa-basi saja dan memakan waktu anda untuk hal yang tidak produktif.

Cara lainnya adalah selalu upayakan berikan laporan keterlambatan untuk masing-masing kepala departemen sebagai sarana informasi agar Leader tahu kondikte dari bawahannya masing-masing sehingga diharapkan bisa mengawasi dengan lebih ekstra bawahannya dan Leader dapat menggunakan kedekatannya untuk memberikan bimbingan secara langsung kepada bawahannya tersebut. Hal tersebut harus dilakukan sebagai langkah awal pencegahan sebelum dilakukan second option berupa punishment. Berikut berbagai jenis Punishment / Hukuman bagi karyawan yang sering telat :

1. Tampilkan Daftar Karyawan Terlambat dengan ukuran besar di lokasi (contoh : papan pengumuman) yang bisa dibaca setiap orang. Hal ini sebagai pengingat awal bagi karyawan tersebut agar tidak melakukannya lagi.

2. Potong Tunjangan Tidak Tetap sebanyak kuantitas keterlambatan yang sebelumnya telah diatur dalam Peraturan Perusahaan. 

3. Berikan Surat Peringatan 1, 2 dan 3 secara berjenjang sebagai efek jera.

4. Perlambat Promosi untuk karyawan yang sering terlambat ini.

Salam Always Young 

Ringga Arie Suryadi

Are You Ready – Finally! – for HR 3.0? ( Manajemen Sumber Daya Manusia 3.0 )

Sumber : www.tlnt.com

Untuk Terjemahan Bahasa Indonesia klik fitur translate disamping pindahkan ke Bahasa Indonesia

A funny thing happened on the way to a tweet.

Last week I tweeted an article appropriately titled “Making the Case for Corporate Social Human Resources: Are You Prepared for HR 3.0?” The article reviewed a recently published book “CSR for HR: A Necessary Partnership for Advancing Responsible Business Practices,” and it makes the argument for connecting CSR (corporate social responsibility) with a company’s human resource function. I was intrigued with the 3.0 statement.

As with tweets, I always follow whether someone else votes for the article by re-tweeting it. Well on this one, I did receive a direct message from @TLColson. Her message was to the point: “most are still mastering 1.0, who are we kidding?” I had to smile, and chuckled as I read that.

This kind of stayed in my mind as I thought over the 1.0 to 3.0 analogy. What is HR 3.0 and how does it look?

HR 1.0: The personnel and administrative era

Looking back, I think that the personnel function was more of an administrative activity coordinating a range of worker related processes. This, I would think, would be aptly described as the HR 1.0 era. As this function evolved in a lot of companies, it became human resources.

That comment on my tweet surely reflected this sentiment. The administrative function, as one of my former bosses told me, is the basic competency of HR and that is what we do. No more, no less.

There was another recent article that focused on social media and the ways that it will transform HR to 3.0. Social media and CSR now have been proclaimed as the transfer agents of the profession, both proclaiming that they will usher us into the promise land of a 3.0 version of our profession.

From my perspective, it will take these two as well as a host of other initiatives before we can give the nod to HR 3.0.

Post recession and the resulting overflow of issues that will be left in its wake, will drive organizations to make this transformation more than any other.

Deloitte does as excellent series for chief human resources officers, and the latest is titled “Strategist & Steward: The Evolving Role of the Chief Human Resources Officer.” It talks about the evolution of new role of the CHRO and the department that he or she will build.

The role of the HR 3.0 leader

The changes that we are witnessing will require a diagnostician’s mentality of the CHRO, with the organization as the patient. The mind of the individual that heads up this role will always be at work.

This role will also require the expertise of an engineer — an engineer who applies scientific, mathematical, economic, social, and practical knowledge to design and build initiatives that allows the organization to achieve its corporate goals.

The HR 3.0 leader will also need to have the competence of a watchmaker who has designed a watch of a thousand parts, with all working together flawlessly.  It will also require someone with the dexterity of a strategist that interprets, analyzes, and monitors trends, initiatives, and the strategic plans within the organization.

Overall, this CHRO role will refine the organization’s mission and develop both short- and long-term strategic business/human capital goals. Plus, they will need to partner with the rest of the C-Suite to break down corporate goals from the boardroom to the mailroom.

The tide is turning for HR

This 3.0 version of HR will be a welcome vision for a lot of us in HR. We have heard, read, and discussed our impending demise, our importance, and our overall relevance. We have witnessed the catcalls about our profession. We have chomped at the bit to move forward. We have stood on the sidelines and seen the game being played before our very eyes.

But I have some good news for you: the tide is turning. We will be receiving the engraved invitation sometimes soon. The importance of what we do in HR WILL be recognized. The rigor with which we approach our work will recognized. This point in time will allow us to look back and marvel from whence we came.

HR 3.0 is on its way; our mission is to be ready for it! We have asked, begged, and inquired, and now its here.

The Temptations, my favorite group, had a hit song back in the day called “Get Ready.” We might as well cue it up on our iPods.

Ron Thomas is a Chief Human Resource & Administrative Officer currently based in Riyadh, Saudi Arabia. He formerly was Director, Talent and Human Resources Solutions at Buck Consultants (a Xerox Company) and is certified by the Human Capital Institute as a Master Human Capital Strategist (MHCS) and Strategic Workforce Planner (SWP). He's also worked in senior HR roles with Martha Stewart Living and IBM. Ron serves on the Harvard Business Review Advisory Council, McKinsey Quarterly Executive Online Panel, and HCI's Expert Advisory Council on Talent Management Strategy. He also serves as a Faculty Partner and Executive Facilitator at the Human Capital Institute. He has received the Outstanding Leadership Award for Global HR Excellence by the World Human Resource Development Congress in Mumbai. Contact him at ronaldtthomas@gmail.com, or on Twitter at http://twitter.com/Ronald_thomas.