The document discusses human resource management topics including recruitment, staffing, personnel administration, compensation, training, labor relations, and safety. It provides an overview of the organization of human resource management and various positions within the HR department. Several topics are then outlined in more detail including individual and job satisfaction, motivation and leadership, managerial skills, organization structure, manpower development, management development, and reward systems. The document is an outline for training provided by Value Consult on human resource management.

1. MerekrutMerekrut,, mewawancaramewawancara dandan memilihmemilih
pekerjapekerja yangyang tepattepat
Value ConsultValue Consult
pekerjapekerja yangyang tepattepat
( Recruit, Interview &( Recruit, Interview & SelectSelect the right employee )the right employee )
www.valueconsulttraining.com (021 7919 8730)

2. Organization ofOrganization of
Human Resources ManagementHuman Resources Management
•• Organization Development & Manpower PlanningOrganization Development & Manpower Planning
•• Recruitment and StaffingRecruitment and Staffing
•• Personnel AdministrationPersonnel Administration•• Personnel AdministrationPersonnel Administration
•• Compensation and Employee BenefitsCompensation and Employee Benefits
•• Training and DevelopmentTraining and Development
•• Labor and Employee RelationsLabor and Employee Relations
•• Safety and Health of WorkSafety and Health of Work
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3. POSISI DALAMPOSISI DALAM
ORGANISASIORGANISASI
HR & GAHR & GA
RECUITMENT &RECUITMENT &
STAFFINGSTAFFING
OD & MPOD & MP
PERSONNELPERSONNEL
ADMIINISTRATIONADMIINISTRATION
COMPANSATION &COMPANSATION &
EMP BENEFITSEMP BENEFITS
TRAINING ANDTRAINING AND
DEVELOPMENTDEVELOPMENT
INDUSTRIALINDUSTRIAL
RELATIONSRELATIONS
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4. I.I. Individual and JobIndividual and Job
•• How important is the Job Satisfaction?How important is the Job Satisfaction?
•• Technology and Job Satisfaction in the FactoryTechnology and Job Satisfaction in the Factory
and Estate/Plantand Estate/Plantand Estate/Plantand Estate/Plant
•• Technology and Job Satisfaction in the OfficeTechnology and Job Satisfaction in the Office
and Factoryand Factory
•• Unions and Labor RelationsUnions and Labor Relations
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5. II.MotivationII.Motivation and Leadershipand Leadership
•• Motivating people to work.Motivating people to work.
–– Be Strong, be Good, Implicit Bargaining, Competition, InternalizedBe Strong, be Good, Implicit Bargaining, Competition, Internalized
Motivation, PathMotivation, Path--Goals Analysis.Goals Analysis.
•• Delegation.Delegation.
–– The meaning, Substitutes for DecisionThe meaning, Substitutes for Decision--Making by the boss, GeneralMaking by the boss, General
Supervision in Practice.Supervision in Practice.
•• The Exercise of Authority.The Exercise of Authority.
–– Developing effective relations, personalDeveloping effective relations, personal--relationships, Jobrelationships, Job--orientedoriented–– Developing effective relations, personalDeveloping effective relations, personal--relationships, Jobrelationships, Job--orientedoriented
relations, fair treatment, handling mistakes.relations, fair treatment, handling mistakes.
•• ManagerManager--Group Relations and ParticipationGroup Relations and Participation..
–– Building a Work Team, Developing Group Participation, LeadershipBuilding a Work Team, Developing Group Participation, Leadership
–– Action steps.Action steps.
–– Materials needed.Materials needed.
–– Training needed.Training needed.
–– Schedules.Schedules.
–– Costs.Costs.
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6. III. Managerial SkillsIII. Managerial Skills
•• CommunicationsCommunications -- Dealing With Barriers toDealing With Barriers to CommuniCommuni-- cationcation
•• InterviewingInterviewing -- the Fine Art of Listeningthe Fine Art of Listening:: -- InterInter
viewing techniques, Listening as a Management Tool, Nonviewing techniques, Listening as a Management Tool, Non--
directive Approach, Things to Avoiddirective Approach, Things to Avoid
•• Introducing ChangeIntroducing Change -- Type of Resistance to ChangeType of Resistance to Change
and the Causes, Reducing Resistance to Changeand the Causes, Reducing Resistance to Change
•• DisciplineDiscipline -- Types of DisciplineTypes of Discipline
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7. IV. The OrganizationIV. The Organization
•• HierarchyHierarchy -- Characteristics of Hierarchies, Pattern of DownwardCharacteristics of Hierarchies, Pattern of Downward
and Upward Communicationand Upward Communication
•• SpecializationSpecialization -- Specialization and Job Satisfaction, the Need forSpecialization and Job Satisfaction, the Need for
Coordination, Organizational Implications of IncreasingCoordination, Organizational Implications of Increasing
SpecializationSpecialization
•• Minimizing the Human Problems of LargeMinimizing the Human Problems of Large•• Minimizing the Human Problems of LargeMinimizing the Human Problems of Large
OrganizationsOrganizations -- Fewer Levels of Management, BuildingFewer Levels of Management, Building
Integrated Work TeamsIntegrated Work Teams
•• The Role of Personnel AdministrationsThe Role of Personnel Administrations -- the Scope ofthe Scope of
Personnel AdministrationPersonnel Administration
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8. V.V. ManpowerManpower andand EmployeeEmployee
DevelopmentDevelopment
•• Manpower PlanningManpower Planning -- Forecasting, Mobility & PromotionForecasting, Mobility & Promotion
Problem, Career Ladders & PromotionProblem, Career Ladders & Promotion
•• Recruitment & SelectionRecruitment & Selection -- Selection Instrument, Formal Test,Selection Instrument, Formal Test,•• Recruitment & SelectionRecruitment & Selection -- Selection Instrument, Formal Test,Selection Instrument, Formal Test,
Development of Testing Procedures.Development of Testing Procedures.
•• Technical TrainingTechnical Training -- The Nature of Training, Types of Training,The Nature of Training, Types of Training,
How Much Training?How Much Training?
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9. VI. Management andVI. Management and
Organization DevelopmentOrganization Development
•• Management DevelopmentManagement Development -- Planning for Development, Career PatternPlanning for Development, Career Pattern
•• Performance AppraisalPerformance Appraisal -- the Evaluation Interviewthe Evaluation Interview
•• Management Training & DevelopmentManagement Training & Development -- Effective Training,Effective Training,
Organization Development, Training EvaluationOrganization Development, Training Evaluation
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10. VII. Reward SystemsVII. Reward Systems
•• Wage & Salary AdministrationWage & Salary Administration -- Determining the OverDetermining the Over--all Wageall Wage
and Salary Level, Aspects of Wage and Salary Administration, Salaryand Salary Level, Aspects of Wage and Salary Administration, Salary
StructureStructure
•• Benefit ProgramBenefit Program -- Why benefit programs, Major benefit programsWhy benefit programs, Major benefit programs
•• Incentives and Performance StandardsIncentives and Performance Standards -- Measurement, theMeasurement, the
Challenge of Incentives, Blue and White Collar incentivesChallenge of Incentives, Blue and White Collar incentives
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11. Course Director - Achmad Sablie
Lulusan Fakultas Psikologi Universitas Indonesia,
dan beberapa pelatihan/courses di Inggris, Amerika, Singapore,
Thailand dan Malaysia. Karir dalam bidang Human Resources
Management dan Marketing, PT Raja Garuda Mas, PT Semen
Cibinong, Huffco/VICO Indonesia, Deputy GM Human
Resources di Bank dan kemudian menjabat Human Resources
Director dari Hero Group of Companies dan Head of Human
Resources Division Rajawali Citra Televisi Indonesia (RCTI).Resources Division Rajawali Citra Televisi Indonesia (RCTI).
Menjadi instruktur pengembangan pribadi John Robert Powers, pelatihan
dibidang Psikologi, Komunikasi, Public Relations, Manajemen Sumber
Daya Manusia (Human Resources Management), Leadership, Customer
Behaviour dan lain-lain. Saat ini menjabat sebagai
Public Relations Director Parliament Watch Indonesia (ParWI), juga sebagai
senior konsultan Gede Prama’s Dynamics Consulting.
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12. TerimaTerima KasihKasih
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