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Abstrak :
Pembahasan dalam penulisan tugas akhir ini difokuskan pada implementasi program perencanaan suksesi di PT. XYZ melalui pemilihan pendekatan perencanaan suksesi yang sesuai dengan kondisi perusahaan. Penulis mengambil contoh implementasi perencanaan suksesi di Divisi General Affair, khususnya posisi Junior Manager (General Support Sub Department Head). PT. XYZ merupakan salah satu anak perusahaan PT. RI Tbk. yang bergerak dalam bidang manufaktur dan penjualan sepeda motor "X". PT. XYZ inenjalankan aktivitas produksi, penjualan Berta pelayanan puma jual sepeda motor "X". PT. XYZ berdiri sejak 1971 dengan jumlah produksi pada tahun 2005 mencapai 2.652 000 unit. Saat ini PT. XYZ merupakan market leader bisnis sepeda motor di Indonesia. Total jumlah sumber Jaya manusia (SDM) saat ini sekitar 12.324 (Maret 2006). Ulasan permasalahan ini kami rinci dalam Bab I. Saat ini terjadi kondisi yang cukup kritis dimana SDM yang potensial banyak yang memasuki usia pensiun dan bahkan telah meninggalkan PT. XYZ. Half tersebut mengakibatkan cukup banyaknya posisi Junior Manager yang kosong. Dari I50 posisi Junior Manager; ada 39 jabatan yang kosong dan 18 orang yang akan pensiun sehingga kebutuhannya mencapai 57 orang (38%). Data-data pendukung secara rinci tercantum dalam Lampiran 3. Kondisi tersebut menunjukkan permasalahan yang dihadapi PT. XYZ adalah perencanaan suksesi (succession planning) yang belum berjalan secara efektif. Salah satu indikator dari keberhasilan perencanaan suksesi adalah kelancaran transisi di organisasi dan keleluasaan pilihan dengan tersedianya banyak orang yang bisa dipilih untuk menduduki posisi penting. Hal ini sangat peg ting karena perencanaan suksesi yang efektif akan mendukung terlaksananya strategi perusahaan. Menurut Rothwell (2001) ada 3 alternatif model pendekatan perencanaan suksesi yaitu succession planning by position, creating succession planning "pools", dan top-down/bottom-up succession planning. Tinjauan literatur ini penulis bahas secara rinci dalam Bab II. Dengan mempertimbangkan keuntungan dan resiko dari 3 altematif model pendekatan perencanaan suksesi tersebut di atas, maka pendekatan "creating succession planning pools" lebih sesuai untuk diimplementasi di PT. XYZ, sebagai model percontohan penulis gunakan Divisi General Affair. Kandidat suksesi untuk Divisi General Affair dapat dipilih dari "pool" di lingkup perusahaan yang memenuhi standar Baku prasyarat posisi Junior Manager, karena tuntutan pekerjaan di bagian ini bersifat umum, dalam arti tidak membutuhkan keahiian/ketrampilan khusus (ulasan rinci dalam Bab Ill). Agar perencanaan suksesi dapat berjalan secara efektif, maka manajemen PT. XYZ perlu menjalankan langkah kunci yang dikemukakan Rothwell (1994) "The Seven-pointed-star model for systematic succession planning ". Dengan melaksanakan Iangkah-langkah dari model tersebut, penulis mengajukan rekomendasi (selengkapnya dalam Bab IV) agar Manajemen PT. XYZ: - Secepatnya memulai impelementasi Succession Plan dengan model tersebut agar dapat mengatasi permasalahan yang berkaitan dengan suksesi. - Mengembangkan sistem dokumentasi dalam bentuk suatu buku Succession Plan yang berintikan, sebagai berikut: 1. Narasi dari Tatar belakang perencanaan suksesi pada PT XYZ 2. Replacement Plan Table - suatu tabel yang menggambarkan kerangka pergantian berdasarkan ranking kandidat 3. Personal History and Individual Development Plan - penjelasan dan gambaran historis individu (riwayat hidup, pengalaman dan riwayat kerja) dan kerangka perencanaan pengembangan individu. 4. Cm-rent Organization Chart - bagan organisasi yang ada sekarang. 5. Leaders of the Future - daftar kandidat pimpinan di masa depan 6. Executives Resource: High Potential Individuals - dollar individu yang berpotensi sebagai executive di masa depan.

Abstrak :
Todays global economy forces every successful organization to focus on high performance including the training function. Are you ready for this challenge? This issue will show you new ways to approach training with an emphasis on performance. It explains how to help your organization make the transition from a training mindset to one of performance, and contrasts the roles of the traditional trainer with that of a performance consultant. In addition, you will learn the four key principles that will allow you to link training to performance goal linkage, business and customer focus, systems thinking, and process measurement.

Abstrak :
As a manager, you aren't truly successful unless your employees are as well. Helping them establish compelling, actionable performance goals is the first and most important step, and "2600 Phrases for Setting Effective Performance Goals" is there to lend a hand. A natural follow-up to the bestselling "2600 Phrases for Effective Performance Reviews", this quick-reference guide provides readers with ready-to-use performance goals organized by the characteristics and core competencies used most often in the appraisal process. From attendance and attitude to teamwork and time management, managers will find the language they need to inspire exceptional results. The book also includes wording tailored to many of the most common positions in sales and marketing, accounting and finance, HR, IT, legal, manufacturing, operations, and more. Comprehensive and organized for ease of use, this book enables managers to lay the groundwork necessary for phenomenal achievement on the part of their people.

Abstrak :
Why is that some people consistently seem to get more done than others? The answer is that they know how to set specific, achievable goals for themselves...and then follow through on them. This revised, updated edition of "Goal Setting" features worksheets, quizzes, and other practical tools, showing readers how to set a goal, make a plan, and acquire the resources necessary to achieve their objective. Achieving goals takes hard work and discipline. This expanded edition of "Goal Setting" gives readers the tools and techniques to accomplish anything they set their minds to.

Abstrak :
Understanding the principles of Human Performance Improvement (HPI) is no longer optional knowledge for training professionals. Training is simply one intervention that mayor may not solve a performance issue. This issue provides an overview of the HPI process by describing the roles linked with HPI and details the core competencies needed to join the HPI movement. Inside you'll find charts on the HPI process model, cause analysis, and types of interventions, along with HPI processes, roles, and skills.

Abstrak :
All managers want to hold their employees accountable for results, but few know how. Moving beyond the far-from-ideal annual performance review -- which only evaluates what has already occurred, and not what the manager wants to achieve -- Keeping Employees Accountable for Results contains checklists, how-tos, and other tools to manage performance on an ongoing basis. The book gives busy managers quick, step-by-step advice on: * Setting expectations * Monitoring progress * Giving feedback * Following through Light on theory and heavy on practical application, Keeping Employees Accountable for Results gives time-pressed managers the proven, practical information they need to help their people accomplish more.