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Job Analysis

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Manfaat Analisis Jabatan Peraturan Menteri Dalam Negeri Republik Indonesia Nomor 35 Tahun 2012 tentang Analisis Jabatan di Lingkungan Kementiran Dalam Negeri dan Pemerintahan Daerah pada Bab II Pasal 3 menjabarkan tujuan analisis jabatan untuk penyusununan kebijakan program-program dalam tiga poin utama, yaitu: 1. Pembinaan dan penataan kelembagaan, kepegawaian, dan ketatalaksanaan 2. Perencanaan kebutuhan pendidikan dan pelatihan 3. Evaluasi kebijakan program pembinaan dan penataan kelembagaan, kepegawaian, ketatalaksanaan dan perencanaan kebutuhan pendidikan dan pelatihan.

Adapun kegunaan lain dari analisis jabatan yang dapat diuraikan sebagai berikut: 1. Pengadaan tenaga kerja.
Spesifikasi jabatan merupakan standar personalia yang digunakan sebagai pembanding para calon tenaga kerja. Isi spesifikasi jabatan ini akan memberikan dasar pembentukan prosedur seleksi nantinya. 2. Pelatihan
Isi uraian tugas dan pekerjaan dapat digunakan sebagai dasar untuk mengambil keputusan, khususnya dalam hal program pelatihan dan pengembangan sumber daya manusia. 3. Evaluasi kinerja
Persyaratan-persyaratan dan uraian jabatan dapat dinilai sebagai dasar untuk menentukan nilai pegawai dalam pemberian kompensasi yang layak. 4. Penilaian prestasi
Untuk menentukan apakah pekerjaan dapat diselesaikan dengan baik membutuhkan deskripsi jabatan. Deskripsi jabatan akan sangat membantu dalan menentukan sasaran pekerjaan. 5. Promosi dan transfer pegawai
Informasi dan data pegawai hasil analisis jabatan akan membatu proses pengambilan keputusan sebagai dasar program pomosi dan transfer pegawai 6. Organisasi
Informasi hasil analisis jabatan dapat membantu manajemen untuk mengetahui sejauh mana tujuan dan sasaran organisasi telah tercapai. Hal ini untuk mengindikasikan ada tidaknya perbaikan yang perlu dilakukan 7. Induksi
Uraian jabatan sangat berguna untuk orientasi karena akan memberikan gambaran kepada pegawai baru mengenai pekerjaan yang harus dilakukan 8. Konsultasi
Informasi jabatan akan bermanfaat bagi pemberian konsultasi baik yang belum bekerja maupun yang sudah bekerja tetai merasa tidak sesuai dengan jabatan yang dipegang.

Metode Analisis Jabatan Tradisional Dalam analisis tradisional informasi dicari melalui tiga aspek, yaitu: (1) Tanggung jawab (responsibilities), yang mencakup merinci unit organisasi agar pekerja bertanggung jawab, tunduk kepada pengarah dan bagian pengendali pelaksana; (2) kewajiban-kewajiban (duties) umum seseorang yang sedang memegang suatu kedudukan; dan (3) kualifikasi-kualifikasi (qualifications) minimal yang diterima sebagai kelayakan.
Terdapat empat metode analisis jabatan secara tradisional yang telah berkembang, yaitu: (1) kuisioner, (2) wawancara, (3) observasi, dan (4) kombinasi dari beberapa metode. Pendekatan-pendekatan ini, walaupun memiliki beberapa kekurangan, masih umum digunakan oleh organisasi.

Kuisioner Salah satu cara yang paling mudah dan paling cepat untuk mengumpulkan data dalam jumlah banyak adalah dengan memberikan kuisioner yang terstruktur kepada para pekerja. Kuisioner juga merupakan metode pengumpulan data yang paling murah. Dengan pendekatan ini, pekerja suatu pekerjaan tertentu diberikan sebuah kuisioner dan diminta untuk memberikan beberapa informasi yang berhubungan dengan pekerjaan yang dilaksanakan. Ada tiga cara untuk melakukan analisis jabatan mengunakan metode kuisioner: (1) Analisis bertemu secara langsung dengan seluruh pekerja dari sebuah unit kerja dan menjelaskan bagaimana cara mengisi kuisioner; (2) Analisis bertemu dengan supervisor sebuah unit kerja untuk menjelaskan cara mengisi kuisioner yang kemudian akan disampaikan kepada seluruh pekerja oleh supervisor tersebut; atau (3) kuisioner didistribusikan dengan menyelipkan instruksi yang dibutuhkan untuk mengisi kuisioner. Mendesain sebuah kuisioner untuk keperluan analisis jabatan adalah perkara yang tidak mdah. Tipe informasi uang dibutuhkan, bagaimana informasi akan digunakan, dan faktor-faktor lain harus dipertimbangkan sebelum sebuah kuisioner dibuat. Dalam beberapa instansi, satu kuisioner tidak bisa digunakan untuk melakukan penilaian pada seluruh jabatan di sebuah organisasi, melainkan dibutuhkan beberapa kuisioner. Tentunya, metode kuisioner juga memiliki beberapa kekurangan; (1) dapat menganggu jam kerja dikarenakan pekerja akan menyelesaikan kuisioner pada waktu kerja; (2) dapat memberikan informasi yang tidak akurat karena adanya kecenderungan oleh pekerja untuk meninggikan kepentingan pekerjaan yang dilakukan; (3) dapat menghasilkan tidak cukup data jika pekerja yang mengisi kuisioner tidak lancer secara lisan; (4) dapat dilihat sebagai ganguan oleh beberapa pekerja; dan (5) jika digunakan untuk menganalisis sejumlah jabatan, dapat menghasilkan data yang sangat banyak yang perlu diperiksa, ditafsirkan, disintesa, dan dilaporkan oleh analis.

Wawancara Metode tradisiona yang kedua adalah dengan cara mewawancarai pekerja yang melakukan pekerjaan tertentu. Ketika metode ini digunakan, panduan wawancara terstruktur telah dibuat sehingga pertanyaan yang sama akan diberikan kepada pemegang jabatan Dalam kata lain,, metode wawancara sama dengan metode kuisioner, namun dilaksanakan secara oral. Wawancara analisis jabatan dapat dilaksanakan dengan berbagai cara, seperti dilakukan kepada individu pekerja, grup dengan jabatan yang sama, supervisor dari suatu departemen, dan lain sebagainya. Prosedur yang paling umum dilakukan adalah dengan mewawancarai pemegang jabatan satu per satu dan kemudia memberifikasi informasi yang diterima dengan mewawancarai supervisor. Wawancara dapat menjadi cara yang paling efektif untuk mengumpulkan informasi untuk analisis jabata karena kebanyakan pekerja menikmati berbicara mengenai pekerjaan yang dilakukan. Pewawancara yang sudah berpengalaman umumnya dapat menggali informasi yang jauh lebih dalam dibandingkan melalui kuisioner. Metode wawamcara memiliki beberapa kekurangan: (1) Membutuhkan banyak waktu sehingga lebih mahal dibandingkan kuisioner; (2) Kualitas informasi yang didapat bergantung pada kemampuan pewawancara; (3) umumnya menganggu pekerjaan karena pekerja secara bergantian akan diberhentikan dari pekerjaan untuk melakukan wawancara; (4) dapat dilihat sebagai ancaman oleh ekerja; dan (5) walaupun pewawancara sudah ahli, kualitas dan kuantitas informasi yang dapat dikumpulkan mungkin saja tidak sesuai ekspektasi dikarenakan pekerja tidak pandai dalam berkomunikasi (orally expressive).

Observasi Analisis jabatan dapat dilakukan dengan melakukan observasi kepada pekerja ketika melakukan pekerjaan. Analis hanya menonton para pekerja dan mengumpulkan informasi mengenai tugas yang dilakukan dan kemampuan-kemampuan yang digunakan dalam melakukan pekerjaan. Agar tidak kehilangan informasi yang tidak dilakukan secara regular, obervasi disarankan dilakukan pada beberapa siklus kerja (shift). Keuntungan terbesar dari metode observasi adalah analis dapat melihat terlebih dahulu kondisi kerja, melihat kompleksitas dan kesulitan pekerjaan serta mendapatkan pengetahuan lebih terhadap jabatan. Namun, metode ini juga memiliki beberapa kekurangan: (1) Observasi membutuhkan analis ahli yang dapat mengenali kesulitan sebuah pekerjaan dan variasi kemampuan yang dibutuhkan dalam sebuah pekerjaan; (2) banyak pekerjaan yang lebih bersifat mental dan bukan fisik sehingga tidak banyak yang dapat diobservasi; (3) pekerjaan yang tidak dilakukan rutin mungkin tidak terdeteksi; (4) membutuhkan waktu yang lama dan mahal; (5) dapat dianggap sebagai ancaman oleh pekerja; dan (6) observasi dapat menganggu kegiatan rutin kerja, tidak hanya bagi pekerja yang diawasi namun juga pekerja lain yang akan merasa tidak nyaman dengan adanya orang luar (an outside observer).

Kombinasi Dari seluruh pendekatan metode analisis jabatan, metode kombinasi merupakan yang terbaik karena dapat meminimasi kekurangan dan memaksimasi kelebihan dari setiap pendekatan yang digunakan. Dari seluruh kemungkinan kombinasi, yang umum digunakan adalah (1) kuisioner dan wawancara, dan (2) kuisioner, wawancara, dan observasi. Seperti yang telah dijelaskan, salah satu kelebihan metode kuisioner adalah menghasilkan ata dengan cepat. Namun umumnya analis merasa kesulitan dalam menganalisis dan mentafsirkan data. Maka dari itu diadakan wawancara dengan data kuisioner yang sudah dipegang oleh analis. Hal ini untuk mendapatkan klarifikasi ataupun menambah informasi dari sebuah jabatan. Selain itu, analis tidak perlu mewawancarai seluruh aspek karena sebagian aspek pasti sudah ter-cover dari kuisioner. Analis yang mengkombinasikan kuisioner, wawancara, dan observasi dari sebuah jabatan dan lingkungan fisik mengumpulkan informasi yang paling lengkap. Observasi seringkali memberikan informasi mengenai faktor-faktor mengenai jabatan yang tidak ter-cover melalui metode kuisioner ataupun wawancara; contohnya, pencahayaan yang kurang, tata letak pabrik yang tidak efisien, kondisi kerja yang bising, atau gerakan kerja yang membahayakan pekerja.

Secara umum, kelemahan dari analisis jabatan tradisional adalah perhatian perusahaan tidak ditujukan pada sifat-sifat pekerjaan secara spesifik, tidak ada syarat-syarat bagi pelaksanaan suatu pekerjaan, tidak ada standar-standar performansi minimal yang dapat diterima bagi seorang pekerja, tidak merinci kualitas dan kuantitas serta ketepatan waktu dari suatu pelayanan yang diinginkan, tidak memikirkan output analysis sehingga tidak bermanfaat bagi perencana SDMyang memerlukannya.

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