Perencanaan sumberdaya manusia tenaga kependidikan pada fakultas ekonomi dan manajemen ipb

In the context of higher education, human resources are classified into two; educators or lecturers and education staffs. The focus of this research was on the educational staffs. The population of this research included all civil servant and non-civil servant education staffs at FEM IPB. Three analytical tools were employed in this research to determine whether the quantity and quality of the education staffs have met the proper strategy for the human resource planning in FEM. The workload analysis in the form of Full Time Equivalent measurement showed that the number of education staffs in FEM could not yet met the ideal number needed. Moreover, the development of FEM was no longer relevant with the manpower planning set by the HR Directorate. 97 education staffs exceeded the ideal number of 81 people. Meanwhile, in terms of quality tested using the competency gap analysis showed competency gaps in core and managerial competencies as seen from the results of assessment doen by superiors and self-assessment. Regarding this condition, gradual improvement was needed to improve the competence of the staffs. The last analysis was conducted in the form of AHP analysis which was performed to determine the most appropriate HR planning strategies for education staffs in FEM. The strategies should address the HR planning issues, including the ones related to excessive number of staffs, imbalance workload, and competence gaps. The results of AHP analysis proposed some alternative strategies that could be implemented including professional training (0.262), enhancement of reward system (0.232), coaching (0.202), education (0.151), punishment system (0.086) and enhancement of recuitment process (0.067). Several partties had significant influences in the human resource planning in FEM namely, HR Director (0.403), FEM Dean (0.333) and Chairpersons (0.264). This research proposed a managerial implication regarding to the necessity to have a comprehensive collaboration between policy makers related to the distribution of workload in every unit which unit had different characteristics. A dictionary of competences should be created and job analysis should also be carried out on every position in order to enhance the implementation of competency-based HR management as planned. Education staffs reduction policy can be done naturally by prioritizing the applicable regulations, and it is also necessary to study the impact of the reduction