rekrutmen & staffing keperawatan di rumah sakit

aris cahyo purnomo,S.Kep.Ns.,M.ARS®

HumanResource management

RECRUITING & STAFFING

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Nama : aris cahyo purnomo,S.Kep.Ns.,M.ARSContact : [email protected]/ 081334711682Riwayat Pendidikan :1. S1 Ilmu Keperawatan Universitas Brawijaya 2001-20062. S2 Magister Administrasi Rumah Sakit Universitas Airlangga 2012-

2014Riwayat Pekerjaan :3. Ketua Komite Keperawatan RS Universitas Airlangga 2016-

Sekarang4. Koordinator Keperawatan RS Universitas Airlangga 2010-

20165. ICU RS Surabaya Internasional 2007-2010Riwayat Organisasi :6. Bidang Diklat Himpunan Perawat Manajer Indonesia (HPMI) Jatim

2013 – Sekarang7. Bidang Hukum & Pemberdayaan politik DPW PPNI Jatim 2015 -

Sekarang8. Pengurus & Deklarator PEHARSI (Perkumpulan Ahli 2016

– Sekarang Administrasi Rumah Sakit Indonesia )

mailto:[email protected]/

What is human resource management?

Process of attracting, developing, and maintaining a talented work force

Human capital is the economic value of people with job-relevant abilities, knowledge, ideas, energies and commitments

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Human Resource Managem

ent

Attracting talented

employees

Developing talented

employees

Keeping talented

employees

Major human resource management responsibilities:

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Attracting a quality

workforceHuman

resource planning,

recruitment, and selection

Developing a quality workforce

Employee orientation, training and

development, and

performance appraisal

Maintaining a quality workforce

Career development,

work-life balance,

compensation and

benefits, employee

retention and turnover, and

labor-management

relations

What is human resource management?

What is strategic human resource management?

‘approach to managing human resources that supports long-term business goals and outcomes with a strategic framework. The approach focuses on longer-term people issues, matching resources to future needs, and macro-concerns about structure, quality, culture, values and commitment. It is necessarily dependent on the evolving nature of work itself, which is explored in our Megatrends series and our Profession for the Future strategy”

STRATEGIC HUMAN RESOURCE MANAGEMENT

KONSEP MANAJEMEN SUMBERDAYA MANUSIA

PERFORMNACE MODEL ~ REKRUTMEN& SELEKSI

HUMAN RESOURCES MANAGEMENT activity

Attracting, developing and retaining highquality people

Talent management

Working environment – core values, leadership, work–life balance, managing diversity, secure employment

Job and work design

Managing knowledge and intellectual capital

Increasing engagement, commitment and motivation

High-performance management

Activities designed to attract a qualified pool of job applicants

to an organization

IMPORTANCE OF RECRUITMENT Attract and encourage prospective candidates to

apply for the vacancy Maintain a pool of suitable applicants for various

positions Immediately provide appropriate candidates

when vacancy arises saving cost & time Develop various sources of recruitment to attract

relevant applicants Meet the requirements of managers by providing

appropriate candidates Keep track of present and future human resource

requirements of the organization

TAHAPAN PROSES REKRUTMEN DAN SELEKSI

The recruitment and selection process is a series of hurdles aimed at selecting the best candidate for the job.

KEPUTUSAN DALAM REKRUTMEN

JOB DESIGN

Job Analysis is a primary tool to collect job-related data, including job description and job specification.

Any job vacancy can not be filled until and unless HR manager has these two sets of data.

It is necessary to define them accurately in order to fit the right person at the right place and at the right time.

This helps both employer and employee understand what exactly needs to be delivered and how.

JOB ANALYSIS

ANALISIS PEKERJAAN (JOB ANALYSIS) & AKTIFITAS DALAM MANAJEMEN SDM

JOB ANALYSIS

JOB DESCRIPTION

The main purpose of job description is to collect job-related data in order to advertise for a particular job.

It helps in attracting, targeting, recruiting and selecting the right candidate for the right job.

It is done to determine what needs to be delivered in a particular job.

It clarifies what employees are supposed to do if selected for that particular job opening.

It gives recruiting staff a clear view what kind of candidate is required by a particular department or division to perform a specific task or job.

It also clarifies who will report to whom.

JOB SPECIFICATIONDescribed on the basis of job description Job specification helps candidates analyze

whether are eligible to apply for a particular job vacancy or not.

It helps recruiting team of an organization understand what level of qualifications, qualities and set of characteristics should be present in a candidate to make him or her eligible for the job opening.

Job Specification gives detailed information about any job including job responsibilities, desired technical and physical skills, conversational ability and much more.

It helps in selecting the most appropriate candidate for a particular job.

contoh

SELECTIONSelection refers to the process of screening, short listing & testing job

applicants on numerous criteria and then interpreting and analyzing the results to

select the most appropriate candidate. The chosen candidate is the one whose profile

is the closest match to the Job Specification for a certain position.

In the Selection process, relevant information about applicants is collected through series of steps so as to evaluate their suitability for the job to be filled.

On other hand, selection is the process of assessing the candidates by various means and making a choice followed by an offer of employment.

Selection is a critical decision which has a fairly direct impact on the performance of the organization.

A well defined selection process is now being adopted as a part of the competitive strategy of the business as organizations realize the importance of human resource

TES YANG BISA DIGUNAKAN DALAM SELEKSI

SELEKSI & INTERVIEW

PERAN HRD & KEPALA UNIT

EFFECTIVE RECRUITING ADV

SUMBER REKRUTMEN

Transfers Promotions /Demotions Upgrading Retired Employees Retrenched Employees Dependents of

deceased employees

Improves morale Develops loyalty No need for induction training Economical Time Saving

o Probability of biaso Prevents outsiders and fresh talent &

thinkingo Limited resource poolo Generates discontent

INTERNAL

Press Advertisements Placement Agencies Educational Institutes Advertisements Employee Referrals Recommendations Labour Contractors Employee Exchanges Unsolicited Applicants

Limited scope of bias Encourages outsiders and fresh talent & thinking Wider resource pool

Hampers loyalty of existing employees Requires induction training Time consuming Expensive

EXTERNAL

SUMBER REKRUTMEN

PERFORMANCE MANAGEMENT

NURSE STAFFING

Number of nurses or nursing hrs/• the number of patients• or patient days

Skill mix of nursesLittle scientific evidence of exact nurse-to-

patient-ratios neededStaffing adequacy is related to workload

DEFINITION OF WORKLOAD

• The amount and intensity of work a nurse encounters in a given period of time.

• Affected by all of the following:– Sum of patients– patient acuity– patient throughput– unit design– technologies– resources– amount of administrative tasks– skills and education of nurses

Patient outcomes:o Dissatisfactiono Adverse eventso Mortalityo Failure to rescueo Education deficitso Readmission

Patient charac-teris-tics

Inadequate Staffing, Excessive workload

Org. climate & other work environment issues

Difficult working conditions

Poor nursingperformance

PATHWAYS OF INADEQUATE NURSE STAFFING

Nurse skills and characteristics

Nursing outcomes:o Dissatisfactiono Burnout, stresso Injury/Illnesso Absenteeismo Turnovero Vacancy

Financial Outcomes:--Unproductive workforce expenditures:o Lower productivityo Turnover costso Agency costso Absenteeism costso Worker’s comp claims--Unnecessary patient care costs:o Longer LOSo Higher tx costo Malpractice claims--Lower patient care revenue:o Bed closureso ER backup/bypasso Loss of market share

Impact on patients: studies 1980-2006

• >= 45 original studies in the U.S. • >= 20 studies outside the U.S.• Vast majority of studies find a significant relationship between

nurse staffing and patient outcomes such as:– Failure to rescue– Falls– Medication errors– Mortality– Pneumonia– Pulmonary compromise– Surgical or treatment complications

RECOMMENDATIONS ensure good staffing levels maintain reasonable workload make improvements in work environment consider the opportunity costs of choices be careful with innovations evaluate interventions promote staffing research promote adequate supply of nurses

Make other improvements in nursing work environment

Scheduling/work hours Leadership and management Organizational culture Professional Practice

Staff development & educational support Interdisciplinary collaboration Workspace and work process redesign Nursing process Nurse Competence

PERSON-JOB FIT The individual’s skills, interests, and personal characteristics are consistent with the requirements of work

PERSON-ORGANIZATION FITThe individuals values, interests, and behavior are consistent with the culture of the organization

JENJANG KARIR PERAWAT KLINIK

PERAN DAN WEWENANG PERAWAT DALAM PRAKTIK KEPERAWATAN

KEBIJAKAN KESEHATAN NASIONAL DAN GLOBAL

PEMBINAAN DAN PENGAWASAN ( PEMERINTAH, PEMDA, OP)

PERAN

UTAMA (OTONOM)

a. Pemberi Asuhan Keperawatan

b. Pendidik & Konselorc. Pengelola Keperawatand. Peneliti

TAMBAHAN

a.YANMEDIK TERTENTU BERDASARKAN PELIMPAHAN WEWENANG

- Delegatif- Mandat

b. YANMEDIK DALAM KETERBATASAN TERTENTU (TDK ADA DOKTER/FARMASI )

- Sesuai Kompetensi- Pengobatan Penyakit

Umum- Pelayanan farmasi

Terbatas

KEWENANGAN

PERAN

UTAMA VOKASI NERS SPESIALIS

PEMBERI ASUHAN KEPERAWATAN

Melakukan tindakan keperawatan berdasarkan dengan perencanaan yang tersedia dan SPO

Melibatkan indvdu & keluarga dlm penanganan mslh kesehatan

Memberikan asuhan keperawatan pada area generalis

Melakukan advokasi dlm pemenuhan kebutuhan/hak pasien terkait pelayanan kesehatan

Melibatkan keluarga & klmpok dlm penanganan mslh kesehatan

Memberikan asuhan keperawatan sesuai dengan area spesialisasinya

Melakukan advokasi dlm menetapkan kebijakan yg mendukung yankep

Melibatkan kelompok & masy dlm penanganan mslh kesehatan

PENDIDIK & KONSELOR

Memberikan pendidikan kesehatan terkait dgn tindakan yang akan dilakukan

Merancang serta memberikan pendidikan kesehatan pada area keperawatan generalis kepada individu, kelompok dan keluarga

Merancang serta memberikan pendidikan kesehatan sesuai area spesialisasi kepada individu, keluarga, dan masyarakat

PENGELOLA KEPERAWATAN

Mengelola tindakan keperawatan sesuai dengan penugasan yang diterima

Mengelola asuhan dan pelayanan keperawatan dalam satu unit ruang rawat/wilayah kerja fasyankes primer dalam lingkup tanggung jawabnya

Mengelola pelayanan keperawatan pada tingkat fasyankes atau wilayah kerja kabupaten/kota/provinsi sesuai dengan area spesialisasi yang dimiliki

PENELITI

memanfaatkan hasil penelitian dlm melakukan tindakan keperawatan

melakukan penelitian asuhan keperawatan pd area generalis

melakukan penelitian asuhan keperawatan pada area spesialis & pelayanan keperawatan di tingkat organisasi

TAMBAHAN

DELEGASI Menerima delegasi dari tenaga kesehatan lain sesuai dengan kompetensinya

MANDAT Menerima mandat dari program pemerintah sesuai dengan kompetensinya

PK I

Perawat Klinik

PK V

PK IV

PK III

PK II

PM I

Perawat Manajer

PM V

PM IV

PM III

PM II

PR I

Perawat Peneliti

PR V

PR IV

PR III

PR II

PP I

Perawat Pendidik

PP V

PP IV

PP III

PP II

SISTEM JENJANG KARIR PERAWAT

JENIS DAN KUALIFIKASI PERAWAT KLINIK (1)

PENDIDIKAN FORMAL

D-III Keperawatan atau Ners

pengalaman kerja ≥ 1 tahun

mempunyai sertifikat pra klinik.

PK I D-III Keperawatan

dengan pengalaman kerja ≥ 4 tahun

Ners dengan pengalaman kerja ≥ 3 tahun

mempunyai sertifikat PK I

PK II D-III Keperawatan

dengan pengalaman kerja ≥ 10 tahun dan mempunyai sertifikat PK II

Ners dengan pengalaman kerja ≥ 7 tahun dan mempunyai sertifikat PK II

Ners Spesialis I dengan pengalaman kerja 0 tahun

PK III • Ners dengan pengalaman kerja ≥ 13 tahun

• Ners Spesialis I dengan pengalaman kerja ≥ 2 tahun

• mempunyai sertifikat PK III

PK IV• Ners Spesialis I

dengan pengalaman kerja ≥ 4 tahun mempunyai sertifikat PK IV

• Ners Spesialis II (Konsultan) dengan pengalaman kerja 0 tahun.

PK V

D-III Keperawatan atau Ners pengalaman kerja 0 tahun

mempunyai sertifikat BHD

Pra PK

• D-III : 9-12 thn• Ners : 6-9 thn• Ners Sp I : 2-4 thn

• D-III : 6-9 thn• Ners : 4-7 thn



• Ners : 9-12 thn• Ners Sp I : 6-9 thn

• Hingga masa pensiun

PENDIDIKAN BERKELANJUTAN (SERTIFIKASI)

D-III Keperawatan atau Ners pengalaman kerja ≥ 1 tahun

mempunyai sertifikat pra klinik.

PK I D-III Keperawatan



mempunyai sertifikat PK I

PK II D-III Keperawatan



mempunyai sertifikat PK II dan sertifikasi teknikal

PK III • D-III Keperawatan dengan pengalaman kerja ≥ 19 tahun

• Ners dengan pengalaman kerja ≥ 13 tahun

• mempunyai sertifikat PK III dan sertifikasi teknikal II

PK IV• Ners dengan

pengalaman kerja ≥ 22 tahun

• mempunyai sertifikat PK IV serta sertifikasi teknikal II

PK V

D-III Keperawatan atau Ners pengalaman kerja 0 tahun

mempunyai sertifikat BHD

Pra PK





• D-III : hingga pensiun

• Ners : 9-12 thn

• Hingga masa pensiun

JENIS DAN KUALIFIKASI PERAWAT KLINIK (2)

Skema Jenjang Karir Perawat Klinik Baru

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NSBLNursing Staff ByLaws

1. Agar Komite Keperawatan dapat menyelenggarakan tata kelola klinis yang baik (good clinical governance) melalui mekanisme Kredensial, peningkatan mutu profesi, dan penegakan disiplin profesi

2. Dasar hukum bagi mitra bestari (peer group) dalam pengambilan keputusan profesi melalui Komite Keperawatan

3. Semangat bahwa hanya staf keperawatan yang kompeten dan berperilaku profesional sajalah yang boleh melakukan asuhan keperawatan di rumah sakit.

PMK 49 TH 2013

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PENGORGANISASIAN STAF KEPERAWATAN DAN KEBIDANAN

Staf Perawat Fungsional (SPF)Pengorganisasian staf keperawatan dan kebidanan di Rumah Sakit

dilakukan dengan pembentukan Staf Perawat Fungsional (SPF) berdasarkan kekhususan (specialty) keilmuan atau unit pelayanan

keperawatan dan kebidanan Staf Perawat Fungsional Keperawatan Anak Staf Perawat Fungsional Keperawatan Medikal Staf Perawat Fungsional Keperawatan Bedah

SPF Keperawatan Gawat Darurat

SPF Keperawatan Kritis

SPF Keperawatan Maternitas

SPF Keperawatan Jiwa

PENGORGANISASIAN SPF/ KPF

STAF PERAWAT FUNGSIONALKELOMPOK PERAWAT FUNGSIONAL

Pengorganisasian staf keperawatan dan kebidanan di Rumah Sakit dilakukan dengan pembentukan Staf Perawat Fungsional (SPF) berdasarkan kekhususan (specialty) keilmuan atau unit pelayanan keperawatan dan kebidanan

SPECIALTY AREA (KEILMUAN) WORK AREA (UNIT/INSTALASI)

• RAWAT INAP ANAK ,POLI ANAK,PERINATOLOGISPF/ KPF KEPERAWATAN ANAK

• RAWAT INAP MEDIK ,HEMODIALISA, POLIKLINIK PENYAKIT DALAM, PARU, KK, SYARAF, MATA, JANTUNG, NYERI

SPF/ KPF KEPERAWATAN MEDIKAL

• RAWAT INAP BEDAH, KAMAR OPERASI (BEDAH/INSTRUMENT), KATETERISASI JANTUNG, POLIKLINIK ( BEDAH, URO, THT, ORTHO, TKV, PLASTIK)

SPF/ KPF KEPERAWATAN BEDAH

• IGD, AMBULANSSPF/ KPF KEPERAWATAN GAWAT DARURAT

• ICU, ICCU, NICU, PICU, HCU, RR, ANESTESISPF/ KPF KEPERAWATAN KRITIS

• RAWAT INAP KEBIDANANSPF/ KPF KEPERAWATAN MATERNITAS

• POLI JIWASPF/ KPF KEPERAWATAN JIWA 48

TERIMA KASIH

rekrutmen & staffing keperawatan di rumah sakit

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