Abstract: Background: The web-based development of decision support system is proposed for allocating employees tonext position in accordance with company’s standards. Methodology: The proposed solution has handled the problem that appeared in Presisi Cimanggis Makmur Co., Depok West Java Indonesia, where there was not enough information to describe the actual condition of employee’s. Results: Moreover, the information is in the form of printed paper, it easily lost or scattered. Profile matching is one of approach methods, which has been used to help Human Resource Department to determine employee competency gap against position’s standard of competence. Conclusion: To build the system, it used a simplified development process with UML models, PHP and MySQL as tools.
INTRODUCTION
Presisi Cimanggis Makmur Co. is a company engaged in the field of molding injection plastic since, 1983 in Cimanggis Depok, West Java Indonesia. For almost thirteen years, the company processed 57 times of high potential employee’s placements, which consist of 8% demotion, 35% rotation and 16% promotion process1. The process is carried out to meet the vacancy from internal sources. Employee’s placement is an effort to retain employee’s themselves, facilitate the fast adaptation, saving recruitment costs and help to develop the careers of employee’s. The standard in the selection of employees is seen from their own performances. Therefore, the selection of employee’s placement based on the recommendation from Head of Human Resource Department (HRD). Moreover, data related to the employee are still separated in the form of documents and excel sheets. Towards employee’s placement, head of HRD collect all documents i.e., performance assessment and employee personal data, then compare both data and make a decision for eligibility to join placement orientation program. This process required more than a week. Therefore, to help manager of HRD for determining employee’s performance based on their competencies, DSS is required to speed up this process in order to get the employee to be promoted, rotated or even demoted. Moreover, DSS is not limited for ranking but also the placement mapping information of employee’s.
RELATED WORKS
Previous studies indicated that decision support system of employee’s performance for promotion is a flexible system which can make the selection in accordance with variety company standards and required short time process2. A considerable study that has been published, describes the research efforts to build a web-based decision support system of employee’s placement with apply profile matching method to select employees in accordance with vacant positions and obtain a level recommendation3. However, the results indicated position placement for promotion only, while placement can cover a wider scope such as demotion or rotation. Other researcher built a decision support system with gap analysis method that gets results of employee performance. This study used questionnaires in data collection and application interface is less attractive4. Previous studies showed that decision support system that used gap and AHP to derive the only level of employee performance, not give alternative position for the employee. However, the system delivers specific criteria which influenced for profile matching calculation5,6. Another application result has stated that competency should cover all the necessary required aspects of an employee to perform his job effectively. It was found that every an employee in a different job position requires competence with different levels. Not only with the perspective of organizational competency is important but also for their individual character to play the important role7. The use of profile matching also applied to generate decision making for poor houses beneficiaries process faster and accurately in accordance with standard that prescribed by Baitul Mal in Aceh Darussalam Indonesia8. Also, gap analysis applied to improve quality management system in higher education, not only in short term but also in a long-term (5 years and longer) which, anticipated impacts, such as changing in the orientation of teachers on quality and on components contributing to quality9. Abbate et al.10 investigated an automatic/semi-automatic process to support decisions of Human Resource Management in Public Administrations Department of Health Service in Italia with skill gap analysis. The experiment shows that the results appear to be good and encourage authors to continue the research to find out employee’s suitability for the roles they perform and extending to other wider contexts of the public administrations.
Decision support system is model-based of a set of procedures for data processing and assessment in order to help managers make decisions. To present that system is successful, it should be simple, fast and easy communicates. The system’s component consists of data management and interface subsystems. The data management subsystem is the database that contains relevant data to make a decision, which is a set of software that including a model of management or model of quantitative. Interface subsystem is subsystem which users can instruct and communicate with decision support system11. Meanwhile, employee’s placement means allocating employee to a job position that must compatible with their interests and skills. It consists of promotion or displacement to a high level with different salary and responsibilities, where it represents as a reward. The rotation is displacement to a different level with the same salary and responsibility as before that uses for increase job experience and the demotion is displacement to low level with lower salary and responsibility that uses for push an employee who cannot do their job instead of discontinuing employee job relationships12.
Competency Based Human Resources Management (CBHRM) is using competency and the results of competency analysis process for information and improvisation performance management, recruitment and selection, employee development and reward. This is a very important part to be applied in all human resource activities13. It is basically the concept of behavioral and technical competencies. Behavioral competencies are defined as behavioral expectations and types of behaviors which needed to deliver results under headings such as teamwork, communication, leadership and decision-making, sometimes known as soft skills. Technical competencies are defined as what people should know and able to do (knowledge and skills) to carry out their role effectively. They are associated with either the generic or individual role. The competencies are usually not part of a competency-based framework of behavior although of course these two are closely linked when considering and assessing the role demands and requirements. This competency is sometimes known as the hard skills14.
Profile matching is a process of comparing individual competencies into position competencies that can be known the differences (gap method). The smaller gap of result the greater of weight value, which means, it has a greater chance for the employee to take that position15,16. In other words, profile matching is a mechanism to make a decision that assumes a level of variable prediction which should be completed by employees15. Calculation of profile matching consists of four stages17:
| • | Competency of gap mapping |
| • | Core factor |
| • | Total value |
| • | Ranking |
Decision Support System (DSS) is a set of model-based procedure for data processing and assessment to help managers make decisions. The DSS will be successful if the system is simple, fast and easy to communicate. The DSS consists of three interacting components11:
| • | Language system, in which the mechanism for communicating with users and other DSS components |
| • | Knowledge system, in which the problem domain knowledge repository of existing DSS either as data or procedure |
| • | Problem processing system, in which the relationship between two other components consists of one or more common problem manipulation capabilities are necessary for decision-making |
The decision-making process consists of three main phases, namely intelligence, design and choice11. The following phases are:
| • | Phase of intelligence: This stage is a process of tracing and detecting of a scope of problems and process of recognition of a problem. Data input is obtained, processed and tested in order to identify problems |
| • | Phase of design: This stage is a process of discovering, developing and analyzing alternative actions that could be done, which includes the process to understand a problem, create solution and test feasibility of a solution |
| • | Phase of choice: At this stage, selection among alternative actions that may be executed. The selection results are implemented in the decision-making process |
METHODOLOGY
The DSS development of employee performance evaluation refers to a simplified development process which, covers four stages, i.e., system initiation, system analysis, system design and system implementation18,19.
In Fig. 1, it depicts a simplified development process, wherein each stage needs particular requirements and tasks to build DSS, with UML models20,21, PHP22 and MySQL23,24 as tools for building the system. For details of each stage, it described in next section.
RESULTS AND DISCUSSION
System development: Refer to process that described in Fig. 1, DSS development for proposed system as follow.
In the system initiation stage, identification of problems in four parameters Performance, Information, Economic, Control, efficiency and Service (PIECES) framework to categorize the issues, opportunities and constraints as a basis for consideration25,26. It is noted some problems at Presisi Cimanggis Makmur Co. and described in PIECES parameters that shown in Table 1.
Refer to identification of problems, scope of system as follow:
| • | Type of required data for placement is performance, employee and department |
| • | Business process of placement system consists of employee data management, performance assessment data management, orientation value management, profile management positions (position weight, position criteria weight and position factor weight), replacement management, result management and report management |
| • | The user interface to system consists of Head of HRD, Supervisor and HR staff (admin) |
| Fig. 1: | Simplified development process |
| Table 1: | Four parameters of PIECES |
To create a system that can provide information for decision makers to select the employee’s placement, which the output is ranking and placement mapping by detailed information about actual gap with expected position. Furthermore, this system can help the involved parties, the particular placement process, i.e., finding, managing, storing the data placement and basic information of employee’s.
Then, to the next stage, it is system analysis stage. In this stage, it covers company profile, running business process, system requirements and proposed system. As mention briefly on the previous introduction section, company’s profile provides concise an overview of the history, main area business Presisi Cimanggis Makmur Co. and goals which cover vision, mission, organizational structure and financial reports. The running business process is described by the rich picture and then analyzed based on PIECES framework and summarized into a matrix of a problem, opportunity and objective (Table 2) to obtain purpose of improving the system.
Based on analysis of running business process and interviews, system requirements are needed in developing system can be decomposed into two parts, i.e.:
Function requirements: The requirements that include activities and services which have provided by a system are as follow:
| • | Input system: Employee, department, section, position, performance, criteria and weight data |
| • | System process: Storage data to the database, deleted data, searching data, calculate and edit data |
| • | Output system: Results validation show ranking results, placement mapping and printing reports |
| Table 2: | Matrix of problem, opportunity and objective |
| Table 3: | Matrix of candidate |
| Table 4: | Matrix of feasibility analysis |
Non-function requirements: The requirements that include features, characteristics and other constraints determine whether the system is satisfaction or not. Non-functional requirements are PIECES framework to improve deficiencies that described in PIECES as a problem.
Refer to system requirements; it can be considered candidate solutions, which categorized into matrix of candidate as shown in Table 3.
Each candidate solution has to be analyzed for feasibility by user or owner of the system. The feasibility analysis matrix is shown in Table 4.
Refer to analysis feasibility, the first candidate might reasonably be inferred to be developed. Therefore, proposed system is shown in Fig. 2, the business process proposed system is depicted in Fig. 2, the system has three users, which is the administrator that in charge of entering data master, supervisor on duty to manage data that related to an assessment of orientation, calculating the score of an employee then the results can be validated by the Head of HRD. The Head of HRD analyze the placement and then the system will calculate employees score using profile matching at this stage and next stage of calculating orientation value.
| Fig. 2: | Proposed DSS of employee placement |
| Table 5: | Weight of gap competency |
| Table 6: | Indicator of placement |
| Table 7: | Level of competency authority |
The system will generate rank and placement information for decision support to selecting potential employee’s get a promotion/rotation or even demotion.
The proposed system is designed to enable Head of HRD as decision makers that obtain information about placement that has been adjusted with his competency. The advantages of the proposed system compared with an earlier system that data related to employee’s placement could be in with a good management; the supervisor can do calculation quickly and Head of HRD can get supporting information that displayed a sequence of alternatives to choose and mapping of placement along with details of real gap analysis against expectations.
At system design stage, it includes design process, which involves profile matching calculation and CBHRM, database and graphic user interface. In this process, first design decision support system with a profile matching approach, which called intelligence phase that describes identification and classification of problems. Second, design phase that used profile matching involved stages of profile matching calculation. The calculation consists of:
| • | Determination of gap weight of performance evaluation from company standard that shown in Table 5-7. Table 8 shows an example of assessment of performance evaluation for operator position and will be promoted as head of a group |
| Table 8: | Assessment of performance evaluation |
| Table 9: | Core factor value (NCF) |
| Table 10: | Secondary factor value (NSF) |
| Table 11: | Ranking |
| • | Calculation core and secondary factor according to Eq. 1 and 2. The results are shown in Table 9 and 10, where a standard of performance evaluation has described in Table 8 |
| (1) |
| NCF | : | Average of core factor value |
| NC (d, k, m) | : | Number of core factor value (basic, specific and managerial) |
| iC | : | Number of core factor items |
| (2) |
| NCF | : | Average of secondary factor value |
| NC (d, k, m) | : | Number of secondary factor value (basic, specific and managerial) |
| iC | : | Number of secondary factor items |
| • | Calculation number of all aspect value that includes variables NCF and NSF in Eq. 3 |
(χ)% NCF (d, k, m)+(χ)% NSF (d, k, m) = N (d, k, m) | (3) |
| N (d, k, m) | : | number of all aspect value |
Weight for core = 60% and secondary = 40%. Therefore, total value is:
| Nd | : | 3 (60%) +3.5 (40%)= 1.8+1.4 = 3.2 |
| Nk | : | 2.75 (60%)+3 (40%) = 1.65+1.2 = 2.85 |
| Nm | : | 3 (60%) +3 (40%)= 1.8+1.2 = 3 |
| • | Determination ranking in Eq. 4: |
(χ)% Nd+(χ)% Nk+(χ)% Nm |
(4) |
| Nd | : | Value of basic aspect |
| Nk | : | Value of specific aspect |
| Nm | : | Value of managerial aspect |
| (χ)% | : | Percent value |
Results from Table 11, it can be categorized based on the indicator of placement (Table 6), where employee X is potential to demotion. Then, continue to the third, selection phase where selection alternative from design phase will be recommended to a decision maker to choice placement employee. Next, the proposed system is translated into use case diagram (Fig. 3) that illustrates the function of the system from a user perspective, use case narration, activity diagram, class diagram and sequence diagram.
Then, the design continued to database designs, it’s based on a class diagram that mapping into database logical model. To obtain a normal database for Employee’s Placement Decision Support System, the steps are performed as follow:
| Fig. 3: | Use case diagram DSS of placement |
| • | Mapping class to database logical model from mapping classes to a relational database logic then do normalization to avoid anomalies when changing, adding and deleting data |
| • | Normalization once the database model is obtained, it can be normalized to minimize data anomalies |
| • | Database based on the results, it can be made 17 normalized database table |
At this stage, it designed user interface (Fig. 4 and 5) that display simple interface that makes user easy to understand.
After system design, the development conducted the system implementation that makes a real of the proposed system. At this stage, we create application code with PHP programming and test system with User Acceptance Test (UAT) involved administrator and staff of Human Resource Department. Figure 6 and 7 show the system interface.
Important findings: As mentioned in the related works, the result of position placement with profile matching is only for promotion3, meanwhile this proposed DSS employee placement at Presisi Cimanggis Makmur Co., it combine with CHBRM that in accordance with company standard.
| Fig. 4: | Design of user interface of DSS homepage (admin) |
| Fig. 5: | Design of user interface for orientation value page (supervisor) |
First, the interesting finding is the result of profile matching calculation that an employee could be addressed to get a promotion, demotion and rotation. This case is shown in Table 11 as a result of final calculation of each employee and compared with Table 6 as a company standard whether an employee is rotated, promoted, or demoted.
The second finding is in comparison with the previous study4. The application interface, it is also concerned, because the objective of design interfaces, it must be user-friendly. For this reason, system design has become the significant stage that could gather more information what the user’s need. Therefore, the less attractive application interface it should avoided.
Third, the result of usage of profile matching in Human Resource Management in Public Administrations Department of Health Service in Italia10 showed that can classify employee profile within three position administration manager, administration secretary and legal expert.
| Fig. 6: | Homepage of DSS (admin) |
| Fig. 7: | Homepage of DSS (head of HRD) |
As a matter of fact, the classification could be developed for promoted or rotated employee to new position with high performance. Compare with the current case study at Presisi Cimanggis Makmur Co., the rank value for each employee become significant result for employee performance evaluation.
CONCLUSION
The employee placement for a private company has an important issue as one of the strategic ways to increase profits. Analysis of determining the employee placement criteria is conducted by referring the company’s competency standard. A profile matching method can determine the priority of the employee placement with a gap between actual condition and company expectation. Therefore, the smallest gap, the greater chance of an employee can be selected to be promoted. The development of DSS used simplified model with tools PHP, MySQL, Astah Community and AppServer. Based on an interview with Head of HRD and supervisor at Presisi Cimanggis Makmur Co., DSS of employee placement with CBHRM and profile matching is efficient and assist in determining selection priority of employee.
Development of DSS for employee placement should be designed according to the needs of the company itself. For other company is not only profile matching and CHBRM methods that can represent the performance of an employee. For further research, it should be added evaluation of recruitment to monitor the quality of employee’s from beginning and psychology criteria for strengthening the analysis.