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About me..
S-1 Teknologi Industri Pertanian IPBS-2 Magister Management UNDIPS-3 Manajemen Bisnis IPB (on going)
HR Trainee – Manager : PT Indofood Sukses Makmur, Tbk. (9 years)Personnel & GA Manager : PT HM Sampoerna, Tbk. (1 year)HRBP : PT Unilever Indonesia, Tbk (8 years)VP HR : PT Nestle Indonesia (2 years)Chief of Human Capital Development : PT Sierad Produce, Tbk (until now)
Hobbies : badminton, jogging
What is Traditional Performance Management ?
Source : David D. Dubois & William J. Rothwell, 2004
Traditionally, performance management systems
concentrate on performance planning and
evaluation, rewards and discipline, according to the
2000 Performance Management Survey (2000)
Why Traditional Performance Management Can't Deliver Peak Performance
Daniel D. Elash, Ph.D. (2009)
5 Reasons
Reason #1
• They are too slow.
– To be truly educational, feedback has to occur at the speed of business circumstances.
– It is most powerful when it follows directly on the heels of performance.
– When feedback is fresh it can be more deeply discussed, considered, and incorporated in a timely fashion.
Reason #2
They are too remote
– Too often the voices of customers,
teammates and co-workers are
filtered and delivered through the manager.
– Managers can't effectively explain or clarify issues and situations with which they aren't familiar.
– Placing the manager between teammates often reduces the ability of teammates to talk directly to each other
Reason #3
They are too vague (samar-samar)– Useful feedback is specific, focused,
actionable, and relevant to a particular
situation or set of circumstances.
– This requires a level of explicitness that is seldom reached with current performance management systems, which rely on annual, or bi-annual performance reviews.
– Evaluated dimensions are often broad behavioral categories such as "responsible," "reliable" and "industrious." Such terms open the door for heated debates about their exact meanings in specific situations.
Reason #4They are too emotionally laden (sarat)
– The mind is best prepared to grasp new information, think effectively and learn when it is clear and focused.
– Understanding, thinking and learning are more complicated when a person is anxious, self-conscious, angry or defensive.
Reason #5
They are too focused on each individual alone
– Optimizing your own performance without regard to your impact on others, or the synergies required for effective teamwork, is insufficient today.
– A successful company isn't a collection of individuals performing independently; it is a networked, interdependent system that operates as an organic whole.
– Feedback has to relate to individuals, but within the context of the whole interdependent system.
Challenges
0%
100%
200%
300%
400%
1997 2012
Complexity
However, according to a study by The Boston Consulting Group (BCG), business complexity has increased between 50 percent and 350
percent over the last 15 years.
Teams that focus on performance management have been shown to generate as much as 30 percent more revenue per full-time employee than average teams
0
50
100
150
year 1 year 2
Revenue
Only 29 percent of companies create individual goals aligned to the organization
29%
71%
Company
Aligns Not Align
A full 52 percent of midlevel managers and 74 percent of lower-level employees perceive the linkage between individual goals and corporate goals as very weak
0%
50%
100%
Mid level Lower Level
52%74%
48%26%
Employees perceive the linkage between individual goals and corporate
goals
Strong
Weak
Up to 50 percent of employee time is spent working toward nonstrategic objectives
50%50%
Working spend
Strategic
Non strategic
An Oracle White Paper, June 2012
What is a Competency?
Observable abilities, skills, knowledge, motivations or traits defined in terms of the behaviors needed for successful job performance.
Source : Human Resource Systems Group, 2012
The Iceberg as an Analogy
What is Competency-based Management?
An HR management approach that standardizes and integrates all HR activities based on competencies that support organizational goals.
Source : Human Resource Systems Group, 2012
Basic Competency Architecture
Why competencies?
Competencies translate the
strategic visions and goals for
the organization into behaviors
or actions employees must
display for the organization to
be successful.
(Source : Spencer, 2001)
63%
19%
12.5%
63% reduction in turnover due to increased employee satisfaction – due to greater clarity
about performance expectations
12.5% increase in sales and profits due to Competency-based training programs
19% improvement in employee performance
The Benefits of better Employee competency
The Benefits of better Employee competency
Improved leadership capacity
– Companies with highest rated leadership development programs, compared to those with weak programs experienced:
• 600% increase in overall business impact
• 640% improvement in their leadership bench strength
• 480% improvement in leader engagement and retention
(Source : Bersin, 2007)
Superior Talent Management = Significant Advantages
– 26% higher revenue per employee
– 28% less likely to have downsized during 2008-2009
– 40% lower turnover among high performers
– 17% lower overall voluntary turnover
– 87% greater ability to “hire the best people”
– 92% greater ability to “respond to changing economic
conditions”
– 144% greater ability to “plan for
future workforce needs”
– 156% greater ability to “develop
great leaders”
The Benefits of better Employee competency
(Source : Bersin, 2010)
Competency-based Performance Management
• Competencies define the behaviors necessary for goal achievement
• They facilitate a developmental approach to performance management
• Three Stages of Performance Management
How to integrate Competencies in the Performance Management ProcessOption #1 Option #2
By defining the competencies needed to perform each Performance Goal / Objective
The manager and employee identify the key competencies required to achieve each performance goal / objective (typically 1 to 3 competencies per goal / objective)
At the end of the performance cycle, the employee’s performance is evaluated in relation to the performance goals / objectives as well as the key competencies associated with each goal.
the competencies being assessed are entirely consistent with the employee’s performance goals for the performance review cycle.
Not all competencies within the competency profile for the employee’s role / job will necessarily be assessed within the cycle
By integrating the competencies for the employee’s job into the PM process
The performance plan includes the performance goals / objectives for the review period as well as the complete set of competencies from the competency profile for the employee’s role / job
The performance goals / objectives address “what” must be accomplished during the review period, and the competencies measure “how” the employee conducted him/herself to accomplish their work
All competencies defined in the competency profile for the employee’s role / job are evaluated
key competencies for the effective performance during the review cycle, but not included in the competency profile, will not be assessedSource : David D. Dubois & William J. Rothwell, 2004
Performance Management System (PMS) Framework
Sustainable
performance
System
HowWhat
CORE COMPETENCIES:
1. INTEGRITY
2. TEAMWORK
3. CUSTOMER FOCUS
4. INNOVATION
5. ACHIEVEMENT ORIENTATION
LEADERSHIP COMPETENCIES
1. SHAPE THE FUTURE
2. REAL ACCOUNTABILITY
3. BUSINESS ACUMEN
4. “CAN DO” MENTALITY
5. BUILD & DEVELOP SUPERIOR
TALENT
TECHNICAL COMPETENCIES
Integrated Performance Management System
Goal Setting
Interim Review
Talent DayPerformance
Review
Year end Review
Jan-Feb
Jun-Aug
NovDec-Jan
Dec-Feb
Annual Base SalaryShort Term Bonus
Long Term Incentive
Multiple years of Performance creates basis
for judgement of Sustained PerformanceLevel High, Medium, Low
Succession Planning
What & How
• Business Target
• Division Target
• Individual TargetWhat
• Core Competencies
• Leadership Competencies
• Technical CompetenciesHow
24
The 3-5 key things that will make the difference, therefore the main drivers for success in a role
3-5 priority targets focused on the personal contribution
Results delivered through performing the job, which makes the difference
Within the scope of the responsibilities of your role
Results based
Agreed by both parties
They are …
Individual Objectives
The 100 things you do in your job
A long “to do” list
A job description
Out of the person‘s control
Activity-based
A top-down set of directives
They are NOT …
Performance Development Plan
Contoh Target Setting
12/29/2017 26
Target Individual Bukan Target Individual
Mencapai pertumbuhan penjualan produkfoods nasional sebesar 20% tahun 2014
Mengunjungi pelanggan 2 kali seminggu
Meningkatkan Saleable Chick per Hen House (HH) dari 138 menjadi 143 DOC Broiler per HH pada tahun 2014
Melakukan proses penetasan telur
Mencapai cost effectiveness target dipabrik Foods sebesar 2% dari NPS hinggaakhir tahun 2014
- Mengidentifikasi penyebab pemborosandi pabrik Foods- Menyusun program cost reduction dipabrik Foods, dll.
Menurunkan tingkat komplain pelanggandari 20% komplain yang gagal ditanganimenjadi Zero.
Mendata jumlah komplain dari pelanggan
PPIC Manager:Membuat perencanaan produksi sehinggamenurunkan FG shortage dari 5% menjadiNol pada 2014
PPIC Manager :Melakukan seleksi vendor RM dalamwaktu maksimal 5 hari kerja dengankualitas RM sesuai dengan standar. (TugasProcurement)
Bagaimana mengevaluasi “WHAT” & “HOW”
WHAT HOW
• Bandingkan kinerja aktual dengan target
• Fokus pada pencapaian, bukan aktivitas
• Lakukan observasi terhadap perilaku dancatat capaian yang terbukti nyata
• Mintakan umpan balik dari pihak-pihakyang terkait
• Evaluasi perilaku berdasarkan nilai-nilaiinti perusahaan
• Tentukan tingkat kinerja secaramenyeluruh dengan mempertimbangkantingkat pencapaian : - Tujuan fungsi, - Tujuan individu,
- Pencapaian penting berikutnya
• Evaluasi kinerja secara menyeluruhselama siklus nya
• Evaluasi perilaku secara menyeluruhsepanjang siklus, bukan hanya dari satukejadian
Target Individual –
WHAT
Nilai Kompetensi - HOW
Mencapai semua target,
melampaui beberapa
target kunci3
Melampaui standar pada
mayoritas nilai-nilai inti dan
kompetensi Perusahaan
Mencapai mayoritas
target 2
Mendemonstrasikan Nilai-nilai
Inti dan Kompetensi
Perusahaan sesuai standar
yang telah ditetapkan
Tidak mencapai dari
mayoritas target 1Tidak mendemonstrasikan
Nilai-nilai Inti dan Kompetensi
Perusahaan
Skala Nilai
Matriks Penilaian IPDP calibration
Karyawan mencapai semua
target, melampaui beberapa
target kunci, namun tidak
mendemonstrasikan Nilai-nilai
Inti dan Kompetensi Sierad
Karyawan mencapai semua
target, melampaui beberapa
target kunci, dan mendemon-
strasikan Nilai-nilai Inti dan
Kompetensi Sierad sesuai
standar yang telah ditetapkan
Karyawan mencapai semua
target, melampaui beberapa
target kunci, dan melampaui
standar pada mayoritas nilai-nilai
inti dan kompetensi Sierad
Karyawan mencapai mayoritas
target, namun namun tidak
mendemonstrasikan Nilai-nilai
Inti dan Kompetensi Sierad
Karyawan mencapai mayoritas
target, dan mendemonstrasikan
Nilai-nilai Inti dan Kompetensi
Sierad sesuai standar yang telah
ditetapkan
Karyawan mencapai mayoritas
target, dan melampaui standar
pada mayoritas nilai-nilai inti dan
kompetensi Sierad
Karyawan tidak mencapai dari
mayoritas target, dan tidak
mendemonstrasikan Nilai-nilai
Inti dan Kompe-tensi Sierad
Karyawan tidak mencapai dari
mayoritas target, namun men-
demonstrasikan Nilai-nilai Inti
dan Kompetensi Sierad sesuai
standar yang telah ditetapkan
Karyawan tidak mencapai dari
mayoritas target, namun
melampaui standar pada
mayoritas nilai-nilai inti dan
kompetensi Sierad
Ind
ivid
ual
Tar
get
= W
HA
T
Nilai-nilai Inti dan Kompetensi Perusahaan = HOW
1
2 31
2
3
1/1 1/2 1/3
2/1
3/1
2/2
3/2
2/3
3/3
Meeting Kalibrasi KinerjaApakah itu?
– Tim Manajemen yang berasal dari beberapa fungsi/ departemen melakukanmeeting open forum mendiskusikan kinerja dari anak buahnya..
– Meeting Kalibrasi merupakan elemen yang penting dalam Siklus Manajemen Kinerja dan dilaksanakan lebih awal sebelum dilakukan sesi review kinerjaindividual.
– Atasan mempunyai kewajiban hadir dalam meeting kalibrasi dengan membawabukti-bukti kinerja dari masing-masing bawahannya.
Apa yang bukan?
– Bukan tentang diskusi gaji
Hasil
– Nilai kinerja semua karyawan yang sudah dikalibrasi dengan karyawan
lainnya.
– Atasan Langsung telah dilengkapi dengan umpan
balik yang berimbang tentang kinerja.
– Atasan Langsung telah dibekali dengan ide-ide
untuk rencana pengembangan karyawan
– Nilai Kinerja tidak boleh disampaikan ke karyawan
sampai review akhir tahun.
List of Competencies (example)
LEADERSHIP COMPETENCIES :
1. SHAPE THE FUTURE
2. REAL ACCOUNTABILITY
3. BUSINESS ACUMEN
CORE COMPETENCIES :
1. INTEGRITY
2. TEAMWORK
3. INNOVATION
4. ACHIEVEMENT ORIENTATION
5. CUSTOMER FOCUS
TECHNICAL COMPETENCIES :
1. FEED PROCESSING2. FEED FORMULA 3. FEED WAREHOUSING4. PROFIT & LOSS FEED BUSINESS5. SERVICE LEVEL TO CUSTOMER 6. ETC…
Matriks Kategori Talent (MKT)
Berpotensi(3/1)
Sumber Daya(1/3)
Potensi Tinggi(2/3)
Bintang
Potensi Tinggi(3/2)
Sumber Daya(2/2)
Sumber daya(1/2)
Perlu Perhatian(2/1)
Perlu Perhatian(1/1)
----------------- Potensi Talent ----------------
Rendah Tinggi
Kes
inam
bu
nga
n K
ine
rja
(Ap
a d
an B
agai
man
a)
Rendah
Tinggi
Suggested Action Plans
Inconsistent in meeting
agreed individual
business targets
consistently exceeding
agreed individual
business targets
•Recognise and reward
•Provide feedback
•Mentor/coach to improve
Leadership
•Acknowledge contribution
Recognise and reward
•Challenge/stretch
•Expose
•Coach
•Set clear Milestones
•Provide feedback
•Coach Monitor/track
•Decision to continue
or end employment
•Reward
•Milestones
• Provide feedback
•Training
•Coach to improve
delivery
•Specific goals &
objectives
Consistently
exceeding
expectations
Inconsistent in
meeting
expectationsPotentialCapacity
WHAT
Competencies
& living values
Potential discussion
Skills ExperiencesPerformance
PT
Put real evidences
objectively
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