About me..
S-1 Teknologi Industri Pertanian IPB S-2 Magister Management UNDIP S-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)
What is Traditional Performance
Management ?
Source : David D. Dubois & William J. Rothwell, 2004
Traditionally, performance management systems
concentrate on
performance planning
and
Why Traditional
Performance Management
Can't Deliver Peak Performance
Daniel D. Elash, Ph.D. (2009)
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.
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
.
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
Reason #4
They 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,
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
Challenges
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
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 nonstrategicobjectives
50% 50%
Working spend
Strategic Non strategic
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
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
Why competencies?
Competencies
translate
the
strategic visions and goals for
the organization
into behaviors
or actions
employees must
(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
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
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
Competency-based Performance Management
•
Competencies define the behaviors necessary for goal achievement
•
They facilitate a developmental approach to performance
management
How to integrate Competencies in the
Performance Management Process
Option #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 theperformance
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
Performance Management System (PMS)
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
Integrated Performance Management System
Annual Base Salary Short Term Bonus Long Term Incentive
Multiple years of Performance creates basis for judgement of Sustained Performance
Level High, Medium, Low
What & How
•
Business Target
•
Division Target
•
Individual Target
What
•
Core Competencies
•
Leadership Competencies
•
Technical Competencies
How
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 …
Contoh Target Setting
12/29/2017 26
Target Individual Bukan Target Individual
Mencapai pertumbuhan penjualan produk foods 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 di pabrik Foods sebesar 2% dari NPS hingga akhir tahun 2014
- Mengidentifikasi penyebab pemborosan di pabrik Foods
- Menyusun program cost reduction di pabrik Foods, dll.
Menurunkan tingkat komplain pelanggan dari 20% komplain yang gagal ditangani menjadi Zero.
Mendata jumlah komplain dari pelanggan
PPIC Manager:
Membuat perencanaan produksi sehingga menurunkan FG shortage dari 5% menjadi Nol pada 2014
PPIC Manager :
Melakukan seleksi vendor RM dalam waktu maksimal 5 hari kerja dengan
Bagaimana mengevaluasi
“WHAT” & “HOW”
WHAT
HOW
•Bandingkan kinerja aktual dengan target
•Fokus pada pencapaian, bukan aktivitas
•Lakukan observasi terhadap perilaku dan catat capaian yang terbukti nyata
•Mintakan umpan balik dari pihak-pihak yang terkait
•Evaluasi perilaku berdasarkan nilai-nilai inti perusahaan
•Tentukan tingkat kinerja secara
menyeluruh dengan mempertimbangkan tingkat pencapaian :
- Tujuan fungsi, - Tujuan individu,
- Pencapaian penting berikutnya
•Evaluasi kinerja secara menyeluruh
Target Individual – WHAT
Nilai Kompetensi - HOW
Mencapai semua target, melampaui beberapa
target kunci
3
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
1
Tidak mendemonstrasikan Nilai-nilai Inti dan Kompetensi
Perusahaan
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
Nilai-nilai Inti dan Kompetensi Perusahaan = HOW
Meeting Kalibrasi Kinerja
Apakah itu?– Tim Manajemen yang berasal dari beberapa fungsi/ departemen melakukan meeting 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 kinerja individual.
– Atasan mempunyai kewajiban hadir dalam meeting kalibrasi dengan membawa bukti-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
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 PROCESSING 2. FEED FORMULA
3. FEED WAREHOUSING
4. PROFIT & LOSS FEED BUSINESS 5. SERVICE LEVEL TO CUSTOMER
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
expectations
Potential
Capacity
Competencies
& living values
Potential discussion
Skills
Experiences
Performance
PT
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