Bahan Kuliah Manajemen SDM – Performance Management 19 Oktober 2017

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Performance

Management

Disampaikan kepada: Mahasiswa S2 Universitas Gunadarma

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Yunus Triyonggo

S-1 Teknologi Industri Pertanian IPB S-2 Magister Management UNDIP S-3 Sekolah Bisnis IPB

HR Trainee – Manager : PT Indofood Sukses Makmur, Tbk. (9 years) Personnel & GA Manager : PT HM Sampoerna, Tbk. (1 year)

Human Resources Business Partner : PT Unilever Indonesia, Tbk (8 years) Vice President HR : PT Nestle Indonesia (2 years)

Chief of Human Capital Development : PT Sierad Produce, Tbk (until now)

Organisasi:

- Dewan Pakar Perhimpunan Manajemen SDM 2016-2019

- Pendiri Lembaga Sertifikasi Profesi Manajemen SDM Indonesia - Ketua Umum Indonesia Human Resources Institute (IndHRI)

- Wakil Ketua Komtap Standarisasi Kompetensi Ketenagakerjaa Kadin Pusat

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Yunus Triyonggo, 2014 (PMSM Indonesia)

Manajeme n Talenta

N

MSDM

Model Kompetensi

Praktisi MSDM

Di Indonesia

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Performance Management

• Manajemen kinerja adalah proses berorientasi tujuan yang diarahkan untuk memastikan bahwa proses-proses keorganisasian ada pada tempatnya untuk memaksimalkan produktivitas para karyawan, tim dan akhirnya organisasi (Mondy, 2008).

• Performance Management is the process through which managers ensure that empoyees’ activities and output contribute to the

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Possible Outcomes from

Efective Performance

Management

• _{Clarifying job responsibilities}

and expectations.

• _{Enhancing individual and group}

productivity.

• _{Developing employee}

capabilities to their fullest extent through efective feedback and coaching.

• _{Driving behavior to align with}

the organization’s core values, goals and strategy.

• _{Providing a basis for making}

operational human capital decisions (e.g., pay).

• _{Improving communication}

between employees and managers.

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Challenges & Opportunities

1997 2012 0%

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

year 1 year 2

companies create individual goals aligned to the

organization

29.0 0% 71.0 0%

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

Mid level Lower Level 0%

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

50.00 % 50.00

%

Working spend

Strategic

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The Process of Performance

Management

Specify relevant aspects of performance

Appraise performance

Provide performanc

e feedback

Provide performanc

e feedback

Problem solving Problem

solving

Rewards

Organization establish performance management system To meet three broad purposes:

- _Strategic

- _{Administrative} - _{Developmental}

Efective performance management is determined by:

- _{Fit with strategy} - _Validity

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Typical performance

management process

Determination of

Organization Strategy

and Goals Performa_nce

Planning

Ongoing Feedbac

k

Performa nce Review

Employe e Input

Performa nce Evaluatio

n

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Performance Planning

• _{Review with employees their performance expectations,}

including both the behaviors employees are expected to

exhibit and the results they are expected to achieve

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Performance Planning

• _{Behavioral expectation}

– _{Efective performance management}

systems provide behavioral standards that describe what is expected of

employees in key competency areas.

• _{Result expectation}

– _{The results or goals to be achieved}

by employees should be tied to the organization’s strategy and goals.

Example goals for an employee might be:

• Complete project “X” by time “Y.”

• Increase sales by 10 percent.

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Performance Planning

Guidelines for Establishing Efective Performance Goals

• Goals must clearly defne the end results to be accomplished.

• To the extent possible, goals

should have a direct and obvious link to organizational success

factors or goals.

• Goals should be difcult, but achievable, to motivate

performance.

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What & How

• _{Business Target}

• _{Division Target} • _{Individual Target}

What

• _{Core Competencies}

• _{Leadership Competencies}

• _{Technical Competencies}

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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 selama siklus nya •_{menyeluruh sepanjang siklus, bukan} Evaluasi perilaku secara hanya dari satu kejadian

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The 3-5 key things that will make the diference, 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 diference

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

Performance Development Plan

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S

pecifc

M

easurable

A

chievable

R

elevant

T

imebound

S

tretching

M

ixed

A

ligned

R

eviewed

T

wo way

Requiring individuals to reach beyond obvious

boundaries

Across Quantitative and Qualitative

objectives

With business & Manager & peer’s

objectives

With business & Manager & peer’s objectives

To be thoroughly discussed and agreed by Manager

and Employee

Individual Objectives: Twice as

SMART

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Contoh Target Setting

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 efectiveness target di pabrik Foods sebesar 2% dari NPS hingga akhir tahun 2014

- Mengidentifkasi 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 kualitas RM sesuai dengan standar. (Tugas

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Ongong Feedback

• _{Managers’ responsibilities include providing feedback in a}

constructive, candid and timely manner.

• _{Employees’ responsibilities include seeking feedback to}

ensure they understand how they are performing and reacting well to the feedback they receive.

• _{Having efective,}

ongoing performance conversations

between managers and employees is probably the single most important

determinant of whether or not a performance

management system will achieve its

maximum benefts from a coaching and development

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Ongong Feedback

Guidelines for Providing Feedback Efectively

• _{Provide immediate positive and developmental feedback in}

a private location.

• _{Ask for the employee’s view about what could have been}

done diferently.

• _{Be specifc about what behaviors were efective or}

inefective.

• _{Focus on what the person did or did not do, not personal}

characteristics.

• _{Collaboratively plan steps to address development needs.}

• _{Ofer help in addressing development needs and providing}

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Employee Input

• _{Employee input has been used efectively in many}

organizations. It sometimes takes the form of asking employees to provide self-ratings on performance

standards, which are then compared with the manager’s ratings and discussed.

• _{This process and discussion can lead to increased}

defensiveness, disagreements and bad feelings between employees and managers, if managers ultimately rate employees less efectively than they have rated

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Employee Input

• _{Guidelines for Writing Employee Accomplishments}

– Include the situation or circumstances faced by the employee.

– Describe what specifc actions the employee took to achieve results.

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Performance Evaluation

Evaluating behaviors

• _{Today, many}

organizations are using competency models as a basis for their

performance

management systems. Competency models

articulate the knowledge, skills, abilities and other characteristics that are deemed to be most instrumental for achieving positive

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Performance Evaluation

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What is Competency-based Management?

An HR management approach that

standardizes

and integrates all HR activities based on

competencies

that support organizational goals.

Source : Wayne I and Suzanne S., 2013

Basic

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Performance Evaluation

Evaluating Results

• Key results to be achieved will vary for diferent employees,

depending on the nature of the individual’s job and assignments. For example, some employees may have production or sales

results, others may be responsible for successfully developing and implementing new programs or systems, others may have specifc levels of customer satisfaction outcomes they are

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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

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Matriks Penilaian Kinerja

Karyawan

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

In

Nilai-nilai Inti dan Kompetensi

Perusahaan = HOW

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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

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Integrated

Performance

Management System

Goal

Setting

Interim

Review

Talent

Day

Performan

ce Review

Year end

Annual Base Salary Short Term Bonus Long Term Incentive

Multiple years of Performance creates basis for judgement of Sustained Performance Level High, Medium, Low

Succession Planning

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References

• Mondy RW. 2008. Manajemen Sumber Daya Manusia. Jakarta (ID): Erlangga.

• [Nestle] PT Nestle Indonesia. 2011. Performance Evaluation Guideline.

• Noe RA, Hollenbeck JR, Gerhart B, Wright PM. 2011. Fundamental of Human Resources Management. New York (US): McGraw-Hill.

• [Oracle] An Oracle White Paper. 2012. The New Business of Business Leaders: Performance Management and Compensation [Internet]. [Diunduh 2017 Okt 15]. Tersedia pada: http://www.oracle.com/us/media1/business-leaders-performance-mgmt-1657102.pdf.

• Pulakos ED. 2004. Performance Management. Alexandria (US): SHRM Foundation.

• [SIPD] PT Sierad Produce, Tbk. 2017. Integrated Performance Management System Guideline.

• Triyonggo Y. 2014. Standar Kompetensi Praktisi MSDM di Indonesia. Jakarta (ID): Intipesan Pariwara.

• Wayne I, Suzanne S. 2013. Designing a Competency-based Talent Management Framework: Defning your Competency Architecture [Internet]. [Diunduh 2017 Okt 15]. Tersedia pada:

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