Mengelola Turn Over, Mengikat Hati Karyawan: Pengembangan Organisasi melalui Appreciative Inquiry

(1)

Mengelola Turn Over,

Mengikat Hati Karyawan:

Pengembangan Organisasi melalui Appreciative Inquiry

Budi Setiawan, M.Psi

1

Budi Setiawan

• Magister Psikologi Universitas Airlangga dengan spesialisasi

pengembangan organisasi melalui pendekatan Appreciative Inquiry

• Periset

. Employee Satisfaction Survey (ESS) PT. Telkom Divre VII (2003 –

2005). Riset Kepribadian Perusahaan PT. Puspetindo (2008)

• Konsultan. Analisis Jabatan PDAM Kota Surabaya (2003) PT. Berlian Jasa

Terminal Indonesia (2006), Graha Amerta RS dr. Soetomo (2006), Analisis

Jabatan Fungsional PT. Pelindo III (2003), Penyusunan Sistem Penggajian

PT. BPR Jatim (2005 - 2006), Konsultan Budaya Kerja FTI ITS (2008)

• Editor

& Kata Pengantar Buku The Power of Appreciative Inquiry (2007)

• Fasilitator

workshop STRATEGIC PLANNING : SOAR Framework pada

workshop publik (2007) dan di Sekretariat Wakil Presiden/Setwapres

(2008)

• Direktur LP3T Fakultas Psikologi Universitas Airlangga Tahun 2008

• Ketua APIO Surabaya Tahun 2008 – 2010

2

LP3T

PELOPOR PSIKOLOGI POSITIF

Discover a Star (DAS)

Asesmen Kompetensi

Leadership Development Program

Positive Organizational Development

Dinamika turnover

Penyebab utama terjadinya turnover

Faktor keterikatan karyawan

Pengembangan organisasi yang mengikat hati

karyawan melalui Appreciative Inquiry

(2)

Bagian I

Tentang

Turnover

5

Tingkat Turn Over

=

Produktivitas

6

Bayangkan

Karyawan kita adalah...

(3)

(4)

13 14

Dan

Organisasi kita adalah...

(5)

(6)

21 22

Bagaimana relasi makanan -

orang menggambarkan

turnover dalam suatu

organisasi?

23

Kesesatan Pertama

(7)

Turnover Tinggi

Turnover Rendah

Biang Kerok

Karyawan Biasa

Turnover Nihil Campur Aduk

Turnover???

25

Tingkat Turnover bisa berarti

baik, tetapi bisa berarti buruk.

26

Kesesatan Kedua

Mencari penyebab terjadinya turn

over? Mengapa orang

meninggalkan

perusahaan kita?

Siapa yang kita tanyain? Siapa yang kita

perhatikan?

Apakah dengan memahami mengapa

orang keluar

dari perusahaan membuat

kita memahami mengapa

orang

(8)

Kesesatan Ketiga

29

Perusahaan berusaha mengetahui

dan meningkatkan kepuasan kerja

karyawan

30

Kepuasan :

Penilaian terhadap pekerjaan dan

organisasi

Penilaian terhadap apa yang telah

diberikan organisasi kepada

karyawan

31

Apa yang

diberikan

karyawan

kepada

organisasi?

32

(9)

RISET MEMBUKTIKAN:

Tidak ada jaminan

kalau

karyawan yang

puas

atas pekerjaannya akan

memberikan

kinerja yang

lebih

dibandingkan dengan

karyawan yang kurang puas

(Prof. Fendy S, 2005)

33

Bre

ak

The

Rules

34

Tingkat Turn Over

=

Produktivitas

Tingkat Kepuasan Karyawan

=

Produktivitas

Employee

Engagement

Produktivitas

(10)

IDENTIFY STRENGTHS THE RIGHT FIT GREAT MANAGERS ENGAGED EMPLOYEES ENGAGED CUSTOMERS SUSTAINABLE GROWTH REAL PROFIT

INCREASE _INCREASESTOCK

The Gallup Path

I II _III IV V VI VII _VIII 37

WHITE PAPER

PAPE R — E3 A N D O R G A NIZ A TIO N AL OUT C O M ES

E3

SM

and Organizational Outcomes

!"#$%&'$(&)%*+,$%+($-.+/$%0+1&22.".%(+$,(&)%*+()+&/3")4.+5)(()/67&%.+)8(,)/.*9+*8,:+$*+ .%:$%,&%#+3"),.**+.22&,&.%,09+83#"$1&%#+.;8&3/.%(9+)"+1.4.7)3&%#+%.<+3")18,(*=++>)<.4."9+".,.%(+ ".*.$",:+*:)<*+(:$(+(:.+<)"-+.%4&")%/.%(+$%1+./37)0..+$((&(81.*+$7*)+,$%+:$4.+*&#%&2&,$%(+&/3$,(+ )%+)"#$%&'$(&)%$7+)8(,)/.*=?_{++@:.%+)"#$%&'$(&)%*+&%*3&".+./37)0..*+()+#)+(:.+.A("$+/&7.9+(:.0+}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

Engaged Employees Are More Satisfied

2.59 3.15 3.79 4.24 1 1.5 2 2.5 3 3.5 4 4.5 5

Lowest Low-Medium Medium-High High Level of Engagement S at is fa ct io n S co re ( 5-p o in t sc al e)

WHITE

1_{The 100 best companies to work for. (2004, January 12).}_{Fortune, 149}_{(1), 56–80; Heskett, J.L., Jones,}

T.O., Loveman, G.W., Sasser, Jr., W.E., & Schlesinger, L.A. (1994, March–April). Putting the service-profit chain to work. Harvard Business Review, 164–174.

Sumber: Riset Development Dimensions International, Inc (DDI)

38

Engaged Employees Are Less Likely to Leave the Organization 55 43 31 22 0 10 20 30 40 50 60

Lowest Low-Medium Medium-High High

Level of Engagement P e rc en t C h an ce o f L ea vi n g 2 WHITE PAPE R — E3 A N D O R G A NIZ A TIO N AL OUT C O M ES

Engaged Employees Achieve More of Their Goals

73 78 80 85 60 65 70 75 80 85 90 95 100

Level of Engagement P e rc e n ta g e o f G o a ls A c h ie v e d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

39

Engaged Employees Are Less Likely to Leave the Organization

55 43 31 22 0 10 20 30 40 50 60

Level of Engagement P e rc en t C h an ce o f L ea vi n g 2 WHITE PAPE R — E3 A N D O R G A NIZ A TIO N AL OUT C O M ES

Engaged Employees Achieve More of Their Goals

73 78 80 85 60 65 70 75 80 85 90 95 100

Level of Engagement P e rc e n ta g e o f G o a ls A c h ie v e d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

(11)

STUDIES OF INDIVIDUAL ORGANIZATIONS !"#$%&''&()*+$,-../0)#,$10&%)'#$2/0)&-,$&0+/*)3/4)&*,$4"/4$"/2#$-,#5$6678,$9:;<_{$4#="*&'&+>?$$$}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— E3 A N D O R G A NIZ A TIO N AL OUT C O M ES

Engaged Employees Have Lower Turnover and Absenteeism

8.0% _7.4% 4.8% 14.5% 7.8% 4.1% 0% 2% 4% 6% 8% 10% 12% 14% 16%

Low Medium High

Level of Engagement

Absenteeism Turnover

Sites with Higher Engagement Have Fewer Quality Errors (PPM) 5658 237 ₅₂ 0 1000 2000 3000 4000 5000 6000

Low Medium High

Level of Engagement _$

$ +

41

!"#$%"&'$()(*

!"#$%&'$()&*+%,"-*,$%+.$)+-%"$/#+%+0)1*1/")21"34")-"$55"+)0"65$%)0"$%/"'-&%/"$"*15$)+-%02+6"71)811%" 1%,$,1#1%)"$%/")8-"+#6-*)$%)"%1,$)+91"-&)(-#10:""+%(+/1%)0"$%/";&$5+)<"(-#65$+%)0="">21%" 1%,$,1#1%)"8$0"2+,2?")21"65$%)0"81*1"5100"5+@15<")-"2$91"+%(+/1%)0"-*";&$5+)<"(-#65$+%)0="

Engagement Related to Number of Incidents Per Month

27 14 0 5 10 15 20 25 30 Low High Engagement Level In ci d en ts p er m o n th " " 7 WHITE PAPE R — E3 A N D O R G A NIZ A TIO N AL OUT C O M ES

Engagement Related to Total Number of Quality Complaints

2.1 0.8 0.0 0.5 1.0 1.5 2.0 2.5 3.0 Low High Engagement Level N um be r of C om pl ai nt s " +(),-'*.#-/#* !"(*1/+)"&%+-%"&01/")21"34")-"#1$0&*1"+#6*-91#1%)"+%"+)0"8-*@"1%9+*-%#1%)"71'-*1"$%/"$')1*" +#651#1%)+%,"$")*$+%+%,"6*-,*$#=""!0"6$*)"-' ")21"+#651#1%)$)+-%?")21"-*,$%+.$)+-%"8$%)1/")-")10)" )21"*15$)+-%02+6"71)811%"1%,$,1#1%)"$%/"+%/+9+/&$5"61*'-*#$%(1"-' "1#65-<110=""A10&5)0"02-8")2$)" 1#65-<110B"61*'-*#$%(1"*19+18"*$)+%,0"81*1"0+,%+'+($%)5<"2+,21*"821%"1%,$,1#1%)"8$0"2+,2=""" "

42 !"#$#%&%"'()$*(')%(#+%$'%*'(,&-$.'(/)%"(%&-012%%*($+%(),#)02(%"#$#%3(4,5%56(')%2(,"3,.$'%(7*'+1"#02( $#+%%8('1(%"#$#%&%"'(,'%&*95((:%($"$02;%3(')%(+%0$',1"*),-(<%'/%%"(')%(0%=%0(1> (),#)(%"#$#%&%"'( $"3(')%(.)$"#%*(,"(1+#$",;$',1"*?(-%+>1+&$".%(+%0$',=%('1(')%(-+%=,1@*(2%$+5((A.+1**(( BC(1+#$",;$',1"*6(')1*%(/,')(&1+%(),#)02(%"#$#%3(%&-012%%*(%D-%+,%".%3($(#+%$'%+(,".+%$*%(,"( +%=%"@%(#+1/')6(-+1>,'$<,0,'26($"3(.@*'1&%+($"3(%&-012%%(*$',*>$.',1"5(

High Engagement Predicts Business Outcomes

21% 48% 36% 34% 41% 59% 45% 55% 0% 10% 20% 30% 40% 50% 60% 70% Employee Satisfaction Customer Satisfaction Profitability Growth in Revenue

Percent of Organizations Indicating an Increase vs. Previous Year

High Engagement Low/Moderate Engagement ( ( PAPE R — E3 A N D O R G A NIZ A TIO N AL OUT C O M ES

43

Engaged

Disengaged

Sumber: Gallup

(12)

“the extent to which

people enjoy and believe

in what they do and feel

valued for doing it”

Employee Engagement

45

Basecamp

Camp 1

Camp 2

Camp 3

46

What Do I

Get?

What Do I Give?

Do I Belong?

How Can We

Grow?

Basecamp

Camp 1

Camp 2

Camp 3

47

Engaged

_Not

Engaged

Active

Disengaged

48

(13)

Negara

Engaged

_Engaged

Not

_Disengaged

Active

USA

30%

54%

16%

Inggris

17%

63%

20%

Singapura

6%

76%

17%

Indonesia*

15%

68%

17%

Sumber: USA, Inggris dan Singapura dari Riset Gallup. Indonesia dari riset LP3T. * Riset masih berlangsung

49

Bagaimana

mengembangkan

organisasi yang mengikat

hati karyawan?

50

Bagian 2

Tentang

Appreciative

Inquiry

Takdir

Baik

yang

(14)

organisasi

yang mengikat hati

karyawan

53 54

Bayangkan,

Kita selaku desainer

(15)

57 58

bagaimana kita

(16)

61 62 63

4D Cycle

Destiny

Dream

Discovery

Design

Definition

64

(17)

Appreciative Inquiry

!"#$%

**&"'()#*)**

65

Kekuatan

Pertanyaan

Penyelidikan adalah intervensi

66

Kekuatan

Pilihan

Apa yang kita pilih untuk dipelajari

sangat menentukan, menjelaskan –

bahkan menciptakan– dunia

Kekuatan

Positif

Pertanyaan positif membawa pada

perubahan positif

(18)

Kekuatan

Kata

Kata menciptakan dunia

69

Kekuatan

Imaji

Tindakan kita mengarah pada imaji

kita

70

Percakapan

Pertanyaan

Positif

Pilihan

Imaji Positif

Realitas Positif

71

Bagian III

Tentang

Pengembangan

Organisasi

72

(19)

Langkah Pengembangan

E2 Survey - Level

Engagement

Pengembangan

Intervensi

Personal

Organisasi

E2 Survey - Level

Engagement

Definition

Discovery

Dream

Design

Destiny

73

Kisah Rumah Sakit

74

Keadaan Awal

• Keadaan awal: Jumlah karyawan 3182 orang,

>500 perawat dan Tingkat turnover perawat

tinggi : 18 - 30%

• Tujuan : Meningkatkan nursing retention dan job

satisfaction

Proses

• Proses:

• Interview AI diantara 300 perawat

• Percakapan yang menginspirasi tindakan

perubahan

• Output : Rekrutmen, protokol interview,

orientasi, precepting dan mentoring

Asesmen seleksi baru, Brosur rekrutmen, Video

(20)

Outcome

• Penurunan turnover sampai 13%

• Vacancy rate menurun hingga 30%

• Kepuasan pasien terhadap perawat meningkat

20 poin

77

Kisah R & D Departement

78

Keadaan Awal

• Perusahaan berbasis riset

• 80 manajer dan ilmuwan (dari universitas top

USA), 120 research associates dari lokal

• Kekurangan SDM yang terampil

• Bertahan tidak lebih dari 3 tahun (30% lebih

tinggi dibandingkan industri yang sama)

79

'JHVSF"'MPXEJBHSBNPGUIF1PTJUJWF$IBOHF1SPDFTT

'JHVSF"'SBNFXPSLGPSUIF0QFSBUJOH1MBO

Organization Design Elements

Strategy

Process

Structure

People

Rewards

Input, Outputs Process owners Boundaries

HR & Work Policies

Work Units Hierarchy Role Definition Role Sufficiency Role Clarity Career Paths Fix Rewards Variable Pay Non-Monetary Rewards Performance Management Performance Measurement Demographics Competencies Leadership Hiring Philosophy Employee Relations Development Process Mission, Vision Unique Business Proposition

Source : Jay Galbraith’s Star Model

Organizational Diagnostic and Implementation Process

Assessment

Business

Needs IndividualNeeds

Discover

What is?

Mission/Change Agenda

Dream

What can be?

Strategic Framework

Design What should be? Strategy People Processes Rewards Structure

Operating Plan/Action Agenda

Destiny

Create what will be?

Projects in People, Processes, Rewards and Structure – all driven by Organization Strategy

Performance

Metric

Align the individual with

business objectives

Align business with collective individual aspirations

%SJWJOHUIF4USBUFHJD"HFOEBJO3FTFBSDI0SHBOJ[BUJPO"1SBDUJUJPOFSµT1FSTQFDUJWF

(21)

Output

• Perencanaan SDM dan rekrutmen (people)

• Model kompetensi ilmuwan (people)

• Jalur karir ganda (struktur)

• Competency Assessment Center (people,

process)

• PhD Program (Rewards)

• In-house learning and development

81

Outcome

• Dalam satu tahun, tingkat turnover turun dari

30% menjadi 13%

• Efek transformatif budaya perusahaan:

merasa berdaya, kejelasan komunikasi, sinkron

kata - value - tindakan,

82

Kisah Hunter Douglas

**!"#$%"#&'$()*+"(&**

**,$)-"(&.*$/012&**

(22)

DOOR

PR

IZE

Survey E2

Kelas Pewawancara Appreciative Inquiry

85

• Penyediaan E2 survey

• Analisis data dan rekomendasi

pengembangan organisasi

• TERBATAS! Hanya untuk 3 perusahaan

yang beruntung!

Survey E2

86

Kelas Pewawancara

Appreciative Inquiry

• Pewawancara Appreciative Inquiry

• Menciptakan pertanyaan AI

• Melakukan interview AI

• Lebih lanjut, silahkan baca dan isi form

aplikasinya

• Peserta yang aplikasinya diterima akan

dihubungi untuk informasi lebih lanjut

• Terbatas untuk 3 orang (kelas: 6 - 8 orang)

87

Terima Kasih

bukikpsi@gmail.com

http://appreciativeorganization.wordpress.com/

http://lp3t.blog.unair.ac.id/

0856 306 99 72

88

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