Competency based Performance Management System 14 Mei 2016

(1)

Competency based

Performance

Management System

Bogor, 14 Mei 2016

(2)

About me..

S-1 Teknologi Industri Pertanian IPB

S-2 Magister Management UNDIP

S-3 Manajemen Bisnis IPB

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)

(3)

Pe ng ad aa n SD M

Strat_{egi d} an Pere ncan aan Peng elola_an Sum berd aya Man usia Layana n Adminis tras i

dan Sis tem Informa si Pekerja Hub unga n Indu stria

l Pe_n

g e lo la an K in_e rja & R e_m u n er as_i Pen_ge lola_an Ka rir Manajemen Talenta Pem belaj ara n dan Peng em -bang an S

DM Pen ge mb an ga n Org an isa si Integ_ritas Kepe mim -pina n Manajemen Relasi Orientas i pelayan an pelangg an Kon sulta_si K er_ja sa_m a Tim Ko mu nik asi P em ah am an B is_n is

B

A

H

A

S

A

I

N

D

O

N

E S

I

A

I

P

R

O

F

I

S

I

E

N

MSDM

Yunus Triyonggo, 2014 (PMSM Indonesia)

S

Model Kompetensi

Profesi MSDM

Indonesia

(4)

Cara mendapatkan dokumen SKKNI MSDM

selengkapnya?

Just click:

www.pmsm-Indonesia.com

Atau akses ke Blog:

(5)



Memahami konsep Manajemen Kinerja



Memahami konsep Manajemen Kinerja

berbasis kompetensi



Mampu menjelaskan konsep Manajemen

Kinerja berbasis kompetensi



Mampu menerapkan Manajemen Kinerja di

Organisasi

(6)

Performance Management Model

(7)

PERFORMANCE MANAGEMENT STEPS

Performance Planning

Performance Execution

Feedback

Consequences

Development Cascading of Goals

•_{Performance measures provide “line of sight” from}

strategy to individual job performance

•_{Everyone knows how performance is measured and evaluated}

•_{Everyone knows what they are supposed to do -- and how to do it!}

•_{Everyone knows upstream and downstream dependencies}

•_{Measurement is fact-based, relevant, actionable}

•_{Information is standardized, visible, consistent, and timely}

•_{Significant component of all individuals’ pay linked}

to measurement

•_{Individual and manager identify performance gaps and develop}

(8)

Human Performance Model

Measure Business Challenges, Goals, and Strategies Performance Needs Causes

•_Skills

•_Knowledge •_Teamwork •_{Goals/KPI’s} •_Environment •_Motivation

•

Tools

Solutions

•_Training •_Leadership/

Communications

•_Performance

Management

•_Compensation •_Tools

•_Processes

(9)

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

(10)

Why Traditional Performance Management Can't Deliver Peak Performance

Daniel D. Elash, Ph.D. (2009)

5

Reasons

•

They are too slow

•

They are too remote

•

They are too vague

•

They are too emotionally

(11)

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

(12)

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 efectively explain or clarify

issues and situations with which they

aren't

familiar

.

–

Placing the manager between teammates

often

reduces the ability

of teammates to

(13)

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

(14)

Reason #4

They are too emotionally laden

(sarat)

–

The

mind

is best prepared to grasp new

information, think efectively and learn

when it is

clear and focused

.

–

Understanding, thinking and learning

are

more complicated

when a person is

anxious, self-conscious, angry or

(15)

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 efective teamwork, is

insufcient

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

(16)

Challenges

1997 2012 0% 100% 200% 300% 400%

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

year 1 year 2 0

50 100 150

Revenue

Only 29 percent of

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% 20% 40% 60% 80% 100% 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 50.00 % 50.00 %

Working spend

Strategic

(17)

Why competencies?

Competencies

translate

the

strategic visions and

goals for

the organization

into

behaviors

or actions

employees

must

display for the

(18)

The Benefts 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

(19)

Superior Talent Management = Signifcant

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 Benefts of better Employee

competency

(20)

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

Activity-based

A top-down set of

directives

They are NOT …

û

(21)

Contoh Target Setting

11/7/18 21

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

-

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 kualitas RM sesuai

dengan standar. (Tugas

(22)

Competencies

& living values

Potential discussion

Skills

Experiences

Performance

PT

& B

Co

&

uss

Disc

nfir

m

Pot

ent

ial

(23)

What is a Competency?

Observable abilities, skills, knowledge,

motivations or traits defned in terms of the

behaviors needed

for

successful job

performance.

Source : Human Resource Systems Group, 2012

(24)

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

(25)

(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

profts due to Competency-based

training programs

19% improvement in

employee

performance

(26)

Competency-based Performance

Management

•

Competencies define the behaviors necessary for goal

achievement

•

They facilitate a developmental approach to performance

management

(27)

How to integrate Competencies in

the Performance Management

Process

Option #1

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

(28)

How to integrate Competencies in

the Performance Management

Process

Option #2

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 profle 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 efective performance during

the review cycle, but not

included in the competency

(29)

Performance Management System

(PMS) Framework

Sustainable

performance

Syste

m

How

What

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

(30)

Integrated Performance

Management System

Goal

Setting

Interim

Review

Talent

Day

Performan

ce Review

Year end

Review

Jan-Feb

Jun-Aug

Nov

Dec-Jan

Dec-Feb

Annual Base Salary Short Term Bonus Long Term Incentive

Multiple years of Performance creates

basis for judgement of Sustained

Performance Level High, Medium, Low

(31)

What & How

•

Business Target

•

Division Target

•

Individual Target

What

•

Core Competencies

•

Leadership

Competencies

•

Technical

Competencies

How

(32)

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}

(33)

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

(34)

Example: Commercial Farm

Farm Manager Farm Supervis or Farm

Operator OperatorFarm

Farm Supervis

or

Farm

Operator OperatorFarm Adm Assistant Technic Supervis or Security Guards Poultry Health

= 138.000 population

No Job Title Total Min Education

1 Farm Manager 1 D-3

2 Farm Supervisor 2 D-1/High School

3 Farm Operator 9 Vocational High School

5 Adm Assistant 1 Vocational High School

6 Technic Supervisor 1 Vocational High School

7 Security Guard 4 Vocational High School

Total 18

No KPI Std

1 Depletion 2.5%

2 FCR 1.5

3 Body weight

(33 days) 1.7 kg

(35)

Farm Manager Job Scope & Competency Model

Item Description

Main Task Plan, coordinate and control the execution of all operations

involving farm Commercial production process from preparation to harvesting cage in achieving predetermined performance targets.

Responsibility Resources planning, Production Management & Analysis, Health

control, Community.

Dimension 138.000 population, 17 subordinates

Qualification S-1 or D-3 with min. 3 years experience

Competency Core: Integrity, Teamwork, and Achievement Orientation

Leadership: Real Accountability, Can Do Mentality, Build & Develop Superior Talent

Functional:

1. Management of Broiler farming 2. Application of Biosecurity

3. Analysis of the performance and operational costs 4. Make farm operational planning

5. Farm Technics (ventilation, inlet, aeration, fan, etc.) 6. People Management

7. Mastery on farm technology

8. Mastery on utility (generator, electricity, etc.) 9. Mastery on Manpower Regulation

10. Communication skill

(36)

• Broiler Farming Management

• Biosecurity

• Cost & Performance

analysis tools

• People Management

• Farm Technology &

Utility

• Manpower

Regulation

• Broiler Farming Management • Biosecurity

• Cost & Performance analysis tools

• People Management

• Farm Technology & Utility • Manpower Regulation

•

Integrity

•

Teamwork

•

Achievement

Orientation

•

Real Accountability

•

Can Do Mentality

•

Build & Develop

Superior Talent

•

Integrity

•

Teamwork

•

Achievement

Orientation

•

Real Accountability

•

Can Do Mentality

•

Build & Develop

Superior Talent

• Operate broiler farming

• Apply biosecurity SOP

• Do cost & performance

analysis

• Establish Farm

operational planning

• Managing farm team

• Mastery on farm

technology

• Mastery on Manpower

Regulation

• Efective communication

skill

• Operate broiler farming • Apply biosecurity SOP • Do cost & performance

analysis

• Establish Farm

operational planning

• Managing farm team

• Mastery on farm technology

• Mastery on Manpower

Regulation

• Efective communication skill

Competency Model – Farm Manager

(37)

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

Nilai-nilai Inti dan Kompetensi

Tidak mendemonstrasikan

Perusahaan

(38)

Matriks Penilaian Kinerja Karyawan

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

In

d

iv

id

u

a

l

Ta

rg

e

t

=

W

H

A

T

Nilai-nilai Inti dan Kompetensi

Perusahaan = HOW

1

2

3

1

2

3

1/1

1/2

1/3

(39)

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

(40)

Matriks Kategori Talent (MKT)

Berpotensi

(3/1)

Berpotensi

(3/1)

Sumber Daya

(1/3)

Sumber Daya

(1/3)

Potensi Tinggi

(2/3)

Potensi Tinggi

(2/3)

Bintang

Potensi Tinggi

(3/2)

Potensi Tinggi

(3/2)

Sumber Daya

(2/2)

Sumber Daya

(2/2)

Sumber daya

(1/2)

Sumber daya

(1/2)

Perlu Perhatian

(2/1)

Perlu Perhatian

(2/1)

Perlu Perhatian

(1/1)

Perlu Perhatian

(1/1)

- Potensi Talent

(41)

D

e

liv

er

y

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 &}

(42)

42 11/07/2018

(43)

43

(44)

(45)

Contoh Formulir

(46)

Contoh Formulir

(47)

Contoh Formulir

(48)

Contoh Formulir

(49)

Contoh Formulir