Developing and Implementing Corporate Performance Management with Balanced Scorecard

(1)

Managing

Effective Peformance Management with Balanced Score Card

By

Agus Sururi, S.Pd, M.MPar

Certified Master Trainer,Certified Asesor Competency-BNSP

Experienced HR & LnD Director

(2)

Developing &

Implementing Corporate Performance Management with Balanced

Scorecard

(3)

ROADMAP :

1. Corporate Performance Management

2. Managing Corporate Performance with Balanced Scorecard

3. Identifying Key Performance Indicators

4. Cara Cascading Balanced Scorecard ke Level Divisi/Departemen

5. Cara Menyusun Scorecard Level Individu

(Karyawan)

(4)

Corporate

Performance Management

(5)

Performance Management Framework

Identifying Defining Measuring Monitoring

Key

Performance Indicators

PT XYZ Company

strategy Vision

Mission Strategy

Strategy Map

(6)

Contoh Strategy Map

(7)

Sasaran Strategy

KPI

(8)

3 key component for an effective performance management system

Performance Management Infrastructure

Performance Management

Culture Performance

Management Process

Performance management cycle is continuous and

consistent

Performance Management Component

(9)

STRATEGY

Plan and Execute

Monitor and Evaluate Reward and Coach

Set Measures and Target

Performance Management Cycle

(10)

• a performance management tool which help organization to translate its vision & strategy into action

• Utilize a set of indicators : finansial dan non-finansial whereas all indicators are connected within cause- effect relationship .

• Balanced Scorecard functions as communication strategy to all the stake holders : management, employees,

Pengertian Balanced Scorecard

(11)

4 Perspectives in Balanced Scorecard

If we succeed, how will we look to our shareholders?

Financial Perspective

To achieve our vision, how must we look to our

customers?

Customer Perspective

To satisfy our customers, which processes must we

excel at?

Internal Perspective

To achieve our vision, how must our organization learn

Learning & Growth Perspective

The Strategy

(12)

Strategy and Balanced Scorecard

Mission – Why We

Exist

Vision – What We Want to Be

Values –

Strategy : Our Game

Plan PT XYZ

Strategy Map : Translate the

Strategy

Balanced Scorecard :

Strategic Outcomes Satisfied Shareholders

Delighted

Customers

Excellent

Processes

(13)

Financial Pespective

• For private companies (persero), financial

perpective is the Ultimate goals (tujuan utama) – without sacrificing other relevant stake holders’

interest (community, environment, government, dll)

• Financial Indicators is one of the key elements to determine the health degree of a company – and ensure whether the company will be sustainable or be bankrupt

(14)

Financial Perspective

Ada 2 focus dalam perspektif keuangan

Increase revenue

Increase Productivity

or cost Efficiency

(15)

• Increase net profit

• Increase revenue

• Increase revenue growth

• Increase cost productivity

• Decrease non performing loan

Example of Strategic Objectives in

Financial Perspective

(16)

Customer Perspective

• This Perspective is very central because without customers, how the company can be established ?

• Customer Perspectie consist of the following elements :

• Acquisition of new customers (or change to new tariff which is more profitable)

• Cutomer Profitability (which customer segment give profit ? How much % compared with total customers ? Which customer segments contribute the highest

revenue ?)

(17)

Customer Perspective

Customer Satisfaction, consist of customer Opinion about :

• Reliability and product quality

• Product price compared with value of offered products)

• After sales service (service) consist of flexibility & speed in responding the customer expectation

Customer satisfaction is measured through customer satisfaction survey. This survey is shown in Customer Satisfaction Index with scale 1 (very poor to 10 (very

satisfactorily)

(18)

Customer Acquisition Customer Satisfaction

Customer Retention Customer Profitability Market Share

Customer Perspective Model

(19)

Examples of Strategic Ojectives of Customer perspective

• Increase profitability per customer

• Increase market share

• Develop brand image of PT EYZ

• Increase of customer satisfaction Index

• Increase number of loyal customer

(20)

Internal Business Process Perspective

• This Perspective reflects the key business process which need to be executed optimumly to fulfill the customer needs

• The Focus of this perspective is on the business processes which have big impacts in improving the company performance

• Generally, the number of strategic objectives in

(21)

Service to Customers

Quality & Product

reliability Speed in fulfilling the

customer needs Speed in responding the customer complains

Internal Business Processes

Elements in Business Process

(22)

Examples of Strategic Objectives in Business Proses Perspective

• Increase product quality & reliability

• Decrease defect products

• Increase service speed

• Develop process innovation

• Develop production capacity

(23)

Learning Perspective

• This Perspective reflects capability which the company must have, in 2 main aspects :

• Development of Human Resources

• Development of organizational system, leadership and corporate culture

• This Perspective shows that solid human resources capability and organizational system is the

foundation for the success of the company

performance

(24)

Human Capital Organization Capital

• Skills

• Knowledge

• Attitude

• Culture PT XYZ

• Leadership

• Collaboration

Learning and Growth Perspectives

(25)

Examples of Strategic Objectives in Learning & Growth Perspectives

Developing employee competency

Developing excellence corporate culture

Creating effective leadership model Increasing

employees

productivity

(26)

Template of Balanced Scorecard Map

• Here are templates of balanced scorecard map. It shows the examples of strategic objectives which is relevant to each perspective, ie :

• Financial Perspective

• Customer Perspective

• Business Process Perspective

• Learning & Growth Prespective

(27)

Manage Cost Efficiency

Enhance Long-term Shareholder Value

Increase Revenue Growth

Increase

Customer Acquisition Nurture Customer

Satisfaction

Achieve Operational

Excellence

Drive Demand via Customer Relation

Management

Manage Dramatic Growth through

Innovation

Implement Good Environmental

Policy

Corporate Balanced Scorecard Map - An Example

Financial

Customer

Business Process

Expand Market Share

Develop Employee Satisfaction Learning & Growth

Enhance Employee Productivity

Improve Employee

Appraisal System

(28)

SAATNYA QUIZZ CHECK POINT

PEMAHAMAN

(29)

Q1. Berapa jumlah

perspective bsc?

(30)

Q2. Berapa jumlah ASPECT DALAM PERSPECTIVE

LEARNING & GROWTH?

(31)

Q3. Increase product quality & reliability , Decrease defect products ADALAH

TERMASUK PERPECTIVE?

(32)

Identifying Key Performance Indicators (KPI)

PT XYZ

(33)

Balanced Scorecard

Identifying Defining Measuring Monitoring

Key

Performance Indicators

Company Strategy

PT XYZ Vision

Mission Strategy

Balanced

Scorecard

(34)

Vision Mission and Values

Strategy

Finance

Customer

Internal Business Process

Key Performance Indicators

Strategic Objectives

KPI = measurement or Indicator which will

inform how far we achieve the set strategic ojectives

Key Performance Indicators (KPI)

(35)

FRAMEWORK

(36)

EXAMPLE

(37)

Check Point

Key Performance Indicators – KPI guidelines

(38)

 Success indicators must show the clear, specific and measurable (measurable)

 Success indicators must be stated in explicit and detail in order to be clear what to be measured

 Cost to identify monitor the success indicator should not exceed the value that will be known from the

Guidelines in Formulating the KPI

KPI Guidelines

(39)

Key Performance Indicators – KPI guidelines

Relevant to Strategic objectives

Does the KPI have the relation with the strategic ojectives ?

Controllable Is the KPI achievement under the existing control and scope of management kontrol ?

Actionable Whether the series of actions can be done to increase the KPI achievement ?

Simple Whether the KPI is easy to e explained and communicated ?

Kredibel Whether the KPI is not easy to be manipulated ?

(40)

Check Point

Ada dua jenis KPI yaitu KPI Process dan KPI Result

(41)

Strategic Objective

Measure Results

KPIs RESULT

Measure

Activity KPIs

PROCESS

Levels of Key Performance Indicators

KPI which measures achievement of final result which will be addressed by the

strategic Ojectives

KPI which measures the achievement of process or activities need to be done to

achieve the result

(42)

Improve

customer satisfaction on service

Measure Results

• Customer Satisfaction Index

• Number of complaints

Measure

Example of KPI :

(43)

Increase Sales Revenue

Measure Results

• Sales Revenue

Measure Activity

• # visit to prospective clients

• # sales call done

Examples of KPI :

(44)

Develop Competent Employee

Measure Results

• Average score of employee competency

Measure • # training activities Per staff per year

Level of Key Performance Indicators

Examples of KPI :

(45)

Manage Cost Efficiency

Increase

Satisfaction

Achieve Operational

Excellence

Develop Employee Satisfaction

Management

Innovation

Corporate Balanced Scorecard Map - An Example

Financial

Customer

Business Process Learning & Growth

Expand Market Share

Enhance Employee Productivity

Improve Employee

Appraisal System

(46)

Table of BSC & KPI

Perspective Strategic Objectives KPI Target

Financial (bobot 25)

Enhance Long Term Shareholder Value

Profitability (Rp juta) 5,000

Profitability Growth (%) 10

Revenue (Rp juta) 50,000

Revenue Growth (%) 12 Manage Cost Efficiency Overhead Cost Ratio (%) 8 Nurture Customer

Satisfaction Customer Satisfaction Index

(dalam skala 1 – 10) 8

(47)

Perspective Strategic Ojectives KPI Target

Business Process (bobot :

25)

Achieve Operational

Excellence Number of Product Defects 100 per 1 million

Drive Demand via Customer Relationship

- Time To Response Customers' Request max 24 hours

- Number of Customer Gatherings 6 per year

Manage Growth via Innovation

- Number of New Products Launch 2 in this year

- Number of New Initiatives Implemented

for Continous Improvement 10

Learning (bobot : 25)

Develop Employee Satisfaction - Employee Satisfaction Index 8

Enhance Employee

Productivity - Sales Revenue Per Employee (Rp) 500 per employee

Improve the PM system - % completion of new PM 100 % ready in November 2022

Table of BSC & KPI

(48)

Perspecti

ve Strategic Ojectives KPI Target Achievement Score

Financial (25)

Enhance Long Term Shareholder Value

- Profitability 5,000 5,100 102 - Profitability Growth 10 11 110

- Revenue 50,000 52,000 104 103 25.80

- Revenue Growth 12 12 100

(103 x 25%=

25.80) Manage Cost

Efficiency - Overhead Cost Ratio 8 8 100

Customer (25)

Nurture Customer

Satisfaction - Customer Satisfaction Index 8 7.80 98 93 23.33 Expand Market Share - Market Share per Product 40 37 93 Increase Customer

Acquisition - Percentage of Loyal

Customers 50 45 90

Business Process

(25)

Achieve Operational

Excellence - Number of Product Defects 100 per 1 million 100 per 1 million 100 99 24.80

Drive Demand via Customer Relationship

- Time To Response

Customers' Request max 24 hours average 25 hours 96

- Number of Customer

Gatherings 6 per year 6 100

Manage Growth via Innovation

- Number of New Products

Launch 2 in this year 2 100

- Number of New Initiatives Implemented for Continous

Improvement 10 10 100 Improve Employee

Satisfaction - Employee Satisfaction Index 8 7.60 95 95 23.75

(49)

Developing

Functional Scorecard of PT XYZ

(50)

Vision Mision Strategy

Integration between Corporate and

Department/Division Scorecard PT XYZ

Corporate Scorecard

Divisional/

Department

(51)

Increase

Satisfaction

Achieve Operational

Excellence

Mengembangkan Employee Satisfaction

Management

Innovation

Policy

Mengembangkan Produktivitas Karyawan

Menyempurnakan Sistem Evaluasi Kinerja

Corporate Scorecard Illustration

Financial

Customer

Expand

Market Share

(52)

Process of Cascading Scorecard

Develop strategic ojectives and KPI which help achievement of

objectives on corporate level, referring to the key process in

Use the strategic ojecties as your department Objectives Identifiying the strategic

objectives (SS) on corporate level which partly or overall are

under your department

responsibility

(53)

Increase

Satisfaction

Achieve Operational

Excellence

Increase Employee Satisfaction

Management

Innovation

Policy

Increase employee Productivity

Improve PM system Financial

Customer

Expand Market Share

* Star indicates contriution of HR Division in achievement of strategic objectives in corporate level

Review - Corporate Scorecard

(54)

Customer

Business Process

Improve employee Productivity

Financial

Strategic objectives (SS) XYZ which directly is cascaded as HR Division

Strategic objectives

HR Division

Improve

employee satisfaction

Improve PM system

(55)

Analysis of internal Process - Department/Division HR

No .

OUTPUT "customer" EXPECTATION

1 System & guideline of employee recruitment

All employees Fulfillment of new employees requisition which is fit in term of quantity and quality

2 System & guideline of PM and Employee career planning

All employees Implementation of PM system and employee career planning which drive individual capacity and synergy with company performance

3 Continuous

employees training system

All employees Implementation of employees training system which is followed by regular monitoring to ensure the application of the competency at the workplace 4 Conducive work

environment and capability of HR division internal employees

Internal HR employees

Development of condusive work environment and solid capability among internal HR division

employees

5 Optimum Employee Manajement Optimum & efficient management of

(56)

Business Process Financial

Strategic objectives XYZ which directly is cascaded as HR Division strategic Objecties Strategic

objectives with * indicates Division strategic objectives designed to refer to the Internal Core process

Develop effective employee career

planning Implement continuously

employee training Implement

competency based recruitment

Manage efficient employee cost Improve employee

Productivity

Improve

Employee Satisfaction

Improve PM System

(57)

People Development Business Process

Financial

Develop effective employee career

planning

Implement continuously training program Implement competency

based Recrutment system

Develop conducive work environment in HR

Division Develop employee

competency for Internal HR Division employees

Manage efficient employees cost Improve employee

Productivity

Improve

Improve PM sytem

Customer

(58)

Manage efficient employee cost

Improve employees Productivity

Improve

HR Key Performance Indicators – PT XYZ

Strategic Objectives

• Health cost Per employees

• Rasio HR Cost toward Overall Cost

• Sales per Employee

• Net Profit per Employee

• Employees Engagement index

Key Performance Indicators Target

(59)

Membangun Sistem Perencanaan Karir

yang Efektif Menerapkan Pola

Pelatihan Berkelanjutan

Menerapkan Sistem Rekrutmen Berbasis

Kompetensi

• Tingkat kinerja karyawan baru yang direkrut dengan pendekatan

kompetensi -- enam bulan setelah penerimaan

• Jumlah Jam Pelatihan Per Karyawan Per Tahun

• Tingkat Kepuasan Peserta Pelatihan

• Persentase penyelesaian blueprint perencanaan karir

• Jumlah karyawan yang telah di-ases

• Persentase penyelesaian sistem penilaian kinerja baru

Strategic Objectives Key Performance Indicators Target

Menyempurnakan Sistem

Evaluasi Kinerja

(60)

Membangun Lingkungan Kerja di Depertamen HR

yang Kondusif Mengembangkan Kompetensi Karyawan

Internal Divisi HR

• Tingkat kepuasan karyawan internal Divisi HR terhadap pimpinan di Divisi HR

• Jumlah internal knowledge sharing session yang diselenggarakan

• Rata-rata skor kompetensi karyawan internal HR

Sasaran Strategis Key Performance Indicators Target

HR Key Performance Indicators

(61)

Optimize Marketing Efficiency

Drive Long term Shareholder Value

Increase Sales Revenue

Develop Innovative Marketing Communication

Program

Develop Strategic &

Functional Marketing Competencies

Develop Marketing Business

Intelligence

Accelerate New Product Development

Ideas

Foster Creative Thinking

& Innovative Solutions

Marketing Strategy Map Template

Financial

Customer

Internal Process Learning & Growth

Create Satisfied and Loyal Customers

Enhance Brand Image

Develop Effective Customer Relation

Management

(62)

Optimize IT Efficiency

Drive Long term Shareholder Value

Enhance IT Impact on Enterprise Outcome

Maintain a Reliable IT Infrastructure

Develop Effective Decision Support System

Propose and Deliver Transformational

Applications

IT Strategy Map Template

Financial

Customer

IT Internal Process

Deliver Consistent, High Quality IT Service

Provide Business Units with Innovative IT Solutions

(63)

TANYA JAWAB (3

PERTANYAAN)

(64)

Developing Employee

(65)

Visi Misi Strategi

Integrasi antara Corporate dengan Individual Scorecard PT XYZ

Corporate Scorecard

Division/

Department

Scorecard Individual

Scorecard

(66)

1. Review Sasaran Strategis dan KPI dalam Strategy Map

Divisi

2. Review Tugas Inti/Uraian Pekerjaan

Individual

4. Analisa dan sinergikan hasil dari tahap 1, 2, dan 3 dan lalu rancang

Sasaran Kinerja (SK)

3. Review Tugas Khusus di Masa

Mendatang

Langkah-langkah dalam Mengembangkan Scorecard

untuk Kinerja Individual di PT XYZ

(67)

1. Review Sasaran Strategis dan KPI dalam Strategy Map Divisi

• Review Sasaran Strategis dan KPI dalam Strategy Map Divisi

• Tandai Sasaran Strategis dan KPI yang menjadi tanggung

jawab anda atau sebagian menjadi tanggung jawab anda

(68)

Business Process Financial

Membangun Sistem Perencanaan Karir

yang Efektif

Menerapkan Pola Pelatihan Berkelanjutan Menerapkan Sistem

Rekrutmen Berbasis Kompetensi

Mengelola Biaya Karyawan secara Efisien

Mengembangkan Produktivitas Karyawan

Mengembangkan Employee Satisfaction

Menyempurnakan Sistem Evaluasi Kinerja Customer

Tanda bintang menunjukkan sasaran strategis dalam strategy map HR Division yang menjadi tanggung jawab Manajer Training &

development

(69)

• Review tugas inti/uraian pekerjaan anda

• Tuliskan tugas inti, output, stakeholders/pelanggan dari output itu, dan harapan-harapan mereka.

• Review dan negosiasikan dengan kepala bagian jika peran/fungsi anda telah berubah

2. Review Tugas Inti/Uraian Pekerjaan

Individual

(70)

• Review tugas khusus anda di masa mendatang — terutama yang tidak tercakup dalam uraian pekerjaan saat ini

• Fokuskan pada tugas-tugas khusus yang berkaitan dengan tercapainya Sasaran Strategis dan KPI dalam strategy map unit.

3. Review Tugas Khusus di Masa Mendatang

(71)

4. Analisa dan sinergikan hasil dari tahap 1, 2, dan 3 dan lalu rancang Sasaran Kinerja (SK)

• Review hasil dari tahap 1, 2, dan 3

• Gabungkan dan sinergikan hasil-hasil itu dan kembangkan Sasaran Kinerja (SK)

• Kembangkan 4 – 6 sasaran kinerja untuk setiap individu

(72)

NO NAMA JABATAN REPORTS TO 1

2 3 5 6 7 8 9 10 11

Daftar Jabatan di PT XYZ

(73)

No. Weight Target Realization Score Total Score

Performance Goals (PG) KPI Score x weight

100 Final Score

Format Scorecard Kinerja Individual

Tentukan 4-5 Sasaran Kinerja

(SK).

Taruh hasil dari LANGKAH 4 di kolom

ini.

(74)

Contoh untuk

MANAJER Training & Development

No. Performance Goals Weight KPI Target Realization Total

1

3

4

5

6

Mengembangkan kompetensi karyawan

internal Divisi HR * Melaksanakan Pola

Training yang Berkelanjutan * Mengembangkan E-

Learning Modul

Score Mengembangkan

Kapabilitas Strategis 2 Mengembangkan

Kompetensi Teknikal Karyawan

Menciptakan Sistem Employee Development

Coaching

(75)

No. Weight Target Realization Score Total Score

Performance Goals (PG) KPI Score x weight

Final Score

Format Scorecard Kinerja Individual

Tulis bobot dari setiap SK menurut dampaknya

terhadap Sasaran Strategis Divisi

Kembangkan KPI

untuk setiap SK

(76)

Contoh untuk

MANAJER Training & Development

No. Performance Goals Weight KPI Target Realization Total

1 Jumlah modul baru tentang ketrampilan

strategis yang dikembangkan

Persentase karyawan yang mengikuti pengembangan ketrampilan strategis % realisasi jumlah karyawan yang mengikuti pelatihan teknikal terhadap rencana pelatihan teknikal

Rata-rata jumlah hari pelatihan teknikal bersertifikat dalam setahun per

pegawai

3 Jumlah modul e-learning yang di-

implementasikan

Jumlah karyawan yang telah mengikuti sesi E-learning

4 % Penyelesaian sistem dan panduan

employee development coaching

% Jumlah karyawan yang telah melakukan employee development coaching

Score

2 Mengembangkan Kompetensi Teknikal

Karyawan

15 30

10

15 Mengembangkan E-

Learning Modul Mengembangkan Kapbilitas Strategis

Coaching

(77)

No. Performance Goals Weight KPI Target Realization Total

6 dalam setahun

Persentase karyawan yang mengikuti pengembangan ketrampilan strategis

85 % dari total Manajer keatas

% realisasi jumlah karyawan yang mengikuti pelatihan teknikal terhadap rencana pelatihan

100%

pegawai

6 hari

implementasikan

3 dalam setahun

Jumlah karyawan yang telah mengikuti

sesi E-learning ^{100 dalam}setahun

employee development coaching 100 % pada 30 Juni

30 % dalam tahun 2007

5

12 kali dalam setahun

6 Jumlah kegiatan training yang telah

dievaluasi pada level 3 dan level 4 20

Melakukan Pola Training yang Berkelanjutan

30

10

15 Mengembangkan E-

Learning Modul Mengembangkan Ketrampilan Strategis *

Coaching 2 Mengembangkan

Kompetensi Teknik Karyawan

15

3 kegiatan pelatihan dalam

setahun Mengembangkan

kompetensi karyawan internal Divisi HR * 10

Jumlah internal knowledge sharing session yang dilakukan dalam satu tahun

Score

(78)

Format Scorecard Kinerja Individual

Kolom ini menunjukkan realisasi dari pencapaian sasaran kinerja yang diraih oleh

Kolom ini menunjukkan nilai yang didapat oleh pemegang posisi berdasar perhitungan: Realisasi target yang

direncanakan dibanding dengan realisasi target (aktual) yang dicapai

No. Performance Goals Weight KPI Target Realization Score Total

(79)

No. Performance Goals Weight KPI Target Realization Total

6 dalam setahun 5

70%

100% 100%

pegawai

6 hari 6 hari

implementasikan

3 dalam setahun 1

sesi E-learning ^{100 dalam}setahun 50

70%

30 % dalam tahun

2007 10%

5

12 kali dalam

setahun 10 kali

6 Jumlah kegiatan training yang telah

dievaluasi pada level 3 dan level 4

Score

2 Mengembangkan Kompetensi Teknik

Karyawan

15

3 kegiatan pelatihan dalam

setahun

3 Mengembangkan

kompetensi karyawan internal Divisi HR * 10

20 Melakukan Pola Training

yang Berkelanjutan

30

10

15 Mengembangkan E-

Coaching

(80)

Skor juga bisa dilakukan dengan mendefenisikan kriteria pencapaian target

Penghitungan SKOR 1. KPI Maximize

• KPI dimana pencapaian makin tinggi, makin baik

• Contoh : laba, jumlah pelanggan baru

• Perhitungan skor :

• Realisasi/target x 100

(81)

Skor juga bisa dilakukan dengan mendefenisikan kriteria pencapaian target

Penghitungan SKOR 2. KPI MINIMIZE

• KPI dimana pencapaian makin RENDAH, makin baik

• Contoh : jumlah komplain, jumlah temuan, jumlah keterlambatan, rasio biaya

• Perhitungan skor :

• Target/realisasi x 100

(82)

No. Performance Goals Weight KPI Target Realization Total

6 dalam setahun 5 83.33

70% 82.35

100% 100% 100.00

pegawai

6 hari 6 hari 100.00

implementasikan

3 dalam setahun 1 33.33

sesi E-learning ^{100 dalam}setahun 50 50.00

70% 70.00

51.67

30 % dalam tahun

2007 10% 33.33

5

12 kali dalam

setahun 10 kali 83.33

83.33 82.84 Score

100.00

8.33 41.67

24.85

15.00

4.17

7.75 2 Mengembangkan

Kompetensi Teknik Karyawan

15

internal Divisi HR * 10

30

10

15 Mengembangkan E-

Coaching

(83)

Skor juga bisa dilakukan dengan mendefenisikan kriteria pencapaian target

Example 1: KPI – Number of Sales Number (cartoon)

· Score 100 – sales number is > 100,000 cartoon

· Score 80 – sales number > 90,000 – 100,000

· Score 60 -- sales number > 80,000 – 90,000

· Score 40 – sales number > 70,000 – 80,000

· Score 20 – sales number < 70,000

Example 2: KPI – Percent completion of New Performance Management System

· Score 100 – percent completion is 100 %

· Score 80 – percent completion is 80 - 99%

· Score 60 – percent completion is 60 - 79 %

· Score 40 – percent completion is 40 - 59 %

· Score 20 – percent completion is < 40 %

(84)

Contoh untuk

Training & Development Supervisor/Staff

No. Performance Goals Weight KPI Target Realization Total

1 Jumlah bahan (buku, modul, laporan)

relevan yang berhasil diidentifikasi Jumlah silabus pelatihan strategis yang

berhasil didesain

4 % Penyelesaian draft modul berjudul

"Effective Presentations Skills"

% Penyelesaian draft modul berjudul

"Effective Supervisory Skills"

5 Jumlah sosialisasi mengenai

penggunaan dan manfaat e-learning

% Penyelesaian materi sosialisasi e- learning

6

Score Mengidentifikasi dan

mengkompilasi bahan- bahan untuk pembuatan

modul pelatihan strategis

30

Menyusun draft modul pelatihan

30

Mengembangkan E- Learning Modul

30

internal Divisi HR * 10

Frekuensi sebagai narasumber dalam kegiatan internal sharing

(85)

Contoh untuk

Sales Admin Staff

No. Sasaran Kinerja

Bobot KPI Target Achievement Skoring

1

Memproses Data Penjualan Per Cabang secara Akurat dan Tepat Waktu

30 Jumlah data/proses yang

akurat dan tepat waktu 100%

2

Memproses Data Insentif Tenaga Penjualan secara Akurat dan Tepat Waktu

25 Jumlah data/proses yang

3

Memproses Data Jumlah Produk Retur secara Akurat dan Tepat Waktu

4 Mengembangkan Kompetensi

Diri 15 Jumlah Kegiatan Coaching

dengan Atasan

12

kali/tahun

(86)

Contoh untuk HR Admin Staff

No.

Sasaran Kinerja Bobot KPI Target Achievement Skoring

1 Mengelola Database

Karyawan secara Akurat 30 Jumlah data/proses yang

2

Memonitor Klaim Asuransi Kesehatan secara Akurat dan Tepat Waktu

3

Mengelola Data Klaim Jamsostek secara Akurat dan Tepat Waktu

25 Jumlah data/proses yang

4 Mengembangkan

Kompetensi Diri 15 Jumlah Kegiatan Coaching dengan Atasan

12

kali/tahun

(87)

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Table for Monitoring KPI

Achievemnt PT XYZ

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Data Tabel Monitoring KPI

• Data penjelasan dan cara menghitung pencapaian KPI

• Disusun untuk memastikan bahwa data realisasi KPI termonitor dengan jelas

• Digunakan sebagai dasar penghitungan

skor pada akhir tahun

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No. KPI Definisi

Bagaimana Data Pencapaian Diperoleh

Frekuensi Pelaporan

Data

Sudah Tersedia

Format Pelaporan

Datanya?

1

Jumlah karyawan yang telah mengisi Form Kinerja

Berbasis KPI

Jumlah karyawan yang telah mengisi form KPI;

untuk semua level; batas waktu pengumpulan setiap tanggal 27 Desember

Dilakukan dengan

menghitung jumlah form KPI yang terkumpul (pada tanggal 27 Desember atau sebelumnya)

Setiap akhir tahun;

pada bulan

Desember Sudah

Rata-rata Skor

Rata-rata kinerja karyawan baru sesudah 6 bulan pertama dievaluasi oleh atasan. Form evaluasi

Atasan memberikan penilaian pada aspek perilaku dan hasil kerja karyawan baru. Form evaluasi disiapkan oleh Bagian SDM. Rata-rata skor kinerja dihitung dengan menjumlahkan total skor kinerja semua karyawan

Setiap akhir tahun;

Contoh Tabel Monitoring KPI

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No. KPI Definisi

Bagaimana Data Pencapaian Diperoleh

Frekuensi Pelaporan

Data

Sudah Tersedia

Format Pelaporan

Datanya?

3

Persentase karyawan yang di-rekrut

dengan tepat waktu (1 bulan sejak order)

Persentase karyawan yang berhasil di-rekrut tepat waktu. Tepat waktu adalah 60 hari sejak adanya order permintaan rekrutmen hingga tandatangan perjanjanjian karyawan baru

Lama waktu rekrutmen dihitung oleh staf

rekrutmen; data tanggal order rekrutmen dan

tanggal perjanjian disimpan.

Setiap akhir tahun, dihitung berapa jumlah yang tepat waktu; dan berapa yang tidak tepat waktu.

Setiap akhir tahun;

pada bulan

Desember Belum

4

Jumlah karyawan yang lolos tes asesmen dan layak dipromosikan

Jumlah karyawan yang lulus tes asesmen

Dilakukan tes asesmen bagi karyawan potensial.

Tes dilakukan oleh pihak ketiga. Hasil tes dilihat untuk menghitung berapa jumlah yang lulus.

Setiap akhir tahun;

pada bulan

Desember Sudah

Contoh Tabel Monitoring KPI

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No. KPI Definition

How to collet the achievement date

Frequency of data reporting

Report form are in place ?

5

Average training hours

per employees per year Training hours per year

Data is calculated # total training hours /# employess. The data is

calculated by HR every month done

6

# training program

attended with continuously monitoring

# training program

accompanied byi follow up.

Follow up actions refers to SOP set y HR

Training program accompanied by monitoring as per the SOP are recorder. Process of monitoring must be aligned with the set guideline

eery end of year ; in

Desember done

Example of Table of Monitoring KPI

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Example of supporting for Monitoring KPI

Table for Monitoring Recrutment duration

No. Dept requesting Recrutment

# employees requested

Received Date of Requesition

Date of New employees signing

Job Agreement Duration

1 2 3 4 5 6 7 8 9 10

# Total Recrutment ^:

# Recrutment On Time :

Note : On time is 60 days since the recruitment order received

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Example of supporting table for Monitoring KPI

Table for Monitoring customer complain

No. Kind of complain

User/complain

reported by Recovery Proces/solution user Signature

1 2 3 4 5 6 7 8 9

(95)

Example of supporting Table for Monitoring KPI

Table for Monitoring process failure

No. Bulan # failure Kind of process failure Jenis

Employees Signature

1 Januari 2 Februari 3 Maret 4 April 5 Mei 6 Juni 7 Juli 8 Agustus 9 September 10 Oktober 11 November 12 Desember

# Total

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Thank You

For Further Detail, please contact

Agus Sururi, S.Pd, M.MPar

• Certified Asesor Kompetensi

• Certified Master Trainer

• HR Practicioner with over 20 years of solid experience

• [email protected];

• agus72.sururi@gmail

• 0811376770

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