2 HAL-HAL yang Dievaluasi Keahlian (Skills)/Kemampuan (Abilities)/Kebutuhan (Needs)/Kendala (Traits of Individuals)Berkaitan dengan Kebijakan dan Budaya yang terdapat dalam OrganisasiPencapaian dan Output (Result in Outcomes)
3 Kewenangan Evaluasi Superior Only Subordinate(s) Peers/Co-workers Self CustomersOthersSubordinates All Stakeholders
4 Metode PendekatanReview indikator internal industry atau organisasi sejenis (Consistent indicators across industry or similar organizations)Perbandingan seluruh indikator dalam ruang lingkup organisasi (Comparison of indicators over time in organization)Perbandingan indikator dengan standard industri (Comparisons with pre-determined standard)
6 Permasalahan dan Kendala dalam Evaluasi dan Pengukuran ControllabilityMotivational impact“Fallout”Role Modeling ImpactReliabilityRelevanceControl
7 Periode Evaluasi Probation Period Tahunan/Periodically/Annually (tanggal ulang tahun, tanggal penugasan)Semi-Periodik (Semi-annually)Timbulnya Kejadian (For Cause)Rutinitas dan Kelangsungan (On-going)Kebutuhan (As needed)
10 Essay TechniqueDeskripsi kualitas dan kuantitas kinerja karyawan dalam 1 periodeDeskripsi kekuatan dan kelemahan karyawan & manajemen.Pola dan analisis dekripsi karyawan yang potensial bagi organisasi.Kemampuan leadership yang diperlukan dalam pelaksanaan tugasAktivitas yang direkomendasikan bagi pengembangan karyawan
11 Morgan Stanley’s Essay System Consider objectives identified in prior year’s Summary as well as this year’s objectives.Evaluation:Strengths Comments1.2.3.Development Areas Comments
12 Management-By-Objective (Examples) Tingkat kontribusi karyawan dalam pencapaian keuntungan organisasi ditunjukkan dengan penurunan biaya di tingkat departement sebesar 3.5%.Sistem rekrutment karyawan memerlukan evaluasi tingkat eektivitasnya dalam satu periode tertentu (1 tahun)
13 Ranking (Example)Manajer melakukan ranking seluruh karyawan dari kriteria terbaik sampai dengan terburuk, dengan didasarkan pada:Performance Total KaryawanKriteria Khusus (seperti komunikasi, customer relation skills, dll).
14 Paired Comparisons (Example) Rank each employee grouping overall oron a characteristic:Employee A and Employee BEmployee B and Employee CEmployee A and Employee CEmployee C and Employee DEmployee D and Employee AEmployee D and Employee Betc.
15 Forced Distribution (Example) Pace each of the employees in your department in the following categories based upon overall or specific category performance:Top 10 percent: percent:50 – 89 percent: Bottom 10 percent:Outstanding: Average:Good: Below Average:Unacceptable:
16 General Electric’s Distribution The Vitality Curve PROMOTABILITYHigh Medium LimitedTop Performers10%Highly Valued70%Least Effective20%
17 Ratings Example (Checklists) Program Auditor:_____ 1. Unable to separate important from irrelevant data._____ 2. Omits important info from summaries._____ 3. Cross-references to improve reporting._____ 4. Produces summaries which lead to good reports._____ 5. Requires excessive instruction to produce work._____ 6. Unable to reduce data to manageable form._____ 7. Communicates well with peers on reports._____ 8. Fails to meet deadlines._____ 9. Provides detailed, professional work._____ 10. Protects confidentiality of information.
18 Ratings Example: Scales Rate the employee’s behavior on the scale provided.Excellent Good Fair Poor N/A___Reasoning ability ___Decisiveness in Decision-making ___Imagination & originality ___Ability to plan and control ___Cooperation with peers ___Cooperation with management ___Professionalism ___Interpersonal skills ___
20 Citibank’s Performance Scorecard MeasurementsBelow ParParAbove ParCustomer SatisfactionExternal company surveyGoal of 80%Strategy ImplementationObjective standardsHouseholdsCross-sell, splits, mergersRetail asset balancesMarket shareFinancialObjective stadardsRevenueExpenseMargin
21 Citibank’s Link to Compensation Ratings Bonus“Above Par” 30%“Par” 15%“Below Par” 0%
22 Overall Employee Rating: Microsoft’s PA SystemOverall Employee Rating:= Exceptional performance rarely achieved; precedent setting results4.5 =Consistently exceeds all requirements & expectations workhighly valued=Consistently exceeds position requirements and expectations; work often noteworthy3.5 =Exceeds position requirements; successful in all objectives=Meets position requirements and expectations; meets mostor all objectives; needs some development for quality2.5 =Falls below performance standards and expectations; has performance deficiencies=Does not meet minimum requirements in critical aspects of job
23 Microsoft: Adding Distribution to Rankings = 35% of employees= 40% of employees3.0 or lower = 25% of employees
24 Ratings Example: BARS Quantity of work Quality of work Judgment Indicate the appropriate level of performance on each factor:Quantity of workQuality of workJudgmentVolume low & erraticSatisfactory steadyvolumeVolume above expectationsResults accurate andthoroughResults generally inaccurateand not thoroughResults always accurate;model workSystematic, analytical, goodwith complex problemsPractical judgment,solves problems, difficulty with assessing relative value of factorsDoes not always show goodjudgment; problem analysisnot always adequate
25 Microsoft Competency Toolkit FACTOR: Individual ExcellenceCOMPETENCY: Intellectual Horsepower (is bright, intellectual sharp, learns quick)Level 1Level 2Level 3Level 4Structures basicinfo accurately; draws informed conclusionsAnalyzes & organizes complex info from specific content area, identifying key issues, assessing impact, drawing reasonable conclusionsAnalyzes, explains & draws logical conclusions based upon complex data from multiple content areasRapidly identifies the significance of info & insightfully determines strategic action.With guidance, learns quickly on the jobLearns new skills & ideas rapidlyRapidly learns & assimilates complex info involving unfamiliar situations & circumstancesRapidly learns new concepts & ideas; integrates & assimilates highly complex info across broad, multi-functional content areasPicks up new skills & understands ideas when structuredQuickly adjusts thinking for new info or ideasLearns effectively from experienceIs able to apply & explain logic related to problems
26 Microsoft Competency Toolkit FACTOR: Long-term ApproachCOMPETENCY: Developing people (provides job-relevant learning, developmentalexercises, and feedback to enhance individual performance)Level 1Level 2Level 3Level 4Assigns challenging tasks and assignments that will help people develop their skillsTakes time to learn about and understand direct reports; career goalsActively coaches direct reports how to get the most learning from their current assignmentsHolds managers accountable for developing people in their group/organizationProvides direction in correct performance of tasks and assignmentsProvides stretch jobs and assignments for direct reports to help them develop their skillsGives direct reports candid, thoughtful feedback on their strengths and weaknessesIdentifies key people in his/her organization to assume high-level management responsibilities, and is an advocate for them when opportunities for advancement occur
27 Critical Incident Example Employee Name:___________________________________Date of Incident:__________________Type of Incident:___________________________________Individuals Involved:Description of Incident:Outcome of Incident:Recommendations:Date Discussed with Employee:____________Supervisor Signature:______________________________Employee Signature: _____________________________
28 Focus Judgmental Developmental Time orientationPast performancePreparation forfuture performanceMethodImproving performance by changing behavior through rewardsImproving performance by self- learning & personal growthSupervisor’s RoleJudge who appraisesCounselor who listens, helps, encourages & guidesSubordinate’sRoleListener, reactor to, defender of past performanceActively involved in charting future plans