MATERI #2 isu-isu seputar penilaian kinerja MISBAHUDDIN AZZUHRI SE. MM. CPHR®. CSRS®.  081 555 80 8899  081 233 72 8899  misbah@ub.ac.id  misbachazzuhri@gmail.com

Early management view | 1 Konsep Management by Wandering Around (Hewlett-Packard) Management by Walking Around (United Airlines) Teori Scientific Management (FW Taylor) Management by Objective (PF Drucker) Praktek Diterapkan di sebagian besar organisasi pemerintah dan lembaga bisnis di seluruh dunia

Early management view | 2 Penilaian kinerja sangat diperlukan bagi manajemen Penilaian kinerja merupakan proses esensial dari manajemen SDM Penilaian kinerja adalah bagian dari manajemen kinerja Mengakui permasalahan penilaian kinerja, jika: Tanpa standar kinerja Tanpa instrumen yang divalidasi Ketidakobjektifan penilai

Total quality management view Prinsip TQM (WE Deming) System of Profound Knowledge 14 Obligations 7 Deadly Diseases Praktek Terutama AS dan Jepang AS (3000 perusahaan, 40 lembaga pemerintah) Indonesia (Astra, Bakrie Pipe, Indofood)

Tqm principles System of Profound Knowledge 14 Obligations 7 Deadly Diseases Appreciation for a system Theory of Variation Theory of Knowledge Understanding of Psychology Constancy of purpose Adopt the New Philosphy Cease Dependence on Mass Inspection End the Practice Awarding Business on the Basis of Price Tag Alone – Insetad Reduce Cost by Reducing Variation Continual Improvement Training for Skill Leadership Drive Out of Fear Break Down Barriers between Staff Area Eliminate Slogans, Exhortation, Arbitrary Target Eliminate Numerical Quota Remove Barriers to Pride of Workmanship - Drop teh Annual Merit Review Education and Growth Take Action Accomplish the Transformation – Do Not Use Without Theory Lack of Constancy of purpose Emphasis on Short Term Profit Evaluation of Performance, Merit Rating, or Annual Review Mobility of Management Running a Company on Figures Alone Excessive Medical Costs Excessive Legal Costs

Performance appraisal issues Penelitian yang menunjukkan kegagalan Penilaian Kinerja Lembaga Peneliti Hasil Penelitian Society for Human Resources Management Lebih dari 90% sistem penilaian kinerja tidak sukses Development Dimensions International Sebagian terbesar pengusaha merasa tidak puas dengan sistem penilaian kinerja mereka Aon Consulting dan Society for HRM (1997) Hanya 5% dari profesional SDM yang disurvei sangat puas terhadap evaluasi kinerja mereka

What are important issues | 1 Dalam menilai kinerja jarang diperhatikan keterkaitan antara pekerjaan dengan tujuan dan misi organisasi Alat ukur penilaian kinerja kurang valid dan reliabel Banyak pegawai yang tidak mengetahui apa yang diharapkan dari mereka (penilaian tanpa rencana kerja) Penilaian kinerja tidak didasarkan pada data yang tepat Penilaian kinerja penuh muatan politik dan kepentingan

What are important issues | 2 Banyak mengakui kelemahan alat ukur tapi tetap dipakai secara formal Penilaian tidak memberikan kontribusi bagi perbaikan kinerja Penilaian tidak disertai dengan feedback untuk perbaikan kinerja Penilaian tidak bersifat diagnostik Rating penilaian HR Manager harus memahami kekuatan dan kelemahan tiap cara penilaian  Sadar adanya kemungkinan terjadi tendensi sentral  Supervisor tidak mengidap sindrom skor 4 and 5 

Administrative issues Periode penilaian (annual, monthly, when employee joined) Karyawan baru Karyawan transfer & promosi Matrix organization Persetujuan atasan (from immediate supervisor & HR manager, esp. for compensation change)

Pa subjects Self Appraisal/ Penilaian diri Upward Appraisal/ Penilaian ke atas Peer appraisal/ Penilaian oleh kolega 360° approach: appraisal from super-ordinate, peer, subordinate, self, & customer

Indicator Formulation and Performance Measurement Acuan Indikator Kinerja Penilaian kinerja secara tidak langsung (hal hal yang sifatnya hanya merupakan indikasi indikasi kinerja). Acuan Ukuran Kinerja Penilaian kinerja secara langsung Urgensi Indikator & Ukuran Kinerja Dibutuhkan untuk menilai tingkat ketercapaian tujuan, sasaran &strategi Bentuk indikator kinerja Faktor faktor keberhasilan utama (critical success factors) Indikator kinerja kunci (key performance indicator)

Appraisal Interview Hints Do Do Not Prepare in advance Do all the talking Focus on performance and development Lecture the employee Be specific about reasons for ratings Mix performance appraisal and salary or promotion issues Decide on specific steps to be taken for improvement Concentrate only on the negative Consider the supervisor’s role in the subordinate’s performance Be overly critical or “harp on” a failing Reinforce desired behaviors Feel it is necessary that both parties agree in all areas Focus on future performance Compare the employees with others

Unique Quotation “If you think you’re good, you’re dead. Success in the past has no implication for success in the future” |Michael Hammer

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