Performance Management

Presentasi berjudul: "Performance Management"— Transcript presentasi:

1 Performance Management
Disampaikan kepada: Mahasiswa S2 Universitas Gunadarma Oleh: Yunus Triyonggo, PhD., CAHRI. 19 Oktober 2017

2 Yunus Triyonggo S-1 Teknologi Industri Pertanian IPB
S-2 Magister Management UNDIP S-3 Sekolah Bisnis IPB HR Trainee – Manager : PT Indofood Sukses Makmur, Tbk. (9 years) Personnel & GA Manager : PT HM Sampoerna, Tbk. (1 year) Human Resources Business Partner : PT Unilever Indonesia, Tbk (8 years) Vice President HR : PT Nestle Indonesia (2 years) Chief of Human Capital Development : PT Sierad Produce, Tbk (until now) Organisasi: Dewan Pakar Perhimpunan Manajemen SDM Pendiri Lembaga Sertifikasi Profesi Manajemen SDM Indonesia Ketua Umum Indonesia Human Resources Institute (IndHRI) Wakil Ketua Komtap Standarisasi Kompetensi Ketenagakerjaa Kadin Pusat Hobbies : tenis meja, jogging

3 Pengembang-an Organisasi
Model Kompetensi Praktisi MSDM Di Indonesia Pengadaan SDM Strategi dan Perencanaan Pengelolaan Sumberdaya Manusia Layanan Administrasi dan Sistem Informasi Pekerja Hubungan Industrial Remunerasi Kinerja & Karir Manajemen Talenta Pembelajaran dan Pengem- bangan SDM Pengembang-an Organisasi Integritas Kepemim- pinan Manajemen Relasi Orientasi pelayanan pelanggan Konsultasi Kerjasama Tim Komunikasi Pemahaman Bisnis B A H S I N D O E P R F MSDM SK Menakertrans nomor 307 tahun 2014 Yunus Triyonggo, 2014 (PMSM Indonesia) Sumber: Triyonggo, 2014

4 Performance Management
Manajemen kinerja adalah proses berorientasi tujuan yang diarahkan untuk memastikan bahwa proses-proses keorganisasian ada pada tempatnya untuk memaksimalkan produktivitas para karyawan, tim dan akhirnya organisasi (Mondy, 2008). Performance Management is the process through which managers ensure that empoyees’ activities and output contribute to the organization’s goals (Noe et al., 2011).

5 Possible Outcomes from Effective Performance Management
Clarifying job responsibilities and expectations. Enhancing individual and group productivity. Developing employee capabilities to their fullest extent through effective feedback and coaching. Driving behavior to align with the organization’s core values, goals and strategy. Providing a basis for making operational human capital decisions (e.g., pay). Improving communication between employees and managers. Source: Pulakos, 2004

6 Challenges & Opportunities
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 Only 29 percent of companies create individual goals aligned to the organization 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 Up to 50 percent of employee time is spent working toward nonstrategic objectives Source: Oracle, 2012

7 The Process of Performance Management
Specify relevant aspects of performance Organization establish performance management system To meet three broad purposes: Strategic Administrative Developmental Effective performance management is determined by: Fit with strategy Validity Appraise performance Problem solving Provide performance feedback Rewards Source: Noe et al., 2011

8 Typical performance management process
Determination of Organization Strategy and Goals Performance Planning Ongoing Feedback Performance Review Performance Evaluation Employee Input Source: Pulakos, 2004

9 Performance Planning Review with employees their performance expectations, including both the behaviors employees are expected to exhibit and the results they are expected to achieve during the upcoming rating cycle.

10 Performance Planning Behavioral expectation Result expectation
Effective performance management systems provide behavioral standards that describe what is expected of employees in key competency areas. Result expectation The results or goals to be achieved by employees should be tied to the organization’s strategy and goals. Example goals for an employee might be: Complete project “X” by time “Y.” Increase sales by 10 percent. Successfully mentor employee “X” to develop skill “Y.”

11 Performance Planning Guidelines for Establishing Effective Performance Goals Goals must clearly define the end results to be accomplished. To the extent possible, goals should have a direct and obvious link to organizational success factors or goals. Goals should be difficult, but achievable, to motivate performance. Goals should be set in no more than three areas—attempting to achieve too many different goals at once will impede success.

12 What How What & How Business Target Division Target Individual Target
Core Competencies Leadership Competencies Technical Competencies How

13 Bagaimana mengevaluasi “WHAT” & “HOW”
Bandingkan kinerja aktual dengan target Lakukan observasi terhadap perilaku dan catat capaian yang terbukti nyata Fokus pada pencapaian, bukan aktivitas Mintakan umpan balik dari pihak-pihak yang terkait Evaluasi kinerja secara menyeluruh selama siklus nya Evaluasi perilaku secara menyeluruh sepanjang siklus, bukan hanya dari satu kejadian Tentukan tingkat kinerja secara menyeluruh dengan mempertimbangkan tingkat pencapaian : - Tujuan fungsi, - Tujuan individu, - Pencapaian penting berikutnya Evaluasi perilaku berdasarkan nilai-nilai inti perusahaan Source: Nestle, 2011

14 Performance Development Plan
Individual Objectives Performance Development Plan They are … They are NOT … The 3-5 key things that will make the difference, therefore the main drivers for success in a role û The 100 things you do in your job Results delivered through performing the job, which makes the difference û A job description 3-5 priority targets focused on the personal contribution û A long “to do” list Results based û Activity-based Within the scope of the responsibilities of your role û Out of the person‘s control Agreed by both parties û A top-down set of directives Source: Nestle, 2011

15 S S M M A A R R T T Individual Objectives: Twice as SMART tretching
Requiring individuals to reach beyond obvious boundaries pecific M M easurable ixed Across Quantitative and Qualitative objectives A A With business & Manager & peer’s objectives chievable ligned R R elevant eviewed With business & Manager & peer’s objectives T T To be thoroughly discussed and agreed by Manager and Employee imebound wo way Source: Nestle, 2011

16 Bukan Target Individual
Contoh Target Setting 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 effectiveness 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 Procurement)

17 Ongong Feedback Managers’ responsibilities include providing feedback in a constructive, candid and timely manner. Employees’ responsibilities include seeking feedback to ensure they understand how they are performing and reacting well to the feedback they receive. Having effective, ongoing performance conversations between managers and employees is probably the single most important determinant of whether or not a performance management system will achieve its maximum benefits from a coaching and development perspective.

18 Ongong Feedback Guidelines for Providing Feedback Effectively
Provide immediate positive and developmental feedback in a private location. Ask for the employee’s view about what could have been done differently. Be specific about what behaviors were effective or ineffective. Focus on what the person did or did not do, not personal characteristics. Collaboratively plan steps to address development needs. Offer help in addressing development needs and providing resources.

19 Employee Input Employee input has been used effectively in many organizations. It sometimes takes the form of asking employees to provide self-ratings on performance standards, which are then compared with the manager’s ratings and discussed. This process and discussion can lead to increased defensiveness, disagreements and bad feelings between employees and managers, if managers ultimately rate employees less effectively than they have rated themselves.

20 Employee Input Guidelines for Writing Employee Accomplishments
Include the situation or circumstances faced by the employee. Describe what specific actions the employee took to achieve results. Describe the impact of the accomplishment on the work unit or organization.

21 Performance Evaluation
Evaluating behaviors Today, many organizations are using competency models as a basis for their performance management systems. Competency models articulate the knowledge, skills, abilities and other characteristics that are deemed to be most instrumental for achieving positive organizational outcomes. Example: HR Manager

22 Performance Evaluation
Sample Performance Standards for Communication Competency

23 What is Competency-based Management?
An HR management approach that standardizes and integrates all HR activities based on competencies that support organizational goals. Basic Competency Architecture Source : Wayne I and Suzanne S., 2013

24 Performance Evaluation
Evaluating Results Key results to be achieved will vary for different employees, depending on the nature of the individual’s job and assignments. For example, some employees may have production or sales results, others may be responsible for successfully developing and implementing new programs or systems, others may have specific levels of customer satisfaction outcomes they are expected to reach, and yet others may have employee development or team leadership results.

25 Target Individual – WHAT
Skala Nilai 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 Tidak mendemonstrasikan Nilai-nilai Inti dan Kompetensi Perusahaan

26 Matriks Penilaian Kinerja Karyawan
3/2 Individual Target = WHAT 3/1 3/3 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 3 Nilai-nilai Inti dan Kompetensi Perusahaan = HOW 2/1 2/2 2/3 2 1/1 1/2 1/3 FOCUS ON RED BOXES FIRST: If an employee receives a 1/1, they would likely be subject to performance counselling or warnings. It may also be the case of they were to receive a 2/1 or 1/2 rating. In all of these cases an employee’s performance or behaviour would be unsatisfactory and the rating should not be a surprise. If an employee’s performance or behaviour did not improve they would be placing their continued employment in jeopardy. An employee who receives a 1/1 (and in some cases a 2/1 or a 1/2) rating will be reminded of what is required in order to obtain a satisfactory performance or behaviour rating. FOCUS ON GREEN BOXES: If your rating is in the green boxes, you have been meeting or exceeding expectations regarding performance and behaviour – we would like all of our employees to be rated in the green boxes. FOUS ON ORANGE BOXES: If your rating is in the orange boxes, you are meeting expectations regarding performance or behaviour but not both. Your Manager should be providing you with guidance regarding how you can improve either your performance or behaviour and the rating should not be a surprise. 1 1 2 3

27 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 Nilai Kinerja tidak boleh disampaikan ke karyawan sampai review akhir tahun.

28 Integrated Performance Management System
Succession Planning Goal Setting Interim Review Talent Day Performance Review Year end Review Multiple years of Performance creates basis for judgement of Sustained Performance Level High, Medium, Low Jan-Feb Dec-Feb Jun-Aug Annual Base Salary Short Term Bonus Long Term Incentive Dec-Jan Nov Sumber: SIPD, 2017

29 References Mondy RW Manajemen Sumber Daya Manusia. Jakarta (ID): Erlangga. [Nestle] PT Nestle Indonesia Performance Evaluation Guideline. Noe RA, Hollenbeck JR, Gerhart B, Wright PM Fundamental of Human Resources Management. New York (US): McGraw-Hill. [Oracle] An Oracle White Paper The New Business of Business Leaders: Performance Management and Compensation [Internet]. [Diunduh 2017 Okt 15]. Tersedia pada: Pulakos ED Performance Management. Alexandria (US): SHRM Foundation. [SIPD] PT Sierad Produce, Tbk Integrated Performance Management System Guideline. Triyonggo Y Standar Kompetensi Praktisi MSDM di Indonesia. Jakarta (ID): Intipesan Pariwara. Wayne I, Suzanne S Designing a Competency-based Talent Management Framework: Defining your Competency Architecture [Internet]. [Diunduh 2017 Okt 15]. Tersedia pada:

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