2014-08-28 Competency based Performance Management System at Bidakara
About me..
S-1 Teknologi Industri Pertanian IPB
S-2 Magister Management UNDIP
S-3 Manajemen Bisnis IPB (on going)
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)
Hobbies : badminton, jogging
What is Traditional Performance
Management ?
Traditionally, performance management systems
concentrate on performance planning and
evaluation, rewards and discipline, according to the
2000 Performance Management Survey (2000)
Source : David D. Dubois & William J. Rothwell, 2004
5
Reasons
Why Traditional
Performance Management
Can't Deliver Peak Performance
Daniel D. Elash, Ph.D. (2009)
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 deeply
discussed, considered, and incorporated in a
timely fashion.
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 effectively explain or clarify issues
and situations with which they aren't familiar.
– Placing the manager between teammates often
reduces the ability of teammates to talk directly to
each other
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 situations.
Reason #4
They are too emotionally laden (sarat)
– The mind is best prepared to grasp new
information, think effectively and learn when it is
clear and focused.
– Understanding, thinking and learning are more
complicated when a person is anxious, selfconscious, angry or defensive.
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 effective
teamwork, is insufficient 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 the context
of the whole interdependent system.
Challenges
Revenue
Complexity
Company
29%
400%
300%
150
200%
100
100%
50
71%
0
0%
1997
year 1
2012
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
Employees perceive the linkage
between individual goals and corporate
goals
100%
48%
50%
52%
26%
Strong
74%
Aligns
year 2
Not Align
Only 29 percent of companies
create individual goals aligned to
the organization
Working spend
50%
50%
Strategic
Non strategic
Weak
0%
Mid level
Lower Level
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
An Oracle White Paper, June 2012
Are we capable to improve our people
performance?
YES We have to !!
The one option is…
What is a Competency?
Observable abilities, skills, knowledge, motivations or
traits defined in terms of the behaviors needed for
successful job performance.
The Iceberg
as an Analogy
Source : Human Resource Systems Group, 2012
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 : Human Resource Systems Group, 2012
Why competencies?
Competencies translate the
strategic visions and goals for
the organization into behaviors
or actions employees must
display for the organization to
be successful.
The Benefits of
better Employee competency
63%
63% reduction in turnover due to increased
employee satisfaction – due to greater clarity
about performance expectations
19%
19% improvement in employee performance
12.5%
12.5% increase in sales and profits due to
Competency-based training programs
(Source : Spencer, 2001)
The Benefits 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
(Source : Bersin, 2007)
The Benefits of better Employee competency
Superior Talent Management = Significant 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”
(Source : Bersin, 2010)
Competency-based Performance Management
• Competencies define the behaviors necessary for goal achievement
• They facilitate a developmental approach to performance
management
• Three Stages of Performance Management
How to integrate Competencies in the
Performance Management Process
Option #1
Option #2
By defining the competencies
needed to perform each
Performance Goal / Objective
By integrating the competencies for the
employee’s job into the PM process
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.
The performance plan includes the performance
goals / objectives for the review period as well
as the complete set of competencies from the
competency profile 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
Not all competencies within the
All competencies defined in
competency profile for the
the competency profile for
employee’s role / job will
the employee’s role / job are
necessarily be assessed within the
evaluated
cycle
Source : David D. Dubois & William J. Rothwell, 2004
key competencies for the
effective performance during
the review cycle, but not
included in the competency
profile, will not be assessed
Performance Management System (PMS)
Framework
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
What
How
System
TECHNICAL COMPETENCIES
Sustainable
performance
Integrated Performance Management System
Succession Planning
Goal Setting
Multiple years of Performance creates basis
for judgement of Sustained Performance
Level High, Medium, Low
Jan-Feb
Year end
Review
Dec-Feb
Performance
Review
Dec-Jan
Interim
Review
Jun-Aug
Talent Day
Nov
Annual Base Salary
Short Term Bonus
Long Term Incentive
What & How
What
How
• Business Target
• Division Target
• Individual Target
• Core Competencies
• Leadership Competencies
• Technical Competencies
24
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
The 100 things you do in your
job
Results delivered through
performing the job, which
makes the difference
A job description
3-5 priority targets focused on the
personal contribution
A long “to do” list
Results based
Activity-based
Within the scope of the
responsibilities of your role
Out of the person‘s control
Agreed by both parties
A top-down set of directives
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)
12/29/2017
26
Bagaimana mengevaluasi “WHAT” & “HOW”
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
Skala Nilai
Target Individual –
WHAT
Mencapai semua target,
melampaui beberapa
target kunci
Mencapai mayoritas
target
Tidak mencapai dari
mayoritas target
Nilai
Kompetensi - HOW
3
Melampaui standar pada
mayoritas nilai-nilai inti dan
kompetensi Perusahaan
2
Mendemonstrasikan Nilai-nilai
Inti dan Kompetensi
Perusahaan sesuai standar
yang telah ditetapkan
1
Tidak mendemonstrasikan
Nilai-nilai Inti dan Kompetensi
Perusahaan
Matriks Penilaian IPDP calibration
Individual Target = WHAT
3/1
3
Karyawan mencapai semua
target, melampaui beberapa
target kunci, namun tidak
mendemonstrasikan Nilai-nilai
Inti dan Kompetensi Sierad
2/1
2
Karyawan mencapai mayoritas
target, namun namun tidak
mendemonstrasikan Nilai-nilai
Inti dan Kompetensi Sierad
1/1
1
Karyawan tidak mencapai dari
mayoritas target, dan tidak
mendemonstrasikan Nilai-nilai
Inti dan Kompe-tensi Sierad
3/2
Karyawan mencapai semua
target, melampaui beberapa
target kunci, dan mendemonstrasikan Nilai-nilai Inti dan
Kompetensi Sierad sesuai
standar yang telah ditetapkan
2/2
Karyawan mencapai mayoritas
target, dan mendemonstrasikan
Nilai-nilai Inti dan Kompetensi
Sierad sesuai standar yang telah
ditetapkan
3/3
Karyawan mencapai semua
target, melampaui beberapa
target kunci, dan melampaui
standar pada mayoritas nilai-nilai
inti dan kompetensi Sierad
2/3
Karyawan mencapai mayoritas
target, dan melampaui standar
pada mayoritas nilai-nilai inti dan
kompetensi Sierad
1/2
1/3
Karyawan tidak mencapai dari
mayoritas target, namun mendemonstrasikan 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
1
2
3
Nilai-nilai Inti dan Kompetensi Perusahaan = HOW
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.
List of Competencies (example)
CORE COMPETENCIES :
TECHNICAL COMPETENCIES :
1. INTEGRITY
2. TEAMWORK
3. INNOVATION
4. ACHIEVEMENT ORIENTATION
5. CUSTOMER FOCUS
1. FEED PROCESSING
2. FEED FORMULA
3. FEED WAREHOUSING
4. PROFIT & LOSS FEED BUSINESS
5. SERVICE LEVEL TO CUSTOMER
6. ETC…
LEADERSHIP COMPETENCIES :
1. SHAPE THE FUTURE
2. REAL ACCOUNTABILITY
3. BUSINESS ACUMEN
Matriks Kategori Talent (MKT)
Kesinambungan Kinerja
(Apa dan Bagaimana)
Tinggi
Sumber Daya
(1/3)
Potensi Tinggi
(2/3)
Bintang
Sumber daya
(1/2)
Sumber Daya
(2/2)
Potensi Tinggi
(3/2)
Perlu Perhatian
(1/1)
Perlu Perhatian
(2/1)
Berpotensi
(3/1)
Rendah
Rendah
Tinggi
----------------- Potensi Talent ----------------
Suggested Action Plans
consistently exceeding
agreed individual
business targets
•Recognise and reward
•Provide feedback
•Mentor/coach to improve
Leadership
•Acknowledge contribution
WHAT
Inconsistent in meeting
agreed individual
business targets
•Specific goals &
objectives
•Set clear Milestones
•Provide feedback
•Coach Monitor/track
•Decision to continue
or end employment
Inconsistent in
meeting
expectations
Recognise and reward
•Challenge/stretch
•Expose
•Coach
•Reward
•Milestones
• Provide feedback
•Training
•Coach to improve
delivery
Potential
Capacity
Consistently
exceeding
expectations
Potential discussion
Put real evidences
objectively
Skills
Experiences
Performance
Competencies
& living values
PT
Talent Development
12/29/2017
35
Succession Plan
36
Contoh Formulir
Competency based Performance Management System
Contoh Formulir
Competency based Performance Management System
Contoh Formulir
Competency based Performance Management System
Contoh Formulir
Competency based Performance Management System
Contoh Formulir
Competency based Performance Management System
S-1 Teknologi Industri Pertanian IPB
S-2 Magister Management UNDIP
S-3 Manajemen Bisnis IPB (on going)
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)
Hobbies : badminton, jogging
What is Traditional Performance
Management ?
Traditionally, performance management systems
concentrate on performance planning and
evaluation, rewards and discipline, according to the
2000 Performance Management Survey (2000)
Source : David D. Dubois & William J. Rothwell, 2004
5
Reasons
Why Traditional
Performance Management
Can't Deliver Peak Performance
Daniel D. Elash, Ph.D. (2009)
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 deeply
discussed, considered, and incorporated in a
timely fashion.
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 effectively explain or clarify issues
and situations with which they aren't familiar.
– Placing the manager between teammates often
reduces the ability of teammates to talk directly to
each other
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 situations.
Reason #4
They are too emotionally laden (sarat)
– The mind is best prepared to grasp new
information, think effectively and learn when it is
clear and focused.
– Understanding, thinking and learning are more
complicated when a person is anxious, selfconscious, angry or defensive.
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 effective
teamwork, is insufficient 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 the context
of the whole interdependent system.
Challenges
Revenue
Complexity
Company
29%
400%
300%
150
200%
100
100%
50
71%
0
0%
1997
year 1
2012
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
Employees perceive the linkage
between individual goals and corporate
goals
100%
48%
50%
52%
26%
Strong
74%
Aligns
year 2
Not Align
Only 29 percent of companies
create individual goals aligned to
the organization
Working spend
50%
50%
Strategic
Non strategic
Weak
0%
Mid level
Lower Level
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
An Oracle White Paper, June 2012
Are we capable to improve our people
performance?
YES We have to !!
The one option is…
What is a Competency?
Observable abilities, skills, knowledge, motivations or
traits defined in terms of the behaviors needed for
successful job performance.
The Iceberg
as an Analogy
Source : Human Resource Systems Group, 2012
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 : Human Resource Systems Group, 2012
Why competencies?
Competencies translate the
strategic visions and goals for
the organization into behaviors
or actions employees must
display for the organization to
be successful.
The Benefits of
better Employee competency
63%
63% reduction in turnover due to increased
employee satisfaction – due to greater clarity
about performance expectations
19%
19% improvement in employee performance
12.5%
12.5% increase in sales and profits due to
Competency-based training programs
(Source : Spencer, 2001)
The Benefits 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
(Source : Bersin, 2007)
The Benefits of better Employee competency
Superior Talent Management = Significant 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”
(Source : Bersin, 2010)
Competency-based Performance Management
• Competencies define the behaviors necessary for goal achievement
• They facilitate a developmental approach to performance
management
• Three Stages of Performance Management
How to integrate Competencies in the
Performance Management Process
Option #1
Option #2
By defining the competencies
needed to perform each
Performance Goal / Objective
By integrating the competencies for the
employee’s job into the PM process
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.
The performance plan includes the performance
goals / objectives for the review period as well
as the complete set of competencies from the
competency profile 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
Not all competencies within the
All competencies defined in
competency profile for the
the competency profile for
employee’s role / job will
the employee’s role / job are
necessarily be assessed within the
evaluated
cycle
Source : David D. Dubois & William J. Rothwell, 2004
key competencies for the
effective performance during
the review cycle, but not
included in the competency
profile, will not be assessed
Performance Management System (PMS)
Framework
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
What
How
System
TECHNICAL COMPETENCIES
Sustainable
performance
Integrated Performance Management System
Succession Planning
Goal Setting
Multiple years of Performance creates basis
for judgement of Sustained Performance
Level High, Medium, Low
Jan-Feb
Year end
Review
Dec-Feb
Performance
Review
Dec-Jan
Interim
Review
Jun-Aug
Talent Day
Nov
Annual Base Salary
Short Term Bonus
Long Term Incentive
What & How
What
How
• Business Target
• Division Target
• Individual Target
• Core Competencies
• Leadership Competencies
• Technical Competencies
24
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
The 100 things you do in your
job
Results delivered through
performing the job, which
makes the difference
A job description
3-5 priority targets focused on the
personal contribution
A long “to do” list
Results based
Activity-based
Within the scope of the
responsibilities of your role
Out of the person‘s control
Agreed by both parties
A top-down set of directives
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)
12/29/2017
26
Bagaimana mengevaluasi “WHAT” & “HOW”
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
Skala Nilai
Target Individual –
WHAT
Mencapai semua target,
melampaui beberapa
target kunci
Mencapai mayoritas
target
Tidak mencapai dari
mayoritas target
Nilai
Kompetensi - HOW
3
Melampaui standar pada
mayoritas nilai-nilai inti dan
kompetensi Perusahaan
2
Mendemonstrasikan Nilai-nilai
Inti dan Kompetensi
Perusahaan sesuai standar
yang telah ditetapkan
1
Tidak mendemonstrasikan
Nilai-nilai Inti dan Kompetensi
Perusahaan
Matriks Penilaian IPDP calibration
Individual Target = WHAT
3/1
3
Karyawan mencapai semua
target, melampaui beberapa
target kunci, namun tidak
mendemonstrasikan Nilai-nilai
Inti dan Kompetensi Sierad
2/1
2
Karyawan mencapai mayoritas
target, namun namun tidak
mendemonstrasikan Nilai-nilai
Inti dan Kompetensi Sierad
1/1
1
Karyawan tidak mencapai dari
mayoritas target, dan tidak
mendemonstrasikan Nilai-nilai
Inti dan Kompe-tensi Sierad
3/2
Karyawan mencapai semua
target, melampaui beberapa
target kunci, dan mendemonstrasikan Nilai-nilai Inti dan
Kompetensi Sierad sesuai
standar yang telah ditetapkan
2/2
Karyawan mencapai mayoritas
target, dan mendemonstrasikan
Nilai-nilai Inti dan Kompetensi
Sierad sesuai standar yang telah
ditetapkan
3/3
Karyawan mencapai semua
target, melampaui beberapa
target kunci, dan melampaui
standar pada mayoritas nilai-nilai
inti dan kompetensi Sierad
2/3
Karyawan mencapai mayoritas
target, dan melampaui standar
pada mayoritas nilai-nilai inti dan
kompetensi Sierad
1/2
1/3
Karyawan tidak mencapai dari
mayoritas target, namun mendemonstrasikan 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
1
2
3
Nilai-nilai Inti dan Kompetensi Perusahaan = HOW
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.
List of Competencies (example)
CORE COMPETENCIES :
TECHNICAL COMPETENCIES :
1. INTEGRITY
2. TEAMWORK
3. INNOVATION
4. ACHIEVEMENT ORIENTATION
5. CUSTOMER FOCUS
1. FEED PROCESSING
2. FEED FORMULA
3. FEED WAREHOUSING
4. PROFIT & LOSS FEED BUSINESS
5. SERVICE LEVEL TO CUSTOMER
6. ETC…
LEADERSHIP COMPETENCIES :
1. SHAPE THE FUTURE
2. REAL ACCOUNTABILITY
3. BUSINESS ACUMEN
Matriks Kategori Talent (MKT)
Kesinambungan Kinerja
(Apa dan Bagaimana)
Tinggi
Sumber Daya
(1/3)
Potensi Tinggi
(2/3)
Bintang
Sumber daya
(1/2)
Sumber Daya
(2/2)
Potensi Tinggi
(3/2)
Perlu Perhatian
(1/1)
Perlu Perhatian
(2/1)
Berpotensi
(3/1)
Rendah
Rendah
Tinggi
----------------- Potensi Talent ----------------
Suggested Action Plans
consistently exceeding
agreed individual
business targets
•Recognise and reward
•Provide feedback
•Mentor/coach to improve
Leadership
•Acknowledge contribution
WHAT
Inconsistent in meeting
agreed individual
business targets
•Specific goals &
objectives
•Set clear Milestones
•Provide feedback
•Coach Monitor/track
•Decision to continue
or end employment
Inconsistent in
meeting
expectations
Recognise and reward
•Challenge/stretch
•Expose
•Coach
•Reward
•Milestones
• Provide feedback
•Training
•Coach to improve
delivery
Potential
Capacity
Consistently
exceeding
expectations
Potential discussion
Put real evidences
objectively
Skills
Experiences
Performance
Competencies
& living values
PT
Talent Development
12/29/2017
35
Succession Plan
36
Contoh Formulir
Competency based Performance Management System
Contoh Formulir
Competency based Performance Management System
Contoh Formulir
Competency based Performance Management System
Contoh Formulir
Competency based Performance Management System
Contoh Formulir
Competency based Performance Management System