Bahan Kuliah Manajemen SDM – Performance Management 19 Oktober 2017

  Performance

Management

  

Disampaikan kepada: Mahasiswa S2 Universitas

Gunadarma

Oleh: Yunus Triyonggo, PhD., CAHRI.

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 2016-2019
• 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

Model Kompetensi Praktisi MSDM Di Indonesia

  N Manajeme

  MSDM n Talenta

  N

  Yunus Triyonggo, 2014

  SK Menakertrans nomor 307 tahun 2014

  (PMSM Indonesia)

  Sumber: Triyonggo, 2014

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).

  Possible Outcomes from

Efective Performance Management

• Clarifying job responsibilities and expectations.
• Enhancing individual and group productivity.
• Developing employee capabilities to their fullest extent through efective 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

  Source: Pulakos, 2004

  between employees and managers.

Challenges & Opportunities

  ^0% 1997 2012 ^{100% 200% 300% 400%} Complexity

  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 ^{year 1 year 2 150 50 100}

  Revenue Only 29 percent of companies create individual goals aligned to the organization

  29.0 0% 71.0 0%

  Company Aligns _{Not Align}

  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 ^{Mid level Lower Level 0% 20% 40% 60% 80% 100%}

  52% 74% 48% 26%

  Employees perceive the linkage between individual goals and corporate goals Strong _Weak

  Up to 50 percent of employee time is spent working toward nonstrategic objectives

  50.00 % 50.00 %

  Working spend Strategic

  Source: Oracle, 2012

The Process of Performance Management

  Specify relevant aspects of performance

  Specify relevant aspects of performance

• Strategic -
• Developmental Efective performance management is determined by:

  Appraise performance Appraise performance

• Fit with strategy
• Validity

  Provide performanc e feedback

  Provide performanc e feedback

  Problem solving Problem solving

  Rewards

  Rewards

  Organization establish performance management system To meet three broad purposes:

  Administrative

  Source: Noe et al., 2011

  Typical performance management process

  Determination of Organization

  Strategy

  Performa

  and Goals

  nce Planning Ongoing Performa Feedbac nce k Review Performa nce Employe Evaluatio e Input n

  Source: Pulakos, 2004

  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.

Performance Planning

• Behavioral expectation
• – Efective 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.”

Performance Planning Guidelines for Establishing Efective Performance Goals

• Goals must clearly defne 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 difcult, but achievable, to motivate performance.
• Goals should be set in no more than three areas—attempting to achieve too many diferent goals at once will impede success.

What & How

• Business Target •

  Division Target

  What

• Individual Target
• Core Competencies •

  Leadership Competencies

  How

• Technical Competencies

WHAT

  Source: Nestle, 2011 Individual Objectives

  

Bagaimana mengevaluasi

“WHAT” & “HOW”

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 :
• Evaluasi perilaku berdasarkan nilai-nilai inti perusahaan
• Tujuan fungsi,
• Tujuan individu,
• Pencapaian penting berikutnya

Performance Development Plan

  They are … They are NOT …

  The 3-5 key things that The 100 things you do will make the diference, û in your job therefore the main drivers for success in a role Results delivered A job description through

  û performing the job, which makes 3-5 priority targets A long “to do” list the diference focused on the personal

  û contribution Results based Activity-based

  û Within the scope of the Out of the person‘s responsibilities of your

  û control role A top-down set of Agreed by both

  û directives parties

  Source: Nestle, 2011 S pecifc

  M easurable

  A chievable

  R elevant

  T imebound

  S

tretching

  M ixed

  A ligned

  R eviewed

  T wo way

  Requiring individuals to reach beyond obvious boundaries Across Quantitative and Qualitative objectives With business & Manager & peer’s objectives With business & Manager

  & peer’s objectives To be thoroughly discussed and agreed by Manager and Employee

  Individual Objectives: Twice as SMART

  Source: Nestle, 2011

  

Contoh Target Setting

Target Individual Bukan Target Individual

  Mencapai pertumbuhan penjualan Mengunjungi pelanggan 2 kali produk foods nasional sebesar seminggu 20% tahun 2014 Meningkatkan Saleable Chick per Melakukan proses penetasan telur Hen House (HH) dari 138 menjadi 143 DOC Broiler per HH pada tahun 2014 Mencapai cost efectiveness target Mengidentifkasi penyebab

• di pabrik Foods sebesar 2% dari pemborosan di pabrik Foods NPS hingga akhir tahun 2014 Menyusun program cost
• reduction di pabrik Foods, dll.

  Menurunkan tingkat komplain Mendata jumlah komplain dari pelanggan dari 20% komplain pelanggan yang gagal ditangani menjadi Zero.

  PPIC Manager: PPIC Manager :

  Membuat perencanaan produksi Melakukan seleksi vendor RM sehingga menurunkan FG dalam waktu maksimal 5 hari shortage dari 5% menjadi Nol kerja dengan kualitas RM sesuai pada 2014 dengan standar. (Tugas

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 efective, 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 benefts

  

Ongong Feedback

Guidelines for Providing Feedback Efectively

• Provide immediate positive and developmental feedback in a private location.
• Ask for the employee’s view about what could have been done diferently.
• Be specifc about what behaviors were efective or inefective.
• Focus on what the person did or did not do, not personal characteristics.
• Collaboratively plan steps to address development needs.
• Ofer help in addressing development needs and providing resources.

Employee Input

• Employee input has been used efectively 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 efectively than they have rated themselves.

Employee Input

• Guidelines for Writing Employee Accomplishments – Include the situation or circumstances faced by the employee.
• – Describe what specifc actions the employee took to achieve results.

• – Describe the impact of the accomplishment on the work unit or

  organization.

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

  Performance Evaluation

  Sample Performance Standards for Communication Competency

  

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

  

Performance Evaluation

Evaluating Results

• Key results to be achieved will vary for diferent 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 specifc levels of customer satisfaction outcomes they are expected to reach, and yet others may have employee development or team leadership results.

Skala Nilai Target Individual – WHAT Nilai Kompetensi - HOW

  Mencapai semua target, Melampaui standar pada mayoritas nilai-nilai inti dan melampaui beberapa target

  3 kompetensi Perusahaan kunci

  Mencapai mayoritas Mendemonstrasikan Nilai-nilai Inti dan Kompetensi Perusahaan target

  2 sesuai standar yang telah ditetapkan

  Tidak mencapai dari Tidak mendemonstrasikan Nilai-

mayoritas target nilai Inti dan Kompetensi

Matriks Penilaian Kinerja Karyawan

  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

  1

  2

  3

  1

  2

  3 1/1 1/2 1/3 2/1 3/1 2/2 3/2 2/3 3/3

In d iv id u a l Ta rg e t = W H A T

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.

Integrated

Performance

  

Management System

Goal Setting

Year end Review

  Interim Review Talent Day

  Performan ce Review

  Jan-Feb Jun-Aug

  Nov Dec-Jan

  Dec-Feb

  Annual Base Salary Short Term Bonus Long Term Incentive Multiple years of Performance creates basis for judgement of Sustained

  Performance Level High, Medium, Low Succession Planning

  Sumber: SIPD, 2017

References • Mondy RW. 2008. Manajemen Sumber Daya Manusia. Jakarta (ID): Erlangga

• [Nestle] PT Nestle Indonesia. 2011. Performance Evaluation Guideline.
• Noe RA, Hollenbeck JR, Gerhart B, Wright PM. 2011. Fundamental of Human Resources Management. New York (US): McGraw-Hill.
• [Oracle] An Oracle White Paper. 2012. The New Business of Business Leaders: Performance Management and Compensation [Internet]. [Diunduh 2017 Okt 15]. Tersedia pada: http://www.oracle.com/us/media1/business-leaders-performance- mgmt-1657102.pdf.
• Pulakos ED. 2004. Performance Management. Alexandria (US): SHRM Foundation.
• [SIPD] PT Sierad Produce, Tbk. 2017. Integrated Performance Management System Guideline.

• • Triyonggo Y. 2014. Standar Kompetensi Praktisi MSDM di Indonesia. Jakarta (ID):

  Intipesan Pariwara.

• • Wayne I, Suzanne S. 2013. Designing a Competency-based Talent Management

  Framework: Defning your Competency Architecture [Internet]. [Diunduh 2017

  Okt 15]. Tersedia pada:

  http://blog.competencycore.com/2013/05/defnecompetencyarchitecture.html.