Competency based Performance Management System 14 Mei 2016
Competency based
Performance
Management System
Bogor, 14 Mei 2016
Prepared by: Yunus Triyonggo, PhD.
About me..
S-1 Teknologi Industri Pertanian IPB
S-2 Magister Management UNDIP
S-3 Manajemen Bisnis IPB
ainee – Manager : PT Indofood Sukses Makmur, Tbk. (9 years)
onnel & GA Manager : PT HM Sampoerna, Tbk. (1 year)
P : PT Unilever Indonesia, Tbk (8 years)
R : PT Nestle Indonesia (2 years)
of Human Capital Development : PT Sierad Produce, Tbk (until n
Hobbies : badminton, jogging
mban
ga
n
Orga
n is a s
i
a
ar
j
la
m
be
m
ge DM
e
n
P
e S
n n P an
da ng
ba
E N S I
A S
asi
Manajemen
Talenta
H
Ko
ns
ul t
A
i
tas
n
e
i
Or yanan
a
n
pel ngga
a
pel
an
o la
ge l
Pen erja & i
Kin neras
u
Rem
Hu
In bun
du ga
st
ria n
l
F
n
ma
aha
Pem isnis
B
O
I
I
nik
a
MSDM
Ke
p
pi em
na im
n -
R
S
S
A
a
P
epmenakertrans No. 307/ 2014
Kom
u
N
I
m
sa
rja im
T
rita
s
jemen
Mana si
Rela
I
E
A
Ke
Int
eg
N
si
O
D
Str
Pe ateg
r
i
Pe enca dan
ng
Su
e na
mb lola an
a
Ma erda n
y
nu
sia a
nan ras
a
y
La inist
Adm
m
i
iste
S
dan rmasi
Info rja
e
Pek
Peng
e
n
aa
ad
ng M
Pe SD
Model Kompetensi
Profesi MSDM
ndonesia
B
Pe
ng
e
Ka lol
rir aa
n
Yunus Triyonggo, 2014
(PMSM Indonesia)
Cara mendapatkan dokumen SKKNI MSDM
selengkapnya?
Just click:
www.pmsm-Indonesia.com
Atau akses ke Blog:
yunustriyonggo.wordpress.com
Keluaran Pembelajaran
Memahami konsep Manajemen Kinerja
Memahami konsep Manajemen Kinerja
berbasis kompetensi
Mampu menjelaskan konsep Manajemen
Kinerja berbasis kompetensi
Mampu menerapkan Manajemen Kinerja di
Organisasi
Performance Management Model
Source: Mike Scott Associate
PERFORMANCE MANAGEMENT STEPS
• Performance measures provide “line of sight” from
strategy to individual job performance
Cascading of Goals
• Everyone knows how performance is measured and evaluated
Performance Planning
Performance Execution
Feedback
Consequences
Development
• Everyone knows what they are supposed to do -- and how to do it!
• Everyone knows upstream and downstream dependencies
• Measurement is fact-based, relevant, actionable
• Information is standardized, visible, consistent, and timely
• Significant component of all individuals’ pay linked
to measurement
• Individual and manager identify performance gaps and develop
plans to close the gaps
Human Performance Model
Optimal or
Desired
Performance
Causes
• Skills
Measure
Business
Challenges,
Goals, and
Strategies
Performance
Needs
Actual
Performance
• Knowledge
Solutions
• Training
• Leadership/
Communications
• Teamwork
• Goals/KPI’s
• Performance
Management
• Environment
• Compensation
• Motivation
• Tools
• Tools
• Processes
Evaluation and
Measurement
Change
Management
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
They are too slow
They are too remote
They are too vague
They are too emotionally
They are too focused on each
individual alone
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 efectively 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 efectively and learn
when it is clear and focused.
– Understanding, thinking and learning
are more complicated when a person is
anxious, self-conscious, 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 efective teamwork, is insufcient 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
Complexity
Revenue
Company
400%
200%
100
100%
50
0%
0
1997
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.
80%
48%
60%
40%
52%
Aligns
year 1
Not Align
year 2
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%
29.0
71.0 0%
0%
150
300%
Only 29 percent of
companies create individual
goals aligned to the
organization
Working spend
26%
Strong
Weak
74%
50.00
%
50.00
%
Strategic
20%
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
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 Benefts 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 Benefts of better Employee
competency
Superior Talent Management = Signifcant
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”
Source :–Bersin,
2010)
156%
greater ability to “develop
Individual Objectives
erformance Development Plan
They are …
The 3-5 key things that
will make the diference,
therefore the main drivers
for success
in a role
Results
delivered
They are NOT …
û
The 100 things you do
in your job
û
A job description
û
A long “to do” list
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
through
performing the
job,
which makes
3-5 priority
targets
the
diference
focused
on the personal
contribution
Results based
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 efectiveness target - Mengidentifikasi penyebab
di pabrik Foods sebesar 2% dari
pemborosan di pabrik Foods
- Menyusun program cost
NPS hingga akhir tahun 2014
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
11/7/18
PPIC Manager :
Melakukan seleksi vendor RM
dalam waktu maksimal 5 hari
kerja dengan kualitas RM sesuai 21
Potential discussion
Put real evidences
objectively
B
PT
firm
on
&
&C
ss l
cu
Dis entia
t
Po
PT
Skills
Experiences
Performance
Competencies
& living values
What is a Competency?
Observable abilities, skills, knowledge,
motivations or traits defned in terms of the
behaviors needed for successful job
performance.
The Iceberg
as an Analogy
Source : Human Resource Systems Group, 20
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, 20
The Benefts 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
profts due to Competency-based
training programs
(Source : Spencer, 2001
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
By defining the
competencies
needed to perform
each Performance
Goal / Objective
The manager and
employee identify the
key competencies
required to achieve
each performance
goal / objective
(typically 1 to 3
competencies per
goal / objective)
the competencies
being assessed are
entirely consistent
with the employee’s
performance goals for
the performance
review cycle.
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.
Not all
competencies
within the
competency profile
for the employee’s
role / job will
necessarily be
Source
: David
D. Dubois & William J.
assessed
within
the
How to integrate Competencies in
the Performance Management
Process
Option #2
By integrating the
competencies for the
employee’s job into the PM
process
The performance plan includes the
performance goals / objectives for
the review period as well as the
complete set of competencies from
the competency profle 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
All competencies defined in
the competency profile for the
employee’s role / job are
evaluated
key competencies for the
efective performance during
the review cycle, but not
included in the competency
profle, willSource
not be
assessed
: David
D. Dubois & William J.
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
How
What
Syste
m
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
Performan
ce 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
31
Bagaimana mengevaluasi “WHAT” & “HOW”
WHAT
• Bandingkan kinerja aktual dengan
target
• Fokus pada pencapaian, bukan
aktivitas
• Evaluasi kinerja secara
menyeluruh selama siklus nya
• Tentukan tingkat kinerja secara
menyeluruh dengan
mempertimbangkan tingkat
pencapaian :
- Tujuan fungsi,
- Tujuan individu,
- Pencapaian penting berikutnya
HOW
• Lakukan observasi terhadap
perilaku dan catat capaian yang
terbukti nyata
• Mintakan umpan balik dari pihakpihak yang terkait
• Evaluasi perilaku secara
menyeluruh sepanjang siklus, bukan
hanya dari satu kejadian
• Evaluasi perilaku berdasarkan
nilai-nilai inti perusahaan
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
Example: Commercial Farm
Farm
Manager
Farm
Supervis
or
Farm
Operator
Farm
Operator
Farm
Supervis
or
Farm
Operator
= 138.000 population
Poultry
Health
Adm
Assistant
Technic
Supervis
or
Security
Guards
Farm
Operator
No
Job Title
Total
Min Education
1
Farm Manager
1
D-3
No
KPI
Std
2
Farm Supervisor
2
D-1/High School
1
Depletion
2.5%
3
Farm Operator
9
Vocational High School
2
FCR
1.5
5
Adm Assistant
1
Vocational High School
3
Body weight
(33 days)
1.7 kg
6
Technic Supervisor
1
Vocational High School
4
IP
330
7
Security Guard
4
Vocational High School
Total
18
Farm Manager Job Scope & Competency Model
Ex
le
p
am
Item
Description
Main Task
Plan, coordinate and control the execution of all operations
involving farm Commercial production process from preparation
to harvesting cage in achieving predetermined performance
targets.
Responsibility
Resources planning, Production Management & Analysis, Health
control, Community.
Dimension
138.000 population, 17 subordinates
Qualification
S-1 or D-3 with min. 3 years experience
Competency
Core: Integrity, Teamwork, and Achievement Orientation
Leadership: Real Accountability, Can Do Mentality, Build &
Develop Superior Talent
Functional:
1. Management of Broiler farming
2. Application of Biosecurity
3. Analysis of the performance and operational costs
4. Make farm operational planning
5. Farm Technics (ventilation, inlet, aeration, fan, etc.)
6. People Management
7. Mastery on farm technology
8. Mastery on utility (generator, electricity, etc.)
9. Mastery on Manpower Regulation
10. Communication skill
Competency Model – Farm Manager
Knowledge
•
•
•
•
•
•
Broiler Farming
Management
Biosecurity
Cost & Performance
analysis tools
People Management
Farm Technology &
Utility
Manpower
Regulation
•
•
•
Compete
ncy
•
•
•
•
•
•
•
•
•
•
•
Operate broiler farming
Apply biosecurity SOP
Do cost & performance
analysis
Establish Farm
operational planning
Managing farm team
Mastery on farm
technology
Mastery on Manpower
Regulation
Efective communication
skill
Integrity
Teamwork
Achievement
Orientation
Real Accountability
Can Do Mentality
Build & Develop
Superior Talent
Attitude
Skills
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
Individual Target = WHAT
Matriks Penilaian Kinerja Karyawancalibration
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
3/3
Karyawan mencapai semua
target, melampaui beberapa
target kunci, dan mendemonstrasikan Nilai-nilai Inti dan
Kompetensi Sierad sesuai
standar yang telah ditetapkan
Karyawan mencapai semua
target, melampaui beberapa
target kunci, dan melampaui
standar pada mayoritas nilainilai inti dan kompetensi Sierad
2/2
2/3
Karyawan mencapai mayoritas
target, dan mendemonstrasikan
Nilai-nilai Inti dan Kompetensi
Sierad sesuai standar yang
telah ditetapkan
1/2
Karyawan tidak mencapai dari
mayoritas target, namun 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
1/3
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.
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 Perlu Perhatian
(1/1)
(2/1)
Berpotensi
(3/1)
Rendah
Rendah
----------------- Potensi Talent ----------------
Tinggi
Suggested Action Plans
Delivery
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
Talent Development
11/07/2018
42
Succession Plan
43
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
Performance
Management System
Bogor, 14 Mei 2016
Prepared by: Yunus Triyonggo, PhD.
About me..
S-1 Teknologi Industri Pertanian IPB
S-2 Magister Management UNDIP
S-3 Manajemen Bisnis IPB
ainee – Manager : PT Indofood Sukses Makmur, Tbk. (9 years)
onnel & GA Manager : PT HM Sampoerna, Tbk. (1 year)
P : PT Unilever Indonesia, Tbk (8 years)
R : PT Nestle Indonesia (2 years)
of Human Capital Development : PT Sierad Produce, Tbk (until n
Hobbies : badminton, jogging
mban
ga
n
Orga
n is a s
i
a
ar
j
la
m
be
m
ge DM
e
n
P
e S
n n P an
da ng
ba
E N S I
A S
asi
Manajemen
Talenta
H
Ko
ns
ul t
A
i
tas
n
e
i
Or yanan
a
n
pel ngga
a
pel
an
o la
ge l
Pen erja & i
Kin neras
u
Rem
Hu
In bun
du ga
st
ria n
l
F
n
ma
aha
Pem isnis
B
O
I
I
nik
a
MSDM
Ke
p
pi em
na im
n -
R
S
S
A
a
P
epmenakertrans No. 307/ 2014
Kom
u
N
I
m
sa
rja im
T
rita
s
jemen
Mana si
Rela
I
E
A
Ke
Int
eg
N
si
O
D
Str
Pe ateg
r
i
Pe enca dan
ng
Su
e na
mb lola an
a
Ma erda n
y
nu
sia a
nan ras
a
y
La inist
Adm
m
i
iste
S
dan rmasi
Info rja
e
Pek
Peng
e
n
aa
ad
ng M
Pe SD
Model Kompetensi
Profesi MSDM
ndonesia
B
Pe
ng
e
Ka lol
rir aa
n
Yunus Triyonggo, 2014
(PMSM Indonesia)
Cara mendapatkan dokumen SKKNI MSDM
selengkapnya?
Just click:
www.pmsm-Indonesia.com
Atau akses ke Blog:
yunustriyonggo.wordpress.com
Keluaran Pembelajaran
Memahami konsep Manajemen Kinerja
Memahami konsep Manajemen Kinerja
berbasis kompetensi
Mampu menjelaskan konsep Manajemen
Kinerja berbasis kompetensi
Mampu menerapkan Manajemen Kinerja di
Organisasi
Performance Management Model
Source: Mike Scott Associate
PERFORMANCE MANAGEMENT STEPS
• Performance measures provide “line of sight” from
strategy to individual job performance
Cascading of Goals
• Everyone knows how performance is measured and evaluated
Performance Planning
Performance Execution
Feedback
Consequences
Development
• Everyone knows what they are supposed to do -- and how to do it!
• Everyone knows upstream and downstream dependencies
• Measurement is fact-based, relevant, actionable
• Information is standardized, visible, consistent, and timely
• Significant component of all individuals’ pay linked
to measurement
• Individual and manager identify performance gaps and develop
plans to close the gaps
Human Performance Model
Optimal or
Desired
Performance
Causes
• Skills
Measure
Business
Challenges,
Goals, and
Strategies
Performance
Needs
Actual
Performance
• Knowledge
Solutions
• Training
• Leadership/
Communications
• Teamwork
• Goals/KPI’s
• Performance
Management
• Environment
• Compensation
• Motivation
• Tools
• Tools
• Processes
Evaluation and
Measurement
Change
Management
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
They are too slow
They are too remote
They are too vague
They are too emotionally
They are too focused on each
individual alone
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 efectively 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 efectively and learn
when it is clear and focused.
– Understanding, thinking and learning
are more complicated when a person is
anxious, self-conscious, 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 efective teamwork, is insufcient 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
Complexity
Revenue
Company
400%
200%
100
100%
50
0%
0
1997
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.
80%
48%
60%
40%
52%
Aligns
year 1
Not Align
year 2
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%
29.0
71.0 0%
0%
150
300%
Only 29 percent of
companies create individual
goals aligned to the
organization
Working spend
26%
Strong
Weak
74%
50.00
%
50.00
%
Strategic
20%
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
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 Benefts 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 Benefts of better Employee
competency
Superior Talent Management = Signifcant
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”
Source :–Bersin,
2010)
156%
greater ability to “develop
Individual Objectives
erformance Development Plan
They are …
The 3-5 key things that
will make the diference,
therefore the main drivers
for success
in a role
Results
delivered
They are NOT …
û
The 100 things you do
in your job
û
A job description
û
A long “to do” list
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
through
performing the
job,
which makes
3-5 priority
targets
the
diference
focused
on the personal
contribution
Results based
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 efectiveness target - Mengidentifikasi penyebab
di pabrik Foods sebesar 2% dari
pemborosan di pabrik Foods
- Menyusun program cost
NPS hingga akhir tahun 2014
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
11/7/18
PPIC Manager :
Melakukan seleksi vendor RM
dalam waktu maksimal 5 hari
kerja dengan kualitas RM sesuai 21
Potential discussion
Put real evidences
objectively
B
PT
firm
on
&
&C
ss l
cu
Dis entia
t
Po
PT
Skills
Experiences
Performance
Competencies
& living values
What is a Competency?
Observable abilities, skills, knowledge,
motivations or traits defned in terms of the
behaviors needed for successful job
performance.
The Iceberg
as an Analogy
Source : Human Resource Systems Group, 20
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, 20
The Benefts 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
profts due to Competency-based
training programs
(Source : Spencer, 2001
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
By defining the
competencies
needed to perform
each Performance
Goal / Objective
The manager and
employee identify the
key competencies
required to achieve
each performance
goal / objective
(typically 1 to 3
competencies per
goal / objective)
the competencies
being assessed are
entirely consistent
with the employee’s
performance goals for
the performance
review cycle.
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.
Not all
competencies
within the
competency profile
for the employee’s
role / job will
necessarily be
Source
: David
D. Dubois & William J.
assessed
within
the
How to integrate Competencies in
the Performance Management
Process
Option #2
By integrating the
competencies for the
employee’s job into the PM
process
The performance plan includes the
performance goals / objectives for
the review period as well as the
complete set of competencies from
the competency profle 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
All competencies defined in
the competency profile for the
employee’s role / job are
evaluated
key competencies for the
efective performance during
the review cycle, but not
included in the competency
profle, willSource
not be
assessed
: David
D. Dubois & William J.
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
How
What
Syste
m
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
Performan
ce 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
31
Bagaimana mengevaluasi “WHAT” & “HOW”
WHAT
• Bandingkan kinerja aktual dengan
target
• Fokus pada pencapaian, bukan
aktivitas
• Evaluasi kinerja secara
menyeluruh selama siklus nya
• Tentukan tingkat kinerja secara
menyeluruh dengan
mempertimbangkan tingkat
pencapaian :
- Tujuan fungsi,
- Tujuan individu,
- Pencapaian penting berikutnya
HOW
• Lakukan observasi terhadap
perilaku dan catat capaian yang
terbukti nyata
• Mintakan umpan balik dari pihakpihak yang terkait
• Evaluasi perilaku secara
menyeluruh sepanjang siklus, bukan
hanya dari satu kejadian
• Evaluasi perilaku berdasarkan
nilai-nilai inti perusahaan
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
Example: Commercial Farm
Farm
Manager
Farm
Supervis
or
Farm
Operator
Farm
Operator
Farm
Supervis
or
Farm
Operator
= 138.000 population
Poultry
Health
Adm
Assistant
Technic
Supervis
or
Security
Guards
Farm
Operator
No
Job Title
Total
Min Education
1
Farm Manager
1
D-3
No
KPI
Std
2
Farm Supervisor
2
D-1/High School
1
Depletion
2.5%
3
Farm Operator
9
Vocational High School
2
FCR
1.5
5
Adm Assistant
1
Vocational High School
3
Body weight
(33 days)
1.7 kg
6
Technic Supervisor
1
Vocational High School
4
IP
330
7
Security Guard
4
Vocational High School
Total
18
Farm Manager Job Scope & Competency Model
Ex
le
p
am
Item
Description
Main Task
Plan, coordinate and control the execution of all operations
involving farm Commercial production process from preparation
to harvesting cage in achieving predetermined performance
targets.
Responsibility
Resources planning, Production Management & Analysis, Health
control, Community.
Dimension
138.000 population, 17 subordinates
Qualification
S-1 or D-3 with min. 3 years experience
Competency
Core: Integrity, Teamwork, and Achievement Orientation
Leadership: Real Accountability, Can Do Mentality, Build &
Develop Superior Talent
Functional:
1. Management of Broiler farming
2. Application of Biosecurity
3. Analysis of the performance and operational costs
4. Make farm operational planning
5. Farm Technics (ventilation, inlet, aeration, fan, etc.)
6. People Management
7. Mastery on farm technology
8. Mastery on utility (generator, electricity, etc.)
9. Mastery on Manpower Regulation
10. Communication skill
Competency Model – Farm Manager
Knowledge
•
•
•
•
•
•
Broiler Farming
Management
Biosecurity
Cost & Performance
analysis tools
People Management
Farm Technology &
Utility
Manpower
Regulation
•
•
•
Compete
ncy
•
•
•
•
•
•
•
•
•
•
•
Operate broiler farming
Apply biosecurity SOP
Do cost & performance
analysis
Establish Farm
operational planning
Managing farm team
Mastery on farm
technology
Mastery on Manpower
Regulation
Efective communication
skill
Integrity
Teamwork
Achievement
Orientation
Real Accountability
Can Do Mentality
Build & Develop
Superior Talent
Attitude
Skills
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
Individual Target = WHAT
Matriks Penilaian Kinerja Karyawancalibration
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
3/3
Karyawan mencapai semua
target, melampaui beberapa
target kunci, dan mendemonstrasikan Nilai-nilai Inti dan
Kompetensi Sierad sesuai
standar yang telah ditetapkan
Karyawan mencapai semua
target, melampaui beberapa
target kunci, dan melampaui
standar pada mayoritas nilainilai inti dan kompetensi Sierad
2/2
2/3
Karyawan mencapai mayoritas
target, dan mendemonstrasikan
Nilai-nilai Inti dan Kompetensi
Sierad sesuai standar yang
telah ditetapkan
1/2
Karyawan tidak mencapai dari
mayoritas target, namun 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
1/3
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.
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 Perlu Perhatian
(1/1)
(2/1)
Berpotensi
(3/1)
Rendah
Rendah
----------------- Potensi Talent ----------------
Tinggi
Suggested Action Plans
Delivery
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
Talent Development
11/07/2018
42
Succession Plan
43
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