Organization development as a human capital function

1,267 views

Published on

Published in: Business
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,267
On SlideShare
0
From Embeds
0
Number of Embeds
8
Actions
Shares
0
Downloads
17
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

Organization development as a human capital function

  1. 1. Organization Development as aHuman Capital FunctionPresented by Divo PrimanandaBuana Karya Bhakti, PT@BKBHumanCapitalMake Organization Performance Become MoreEffective !PT BUANA KARYA BHAKTI
  2. 2. Outline• OD as a Human Capital Function• OD Management• Organization Development Comprehensive Models– 5 Organ Tubuh Organisasi untuk mencapai efektivitas– OD Intervention• Keterikatan bagian-bagian antara OD Comprehensive Model• Contoh dan Studi Kasus
  3. 3. OD as Human CapitalFunctionOrganization Development ManagementDinamisLearning OrganizationLearn - Try - Standarized
  4. 4. Organization Development Mgt.Goal !Make Organization PerformanceBecome More Effective !Proses mengumpulkan data,mendiagnosa dan merancangintervensi.Meningkatkan sinergi antarastrategi, struktur, sistem, manusiadan kultur (Thomas Cummings)
  5. 5. OD MANAGEMENT - PDCAPLAN• Diagnosaefektivitasorganisasi• Desainintervensi yangtepat untukefektivitasorganisasiDO• ImplementasidesainintervensiCHECK• EvaluasiefektivitasintervensiACTION• Tindak lanjut
  6. 6. “The Achiement of an organizationare the results of the combinedeffort of each individual”- Vince Lombardi
  7. 7. A. ORGANIZATIONAL LEVELB. GROUP LEVELC. INDIVIDUAL LEVEL- GeneralEnvironment-StakeholderExpectationsInputs Design ComponentsOrganizationEffectivenessOutputsStrategyStructure CulturePeople/HumanResourcesHR System &Technology- OrganizationDesignInputs Design ComponentsTeamEffectivenesse.g., quality ofwork life,performanceOutputsGoal ClarityTask Structure GroupFunctioningGroupCompositionGroupNorms- OrganizationDesign- Group Design- PersonalCharacteristicsInputs Design ComponentsIndividualEffectivenesse.g., jobsatisfaction,personaldevelopmentOutputsSkill VarietyTask Identity AutonomyTask Significance Feedback aboutResultsComprehensive Model for Diagnosing OrganizationThomas Cummings and Christopher Worler, Organization Developmentand Change, South Western College Publishing
  8. 8. System & Tech.Strategy StructureCulture PeopleSistem Kebijakan dan prosedur kerjayang dijalankan oleh organisasi yangmengikat stiap fungsiMenunjukkan bagaimana suatustruktur organisasi didesain untukmengelola relasi antar unit didalamnyaMenunjukkan bagaimana organisasimerumuskan strategi untukmewujudkan visinyaNilai, norma dan kultur yang dianutbersama dan tercermin dalam perilakupara anggota organisasiKualitas kompetensi dan komposisidemografis dan psikografis paraanggota organisasi
  9. 9. WE LOSE AGAIN
  10. 10. StrategyMake achoicePrioritizeAllocatingResourcesstrategyexecutionEffective=Based on Vision
  11. 11. Strategy• SWOT– Strength , Weakness , Opportunity , Threat• BSC– Pemetaan Strategy Map berdasarkan 4 Perspective• 4DX– Determine Wildly Important Goals• KOMBINASI
  12. 12. Mission – Apayangmembuat kitaeksis ?Vision – Apayang kitainginkan?Values – Apasaja YangPentingmenurut kita?Strategy :Our Game PlanStrategy Map :Translate theStrategy intoActionStrategy FormulationAnalisa GeneralEnvironmentAnalisaKompetensiOrganisasiSWOT ANALYSISExternal Factor AnalysisSummary (EFAS)Internal Factor AnalysisSummary (EFAS)BALANCEDSCORECARD4DXDetermine WIG’sWildly ImportantGoal
  13. 13. Strategy :Our GamePlanStrategy Map :Translate theStrategyStrategicOutcomesKepuasanStakeholderKebahagiaanCustomerProses yangExcellentTenaga Kerja yangtermotivasiStrategy FormulationBSCPerspectiveFINANCIALPERSPECTIVECUSTOMERPERSPECTIVEINTERNALPROCESS PERS.LEARN & GROWTHPERSPECTIVE
  14. 14. BKB PlantationCorporate Strategy MapSTRATEGY MAPFinancialPerspectiveCustomerPerspectiveInternalProsesPerspectiveLearning &GrowthPerspectiveIncreasedProfitCustomerFaithfulIncreasedQualityIncreasedInfrastructureMan PowerProductivityCultureBuildIncreasedProductionExample
  15. 15. BKB PlantationCorporate ScorecardBSC PERSPECTIVE OBJECTIVE KEY INDICATOR TARGETFinancial Perspective • Increased Profit 1.Net Profit Margin 25 %Customer Perspective • Customer Faithfully 1.Customer Satisfaction Index2.No. Of Customer Leave/year90% B0/year.Internal Proses Perspective • Increased Quality• IncreasedProduction• IncreasedInfrastructure1.TWK• Ratio Total Tanaman/Luas Area• Index pembebasan lahan perbulan2. BKB• Mill─ Ratio Estimasi Produksi CPO/Actual─ FFA Index• Estate─ Ton Production─ Ratio bad quality FFB/total FFB3. BKMS• Utilization Unit• Internal Max Value Chain Ratio75 %100 Ha/Bln80 %2.75100.000 Ton/Thn5 %90 %90 %Learning & GrowthPerspective• Man Power Prod.• Culture Building1.GP / EC Ratio2.Culture Internalization Index30 %95 %Example
  16. 16. System & TechnologySistem sumber daya manusia termasuk mekanismeseleksi, pengembangan, penilaian dan rewardingorganization membersCBHRMCompetency Based Human Resources Management
  17. 17. Strategy – System• System– Pelaporan Kilometer Kendaraan , dan liter bensin– SOP kelola harian kendaraan– Maintenance Scheduling SystemStrategic Theme• EfisiensiOperational Costtahun 2014 5 %dari tahunsebelumnyaFunctional Strategic• Efisiensipemakaian GACost 2014 15 %dari tahunsebelumnya.Key Indicator• MengefisiensikanBBM dari• Ratio 1 lt : 20 KMmenjadi 1 lt : 30 KMper bulan.
  18. 18. Structure• Sistem strukturalmenggambarkanbagaimana Attention dan sumber daya (Resources)berfokuskepada indeks prestasi pencapaianstrategy.• Menggambarkandasar pemilihan model pengorganisasianuntuk ;1. Membagikeseluruhanpekerjaankedalam sub unit yang akan dilanjutkan kepadapembagiantugas individu dan kelompok.2. Alur koordinasi dari sub unit yang telah di tentukanuntukpencapaianprestasi kinerjasecaramenyeluruhIngat salah satu impact strategy adalahAllocating Resources
  19. 19. Core and TechnicalCompetenciesCore, Organizationaland TechnicalcompetenciesCore, BussinessFocussed dan TechnicalCompetenciesManagerAsstManagerStaff StaffAst.ManagerStaffHorizontal Differentiation(Grouping of Organizational Task)Span of ControlVerticalDifferentiation(Distribution ofAuthority)BKB HEXAGONALCOMPETENCIES
  20. 20. BKB Competency Based HRMVISION &MISSIONBUSSINESSSTRATEGYOrganization DesignBUSSINESSRESULTRecruitment&SelectionTraining&DevelopmentRewardMgtCareerMgtHR systembased onCOMPETENCYPerformanceManagement202013 HR-Organizational Development Doc.PEOPLE
  21. 21. BKB Hexagonal Competency Model82013 HR-Organizational Development Doc.
  22. 22. BKB Comptencies ModelIndividualCompetenciesPositionCompetenciesMatrix DevelopmentMethodIndividualDevelopment PlanIndividualCompetenciesAssessmentPositionCompetenciesAnalysisGAP ANALYSISDEVELOPMENT PROGRAM PROCESS MAP222013 HR-Organizational Development Doc.
  23. 23. MATRIX BEHAVIORAL COMPETENCIES DEVELOPMENT METHODECORE COMPETENCIESDEVELOPMENT METHODEChangeAdaptabilityContinousLearningInitiativeTeamworkBestAchieventOrientationNo Detail Pengembangan SourceCOR-01 COR-02 COR-03 COR-04 COR-051 2 3 4 51 • Audio : VCD/CD/DVD• E-Learning• Books/Magazine• Article WritingPengembangan dengan media2 • Training• Seminar• Course• Sponsored Study• OJT Experience Training3 • Best Practice Sharing• Benchmarking• ShadowingBest Practice Sharing4 • Observasi • Role ModelObservasi5 • Feed Back• 360 Deegree Feed Back• Coaching• Counseling• Mentoring Feed Back6 • Meeting• Job Assignment• Task Force• Project Improvement• Cross ProjectImprovement• Rotasi• Quality Control CircleAssignment232013 HR-Organizational Development Doc.
  24. 24. Culture• Culture is Competitive Advantage• High Performing Organizations biasanya adalah organisasiyang me-maintain budayanya secara baik.
  25. 25. CultureVISIBLE• Artifacts• Material Symbol• Language &Slogans• Ritual &Ceremonies• Stories & LegendINVISIBLE• Beliefs• Keterkaitan satudengan yanglainnya• Values• Bhakti Anggaraksa• Assumptions• Bhakti Anggaraksa
  26. 26. I. Reviewing & Developing Core Values• DiagnosingCurrent Culture• Defining Our Culture• Developing The Meaning Key Values Key BehaviourII. Communicating & Internalizaing Core Values• DevelopingChangeAgent• DevelopingCommunication& CommunicatingMaterialIII. Continually Promoting & Enriching Core Values• ContinuallyPromoting & Enriching Core Values• EvaluatingEffectivenessCulture Stage
  27. 27. Organizational-Level DiagnosisCulturePeopleSystems &TechnologyStructureStrategyGeneralEnvironmentStakeholderExpectationsInputsDesign ComponentsDoes theorganizationstrategicorientation fitwith the inputs?
  28. 28. Organizational-Level DiagnosisCulturePeopleHR System &TechnologyStructureStrategyDesign ComponentsDo the designcomponents fitwith eachother?
  29. 29. CULTUREPEOPLESTURUCTURESYSTEMSTRATEGYEXTERNAL ENVIRONMENT&STAKEHOLDER EXPECTATIONCOMPETENCIES
  30. 30. A. ORGANIZATIONAL LEVELB. GROUP LEVEL- GeneralEnvironment-StakeholderExpectationsInputs Design ComponentsOrganizationEffectivenessOutputsStrategyStructureCulture People/HumanResourcesSystem &Technology- OrganizationDesignInputs Design ComponentsTeamEffectivenesse.g., quality ofwork life,performanceOutputsGoal Clarity Task StructureGroupFunctioningGroupCompositionGroupNormsKey Performance IndicatorsKey Performance IndicatorsPerformance
  31. 31. C. INDIVIDUAL LEVEL- OrganizationDesign- Group Design- PersonalCharacteristicsInputs Design ComponentsEfektivitasIndividuKepuasaan KerjaOutputsVariasi PekerjaanIdentitasPekerjaanKemsndirianPekerjaanSignifikansiPekerjaanUmpan BalikPekerjaanGroup Key PerformanceIndicatorIndividual Key PerformanceIndicatorsPosition Analysis / Position EvaluationPosition Value
  32. 32. CONTOH PENURUNAN KEINDIVIDUAL KPICorporateScorecardFunctionalScorecardIndividualKPIStrategic Theme• EfisiensiOperational Costtahun 2014 5 %dari tahunsebelumnyaFunctional Strategic• Efisiensipemakaian GACost 2014 15 %dari tahunsebelumnya.Key Indicator• MengefisiensikanBBM dari• Ratio 1 lt : 20 KMmenjadi 1 lt : 30 KMper bulan.
  33. 33. “ Kemampuan suatu organisasiuntuk mengadopsiperkembangan pengetahuandisekitarnya danmengimplementasikan dengancepat merupakan suatukeunggulan kompetitif terbaik.”- Jack Welch,EX- CEO General Electric
  34. 34. THANKS FORYOURATTENTIONPT BUANA KARYA BHAKTIFeedback:dprimananda@bkb.co,idBuana Karya Bhakti, PT @BKBHumanCapital

×