Track 12 bekti h

Event Management
Training & Conferences
Knowledge Development Center
HR Expo 2009
(Conferences & Exibitions)
Peran Strategis Manajemen SDM dalam Kepemimpinan dan Perubahan
Strategi Perusahaan.
Auditorium Bidakara
Rabu‐Kamis, 9‐10 December 2009
by: Bekti Harsono
Pokok Bahasan
Teknik Coaching dalam peningkatan Kinerja
karyawan.
Langkah‐langkah Coaching yang efektif.
Peran Manajer Lini dalam Coaching Kinerja
(Performance Coaching).

Event Management
The Functions of Appraisal
The
Functions
of
Appraisal
Improvement
Coaching &
Guidance
Feedback &
Communication
Staffing Decisions
& Professional
Development
Termination &
Legal
Documentation
Compensation
Stages of Performance
Management
Start Year
Performance Agreement
End Year
Main Performance Review
During Year
Monitoring and review against Performance
Agreement
Improved
Performance
Actual
Performance

Event Management
PM as a focal point for
integrated HR Activities
The PM Cycle
Plan
ActReview
Monitor
Role Definition

Event Management
Contribution of organization and
individual to PM
Defines mission, values, strategies
and goals
Defines roles, standards, capability
requirements and performance
measures
Develops team and individual
performance. Supports self‐managed
learning
Monitors organizational, team and
individual performance
Understands and agrees objectives
Understands and agrees roles,
standards, capability requirements and
measures
Monitors own performance
Develops own performance (self‐
managed learning)
Organization Individual
Focus for Performance Measures
Senior Managers
Managers, Team
Leaders &
Professional Staff
Administrative
and Support Staff
Production
Workers
Main Tasks StandardsKey Result Area (KRA)
Objectives
Capabilities
Task
Standards
Work Outputs

Event Management
Integration of Objectives
Influences:
Key results
Customer feedback
Market circumstances
External factors, eg. Legislation
Employee feedback
Corporate Goals
Senior Management Goals
Department/Functional Goals
Team Goals
Individual Goals
SMART, Characteristic of Good Objectives
S
Specific/stretching: clear, unambiguous, straightforward,
understandable and challenging.
M
Measurable: quantity, quality, time, money.
A
Achievable: challenging, but within the reach of a competent
committed person.
R
Relevant: relevant to the objectives of the organization so that
the goal of the individual is aligned to corporate goals.
T
Time‐framed: to be completed within an agreed timescale.

Event Management
PM at the Organizational level
Critical Success
Factors
Strategies Objectives Plans
Mission
Values
Internal
Appraisal
External
Appraisal
Review Feedback
Action
PM at the Individual Level
Corporate and Unit
Objectives
Core Values
Individual
Objectives
Action Plan Feedback Review

Event Management
Mission‐Related Work Efforts
Major Organizational
Objectives
Mission
Responsibilities and
Duties of CEO
Major Division/Unit
Goals
Department/Work
Group Goals
Individual/Incumbent
Goals
Functional Activity
Statements
Individual Incumbent
Job Requirements
Individual Job
Activities (Job Design)
Analysis of Subordinate
Responsibilities and Duties
and Supervisory
Requirements
Program & Budget
Development
Translating means to Result‐
Relating Job Responsibilities
and Duties to Organizational
Desired Objectives and Goals
Cascade of Goals
Bottom Up Integration of
WHAT NEED TO BE DONE
LINKING PINS:
‐Performance Dimension
‐ Performance Standards
‐ Performance Goals
Mission vs Workforce Productivity
Mission
Appraisal of Demonstrated Job Performance
Workplace Behavior
Compensation, Job Growth and
Development, and Job Movement
Decisions
Assessment Potential
Performance Information
Feedback to Appraisee
Objectives and Goals
Situational and Contingency
Variables Affecting
Performance
Performance Dimensions
and Standards
Performance Goals

Event Management
Dictionary of HR
Coaching
A face‐to‐face instruction where a subordinate is shown
how to change their behavior.
Counseling
The act of giving professional advice to others on personal
matters.
Mentoring
A form of training or employee development in which a
trusted and respected person with a lot of experiences ‐ the
mentor – offers special guidance, encouragement and
support to a less experienced employee.
Differences between Mentoring
and Coaching
MENTOR COACH
Focus Individual Performance
Role Facilitator with no agenda Specific agenda
Relationship Self selecting Comes with the job
Source of
influence
Perceived value Position
Personal returns Affirmation/learning Teamwork//performance
Arena Life Task related
Mentors in either a formal mentoring program or informal relationship focus
on the person , their career and support for individual growth and maturity
while coach is job‐focused and performance oriented.

Event Management
What do we mean by COACHING(1/2)
Providing and clarifying direction
Encouraging the development of performance
goals
Giving feedback and listening
Serving as a source of expert guidance and advice
Making suggestions for improvement
Helping people with their work.
What do we mean by COACHING(2/2)
Providing encouragement and building self‐
confidence
Motivating and keeping up morale
Removing barriers and providing resources
Providing technical training (develop skills,
knowledge, abilities)
Assisting and guiding career development
(advancement and education)
Supporting people in personal development (e.g.,
relationship, political issues)

Event Management
Coaching, Tasks and intended
Effects
TASKS EFFECTS RESULTS
Guidance and
Direction
Goal Setting
Feedback
Development
Training and
Assistance
Alignment
Motivation
Increased
Capability
Performance
Improved
Performance
Increase net
contribution
Increase value of
the work.
Alignment
Ensuring that the right tasks are being done, the
targets and priorities are clear, and the work
correlates and meshes effectively with other
work.

Event Management
Motivation
Building confidence, providing encouragement,
challenging people to put forth their best efforts,
and attaining unfeigned (genuine) commitment
to do the work.
Increased Capability
Encouraging and helping employees to develop
the knowledge, skills, abilities, competencies
(soft), and healthy mental outlook needed now
and in the future.

Event Management
The changing role of
Supervisor
In most workplace: Deliver the full range of
employee coaching needs.
Now:
Administer appraisal process (ratings)
Improvement goals
Development
Training plan
Pay raise decision
Triggering of disciplinary measures
The changing role of Supervisors
No. The Past Now and Emerging
1 Supervise few people Supervise many people
2 Supervise at same location Commonly supervise from afar
3 Experience and expertise in
subordinates’ work
Little or no experience or expertise
in some subordinates’ work
4 Primary role is supervisor Primary role often is not supervision

Event Management
Differences between Mentoring
and Coaching
MENTOR COACH
Focus Individual Performance
Role Facilitator with no agenda Specific agenda
Relationship Self selecting Comes with the job
Source of
influence
Perceived value Position
Personal returns Affirmation/learning Teamwork//performance
Arena Life Task related
Mentors in either a formal mentoring program or informal relationship focus
on the person , their career and support for individual growth and maturity
while coach is job‐focused and performance oriented.
26
Performance Interviewing
and Couching

Event Management
27
Effective Appraiser, must be able to
asses and understand
Job requirements
Short‐ and long‐term job‐related goals
Employee capabilities and energy levels
Employee goals and demands, and
On‐ and off‐the‐job conflicts that affect
workplace behavior
28
Initiating and Carrying Successful
Appraisal
Requires
Interviewing skills – focus on the ability to gather and
asses information relating to job performance
Coaching & Counseling skills – aim at facilitating the
achievement of change and the redirection of job
behavior so that it is beneficial to both the individual
and the organization.

Event Management
29
Preparing for a PA Review
Be prepare properly (review P related‐info)
Allocate enough time (develop agenda)
Knowing what information wanted
Gather all information during session
Carefully analyzed
Various event must be identified
Provide an overall picture of the employee
behavior
30
The Appraisal Session
Successful Interviewing & Counseling, appraiser
must have knowledge and skills of
Asking the right question at the appropriate time and
Being a constructive listener
FOCUS :
types of Q, when to ask, when to listen, and how to
stimulate appraises responses

Event Management
31
Behavior‐Influencing Information Acquired
in a Performance Review
Distinguish between cause and effect of
behavior
Identify factors leading to certain behaviors,
such as peer pressure resulting in reduced
quantity of output
Separate internal and external pressures
Asses employee strengths and weaknesses
32
Behavior‐Influencing Information Acquired
in a Performance Review
Indicate employee’s potential for success and
failure.
Identify the capability of the employee to
tolerate or resolve stress‐related issues
Identify opportunities for supporting employee
and directing behavior so that it benefits both
the employee and the organization.

Event Management
33
P Review session should provide
knowledge that assists in
Better understanding employee feelings,
attitudes, and situations
Determining courses of action that are most
beneficial to the employee
Relating rewards to demonstrated workplace
behavior.
34
Approach to
Interviewing‐Counseling/Coaching
Directive A.
Do you like your job ? Yes‐‐‐‐‐ No‐‐‐‐‐
Can you identify one thing that you find enjoyable in doing your job ?
Nondirective A.
What do your co‐workers do that assists you in performing your
assignments ?
Combination A.
Using the strengths of the two above

Event Management
35
The Physical Setting
Neutral meeting place
Private room, confidentially
Comfortable chairs & table and no barrier
No outside interruptions
No phone ringing
Provide coffee and
Ashtray
Smoking should be permitted
36
Introduction
Appraiser should put the appraises at ease as
quickly as possible
Start with light discussion
You’re looking well today
Congratulate for …
Brief discussion what is to be accomplished
during the session
Invite appraises to share for the successful of the
session

Event Management
37
Body
Employing Empathy
Penetrating Questions
Objectivity
Problem Analysis
Constructive Listening
Keen Observation
38
Empathy
No time for sympathy
Not the time to hide performance failure
Not possible to eliminate sad story
Understanding why a person behaves in a certain
manner, seeing something through the eyes of
the other person ‐ gives the appraiser a better
understanding of why and how certain things
transpire to cause unacceptable workplace
behavior.

Event Management
39
Penetrating Questions
Ask the right questions at the proper time
Q that may increase the accuracy scope, and relevance
information fall into three major categories;
Responsibilities & Duties, Job Stress, and Job
Opportunities.
Ask only one Q at a time; phrase the Q in simple,
understandable words; keep the Q as brief as possible – a
general rule is that any Q over two sentences is too long;
be as specific as possible; keep the Q in as positive as
possible; and when possible, avoid Q that permit a yes or
no response.
40
Example: Job Responsibility and Duty Related
Which of your job responsibilities and duties do you feel that
you are unable to perform satisfactorily?
What responsibilities and duties are you currently performing
that are not included in your job description?
What responsibilities and duties are you not currently
performing that you feel that you should be performing
What of your responsibilities and duties do you feel should be
performed by someone else?

Event Management
41
Example: Job Stress Related
What do you like about your job?
What do you find most enjoyable in what you do?
What job activities do you find most difficult to perform?
What in your job is working against you?
What do you find most demanding about your job?
What do you dislike about your job?
What do you consider good about your job?
42
Example: Job Stress Related
Who provides you with the most support in doing your job?
Where do you obtain job‐related support?
What problems do you have in working coopera‐tively with
other members of your work group?
What troubles have you encountered in obtaining the cooperation of
others in working toward group goals?
Do your peers, subordinates, or supervisors cause you any
undue, unnecessary stress?
Is your job causing you any emotional or health‐related
problems? – what is causing these problems?

Event Management
43
Example: Job Related Opportunities
What additional job‐related support from me would you like
to have?
What types of training would you like to receive?
What additional resources or support can the organization
provide?
Do you desire or are you seeking a promotion? To what job?
Where? When?
Are you prepared/ready for a promotion?
What promotion assistance do you need?
What do you want from your job?
44
Objectivity
Important but difficult
Decide by facts
Personal feelings and prejudices must not cause
the distortion of facts and unjust use
Maintaining a non‐judgmental attitude is not
always easy
Not to ask Q that cause appraises to give the
responses that they think the appraiser is seeking.

Event Management
45
Problem Analysis
A major purpose of the appraisal review
The appraises must realize that he/she is part of
the problem as well as part of the solution
The review session should build rapport and trust
Encourage appraises to elaborate the problem
area and develop their own solutions.
46
Constructive Listening
When one person is talking, it is difficult to hear what the
other person is saying
Rule of thumb for interviewing and counseling – appraiser talk
no more than one‐third of the total interview – still debate
Major purpose of the review session is to grant the appraises
the time to discuss his or her Job and Job‐related problems. It
is impossible to hear what the appraises has to say when the
appraiser does most of the talking.

Event Management
47
Guidelines to Constructive Listening
When an employee has something on his/her mind, the
listener should allow that person to talk it out
The listener should minimize, even set aside, the use of any
clever retorts to an employee’s problem
The listener should restrain the natural impulse to be curious
and to avoid asking Q that show a bias
If feelings or emotions become the center of discussion, they
should not be abruptly dismissed
48
Guidelines to Constructive Listening
Violent and deep‐seated negative expressions require
understanding rather than judgment
Although it may be difficult to be silent, the listener
should speak as seldom as possible
New ideas should not be introduced nor should the
direction of a conversation be changed
The listener should not moralize
Acceptance does not require agreement.
A trap to be avoided is giving advice on personal
matters.

Event Management
49
Keen (sharp) Observation
Appraises give both verbal and nonverbal clues regarding their
understanding and acceptance of a specific topic
The appraiser must watch these clues in order to determine
when further clarification is required
The appraiser’s actions affect the quality of the review. The
appraiser’s question, responses, and body movements also
send a special message that may intimidate or inhibit the
appraise, which, in turn, may affect his/her response.
50
Summary
What happened
What has been agreed to
What recommendations are to be made
The accuracy of the identified behaviors, and
What will take place from now until the next
performance review session.
Usually used Checklist

Event Management
51
Checklist
Were job requirements reviewed?
Does the employee understand job requirements?
Were areas of job conflict discussed?
Were job goals reviewed?
Were goal attainment steps analyzed?
Were performance standards discussed?
Was there a discussion of what the employee would like to
accomplish from the job?
What was the appraisse’s reaction to the review?
52
Review of Goals and Goal Attainment
Steps
Using goals as the standards for identifying levels
or quality of performance, both appraiser and
appraises know the criteria for acceptable
performance
Having goal attainment step, it is easier to
identify areas of weakness
Opportunities for arbitrary confrontations
decrease.

Event Management
53
Goal Setting & Goal Attainment Steps
Works
The supervisor and subordinate discuss the objectives of the
business and workgroup in simple, straightforward language
and relate the work activities of the subordinate to these
objectives
The subordinate sets one to three goals for the coming period.
The subordinate and supervisor mutually agree on each goal,
analyze all of them, and identify as many attainment step as
possible that will lead to reaching the goals successfully.
54
Works
The subordinate and supervisor discuss the likelihood of
successfully performing each attainment step and the priority
that one step has over another
The supervisor tries to provide any information that the
subordinate needs or wants to know
At all times, the supervisor must convey through
demonstrated behavior that the goals are those of the
subordinate

Event Management
55
Works
Each goal should be specific, stimulating,
achievable, and relevant
Each goal and its attainment steps should be set
in writing.
In the appraisal follow‐up session – analyze
subordinate successes and failures – focus on the
attainment steps, to be reviewed, to find the barriers
to success
56
Performance Review Hints
Plan the Review
Pinpoint Key Information
Minimize Wasted Time
Pause
Listen and Observe
Orient and Clarify
Keep an Open Mind
Summarize
Follow‐up
Avoid Bloodbaths.

Event Management
Conclusion
Conventional Assumptions
The supervisor has the attributes and skills to be an
effective coach.
Supervisors have the knowledge to asses and guide
improvement.
Alternative Assumptions
Depending on the situation, people, and particular need, an
employee’s supervisor may or may not be effective coach.
To fulfill their coaching needs, most people will require an
array of coaching resources, including but not necessarily
predominantly, the supervisor.
Conclusion
To get alignment and desired performance, people
require formal and specific direction.
Alignment and desired performance are enhanced by a
shared sense of purpose and common vision for the future.
If people have the right information and opportunities, they
usually will perform their work in alignment with the
organization’s and pressing priorities.
Alignment is advanced by effective leadership, which may
include both informal and formal direction.

Event Management
Conclusion
All people will perform better if they are held accountable
through a formal process.
Rating and ranking are effective motivational and coaching
tools.
People will perform better if they have adequate direction and
guidance.
Under the right conditions, people will hold themselves accountable to
do the work that is required.
People are intrinsically motivated to do a good job.
People will perform better when they feel trusted.
People will use good information to improve their performance, if given
the training and good opportunity.
Conclusion
A one size‐fits‐all coaching structure works well for all
employees.
Employee’s preferences and needs for coaching , direction, and
support vary with the individual and the situation, and change
over time.

Event Management
Conclusion
Supervisors in each organization want or need to use
the same approach to guide, develop, and manage
people.
Supervisor’s preferences and needs in supporting and managing
people vary with the individual and the situation, and change
over time.
Conclusion
Having an annual conversation around improvement
accomplishes improvement.
Improvement results from identifying the cause of a problem or
specific opportunity for improvement and developing a plan to
act on such information.
Open conversation about performance issues, problems, and
opportunities may lead to the development of helpful plans to
achieve improvement.
Improving processes and systems generates improvement.

Event Management
Conclusion
Individual goal setting is an effective motivational tool
and strategy for improving performance.
When individuals freely accept and commit to a goal, it can be an
effective motivator.
A group of people, as a work unit or organization, will perform
and align better with common goals.
Conclusion
The organization and the supervisor are responsible for
individual employees’ morale, performance, and
development.
As healthy adults, people need to be responsible for their own
morale , performance, and development, with and without
support from the organization.

Event Management
Conclusion
Improving individuals’ performance improves
organizational performance.
Improving systems and processes improves the performance of
the organization.
Thanks for your kind attention
Bekti_harsono@hr.sig.co.id

Track 12 bekti h

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Track 12 bekti h