“Agile” government agencies significantly outperform other agencies on virtually every important metric, from productivity to employee and client satisfaction

1. Business Psychology
for
Organizational Agility
(Concept and Practices)
www.humanikaconsulting.com
www.humanikaconsulting.com

2. Seta A. Wicaksana, M.Psi., Psikolog
0811 19 53 43
wicaksana@humanikaconsulting.com
• Ahli Senior di Komite Kebijakan Pengelolaan Kinerja Organisasi dan SDM (KPKOS)
Dewan Pengawas BPJS Ketenagakerjaan
• Pembina Yayasan Humanika Edukasi Indonesia
• Pendiri dan Direktur Humanika Consulting
• Penulis Buku “SOBAT” Elexmedia Gramedia 2016
• Trainer, Psikolog, Konselor Karir dan Assessor di Humanika Consulting
• Pengembang Alat Tes minat bakat BRIGHT dan Sistem Tes Psikologi berbasis aplikasi
HITS dan HABIT
• Narasumber di Radio DFM 103,4FM
• Dosen Tetap dan Peneliti di Fakultas Psikologi Universitas Pancasila
• Sedang mengikuti tugas belajar Doktoral (S3) di Fakultas Ilmu Ekonomi dan Bisnis
Universitas Pancasila Bidang MSDM
• Pernah menjadi Wakil Dekan II Fakultas Psikologi Universitas Pancasila
• Lulusan Fakultas Psikologi S1 dan S2 Universitas Indonesia
• Lulusan sekolah ikatan dinas Akademi Sandi Negara

3. CEOs See It
“The world is more
complex and
fast-moving all the time,
and
that isn’t going away.”
Ed Zore, CEO of Northwestern Mutual
“Most Admired” financial services
company
24 years in a row

4. Economist Intelligence Unit Study on
Organizational Agility
Three key findings:
• 90% said agility is essential for business success
and growth
• Yet most companies admit they are not agile enough
• Most of the barriers to increased agility lie in the
organizational culture

5. Productivity/
Performance
Competitive
Advantages
Gross
National
Happiness
Business Psychology Framework
Productivity
Organiz
ational
Capital
Human
Capital
OrganizationDirectionand
Philosophy
Being AGILE
Doing AGILE
Sustainable
Business
Excellence

6. What is Sustainability?
• Sustainability (noun):
In ecology,
sustainability is how
biological systems
remain diverse and
productive.
• In general terms,
sustainability is the
endurance of systems
and processes.
• Source:
http://wikipedia.org

8. What is Organizational Agility?
The ability of an organization to rapidly and cost-
efficiently adapt to market and environmental
changes in order to take advantage of opportunities
and control risk.

9. Sustainability is Agile
Agile processes promote sustainable
development. The sponsors, developers, and
users should be able to maintain a constant pace
indefinitely.
- From the Agile Manifesto

11. What is Sustainable Business Excellence
Happiness
Productivity
Competitive
ness
Ways of
Working
System of
work
AGILITY

12. PROCESS
AGILITY
TECHNICAL
AGILITY
BUSINESS
AGILITY
Adaptive Leadership
Servant Leadership
Beyond Budgeting
SAFe
Agile Organisation
Design
(e.g. Holocracy, Self-
Management)
Software
DevOps
Test-Driven Development
Extreme Programming
Pair Programming
Non Software
Beyond Budgeting
Agile Accounting
Practices
Scrum
Kanban
Scaled Agile
Framework (SAFe)
Disciplined Agile
Lean Six Sigma
1. Individuals and interactions over processes and
tools
2. Working [stuff] over comprehensive documentation
3. Customer collaboration over contract negotiation
4. Responding to change over following a plan
Being
Agile
Doing
Agile
For Example
For Example
For Example
Domains of Agility
Evan Leybourn, 2016

13. Competitiveness

14. Gross
National
Happiness

15. Organization Direction and Philosophy
Why
You Are
Here?
What
You
Want to
Be
Who
You
Are

16. Human Capital
Individual Teamship Organization Societal
Sustainable
Business
Excellence
Competi
tiveness
Human
Well
Being
LEARNING
INNOVATING
OrganizationDirectionand
Philosophy
Key Issues :
Professionalism
Key Issues :
Synergy
Key Issues :
Leadership
Key Issues :
Inspiring

17. Talent Management Framework

18. Self
Interpersonal (Competency): Attitude,
Emotional, Communication Skill, Self
management, Time management,
Creative Problem Solving
Intrapersonal (Potency)
Interest: Direction (RIASEC)
Talent: Aptitude and Personality
MOTIVATION (DRIVE)
Human Capital
Claudia Goldin, Department of Economics Harvard University and National Bureau of
Economic Research.
“…is the stock of knowledge, habits, social and
personality attributes, including creativity, embodied
in the ability to perform labor so as to produce
economic value.”
World Bank Human Capital Index
In October 2018, the World Bank published the Human
Capital Index (HCI) as a measurement of economic success.
The Index ranks countries according to how much is invested
in education and health care for young people. The World
Bank's 2019 World Development Report on The Changing
Nature of Work showcases the Index and explains its
importance given the impact of technology on labor markets
and the future of work.
Human capital is the backbone of human development and economic development in every nation. Mahroum
(2007) suggested that at the macro-level, human capital management is about three key capacities: the capacity to
develop talent, the capacity to deploy talent, and the capacity to draw talent from elsewhere.

19. MOTIVATION
It’s all “Theory Y” management
• Let the team make lots of decisions on their own.
• Don’t be a filter on what they are allowed to do.
• They are eager to do the right thing, and get the
project done.
• They are closer to having knowledge of what
that right thing is.

21. Why Theory Y ?
• Thomas McGregor argued that it’s crazy to assume people only work for money
and security, and have to be motivated by management, above and beyond that.
• This assumption is “Theory X” and it becomes self-fulfilling.
• Once these needs are satisfied, people become un-motivated.
• “Theory Y,” in contrast, assumes people will work for needs that are never
completely satisfied, like:
– The need to be self-directed.
– The need to feel responsibility, set one’s own objectives and work toward
them.
– The need to be creative.
– The need to belong, for meaningful social involvement integral to work.
• To harness these things, an organization needs to be decentralized, with “job
enlargement” and participative management.
• Sound like “Agile”?

22. “Success is no accident. It is hard work,
perseverance, learning, studying, sacrifice and
most of all, love of what you are doing or
learning to do. “
- Pele
Human Capital
Individual Level
Interpersonal Skill
(Soft Skill) Training
Unit 1 : Prepare for Independent Living:
 Personal Growth
 Character Building
 Responsible Citizenship
 Lifespan Development
 Goal Setting
 Motivation
Unit 2: Interpersonal Skills
 Communication Skills
 Teamwork and Leadership Skills
 Peer Pressure and Refusal Skills
 Conflict Resolution Skills
 Creative Problem Solving
 Emotional Intelligence
 Etiquettes
Experiences (Time)

23. 0. None - lack of competence in a specific topic
1. Basic – an understanding of concepts and
fundamentals with some initial practical
application
2. Intermediate - a solid conceptual understanding
with some practical application
3. Advanced - significant conceptual knowledge
with practical experience in performing a
defined activity/task at a consistently-high
standard
4. Expert - extensive knowledge, perfected skill
and prolonged experience in performing a
defined activity/task at the highest standard
Human Capital: Individual Competency

24. Human Capital
Team Level
• Characteristics of Effective
Teams
• Development & Learning
Teamwork Skills
• Building and Maintaining Teams
• Collaborative Communication
• Managing Conflict
• Creative Problem Solving
• Monitoring Team Development
Followership
Leadership

25. Human Capital: Organization Level
Sustainable
Business
Excellence
Competi
tiveness
Human
Well
Being
LEARNING
INNOVATING
Culture / Values
Communication
People
INNOVATION
Organization
Direction and
Philosophy

26. Diagnosis for Organization
Development

28. Business Process Management

29. Pyramid of Organization Development

30. BUSINESS
PROCESS
Organizational
structure
JOB EVALUATION &
GRADING
COMPETENCY
MODEL
PERFORMANCE
MANAGEMENT
JOB
DESCRIPTION
CAREER
MANAGEMENT
MANPOWER
PLANNING
TALENT
MANAGEMENT
COMPENSATION
AND BENEFIT
RECRUITMENT
ASSESSMENT
SUCESSION PLAN
LEARNING AND
DEVELOPMENT
HRM Keterangan:
Short
Mid
Long
30
Human Resources Management

31. The Strategic Leadership Pyramid

32. Human Capital: Societal

33. Productivity: Factors

34. Performance Management
34
CompensationTalent
Management
Performance
Management
Employee Survey
Experience

35. The Business Case
35

36. Engagement, Performance and Retention

37. Performance Management: BSC

38. Two-pronged Approach
38
Performance Management Program
DESIGN & IMPLEMENTATION
CHANGE MANAGEMENT &
COMMUNICATION
• Focus on defining the new process
and competencies
• Creating the tools, the content
and the training etc.
• Planning the logistics for
implementing the new program
• Focus on getting leader
engagement and buy-in
• Creating the plan to ensure that
changes are seamless at all levels
in the organization
• Develop communications

39. BSC Strategy Map
2
2
Perspektif
Keuangan
Perspektif
Pelanggan
PerspektifProses
Bisnis
Perspektif
Pembelajaran&
Pengembangan
Meningkatkan Pendapatan
Pendapatan (Persero dan
anak perusahaan)
Meningkatkan Keuntungan
 Net profit
Meningkatkan Shareholder Value
• Return on Average Equity
(ROAE)
Cost Effectiveness
BOPO
Cost of fund(COF)
Meningkatkan Investasi
Peningkatan Assets Under Management (AUM)
Peningkatan modal
Research
Jumlah riset yang berkualitas
Produk unggulan
Jumlah produk baru
Market share produk unggulan
Memperluas Network
 Jumlah jaringan distribusi
 Jumlah partisipasi dalam forum bisnis
Meningkatkan
Layanan dan Image
 Customer Satisfaction Index
 Volume transaksi cross selling
 Jumlah penghargaan
 Jumlah kegiatan CSR
Membangun dan memelihara
hubungan dengan pelanggan
Customer retention rate
Jumlah pelanggan baru
Jumlah event pemasaran
Perbaikan &
penyesuaian
proses bisnis
Jumlah perbaikan
proses bisnis
Optimalisasi
sistem IT
Jumlah fitur dan layanan baru
Jumlah proses yang
diotomatisasi dengan sistem IT
Meningkatkan efektivitas
& efisiensi operasi
Tingkat SLA (Service level
Agreement)
Meningkatkan Corporate
Governance & Risk Management
Jumlah Teguran (Compliance Level)
GCG Score
Tingkat Pengelolaan Risiko
Meningkatkan motivasi karyawan
 Employee Engagement Index
Meningkatkan
Produktivitas
Revenue per head count
Meningkatkan
kompetensi karyawan
Competency Gaps
Peningkatan
Manajemen SDM

40. Performance Management Maturity Model
40
Performance Management as
Fragmented HR Process
Performance Management as
Required Mandate
Performance Management
Drives Development
Performance Management Drives
Accountability and Compensation

42. Learning and innovation As
Accelerator

44. Leadership

45. 45
The Manager, Employee Development
and Performance
100
125
Performance of Employees Reporting to Manager A Performance of Employees Reporting to Manager B
Source: Learning and Development Roundtable 2003 Employee Development Survey
Employees of managers who are very effective at development can outperform their peers by up to
25 percent
Impact of Manager-Led Development on Employee Performance
Employees Reporting to
Manager A
Manager A is very ineffective
at developing employees
Employees Reporting to
Manager B
Manager B is very
effective at developing
employees
}
25%
Performance Improvement
directly attributable to
Manager B’s effectiveness at
employee development

47. 47
FIVE LEAD ROLES FOR MANAGERS
The manager-led development activities that impact employee performance fall into five basic roles
Source: Learning and Development Roundtable 2003 Employee Development Survey.
12.8% 8.7% 19.4% 10.9% 11.8%
Average Impact of Role Activities on Employee Performance
Planning Execution Evaluation
Solutions
Enabler
Opportunity
Broker
Activities falling into this role
consist of apprising direct
reports of their job
performance and progress
against their development
plans.
Honest
Appraiser
Activity & Impact
Assess Development
Progress
13.8%
Give Feedback on
Personality Strengths
13.3%
Give Feedback on
Performance Weaknesses
11.9%
Give Feedback on
Performance Strengths
8.0%
This role includes activities
undertaken to help
employees locate
development opportunities,
in their current jobs and
beyond.
Activity & Impact
Help Employees Find
Training
13.6%
Pass Along Job Openings
10.3%
Pass Along Development
Opportunities
8.7%
This role consists of activities
that ensure employees
know performance evaluation
criteria, have development
plans, and acquire
needed knowledge and skills.
Performance and
Development
Strategist
Activity & Impact
Explain Performance
Evaluation Standards
19.8%
Create Individual
Development Plans (IDPs)
12.0%
Ensure Necessary
Skills/Knowledge
6.7%
This role includes activities
undertaken to help
employees apply newfound
skills and knowledge or to
help employees learn from
their managers’ experiences.
Activity & Impact
Help Employees Apply
New Skills/Knowledge
11.6%
Teach New Skill
or Procedure
7.7%
Give Advice from Own
Experience
6.7%
This role consists of
activities that enable
employees to learn from the
experiences acquired
through their projects
and assignments.
Learning-
Experience
Architect
Activity & Impact
Ensure Projects Are
Learning Experiences
19.8%
Provide Experiences That
Develop Employees
19.1%

48. Leadership’s Role in Organization

52. Leadership
SOBAT Leadership Program
Self Leadership
Objectives : focus on
increasing self awareness
and using that knowledge
to become more effective
as a leaders
Effective Team
Member
Objectives : Faocus on
contributes individual
capabilities to
achievement of a group
objectives and work
effectively with others in a
group setting.
Team
Leadership
Objectives : focus on
leadership as the art of
influencing and working
effectively through others
Working in
Business
Objectives : focus on
helping leader appreciatte
how all parts of
organization are
systematicaly, connected
and inter-related
Working on
Business
Objectives : focus on being
role model in excellence
around strategy, culture,
and Inspiring others, group
, organization, business
and and environment and
society

54. Managing Change
“Change is an inevitable and constant feature. It is an
inescapable part of both social and organisational life
and we are all subject to continual change of one
form or another.”
(Mullins and Christy 2016).

55. Changing Roadmap
SOBAT LEAD
(Learning & Development)
Start
Order
Breakthrough
Accelerate
Transform

57. Leaders’ Role in Managing Change

60. Change will not come if we wait for some
other person or some other time. We are the
ones we've been waiting for. We are the
change that we seek.
- Barack Obama

61. Learning and Giving for Better Indonesia