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competency-based-performance-management-system-14-mei-2016.pptx
- 2. About me.. S-1 TeknologiIndustri Pertanian IPB S-2 Magister Management UNDIP S-3 Manajemen Bisnis IPB HR Trainee – Manager : PT Indofood Sukses Makmur, Tbk. (9 years) Personnel & GA Manager : PT HM Sampoerna, Tbk. (1 year) HRBP : PT Unilever Indonesia, Tbk (8 years) VP HR : PT Nestle Indonesia (2 years) Chief of Human Capital Development : PT Sierad Produce, Tbk (until now) Hobbies : badminton, jogging
- 3. N N MSDM YunusTriyonggo, 2014 (PMSM Indonesia) ModelKompetensi Profesi MSDM Indonesia Kepmenakertrans No. 307/ 2014
- 4. Cara mendapatkan dokumenSKKNI MSDM selengkapnya? Just click: www.pmsm-Indonesia.com Atau akses ke Blog: yunustriyonggo.wordpress.com
- 5. Memahami konsepManajemen Kinerja Memahami konsep Manajemen Kinerja berbasis kompetensi Mampu menjelaskan konsep Manajemen Kinerja berbasis kompetensi Mampu menerapkan Manajemen Kinerja di Organisasi
- 6. Source: Mike ScottAssociate
- 7. PERFORMANCE MANAGEMENT STEPS PerformancePlanning Performance Execution Feedback Consequences Development Cascading of Goals • Performance measures provide “line of sight” from strategy to individual job performance • Everyone knows how performance is measured and evaluated • 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
- 8. Human Performance Model Measure Business Challenges, Goals,and Strategies Performance Needs Causes • Skills • Knowledge • Teamwork • Goals/KPI’s • Environment • Motivation • Tools Solutions • Training • Leadership/ Communications • Performance Management • Compensation • Tools • Processes Evaluation and Measurement Change Management Optimal or Desired Performance Actual Performance
- 9. What is TraditionalPerformance Management ? Source : David D. Dubois & William J. Rothwell, 2004 Traditionally, performance management systems concentrate on performance planning and evaluation, rewards and discipline, according to the 2000 Performance Management Survey (2000)
- 10. Why Traditional PerformanceManagement Can't Deliver Peak Performance Daniel D. Elash, Ph.D. (2009) 5 Reasons • They are too slow • They are too remote • They are too vague • They are too emotionally • They are too focused on each individual alone
- 11. Reason #1 • Theyare 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.
- 12. Reason #2 They aretoo remote – Too often the voices of customers, teammates and co-workers are filtered and delivered through the manager. – Managers can't effectively 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
- 13. Reason #3 They aretoo 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.
- 14. Reason #4 They aretoo emotionally laden (sarat) – The mind is best prepared to grasp new information, think effectively 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.
- 15. Reason #5 They aretoo focused on each individual alone – Optimizing your own performance without regard to your impact on others, or the synergies required for effective teamwork, is insufficient 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.
- 16. Challenges 0% 100% 200% 300% 400% 1997 2012 Complexity However, accordingto 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 0 50 100 150 year 1 year 2 Revenue Only 29 percent of companies create individual goals aligned to the organization 29% 71% 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 0% 50% 100% Mid level Lower Level 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% 50% Working spend Strategic Non strategic An Oracle White Paper, June 2012
- 17. Why competencies? Competencies translatethe strategic visions and goals for the organization into behaviors or actions employees must display for the organization to be successful.
- 18. The Benefits ofbetter 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)
- 19. Superior Talent Management= Significant 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” – 156% greater ability to “develop great leaders” The Benefits of better Employee competency (Source : Bersin, 2010)
- 20. The 3-5 keythings that will make the difference, therefore the main drivers for success in a role 3-5 priority targets focused on the personal contribution Results delivered through performing the job, which makes the difference Within the scope of the responsibilities of your role Results based Agreed by both parties They are … Individual Objectives The 100 things you do in your job A long “to do” list A job description Out of the person‘s control Activity-based A top-down set of directives They are NOT … Performance Development Plan
- 21. Contoh Target Setting 6/26/202321 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 effectiveness target di pabrik Foods sebesar 2% dari NPS hingga akhir tahun 2014 - Mengidentifikasi penyebab pemborosan di pabrik Foods - Menyusun program cost 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 pada 2014 PPIC Manager : Melakukan seleksi vendor RM dalam waktu maksimal 5 hari kerja dengan kualitas RM sesuai dengan standar. (Tugas Procurement)
- 22. Competencies & living values Potentialdiscussion Skills Experiences Performance PT Put real evidences objectively
- 23. What is aCompetency? Observable abilities, skills, knowledge, motivations or traits defined in terms of the behaviors needed for successful job performance. Source : Human Resource Systems Group, 2012 The Iceberg as an Analogy
- 24. What is Competency-basedManagement? An HR management approach that standardizes and integrates all HR activities based on competencies that support organizational goals. Source : Human Resource Systems Group, 2012 Basic Competency Architecture
- 25. (Source : Spencer,2001) 63% 19% 12.5% 63% reduction in turnover due to increased employee satisfaction – due to greater clarity about performance expectations 12.5% increase in sales and profits due to Competency-based training programs 19% improvement in employee performance The Benefits of better Employee competency
- 26. 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
- 27. How to integrateCompetencies 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) 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. the competencies being assessed are entirely consistent with the employee’s performance goals for the performance review cycle. Not all competencies within the competency profile for the employee’s role / job will necessarily be assessed within the cycle Source : David D. Dubois & William J. Rothwell, 2004
- 28. How to integrateCompetencies 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 profile 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 effective performance during the review cycle, but not included in the competency profile, will not be assessed Source : David D. Dubois & William J. Rothwell, 2004
- 29. Performance Management System(PMS) Framework Sustainable performance System How What 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 TECHNICAL COMPETENCIES
- 30. Integrated Performance ManagementSystem Goal Setting Interim Review Talent Day Performance Review Year end 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
- 31. What & How •Business Target • Division Target • Individual Target What • Core Competencies • Leadership Competencies • Technical Competencies How 31
- 32. Bagaimana mengevaluasi “WHAT”& “HOW” WHAT HOW • Bandingkan kinerja aktual dengan target • Fokus pada pencapaian, bukan aktivitas • Lakukan observasi terhadap perilaku dan catat capaian yang terbukti nyata • Mintakan umpan balik dari pihak-pihak yang terkait • Evaluasi perilaku berdasarkan nilai-nilai inti perusahaan • Tentukan tingkat kinerja secara menyeluruh dengan mempertimbangkan tingkat pencapaian : - Tujuan fungsi, - Tujuan individu, - Pencapaian penting berikutnya • Evaluasi kinerja secara menyeluruh selama siklus nya • Evaluasi perilaku secara menyeluruh sepanjang siklus, bukan hanya dari satu kejadian
- 33. List of Competencies(example) LEADERSHIP COMPETENCIES : 1. SHAPE THE FUTURE 2. REAL ACCOUNTABILITY 3. BUSINESS ACUMEN CORE COMPETENCIES : 1. INTEGRITY 2. TEAMWORK 3. INNOVATION 4. ACHIEVEMENT ORIENTATION 5. CUSTOMER FOCUS TECHNICAL COMPETENCIES : 1. FEED PROCESSING 2. FEED FORMULA 3. FEED WAREHOUSING 4. PROFIT & LOSS FEED BUSINESS 5. SERVICE LEVEL TO CUSTOMER 6. ETC…
- 34. Example: Commercial Farm Farm Manager Farm Supervisor Farm Operator Farm Operator Farm Supervisor Farm Operator Farm Operator Adm Assistant Technic Supervisor Security Guards Poultry Health =138.000 population No Job Title Total Min Education 1 Farm Manager 1 D-3 2 Farm Supervisor 2 D-1/High School 3 Farm Operator 9 Vocational High School 5 Adm Assistant 1 Vocational High School 6 Technic Supervisor 1 Vocational High School 7 Security Guard 4 Vocational High School Total 18 No KPI Std 1 Depletion 2.5% 2 FCR 1.5 3 Body weight (33 days) 1.7 kg 4 IP 330
- 35. Farm Manager JobScope & Competency Model 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
- 36. • Broiler Farming Management •Biosecurity • Cost & Performance analysis tools • People Management • Farm Technology & Utility • Manpower Regulation • Integrity • Teamwork • Achievement Orientation • Real Accountability • Can Do Mentality • Build & Develop Superior Talent • 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 • Effective communication skill Competency Model – Farm Manager Knowledge Skills Attitude Competency
- 37. Target Individual – WHAT NilaiKompetensi - HOW Mencapai semua target, melampaui beberapa target kunci 3 Melampaui standar pada mayoritas nilai-nilai inti dan kompetensi Perusahaan Mencapai mayoritas target 2 Mendemonstrasikan Nilai-nilai Inti dan Kompetensi Perusahaan sesuai standar yang telah ditetapkan Tidak mencapai dari mayoritas target 1 Tidak mendemonstrasikan Nilai-nilai Inti dan Kompetensi Perusahaan Skala Nilai
- 38. Matriks Penilaian KinerjaKaryawancalibration 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 Individual Target = WHAT Nilai-nilai Inti dan Kompetensi Perusahaan = HOW 1 2 3 1 2 3 1/1 1/2 1/3 2/1 3/1 2/2 3/2 2/3 3/3
- 39. Meeting Kalibrasi Kinerja Apakahitu? – 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.
- 40. Matriks Kategori Talent(MKT) Berpotensi (3/1) Sumber Daya (1/3) Potensi Tinggi (2/3) Bintang Potensi Tinggi (3/2) Sumber Daya (2/2) Sumber daya (1/2) Perlu Perhatian (2/1) Perlu Perhatian (1/1) ----------------- Potensi Talent ---------------- Rendah Tinggi Kesinambungan Kinerja (Apa dan Bagaimana) Rendah Tinggi
- 41. Suggested Action Plans Inconsistentin meeting agreed individual business targets consistently exceeding agreed individual business targets •Recognise and reward •Provide feedback •Mentor/coach to improve Leadership •Acknowledge contribution Recognise and reward •Challenge/stretch •Expose •Coach •Set clear Milestones •Provide feedback •Coach Monitor/track •Decision to continue or end employment •Reward •Milestones • Provide feedback •Training •Coach to improve delivery •Specific goals & objectives Consistently exceeding expectations Inconsistent in meeting expectations Potential Capacity WHAT
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- 45. Contoh Formulir Competency basedPerformance Management System
- 46. Contoh Formulir Competency basedPerformance Management System
- 47. Contoh Formulir Competency basedPerformance Management System
- 48. Contoh Formulir Competency basedPerformance Management System
- 49. Contoh Formulir Competency basedPerformance Management System