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Organization development as a human capital function
This document discusses organization development (OD) as a human capital function and provides an overview of OD management and comprehensive models. It presents a 5-organ model for achieving organizational effectiveness and describes OD interventions. An example case study is also mentioned. OD aims to improve organizational performance by collecting data, diagnosing issues, and designing interventions to increase synergy between strategy, structure, systems, human capital, and culture. The PDCA cycle is outlined as an OD management approach involving planning, doing, checking, and acting. Lastly, a comprehensive model is shown to diagnose organizations at the individual, group, and organizational levels.
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Organization development as a human capital function
- 1. Organization Development asa Human Capital Function Presented by Divo Primananda Buana Karya Bhakti, PT@BKBHumanCapital Make Organization Performance Become More Effective ! PT BUANA KARYA BHAKTI
- 2. Outline • OD asa 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. OD as HumanCapital Function Organization Development Management Dinamis Learning Organization Learn - Try - Standarized
- 4. Organization Development Mgt. Goal! Make Organization Performance Become More Effective ! Proses mengumpulkan data, mendiagnosa dan merancang intervensi. Meningkatkan sinergi antara strategi, struktur, sistem, manusia dan kultur (Thomas Cummings)
- 5. OD MANAGEMENT -PDCA PLAN • Diagnosa efektivitas organisasi • Desain intervensi yang tepat untuk efektivitas organisasi DO • Implementasi desain intervensi CHECK • Evaluasi efektivitas intervensi ACTION • Tindak lanjut
- 6. “The Achiement ofan organization are the results of the combined effort of each individual” - Vince Lombardi
- 7. A. ORGANIZATIONAL LEVEL B.GROUP LEVEL C. INDIVIDUAL LEVEL - General Environment -Stakeholder Expectations Inputs Design Components Organization Effectiveness Outputs Strategy Structure Culture People/Human Resources HR System & Technology - Organization Design Inputs Design Components Team Effectiveness e.g., quality of work life, performance Outputs Goal Clarity Task Structure Group Functioning Group Composition Group Norms - Organization Design - Group Design - Personal Characteristics Inputs Design Components Individual Effectiveness e.g., job satisfaction, personal development Outputs Skill Variety Task Identity Autonomy Task Significance Feedback about Results Comprehensive Model for Diagnosing Organization Thomas Cummings and Christopher Worler, Organization Development and Change, South Western College Publishing
- 8. System & Tech. StrategyStructure Culture People Sistem Kebijakan dan prosedur kerja yang dijalankan oleh organisasi yang mengikat stiap fungsi Menunjukkan bagaimana suatu struktur organisasi didesain untuk mengelola relasi antar unit didalamnya Menunjukkan bagaimana organisasi merumuskan strategi untuk mewujudkan visinya Nilai, norma dan kultur yang dianut bersama dan tercermin dalam perilaku para anggota organisasi Kualitas kompetensi dan komposisi demografis dan psikografis para anggota organisasi
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- 11. Strategy • SWOT – Strength, Weakness , Opportunity , Threat • BSC – Pemetaan Strategy Map berdasarkan 4 Perspective • 4DX – Determine Wildly Important Goals • KOMBINASI
- 12. Mission – Apa yang membuatkita eksis ? Vision – Apa yang kita inginkan? Values – Apa saja Yang Penting menurut kita? Strategy : Our Game Plan Strategy Map : Translate the Strategy into Action Strategy Formulation Analisa General Environment Analisa Kompetensi Organisasi SWOT ANALYSIS External Factor Analysis Summary (EFAS) Internal Factor Analysis Summary (EFAS) BALANCED SCORECARD 4DX Determine WIG’s Wildly Important Goal
- 13. Strategy : Our Game Plan StrategyMap : Translate the Strategy Strategic Outcomes Kepuasan Stakeholder Kebahagiaan Customer Proses yang Excellent Tenaga Kerja yang termotivasi Strategy Formulation BSC Perspective FINANCIAL PERSPECTIVE CUSTOMER PERSPECTIVE INTERNAL PROCESS PERS. LEARN & GROWTH PERSPECTIVE
- 14. BKB Plantation Corporate StrategyMap STRATEGY MAP Financial Perspective Customer Perspective Internal Proses Perspective Learning & Growth Perspective Increased Profit Customer Faithful Increased Quality Increased Infrastructure Man Power Productivity Culture Build Increased Production Example
- 15. BKB Plantation Corporate Scorecard BSCPERSPECTIVE OBJECTIVE KEY INDICATOR TARGET Financial Perspective • Increased Profit 1.Net Profit Margin 25 % Customer Perspective • Customer Faithfully 1.Customer Satisfaction Index 2.No. Of Customer Leave/year 90% B 0/year. Internal Proses Perspective • Increased Quality • Increased Production • Increased Infrastructure 1.TWK • Ratio Total Tanaman/Luas Area • Index pembebasan lahan perbulan 2. BKB • Mill ─ Ratio Estimasi Produksi CPO/Actual ─ FFA Index • Estate ─ Ton Production ─ Ratio bad quality FFB/total FFB 3. BKMS • Utilization Unit • Internal Max Value Chain Ratio 75 % 100 Ha/Bln 80 % 2.75 100.000 Ton/Thn 5 % 90 % 90 % Learning & Growth Perspective • Man Power Prod. • Culture Building 1.GP / EC Ratio 2.Culture Internalization Index 30 % 95 % Example
- 16. System & Technology Sistemsumber daya manusia termasuk mekanisme seleksi, pengembangan, penilaian dan rewarding organization members CBHRMCompetency Based Human Resources Management
- 17. Strategy – System •System – Pelaporan Kilometer Kendaraan , dan liter bensin – SOP kelola harian kendaraan – Maintenance Scheduling System Strategic Theme • Efisiensi Operational Cost tahun 2014 5 % dari tahun sebelumnya Functional Strategic • Efisiensi pemakaian GA Cost 2014 15 % dari tahun sebelumnya. Key Indicator • Mengefisiensikan BBM dari • Ratio 1 lt : 20 KM menjadi 1 lt : 30 KM per bulan.
- 18. Structure • Sistem strukturalmenggambarkanbagaimanaAttention dan sumber daya (Resources) berfokuskepada indeks prestasi pencapaianstrategy. • Menggambarkandasar pemilihan model pengorganisasianuntuk ; 1. Membagikeseluruhanpekerjaankedalam sub unit yang akan dilanjutkan kepada pembagiantugas individu dan kelompok. 2. Alur koordinasi dari sub unit yang telah di tentukanuntukpencapaianprestasi kinerja secaramenyeluruh Ingat salah satu impact strategy adalah Allocating Resources
- 19. Core and Technical Competencies Core,Organizational and Technical competencies Core, Bussiness Focussed dan Technical Competencies Manager Asst Manager Staff Staff Ast. Manager Staff Horizontal Differentiation (Grouping of Organizational Task) Span of Control Vertical Differentiation (Distribution of Authority) BKB HEXAGONAL COMPETENCIES
- 20. BKB Competency BasedHRM VISION & MISSION BUSSINESS STRATEGY Organization Design BUSSINESS RESULT Recruitment & Selection Training & Development Reward Mgt Career Mgt HR system based on COMPETENCY Performance Management 20 2013 HR-Organizational Development Doc. PEOPLE
- 21. BKB Hexagonal CompetencyModel 82013 HR-Organizational Development Doc.
- 22. BKB Comptencies Model Individual Competencies Position Competencies MatrixDevelopment Method Individual Development Plan Individual Competencies Assessment Position Competencies Analysis GAP ANALYSIS DEVELOPMENT PROGRAM PROCESS MAP 222013 HR-Organizational Development Doc.
- 23. MATRIX BEHAVIORAL COMPETENCIESDEVELOPMENT METHODE CORE COMPETENCIES DEVELOPMENT METHODE Change Adaptability Continous Learning Initiative Teamwork BestAchievent Orientation No Detail Pengembangan Source COR-01 COR-02 COR-03 COR-04 COR-05 1 2 3 4 5 1 • Audio : VCD/CD/DVD • E-Learning • Books/Magazine • Article Writing Pengembangan dengan media 2 • Training • Seminar • Course • Sponsored Study • OJT Experience Training 3 • Best Practice Sharing • Benchmarking • Shadowing Best Practice Sharing 4 • Observasi • Role Model Observasi 5 • Feed Back • 360 Deegree Feed Back • Coaching • Counseling • Mentoring Feed Back 6 • Meeting • Job Assignment • Task Force • Project Improvement • Cross Project Improvement • Rotasi • Quality Control Circle Assignment 232013 HR-Organizational Development Doc.
- 24. Culture • Culture isCompetitive Advantage • High Performing Organizations biasanya adalah organisasi yang me-maintain budayanya secara baik.
- 26. Culture VISIBLE • Artifacts • MaterialSymbol • Language & Slogans • Ritual & Ceremonies • Stories & Legend INVISIBLE • Beliefs • Keterkaitan satu dengan yang lainnya • Values • Bhakti Anggaraksa • Assumptions • Bhakti Anggaraksa
- 27. I. Reviewing &Developing Core Values • DiagnosingCurrent Culture • Defining Our Culture • Developing The Meaning Key Values Key Behaviour II. Communicating & Internalizaing Core Values • DevelopingChangeAgent • DevelopingCommunication& CommunicatingMaterial III. Continually Promoting & Enriching Core Values • ContinuallyPromoting & Enriching Core Values • EvaluatingEffectiveness Culture Stage
- 28. Organizational-Level Diagnosis Culture PeopleSystems & Technology Structure Strategy General Environment Stakeholder Expectations Inputs DesignComponents Does the organization strategic orientation fit with the inputs?
- 29. Organizational-Level Diagnosis Culture PeopleHR System& Technology Structure Strategy Design Components Do the design components fit with each other?
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- 31. A. ORGANIZATIONAL LEVEL B.GROUP LEVEL - General Environment -Stakeholder Expectations Inputs Design Components Organization Effectiveness Outputs Strategy Structure Culture People/Human Resources System & Technology - Organization Design Inputs Design Components Team Effectiveness e.g., quality of work life, performance Outputs Goal Clarity Task Structure Group Functioning Group Composition Group Norms Key Performance Indicators Key Performance Indicators Performance
- 32. C. INDIVIDUAL LEVEL -Organization Design - Group Design - Personal Characteristics Inputs Design Components Efektivitas Individu Kepuasaan Kerja Outputs Variasi Pekerjaan Identitas Pekerjaan Kemsndirian Pekerjaan Signifikansi Pekerjaan Umpan Balik Pekerjaan Group Key Performance Indicator Individual Key Performance Indicators Position Analysis / Position Evaluation Position Value
- 33. CONTOH PENURUNAN KE INDIVIDUALKPI Corporate Scorecard Functional Scorecard Individual KPI Strategic Theme • Efisiensi Operational Cost tahun 2014 5 % dari tahun sebelumnya Functional Strategic • Efisiensi pemakaian GA Cost 2014 15 % dari tahun sebelumnya. Key Indicator • Mengefisiensikan BBM dari • Ratio 1 lt : 20 KM menjadi 1 lt : 30 KM per bulan.
- 34. “ Kemampuan suatuorganisasi untuk mengadopsi perkembangan pengetahuan disekitarnya dan mengimplementasikan dengan cepat merupakan suatu keunggulan kompetitif terbaik.” - Jack Welch, EX- CEO General Electric
- 35. THANKS FOR YOUR ATTENTION PT BUANAKARYA BHAKTI Feedback: dprimananda@bkb.co,id Buana Karya Bhakti, PT @BKBHumanCapital