4. Cara mendapatkan dokumen SKKNI MSDM
selengkapnya?
Just click:
www.pmsm-Indonesia.com
Atau akses ke Blog:
yunustriyonggo.wordpress.com
5. Memahami konsep Manajemen Kinerja
Memahami konsep Manajemen Kinerja
berbasis kompetensi
Mampu menjelaskan konsep Manajemen
Kinerja berbasis kompetensi
Mampu menerapkan Manajemen Kinerja di
Organisasi
7. PERFORMANCE MANAGEMENT STEPS
Performance Planning
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 Traditional Performance
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 Performance Management 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
• They are 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 are too 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 are too 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 are too 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 are too 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, according to 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 translate the
strategic visions and goals for
the organization into behaviors
or actions employees must
display for the organization to
be successful.
18. The Benefits of better 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 key things 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
6/26/2023 21
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)
23. What is a Competency?
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-based Management?
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 integrate Competencies 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 integrate Competencies 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 Management System
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…
35. Farm Manager Job Scope & 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
Nilai Kompetensi - 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 Kinerja Karyawancalibration
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
Apakah itu?
– 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
Inconsistent in 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
