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The Talent Management Navigator Performance Management

Seta Wicaksana
Seta Wicaksana
Seta WicaksanaCEO of www.humanikaconsulting.com at Humanika Consulting

Effective Performance Management supports the achievement of both individual and business objectives. Through the Performance Management Process: Employees understand how the work they are doing supports the broader goals of the organization Employees understand what is expected of them, how they’re performing against those expectations, and how they can continue to improve their performance and contributions to advance their own career and business objectives Managers provide feedback and coaching throughout the year to support employees in sustaining and improving their performance and developing their capabilities in alignment with their career goals Employees and managers maintain on-going communications about performance and development progress and use the Company’s approved documents and/or technology to document progress

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The Talent
Management
Navigator:
Performance
Management
Seta Ariawuri Wicaksana
Founder and CEO
www.humanikaconsulting.com
Seta A. Wicaksana
0811 19 53 43
wicaksana@humanikaconsulting.com
• Business Psychologist
• Pendiri dan Direktur Humanika Consulting dan hipotest.com
• Dosen Tetap dan Peneliti di Fakultas Psikologi Universitas Pancasila
• Pembina Yayasan Humanika Edukasi Indonesia
• Penulis Buku: Sobat Way (2016), Industri dan Organisasi: Pendekatan Integratif dalam
menghadapi Perubahan (2020), Human Faktor Engineering: Integratif Desain Manusia
dan Lingkungan Kerja (2021), Psikologi Industri dan Organisasi (2021), Psikologi Umum
(2021), Manajemen Pengembangan Talenta (2021), PIODiagnostik: Pengukuran Psikologi
di Lingkungan Kerja (2021), Transformasi Digital: Perspektif Organisasi, Talenta dan
Budaya Organisasi (2021), Psikologi Pelayanan (2021) dan Psikologi Konsumen (2021).
• Dosen Tidak Tetap di: Program Pasca Sarjana Ekonomi di Univ. Pancasila, STP TRISAKTI,
Fakultas Psikologi Universitas Mercu Buana, STIKOM IMA
• Certified of Assessor Talent Management
• Certified of Human Resources Management (Reward Management)
• Certified of Human Resources as a Business Partner
• Certified of Risk Professional
• Certified of HR Audit
• Ilmu Ekonomi dan Manajemen (MSDM) S3 Universitas Pancasila
• Fakultas Psikologi S1 dan S2 Universitas Indonesia
• Sekolah ikatan dinas Akademi Sandi Negara
Purpose
• An overview of the Performance
Management process as enabled by the
Talent Management System
• An understanding of how to navigate
through the Performance Management
process steps in the system
3
4
Q: What is Performance Management?
Performance Calibration
Process in which supervisors and
managers at the same level in
an organization discusses staff
performance ratings and outcomes to
ensure ratings and development
messages are applied consistently
across the Organization
Setting Expectations
The process of discussing what is
expected from an employee in
terms of job roles and
responsibilities
Goals and Objectives
Desired results each employee aims to
achieve, determined based on
conversations between managers and
employees
Goal Alignment
Process of ensuring individual
goals support the achievement of
department goals and department
goals support the achievement of
organization goals
Assessment
Review of goals, objectives,
and other factors, and the
determination of the level of
successful achievement
A: The process of setting expectations, aligning goals, assessing results, and focusing on
staff development through ongoing conversations between managers and their direct
report(s).
Feedback and Development
Focus of the conversations
between managers and
employees in determining
strengths, opportunities for
improvement, and how
to grow and develop
Performance management is not just a once-a-year conversation.
It impacts staff over their entire career in the organization.
Performance Management
Effective Performance Management supports the achievement of
both individual and business objectives. Through the Performance
Management Process:
• Employees understand how the work they are doing
supports the broader goals ofthe organization
• Employees understand what is expected of them, how they’re
performing against those expectations, and how they can
continue to improve their performance and contributions to
advance their own career and business objectives
• Managers provide feedback and coaching throughout the year
to support employees in sustaining and improving their
performance and developing their capabilities in alignment with
their career goals
• Employees and managers maintain on-going communications
about performance and development progress and use the
Company’s approved documents and/or technology to
document progress
6

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The Talent Management Navigator Performance Management

  • 1. The Talent Management Navigator: Performance Management Seta Ariawuri Wicaksana Founder and CEO www.humanikaconsulting.com
  • 2. Seta A. Wicaksana 0811 19 53 43 wicaksana@humanikaconsulting.com • Business Psychologist • Pendiri dan Direktur Humanika Consulting dan hipotest.com • Dosen Tetap dan Peneliti di Fakultas Psikologi Universitas Pancasila • Pembina Yayasan Humanika Edukasi Indonesia • Penulis Buku: Sobat Way (2016), Industri dan Organisasi: Pendekatan Integratif dalam menghadapi Perubahan (2020), Human Faktor Engineering: Integratif Desain Manusia dan Lingkungan Kerja (2021), Psikologi Industri dan Organisasi (2021), Psikologi Umum (2021), Manajemen Pengembangan Talenta (2021), PIODiagnostik: Pengukuran Psikologi di Lingkungan Kerja (2021), Transformasi Digital: Perspektif Organisasi, Talenta dan Budaya Organisasi (2021), Psikologi Pelayanan (2021) dan Psikologi Konsumen (2021). • Dosen Tidak Tetap di: Program Pasca Sarjana Ekonomi di Univ. Pancasila, STP TRISAKTI, Fakultas Psikologi Universitas Mercu Buana, STIKOM IMA • Certified of Assessor Talent Management • Certified of Human Resources Management (Reward Management) • Certified of Human Resources as a Business Partner • Certified of Risk Professional • Certified of HR Audit • Ilmu Ekonomi dan Manajemen (MSDM) S3 Universitas Pancasila • Fakultas Psikologi S1 dan S2 Universitas Indonesia • Sekolah ikatan dinas Akademi Sandi Negara
  • 3. Purpose • An overview of the Performance Management process as enabled by the Talent Management System • An understanding of how to navigate through the Performance Management process steps in the system 3
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  • 5. Q: What is Performance Management? Performance Calibration Process in which supervisors and managers at the same level in an organization discusses staff performance ratings and outcomes to ensure ratings and development messages are applied consistently across the Organization Setting Expectations The process of discussing what is expected from an employee in terms of job roles and responsibilities Goals and Objectives Desired results each employee aims to achieve, determined based on conversations between managers and employees Goal Alignment Process of ensuring individual goals support the achievement of department goals and department goals support the achievement of organization goals Assessment Review of goals, objectives, and other factors, and the determination of the level of successful achievement A: The process of setting expectations, aligning goals, assessing results, and focusing on staff development through ongoing conversations between managers and their direct report(s). Feedback and Development Focus of the conversations between managers and employees in determining strengths, opportunities for improvement, and how to grow and develop Performance management is not just a once-a-year conversation. It impacts staff over their entire career in the organization.
  • 6. Performance Management Effective Performance Management supports the achievement of both individual and business objectives. Through the Performance Management Process: • Employees understand how the work they are doing supports the broader goals ofthe organization • Employees understand what is expected of them, how they’re performing against those expectations, and how they can continue to improve their performance and contributions to advance their own career and business objectives • Managers provide feedback and coaching throughout the year to support employees in sustaining and improving their performance and developing their capabilities in alignment with their career goals • Employees and managers maintain on-going communications about performance and development progress and use the Company’s approved documents and/or technology to document progress 6
  • 7. Employee: “I own the process.” Human Resources: “I support the process.” Supervisor: “I partner in the process.” Leader: “I champion the process.” Effective Performance Management Involves Everyone!
  • 8. Guiding Principles for Effective Performance Management Should be an ongoing process of setting expectations, executing plans and evaluating results. Engagement is increased when people are involved in planning the work. How work gets accomplished is as important as what gets accomplished. Regular, honest feedback increases understanding and positive performance. Expectations should be explicit and mutually understood. 7
  • 10. Planning Overview • Planning is the first phase of the performance management cycle which generally occurs between January and March or when an individual begins work as a new employee or in a new role. • A work plan is comprised of both Performance and Development objectives, documented in the Talent Management System. 10 Updating Reviewing Planning
  • 11. Performance Objectives What these are Documenting specifically what you are expected to accomplish in the performance year: • Agreed results, targets, measures, and timing • Actions to achieve certain results • Agree upon key stakeholders 11
  • 12. Performance Objectives Why These are Important Employees should have enough Performance objectives to understand how their work is connected to the broader goals of the business, and to understand what is expected of them For individuals, it is about: • Creating clear work objectives • Understanding how work will be evaluated • Understanding how work will support the overall organization’sgoals For Organization, it is about: • Forming alignment between organization goals and employee individual performance objectives • Meeting key organization initiatives and objectives while incorporating values 12
  • 13. Development Objectives What These are You are developing from some current state (X) of competencies to a future state (Y): • This development may be for improvement in your current role • This development may be for a potential transition to a future role 13
  • 14. Development Objectives Why These are Important Employees should have at least one Development goal (and are encouraged to consider 2-3) aligned with building capability in a current role or toward a future opportunity For individuals, it is about: • Identifying opportunities for development, growth and taking action. • Identifying interesting roles aligned to your career statement For Organization, it is about: • Improving employee capabilities to meet business needs • Building talent needed to power our customers through innovation anddependability 14
  • 15. Setting Goals and Expectations Starts with a conversation around your direct report’s Job Responsibilities Worksheet (JRW), a useful tool for managing performance; that serves as a negotiated agreement between you and your employee. The JRW includes: Summary of the position Key job responsibilities Required competencies Supervisory responsibility (if applicable) Unit peers (if applicable) Discuss and Document Job Responsibilities Discuss with your direct report their role and job responsibilities and work together to ensure that their JRW is accurate. a. 12
  • 16. Setting Goals and Expectations Job Responsibility Expectation Manage supply inventory for upcoming on-and off-organization events • Maintain methodology/process for tracking available inventory • Inform appropriate staff when supplies are running low in order to replenish supplies before they are needed • Monitor supply delivery to ensure timely ordering and receipt of supplies for events Compile event status reports for the group on a quarterly basis • Ensure data contained in reports is 100% accurate • Deliver reports to the group no later than 2 weeks after each quarter ends Monitor expenditures against events budget • Update supervisor bi-weekly on expense activity versus budget • Alert staff when their expenses are close to the budget levels Discuss Expectations Discuss with your direct report any expectations you have regarding HOW they get their work done. b. 13
  • 17. Organization Strategy and Goals Mission, Strategy, and Goals Open and Clear Communication of Institutional Strategic Plan and its Impact on Organization Directorate, Division, Unit, Strategies and Goals Directorate, Division, Unit Plans, and Goals in Support of Organization Goals Open and Clear Communication of Directorate, division, unit Strategic Plan and its Impact on Teams and Individuals Individual and Team Goals Individual and Team Goals Annual goals linked to Directorate, Division, Unit goals clearly articulate: 1. “What” to achieve this year and 2. How success will be measured Individual and Team Goals Review Organization goals Discuss how your direct report can support the University and ensure goal alignment Setting Goals and Expectations 14
  • 18. Setting Goals and Expectations Draft individual goals: Help your employee identify 2-5 goals for the upcoming year/cycle. At least one goal should support department/unit goals and one goal should support ongoing job responsibilities/professional development. If your employee is a supervisor, a goal should be set that directly links to that part of their role. Goals may be accomplished over several years. Your employee will document the following for each goal: ✓ Goal description ✓ Action steps to achieve goal ✓ Metrics/what success looks like ✓ Required resources ✓ Target completion date 15
  • 19. Example A Good Start: Draft Goal A Strong Finish: SMART Goal If the focus is to reduce Directorate expenses… Lower Directorate expenses. Reduce department expenses by at least 1%-2% versus previous fiscal year by following the new purchasing process for lab supplies.” If the focus is on an IT project… Complete new system implementation. Complete and implement the new ERP system by February 1, through effective collaboration across IT functions and cross-functional teams. Setting Goals and Expectations Strive for SMART goals! 16
  • 20. Performance management Tools • 360-degree feedback • Management by Objectives • Behaviors checklist • Psychological appraisals 20
  • 21. Performance management Tools cont. 360-Degree Feedback 360-degree appraisal involves feedback of the manager, supervisor, team members, and any direct reports. In this method of appraisal, employees’ complete profile has to be collected and assessed. In addition to evaluating the employee’s work performance and technical skill set, an appraiser collects in-depth feedback of the employee. 21
  • 22. Performance management Tools cont. Management by Objectives This is an objective type of evaluation that falls under the modern approach of performance appraisal. In the MBO method of performance appraisal, the manager and the employee agree upon specific and obtainable goals with a set deadline. With this method, the appraiser can define success and failure easily 22
  • 23. Performance management Tools cont. Behavioral checklist: A behavioral checklist has a list of criteria that an employee should work on to be a diligent worker. The behaviors differ according to the type of job being assessed. This method is considered favorable as the evaluation is done based on individual employee performance without comparisons. 23
  • 24. Performance management Tools cont. Psychological appraisals: This appraisal method evaluates the employees’ intellect, emotional stability, analytical skills, and other psychological traits. This method makes it easy for the manager to place the employees in appropriate teams. 24
  • 25. Performance Management Trends. • Performance Ratings Will Continue to Disappear • Conversations Will Replace Annual Reviews • Professional Development Will Rise to the Forefront of Engagement 25
  • 26. Example of Performance Appraisal tool. The Balanced Score Card Perspectives
  • 27. Avoid Common Pitfalls Pitfall: Too many goals Limit the number of annual goals to 2 – 5 to ensure focus on the most important results Pitfall: Unclear accountability Clarify who is accountable for achieving the goal—especially important in teams or where work is highly interrelated Pitfall: Unclear expected results or measures Clearly describe the qualities or measures of the expected results to reduce ambiguity 17
  • 28. Effective Performance Management Helps Us to: • Target critical talent for development and retention • Execute strategy by prioritizing and aligning goals and objectives • Improve the performance of groups and individuals • Make better pay decisions based on performance and desired results • Identify top performers to develop a succession plan 28
  • 29. Mid-Year Overview During the Updating Phase, the employee completes their self-assessment by identifying and documenting accomplishments and missed opportunities. Employee incorporates stakeholder feedback into their self-assessment. The employee and manager meet to discuss performance and development outcomes through the mid-year. Adjustments may be made based on new priorities or work assignments that have occurred since the planning phase. 29
  • 30. Roles and Responsibilities Employee • Gather specific examples, data & feedback to prepare for the conversation. • Discuss progress & demonstration of values. • Adjust plans according to changes in objectives or priorities. • Summarize accomplishments & strengths. • Identify missed opportunities, areas for improvement & actions needed. • Request any help or additional resources needed – including reprioritizing work. • Document mid-year employee update. 30
  • 31. Roles and Responsibilities Manager • Gather specific examples, data and feedback to prepare for the conversation. • Provide balanced feedback on progress and values. • Hold employees accountable and provide direction as needed. Communicate any changes in priorities and discuss the impact on the employee’s plan. • Recognize employee’s accomplishments and strengths. • Address missed opportunities, areas for improvement, and actions needed. • Document mid-year manager update. 31
  • 32. Year-End Overview 32 • During the Reviewing Phase the employee completes their self-assessment by identifying and documenting accomplishments and missed opportunities. Employee incorporates stakeholder feedback into their self-assessment. • The employee and manager meet to discuss the overall performance and development outcomes for the year. • The manager completes the employee rating assessment and documents it in TMS.
  • 33. Prepare Employee Year-End Review MANAGER • Compile accomplishments with specific examples • Identify missed opportunities • Review goal progress • Support examples with stakeholder feedback, where applicable • Prepare to coach employee’s development toward career interests EMPLOYEE • Compile Accomplishments with specific examples • Identify Missed Opportunities • Review and Update Goal Progress • Support examples with stakeholder feedback, where applicable • Reflect on development and learning from new experiences, mistakes, and overcoming challenges 33
  • 34. Gather Stakeholder Feedback MANAGER • Contact stakeholders with whom direct reports have worked throughout the year • Use various modes of communication to receive feedback, including TMS • Leverage leadership team discussions as a source of stakeholder feedback • Incorporate feedback gathered through means outside of TMS such as email, notes, 1:1 meetings, anecdotes from peers, mentors, coaches, customers, and other leaders during your conversation and enter into documentation EMPLOYEE • Contact employees worked with throughout the year • Use various modes of communication to receive feedback, including TMS • Incorporate feedback such as email, notes, meetings, et cetera during your conversation and enter into documentation 34
  • 35. Document Employee Evaluation MANAGER • Incorporate stakeholder feedback considering accomplishments and struggles • Incorporate accomplishments and missed opportunities • Incorporate Core Values examples • Use specific examples throughout • Note any projects that may carry over to next year • Consider any help or resources employees need or request • Applies to both development and performance objectives EMPLOYEE • Incorporate stakeholder feedback considering accomplishments and struggles • Incorporate accomplishments and missed opportunities • Incorporate Core Values examples • Use specific examples throughout • Identify work which may carry over to next year • Request any help or resources need from the manager • Submit evaluation to be visible to the manager • Applies to both development and performance objectives 35
  • 36. Learning and Giving for Better Indonesia • www.humanikaconsulting.com 36