Evaluating Employee Performance Annas Armanto David Christian Nadia Febianita Yohanes Febryanto

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1 Evaluating Employee Performance Annas Armanto David Christian Nadia Febianita Yohanes Febryanto

2 Performance Management System Performance Management The process of creating a work environment in which people can perform to the best of their abilities Performance Appraisals The result of an annual or biannual process in which a manager evaluates an employee s performance relative to the requirements of his or her job and uses the information to show the person where improvements are needed and why

expectations and standards set and then aligned with employee and organizational goals STEP 3

3 STEP 1 Goals Set to align with higher level goals STEP 6 HR decision making (e.g., pay, promotion, etc.) STEP 5 Formal review session conducted Steps in Performance Management STEP 2 Behavioral expectations and standards set and then aligned with employee and organizational goals STEP 3 On-going performance feedback provided during cycle STEP 4 Performance appraised by manager

Performance Appraisal Appraisal Programs

Evaluation Job Evaluation Training Career

6 Why Appraisal Programs Sometimes Fail Unclear performance standards Biased ratings because manager lack training Too many time-consuming forms to complete Use of the appraisal programs for conflicting purposes W Fail H Y?

7 Alternative Source of Appraisal

8 Who Sould Appraise an Employee s Performance Manager / Supervisor Appraisal A performance appraisal done by an employee s manager and often reviewed by a manager one level higher Self Appraisal A performance appraisal done by the employee being evaluated, generally on an appraisal form completed by the employee prior to the performance interview

9 Who Sould Appraise an Employee s Performance Subordinate Appraisal A performance appraisal of a superior by an employee More appropriate for developmental than for administrative purposes Peer Appraisal A performance appraisal done by one s fellow employees Generally on forms that are compiled into a single profile for use in the performance interview conducted by the employee s manager

10 Team Appraisal Who Sould Appraise an Employee s Performance A performance appraisal that recognizes team accomplishment rather than individual performance Customer Appraisal A performance appraisal from both a firm s external and internal customers

Appraisals Interview Gives manager the opportunity to discuss subordinate s performance record and to explores areas of possible improvement growth Tell-and-Sell Interview - Persuade to change -

11 Appraisals Interview Gives manager the opportunity to discuss subordinate s performance record and to explores areas of possible improvement growth Tell-and-Sell Interview - Persuade to change - Require new behaviors - Use motivational incentives Appraisals Interview Tell-and-Listen Interview - 1 st part: Communicates strong and week points - 2 nd part: Explore employee s feeling Problem-Solving Interview - Listening, accepting, and responding - Beyond an interest in employee s feeling

13 Indofood Sukses Makmur Tbk. PT Panganjaya Intikusuma (1990) PT Indofood Sukses Makmur (1994)

Visi dan Misi Visi Perusahaan Total Food Solutions Misi Memberikan solusi atas kebutuhan pangan secara berkelanjutan Senantiasa meningkatkan kompetensi karyawan, proses

14 Visi dan Misi Visi Perusahaan Total Food Solutions Misi Memberikan solusi atas kebutuhan pangan secara berkelanjutan Senantiasa meningkatkan kompetensi karyawan, proses produksi dan teknologi kami Memberikan kontribusi bagi kesejahteraan masyarakat dan lingkungan secara berkelanjutan Meningkatkan Stakeholders' Values secara berkesinambungan

15 Nilai Perusahaan Dengan disiplin sebagai falsafah hidup; Kami menjalankan usaha kami dengan menjunjung tinggi integritas; Kami menghargai seluruh pemangku kepentingan dan secara bersama-sama membangun kesatuan untuk mencapai keunggulan dan inovasi yang berkelanjutan.

16 Struktur Bisnis

17 RECRUITMENT

18 Perekrutan Korporasi Anak Perusahaan HR Korporasi Operasional hingga Manager ke atas Manager ke atas Request CV HR Anak Perusahaan - Manager ke atas

19 Media Perekrutan Level Atas Level ke Bawah Recruitment Pustaka Internal

20 Proses Perekrutan (Secara Umum) Sortir dan Simpan User Request Review HR Seleksi CV Kirim CV ke User Penjadwalan Interview Interview User Interview HR dan Psikotes Medical Check-up Tawar Menawar Gaji

21 Rotasi dan Transfer Sebagai kesempatan peningkatan kemampuan karyawan Slot Kosong Pengajuan Rotasi/Transfer Rekomendasi Atasan Review Potensi Karyawan Keputusan Akhir

22 TRAINING EMPLOYEES

23 Fasilitas Training Indofood 3 Trainer untuk Sofskill Memiliki kerjasama dengan ELI Prasetiya Mulya serta coaching dari luar Training Center, Pusdiklat, di Cibodas Memiliki 2 jenis training Reguler Divisi

Off-the-job methods Management development Phase 4 Evaluation Reactions

24 Strategic Model of Training Phase 1 Needs Assessment Organization Task analysis Person analysis Phase 3 Implementation On-the-job methods Off-the-job methods Management development Phase 4 Evaluation Reactions Learning Behavior Results Phase 2 Design Instructional Objectives Trainee Learning Principles

25 Needs Assesment for Training Conducting the Needs Assessment Organization Task Analysis Person Analysis Assessment Kebutuhan Grup Indofood untuk menentukan materi yang diberikan Atasan yang melakukan analisa training yang diperlukan bawahannya Tidak ada management trainee program

26 Designing the Training Program Membuat modul training, untuk softskill terdapat 3 trainer. Training reguler diadakan oleh pusat, karyawan yang berminat bisa mendaftar Divisi bisa mengajukan training khusus

27 Implementing the Training Program Non-managerial Training dari trainer Managerial Program development tersendiri Memiliki kerjasama dengan Prasetiya Mulya ELI untuk senior manager Memiliki senior management program dan training dari luar (coaching) 3 Trainer untuk mengcover kebutuhan karyawan Berkeliling divisi, apabila mendesak bisa tambah dari luar Setiap unit memiliki PIC untuk mengurus training Filling IT trainer dari luar

28 Evaluation Setiap training akan ada evaluasi berdasarkan materi Evaluasi berdasarkan hasil training, tapi tidak dijelaskan lebih dalam

29 Performance Appraisal

30 Performance Appraisal di Indofood Jan Penentuan key performance June Pengukuran performance Dec Start of the year End of the year Evaluation (Consultation & Coaching) Evaluation (Consultation & coaching)

31 Performance Appraisal Appraisal Program Developmental - Memberikan feedback kepada karyawan - Mengidentifikasi kelebihan dan kekurangan - Mengetahui pencapaian - Membantu karyawan dalam menentukan target - Mengevaluasi pencapaian goals karyawan - Kesempatan karyawan untuk mendiskusikan permasalahan dalam pekerjaannya - Dasar penentuan kebutuhan training - Meningkatkan komunikasi - Memberikan ruang bagi atasan untuk membantu karyawan Administrative - Dasar untuk memberikan gaji, bonus, dan promosi / kenaikan grade - Pertimbangan dalam melakukan transfer - Mengidentifikasi masalah performance dan cara penyelesaiannya - Kesempatan karyawan untuk mendiskusikan permasalahan dalam pekerjaannya - Mengevaluasi training progam / progres

32 Why Appraisal Programs Sometimes Fail Biased ratings because manager lack training - Dalam setiap form penilaian, terdiri dari dua bagian, yaitu softskill dan technical - Tiap penilaian memiliki bobot masingmasing - Manager merubah bobot penilaian - Komposisi antara technical dan softskill berbeda dari standar - HR akan kontak ke user atas perbedaan proporsi W H Y?

33 SUPERVISOR OR MANAGER EMPLOYEE *Meminta pendapat rakan kerja dari karyawan

34 Recommendation Menambah jumlah trainer Subordinate Appraisal Appraisal terhadap supervisor/ manager yang dilakukan oleh bawahan Ke arah developmental Middle-Out Groups of middle managers who bond together and drive key changes in the organization

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