PERFORMANCE MANAGEMENT SYSTEM: BALANCED SCORECARD APPROACH. Luthfi Rochmatika

Transkripsi

1 PERFORMANCE MANAGEMENT SYSTEM: BALANCED SCORECARD APPROACH Luthfi Rochmatika

2 HR Strategy and Business Result Recruitment & Selection Business Strategy Training & Development Performance Management Business Result HR STRATEGY Reward Management Talent Management

3 Content

4 BALANCED SCORECARD

5 Balanced Scorecard? Balanced Scorecard is a management tool that provides stakeholders with a comprehensive measure of how the organization is progressing towards the achievement of its strategic goals.

6 4 Perspective Balanced Scorecard The Strategy Financial Perspective If we succeed, how will we look to our shareholders? Learning & Growth Perspective Customer Perspective To achieve our vision, how must we look to our customers? Internal Perspective To satisfy our customers, which processes must we excel at? To achieve our vision, how must our organization learn and improve?

7 Balanced Scorecard Measurements Financial Perspective Customer Perspective Strategic Outcome Internal Process Perspective Strategic Drivers Learning & Growth Perspective Learning & Growth

8 Strategy and Balanced Scorecard Mission Why We Exist Vision What We Want to Be Values What s Important to Us Strategy : Our Game Plan Strategy Map : Translate the Strategy Balanced Scorecard : Measure and Focus Strategic Outcomes Satisfied Shareholders Delighted Customers Excellent Processes Motivated Workforce

9 Strategy Map

10 Strategy Map Framework Long-term Shareholder Value Financial Manage Cost Efficiency Increase Revenue Growth Improve Customer Survey Index Increase Customer Acquisition Brand Awareness Customer Achieve Operational Excellence Drive Demand Customer Relation Management Build Innovation Processes Implement Good Environmental Policy Internal Process Learning & Growth Attract the potential employee Internalize Corporate Core values Enhance Information Technology System

11 Balanced Scorecard Highlights

12 DEFINITION OF PERFORMANCE MANAGEMENT

13 Performance Management Framework Vision & Mission Strategy Strategy Map Key Performance Indicators Identifying Defining Measuring Monitoring Reporting

14 Employee in Corporate Future Position Employee Performance Management Talent Management Assessment Panel (Multi rater Feedback)

15 Value of Performance Evaluation Motivate employee to perform better Identify development and training needs Increase employee morale Identify poor performers and help them get on track Improve the respect employees have for their managers

16 PERFORMANCE MANAGEMENT CYCLE

17 Performance Management Cycle STRATEGY Set Measures and Target Reward and Coach Plan and Execute Monitor and Evaluate

18 Criteria of Good Strategy (1) Meaningful 1. Aligns with mission and values 2. Relates to all levels of the organization 3. Generates confidence in leadership 4. Bonds individual to a collective higher purpose 5. Aims to results that create a significant improvement in the organization success Actionable 1. Establishes clear cause and effect relationships - if we take this action, we expect this result 2. Articulates a demonstrable path to creating change through strategic initiatives 3. Helps every person in the organization know what to do- how their job links to strategy

19 Criteria of Good Strategy (2)

20 Responsibilities in a Performance Appraisal System Creates the strategic plan Provides support and resources Identifies job requirements Observes and documents employee performance Provides on going feedback to the employees Listens to and acts on feedback from the manager Perform by meeting requirements and goal Provides feedback to the manager about the work environment Identify job goals Create action plans for how to meet requirements goals Engage in ongoing dialogue about employee performance

21 Linking BSC and Individual Performance Vision, Mission, Strategy Map and KPIs Cascade to Unit/Dept Head Cascade to Individual Performance Scorecards Planning Managing Evaluating Goal Setting Performance and Monitoring First Q, Midyear, Year End Performance

22 CASCADING TO DIVISION LEVEL

23 Performance Planning A dealing process between manager and subordinates to align the personal performance to company performance Competent Clear Direction Environment (Culture, system)

24 Documents to cascade KPI on Division Level Organization Division Chart Job Description

25 Organization Chart Level Division HR Division Level Department HR People Development HR Recruitment Organization Development Level Team Training Needs Analysis Performance Management

26 HR DIVISION KPI, Target, and Strategic Initiatives

27 1. The collections of finite-duration discretionary project and programs 2. Outside the organization s day-today operational activities 3. That are designed to help the organization achieve its targeted performance

28 Cascading to the lower level In principles we can apply the same methodology described before hand to continue cascading to the lower level In general, the lower the level, the less is the number of the KPIs Some KPI at the lower level, would be more activity in nature, than exact ones

29 EMPLOYEE PERFORMANCE

30 Identify subordinates performance 1 2 Development Effective with coaching feedback method 3 4 Development with counseling method

31 Symptoms of low performance 1. Produktivitas menurun 2. Kualitas kerja tidak memuaskan 3. Terlambat dari batas waktu 4. Melakukan hal-hal kecil dulu 5. Menghindari perkerjaan yang lebih menantang 6. Tidak teratur 7. Tergantung dengan petunjuk orang lain 8. Delegasi ke atas 9. Absen 10. Inisiatif rendah 11. Komplain meningkat 12. Sulit bekerja sama 13. Defensif Identifies subordinates performance 1

32 Root cause of competence & low performance Identifies subordinates performance 1 Disability Don t know how to solve the problem Demotivation Don t want to do it Lack resources Limited resources to do and accomplish the task

33 Effective feedback 2 Effective feedback aims to support learning process, motivate, increase self-esteem and engagement between manager and subordinate

34 Coaching Development with coaching method 3

35 Development with counseling method 4 Counseling

36

37 Nama : Luthfi Rochmatika Jabatan : HR Manager & Trainer Contact : luthfi.rochmatika@gmail.com Universitas Jurusan Tahun Insitut Pertanian Bogor Agribisnis Universitas Indonesia Ekonomi Syariah Perjalanan karir Luthfi diawali dari dunia perbankan selama 5 tahun. Mulai tidak menemukan passionnya, Luthfi mendapatkan tawaran program development dari Mahadasha (Trakindo Grup) untuk menjadi level managerial. Sistem rekrutmen menggunakan assessment center dan pelatihan bekerja sama dengan PPM management dengan kurikulum yang komprehensif membuat Luthfi semakin paham dunia HR. Lulus dari program tersebut, Luthfi mendapat tantangan untuk mengajar soft skill d ibidang Customer Service di bawah perusahaan Mahadya (Carl s Jr, WingStop, Caribou Coffe brand). Hingga saat ini, program-program soft skill merupakan andalan Luthfi di dalam mengajar. Karirnya tidak berhenti disitu, Mahadya memberikan kesempatan Luthfi untuk mengambil program HR sertifikasi yang diadakan oleh GML. Kesehariannya, Luthfi menjadi HR Business Partner di Mahadya mendukung keberhasilan operasional Bisnis.