Coaching Clinic Smart Tips Indonesia

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Coaching Clinic

October 2013

C O M P E T I T I V E A D V A N T A G E. R E A L I Z E D.




Performance Cycle

Performance &

Development

Planning

Performance &

Development

Review

Performance &

Development

Evaluation

Individual

Performance

Management

1 2

3

ISC + IDP SettingQuarterly

And

MidYear Review

IPM Appraisal




MYR Flow Process (Using SAP R.2)

HR Employee Line Manager Stakeholders

Send MYR Memo& Guideline

Provide Feedback

Review & Refine ISC

Nominate 3 Key

Stakeholders

Feedback Session

Review Performance & IDP Progress

Complete Feedback Form

ISC

Stakeholder

Feedback

MYR

Analyze Feedback

MYR & IDP

Progress

Reporting

Process

Legend:

Manual

process

Collect Feedback

MyInfo

Attach Feedback Form in MyInfo




Prepare Your Own Assessment, Feedback, and supporting data & documents you

need

Analyze Stakeholder Feedback

Conduct the Performance Review, Provide Feedback & Coaching

Documentation

Prepare your own evaluation of the employee’s performance and development area.

Emphasize the Leadership Navigator demonstrated by the employee.

Stakeholder feedback as input for you before providing feedback & coaching

Say the purpose, share your key messages, ask the employee’s own

assessment and input, acknowledge the tension, thank the employee for

contributions

Document the discussion, including achievements & problem

identification, corrective action & timeline

Ask employee to attach the document into the system

The Performance Feedback Process

Anticipate the hard parts

Think about the difficult part of the Performance Review, especially whenemployee’s performance is unsatisfactory




Effective Feedback

S

SITUATION

AB

S

AIIMPACTBEHAVIOR

ALTERNATIVEBEHAVIOR

SITUATION

I IMPACTB

S

Umpan Balik Pos it i f Umpan Balik un tuk Perbaikan






Apa yang harus dilakukan / dikatakan oleh subjek

sebagai akibat dari situasi

Konsep inti dari SBI : kunci kompetensi perilaku

subjek

Ditunjukkan oleh bukti perilaku subjek

S B I




Akibat dari tindakan

Menyatakan perubahan yang terjadi akibat

perbuatan subyek

Menunjukkan perilaku yang sudah efektif /

kurang efektif

S B I




Feedback Roles

SBI




Dua Jenis Kebutuhan Dasar

The “human” needs that

people bring to their workand to an interaction.

The objectives to

be accomplished through aninteraction.




SUPPORT

INVOLVEMENT

Kaidah Pokok (kebutuhan pribadi)

Menjaga atau meningkatkan hargadiri

Berbagi pemikiran, perasaan dan alasan(untuk membangun kepercayaan)

Mendengarkan dan menanggapidengan empati

Memberikan dukungan tanpamengambil alih tanggung jawab(untuk membangun kepemilikan)

Meminta bantuan dan mendorongketerlibatan

ESTEEM

EMPATHY

SHARE




Interaction Guidelines(to meet personal and

practical needs)

Esteem

Empathy Involvement

Share

Support




Perangkap PenyimpanganTerhadap Umpan Balik

“Sempurna”

Pemalsu Buang Badan

Membela Diri

Dikhianati Penyerang




Teknik Daya Penerimaan

Terhadap Umpan Balik 1. Mengubah Cara Pikir

2. Mendengarkan untuk Belajar

3. Mencari Detil

4. Mengakui Kesalahan




Proses

Proses Latihan Umpan Balik

Persiapan

Interaksi




Tidak ada sistem manajemen kinerja

manapun yang mampu menggantikan

keputusan akhir seorang pemimpintentang kinerja / perilaku




Mengukur Perilaku Kompetensi: FaktorPendorong Keberhasilan

Memiliki pemahaman yang sama tentang perilaku-kompetensi

Memiliki profil yang jelas (lengkap, diamati, diukur)

Memiliki alat yang sama, keterampilan, peraturan internal

dan proses untuk mengukur / mengevaluasi Memiliki interaksi yang efektif

Memiliki pemahaman yang sama tentang mengapamenggunakan perilaku-kompetensi pada manajemen kinerja




Kompetensi

Technical CompetenciesHard Competencies

Functional Competencies

Behavioral CompetenciesSoft Competencies

Structural Competencies




Think HolisticallyThe Complete Success Profile

What people can do

A cluster of behaviors

performed on a job

What people know

Technical and/or

professional information

needed to successfully

perform job activities

What people have done

Educational and work

achievements needed to

successfully perform job

activities

Who people are

Personal dispositions and

motivations that relate to

job satisfaction, job

success or failure




Persiapan Awal : Definisi 1

LeadershipNavigatorCompetency





LeadershipNavigatorCompetency

ManagingOthers

ManagingBusiness

ManagingSelf

3. Effective Collaboration

4. People Development

5. Delegation

6. Translating Strategy into Action

7. Decisiveness

8. Customer and Market Focus

1. Learning Agility

2. Making A Difference





Trust

Care

Passion To be

The Best

Fast

Youthful Spirit

Think positively, walk the talk

and can be relied on.

Demonstrate concern, respect

and serve whole heartedly.

Strive for excellence through

continuous improvement and

refinement.

Quick in problem solving,

making decisions, taking actions

and adapting.

Energetic, dynamic and dare to

be a change driver.

Making A Difference

Customer & Market Focus

Effective Collaboration

Making A Difference

Translating Strategy into Action

Customer and Market Focus

Decisiveness

Making a Difference

Learning Agility

INDOSAT VALUES in OOREDOO Leadership Navigator




4. Observe and sense SBI

on the jobperformance

5. Capture SBI for anIndividual

6. Complete anddocument your SBI onSBI Folder

7. Identify the Impact :Positive or Area forImprovement

8. Match the SBI Behaviorto any of Sub-Components

9. Evaluate theProficiency Level ofeach matched SubComponents

10. Share and discuss thefeedback to your teammember

11. Finalize yourevaluation and submitto the PM system

Pelaksanaan Umpan Balik dalamPerformance Review 2

Bukti terhadap Perilaku untuk MengevaluasiKompetensi

• Memfasilitasi

Tidak perlu memiliki keahlian seorang psikolog untuk

menganalisa perilaku seseorang.

• Hindari pendapat pribadi dalam penilaian andaEvaluasi perilaku harus yang berhubungan dengan pekerjaan,

bukan pada kesan pribadi, sikap, perasaan, atau firasat

• Membatasi pola yang sudah umum

Perilaku adalah fakta - bukan tuduhan yang bersifat umum

dan ambiguitas, atau gambaran apa yang akan merekalakukan?

P




Prepare.. Internal Form :

Stakeholder Feedback Form

Performance Feedback & Coaching Form

Cheat-Sheet fromPrevious Workshop :

Observer Note (juga disediakan di coaching session bagi yangbelum mengikuti Feedback Skills Workshop

3




Latih dan Gunakan :What’s N ext

! Proses Interaksi

Coaching Clinic Smart Tips Indonesia

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