Competency based Performance Management System · Contoh Performance Planning 5/7/2018 15 Target Individual Bukan Target Individual Mencapai pertumbuhan penjualan feed nasional sebesar

Concept

• It is a broader term than performance appraisal, evaluation orassessment

• It is an integrated process• Its aim is to ensure that employee performance supports the

strategic goals of the organization• Its emphasis is on integrating organizational team and individual

objectives• It is a continuous process and not an annual event• It involves performance reviews focusing on future rather than on

the past• It is owned by line management

Performance management system Integrated process To achievegoals of organization

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A Cascading Process

• Mission, goals, and strategies should be defined, and clearly understood by everyone

• How do all tasks contribute to overall plans for the organization?

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Effective PMS

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Performance Management System

(PMS)

Make clear what theorganization expects

Documentperformance for

personnel records

Identify areas ofsuccess and needed

development

Provide performance

information to employees

Performance Management vs Performance Appraisal

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Performance Management Performance Appraisal

Processes used to identify, encourage, measure, evaluate,improve, and reward employee performance

The process of evaluating how well employees perform theirjobs and then communicating that information to the employees

Identifying & Measuring Employee Performance

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Common Performance

Measure

Quantity of output

Quality of output

Timeliness of output

Presence at work

Identifying & Measuring Employee Performance

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Job Duties– Important elements in a job as identified from job descriptions.– What an employer pays an employee to do.

Key Performance Indocator Weight

Revenue increase 50%

Cost control & reduction 30%

People & Organization 20%

Overall performance 100%

Types of Performance Information

Trait based:

- Attitude

- Initiative

- Creativity

Behaviour based:

- Verbal persuasion

- Timeliness of response

- Decision making

Results based:

- Sales made

- Customer satisfaction

- Cost reduction

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Less useful More useful

Stages of Performance Management

Plan

Monitor

DevelopReview

Reward

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Stage 1: Individual Performance Planning

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Plan

Monitor

DevelopReview

Reward

Stage 1 – Planning•Work goals•Competencies•Learning

Performance planning at the start of the year and then periodically is the core of the performance management process. The performance plan should be a written document.

Performance Planning

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– How is what I do on a dailybasis tied to the success ofthis organization?

– What are my performancegoals for the next timeperiod?

– How are my goals alignedwith the organizationalgoals?

Performance Planning

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• Performance results – the what• Performance outcomes or

standards – from jobdescription

• Performance objectives for the next time period

• Performance behavior – the how• Competencies, performance

factors, or behaviorexpectations

• Development objectives

What & How

• Business Target

• Division Target

• Individual TargetWhat

• Core Competencies

• Leadership Competencies

• Technical CompetenciesHow

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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 …

Individual Performance Planning

Contoh Performance Planning

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Target Individual Bukan Target Individual

Mencapai pertumbuhan penjualan feed 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 diPabrik Jonggol sebesar 2% dari NPS hinggaakhir tahun 2014

- Mengidentifikasi penyebab pemborosandi pabrik- Menyusun program cost reduction diJonggol, dll.

Menurunkan tingkat komplain pelanggandari 20% komplain yang gagal ditanganimenjadi Zero.

Mendata jumlah komplain dari pelanggan

PPIC Manager Feed-mill :Membuat perencanaan produksi sehinggamenurunkan FG shortage dari 5% menjadiNol pada 2014

PPIC Manager Feed-mill :Melakukan seleksi vendor RM dalamwaktu maksimal 5 hari kerja dengankualitas RM sesuai dengan standar. (TugasProcurement)

Stage 2/3: Monitor & Develop

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Plan

Monitor

DevelopReview

Reward

Stage 2/3 – Monitor and Develop•Feedback•Coach•Adjust goals

Daily performance management!Monitoring includes measuring performance and giving feedback.Two way communication between the manager and employee throughout the performance period is critical to the performance management process.

Daily Performance Management

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• Feedback and coaching – informal• Monitoring and tracking performance against standards and progress

toward goals.• Quarterly performance planning and performance discussions• Development through coaching, training, challenging or visible assignments,

improving work processes

What Performance will be measured

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• Behaviors – how the work is done• Performance factors /

competencies• Required behaviors• Behaviors supporting desired

organizational culture• Results – what is achieved

• Performance outcomes• Performance compared to

job standards• Performance goals and/or

objectives

Stage 4: Performance Review

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Plan

Monitor

DevelopReview

Reward

Stage 4 – Review•At least annually•Discuss•Document

The formal process of documenting results the employee has achieved and behaviors and /or competencies displayed should occur at least once a year.

Performance Review

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• Summary of performance over a period of time• Evaluate performance results and behaviors• Conducted face-to-face with a written record.• While rating and ranking has both pros and cons, a summary

rating of each employee may be useful.

Bagaimana mengevaluasi “WHAT” & “HOW”

WHAT HOW

• Bandingkan kinerja aktual dengan target

• Fokus pada pencapaian, bukan aktivitas

• Lakukan observasi terhadap perilaku dancatat capaian yang terbukti nyata

• Mintakan umpan balik dari pihak-pihakyang terkait

• Evaluasi perilaku berdasarkan nilai-nilaiinti Sierad

• Tentukan tingkat kinerja secaramenyeluruh dengan mempertimbangkantingkat pencapaian : - Tujuan fungsi, - Tujuan individu,

- Pencapaian penting berikutnya

• Evaluasi kinerja secara menyeluruhselama siklus nya

• Evaluasi perilaku secara menyeluruhsepanjang siklus, bukan hanya dari satukejadian

Target Individual – WHAT Nilai Kompetensi - HOW

Mencapai semua target,

melampaui beberapa target

kunci3

Melampaui standar pada

mayoritas nilai-nilai inti dan

kompetensi Sierad

Mencapai mayoritas

target2

Mendemonstrasikan Nilai-nilai Inti

dan Kompetensi Sierad sesuai

standar yang telah ditetapkan

Tidak mencapai dari

mayoritas target 1Tidak mendemonstrasikan Nilai-

nilai Inti dan Kompetensi Sierad

Skala Nilai

Matriks Penilaian IPDPtion

Karyawan mencapai semua

target, melampaui beberapa

target kunci, namun tidak

mendemonstrasikan Nilai-nilai

Inti dan Kompetensi Organisasi

Karyawan mencapai semua

target, melampaui beberapa

target kunci, dan mendemon-

strasikan Nilai-nilai Inti dan

Kompetensi Organisasi sesuai

standar yang telah ditetapkan

Karyawan mencapai semua

target, melampaui beberapa

target kunci, dan melampaui

standar pada mayoritas nilai-nilai

inti dan kompetensi Organisasi

Karyawan mencapai mayoritas

target, namun namun tidak

mendemonstrasikan Nilai-nilai

Inti dan Kompetensi Organisasi

Karyawan mencapai mayoritas

target, dan mendemonstrasikan

Nilai-nilai Inti dan Kompetensi

Organisasi sesuai standar yang

telah ditetapkan

Karyawan mencapai mayoritas

target, dan melampaui standar

pada mayoritas nilai-nilai inti dan

kompetensi Organisasi

Karyawan tidak mencapai dari

mayoritas target, dan tidak

mendemonstrasikan Nilai-nilai

Inti dan Kompetensi Organisasi

Karyawan tidak mencapai dari

mayoritas target, namun men-

demonstrasikan Nilai-nilai Inti

dan Kompetensi Organisasi

sesuai standar yang telah

ditetapkan

Karyawan tidak mencapai dari

mayoritas target, namun

melampaui standar pada

mayoritas nilai-nilai inti dan

kompetensi Organisasi

Ind

ivid

ual

Tar

get

= W

HA

T

Nilai-nilai Inti dan Kompetensi = HOW

1

2 31

2

3

1/1 1/2 1/3

2/1

3/1

2/2

3/2

2/3

3/3

Meeting Kalibrasi Kinerja

Apakah itu?

– Tim Manajemen yang berasal dari beberapa fungsi/ departemen melakukanmeeting 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 kinerjaindividual.

– Atasan mempunyai kewajiban hadir dalam meeting kalibrasi dengan membawabukti-bukti kinerja dari masing-masing bawahannya.

Apa yang bukan?

– Bukan tentang diskusi gaji

Hasil

– Nilai kinerja semua karyawan yang sudah dikalibrasi dengan karyawan liannya.

– 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.

What will be on the form

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• Identifying information• Instructions• Performance outcomes and/or

results achieved (or not achieved) on objectives

• Performance factors / competencies / work behaviors

• Employee signature and approvals

Other information

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• Employee comments• Summary of one to three major

achievements• Strengths / areas for development• Overall rating• Plan for development (if not

elsewhere)• Performance plan for next period (if

not elsewhere)

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

Kes

inam

bu

nga

n K

ine

rja

(Ap

a d

an B

agai

man

a)

Rendah

Tinggi

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

expectationsPotentialCapacity

WHAT

Competencies

& living values

Potential discussion

Skills ExperiencesPerformance

PT

Put real evidences

objectively

Stage 5: Reward

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Plan

Monitor

DevelopReview

Reward

Stage 5 – Reward•Monetary•Non-monetary•Recognition

• Good performance should be rewarded.• Recognition and non-monetary rewards are an important part of the reward

structure.• These include job-related rewards such as visible project assignments. Even

thank you and recognition for a job well done are rewards!!

Reward, Recognition, and Compensation

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• Recognizing employees for performance• Non-monetary rewards• Informal and ongoing acknowledgements of good work

• Compensation• Merit increases?• Pay to market?• Increases added to base pay or lump sum?

What support system need to be in place

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• Senior management support• Management accountability• Communication about the

process• Training• Process for new employees• Process for dealing with poor

performance• Monitoring and evaluating the

process (HR)• Appeals process (HR)

Contoh FormulirCompetency based Performance Management System

Contoh FormulirCompetency based Performance Management System

Contoh FormulirCompetency based Performance Management System

Contoh FormulirCompetency based Performance Management System

Contoh FormulirCompetency based Performance Management System