INTEGRASI HUMAN PERFORMANCE &

HUMAN DEVELOPMENT

The Alana, Surabaya

19 Januari 2019

Dr. Nurlaila Effendy, M.Si

 Materi
01
PENDAHULUAN

02
PERFORMANCE MANAGEMENT SYSTEM

03
PMS- KPI

04
KDI

05
POSITIVE REWARD
 Materi
01
PENDAHULUAN
3 pendorong kebahagiaan di
tempat kerja

1. Lokasi Kerja
2. Rekan Kerja
3. Reputasi Perusahaan

Job Happiness Index (2016-2017)

 3 faktor mempengaruhi
kebahagiaan di perusahaan

1. Pemimpin
2. Work Style
3. Reward

Job Happiness Index (2016-2017)

 SURVEI: Universal Global
Workforce Happiness Index (2016)

Indonesia menduduki peringkat

ke 45 dari 57 negara

Angkatan kerja Indonesia dikategorikan

dalam kelompok seeker (tidak puas di
tempat kerja dan mencari perubahan)
Emotions & Health
POSITIVE ORGANIZATION FLOW

Positive Psychology

Positive Organization Behavior/Scolarship

Healty Teamwork

Great Culture

Excellent Business Processes

Excellent Business Result

 The Emotion Circumplex

HIGH ACTIVATION
Agitated excited
Hostile Enthusiastic
Irritated Energised
Angry
Workaholism Engagement happy
tense
Pleased
UNPLEASANT PLEASANT
dejected content
Burnout Satisfaction
lethargic relaxed
fatigued calm
Gloomy tranguil
sad
LOW ACTIVATION
Russel 2003)
 Performance Management System

Manager

Mencapai hasil yang terbaik

dan membantu individu-
individu dan tim untuk
mencapai potensi mereka serta
mengenali peran untuk
ORGANISATION berkontribusi pencapaian
tujuan organisasi

Team Individual
 Organizational : an Integral Holon

POS
(Positive Organizational
Scholarship)

POB
(Positive Organizational
POSITIVE Behavior)
LEADERSHIP
A Deviance Continuum - Organizational

| | |
Negative Deviance Normal Positive Deviance

Individual:
Physiological Illness Health Vitality
Psychological Illness Health Flow

Organizational:
Economics Unprofitable Profitable Generous
Effectiveness Ineffective Effective Excellent
Efficiency Inefficient Efficient Extraordinar
Quality Error-prone Reliable y Perfect
Ethics Unethical Ethical Benevolent
Relationships Harmful Helpful Honoring
Adaptation Threat-rigidity Coping Flourishing

Deficit gaps Abundance gaps

Cameron, 2003
 Materi
01
PENDAHULUAN

02
PERFORMANCE MANAGEMENT SYSTEM
 BUDAYA ORGANISASI

Komponen Corporate Aspek Corporate Culture

Culture
Mission
Vision Aspek Formal
(Terbuka)
Lead by Vision Sasaran
Struktur Organisasi
Prosedur / Kebijakan
SDM / Keuangan

CC Nilai
Aspek Informal
(Tersembunyi)
System & & Perilaku
Strategy Persepsi
Sikap
Emosi (marah, takut,
Support by Driven by menyukai,putus asa,dll)
System Value Hubungan informal
Norma Kelompok
PEOPLE MANAGEMENT
 Performance Management System

Manager

Mencapai hasil yang terbaik

dan membantu individu-
individu dan tim untuk
mencapai potensi mereka serta
mengenali peran untuk
ORGANISATION berkontribusi pencapaian
tujuan organisasi

Team Individual
 HISTORY Koreksi: PBSC
PERFORMANCE MANAGEMENT

TQM
Target
Deployment,
development,ke
Hybrid PM System terlibatan
Terukur: kriteria karyawan
performance & BSC
kompetensi 4 Pilar, BSc
Frederic Taylor Perform review— company-BSC
Standarisasi kerja Pengembangan Unit kerja
Peter Drecker’s MBO (Manual, SOP,dll), Target indv-target
Setting target, Development persh Six Sigma
diskusi progress -Process
characteriization
Flanagan’s critcal Employee (define,measure
incidents involvement , analyze)
CM of New Lanark Empowerment
Skala CI pada -process
Simbol, feedback tak Target & kinerja:2
subordinate optimazation
terstruktur fokus arah; progress
Dinasti WEI (improve,
output Kinerja: coaching- control)
counseling
2000’s
300’s 1700’s 1800’s 1960-1970’s 1980’s 1990’s
PENDEKATAN PROGRAM & REWARD
 Components of Total Reward

Base pay
Transactional
Total
(tangible) Contingent pay
remuneration
rewards
Employee benefits
Total reward
Learning and development
Relational
Non-financial
(intangible) The work experience
rewards
rewards
Recognition, achievement, growth
 Materi
01
PENDAHULUAN

02
PERFORMANCE MANAGEMENT SYSTEM

03
PMS- KPI
 Performance Management System

Manager

Mencapai hasil yang terbaik

dan membantu individu-
individu dan tim untuk
mencapai potensi mereka serta
mengenali peran untuk
ORGANISATION berkontribusi pencapaian
tujuan organisasi

Team Individual
 MANAGEMENT STRATEGY

Mission Vision values

Grand Strategy
Formulasi
Strategi

Objective- Measure
(Panjang Menengah Pendek)

Program & Anggaran

Departemental-Personal Implementasi
Strategi

Pelaksanaan

Pengukuran/ Measure

Improvement
Evaluasi
Kinerja
 KPI
STRATEGI: misal BSC/PBSC (integrasi strategi
dan Job Desc)

KRA : dari Job Desc

Dll
 TUJUAN MENGGUNAKAN TOOLS BSC

Kinerja dalam Bisnis

Mengintegrasikan semua perspektif FINANCE & NON FINANCE

Mengintegrasikan Tujuan korporat sampai ke departemen dan individu

Mengintegrasikan semua Departemen

Membuat sistem yang memudahkan untuk evaluasi dan melakukan koreksi aksi
(Contineous improvement)
 MISI, VALUES, VISI & STRATEGY
Mission
Mengapa ada
Values
Nilai yang penting
Vision
Cita-cita, menjadi apa
Strategy
Perencanaan Langkah
KPI (Key performance Indicator)
Ukuran indikator dan fokus
Targets & Initiatives
Apa yang harus perusahaan, Dept lakukan
Personal Objectives
Apa yang harus Individu

Strategic outcome
Satisfied Delighed Effective Motivated &
Shareholder Customer Process Competent Workforce
 PROSES : STRATEGI , ACTION PLAN. EVALUASI
VISI REWARD

E
V
Strategic INITIATIVE A
Objective KPI/KDI TARGET L
(program & Budget)
2019 U
A
S
I
Realisasi dari
VISI Ukuran yang dipakai Ukuran yang ingin Program yang
untuk mengukur dicapai dijalankan untuk
Apa yang harus tingkat pencapaian perusahaan mencapai objective
dilakukan untuk kinerja terhadap strategi dengan target
Eksekusi strategi sasran strategi yang yang sudah ditentukan
ditentukan

32
 PROSES : STRATEGI, ACTION PLAN, EVALUASI
VISI

E
V
Strategic INITIATIVE A
Objective KPI TARGET L
(program & Budget)
2019 U
A
S
I
PERSPEKTIF PERSPEKTIF PERSPEKTIF PERSPEKTIF
FINANCE CUSTOMER INTERNAL LEARNING & GROWTH
( Keuangan) ( Pelanggan) BUSINESS ( Pembelajaran &
PROCESS Pertumbuhan)
( Internal Proses
dalam
Perusahaan)

33
PERFORMANCE MANAGEMENT CYCLE

COMPANY PERFORMANCE
P D

A C

TIME
34
PERFORMANCE MANAGEMENT CYCLE

P D

COMPANY PERFORMANCE
P D
A C

P D
A C

A C

TIME
35
 PROSES : STRATEGI ke ACTION PLAN
VISI

E
V
Strategic INITIATIVE A
Objective KPI TARGET L
(program & Budget)
2019 U
A
S
I
PERSPEKTIF PERSPEKTIF PERSPEKTIF PERSPEKTIF
FINANCE CUSTOMER INTERNAL LEARNING & GROWTH
( Keuangan) ( Pelanggan) BUSINESS ( Pembelajaran &
PROCESS Pertumbuhan)
( Internal Proses
dalam
Perusahaan)

37
 FLOW
Mission Vision values

Strategy - Corporate

Strategy Map

Mission Vision
Strategic Objective Departement

Strategy - Departement
Finance Customer Internal Learning
SO
Processes & Growth Corporate
Strategic Objective
Tugas
KPI Pokok
Strategy Map
(Key Performance Indikator)

KPI
Target

Target
Action Plan
Action Plan
Evaluation
Evaluation

Feed Back
Feed Back
 SWOT Analysis
HELPFUL HARMFUL
To achieving the objectives To achieving the objectives

STRENGTHS WEAKNESSES
INTERNAL
FACTORS

SWOT
Analysis
EXTERNAL
FACTORS

OPPORTUNITIES THREATS
 SWOT Analysis

STRENGTHS- OPPORTUNITIES WEAKNESSES- OPPURTUNITIES

GROWTH SUSTAIN

SWOT
INITIATIVE

SUSTAIN SURVIVE

STRENGTHS- THREATS WEAKNESSES- THREATS

 Financial Perspective
Long-Term
Shareholder
Value Revenue
Productivity Growth

Customer Perspective
Product/ service atribut Relationship Image

Price Quality Time Function Partnership Brand

Internal Process Perspective

Manage
Manage Manage Manage Regulatory
Operation Customers Innovation And Social
Processes

Learning & Growth Perspective

Human Capital Information Capital Organization Capital

- Knowledge - Systems - Culture

- Skill - Databases - Leadership
- Alignment
- Training - Networks
-- Teamwork 41
 1. FINANCIAL STRATEGY

1.Perbaikan Struktur
biaya: min belanja tunai,
min jml produk cacat
Jangka Pendek 2.Optimalisasi utilisasi
Productivity Strategy assets: kelola kapasitas
aset, investasi untuk
kelancaran proses

FINANCIAL

1.Peningkatan Pendapatan:
meningkatkan atau mencari
Jangka Panjang sumber baru (inovasi produk,
Growth Strategy segmen dan rekanan baru)

2.Peningkatan nilai bagi

pelanggan: memberi manfaat
pd pelanggan ( after sales
service, waktu garansi,dll)

42
 PERSPEKTIF FINANCE

Dimensi FINANCE Sumber

Strategi Jangka Pendek - perbaikan struktur biaya
(productivity strategy)
- optimalisasi utilisasi aset

- Peningkatan pendapatan:
Strategi Jangka Panjang 1. Meningkatkan Penjualan (inovasi,
(growth strategy) segmen baru)
2. Rekanan
-..................
 2. CUSTOMER STRATEGY

PRICE

QUALITY

Atribut Product AVAILABILITY

SELECTION

FUNCTUALITY
CUSTOMER
SERVICE
Relationship
PARTNERSHIP

Image/reputasi
pelanggan

44
 DILUAR UKURAN UTAMA CUSTOMER
PROPOSISI NILAI PELANGGAN:

Model Generik
Atribut produk/jasa Hubungan Citra

Fungsionali
Harga Kualitas Waktu Partnership Brand
tas

Dimensi CUSTOMER Pembeda

Product Leadership Strategy 1. Waktu ke pasar
2. Fungsionalitas
3. Brand (produk terbaik)
Operational Excellence 1. Harga
Strategy 2. Mutu
3. Waktu
4. Pilihan Produk
5. Brand
Customer Intimacy 1. Service
Strategy 2. Relationship
45
3. Brand (Pembeli terpercaya)
 PERSPEKTIF CUSTOMER

Pembedaan terhadap Kompetitor.

Dimensi CUSTOMER

1. Operational Excellence
1. Harga.
Strategy
2. Mutu.
3. Waktu.
4. Pilihan Produk.
5. Brand (pembeli pandai)

2. Customer Intimacy Strategy 1. Service.

2. Relationship.
3. Brand ( Pembeli Terpercaya ).
 3. INTERNAL BUSINESS PROCESS STRATEGY

Model Rantai Generik :

Kebutuhan Kebutuhan
Kenali Ciptakan Bangun Luncurkan Layani
Pelanggan Produk/jasa produk/ jasa produk/ jasa Pelanggan
Pasar Pelanggan
Diiidentifikasi Terpuaskan
Innovation Operation Customer

Pengembangan Product Sell & Distribution & After sales Environment

Produk baru Manufactur Marketing Delivery service Safety & health
 PERSPEKTIF
INTERNAL BUSINESS
PROCESS

Internal Business Process

1. Operation Management Product Manufactur

Stock material

2. Innovation Management Product baru (sarung & non sarung)

3. Customer Management Sell & Marketing

Distribusi & Delivery
After sales service
 L&G

KATEGORI UTAMA:

Manusia : Kapabilitas Pekerja

Sistem : Kapabilitas Sistem Informasi

Kultur Perusahaan : Motivasi, Pemberdayaan & Keselarasan

49
 4. LEARNING & GROWTH STRATEGY

HUMAN CAPITAL
-Skill
-- Training
-- knowledge

LEARNING
& INFORMATION CAPITAL
GROWTH - System
- Databases
- Network

ORGANIZATION CAPITAL
- Culture
- Leadership
- Alignment
- Team work
50
 PERSPEKTIF
LEARNING & GROWTH

Learning & Growth

1. Organizational Capital Culture.

Leadership.
Alignment.

2. Human Capital Skill

Knowledge.
Training.

3. Information Capital System.

Data Base.
Network.
Form: Tugas pokok
 KPI- Key Performance Indicator

KPI atau measure adalah indikator atau

ukuran yang dipakai untuk mengukur tingkat
pencapaian kinerja terhadap sasaran strategi
yang ditentukan

4 Macam KPI: Eksak, Proksi, Aktivitas, Proyek.

54
 Formulasikan KPI dan Target
Strategy Objective KPI Target
Meningkatnya 1. % Kesesuaian kualifikasi karyawan baru 1. 90%
dengan job requirement;
kompetensi karyawan
2. Ratio Gap Kompetensi 2. 3,4

Memperbaiki 1. % Proses pembuatan & penerapan 1. 100%

perencanaan karir dalam 2
perencanaan karir bulan.
2. %Kesesuaian promosi dengan
perencanaan karir
2. 95%

Memperbaiki sistem 1. % proses pembuatan sistem reward 1. 100%

2. % kepatuhan pada reward policy & dalam 60
pemebrian reward hari kerja
procedure
2. 90%
CASE
 TARGET

Suatu ukuran yang ingin dicapai dalam kurun

waktu tertentu

Target dapat berdasarkan baseline, keinginan

stakeholder, rujukan pada kondisi internal maupun
eksternal

58
Tren
KINERJA
Worries and Smiles
 FINANCE

Siklus Bisnis:

Growth (bertumbuh)

Sustain (bertahan)

Harvest (menuai)

62
 2. SUSTAIN/ BERTAHAN

- Mempertahankan pangsa pasar yang dimiliki & secara bertahap tumbuh tahun demi
tahun
- Pengembalian modal yang cukup tinggi
- Proyek investasi akan lebih diarahkan untuk mengatasi berbagai kemacetan perluasan
kapasitas, dan peningkatan aktivitas perbaikan yang berkelanjutan

TUJUAN FINANSIAL :
- Profitabilitas (laba akuntansi : laba operasi dan marjin kotor)
- Menyelaraskan laba akuntansi yang dihasilkan dengan tingkat investasi yang
ditanamkan
- UKURAN : ROCE (Return on Capital Employed), Laba operasi, marjin kotor, dan
Nilai tambah ekonomis, nilai pemegang saham
- Proyek investasi : Discounted cash flows, capital budgeting ( analisa penganggaran
modal standar )
- Ukuran efisiensi pengelolaan modal kerja : cash to cash cycle 63
( jumlah jangka waktu biaya penjualan dalam piutang dagang, dikurangi jangka waktu pembelian dalam utang dagang)
 3. HARVEST / MENUAI
- menuai dari 2 tahap sebelumnya (growth dan sustain)
- Tidak membutuhkan investasi yang besar
- Memelihara perawatan & kapabilitas (bukan perluasan/pembangunan berbagai
kapabilitas baru
- Setiap proyek investasi harus memiliki periode pengembalian investasi yang difinitif dan
singkat

TUJUAN FINANSIAL :

- Menekankan arus kas

- Setiap investasi harus memberikan pengembalian kas yang segera dan pasti
- Penghematan berbagai kebutuhan modal kerja.
 1. GROWTH/ BERTUMBUH

- Pertumbuhan jangka panjang

- Mengembangkan & meningkatkan berbagai produk
- Membangun kemampuan operasi, menanamkan investasi dalam sistem, infrastruktur &
jaringan distribusi yang akan mendukung terciptanya hubungan global
- Memelihara serta mengembangkan hubungan yang erat dengan pelanggan

TUJUAN FINANSIAL :

- Pertumbuhan Penjualan ( pasar baru, pelanggan baru dan dihasilkan dari produk
& jasa baru)
- Mempertahankan tingkat pengeluaran yang memadai untuk pengembangan
produk dan proses, sistem, kapabilitas pekerja

- Penetapan saluran, penjualan dan distribusi baru

- Pemanfaatan Aktiva: 1. Investasi 2. riset & pengembangan

65
 CONTOH PENGUKURAN

1. Financial
2. Customer
3. Internal Process
4. Employee learing & growth
 Measures
FINANCIAL
 Total asset  Value added per Employee
 Tottal assets per employee  Compound growth rate
 Profit as a % of total assets  Devidends
 Return on net assets  Market value
 Revenue/total assets  Share Price
 Gross margin  Shareholder mix
 Net income  Shareholder loyality
 Profit as a % of sales  Cash flow
 Profit per employee  Total costs
 Revenue  Credit rating
 Revenue from new products  Debt
 Revenue pe employee  Debt to equity
 Return on equity (ROE)  Time interest earned
 Return on Capital Employee (ROCE)  Days sales in receivables
 Return on investment (ROI)  Accounts receivable turnover
 Economic Value Added (EVA)  Days in payables
 Market value added (MVA)  Days in inventory
 Inventory turnover ratio
 Measures
CUSTOMER
 Customer satisfaction  Win rate (sales closed/contacts)
 Customer loyalty  Customer visits to the company
 Market share  Hours spent with customers
 Customer complaints  Marketing cost as a % of sales
 Complaints resolved on first contact  Number of ads placed
 Return rates  Number of proposals made
 Response time per customer request  Brands recognition
 Direct price  Response rate
 Price relative to customer  Number of trade show attended
 Average duration of customer relationship  Sales volume
 Custome lost  Share of target customer spending
 Customer retention  Sales per channel
 Customer acquisition rates  Average customer size
 Precentage of revenue from  Customer per employees
new customers  Customer service expense/customer
 Numbers of customers  Customer profitability
 Annual sales per customer  frequency (number of sales
transactions)
 Measures
INTERNAL PROCESS
 Defect percentage
 Average cost per transaction
 On time delivery
 Average lead time
 Environmental emissions
 Research & development expense
 Community invovement
 Patent pending
 Average age of patents
 Ratio of new products to total offerings
 Stockouts
 Labor utilization rates
 Response time to customer requests
 Rework
 Cuatomer database availability
 Breakeven time
 Cycle time improvement
 Continuous improvement
 Waranty claims
 Lead user identification
 Products & services in the pipeline
 Internal rate of return on new project
 Waste reduction
 Space utilization
 Frequency of returned purchases
 Downtime
 Planning accuracy
 Time to market of new products/service
 New products introduced
 Number of positive media stories
 Measures
Employee Learning & Growth
 Leadership development
 Employee participation in proffesional or
trade association
 Average years of service
 Percentage of employees with advance
degrees
 Number of cross-traed employees
 Absenteism
 Turnover rate
 Employee suggestion
 Employee satisfaction
 Participation in stock ownership plans
 Lost time accident
 Value added per employee
 Motivation index
 Outstanding number of applications for
employee
 Diversity rate
 Empowerment index(number of managers)
 Quality of work environment
 Internal communication rating
 Employee productivity
 Number of Scorecards produced
 Health Promotion
 Training hours
 Competency coverage ratio
 Personal goal achievement
 Timely completion of performance
appraisals
 Training investment per customer
 Communication planning
 Reportable accidents
 Percentage of employee with computers
 Strategic information ratio
 Cross-fuctional assignments
 Knowledge management
 Etics violations
 INITIATIVE

Merupakan program yang dijalankan untuk

mencapai objectives dengan target yang sudah
ditetapkan

Pada intiatives disebutkan kapan mulai, sampai prediksi

selesai, pelaksana, dan budget yang dibutuhkan

72
 Lembar Inisiatif Strategis
Contoh (Strategic Initiatives Sheet)
Strategy Objective : Mengimplementasikan Integrated HRIS
Inisiatif Strategis : Implementasi Web-based HR Information System
Penanggungjawab : Kabag Organisasi dan Pengembangan
Anggaran : Rp. 356.470.000,00

Latar Belakang : Dinamika bisnis yg bergerak sangat cepat menyebabkan pengelolaan

informasi HR yg konvensional (paper-based) berpotensi untuk menjadi
bottle-neck dalam pengambilan keputusan manajemen, terutama yg
terkait dengan alokasi sumber daya manusia.

Tujuan : Dengan tersedianya web-based HR Information System, manajemen

dapat memperoleh manfaat berupa tersedianya informasi yg terkait
dengan pengelolaan sumber daya manusia secara komprehensif dan
timely. Informasi ini selanjutnya dapat digunakan untuk proses
perencanaan dan pengambilan keputusan pada level korporat.
 Strategic Initiative Sheet
Jadual
Triwulan I Triwulan Triwulan Triwulan
No Langkah-langkah Utama II III IV
J F M A M J J A S O n D
a e a p e u U g e k o e
n b r r i n u p t v
l s
1. Identifikasi kebutuhan end-users *

2. Pelaksanaan Request for Inquiry *

3. Proses tender untuk mendapatkan vendor * *

4. Pengembangan HR information system * * * * * * *

5. User acceptance test * * *

6. System go level *
PROSES : STRATEGI , ACTION PLAN. EVALUASI
VISI REWARD

E
V
Strategic INITIATIVE A
Objective KPI/KDI TARGET L
(program & Budget)
2019 U
A
S
I

75
LUNCH TIME
PEOPLE MANAGEMENT
 TALENT MANAGEMENT
HIGH

AFFECTION TRUST
Consistent
(kasih
Deep-Prosayang)Utility Pro(Dipercaya/diand
Star
alkan)

Future Pro Utility Future Star

Performence Player
DISTRUST RESPECT
(tidak dipercaya) (Kagum)
Future Rough
Take Action
Utility Diamond

LOW HIGH

Potential
Cell 9 – Highest Performance – Highest 9

Potential

Is now performing with the best. Has the ability to take on major stretch assignments in new
areas. Should be positioned to become a top leader in the future.
Talent Management Plan

Total Compensation Keep well ahead (25%) of market. Grant long-term incentives.
Assign a member of top management to monitor satisfaction and
Retention
engagement.
Assign to key committees, teams, networks; special invitations to
Engagement meetings; provide opportunities to represent MBI in community and
industry forums.
Arrange exposure to significant and relevant senior management/board
Exposure
members, Executive Development programs.
Provide complete continuous assessment, evaluation and feedback
Assessment
alternatives.
Coach Make coaches available for key skill development.
Mentor Assign a senior level mentor.
Move aggressively through a series of targeted, challenging, diverse and
Assignment
broadening jobs every 24-36 months.
Use challenging jobs to enhance current skills and develop others.
Development Consider as candidate for MBI sponsored graduate or executive
development programs.
Evolution
of the human
management • AI, Robotics, genetics,

function in business
neuroscoence
• Global human
• Internet, development

(Bob Aubrey) •
social media
Globalisation,
rise of Asia
• Fundamental changes in
work, productivity, ethics
• Cold war
• Multinationals
Human Development
• Computers
Officer (HDO)
HR Manager
• Stakeholder strategist
Personnel • Performance
• Human policy
Manager analytics
strategist (impact of
S Labour • HR business
• Policy and robotics, AI,
C Manager partner
Welfare Labour law globalisation)
O Officer • Workforce • Human capital • Ethics and
• Compensat
P manager & talent compliance (decent
• Wages ion and
E • Union strategy work, development at
• Worker benefits
negotiator • HR service work, employability,
welfare • Training
centre diverse
• Logistics manager
• Learning and workforce)Technolog
development y policy strategist
• Workplace R&D
1890-1913 1914 - 1939 1940 – 1969 1970 -2015 2020 -

TIMELINE

2015-2020
Bob Aubrey Associates Transformation of HR 80
 PBSC Manajemen  SCORECARD
Strategis : Puncak TINGKAT ORGANISASI

Taktis : PBSC Manajemen  SCORECARD

Menengah UNIT BISNIS

 SCORECARD
Operasional : PBSC Ketua Tim TIM

 SCORECARD
Individu : PBSC Anggota Tim INDIVIDU ( Rencana
Kinerja Perorangan)
 PERSPEKTIF

INTERN EXTERN
FINANCE
INTERNAL
(Expenses, revenue, paid
(Mental & Physical Health)
bills, planned
purchases)

LEARNING & EXTERNAL

DEVELOPMENT
(Relations with family,
(New Skills, knowledge, friends, collegue,
personal development) etc)
 Note : Kompetensi berorientasi
pekerjaan

Kompetensi yang terkait dengan pekerjaan dan

tingkat pemikiran :
-Kompetensi pengetahuan : Apa yang harus dipelajari
dan diketahui
-Kompetensi ketrampilan : Apa yang harus dapat
dikerjakan
-Kompetensi perilaku : Sikap, prinsip, norma dan
nilai-nilai, cara bertindak,
dan daya dorong yang
dibutuhkan untuk
memegang posisi /
pekerjaan tersebut.
HR needs to measure human performance
(KPIs) AND human development (KDIs)
KPI KDI
(Key Performance Indicator) (Key Development Indicator)

Match business performance goals Match business development goals

Purpose
to individual objectives to personal development

 Focus on actions  Focus on learning

Indicators  Measure results  Measure change
 Numerical assessment  Behavioral assessment

 Short term  Short & Long term

Time
 Linked to business cycle  Linked to development cycle

 Performance targets  Growth or Change targets

ROI  Productivity  Talent
 Profitability  Quality & Innovation

 Strategic Planning  Investment Planning

Assessment  Reporting cycle  Assessing personal
Cycle  Assessing objectives during development plans during
employee reviews employee reviews
85
?
GOOD CHARACTERS-> Strengths Mindset

A Deficit Mindset:
Repairing problems
Healing wounds
Identifying defects
Studying what’s wrong with people

A Strengths Mindset :
Building capacity
Releasing potential
Nurturing competence
Studying what’s right with people
Noel Strength
Academia, 2012
3 WAYS TO INFLUENCE OTHERS

COACHING

Goal:
HELP
MENTORING COUNSELING

ADVICE
VALUE REALIZED PERFORMANCE : ORGANISASI

Intangible asset
Physical
asset Finance
Capital
Human
Capital

HIGH PERFORMANCE ORGANIZATION

 HIGH

AFFECTION TRUST
(kasih sayang) (Dipercaya/diand
alkan)

ATTITUDE
DISTRUST RESPECT
(tidak dipercaya) (“Kagum”)

LOW HIGH

KNOWLEDGE & SKILL

Adapted Scholtes
 DEVELOPMENT

HIGH

-Training - delegasi
-Coaching - enrichment
- mentoring - enlargment

MOTIVASI
- review posisi - Counseling
sekarang
-terminasi

LOW HIGH

KNOWLEDGE & SKILL

 KPI- Key Performance Indicator

KPI atau measure adalah indikator atau

ukuran yang dipakai untuk mengukur tingkat
pencapaian kinerja terhadap sasaran strategi
yang ditentukan

4 Macam KPI: Eksak, Proksi, Aktivitas, Proyek.

92
 Measures
Employee Learning & Growth
 Leadership development
 Employee participation in proffesional or
trade association
 Average years of service
 Percentage of employees with advance
degrees
 Number of cross-traed employees
 Absenteism
 Turnover rate
 Employee suggestion
 Employee satisfaction
 Participation in stock ownership plans
 Lost time accident
 Value added per employee
 Motivation index
 Outstanding number of applications for
employee
 Diversity rate
 Empowerment index(number of managers)
 Quality of work environment
 Internal communication rating
 Employee productivity
 Number of Scorecards produced
 Health Promotion
 Training hours
 Competency coverage ratio
 Personal goal achievement
 Timely completion of performance
appraisals
 Training investment per customer
 Communication planning
 Reportable accidents
 Percentage of employee with computers
 Strategic information ratio
 Cross-fuctional assignments
 Knowledge management
 Etics violations
A Deviance Continuum - Organizational

| | |
Negative Deviance Normal Positive Deviance

Individual:
Physiological Illness Health Vitality
Psychological Illness Health Flow

Organizational:
Economics Unprofitable Profitable Generous
Effectiveness Ineffective Effective Excellent
Efficiency Inefficient Efficient Extraordinar
Quality Error-prone Reliable y Perfect
Ethics Unethical Ethical Benevolent
Relationships Harmful Helpful Honoring
Adaptation Threat-rigidity Coping Flourishing

Deficit gaps Abundance gaps

Cameron, 2003
Pendekatan Integral pada Pengembangan
Organisasi

Keadaan terjadi secara keseluruhan, kuadran tidak berjalan sendiri

sendiri
 INTEGRAL: All Quadrant, All level
individual

Consciousness Quadrant - Behavior Quadrant -

personal meaning –- body & interpersonal –
I E
n (Vision Setting) (Task Competency) x
t t
e e
r r

i i
Personal Values Quadrant - Social Roles Quadrant -
o institution & system process –
o
culture & share values –
r r
(Moral Standard) (technologies, management)

Community
 STRATEGI “POSITIVE ORGANIZATION”

Positive
Positive
Meaning
Climate

Positive Positive
Relationship Communication
 POSITIVE MEANING

1. Job Orientation Work

(berfokus pada keuntungan material)
2. Career Orientation Work
(berfokus pada kemajuan dalam
organisasi)
3. Calling Orientation Work
focus pada tujuan yang lebih besar)
PROSES : STRATEGI , ACTION PLAN. EVALUASI
VISI REWARD

E
V
Strategic INITIATIVE A
Objective KPI/KDI TARGET L
(program & Budget)
2019 U
A
S
I

99
 Materi
01
PENDAHULUAN

02
PERFORMANCE MANAGEMENT SYSTEM

03
PMS- KPI

04
KDI

05
POSITIVE REWARD
 REWARD SYSTEM
FAIRNESS EQUITY
PERFORMANCE

EMPLOYEE

BEHAVIOUR

CONSISTENCY TRANSPARANCY
 Components of Total Reward

Base pay
Transactional
Total
(tangible) Contingent pay
remuneration
rewards
Employee benefits
Total reward
Learning and development
Relational
Non-financial
(intangible) The work experience
rewards
rewards
Recognition, achievement, growth
TOTAL REWARD SYSTEM

COMPENSATION BENEFITS

POSITIVE

RECOGNITION APPRECIATION
 ELEMENT of TOTAL COMPENSATION

INTRINSIC REWARDS EXNTRINSIC REWARDS

FINANCIAL NON FINANCIAL

INDIRECT DIRECT
COMPENSATION COMPENSATION

Protection Pay for Employee FIX Variabel (S-L

Program Time service & therm)
1.Base 1.Profit
Perquisities 2.Differenti
1.Mandato 1.At work sharing
2.Incenti
ry
2.Volunta 2.Not at al ve
3.
1.Genera
ry work l Bonus
2.Limited

104
PENDEKATAN PROGRAM & REWARD
A Model of Intrinsic Motivation
 Membangun Instrinsic Reward

Choice: Competence:
• Didelegasikan, otoritas • Pengetahuan
• Kepercayaan • Masukan yang positif
• Keamanan (no punishment) • Pengakuan keahlian
• Tujuan yang jelas • Tantangan
• Informasi • Standart Tinggi, standart bebas
komparasi

Meaningfulness:
• Bebas iklim yang sinis
• Gairah diidentifikasi dengan jelas
• Tujuan yang menarik
• Tujuan tugas yang relevan
• Keseluruhan Tugas
Progress:
• Iklim yang kolaboratif
• Tonggak-tonggak proses
• Perayaan
• Akses ke pelanggan
• Pengukuran perbaikan
 Continuum & REWARD
Amotivation Extrinsic Motivation Intrinsic
Motivation
Non regulation External Introjected Identified Integrated Intrinsic
Regulation Regulation Regulation Regulation regulation

Impersonal External Somewhat Somewhat Internal Internal

external internal
No Intention Compliance Ego Valuing an Congruence Interest
Involvement activity
Incompetrence External Enjoyment
reward Approval Endorsment Synthesis
Lack of control or from others of goals with self Inherent
punishment satisfaction

Program ? Program? Program? Program? Program?

 CONTOH REWARD
RECOGNITION & APPRECIATION
Paid time off Compliment
“The perceptions of both parties
Gift Card
to the employment
Extra holiday
relationship, organization and individual, of the
reciprocal promises and obligations
Marchandise implied in that
Career development
relationship”
Thropies Vacation
The state of the psychological
Insentive contract
Employee is concerned
voice
with whether the promises and obligations have
Profit
beenSharing Written
met, whether they are Appriciaten
fair and their
implications for trust.
Life insurance Peerks
Perfect Attendance Celebration/sharing
Promotion Enlargement Job
Allocation high profile Other privilage: parking, transp
CASE
CLIMBER
 Instrinsik: banyak
Ekstrinsik: sedikit

Climbers
Ekstrinsik: banyak
Instrinsik: sedikit

Campers

Quitters
 Keberhasilan ORGANISASI

Semua pekerjaan: penting

Lebih penting :
kontribusi optimal
Orang yang beruntung adalah orang
yang tidak bisa membedakan antara
bermain dan bekerja, karena ia tidak
pernah bekerja selama hidupnya…….
(K. Blanchard)

QUALITY of Life, FLOURISHING

 EDUCATION BACKGROUND:
 Akademi : Office Management
 S1 : Psikologi
 S2 : Psikologi
 S3 : Psikologi
Mayor : Psikologi Industri & Organisasi
INTEREST: PSIKOLOGI POSITIF
Laila EH
CERTIFICATION
CBSCP (Certified Balanced Scorecard Professional)
CPHRM (Certified Professional in Human Resource Management)

ASSOCIATION
Indonesian Psychological Society (HIMPSI)
Indonesian Association of Organisational & Industrial Psychology (APIO)
Indonesina Association of Positive Psychology (AP2I)
International Association of Applied Psychology (IAAP), renew membership
New Zaeland Association of Positive Psychology (NZAPP)
International Positive Psychology Association (IPPA)
 WORKING EXPERIENCES :

Perusahaan Multinasional (1998-2002):

MSD, Merck, Pfidex, Fournier

Posisi: Regional Manager East Indonesia

Laila EH (Jatim, Jateng, DIY, Kalimantan,
Sulawesi, Bali-Irian)

IMOGENA, Consultant & Development (2002-present)

Senior Consultant :
- Performance Management System :
Balanced Score Card, Competency, PA, etc
- Corporate Culture

Senior Trainer:
- Soft Skills, Leadership
- Super Conscious Mind Management
 ACADEMIC EXPERIENCES (2005-2015):

UBAYA (Magister Profesi Psikologi)

GUNADARMA (Magister Profesi Psikologi)
UNIV 17 Agt (Magister Science)

2013- sekarang :
Laila EH
UWM (Universitas Widya Mandala-Surabaya)

Subjek /Materi:
- Organization Behavior
- Psikologi Positif
- Well-being
- Psikologi Industri Organisasi Terapan
- Psi. Transpersonal
- Manajemen Kompetensi & Kinerja
- Change Management
- PsikologiKewirausahaan
- MSDM
- Occupational Wellness
 Pembicara:
Nasional:
Himpunan Psikologi indonesia
APIO (Asosiasi Psikologi Industri & Organisasi)
AP2I (Asosiasi Psikologi Positif Indonesia)
Berbagai Universitas, Organisasi & Perusahaan

Internasional (Presenter):
- ICAP-Paris, Perancis
- 5thWBPP-Melbourne, Australia
- 5th International -APIO-Jakarta
- ICP- Osaka, Jepang
- Asean Psychology & humanities- Indonesia
Laila EH
- International Seminar on Transpersonal & Humanities- Bali,
Indonesia
- 1st Eurasian on Positive Psychology-Turki
- Conference on Well-being- Singapore
- 5th World Congress on Positive Psychology, Montreal, Canada
- ARUPS- ASEAN-Bali
 Dr. Nurlaila Effendy, M.Si

Email: laila.effendy @gmail.com

Facebook: Laila EH
Mobile phone: 081333002181

Facebook group PP : Positive Psychology-Indonesia

WAG PP/WAG Dosen PP : add 081333002181

CERTIFICATION
CBSCP (Certified Balanced Scorecard Professional)
CPHRM (Certified Professional in Human Resource Management)

ASSOCIATION
Indonesian Psychological Society (HIMPSI)
Indonesian Association of Organisational & Industrial Psychology (APIO)
Indonesina Association of Positive Psychology (AP2I)
International Association of Applied Psychology (IAAP), renew membership
New Zaeland Association of Positive Psychology (NZAPP)
International Positive Psychology Association (IPPA)