Proposal FGD dan Analisis Employee

Engagement Survey (EES)

Direktorat Jenderal Pajak

28 Februari 2019

AGI Consulting
Jaya Building, 7th Floor L07-C2, Jl. MH. Thamrin no. 12, Jakarta 10310
 +62 21 3192 7872  +62 21 3192 7572
1. Proposal Background
2. Employee Engagement Methodology
3. Deliverables & Implementation Steps
4. Project Team Structure
5. Investment

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1 Proposal
Background

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 Proposal Background

Berdasarkan diskusi yang dilakukan dengan tim Subdirektorat PMK DJP, PT AG

Indonesia memahami bahwa DJP berencana untuk melakukan Employee Engagement
Survey untuk melihat seberapa terlibatnya para karyawan terhadap organisasi dan
karyawan terhadap tugas mereka. Survey ini akan dilakukan kepada beberapa pegawai
DJP yang menjadi sampel yaitu 7.619, dimana proses survey nya akan dilakukan oleh
tim internal DJP sendiri, dan PT AGI Indonesia akan membantu akan membantu
membuat kuisioner dan melakukan analisa, melakukan FGD untuk Kantor Pusat,
Kanwil, KPP Madya dan KPP Pratama, selain itu PT AGI Indonesia akan memberikan
laporan dari hasil analisa dan FGD tersebut.

Untuk itu PT AG Indonesia mengajukan Proposal dengan Judul “FGD dan Analisis
Employee Engagement Survey (EES)”

Di dalam proposal ini kami berikan informasi mengenai metodologi, langkah-langkah,

durasi pelaksanaan dan investasi yang dibutuhkan.

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 Employee
2 Engagement
Methodology

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Expressions:
A = Actively Engaged
“I cannot wait to get to work”
“Oh, I like this challenge”
“How can we do better?”

“Well, I just do what I am told” C = Disengaged

“No one cares what I do, anyway”
“Yeah … another day, another $”

“I hate this place”

“I don’t think it’s my problem”
“Who cares?”
B = Passives

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Why Engagement
“Caring” managers and
workplace environment
Employee engagement is the emotional commitment
an employee has to the organization and its goals,
resulting in the use of discretionary effort.
Engaged employees

An employee’s discretionary effort results in the Employees more commited, dedicated and
Engagement-Profit chain. Because they care more, motivated to make organization a success
they are more productive, give better service, and
even stay in their jobs longer. All of that leads to
happier customers, who buy more and refer more
often, which drives sales and profits higher, finally Customer engagement
resulting in an increase in stock price.

Increase in sales and profit

Source: Gallup
Increase in stock price

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Why Engagement
Why Engagement
71%
of 568 respondents rank employee
engagement as very important to
achieving overall organizational
success, based on the research
conducted by HBR.

Having a highly engaged

work-force not only
maximizes a company’s
investment in human
capital and improves
productivity, but it can
also significantly reduce
costs, such as turnover,
that directly impact the
bottom line.

Source: The Impact of Employee Engagement on Performance, Harvard Business Review

analytic services

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The Engagement
The EngagementModel
Model

SAY STAY STRIVE

Employees consistently
speaks positive about
the organization to
coworkers, potential
employees and
customers
Employees have a great Employees give more
desire to remain part of effort and have
the organization. behaviors that
contribute to the
success of the
organization.

Better customer service Lesser turnover, so Increased productivity,

the labor cost will be lower better customer service

IMPACT ON CUSTOMER AND FINANCIAL

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Engagement Matrix
Engagement Matrix
Employee Engagement is driven
Commitment Potentially Actively by two dimensions:
• Satisfaction, which focuses
Commitment

Engaged Engaged
Employee

on employee immediate
Strive

reaction to what the

company offer in return of
Disengaged Passives their employment and
contribution
• Commitment, which focuses
on employee long term view
Satisfaction of the company in correlation
to their personal aspiration
and future career goals.
Say Stay
Employee Employee
Strong engagement needs to be
Advocacy Loyalty
developed from both
dimensions
GML Employee
GML EmployeeEngagement
Engagement Framework
Framework
Main Concepts

self-
Actualization
morality, creativity,
spontaneity,
acceptance, experience
purpose, meaning
and inner potential

self-esteem
confidence, achievement, respect of
others, the need to be a unique individual

love and belonging

friendship, family, intimacy, sense of
connection
safety and security
healthy, employment, property, family Key Drivers:
and social stability Fulfillment of Physiological, Safety,
physiological needs Belonging, Esteem, and
breathing, food, water, shelter, clothing, Actualization Needs
sleep

Source: Maslow’s Hierarchy of Needs in Psychology of Work Behavior

(4th Edition) by Frank J. Landy
GML Employee
GML EmployeeEngagement
Engagement Framework
Framework
Engagement Drivers

COMMITMENT:
Commitment to Organization
Commitment to Work Unit
Commitment to Task

SATISFACTION:
Actualization
Development & Growth
Teamwork & Trust
Key Drivers:
Safety & Comfort Fulfillment of Physiological, Safety,
Reward & Facility Belonging, Esteem, and
Actualization Needs
Award Background
GML Engagement Methodology is a Proven Framework for Indonesian Companies

GML in collaboration with Harian Kontan has organized Stellar

Workplace Award in 2016 to select best companies to work for from
150 companies originally participated in the award.

A workplace competition that is held to give appreciation to

organization that has demonstrated strong commitment to be a
great place to work for their employees through innovative
initiatives in HR management

The selection of recipients was based on an employee engagement survey result and jury
evaluation using GML Employee Engagement Framework. Winners of the award received
special recognition to appreciate their commitment in pursuit of true employee
engagement.
The best of the best winner of all categories is PT Bank Central Asia Tbk.

The award has been presented in an Employee Engagement

Award Event in 10 October 2016.

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Sample of Engagement Matrix
Engagement matrix will be one
of the deliverables of the
project.
Engagement matrix is produced
based on the employee
engagement survei only.

While engagement matrix

provides the company with
immediate portrait of employee
perception, it has to be
confirmed through FGDs and In-
Depth Document Study to look
for cause and effect analysis.
The matrix above is the reference matrix from the Stellar Workplace Award 2016.
Sample of In-depth analysis of Engagement Survey
Finding cause and effect
analysis can begin through
slicing the survey data into
in-depth category, such as
length of service in the
company or job levels, even
workforce generation.

Engagement matrix berdasarkan generasi

100%
90%
80%
70% 60,85%
60% 78,93% 76,74%
50%
40%
30% 21,44%
20% 11,63%
2,31% 14,64%
10% 15,40% 2,33%
1,79% 9,30%
0% 4,64%
Generation Y Generation X Baby
The analysis above is the reference matrix from the Stellar Workplace Award 2016. (Millenials) Boomers
 5 main driver of increase employee performance
Rata-rata kinerja saya sesuai penilaian atasan saya dalam tiga tahun terakhir
Sangat
Tidak Sangat Nilai
Peringkat Lima pernyataan yang berkorelasi paling positif Tidak Setuju Total
Setuju Setuju Korelasi
Setuju
1 Saya mengembangkan metode baru yang lebih efisien dalam menyelesaikan tugas. 0.11% 3.99% 70.33% 25.57% 100.00% 0.283

2 Saya memahami bagaimana kinerja sehari-hari saya mendukung strategi perusahaan. 0.16% 1.54% 66.67% 31.63% 100.00% 0.281

3 Penilaian terhadap kinerja saya diberikan secara fair dan obyektif. 2.07% 12.44% 59.76% 25.73% 100.00% 0.275

4 Saya dipercaya oleh perusahaan untuk mengerjakan tugas/proyek penting di departemen saya. 0.37% 3.77% 58.75% 37.11% 100.00% 0.263

Saya memiliki kesempatan untuk memberikan ide dan saran sebagai bahan pertimbangan dalam
5 0.53% 5.90% 64.11% 29.45% 100.00% 0.263
upaya pengembangan perusahaan.

Another sample of in-depth analysis that will be produced is a correlation analysis of

employee performance and the driving factor.
This will be developed through survey data analysis and FGDs.
Based on the result, GML will provide initiatives recommendations to allow PT Pelindo II
to be more effective in optimizing employee performance.

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 Deliverables &
3 Implementation
Steps

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 DELIVERABLES DAN
LANGKAH IMPLEMENTASI

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 DELIVERABLES
• Laporan Employee Engagement Survey :
– Secara DJP Wide

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 LANGKAH IMPLEMENTASI

Otomasi
Perancangan
Kuesioner dan Analisis dan
Kuisioner & Analisa & FGD
Pelaksanaan Pelaporan
Pre Test
Survey

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 LANGKAH IMPLEMENTASI
Activity Method

 AGI akan merancang kuesioner  Offsite

 AGI akan melakukan Pre Test untuk 30 – 50 pegawai DJP development
 AGI akan menunjukkan hasil Pre Test (Validitas dan
 Discussion
Reliabilitas ) ini kepada tim DJP untuk mendapatkan
Result
masukan dan persetujuan

 Kuesioner yang
Perancangan
Questioner & sudah disetujui
Pre Test
 LANGKAH IMPLEMENTASI
Activity Method

 Tim DJP akan melakukan otomasi terhadap survey  Offisite

dengan menggunakan portal web milik sendiri. development
 Tim DJP akan melakukan pengujian untuk
 Testing
memastikan sistem berfungsi dengan baik.

 Tim DJP juga akan melakukan pengujian untuk Result

Otomasi memastikan sistem berjalan sebagaimana yang
Kuesioner  Online survey
diharapkan.
dan
 Tim DJP akan melakukan Pelaksanaan Survey sesuai
Pelaksanaan
Survey jadwal yang sudah ditentukan
 LANGKAH IMPLEMENTASI
Activity Method

• PT AG Indonesia akan menganalisa hasil dari Discussion

kuisioner employee engagement survey Off Site
• PT AG Indonesia akan melakukan FGD sbb : FGD
1 day
 FGD untuk Kantor Pusat DJP
 FGD untuk Kantor Wilayah DJP
 FGD untuk KPP Madya
Result
Analisa &  FGD untuk KPP Pratama
FGD  Finalization Draft
Report
 LANGKAH IMPLEMENTASI
Activity Method

 AGI akan melakukan analisis dan menyusun laporan  Offsite

survey: development
 DJP Wide  Presentation
 Discussion
 AGI akan menyerahkan laporan dalam bentuk hard
 ½ day

copy dan soft copy dalam format PDF kepada DJP.

Analisis dan
Pelaporan
Result

 Survey Report
JANGKA WAKTU PELAKSANAAN

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 JANGKA WAKTU PELAKSANAAN

BULAN #1 BULAN #2
No Kegiatan
1 2 3 4 5 6 7 8
PLANNING & PREPARATION
1 Kick Off
2 Kuesioner
3 Pre Test
OTOMASI KUESIONER
4 Penyiapan sistem dan testing (Team DJP)
5 Registrasi responden (Team DJP)
PELAKSANAAN SURVEY
6 Pengisian survey oleh responden
7 Analisa Survey
FGD, ANALISIS DAN PELAPORAN
8 FGD
9 Laporan

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4 Project Team
Structure

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DJP Project Champion – Roles:
• Providing leadership during the project
• Communication to BOD
Project • Monitor results and expedite progress
• Support changes
• Remove barriers
Team • Ensure project integrity

Project
Champion:
BOD Corporate Culture Team – Roles:
• Support program assessment and development
• Data and information partners to Consultant(s)
• Help to distribute the survey

Engagement Survey Team

Project Manager – Roles:
• Ensure project is running on schedule and
time
• Coordinate and communicate with team
members in carrying out the assignments
• Keep Top Management and Corporate

Project Manager or Culture Team informed of project progress

on weekly basis
Coordinator • Coordinate with the Consultant(s) and give
regular feedback

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 PT AG Indonesia Project Team
Resources will be needed at 3 levels from PT AG Indonesia

Project Advisor’s Role:

• Leading Top Management related activities
PROJECT ADVISOR • Periodically be a quality assurance in ensuring the quality of
the activities completed

Project Leader’s Role:

• Provide thought leadership in implementing the Employee
Engagement framework
PROJECT LEADER • With Project Consultants, ensure that all steps are delivered
at highest quality standards

Project Consultants’ Role:

• Facilitate and guide specific assignments within each
step
PROJECT • Reviewing data collection and analysis
CONSULTANT • With Project Leader, ensure that all steps are delivered
at highest quality standards
5 Investment

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 INVESTMENT
INVESTMENT
STEP DESCRIPTION
(including PPn 10%)
1 Perancangan Kuisioner & Pre Test
2 Otomasi Kuesioner dan Pelaksanaan Survey
Rp. 199.000.000,-
3 Analisa & FGD
4 Analisis dan Pelaporan
 Terms and Conditions
• The proposed investment includes:
• Consulting fees through out the assignments
• Consultant transportation and accommodation costs within Jakarta Area
• All consulting materials during project implementation
• 10% PPN
• The proposed investment does not include:
• The venue, audio visual, and accommodation and transportation for consultants for events
conducted outside of Jakarta.
• The price is valid until June 30th 2019 and is subject to change beyond that date
• Additional respondent will be charged at pro-rate cost.

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 AGI Consulting
Jaya Building, 7th Floor L07-C2
Jl. MH. Thamrin no. 12
Jakarta 10310
 +62 21 3192 7872  +62 21 3192 7572

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