WORKSHOP

TIPS & TRIK

“LOLOS”
UJI
KOMPETENSI
 Contents :

1. Corporate Performance Management

2. Managing Corporate Performance with Balanced

Scorecard

3. Identifying Key Performance Indicators

4. Strategy Map in Corporate Functions (HR, IT,

Finance and Marketing)

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 Corporate
Performance Management

3
Performance Management Framework

Vision Strategy Map

Mission
Strategy

Key
Performance
Indicators
Company
strategy
Identifying
Defining
Measuring
Monitoring
Reporting
Performance Management Component

Tiga komponen Performance management

kunci bagi sistem cycle is continuous and
Performance consistent
manajemen kinerja Management
yang efektif Process

Performance Performance
Management Management
Infrastructure Culture

Logistic support and Culture that is based

performance management on performance
administration accountability
 Performance Management Cycle

STRATEGY

Set Measures and Target

Reward and Coach Plan and Execute

Monitor and Evaluate

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Pengertian Balanced Scorecard

• Suatu alat manajemen kinerja (performance management

tool) yang dapat membantu suatu organisasi untuk
mentranslasikan visi dan strategi ke dalam aksi

• Memanfaatkan sekumpulan indikator finansial dan non-

finansial yang kesemuanya terjalin dalam suatu
hubungan sebab akibat.

• Balanced Scorecard berfungsi sebagai alat komunikasi

strategi kepada para stakeholders: management,
employees, shareholders, customers dan communities.

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4 Perspectives in Balanced Scorecard

Financial Perspective
The Strategy If we succeed, how will
we look to our
shareholders?

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?

Learning & Growth

Perspective

To achieve our vision, how

must our organization learn
and improve?
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 Strategy and Balanced Scorecard

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

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 Perspektif Keuangan

• Bagi perusahaan privat (persero), perspektif keuangan

merupakan tujuan utama (ultimate goals) -- tanpa harus
mengorbankan kepentingan stakeholders lain yang
relevan (masyarakat, lingkungan, pemerintah, dll)

• Indikator-indikator Keuangan merupakan salah satu

elemen kunci untuk menentukan tingkat kesehatan
suatu perusahaan -- dan memastikan apakah
perusahaan tersebut akan sustainable (langgeng) atau
mengalami kebangkrutan

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 Perspektif Keuangan

Perspektif keuangan secara umum berfokus pada dua

elemen utama :

Peningkatan
Pendapatan

Peningkatan
Produktivitas atau
Efisiensi Biaya
Profit

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Contoh Sasaran Strategis dalam
Perspektif Keuangan

• Meningkatkan laba bersih

• Meningkatkan jumlah pendapatan
• Meningkatkan pertumbuhan pendapatan
• Meningkatkan produktivitas biaya (efisisien biaya)
• Menurunkan piutang ragu-ragu (non performing
loan)

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 Perspektif Pelanggan

• Perspektif ini bersifat amat sentral, sebab tanpa adanya

pelanggan, bagaimana mungkin suatu perusahaan bisa
berdiri?
• Perspektif pelanggan mencakup elemen-elemen berikut:
• Perolehan pelanggan baru (atau perubahan status
tarif pelanggan lama menjadi lebih menguntungkan)
• Profitabilitas pelanggan (segmen pelanggan apa
saja yang menguntungkan? Berapa persentase
jumlahnya dibanding total pelanggan? Segmen
pelanggan apa yang menyumbang pendapatan
terbesar?)

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 Perspektif Pelanggan

• Kepuasan pelanggan, mencakup opini pelanggan

tentang :
• Keandalan dan mutu produk yang ditawarkan
• Harga produk (dibanding nilai produk yang
ditawarkan)
• Layanan purna jual (service) meliputi kecekatan dan
kecepatan dalam merespon permintaan pelanggan
• Kepuasan pelanggan diukur melalui survei kepuasan
pelanggan. Diwujudkan dalam skor kepuasan pelanggan
dengan skala 1 (amat buruk) s/d 10 (amat memuaskan)

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Model dalam Perspektif Pelanggan

Customer Retention Customer Profitability

Customer Satisfaction Market Share

Customer Acquisition

Price Quality Service Availability Brand

Contoh Sasaran Strategis
Perspektif Pelanggan

• Meningkatkan profitabilitas per pelanggan

• Meingkatkan market share
• Mengembangkan brand image
• Meningkatkan kepuasan pelanggan
• Meningkatkan jumlah pelanggan loyal

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Perspektif Proses Bisnis Internal

• Perspektif ini mencerminkan proses bisnis kunci yang

harus dilakukan secara optimal untuk memenuhi
kebutuhan pelanggan
• Fokus perspektif ini adalah pada proses-proses bisnis
yang memiliki dampak besar dalam peningkatan kinerja
perusahaan
• Umumnya, sasaran strategis dalam perspektif ini
berjumlah lebih banyak dibanding pada perspektif
lainnya

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 Elemen-elemen dalam Proses Bisnis

Layanan kepada
Pelanggan

Mutu dan Keandalan Kecepatan dalam Kecepatan dalam

Produk Memenuhi Merespon Komplain
Kebutuhan Pelanggan
Pelanggan

Proses Bisnis Internal

Contoh Sasaran Strategis dalam
Proses Bisnis
• Meningkatkan mutu dan keandalan produk
• Menurunkan jumlah produk yang gagal
• Meningkatkan kecepatan pelayanan
• Mengembangkan inovasi proses
• Mengembangkan kapasitas produksi

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 Perspektif Pembelajaran
• Perspektif ini mencerminkan kapabilitas yang harus
dimiliki oleh perusahaan, dalam dua aspek utama, yakni:
• Pengembangan sumber daya manusia
• Pengembangan sistem organisasional,
kepemimpinan dan kultur perusahaan
• Perspektif ini menunjukkan bahwa kapabilitas sumber
daya manusia dan sistem organisasi yang solid
merupakan 'pondasi' bagi kemajuan kinerja perusahaan

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Perspektif Learning and Growth

Human Capital Organization

Capital

• Skills • Culture
• Knowledge • Leadership
• Attitude • Collaboration
Contoh Sasaran Strategis dalam
Perspektif Pembelajaran

• Mengembangkan kompetensi karyawan

• Membangun kultur perusahaan yang unggul

• Menciptakan pola kepemimpinan yang efektif

• Meningkatkan produktivitas karyawan

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 Template Balanced Scorecard Map
• Dalam slide berikut ditampilkan template balanced
scorecard map. Didalamnya diuraikan contoh sasaran
strategis yang relevan untuk setiap perspektif, yakni :
• Perspektif Keuangan
• Perspektif Pelanggan
• Perspektif Proses Bisnis
• Perspektif Learning & Growth

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 Corporate Balanced Scorecard Map -
An Example
Enhance Long-term
Shareholder Value

Manage Cost Efficiency Increase Revenue Growth

Financial

Nurture Customer Expand Increase

Satisfaction Market Share Customer Acquisition

Customer

Achieve Drive Demand via Manage Dramatic Implement Good

Operational Customer Relation Growth through Environmental
Excellence Management Innovation Policy
Business Process

Learning & Growth

Develop Employee Enhance Employee Improve Employee

Satisfaction Productivity Appraisal System
Identifying Key Performance
Indicators (KPI)

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Balanced Scorecard

Vision Balanced
Mission Scorecard
Strategy

Key
Performance
Indicators
Company
strategy
Identifying
Defining
Measuring
Monitoring
Reporting 26
 Key Performance Indicators (KPI)
KPI = Ukuran atau
Vision Indikator yang akan
Mission Strategy memberikan informasi
and Values sejauh mana kita telah
berhasil mewujudkan
sasaran strategis yang
telah kita tetapkan
Strategic Objectives

Finance
Key Performance
Indicators
Customer
Key Performance
Internal Business Indicators
Process

Key Performance
Learning
Indicators

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 KPI Guidelines

Guidelines in Formulating the KPI

• Ukuran keberhasilan harus menunjukkan indikator kinerja

yang jelas, spesifik dan terukur (measurable)

• Ukuran keberhasilan harus dinyatakan secara eksplisit dan

rinci sehingga menjadi jelas apa yang diukur

• Biaya untuk mengidentifikasi dan memonitor Ukuran

Keberhasilan sebaiknya tidak melebihi nilai yang akan
diketahui dari pengukuran tersebut. Hindari pengukuran
yang berlebihan yang tidak banyak memberi nilai tambah.

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 Key Performance Indicators - KPI

Relevan dengan Apakah KPI memiliki keterkaitan dengan sasaran

Sasaran Strategis strategis?

Controllable Apakah pencapaian KPI masih berada dibawah

kontrol dan rentang kendali yang ada?

Actionable Apakah sejumlah tindakan dapat dilakukan untuk

meningkatkan kinerja pencapaian KPI?

Simple Apakah KPI-nya mudah untuk dijelaskan dan

dikomunikasikan?

Kredibel Apakah KPI-nya tidak mudah untuk dimanipulasi?

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Tingkatan Key Performance Indicators

Strategic
Objective

KPI yang mengukur

Measure KPIs pencapaian hasil akhir yang
Results RESULT ingin dituju oleh Sasaran
Strategis

KPI yang mengukur

Measure
KPIs pencapaian proses atau
Activity aktivitas yang dilakukan
PROCESS
untuk mencapai Result

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Tingkatan Key Performance Indicators
Improve
customer satisfaction
on service

Contoh KPI :
• Customer Satisfaction Index
Measure • Number of complaints
Results

Measure # of follow-up call after

Activity product/service delivery

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 Tingkatan Key Performance Indicators

Increase Sales Revenue

Contoh KPI :

Measure • Sales Revenue

Results

Measure • Jumlah Kunjungan ke Klien Prospektif

Activity • Jumlah sales call yang Dilakukan

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Tingkatan Key Performance Indicators

Develop Competent
Employee

Contoh KPI :
• Rata-rata Skor Kompetensi
Measure
Karyawan
Results

• Jumlah Pelatihan
Measure Per Karyawan Per Tahun
Activity • % Karyawan yang Merealisasikan
Individual Development Plan

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 Corporate Balanced Scorecard Map -
An Example
Enhance Long-term
Shareholder Value

Manage Cost Efficiency Increase Revenue Growth

Financial

Nurture Customer Expand Increase

Satisfaction Market Share Customer Acquisition

Customer

Achieve Drive Demand via Manage Dramatic

Operational Customer Relation Growth through
Excellence Management Innovation
Business Process

Learning & Growth

Develop Employee Enhance Employee Improve Employee

Satisfaction Productivity Appraisal System

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 Tabel BSC dan KPI

Perspektif Sasaran Strategis KPI Target

Profitability (Rp juta) 5,000

Enhance Long Term
Shareholder Value
Profitability Growth (%) 10

Financial
(bobot 25) Increase Revenue Revenue (Rp juta) 50,000
Growth

Revenue Growth (%) 12

Manage Cost Efficiency Overhead Cost Ratio (%) 8

Nurture Customer Customer Satisfaction Index

Satisfaction (dalam skala 1 – 10) 8

Customer Market Share per Product

(bobot 25) Expand Market Share (%) 40

Increase Customer Percentage of Loyal

Acquisition Customers (%) 50
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Perspektif Sasaran Strategis KPI Target
Achieve Operational 100 per 1
Excellence Number of Product Defects million
- Time To Response
Customers' Request max 24 hours
Drive Demand via
Customer Relationship
Business - Number of Customer
Process Gatherings 6 per year
(bobot : 25)
- Number of New Products
Launch 2 in this year
Manage Growth via
Innovation - Number of New Initiatives
Implemented for Continous
Improvement 10
Develop Employee
Satisfaction - Employee Satisfaction Index 8

Learning Enhance Employee - Sales Revenue Per 500 per

(bobot : 25) Productivity Employee (Rp) employee

Menyempurnakan - Persentase Penyelesaian

Sistem Evaluasi Sistem Manajemen Kinerja 100 % ready in
Kinerja Baru November 2008
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Perspektif Sasaran Strategis KPI Target Achievement Score
- Profitability 5,000 5,100 102
Enhance Long Term
Shareholder Value
- Profitability Growth 10 11 110    

- Revenue 50,000 52,000 104   103  25.80

Financial
Increase Revenue
(25) Growth  (103 x
25%=
- Revenue Growth 12 12 100   25.80)

Manage Cost
Efficiency - Overhead Cost Ratio 8 8 100    

Nurture Customer
Satisfaction - Customer Satisfaction Index 8 7.80 98 93 23.33
Customer
(25) Expand Market Share - Market Share per Product 40 37 93    

Increase Customer - Percentage of Loyal

Acquisition Customers 50 45 90    

Achieve Operational
Excellence - Number of Product Defects 100 per 1 million 100 per 1 million 100 99 24.80

- Time To Response
Customers' Request max 24 hours average 25 hours 96    
Drive Demand via
Customer Relationship
Business - Number of Customer
Process Gatherings 6 per year 6 100    
(25)
- Number of New Products
Launch 2 in this year 2 100    
Manage Growth via
Innovation - Number of New Initiatives
Implemented for Continous
Improvement 10 10 100    

Mengembangkan
Employee Satisfaction - Employee Satisfaction Index 8 7.60 95 95 23.75

Mengembangkan
Learning Produktivitas - Sales Revenue Per
(25) Karyawan Employee 500 per employee 450 90    

Menyempurnakan - Persentase Penyelesaian

Sistem Evaluasi Sistem Manajemen Kinerja 100 % ready in 100 % ready on 97.68 37
Kinerja Baru November 2008 time 100    
 Strategy Map for
Corporate Functions (HR, IT, Finance and
Marketing)

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Integration between Corporate and
Division/Department

Vision
Mission
Strategy

Corporate
Scorecard
The Division Scorecard
is built by referring to the
Division corporate scorecard
Scorecard

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 HR Strategy Map Template
Drive Long term
Shareholder Value

Enhance People & Organizational

Optimize HR Efficiency
Effectiveness
Financial

Create Positive Work Provide Quality Provide High

Environment HR Service Performance People

Customer

Achieve HR Build Strategic Drive

Process Employee Organizational
Excellence Competencies Performance
HR Internal Process

Learning & Growth

Develop Strategic & Enhance Technology Create Climate for
Functional HR Competencies for HR HR Action

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 IT Strategy Map Template
Drive Long term
Shareholder Value

Enhance IT Impact on
Optimize IT Efficiency
Enterprise Outcome
Financial

Deliver Consistent, High Provide Business Units with

Quality IT Service Innovative IT Solutions

Customer

Maintain a Develop Effective Propose and Deliver

Reliable IT Decision Transformational
Infrastructure Support System Applications
IT Internal Process

Learning & Growth

Develop Strategic & Enhance IT Tools that Promote Customer-
Functional IT Competencies Enhance the IT Function focused Culture

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 Finance Strategy Map Template
Drive Long term
Shareholder Value

Enhance Finance Effectiveness on

Optimize Financial Efficiency
Enterprise Outcome
Financial

Deliver Responsive & Efficient Provide Clear & Reliable

Finance Operations Required Disclosure

Customer

Achieve Finance Develop Financial Ensure Compliance

Process Information to with Regulatory
Excellence Improve Decision Requirements
Making
Finance Internal Process

Learning & Growth

Develop Strategic & Use Technology to Improve Promote Customer-
Functional Finance Financial Information focused Culture
Competencies Delivery
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 Marketing Strategy Map Template
Drive Long term
Shareholder Value

Increase Sales
Optimize Marketing Efficiency
Revenue
Financial

Create Satisfied and Enhance Brand

Loyal Customers Image
Customer

Develop Effective Develop Innovative Develop Accelerate

Customer Relation Marketing Marketing Business New Product
Management Communication Intelligence Development
Program Ideas
Internal Process

Learning & Growth

Develop Strategic & Enhance Technology Foster Creative Thinking
Functional Marketing for Marketing & Innovative Solutions
Competencies
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 Recommended Further Readings:

1. Robert Kaplan and David Norton, Strategy Map : Converting Intangible

Assets into Tangible Outcomes, HBS Press
2. Robert Kaplan and David Norton, Alignment : Using the Balanced
Scorecard to Create Corporate Synergies, HBS Press

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