MANAGEMENT Dr Steph Subanidja SE MBA Lahir Yogyakarta

MANAGEMENT Dr. Steph Subanidja, SE, MBA Lahir: : Yogyakarta, 07 November Email : steph@perbanas. id Web: www. stephsubani dja. id Phone : 081 81 90 911 PIN : 28 EODE 6 C Leveraging Human Capital for Business Excellence Through Accurate Brief Clear (ABC) Individuals Key Performance Indicators Disampaikan untuk BPD Kalteng Hotel Luwansa Palangkaraya, 2 dan 3 Oktober 2015

Pendidikan Formal � � Sarjana Muda (B. Sc. ), Matematika, Universitas Sanata Dharma, Yogyakarta 1982. Makalah: Penggunaan Calculus di dalam Pengajaran Ilmu Ekonomi Tingkat Sekolah Menengah Atas. S 1 (SE), Ekonomi Manajemen, Universitas Diponegoro, Semarang, 1987. Skripsi: Aplikasi Teori Antrian di Stasiun Pengisian Bahan Bakar Minyak di Semarang. S 2 (MBA), Business Feasibility Study, Swinburne University of Technology, Melbourne, 1993. Thesis: Rural Banking Feasibility Study in Indonesia. S 3 (Dr), Ilmu Ekonomi Manajemen Bisnis, Universitas Padjadjaran Bandung, 2005, Disertasi: Strategi Bisnis Industri Garmen Indonesia di Pasar Global, Pendekatan Structural Equation Modeling.

Pendidikan Profesi �Sertifikasi Internasional Perencana Keuangan, Certified Financial Planner (CFP), 2008 �Sertifikasi Dosen Nasional, 2009 �Sertifikasi Assessor Dosen Nasional, Negara RI 2010

Beberapa Kegiatan � � � � Kursus Penyusunan Studi Kasus, Asian Intitute of Management, Manila, Fillipina, 1995 Team Group Discussion Brand Image Mobil 88 Jakarta, 1997 Kursus Small and Medium Enterprises, Tel Aviv, Israel, 1999 Dosen Program Magister Ilmu Ekonomi Pubik, kerjasama LAN RI dan Universitas Mulawarman, Samarinda, di Samarinda, 1999 Team Penyusun Business Plan PT Coca Cola Amatil Indonesia, 1999 dan 2000 Penyusun Kelayakan Pendirian dan Evaluasi Bank Perkreditan Rakyat, BI, 2005 Penandatangan MOU antara ABFI Institut Perbanas dan University of Canberra, di Canberra, 2008 Forum Diskusi Internasional: Requisite Organization di Melbourne Australia, 2008 Tim Penyusun Pedoman Kebijakan Kredit Bank BTN, 2009 Forum Diskusi International, Global Financial Crisis Recovery, Cambridge University, UK, 2009 International Conferent on Manajemen, Kuta, Bali, Indonesia 2012 International Confreren on Global Management, Penang, Malaysia, July 2013 International conferent on Small Business Loans, Frieberg Germany, Dec 2013 International Conferent for Emarging Markets, Kuta Bali, Jan 2015

Performance �Performance refers to “outcomes, results or accomplishments” Rothwell, 2005 5

Components of Performance �Four components of performance A performer Behaviour Situation Results Morhman et al , 1989 6

Performance management �Performance management is, “a continuous process of identifying, measuring and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization. ” Aguinis, 2005 7

Performance management “A system that involves employee evaluations once a year without an ongoing effort to provide feedback and coaching so that performance can be improved is not a true performance management system. ” Aguinis, 2005 8

Definition of PM 1. Continuous Process of ü Identifying ü Measuring ü Developing The performance of individuals and teams

Definition of PM (continued) and 2. Aligning performance with Strategic Goals of the organization

Performance Appraisal �Performance appraisal is “the systematic description of an employee’s strengths and weaknesses. ” Aguinis, 2005 11

The development process Current Practice Strategy Work Culture Questions Sources - Organizational Data - Sr. Leadership - Employees - Theory/ Best Practice Data Collection Data Synthesis Methods - Interviews - Focus Groups - Survey Tools - Campus-based Work Group Teams Board of Governors’ Review Performance & Reward Philosophy 12

Components of BPD KALTENG’s PMP Planning Create Individual Development Plan (IDP) Utilize rotations and on-campus and offcampus training Talent Discussion (Development) BPD KALTENG Mission Unit Values and Goals Department Goals Individual Goals ing Career Development ch ng chi a Co Establish unit strategy & goals Align goals of employee & unit Determine performance level criteria Assessment On-going feedback Annual PD Talent Discussion (Criteria) in ng hi ac Co Recognition Correlate SIP and performance Correlate promotions and bonuses Utilize low-cost, no-cost ideas h ac Co g

Purposes of PM Systems: Overview Ø Strategic Ø Administrative Ø Informational Ø Developmental Ø Organizational maintenance Ø Documentational

Strategic Purpose Ø Link individual goals with organization’s goals Ø Communicate most crucial business strategic initiatives

Administrative Purpose Ø Provide information for making decisions re: Ø Salary adjustments Ø Promotions Ø Retention or termination Ø Recognition of individual performance Ø Layoffs

Informational Purpose Communicate to Employees: Ø Expectations Ø What is important Ø How they are doing Ø How to improve

Developmental Purpose Ø Performance feedback/coaching Ø Identification of individual strengths and weaknesses Ø Causes of performance deficiencies Ø Tailor development of individual career path

Organizational Maintenance Purpose Ø Plan effective workforce Ø Assess future training needs Ø Evaluate performance at organizational level Ø Evaluate effectiveness of HR interventions

Documentational Purpose Ø Validate selection instruments Ø Document administrative decisions Ø Help meet legal requirements

An Ideal PM System: 14 Characteristics Congruent with organizational strategy Thorough Practical Meaningful Specific Identifies effective/ ineffective performance 7. Reliable 1. 2. 3. 4. 5. 6.

An Ideal PM System: 14 Characteristics (continued) 8. 9. 10. 11. 12. 13. 14. Valid Acceptable and Fair Inclusive Open (No Secrets) Correctable Standardized Ethical

Congruent with organizational strategy �Consistent with organization’s strategy �Aligned with unit and organizational goals

Thorough �All employees are evaluated �All major job responsibilities are evaluated �Evaluations cover performance for entire review period �Feedback is given on both positive and negative performance

Practical �Available �Easy to use �Acceptable to decision makers �Benefits outweigh costs

Meaningful � Standards are important and relevant � System measures ONLY what employee can control � Results have consequences � Evaluations occur regularly and at appropriate times � System provides for continuing skill development of evaluators

Specific Concrete and detailed guidance to employees • What’s expected • How to meet the expectations

Identifies effective and ineffective performance �Distinguish between effective and ineffective Behaviors Results �Provide ability to identify employees with various levels of performance

Reliable �Consistent �Free of error �Inter-rater reliability

Valid �Relevant (measures what is important) �Not deficient (doesn’t measure unimportant facets of job) �Not contaminated (only measures what the employee can control)

Acceptable and Fair �Perception of Distributive Justice Work performed Evaluation received Reward �Perception of Procedural Justice Fairness of procedures used to: ▪ Determine ratings ▪ Link ratings to rewards

Inclusive �Represents concerns of all involved When system is created, employees should help with deciding ▪ What should be measured ▪ How it should be measured Employee should provide input on performance prior to evaluation meeting

Open (No Secrets) �Frequent, ongoing evaluations and feedback � 2 -way communications in appraisal meeting �Clear standards, ongoing communication �Communications are factual, open, honest

Correctable �Recognizes that human judgment is fallible �Appeals process provided

Standardized �Ongoing training of managers to provide �Consistent evaluations across People Time

Ethical �Supervisor suppresses self-interest �Supervisor rates only where she has sufficient information about the performance dimension �Supervisor respects employee privacy

1 • Peran People Dalam Bisnis

STRATEGI BANK BPD KALTENG Strategi Process Technolog y Kapabilitas. BAN K BPD KALTENG People Lingkungan Bisnis . . . Kompe tisi

Banyak Organisasi menghadapi tantangan dalam mengeksekusi strategi bisnis……. . “ 9 dari 10 perusahaan gagal melakukan eksekusi strategi bisnis” Vision Barrier Hanya 5% tenaga kerja yang faham strategy Management Barrier 85% dari eksekutif management yang menghabiskan waktu satu jam per bulan untuk diskusi tentang strategi Resources Barrier 60% dalam menjalankan organisasi tidak menghubungkan antara anggaran dan strategy People Barrier Hanya 25% dari manager yang mempunyai hubungan dengan strategi Source : R. A. Kaplan & D. A. Norton “Strategic Focus Reorganization, 2000”

Mengapa kendala dapat terjadi…. Ketidak efektifan pengukuran performance. Kurangnya link antara satu strategi dengan strategi lainnya. Ketidakjelasan difinisi “sukses”. Vision Barrier Hanya 5% tenaga kerja yang faham strategy Management Barrier 85% dari eksekutif management yang menghabiskan waktu satu jam per bulan untuk diskusi tentang strategi Resources Barrier 60% dalam menjalankan organisasi tidak menghubungkan antara anggaran dan strategy PEOPLE People Barrier Hanya 25% dari manager yang mempunyai hubungan dengan strategi Source : R. A. Kaplan & D. A. Norton “Strategic Focus Reorganization, 2000” Kurangnya konsistensi. Terbatasnya people management skills. Tidak adanya feedback performance. Sedikit sekali dihubungkan antara performance dan reward. Kurangnya memberi kesempatan berkembang kepada karyawan. Ketidakcukupan dukungan infrastruktur.

“Sukses” People terhadap “Sukses” Bisnis Competitor & Market Resources Strategy & Policy Business Result Business Process Organization People Knowledge Skill Environment (Macro Economic, etc) Innovations Behaviors Sunarwa, Leveraging Human Capital for Business Excellence, Sespibank-LPPI, Jakarta, 2011 Soul/Attitude Habit

Dampak dari Investasi People…. . Full Long-term Goal People Change Organization Processes Reengineering Change Technology Change 0 Sumber : Hay Consultant, 2010 Sunarwa, Leveraging Human Capital for Business Excellence, Sespibank-LPPI, Jakarta, 2011 Time

Mengapa People Performance (Non financial) ? . . . Nilai perusahaan telah bergeser dari tangible asset ke intangible asset Faktor yang mempengaruhi nilai pasar perusahaan … Intangible Assets 38% 62% 85% Tangible Assets 62% 38% 15% 1982 1. Brookings Institute 2. Baruch Lev analysis of S&P 500 companies Sunarwa, Leveraging Human Capital for Business Excellence, Sespibank-LPPI, Jakarta, 2011 19921 20002

Intangible Asset vs Financial Result…… “Intangible Assets Do Not Have A Direct Impact on Financial Results they Have Second- or Third-Order Impacts” Capable and commited people Superior Service Quality Increase Customer Confidence Increase Customer Retention Increase Revenue Suitable Information Technology People and technology Internal Process Sunarwa, Leveraging Human Capital for Business Excellence, Sespibank-LPPI, Jakarta, 2011 Customer Financial

Human Capital dan Business Need To win the competition Human Capital Management • TALENT MANAGEMENT • LEARNING ORGANIZATION • KNOWLEDGE MANAGEMENT Sunarwa, Leveraging Human Capital for Business Excellence, Sespibank-LPPI, Jakarta, 2011 • Sustainable Growth • Market Share • Product & Service Differentiation • Creativity • Innovation

2 • Perkembangan Paradigma Manajemen SDM

Pada Dasarnya Perubahan adalah bersifat continue… High jump: Raising the bar height 2. 5 m (http: //en. wikipedia. org/wiki/High_jump) Flop Straddle 2 m Western Roll Scissors 1900’s 1920 1940 1960 1980

Evolusi Peran Manajemen Sumber Daya Manusia…… Human Capital Management Human Resources Management Personnel Administration

Human Capital PEOPLE skill, knowledge, attitude, aptitude, expertise, experience, eligibility, capability, suitability, authority, training, education, value added, etc HUMAN CAPITAL v Human capital adalah Manusia yang ada dalam perusahaan dengan segala keunikannya (skill, knowledge, attitude, aptitude, expertise, experience, eligibility, capability, suitability, authority, training, education, creativity, dan nilai tambah lainnya) yang membentuk sebagai kekayaan korporasi disebut Talent.

Sistem Manajemen HC yang Terintegrasi……. Sistem Manajemen Human Capital yang terintegrasi menjembatani antara Strategi Perusahaan, Sumber Daya Manusia dan Kinerja Perusahaan Intensi Strategis Sistem Manajemen HC Yang Baik & Yang Terintegrasi Kinerja Perusahaan Yang Baik & Berkesinambungan • Sistem Manajemen HC memastikan dukungan maksimal untuk mencapai sasaran perusahaan dan pertumbuhan yang berkesinambungan

INTEGRATED HUMAN CAPITAL MANAGEMENT……. Vision Mision Value Culture Corporate Starategy Corporate Startegy Management Human Capital Strategy & Organization Develpment Human Capital Value Human Capital Acquisition Manpower Planning; Recruit; Selection; Hire; Assessment Measurement Tools Human Capital Development Learning & Dev. ; Career Dev; Leadership Dev, Knowledge. Mgt Measurement Tools Proses Human Capital Management High Performing Human Capital Optimize Business Result Value Creation to Stakeholders Human Capital Engagement Employee Relation; Industrial Relation; Separation Measurement Tools Human Capital Reward BSC Individual; Reward Management Measurement Tools Human Capital Information System

Sistem Manajemen HC yang Terintegrasi……… Apa Yang Ingin Perusahaan Capai Visi Misi Strategi Pengelolaan HCM yang terintegrasi untuk mendukung pencapaian kinerja unggul Kinerja Usaha yang terus meningkat dan berkesinambungan Kinerja Unggul

3 • Proses Human Capital

HUMAN CAPITAL PROCESS Strategic Planning Visi & Misi Corporate Plan Human Capital Information System Human Capital Acquisition Recruitment & Selection; Placement Workload Analysis HC Planning & Control Outsourcing HC Policy, System & Program Outplacement/ Termination Budaya Kerja Human Capital Development Struktur Organisasi People Development Corporate KPI (BSC) Talent Development Competency Asessment Individual Competency Profile Succcesion Planning Human Capital Engagement Employee Relation Industrial Relation Result Measurement Management Development Programs Career Development Competency Model Job Competency Profile Functional/technical Competence Development Employee Selection & Engagement Separation Business Result Achievement Value Added to Stakeholders Human Capital Reward Job Evaluation Individual KPI Sistem Manajemen Kinerja Grading Structure Salary Structure Remuneration System Design Implementation

FLOW PROSES SISTEM HCM YANG TERINTEGRASI ………. DEVELOPING ORGANIZATION CAPABILITIES Acquisition Development & Engagement Reward VISION /MISSION Organization Culture Strategy Organization Design Recognation Design Man Power Planning Organization Structure Job Description Job Grade Selection Career Managem ent Leadership Development Career Path Planning Sucession Planning Assessment Competency Model Job Evaluation Placement Training Develop ment Accountability Map Technical Skill requirement Job Analysis Coaching Compensation & Benefit Recruitment Accountability Mapping Performance Management Personnel Administration Employee Rotations Industry Relations Human Capital Information System Salary Administratio n

Fondasi Sistem Pengembangan HCM…. . Developing Organizational Capabilities Perusahaan harus memiliki Visi - Misi dan Strategi yang sangat jelas yang memberi informasi kepada seluruh karyawan tentang: • Apa yang ingin Perusahaan capai • Bagaimana cara mencapai tujuan tersebut. Manajemen Perusahaan harus mengorganisasikan seluruh aktivitas yang bernilai tambah (value added activities) kedalam disain struktur organisasi dan disain jabatan, yang selaras dengan visi – misi – strategi serta budaya perusahaan Serta Budaya / Nilai-Nilai yang mengakar kuat yang menjelaskan: • Perilaku dan norma organisasi, Direksi dan seluruh karyawan dalam menjalankan roda organisasi Manajemen Perusahaan harus memastikan bahwa Sistem Pengembangan SDM akan: • Selaras degan visi – misi – strategi perusahaan, sehingga • Mendukung pencapaian visi – misi –strategi • Menumbuh-kembangkan budaya dan nilai-nilai Perusahaan yang telah dicanangkan • Terintegrasi satu sama lain Dimana dalam struktur organisasi tersebut harus terdapat informasi yang jelas mengenai: • Pembagian tugas, wewenang dan tanggung jawab (accountability mapping) yang jelas antar unit kerja dan jabatan • Persyaratan pengetahuan, ketrampilan dan kompetensi perilaku untuk setiap jabatan • Bobot pekerjaan serta “garis tanggung jawab” untuk masing-masing jabatan

Penjelasan Flow Developing Organization Capabilities…. VISION /MISSION • Tujuan Perusahaan • Bagaimana cara Perusahaan mencapai tujuan perusahaan • Do’s and Don’t’s • Apa yang ingin dicapai perusahaan Organization Culture Organization Design • Proses pengelompokan pekerjaan-pekerjaan beserta hirarkinya, sesuai strategi dan budaya perusahaan Organization Structure • Stuktur dan Hirarki Organisasi Accountability Mapping • Proses Pemetaan Tanggung Jawab untuk Seluruh Jabatan di Prsh Accountability Map • Proses Pemetaan Tanggung Jawab untuk Seluruh Jabatan di Prsh Strategy Job Analysis Job Evaluation • Proses analisa tugas, tanggung jawab, wewenang dan output dari seluruh jabatan • Proses membobot Jabatan-jabatan sesuai kompleksitas pekerjaan dan kontribusi tiap Jabatan Job Description Job Grade • Uraian Tugas dan Tanggung Jawab setiap Jabatan • Struktur Penggolongan Jabatan Technical Skill requirement Competency Model • Persyaratan Ketrampilan dan Pengetahuan Teknis untuk setiap Jabatan • Persyaratan Kompetensi. Perilaku untuk setiap Jabatan

4 Fungsi Sistem Pengembangan HCM…… Acquisition Development Engagement • Bagaimanajemen dapat menarik minat para “top talents” untuk bergabung dengan Perusahaan. • Bagaimanajemen dapat mempertahankan para “top talents” yang sudah menjadi karyawan agar terus menjadi bagian dari organisasi, dan memberi kontribusi penuh sesuai dengan potensi maksimalnya. • Bagaimana terjadi equal employee antara karyawan dengan perusahaan. • Bagaimanajemen dapat menseleksi para “top talents” tersebut, untuk mendapatkan orang -orang yang sesuai dengan kebutuhan bisnis, visi – misi – strategi dan budaya Perusahaan. • Bagaimanajemen Perusahaan dapat terus mengembangkan pengetahuan, ketrampilan dan kompetensi perilaku mereka agar dapat terus menjawab tuntutan perubahan tugas, tanggung jawab dan tantangan usaha di masa datang • Bagaimana hak dan kewajiban pegawai sudah diatur dengan baik dalam hubungan sebagai three partite. Reward • Bagaimanajemen dapat memberikan penghargaan berbasis kinerja dan kompetensi kepada mereka yang telah memberikan kontribusi penuh terhadap perusahaan • Bagaimanajemen dapat memberikan penghargaan “non finansial” kepada para karyawannya

3 • Proses Human Capital

MINIMUM IMPLEMENTASI PROSES HCM… ? = tidak jelas (not clear) Visi & Misi Kejelasan Struktur Organisasi Kejelasan Difinisi Job & KPI Leadership Mgt & Career Development Performance Management & Reward Result ? Kejelasan Struktur Organisasi Kejelasan Difinisi Job & KPI Leadership Mgt & Career Development Performance Management & Reward Banyak Inisiatif tidak Tercapai Visi & Misi ? Kejelasan Difinisi Job & KPI Leadership Mgt & Career Development Performance Management & Reward Tingginya Beban Kerja Pada Satu Unit Visi & Misi Kejelasan Struktur Organisasi Leadership Mgt & Career Development Performance Management & Reward Tidak efisien & Eksekusi Lemah Visi & Misi Kejelasan Struktur Organisasi Performance Management & Reward Frustasi ? Kejelasan Difinisi Job & KPI Kejelasan Visi & Struktur Difinisi Job & Misi Sunarwa, Leveraging Human Capital for Business Excellence, Sespibank-LPPI, Jakarta, 2011 Organisasi KPI ? Leadership Mgt & Career Development ? PGPS

Pengembangan KPI/Performance Management……. Individual skill & Competencies Individual KPI Development & Feedback dari Performance Management Unit/ Organization KPI & goals Menggunakan Balanced Score Card untuk menformulasikan KPI Individual dan action plan Sunarwa, Leveraging Human Capital for Business Excellence, Sespibank-LPPI, Jakarta, 2011 Reward & Development Business strategy Unit/ Organization capabilities Corporate Value & capability Mendefinisikan kompetensi yang mewakili nilai-nilai perusahaan, kompetensi inti dan kompetensi jabatan sesuai dengan tuntutan Job Description

Alur Penurunan KPI…. BSC KORPORAT CASCADING PROCESS KPI Unit BSC DIVISI/DESK KPI & Target Kontrak Kinerja Divisi/Desk KPI & Target CASCADING PROCESS INDIVIDUAL SCORECARD KPI Individu KPI & Target Job Desc Inisiatif Strategis KPI Division/Desk Head KPI per JOB TITLE KPI Departement Head KPI Unit KPI Functional SMK Individual: KPI Hard Comp. Soft Comp.

Menentukan Kompetensi Per Jabatan Tahapan : • Hasil Kompetensi yang diperoleh meliputi : - Key Result Area - Pengalaman - Hard Competencies - Soft Competencies

Contoh : Competency Model di Perbankan…… CREDIT DIVISION HEAD Sunarwa, Leveraging Human Capital for Business Excellence, Sespibank-LPPI, Jakarta, 2011

Kejelasan dalam Career Management…. . Tujuan & Strategi Perencanaan SDM PERENCANAAN KARIR ORGANISASI Kebutuhan Jalur karir -Orang - Keatasan - Waktu - Lateral -Keahlian - Kebawah JOB PERSON MATCH (SESUAI) PERENCANAAN KARIR INDIVIDU -Tujuan - Keahlian - Kebutuhan - Kemampuan Pengalaman Sunarwa, Leveraging Human Capital for Business Excellence, Sespibank-LPPI, Jakarta, 2011 Pelatihan Pengharapan

Mencari Gap Kompetensi dalam mencari Job Person Match. . …… Ilustrasi…. . Competency Profile for Pre-defined Role Employee’s Competency Profile 3 2 2 1 2 2 3 2 Identify gaps between the employee and pre-defined role p Ga 3 Overall 2

Model Matrik Job Person Match… Normal Track (promote > 3 th) Performance dalam 2 -3 tahun Fast Track (promote < 2 th) No Track/Exit Strategy Middle Track (promote 2 -3 th) Normal Track (promote > 3 th) Kompetensi (termasuk leadership) Berdasarkan Hasil Asessment & Performance Management

Kejelasan Perencanaan Karir bagi para talent… SMK, TRAINING & JOB HISTORIES Kandidat Psikotest Asessment Identifikasi Talent Tidak Talent ? Ada PROGRAM PEMBINAAN Tim Evaluasi Program & Pemilihan Kandidat Fast Track Ya Kandidat Pimpinan Gagal KELUAR (Normal Track) Monitoring, Coaching & Councelling Belum Middle Track

PENGERTIAN COACHING SUATU PROSES BIMBINGAN KERJA DIMANA SESEORANG (ATASAN) MELAKUKAN USAHA SISTEMATIS MELALUI DISKUSI LANGSUNG, KEGIATAN-KEGIATAN TERARAH DAN MEMAKAI SARANA TUGAS SEHARI-HARI UNTUK MENINGKATKAN PRESTASI KERJA ANAK BUAHNYA.

COACHING & COUNSELING COACHING > JOB PERFORMANCE KEMAMPUAN KERJA (PENGETAHUAN, KETERAMPILAN DAN SIKAP) COUNSELING > NON JOB PERFORMANCE MASALAH PRIBADI

Leaders Development Program……. . Terdapat kejelasan program pengembangan pimpinan sebagai akselerasi program Sucession Planning Sunarwa, Leveraging Human Capital for Business Excellence, Sespibank-LPPI, Jakarta, 2011

CONTOH SISTEM MANAJEMEN KARIR ……. . …. LEVEL RUMPUN BISNIS (Business Cluster) FUNGSIONAL SENIOR LEVEL MID LEVEL FIRST LINE STRUKTURAL RUMPUN PENDUKUNG (Support Cluster) FUNGSIONAL STRUKTURAL

Metode Pengembangan Talenta…. . PRACTISES RESEARCH Course 70% On The Job Mentoring & Coaching 20% Mentoring & Coaching On The Job 10% Course Sumber : Center of Creative, 2010 Sunarwa, Leveraging Human Capital for Business Excellence, Sespibank-LPPI, Jakarta, 2011

Talent Development Strategy Kesalahan Umum : • Tidak terkait dengan strategi bisnis. • Didesain hanya ketika ada Posisi Lowong. • Line Manajer kurang mengetahui talent pool. • Kurangnya rasa kepemilikan dari manajemen puncak atas program pengambangan talenta. Sunarwa, Leveraging Human Capital for Business Excellence, Sespibank-LPPI, Jakarta, 2011

Performance Management & Reward Sistem Performance Management Pegawai…. . Fokus pd pelanggan dan bisnis RJP Kebijakan Umum Direksi RKAP Balance scorecard Quarterly Feedback Kertas Kerja SMK Arah Kompetensi SKI Kompetensi Individu konseling EVALUASI REALISASI Feedback SKU Observasi Atasan Langsung Nilai Kompetensi SKI Feedback Sunarwa, Leveraging Human Capital for Business Excellence, Sespibank-LPPI, Jakarta, 2011 INSENTIF KARIR Basic Allowance TRAINING

Performance Management & Reward Sample : Siklus Penyusunan Sistem Manajemen ……. . …. ca na re n Pe ian la ni Januari - Pebruari Kinerja Pe Penilaian Kinerja • Memberikan umpan ballik mengenai keseluruhan kinerja • Membandingkan antara kinerja aktual vs kinerja yang diharapkan • Mengidentifikasi bidang yang perlu dikembangkan Sunarwa, Leveraging Human Capital for Business Excellence, Sespibank-LPPI, Jakarta, 2011 Bimbingan Oktober - Desember an Perencanaan Kinerja • Menetapkan target kinerja sesuai dengan rencana bisnis • Persetujuan bersama untuk memperoleh rasa memiliki dan komitmen Bimbingan Kinerja • Diskusi yang berkelanjutan dukungan untuk mencapai obyektif • Pemberian umpan balik • Diskusi Bimbingan yang formal Januari - Desember

Key Success Factor…. . Melakukan Komunikasi dalam menyusun Business Performance… 1. Mengadakan Pertemuan bulanan manajemen melibatkan semua manajer dengan agenda menginformasikan kinerja perusahaan diskusi tentang bagaimana meningkatkan kinerja. 2. Memberikan informasi kepada seluruh karyawan melalui media internal tentang pencapaian kinerja perusahaan periodik. 3. Setiap bulan Divisi/Kantor Wilayah/Kantor Cabang melakukan diskusi tentang pencapaian kinerja di masing-masing bidang. 4. Setiap minggu Divisi/Kantor Wilayah/Kantor Cabang melakukan briefing secara spesifik / per kasus tentang pencapaian kinerja di unit masing-masing. 5. Secara tahunan memberikan reward yang berkaitan dengan pencapaian kinerja keuangan, pelayanan kepada nasabah, percepatan proses dan kinerja pegawai. Sunarwa, Leveraging Human Capital for Business Excellence, Sespibank-LPPI, Jakarta, 2011

Pemberian Reward yang berbeda. . TOP PERFORMER STAR LTI = Long-term incentives ESOP = Employee Share Option Plan MI = Merit Increase AVERAGE POTENTIALCANDIDATE, CAREER PERSON & PROBLEM EMPLOYEE LOW PERFORMER DEADWOOD (MIS FIT)

REMUNERATION MANAGEMENT

POSITION 3 Based Pay Organization Chart Job Analysis Job Description Job Evaluation PERFORMANCE Achievement Target PEOPLE Group Objectives Job Specification Competency Profile Grading Individual Competency Level Pay Structure Position In Range Individual Starting Base Salary New Adjusted Base Salary Individual Work Plan / Performance Contract Performance Appraisal Merit Increase

TUGAS INDIVIDU • BUATLAH MAKALAH MINIMAL 5 s/d 15 HALAMAN. • MAKALAH DIBUAT KERTAS A 4 • SPASI 1, 5 • HURUF Times New Roman 12 TEMA : • PENGEMBANGAN HUMAN CAPITAL MANAGEMENT SEBAGAI UPAYA MENJADIKAN ORGANISASI BERKINERJA TINGGI • STRATEGI PENGEMBANGAN TALENT UNTUK MENINGKATKAN DAYA SAING PERUSAHAAN Catatan : Organisasi/Perusahaan adalah tempat dimana peserta pelatihan berada.