Download - Government Reform BSC
BSC & GOVERNMENT REFORM
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Operations/
Business AcumenPRIMARY COMPETENCIES OF PERFORMANCE CHANGE SPONSORS
Performance Management and BSC Knowledge
Change Management/Influencing Skills
YOUR ROLES AS CHANGE SPONSORS IN PERFORMANCE MANAGEMENT Role IKU Manager as Change Agents Line Managers/Directors as Change SponsorsProviding Satker directions Supporting the systems integrity and utilization
Basic Admin
Preparing the IKU Managing the operations of IKU/Aplikasi Manajemen Kinerja Systems Reporting IKU
Reviewing IKU Performance
Advanced Change Mgmt
Evaluating IKU and continuous alignment with strategyBe a Change Agent for BSC in his Satker
Developing and implementing action plan for improvementsBe a Change Sponsor for Scorecards in his Satker
Operations/
Business AcumenPRIMARY COMPETENCIES OF PERFORMANCE CHANGE SPONSORS
Performance Management and BSC Knowledge
Change Management/Influencing Skills
The best way to achieve your future is to invent it
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* From Robert Kaplan and David Norton
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FACTPublic employees generally dont focus on the outcomes of their work. For one thing, theyve been conditioned to think about process; for another, measures arent always easy to develop. Consequently, they tend to measure their work volume, not their results. If they are working hard, they believe they are doing all they can. Public organizations will need to develop useful outcome measures and outcome reporting.National Performance Review Report, USA, 1993, led by Vice President Albert Gore.
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Sorry... Message for DUMMIES
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EVOLUSI BSC...
Huh...
Coba dulu...
Keren juga...
Susah ngurusin Mulai Strategic orang-orang diseganin... Partner nih... Executive
Huh...
Coba dulu...
Nah.. Ini baru Repot nih, adil. Orang ngumpilin data, yang ga sempat. perform, Ikut review dihargai meeting, banyak lebih. KPIkerjaan nih
Lama2x terbiasa
Jadi Habit
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KPI + Target
Dimana kita sekarang?THEME 1 THEME 2
Dimana kita ingin berada?Financial Perspective
Data Awal KPI
Customer Perspective
Internal Perspective
Learning Perspective
Bagaimana caranya mencapai kesana ?
Inisiatif10
ADAPTING STRATEGY-BASED PMS FRAMEWORK TO NONPROFIT ORGANIZATIONS
Mission
If we succeed, how will we look to our financial donors?
To achieve our vision, how must we look to our customers?
To satisfy our customer, financial donors, and mission, what business processes must we excel at?
To achieve our vision, how must our people learn, communicate, and work together?
Adapted from: The Strategy Focused Organization, Robert S. Kaplan / David P. Norton
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Strategic Theme Improve Competencies of Job SeekersStrategy Map StakeholderObjectiveImproved Job-seekers Competencies
Measure
Target
Initiative
What the strategy is trying to achieve
How performance against the objective is monitored
The level of performanc e of rate of improveme nt needed
Financial
Processes and programs required to reach the target
Efficient Usage of Budget
Balanced Scorecard Objective Measure Target
Action Plan InitiativeInit. Measure & Budget
Internal
Develop Quality Training Materials
Deliver First Class Training
Deliver First Class Training
% Training with Average Feedback 90% Score of 3.5 or higher 5
Trainer Audit completed improvement (Rp xx) audit and training Material development planning Plan completed (Rp xx)
Develop Number of new Quality Training Materials materials devd
Learning
Competent Good News Indo Volunteers 12
ALIGNMENT OF GOALSBI-WIDE
Strategy
Directorate Bagian Tactics Activities Unit Staff
Scorecards, targets, and links to compensation should be cascaded throughout the organization to create a common focus on and awareness of the strategy. Metrics must be relevant to each employee for them to feel connected to the strategy. These connections Make Strategy Everyones Job and enable rapid strategic execution.
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Organization Strategy MapManagement Dashboard
Operating BSC
Vertical Alignment
Supporting BSC
Horizontal Alignment
ALTIUS PMS
Individual Plan
Individual Plan
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FIVE PRINCIPLES OF STRATEGY AND PERFORMANCE FOCUSED ORGANIZATION
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FIVE PRINCIPLES OF STRATEGY AND PERFORMANCE FOCUSED ORGANIZATION (SPFO)COMMITMENT FOR CHANGE (Direction, Leadership and Accountability)Strong commitment from Top Mgt. Strong leadership across organizations in driving change. Presence of Strategy Management Office.
ORGANIZATION LEVEL STRATEGYDefining vision, mission, strategies, targets and strategic initiatives (Balanced Scorecards). Integrating strategy to planning and budgeting.
Strategy Performance Focused OrganizationGOVERNING STRATEGY
CASCADING TO INDIVIDUAL OBJECTIVESCommunication and training of strategy to every level. Linking strategy to goal and reward setting for individuals.
DIVISIONAL STRATEGY ALIGNMENTDivision vertical alignment against organization strategy. Cross-divisional, operationssupport function, horizontal alignment.
Regular strategic performance review (monthly, quarterly, and annually) Organizational Learning Corrective Action from Review Meetings.16
FIVE PRINCIPLES OF STRATEGY AND PERFORMANCE FOCUSED ORGANIZATION (SPFO)
COMMITMENT FOR CHANGE (Direction, Leadership and Accountability)Strong commitment from Top Mgt. Strong leadership across organizations in driving change. Presence of Strategy Management Office.
ORGANIZATION LEVEL STRATEGYDefining vision, mission, strategies, targets and strategic initiatives (Balanced Scorecards). Integrating strategy to planning and budgeting.
Strategy Performance Focused OrganizationGOVERNING STRATEGY
CASCADING TO INDIVIDUAL OBJECTIVESCommunication and training of strategy to every level. Linking strategy to goal and reward setting for individuals.
DIVISIONAL STRATEGY ALIGNMENTDivision vertical alignment against organization strategy. Cross-divisional, operationssupport function, horizontal alignment.
Regular strategic performance review (monthly, quarterly, and annually) Organizational Learning Corrective Action from Review Meetings.
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Great Place to Work
Great Place to Shop
Great Place to Invest
Aligned Reward System sINDIVIDUAL OBJECTIVES What I should do OPERATIONAL GOALS & INITIATIVES What we should do BALANCED SCORECARD Our primary measure of succes & action plan STRATEGY Sets of different or better game plan to achieve our Destination DESTINATION STATEMENTS Our mid to long term objectives that inspire people
ORGANIZATION MISSION, VISION and VALUES Why we exist and where we are heading towards
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CASE STUDY: SEKRETARIAT NEGARA REPUBLIK INDONESIA
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Visi, Misi & Tujuan Strategy Map 2010 2014
Program, Sasaran Hasil (Outcomes), Indikator & Target20
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MISI & VISI BI BANK INDONESIA STRATEGY RDG MAP Menjadi lembaga yang kredibel melalui kebijakan yang efektif sebagai hasil230805Destination Statement BI 2008 Stabilitas ekonomi Stabilitas KeuanganStrategic Focusmakro dgn kebij moneter yg transprn & akuntbl yg Sehat dan Kuat didukung SP yg aman dan efisien
dari peningkatan kompetensi dan kemitraan strategisSP yg intl best practices & mewujudkan less cash society Sinergi dg lingk. eksternal melalui kemitraan strategis utk mendukung pertumbuhan ekonomi/sektor riil
Organisasi yg good governance dgn intellectual & moral leadership
Stakeholder s Eksternal
1. Memelihara Kestabilan Moneter
Keuangan BI2. Memelihara Kondisi Keuangan BI yg Sehat dan Akuntabel 4. Meningkatkan Sistem Perbankan yg Sehat & Efektif serta Sistem Keuangan yg stabil
Proses Pelaksanaan 3. Meningkatkan Tugas BIEfektivitas Manajemen Moneter
5. Memelihara Keamanan, Kehandalan, dan Efisiensi Sistem Pembayaran
SDM, Kultur dan Manajemen Perubahan
7. Memperkuat Institusi BI melalui penciptaan sinergi antara SDM, Informasi, Pengetahuan, dan rancangan Organisasi dengan Strategi BI6. Meningkatkan Efektivitas Pelaksanaan Good Governance
8. Mengarahkan dan Memantau Efektivitas Perubahan Strategis Bank Indonesia
Initiatives
Strategic Objective
Accountability
Risk Mngt Plan KPIs & Targets
FIVE PRINCIPLES OF STRATEGY AND PERFORMANCE FOCUSED ORGANIZATION (SPFO)
COMMITMENT FOR CHANGE (Direction, Leadership and Accountability)Strong commitment from Top Mgt. Strong leadership across organizations in driving change. Presence of Strategy Management Office.
ORGANIZATION LEVEL STRATEGYDefining vision, mission, strategies, targets and strategic initiatives (Balanced Scorecards). Integrating strategy to planning and budgeting.
Strategy Performance Focused OrganizationGOVERNING STRATEGY
CASCADING TO INDIVIDUAL OBJECTIVESCommunication and training of strategy to every level. Linking strategy to goal and reward setting for individuals.
DIVISIONAL STRATEGY ALIGNMENTDivision vertical alignment against organization strategy. Cross-divisional, operationssupport function, horizontal alignment.
Regular strategic performance review (monthly, quarterly, and annually) Organizational Learning Corrective Action from Review Meetings.
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RELATIONSHIP BETWEEN MANAGERIAL EXCELLENCE AND SPFOLevel Of Excellence Of Strategic Management Practices 5.0
4.5BSC Hall of Fame Organizations
4.0Successful (High-Benefit) BSC Users
3.5Low Benefit BSC Users
3.01 Executive Mobilization Practices 2 Strategy Translation Practices 3 Organization 4 Employee Alignment Motivation Practices Practices 5 - Governance Practices
Management Best Practices
Participants rated their level of practice excellence on a 5-point scale (1=We are awful at this, 2=We are not good at this , 3=we are okay at this , 4=We are good at this, 5=We are best practice at this.Source: Adapted from Kaplan, Robert and Norton David, Alignment, Using The Balanced Scorecard To Create Corporate
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ALIGNING ORGANIZATION AND SATKER STRATEGYSTRATEGY MGMTStrategy Objectives Outcome (SH)) VISION, MISSION, W STRATEGIC GOALS S (Tujuan Strategis) T O SO Drivers Organization (BP, People) Strategies External Factors(Environment, Industry CSF) Internal Factors (Distinctive Competencies)
Issues:
DIV COMPETENCIES
Have we aligned Div level VM to Corporate VMV? Does Div level VM support Corporate VMV?
Issues:
Have we cascaded Corporate SO to Div level SOs? Do our Driver SOs support the achievement of Outcome SOs
Strenghts
SO Outcome (SH) SATKER MISSION SO Drivers (BP, People)
Weaknesses
Strategies
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STRATEGY BASED PERFORMANCE, PERFORMANCE BASED BUDGETTINGSTRATEGY MGMTInternal Factors (Distinctive Competencies)
PERFORMANCE MGMTOrganization Strategy Scorecardorganization Strategic Initiatives organization Initiative/Project KPIs
Strategy Objectives Outcome (SH)) Strategic VISION, MISSION, W STRATEGIC GOALS S Measures/ KPIs (Tujuan Strategis) T O SO Drivers Organization (BP, People) Strategies External Factors(Environment, Industry CSF)
Activity-based cost allocation
Routine, OHD Budget Resources
SATKER Strategy ScorecardDIV COMPETENCIESStrenghts
SO Outcome (SH) SATKER MISSION Strategies SO Drivers (BP, People)
KPIs/ Measures
Organization Strategic Initiatives SATKER Strategic Initiatives
Initiative/Project KPIs
Weaknesses
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Initiative Budget Resources
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Menurunkan Peta Strategi dan IKU Setneg ke Tingkat Eselon ISEKRETARIAT NEGARA-wideStrategy Map Internal Analysis
CASE STUDY: SETNEG RI
Echelon 1 Strategy Map
Echelon 1 Matrix Program
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Menurunkan Peta Strategi dan IKU Eselon I ke Eselon IIEchelon 1 Strategy Map Internal Analysis
CASE STUDY: SETNEG RI
Echelon 2 Strategy Map
Echelon 2 Matrix Activity
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FIVE PRINCIPLES OF STRATEGY AND PERFORMANCE FOCUSED ORGANIZATION (SPFO)COMMITMENT FOR CHANGE (Direction, Leadership and Accountability)Strong commitment from Top Mgt. Strong leadership across organizations in driving change. Presence of Strategy Management Office.
COMPANY LEVEL STRATEGYDefining vision, mission, strategies, targets and strategic initiatives (Balanced Scorecards). Integrating strategy to planning and budgeting.
Strategy Performance Focused OrganizationGOVERNING STRATEGY
CASCADING TO INDIVIDUAL OBJECTIVESCommunication and training of strategy to every level. Linking strategy to goal and reward setting for individuals.
DIVISIONAL STRATEGY ALIGNMENTDivision vertical alignment against company strategy. Cross-divisional, business-support function, horizontal alignment.
Regular strategic performance review (monthly, quarterly, and annually) Organizational Learning Corrective Action from Review Meetings.31
SIKLUS MANAJEMEN KINERJAVision, Mission, Strategy Map and KPIs
BALANCED SCORECARDPengembangan (pelatihan, rotasi)
Cascading to Department Scorecards Cascading to Individual Performance Scorecards Rencana kinerja karyawan Ditetapkan untuk satu tahun ke depan
PERENCANAAN Penilaian (merit, bonus, promosi)
EVALUASI Evaluasi kinerja dilakukan setiap triwulan Penilaian kinerja dilakukan setahun dua kali yaitu per semester
MONITORING Monitoring kinerja Pemberian umpan balik, coaching & counseling, dll
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ILLUSTRATING CASCADINGBSC KEMEN KEU WIDESTRATEGY MAP SEKRETARIAT NEGARAVISI : Terwujudnya Sekretariat Negara yang profesional, transparan dan akuntabel dalam rangka memberikan pelayanan prima kepada Presiden dan Wakil Presiden Tujuan 1. Sekretariat Negara yang profesional, transparan dan akuntabelStakeholders: Presiden Wakil Presiden
Program/KegiatanKEGIATAN I :Pelaksanaan koordinasi pengamanan VVIP
Sasaran Keluaran (Output)Terselenggaranya kegiatan koordinasi pengamanan VVIP secara optimal
Indikator1. % kegiatan koordinasi pengamanan VVIP yang sesuai prosedur 2. % kegiatan koordinasi pengamanan VVIP yang tepat waktu 1. % perencanaan dan pengkoordinasian pelaksanaan pengamanan fisik vvip sesuai standar 2. % perencanaan dan pengkoordinasian penyiapan sarana angkut vvip sesuai standar.
Target 2010100%
Target 2014100%
Unit Org. Pel.Biro Operasi dan Pengamanan
Strategic Outcomes
Tujuan 2. Layanan teknis yang prima
Tujuan 3. Layanan administrasi yang optimal
70%
90%
PROGRAM TEKNIS : PROGRAM PENYELENGGARAAN DUKUNGAN TEKNIS DAN ADMINISTRASI KEPADA PRESIDEN DAN WAPRES
Sub Kegiatan 1 : Pelaksanaan koordinasi pengamanan Fisik VVIP
100 %
100 %
Bagian Operasi
Dukungan TeknisStrategic Drivers (Program Teknis)SH-T1. Terwujudnya dukungan kajian yang efektif dan proaktif untuk pengambilan kebijakan
Pelayanan Kerumahtanggaan & KeprotokolanSH-T4. Terwujudnya pelayanan kerumahtanggaan yang prima
Pelayanan Administasi Pejabat Negara, Tanda Kehormatan & LainnyaSH-T7. Meningkatnya dukungan administrasi penganugerahan gelar, tanda jasa & tanda kehormatan SH-T8. Meningkatnya pelayanan administrasi Pejabat Negara, TNI & Polri
100 %
100 %
SH-T2. Meningkatnya dukungan analisis perundangundangan
SH-T3. Terwujudnya hubungan kelembagaan yang harmonis dan sinergis
SH-T5. Meningkatnya pelayanan keprotokolan & koordinasi pengamanan VVIP
SH-T6. Meningkatnya efektifitas penanganan pengaduan masyarakat
Sub Kegiatan 2 : Penyelenggaraan pemberian dukungan adminstrasi pengamanan VVIP Sub Kegiatan 3 : Pelaksanaan koordinasi pengamanan Non Fisik VVIP
% pemberian dukungan administrasi pengamanan VVIP secara tepat waktu
100 %
100 %
Bagian Administrasi Pengamanan
Learning & Growth (Program Generik)
PROGRAM GENERIK I : DUKUNGAN MANAJEMAN DAN PELAKSANAAN TUGAS TEKNIS LAINNYASH-G1. Terwujudnya SDM yang berkualitas
SH-G2. Meningkatnya pengawasan & akuntabilitas kinerja
SH-G3. Terwujudnya transparansi, effisiensi dan efektifitas penyerapan anggaran
PROGRAM GENERIK II : PENINGKATAN SARANA DAN PRASARANA APARATURSH-G5. Meningkatnya ketersediaan prasarana dan sarana
SH-G4. Terwujudnya kelembagaan dan ketatalaksanaan yang efektif
SH-G6. Meningkatnya pemanfaatan teknologi informasi
1. % pengkoordinasian pengmanan sandi dan elektronika VVIP sesuai standar. 2. % pengumpulan dan pengolahan data intelijen yang sesuai standar
100 %
100 %
Bagian Penyelidikan dan Pengamanan
Indikator Sasaran Hasil (Outcome)
Eselon 1
70%
90%
BSC ESELON 1STRATEGY MAP SEKRETARIAT MILITERTUGAS POKOK : 1. Menyelenggarakan pemberian dukungan teknis dan administrasi kepada Presiden dalam melaksanakan kekuasaan tertinggi atas AD, AL dan AU, pelayanan teknis dan administrasi pengangkatan atau pemberhentian dalam jabatan serta kepangkatan perwira AD, AL, AU dan Kepolisian Negara Republik 2. Sekretaris Militer karena jabatannya melaksanakan tugas sebagai Sekretaris Jenderal Dewan Tanda-Tanda Kehormatan Republik Indonesia
Program/KegiatanKEGIATAN I :Pelaksanaan koordinasi pengamanan VVIP
Sasaran Keluaran (Output)Terselenggaranya kegiatan koordinasi pengamanan VVIP secara optimal
Indikator1. % kegiatan koordinasi pengamanan VVIP yang sesuai prosedur 2. % kegiatan koordinasi pengamanan VVIP yang tepat waktu 1. % perencanaan dan pengkoordinasian pelaksanaan pengamanan fisik vvip sesuai standar 2. % perencanaan dan pengkoordinasian penyiapan sarana angkut vvip sesuai standar.
Target 2010100%
Target 2014100%
Unit Org. Pel.Biro Operasi dan Pengamanan
PROGRAM TEKNIS :PROGRAMSH-T2. Meningkatnya dukungan administrasi penganugerahan gelar, tanda jasa & tanda kehormatan
70%
90%
SH-T1. Meningkatnya koordinasi pengamanan VVIP
SH-T3. Meningkatnya pelayanan administrasi TNI & Polri
Sub Kegiatan 1 : Pelaksanaan koordinasi pengamanan Fisik VVIP
100 %
100 %
Bagian Operasi
K1. Pengkoordinasian Pengamanan VVIP
Strategic Drivers (Kegiatan)
K2. Penyelenggaraan Administrasi Penganugerahan Gelar, Tanda Jasa dan Tanda Kehormatan
100 %
100 %
K3. Penyelenggaraan Administrasi Personel TNI dan Polri
K4. Pelaksanaan administrasi umum Sekretariat Militer
K5. Peningkatan fasilitas pendukung kinerja Sekretariat Militer
Sub Kegiatan 2 : Penyelenggaraan pemberian dukungan adminstrasi pengamanan VVIP Sub Kegiatan 3 : Pelaksanaan koordinasi pengamanan Non Fisik VVIP
% pemberian dukungan administrasi pengamanan VVIP secara tepat waktu
100 %
100 %
Bagian Administrasi Pengamanan
Learning & Growth
KP1. Meningkatkan kualitas SDM di Sekretariat Militer
KP2. Meningkatkan pengawasan & akuntabilitas kinerja di Sekretariat Militer
KP3. Meningkatkan transparansi, effisiensi dan efektifitas penyerapan anggaran di Sekretariat Militer
KP4. Meningkatkan pemanfaatan teknologi informasi di Sekretariat Militer
1. % pengkoordinasian pengmanan sandi dan elektronika VVIP sesuai standar. 2. % pengumpulan dan pengolahan data intelijen yang sesuai standar
100 %
100 %
Bagian Penyelidikan dan Pengamanan
70%
90%
Indikator Sasaran Keluaran (Output)
Eselon 2
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BSC ESELON 2Program/KegiatanSTRATEGY MAP BIRO OPERASI DAN PENGAMANANTUGAS : Memberikan dukungan staf dan pelayanan administrasi tentang pengkoordinasian penyelenggaraan pengamanan fisik dan non fisik bagi Presiden dan Wakil Presiden beserta keluarganya, termasuk tamu negara setingkat Kepala Negara/Kepala Pemerintahan negara asing.
Sasaran Keluaran (Output)Terselenggaranya kegiatan koordinasi pengamanan VVIP secara optimal
Indikator1. % kegiatan koordinasi pengamanan VVIP yang sesuai prosedur 2. % kegiatan koordinasi pengamanan VVIP yang tepat waktu 1. % perencanaan dan pengkoordinasian pelaksanaan pengamanan fisik vvip sesuai standar 2. % perencanaan dan pengkoordinasian penyiapan sarana angkut vvip sesuai standar.
Target 2010100%
Target 2014100%
Unit Org. Pel.Biro Operasi dan Pengamanan
KEGIATAN I :Pelaksanaan koordinasi pengamanan VVIP
70%
90%
KEGIATAN
K1. Pengkoordinasian pengamanan VVIP
Sub Kegiatan 1 : Pelaksanaan koordinasi pengamanan Fisik VVIP
100 %
100 %
Bagian Operasi
100 %
100 %
SK1. Pelaksanaan koordinasi penyelenggaraan pengamanan Fisik VVIP
SK2. Penyelenggaraan pemberian dukungan administrasi pengamanan VVIP
SK3. Pelaksanaan koordinasi penyelenggaraan pengamanan Non Fisik VVIP
Sub Kegiatan 2 : Penyelenggaraan pemberian dukungan adminstrasi pengamanan VVIP Sub Kegiatan 3 : Pelaksanaan koordinasi pengamanan Non Fisik VVIP
% pemberian dukungan administrasi pengamanan VVIP secara tepat waktu
100 %
100 %
Bagian Administrasi Pengamanan
Indikator Sub Kegiatan
Eselon 3
Strategic Drivers (Sub-Kegiatan)
Learning & Growth
SKP1. Meningkatkan kualitas SDM di Biro Operasi dan Pengamanan
SKP2. Meningkatkan pengawasan & akuntabilitas kinerja Biro Operasi dan Pengamanan
SKP3. Meningkatkan transparansi, effisiensi dan efektifitas penyerapan anggaran Biro Operasi dan Pengamanan
SKP4. Meningkatkan pemanfaatan teknologi informasi Biro Operasi dan Pengamanan5
1. % pengkoordinasian pengmanan sandi dan elektronika VVIP sesuai standar. 2. % pengumpulan dan pengolahan data intelijen yang sesuai standar
100 %
100 %
Bagian Penyelidikan dan Pengamanan
70%
90%
Eselon 4 Cascading Matrix
Staff
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1
Strategy Map dan Balanced Scorecard Eselon II-III
&
2
Struktur Organisasi Eselon II-III
3
Uraian Tugas Pokok dan Fungsi
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Tugas Ka.Subag Indikator dari Tugas Ka.Subag
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1
Strategy Map dan Balanced Scorecard Organisasi GNI
2
Struktur Organisasi GNI
3
Uraian Tugas Pokok dan Fungsi
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Strategic Theme Improve Competencies of Job SeekersStrategy Map StakeholderObjectiveImproved Job-seekers Competencies
Measure
Target
Initiative
What the strategy is trying to achieve
How performance against the objective is monitored
The level of performanc e of rate of improveme nt needed
Financial
Processes and programs required to reach the target
Efficient Usage of Budget
Balanced Scorecard Objective Measure Target
Action Plan InitiativeInit. Measure & Budget
Internal
Develop Quality Training Materials
Deliver First Class Training
Deliver First Class Training
% Training with Average Feedback 90% Score of 3.5 or higher 5
Trainer Audit completed improvement (Rp xx) audit and training Material development planning Plan completed (Rp xx)
Develop Number of new Quality Training Materials materials devd
Learning
Competent Good News Indo Volunteers 38
Sasaran Strategis Organisasi GNIPeningkatan Kompetensi Pencari Kerja
KPI & Target Organisasi% Pencari Kerja yang Mendapat Pekerjaan dalam Waktu 6 bulan: 60% % Pencari Kerja yang Lulus setelah Pelatihan: 90% % Deviasi Pengeluaran dibanding Anggaran: 0
Divisi Training Delivery% Pencari Kerja yang Lulus Setelah Pelatihan
Training Design
Penggunaan Budget dengan Efisien
Memberikan Pelatihan Berkualitas Tinggi
% Pelatihan yang Mendapat Nilai min. 3.5 dari Evaluasi Peserta: 90%Jumlah Materi Pelatihan Baru yang Dikembangkan: 3 Jumlah Hari Pelatihan per Sukarelawan GNI
% Pelatihan yang Mendapat Nilai min. 3.5 dari Evaluasi Peserta: 90%Jumlah Materi Pelatihan Baru yang Dikembangkan: 3 Jumlah Hari Pelatihan per Sukarelawan GNI Jumlah Hari Pelatihan per Sukarelawan GNI
Merancang Material Pelatihan yang Berkualitas Tinggi Mengembangkan Kompetensi Sukarelawan di Great News Indonesia (GNI)
Sasaran Strategis OrganisasiPeningkatan Kompetensi Pencari Kerja Memberikan Pelatihan Berkualitas Tinggi Mengembangkan Kompetensi Sukarelawan di Great News Indonesia (GNI)
Divisi Training Delivery% Pencari Kerja yang Lulus Setelah Pelatihan % Pelatihan yang Mendapat Nilai min. 3.5 dari Evaluasi Peserta
Target90%
Bobot40%
90%
35%
Jumlah Hari Pelatihan per Sukarelawan GNI
4
15%
Tugas Pokok/ Job RolesMengelola Administrasi Pelatihan
Divisi Training Delivery% Laporan Pelatihan yang Selesai Tepat Waktu
Target100%
Bobot10%
TENTUKAN INDIKATOR KINERJA UTAMA (KPI)
Identifikasi dan tentukan Indikator untuk setiap Tugas yang diajukan & menjadi tanggung jawab utama pemegang jabatan. Secara umum, pilih 1 2 Indikator untuk setiap Tugas tersebut.
Metode Pemilihan IKU KPI dapat dibedakan menjadi Eksak, Proksi, dan Aktivitas. KPI yang bersifat Eksak adalah ukuran yang ideal untuk mengukur hasil yang diinginkan. KPI Proksi adalah indikator yang tidak akan mengukur hasil secara langsung, tetapi lewat sesuatu yang mewakili hasil tersebut. KPI Aktivitas adalah KPI yang mengukuran jumlah, biaya, dan waktu dari kegiatan-kegiatan yang berdampak terhadap Sasaran yang bersangkutan.41
Exact KPIs All Aspects of the Objective Are Measured
KPI
Objective
Proxy KPIs Limited Aspects of the Objective Are Measur
KPI
Size of Gap
Objective
Activity KPIs Outputs and Inputs
KPI
Size of Gap
Objective42
TIGA JENIS KPI: EXACT, PROKSI DAN AKTIVITASMencapai reputasi yang positif
Illustration Only
Rating kredibiltas Org dimata Publik (E- Exact)
Mengukur Hasil
Achieving
Working Hard
% Jumlah berita negatif tentang Org dimedia-media utama (P- Proxy)
Mengukur Aktivitas
# pertemuan formal & informal dengan pengelola media-media utama # pertemuan formal & informal dengan anggota/komisi di DPR # pertemuan dan diskusi bilateral/ multilateral antara organisasi kita dengan institusi keuangan internasional
(A-Activity)
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PERFORMANCE GRID
Performance
Competency
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LINKAGE TO INDIVIDUAL PERFORMANCE MANAGEMENT
INDIKATOR KINERJASASARAN HASIL/ SASARAN KELUARAN Performance URAIAN JABATAN Hard Aspect (Obyektif)
KOMPETENSI
Soft Aspect (Subyektif )
Competency
PRE-REQUISITE INFRASTRUCTURE TO SET UP INDIVIDUAL PMSUnit Organization Structure and Objectives
Position Description & Competency Profile
Salary & Promotion Structure
PMS IT Application
INDIVIDUAL Performance Management
Reward & Recognition
Proper & Sufficient Motivation & Coaching
Employee Personal Ambition & Capabilities
Proper & Sufficient Employee Development = Systems readiness
= Leadership readiness
Operations/
Business AcumenPRIMARY COMPETENCIES OF PERFORMANCE CHANGE AGENTS
Performance Management and BSC Knowledge
Change Management/Influencing Skills
PERUBAHAN TERJADI
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IMPLEMENTATION: A NEW BEGINNINGMgmt Commitment Structures & Design Automation
DEVELOPMENT
The BSC as a Reporting System for Management
BSC Used a the Focal Point for Decisions at Function Level
Learning Phase
Greater BSC Usage & Acceptance
Mature PhaseAll Members Commitments Business Improvement
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JUST REPORTING AND MEASURING
BURUK MUKA, CERMIN DIBELAHSYNDROME KPI GAME NO LINKAGE TO REWARD SYSTEMS LACK OF LEADERSHIP COMMITMENT
SIGNS OF KPI GAMING ONLY EASY MEASURES ARE BEING REPORTED Mainly activity measures TARGETS ARE ARTIFICALLY SET LOW Making them easy to achieve and show Green Traffic Lights
50
CHALLENGES OF A CHANGE AGENT...
51
GOVERNANCE WITH BALANCED SCORECARD
52
MENGELOLA STRATEGI DAN KINERJA DENGAN BSCStrategy Re-definition (Annual Strategy Review Forum)
Annual Review (Top Mgmt Team)
Strategic Scorecard Quarterly Review (Top Mgmt Team)
Internal Directorate Scorecard Monthly Review (Directors & Team)
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MAKE PERFORMANCE VISIBLE
54
And CELEBRATE
55
The Leader Communicating Strategy
The Manager Monitoring Performance
Initiative for standardization and continuous improvements Equilibrium PointFinancial Perspective
Strategic ObjectivesFinancialF1 - Improve Returns F2 - Broaden Revenue Mix F3 - Reduce Cost Structure
Measures Return on Investment Revenue Growth Deposit Service Cost Change
Targets 15% +10% -5%
Initiatives Finance 2000
Global Re-Engineers
Customer Perspective
C1 - Increase Customer Satisfaction With Our Products & People
Share of Segment
20%
Internal Perspective
Internal
The Right STANDARDIZATION: Competency (e.g. ISO, HACCP, GMP) MixIMPROVEMENT: (e.g. Six Sigma, 5S, BPR, CRM )
Custome r
Sales & marketing Reorganization & Training
C2 - Increase Satisfaction After the Sale
Customer Retention
95%
I1 - Understand Our Customers I2 - Create Innovative Products I3 - Cross-Sell Products I4 - Shift Customers to CostEffective Channels I5 - Minimize Operational Problems I6 - Responsive Service
New Product Revenue Cross-Sell Ratio Channel Mix Change Service Error Rate Request Fulfillment Time
10% 9% TBD