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PERFORMANCE TRAINING INFO (2)

Info Pelatihan Kinerja

SOME HIGHLIGHT OF THE MATERIALS CONTAINED

IN THE STUDY GUIDE BOOK ON THE TRAINING OF

PERFORMANCE APPRAISAL SYSTEM

Refered to :

General Proposal for The Training Program of

Performance, the main theme: Building the nation from

underdevelopment in the work culture, posted in Web sites

www.widiakertapranata.com on Mei 23 the year 2012, now

we come to you to provide any highlight of training materials.

Please see the highlight are on below.

A. The meaning of the design of Performance AppraisalSystem on the training.

1. System" is a device or tool that built from an amount of

parts that are related to each other, where the inter

relation of those parts produces performance. So the

meaning of the design of performance appraisal system

that is the design for making a device or tool which can

be used to assess, measure, and determine

performance qualification of the personnel subject that

considered in development of human resources.

2. In accordance with the meaning mentioned above, the

subject matter which should be gained on the training

are the understanding of the system and a capabilit y to

creat a performance assessment tool that has a power

to improve quality of human resources which it is easy

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to applied, and effective and efficient in achieving the

target in term of t ime, effort and cost.

3. According to the system of Thomson CSF Cooperation,

the system of performance appraisal is one of the

importance tool in the implementation of HRM policywhich it said the second of management tool and the

other was said t he first of management tool which it

had a responsibility on handling job description, job

evaluation, and job requirement. Therefor studying the

system of performance appraisal is including studying

implementation of HRM policy in general.

B. Purpose and benefit of training.

1. The purpose of performance training has twoobjectives, namely :

First : that is a knowledge, understanding oran insight

About performance appraisal system that is delivered

on the training, that the materials is based upon the

results of a comparative study with the system

of Thomson CSF Cooperat ion, France, which has its

own uniqueness in the field of human resource

development.

Second, a capability that is applicable to the design of

performance appraisal system, to be used as an

assessment tool that had a positive impact on efforts to

improve the performance of manpower and improved

work ethic on the development of human resources.

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2. The benefits gained from the training are twofold :

First, that is an insight, namely in the form of knowledge

or understanding about the performance appraisal that

can be used as a valuable input in the field of humandevelopment, particularly on the performance appraisal

system, which can encourage the workforce to

achieving performance better, because the system has

been designed to effects on remuneration system,

career counseling, development ofpotent ial, and a fair

reward system. On besides, the institutions that

applying the system on the the broad-scale in the long

term wil l be impact on improving the work ethics.

Second, that is an applicable capability. For institutionsthat do not have a standardized scoring system, a

system designed gained on the training can be used as

an example of the assessment model, also can be

applied simultaneously the implementation of HRM

systems in the institution's policy.

Third, as a consequences, therefore, the benefits should

be gained by the trainees there are two objectives,

namly an insight or understanding, and a capability to

applaied the system on the draft ing and theappliacation in the f ield.

Fourth, at last with this understanding are be very

expected to the trainees which carry out the system

from the t raining, should be have a new perspective

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(patt ern of view) in t he field of human resource

development, for more pro-acting in effort s to improve

human resource.

3. So the benefit gained by management board of the

institut ion through the participants on the training, thatis should be an evaluable input for "decisions maker" in

the isnstitut ion in sett ing policies of the institut ion,

particularly in human resource development issues.

Add explanation:

1) In the Thomson system there are two

"management tools" which are they very importance in

the implementation policies of HRM. The first

management tool, that is the handling the processofjob description & job evaluation and "job

requirement" for each type of work from all job tit les.

(note : job requirement is the requirement for t he

abilit y to assume or to run the jobs), where the job

requirements will be used as a basis in determining the

"weight work" (" the weight of the job"), and the weight

of work will be used to establishing policy on the payroll

system.

2) Management of the second tool, that is a"performance assessment" in terms of fostering the

human resources function, as a tool to encourage the

employment have a better achievement, because all t he

rules concerning the rights and obligations of labor

based on "a fair reward system", both associated with

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the payroll system and the system of career ounseling

4 . The role of HRM Manager/ Personnel Manager.

It is not imposible if their role should be viewed as

internal consultants on management board.

1. HRM system as shown in the handbook is very

interesting and challenging for HRM Managers or

Personnel Manager. With the system, managers HRM or

Personnel Manager can be pro-active in improving the

existing procedures in the field of HR construction or the

things that need to repair, among others, related to the

performance assessment system.

2. Even if the board in question has had its ownsystem, then the system acquired through this training

can be a valuable input to improve vision, or used as a

tool in the construction HRM appeal. The most

important way to plan the system has been

understood. Finalize the results of the form of systems

and formats for the purpose of evaluation is not applied

directly, but it as an example of model, even though

these formats are able to be applied by the board as a

consumer.

3. Of great principle with the new vision of humanresources in construction, that vision should be able to

produce persepektif (visual pattern) in the field of

construction of new human resources, that pattern of

view "is more be oriented to appreciation of the value

of accurate performance" in the construction of HRM.

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Therefore, in every progress in building maintenance

should be more oriented to a performance problems.

4. It is undeniable on behind condition today, that our

nation has far from behind in the field of human

resource development compared to other nations thathave been developed. The main constraint is not

independent of the issue of cultural factors, the lack of

"concern" at human resource development efforts

"more be oriented to issues of performance and

appreciation in the value of achievement" . This is a

great challenge for our nation, which is precisely on the

shoulder of HRM Manager that had responsible for t he

birth the idea of change, which must be in line wit h the

policy of "desisions makers", namely the leaders of

both institutions, government agencies like anycompany, from lower level up to the helm.

4. Ultimate goal thet will be gained from the training

of performance.

1. The ideal value contained in the performance

assessment system, management board views in terms

of "real performance value", while the individual labor

views the guarantee of "a fair reward system" both in

terms of employment policy both on wages, would

also in terms of building a career, because the system

has been designed towards them.

2. A very fundamental step toward the creation of the

improvement human resources development as

described above, is to cultivete meaning in each gait

performance in the field of building human resources,

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even though the implementation will be faced with

many obstacles. But precisely therein lies the great

challnge and very interesting for HRM Manager/

Personnel Manager where is basically for the seka of

nation building.

3. In line with the policy of "desisions maker" in theinternal organization is concerned, it is proper if the

HRM Manager and Personnel Manager wherever they

are, to take part, which should ideally be described as

an internal consultant in their institut ions, in an effort t o

improve human resource development.

4. Perhaps is very wise if we stand together with a

slogan in the Handbook, which states: Harnessing

Success by Increasing Performance, and Developing

Nations through the Improvement of Working

Eethos. (Me raih sukses lewat upaya peningkatan

kinerja dan Membangun bangsa melalui perbaikan etos

kerja). With an optimistic attitude, Gods willing, thisslogan sooner or later will become a reality.

The Author/ Instructor

Bandung, Indonesia Widjaja Kartadireja

01/06/2012 Retired the Army

Who is like to concting me in relating the matterof General Proposal for the Performance Training? Please

contact using e-mail widiakertapranata@yahoo.co.id

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