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‘BUILDING A HIGH PERFORMANCE

CULTURE’

Overall Goals• Think....

– How to think differently about driving performance.

• Behave…– Be able to do something that makes a difference

in business results

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High Performance Culture

Where achieving more is away of life for everyone

HPC LPC

DIFFERENT CULTUREDIFFERENT RESULTS

WEALTH

wealth

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The challenge today

HOW TO GET ALL MANAGERS TO LEAD AND LIVE THE HIGH

PERFORMANCE CULTURE

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WHOSE RESPONSIBILITY ? YOURS! WHY? because you are the leaders

You cannot let the 12,000 ‘petugas’ down

WHERE WE WANTTO BE?

Fokus SemasaKPI KUMPULAN

30% of total revenue to be derived from oleochemicals derivatives or

specialty fats

Increase Productivity:• OER: 20% to 23%

• FFB yield: 20 MT - 25 MT• Increase oil per hectare:

3.3 MT to 4.8 MT per hectare

Double PBT from RM500 million to RM1 billion (CAGR of 14.9%)

2015:PBT

RM1Bill

2010

2015:OER 23%

FFB 25 MTOil per

hectare 4.8 MT

2015:30%

DOWNSTREAM REVENUE

WHERE ARE WE NOW?

HOW TO MANAGE THE GAP?

PERANAN KITA SEBAGAI PETUGAS

Concern Vs Influence ?

Tumpuan kepada :

concern (tidak mampu ubah) atau

…………… influence ( mampu ubah) ?

Perkara yang mampu kita buat :

• Semua tandan masak dituai.• Semua buah relai dikutip.• BTS di bawa ke kilang dalam masa 24 jam.• Mengelakkan pembaziran.• Semua pokok sawit menerima baja.

Tumpu kepada usaha untuk tingkatkan OER.Peningkatan 1% OER akan menambahkan keuntungan sebanyak RM………?????

ISU-ISU UTAMA PERLAKSANAAN PMS

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KPIs• KPI sediada ( syarikat & individu) tidak stretch

bagi memacu syarikat kumpulan ke arah kemajuan berterusan.

• KPI mudah dicapai.• Tiada perbincangan / persetujuan bersama

( antara pgw. penilai dgn petugas dinilai ) tentang matlamat KPI.

Penilaian Prestasi

Isu Keterangan

Mengurus non-

Performers

• Non-performers tidak diurus dengan berkesan. Mereka tidak diberikan indikasi dan dipantau untuk memperbaiki prestasi.

• Non-performers terus kekal dalam syarikat walaupun telah dikenalpasti dan telah mengikuti program PIP ( tetapi prestasi kerja masih sama ).

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• Purata tambahan 0.25% dalam OER tahun ke setahun.

• Pengurus cenderung untuk melaporkan bahawa direct reports mereka mencapai sasaran KPI.

Contoh

• Tiada tindakan konkrit kepada non-performer yang tegar.

• Target yg diberi kepada direct reports mudah dicapai.• Pengurus lebih fokus kepada untuk jadi popular

berbanding untuk memberi penilaian yang tepat dan telus.

• Tiada /kurang feedback kepada direct report – berlaku kejutan di akhir tahun.

CUBA FIKIRKAN…….

• Bagaimana kita boleh dapat markah KPI lebih dari 3 (malah 4 dan 5 !) sedangkan Syarikat tak capai KPI 3.

• Prestasi kumpulan juga(eg. OER & BTS) tak setara dengan pemain lain dalam industri.

• Sepatutnya markah KPI kita tak boleh lebih dari 3.

CUBA FIKIRKAN……

• Pretasi kita tak setara tapi bonus yang dibayar kepada kita setara ( malah lebih baik) !

• Tahun 2012, Felda Global akan menjadi Public Listed Company !

This takes courage, but…..

“Whoever accepts mediocrity is a person who makes compromises.

And when the leader makes a compromise, the rest of the company does too.”

Charles Knight d’EmersonChairman, Emerson Electric

What gets rewarded, gets done.

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RESULT FOCUSED (FOCUS ON THE WILDLY IMPORTANT)

Crystal Clear( Only 3-4 KPIs because people can

only execute 3-4 goals with excellent at any one time)

Currently to many KPIs .Hard to focus.

Need to differentiate between Lag Indicator and

Lead Indicator.

How many of you have received an honest, straight-between-the eyes feedback session in the past year, where you come out

knowing exactly what you have to do to improve and where you stand in the organization.

Answer : Very few.

That’s not just bad- it’s terrible. (Jack Welch, Winning)

Carrying a manager title but does not perform the managerial

responsibility.

Are our managers working at the wrong leadership level?

Basic Principle

Getting results through comprehensive Enterprise Leadership & Statesmanship.

Getting results through Business Managers.

Getting results through comprehensive business management.

Getting results through a function.

Getting results through managers.

Getting results through others.

Getting results through personal effort.

Scope and Complexity Increases

The Leadership Pipeline model provides a framework upon which organizations can be built while reconfiguring old ones. At each passage a person has very specific values, compulsory skills, and necessary time applications.

Passage One: First-Time ManagementINDIVIDUAL CONTRIBUTOR

(Managing Self)Vs FIRST-LINE MANAGER

(Managing Others)

Skills Skills• Technical or professional proficiency• Team play• Relationship building for personal benefits, personal results• Using company tools, processes, and procedures

• Planning – projects, budget, workforce• Job design• Selection (of people)• Delegation• Performance monitoring• Coaching and feedback• Performance measurement• Rewards and motivation• Communication and climate setting• Relationship building up, down, sideways for the unit’s benefit• Acquisition of resources

Time Application Time Application• Daily discipline – arrival, departure• Meeting personal due dates for projects – usually short-term by managing own time.

• Annual planning – budgets, projects• Making time available for subordinates – both at your request and at theirs• Setting priorities for unit and team• Communication time with other units, customers, suppliers

Work Values Work Values• Getting results through personal proficiency• High-quality technical or professional work• Accepting the company’s values

• Getting results through others• Success of direct reports• Managerial work and disciplines• success of unit• Self as manager• Visible integrity

Markah competencies yang kita berikan kepada direct report kita mengambarkan……..

• Jika kita beri 3 – mengambarkan direct report kita mempunyai competecies yang mencukupi dalam melaksanakan tugasnya pada gred jawatan sekarang (current job gred).

• Jika kita beri 4 – dia telah menguasai 50% daripada kemahiran kita.

• Jika kita beri 5 – kita mengakui dia telah kuasai 100% kemahiran kita dan besedia untuk ambil-alih jawatan kita ( kita perlu kosongkan jawatan ).

MOVING FORWARD

3 Modes of Organizational CultureCONTINUOUS

IMPROVEMENT

STAGNANT

DEGENERATIVE

Time

INSPIRING A PERFORMANCE CULTURE

How to inspire this?

Cultural Unity and Performance

HIGH

 

 

 

MED

 

 

 

LOW       MED       HIGH

• A firm may have strong unified culture but drop in performance ( Path B). Another firm with strong culture sees its performance rise ( Path A )

• Mere cultural consensus is not enough: it must be the right culture.

• Path B – may have wrongly focused their culture on honoring and maintaining traditions, rather than changing to new norms: may focused heavily on internal processes & encourage one size fits all approach.

• Path A – focused their culture on responsiveness, meeting changing business environment, valuing diversity, reinventing the corporation, and constantly reassessing and rebuilding culture.

• Path B – stuck in their past, fail to renew themselves for the future.

Path A

Path B

CULTURAL UNITY

PERF

ORM

ANCE

Source (Dave Ulrich, 1997, HR Champions)

So we mapped the Performance Process

Poor Performer Solid Performers High Performer

ORGANIZATION’SAVERAGE

PERFORMANCE

NORMAL DISTRIBUTION CENTERED

ENCOURAGE ENCOURAGEENCOURAGE

ENCOURAGE

WE HAVE TO MAKE THE CHOICE……… NOW.

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Felda Global not justa company but

A NATIONAL AGENDA

……where all stakeholders are banking on us to MAKE IT HAPPEN.

With great power comes great responsibility

As a leader:You …..set the bar for your team’s performanceYou …..motivate your teamYou ......judge individual performancesYou …..dispense the rewards as you see fit; but also,You …..explain/defend your decisions

OVER TO YOU “THE CREATORS” OF FELDA GLOBAL’S

TOMMORROW

The future of FELDA GLOBAL is in your hearts your minds your hands

THANK YOU