high performance culture

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BUILDING A HIGH PERFORMANCE CULTURE

Overall Goals

Think....How to think differently about driving performance.

BehaveBe able to do something that makes a difference in business results

3 High Performance Culture

Where achieving more is away of life for everyone

HPCLPCDIFFERENT CULTUREDIFFERENT RESULTSWEALTHwealth

5The challenge today HOW TO GET ALL MANAGERS TO LEAD AND LIVE THE HIGH PERFORMANCE CULTURE

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

You cannot let the 12,000 petugas down

WHERE WE WANTTO BE?

Fokus Semasa

KPI KUMPULAN30% of total revenue to be derived from oleochemicals derivatives or specialty fats Increase Productivity:OER: 20% to 23% FFB yield: 20 MT - 25 MTIncrease 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 RM1Bill20102015:OER 23%FFB 25 MTOil per hectare 4.8 MT2015:30% DOWNSTREAM REVENUE

WHERE ARE WE NOW?

HOW TO MANAGE THE GAP?

PERANAN KITA SEBAGAI PETUGASConcern 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 PMS13KPIsKPI 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-PerformersNon-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 ).

123Purata tambahan 0.25% dalam OER tahun ke setahun.

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

ContohTiada 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 dEmersonChairman, Emerson Electric

What gets rewarded, gets done.

18RESULT 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.

Thats not just bad- its 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 PrincipleGetting 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 IncreasesThe 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)VsFIRST-LINE MANAGER(Managing Others)

SkillsSkills 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 units benefit Acquisition of resourcesTime ApplicationTime 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, suppliersWork ValuesWork Values Getting results through personal proficiency High-quality technical or professional work Accepting the companys 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

25

3 Modes of Organizational Culture

CONTINUOUSIMPROVEMENTSTAGNANTDEGENERATIVETimeINSPIRING A PERFORMANCE CULTUREHow to inspire this?

Cultural Unity and PerformanceHIGHMEDLOWMEDHIGH

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 APath BCULTURAL UNITYPERFORMANCESource (Dave Ulrich, 1997, HR Champions)

So we mapped the Performance ProcessPoor PerformerSolid PerformersHigh PerformerORGANIZATIONSAVERAGE PERFORMANCE

NORMAL DISTRIBUTION CENTERED

ENCOURAGE

ENCOURAGE

ENCOURAGE

ENCOURAGE

WE HAVE TO MAKE THE CHOICE NOW.

30Felda Global not justa company but A NATIONAL AGENDAwhere 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 teams 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 GLOBALS TOMMORROWThe future of FELDA GLOBAL is in your hearts your minds your hands

THANK YOU