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HR–HUMAN CAPITAL SCORECARDTEKNIK PENYUSUNAN KPI HR
OP
ENSO
UR
CES
18
Feb
rua
riH
RO
PEN
SOU
RC
ESFe
bru
ari
20
12
Swiss German UniversityBSD CITY - Serpong Tangerang
HR
OP
ENSO
UR
CES
20
12
AgendaAgenda
SCHEDULE AGENDA REMARK
09.00-09.15 Perkenalan: HR-Opensources OC Jakarta09.00-09.15 Perkenalan: HR-Opensources OC Jakarta
09.15-10.30 Desain HR Strategy Map Bima
10.30.10.45 Networking Break
10.45-12.00 WORKOUT Participants
12.00-13.00 Lunch Break
13.00-14.00 HR – Human Capital KPI Bima13.00-14.00 HR – Human Capital KPI Bima
14.00-15.00 WORKOUT Participants
15.00 Closing & Networking Break OC Jakarta
HR MULTIPLE ROLES
KemanapunKemanapun HRHR melangkahmelangkah, 4, 4 peranperan ituitu akanakan selaluselalu munculmuncul (Prof. Dave(Prof. Dave UrichUrich))ApakahApakah simptomsimptom kesuksesankesuksesan vsvs kegagalankegagalan peranperan HRHR didi dalamdalam perusahaanperusahaan ????????
ELEMEN UTAMA BALANCED (HR) SCORECARD
Objectives Milestones Accountable Resource Alloc.Targets InitiativesMeasuresVisionMission
Longer Term (3-5 year) View Shorter Term (Annual) View
Strategy and Map
• Provide • % new • Learning
Inte
rnal
Lear
nin
gC
ust
om
er
• HR • $ xxxx
Resource Alloc.
• Providepersonalizedcare
• Customersatisfactionsurvey rating
• ‘04 xx%
• Survey draftedby 6/04
• Deadline met
• Mkg. Team • $ xxxx
Top
rovi
de
top
-no
tch
hea
lth
care
too
ur
com
mu
nit
y
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the
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osp
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of
cho
ice
• Service levelspot checkrating
• Electronicnotes project
• Dept. Chairs• Complete by2004
• All patientslogged in
• $ xxxx• Keep patientsinformed
• ‘04 xx%
• ‘05 xx%
• ‘06 xx%Fin
anci
al • Grow high-marginservice
• % revenuefrom high-marginservices
• ‘04 xx%
• ‘05 xx%
• ‘06 xx%
• Developorganization-wide survey
• ‘04 xx%
• ‘05 xx%
• ‘06 xx%
P1
P2
F1
F2
C1
• Providetechnology &resources
• % newtechnologyused by staff
• Learningassessmentproject
Lear
nin
g • HRCommittee
• $ xxxx• ‘04 xx%
• ‘05 xx%
• ‘06 xx%
• Deadline met
Top
rovi
de
top
Be
the
com
mu
nit
yh
osp
ital
of
cho
ice
Strategy
“Leadership”
Tactics
“Management”
L4
HR SCORECARD METHODOLOGY
VISION / MISION / VALUES
STRATEGIC THEMES
BUILD A STRATEGY MAP
DESIGN THE KEY PERFORMANCE INDICATORS
PERFORMACE
MONITORINGSET TARGETS & STRATEGIC INITIATIVES
&
ANALYSIS
AUTOMATE & IMPLEMENT THE SCORECARD
Organization Profile [1]
Vision
Menjadi suatu institusi perguruan tinggi yang berwawasan global dan sejalan dengankepentingan nasional, berbasis teknologi ramah lingkungan, serta menghasilkankepentingan nasional, berbasis teknologi ramah lingkungan, serta menghasilkantechnopreneur dengan kompetensi yang berkualitas internasional.
Mission
1. Memberikan kontribusi pada pembangunan nasional dalam upaya memperluaslapangan kerja dan penyediaan SDM unggulan.
2. Melaksanakan pendidikan akademis di bidang manajemen dan teknologi yangbertaraf internasional.
3. Mendidik mahasiswa unggulan dari seluruh nusantara menjadi technopreneur yangmampu meningkatkan nilai tambah sumber daya dalam negeri.mampu meningkatkan nilai tambah sumber daya dalam negeri.
4. Menyelenggarakan riset unggulan dan pelatihan eksekutif yang bekerjasama denganlembaga Research & Development (R&D) dan instansi pendidikan internasional.
5. Menyebarluaskan tata-nilai bisnis yang menjamin keberlanjutan usaha berbasislingkungan serta meningkatkan kesejahteraan sosial.
6. Melaksanakan kegiatan pelayanan secara profesional dalam rangka peningkatankesejahteraan masyarakat, serta berperan aktif di dalam modernisasi sistempembangunan di Indonesia.
Organization Profile [2]
We Value
1. Excellence in teaching within high quality, student-centered undergraduate andgraduate education involving active learning and appropriate technology.graduate education involving active learning and appropriate technology.
2. Scholarship and research within applied knowledge and general education.3. Collaborative relationships with business (KUB), industry (KUB), education,
community and government.4. Growth and development of students, faculty and staff through active participation in
a university community.5. Diversity of people, ideas and experiences.6. Active involvement in shared governance, consensus-building, teamwork, open and
effective communication, and respectful, ethical behavior.
Strategy
1. Bekerjasama dengan KUB untuk menyediakan beasiswa prestasi, usaha danlingkungan industri KUB sebagai laboratorium hidup.
2. Menyediakan lingkungan belajar yang berkualitas dengan mengadopsi system dankurikulum berstandar Internasional, fasilitas belajar prima, dan staf pengajarprofessional.
3. Menjaring calon Mahasiswa dari lulusan SMA terbaik.4. Bekerjasama dengan UKM melakukan pengembangan dan praktek entrepreneurship.
Organization Profile [3]
Strategic Theme
1. Offer high quality, challenging academic programs that influence and respond to achanging business environment and society.changing business environment and society.
2. Preserve and enhance our educational processes through the application of activelearning principles.
3. Promote excellence in teaching, research, scholarship, and service to feeder school.4. Recruit and retain a high qualified lecturer population from leading industries.5. Provide responsive, efficient, and cost-effective (educational support) programs and
services.
Organization Chart
Do we have a perfect OC toanswer our vision &mission?
Not a clear job title/position/accountability
Need specific position to handletechnoprenership &
entrepreneurship development
Strategy Map [1], Rektorat
Financial
BudgetEffectiveness
Enrollment(School of
Choice)
“RevenueGrowth”
FoundationDonations Budget
Customer
Operation
ImprovingStudent
Satisfaction
ImprovingAlumni
Satisfaction
ImprovingImprovingStudentLearningResults
Stakeholders-focused Program(Collaborative)
ActiveLearning
IncreasingGraduation
Rate
StudentPlacement
Success
EmployerSatisfaction(industry)
Donations BudgetPriorityFunding
Learning&
Growth
Results
UniversityServicesIT and
Services
IT andInfrastructure
FacilitiesServices
(Collaborative)
Faculty andStaff Moral
ProfessionalDevelopment
(Rect, Ret, Devt.)
= Strategic Objective [Akademik] = Strategic Objective[Non Akademik]
KPI Deployment [1]-Rektorat
No Strategic Objectives KPI Target Measurement KPI Owner
1. Revenue Growth Increase Tuition base 20% IDR or % incremental WaRek NA
Increase One time 20% IDR or in % incremental WaRek NAIncrease One timefunding
20% IDR or in % incremental WaRek NA
2. Budget Effectiveness Budget link to businessPriority
100% CAPEX execution (plan vsactual), in %
WaRek NA
Cost Reduction Program(energy, electricity,water, etc)
_____ %, actual to planning target WaRek NA
3. Enrollment (School of Choice) Growth enrollmentrelative to target
20% %, actual enrollment toplanning target
WaRek NA
4. Foundation Donations Growthdonation/contributionrelative to target
20% %, actual donation toplanning target
WaRek NA
5. Budget Priority Funding Technology Investment 100% %, actual to planning WaRek NA5. Budget Priority Funding Technology Investment 100% %, actual to planningtarget
WaRek NA
E-learning / Webenhance
100% %, actual to planningtarget
WaRek NA
New Lab Investment 100% %, actual to planningtarget
WaRek NA
ProfessionalDevelopment Investment
100% %, actual to planningtarget
WaRek NA
Recruitment &development
100% %, actual to planningtarget
WaRek NA
KPI Deployment [1]-Rektorat
No Strategic Objectives KPI Target Measurement KPI Owner
6. Employer Satisfaction (employer,business and industry)
Employer SatisfactionIndex
100% Conduct survey toemployer on yearly basis,
WaRek AKbusiness and industry) Index employer on yearly basis,
on time in full
Placement rates 100% New alumni 100%absorbed by industry lessthan 6 months
WaRek AK
7. Improving Alumni Satisfaction Quality of instruction 100% Conduct survey, howgraduatesrate the quality of theirinstructors and courses
WaRek AK
Quality of program
Variety of course offered
Variety of instructionalapproach
8. Student Placement Success Graduates employed infield (employment rates)
100% 100% of graduates areplaced into careerpositions
WaRek AK
positions
9. Improving Student Satisfaction Increase studentsatisfaction witheducationalsupport programs andservices
100% Conduct Student OpinionSurvey /feedback withServQual, on time in full
WaRek AK
Computer lab Itperformance
Library Performance
Student Center
Learning Centre
KPI Deployment [1]-Rektorat
No Strategic Objectives KPI Target Measurement KPI Owner
10. Increasing Graduation Rate Increasing GraduationRate
100% Actual to planning target WaRek AKRate
11. Improving Student Learning Results New FreshmenRetention
100% WaRek AK
Competency-basedAssessment
100% Program utilizestandardized assessmentas part of examination
WaRek AK
12. Active Learning Provide active learningexperiences (Co-Op)
100% State-of-the-art facilitiesand course deliverymethods,high quality faculty withrelevant professionalexperience and all studentjoint Co-Op (KUB).
WaRek AK
13. Stakeholders-focused Program Industry Partnership 4 # of Project or MOU on13. Stakeholders-focused Program(Collaborative)
Industry Partnership 4 # of Project or MOU onyearly basis
Technology Transfer
CommunityDevelopment Program
KPI Deployment [1]-RektoratNo Strategic Objectives KPI Target Measurement KPI Owner
14. University Services Provide Cutting-edge,career-orientedprograms
______ number of new programs ,placement success
WaRek NA / AK
Provide High quality,active learning education
______ Percent lab instruction,faculty contact
WaRek NA / AKactive learning educationand instruction
faculty contact
Effective student supportservices
______ E-learning, distant learning WaRek NA / AK
15. Faculty and Staff Moral Foster a collegial,trusting, and tolerantenvironment
______ Conduct climate culturesurvey for improvement onyearly basis and follow upthe result (close the gap)
WaRek NA / AK
Climate Survey follow upto achieve highperformance learningorganization
______
16. IT and Infrastructure FacilitiesServices
Adopt new technologyand continually improveits physical facilities
______ Implement effective capitaland budget planningprocesses to adopt new
WaRek NA / AK
its physical facilities processes to adopt newtechnology and updatefacilities
17. Professional Development (Rect,Ret, Devt.)
Implement recruitmentplan
______ % of faculty engagedorganization,Professional developmentexpenditures
WaRek NA
Implement retention plan
Retain faculty
Increase facultyresearch activities
Promote professionaldevelopment
Strategy Map [2], HRDHR
Outcomes(Right HR Cost
andProfitability)
Budget Effectiveness
High PerformanceLearning
Organization
Profitability)
Customer(C-Sat, E-sat)
Operation(Right HR
Practices &
HighQuality
HRServices
HR Technology andEmployee Self-
Service
Faculty andStaff Moral(Engaged)
GoodProfessional
DevelopmentPracticesPractices &
Technologies)
L&G(Right HR
Professional)
Practices
ImplementHR Manual
& Policy
Professional
Attract &Retain
CompetentHR
Professional
RightMindset and
Culture
KPI Deployment [2]-HRD
No Strategic Objectives KPI Target Measurement KPI Owner
1. High Performance LearningOrganization
Human CapitalCapability Index
>80% %, number people 100%competent in his/herposition (accreditedinternational/national
HRD
international/nationalqualification framework)
Culture / StrategicBehavior Index
>80%
2. Budget Effectiveness Budget link to businessPriority
100% CAPEX execution (plan vsactual), in %
WaRek NAHRD
Cost Reduction Program(energy, electricity,water, etc)
_____ %, actual to planning target WaRek NAHRD
3. Faculty and Staff Moral Foster a collegial,trusting, and tolerantenvironment
______ Conduct climate culturesurvey for improvement onyearly basis and follow upthe result (close the gap)
WaRek NAHRD
the result (close the gap)Climate Survey follow upto achieve highperformance learningorganization
______
4. High Quality HR Services Index of HR ServiceQuality
HRD
5. HR Technology and Employee SelfServices
Adopt new technologyand continually improveits physical facilities
______ Implement effective capitaland budget planning toadopt new technology andupdate facilities
WaRek NA / AKHRD
KPI Deployment [2]-HRDNo Strategic Objectives KPI Target Measurement KPI Owner
6. Good Professional DevelopmentPractices (Recruitment, Retention,Development)
Implement recruitmentplan
______ % of faculty engagedorganization,Professional developmentexpenditures
WaRek NAHRD
Implement retention plan
Retain faculty
Increase facultyresearch activities
Promote professionaldevelopment
7. Implement HR Manual and Policy HR Audit 100% All HR practices arecompliance with Manualand Policy
HRD
% Transaction shifted toself-service terminal
>50%
8. Right Mindset and Culture Mind-set Index >80% No index below 80th
percentileHRD
percentile
9. Attract & Retain Competent HRProfessional
HR Leadership benchstrength
>80% At least 80% criteria arerated at “A” player level
HRD
WHAT ARE KPI’s FOR?
•TO COMMUNICATE STATUS - ACTUAL v TARGET•TO COMMUNICATE STATUS - ACTUAL v TARGET• PLANT LEVEL• BUSINESS LEVEL• WORK STATION LEVEL
•TO DRIVE IMPROVEMENT BY FACT NOT GUESSWORK
•TO HELP PRIORITISE IMPROVEMENT ACTIVITY•TO HELP PRIORITISE IMPROVEMENT ACTIVITY
• A CONTINUAL HEALTH CHECK FOR THE BUSINESS
•TO CONNECT THE CUSTOMER TO THE PROCESS
Key Performance Indicators
ESSENTIAL
• IMPORTANT TO THE VIEWER
• VITAL - AFFECTS THE BUSINESS
• CUSTOMER FOCUSED• CUSTOMER FOCUSED
• DRIVES IMPROVEMENT
Key Performance Indicators
USEFULUSEFUL
• CURRENT - UP TO DATE
• EASY TO UNDERSTAND
• IMPORTANT AND RELEVANT• IMPORTANT AND RELEVANT
• VIEWER CAN CONTRIBUTE• HAS A STAKE• CAN HAVE AN EFFECT (good and bad)
Key Performance Indicators
IMMEDIATE
• URGENCY / OWNERSHIP
• RESPONSIBILITIES DEFINED
• DYNAMIC IMPROVEMENT PLAN• DYNAMIC IMPROVEMENT PLAN
• AUDIT PROCESS - ACTUAL V’s PLAN
• CLEAR OBJECTIVES
Key Performance Indicators
WHAT ARE KPI’s NOT?
• GROUP OF METRICS• GROUP OF METRICS• NOT EVERYTHING WE MEASURE IS A KPI !
• STATISTICS•THESE CAN HELP DEFINE KPI’s
• WORK MEASUREMENT
• A TOOL FOR BLAME
• WALL PAPER
Key Performance Indicators
CHARACTERISTICS OF GOOD KPI
• DYNAMIC• DYNAMIC• WELL MANAGED - ROTATE VITAL FEW• OWNED AND OPERATED BY LOCAL TEAM
• SIMPLE• EASY TO UPDATE - MANUAL
• VISUAL• LOCATED WHERE EASY TO SEE• CHANGES JUMP OUT AT VIEWER
• ENGAGING• ENGAGING• RELEVANT - CREATES TALKING POINT
• STANDARD FORMAT• EASY FOR OUTSIDER TO UNDERSTAND
• FEEDBACK RECORDED AND ACTED UPON
Key Performance Indicators
Business KPI’s
• Safety Performance
• Quality Performance
• Cost Performance
• Delivery Performance
• People Performance
Examples
RAG Colour Coding
REDRED
• Outside of target with no improvementor deteriorating trend.
AMBER
• Inside of target but with deteriorating trend.• Outside of target but with improving trend.• Outside of target but with improving trend.
GREEN
• Inside of target with improving or level trend.
How to Create and Manage KPI’s
IdentifyMonitor Progress
To Plan And TakeCorrective Action
Customersand Suppliers
DeterminePerformance
Drivers
FormImprovement
Teams
CreateImprovement
Plan
Collect Data
Form Team
Define Local
PerformanceIndicators
Score & PrioritiseKEYCollect Data
Train UsersDevelop Format
And ReviewProcess
KEYPerformance
Indicators
Identify Owners
and users
Typical KPI’s
KPI - examplesQuality
Defects(Defects per unit)
Errors(errors per unit)
Target
1 Defects per unit
2 errors per unit(errors per unit)
DeliverySchedule adherence(Hours delta to plan)
Cycle Time(Hours per Unit)
CostManning
2 errors per unit
0 delta (nil Hours behind or ahead of plan)
To be agreed
270 hours per unitManning(man hours per set)
(Cost per unit)
PeopleSkill LevelTraining Hours
270 hours per unit
5,000 per unit
75% people trained to Practitioner Level40 hrs per man per year
Key performance indicators need to be simple and focused
KPI’s
KPI Summary
•Direct relationship to business plan•Direct relationship to business plan
•Communicates progress against plan
•Drives continuous improvement
•Visual - provokes a response
•Effective - simple and easy to understand•Effective - simple and easy to understand
•Ownership - relates to everyone
•Up to date - dynamic management
Contoh-Contoh KPI
Fungsi Recruitment
NO KPI Measure (s)
1 Biaya Recruitment -Biaya Perekruitan per posisi-Average cost per hire-Sourcing Cost
Waktu Recruitment -Rata-rata waktu untuk merekruit(Average Time to fill)-Rasio Internal vs eksternal-Rasio Internal vs eksternal
3 KPI Seleksi Rasio Qualified Candidate vs Resume yangmasuk
4 Efisiensi Recruitment % Hiring Plan
Contoh-Contoh KPI
NO KPI Measure (s)
Fungsi Pelatihan
NO KPI Measure (s)
1 Efektitivas Pelatihan -% Kelulusan-% Competency Gap-Training Plan vs Actual-Training Coverage (%)- Training Hours- Training Satisfaction-Return on Training Investment (ROTI)terhadap Company Objectivesterhadap Company Objectives
2 Biaya Pelatihan -% Realisasi dari upah/gaji- Rata-rata biaya pelatihan per karyawan
Contoh-Contoh KPI
NO KPI Measure (s)
Fungsi Performance Management
NO KPI Measure (s)
1 Pelaksanaan PMS - % Penurunan Individual KPI yangdiselesaikan tepat waktu- % penilaian kinerja yang diselesaikan tepatwaktu
2 Efektivitas PMS -% Coaching Coverage-% Karyawan yg kinerjanya meningkat-% Karyawan yang kinerjanya menurun-% Karyawan yang kinerjanya menurun-% Promosi internal berdasarkan kinerja-% Pelaksanaan IDP key person & Keyposition
Contoh-Contoh KPI
NO KPI Measure (s)
Fungsi Personnel
NO KPI Measure (s)
1 Absensi -% dari total jam absensi yang hilang-Rata-rata jam lembur perdepartemen/shift/regu/orang
2 Tingkat KepuasanKaryawan
- Indeks kepuasan karyawan terhadapfungsi transaksional personnel admin-Indeks rata-rata kepuasan karyawan baru-Employee Turnover-Employee Turnover
3 KetersediaanInformasi TenagaKerja
-Lulus audit internal (ISO) dengan temuan“0”- Ketersediaan demografi usia pekerja- Rata-rata masa kerja- Rata-rata usia pekerja- Rasio Perbedaan IG vs JG vs jumlahpekerja
Contoh-Contoh KPI
Fungsi Kompensasi
NO KPI Measure (s)
1 Efisiensi HumanCapital
-Sales turnover employee- Profitability per employee- Labor Cost per employee
2 Competitiveness -Rata-rata pendapatan karyawan pertahun/bulan, benchmark via salary survey-Rata-rata pendapatan per karyawan-Rata-rata pendapatan per karyawandengan posisi tertentu, benchmark viasalary survey
Contoh-Contoh KPI
Fungsi Hubungan Industrial
NO KPI Measure (s)
1 Efektivitas HubunganIndustrial
- Zero Strike / % Total waktu hilang karenapemogokan.-% Kehilangan waktu karena datangterlambat-% Jumlah kasus PHK penyelesaian bipartitvs PHI-Jumlah keluhan tertulis serikat pekerja-Jumlah keluhan tertulis serikat pekerja-% Penurunan pelanggaran karyawan
2 Komunikasi Internal -Pelaksanaan “Talktime” SP vsManagement- Pelaksanaan Employee Survey- % Progress tindak lanjut employee survey
Contoh-Contoh KPI
Fungsi General Affairs
NO KPI Measure (s)
1 Legal & Permits -% Compliance legalitas perusahaan-% Keterlambatan ijin-ijin perusahaan
2 Welfare - Jumlah complain Canteen- Jumlah complain fasilitas kantor
3 Community -Jumlah complain warga-Pelaksanaan program CSR (plan vs-Pelaksanaan program CSR (plan vsrealisasi)
4 Safety & Security -Pelaksanaan Lost prevention program-Pelaksanaan simulasi safety
5 Cost Reduction -Energy Saving (electricity)-Penggunaan reused material
WORKOUT !WORKOUT !MenurunkanMenurunkan KPI HRDKPI HRD AndaAnda
LihatLihat LebihLebih detildetil didi folder HR KPIfolder HR KPILihatLihat LebihLebih detildetil didi folder HR KPIfolder HR KPIDictionaryDictionary sbgsbg referensireferensi