BSC & GOVERNMENT REFORM

Operations/

Business Acumen
PRIMARY 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 Sponsors
Providing 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 strategy

Be a Change Agent for BSC in his Satker

Developing and implementing action plan for improvements

Be a Change Sponsor for Scorecards in his Satker

Operations/

Business Acumen
PRIMARY 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

* From Robert Kaplan and David Norton

FACT
Public 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.

Sorry... Message for DUMMIES

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

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 ?

Inisiatif
10

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

11

Strategic Theme Improve Competencies of Job Seekers

Strategy Map Stakeholder
Objective
Improved 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 Initiative

Init. 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 GOALS
BI-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.

13

Organization Strategy Map

Management Dashboard

Operating BSC

Vertical Alignment

Supporting BSC

Horizontal Alignment

ALTIUS PMS

Individual Plan

Individual Plan

14

FIVE PRINCIPLES OF STRATEGY AND PERFORMANCE FOCUSED ORGANIZATION

15

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 STRATEGY

Defining vision, mission, strategies, targets and strategic initiatives (Balanced Scorecards). Integrating strategy to planning and budgeting.

Strategy Performance Focused Organization

GOVERNING STRATEGY

CASCADING TO INDIVIDUAL OBJECTIVES

Communication and training of strategy to every level. Linking strategy to goal and reward setting for individuals.

DIVISIONAL STRATEGY ALIGNMENT

Division 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 STRATEGY

Defining vision, mission, strategies, targets and strategic initiatives (Balanced Scorecards). Integrating strategy to planning and budgeting.

Strategy Performance Focused Organization

GOVERNING STRATEGY

CASCADING TO INDIVIDUAL OBJECTIVES

Communication and training of strategy to every level. Linking strategy to goal and reward setting for individuals.

DIVISIONAL STRATEGY ALIGNMENT

Division 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.

17

Great Place to Work

Great Place to Shop

Great Place to Invest

Aligned Reward System s

INDIVIDUAL 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

18

CASE STUDY: SEKRETARIAT NEGARA REPUBLIK INDONESIA

19

Visi, Misi & Tujuan Strategy Map 2010 2014

Program, Sasaran Hasil (Outcomes), Indikator & Target

20

21

22

MISI & VISI BI BANK INDONESIA STRATEGY RDG MAP Menjadi lembaga yang kredibel melalui kebijakan yang efektif sebagai hasil230805
Destination Statement BI 2008 Stabilitas ekonomi Stabilitas Keuangan
Strategic Focus
makro dgn kebij moneter yg transprn & akuntbl yg Sehat dan Kuat didukung SP yg aman dan efisien

dari peningkatan kompetensi dan kemitraan strategis

SP 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 BI
2. 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 BI

Efektivitas 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 BI
6. 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 STRATEGY

Defining vision, mission, strategies, targets and strategic initiatives (Balanced Scorecards). Integrating strategy to planning and budgeting.

Strategy Performance Focused Organization

GOVERNING STRATEGY

CASCADING TO INDIVIDUAL OBJECTIVES

Communication and training of strategy to every level. Linking strategy to goal and reward setting for individuals.

DIVISIONAL STRATEGY ALIGNMENT

Division 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.

25

RELATIONSHIP BETWEEN MANAGERIAL EXCELLENCE AND SPFO

Level Of Excellence Of Strategic Management Practices 5.0

4.5
BSC Hall of Fame Organizations

4.0
Successful (High-Benefit) BSC Users

3.5
Low Benefit BSC Users

3.0
1 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

26

ALIGNING ORGANIZATION AND SATKER STRATEGY

STRATEGY MGMT
Strategy 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

27

27

STRATEGY BASED PERFORMANCE, PERFORMANCE BASED BUDGETTING

STRATEGY MGMT
Internal Factors (Distinctive Competencies)

PERFORMANCE MGMT
Organization Strategy Scorecard
organization 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 Scorecard

DIV COMPETENCIES
Strenghts

SO Outcome (SH) SATKER MISSION Strategies SO Drivers (BP, People)

KPIs/ Measures

Organization Strategic Initiatives SATKER Strategic Initiatives

Initiative/Project KPIs

Weaknesses

28

Initiative Budget Resources

28

Menurunkan Peta Strategi dan IKU Setneg ke Tingkat Eselon I

SEKRETARIAT NEGARA-wideStrategy Map Internal Analysis

CASE STUDY: SETNEG RI

Echelon 1 Strategy Map

Echelon 1 Matrix Program

29

Menurunkan Peta Strategi dan IKU Eselon I ke Eselon II

Echelon 1 Strategy Map Internal Analysis

CASE STUDY: SETNEG RI

Echelon 2 Strategy Map

Echelon 2 Matrix Activity

30

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 STRATEGY

Defining vision, mission, strategies, targets and strategic initiatives (Balanced Scorecards). Integrating strategy to planning and budgeting.

Strategy Performance Focused Organization

GOVERNING STRATEGY

CASCADING TO INDIVIDUAL OBJECTIVES

Communication and training of strategy to every level. Linking strategy to goal and reward setting for individuals.

DIVISIONAL STRATEGY ALIGNMENT

Division 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 KINERJA

Vision, Mission, Strategy Map and KPIs

BALANCED SCORECARD
Pengembangan (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

32

ILLUSTRATING CASCADING
BSC KEMEN KEU WIDE
STRATEGY MAP SEKRETARIAT NEGARA
VISI : 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 akuntabel
Stakeholders: Presiden Wakil Presiden

Program/Kegiatan
KEGIATAN I :
Pelaksanaan koordinasi pengamanan VVIP

Sasaran Keluaran (Output)

Terselenggaranya kegiatan koordinasi pengamanan VVIP secara optimal

Indikator
1. % 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 2010
100%

Target 2014
100%

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 Teknis
Strategic Drivers (Program Teknis)
SH-T1. Terwujudnya dukungan kajian yang efektif dan proaktif untuk pengambilan kebijakan

Pelayanan Kerumahtanggaan & Keprotokolan

SH-T4. Terwujudnya pelayanan kerumahtanggaan yang prima

Pelayanan Administasi Pejabat Negara, Tanda Kehormatan & Lainnya

SH-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 LAINNYA

SH-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 APARATUR

SH-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 1
STRATEGY MAP SEKRETARIAT MILITER
TUGAS 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/Kegiatan
KEGIATAN I :
Pelaksanaan koordinasi pengamanan VVIP

Sasaran Keluaran (Output)

Terselenggaranya kegiatan koordinasi pengamanan VVIP secara optimal

Indikator
1. % 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 2010
100%

Target 2014
100%

Unit Org. Pel.

Biro Operasi dan Pengamanan

PROGRAM TEKNIS :
PROGRAM
SH-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

BSC ESELON 2
Program/Kegiatan
STRATEGY MAP BIRO OPERASI DAN PENGAMANAN
TUGAS : 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

Indikator
1. % 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 2010
100%

Target 2014
100%

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 Pengamanan

5

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

33

Strategy Map dan Balanced Scorecard Eselon II-III

&

Struktur Organisasi Eselon II-III

Uraian Tugas Pokok dan Fungsi

34

35

Tugas Ka.Subag Indikator dari Tugas Ka.Subag

36

Strategy Map dan Balanced Scorecard Organisasi GNI

Struktur Organisasi GNI

Uraian Tugas Pokok dan Fungsi

37

Strategic Theme Improve Competencies of Job Seekers

Strategy Map Stakeholder
Objective
Improved 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 Initiative

Init. 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 GNI

Peningkatan 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 Organisasi

Peningkatan 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

Target
90%

Bobot
40%

90%

35%

Jumlah Hari Pelatihan per Sukarelawan GNI

15%

Tugas Pokok/ Job Roles

Mengelola Administrasi Pelatihan

Divisi Training Delivery

% Laporan Pelatihan yang Selesai Tepat Waktu

Target
100%

Bobot
10%

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

Objective
42

TIGA JENIS KPI: EXACT, PROKSI DAN AKTIVITAS

Mencapai 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)

43

PERFORMANCE GRID

Performance

Competency

44

LINKAGE TO INDIVIDUAL PERFORMANCE MANAGEMENT

INDIKATOR KINERJA
SASARAN HASIL/ SASARAN KELUARAN Performance URAIAN JABATAN Hard Aspect (Obyektif)

KOMPETENSI

Soft Aspect (Subyektif )

Competency

PRE-REQUISITE INFRASTRUCTURE TO SET UP INDIVIDUAL PMS

Unit 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 Acumen
PRIMARY COMPETENCIES OF PERFORMANCE CHANGE AGENTS

Performance Management and BSC Knowledge

Change Management/
Influencing Skills

PERUBAHAN TERJADI

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IMPLEMENTATION: A NEW BEGINNING

Mgmt 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 Phase
All Members Commitments Business Improvement

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JUST REPORTING AND MEASURING

BURUK MUKA, CERMIN DIBELAH

SYNDROME 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

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CHALLENGES OF A CHANGE AGENT...

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GOVERNANCE WITH BALANCED SCORECARD

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MENGELOLA STRATEGI DAN KINERJA DENGAN BSC

Strategy 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

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And CELEBRATE

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The Leader Communicating Strategy

The Manager Monitoring Performance

Initiative for standardization and continuous improvements Equilibrium Point

Financial Perspective

Strategic Objectives
Financial
F1 - 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) Mix

IMPROVEMENT: (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 <1% <2 days

QFD Project

Customer Database

Global Service Training Program

Learning

Learning Perspective

L1 - Develop Strategic Skills L2 - Provide Strategic Info L3 - Align Personal Goals

Skills Coverage Employee Satisfaction Revenue per Employee

100% 80%

HRMS Knowledge Management System

PLAN

EXECUTE ACTION

CHECK
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The Leader Communicating Strategy

The Manager Monitoring Performance

Initiative for standardization Equilibrium Point and continuous improvements

Financial Perspective

Strategic Objectives
Financial
F1 - 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) Mix

IMPROVEMENT: (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 <1% <2 days

QFD Project

Customer Database

Global Service Training Program

Learning

Learning Perspective

L1 - Develop Strategic Skills L2 - Provide Strategic Info L3 - Align Personal Goals

Skills Coverage Employee Satisfaction Revenue per Employee

100% 80%

HRMS Knowledge Management System

PLAN

EXECUTE ACTION

CHECK
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The Leader Communicating Strategy

The Manager Monitoring Performance

Initiative for standardization and continuous improvements Equilibrium Point

Financial Perspective

Strategic Objectives
Financial
F1 - 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) Mix

IMPROVEMENT: (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 <1% <2 days

QFD Project

Customer Database

Global Service Training Program

Learning

Learning Perspective

L1 - Develop Strategic Skills L2 - Provide Strategic Info L3 - Align Personal Goals

Skills Coverage Employee Satisfaction Revenue per Employee

100% 80%

HRMS Knowledge Management System

PLAN

EXECUTE ACTION

CHECK
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I believe in luck. The harder you work, the more luck you will have.
Thomas Jefferson

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