Post on 03-Mar-2019
Sejak 2005 Sejak 2009
Mengukur &
Menilai Kinerja
KM & HC
ApresiasiBenchmarking
Survei Net Promotor Score
(NPS)
Mereka adalah karyawan yang:• Memiliki Komitmen tinggi kepada organisasi dan bekerja
dengan sepenuh hati. • Mampu menyelaraskan antara kepentingan individu dan
kepentingan organisasi• Memberikan kontribusi penuh untuk keberhasilan organisasi
dengan segenap pengetahuan dan pemahaman mereka. • Memiliki kepuasan dalam menjalankan pekerjaan mereka. • Ketika recruiter menawarkan pekerjaan mereka akan dengan
halus menolak. • Organisasi perlu menjaga mereka untuk tetap berada pada level
ini.
Mereka adalah karyawan yang:• Memberikan kontribusi yang baik kepada organisasi• Cukup puas dengan pekerjaan mereka. • Kurang mendapatkan apa yang mereka inginkan ditempat kerja
walaupun mereka memahami apa yang menyebabkan kondisiitu terjadi.
• Mereka adalah kontributor yang baik dan memiliki peluanguntuk meninggalkan perusahaan
• Organisasi sebaiknya berinvestasi kepada mereka karenamereka sangat dekat kepada Komitmen sepenuh hati, sehinggamereka dapat memberikan kontribusi lebih baik lagi.
Mereka adalah karyawan yang: • Senang berada diorganisasi, namun mereka belum benar-benar
memberikan kontribusi terbaiknya bagi organisasi. • Saat ini mereka sebatas menjalankan tanggung jawab yang
diberikan kepadanya. • Mereka adalah orang – orang yang perlu diprioritaskan untuk
dikelola agar dapat memberikan kontribusi terbaiknya kepadaorganisasi
Mereka adalah karyawan yang:• Kecewa atau merasa kelelahan. • Merasa senior leader mengambil keputusan yang buruk dan
rekan kerja mereka tidak saling mendukung sehingga bebanterbesar ada dimereka.
• Mungkin pergi, namun jika mereka tinggal mereka kurangmemberikan kontribusi kepada organisasi
Mereka adalah karyawan yang:• Tidak patuh dan cenderung radikal. • Tidak mendapatkan apa yang mereka butuhkan dari
pekerjaannya. • Bersikap skeptis dan jika mereka dibiarkan akan memberikan
pengaruh yang negatif bagi organisasi. • Sulit untuk dilatih agar dapat terikat pada organisasi. • Jika mereka keluar akan menyenangkan semua orang termasuk
dirinya.
32.4%
39.8%
24.7%
2.8%
0.3%
1
3
2Working Challenge
Working Environment
Career Opportunity
25.8% karyawan merekomendasikan perusahaan mereka sebagai tempat
bekerja yang hebat “great work place” dan merekomendasikan perusahaannyakepada orang lain.
Responden yang memberikan NPS negatif, utamanya disebabkan oleh faktor
reward dan learning (sama dengan hasil IHCS 2016).
BUDAYA PERUSAHAAN
PELATIHAN & PENGEMBANGAN
PENGHARGAAN DAN MANFAAT
MANAJEMEN KINERJA
HUMAN CAPITAL INFORMATION
SYSTEM
MANAJEMEN KARIR
MANAJEMEN TALENTA
MANAJEMEN KOMPETENSI
MAN POWER PLANNING
PEREKRUTAN & PENEMPATAN
76.1 75.5 74.4 74.2 74.1
72.4 72.4 72.2 71.3 70.6
75,8
74,8
75,6
75,475,3
76,6 76,2
75,3
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This presentation has been prepared specifically for BNI. The content of this presentation may not be
used,duplicated or transmitted in any form without the written consent from BNI. All rights reserved.
Organization of the
Future
Human Capital Insight
Dr. Alex Denni
Chief Human Capital Officer
The Future is Now!
the world's most popular media
owner creates no content
One of the world's most valuable
retailer, has no inventory
The largest transportation
company, owns no vehicles
The world's largest
accommodation provider,
owns no real estate
What does
The future of Banking look like?
How would the new business model will
disrupt our business?
SkillsPhysical, clerical, knowledge based
Follow the rules/leaderCreativity discouraged
IndividualPersonal work
ProprietaryClosed Systems and no external input
CognitiveRequires critical thinking, ability to learn
CreativeRequires innovative ides, originality
CollaborativeRequires good communication skills
CrowdsourcedRequires teamwork and external input
Blurring of Employee/Work Boundaries
Free Agents
Consultants
Employees
Work, Leisure, HomeEnterprise, Partners,
Supplies, Customers
The Industrial
Corporation< 1950s
Hierarchical
Leadership1960-1980
Collaborative
Management1990
Network of
TeamsToday
Future2020
Operational
Efficiency
Purpose,
Meaning &
Empowerment?
Profit, Growth,
FinancialsCustomer Service,
Employees as Leaders
Mission, Purpose,
Sustainability
Industrial Age People
as WorkersManagement by
Objective
Servant Leadership
Work TogetherEmpower the Team
Andrew Carnegie,
Henry Ford
The Corporation is
King
Jack Welch, Peter
Drucker
The Executive is
King
Howard Schultz,
Steve Jobs
The People are King
Netflix, Google,
The Teams & Team
Leaders are Kings
Trends on HC Functions
PERFORMANCE MANAGEMENT
LEARNING & DEVELOPMENT
SCENARIO PLANNING
PREDICTIVE ANALYTICS
PM LD
SP PA
PERFORMANCE MANAGEMENT
LEARNING & DEVELOPMENT
SCENARIO PLANNING
PREDICTIVE ANALYTICS
PM LD
SP PA
Shift away from “fixing”
performance to enabling
employees to be at their best
Closer link to corporate
culture and values
If ratings aren’t eliminated
altogether then simplify them into
broader categories
Abandon the
performance rating
Use mobile technology to
allow for more immediate and
personalized feedback
Technology to enable,
rather than record
Performance Management will
Evolve, not disappear
One size doesn’t fit all
Different approaches for
different job
Do not use formulas based on
performance ratings to reward
Separate performance
from reward
Develop managers to become better coaches
& mentors. Focus conversations with
employees on capabilities & performance
rather than what went wrong
Enable managers to
become leaders
Becoming a continuous dialogue on
performance, development and coaching
Use metrics &
measureClear philosophy
Goal setting agile,
local and meaningful
Check-ins instead
of annual review
Reduce or eliminate
ratingsSimplifyTrain & develop
managers
Focus on coaching &
development
Redesign
compensation
process
PERFORMANCE MANAGEMENT
LEARNING & DEVELOPMENT
SCENARIO PLANNING
PREDICTIVE ANALYTICS
PM LD
SP PA
Focus on filing gaps in employee’s current job roles
or on specific projects
Tactical Learning
Focus on developing employees’ skills and
capabilities against a best-in-class model through
formal and informal training
Integrated Learning
Focus on integrating all components that affect
human performance
Strategic Learning
01
02
03
Taking the gaming concepts
of new challenges, the
opportunity to fail and a
sense of accomplishment,
GamificationIndividualized learning,
based on each employee
requirement
Personal
Provide learning
opportunities anywhere,
anytime
MobileContextualize element from popular
social media channels to allow team
members to share & collaborate
Social Learning Tools
Delivering short, fast
learning modules (less
than five min)
Bite Size Module
PERFORMANCE MANAGEMENT
LEARNING & DEVELOPMENT
SCENARIO PLANNING
PREDICTIVE ANALYTICS
PM LD
SP PA
It makes sense to look for ways to understand
the future to deal with uncertainty.
Decisions we make today will
have effects years into the
future.
Because the world is increasingly
complex there are few certain
answers or methods.
Full information about the
future is never available.
“Might” happen
(future knowledge)“Could” happen
(current knowledge)
“Likely to” happen
(current trends)
“Want to” happen
(value judgements)
PERFORMANCE MANAGEMENT
LEARNING & DEVELOPMENT
SCENARIO PLANNING
PREDICTIVE ANALYTICS
PM LD
SP PA
Analytics means getting useful information from varied
data; finding, patterns, establishing probabilities in order
to drive better decisions
Advanced Reporting
Operational Reporting
Predictive Analytics
Advanced Analytics
• Reactive reporting of
operational &
compliance measures
• Focus on data
accuracy, consistency
& timeliness
Level
1
Level
2
Level
3
Level
4
• Proactive reporting for
decision making
• Analysis of trends &
benchmarks
• Customizable self
service dashboards
• Statistical analysis to
solve business
problems
• Identification of issues
& actionable solutions
• Centralized staffing &
integrated data
• Development of
predictive models
• Scenario planning
• Integration with
business & workforce
planning
• Data governance
model
Can we really predict the future?
The best way to predict the future is….
Create it!