HR–HUMAN CAPITAL SCORECARD · PDF fileMenyebarluaskan tata-nilai bisnis yang menjamin...

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HRHUMAN CAPITAL SCORECARD TEKNIK PENYUSUNAN KPI HR OP 18 Fe PENSOU ebruari 2 Swiss German University BSD CITY - Serpong Tangerang URCES 2012

Transcript of HR–HUMAN CAPITAL SCORECARD · PDF fileMenyebarluaskan tata-nilai bisnis yang menjamin...

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 CHALLENGES & OPPORTUNITYHR CHALLENGES & OPPORTUNITY

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 ????????

HR SCORECARD DIMULAI DARI SINI

•• First Who then WhatFirst Who then What

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

Be

the

com

mu

nit

yh

osp

ital

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

WORKOUT !WORKOUT !HR STRATEGY MAPPINGHR STRATEGY MAPPING

Key Performance Indicators - KPI’s

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