Evaluating Employee Performance Annas Armanto David Christian Nadia Febianita Yohanes Febryanto
Performance Management System Performance Management The process of creating a work environment in which people can perform to the best of their abilities
Performance Appraisals The result of an annual or biannual process in which a manager evaluates an employee‘s performance relative to the requirements of his or her job and uses the information to show the person where improvements are needed and why
STEP 1 Goals Set to align with higher level goals
STEP 2 Behavioral expectations and standards set and then aligned with employee and organizational goals
STEP 6 HR decision making (e.g., pay, promotion, etc.)
Steps in Performance Management STEP 3 On-going performance feedback provided during cycle
STEP 5 Formal review session conducted
STEP 4 Performance appraised by manager
Performance Appraisal Appraisal Programs
Administrative
Developmental
Compensation
Ind. Evaluation
Job Evaluation
Training Career Planning
© 2007 Thomson/South-Western. All rights reserved.
Purposes for Performance Appraisal
© 2007 Thomson/South-Western. All rights reserved.
Why Appraisal Programs Sometimes Fail • • • •
Unclear performance standards Biased ratings because manager lack training Too many time-consuming forms to complete Use of the appraisal programs for conflicting purposes
W Fail H Y ?
Alternative Source of Appraisal
Who Sould Appraise an Employee‘s Performance Manager / Supervisor Appraisal A performance appraisal done by an employee‘s manager and often reviewed by a manager one level higher
Self Appraisal A performance appraisal done by the employee being evaluated, generally on an appraisal form completed by the employee prior to the performance interview
Who Sould Appraise an Employee‘s Performance Subordinate Appraisal A performance appraisal of a superior by an employee More appropriate for developmental than for administrative purposes
Peer Appraisal A performance appraisal done by one‘s fellow employees Generally on forms that are compiled into a single profile for use in the performance interview conducted by the employee‘s manager
Who Sould Appraise an Employee‘s Performance Team Appraisal A performance appraisal that recognizes team accomplishment rather than individual performance
Customer Appraisal A performance appraisal from both a firm‘s external and internal customers
Appraisals Interview • Gives manager the opportunity to discuss subordinate’s performance record and to explores areas of possible improvement growth Tell-and-Sell Interview -
Persuade to change Require new behaviors Use motivational incentives
Tell-and-Listen Interview
Appraisals Interview
-
1st part: Communicates strong and week points 2nd part: Explore employee’s feeling
Problem-Solving Interview -
Listening, accepting, and responding Beyond an interest in employee’s feeling
Indofood Sukses Makmur Tbk. PT Panganjaya Intikusuma (1990)
PT Indofood Sukses Makmur (1994)
Visi dan Misi Visi Perusahaan Total Food Solutions
Misi • Memberikan solusi atas kebutuhan pangan secara berkelanjutan • Senantiasa meningkatkan kompetensi karyawan, proses produksi dan teknologi kami • Memberikan kontribusi bagi kesejahteraan masyarakat dan lingkungan secara berkelanjutan • Meningkatkan Stakeholders' Values secara berkesinambungan
Nilai Perusahaan “Dengan disiplin sebagai falsafah hidup; Kami menjalankan usaha kami dengan menjunjung tinggi integritas; Kami menghargai seluruh pemangku kepentingan dan secara
bersama-sama membangun kesatuan untuk mencapai keunggulan dan inovasi yang berkelanjutan.”
Struktur Bisnis
RECRUITMENT
Perekrutan
HR Korporasi
Korporasi
Anak Perusahaan
Operasional hingga Manager ke atas
Manager ke atas
Request CV
HR Anak Perusahaan
-
Manager ke atas
Media Perekrutan
Level Atas •
Level ke Bawah • • E-mail Recruitment Pustaka Internal
Proses Perekrutan
Sortir dan Simpan
(Secara
Umum)
User Request
Review HR
Seleksi CV
Kirim CV ke User
Penjadwalan Interview
Interview User
Interview HR dan Psikotes
Medical Check-up
Tawar Menawar Gaji
Rotasi dan Transfer Sebagai kesempatan peningkatan kemampuan karyawan Pengajuan Rotasi/Transfer
Slot Kosong
Rekomendasi Atasan
Potensi Karyawan
Review
Keputusan Akhir
TRAINING EMPLOYEES
Fasilitas Training Indofood • 3 Trainer untuk Sofskill • Memiliki kerjasama dengan ELI Prasetiya • Mulya serta coaching dari luar • Training Center, Pusdiklat, di Cibodas • Memiliki 2 jenis training – Reguler – Divisi
Strategic Model of Training Phase Needs Assessment 1 •Organization •Task analysis •Person analysis
Evaluation •Reactions •Learning •Behavior •Results Phase Implementation 3 •On-the-job methods •Off-the-job methods •Management development
Phase 2 Design •Instructional Objectives •Trainee •Learning Principles
Phase 4
Needs Assesment for Training Conducting the Needs Assessment
•Organization •Task Analysis •Person Analysis
• Assessment Kebutuhan Grup Indofood untuk menentukan materi yang diberikan • Atasan yang melakukan analisa training yang diperlukan bawahannya • Tidak ada management trainee program
Designing the Training Program • Membuat modul training, untuk softskill terdapat 3 trainer. • Training reguler diadakan oleh pusat, karyawan yang berminat bisa mendaftar • Divisi bisa mengajukan training khusus
Implementing the Training Program Non-managerial – Training dari trainer
Managerial – Program development tersendiri – Memiliki kerjasama dengan Prasetiya Mulya ELI untuk senior manager – Memiliki senior management program dan training dari luar (coaching)
3 Trainer untuk mengcover kebutuhan 80000 karyawan – Berkeliling divisi, apabila mendesak bisa tambah dari luar – Setiap unit memiliki PIC untuk mengurus training – Filling IT trainer dari luar
Evaluation • Setiap training akan ada evaluasi berdasarkan materi • Evaluasi berdasarkan hasil training, tapi tidak dijelaskan lebih dalam
Performance Appraisal
Performance Appraisal di Indofood Penentuan key performance June
Jan Start of the year
Pengukuran performance Dec End of the year
Evaluation
Evaluation
(Consultation & Coaching)
(Consultation & coaching)
Performance Appraisal Appraisal Program
Developmental -
-
Memberikan feedback kepada karyawan Mengidentifikasi kelebihan dan kekurangan Mengetahui pencapaian Membantu karyawan dalam menentukan target Mengevaluasi pencapaian goals karyawan Kesempatan karyawan untuk mendiskusikan permasalahan dalam pekerjaannya Dasar penentuan kebutuhan training Meningkatkan komunikasi Memberikan ruang bagi atasan untuk membantu karyawan
Administrative -
-
Dasar untuk memberikan gaji, bonus, dan promosi / kenaikan grade Pertimbangan dalam melakukan transfer Mengidentifikasi masalah performance dan cara penyelesaiannya Kesempatan karyawan untuk mendiskusikan permasalahan dalam pekerjaannya Mengevaluasi training progam / progres
Why Appraisal Programs Sometimes Fail Biased ratings because manager lack training - Dalam setiap form penilaian, terdiri dari dua bagian, yaitu softskill dan technical - Tiap penilaian memiliki bobot masingmasing - Manager merubah bobot penilaian - Komposisi antara technical dan softskill berbeda dari standar - HR akan kontak ke user atas perbedaan proporsi
W H Y ?
SUPERVISOR OR MANAGER
EMPLOYEE
*Meminta pendapat rakan kerja dari karyawan
Recommendation • Menambah jumlah trainer • Subordinate Appraisal – Appraisal terhadap supervisor/ manager yang dilakukan oleh bawahan – Ke arah developmental • Middle-Out Groups of middle managers who bond together and drive key changes in the organization
