HR–HUMAN CAPITAL SCORECARD
Swiss German University BSD CITY - Serpong Tangerang
HR OPENSOURCES 18 Februari 2012
TEKNIK PENYUSUNAN KPI
Agenda SCHEDULE
AGENDA
REMARK
09.00-09.15
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
12.00-13.00
Lunch Break
13.00-14.00
HR – Human Capital KPI
Bima
14.00-15.00
WORKOUT
Participants
15.00
Closing & Networking Break
OC Jakarta
Participants
HR CHALLENGES & OPPORTUNITY
HR MULTIPLE ROLES
Kemanapun HR melangkah, melangkah, 4 peran itu akan selalu muncul (Prof. Dave Urich Urich)) Apakah simptom kesuksesan vs kegagalan peran HR di dalam perusahaan ????
HR SCORECARD DIMULAI DARI SINI • First Who then What
ELEMEN UTAMA BALANCED (HR) SCORECARD Longer Term (3-5 year) View Strategy and Map
C1
P1 P2
L4
Financial
F2
•
Grow highmargin service
•
% revenue from highmargin services
•
Provide personalized care
•
Customer satisfaction survey rating
•
Service level spot check rating
•
•
Keep patients informed
Provide technology & resources
•
% new technology used by staff
Initiatives
Targets
Measures
Customer
Be the community hospital of choice
To provide top top-notch healthcare to our community
F1
Objectives
Internal
Vision
Learning
Mission
Shorter Term (Annual) View
• • •
‘04 xx% ‘05 xx% ‘06 xx%
• • •
‘04 xx% ‘05 xx% ‘06 xx%
• • •
‘04 xx% ‘05 xx% ‘06 xx%
• • •
‘04 xx% ‘05 xx% ‘06 xx%
Milestones
•
Develop organizationwide survey
•
Survey drafted by 6/04
•
Electronic notes project
•
Complete by 2004 All patients logged in
•
•
Learning assessment project
•
Deadline met
Accountable
•
•
•
Mkg. Team
Resource Alloc.
•
$ xxxx
Dept. Chairs
•
$ xxxx
HR Committee
•
$ xxxx
Strategy
Tactics
“Leadership”
“Management”
HR SCORECARD METHODOLOGY VISION / MISION / VALUES
STRATEGIC THEMES
BUILD A STRATEGY MAP
DESIGN THE KEY PERFORMANCE INDICATORS PERFORMACE MONITORING & ANALYSIS
SET TARGETS & STRATEGIC INITIATIVES
AUTOMATE & IMPLEMENT THE SCORECARD
Organization Profile [1] Vision Menjadi suatu institusi perguruan tinggi yang berwawasan global dan sejalan dengan kepentingan nasional, berbasis teknologi ramah lingkungan, serta menghasilkan technopreneur dengan kompetensi yang berkualitas internasional. Mission 1. Memberikan kontribusi pada pembangunan nasional dalam upaya memperluas lapangan kerja dan penyediaan SDM unggulan. 2. Melaksanakan pendidikan akademis di bidang manajemen dan teknologi yang bertaraf internasional. 3. Mendidik mahasiswa unggulan dari seluruh nusantara menjadi technopreneur yang mampu meningkatkan nilai tambah sumber daya dalam negeri. 4. Menyelenggarakan riset unggulan dan pelatihan eksekutif yang bekerjasama dengan lembaga Research & Development (R&D) dan instansi pendidikan internasional. 5. Menyebarluaskan tata-nilai bisnis yang menjamin keberlanjutan usaha berbasis lingkungan serta meningkatkan kesejahteraan sosial. 6. Melaksanakan kegiatan pelayanan secara profesional dalam rangka peningkatan kesejahteraan masyarakat, serta berperan aktif di dalam modernisasi sistem pembangunan di Indonesia.
Organization Profile [2] We Value 1. Excellence in teaching within high quality, student-centered undergraduate and 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 dan lingkungan industri KUB sebagai laboratorium hidup. 2. Menyediakan lingkungan belajar yang berkualitas dengan mengadopsi system dan kurikulum berstandar Internasional, fasilitas belajar prima, dan staf pengajar professional. 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 a changing business environment and society. 2. Preserve and enhance our educational processes through the application of active learning 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 Not a clear job title/position/ accountability
Do we have a perfect OC to answer our vision & mission?
Need specific position to handle technoprenership & entrepreneurship development
Strategy Map [1], Rektorat Enrollment (School of Choice)
Financial
Customer
Student Placement Success
Foundation Donations
Employer Satisfaction (industry)
Improving Alumni Satisfaction
Budget Effectiveness
Budget Priority Funding
Improving Student Satisfaction Increasing Graduation Rate
Operation
Learning & Growth
“Revenue Growth”
IT and Infrastructure Facilities Services
Improving Student Learning Results
Active Learning
University Services
= Strategic Objective [Akademik]
Professional Development (Rect, Ret, Devt.)
Stakeholdersfocused Program (Collaborative)
Faculty and Staff Moral
= Strategic Objective [Non Akademik]
KPI Deployment [1]-Rektorat No 1.
2.
Strategic Objectives Revenue Growth
Budget Effectiveness
KPI
Target
Measurement
KPI Owner
Increase Tuition base
20%
IDR or % incremental
WaRek NA
Increase One time funding
20%
IDR or in % incremental
WaRek NA
Budget link to business Priority
100%
CAPEX execution (plan vs actual), in %
WaRek NA
Cost Reduction Program (energy, electricity, water, etc)
_____
%, actual to planning target
WaRek NA
3.
Enrollment (School of Choice)
Growth enrollment relative to target
20%
%, actual enrollment to planning target
WaRek NA
4.
Foundation Donations
Growth donation/contribution relative to target
20%
%, actual donation to planning target
WaRek NA
5.
Budget Priority Funding
Technology Investment
100%
%, actual to planning target
WaRek NA
E-learning / Web enhance
100%
%, actual to planning target
WaRek NA
New Lab Investment
100%
%, actual to planning target
WaRek NA
Professional Development Investment
100%
%, actual to planning target
WaRek NA
Recruitment & development
100%
%, actual to planning target
WaRek NA
KPI Deployment [1]-Rektorat No 6.
7.
Strategic Objectives Employer Satisfaction (employer, business and industry)
Improving Alumni Satisfaction
KPI
Target
Measurement
KPI Owner
Employer Satisfaction Index
100%
Conduct survey to employer on yearly basis, on time in full
WaRek AK
Placement rates
100%
New alumni 100% absorbed by industry less than 6 months
WaRek AK
Quality of instruction
100%
Conduct survey, how graduates rate the quality of their instructors and courses
WaRek AK
Quality of program Variety of course offered Variety of instructional approach 8.
Student Placement Success
Graduates employed in field (employment rates)
100%
100% of graduates are placed into career positions
WaRek AK
9.
Improving Student Satisfaction
Increase student satisfaction with educational support programs and services
100%
Conduct Student Opinion Survey /feedback with ServQual, on time in full
WaRek AK
Computer lab It performance Library Performance Student Center Learning Centre
KPI Deployment [1]-Rektorat No
Strategic Objectives
KPI
Target
Measurement
10.
Increasing Graduation Rate
Increasing Graduation Rate
100%
11.
Improving Student Learning Results
New Freshmen Retention
100%
Competency-based Assessment
100%
Program utilize standardized assessment as part of examination
WaRek AK
100%
State-of-the-art facilities and course delivery methods, high quality faculty with relevant professional experience and all student joint Co-Op (KUB).
WaRek AK
12.
Active Learning
Provide active learning experiences (Co-Op)
13.
Stakeholders-focused Program (Collaborative)
Industry Partnership Technology Transfer Community Development Program
Actual to planning target
KPI Owner WaRek AK WaRek AK
4
# of Project or MOU on yearly basis
KPI Deployment [1]-Rektorat No 14.
15.
Strategic Objectives University Services
Faculty and Staff Moral
KPI
Target
Measurement
KPI Owner
Provide Cutting-edge, career-oriented programs
______
number of new programs , placement success
WaRek NA / AK
Provide High quality, active learning education and instruction
______
Percent lab instruction, faculty contact
WaRek NA / AK
Effective student support services
______
E-learning, distant learning
WaRek NA / AK
Foster a collegial, trusting, and tolerant environment
______
WaRek NA / AK
Climate Survey follow up to achieve high performance learning organization
______
Conduct climate culture survey for improvement on yearly basis and follow up the result (close the gap)
16.
IT and Infrastructure Facilities Services
Adopt new technology and continually improve its physical facilities
______
Implement effective capital and budget planning processes to adopt new technology and update facilities
WaRek NA / AK
17.
Professional Development (Rect, Ret, Devt.)
Implement recruitment plan
______
% of faculty engaged organization, Professional development expenditures
WaRek NA
Implement retention plan Retain faculty Increase faculty research activities Promote professional development
Strategy Map [2], HRD High Performance Learning Organization
HR Outcomes (Right HR Cost and Profitability)
Customer
Budget Effectiveness
Faculty and Staff Moral (Engaged)
(C-Sat, E-sat)
High Quality HR Services
Operation
Good Professional Development Practices
(Right HR Practices & Technologies)
L&G (Right HR Professional)
Right Mindset and Culture
HR Technology and Employee SelfService
Implement HR Manual & Policy
Attract & Retain Competent HR Professional
KPI Deployment [2]-HRD No 1.
2.
3.
Strategic Objectives High Performance Learning Organization
Budget Effectiveness
Faculty and Staff Moral
KPI
Target
Human Capital Capability Index
>80%
Culture / Strategic Behavior Index
>80%
Measurement
KPI Owner
%, number people 100% competent in his/her position (accredited international/national qualification framework)
HRD
Budget link to business Priority
100%
CAPEX execution (plan vs actual), in %
WaRek NA HRD
Cost Reduction Program (energy, electricity, water, etc)
_____
%, actual to planning target
WaRek NA HRD
Conduct climate culture survey for improvement on yearly basis and follow up the result (close the gap)
WaRek NA HRD
Foster a collegial, trusting, and tolerant environment
______
Climate Survey follow up to achieve high performance learning organization
______
4.
High Quality HR Services
Index of HR Service Quality
5.
HR Technology and Employee Self Services
Adopt new technology and continually improve its physical facilities
HRD ______
Implement effective capital and budget planning to adopt new technology and update facilities
WaRek NA / AK HRD
KPI Deployment [2]-HRD No 6.
Strategic Objectives Good Professional Development Practices (Recruitment, Retention, Development)
KPI Implement recruitment plan
Target ______
Implement retention plan
Measurement
KPI Owner
% of faculty engaged organization, Professional development expenditures
WaRek NA HRD
All HR practices are compliance with Manual and Policy
HRD
Retain faculty Increase faculty research activities Promote professional development 7.
Implement HR Manual and Policy
HR Audit
100%
% Transaction shifted to self-service terminal
>50%
8.
Right Mindset and Culture
Mind-set Index
>80%
No index below 80th percentile
HRD
9.
Attract & Retain Competent HR Professional
HR Leadership bench strength
>80%
At least 80% criteria are rated at “A” player level
HRD
WORKOUT ! HR STRATEGY MAPPING
Key Performance Indicators - KPI’s
WHAT ARE KPI’s FOR? •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 • 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 • DRIVES IMPROVEMENT
Key Performance Indicators
USEFUL
• CURRENT - UP TO DATE • EASY TO UNDERSTAND • 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 • AUDIT PROCESS - ACTUAL V’s PLAN • CLEAR OBJECTIVES
Key Performance Indicators WHAT ARE KPI’s NOT? • 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 • SIMPLE • VISUAL • ENGAGING
• WELL MANAGED - ROTATE VITAL FEW • OWNED AND OPERATED BY LOCAL TEAM • EASY TO UPDATE - MANUAL • LOCATED WHERE EASY TO SEE • CHANGES JUMP OUT AT VIEWER
• 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 RED • Outside of target with no improvement or deteriorating trend. AMBER • Inside of target but with deteriorating trend. • Outside of target but with improving trend. GREEN • Inside of target with improving or level trend.
How to Create and Manage KPI’s Monitor Progress To Plan And Take Corrective Action
Identify Customers and Suppliers
Form Improvement Teams
Determine Performance Drivers
Form Team
Create Improvement Plan
Define Local Performance Indicators Score & Prioritise KEY Performance Indicators
Collect Data
Train Users
Develop Format And Review Process
Identify Owners and users
Typical KPI’s KPI - examples Quality Defects
(Defects per unit)
Errors
(errors per unit)
Delivery Schedule adherence
Target 1 Defects per unit 2 errors per unit
0 delta (nil Hours behind or ahead of plan)
(Hours delta to plan)
Cycle Time (Hours per Unit)
Cost
Manning (man hours per set) (Cost per unit)
People Skill Level Training Hours
To be agreed
270 hours per unit 5,000 per unit 75% people trained to Practitioner Level 40 hrs per man per year
Key performance indicators need to be simple and focused
KPI’s KPI Summary •Direct relationship to business plan •Communicates progress against plan •Drives continuous improvement •Visual - provokes a response •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
3
KPI Seleksi
Rasio Qualified Candidate vs Resume yang masuk
4
Efisiensi Recruitment
% Hiring Plan
Contoh-Contoh KPI 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 Objectives
2
Biaya Pelatihan
-% Realisasi dari upah/gaji - Rata-rata biaya pelatihan per karyawan
Contoh-Contoh KPI Fungsi Performance Management NO
KPI
Measure (s)
1
Pelaksanaan PMS
- % Penurunan Individual KPI yang diselesaikan tepat waktu - % penilaian kinerja yang diselesaikan tepat waktu
2
Efektivitas PMS
-% Coaching Coverage -% Karyawan yg kinerjanya meningkat -% Karyawan yang kinerjanya menurun -% Promosi internal berdasarkan kinerja -% Pelaksanaan IDP key person & Key position
Contoh-Contoh KPI Fungsi Personnel NO
KPI
Measure (s)
1
Absensi
-% dari total jam absensi yang hilang -Rata-rata jam lembur per departemen/shift/regu/orang
2
Tingkat Kepuasan Karyawan
- Indeks kepuasan karyawan terhadap fungsi transaksional personnel admin -Indeks rata-rata kepuasan karyawan baru -Employee Turnover
3
Ketersediaan Informasi Tenaga Kerja
-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 jumlah pekerja
Contoh-Contoh KPI Fungsi Kompensasi NO
KPI
Measure (s)
1
Efisiensi Human Capital
-Sales turnover employee - Profitability per employee - Labor Cost per employee
2
Competitiveness
-Rata-rata pendapatan karyawan per tahun/bulan, benchmark via salary survey -Rata-rata pendapatan per karyawan dengan posisi tertentu, benchmark via salary survey
Contoh-Contoh KPI Fungsi Hubungan Industrial NO
KPI
Measure (s)
1
Efektivitas Hubungan Industrial
- Zero Strike / % Total waktu hilang karena pemogokan. -% Kehilangan waktu karena datang terlambat -% Jumlah kasus PHK penyelesaian bipartit vs PHI -Jumlah keluhan tertulis serikat pekerja -% Penurunan pelanggaran karyawan
2
Komunikasi Internal
-Pelaksanaan “Talktime” SP vs Management - 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 realisasi)
4
Safety & Security
-Pelaksanaan Lost prevention program -Pelaksanaan simulasi safety
5
Cost Reduction
-Energy Saving (electricity) -Penggunaan reused material
WORKOUT ! Menurunkan KPI HRD Anda Lihat Lebih detil di folder HR KPI Dictionary sbg referensi
[email protected] www.bimahermastho.com 08122862849
