Full Year Plan How to Improve Employee Engagement & Maximize Your Profit Tom MC Ifle 28 Januari 2016
OUR AGENDA • Indonesia Outlook 2016 • Strategic Plan 2016 • Maximizing Profit • How to Retain Your Employee • Employee Engagement Study
FOUNDER Tom MC Ifle
• Founder andCEOTop Coach Indonesia • Coach 1000 Pengusaha. • Award Winning Coach • 25.000 Hours of Coaching • Black Belt Six Sigma
VISI
Menciptakan satu juta milyarder di Indonesia
MISI Membuka potensi, menerapkan ilmu dan terapi dengan cara coaching, presenting, dan hypnotherapy agar setiap orang menikmati kelimpahan dengan fun, exciting dan saling mendukung
08118890707
[email protected]
Founder Mantan Head of Division Retail Business Development (Vice President) sebuah biro perjalanan terbesar di Indonesia. Tom sendiri mulai memberikan pelatihan secara profesional sejak tahun 1999. Telah membantu banyak pengusaha dari berbagai industri, mulai dari bidang Retail, Shopping Center, Architect & Design Firm, Contractor, Service Provider, Tax Consultant, Financial Consultant, Property Agent , Industrial Parts Manufacturer, Sales Distributor, School/ Education Centre, Filter Manufacturing, Public Speaker, Telco, IT Consultant, Spa, Bakery, Electronic Trading, Travel Agency, hingga Catering Service.
Dream Menciptakan satu juga milyarder di Indonesia dengan menggunakan tehnik re-edukasi bisnis melalui seminar, workshop, DVD, CD audio, online video coaching, phone coaching, coaching visit, team training.
OUR CLIENT
Accelerated Learning Technique • No cell phones • Use handouts • Use color pen • Participate 100% • Switch on Left vs. Right Brain • Clench Hands Exercise • CONFUSION
5DangerousFactEveryBusinessOwner Should Know
About Change
Business Strategy
Internet
Business Prosperity
Business Failure
Every Day Business
START
147.000
130.000
FAILED
Change is Inevitable A New Business Formed every 58 second Corporation fails every 3 minutes. Directorship changes every 32 seconds. A company changes control every 15 minutes.
Source: h*p://www.dnbsame.com/company/ global-data-coverage/
Source: empireresearchgroup.com
Small Business Fact Business Fail
Business Success
96% Fail 4% Success Source: empireresearchgroup.com
Source: empireresearchgroup.com
26,000 NEW PRODUCTS EVERY YEAR
CONSUMER BEHAVIOR
Marketers lebih mementingkan hal baru bukan menganalisa perubahan perilaku konsumen.
”
Ad Contrarian Bob Holfman, Retired chairman & CEO of Hoffman/Lewis Advertising
Customer Behavior
Hingga 30 percent pindah loyalitas brand tanpa alasan
74 percent suka mencoba produk baru yang belum terkenal
Source: empireresearchgroup.com
29 percent pelanggan Anda tidak baca koran.
71 million internet users
Facebook has 48 million registered users in Indonesia.
50 trillion rupiah online transaction
Highest app download rate
78% Decision Made Online Source: statista.com
Website Optimization Small and medium-sized businesses optimized their website as of September 2015
Hanya
3%
Pengusaha yang mengupdate website setiap hari Source: statista.com
Failure Rate 10% tutup dengan sukarela & sisa
90% Tutup karena kerja keras tidak ada hasil h"p://www.sba.gov/ADVO/stats/sbfaq.txt
90% Reason for Failing Kehabisan cash flow. Tidak ada performance monitoring Tidak tahu cara memanfaatkan performance monitoring database Piutang tidak terkendali Overborrowing. Terlalu mengandalkan pelanggan tertentu.
h"p://www.sba.gov/ADVO/stats/sbfaq.txt
90% Reason for Failing Tidak memahami target market dan kebutuhan utama mereka Tidak ada perencanaan keuangan Gagal berinovasi Tidak mengelola inventory Kurang komunikasi antar departemen Tidak memahami kelemahan proses Tidak memiliki mentor yang mendampingi manager
h"p://www.sba.gov/ADVO/stats/sbfaq.txt
Indonesia outlook 2016 Prof. Roy Sembel 28 Januari 2016
OUTLOOK OF ECONOMY AND BUSINESS 2016: CAPTURING OPPORTUNITIES, MANAGING RISKS! The image cannot be displayed. Your computer may not have enough memory to open the image, or the image may have been corrupted. Restart your computer, and then open the file again. If the red x still appears, you may have to delete the image and then insert it again.
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Prof. Roy Sembel, PhD Twi9er/IG: @ProfRoySembel FB/LinkedIn: Prof. Roy Sembel January 2016
PROF. ROY SEMBEL, IR, MBA, PHD EDUCATION 1982-86 IPB, Bogor. FMIPA. Major: Statistics, Minor: Economics; Ir., Best Graduate, Cum Laude 1988-90 Rotterdam School of Management, Erasmus University Rotterdam and The Wharton School, University of Pennsylvania Philadelphia MBA, Finance/Banking, Best Graduate, With Honours 1991-96 J.M.Katz Graduate School of Business, University of Pittsburgh; Major: Corporate Finance; Minor: Econometrics; PhD; Dissertation: “IPO Anomalies, Truncated Excess Supply, and Heterogeneous Information”
WORK EXPERIENCE 1984-87 Teaching Assistant, FMIPA, IPB. 1990 Internship; ABN Bank, European Treasury Department, Amsterdam. 1990-91 Corporate Banking; ABN AMRO Bank Amsterdam 1994-96 Teaching Assistant, University of Pittsburgh. 1994-2000 Co-founder Indonesian Physics Olympic Team /TOFI Foundation & Indonesian Computer Olympic Foundation TOKI 1997-98 Economics & Finance Staff, Office of Dr (HC) Radius Prawiro, Jakarta. 2000 ACUCA Lecturer: Japan, South Korea, Taiwan, Hong Kong, The Philippines, Thailand 1987-Now Lecturer, Faculty of Economics, Christian University of Indonesia, Jakarta. 1997-2001 Visiting Lecturer at IPMI, Institut PPM, Magister Management Program University of Indonesia, University of Sam Ratulangi, Universitas Lampung, Magister Akuntansi & Post Graduate (S2 & S3) Program Faculty of Economics University of Indonesia, Pelita Harapan University. Subjects: Investment Analysis and Risk Management, Corporate Finance, International Finance, Derivative 22 Securities, Managerial Economics, Banks & Capital Markets, eBusiness Management.
1998-2001 McKinsey & Co, Jakarta 2001-2006 Program Director MBA in Finance Universitas Bina Nusantara, Co-founder Indonesia Learning Institute (InLIne), Indonesia School of Life (InSchoOL) 2005-2007 Independent Commissioner and Chairman of Risk Monitoring Committee, PT Bank Niaga Tbk 2005- Professor in Financial Economics; Charter member Lembaga Komisaris dan Direksi Indonesia 2006-2008 Academic Expert Advisor, Universitas Ciputra Surabaya, 2006- Owner/ Commissioner PT MARS Indonesia 2007- Supervisory Committee Asian Bond Fund Indonesia (TCW Bahana/BI), Chairman of Certification Committee, FPSB Indonesia 2007-2008 Dean of Faculty of Economics, Universitas Multimedia Nusantara (UMN) 2008 Board of Advisor UMN 2008-2010 Chairman of CAPITAL PRICE Indonesia 2009-2010 Dean of Business School and Director of Graduate Program, UPH 2010-2012 Director of Jakarta Futures Exchange 2012- IPMI International Business School; Senior advisor, Vriens & Partners 2013- Independent Commissioner, HITS & MCS International 2014- Chairman of Index Committee, Indeks Investor 33; Advisory Council PLN CorpU 2015- Independent Commissioner MNC Life Insurance MISCELLANEOUS
Speaker in many seminars in Indonesia, USA, and Europe. Trainer and consultant for more than 100 local, multinational companies, and state-owned enterprises. Writer of more than 1000 23 articles in academic journals, magazine, newspaper, book chapter, internet, etc.
COMMUNICATION: E-mail:
[email protected] HP: 0818 773 662 (WA) Twi*er: @ProfRoySembel Instagram: @ProfRoySembel LinkedIn: Prof. Roy Sembel Facebook: Prof. Roy Sembel
24
AGENDA HISTORY & CONTEXT OUTLOOK & OPPORTUNITIES
25
MOST OPTIMISTIC COUNTRIES ?
IPMI Execu_ve Educa_on Capabili_es
26
27
THE WORLD HAS BEEN EXPERIENCING A GLOBAL SHIFT FROM THE WEST TO THE EAST .. GLOBAL SHIFT HAS BEEN ACCELERATED…
• By technological development ….
Fundamental change in the way we live & behave WIRELESS + INTERNET
• 1+1=2 • Two separate revolutions • Wireless datacom enabling technologies • Change in human behavior
-00 29
MATRIX
WIRELESS SERVICE REVOLUTION
• 1+1>2 • Wireless and datacom enhance each other • Standards drive massive application and service development • Revolution in human behavior and society
00-09
• ∞ • Datacom is everything. Everything is wireless • All “gadgets” are addressable in one uniform network • Change beyond imagination
10-
… CREATE HIGHER UNCERTAINTY AND UNPREDICTABILIT
GLOBAL SHIFT HAS BEEN ACCELERATED BY THE 2008 CRISIS
OBSOLETE PREDICTION …
• Ten years ago, the predic_on was China’s GDP would exceed Japan’s GDP in 2015, and America’s GDP in 2035. • In 2010, China’s GDP > Japan’s GDP; already overtaken America in the 2014 (GDPxPPP) • Global crisis had been accelera_ng the shij by 5-20 years • 2060 big four: China, India, America, ASEAN
POP QUIZ
Total Nominal GDP (at current price) of Indonesia in 2014?
Prof. Roy Sembel, Ph.D
ECONOMIC INDICATORS 2008-2013 VOLATILE IDR, ECONOMIC GROWTH OK, BI RATE SINGLE DIGIT, VOLATILE FINANCIAL AND COMMODITY MARKETS
Indicator BI Rate Inflation rate. GDP growth GDP / capita (USD) USD (Rp/US$) IHSG Unemployment
2008 9,25% 11% 6,1%
Reserves ($ Bn)
2009 6,50% 2,8% 4,5%
2010 6,50% 7% 6,1%
2011 6,0% 3,8% 6,5%
11500 9450 1355 2534 8,6% 7,9%
9000 3700 7,5%
9000 9650 12000 3823 4316 4274 6,5% 6,0% 5,9%
51,7
93
115
66,1
2012 2013 5,75% 7,5% 4,3 % 8,38% 6,23% 5,78%
113
99
* Sources: data base CAPITAL PRICE and Miscellaneous sources Prof. Roy Sembel, Ph.D
34
ECONOMIC INDICATORS 2013-2015 STILL PRESSURE ON IDR, REASONABLE ECONOMIC GROWTH, SINGLE DIGIT INTEREST & INFLATION RATE, STILL VOLATILE FINANCIAL & COMMODITY MARKETS
Indicator BI Rate . Inflation rate GDP growth GDP / capita (US$) USD (Rp/US$) IHSG Unemployment
2013 7,5% 8,38% 5,78%
Reserves ($ Bn)
99
2014 2015 7,75% 8,36% 5,0%
12000 12500 4274 5227 5,9% 5,8% 111
* Sources: data base CAPITAL PRICE and Miscellaneous sources
35
35
IDR vs Emerging Market Currencies in the last 1 year
Brazil Turkey Malaysia Russia Indonesia ~ Thailand Philippines
Prof. Roy Sembel, Ph.D
36
OVERALL, DECREASING TREND OF ECONOMIC GROWTH
Economic Growth YoY (%)
Sources: Bank Indonesia, Temu Ekonom 20 Agustus 2015
37
Prof. Roy Sembel, Ph.D
38
Some highlights on Indonesia 4th most populous country, total popula_on in 2015 ~ 255 million, with rising middle class GDP ranking: 16th (Nominal), 8th (Purchasing Power Parity adjusted) Top 3 highest GDP growth among G20 countries Rich in combined marine and land biodiversity Rich in cultural and natural heritage Strategic loca_on between 2 con_nents (Asia and Australia) and 2 oceans (Indian and Pacific) Advantage of having demographic bonus in the next 15-20 years
46
AGENDA HISTORY & CONTEXT OUTLOOK & OPPORTUNITIES
47
2016 & Beyond ?
48
INDONESIA 2015/16: STILL THE YEARS OF LIVING DANGEROUSLY ?
Crisis trap is everywhere….. NG I R E TAP NATUR
A
HIGH POLITICAL COSTS
OFF
STER A S I D L
S
CHINA SLO WING DOW
N!
CORRUPTION CASES
INVE H T W O STM R G C I T S E ENT OM D R E FRAU W SLO D , D N LA Y! E R I CE, N, ITAL E MIDDLE EA E R I ST G A : P I S S , P TURMOIL! AL GI G U T POR SAFETY / SECURITY 49
危 机 50
SWOT ANALYSIS for the Economy STRENGHTS: Biodiversity Natural resources 12-month sunny days Marine resources National heritage (nature, culture) Large total population (4th rank) Active SocMed Users (Top 3-5) Geographical location
OPPORTUNITIES: Growth of China / India US economic recovery ICT growth Intra ASEAN cooperation WTO / AFTA
WEAKNESSES: THREATS: Cryonism (KKN) Physical terrorism Law enforcement Economic terrorism Low Human Development Index Tropical diseases Lack of quantity/quality infrastructure Volatility of commodity prices Market distortion Natural disasters Week PR Democracy/Political maturity still in transition
Economic Growth 2010-Q3/2015: Slowing down but early sign of trend reversal
Q3
4,73%
Year-on-year Quarterly growth (%)
52
IHSG Jan 2015-Jan 2016
53
GOOD NEWS AND BAD NEWS GOOD NEWS: + GDPGROWTH: Chindonesia + GDP / CAPITA ~ US$ 3600 + G 20, Rank 16/17 or 8 (PPP) + PEACEFUL DEMOCRACY
BAD NEWS: - DECREASING EXPORT < $200 B - VOLATILE IDR & IHSG - HIGH UNEMPLOYMENT - CENTRALIZED GROWTH - HDI RANK + NATIONAL HERRITAGE - CORRUPTION PERCEPTION INDEX + MOBILE PHONE > 300MN - DEFORRESTRATION + ALTERNATIVE ENERGY - EASENESS OF DOING BUSINESS INDEX + BB+ è BBB (INV GRADE) - DISTRIBUTION OF INCOME + CURRENCY RESERVES>$ 100B -INFRASTRUCTURE + MIDDLE CLASS $10-20/DAY INCR 5 X IN - MARKET DISTORTION 10 YEARS - FUNDING COST + DEMOGRAPHIC BONUS - AVAILABILITY OF ENERGY (ELECTRICITY, OIL, + DIRECT INVESTMENT > $30 B etc) - LOW PERFORMANCE-BASED CULTURE - LOW DOMESTIC INVESTOR BASE
AFTA ??
Prof. Roy Sembel, Ph.D
54
MAP OF PROVINCIAL ECONOMIC GROWTH RATE
Sumber: Bank Indonesia, Temu Ekonom 20 Agustus 2015
55
SERIES OF GOVERNMENT STIMULUS PACKAGES I: 9 / 9 / 2015
Focus: Real sector stimulus to mitigate economic slowdown. II: 29 / 9 / 2015 Focus: 1. Simplify investment & license process/ deregulation 2. Stability of rupiah & forex management III: 7 / 10 / 2015 Focus: Improving purchasing power, boosting export, & preventing lay-offs. IV: 15 / 10 / 2015 Focus: wage system & loan to lower class businesses (KUR) V: 22 / 10 / 2015 Focus: Tax incentive for asset revaluation & REITs (DIRE), relaxation of Sharia banking regulation VI: 5 / 11 /2015 Focus: (i) Kawasan Ekonomi Khusus (KEK), (ii) Water, (iii) Badan Pengawasan Obat dan Makanan (BPOM).
VII: 4 / 12 / 2015 Focus: (i&ii) tax allowance & insentif pph 21 utk industri garmen dan industri sepatu. (iii) 8 produk perizinan investasi + 1 surat booking tanah. VIII: 21 / 12 / 2015 Focus: (i) One map policy, (ii) menghilangkan tarif bea masuk untuk suku cadang 56 pesawat, (iii) percepatan pembangunan dua kilang minyak baru.
Projection of Indonesia Economy Realized
Forecast
Indikator
1. Inflation (%, yoy) 2. Rp/USD 3. BI rate (%) 4. GDP Growth (%)
Page 57
2013
2014
2015
2016
2017
2018
8,38
8,36
3,35
4,0-5,0
4+/-1
4+/-1
10.470 11.878
13.800
13.000-14. 12.500-14.75 500 0
12.000-15.00 0
7,5
7,75
7,50
7,0-7,75
6,5-7,75
6,0-8,0
5,78
5,1
4,7-4,9
5,0-5,5
5,3-5,7
5,5-6,0
Kinerja IHSG seputar Teror Bom Tanggal Lokasi Bom Dampak langsung Dalam 1 bulan
1/8/2000
Kedutaan Filipina
-0,51%
-5,24%
27/8/2000
Kedutaan Malaysia
-1,08%
-15,41%
13/9/2000
Bursa Efek Jakarta
-1,99%
-9,5%
24/12/2001 Beberapa gereja
-0,07%
+17,87%
22/7/2001
+2,02%
-6,29%
12/10/2002 Bali
-1,04%
-1,43%
5/12/2002
McDonald Makassar
-1,35%
+0,29%
5/8/2003
J.W. Marriott
-3,06%
+15,55%
9/9/2004
Kedubes Australia
-0,82%
+8,96%
1/10/2005
Bali
+0,38%
-1,33%
17/7/2009
J.W.Marriott / Ritz Carlton
-0,55%
+10,34%
Rata-rata
-0,73%
+1,26%
2 gereja
Sumber data: Bursa Efek Indonesia, Data base CAPITAL PRICE
Prof. Roy Sembel, Ph.D
58
Opportunities in Indonesia, According to McKinsey & Co
59
TOTAL GDP (USD Bn) INDONESIA PROJECTION OF INDONESIA GDP 20000 17500
USA 2010
15000 GDP
12500 10000 7500
JAPAN 2010
5000
2500 0 2010
2015
2020
2025
2030
2035
2040
2045
2050
YEAR
Source: CAPITAL PRICE Analysis
Prof. Roy Sembel, Ph.D
PROSPECT OF BUSINESS IN 2016 &elatively BEYOND • R low interest rate • Global uncertainty
• Domestic Stocks è Long-term investment, short-term trading
• GDP per capita ~ $ 3600
• EBA, REITs, Property
• Pressure on IDR & IHSG
• Risk management / hedging
• GDP growth still ~ 5%
• Gold, Currency è Trading
• Inflation ~ 4%
• Businesses that leverage social media / e-Commerce
• Mobile phone > 300 million
• Travel, Tourism, Transportation
• Infrastructure & Maritime development
• Infrastructure, alternative energy, recycle business, modern retail outlet, international-quality education, hospitals, etc
• Domestic consumption / Rising middle61class
CAPACITY BUILDING
GOAL
Culture
‘Hardware’
‘Software’
Leadership
‘Marketware’
‘Brainware’
OPPORTUNITY IS EVERYWHERE EXTERNAL
INTERNAL OPTIMIZE EXISTING RESOURCES Tangible Assets Intangible Assets
RIDING ON A TREND GEOGRAPHY DEMOGRAPHY
CAPACITY BUILDING
PSYCHOGRAPHY
INOVATION CREATING A TREND NEW PRODUCTS NEW WAYS OF DOING BUSINESS NEW TECHNOLOGY 63
IPMI Execu_ve Educa_on Capabili_es
64
TAKE AWAYS BE ALERT, DO NOT PANIC! THINK BALANCE: SHORT & LONG TERM PLENTY OF OPPORTUNITIES RISK MANAGEMENT
Kalau anda jalan-jalan ke Tasikmalaya Jangan lupa ngemil sambel, tahu dan oncom Kalau masih ada yang ingin ditanya Jangan lupa kirim e-mail ke
[email protected] Facebook/LinkedIn: Prof Roy Sembel ! Twitter / Instagram: @ProfRoySembel! Yahoogroup:
[email protected]!
FREE e-NEWSLETTER WISDOM, WEB, WEALTH! Kirim e-mail dari e-mail anda ke
[email protected]
STRATEGIC PLANNING Tom MC Ifle 28 Januari 2016
REASON FOR FAILURE: LACK OF ORGANIZATION ALIGNMENT Though most of us agree that strategic planning is no rocket science but studies have shown that up to nine out of ten strategic plans fail1
REASONS
Findings
1
60 % of organizations don’t link strategy to budgeting
2
75 % don’t link employee incentives to strategy
3
86 % of business leaders spend less than one hour per month discussing strategy
4
95 % of workers don’t understand their organization’s strategy 1Source:
Fortune Magazine
Most discussions end at strategic planning
Lack of Organizational Alignment Execution Lacks synergy with Strategic Plan
Planning and leadership not being part of Organizational System
"Walking" those plans— missions, goals, and operational programmes—is challenging.
© 2014 Berlin Asong. All rights reserved.
6
Wal-Mart's failed foray in the German grocery market.
© 2014 Berlin Asong. All rights reserved.
8
GM woes in the years leading up to its 2009 bankruptcy.
GM’sFormerCEORickWagoner © 2014 Berlin Asong. All rights reserved.
9
After failing to make a profit since it entered the US grocery market in 2007, Tesco is exiting. Picture source: gourmetretailer.com
© 2014 Berlin Asong. All rights reserved.
10
Amongst its woes, is Yahoo!’s inability to execute.
© 2014 Berlin Asong. All rights reserved.
11
It remains to be seen if Merissa Mayer, former Google exec, now Yahoo CEO can turnaround the company.
Picture: fastcompany.com
© 2014 Berlin Asong. All rights reserved.
12
…the digital camera inventor filed forbankruptcy in January 2012, after losing its competitiveness to rivals.
© 2014 Berlin Asong. All rights reserved.
1
Mission Vision Goals | Objectives Strategic Analysis Strategic Choices Strategy Implementation Strategy Evaluation
© 2014 Berlin Asong. All rights reserved.
What’s the distinction between strategy failure & strategyexecution failure?
4
Simplistically…
© 2014 Berlin Asong. All rights reserved.
16
Strategy
Content What
© 2014 Berlin Asong. All rights reserved.
Strategy-Execution
Process How
17
Mission Vision Goals | Objectives Strategic Analysis Strategic Choices
Strategy-Execution
Strategy Implementation
PROCESS
CONTENT
Strategy
Strategy Implementation
Strategy Evaluation
© 2014 Berlin Asong. All rights reserved.
18
Alignment Map: Circle of Means Values
Vision Annual Review Mission Quarterly Review
“Circle of Means”
Strategic Objective
Strategic Initiatives
Tasks + Projects Alignment
Operational Initiatives
Dynamic Initiatives
The operating part of the Strategic plan is developed at various levels leading finally as a feedback to the Strategic Planning process.
Howto Maximize Your Profit Tom MC Ifle 28 Januari 2016
Hard fact • 80 – 90% proses adalah pemborosan dari kacamata pelanggan • 99.9% hasil akhir adalah pemborosan waktu. • Permintaan customer semakin bervariasi memaksa kita menambah inventory, kapasitas, biaya management, penambahan sumberdaya manusia … • Kualitas suplier rendah mengakibatkan biaya besar pada operasional • Kebanyakan manager tidak menguasai lean akhirnya mentoleransi kesalahan yang mahal
Maximized Profit
Voice of Customer
Cepat
Berkualitas
Murah
Lean PENINGKATAN PRODUKTIFITAS PER ORANG PADA TOYOTA, NISSAN, GM, AND FORD 1955 1956 1957 1958 1959 1960 1961 1962 1963 1964 ·
1970 1980 1983 1985
TOYOTA 4 8 13 12 14 15 16 16 19 20 ·
Source: Annual reports
38 56 58 60
NISSAN 3 6 7 8 9 12 14 15 17 18 · 30 41 42 42
GM 8 7 6 6 7 8 7 9 9 8· 8 10 11 11
FORD 12 10 10 9 11 12 11 11 12 12 · 12 10 15 15
Unit / Man Hour
Toyota Production System
GENERAL MOTORS FRAMINGHAM vs TOYOTA TAKAOKA vs NUMMI FREMONT, 1987
GM Framingham Assembly Hours per Car
Toyota Takaoka
NUMMI Fremont
31
16
19
Assembly Defects per 100 Cars
135
45
45
Assembly Space per Car
8.1
4.8
7.0
2 weeks
2 hours
2 days
Inventories of Parts (average)
Source: IMVP World Assembly Plant Survey
OVER PRODUCTION WAITING
TRANSPORTATION
7
Deadly Sins OVER PROCESSING
MOTION
DEFECTS
INVENTORY
Winning Attitude Inefficiency Is My
#1 Enemy
LEAN MANAGEMENT
Human Resource : Skill Matrix
Process
Hendro Bambang Hendro Dodik Mamat
Cut
Can train others
In Training
Can meet standard
Can do with supervision
Mill
Sand
Frame
Assembly
Paint
What Managers Believe About Turnover 11%
Almost 9 in 10 said “more pay.”
$
From Harvard Management Update, June, 1998.
89%
Why Employees Leave: Belief vs. Reality What Leaders Believe
What Employees Say
11% Other Reasons
12% More Money
$ 89% “More Money”
$ 88% Other Reasons
The 7 “Hidden” Reasons Employees Leave 1. Lingkungan kerja Tidak sesuai harapan 2. Tidak cocok dengan minat dan bakat 3. Tidak ada coaching 4. Tidak ada jenjang karir 5. Tidak dihargai 6. Tertekan 7. Tidak percaya pada leader
Why People Leave
50% dari
7,200 Resign karena tidak cocok dengan atasan
Why Many Workplaces are “De-Magnetized” “Hanya 53% karyawan yang merasa atasannya mampu mengatasi masalah motivasi karyawan.” Discovery Surveys poll of 50,000 employees at 60 U.S. companies.
Your Coach will help you build your leadership, people, business and growth …
Pindah kerja: 4 Generasi Udah biasa, gitu aja repot!
Millennials
Mengapa tidak! Kalau bisa meningkatkan income!
Sering pindah kerja emenghambat karir
Jangan seringsering pindah kerja. Harus setia
Gen-Xers Baby Boomers Traditionalists
Pindah kerja: 4 Generasi Traditionalists:
“Jangan sering-sering pindah kerja.”
Baby Boomers:
“Pindah kerja? susah berkarir.”
Gen-Xers: Millennials:
“Meningkatkan income!” “Udah biasa.”
Feedback: 4 Differing Views Traditionalists:
“No news is good news.”
“Sekali setahun dengan data dan dokumentasi performance appraisal.”
Boomers:
X’ers: Millennials:
yah.”
“Pak, gimana cara kerja saya?” “Saya ganggu sekali sekali bisa
Training: 4 Differing Views Traditionalists: “Dulu saya harus kerja keras, kamu juga harus!” Boomers: “Karyawan yang pinter pindah ke kompetitor, ngapain dilatih.” X’ers: “Saya betah karena banyak pelatihan.” Millennials: “Setiap hari juga saya belajar.”
7 Langkah Membuat karyawan merasa tidak dihargai Sering-sering bilang “Tidak”, “Jangan”,”ngga usah.”! Masa bodoh Tidak diajak bicara Simpan rahasia Gaji kecil Perlakukan seperti anak2 Tidak memberi alat bantu
Balance: 4 Differing Views Traditionalists: “Balance? Maksudnya?” Boomers: “Mana ada sih work life balance.” X’ers: “Dari sekarang sudah harus ada, jangan nunggu umur 95!” Millennials: “Hidup bukan hanya untuk kerja, masih banyak yang harus dikerjakan.”
Persepsi Anda … Replacement Mindset:
RETENTION Mindset:
“Keluar masuk karyawan biasa, memang harga yang harus dibayar perusahaan.”
“Karyawan yang disengaged tidak bisa ditoleransi. Harus jadi tanggung jawab semua orang, karena biaya recrutiment semakin mahal.”
Top 10 Business Trends That Will Drive Success In 2016 - Forbes Smart Businesses Will Shift From Complaining About To Embracing Millennials
Balanced “Employer-of-Choice” Strategy Short term
Tangibles
Intangibles
Long term
Gaji pokok
• Job Security
Insentif
• Tabungan
Kesehatan
• Profit Sharing
• Work/Life benefits, flextime, etc.)
• Budaya perusahaan
• Hiring practices
• Leader behavior
• New hire coaching
• Trust in leaders
Recruiting & Retention Tactics* • • • • • • • • • • • •
Employee Referral Bonus Sign-on/Hiring Bonus Base Salary Increases Spot Bonuses Retention/Stay Bonus Stock-Option Program Paying Above Market Project Milestone Bonus Overtime Pay/Time-Off Separate Salary Structures Larger Merit Increases Paid Sabbaticals
* Workforce Recruiting magazine, August 12, 2004
(63%) (61%) (55%) (43%) (27%) (27%) (25%) (16%) (14%) (13%) ( 7%) ( 3%)
Employee Engagement Strategy Tom MC Ifle 28 Januari 2016
Defining Employee Engagement Engagement adalah energy, passion, karyawan terhadap perusahaan Defining Engagement ‘Stay’—Desire to be a member of the organisation ‘Say’—Speak positively about the organisation ‘Strive’—Go beyond what is minimally required
Employee Engagement Report
Employees Can Re-Engage and Stay Awalnya antusias Mulai ragu Kecewa Berpikir resign Cari kerjaan baru Diterima “Quit or stay?” 30% of the workforce is actively seeking another job. And that 45% is passively seeking?
Quit-Stay
Perbedaan Gaji Karyawan Disengaged
Engaged Employee
5% akan resign Sumber: Dale Carnegie Training White Paper
Kurang dari 20% tidak akan resign
Anehnya …
75%
Organisasi tidak memiliki engagement plan
Does it Pay to Treat People Right? S&P 500: 25% growth
Fortune’s Great Places to Work: 133% growth
Q10: How likely is it that you would recommend this company to a friend or colleague? Answered: 119 | Skipped: 17
Promoters (9-10) :12% Passive (7-8) : 45% Detractor (1-6) : 43% NPS : 12% - 43% = -30
Comparing NPS by Title Supervisor
Staff
Senior Staff
Div Head
Specialist
Manager
NPS vs Revenue Conversion rate
Conversion rate and NPS 0.03 0.02 Conversion
0.01 Net promoter score
0 -
20.00
40.00
60.00
Linear (Conversion)
80.00
Net revenue (index)
Net Revenue and NPS 800 600 400 Sum of Net Revenue Index
200 Net promoter score
0 0
20
40
60
80
Linear (Sum of Net Revenue Index)
Engagement – The Evolutionary Journey
PosiVve CorrelaVon With Business Performance
Higher
Engagement
Commitment
SaVsfacVon
Bersedia melakukan upaya untuk memajukan perusahaan
Suka dengan lingkungan kerja, penghasilan sesuai kebutuhan
Lower Employee Research Over Time
Fokus pada hasil yang memuaskan
How do You Motivate Your Team?
Type X and Type I
Extrinsic
Compliance
Intrinsic
engagement
INTRINSIC VS EXTRINSIC FILTER = Bagaimana anda tahu anda sudah bekerja dengan baik?
Intrinsik indikatornya diri sendiri
Extrinsic Indikatornya orang lain atau keadaan
Type “I” vs “ X” Motivator Intrinsic 1. Hargai pendapat mereka 2. Ide segar 3. Standar Pribadi 4.
Freedom
5.
Challenge
6.
Purpose
7.
Fun
8.
Jika mendapat uang dianggap sebagai bonus
Extrinsic 1. 2. 3. 4. 5. 6. 7. 8.
Pujian Standard external Panduan Manual Sistem Insentif Gaji Relationship
INTRINSIC VS EXTRINSIC • I -> X
Manja, ketegantungan, kekanakkanakan
• X -> I
Egois, mau menang sendiri, _dak mau mendengar kata orang
• I -> I
Tegas, dewasa, berani mengambil resiko
• X -> X
Luwes, rendah ha_, pendengar yang baik,
Employee engagement based on Human Needs Certainty
• Bisa memenuhi kebutuhan pokok, Bisa membayar tagihan listrik, air. Bisa bayar uang sekolah anak. Punya Asuransi
Uncertainty
• Ada tantangan baru, kesempatan untuk mengatasi masalah. Mendapat kepercayaan untuk melakukan terobosan. Mencoba hal baru
Significance
• Mendapat award, rekognisi, menjadi pembicara. Ditulis biografinya di majalah dinding perusahaan. Di undang makan oleh owner
Love/Connec_on Growth Contribu_on
• Gathering, olah raga bersama. Kerja bak_, mengunjungi teman sakit • Training session, Coaching, bedah buku, Kesempatan untuk melakukan project • Pergi ke pan_ jompo, bak_ sosial, mengajar anakanak jalanan. • Menjadi relawan saat terjadi bencana alam
Membangun engagement 1.
Intrisik vs Extrinsic Motivation
2.
Leaders Behavior
3.
Bangun budaya perusahaan
4.
Perhatikan kebutuhan dasar
5.
Process Excellence
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