PERFORMANC

E
MANAGEMEN
T
Compiled by
sadana@stieperbanas.a
c.id

SHIFT IN PERFORMANCE
MANAGEMENT
From

An annual event
Assessment only
Superficial evaluation of
personality
Loosely associated with
the business cycle
Superficial objectives

To

A continuous process
Assessment &
development
Specific evaluation of
behavior
Closely related to the
business plan
Specific objectives

Environment of
HRM
EXTERNAL ENVIRONMENT
INTERNAL ENVIRONMENT

Employee
& Labor
Relations

Safety
& Health

Staffing

HR Management
Functions

Human
Resource
Development

Compensation
& Benefits

The External
Environment
Components

Labor Force
Legal
Considerations
Society
Unions
Shareholders

Competition
Customers
Technology
Economy

What it takes? .6 C

Collect
Create
Cultivate
Cascade
Connect
Confirm

3 Good reasons for approach

performance management
Improve individual, team, and

organizational performance

Motivate, develop, and release the

potential of your people

Enable you to succeed in your role as

manager of performance

A consistent approach
Leadership
The way individuals are treated
The teams operate
The performance management systems

used
The culture, purpose, and strategy of
the organization

Balanced Scorecards

A set of measurements unique to a

company that includes both financial
and operational measures
Gives managers a quick, yet
comprehensive, picture of a companys
overall performance.

Balanced Scorecards

Four Perspectives:
Customer: How do customers see us?
Internal Business: At what must we
excel?
Innovation and Learning: Can we
continue to improve and create value?
Financial: How do we look to
shareholders?

The Balanced Scorecard Links Performance Measures.

Financial Perspective
Goals

How do customers
see us?

Measures

At what must
we excel?

KEUANGAN

Customer Perspective
Goals
Measures

PELANGGAN

How do we look
to shareholders?

Internal Business Perspectiv

Goals
Measures

PELATIHAN &
PERTUMBUHAN

PROSES BISNIS
INTERNAL
Innovation and Learning Perspective
Goals

Measures

Can we continue t
improve and crea
value?

Human Resources
Scorecards
HR

Scorecard adalah bagian dari

strategi perusahaan.
Strategi HR Scorecard adalah
kombinasi indikator lagging
(akibat) dan leading (sebab).
Filosofi: What gets measured, gets
managed, gets done.

7 Langkah HR Scorecards

Definisikan bisnis strategi, baru HR strategi.

Membangun HR sebagai strategy asset,
termasuk value changenya.
Membangun indikator sebab dan akibat di
dalam HR Department sendiri.
Membangun HR strategy map.
Menghubungkan sebab-akibat, satu dengan
yang lainnya.
Melakukan pengukuran
Implementasi

KEUNTUNGAN HR
Scorecards

Menggambarkan peran dan kontribusi HR

kepada pencapaian visi yang jelas dan
terukur.
Empowering HR dalam mengendalikan
biaya dan nilai kontribusinya.
Memberikan gambaran hubungan sebabakibat.
Empowering profesional HR mengelola
tanggung jawab strategiknya.
Fleksibel.

Terimakasi
h
dan
Sukses
Selalu
sadana@stieperbanas.ac.id