Professional Documents
Culture Documents
Government Reform BSC
Government Reform BSC
Operations/
Business Acumen
PRIMARY COMPETENCIES OF PERFORMANCE CHANGE SPONSORS
Change Management/
Influencing Skills
YOUR ROLES AS CHANGE SPONSORS IN PERFORMANCE MANAGEMENT Role IKU Manager as Change Agents Line Managers/Directors as Change Sponsors
Providing Satker directions Supporting the systems integrity and utilization
Basic Admin
Preparing the IKU Managing the operations of IKU/Aplikasi Manajemen Kinerja Systems Reporting IKU
Operations/
Business Acumen
PRIMARY COMPETENCIES OF PERFORMANCE CHANGE SPONSORS
Change Management/
Influencing Skills
FACT
Public employees generally dont focus on the outcomes of their work. For one thing, theyve been conditioned to think about process; for another, measures arent always easy to develop. Consequently, they tend to measure their work volume, not their results. If they are working hard, they believe they are doing all they can. Public organizations will need to develop useful outcome measures and outcome reporting.
National Performance Review Report, USA, 1993, led by Vice President Albert Gore.
EVOLUSI BSC...
Huh...
Coba dulu...
Keren juga...
Huh...
Coba dulu...
Nah.. Ini baru Repot nih, adil. Orang ngumpilin data, yang ga sempat. perform, Ikut review dihargai meeting, banyak lebih. KPIkerjaan nih
Lama2x terbiasa
Jadi Habit
KPI + Target
Customer Perspective
Internal Perspective
Learning Perspective
Inisiatif
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Mission
To satisfy our customer, financial donors, and mission, what business processes must we excel at?
To achieve our vision, how must our people learn, communicate, and work together?
Adapted from: The Strategy Focused Organization, Robert S. Kaplan / David P. Norton
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Measure
Target
Initiative
Financial
Internal
Trainer Audit completed improvement (Rp xx) audit and training Material development planning Plan completed (Rp xx)
Learning
ALIGNMENT OF GOALS
BI-WIDE
Strategy
Scorecards, targets, and links to compensation should be cascaded throughout the organization to create a common focus on and awareness of the strategy. Metrics must be relevant to each employee for them to feel connected to the strategy. These connections Make Strategy Everyones Job and enable rapid strategic execution.
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Operating BSC
Vertical Alignment
Supporting BSC
Horizontal Alignment
ALTIUS PMS
Individual Plan
Individual Plan
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Regular strategic performance review (monthly, quarterly, and annually) Organizational Learning Corrective Action from Review Meetings.
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Regular strategic performance review (monthly, quarterly, and annually) Organizational Learning Corrective Action from Review Meetings.
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ORGANIZATION MISSION, VISION and VALUES Why we exist and where we are heading towards
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MISI & VISI BI BANK INDONESIA STRATEGY RDG MAP Menjadi lembaga yang kredibel melalui kebijakan yang efektif sebagai hasil230805
Destination Statement BI 2008 Stabilitas ekonomi Stabilitas Keuangan
Strategic Focus
makro dgn kebij moneter yg transprn & akuntbl yg Sehat dan Kuat didukung SP yg aman dan efisien
Stakeholder s Eksternal
Keuangan BI
2. Memelihara Kondisi Keuangan BI yg Sehat dan Akuntabel 4. Meningkatkan Sistem Perbankan yg Sehat & Efektif serta Sistem Keuangan yg stabil
7. Memperkuat Institusi BI melalui penciptaan sinergi antara SDM, Informasi, Pengetahuan, dan rancangan Organisasi dengan Strategi BI
6. Meningkatkan Efektivitas Pelaksanaan Good Governance
Initiatives
Strategic Objective
Accountability
Regular strategic performance review (monthly, quarterly, and annually) Organizational Learning Corrective Action from Review Meetings.
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4.5
BSC Hall of Fame Organizations
4.0
Successful (High-Benefit) BSC Users
3.5
Low Benefit BSC Users
3.0
1 Executive Mobilization Practices 2 Strategy Translation Practices 3 Organization 4 Employee Alignment Motivation Practices Practices 5 - Governance Practices
Participants rated their level of practice excellence on a 5-point scale (1=We are awful at this, 2=We are not good at this , 3=we are okay at this , 4=We are good at this, 5=We are best practice at this.
Source: Adapted from Kaplan, Robert and Norton David, Alignment, Using The Balanced Scorecard To Create Corporate
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Issues:
DIV COMPETENCIES
Have we aligned Div level VM to Corporate VMV? Does Div level VM support Corporate VMV?
Issues:
Have we cascaded Corporate SO to Div level SOs? Do our Driver SOs support the achievement of Outcome SOs
Strenghts
Weaknesses
Strategies
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PERFORMANCE MGMT
Organization Strategy Scorecard
organization Strategic Initiatives organization Initiative/Project KPIs
Strategy Objectives Outcome (SH)) Strategic VISION, MISSION, W STRATEGIC GOALS S Measures/ KPIs (Tujuan Strategis) T O SO Drivers Organization (BP, People) Strategies External Factors
(Environment, Industry CSF)
KPIs/ Measures
Initiative/Project KPIs
Weaknesses
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Regular strategic performance review (monthly, quarterly, and annually) Organizational Learning Corrective Action from Review Meetings.
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BALANCED SCORECARD
Pengembangan (pelatihan, rotasi)
Cascading to Department Scorecards Cascading to Individual Performance Scorecards Rencana kinerja karyawan Ditetapkan untuk satu tahun ke depan
EVALUASI
Evaluasi kinerja dilakukan setiap triwulan Penilaian kinerja dilakukan setahun dua kali yaitu per semester
MONITORING
Monitoring kinerja Pemberian umpan balik, coaching & counseling, dll
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ILLUSTRATING CASCADING
BSC KEMEN KEU WIDE
STRATEGY MAP SEKRETARIAT NEGARA
VISI : Terwujudnya Sekretariat Negara yang profesional, transparan dan akuntabel dalam rangka memberikan pelayanan prima kepada Presiden dan Wakil Presiden Tujuan 1. Sekretariat Negara yang profesional, transparan dan akuntabel
Stakeholders: Presiden Wakil Presiden
Program/Kegiatan
KEGIATAN I :
Pelaksanaan koordinasi pengamanan VVIP
Indikator
1. % kegiatan koordinasi pengamanan VVIP yang sesuai prosedur 2. % kegiatan koordinasi pengamanan VVIP yang tepat waktu 1. % perencanaan dan pengkoordinasian pelaksanaan pengamanan fisik vvip sesuai standar 2. % perencanaan dan pengkoordinasian penyiapan sarana angkut vvip sesuai standar.
Target 2010
100%
Target 2014
100%
Strategic Outcomes
70%
90%
PROGRAM TEKNIS : PROGRAM PENYELENGGARAAN DUKUNGAN TEKNIS DAN ADMINISTRASI KEPADA PRESIDEN DAN WAPRES
100 %
100 %
Bagian Operasi
Dukungan Teknis
Strategic Drivers (Program Teknis)
SH-T1. Terwujudnya dukungan kajian yang efektif dan proaktif untuk pengambilan kebijakan
100 %
100 %
Sub Kegiatan 2 : Penyelenggaraan pemberian dukungan adminstrasi pengamanan VVIP Sub Kegiatan 3 : Pelaksanaan koordinasi pengamanan Non Fisik VVIP
100 %
100 %
1. % pengkoordinasian pengmanan sandi dan elektronika VVIP sesuai standar. 2. % pengumpulan dan pengolahan data intelijen yang sesuai standar
100 %
100 %
Eselon 1
70%
90%
BSC ESELON 1
STRATEGY MAP SEKRETARIAT MILITER
TUGAS POKOK : 1. Menyelenggarakan pemberian dukungan teknis dan administrasi kepada Presiden dalam melaksanakan kekuasaan tertinggi atas AD, AL dan AU, pelayanan teknis dan administrasi pengangkatan atau pemberhentian dalam jabatan serta kepangkatan perwira AD, AL, AU dan Kepolisian Negara Republik 2. Sekretaris Militer karena jabatannya melaksanakan tugas sebagai Sekretaris Jenderal Dewan Tanda-Tanda Kehormatan Republik Indonesia
Program/Kegiatan
KEGIATAN I :
Pelaksanaan koordinasi pengamanan VVIP
Indikator
1. % kegiatan koordinasi pengamanan VVIP yang sesuai prosedur 2. % kegiatan koordinasi pengamanan VVIP yang tepat waktu 1. % perencanaan dan pengkoordinasian pelaksanaan pengamanan fisik vvip sesuai standar 2. % perencanaan dan pengkoordinasian penyiapan sarana angkut vvip sesuai standar.
Target 2010
100%
Target 2014
100%
PROGRAM TEKNIS :
PROGRAM
SH-T2. Meningkatnya dukungan administrasi penganugerahan gelar, tanda jasa & tanda kehormatan
70%
90%
100 %
100 %
Bagian Operasi
K2. Penyelenggaraan Administrasi Penganugerahan Gelar, Tanda Jasa dan Tanda Kehormatan
100 %
100 %
Sub Kegiatan 2 : Penyelenggaraan pemberian dukungan adminstrasi pengamanan VVIP Sub Kegiatan 3 : Pelaksanaan koordinasi pengamanan Non Fisik VVIP
100 %
100 %
KP3. Meningkatkan transparansi, effisiensi dan efektifitas penyerapan anggaran di Sekretariat Militer
1. % pengkoordinasian pengmanan sandi dan elektronika VVIP sesuai standar. 2. % pengumpulan dan pengolahan data intelijen yang sesuai standar
100 %
100 %
70%
90%
Eselon 2
BSC ESELON 2
Program/Kegiatan
STRATEGY MAP BIRO OPERASI DAN PENGAMANAN
TUGAS : Memberikan dukungan staf dan pelayanan administrasi tentang pengkoordinasian penyelenggaraan pengamanan fisik dan non fisik bagi Presiden dan Wakil Presiden beserta keluarganya, termasuk tamu negara setingkat Kepala Negara/Kepala Pemerintahan negara asing.
Indikator
1. % kegiatan koordinasi pengamanan VVIP yang sesuai prosedur 2. % kegiatan koordinasi pengamanan VVIP yang tepat waktu 1. % perencanaan dan pengkoordinasian pelaksanaan pengamanan fisik vvip sesuai standar 2. % perencanaan dan pengkoordinasian penyiapan sarana angkut vvip sesuai standar.
Target 2010
100%
Target 2014
100%
KEGIATAN I :
Pelaksanaan koordinasi pengamanan VVIP
70%
90%
KEGIATAN
100 %
100 %
Bagian Operasi
100 %
100 %
Sub Kegiatan 2 : Penyelenggaraan pemberian dukungan adminstrasi pengamanan VVIP Sub Kegiatan 3 : Pelaksanaan koordinasi pengamanan Non Fisik VVIP
100 %
100 %
Eselon 3
SKP2. Meningkatkan pengawasan & akuntabilitas kinerja Biro Operasi dan Pengamanan
SKP3. Meningkatkan transparansi, effisiensi dan efektifitas penyerapan anggaran Biro Operasi dan Pengamanan
1. % pengkoordinasian pengmanan sandi dan elektronika VVIP sesuai standar. 2. % pengumpulan dan pengolahan data intelijen yang sesuai standar
100 %
100 %
70%
90%
Staff
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&
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Measure
Target
Initiative
Financial
Internal
Trainer Audit completed improvement (Rp xx) audit and training Material development planning Plan completed (Rp xx)
Learning
Training Design
% Pelatihan yang Mendapat Nilai min. 3.5 dari Evaluasi Peserta: 90%
Jumlah Materi Pelatihan Baru yang Dikembangkan: 3 Jumlah Hari Pelatihan per Sukarelawan GNI
% Pelatihan yang Mendapat Nilai min. 3.5 dari Evaluasi Peserta: 90%
Jumlah Materi Pelatihan Baru yang Dikembangkan: 3 Jumlah Hari Pelatihan per Sukarelawan GNI Jumlah Hari Pelatihan per Sukarelawan GNI
Merancang Material Pelatihan yang Berkualitas Tinggi Mengembangkan Kompetensi Sukarelawan di Great News Indonesia (GNI)
Target
90%
Bobot
40%
90%
35%
15%
Target
100%
Bobot
10%
Identifikasi dan tentukan Indikator untuk setiap Tugas yang diajukan & menjadi tanggung jawab utama pemegang jabatan. Secara umum, pilih 1 2 Indikator untuk setiap Tugas tersebut.
Metode Pemilihan IKU KPI dapat dibedakan menjadi Eksak, Proksi, dan Aktivitas. KPI yang bersifat Eksak adalah ukuran yang ideal untuk mengukur hasil yang diinginkan. KPI Proksi adalah indikator yang tidak akan mengukur hasil secara langsung, tetapi lewat sesuatu yang mewakili hasil tersebut. KPI Aktivitas adalah KPI yang mengukuran jumlah, biaya, dan waktu dari kegiatan-kegiatan yang berdampak terhadap Sasaran yang bersangkutan.
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KPI
Objective
KPI
Size of Gap
Objective
KPI
Size of Gap
Objective
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Illustration Only
Mengukur Hasil
Achieving
Working Hard
Mengukur Aktivitas
# pertemuan formal & informal dengan pengelola media-media utama # pertemuan formal & informal dengan anggota/komisi di DPR # pertemuan dan diskusi bilateral/ multilateral antara organisasi kita dengan institusi keuangan internasional
(A-Activity)
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PERFORMANCE GRID
Performance
Competency
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INDIKATOR KINERJA
SASARAN HASIL/ SASARAN KELUARAN Performance URAIAN JABATAN Hard Aspect (Obyektif)
KOMPETENSI
Competency
PMS IT Application
= Leadership readiness
Operations/
Business Acumen
PRIMARY COMPETENCIES OF PERFORMANCE CHANGE AGENTS
Change Management/
Influencing Skills
PERUBAHAN TERJADI
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DEVELOPMENT
Learning Phase
Mature Phase
All Members Commitments Business Improvement
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SIGNS OF KPI GAMING ONLY EASY MEASURES ARE BEING REPORTED Mainly activity measures TARGETS ARE ARTIFICALLY SET LOW Making them easy to achieve and show Green Traffic Lights
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And CELEBRATE
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Strategic Objectives
Financial
F1 - Improve Returns F2 - Broaden Revenue Mix F3 - Reduce Cost Structure
Measures
Return on Investment Revenue Growth Deposit Service Cost Change
Targets
15% +10% -5%
Initiatives
Finance 2000
Global Re-Engineers
Customer Perspective
Share of Segment
20%
Internal Perspective
Internal
Custome r
Customer Retention
95%
I1 - Understand Our Customers I2 - Create Innovative Products I3 - Cross-Sell Products I4 - Shift Customers to CostEffective Channels I5 - Minimize Operational Problems I6 - Responsive Service
New Product Revenue Cross-Sell Ratio Channel Mix Change Service Error Rate Request Fulfillment Time
QFD Project
Customer Database
Learning
Learning Perspective
100% 80%
PLAN
EXECUTE ACTION
CHECK
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Strategic Objectives
Financial
F1 - Improve Returns F2 - Broaden Revenue Mix F3 - Reduce Cost Structure
Measures
Return on Investment Revenue Growth Deposit Service Cost Change
Targets
15% +10% -5%
Initiatives
Finance 2000
Global Re-Engineers
Customer Perspective
Share of Segment
20%
Internal Perspective
Internal
Custome r
Customer Retention
95%
I1 - Understand Our Customers I2 - Create Innovative Products I3 - Cross-Sell Products I4 - Shift Customers to CostEffective Channels I5 - Minimize Operational Problems I6 - Responsive Service
New Product Revenue Cross-Sell Ratio Channel Mix Change Service Error Rate Request Fulfillment Time
QFD Project
Customer Database
Learning
Learning Perspective
100% 80%
PLAN
EXECUTE ACTION
CHECK
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Strategic Objectives
Financial
F1 - Improve Returns F2 - Broaden Revenue Mix F3 - Reduce Cost Structure
Measures
Return on Investment Revenue Growth Deposit Service Cost Change
Targets
15% +10% -5%
Initiatives
Finance 2000
Global Re-Engineers
Customer Perspective
Share of Segment
20%
Internal Perspective
Internal
Custome r
Customer Retention
95%
I1 - Understand Our Customers I2 - Create Innovative Products I3 - Cross-Sell Products I4 - Shift Customers to CostEffective Channels I5 - Minimize Operational Problems I6 - Responsive Service
New Product Revenue Cross-Sell Ratio Channel Mix Change Service Error Rate Request Fulfillment Time
QFD Project
Customer Database
Learning
Learning Perspective
100% 80%
PLAN
EXECUTE ACTION
CHECK
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I believe in luck. The harder you work, the more luck you will have.
Thomas Jefferson
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