Weitere ähnliche Inhalte Ähnlich wie Hrm performance appraisal and balancescorecard (20) Mehr von ugik sugiharto (20) Kürzlich hochgeladen (20) Hrm performance appraisal and balancescorecard2. Absolute Standards
Performance No Comparison
Appraisal
Methods Checklist/Questionnaires
Relative Standard
Comparison by Rank
Objectives
PERFORMANCE Applied by MBO
APPRAISALu
HUMAN RESOURCE MANAGEMENT
© PRESENTED BY SUGIHARTO, SH.MM
3. Physical assets
Winning the
competition in Companies need Excellent management
of financial assets
the information Liabilities
era
Companies mobilize and create value
from their intangible assets as well as
their physical and financial ones
© HRM 03 Created by Sugiharto, SH.MM 2012
4. Loyal and Profitable
Customers Relationship
The High Quality Business
Process
organization’s
Innovative products and
intangible services
assets Employee Skills and
Motivation
Data Base and
Information system
© HRM 03 Created by Sugiharto, SH.MM 2012
5. Measuring Difficulties in placing a reliable
financial value on intangible assets
intangible have prevented them from being
recognized on a company’s
assets balance sheet
These assets are critical for success
Managers have searched for a system
that would help them measure and
manage the performance of their
intangible, knowledge-based assets
© HRM 03 Created by Sugiharto, SH.MM 2012
7. provides a system for measuring
BALANCE SCORECARD and managing all aspects of a
company’s performance across
PERFORMANCE APPRAISAL
HUMAN RESOURCE MANAGEMENT different perspectives
© PRESENTED BY SUGIHARTO, SH.MM
© HRM 03 Created by Sugiharto, SH.MM 2012
8. Management system of measuring
BALANCE SCORECARD Link human resource management activities to
the company’s business strategy
Evaluate the extent to which the human
resource function is helping the company’s
meet it’s strategic objectives
© HRM 03 Created by Sugiharto, SH.MM 2012
9. KEY PERFORMANCE INDICATORS
BALANCE SCORECARD
indicator that provides information that clear, specific
and measurable performance on how far we have
succeeded in achieving the strategic objectives
Relevant to the Strategic Objective
Controllable
Actionable
Simple and easy to explain
Credible – not easy to manipulate
© HRM 03 Created by Sugiharto, SH.MM 2012
10. KEY PERFORMANCE INDICATORS
Vision BALANCE SCORECARD
Mission STRATEGY
Values
Financial perspectives KPI
Strategic Customers perspectives KPI
Objectives
Internal Business process
perspectives KPI
Learning and Growth
KPI
perspectives
© HRM 03 Created by Sugiharto, SH.MM 2012
11. Balance Scorecard
The Financial Perspective
Assets Growth, Cash-flows, Profitability, ROI KPI
The Customer Perspective
Metrics for Satisfaction, Customer Equity,
KPI
Segmentation, Product Complaining Quantity
Business Process Perspective
Efficiency and Affectivity Levels of internal
Various process, lost time production, etc
KPI
Learning & Growth Perspective
Core-competencies level, quality awareness
KPI
Level, Effective Leadership, Turnover level, etc
12. KEY PERFORMANCE INDICATORS
BALANCE SCORECARD
KPI DIMENSION z
Productivity
Quality
Profitability
Timeliness
Efficiency process
Resources utilization
Cost saving
Growth
© HRM 03 Created by Sugiharto, SH.MM 2012
13. KEY PERFORMANCE INDICATORS
BALANCE SCORECARD
KPI DIMENSION z
Productivity
Measures employee output (units/
transactions/ dollars), the uptime levels
and how employees use their time
(sales-to-assets ratio, dollar revenue
from new customers, sales pipeline)
Quality
Measures the ability to meet and/or
exceed the requirements and
expectations of the customer
(customer complaints, percent returns,
DPMO -- defects per million
opportunities). © HRM 03 Created by Sugiharto, SH.MM 2012
14. KEY PERFORMANCE INDICATORS
BALANCE SCORECARD
KPI DIMENSION z
Profitability
Measures the overall effectiveness of the
management organization in generating
profits (profit contribution by
segment/customer, margin spreads).
Timeliness
Measures the point in time (day/week/ month)
when management and employee
tasks are completed
(on-time delivery, © HRM 03 Created by Sugiharto, SH.MM 2012
percent of late orders).
15. KEY PERFORMANCE INDICATORS
BALANCE SCORECARD
KPI DIMENSION z
Process Efficiency
Measures how effectively the management
organization incorporates quality control, Six
Sigma and best practices to streamline
operational processes (yield percentage,
process uptime, capacity utilization).
Resource Utilization
Measures how effectively the management
organization leverages existing business
resources such as assets, bricks and mortar,
investments (sales per total assets, sales per
channel, win rate).
© HRM 03 Created by Sugiharto, SH.MM 2012
16. KEY PERFORMANCE INDICATORS
BALANCE SCORECARD
KPI DIMENSION z
Cost Saving
Measures how successfully the management
organization achieves economies of scale
and scope of work with its people, staff and
practices to control operational and
overhead costs (cost per unit, inventory
turns, cost of goods).
Growth
Measures the ability of the management
organization to maintain competitive
economic position in the growth of the
economy and industry
(market share, customer acquisition
/retention, account penetration). © HRM 03 Created by Sugiharto, SH.MM 2012
17. enables companies to …
Financial Results
Monitor how they are building
the capabilities for future growth
and profitability with….
Customers
BALANCE SCORECARD Their internal process
Their employees and
system
© HRM 03 Created by Sugiharto, SH.MM 2012
18. CONNECTING THE 4 PERSPECTIVES
BALANCE SCORECARD
Financial perspectives Return of Investment
Customers perspectives Customer Loyalty
A strategy map provides a visual
representation of the linkages in the On Time Delivery
four perspectives of the BSC
Internal Business process
perspectives
Process Quality Cycle time
Learning and Growth Employees’ Process
perspectives Improvement Skills
© HRM 03 Created by Sugiharto, SH.MM 2012
19. CONNECTING THE 4 PERSPECTIVES
BALANCE SCORECARD Return on investment (ROI) is a widely
recognized measure of financial
success
Repeated and expanded sales from
existing customers, the result of a high
degree of loyalty among existing
customers, could be one driver of this
financial measure
Analysis of customer preferences may
reveal that on-time delivery (OTD) of
orders is highly valued by customers.
The company must excel at internal
processes to achieve exceptional OTD
© HRM 03 Created by Sugiharto, SH.MM 2012
20. CONNECTING THE 4 PERSPECTIVES
BALANCE SCORECARD Short cycle times and high-quality
production processes are two drivers of
on-time delivery
The company must have skilled
production workers, well-trained in
process improvement techniques
A measure of employees’ skill and
capabilities in process improvement is
used in the Learning & Growth
perspective
© HRM 03 Created by Sugiharto, SH.MM 2012
21. PERFORMANCE
APPRAISALu
HUMAN RESOURCE MANAGEMENT
© PRESENTED BY SUGIHARTO, SH.MM
The distortion factors
© HRM 03 Created by Sugiharto, SH.MM 2012
22. Performance Appraisal
Managers often resist (passively or actively)
Poor Relationship or Limited Contact
Distortion
Factors Poor Feedback from both Sides
Managers often view it as wasted paperwork
PERFORMANCE
APPRAISALu
HUMAN RESOURCE MANAGEMENT
© PRESENTED BY SUGIHARTO, SH.MM
23. Employee participate in Establishing
Performance Standards
Standard based on Critical
Elements of the Job
Legally Employee advised of Critical Requirements
Defensible before the Appraisal
System
System should not be Based on
Interpersonal comparisons
Performance Appraisal done in
writing at least once in a year
Results tied to Personnel Decisions
PERFORMANCE
APPRAISALu
HUMAN RESOURCE MANAGEMENT
© PRESENTED BY SUGIHARTO, SH.MM
24. Performance Appraisal
Serves Purposes
Reward Allocations
Identifying Areas that
Need to be Developed
As Criterion against
HUMAN RESOURCE MANAGEMENT Which Selection and
PERFORMANCE Developments program
Are Validated
APPRAISAL
25. Good High
Performance Performance
Management Organization
Quantifiably
1 Key Performance Indicator
Time Limited
2 Performance Contract
Lag (Objectives)
Lead (Job programmed)
3 Performance Management Cycle
HUMAN RESOURCE MANAGEMENT Performance Planning
PERFORMANCE Planning Execution
APPRAISAL Performance Evaluation
26. Good High
Performance Performance
Management Organization
360 Degree System
4 Objective Appraisals
Coaching
5 Leadership Style
Counseling
Process
Empowerment
6 Applied HR Competencies based
Organization Competency
Behavior Competency
Technical Competency
27. THANK YOU
For LISTENING
HRM DAY V
Presented by
Sugiharto, SH. MM
Re-programmed
Presentation created by
ugik013 Presentation Pro
Images provided by
Corbis
Personal collections
Fotosearch.com
Closing theme performed by
The Coors
E-mail: ugik013@yahoo.com
sugiharto@gicibusinessschool.ac.id
STIE GICI Business School
© 2012 © HRM 03 Created by Sugiharto, SH.MM 2012