1. Organization Development as a
Human Capital Function
Presented by Divo Primananda
Buana Karya Bhakti, PT@BKBHumanCapital
Make Organization Performance Become More
Effective !
PT BUANA KARYA BHAKTI

2. Outline
• OD as a Human Capital Function
• OD Management
• Organization Development Comprehensive Models
– 5 Organ Tubuh Organisasi untuk mencapai efektivitas
– OD Intervention
• Keterikatan bagian-bagian antara OD Comprehensive Model
• Contoh dan Studi Kasus

3. OD as Human Capital
Function
Organization Development Management
Dinamis
Learning Organization
Learn - Try - Standarized

4. Organization Development Mgt.
Goal !
Make Organization Performance
Become More Effective !
Proses mengumpulkan data,
mendiagnosa dan merancang
intervensi.
Meningkatkan sinergi antara
strategi, struktur, sistem, manusia
dan kultur (Thomas Cummings)

5. OD MANAGEMENT - PDCA
PLAN
• Diagnosa
efektivitas
organisasi
• Desain
intervensi yang
tepat untuk
efektivitas
organisasi
DO
• Implementasi
desain
intervensi
CHECK
• Evaluasi
efektivitas
intervensi
ACTION
• Tindak lanjut

6. “The Achiement of an organization
are the results of the combined
effort of each individual”
- Vince Lombardi

7. A. ORGANIZATIONAL LEVEL
B. GROUP LEVEL
C. INDIVIDUAL LEVEL
- General
Environment
-Stakeholder
Expectations
Inputs Design Components
Organization
Effectiveness
Outputs
Strategy
Structure Culture
People/Human
Resources
HR System &
Technology
- Organization
Design
Inputs Design Components
Team
Effectiveness
e.g., quality of
work life,
performance
Outputs
Goal Clarity
Task Structure Group
Functioning
Group
Composition
Group
Norms
- Organization
Design
- Group Design
- Personal
Characteristics
Inputs Design Components
Individual
Effectiveness
e.g., job
satisfaction,
personal
development
Outputs
Skill Variety
Task Identity Autonomy
Task Significance Feedback about
Results
Comprehensive Model for Diagnosing Organization
Thomas Cummings and Christopher Worler, Organization Development
and Change, South Western College Publishing

8. System & Tech.
Strategy Structure
Culture People
Sistem Kebijakan dan prosedur kerja
yang dijalankan oleh organisasi yang
mengikat stiap fungsi
Menunjukkan bagaimana suatu
struktur organisasi didesain untuk
mengelola relasi antar unit didalamnya
Menunjukkan bagaimana organisasi
merumuskan strategi untuk
mewujudkan visinya
Nilai, norma dan kultur yang dianut
bersama dan tercermin dalam perilaku
para anggota organisasi
Kualitas kompetensi dan komposisi
demografis dan psikografis para
anggota organisasi

9. WE LOSE AGAIN

10. Strategy
Make a
choice
Prioritize
Allocating
Resources
strategy
execution
Effective
=
Based on Vision

11. Strategy
• SWOT
– Strength , Weakness , Opportunity , Threat
• BSC
– Pemetaan Strategy Map berdasarkan 4 Perspective
• 4DX
– Determine Wildly Important Goals
• KOMBINASI

12. Mission – Apa
yang
membuat kita
eksis ?
Vision – Apa
yang kita
inginkan?
Values – Apa
saja Yang
Penting
menurut kita?
Strategy :
Our Game Plan
Strategy Map :
Translate the
Strategy into
Action
Strategy Formulation
Analisa General
Environment
Analisa
Kompetensi
Organisasi
SWOT ANALYSIS
External Factor Analysis
Summary (EFAS)
Internal Factor Analysis
Summary (EFAS)
BALANCED
SCORECARD
4DX
Determine WIG’s
Wildly Important
Goal

13. Strategy :
Our Game
Plan
Strategy Map :
Translate the
Strategy
Strategic
Outcomes
Kepuasan
Stakeholder
Kebahagiaan
Customer
Proses yang
Excellent
Tenaga Kerja yang
termotivasi
Strategy Formulation
BSC
Perspective
FINANCIAL
PERSPECTIVE
CUSTOMER
PERSPECTIVE
INTERNAL
PROCESS PERS.
LEARN & GROWTH
PERSPECTIVE

14. BKB Plantation
Corporate Strategy Map
STRATEGY MAP
Financial
Perspective
Customer
Perspective
Internal
Proses
Perspective
Learning &
Growth
Perspective
Increased
Profit
Customer
Faithful
Increased
Quality
Increased
Infrastructure
Man Power
Productivity
Culture
Build
Increased
Production
Example

15. BKB Plantation
Corporate Scorecard
BSC PERSPECTIVE OBJECTIVE KEY INDICATOR TARGET
Financial Perspective • Increased Profit 1.Net Profit Margin 25 %
Customer Perspective • Customer Faithfully 1.Customer Satisfaction Index
2.No. Of Customer Leave/year
90% B
0/year.
Internal Proses Perspective • Increased Quality
• Increased
Production
• Increased
Infrastructure
1.TWK
• Ratio Total Tanaman/Luas Area
• Index pembebasan lahan perbulan
2. BKB
• Mill
─ Ratio Estimasi Produksi CPO/Actual
─ FFA Index
• Estate
─ Ton Production
─ Ratio bad quality FFB/total FFB
3. BKMS
• Utilization Unit
• Internal Max Value Chain Ratio
75 %
100 Ha/Bln
80 %
2.75
100.000 Ton/Thn
5 %
90 %
90 %
Learning & Growth
Perspective
• Man Power Prod.
• Culture Building
1.GP / EC Ratio
2.Culture Internalization Index
30 %
95 %
Example

16. System & Technology
Sistem sumber daya manusia termasuk mekanisme
seleksi, pengembangan, penilaian dan rewarding
organization members
CBHRMCompetency Based Human Resources Management

17. Strategy – System
• System
– Pelaporan Kilometer Kendaraan , dan liter bensin
– SOP kelola harian kendaraan
– Maintenance Scheduling System
Strategic Theme
• Efisiensi
Operational Cost
tahun 2014 5 %
dari tahun
sebelumnya
Functional Strategic
• Efisiensi
pemakaian GA
Cost 2014 15 %
dari tahun
sebelumnya.
Key Indicator
• Mengefisiensikan
BBM dari
• Ratio 1 lt : 20 KM
menjadi 1 lt : 30 KM
per bulan.

18. Structure
• Sistem strukturalmenggambarkanbagaimana Attention dan sumber daya (Resources)
berfokuskepada indeks prestasi pencapaianstrategy.
• Menggambarkandasar pemilihan model pengorganisasianuntuk ;
1. Membagikeseluruhanpekerjaankedalam sub unit yang akan dilanjutkan kepada
pembagiantugas individu dan kelompok.
2. Alur koordinasi dari sub unit yang telah di tentukanuntukpencapaianprestasi kinerja
secaramenyeluruh
Ingat salah satu impact strategy adalah
Allocating Resources

19. Core and Technical
Competencies
Core, Organizational
and Technical
competencies
Core, Bussiness
Focussed dan Technical
Competencies
Manager
Asst
Manager
Staff Staff
Ast.
Manager
Staff
Horizontal Differentiation
(Grouping of Organizational Task)
Span of Control
Vertical
Differentiation
(Distribution of
Authority)
BKB HEXAGONAL
COMPETENCIES

20. BKB Competency Based HRM
VISION &
MISSION
BUSSINESS
STRATEGY
Organization Design
BUSSINESS
RESULT
Recruitment
&
Selection
Training
&
Development
Reward
Mgt
Career
Mgt
HR system
based on
COMPETENCY
Performance
Management
20
2013 HR-Organizational Development Doc.
PEOPLE

21. BKB Hexagonal Competency Model
82013 HR-Organizational Development Doc.

22. BKB Comptencies Model
Individual
Competencies
Position
Competencies
Matrix Development
Method
Individual
Development Plan
Individual
Competencies
Assessment
Position
Competencies
Analysis
GAP ANALYSIS
DEVELOPMENT PROGRAM PROCESS MAP
222013 HR-Organizational Development Doc.

23. MATRIX BEHAVIORAL COMPETENCIES DEVELOPMENT METHODE
CORE COMPETENCIES
DEVELOPMENT METHODE
Change
Adaptability
Continous
Learning
Initiative
Teamwork
BestAchievent
Orientation
No Detail Pengembangan Source
COR-01 COR-02 COR-03 COR-04 COR-05
1 2 3 4 5
1 • Audio : VCD/CD/DVD
• E-Learning
• Books/Magazine
• Article Writing
Pengembangan dengan media
2 • Training
• Seminar
• Course
• Sponsored Study
• OJT Experience Training
3 • Best Practice Sharing
• Benchmarking
• Shadowing
Best Practice Sharing
4 • Observasi • Role Model
Observasi
5 • Feed Back
• 360 Deegree Feed Back
• Coaching
• Counseling
• Mentoring Feed Back
6 • Meeting
• Job Assignment
• Task Force
• Project Improvement
• Cross Project
Improvement
• Rotasi
• Quality Control Circle
Assignment
232013 HR-Organizational Development Doc.

24. Culture
• Culture is Competitive Advantage
• High Performing Organizations biasanya adalah organisasi
yang me-maintain budayanya secara baik.

26. Culture
VISIBLE
• Artifacts
• Material Symbol
• Language &
Slogans
• Ritual &
Ceremonies
• Stories & Legend
INVISIBLE
• Beliefs
• Keterkaitan satu
dengan yang
lainnya
• Values
• Bhakti Anggaraksa
• Assumptions
• Bhakti Anggaraksa

27. I. Reviewing & Developing Core Values
• DiagnosingCurrent Culture
• Defining Our Culture
• Developing The Meaning
 Key Values
 Key Behaviour
II. Communicating & Internalizaing Core Values
• DevelopingChangeAgent
• DevelopingCommunication& CommunicatingMaterial
III. Continually Promoting & Enriching Core Values
• ContinuallyPromoting & Enriching Core Values
• EvaluatingEffectiveness
Culture Stage

28. Organizational-Level Diagnosis
Culture
PeopleSystems &
Technology
Structure
Strategy
General
Environment
Stakeholder
Expectations
Inputs
Design Components
Does the
organization
strategic
orientation fit
with the inputs?

29. Organizational-Level Diagnosis
Culture
PeopleHR System &
Technology
Structure
Strategy
Design Components
Do the design
components fit
with each
other?

30. CULTURE
PEOPLE
STURUCTURE
SYSTEM
STRATEGY
EXTERNAL ENVIRONMENT
&
STAKEHOLDER EXPECTATION
COMPETENCIES

31. A. ORGANIZATIONAL LEVEL
B. GROUP LEVEL
- General
Environment
-Stakeholder
Expectations
Inputs Design Components
Organization
Effectiveness
Outputs
Strategy
Structure
Culture People/Human
Resources
System &
Technology
- Organization
Design
Inputs Design Components
Team
Effectiveness
e.g., quality of
work life,
performance
Outputs
Goal Clarity Task Structure
Group
Functioning
Group
Composition
Group
Norms
Key Performance Indicators
Key Performance Indicators
Performance

32. C. INDIVIDUAL LEVEL
- Organization
Design
- Group Design
- Personal
Characteristics
Inputs Design Components
Efektivitas
Individu
Kepuasaan Kerja
Outputs
Variasi Pekerjaan
Identitas
Pekerjaan
Kemsndirian
Pekerjaan
Signifikansi
Pekerjaan
Umpan Balik
Pekerjaan
Group Key Performance
Indicator
Individual Key Performance
Indicators
Position Analysis / Position Evaluation
Position Value

33. CONTOH PENURUNAN KE
INDIVIDUAL KPI
Corporate
Scorecard
Functional
Scorecard
Individual
KPI
Strategic Theme
• Efisiensi
Operational Cost
tahun 2014 5 %
dari tahun
sebelumnya
Functional Strategic
• Efisiensi
pemakaian GA
Cost 2014 15 %
dari tahun
sebelumnya.
Key Indicator
• Mengefisiensikan
BBM dari
• Ratio 1 lt : 20 KM
menjadi 1 lt : 30 KM
per bulan.

34. “ Kemampuan suatu organisasi
untuk mengadopsi
perkembangan pengetahuan
disekitarnya dan
mengimplementasikan dengan
cepat merupakan suatu
keunggulan kompetitif terbaik.”
- Jack Welch,
EX- CEO General Electric

35. THANKS FOR
YOUR
ATTENTION
PT BUANA KARYA BHAKTI
Feedback:
dprimananda@bkb.co,id
Buana Karya Bhakti, PT @BKBHumanCapital