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Evaluasi Manajemen Kinerja. (Tatap Muka 13). HAL-HAL yang Dievaluasi. Keahlian ( Skills )/ Kemampuan ( Abilities )/ Kebutuhan ( Needs )/ Kendala ( Traits of Individuals ). Berkaitan dengan Kebijakan dan Budaya yang terdapat dalam Organisasi. - PowerPoint PPT Presentation
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Evaluasi Manajemen Kinerja
(Tatap Muka 13)
HAL-HAL yang DievaluasiKeahlian (Skills)/Kemampuan
(Abilities)/Kebutuhan (Needs)/Kendala (Traits of Individuals)
Berkaitan dengan Kebijakan dan Budaya yang terdapat dalam Organisasi
Pencapaian dan Output (Result in Outcomes)
Kewenangan Evaluasi
Superior OnlySubordinate(s)
Peers/Co-workers
SelfCustomers
OthersSubordinates
All Stakeholders
Metode Pendekatan
Review indikator internal industry atau organisasi sejenis (Consistent indicators across industry or similar organizations)
Perbandingan seluruh indikator dalam ruang lingkup organisasi (Comparison of indicators
over time in organization)
Perbandingan indikator dengan standard industri (Comparisons with pre-determined
standard)
Pendekatan Utama
Comparative
Attribute
Behavioral
Permasalahan dan Kendala dalam Evaluasi
dan PengukuranControllability
Motivational impact“Fallout”
Role Modeling ImpactReliabilityRelevance
Control
Periode EvaluasiProbation Period
Tahunan/Periodically/Annually (tanggal ulang tahun, tanggal
penugasan)Semi-Periodik (Semi-annually)
Timbulnya Kejadian (For Cause)Rutinitas dan Kelangsungan (On-
going)Kebutuhan (As needed)
Metode Penilaian Kinerja
TraditionalManagement-by-Objective
Assessment CenterPeer Review Panel
Critical EventsUpward Feedback
360 Degree
Tehnik Evaluasi Manajemen Kinerja
Essay (open-ended)Management by Objective
RankingPaired Comparisons
Forced ChoiceForced Distribution
Ratings: Checklist & Scales Behaviorally Anchored Ratings
(BARS)Critical Incidents
Essay Technique
Deskripsi kualitas dan kuantitas kinerja karyawan dalam 1 periode
Deskripsi kekuatan dan kelemahan karyawan & manajemen.
Pola dan analisis dekripsi karyawan yang potensial bagi organisasi.
Kemampuan leadership yang diperlukan dalam pelaksanaan tugas
Aktivitas yang direkomendasikan bagi pengembangan karyawan
Morgan Stanley’s Essay System
Consider objectives identified in prior year’s Summary as well as this year’s objectives.
Evaluation: Strengths Comments 1. 2. 3. Development Areas Comments 1. 2. 3.
Management-By-Objective(Examples)
Tingkat kontribusi karyawan dalam pencapaian keuntungan organisasi ditunjukkan dengan penurunan biaya di tingkat departement sebesar 3.5%.
Sistem rekrutment karyawan memerlukan evaluasi tingkat eektivitasnya dalam satu periode tertentu (1 tahun)
Ranking (Example) Manajer melakukan ranking seluruh
karyawan dari kriteria terbaik sampai dengan terburuk, dengan didasarkan pada: Performance Total Karyawan Kriteria Khusus (seperti komunikasi,
customer relation skills, dll).
Paired Comparisons (Example)
Rank each employee grouping overall or on a characteristic:
Employee A and Employee BEmployee B and Employee CEmployee A and Employee CEmployee C and Employee DEmployee D and Employee AEmployee D and Employee B
etc.
Forced Distribution (Example)
Pace each of the employees in your department in the following categories based upon overall or specific category performance:
Top 10 percent: 10-49 percent:50 – 89 percent: Bottom 10 percent:Outstanding: Average:Good: Below Average:
Unacceptable:
General Electric’s Distribution
The Vitality Curve
Ratings Example (Checklists)
Program Auditor:_____ 1. Unable to separate important from irrelevant data._____ 2. Omits important info from summaries._____ 3. Cross-references to improve reporting._____ 4. Produces summaries which lead to good reports._____ 5. Requires excessive instruction to produce work._____ 6. Unable to reduce data to manageable form._____ 7. Communicates well with peers on reports._____ 8. Fails to meet deadlines._____ 9. Provides detailed, professional work._____ 10. Protects confidentiality of information.
Ratings Example: Scales
Rate the employee’s behavior on the scale provided.
Excellent Good Fair Poor N/A4 3 2 1 ___
Reasoning ability 4 3 2 1 ___ Decisiveness in Decision-making 4 3 2 1 ___ Imagination & originality 4 3 2 1 ___Ability to plan and control 4 3 2 1 ___Cooperation with peers 4 3 2 1 ___Cooperation with management 4 3 2 1 ___Professionalism 4 3 2 1 ___Interpersonal skills 4 3 2 1 ___
Citibank’s Performance Scorecard
Measurements Below Par
Par Above Par
Standards Manager’s assessment
Leadership,
Ethics/Integrity
Customer Interaction
Community Involvement
Contribution to Overall Business
People Manager’s assessment
Performance
Teamwork
Training & Development
Employee Satisfaction
Control Auditors’ standards
Audit
Legal
Regulatory
Citibank’s Performance Scorecard
Measurements Below Par
Par Above Par
Customer Satisfaction External company survey
Goal of 80%
Strategy Implementation Objective standards
Households
Cross-sell, splits, mergers
Retail asset balances
Market share
Financial Objective stadards
Revenue
Expense
Margin
Citibank’s Link to Compensation
Ratings Bonus
“Above Par” 30%
“Par” 15%
“Below Par” 0%
Microsoft’s PA SystemOverall Employee Rating:
5 = Exceptional performance rarely achieved; precedent setting results
4.5 =Consistently exceeds all requirements & expectations work
highly valued4 =Consistently exceeds position requirements and
expectations; work often noteworthy3.5 =Exceeds position requirements; successful in all
objectives3 =Meets position requirements and expectations; meets
most or all objectives; needs some development for quality2.5 =Falls below performance standards and expectations; has
performance deficiencies1.0-2.0 =Does not meet minimum requirements in critical
aspects of job
Microsoft: Adding Distribution to Rankings
4.0 + = 35% of employees3.5 = 40% of employees3.0 or lower = 25% of employees
Ratings Example: BARSIndicate the appropriate level of performance on each factor:
Quantity of work
Quality of work
Judgment
Volume low & erratic Satisfactory steady volume
Volume above expectations
Results always accurate; model work
Results accurate and thorough
Results generally inaccurate and not thorough
Systematic, analytical, good with complex problems
Practical judgment, solves problems,
difficulty with assessing relative
value of factors
Does not always show good
judgment; problem analysis
not always adequate
Microsoft Competency Toolkit
Level 1 Level 2 Level 3 Level 4Structures basic
info accurately; draws informed conclusions
Analyzes & organizes complex info from specific content area, identifying key issues, assessing impact, drawing reasonable conclusions
Analyzes, explains & draws logical conclusions based upon complex data from multiple content areas
Rapidly identifies the significance of info & insightfully determines strategic action.
With guidance, learns quickly on the job
Learns new skills & ideas rapidly
Rapidly learns & assimilates complex info involving unfamiliar situations & circumstances
Rapidly learns new concepts & ideas; integrates & assimilates highly complex info across broad, multi-functional content areas
Picks up new skills & understands ideas when structured
Quickly adjusts thinking for new info or ideas
Learns effectively from experience
Is able to apply & explain logic related to problems
FACTOR: Individual ExcellenceCOMPETENCY: Intellectual Horsepower (is bright, intellectual sharp, learns quick)
Microsoft Competency Toolkit
Level 1 Level 2 Level 3 Level 4Assigns challenging tasks and assignments that will help people develop their skills
Takes time to learn about and understand direct reports; career goals
Actively coaches direct reports how to get the most learning from their current assignments
Holds managers accountable for developing people in their group/
organization
Provides direction in correct performance of tasks and assignments
Provides stretch jobs and assignments for direct reports to help them develop their skills
Gives direct reports candid, thoughtful feedback on their strengths and weaknesses
Identifies key people in his/her organization to assume high-level management responsibilities, and is an advocate for them when opportunities for advancement occur
FACTOR: Long-term ApproachCOMPETENCY: Developing people (provides job-relevant learning, developmental
exercises, and feedback to enhance individual performance)
Critical Incident Example
Employee Name:___________________________________Date of Incident:__________________Type of Incident:___________________________________Individuals Involved:
Description of Incident:Outcome of Incident:Recommendations:
Date Discussed with Employee:____________Supervisor Signature:______________________________Employee Signature: _____________________________
Focus Judgmental Developmental
Time orientation
Past performance Preparation for
future performance
Method Improving performance by changing behavior through rewards
Improving performance by self- learning & personal growth
Supervisor’s Role
Judge who appraises Counselor who listens, helps, encourages & guides
Subordinate’s
Role
Listener, reactor to, defender of past performance
Actively involved in charting future plans