Hrm performance appraisal and balancescorecard
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Hrm performance appraisal and balancescorecard
- 1. PERFORMANCE APPRAISALu HUMAN RESOURCE MANAGEMENT © PRESENTED BY SUGIHARTO, SH.MM THE METHODS B © HRM 03 Created by Sugiharto, SH.MM 2012
- 2. 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
- 6. BALANCE SCORECARD PERFORMANCE APPRAISALu HUMAN RESOURCE MANAGEMENT © PRESENTED BY SUGIHARTO, SH.MM
- 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