Building a High Performance Culture

1. 1
‘BUILDING A HIGH
PERFORMANCE
CULTURE’

2. Overall Goals
• Think....
– How to think differently about driving
performance.
• Behave…
– Be able to do something that makes a difference
in business results

3. 3
High Performance Culture
Where achieving more is a
way of life for everyone

4. HPC LPC
DIFFERENT CULTURE
DIFFERENT RESULTS
WEALTH
wealth

5. 5
The challenge today
HOW TO GET ALL MANAGERS
TO LEAD AND LIVE THE HIGH
PERFORMANCE CULTURE

6. 6
WHOSE RESPONSIBILITY ?
YOURS!
WHY? because you are the leaders
You cannot let the 12,000 ‘petugas’ down

7. WHERE WE WANT
TO BE?

8. Fokus Semasa
KPI KUMPULAN
30% of total revenue to be derived from
oleochemicals derivatives or specialty fats
Increase Productivity:
•OER: 20% to 23%
•FFB yield: 20 MT - 25 MT
•Increase oil per hectare:
3.3 MT to 4.8 MT per hectare
Double PBT from RM500 million to
RM1 billion (CAGR of 14.9%)
2015:
PBT RM1Bill
2010
2015:
OER 23%
FFB 25 MT
Oil per hectare
4.8 MT
2015:
30%
DOWNSTREAM
REVENUE

9. WHERE
ARE WE
NOW?

10. HOW TO MANAGE THE GAP?

11. PERANAN KITA SEBAGAI PETUGAS
Concern Vs Influence ?
Tumpuan kepada :
concern (tidak mampu ubah) atau
…………… influence ( mampu ubah)?

12. Perkara yang mampu kita buat :
• Semua tandan masak dituai.
• Semua buah relai dikutip.
• BTS di bawa ke kilang dalam masa 24 jam.
• Mengelakkan pembaziran.
• Semua pokok sawit menerima baja.
Tumpu kepada usaha untuk tingkatkan OER.
Peningkatan 1% OER akan menambahkan
keuntungan sebanyak RM………?????

13. ISU-ISU UTAMA PERLAKSANAAN PMS
13
KPIs
• KPI sediada ( syarikat & individu) tidak stretch
bagi memacu syarikat kumpulan ke arah
kemajuan berterusan.
• KPI mudah dicapai.
• Tiada perbincangan / persetujuan bersama
( antara pgw. penilai dgn petugas dinilai ) tentang
matlamat KPI.
Penilaian
Prestasi
Isu Keterangan
Mengurus
non-
Performers
• Non-performers tidak diurus dengan berkesan.
Mereka tidak diberikan indikasi dan dipantau
untuk memperbaiki prestasi.
• Non-performers terus kekal dalam syarikat walaupun
telah dikenalpasti dan telah mengikuti program PIP
( tetapi prestasi kerja masih sama ).
1
2
3
• Purata tambahan 0.25%
dalam OER tahun ke
setahun.
• Pengurus cenderung
untuk melaporkan
bahawa direct reports
mereka mencapai
sasaran KPI.
Contoh
• Tiada tindakan konkrit
kepada non-performer
yang tegar.
• Target yg diberi kepada direct reports mudah dicapai.
• Pengurus lebih fokus kepada untuk jadi popular
berbanding untuk memberi penilaian yang tepat
dan telus.
• Tiada /kurang feedback kepada direct report – berlaku
kejutan di akhir tahun.

14. CUBA FIKIRKAN…….
• Bagaimana kita boleh dapat markah KPI lebih dari 3
(malah 4 dan 5 !) sedangkan Syarikat tak capai KPI 3.
• Prestasi kumpulan juga(eg. OER & BTS) tak setara
dengan pemain lain dalam industri.
• Sepatutnya markah KPI kita tak boleh lebih dari 3.

15. CUBA FIKIRKAN……
• Pretasi kita tak setara tapi bonus yang dibayar
kepada kita setara ( malah lebih baik) !
• Tahun 2012, Felda Global akan menjadi Public
Listed Company !

16. This takes courage, but…..
“Whoever accepts mediocrity is a person
who makes compromises.
And when the leader makes a
compromise, the rest of the company
does too.”
Charles Knight d’Emerson
Chairman, Emerson Electric

17. What gets rewarded,
gets done.

18. 18
RESULT FOCUSED
(FOCUS ON THE WILDLY IMPORTANT)
Crystal Clear
( Only 3-4 KPIs because people can
only execute 3-4 goals with excellent at
any one time)

19. Currently to many KPIs .
Hard to focus.
Need to differentiate
between Lag Indicator and
Lead Indicator.

20. How many of you have received an honest,
straight-between-the eyes feedback session in
the past year, where you come out knowing
exactly what you have to do to improve and
where you stand in the organization.
Answer : Very few.
That’s not just bad- it’s terrible.
(Jack Welch, Winning)

21. Carrying a manager title but does
not perform the managerial
responsibility.
Are our managers working at
the wrong leadership level?

22. Basic Principle
Getting results through comprehensive
Enterprise Leadership & Statesmanship.
Getting results through Business Managers.
Getting results through comprehensive business
management.
Getting results through a function.
Getting results through managers.
Getting results through others.
Getting results through personal effort.
ScopeandComplexityIncreases
The Leadership Pipeline model provides a framework upon which
organizations can be built while reconfiguring old ones.
At each passage a person has very specific values, compulsory skills,
and necessary time applications.

23. Passage One: First-Time Management
INDIVIDUAL CONTRIBUTOR
(Managing Self)
Vs FIRST-LINE MANAGER
(Managing Others)
Skills Skills
• Technical or professional proficiency
• Team play
• Relationship building for personal benefits,
personal
results
• Using company tools, processes, and procedures
• Planning – projects, budget, workforce
• Job design
• Selection (of people)
• Delegation
• Performance monitoring
• Coaching and feedback
• Performance measurement
• Rewards and motivation
• Communication and climate setting
• Relationship building up, down, sideways for the
unit’s benefit
• Acquisition of resources
Time Application Time Application
• Daily discipline – arrival, departure
• Meeting personal due dates for projects – usually
short-term by managing own time.
• Annual planning – budgets, projects
• Making time available for subordinates – both at
your request and at theirs
• Setting priorities for unit and team
• Communication time with other units, customers,
suppliers
Work Values Work Values
• Getting results through personal proficiency
• High-quality technical or professional work
• Accepting the company’s values
• Getting results through others
• Success of direct reports
• Managerial work and disciplines

24. Markah competencies yang kita
berikan kepada direct report kita
mengambarkan……..
• Jika kita beri 3 – mengambarkan direct report kita
mempunyai competecies yang mencukupi dalam
melaksanakan tugasnya pada gred jawatan
sekarang (current job gred).
• Jika kita beri 4 – dia telah menguasai 50%
daripada kemahiran kita.
• Jika kita beri 5 – kita mengakui dia telah kuasai
100% kemahiran kita dan besedia untuk ambil-
alih jawatan kita ( kita perlu kosongkan jawatan ).

25. MOVING FORWARD

26. 3 Modes of Organizational Culture
CONTINUOUS
IMPROVEMENT
STAGNANT
DEGENERATIVE
Time
INSPIRING A PERFORMANCE CULTURE
How to
inspire this?

27. Cultural Unity and Performance
HIGH
MED
LOW MED HIGH
• A firm may have strong unified culture but
drop in performance ( Path B). Another
firm with strong culture sees its
performance rise ( Path A )
• Mere cultural consensus is not enough: it
must be the right culture.
• Path B – may have wrongly focused their
culture on honoring and maintaining
traditions, rather than changing to new
norms: may focused heavily on internal
processes & encourage one size fits all
approach.
• Path A – focused their culture on
responsiveness, meeting changing business
environment, valuing diversity, reinventing
the corporation, and constantly reassessing
and rebuilding culture.
• Path B – stuck in their past, fail to renew
themselves for the future.
Path A
Path B
CULTURAL UNITY
PERFORMANCE
Source (Dave Ulrich, 1997, HR
Champions)

28. So we mapped the Performance Process
Poor Performer Solid Performers High Performer
ORGANIZATION’S
AVERAGE
PERFORMANCE
NORMAL DISTRIBUTION CENTERED
ENCOURAGE ENCOURAGE
ENCOURAGE
ENCOURAGE

29. WE HAVE
TO MAKE
THE CHOICE
……… NOW.

30. 30
Felda Global not just
a company but
A NATIONAL
AGENDA
……where all stakeholders are banking on us
to MAKE IT HAPPEN.

31. With great power comes
great responsibility
As a leader:
You …..set the bar for your team’s performance
You …..motivate your team
You ......judge individual performances
You …..dispense the rewards as you see fit; but also,
You …..explain/defend your decisions

32. OVER TO YOU
“THE CREATORS” OF
FELDA GLOBAL’S
TOMMORROW
The future of FELDA GLOBAL is in
your hearts
your minds
your hands

33. THANK YOU