HR Scorecard

1. HR–HUMAN CAPITAL SCORECARD
TEKNIK PENYUSUNAN KPI
HROPENSOURCES
18Februari
HROPENSOURCES
Februari2012
Swiss German University
BSD CITY - Serpong Tangerang
HROPENSOURCES
2012

3. AgendaAgenda
SCHEDULE AGENDA REMARK
09.00-09.15 Perkenalan: HR-Opensources OC Jakarta09.00-09.15 Perkenalan: HR-Opensources OC Jakarta
09.15-10.30 Desain HR Strategy Map Bima
10.30.10.45 Networking Break
10.45-12.00 WORKOUT Participants
12.00-13.00 Lunch Break
13.00-14.00 HR – Human Capital KPI Bima13.00-14.00 HR – Human Capital KPI Bima
14.00-15.00 WORKOUT Participants
15.00 Closing & Networking Break OC Jakarta

4. HR CHALLENGES & OPPORTUNITYHR CHALLENGES & OPPORTUNITY

5. HR MULTIPLE ROLES
KemanapunKemanapun HRHR melangkahmelangkah, 4, 4 peranperan ituitu akanakan selaluselalu munculmuncul (Prof. Dave(Prof. Dave UrichUrich))
ApakahApakah simptomsimptom kesuksesankesuksesan vsvs kegagalankegagalan peranperan HRHR didi dalamdalam perusahaanperusahaan ????????

6. HR SCORECARD DIMULAI DARI SINI
•• First Who then WhatFirst Who then What

7. ELEMEN UTAMA BALANCED (HR) SCORECARD
Objectives Milestones Accountable Resource Alloc.Targets InitiativesMeasuresVisionMission
Longer Term (3-5 year) View Shorter Term (Annual) View
Strategy and Map
• Provide • % new • Learning
InternalLearningCustomer
• HR • $ xxxx
Resource Alloc.
• Provide
personalized
care
• Customer
satisfaction
survey rating
• ‘04 xx%
• Survey drafted
by 6/04
• Deadline met
• Mkg. Team • $ xxxx
Toprovidetop-notchhealthcaretoour
community
Bethecommunityhospitalofchoice
• Service level
spot check
rating
• Electronic
notes project
• Dept. Chairs• Complete by
2004
• All patients
logged in
• $ xxxx• Keep patients
informed
• ‘04 xx%
• ‘05 xx%
• ‘06 xx%
Financial
• Grow high-
margin
service
• % revenue
from high-
margin
services
• ‘04 xx%
• ‘05 xx%
• ‘06 xx%
• Develop
organization-
wide survey
• ‘04 xx%
• ‘05 xx%
• ‘06 xx%
P1
P2
F1
F2
C1
• Provide
technology &
resources
• % new
technology
used by staff
• Learning
assessment
project
Learning
• HR
Committee
• $ xxxx• ‘04 xx%
• ‘05 xx%
• ‘06 xx%
• Deadline met
Toprovidetop
Bethecommunityhospitalofchoice
Strategy
“Leadership”
Tactics
“Management”
L4

8. HR SCORECARD METHODOLOGY
VISION / MISION / VALUES
STRATEGIC THEMES
BUILD A STRATEGY MAP
DESIGN THE KEY PERFORMANCE INDICATORS
PERFORMACE
MONITORING
SET TARGETS & STRATEGIC INITIATIVES
&
ANALYSIS
AUTOMATE & IMPLEMENT THE SCORECARD

9. Organization Profile [1]
Vision
Menjadi suatu institusi perguruan tinggi yang berwawasan global dan sejalan dengan
kepentingan nasional, berbasis teknologi ramah lingkungan, serta menghasilkankepentingan nasional, berbasis teknologi ramah lingkungan, serta menghasilkan
technopreneur dengan kompetensi yang berkualitas internasional.
Mission
1. Memberikan kontribusi pada pembangunan nasional dalam upaya memperluas
lapangan kerja dan penyediaan SDM unggulan.
2. Melaksanakan pendidikan akademis di bidang manajemen dan teknologi yang
bertaraf internasional.
3. Mendidik mahasiswa unggulan dari seluruh nusantara menjadi technopreneur yang
mampu meningkatkan nilai tambah sumber daya dalam negeri.mampu meningkatkan nilai tambah sumber daya dalam negeri.
4. Menyelenggarakan riset unggulan dan pelatihan eksekutif yang bekerjasama dengan
lembaga Research & Development (R&D) dan instansi pendidikan internasional.
5. Menyebarluaskan tata-nilai bisnis yang menjamin keberlanjutan usaha berbasis
lingkungan serta meningkatkan kesejahteraan sosial.
6. Melaksanakan kegiatan pelayanan secara profesional dalam rangka peningkatan
kesejahteraan masyarakat, serta berperan aktif di dalam modernisasi sistem
pembangunan di Indonesia.

10. Organization Profile [2]
We Value
1. Excellence in teaching within high quality, student-centered undergraduate and
graduate education involving active learning and appropriate technology.graduate education involving active learning and appropriate technology.
2. Scholarship and research within applied knowledge and general education.
3. Collaborative relationships with business (KUB), industry (KUB), education,
community and government.
4. Growth and development of students, faculty and staff through active participation in
a university community.
5. Diversity of people, ideas and experiences.
6. Active involvement in shared governance, consensus-building, teamwork, open and
effective communication, and respectful, ethical behavior.
Strategy
1. Bekerjasama dengan KUB untuk menyediakan beasiswa prestasi, usaha dan
lingkungan industri KUB sebagai laboratorium hidup.
2. Menyediakan lingkungan belajar yang berkualitas dengan mengadopsi system dan
kurikulum berstandar Internasional, fasilitas belajar prima, dan staf pengajar
professional.
3. Menjaring calon Mahasiswa dari lulusan SMA terbaik.
4. Bekerjasama dengan UKM melakukan pengembangan dan praktek entrepreneurship.

11. Organization Profile [3]
Strategic Theme
1. Offer high quality, challenging academic programs that influence and respond to a
changing business environment and society.changing business environment and society.
2. Preserve and enhance our educational processes through the application of active
learning principles.
3. Promote excellence in teaching, research, scholarship, and service to feeder school.
4. Recruit and retain a high qualified lecturer population from leading industries.
5. Provide responsive, efficient, and cost-effective (educational support) programs and
services.

12. Organization Chart
Do we have a perfect OC to
answer our vision &
mission?
Not a clear job title/position/
accountability
Need specific position to handle
technoprenership &
entrepreneurship development

13. Strategy Map [1], Rektorat
Financial
Budget
Effectiveness
Enrollment
(School of
Choice)
“Revenue
Growth”
Foundation
Donations Budget
Customer
Operation
Improving
Student
Satisfaction
Improving
Alumni
Satisfaction
ImprovingImproving
Student
Learning
Results
Stakeholders-
focused Program
(Collaborative)
Active
Learning
Increasing
Graduation
Rate
Student
Placement
Success
Employer
Satisfaction
(industry)
Donations Budget
Priority
Funding
Learning
&
Growth
Results
University
ServicesIT and
Services
IT and
Infrastructure
Facilities
Services
(Collaborative)
Faculty and
Staff MoralProfessional
Development
(Rect, Ret, Devt.)
= Strategic Objective [Akademik] = Strategic Objective
[Non Akademik]

14. KPI Deployment [1]-Rektorat
No Strategic Objectives KPI Target Measurement KPI Owner
1. Revenue Growth Increase Tuition base 20% IDR or % incremental WaRek NA
Increase One time 20% IDR or in % incremental WaRek NAIncrease One time
funding
20% IDR or in % incremental WaRek NA
2. Budget Effectiveness Budget link to business
Priority
100% CAPEX execution (plan vs
actual), in %
WaRek NA
Cost Reduction Program
(energy, electricity,
water, etc)
_____ %, actual to planning target WaRek NA
3. Enrollment (School of Choice) Growth enrollment
relative to target
20% %, actual enrollment to
planning target
WaRek NA
4. Foundation Donations Growth
donation/contribution
relative to target
20% %, actual donation to
planning target
WaRek NA
5. Budget Priority Funding Technology Investment 100% %, actual to planning WaRek NA5. Budget Priority Funding Technology Investment 100% %, actual to planning
target
WaRek NA
E-learning / Web
enhance
100% %, actual to planning
target
WaRek NA
New Lab Investment 100% %, actual to planning
target
WaRek NA
Professional
Development Investment
100% %, actual to planning
target
WaRek NA
Recruitment &
development
100% %, actual to planning
target
WaRek NA

15. KPI Deployment [1]-Rektorat
No Strategic Objectives KPI Target Measurement KPI Owner
6. Employer Satisfaction (employer,
business and industry)
Employer Satisfaction
Index
100% Conduct survey to
employer on yearly basis,
WaRek AK
business and industry) Index employer on yearly basis,
on time in full
Placement rates 100% New alumni 100%
absorbed by industry less
than 6 months
WaRek AK
7. Improving Alumni Satisfaction Quality of instruction 100% Conduct survey, how
graduates
rate the quality of their
instructors and courses
WaRek AK
Quality of program
Variety of course offered
Variety of instructional
approach
8. Student Placement Success Graduates employed in
field (employment rates)
100% 100% of graduates are
placed into career
positions
WaRek AK
positions
9. Improving Student Satisfaction Increase student
satisfaction with
educational
support programs and
services
100% Conduct Student Opinion
Survey /feedback with
ServQual, on time in full
WaRek AK
Computer lab It
performance
Library Performance
Student Center
Learning Centre

16. KPI Deployment [1]-Rektorat
No Strategic Objectives KPI Target Measurement KPI Owner
10. Increasing Graduation Rate Increasing Graduation
Rate
100% Actual to planning target WaRek AK
Rate
11. Improving Student Learning Results New Freshmen
Retention
100% WaRek AK
Competency-based
Assessment
100% Program utilize
standardized assessment
as part of examination
WaRek AK
12. Active Learning Provide active learning
experiences (Co-Op)
100% State-of-the-art facilities
and course delivery
methods,
high quality faculty with
relevant professional
experience and all student
joint Co-Op (KUB).
WaRek AK
13. Stakeholders-focused Program Industry Partnership 4 # of Project or MOU on13. Stakeholders-focused Program
(Collaborative)
Industry Partnership 4 # of Project or MOU on
yearly basis
Technology Transfer
Community
Development Program

17. KPI Deployment [1]-Rektorat
No Strategic Objectives KPI Target Measurement KPI Owner
14. University Services Provide Cutting-edge,
career-oriented
programs
______ number of new programs ,
placement success
WaRek NA / AK
Provide High quality,
active learning education
______ Percent lab instruction,
faculty contact
WaRek NA / AK
active learning education
and instruction
faculty contact
Effective student support
services
______ E-learning, distant learning WaRek NA / AK
15. Faculty and Staff Moral Foster a collegial,
trusting, and tolerant
environment
______ Conduct climate culture
survey for improvement on
yearly basis and follow up
the result (close the gap)
WaRek NA / AK
Climate Survey follow up
to achieve high
performance learning
organization
______
16. IT and Infrastructure Facilities
Services
Adopt new technology
and continually improve
its physical facilities
______ Implement effective capital
and budget planning
processes to adopt new
WaRek NA / AK
its physical facilities processes to adopt new
technology and update
facilities
17. Professional Development (Rect,
Ret, Devt.)
Implement recruitment
plan
______ % of faculty engaged
organization,
Professional development
expenditures
WaRek NA
Implement retention plan
Retain faculty
Increase faculty
research activities
Promote professional
development

18. Strategy Map [2], HRD
HR
Outcomes
(Right HR Cost
and
Profitability)
Budget Effectiveness
High Performance
Learning
Organization
Profitability)
Customer
(C-Sat, E-sat)
Operation
(Right HR
Practices &
High
Quality
HR
Services
HR Technology and
Employee Self-
Service
Faculty and
Staff Moral
(Engaged)
Good
Professional
Development
PracticesPractices &
Technologies)
L&G
(Right HR
Professional)
Practices
Implement
HR Manual
& Policy
Professional
Attract &
Retain
Competent
HR
Professional
Right
Mindset and
Culture

19. KPI Deployment [2]-HRD
No Strategic Objectives KPI Target Measurement KPI Owner
1. High Performance Learning
Organization
Human Capital
Capability Index
>80% %, number people 100%
competent in his/her
position (accredited
international/national
HRD
international/national
qualification framework)
Culture / Strategic
Behavior Index
>80%
2. Budget Effectiveness Budget link to business
Priority
100% CAPEX execution (plan vs
actual), in %
WaRek NA
HRD
Cost Reduction Program
(energy, electricity,
water, etc)
_____ %, actual to planning target WaRek NA
HRD
3. Faculty and Staff Moral Foster a collegial,
trusting, and tolerant
environment
______ Conduct climate culture
survey for improvement on
yearly basis and follow up
the result (close the gap)
WaRek NA
HRD
the result (close the gap)
Climate Survey follow up
to achieve high
performance learning
organization
______
4. High Quality HR Services Index of HR Service
Quality
HRD
5. HR Technology and Employee Self
Services
Adopt new technology
and continually improve
its physical facilities
______ Implement effective capital
and budget planning to
adopt new technology and
update facilities
WaRek NA / AK
HRD

20. KPI Deployment [2]-HRD
No Strategic Objectives KPI Target Measurement KPI Owner
6. Good Professional Development
Practices (Recruitment, Retention,
Development)
Implement recruitment
plan
______ % of faculty engaged
organization,
Professional development
expenditures
WaRek NA
HRD
Implement retention plan
Retain faculty
Increase faculty
research activities
Promote professional
development
7. Implement HR Manual and Policy HR Audit 100% All HR practices are
compliance with Manual
and Policy
HRD
% Transaction shifted to
self-service terminal
>50%
8. Right Mindset and Culture Mind-set Index >80% No index below 80th
percentile
HRD
percentile
9. Attract & Retain Competent HR
Professional
HR Leadership bench
strength
>80% At least 80% criteria are
rated at “A” player level
HRD

21. WORKOUT !WORKOUT !
HR STRATEGY MAPPINGHR STRATEGY MAPPING

22. Key Performance Indicators - KPI’s

23. WHAT ARE KPI’s FOR?
•TO COMMUNICATE STATUS - ACTUAL v TARGET•TO COMMUNICATE STATUS - ACTUAL v TARGET
• PLANT LEVEL
• BUSINESS LEVEL
• WORK STATION LEVEL
•TO DRIVE IMPROVEMENT BY FACT NOT GUESSWORK
•TO HELP PRIORITISE IMPROVEMENT ACTIVITY•TO HELP PRIORITISE IMPROVEMENT ACTIVITY
• A CONTINUAL HEALTH CHECK FOR THE BUSINESS
•TO CONNECT THE CUSTOMER TO THE PROCESS

24. Key Performance Indicators
ESSENTIAL
• IMPORTANT TO THE VIEWER
• VITAL - AFFECTS THE BUSINESS
• CUSTOMER FOCUSED• CUSTOMER FOCUSED
• DRIVES IMPROVEMENT

25. Key Performance Indicators
USEFULUSEFUL
• CURRENT - UP TO DATE
• EASY TO UNDERSTAND
• IMPORTANT AND RELEVANT• IMPORTANT AND RELEVANT
• VIEWER CAN CONTRIBUTE
• HAS A STAKE
• CAN HAVE AN EFFECT (good and bad)

26. Key Performance Indicators
IMMEDIATE
• URGENCY / OWNERSHIP
• RESPONSIBILITIES DEFINED
• DYNAMIC IMPROVEMENT PLAN• DYNAMIC IMPROVEMENT PLAN
• AUDIT PROCESS - ACTUAL V’s PLAN
• CLEAR OBJECTIVES

27. Key Performance Indicators
WHAT ARE KPI’s NOT?
• GROUP OF METRICS• GROUP OF METRICS
• NOT EVERYTHING WE MEASURE IS A KPI !
• STATISTICS
•THESE CAN HELP DEFINE KPI’s
• WORK MEASUREMENT
• A TOOL FOR BLAME
• WALL PAPER

28. Key Performance Indicators
CHARACTERISTICS OF GOOD KPI
• DYNAMIC• DYNAMIC
• WELL MANAGED - ROTATE VITAL FEW
• OWNED AND OPERATED BY LOCAL TEAM
• SIMPLE
• EASY TO UPDATE - MANUAL
• VISUAL
• LOCATED WHERE EASY TO SEE
• CHANGES JUMP OUT AT VIEWER
• ENGAGING• ENGAGING
• RELEVANT - CREATES TALKING POINT
• STANDARD FORMAT
• EASY FOR OUTSIDER TO UNDERSTAND
• FEEDBACK RECORDED AND ACTED UPON

29. Key Performance Indicators
Business KPI’s
• Safety Performance
• Quality Performance
• Cost Performance
• Delivery Performance
• People Performance

30. Examples
RAG Colour Coding
REDRED
• Outside of target with no improvement
or deteriorating trend.
AMBER
• Inside of target but with deteriorating trend.
• Outside of target but with improving trend.• Outside of target but with improving trend.
GREEN
• Inside of target with improving or level trend.

31. How to Create and Manage KPI’s
Identify
Monitor Progress
To Plan And Take
Corrective Action
Customers
and Suppliers
Determine
Performance
Drivers
Form
Improvement
Teams
Create
Improvement
Plan
Collect Data
Form Team
Define Local
Performance
Indicators
Score & Prioritise
KEYCollect Data
Train Users
Develop Format
And Review
Process
KEY
Performance
Indicators
Identify Owners
and users

32. Typical KPI’s
KPI - examples
Quality
Defects
(Defects per unit)
Errors
(errors per unit)
Target
1 Defects per unit
2 errors per unit(errors per unit)
Delivery
Schedule adherence
(Hours delta to plan)
Cycle Time
(Hours per Unit)
Cost
Manning
2 errors per unit
0 delta (nil Hours behind or ahead of plan)
To be agreed
270 hours per unitManning
(man hours per set)
(Cost per unit)
People
Skill Level
Training Hours
270 hours per unit
5,000 per unit
75% people trained to Practitioner Level
40 hrs per man per year
Key performance indicators need to be simple and focused

33. KPI’s
KPI Summary
•Direct relationship to business plan•Direct relationship to business plan
•Communicates progress against plan
•Drives continuous improvement
•Visual - provokes a response
•Effective - simple and easy to understand•Effective - simple and easy to understand
•Ownership - relates to everyone
•Up to date - dynamic management

34. Contoh-Contoh KPI
Fungsi Recruitment
NO KPI Measure (s)
1 Biaya Recruitment -Biaya Perekruitan per posisi
-Average cost per hire
-Sourcing Cost
Waktu Recruitment -Rata-rata waktu untuk merekruit
(Average Time to fill)
-Rasio Internal vs eksternal-Rasio Internal vs eksternal
3 KPI Seleksi Rasio Qualified Candidate vs Resume yang
masuk
4 Efisiensi Recruitment % Hiring Plan

35. Contoh-Contoh KPI
NO KPI Measure (s)
Fungsi Pelatihan
NO KPI Measure (s)
1 Efektitivas Pelatihan -% Kelulusan
-% Competency Gap
-Training Plan vs Actual
-Training Coverage (%)
- Training Hours
- Training Satisfaction
-Return on Training Investment (ROTI)
terhadap Company Objectivesterhadap Company Objectives
2 Biaya Pelatihan -% Realisasi dari upah/gaji
- Rata-rata biaya pelatihan per karyawan

36. Contoh-Contoh KPI
NO KPI Measure (s)
Fungsi Performance Management
NO KPI Measure (s)
1 Pelaksanaan PMS - % Penurunan Individual KPI yang
diselesaikan tepat waktu
- % penilaian kinerja yang diselesaikan tepat
waktu
2 Efektivitas PMS -% Coaching Coverage
-% Karyawan yg kinerjanya meningkat
-% Karyawan yang kinerjanya menurun-% Karyawan yang kinerjanya menurun
-% Promosi internal berdasarkan kinerja
-% Pelaksanaan IDP key person & Key
position

37. Contoh-Contoh KPI
NO KPI Measure (s)
Fungsi Personnel
NO KPI Measure (s)
1 Absensi -% dari total jam absensi yang hilang
-Rata-rata jam lembur per
departemen/shift/regu/orang
2 Tingkat Kepuasan
Karyawan
- Indeks kepuasan karyawan terhadap
fungsi transaksional personnel admin
-Indeks rata-rata kepuasan karyawan baru
-Employee Turnover-Employee Turnover
3 Ketersediaan
Informasi Tenaga
Kerja
-Lulus audit internal (ISO) dengan temuan
“0”
- Ketersediaan demografi usia pekerja
- Rata-rata masa kerja
- Rata-rata usia pekerja
- Rasio Perbedaan IG vs JG vs jumlah
pekerja

38. Contoh-Contoh KPI
Fungsi Kompensasi
NO KPI Measure (s)
1 Efisiensi Human
Capital
-Sales turnover employee
- Profitability per employee
- Labor Cost per employee
2 Competitiveness -Rata-rata pendapatan karyawan per
tahun/bulan, benchmark via salary survey
-Rata-rata pendapatan per karyawan-Rata-rata pendapatan per karyawan
dengan posisi tertentu, benchmark via
salary survey

39. Contoh-Contoh KPI
Fungsi Hubungan Industrial
NO KPI Measure (s)
1 Efektivitas Hubungan
Industrial
- Zero Strike / % Total waktu hilang karena
pemogokan.
-% Kehilangan waktu karena datang
terlambat
-% Jumlah kasus PHK penyelesaian bipartit
vs PHI
-Jumlah keluhan tertulis serikat pekerja-Jumlah keluhan tertulis serikat pekerja
-% Penurunan pelanggaran karyawan
2 Komunikasi Internal -Pelaksanaan “Talktime” SP vs
Management
- Pelaksanaan Employee Survey
- % Progress tindak lanjut employee survey

40. Contoh-Contoh KPI
Fungsi General Affairs
NO KPI Measure (s)
1 Legal & Permits -% Compliance legalitas perusahaan
-% Keterlambatan ijin-ijin perusahaan
2 Welfare - Jumlah complain Canteen
- Jumlah complain fasilitas kantor
3 Community -Jumlah complain warga
-Pelaksanaan program CSR (plan vs-Pelaksanaan program CSR (plan vs
realisasi)
4 Safety & Security -Pelaksanaan Lost prevention program
-Pelaksanaan simulasi safety
5 Cost Reduction -Energy Saving (electricity)
-Penggunaan reused material

41. WORKOUT !WORKOUT !
MenurunkanMenurunkan KPI HRDKPI HRD AndaAnda
LihatLihat LebihLebih detildetil didi folder HR KPIfolder HR KPILihatLihat LebihLebih detildetil didi folder HR KPIfolder HR KPI
DictionaryDictionary sbgsbg referensireferensi

42. bima@kotakpos.info
www.bimahermastho.com
08122862849