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