HRHUMAN CAPITAL SCORECARD

TEKNIK PENYUSUNAN KPI

HR OPENSOURCES
18 Februari 2012
Swiss German University
BSD CITY - Serpong Tangerang
 Agenda
SCHEDULE AGENDA REMARK
09.00-09.15 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 Bima
14.00-15.00 WORKOUT Participants
15.00 Closing & Networking Break OC Jakarta
HR CHALLENGES & OPPORTUNITY
 HR MULTIPLE ROLES

Kemanapun HR melangkah,
melangkah, 4 peran itu akan selalu muncul (Prof. Dave Urich
Urich))
Apakah simptom kesuksesan vs kegagalan peran HR di dalam perusahaan ????
HR SCORECARD DIMULAI DARI SINI
First Who then What
 ELEMEN UTAMA BALANCED (HR) SCORECARD

Longer Term (3-5 year) View Shorter Term (Annual) View

Mission Vision Strategy and Map Objectives Measures Targets Initiatives Milestones Accountable Resource Alloc.

Grow high- % revenue 04 xx%

Financial
F1
margin from high- 05 xx%
top-notch healthcare to our

service margin
06 xx%
Be the community hospital of choice

F2 services

Customer
Provide Customer Develop Survey drafted Mkg. Team $ xxxx
satisfaction 04 xx%
personalized organization- by 6/04
C1 care survey rating 05 xx%
community

wide survey
06 xx%

Keep patients Service level Electronic Complete by Dept. Chairs $ xxxx

04 xx%
Internal

P1 informed spot check notes project 2004

To provide top

P2 rating 05 xx% All patients

06 xx% logged in

Provide % new 04 xx% Learning Deadline met HR $ xxxx

Learning

technology & technology 05 xx% assessment Committee

resources used by staff project
L4 06 xx%

Strategy Tactics

Leadership Management
 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

 Organization Profile [1]
Vision
Menjadi suatu institusi perguruan tinggi yang berwawasan global dan sejalan dengan
kepentingan 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.
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.
 Organization Profile [2]
We Value
1. Excellence in teaching within high quality, student-centered undergraduate and
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.
 Organization Profile [3]
Strategic Theme
1. Offer high quality, challenging academic programs that influence and respond to a
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.
 Organization Chart
Not a clear job title/position/
accountability
Do we have a perfect OC to
answer our vision &
mission?

Need specific position to handle

technoprenership &
entrepreneurship development
 Strategy Map [1], Rektorat
Revenue
Enrollment Growth
Budget
(School of
Effectiveness
Choice)
Financial
Foundation
Donations Budget
Employer
Priority
Satisfaction
Funding
Student Improving (industry)
Placement Alumni
Success Satisfaction
Customer
Improving
Student
Satisfaction

Increasing
Graduation
Rate Improving
Student Active Stakeholders-
Operation Learning Learning focused Program
Results (Collaborative)

Learning University
IT and Services
& Infrastructure Faculty and
Facilities Staff Moral
Growth Services
Professional
Development
(Rect, Ret, Devt.)

= Strategic Objective [Akademik] = Strategic Objective

[Non Akademik]
 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 NA
funding
2. Budget Effectiveness Budget link to business 100% CAPEX execution (plan vs WaRek NA
Priority actual), in %
Cost Reduction Program _____ %, actual to planning target WaRek NA
(energy, electricity,
water, etc)
3. Enrollment (School of Choice) Growth enrollment 20% %, actual enrollment to WaRek NA
relative to target planning target
4. Foundation Donations Growth 20% %, actual donation to WaRek NA
donation/contribution planning target
relative to target
5. Budget Priority Funding Technology Investment 100% %, actual to planning WaRek NA
target
E-learning / Web 100% %, actual to planning WaRek NA
enhance target
New Lab Investment 100% %, actual to planning WaRek NA
target
Professional 100% %, actual to planning WaRek NA
Development Investment target
Recruitment & 100% %, actual to planning WaRek NA
development target
 KPI Deployment [1]-Rektorat
No Strategic Objectives KPI Target Measurement KPI Owner
6. Employer Satisfaction (employer, Employer Satisfaction 100% Conduct survey to WaRek AK
business and industry) Index employer on yearly basis,
on time in full
Placement rates 100% New alumni 100% WaRek AK
absorbed by industry less
than 6 months
7. Improving Alumni Satisfaction Quality of instruction 100% Conduct survey, how WaRek AK
graduates
Quality of program rate the quality of their
Variety of course offered instructors and courses

Variety of instructional
approach
8. Student Placement Success Graduates employed in 100% 100% of graduates are WaRek AK
field (employment rates) placed into career
positions
9. Improving Student Satisfaction Increase student 100% Conduct Student Opinion WaRek AK
satisfaction with Survey /feedback with
educational ServQual, on time in full
support programs and
services
Computer lab It
performance
Library Performance
Student Center
Learning Centre
 KPI Deployment [1]-Rektorat
No Strategic Objectives KPI Target Measurement KPI Owner
10. Increasing Graduation Rate Increasing Graduation 100% Actual to planning target WaRek AK
Rate
11. Improving Student Learning Results New Freshmen 100% WaRek AK
Retention
Competency-based 100% Program utilize WaRek AK
Assessment standardized assessment
as part of examination
12. Active Learning Provide active learning 100% State-of-the-art facilities WaRek AK
experiences (Co-Op) and course delivery
methods,
high quality faculty with
relevant professional
experience and all student
joint Co-Op (KUB).
13. Stakeholders-focused Program Industry Partnership 4 # of Project or MOU on
(Collaborative) yearly basis
Technology Transfer
Community
Development Program
 KPI Deployment [1]-Rektorat
No Strategic Objectives KPI Target Measurement KPI Owner
14. University Services Provide Cutting-edge, ______ number of new programs , WaRek NA / AK
career-oriented placement success
programs
Provide High quality, ______ Percent lab instruction, WaRek NA / AK
active learning education faculty contact
and instruction
Effective student support ______ E-learning, distant learning WaRek NA / AK
services
15. Faculty and Staff Moral Foster a collegial, ______ Conduct climate culture WaRek NA / AK
trusting, and tolerant survey for improvement on
environment yearly basis and follow up
the result (close the gap)
Climate Survey follow up ______
to achieve high
performance learning
organization
16. IT and Infrastructure Facilities Adopt new technology ______ Implement effective capital WaRek NA / AK
Services and continually improve and budget planning
its physical facilities processes to adopt new
technology and update
facilities
17. Professional Development (Rect, Implement recruitment ______ % of faculty engaged WaRek NA
Ret, Devt.) plan organization,
Professional development
Implement retention plan expenditures
Retain faculty
Increase faculty
research activities
Promote professional
development
 Strategy Map [2], HRD
High Performance
HR Learning
Organization
Outcomes
(Right HR Cost
and Budget Effectiveness
Profitability)

Faculty and
Staff Moral
Customer (Engaged)
(C-Sat, E-sat) High
Quality
HR
Services

Operation Good
HR Technology and
Professional
(Right HR Development
Employee Self-
Practices & Practices Service
Technologies)

L&G Implement Attract &

Right Retain
(Right HR HR Manual
Mindset and Competent
Professional) Culture
& Policy HR
Professional
 KPI Deployment [2]-HRD
No Strategic Objectives KPI Target Measurement KPI Owner
1. High Performance Learning Human Capital >80% %, number people 100% HRD
Organization Capability Index competent in his/her
position (accredited
international/national
qualification framework)
Culture / Strategic >80%
Behavior Index
2. Budget Effectiveness Budget link to business 100% CAPEX execution (plan vs WaRek NA
Priority actual), in % HRD
Cost Reduction Program _____ %, actual to planning target WaRek NA
(energy, electricity, HRD
water, etc)
3. Faculty and Staff Moral Foster a collegial, ______ Conduct climate culture WaRek NA
trusting, and tolerant survey for improvement on HRD
environment yearly basis and follow up
the result (close the gap)
Climate Survey follow up ______
to achieve high
performance learning
organization
4. High Quality HR Services Index of HR Service HRD
Quality
5. HR Technology and Employee Self Adopt new technology ______ Implement effective capital WaRek NA / AK
Services and continually improve and budget planning to HRD
its physical facilities adopt new technology and
update facilities
 KPI Deployment [2]-HRD
No Strategic Objectives KPI Target Measurement KPI Owner
6. Good Professional Development Implement recruitment ______ % of faculty engaged WaRek NA
Practices (Recruitment, Retention, plan organization, HRD
Development) Professional development
Implement retention plan expenditures
Retain faculty
Increase faculty
research activities
Promote professional
development
7. Implement HR Manual and Policy HR Audit 100% All HR practices are HRD
compliance with Manual
and Policy
% Transaction shifted to >50%
self-service terminal
8. Right Mindset and Culture Mind-set Index >80% No index below 80th HRD
percentile

9. Attract & Retain Competent HR HR Leadership bench >80% At least 80% criteria are HRD
Professional strength rated at A player level
 WORKOUT !
HR STRATEGY MAPPING
Key Performance Indicators - KPIs
WHAT ARE KPIs FOR?

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

A CONTINUAL HEALTH CHECK FOR THE BUSINESS

TO CONNECT THE CUSTOMER TO THE PROCESS

Key Performance Indicators

ESSENTIAL

IMPORTANT TO THE VIEWER

VITAL - AFFECTS THE BUSINESS

CUSTOMER FOCUSED

DRIVES IMPROVEMENT
Key Performance Indicators

USEFUL

CURRENT - UP TO DATE

EASY TO UNDERSTAND

IMPORTANT AND RELEVANT

VIEWER CAN CONTRIBUTE

HAS A STAKE
CAN HAVE AN EFFECT (good and bad)
Key Performance Indicators

IMMEDIATE
URGENCY / OWNERSHIP

RESPONSIBILITIES DEFINED

DYNAMIC IMPROVEMENT PLAN

AUDIT PROCESS - ACTUAL Vs PLAN

CLEAR OBJECTIVES
 Key Performance Indicators

WHAT ARE KPIs NOT?

GROUP OF METRICS
NOT EVERYTHING WE MEASURE IS A KPI !

STATISTICS
THESE CAN HELP DEFINE KPIs

WORK MEASUREMENT

A TOOL FOR BLAME

WALL PAPER
 Key Performance Indicators

CHARACTERISTICS OF GOOD KPI

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
RELEVANT - CREATES TALKING POINT
STANDARD FORMAT
EASY FOR OUTSIDER TO UNDERSTAND
FEEDBACK RECORDED AND ACTED UPON
 Key Performance Indicators

Business KPIs

Safety Performance

Quality Performance

Cost Performance

Delivery Performance

People Performance
 Examples

RAG Colour Coding

RED

Outside of target with no improvement

or deteriorating trend.

AMBER

Inside of target but with deteriorating trend.

Outside of target but with improving trend.

GREEN

Inside of target with improving or level trend.

 How to Create and Manage KPIs

Identify
Monitor Progress Customers Determine
To Plan And Take and Suppliers Performance
Corrective Action Drivers

Form
Improvement Form Team
Teams

Create Define Local

Improvement Performance
Plan Indicators

Score & Prioritise

Collect Data KEY
Performance
Indicators

Train Users Identify Owners

Develop Format and users
And Review
Process
 Typical KPIs
KPI - examples Target
Quality
Defects 1 Defects per unit
(Defects per unit)
Errors
(errors per unit)
2 errors per unit

Delivery
Schedule adherence 0 delta (nil Hours behind or ahead of plan)
(Hours delta to plan)
Cycle Time To be agreed
(Hours per Unit)

Cost
Manning 270 hours per unit
(man hours per set)
(Cost per unit) 5,000 per unit

People
Skill Level 75% people trained to Practitioner Level
Training Hours 40 hrs per man per year

Key performance indicators need to be simple and focused

 KPIs

KPI Summary

Direct relationship to business plan

Communicates progress against plan

Drives continuous improvement

Visual - provokes a response

Effective - simple and easy to understand

Ownership - relates to everyone

Up to date - dynamic management

 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
3 KPI Seleksi Rasio Qualified Candidate vs Resume yang
masuk
4 Efisiensi Recruitment % Hiring Plan
 Contoh-Contoh KPI
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 Objectives
2 Biaya Pelatihan -% Realisasi dari upah/gaji
- Rata-rata biaya pelatihan per karyawan
 Contoh-Contoh KPI
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
-% Promosi internal berdasarkan kinerja
-% Pelaksanaan IDP key person & Key
position
 Contoh-Contoh KPI
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 - Indeks kepuasan karyawan terhadap
Karyawan fungsi transaksional personnel admin
-Indeks rata-rata kepuasan karyawan baru
-Employee Turnover
3 Ketersediaan -Lulus audit internal (ISO) dengan temuan
Informasi Tenaga 0
Kerja - Ketersediaan demografi usia pekerja
- Rata-rata masa kerja
- Rata-rata usia pekerja
- Rasio Perbedaan IG vs JG vs jumlah
pekerja
 Contoh-Contoh KPI
Fungsi Kompensasi

NO KPI Measure (s)

1 Efisiensi Human -Sales turnover employee
Capital - 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
dengan posisi tertentu, benchmark via
salary survey
 Contoh-Contoh KPI
Fungsi Hubungan Industrial

NO KPI Measure (s)

1 Efektivitas Hubungan - Zero Strike / % Total waktu hilang karena
Industrial pemogokan.
-% Kehilangan waktu karena datang
terlambat
-% Jumlah kasus PHK penyelesaian bipartit
vs PHI
-Jumlah keluhan tertulis serikat pekerja
-% Penurunan pelanggaran karyawan
2 Komunikasi Internal -Pelaksanaan Talktime SP vs
Management
- Pelaksanaan Employee Survey
- % Progress tindak lanjut employee survey
 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
realisasi)
4 Safety & Security -Pelaksanaan Lost prevention program
-Pelaksanaan simulasi safety
5 Cost Reduction -Energy Saving (electricity)
-Penggunaan reused material
 WORKOUT !
Menurunkan KPI HRD Anda
Lihat Lebih detil di folder HR KPI
Dictionary sbg referensi
bima@kotakpos.info
www.bimahermastho.com
08122862849