organization development as a human capital function

Organization Development as a Human Capital Function

Presented by Divo Primananda

Buana Karya Bhakti, PT@BKBHumanCapital

Make Organization Performance Become More Effective !

PT BUANA KARYA BHAKTI

Outline• OD as a Human Capital Function• OD Management• Organization Development Comprehensive Models

– 5 Organ Tubuh Organisasi untuk mencapai efektivitas– OD Intervention

• Keterikatan bagian-bagian antara OD Comprehensive Model• Contoh dan Studi Kasus

OD as Human Capital Function

Organization Development Management

DinamisLearning Organization

Learn - Try - Standarized

Organization Development Mgt.

Goal !Make Organization Performance

Become More Effective !

Proses mengumpulkan data, mendiagnosa dan merancang

intervensi.

Meningkatkan sinergi antarastrategi, struktur, sistem, manusia

dan kultur (Thomas Cummings)

OD MANAGEMENT - PDCA

PLAN

• Diagnosaefektivitasorganisasi

• Desainintervensi yang tepat untukefektivitasorganisasi

DO

• Implementasidesainintervensi

CHECK

• Evaluasiefektivitasintervensi

ACTION

• Tindak lanjut

“The Achiement of an organization

are the results of the combined

effort of each individual”- Vince Lombardi

A. ORGANIZATIONAL LEVEL

B. GROUP LEVEL

C. INDIVIDUAL LEVEL

- General Environment-Stakeholder Expectations

Inputs Design Components

Organization Effectiveness

Outputs

Strategy

Structure Culture

People/Human Resources

HR System & Technology

- Organization Design

Inputs Design Components

Team Effectivenesse.g., quality of work life, performance

OutputsGoal Clarity

Task Structure Group Functioning

Group Composition

Group Norms

- Organization Design- Group Design- Personal Characteristics

Inputs Design ComponentsIndividual Effectivenesse.g., job satisfaction, personal development

Outputs

Skill Variety

Task Identity Autonomy

Task Significance Feedback about Results

Comprehensive Model for Diagnosing Organization

Thomas Cummings and Christopher Worler, Organization Development and Change, South Western College Publishing

System & Tech.

Strategy Structure

Culture People

Sistem Kebijakan dan prosedur kerjayang dijalankan oleh organisasi yang

mengikat stiap fungsi

Menunjukkan bagaimana suatustruktur organisasi didesain untukmengelola relasi antar unit didalamnya

Menunjukkan bagaimana organisasimerumuskan strategi untuk

mewujudkan visinya

Nilai, norma dan kultur yang dianutbersama dan tercermin dalam perilaku

para anggota organisasi

Kualitas kompetensi dan komposisidemografis dan psikografis paraanggota organisasi

WE LOSE AGAIN

StrategyMake a choice Prioritize Allocating

Resourcesstrategy

execution

Effective =

Based on Vision

Strategy• SWOT

– Strength , Weakness , Opportunity , Threat

• BSC– Pemetaan Strategy Map berdasarkan 4 Perspective

• 4DX– Determine Wildly Important Goals

• KOMBINASI

Mission – Apayang

membuat kitaeksis ?

Vision – Apayang kitainginkan?

Values – Apasaja Yang Penting

menurut kita?

Strategy : Our Game Plan

Strategy Map : Translate the Strategy into

Action

Strategy Formulation

Analisa General Environment

AnalisaKompetensiOrganisasi

SWOT ANALYSIS

External Factor Analysis Summary (EFAS)

Internal Factor Analysis Summary (EFAS)

BALANCED SCORECARD

4DX

Determine WIG’sWildly Important

Goal

Strategy : Our Game

Plan

Strategy Map : Translate the

Strategy

Strategic Outcomes

KepuasanStakeholder

KebahagiaanCustomer

Proses yang Excellent

Tenaga Kerja yang termotivasi

Strategy FormulationBSC

Perspective

FINANCIAL PERSPECTIVE

CUSTOMER PERSPECTIVE

INTERNAL PROCESS PERS.

LEARN & GROWTH PERSPECTIVE

BKB PlantationCorporate Strategy Map

STRATEGY MAP

FinancialPerspective

CustomerPerspective

InternalProsesPerspective

Learning &GrowthPerspective

Increased Profit

Customer Faithful

Increased Quality

Increased Infrastructure

Man Power Productivity

Culture Build

Increased Production

Example

BKB PlantationCorporate Scorecard

BSC PERSPECTIVE OBJECTIVE KEY INDICATOR TARGET

Financial Perspective • Increased Profit 1.Net Profit Margin 25 %

Customer Perspective • Customer Faithfully 1.Customer Satisfaction Index2.No. Of Customer Leave/year

90% B0/year.

Internal Proses Perspective • Increased Quality• Increased

Production• Increased

Infrastructure

1.TWK• Ratio Total Tanaman/Luas Area• Index pembebasan lahan perbulan

2. BKB• Mill

─ Ratio Estimasi Produksi CPO/Actual─ FFA Index

• Estate─ Ton Production─ Ratio bad quality FFB/total FFB

3. BKMS• Utilization Unit• Internal Max Value Chain Ratio

75 %100 Ha/Bln

80 %2.75

100.000 Ton/Thn5 %

90 %90 %

Learning & GrowthPerspective

• Man Power Prod.• Culture Building

1.GP / EC Ratio2.Culture Internalization Index

30 %95 %

Example

System & Technology

Sistem sumber daya manusia termasuk mekanismeseleksi, pengembangan, penilaian dan rewarding

organization members

CBHRMCompetency Based Human Resources Management

Strategy – System

• System– Pelaporan Kilometer Kendaraan , dan liter bensin– SOP kelola harian kendaraan– Maintenance Scheduling System

Strategic Theme

• EfisiensiOperational Cost tahun 2014 5 % dari tahunsebelumnya

Functional Strategic

• Efisiensipemakaian GA Cost 2014 15 % dari tahunsebelumnya.

Key Indicator

•MengefisiensikanBBM dari

•Ratio 1 lt : 20 KM menjadi 1 lt : 30 KM per bulan.

Structure

• Sistem struktural menggambarkan bagaimana Attention dan sumber daya (Resources)

berfokus kepada indeks prestasi pencapaian strategy.

• Menggambarkan dasar pemilihan model pengorganisasian untuk ;

1. Membagi keseluruhan pekerjaan kedalam sub unit yang akan dilanjutkan kepada

pembagian tugas individu dan kelompok.

2. Alur koordinasi dari sub unit yang telah di tentukan untuk pencapaian prestasi kinerja

secara menyeluruh

Ingat salah satu impact strategy adalah

Allocating Resources

Core and Technical Competencies

Core, Organizational and Technical competencies

Core, BussinessFocussed dan Technical

CompetenciesManager

Asst Manager

Staff Staff

Ast. Manager

Staff

Horizontal Differentiation(Grouping of Organizational Task)

Span of Control

Vertical Differentiation(Distribution of

Authority)

BKB HEXAGONAL COMPETENCIES

BKB Competency Based HRM

VISION & MISSION

BUSSINESS STRATEGY

Organization Design

BUSSINESS RESULT

Recruitment&

Selection

Training &

Development

Reward Mgt

Career Mgt

HR system based on

COMPETENCY

Performance Management

202013 HR-Organizational Development Doc.

PEOPLE

BKB Hexagonal Competency Model

82013 HR-Organizational Development Doc.

BKB Comptencies Model

Individual Competencies

Position Competencies

Matrix Development Method

Individual Development Plan

Individual Competencies

Assessment

Position Competencies

Analysis

GAP ANALYSIS

DEVELOPMENT PROGRAM PROCESS MAP

222013 HR-Organizational Development Doc.

MATRIX BEHAVIORAL COMPETENCIES DEVELOPMENT METHODE

CORE COMPETENCIESDEVELOPMENT METHODE

Chan

ge

Adap

tabi

lity

Cont

inou

sLe

arni

ng

Initi

ativ

e

Team

wor

k

Best

Ach

ieve

ntO

rient

atio

n

No Detail Pengembangan SourceCOR-01 COR-02 COR-03 COR-04 COR-05

1 2 3 4 5

1 • Audio : VCD/CD/DVD

• E-Learning

• Books/Magazine

• Article WritingPengembangan dengan media

2 • Training

• Seminar

• Course

• Sponsored Study

• OJT Experience Training

3 • Best Practice Sharing

• Benchmarking

• ShadowingBest Practice Sharing

4 • Observasi • Role ModelObservasi

5 • Feed Back

• 360 Deegree Feed Back

• Coaching

• Counseling

• Mentoring Feed Back

6 • Meeting

• Job Assignment

• Task Force

• Project Improvement

• Cross Project

Improvement

• Rotasi

• Quality Control Circle

Assignment

232013 HR-Organizational Development Doc.

Culture

• Culture is Competitive Advantage• High Performing Organizations biasanya adalah organisasi

yang me-maintain budayanya secara baik.

CultureVISIBLE

• Artifacts• Material Symbol• Language &

Slogans• Ritual &

Ceremonies• Stories & Legend

INVISIBLE

• Beliefs• Keterkaitan satu

dengan yang lainnya

• Values• Bhakti Anggaraksa

• Assumptions• Bhakti Anggaraksa

I. Reviewing & Developing Core Values• Diagnosing Current Culture

• Defining Our Culture

• Developing The Meaning Key Values

Key Behaviour

II. Communicating & Internalizaing Core Values• Developing Change Agent

• Developing Communication & Communicating Material

III. Continually Promoting & Enriching Core Values• Continually Promoting & Enriching Core Values

• Evaluating Effectiveness

Culture Stage

Organizational-Level Diagnosis

Culture

PeopleSystems & Technology

Structure

StrategyGeneral Environment

Stakeholder Expectations

InputsDesign Components

Does the organization

strategic orientation fit

with the inputs?

Organizational-Level Diagnosis

Culture

PeopleHR System & Technology

Structure

Strategy

Design Components

Do the design components fit

with each other?

CULTURE

PEOPLE

STURUCTURE

SYSTEM

STRATEGY

EXTERNAL ENVIRONMENT&

STAKEHOLDER EXPECTATION

COMPETENCIES

A. ORGANIZATIONAL LEVEL

B. GROUP LEVEL

- General Environment-Stakeholder Expectations

Inputs Design Components

Organization Effectiveness

Outputs

Strategy Structure

Culture People/Human Resources

System & Technology

- Organization Design

Inputs Design Components

Team Effectivenesse.g., quality of work life, performance

Outputs

Goal Clarity Task Structure

Group Functioning

Group Composition

Group Norms

Key Performance Indicators

Key Performance Indicators

Performance

C. INDIVIDUAL LEVEL

- Organization Design- Group Design- Personal Characteristics

Inputs Design Components

EfektivitasIndividuKepuasaan Kerja

Outputs

Variasi Pekerjaan

IdentitasPekerjaan

KemsndirianPekerjaan

SignifikansiPekerjaan

Umpan BalikPekerjaan

Group Key Performance Indicator

Individual Key Performance Indicators

Position Analysis / Position Evaluation

Position Value

CONTOH PENURUNAN KE INDIVIDUAL KPI

Corporate Scorecard

Functional Scorecard

Individual KPI

Strategic Theme

• EfisiensiOperational Cost tahun 2014 5 % dari tahunsebelumnya

Functional Strategic

• Efisiensipemakaian GA Cost 2014 15 % dari tahunsebelumnya.

Key Indicator

•MengefisiensikanBBM dari

•Ratio 1 lt : 20 KM menjadi 1 lt : 30 KM per bulan.

“ Kemampuan suatu organisasiuntuk mengadopsi

perkembangan pengetahuandisekitarnya dan

mengimplementasikan dengancepat merupakan suatu

keunggulan kompetitif terbaik.”

- Jack Welch,EX- CEO General Electric

THANKS FOR YOUR

ATTENTION

PT BUANA KARYA BHAKTI

Feedback:dprimananda@bkb.co,id

Buana Karya Bhakti, PT @BKBHumanCapital