organization development as a human capital function
TRANSCRIPT
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:[email protected],id
Buana Karya Bhakti, PT @BKBHumanCapital