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OKR Training 1

IMPLEMENTATION GUIDE

OBJECTIVE KEY RESULT (OKR)


OKR Training BACKGROUND BRIEF THEORY OF OKR OKR IN TELKOMGROUP TIMEPLAN 2

OUTLINE

1 BACKGROUND

2 BRIEF THEORY OF OKR

3 OBJECTIVE & KEY RESULTS IN TELKOMGROUP


i. Konsep : integration KPI-OKR
ii. Governance dan Referensi Aturan (PR/PK)
iii. Metode Alignment KM-OKR (Case : OKR Dit HCM)

4 JOURNEY & ALP


i. Journey Implementasi KPI/OKR
ii. ALP : Alignment OKR Pimpinan Unit
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PROBLEM IDENTIFICATION OF CURRENT EMPLOYEE PERFORMANCE SYSTEM

NO PAR NILAI
2014 2015 2016 2017 2018 MENTAL ISSUES
(%) (%) (%) (%) (%)
Penilaian cenderung rata kanan (negatively skewed) dikarenakan:
P1 0.1% 0.1% 2.5% 0.6% 1.5%
1. Efek negatif penilaian yang tidak obyektif terhadap perusahaan.
P2 71.6% 93.6% 93.8% 34.4% 31.0% 2. Penilaian atas dasar rasa sungkan, ewuh pakewuh, menghindari konflik, serta
1 P P3 28.1% 6.2% 3.6% 64.9% 62.0% kasihan.

P4 0.1% 0.1% 0.1% 0.1% 4.7%

P5 0.0% 0.0% 0.0% 0.0% 0.8%


SYSTEM ISSUES
K1 6.0% 7% 0.1% 0.3% 0.2%

K2 69.0% 75.3% 84.6% 95.5% 96.2%


1. Pembuatan SKI baru dapat dilakukan umumnya pada triwulan ke-2 tahun
berjalan, setelah KM ditetapkan.
2 K K3 23.0% 17.2% 15.2% 4.2% 3.6%
2. Penambahan pekerjaan (incidental) sulit dilakukan (prosesnya rumit secara
K4 1.0% 0.5% 0.1% 0.1% 0.0% aturan maupun aplikasi), sehingga tidak agile terhadap perubahan situasi.
K5 0.0% 0.0% 0.0% 0.0% 0.0% 3. Tidak dapat monitoring progress pekerjaan secara mudah (tidak mendukung
FWA maksimal)
B1 3.0% 1.7% 8.4% 5.8% 7.4%
4. Penilaian dilakukan satu tahun sekali, sehingga Karyawan tidak memiliki
B2 64.0% 76.4% 66.2% 75.9% 78.7% kinerja tiwulanan.
3 B B3 31.0% 21.1% 24.5% 17.6% 13.5% 5. Tidak dapat mengakomodasi karyawan yang mengalami mutasi/promosi
(hanya salah satu posisi yang dapat diukur).
B4 3.0% 0.7% 1.0% 0.7% 0.4%
6. Tidak terjadi keselarasan antara nilai kinerja KM dengan individu karyawan.
B5 0.0% 0.0% 0.0% 0.0% 0.0%
SEVEN DIMENSIONS OF FWA
Kebijakan Employee Management System dibentuk untuk mensupport pelaksanaan kebijakan FWA.
1. Purpose and principles
Define a sharp target vision of what remote work should look like for the company

2. Remote Work Models


Rotation Dynamic: Types of remote-working models, depending on the amount of time spent away from the office and
the degree of flexibility it gives workers.
Role Allocation: The criteria to decide job allocation based on eligibility, teaming, track ability, end goals, maturity,
employee proficiency and preferences

3. Trust Based Management


The shifting from the measurement of worker inputs, such as hours worked and time spent in the office, to
measuring worker output, such as the achievement of preset goals alongside the quality and timeliness of the work
4. Remote Working Practices
Practices working remotely inspired by agile way of working (Stand Up Meeting, Online Collaboration Tools)
5. Leadership & Culture
Give employees more autonomy and to be more empowered. The remote leader of the future will need to be
inspiring, caring, and empathetic.

6. Technology Solutions
Providing devices & hybrid workspaces, Collaboration tools, performance management tools,
social and learning tools

7. Technology Infrastructure
Providing Technology Infrastructure such as internet access, modern data platform, cyber
security

4
Sources: BCG analysis, October 2020
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DEFINITION OF OBJECTIVE & KEY RESULT

Doerr, John. 2017.


Measure What
Matters. New York:
Portfolio/Penguin

“OKRs” is “Objectives and Key Results.” It is a collaborative goal-setting tool used by teams and
individuals to set challenging, ambitious goals with measurable results. OKRs are how you track progress,
create alignment, and encourage engagement around measurable goals.
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OBJECTIVES AND KEY RESULTS

OKR
Objective Key Result

OKRs is a critical thinking framework and ongoing discipline that seeks to ensure employees work
together, focusing their efforts on what is most important in order to make measurable contributions
that will drive the company forward…

Critical thinking framework Ongoing discipline Ensure employees work Focusing their efforts Make measurable
You need to go beyond the Don’t “Set it and forget it.” together OKRs are not a task list. They must contributions
numbers each quarter to learn OKRs must maximize cross- represent what is most important Key results are quantitative,
about your business. Drucker: functional alignment and showing progress
“The truly dangerous thing is collaboration
asking the wrong questions.”
OKR Training BACKGROUND BRIEF THEORY OF OKR OKR IN TELKOMGROUP TIMEPLAN 7

OBJECTIVES AND KEY RESULTS


OKR terminology

Objectives
3-5 key objectives: ambitious, qualitative,
time bound and actionable by the person or
team. Objective 1 Objective 2 Objective 3

Key Results Key Result 1 Key Result 1 Key Result 1

3-5 measurable key results: quantifiable, Key Result 2 Key Result 2 Key Result 2
achievable, lead to objective grading and be Key Result 3 Key Result 3
Key Result 3
difficult, but not impossible

OKR results can be based on:

Growth Performance Revenue, or Engagement


OKR Training BACKGROUND BRIEF THEORY OF OKR OKR IN TELKOMGROUP TIMEPLAN 8

OBJECTIVES AND KEY RESULTS

Objective:

A statement of a broad qualitative goal, designed to


propel the organization forward in a desired direction.
“What do we want to accomplish?”
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OBJECTIVES AND KEY RESULTS


Characteristics of Effective Objectives
1. Meaningful to you: Should compel people to a higher level of performance because the
objective has meaning for the team.
2. Attainable: Has to be a balance between inspiration and attainability. Unrealistic goals
corrode culture, reduce motivation, and introduce the temptation to engage in
unethical behavior.

3. Doable in a quarter: You should be able to accomplish it within the quarter, if not it may be
a vision or longer -term goal.
4. Controllable by the team: If you don’t reach your objective and you say, “X department
didn’t deliver,” you’re missing the point.
5. Provide business value: Objectives should be a translation of your strategy; designed to move
the business forward.

6. Qualitative: Words, not numbers.


OKR Training BACKGROUND BRIEF THEORY OF OKR OKR IN TELKOMGROUP TIMEPLAN 10

OBJECTIVES AND KEY RESULTS

Key Result:
A quantitative statement that measures the achievement
of a given objective.
“How will we know we’ve met our objective?”
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OBJECTIVES AND KEY RESULTS

Characteristics of Effective Key Results


1. Quantitative: Typically use numbers to determine whether or not we’ve achieved the
objective. Could be a number, dollar amount, or percentage.
2. Aspirational: Stretch the limits of what you think you can achieve (but make it attainable).
3. Specific: “100% of use cases are available on the new platform.” What is a use case?
4. Owned: Those responsible for delivering key results should be involved in their creation to
ensure understanding and buy-in
5. Progress-based: You should be able to demonstrate progress frequently; not just at the end
of the quarter.
6. Vertically and horizontally aligned: Your leader should agree to your key results and they
should align with other teams
7. Drive the right behavior: Avoid dysfunctional key results
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OBJECTIVES AND KEY RESULTS

Measurable Key Results


How do I know I have achieved the objective?
Is is the end result?
Is it measurable?

1. Activity-based Key Results 2. Value-based Key Results

Measure the completion of tasks and activities. Measure the outcome of activities

ü 10 purchase orders created per day ü Net Promoter Score improvement to 80%
ü 3 articles published ü Revenue from sales increased by 15%
ü At least 10 possible leads contacted daily ü Customer retention increased to 60%
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OBJECTIVES AND KEY RESULTS


Types of KeyResults
1 2 3

The most common. These track quantitative Often used to convert a binary If you have multiple milestone key results
outcomes designed to gauge success on your outcome into a key result. in a quarter, you can use a carry forward
objectives. key result to track business impact in the
Positive: Increase, grow, build, etc. Key result is following quarter
All Milestone Key Results need a
framed in positive language.
date Example : Implement Customer
Negative: Reduce, eliminate, lower, Example: “Release push Feedback Tool to capture customer
decrease, etc. notification by September 30.” satisfaction levels by August 31.

Threshold: Used when you require a Q4: Increase customer satisfaction rating X
range. to Y
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OBJECTIVES AND KEY RESULTS

OKR Hierarchy
Objectives: What you want to accomplish
Verb + What you’re going to do + In order to / so that (business value)
Example: Implement SEO Strategy in order to drive qualified leads into our website

Key Results: How you measure success


Verb + What you’re going to track/count + From x to y
Example: Increase qualified lead traffic to website from X to Y Increase conversion rate of
qualified leads from X to Y

Activities: Actions necessary to achieve the results you seek


Example: Publish 20 magazine/blog posts
Launch AdWord Campaign for 3 sets of key words and phrases Double number of ‘Call to
Action’ buttons on website
Respond to all Requests for Information within 2 hours
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OKR ALIGNMENT : COMPANY, UNIT AND INDIVIDUAL


Vertical Alignment: Cascading or‘Connecting’
O
Become the leading electric car O
dealership in the region. Make up 60 percent of all-electric car
KR1 sales in the region.
Makeup 60 percent of all-electric car KR1 O
sales in the region. Hire 2 new sales associates. Increase the number of cars
KR2 KR2 sold by 55 percent over the
Reach 90 percent in customer satisfaction Increase the number of cars sold by 55 last year.
for servicing and maintenance operations. percent over the last year. KR1
KR3 KR3 Speak to at least 50 potential
Increase brand visibility by 50 percent. Increase sales revenue by 40 percent customers a month.
KR4 over the last year. KR2
Research and implement customer KR4 Successfully close at least 12
relationship management software. Implement monthly sales promotions. sales a month.
KR5 KR5
Open a second location by the end of the Implement quarterly training sessions
year. for all sales associates.
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OBJECTIVES AND KEY RESULTS


Key Result Types Examples of good OKR’s
The share of monthly subscriptions increased to 85%

Increase our recurring Average subscription size of at least $295 per month

0-100% progress
1-5 or 1-10 revenue Reduce churn to less than 1% monthly
grade rating

Average weekly satisfaction score of at least 4.8 points

Improve internal Conduct weekly Fun Friday all-hands meetings with an


Milestones, stages,
Euros, dollars
project phases employee engagement external speaker

Implement OKR’s in all teams and departments by


January 31st

Any % value or Items, units, Conduct at least 4 face to face testing sessions per
x% to y% change articles, people week

Implement user-testing Receive at least 15 video interviews per month from


process Usertesting.com

Deliverables, tasks, outcomes Make sure at least 80% of people interviewed are
from our core target group (Directors, VP’s CEO’s)
Source: Kevan Lee, All about OKRs
Source: Step to step guide to OKRs
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OBJECTIVES AND KEY RESULTS


Purpose of Using OKRs Benefits of Using OKRs
• Agility
• Menyederhanakan proses penyelarasan
(alignment) company goals, ke unit/team goals, • Keselarasan antara company goals, ke
sampai Individual goals. unit/team goals, sampai Individual goals.
• Memfokuskan pada prioritas goals yang paling • Mereduksi waktu dalam setting goals
penting. (terutama unit/team goals, sampai Individual
goals).
• Orientasi pada goals, bukan semata kepada
Target. • Mendorong kerjasama lintas fungsi yang lebih
baik.
• Merencana apa yang setiap individu akan lakukan
untuk mencapai goals. • Clear Communication
• Kemudahan dalam melakukan eksekusi dan • Autonomy and accountability
monitoring berdasarkan perencanaan yang • Focus and discipline
dilakukan.
• Bolder goals
• Melakukan perbaikan berkelanjutan secara
sistematis. • Employee engagement
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OBJECTIVE KEY RESULT (OKR) VS KEY PERFORMANCE INDICATOR (KPI)


Objectives and Key Results Key Performance Indicator
Item
(OKR) (KPI)
A measurable expression in a relevant
A quarterly goal-setting framework used
for the achievement of a desired level
Definition to connect different levels of
of results in an area relevant to the
organization
evaluated entity’s activity

Created based on personal interests as Linked only to upper level and job OKR and KPI Integration
Cascading methodology
well description
1. OKRs include KPIs.
Target Include in OKR statement Separated from the KPI
2. OKR can be created based
Number of Item Each objective has at least 3 KRs Each objective has between 2-3 KPIs on the existent KPIs.
3. Hybrid system with KPIs for
Target Setting Changed quarterly Changed only if required corporate and
departmental/team level
Each KPI has a different data submission and OKRs at individual level
Review cycle Quarterly
and reporting frequency
4. Hybrid system with KPIs at
Goal Designed to be stretched Designed to be realistic all levels and individual
OKRs which help the
100% achievement is possible and achievement of KPIs
Result/ achievement 60-70% achievement is good
encouraged

Linkage to compensation Not linked Linked


Source: The KPI Institute, 2019
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OBJECTIVES AND KEY RESULTS


TUJUAN OKR TELKOM (OKR-KPI HYBRID) OKR PROCESS

1. Memastikan pekerjaan Karyawan OKR Committed, yaitu OKR yang OKR Aspirational, yaitu OKR yang 1. Planning
mendukung pencapaian Objective bersifat top-down, yang diturunkan bersifat bottom-up untuk • Define strategy into Objectives;
Perusahaan. dari KPI (KM Pimpinan Unit) menciptakan added value/ • Draft of OKRs created by each
2. Mendukung implementasi Flexible maupun penugasan lainnya dan breakthrough/ inovasi bagi unit Employee.
Working Arrangement (FWA). bertujuan untuk memastikan maupun Perusahaan serta
3. Memastikan seluruh aktivitas tercapainya Company Goals mendukung Company Goals. 2. Monitoring
tambahan karyawan diukur • Regular check-up
Performansinya OKR Committed Deployment (daily/weekly/bi-weekly)
4. Memastikan proses eksekusi OKR • Adjustment as follow the
sesuai dengan yang yang Corporate Strategic discussion (if needed) : redefine
direncanakan, melalui proses Initiatives KR or metric, handover KR, add
monitoring dan review yang efektif; new KR, delete KR, at any time.
5. Memastikan hasil pengukuran
KPI
Performansi Karyawan yang Penetapan Kontrak Konversi KM ke dalam Objectives 3. Evaluating
reliable. Manajemen (KM) Pimpinan Unit • Review meeting at the end of
6. Mendorong motivasi seluruh each quarter and Appraisal.
Karyawan. • Coaching and Feedback.
Penyusunan Key Result Pimpinan
Kesepakatan Unit/ Objectives Manager Lini
PRINCIPALS IMPLEMENTATION

OKR
• PR 205.09/2021 tentang PMS.
1. Alignment Penyusunan Key Result Manager
2. Fairness Kesepakatan Lini / • PK. 205.09.01/2021 tentang OKR
Objectives Staf
3. Agile • Diberlakukan secara bertahap
4. Transparent (dalam masa transisi SKI tetap
berjalan paralel dengan
5. Traceable Penyusunan Key Result Staf implementasi OKR)
6. Objective
• Subsidiaries mengimplementasikan
OKR berdasarkan proses ratifikasi.
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OKR ALIGNMENT : COMPANY, UNIT AND INDIVIDUAL


Company
Purpose Objectives
Derived from vision, directional,
OKR results can be based on:
ambitious, qualitative (cannot contain a
Vision
metric), inspirational, time bound and
actionable by the person or team,
maximum 3-5 per time frame.
Revenue Growth Performance SI-1 SI-2 SI-3
Key Results
Lead to objective
KPI--BOD KPI-BOD KPI-BOD
grading, Quantifiable
(always contains a
KPI-Unit KPI-Unit KPI-Unit
(KM) (KM) (KM) metric), KPI with
target, ambitious,
Team achievable, and be
OKR OKR OKR OKR OKR OKR OKR OKR OKR difficult but not
impossible

Individual OKR OKR OKR OKR OKR OKR OKR OKR OKR OKR OKR OKR OKR OKR OKR OKR OKR OKR
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HYBRID SYSTEM KPI & OKR


HYBRID MODEL #1 HYBRID MODEL #2
Hybrid system with KPIs for corporate and Hybrid system with KPIs at all levels and individual OKRs
departmental/team level and OKRs at individual level which help the achievement of KPIs

KM OKR VP KM OKR VP
Monitoring Monitoring
Tools Tools

SKI AVP OKR AVP SKI AVP OKR AVP


Scoring Monitoring
Tools

SKI Staff OKR Staff SKI Staff OKR Staff


Scoring Monitoring
Tools
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AGILITY TO INCIDENTAL ASSIGNMENT & ASPIRATIONAL OKR


DES (Y-1) JAN (Y) FEB (Y) MAR (Y) APR (Y) MEI (Y) JUN (Y) JUL (Y) AGU (Y) SEP (Y) OKT (Y) NOV (Y) DES (Y)

OKR OKR OKR OKR OKR OKR OKR OKR


Tambahan Tambahan Tambahan Tambahan Tambahan Tambahan Tambahan Tambahan
(TW-1) (TW-1) (TW-2) (TW-2) (TW-3) (TW-3) (TW-4) (TW-4)

Planning
OKR
Tw-1
OKR (TW-1) OKR (TW-2) OKR (TW-3) OKR (TW-4)

Evaluasi Evaluasi Evaluasi Evaluasi


CSS, OKR Tw-1 OKR Tw-2 OKR Tw-3 OKR Tw-4
Master Planning Planning Planning
Planning
Plan, OKR Tw-2 OKR Tw-3 OKR Tw-1
OKR Tw-4
RKAP

Score OKR

Alignment
Pengusulan / Penetapan KM - OKR
Drafting KM KM Pimpinan
Unit

Penyusunan Evaluasi,
NKI
SKI SKI
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AGILITY TO INCIDENTAL ASSIGNMENT


Objectives: Key Results:
Menyiapkan talent Telkom untuk menjadi talent Vice President • Menyediakan 1,000 talent digital di tahun 2020.
terbaik di BUMN. Human Capital Development • Pembaharuan sistem pengembangan
kepemimpinan.

Key Results: Key Results:


Objectives: • Penyediaan 150 orang Objectives: • Penetapan PR Pengembangan
Menyediakan 1,000 AVP Career & Talent digital talent melalui Pembaharuan sistem AVP Leadership & Capability Kepemimpinan Telkom Group
talent digital di tahun Management metode “buy” pada Q1 pengembangan Management di Q2 2020 oleh Dir HCM.
2020. 2020. kepemimpinan. • Launching sistem aplikasi
• Penetapan blueprint Mettl program leadership di Q3 2020.
untuk 29 digital skill pada
Q1 2020 oleh VP HCD

SO Leadership & Capability Off 1 Leadership & Capability


SO Talent Management Off 1 Talent Management Support Support

Objectives: Objectives: Objectives: Objectives:


Penyediaan 150 orang digital talent melalui Penetapan blueprint Mettl untuk 29 Penyusunan PR Pengembangan Launching sistem aplikasi program leadership
metode “buy” pada Q1 2020. digital skill pada Q1 2020 oleh VP HCD. Kepemimpinan Telkom Group di Q2 2020 di Q4 2020.
Key Results: Key Results: oleh Dir HCM Key Results:
• Design metodologi buying Digital Talent • Penyusunan job description dan Key Results: • Penyelesaian dokumen skema User
selesai pada W3 Januari. requirement skill digital pada W1 • Kajian dan penyusunan framework Journey pada W3 April.
• Kerja sama dengan HCBP untuk Februari. kebijakan selesai di W4 Januari. • Sprint pengembangan aplikasi dengan
penyediaan 150 orang Digital Talent • Penyusunan mekanisme tes Mettl • Draft kebijakan selesai dibuat pada W4 team IT di W4 April.
melalui proses buying (monitoring proses selesai pada W4 Februari. Februari. • Pelaksanaan User Acceptance Test di W1
rekrutmen) hingga W4 Maret. • Penetapan 29 blueprint Mettl pada • Pelaksanaan uji publik kebijakan pada W2 Juni.
• Tersedia 150 orang digital talent melalui W4 Maret oleh VP HCD. Maret. • Piloting aplikasi pada W3 Juni.
metode “buy” pada W4 Maret. • Penetapan kebijakan di W1 April oleh Dir • Launching aplikasi pada W4 Juli 2020.
HCM
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SIKLUS OBJECTIVE KEY RESULT (OKR)


Planning Monitoring Evaluating
1. Atasan memberikan assignment
1. Atasan dapat memberikan 1. Penilaian pekerjaan Inovasi
Objective untuk Bawahannya
assignment Objective baru, atau Project (non-KM)
serta Definition of Done
perubahan, atau penghapusan dilakukan kapan saja setelah
(parameter kuantitatif/waktu,
Objective Bawahan sesuai pekerjaan selesai.
parameter kualitatif, dan tingkat
dengan kebutuhan
kompleksitas pekerjaan) yang 2. Penilaian pekerjaan KM
bisnis/operasional.
telah disepakati oleh kedua dilakukan setiap triwulanan.
belah pihak; baik utk OKR 2. Bawahan dapat melakukan
3. Atasan harus melakukan
Committed maupun Aspirational. penyesuaian Key Result nya jika
validasi eviden sebagaimana
dirasa sudah tidak relevan lagi,
2. Bawahan menyusun inisiatif- Definition of Done yang telah
dengan persetujuan Atasan.
1. Planning inisiatif untuk mendukung disepakati atas Key Result yang
• Create strategy pencapaian Objective dari 3. Review atas Key Result dilakukan dinyatakan selesai.
• 1st draft of OKRS created by each atasan baik utk OKR Committed secara berkala melalui Daily
4. Atasan memberikan rating
Employee maupun Aspirational. Review, Weekly Review sesuai
kualitas.
2. Monitoring dengan tingkatannya, dengan
3. Atasan memastikan inisiatif 5. Atasan memberikan coaching
• Individual meetings between berfokus pada agenda sbb:
usulan dari bawahannya sesuai dan feedback untuk bawahan
managers and team members to
dengan Objective-nya; tidak • Bagaimana progress dari
discuss and agree on the OKRs sebagai proses development
sandbagging. Jika sesuai, maka review meeting sebelum.
• Regular (weekly/bi-weekly) check- karyawan secara berkelanjutan.
up individual meetings dapat disepakati sebagai Key • Kendala dan permasalahan
3. Evaluation Result. yang dihadapi.
Review meeting at the end of each 4. Proses alignment berikutnya • Apa yang akan dilakukan.
quarter and Appraisal sebagaimana proses di atas.
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SIKLUS 1: OBJECTIVE KEY RESULT (OKR) PLANNING


Objectives Definition of Done
• Objectives Pimpinan Unit ditentukan oleh masing-
masing Pimpinan Unit sebagai konversi dari Kontrak Parameter Kuantitatif Parameter Kualitatif
Manajemen. Metric • Menggambarkan harapan atasan
• Dalam hal Kontrak Manajemen belum siap, maka • Dituangkan dalam bentuk angka dengan satuan terhadap nilai kualitas outcome yang
Objectives dapat disusun dengan merujuk kepada tertentu. dihasilkan, seperti, ketelitian, atau
CSS, Master Plan terupdate, data historis, dan • Tidak disarankan menggunakan presentase karena kepuasan user, kesesuaian konten
RKAP. potensi bias subyektifitas. pekerjaan, error free, dan kriteria lain.
• Satuan persentase hanya dapat digunakan apabila • Kesepakatan kualitatif dituangkan ke
cara pengukurannya dapat dilakukan dengan jelas. dalam aplikasi pada saat proses
Key Results planning OKR.
Milestone • Dapat dilakukan pengukuran langsung
• Objectives Pimpinan Unit diturunkan menjadi • Terdiri dari komponen start date dan end date. ke user/customer yang berhubungan
Key Results Pimpinan Unit melalui proses • Dituangkan dalam bentuk tanggal. dengan pekerjaan yang dilakukan.
kesepakatan dengan satu level di bawahnya,
diturunkan secara cascading hingga Key Results
staf.
• Per item key result hanya dapat diturunkan Value / Bobot Value Definisi
kepada 1 orang bawahan. Untuk suatu pekerjaan 1 KR Kompleksitas yang sangat rendah.
Kategori item Key Results yang
yang dikerjakan oleh beberapa orang, untuk
menunjukkan tingkat 2 KR Kompleksitas yang rendah.
membedakannya, masing-masing dibuatkan KR
kompleksitas Key Results
yg unik. 3 KR Kompleksitas yang sedang.
tersebut dibandingkan dengan
• Dalam hal pekerjaan dilaksanakan bersama,
Key Results lain di bawah 4 KR Kompleksitas yang tinggi.
maka treatment OKR tetap dilakukan secara
Objective yang sama. 5 KR Kompleksitas yang sangat tinggi.
berjenjang dengan nama “Objective” dan “Key
Result” sama.
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SIKLUS 2: OBJECTIVE KEY RESULT (OKR) MONITORING

Penambahan Pengalihan/ Transfer Update Progress


Update Progress dapat dilakukan
• Karyawan dapat memasukkan Key Results • Pemindahan OKR dari satu Karyawan ke karyawan kapanpun, namun untuk Review
baru yang secara insidental ditugaskan oleh Karyawan lainnya dapat dilakukan pada Progress atasan dan bawahan dapat
atasannya atau yang ia ajukan sendiri kondisi tertentu: menyepakati frekuensinya (daily, weekly,
dengan mekanisme seperti pembuatan Key a. Karyawan dimutasi/ promosi; atau biweekly, dll)
Results di awal tahun. b. Karyawan dinilai gagal men-deliver OKR.
• Apabila sebuah Key Result baru akan • Key Results Karyawan lama perlu di-close
ditambahkan, namun tidak dapat dilingkupi terlebih dahulu dengan mekanisme close
oleh Objectives/Key Result Pimpinan Unit, khusus. Atasan memberikan penilaian Ubah & Hapus
maka perlu terlebih dahulu menambahkan terhadap deliverables dan parameter
Key Results ataupun Objectives baru untuk • Key Results existing dapat diubah atau
kualitatif secara manual (menginput angka dihapus apabila dipandang sudah tidak
Pimpinan Unit, sehingga Key Result baru ke dalam sistem) berdasarkan pencapaian relevan.
terhubung dengan Objective Pimpinan Unit terakhir dengan basis professional
dan Goal Perusahaan. judgement. Nilai yang diinput adalah • Penyesuaian perlu memperhatikan
keputusan atasan yang disepakati oleh Objectives/ Key Results atasannya
• Jika terdapat penambahan Key Result baru,
antara atasan dan bawahan dapat karyawan yang bersangkutan. sehingga kaidah alignment dengan goal
Perusahaan tetap terjaga.
menyepakati penyesuaian target atas Key • Karyawan baru ditugaskan atasan untuk
Result existing agar tidak mengganggu membuat dan melanjutkan Key Result dari • Penyesuain Key Results dilakukan atas
pencapaian Key Results existing. karyawan lama tersebut. kesepakatan antara atasan dan
bawahan.
OKR Training BACKGROUND BRIEF THEORY OF OKR OKR IN TELKOMGROUP TIMEPLAN 27

SIKLUS 3: OBJECTIVE KEY RESULT (OKR) EVALUATION


Closing Key Result Penyesuaian Penilaian Key Result
Key Result dapat dinilai jika sudah Apabila dikarenakan adanya kendala atau adanya • Sebelum proses penilaian, atasan terlebih dahulu melakukan
dinyatakan closed oleh Atasan. Closing Key penambahan Key Result menyebabkan target waktu pengecekan dan validasi evidence pendukung yang disampaikan
Result dilakukan apabila: sebuah Key Result diperkirakan tidak tercapai, maka oleh bawahannya.
a. Periode OKR (triwulan) berakhir. sebaiknya seorang karyawan mengajukan • Atasan dapat meminta pendapat user/ costumer sebagai
b. Pekerjaan sudah selesai sebelum penyesuaian target waktu kepada atasannya. Jika referensi dalam pemberian nilai kualitatif.
triwulan berakhir. tidak dilakukan dan tidak tercapai, maka karyawan • Proses penilaian harus dilakukan secara tatap muka agar dapat
c. Pekerjaan akan dialihkan ke karyawan yang bersangkutan akan mendapatkan pengurangan dilakukan coaching untuk pengembangan karyawan.
lain. nilai di aplikasi.

Ilustrasi Scoring OKR


Deliverables Kualitatif Total
No Key Results TW Value Bobot Result
Satuan Target Ach Score Score Score
1. Penjualan Indihome selama TW 4 4 3 21% SSL 1,000 1,000 1 1 1 0,21
tahun 2020
2. Penanganan gangguan jaringan 4 2 14% % 90 90 1 0.8 1 0,14
MTTR 3 jam
3. Pencapaian revenue TW 4 2020 4 4 29% Rp (M) 200 160 0,8 0,8 0,8 0,23
4. Pengadaan Konsutan Salary 4 1 7% Waktu 14/5/2020 16/5/2020 0,9 0,6 0,8 0,06
Survey
5 Implementasi piloting kebijakan 4 4 29% Unit 8 6 0,75 0.8 0,75 0,22
PMS pada TW 4 2020
Total Bobot 100% OKR Result 0,86
OKR Training BACKGROUND BRIEF THEORY OF OKR OKR IN TELKOMGROUP TIMEPLAN 28

TATA KELOLA PERUSAHAAN


PD200 (Pengelolaan
Peraturan Direksi
Human Capital
(PD)
Management)

• Direktur HCM memberikan ruang lingkup


pengaturan Performance Management
System.
Peraturan Direktur • Direktur HCM memberikan kewenangan VP
Performance Management
(PR) HCD untuk menetapkan Peraturan Teknis System
tentang Objective & Key Results, dan
Competencies Apprraisal

• Peraturan teknis diatur oleh Kepala Unit (VP Objective & Key Results
HCD)
Peraturan Kepala Unit (PK) • Lebih mudah dan lincah ketika terjadi
perubahan.
Competencies and
Behavior Appraisal
OKR Training BACKGROUND BRIEF THEORY OF OKR OKR IN TELKOMGROUP TIMEPLAN 29

APLIKASI OKR DIARIUM


KM VP HCD Dashboard OKR VP HCD Dashboard OKR AVP RM-HCD Dashboard OKR Staf RM-HCD
Turunan dari CSS, Master Plan,
serta RKAP
tahun 2021

1. Provide digital talent to


ensure successful digital
transformation
2. Build holistic integrated
talent management system
to provide youth and future-
ready leader
3. Establish Employee
Performance Management
System to accelerate agile
organization
4. Aligning Grade and
Compensation to increase
Group Competitiveness
5. Committed to Service Level
Guarantee to increase
operational productivity
OKR Training 30

Thank You

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