1 Desain Visi Misi - OD - CPHRP - Pungki P

1
The Important of Vision

Mission for the Company
Organization
By Pungki Purnadi
www.pungkipurnadi.com
Yogyakarta, 17th January; 24th May & 13th September 2015
Universitas Kristen Duta Wacana as part of

Certified Organizational Development Program
Certified Professional Human Capital Management (CPHCM) - Indonesia
Latar Belakang
• Adanya kebutuhan untuk membuat Visi, Misi
dan Values atau Nilai-nilai dalam organisasi
perusahaan, untuk dijadikan arah
perusahaan.
• Perkembangan Industri; kondisi ekonomi

global dan tingkat persaingan saat ini
membutuhkan adanya sudut pandang yang
menyeluruh tentang peran manusia sebagai
aset organisasi

Sasaran program
Untuk menemukan pernyataan Visi, Misi dan Nilai-

nilai Organisasi yang mencerminkan secara jelas -
“apa bisnis yang digeluti” ,

“ apa impian organisasi ini” ,
“apa nilai-nilai yang mendasari tindakan
organisasi”
– sebagai acuan, tujuan dan arah gerak organisasi

6 Langkah dalam penyusunan pernyataan
Visi – Misi – Nilai Organisasi
Understanding Phase Ownership
Commitment Phase Phase
Tahap1 Tahap2 Tahap3 Tahap4 Tahap5 Tahap6
Penetapan
Pemetaan Identifikasi Penyusunan Penetapan Komunikasi
(mapping) (identifying)
Prioritas (defining) (deciding) (communicating)
(prioritizing)

Activities & Deliverables
Tahap1 Tahap2 Tahap3 Tahap4 Tahap5 Tahap6
Penetapan
Pemetaan Identifikasi Penyusunan Penetapan Komunikasi
(identifying)
Prioritas (defining) (deciding) (communicating)
(mapping)
(prioritizing)
Activity : Activity :
Activity : Activity :
In depth Survey Activity :
Identifying Key Discuss & gain
interviews with Stakeholder”s Developing VMV Activity :
Words Top & Senior level
Stakeholder Coy”Values statements Develop Communication
Mgt agreement on Plan to gain awareness,
Deliverables : VMV Statements
Deliverables : Deliverables : Deliverables : acceptance & ownership
• Agreed List of
• List of • Coy Core • Draft VMV at all levels
Key Words Deliverables :
Stakeholder”s Values Statements
• Final Deliverables :
Expectation
Statements • Communication Plan

Comprehensive Strategic Management Model
Inisiatif
Strategis
yang
External
Scanning bersifat
Tactical
jangka
menengah
Generate, Implement
Evaluate, Implement Strategies: Measure &
Long-Term
Vision Select Strategies: Into unit Evaluate
Objectives
& Strategies Mgmt Issues organization Performance
Mission
Statements
Sasaran Program Kerja
Strategis Unit yang
yang bersifat
Internal
Scanning
bersifat Operational
Strategic Strategic
jangka jangka pendek
Panjang
Certified Professional Human Capital Management (CPHCM) - Indonesia 6

Vision & Mission
• Bart and Baetz found a positive relationship
between company vision mission statements
and organizational performance.
• Business week reports that firms using vision
mission statements have a 30 percent higher
return on certain financial measure
• Shared vision can motivate employees
• Develops a commonality of interests
• Helps focus on opportunity & challenge

Kegunaan Visi Misi di organisasi
• Menjadi arah dan tujuan organisasi
• Menjadi motivator bagi para anggota organisasi
• Menjadi tolok ukur keberhasilan organisasi
• Menjadi acuan utama dalam design alat pengelolaan
Sumber Daya Manusia (attract – develop – motivate –
engage - retain) :
▫ Design Organisasi dari model sampai ke struktur
▫ Penentuan KPI dan business process organisasi
▫ Acuan utama dalam values – budaya organisasi – perilaku utama
para anggota organisasi
▫ Recruitment
▫ Manpower Planning
▫ Competency Based HRM
▫ Career Management
▫ Learning & Development
▫ Penilaian Kinerja (performance appraisal)
▫ Compensation & Benefit
▫ Talent Management 8
Organizational Development & HC
Management Model Staffing
Learning
Development
Corporate Competency CBHRM

Employee Performance
value Model
relation Mgmt
C&B
SWOT
Vision Org. Job Job Job Job Salary
Mission Model & Design Description Evaluation Grading Structure
Structure
Workforce Planning Salary
Survey Talent
KRA - KPI
Mgmt
Strategy
HC budget Salary
Initiatives
Strategy Company Increment
Business Score & Bonus
Map Card Compensation
& Benefit
Performance Learning &

Appraisal Development
Career
Development
9 (CPHCM) - Indonesia
Certified Professional Human Capital Management
WHICH GENERATION ARE YOU COMING FROM ?
Vision
A mixture between Dream and

Reality
…….“to dream the ‘impossible’ dream
to reach the stars high above in the sky “
11 11 Certified Professional Human Capital Management (CPHCM) - Indonesia

Vision & Mission
Vision statement answers the

question:
“What do we want to
become?”

Exercise
• What is your personal dream ?
• What do you want to become ?
• Please state and compare with your

company vision ……..
13
Visioning: “I have a dream”
1. Set Direction
2. Show uniqueness of the organization
3. Create standards of excellence
4. Build inspiration, energy and commitment
5. Provide challenge and stimulation
6. Prevent confusion in the organization
7. Establish legitimacy, market position and reputation
Mission Values
Activities to turn Right Behaviors for
vision into reality implementing Mission
14 Certified Professional Human Capital Management (CPHCM) - Indonesia

Vision
• A clear vision provides the

foundation for developing a
comprehensive mission
statement
• Vision statement should be
short, preferably one sentence

Examples
Vision Statement
“Air Asia Vision :

To be the largest low cost
airline

Mission
Mission statement answers the

question:
“What is our
business?”
Developing Vision & Mission
• Clear mission is needed before
alternative strategies can be
formulated and implemented
• Important to have as broad range

of participation as possible among
managers in developing the
mission
Examples (Cont’d)
Mission Statement
“Air Asia Mission”
• To be the best company to work whereby

employees are treated as part of a big family
• Create a global recognized ASEAN brand
• To attain the lowest cost so that everyone can
fly with Air Asia
• Maintain the highest quality product,
embracing technology to reduce cost &
enhance service levels.

Examples (Cont’d)
Vision Statement
“The Vision of USGS is to be a world

leader in the natural sciences
through our scientific excellence and
responsiveness to society’s needs.”
-U.S. Geological Survey (USGS)-

Examples (Cont’d)
Mission Statement
“The Mission of USGS is to serve the Nation by
providing reliable scientific information to
• Describe and understand the Earth;

• Minimize loss of life and property from natural
disasters;
• Manage water, biological, energy, and mineral
resources; and enhance and protect our
quality of life.

Characteristics of a Mission
• A Declaration of Attitude:
• A mission statement is more than a statement
of specific details.
• It is usually broad in scope for at least two

major reasons :
▫ First : a good mission statement allows for the
generation and consideration of a range of feasible
alternative objectives and strategies.

• It is usually broad in scope for at least two
major reasons :
▫ Second : A mission statement needs to be abroad
to effectively reconcile differences among.
▫ For example, the general public is especially

interested in social responsibility, and stock holders
are more interested in profitability
▫ A good mission statement indicate the relative

attention that the organization will devote to
meeting the claims of various stake holders.

1. A Customer Orientation:
According to Vern McGinnis, mission should:

• Define what the organization is
• Define what the organization aspires to be
• Broad enough to allow for creative growth
• Distinguish the firm from all others
• Serve as framework to evaluate current
activities
• Stated clearly so that it is understood by all

• A Customer Orientation:
• A good mission statement reflects the

anticipations of customers.
▫ Since more and more customers are using the
internet, its indicated the E-Commerce
perspective.
• Good mission statements identify the utility

of firm’s products to its customers.
▫ Universal studio’s mission statement focuses on
entertainment rather than on movies.
▫ Union Pacific’s mission statement focuses on
transportation rather than on railroads.
2. A Declaration of Social Policy:
• Responsibilities to
▫ consumers,
▫ environmentalists,
▫ minorities,
▫ communities, and
▫ other groups

• A Declaration of Social Policy:
• Social policy should be integrated
in all strategic-management
activities.
• Mission statement is an effective
instrument for conveying the
social responsibility of the firm.
(Cont’d)
• Effective mission statements:
• Broad in scope
• Generate range of feasible strategic
alternatives
• Not excessively specific
• Reconcile interests among diverse
stakeholders
• Balanced between specificity & generality

(Cont’d)
• Arouse positive feelings and emotions

• Motivate readers to action
• Generate the impression that firm is
successful, has direction, and is
worthy of time, support, and
investment

(Cont’d)
• Reflect judgments re: future growth

• Provide criteria for selecting strategies
• Basis for generating & screening
strategic options
• Are dynamic in orientation

Components of Mission
• Mission statements vary in…
 Length
 Content
 Format
 Specificity
• include the 9 elements, as the mission

statement is the most public and visible part
of the strategic-management process.

Elements of Mission (Cont’d)
1. Customers
2. Products or services
3. Markets
4. Technology
5. Survival, growth, and profitability
6. Philosophy
7. Self-concept
8. Concern for public image
9. Concern for employees
• Components of mission and corresponding
questions to be answered:
1. Customers:
“Who are the firm’s customers?”
We belief our first responsibility is to the doctors,

nurses, patients, mothers, and all others who use
our products and services (Johnson & Johnson)
To earn our customers’ loyalty, we listen to them,
anticipate their needs, and act to create value in
their eyes (Lexmark International)

• Components of mission and corresponding
questions to be answered:
2. Products or services:
“What are the firm's major products or
services?”
Standard oil company (Indiana) is in business to
find and produce crude oil, natural gas, and
natural gas liquids to manufacture high-quality
products useful to society and reasonable price.

3. Markets:
“Geographically, where does the firm compete?”
Our emphasis is on North markets, although global
opportunities will be explored (Blockway)
4. Technology:
“Is the firm technologically current?”
We will continually strive to meet the preferences
of adult smokers by developing technologies that
have the potential to reduce the health risks
associated with smoking (RJ Reynolds)

5. Concern for survival, growth, and
profitability:
“Is the firm committed to growth and financial
soundness?”
To serve the worldwide need for knowledge at a
fair profit by adhering, evaluating, producing and
distributing valuable information in a way that
benefits our customers, employees, other
investors and our society.
6. Philosophy:
“What are the basic beliefs, values, aspirations,
and ethical priorities of the firm?”
Our world class-leadership is dedicated to a
management philosophy that holds people above
profits (Kellog)

7. Self-concept:
“What is the firm’s distinctive competence

or major competitive advantage?”
8. Concern for public image:

“Is the firm responsive to social,
community, and environmental concerns?”
To share the world’s obligation for the
protection of the environment.
9. Concern for employees:
“Are employees a valuable asset of the firm?”

To recruit, develop, motivate, reward, and
retain personnel of exceptional ability,
character, and dedication by providing good
working conditions, superior leadership,
compensation on the basis of performance and
the high degree of employment security
(The Wachovia Corporation)

Importance of Vision & Mission
• Although research results are mixed, firms
with formal mission statements…
• 2X average return on shareholder’s equity
• Positive relationship to organizational performance
• 30% higher return on certain financial measures

Global Perspective
Major Challenges in 21st century
USA Europe Japan
Customer loyalty 44% 28% 3%

Managing M&As, alliances 30% 42% 16%
Reducing costs 29% 32% 41%
Engaging emp. in mission 28% 32% 38%
Competing for talent 26% 9% 3%
Incr. flexibility & speed 24% 39% 31%

41
Case Study in designing

Vision Mission for the
Company Organization
By Pungki Purnadi

Group 1
• Organisasi sudah berdiri sejak 1912 di Indonesia
• Bidang industri nya adalah asuransi dengan brand yang
masih cukup dikenal
• Pernah menjadi organisasi yang ternama dan terkuat di
industri nya
• Jumlah karyawan 3218 dengan kurang lebih 5000 agen
asuransi
• Motivasi organisasi semakin turun dan sudah menjadi
“silo mentality” diantara unit kerja
• Target profit dan pendapatan organisasi selama 5 tahun
terakhir turun drastis dan terpuruk keluar dari 10 besar
di industri asuransi di Indonesia
42
Group 1
• Visi Misi Values sudah ada dan terakhir dibuat di tahun
2002
• Board of Director yang baru di tahun 2014 merasa perlu
mengganti Visi Misi dan Values organisasi agar
meningkatkan kinerja organisasi
• Kondisi budaya kerja para karyawan juga sudah dirasa
perlu untuk berubah dari “comfort zoners” menjadi
lebih produktif
• Ikatan antar karyawan sangat kuat dan cenderung
menjadi sangat kekeluargaan dan tepo seliro
43
Group 2
• Organisasi baru saja didirikan dari sebuah induk perusahaan
bank ternama di Indonesia
• Bidang industri nya adalah asuransi dengan membawa brand
induk perusahaan Bank yang ternama
• Jumlah karyawan baru 283 orang
• Kebanyakan karyawan merupakan hasil recruitment internal
group (induk perusahaan) dan juga dari luar induk
perusahaan
• Model organisasi nya masih berbasiskan fungsi
• Masing-masing karyawan masih membawa budaya kerja dari
asal perusahaan sebelumnya
• Keinginan share holder, perusahaan asuransi baru ini menjadi
pemain 5 terbesar di Indonesia di tahun 2020 dan juga
dipandang di industri serta di mata masyarakat
44
Group 2
• Kegiatan di Organisasi Perusahaan sangat banyak dan
kadang menjadi overload dan tidak terarah karena
terlalu banyak prioritas target yang harus dicapai
• Tingkat pelayanan customer juga masih belum
memenuhi standar yang normatif
• Belum ada Visi Misi dan Values yang ditetapkan oleh
Board of Director
• Proses recruitment pun juga sudah kurang fokus karena
banyak nya permintaan penambahan karyawan
• Penilaian kinerja belum ada dan sebagian besar sistim
pengelolaan Sumber Daya Manusia juga masih terbatas
45
46
Summary
Implementation of
Vision Mission in
Organization
By Pungki Purnadi

What Does It Imply ?
1. FAR-REACHING.
It does not matter that vision cannot be laid out in details. It is
the direction that counts : GO NORTH, DO NOT GO SOUTH !
2. CHALLENGING.
Not an easy target. It can be obtained only
through right strategy, hard work and time.
3. STIMULATING.
“ Be part of a world class organization”
“ I’ll become a ‘cosmopolitan’ manager”
“ I’ll really be at the forefront of ….”.

VISION
“Selecting & Articulating”

The Right Vision is the
toughest task and the truest
test of great leadership
( Burt Nannus)

The Vision
“Warning Sign”
Five signs that can be used by leaders to detect the needs of new vision
1. Confusion about the goals and priority of company.

2. “Apathy” and “ unchallenging” feeling.
3. The decreasing of company’s position significantly.
4. The declining of the pride of being the company’s
members.
5. The tendency to avoid risks and responsibility
dramatically.

The “Right” Vision
• Bridging “Today” and “Tomorrow”

• Clarity of Direction
• Stimulate Enthusiasm
• Strengthen Commitment
• Energizer
• Unifying Focal Point

Guidelines for Vision
Development
Part Far sight – Part Insight
Systematic and comprehensive

analysis about company’s condition
and prospect of the future
Guidelines for Vision
Development (cont’d)
1. Auditing the organization

2. Picturing the environment
3. Auditing the vision
4. Mapping the domain
5. Developing alternative visions
6. Choosing the right vision
7. Packaging the new vision

Company Condition: Identify Our
Stakeholders and SWOT
• Stakeholders Those who will be affected by
success/failure of the company
• Strength What we are good at
• Weakness Liabilities within our organization
• Opportunities Favorable condition
• Threats Possible dangers to our success

Think Of The Future: Change
Your Frame of Reference
FROM TO
Today  Tomorrow
At present: Looking  In the future: Looking

Forward Backward
Current Circumstances  Future Success
Current Assumptions  Required Assumptions

Articulating Vision
Develop a clear and concise
statement
(no longer than 3 minutes to present)
Aim for Logic, Clarity, and

Sympathy
Identify a key-phrase

Communicating Vision
• Direct approach for
dissemination Approach
• Cascading approach for
understanding
• Underline the key phrase

• Integrate illustration Techniques
• Use metaphors
• Resonance through refrain

 Referring or reviewing the message in
talks, meetings, events
 Using phrases as slogans (ex.: contests,
activities, posters, medallion)
 Linking vision attainment

Successful
with areasSocialization
of responsibility of
Vision
 Tying to the overall
organization goal

Keeping on Vision Alive
1. Communicate enthusiastically and often.
2. Reinforces frequently.
3. Link to corporate goals.
4. Visualize benefits.
5. Celebrate milestones.
“Communicate, communicate, communicate!! Everybody

must always see it, heard it, sense and feel it...”
Michael Armstrong, CEO of AT&T

good luck & success!
If you need further assistance,
please contact me at
08121055000
Or visit
Or sending e-mail to :
Pungki.purnadi@yahoo.com
pungki@pungkipurnadi.com

Pungki Purnadi, ST.MM.MHRM.
Pungki Purnadi is certified HR practitioner, having more than 25 years
experience in handling HR matter. His engineering background education and
master human resources management support him to become the innovative
HR Practitioner. He had various working experiences regionally and
internationally such as with TOTAL Indonesie, MedcoEnergi, Petronas Carigali,
WorleyParsons, Petrosea and some years with international management
consultant, handling some HR matters in various industries.
During his working experiences, he had been assigned to various key HR
position domestically & internationally (in France, England, Scotland, Norway,
Arab Emirates, Iran, Libya, Nigeria, Argentine, Australia, Myanmar, Thailand
and Malaysia) such as Training & Development Manager, HRD Manager,
Country HR Manager, South East Asia Regional HR Manager and Human
Capital Director. He is also one of the founders who have an initiative to
conduct HR certification in Indonesia such as Certified Human Resources
Professional (CHRP); Certified Human Resource Management (CHRM) and
Certified Professional Human Capital Management. As HR practitioners, he is
very active to run and facilitating several HR program.

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1

The Important of Vision

Universitas Kristen Duta Wacana as part of

• Perkembangan Industri; kondisi ekonomi

Certified Professional Human Capital Management (CPHCM) - Indonesia

Untuk menemukan pernyataan Visi, Misi dan Nilai-

“apa bisnis yang digeluti” ,

– sebagai acuan, tujuan dan arah gerak organisasi

Certified Professional Human Capital Management (CPHCM) - Indonesia

Tahap1 Tahap2 Tahap3 Tahap4 Tahap5 Tahap6

Certified Professional Human Capital Management (CPHCM) - Indonesia

Certified Professional Human Capital Management (CPHCM) - Indonesia

Certified Professional Human Capital Management (CPHCM) - Indonesia 6

Certified Professional Human Capital Management (CPHCM) - Indonesia 7

Corporate Competency CBHRM

Performance Learning &

A mixture between Dream and

11 11 Certified Professional Human Capital Management (CPHCM) - Indonesia

Vision statement answers the

Certified Professional Human Capital Management (CPHCM) - Indonesia 12

• Please state and compare with your

14 Certified Professional Human Capital Management (CPHCM) - Indonesia

• A clear vision provides the

Certified Professional Human Capital Management (CPHCM) - Indonesia 15

“Air Asia Vision :

Certified Professional Human Capital Management (CPHCM) - Indonesia 16

Mission statement answers the

• Important to have as broad range

• To be the best company to work whereby

Certified Professional Human Capital Management (CPHCM) - Indonesia 19

“The Vision of USGS is to be a world

-U.S. Geological Survey (USGS)-

Certified Professional Human Capital Management (CPHCM) - Indonesia 20

• Describe and understand the Earth;

Certified Professional Human Capital Management (CPHCM) - Indonesia 21

• It is usually broad in scope for at least two

Certified Professional Human Capital Management (CPHCM) - Indonesia 22

▫ For example, the general public is especially

▫ A good mission statement indicate the relative

Certified Professional Human Capital Management (CPHCM) - Indonesia 23

According to Vern McGinnis, mission should:

Certified Professional Human Capital Management (CPHCM) - Indonesia 24

• A good mission statement reflects the

• Good mission statements identify the utility

Certified Professional Human Capital Management (CPHCM) - Indonesia 26

Certified Professional Human Capital Management (CPHCM) - Indonesia 28

• Arouse positive feelings and emotions

Certified Professional Human Capital Management (CPHCM) - Indonesia 29

• Reflect judgments re: future growth

Certified Professional Human Capital Management (CPHCM) - Indonesia 30

• include the 9 elements, as the mission

Certified Professional Human Capital Management (CPHCM) - Indonesia 31

We belief our first responsibility is to the doctors,

Certified Professional Human Capital Management (CPHCM) - Indonesia 33

Certified Professional Human Capital Management (CPHCM) - Indonesia 34

Certified Professional Human Capital Management (CPHCM) - Indonesia 35

Certified Professional Human Capital Management (CPHCM) - Indonesia 36

“What is the firm’s distinctive competence

8. Concern for public image:

“Are employees a valuable asset of the firm?”

Certified Professional Human Capital Management (CPHCM) - Indonesia 38

• 2X average return on shareholder’s equity

• Positive relationship to organizational performance

• 30% higher return on certain financial measures