My Handphone number:
Kupas Tuntas
Key
Performance
Indicator
sampai
OKR
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Latihan :
• Bagaimana membuat KPI untuk hal-hal yang masuk
dalam area attitude, seperti :
1. Inisiatif
2. Kreatifitas
3. Kejujuran
4. Loyalitas
5. Penampilan & Kebersihan tubuh
Jawab:
• diberi skala penilaian seperti 1-5 ,
• setiap tingkatan dalam skala penilaian akan lebih baik
jika dilengkapi dengan indikator perilaku.
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K for Key
P for Performance
I for Indicator
3 of 3. How to
- Direksi
Level -
-
Lihat
Struktur -
Organisasi
-
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• KPI Sekretaris :
- Persentase penugasan khusus yang bisa diselesaikan
tepat waktu
- Persentase akurasi kearsipan (surat, email, dll) dan
dokumen agenda.
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Untuk level Departemen:
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Jika susah menentukan KPI dari Job Desc:
3 tipe KPI: I P O
• Input KPIs / RAW
• measure assets and resources invested in or
used to generate business results.
• Examples include
– "New hires' knowledge and skills," and
– "Quality of raw materials."
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Level 5: BSC
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Level 6. Perbedaan OKR dan BSC dalam Membantu
Melipatgandakan Kinerja Perusahaan
1. OKR dan BSC berbeda dalam memandang horison waktu. BSC: horison
minimal setahun ke depan bahkan seringkali hingga beberapa tahun
mendatang.
OKR: hingga tiga bulan (1 kuartal) ke depan.
2. dalam hal sifat komprehensifnya. BSC memandang dari empat perspektif secara
lengkap, yaitu: aspek finance, customer, internal process dan learning &
growth.
Di sisi lain, perpektif OKR hanya melihat pada area apa yang menjadi prioritas
kuartal ini. OKR memfokuskan diri pada sasaran yang ingin dicapai dalam jangka
pendek tersebut. Apa saja inisiatif-inisiatif yang diperlukan supaya tujuan ini
tercapai. Untuk situasi perubahan yang sangat dinamis, horison OKR ini sangat
membantu perusahaan untuk bergerak cepat. Yang perlu digaris bawahi disini,
ketika Anda menggunakan OKR jangan lupakan gambaran besarnya yaitu tujuan
semula organisasi Anda berdiri itu untuk memberikan nilai tambah apa bagi
orang lain.
Again, the focus is on what is most important in the next quarter.
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• To achieve your organization’s strategy, the activities your and your team
are involved in need to be in support of your Strategic Objectives. Activities
that have a higher impact on your most highly weighted Strategic
Objectives, by definition, become your critical performance nodes. These
are the places where your OKRs must be the best defined.
• We call this approach your Strategic Ontology, and you can watch a quick
video on it here.
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• Now that you know your strategy and critical performance nodes, it is
finally time to begin setting those department / process / team and
individual (if you choose) OKRs. The formula is easy: . You will find that
some OKRs require multiple Key Results.
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• Now it’s down to the brass tacks – who does what. And beyond that, what is their role in making that happen? There are many
frameworks out there – the most common (but not the best) is RACI. The magic here is in providing clarity on who owns that activity –
this drops meeting times by about 25%, increases productivity and reduces conflict.
• At this point you have created the “technical” side of OKRs. Every department/team/individual (depending how detailed you go)
knows what they need to do, when they need to do it, and what their role is in making that happen.
• Congratulations. You have now completed about 20% of your OKR solution. Now comes the tough part: the other 80%. The social
structure behind enabling OKRs to drive performance.
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Step 5: Building the Reporting Cycles…. &
Launch!
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Finance/Accounting OKR Examples
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Marketing
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Operation
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HRD
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■ Goals is used as an
overview of team’s key
goals.
■ Visually assess the
team’s performance
and easily identify
priority areas.
■ Send actions or alerts
immediately to team
members.
■ Execution map to
show the charts of
overall progress.
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■ Team Overview
allows manager
to see all the
review that has
been done or not
yet.
■ With the team
rater, manager
will be able to
rate every
subordinates he
had at once.
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Program Pengembangan
Sumber Daya Manusia