Evaluasi
Manajemen Kinerja
(Tatap Muka 13)
HAL-HAL yang
Dievaluasi
Keahlian
(Skills)/Kemampuan
(Abilities)/Kebutuhan (Needs)/Kendala
(Traits of Individuals)
Berkaitan dengan Kebijakan dan Budaya
yang terdapat dalam Organisasi
Pencapaian dan Output (Result in
Outcomes)
Kewenangan Evaluasi
Superior Only
Subordinate(s)
Peers/Coworkers
Self
Customers
Others
Subordinates
All Stakeholders
Metode Pendekatan
Review indikator internal industry atau
organisasi sejenis (Consistent indicators
across industry or similar organizations)
Perbandingan seluruh indikator dalam ruang
lingkup organisasi (Comparison of indicators
over time in organization)
Perbandingan indikator dengan standard
industri (Comparisons with pre-determined
standard)
Pendekatan Utama
Comparativ
e
Attribute
Behavioral
Permasalahan dan
Kendala dalam Evaluasi
dan Pengukuran
Controllability
Motivational impact
“Fallout”
Role Modeling Impact
Reliability
Relevance
Control
Periode Evaluasi
Probation Period
Tahunan/Periodically/Annually
(tanggal ulang tahun, tanggal
penugasan)
Semi-Periodik (Semi-annually)
Timbulnya Kejadian (For Cause)
Rutinitas dan Kelangsungan (Ongoing)
Kebutuhan (As needed)
Metode Penilaian
Kinerja
Traditional
Management-by-Objective
Assessment Center
Peer Review Panel
Critical Events
Upward Feedback
360 Degree
Tehnik Evaluasi
Manajemen Kinerja
Essay (open-ended)
Management by Objective
Ranking
Paired Comparisons
Forced Choice
Forced Distribution
Ratings: Checklist & Scales
Behaviorally Anchored Ratings
(BARS)
Critical Incidents
Essay Technique





Deskripsi kualitas dan kuantitas kinerja karyawan
dalam 1 periode
Deskripsi kekuatan dan kelemahan karyawan &
manajemen.
Pola dan analisis dekripsi karyawan yang potensial
bagi organisasi.
Kemampuan leadership yang diperlukan dalam
pelaksanaan tugas
Aktivitas yang direkomendasikan bagi pengembangan
karyawan
Morgan Stanley’s
Essay System
Consider objectives identified in prior year’s
Summary as well as this year’s objectives.
Evaluation:
Strengths
Comments
1.
2.
3.
Development Areas
Comments
1.
2.
3.
Management-By-Objective
(Examples)
Tingkat kontribusi karyawan dalam
pencapaian keuntungan organisasi
ditunjukkan dengan penurunan biaya di
tingkat departement sebesar 3.5%.
 Sistem rekrutment karyawan
memerlukan evaluasi tingkat
eektivitasnya dalam satu periode
tertentu (1 tahun)

Ranking (Example)

Manajer melakukan ranking seluruh
karyawan dari kriteria terbaik sampai
dengan terburuk, dengan didasarkan
pada:
 Performance
Total Karyawan
 Kriteria Khusus (seperti komunikasi,
customer relation skills, dll).
Paired Comparisons
(Example)
Rank each employee grouping overall
or
on a characteristic:
Employee A and Employee B
Employee B and Employee C
Employee A and Employee C
Employee C and Employee D
Employee D and Employee A
Employee D and Employee B
etc.
Forced Distribution
(Example)
Pace each of the employees in your
department in the following categories
based upon overall or specific category
performance:
Top 10 percent: 10-49 percent:
50 – 89 percent: Bottom 10 percent:
Outstanding:
Average:
Good:
Below Average:
Unacceptable:
General Electric’s
Distribution
The Vitality Curve
Ratings Example (Checklists)
Program Auditor:
_____ 1. Unable to separate important from irrelevant data.
_____ 2. Omits important info from summaries.
_____ 3. Cross-references to improve reporting.
_____ 4. Produces summaries which lead to good reports.
_____ 5. Requires excessive instruction to produce work.
_____ 6. Unable to reduce data to manageable form.
_____ 7. Communicates well with peers on reports.
_____ 8. Fails to meet deadlines.
_____ 9. Provides detailed, professional work.
_____ 10. Protects confidentiality of information.
Ratings Example:
Scales
Rate the employee’s behavior on the scale provided.
Excellent Good Fair Poor N/A
4
3
2
1 ___
Reasoning ability
4
3
2
1 ___
Decisiveness in Decision-making 4
3
2
1
___
Imagination & originality
4
3
2
1 ___
Ability to plan and control
4
3
2
1 ___
Cooperation with peers
4
3
2
1 ___
Cooperation with management 4
3
2
1 ___
Professionalism
4
3
2
1 ___
Interpersonal skills
4
3
2
1 ___
Citibank’s Performance
Scorecard
Measurements
Standards
Manager’s assessment
Leadership,
Ethics/Integrity
Customer Interaction
Community Involvement
Contribution to Overall Business
People
Manager’s assessment
Performance
Teamwork
Training & Development
Employee Satisfaction
Control
Audit
Legal
Regulatory
Auditors’ standards
Below
Par
Par
Above
Par
Citibank’s Performance
Scorecard
Measurements
Customer Satisfaction
Strategy Implementation
External company survey
Goal of 80%
Objective standards
Households
Cross-sell, splits, mergers
Retail asset balances
Market share
Financial
Revenue
Expense
Margin
Objective stadards
Below
Par
Par
Above
Par
Citibank’s Link to
Compensation
Ratings Bonus
“Above Par”
“Par”
“Below Par”
30%
15%
0%
Microsoft’s PA System
Overall Employee Rating:
= Exceptional performance rarely achieved; precedent
setting results
4.5 =Consistently exceeds all requirements & expectations
work
highly valued
4
=Consistently exceeds position requirements and
expectations; work often noteworthy
3.5 =Exceeds position requirements; successful in all
objectives
3
=Meets position requirements and expectations; meets
most
or all objectives; needs some development for quality
2.5 =Falls below performance standards and expectations; has
performance deficiencies
5
Microsoft:
Adding Distribution to Rankings
4.0 +
= 35% of employees
3.5
= 40% of employees
3.0 or lower = 25% of employees
Ratings Example: BARS
Indicate the appropriate level of performance on each factor:
Quantity of work
Volume low & erratic
Quality of work
Results always accurate;
model work
Judgment
Systematic, analytical,
good
with complex problems
Satisfactory steady
volume
Volume above
expectations
Results accurate and Results generally
thorough
inaccurate
and not thorough
Practical judgment,
solves problems,
difficulty with
assessing relative
value of factors
Does not always show
good
judgment; problem
analysis
not always adequate
Microsoft Competency
Toolkit
FACTOR:
Individual Excellence
COMPETENCY:
Level 1
Intellectual Horsepower (is bright, intellectual sharp, learns quick)
Level 2
Level 3
Level 4
Structures basic
info accurately; draws
informed conclusions
Analyzes & organizes
complex info from specific
content area, identifying key
issues, assessing impact,
drawing reasonable
conclusions
Analyzes, explains & draws
logical conclusions based
upon complex data from
multiple content areas
Rapidly identifies the
significance of info &
insightfully determines
strategic action.
With guidance, learns quickly
on the job
Learns new skills & ideas
rapidly
Rapidly learns & assimilates
complex info involving
unfamiliar situations &
circumstances
Rapidly learns new concepts
& ideas; integrates &
assimilates highly complex
info across broad, multifunctional content areas
Picks up new skills &
understands ideas when
structured
Quickly adjusts thinking for
new info or ideas
Learns effectively from
experience
Is able to apply & explain
logic related to problems
Microsoft Competency
Toolkit
FACTOR:
Long-term Approach
COMPETENCY:
Developing people (provides job-relevant learning, developmental
exercises, and feedback to enhance individual performance)
Level 1
Level 2
Level 3
Level 4
Assigns challenging tasks and
assignments that will help
people develop their skills
Takes time to learn about and
understand direct reports;
career goals
Actively coaches direct
reports how to get the most
learning from their current
assignments
Holds managers accountable
for developing people in their
group/
organization
Provides direction in correct
performance of tasks and
assignments
Provides stretch jobs and
assignments for direct reports
to help them develop their
skills
Gives direct reports candid,
thoughtful feedback on their
strengths and weaknesses
Identifies key people in
his/her organization to
assume high-level
management responsibilities,
and is an advocate for them
when opportunities for
advancement occur
Critical Incident
Example
Employee Name:___________________________________
Date of Incident:__________________
Type of Incident:___________________________________
Individuals Involved:
Description of Incident:
Outcome of Incident:
Recommendations:
Date Discussed with Employee:____________
Supervisor
Signature:______________________________
Employee Signature:
_____________________________
Focus
Judgmental
Developmental
Time
orientation
Past performance
Preparation for
future performance
Method
Improving performance
by changing behavior
through rewards
Improving performance
by self- learning &
personal growth
Supervisor’s
Role
Judge who appraises
Counselor who listens,
helps, encourages &
guides
Subordinate’s
Role
Listener, reactor to,
defender of past
performance
Actively involved in
charting future plans