Effective Performance Management supports the achievement of both individual and business objectives. Through the Performance Management Process: Employees understand how the work they are doing supports the broader goals of the organization Employees understand what is expected of them, how they’re performing against those expectations, and how they can continue to improve their performance and contributions to advance their own career and business objectives Managers provide feedback and coaching throughout the year to support employees in sustaining and improving their performance and developing their capabilities in alignment with their career goals Employees and managers maintain on-going communications about performance and development progress and use the Company’s approved documents and/or technology to document progress

1. The Talent
Management
Navigator:
Performance
Management
Seta Ariawuri Wicaksana
Founder and CEO
www.humanikaconsulting.com

2. Seta A. Wicaksana
0811 19 53 43
wicaksana@humanikaconsulting.com
• Business Psychologist
• Pendiri dan Direktur Humanika Consulting dan hipotest.com
• Dosen Tetap dan Peneliti di Fakultas Psikologi Universitas Pancasila
• Pembina Yayasan Humanika Edukasi Indonesia
• Penulis Buku: Sobat Way (2016), Industri dan Organisasi: Pendekatan Integratif dalam
menghadapi Perubahan (2020), Human Faktor Engineering: Integratif Desain Manusia
dan Lingkungan Kerja (2021), Psikologi Industri dan Organisasi (2021), Psikologi Umum
(2021), Manajemen Pengembangan Talenta (2021), PIODiagnostik: Pengukuran Psikologi
di Lingkungan Kerja (2021), Transformasi Digital: Perspektif Organisasi, Talenta dan
Budaya Organisasi (2021), Psikologi Pelayanan (2021) dan Psikologi Konsumen (2021).
• Dosen Tidak Tetap di: Program Pasca Sarjana Ekonomi di Univ. Pancasila, STP TRISAKTI,
Fakultas Psikologi Universitas Mercu Buana, STIKOM IMA
• Certified of Assessor Talent Management
• Certified of Human Resources Management (Reward Management)
• Certified of Human Resources as a Business Partner
• Certified of Risk Professional
• Certified of HR Audit
• Ilmu Ekonomi dan Manajemen (MSDM) S3 Universitas Pancasila
• Fakultas Psikologi S1 dan S2 Universitas Indonesia
• Sekolah ikatan dinas Akademi Sandi Negara

3. Purpose
• An overview of the Performance
Management process as enabled by the
Talent Management System
• An understanding of how to navigate
through the Performance Management
process steps in the system
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4. 4

5. Q: What is Performance Management?
Performance Calibration
Process in which supervisors and
managers at the same level in
an organization discusses staff
performance ratings and outcomes to
ensure ratings and development
messages are applied consistently
across the Organization
Setting Expectations
The process of discussing what is
expected from an employee in
terms of job roles and
responsibilities
Goals and Objectives
Desired results each employee aims to
achieve, determined based on
conversations between managers and
employees
Goal Alignment
Process of ensuring individual
goals support the achievement of
department goals and department
goals support the achievement of
organization goals
Assessment
Review of goals, objectives,
and other factors, and the
determination of the level of
successful achievement
A: The process of setting expectations, aligning goals, assessing results, and focusing on
staff development through ongoing conversations between managers and their direct
report(s).
Feedback and Development
Focus of the conversations
between managers and
employees in determining
strengths, opportunities for
improvement, and how
to grow and develop
Performance management is not just a once-a-year conversation.
It impacts staff over their entire career in the organization.

6. Performance Management
Effective Performance Management supports the achievement of
both individual and business objectives. Through the Performance
Management Process:
• Employees understand how the work they are doing
supports the broader goals ofthe organization
• Employees understand what is expected of them, how they’re
performing against those expectations, and how they can
continue to improve their performance and contributions to
advance their own career and business objectives
• Managers provide feedback and coaching throughout the year
to support employees in sustaining and improving their
performance and developing their capabilities in alignment with
their career goals
• Employees and managers maintain on-going communications
about performance and development progress and use the
Company’s approved documents and/or technology to
document progress
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7. Employee:
“I own the process.”
Human Resources:
“I support the process.”
Supervisor:
“I partner in
the process.”
Leader:
“I champion
the process.”
Effective
Performance
Management
Involves Everyone!

8. Guiding Principles for
Effective Performance Management
Should be an ongoing process of setting expectations,
executing plans and evaluating results.
Engagement is increased when people are involved in
planning the work.
How work gets accomplished is as important as what gets
accomplished.
Regular, honest feedback increases understanding and
positive performance.
Expectations should be explicit and mutually understood.
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9. The
Performance
Management
Cycle
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Internal Use Only

10. Planning
Overview
• Planning is the first phase of the
performance management cycle
which generally occurs between
January and March or when an
individual begins work as a new
employee or in a new role.
• A work plan is comprised of both
Performance and Development
objectives, documented in the
Talent Management System.
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Updating
Reviewing
Planning

11. Performance Objectives
What these are
Documenting specifically what you
are expected to accomplish in the
performance year:
• Agreed results, targets,
measures, and timing
• Actions to achieve certain
results
• Agree upon key stakeholders
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12. Performance
Objectives
Why These are
Important
Employees should have enough Performance
objectives to understand how their work is
connected to the broader goals of the
business, and to understand what is expected
of them
For individuals, it is about:
• Creating clear work objectives
• Understanding how work will be
evaluated
• Understanding how work will support the
overall organization’sgoals
For Organization, it is about:
• Forming alignment between
organization goals and employee
individual performance objectives
• Meeting key organization initiatives and
objectives while incorporating values
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13. Development Objectives
What These are
You are developing from some current state
(X) of competencies to a future state (Y):
• This development may be for
improvement in your current role
• This development may be for a
potential transition to a future role
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14. Development Objectives
Why These are
Important
Employees should have at least one Development goal (and
are encouraged to consider 2-3) aligned with building
capability in a current role or toward a future opportunity
For individuals, it is about:
• Identifying opportunities for development, growth and
taking action.
• Identifying interesting roles aligned to your career
statement
For Organization, it is about:
• Improving employee capabilities to meet business needs
• Building talent needed to power our customers through
innovation anddependability
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15. Setting Goals and Expectations
Starts with a conversation around your direct report’s Job
Responsibilities Worksheet (JRW), a useful tool for managing
performance; that serves as a negotiated agreement between
you and your employee.
The JRW includes:
Summary of the position
Key job responsibilities
Required competencies
Supervisory responsibility (if applicable)
Unit peers (if applicable)
Discuss and Document Job Responsibilities
Discuss with your direct report their role and job responsibilities and work together to
ensure that their JRW is accurate.
a.
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16. Setting Goals and Expectations
Job Responsibility Expectation
Manage supply inventory for
upcoming on-and
off-organization events
• Maintain methodology/process for tracking available inventory
• Inform appropriate staff when supplies are running low in order to
replenish supplies before they
are needed
• Monitor supply delivery to ensure timely ordering and receipt of
supplies for events
Compile event status reports
for the group
on a quarterly basis
• Ensure data contained in reports is 100% accurate
• Deliver reports to the group no later than 2 weeks after each quarter
ends
Monitor expenditures against
events budget
• Update supervisor bi-weekly on expense activity versus budget
• Alert staff when their expenses are close to the budget levels
Discuss Expectations
Discuss with your direct report any expectations you have regarding HOW they get their
work done.
b.
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17. Organization Strategy and Goals
Mission, Strategy, and Goals
Open and Clear Communication of Institutional Strategic Plan and its Impact on Organization
Directorate, Division, Unit, Strategies and Goals
Directorate, Division, Unit Plans, and Goals in Support of Organization Goals
Open and Clear Communication of Directorate, division, unit Strategic Plan and its Impact on
Teams and Individuals
Individual and
Team Goals
Individual and
Team Goals
Annual goals linked to Directorate, Division, Unit goals clearly articulate:
1. “What” to achieve this year and
2. How success will be measured
Individual and
Team Goals
Review Organization goals
Discuss how your direct report can support the University and ensure goal alignment
Setting Goals and Expectations
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18. Setting Goals and Expectations
Draft individual goals: Help your employee identify 2-5 goals for the
upcoming year/cycle. At least one goal should support department/unit
goals and one goal should support ongoing job responsibilities/professional
development. If your employee is a supervisor, a goal should be set that
directly links to that part of their role. Goals may be accomplished over
several years.
Your employee will document the following for each goal:
✓ Goal description
✓ Action steps to achieve goal
✓ Metrics/what success looks like
✓ Required resources
✓ Target completion date
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19. Example A Good Start: Draft Goal A Strong Finish: SMART Goal
If the focus is to
reduce Directorate
expenses…
Lower Directorate expenses. Reduce department expenses by at
least 1%-2% versus previous fiscal year
by following the new purchasing
process for lab supplies.”
If the focus is on an IT
project…
Complete new system
implementation.
Complete and implement the new ERP
system by February 1, through
effective collaboration across IT
functions and cross-functional teams.
Setting Goals and Expectations
Strive for SMART goals!
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20. Performance
management
Tools
• 360-degree feedback
• Management by Objectives
• Behaviors checklist
• Psychological appraisals
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21. Performance
management Tools
cont.
360-Degree Feedback
360-degree appraisal involves feedback of
the manager, supervisor, team members,
and any direct reports. In this method of
appraisal, employees’ complete profile has
to be collected and assessed. In addition to
evaluating the employee’s work
performance and technical skill set, an
appraiser collects in-depth feedback of the
employee.
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22. Performance management Tools cont.
Management by Objectives
This is an objective type of evaluation that
falls under the modern approach of
performance appraisal. In the MBO
method of performance appraisal, the
manager and the employee agree upon
specific and obtainable goals with a set
deadline. With this method, the appraiser
can define success and failure easily
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23. Performance management
Tools cont.
Behavioral checklist: A behavioral checklist has a
list of criteria that an employee should work on to
be a diligent worker. The behaviors differ according
to the type of job being assessed. This method is
considered favorable as the evaluation is done
based on individual employee performance
without comparisons.
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24. Performance
management
Tools cont.
Psychological appraisals: This
appraisal method evaluates the
employees’ intellect, emotional
stability, analytical skills, and
other psychological traits. This
method makes it easy for the
manager to place the employees
in appropriate teams.
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25. Performance
Management
Trends.
• Performance Ratings Will
Continue to Disappear
• Conversations Will Replace
Annual Reviews
• Professional Development
Will Rise to the Forefront of
Engagement
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26. Example of
Performance
Appraisal tool.
The Balanced
Score Card
Perspectives

27. Avoid Common Pitfalls
Pitfall:
Too many goals
Limit the number of annual goals to 2 – 5 to
ensure focus on the most important results
Pitfall:
Unclear
accountability
Clarify who is accountable for achieving the
goal—especially important in teams or where
work is highly interrelated
Pitfall:
Unclear expected
results or measures
Clearly describe the qualities or measures of
the expected results to reduce ambiguity
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28. Effective Performance
Management
Helps Us to:
• Target critical talent for development and
retention
• Execute strategy by prioritizing and aligning
goals and objectives
• Improve the performance of groups and
individuals
• Make better pay decisions based on
performance and desired results
• Identify top performers to develop a
succession plan
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29. Mid-Year Overview
During the Updating Phase, the employee
completes their self-assessment by identifying
and documenting accomplishments and missed
opportunities. Employee incorporates
stakeholder feedback into their self-assessment.
The employee and manager meet to discuss
performance and development outcomes through
the mid-year. Adjustments may be made based
on new priorities or work assignments that have
occurred since the planning phase.
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30. Roles and Responsibilities
Employee
• Gather specific examples, data & feedback to prepare for the
conversation.
• Discuss progress & demonstration of values.
• Adjust plans according to changes in objectives or priorities.
• Summarize accomplishments & strengths.
• Identify missed opportunities, areas for improvement & actions
needed.
• Request any help or additional resources needed – including
reprioritizing work.
• Document mid-year employee update.
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31. Roles and Responsibilities
Manager
• Gather specific examples, data and feedback to
prepare for the conversation.
• Provide balanced feedback on progress and values.
• Hold employees accountable and provide direction as
needed. Communicate any changes in priorities and
discuss the impact on the employee’s plan.
• Recognize employee’s accomplishments and strengths.
• Address missed opportunities, areas for improvement,
and actions needed.
• Document mid-year manager update.
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32. Year-End Overview
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• During the Reviewing Phase the employee
completes their self-assessment by identifying
and documenting accomplishments and missed
opportunities. Employee incorporates
stakeholder feedback into their self-assessment.
• The employee and manager meet to discuss the
overall performance and development outcomes
for the year.
• The manager completes the employee rating
assessment and documents it in TMS.

33. Prepare Employee Year-End Review
MANAGER
• Compile accomplishments with specific
examples
• Identify missed opportunities
• Review goal progress
• Support examples with stakeholder feedback,
where applicable
• Prepare to coach employee’s development
toward career interests
EMPLOYEE
• Compile Accomplishments with specific
examples
• Identify Missed Opportunities
• Review and Update Goal Progress
• Support examples with stakeholder feedback,
where applicable
• Reflect on development and learning from new
experiences, mistakes, and overcoming
challenges
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34. Gather Stakeholder Feedback
MANAGER
• Contact stakeholders with whom direct reports
have worked throughout the year
• Use various modes of communication to
receive feedback, including TMS
• Leverage leadership team discussions as a
source of stakeholder feedback
• Incorporate feedback gathered through means
outside of TMS such as email, notes, 1:1
meetings, anecdotes from peers, mentors,
coaches, customers, and other leaders during
your conversation and enter into
documentation
EMPLOYEE
• Contact employees worked with throughout the
year
• Use various modes of communication to
receive feedback, including TMS
• Incorporate feedback such as email, notes,
meetings, et cetera during your conversation
and enter into documentation
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35. Document Employee Evaluation
MANAGER
• Incorporate stakeholder feedback considering
accomplishments and struggles
• Incorporate accomplishments and missed
opportunities
• Incorporate Core Values examples
• Use specific examples throughout
• Note any projects that may carry over to next
year
• Consider any help or resources employees
need or request
• Applies to both development and performance
objectives
EMPLOYEE
• Incorporate stakeholder feedback considering
accomplishments and struggles
• Incorporate accomplishments and missed
opportunities
• Incorporate Core Values examples
• Use specific examples throughout
• Identify work which may carry over to next year
• Request any help or resources need from the
manager
• Submit evaluation to be visible to the manager
• Applies to both development and performance
objectives
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36. Learning and Giving
for Better Indonesia
• www.humanikaconsulting.com
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