HIGH-TRUST EMPLOYEES A Key to Growth - dunamis.co.id · HIGH-TRUST EMPLOYEES Dunamis Program...
Transcript of HIGH-TRUST EMPLOYEES A Key to Growth - dunamis.co.id · HIGH-TRUST EMPLOYEES Dunamis Program...
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HIGH-TRUST EMPLOYEES
Dunamis Program Overview9 Mei 2017
A Key to Growth
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ABOUT DUNAMISour mission
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FANNY WINARA
FACILITATOR OF FRANKLINCOVEYIndonesia
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EFFECTIVENESS GREATNESSFrom to
T o w a r d s O r g a n i z a t i o n a l G r e a t n e s s
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ALIGNED SYSTEM
GREAT LEADERS
EFFECTIVEINDIVIDUALS
ORGANIZATIONALGREATNESS
Sustained SuperiorPerformance
Loyal Customers
Engaged Employees
Distinctive Contribution
INPUT OUTCOMES
PEOPLE PROCESS
DUNAMIS GREATNESS MODEL
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ALIGNED SYSTEM
GREAT LEADERS
EFFECTIVEINDIVIDUALS
INPUT
DUNAMIS GREATNESS MODEL
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EFFECTIVEINDIVIDUALS
INPUT
PEOPLE
DUNAMIS GREATNESS MODEL
1. Focused and disciplined2. Trustworthy3. Good business judgement4. Proactive5. Work well with others6. Good listeners and communicators
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GREAT LEADERS
DUNAMIS GREATNESS MODEL
1. Inspire Trust2. Clarify Purpose3. Align Systems4. Unleash Talent
INPUT
PEOPLE
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INPUT
1. Clarity2. Commitment3. Translation4. Enabling5. Synergy6. Accountablity
DUNAMIS GREATNESS MODEL
ALIGNED SYSTEM
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EFFECTIVEINDIVIDUALS
INPUT
PEOPLE
DUNAMIS GREATNESS MODEL
1. Focused and disciplined2. Trustworthy3. Good business judgement4. Proactive5. Work well with others6. Good listeners and communicators
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Our MenuToday:
HIGH TRUST EMPLOYEESA Key To Growth
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The 19’s and 20’s Pit Crew
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• Karya Stephen M. R. Covey, CEO ofCoveyLink, salah satu mitrastrategis FranklinCovey
• Pembicara terkemuka internasionaldan konsultan organisasi dalamkepercayaan, kepemimpinan, etik,dan kinerja tinggi
The Speed of Trust
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Organizational Trust
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• Apakah setiap orang memahami peran dan kewajiban mereka danmelaksanakannya dengan baik?
• Apakah pemimpin-pemimpin di organisasi kita menunjukkan bahwamereka layak dipercaya?
• Apakah karyawan di organisasi kita menunjukkan bahwa mereka layakdipercaya?
How About Our Organization?
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• Ketika Anda bertugas di luar kantor selama 1 minggu, siapa anggotateam yang Anda percaya akan menangani tugas Anda?
• Apa Kriteria dari orang tersebut sehingga Anda bisa memercayakantugas kepadanya?
Siapa yang Anda Percaya?
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Kepercayaan bisa diartikan sebagai katabenda maupun kata kerja yang memiliki
banyak makna.
Definisi yang kita pilih:
“Rasa percaya terhadap seseorang atauorganisasi karena KARAKTER danKOMPETENSI yang mereka miliki.”
KEPERCAYAAN
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“Total return toshareholders inhigh-trustcompanies is almost
3X higherthan in companieswith low trust.”
– Human Capital Index,Watson Wyatt Worldwide
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The Speed of Trust
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Kepercayaan Rendah Memperlambat Keberhasilan
TRUST TAX
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Kepercayaan Tinggi Mempercepat Keberhasilan
TRUST DIVIDENT
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“Kepercayaan yang terbentuk di masing-masing gelombang,membentuk dampak kumulatif dan berlipat ganda.”
—Stephen M. R. Covey
5 Gelombang Kepercayaan
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KepercayaanDimulai Dari Saya
Anda mungkin tak dapat mengendalikansegalanya, tapi Anda dapat mempengaruhibeberapa hal. Kepercayaan dimulai dari diri Andasendiri. —Stephen M. R. Covey
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Lingkaran Pengaruh dan Lingkaran Kepedulian
Kepercayaan Dimulai Dari Saya
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Lingkaran Pengaruh dan Lingkaran Kepedulian
Kepercayaan Dimulai Dari Saya
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Tujuan kita adalah membangun kepercayaan di kelima gelombang:
1. SELF TRUST: Meningkatkan kredibilitas pribadi.2. RELATIONSHIP TRUST: Membangun “Rekening Kepercayaan” dengan orang
lain.3. ORGANIZATIONAL TRUST: Membantu membentuk mentalitas “pit crew”
pada tim Anda.4. MARKET TRUST: Membangun reputasi Anda sebagai teladan dalam
melayani pelanggan5. SOCIETAL TRUST: Memahami apa yang dapat Anda lakukan untuk
membuat organisasi Anda berkontribusi kepada masyarakat.
5 Gelombang Kepercayaan
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SELFTRUST
PRINSIPKREDIBILITAS
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Self Trust
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• Ketika Anda bertugas di luar kantor selama 1 minggu, siapa anggotateam yang Anda percaya akan menangani tugas Anda?
• Apa Kriteria dari orang tersebut sehingga Anda bisa memercayakantugas kepadanya?
Siapa yang Anda Percaya?
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1. Trust Dividend apa yang diperoleh Andy Roddick?
2. Apa yang membuat Fiona Wood menjadi “warga paling terpercaya” dinegaranya?
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Hasil
Kemampuan
Niat
Integritas
KOMPETENSI
KARAKTER
4 IntiKredibilitas
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Siapa yang Anda Percaya?
• Ketika Anda bertugas di luar kantorselama 1 minggu, siapa anggotateam yang Anda percaya akanmenangani tugas Anda?
• Apa karakteristik dari orangtersebut sehingga Anda bisamempercayakan tugas kepadanya?
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4 Inti Kredibilitas
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Karakter
Integritas Keselarasan, rendah hati, keberanian
Maksud Motif, agenda, perilaku
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KompetensiKemampuan
• TASKS: Bakat (Talents), Sikap (Attitudes),Keterampilan (Skills), Pengetahuan(Knowledge), Cara (Style)
Hasil
• Rekam Jejak Anda
• Trust Dividend/Tax yang dihasilkan
• Kemauan untuk mencapai hasil yanglebih baik
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Bagaimana dengan karyawan diorganisasi Anda?
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RELATIONSHIPTRUST
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RELATIONSHIP TRUST
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13 PERILAKU
1. Bicara Apa Adanya2. Menunjukkan Rasa Hormat3. Menciptakan Transparansi4. Memperbaiki Kesalahan5. Menunjukkan Loyalitas6. Memberikan Hasil7. Menjadi Lebih Baik8. Menghadapi Kenyataan9. Memperjelas Harapan10. Mempraktikkan
Akuntabilitas11. Mendengarkan Terlebih
Dahulu12. Memenuhi Komitman13. Memberikan Kepercayaan
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TERLALU SEDIKIT TERLALU BANYAK
KELEMAHAN KELEMAHANKEKUATAN
SECUKUPNYA
Penerapan 13 Perilaku
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Penerapan 13 Perilaku
Perilaku“PANAS”
Perilaku“DINGIN”
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• Sifatnya dari dalam keluar
• Urutan perilaku sangat penting
• Menggunakan 13 perilakudengan kombinasi.
• Menerapkan secara ekstrim salahsatu perilaku akan menjadibumerang.
Penerapan 13 Perilaku
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Apa Perilakunya?Salah seorang rekan kerja dari tim lain (A) mengeluhkan rekan kerjasatu tim Anda (B). Menurut A, B sulit tidak memenuhi komitmennya
untuk memberikan laporan yang diperlukan oleh tim A sebulansekali. Padahal, laporan hal ini telah disepakati oleh kedua
pimpinan tim karena laporan tersebut dibutuhkan oleh tim A.
Apa yang akan Anda lakukan terhadap B?
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Apa Perilakunya?
Berbagi tentang pengalaman Anda sendiri.
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ORGANIZATIONALTRUST
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Apa Sistem Kerja Tim Anda?
• Layanan Pelanggan• Sistem Komputer• Pelatihan Karyawan• Penggajian
• Pengiriman• Persediaan• Produksi• Perekrutan Karyawan
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Apa Sistem Kerja Tim Anda?
Bagaimana Anda ikut membantumemperbaikinya?
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Lingkaran Pengaruh dan Lingkaran Kepedulian
Kepercayaan Dimulai Dari Saya
Sistem LayananPelanggan Tidak
Reliable
Menggunakan 13Perilaku untuk tetap
membangunkepercayaanpelanggan
(MendengarkanTerlebih Dahulu,
Menunjukkan rasaHormat, dll
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Q&A
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“Kepercayaan yang terbentuk di masing-masing gelombang,membentuk dampak kumulatif dan berlipat ganda.”
—Stephen M. R. Covey
5 Gelombang Kepercayaan
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It Starts With You
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2017 DUNAMIS STUDY
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Kolaborasi 2 studi yang berkaitan dengan pengelolaan pengetahuan danSDM yang Dunamis selenggarakan tiap tahunnya yaitu, Indonesian MostAdmired Knowledge Enterprise (MAKE) Study dan IndonesiaHuman Capital Study (IHCS). Studi ini memfasilitasi organisasi diIndonesia untuk mengukur komitmen dan kematangan dalam upayamenjadi organisasi berbasis pengetahuan dan memiliki pengelolaan SDMyang luar biasa.
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APA ITU IHCS & MAKE STUDY?
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IHCS merupakan studi pertama di Indonesia yang fokus dankomprehensif terkait Human Capital sejak tahun 2009.
IHCS mengukur efektivitas pengelolaan Human Capital perusahaan-perusahaan di Indonesia yang tercermin dari hasil kinerjanya.
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MAKE (Most Admired Knowledge Enterprise) pertama kali di Indonesia
pada tahun 2005. Tujuan lain penyelenggaraan MAKE Indonesia adalah
untuk mengukur tingkat komitmen dan kematangan organisas-
organisasi yang berbasis pengetahuan.
Tiga pemenang Indonesian MAKE Study Award dengan nilai tertinggi
secara otomatis menjadi finalis Asian MAKE Study.
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TUJUAN IHCS
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BENCHMARK
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PEMBELAJARAN NEW AND BETTER
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Menentukan Human Capital IndexNorm (per industri) di Indonesia
• HC Effectiveness• HC Valuation• HC Investment• HC Depletion
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PEMBELAJARAN
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Mengukur & menilai kinerja HumanCapital yang dimiliki perusahaan sertamelihat dimana posisi perusahaan kitadibandingkan perusahaan lain diindustri yang sama
BENCHMARK
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Sharing penerapan sistem HumanCapital di perusahaan & tren inisiatifHuman Capital Management System
NEW AND BETTER
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METODOLOGI
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MANAJEMEN KARYAWAN
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1. Human Capital Index (HCI)Data diambil dari laporan keuangan perusahaan yang sudah di audit. Untuk IHCS
2017, data yang digunakan adalah laporan keuangan tahun 2016, 2015, 2014.
2. Human Capital InitiativeData mengenai inisiatif atau program yang sudah, sedang dan akan (sudahdirencanakan) untuk dilakukan (tahun 2015, 2016, dan 2017) terkait dengan
pengelolaan Human Capital.
MANAJEMEN
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1. Net Promoter Score (NPS) Perusahaan - OnlinePerusahaan melakukan survei terhadap karyawan untuk mendapatkan indikator nilai NPS
perusahaan, yaitu: “Seberapa besar karyawan merekomendasikan orang lain untuk bekerjadi perusahaan tempatnya bekerja?”
2. Human Capital Score (HC Score) - OnlinePerusahaan melakukan survei terhadap karyawan guna mendapatkan indikator HC Score, yaitu:
Penilaian karyawan terhadap pengelolaan dan pelaksanaan setiap sub sistem Human Capitaldi perusahaan.
3. Employee Engagement Survey (EES) - OnlinePerusahaan melakukan survei terhadap karyawan guna mengetahui keterikatan karyawan
dalam perusahaan.
KARYAWAN
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1. Peserta studi adalah perusahaan-perusahaan yang memiliki lebih dari 100 orangkaryawan.
2. Perusahaan akan dikelompokkan berdasarkan jenis industri yang mengacu padapengelompokan industri yang dibuat oleh BPS (Badan Pusat Statistik), dengan jumlahperusahaan minimal 4 untuk mewakili kelompok industri.
PERSYARATAN
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BENEFIT PESERTA
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Mengukur & Menilai Kinerja HC
Laporan Studi
Apresiasi
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BENEFIT
LAPORAN STUDI• Generic Report• Specific Report
Pengukuran dan penilaian kinerja serta keefektivitasan Human Capitalyang dimiliki oleh perusahaan, dengan membandingkan posisiperusahaan dengan perusahaan lain, baik di industri yang samamaupun berbeda.Perbaikan untuk penyelarasan sub sistem Human Capital untuk
meningkatkan efektivitas Human Capital (dapat dilihat melalui HC Scoredan NPS).Penyusunan Perencanaan (Planning) untuk inisiatif Pengelolaan
Human Capital yang akan dilakukan kemudian.
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JADWAL
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JADWAL STUDI
PENDAFTARAN
30 Maret – 26 Mei
PENGUMPULANFORM STUDI
Sampai dengan26 Mei
PRESENTASI INISIATIF
HC
9 – 11 Agustus
CEOINTERVIEW
6 – 8 September
ACARAPUNCAK &APRESIASI
20 September
11 22 33 44 55
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Informasi lebih lanjut mengenai Report IHCS :
www.dunamis.co.id
Dunamis Human Capital (Informasi Teknis Mengenai Studi)
[email protected] | (021) 29672481
Nanie | [email protected] | (021) 29672481 | 085293373655
Anesti | [email protected] | (021) 29672481 | 087770944955
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ONLINE SURVEY
http://bit.ly/POV_TRUST090517
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TERIMA KASIH