Training &

Development
Programs
11-Jul-14
Created by Uray Andro -
uray.andro@gmail.com
Why do we
need to
Develop?
Its a VUCA
World!
Volatile Berubah ubah
Uncertain Tidak pasti
Complex Rumit
Ambiguity Tidak Jelas
11-Jul-14
Created by Uray Andro -
uray.andro@gmail.com
Develop
Business & Strategy Development
System & Tech Development
People Development
11-Jul-14
Created by Uray Andro -
uray.andro@gmail.com
REASON & BENEFIT
Increased job satisfaction and
morale among employees. Making them
more motivated so worked more
productively.
Increased capacity to adopt new method
and technology. So will also increasing
efficiencies in work process.
Create pool of readily available
and adequate personnel to
replacing future vacant position.
Create overall organization image as a good
place to work. value, nurture
and offer its employees
opportunity to grow.
11-Jul-14
Created by Uray Andro -
uray.andro@gmail.com
Alignment
Employee focused
Build on strengths
Skill & knowledge
Improved
performance
11-Jul-14
Created by Uray Andro -
uray.andro@gmail.com
KEY CHARACTERISTICS
Alignment
How do the teams support
achievement of organization
goal?
how do individuals support
achievement of team goal?
What is the organization trying
to achieve?
Employee focused
What key competencies actually
support the achievement of the
employees goals?
What characteristic &
capabilities are critical to the
success of your organizations
goal
Build on strength
Nurture individual strengths
Target specific skill gap &
challenges
What are the common traits &
strengths of top performers?

Skill & Knowledge
Knowledge & Skill is gained with
the purpose of supporting
performance

Improved performance
PERFORMANCE
& NEEDS
ANALYSIS
ESTABLISH
COMPETENCIES
ESTABLISH JOB
ROLE
STANDARD
IDENTIFY SKILL
GAPS
CREATE IDP
ASSESS &
MEASURE
IMPLEMENTATION
PROCESS
PERFORMANCE & NEEDS
ANALYSIS
Identify skills and
behaviors that are critical
to achieve our
organizations goals
Are the current KSAs
aligned and support
organizations values?

11-Jul-14
Created by Uray Andro -
uray.andro@gmail.com
ESTABLISH COMPETENCIES
Identify top performers
across job roles
Benchmark top performers

ESTABLISH JOB ROLE
STANDARD
What are top performers
do?
What does success look
like?

IDENTIFY SKILL GAPS
Find difference between
desired and actual level of
performance
Identify applied
competencies

CREATE INDIVIDUAL
DEVELOPMENT PLANS
Objective information
(Mission Statement)
Learning Style Training
Curriculum
Career plan succession
plan
Manager support

ASSESS & MEASURE
LEVEL 1 Participan
Reaction
LEVEL 2 Learned
Knowledge, Skill &
Attitudes
LEVEL 3 Behavior
changes
LEVEL 4 Results on
business impact
LEVEL 5 Return of
investment

COMPETENCIES Job performance
Abilities
Behavior
Skill
Personal Characteristics
Knowledge; motive,trait, self-
concept
Is an underlying
characteristic of an individual
that is causally related to
criterion-referenced
effective or superior
performance in a job.
11-Jul-14
Created by Uray Andro -
uray.andro@gmail.com
COMPETENCY LEVELS
Industry
organizational value
culture
CORE COMPETENCIES
Technicians & Professionals
Salespeople
Helping & Human service
Managers
Enterpreneurs
JOB FAMILY
COMPETENCIES
Level of specific skill mastery
JOB ROLE
COMPETENCIES
11-Jul-14
Created by Uray Andro -
uray.andro@gmail.com
Sample skills assessment
Costumer focus
Little / not
needed
Less
needed
Needed
Most
needed
CF.1 Memperlakukan kostumer secara sopan
1 2 3 4
CF.2 Merespon kebutuhan kostumer dgn cepat
1 2 3 4
CF.3 Mengambil tanggung jawab terhadap komplain kostumer
1 2 3 4
CF.4 Mengidentifikasi kebutuhan kostumer dgn proaktif
1 2 3 4
CF.5
Menerima feedback dari kostumer utk melihat kepuasan
mereka
1 2 3 4
CF.6
Membuat strategi utk membantu organisasi melayani
kostumer dgn lbh baik
1 2 3 4
11-Jul-14
Created by Uray Andro -
uray.andro@gmail.com
gap
potential
11-Jul-14
Created by Uray Andro -
uray.andro@gmail.com
Succession planning
11-Jul-14
Created by Uray Andro -
uray.andro@gmail.com
1.00
2.00
3.00
4.00
7.00 7.30 7.60 7.90
P
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)

Performance (scoring card)
6
1
2
3
4 5
7
8 9
axis keterangan jumlah %
1
potensi rendah - performa rendah => underperforming, sudah mencapai ujung potensi dan kurang menunjukan
performa
saran : berikan tugas tugas harian, atau digantikan
5 6%
2
potensi rendah - performa moderat => potensi karir sudah mencapai ujung pengembangan dan kinerja dinilai
cukup, performa stabil.
Saran : berikan motivasi, tantangan tugas dan kembangkan keterampilan pengerjaan tugas.
2 2%
3
potensi rendah - performa tinggi => potensi karir sudah susah dikembangkan sedangkan kinerja dan semangat
dinilai tinggi, tenaga terampil
Saran : ikutkan dalam pengembangan non-teknis, berikan reward dan motivasi
10 12%
4
potensi moderat - performa rendah => mungkin karyawan baru yang belum menunjukan hasil kinerja optimal
tetapi cukup memiliki potensi
saran : berikan orientasi teknis dalam pekerjaan sehari hari, berikan waktu untuk berkembang, berikan
tantangan dengan pencapaian yang jelas.
11 13%
5
potensi moderat - performa moderat => tenaga kerja yang stabil dalam memenuhi tuntutan pekerjaan
saran : berikan kesempatan dan tantangan untuk berkembang dan mendapatkan pengalaman baru.
8 9%
6
potensi moderat - performa tinggi => tenaga terampil yang memiliki kapasitas pengembangan, tenaga potensial
untuk disoroti sebagai calon pemangku jabatan 1 level diatasnya.
Saran : berikan tantangan dan kesempatan untuk mengembangkan karir ke level selanjutnya. Berikan training
training manajerial/konseptual.
37 43%
7
potensi tinggi - performa rendah => tenaga potensial yang mungkin masih baru dan membutuhkan arahan dalam
memenuhi tuntutan pekerjaan
saran : berikan waktu untuk berkembang pada posisinya, berikan orientasi teknis.
0 0%
8
potensi tinggi - performa moderat => tenaga potensial yang memiliki minat di bidang pekerjaannya sekarang.
Saran : berikan kesempatan untuk mempelajari hal hal teknis baru untuk mengembangkan keahlian.
6 7%
9
potensi tinggi - performa tinggi => tenaga ahli yang mampu dikembangkan ke level jabatan selanjutnya.
Saran : berikan tugas tugas level jabatan diatasnya, mungkin dapat dipromosikan ke level diatasnya.
7 8%
86
11-Jul-14
Created by Uray Andro -
uray.andro@gmail.com
11-Jul-14
Created by Uray Andro -
uray.andro@gmail.com
no. nama peserta
performance (avg scoring
card)
potential (avg skill
assessment)
axis
88 Alo O 7,79 3,10
9
46 Mugi Rahayu 7,76 3,10
9
38 Dian Nugraha 7,67 3,00
9
97 Nindyas P 7,58 3,50
8
42 Josaf P.A 7,55 3,20
8
79 Herni Heryani 7,49 3,20
8
58 Asep Sopian 7,72 2,90
6
77 Suryana 7,65 2,90
6
9 Memey Melani 7,79 2,80
6
69 Ivan Setia 7,69 2,80
6
61 Dudy Iskandar 7,65 2,80
6
48 Susilawati 7,59 2,90
5
6 Iyus Yusup 7,50 2,70
5
57 Devi Dathiah 7,48 2,70
5
22 Astri Yulianti 7,00 2,90
4
130 Imas Sulastri 7,00 2,90
4
44 A.Doma Satrio Wibowo 7,00 2,80
4
73 Yuni Soewito 7,76 1,90
3
52 Isniarti 7,74 1,90
3
25 Sulastri 7,50 1,90
2
40 Dani Mochdani 7,48 1,70
2
8 Susi Heryani 7,25 1,90
1
3 Santi Susanti 7,00 1,80
1
summary
11-Jul-14
Created by Uray Andro -
uray.andro@gmail.com
Identify business goal
Performance effectiveness criteria
Establish competencies & job standards
Determine Superior performers to Effective performers
Applications
Selection
Training
Succession planning
Its not the 95% thats right that
makes something works; its the
5% thats wrong that messes
everything up.
Will Kaydos Measuring, Managing and maximizing performance
11-Jul-14
Created by Uray Andro -
uray.andro@gmail.com
Thank you
By
Uray Andro Oktaviar
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