scholarly journals Perancangan Human Resource Scorecard untuk Mengevaluasi Kinerja Divisi Rekrutmen XYZ Group

2021 ◽  
Vol 2 (1) ◽  
Author(s):  
Marten Erwin ◽  
Eric Wibisono ◽  
Mochammad Arbi Hadiyat
Keyword(s):  
Performance Measurement ◽  
Human Resource ◽  
Performance Indicator ◽  
Action Plan ◽  
Key Performance Indicator ◽  
Cause And Effect ◽  
A Value ◽  
Financial Perspective ◽  
Customer Perspective ◽  
Strategic Perspective

Abstract— XYZ Group has been expanding their bussiness in various sector i.e., retail, IT consultants, food & beverages, shopping plazas, Japanese restaurants, e-wallets, e-commerce, and expeditions. XYZ Group continues to expand as an action to survive and win the competition. Therefore, XYZ Group’s Recruitment Division plays an important role in business activities. The Human Resource Scorecard is an appropriate method for measuring performance in XYZ Group's recruitment division. The result of Human Resource Scorecard in the XYZ Group Recruitment Division are acquiring 17 Key Performance Indicators (KPI) consisting of financial perspective two KPIs, three customer perspective KPIs, eight operational perspective KPIs, and four strategic perspective KPIs. Performance measurement is carried out by weighting process, followed by performance measurement based on the required data. The measurement results show an overall performance of XYZ’s Recruitment Division is 3,534, which means the performance of the XYZ Group’s Recruitment Division is good. Financial perspective performance gets a value of 2.5 (good enough), customer perspective performance gets a value of 3,831 (good), operational perspective performance gets a value of 3,423 (good), and strategic perspective performance gets a value of 4 (good). Based on the KPI that didn’t reach the target, an action plan was made. In addition to the action plan, performance dashboard and analysis of cause and effect relationships after measurement have been made. Keywords: human resource scorecard, key performance indicator, performance dashboard   Abstrak— XYZ Group telah melakukan ekspansi di berbagai bidang, yaitu retail, grocery, IT consultant, food & beverages, shopping plaza, Japanese restaurant, e-wallet, e-commerce, dan ekspedisi. XYZ Group terus melakukan ekspansi sebagai tindakan untuk bertahan dan memenangkan persaingan. Oleh karena itu, Divisi Rekrutmen XYZ Group memegang peranan penting dalam aktivitas bisnis. Human Resource Scorecard menjadi metode yang sesuai untuk melakukan pengukuran kinerja pada divisi rekrutmen XYZ Group. Perancangan Human Resource Scorecard pada Divisi Rekrutmen XYZ Group menghasilkan 17 Key Performance Indicator (KPI), yaitu dua KPI perspektif financial, tiga KPI perspektif customer, delapan KPI perspektif operational, dan empat KPI perspektif strategic. Pengukuran kinerja dilakukan dengan melakukan pembobotan dilanjutkan pengukuran kinerja berdasarkan data yang diperlukan. Hasil pengukuran menunjukkan kinerja keseluruhan sebesar 3,534 yang berarti kinerja Divisi Rekrutmen XYZ Group tergolong baik. Kinerja perspektif financial mendapatkan nilai sebesar 2,5 (cukup baik), kinerja perspektf customer sebesar 3,831 (baik), kinerja perspektif operational sebesar 3,423 (baik), dan kinerja perspektif strategic sebesar 4 (baik). Berdasarkan KPI yang tidak mencapai target dibuat action plan. Selain action plan, dilakukan perncangan performance dashboard dan analisis cause and effect relationship setelah pengukuran. Kata kunci: human resource scorecard, key performance indicator, performance dashboard

scholarly journals Penyusunan Balanced Scorecard pada PT Cipta Paramula Sejati

2019 ◽  
Vol 9 (3) ◽  
pp. 150-163
Author(s):  
Ines Pipit Yuniawati ◽  
Heny K Daryanto ◽  
Setiadi Djohar
Keyword(s):  
Balanced Scorecard ◽  
Performance Indicator ◽  
Key Performance Indicator ◽  
Strategic Objectives ◽  
Financial Perspective ◽  
Building Management ◽  
Customer Perspective ◽  
Process Perspective ◽  
Internal Business Process ◽  
Depth Interviews

ABSTRACTPT Cipta Paramula Sejati is one of the companies engaged in the space and office rental business in Jakarta. PT Cipta Paramula Sejati manages the rental of office buildings and rooms in the Jakarta Design Center Building. Jakarta Design Center is a mall that has three types of businesses related to building space rental. Every company will be faced with various problems, both problems that come from within the company (internal) and problems from outside the company (external). This study aims to analyze the strategic objectives and key performance indicator (KPI) in terms of four perspective Balanced Scorecard (BSC), an also performance measurement methods at PT Cipta Paramula Sejati based on BSC concept. The analytical method used is the BSC. The study used a descriptive approach through in-depth interviews with respondents who were chosen intentionally (purposive sampling). The results of the study obtained twelve strategic targets and fourteen KPI. Based on the results of the BSC compilation of PT Cipta Paramula Sejati, the weighting for each BSC perspective was as follows: financial perspective of 27.78 percent, customer perspective of 27.78 percent, internal business process perspective of 25 percent, and learning and growth perspective of 19.44 percent.Keywords: building management, balanced scorecard, key performance indicator.   ABSTRAKPT Cipta Paramula Sejati adalah salah satu perusahaan yang bergerak dalam bisnis penyewaan ruangan dan perkantoran di Jakarta. PT Cipta Paramula Sejati mengelola penyewaan gedung dan ruangan perkantoran di Gedung Jakarta Design Center. Jakarta Design Center merupakan mall yang memiliki tiga jenis usaha yang berkaitan dengan penyewaan ruangan gedung. Setiap perusahaan akan dihadapkan pada berbagai permasalahan, baik itu permasalahan yang berasal dari dalam perusahaan (internal) maupun permasalahan dari luar perusahaan (eksternal). Penelitian ini bertujuan untuk menganalisis sasaran strategis dan indikator yang menjadi tolak ukur kinerja ditinjau dari empat perspektif Balanced Scorecard (BSC), serta menyusun metode pengukuran kinerja di PT Cipta Paramula Sejati berdasarkan konsep BSC. Metode analisis yang digunakan adalah BSC. Penelitian menggunakan pendekatan deskriptif melalui wawancara secara mendalam dengan responden yang di pilih secara sengaja. Hasil penelitian diperoleh dua belas sasaran strategis dan empat belas tolak ukur kinerja. Berdasarkan hasil penyusunan BSC pada PT Cipta Paramula Sejati diperoleh pembobotan untuk masing- masing perspektif BSC adalah sebagai berikut: perspektif keuangan sebesar 27,78 persen, perspektif pelanggan sebesar 27,78 persen, perspektif  proses bisnis internal sebesar 25 persen, dan perspektif pembelajaran dan pertumbuhan sebesar 19,44 persen.Kata kunci : pengelola gedung, Balanced Scorecard, indikator tolak ukur kinerja.

Pengembangan Sistem Penunjang Operasional dan Pengelolaan Sumber Daya Manusia untuk Laboratorium Komputer

2015 ◽  
Vol 6 (1) ◽  
pp. 12-19
Author(s):  
Angellia Debora Suryawan ◽  
Marlene Martani ◽  
Mahenda Metta Surya
Keyword(s):  
Resource Management ◽  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Support System ◽  
Performance Indicator ◽  
Management Support ◽  
Key Performance Indicator ◽  
Literature Study ◽  
Operational Support System

Human resources are an important asset in the entire company operations activity. A human resources management support system should be provided to improve performance in  accordance with the company target. The purpose of this study is to design a model of operational and human resource management support systems that can integrate employee performance data, simplify management of employee data, and generate reports in the form of Key Performance Indicator (KPI) and Binusian Level. Methodology used in this study is using literature study, design, and test a model to make operational and human resource management information system. Index Terms - human resources, operational support system, Key Performance Indicator (KPI)  

scholarly journals Employee Performance Measurements at ‘Aisyiyah Klaten Hospital using the Human Resources Scorecard approach

2021 ◽  
Vol 16 (1) ◽  
pp. 47-54
Author(s):  
Siti Kundariyah ◽  
Heru Kurnianto Tjahjono ◽  
Qurratul Aini ◽  
Winny Setyonugroho
Keyword(s):  
Human Resources ◽  
Human Resource Management ◽  
Human Resource ◽  
Business Process ◽  
Performance Indicators ◽  
Employee Performance ◽  
Financial Perspective ◽  
Customer Perspective ◽  
Process Perspective ◽  
Internal Business Process

Background: The rapid development of health services is a challenge for hospitals in facing the increasingly open and accessible competition. Good human resource management is needed to increase the productivity of an organization. One of the strategies to increase productivity and improve human resource management is to use an integrated and comprehensive employee performance measurement. This research measured employee performance using the Human Resources Scorecard (HRSC) approach based on several conditions. HRSC is a Balanced Scorecard with a Human Resources (HR) approach where Key Performance Indicators (KPI) are based on 4 (four) perspectives: Financial Perspective, Customer Perspective, Internal Business Process Perspective, and Learning and Growth Perspective. Method: This study used a quantitative approach with a cross-sectional survey research design. Data collection methods included questionnaires, document review, and Consensus Decision Making Group (CDMG). The research population was 256 employees of the ‘Aisyiyah Hospital Klaten.  Samples were determined using non-probability sampling technique with a purposive sampling method of 100 respondents. Results: The results showed that overall employee performance was good, with a score of 4.03. Based on Key Performance Indicators for each perspective, the internal business process perspective of employee performance was very good, with a score of 1.24. The financial perspective of employee performance was good with a score of 0.8, while the customer perspective of employee performance was good, with a score of 1.19. Finally, the learning and growth perspective of employee performance was good, with a score of 0.8. Conclusion: With the HRSC approach, the overall performance results of the ‘Aisyiyah Klaten Hospital employees were good.

scholarly journals Rancangan sistem pengukuran kinerja untuk penentuan key performance indicator dengan metode Balance scorecard

2020 ◽  
Vol 12 (2) ◽  
pp. 248
Author(s):  
Lucky Setiawan ◽  
Yuliani Fauziah
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Evaluation Method ◽  
Corporate Strategy ◽  
Performance Indicator ◽  
Production Costs ◽  
Success Factor ◽  
Key Performance Indicator ◽  
Labor Costs ◽  
The Balanced Scorecard

This research adopts the Vision and Mission of a textile company headquartered in Tangerang. This company produces producing polo shirts, golf shirts, track suits, sweat shirts, and pants using materials such as single jersey, pique, lace in cotton, polyester, and others. The company's vision and mission can represent other textile companies that have the same processes and products. The characteristics of textile companies that have processes with human skill factors become critical points that are difficult to replace with robot technology. This has an impact on the needs of a large number of human resources in the industry. The increase in labor costs which always increases every year has a very significant impact on production costs. Thus, expansion is one of the critical factors to be used as a top management strategy in determining the current KPI items. The Balanced Scorecard is a performance evaluation method that can meet these expectations. The design of company performance measurement in this study begins with the translation of the company's vision and mission, secondly, making a proposed corporate strategy using the PQCDSME approach (profit, quality, Cost, Delivery, Service, Moral, Environment). Third, calcify the company's strategy into the perspective of the balanced scorecard. Fourth, the decision making process to determine KPI items using the brainstorming method. Fifth, determining the critical success factor and key performance indicator. Other factors are also compared between the achievement of the previous year as an illustration of determining a target. So the target given will be in accordance with the SMART rules (speciefic, measurable, achievable, realistic and timely). The results are obtained with 4 criteria (financial, consumer, internal business processes, learning and growth). This performance measurement produced 19 key performance indicators, consisting of 6 financial perspective indicators, 1 customer perspective indicator, 7 internal business process perspective indicators, and 5 growth and learning perspective indicators.

scholarly journals Pengukuran Kinerja dengan Metode Balance Scorecard pada Perusahaan Printpro

2016 ◽  
Vol 15 (2) ◽  
Author(s):  
Yuniaristanto ◽  
Irfan Hilmi Hamdani ◽  
Niken Aristyawati ◽  
Galuh Qodrina
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Success Factor ◽  
Company Performance ◽  
Balance Scorecard ◽  
The Balanced Scorecard ◽  
Critical Success ◽  
Key Performance Index ◽  
A Value ◽  
Financial Perspective

<em>Performance measurement required by each company to conduct an evaluation of various aspects in order to improve the quality and increase the profit of the company. Performance measurement on Printpro done using the Balanced Scorecard method outlined in the Critical Success Factor or Key Performance Index. As for the weighting of each of these perspectives using Paired comparisson. Of the votes obtained some aspects that increase, constant and decreasing. For increased aspect is learning and growth perspective of the year 2014 amounted to 0.334 into 0.418 in 2015. While the constant perspective is the perspective of the customer from 2014 to 2015 is at a value of 0.84. And for the financial perspective of 2014 decreased by 0.835 into 0.752 in 2015, while the internal business perspective also declined from 0.17 in 2014 to 0.08 in 2015</em>

scholarly journals Analisis Pencapaian Strategi Menggunakan Balanced Scorecard

2019 ◽  
Author(s):  
Menik Meltra Putri ◽  
Siti Hajar Nurlaila
Keyword(s):  
Balanced Scorecard ◽  
Performance Indicator ◽  
Measurement Tool ◽  
Research Approach ◽  
Financial Perspective ◽  
Business Perspective ◽  
Customer Perspective ◽  
Process Perspective ◽  
Internal Business Process ◽  
Unit Performance

ABSTRACTThe purpose of this research is measurement strategy achievement of public education office of surabaya city using Balanced Scorecard as a measurement tool based on financial perspective, internal business process perspective, customer perspective, and learning and growth perspective. The research approach used is descriptive qualitative by using the method of observation and interview and then analyzed by giving an overview of the performance of the strategy undertaken and explain systematically. The stages of the analysis include weighting performance to measure the number of indexes, which consists of Major Performance Indicator Achievement Index (IKU), Strategic Target Value (NSS), Performance Perspective Value (NKP), Unit Performance Value (NKU).Keywords: Strategy achievement; Balanced scorecard; PerformanceABSTRAKTujuan dari penelitian ini adalah mengukur pencapaian startegi Dinas Pendidikan Kota Surabaya menggunakan Balanced Scorecard sebagai alat ukur berbasis strategis, meliputi financial perspectice, internal proses business perspective, customer perspective, serta learning dan growth perspectif. Pendekatan penelitian yang digunakan adalah pendekatan deskriptif kualitatif dengan menggunakan metode studi observasi dan wawancara.Tahapan analisis yang dilakukan meliputi pembobotan kinerja untuk menilai besaran angka/indeks,yang terdiri dari; Indeks Capaian Indikator Kinerja Utama (IKU), Nilai Sasaran Strategis (NSS), Nilai Kinerja Perspektif (NKP), Nilai Kinerja Unit (NKU).Kata kunci: Pencapaian strategi; Balanced Scorecard; Kinerja

scholarly journals PENERAPAN BALANCED SCORECARD SEBAGAI INDIKATOR DALAM PENGUKURAN KINERJA KOPERASI (STUDI PADA KPRI KARYA DHARMA SELONG)

2017 ◽  
Vol 6 (1) ◽  
Author(s):  
Abdul Haris
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Business Processes ◽  
Fiscal Year ◽  
Performance Measurement System ◽  
Meeting Report ◽  
Financial Perspective ◽  
Measurement Results ◽  
Customer Perspective ◽  
The Subject

This study aims to determine the performance of KPRI "Karya Dharma" Selong from a financial perspective, customer perspective, internal business processes, learning and growth perspective throughthe Balanced Scorecard analysis. The method used is descriptive method. A study on the phenomenon orpopulation obtained by researchers of the subject in the form of individual, organizational, industry orany other perspective. The data used in this study comes from the Annual Member Meeting Report ofKPRI "Dharma Karya" Selong fiscal year 2011 to fiscal year 2015. These results indicate that theperformance measurement results KPRI "Dharma Karya" Selong seen from the perspective of financialand customer perspective is generally considered "fair". Meanwhile, if viewed from the perspective ofinternal business processes and learning and growth perspective is generally rated "Good". Theimplication of this finding is that KPRI "Dharma Karya" Selong can apply the method BalancedScorecard as a performance measurement system that can measure the performance of the cooperative ofcooperatives in a comprehensive or exhaustive.Keywords: Performance Measurement, Financial Perspective, Customer Perspective, internal business processes, learning and growth perspective, Balanced Scorecard

scholarly journals Analisis Penerapan Balance Scorecard, Alat Ukur Penilaian Kinerja pada Dinas Pendapatan, Pengelolaan Keuangan, dan Aset Kabupaten Sidoarjo

2017 ◽  
Vol 7 (1) ◽  
pp. 59
Author(s):  
Mahsina Mahsina ◽  
Asmie Poniwatie ◽  
Cholifah Cholifah
Keyword(s):  
Performance Measurement ◽  
Balanced Scorecard ◽  
Research Result ◽  
Secondary Data ◽  
Regional Government ◽  
The Balanced Scorecard ◽  
Mission Strategy ◽  
Financial Perspective ◽  
Customer Perspective ◽  
Internal Business Process

<p><span class="fontstyle0">Nowadays, the performance measurement is often only measure of financial performance, and it cannot portray overall the company’s performance. It’s given these shortcomings, then created a performance measurement method that considers the financial aspects as known as the Balanced Scorecard. Balanced Scorecard performance measurement involves four perspectives: i.e. financial perspective, customer perspective, internal business process </span>perspective, and learning and growth perspective. The authors choose to use Dinas Pendapatan, Pengelolaan Keuangan, dan Aset of Sidoarjo Regional Government Agency, because during the measurement of performance of company remains focused on financial aspects. The approach of this study is a qualitative approach. The data source are secondary data, where it is an overview of the company gained from those authorized in the agency, vision, mission, strategy, and corporate organization sectors. The research result of this study using the balanced scorecard performance that involves the four perspectives.</p>

scholarly journals Implementation of balance scorecard and key performance indicator on customer service employee productivity

2021 ◽  
pp. 26-32
Author(s):  
Caecilia Ruli ◽  
Heru Kristanto
Keyword(s):  
Data Analysis ◽  
Customer Service ◽  
Qualitative Data ◽  
Performance Indicator ◽  
Customer Retention ◽  
Employee Productivity ◽  
Key Performance Indicator ◽  
Balance Scorecard ◽  
Service Employees ◽  
Customer Perspective

This research aims to find out the implementation of balance scorecard and key performance indicator on customer service employee productivity. Participants of this study were customer service employees. This method of research is qualitative. Data collection techniques by means of observation, documentation, and interviews. Qualitative data analysis used includes the stages of data analysis is data reduction, data display, and conclusion drawing. The research concluded that the implementation of Balance Scorecard and Key performance indicator as a Productivity Meter for Customer Service Employees in Larissa Aesthetic Center has been good. This can be proven by the increase in Rupiah Revenue from MVG Customer service in 2019 amounting to Rp. 2,201,831,000. A customer perspective, calculated based on customer retention, shows that the customer retention has increased by 0.7 %. Thus, it can be concluded, that a customer perspective as measured by customer retention is good. This research has contributed to uncovering the influence of Balanced Scorecard on the design of performance management systems in companies and non-profit organizations that are beneficial for corporate evaluation and academic studies. For further research it is recommended, that it extends the observation period by comparison between years, using different organizations or companies, and as well as the addition of research variables.

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