Strategic Performance Management System (PMS)

Strategic Performance Management System (PMS)

Ibis Slipi Hotel, Jakarta | Sep 29 – 30, 2010 | Rp.3.250.000,-    per participant



Employee recruitment, selection and development practices supply the critical talents of the organization but the deployment and utilization of these varying expertise to attain high performance require a collaborative environment that must be orchestrated systematically by the managing officer. Self driven and highly innovative work behaviors are valuable constructive responses of employees that can be elicited enhanced and sustained through effective people management styles and a strategic human resource performance management system.

At the end of the program, we expect each participant will know better about the Performance Management System and linking to the company business development as part of the company wheel. The other advantage is to increase a role as strategic partner of the company. The participants is also expected to increase their competencies in dealing with Performance Planning, setting objectives, explaining impact of each individual to the company, Performance Coaching, doing the proper counseling and coaching to increase the employees motivation, expert in guiding the annual Performance Appraisals and Formulate the right and suitable Performance Reward.



We have no doubt about the fact that Performance Management will be very beneficial for the business results overall, but equally for the MANAGER as well as for the EMPLOYEE. Here we focus on how the Performance Management Process will help both in establishing an effective and satisfying professional relationship.

Managers as well as employees often tend to find the activities linked to performance management difficult or taking too much time. This has mainly to do with the following reasons:

  • They see it as an ‘administrative’ thing they have to do (because HR asks it)
  • They feel afraid of engaging themselves in the process
  • Because it involves a lot of personal, emotional elements: giving feedback, assessing results, expressing your expectations, etc.. Are neither neutral nor objective.
  • Because they don’t know how. The lack of technique in feedback, listening, questioning etc.. Makes it very difficult.

We list here a number of ‘positive consequences’ performance management has for both parties. You as HR professional can use these ‘arguments’ to help management and employees to take commitment for their own performance management.

What�s in there for Managers:

  • You ensure maximal use of the competencies and ambitions in your team. You ensure that the competency and energy of your team goes in the direction of your business objectives. You create a system follow up for the results so you can easier and earlier take corrective actions if things go wrong.
  • It creates the necessary framework for your employees to be autonomous and gives you the possibility to concentrate on your management role and not on ‘fire fighting’ or ‘doing the work’ your employees should and could do
  • It creates at the same time room for creativity and focuses that creativity on the business
  • Clarifying performance expectations makes it easier for you to give feedback to your employees and make them understand why you want them to do things differently
  • It will feed the performance management process with your own boss, since it shows clearly how you manage resources to reach your team’s objective.

What�s in there for Employees:

  • It allows you to work in an autonomous way, to develop your own strategy, knowing clearly what the expected outcome and performance standards are. You feel empowered and not a simple ‘executor’ of orders
  • It creates a certain tranquility knowing what is expected from you. You avoid surprises, priorities are not changing all the time, you have a tool to see for your self if you are going in the right direction
  • It is motivating to know your manager feels responsible for following up your job performance, for coaching you and to see he is interested in your success
  • It is reassuring to know that if things go wrong, you will quickly get feedback and the necessary help to get back on track
  • It’s nice to know that your manager is interested in your learning. On the one hand to help you get good results, but also to shape your further career
  • Regular feedback, new work challenges etc.. will help you to know yourself better. It will help you to create realistic career expectations.
  • Formulation of work motivation-job competency framework to guide performance plans.
  • Open and interactive communication between officers and staff through appropriate people management styles.
  • Employee competency enhancement programs designed to enable the attainment of personal objectives.
  • Development of performance appraisal tools as feedback methodologies to measure current achievement in relation to planned exemplary standards.
  • Reward systems that serve as means to achieve and sustain high performance.



  • * Linking the business to the performance management system
  • * Performance Planning
    • o Cascading down process
    • o Performance contract and setting objectives
    • o SMART
  • * Performance Coaching
    • o Motivation theories in the work place
    • o GROW model
    • o The impact of people management assumptions and preferences on performance.
    • o Competency based performance development and enhancement program
    • o Using effective feedback in coaching performance.
  • * Performance Review
    • o Communicating and analyzing results of the performance review.
    • o A proper communication process in Performance Review
    • o Appraisal simulation
  • * Performance Reward
    • o Creating innovative rewards to recognize high performance
    • o Jointly raising the bar for the next round of performance standards.



Concept presentation, job related case studies, role plays, individual consultation and sharing experience.



Human Resource, Human Capital and Line Staff/Supervisors/Managers who have been involved in Human Resource Development. Executives and managers of strategic business units, organization functions, and human resource development professionals and champions.


Ir. Pungki Purnadi, MM

Mr. Pungki Purnadi is a HR practitioner, he has more than 15 years experiences in handling HR matter in some multinational company such as TOTALFINAELF, MedcoEnergi and Petronas. He has also some years experiences with international management consultant, handling some HR matters in tobaccos, pulp & paper and cement industries. His background is Petroleum Engineering and Master Management. He was the Chairman of Training & Develoment Organization within Oil & Gas Industry (KKSD). As HR practitioners, he is very active to run and facilitating several HR programs.


Sep 29 – 30, 2010
2 days

Ibis Slipi Hotel, Jakarta

Tuition Fee
Rp.3.250.000,-    per participant, excluding accommodation & tax.


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