Full Year Plan

Full Year Plan
How to Improve Employee
Engagement & Maximize Your
Profit
Tom MC Ifle
28 Januari 2016
OUR AGENDA
•  Indonesia Outlook 2016
•  Strategic Plan 2016
•  Maximizing Profit
•  How to Retain Your Employee
•  Employee Engagement Study
FOUNDER
Tom MC Ifle
•  Founder andCEOTop Coach Indonesia
•  Coach 1000 Pengusaha.
•  Award Winning Coach
•  25.000 Hours of Coaching
•  Black Belt Six Sigma
VISI
Menciptakan satu juta milyarder di
Indonesia
MISI
Membuka potensi, menerapkan ilmu
dan terapi dengan cara coaching,
presenting, dan hypnotherapy agar
setiap orang menikmati kelimpahan
dengan fun, exciting dan saling
mendukung
08118890707
[email protected]
Founder
Mantan Head of Division Retail Business Development
(Vice President) sebuah biro perjalanan terbesar di
Indonesia. Tom sendiri mulai memberikan pelatihan
secara profesional sejak tahun 1999.
Telah membantu banyak pengusaha dari berbagai
industri, mulai dari bidang Retail, Shopping Center,
Architect & Design Firm, Contractor, Service Provider,
Tax Consultant, Financial Consultant, Property Agent ,
Industrial Parts Manufacturer, Sales Distributor,
School/ Education Centre, Filter Manufacturing, Public
Speaker, Telco, IT Consultant, Spa, Bakery, Electronic
Trading, Travel Agency, hingga Catering Service.
Dream
Menciptakan satu juga milyarder di Indonesia
dengan menggunakan tehnik re-edukasi bisnis
melalui seminar, workshop, DVD, CD audio,
online video coaching, phone coaching,
coaching visit, team training.
OUR CLIENT
Accelerated
Learning
Technique
•  No cell phones
•  Use handouts
•  Use color pen
•  Participate 100%
•  Switch on Left vs. Right Brain
•  Clench Hands Exercise
•  CONFUSION
5DangerousFactEveryBusinessOwner Should Know
About Change
Business Strategy
Internet
Business Prosperity
Business Failure
Every Day Business
START
147.000
130.000
FAILED
Change is Inevitable
A New Business Formed
every 58 second
Corporation fails every
3 minutes.
Directorship changes
every 32 seconds.
A company changes
control every 15 minutes.
Source:h*p://www.dnbsame.com/company/
global-data-coverage/
Source: empireresearchgroup.com
Small Business Fact
Business Fail
Business Success
96%
Fail
4% Success
Source: empireresearchgroup.com
Source: empireresearchgroup.com
26,000
NEW PRODUCTS EVERY YEAR
CONSUMER BEHAVIOR
Marketers lebih
mementingkan hal baru
bukan menganalisa
perubahan perilaku
konsumen.
”
Ad Contrarian Bob Holfman,
Retired chairman & CEO of Hoffman/Lewis Advertising
Customer Behavior
Hingga 30 percent
pindah loyalitas brand
tanpa alasan
74 percent suka
mencoba produk baru
yang belum terkenal
Source: empireresearchgroup.com
29 percent pelanggan
Anda tidak baca koran.
71 million
internet users
Facebook has
48 million
registered
users in
Indonesia.
50 trillion
rupiah online
transaction
Highest app
download rate
78% Decision Made
Online
Source: statista.com
Website Optimization
Small and medium-sized businesses optimized
their website as of September 2015
Hanya
3%
Pengusaha
yang
mengupdate
website
setiap hari
Source: statista.com
Failure Rate
10% tutup dengan sukarela & sisa
90%
Tutup karena
kerja keras
tidak ada hasil
h"p://www.sba.gov/ADVO/stats/sbfaq.txt
90% Reason for Failing
Kehabisan cash flow.
Tidak ada performance monitoring
Tidak tahu cara memanfaatkan
performance monitoring
database
Piutang tidak terkendali
Overborrowing.
Terlalu mengandalkan pelanggan
tertentu.
h"p://www.sba.gov/ADVO/stats/sbfaq.txt
90% Reason for Failing
Tidak memahami target market dan
kebutuhan utama mereka
Tidak ada perencanaan keuangan
Gagal berinovasi
Tidak mengelola inventory
Kurang komunikasi antar
departemen
Tidak memahami kelemahan
proses
Tidak memiliki mentor yang
mendampingi manager
h"p://www.sba.gov/ADVO/stats/sbfaq.txt
Indonesia outlook 2016
Prof. Roy Sembel
28 Januari 2016
OUTLOOK OF ECONOMY AND BUSINESS 2016:
CAPTURING OPPORTUNITIES, MANAGING RISKS!
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Prof.RoySembel,PhD
Twi9er/IG:@ProfRoySembelFB/LinkedIn:Prof.RoySembel
January2016
PROF. ROY SEMBEL, IR, MBA, PHD
EDUCATION
1982-86 IPB, Bogor. FMIPA. Major: Statistics, Minor: Economics; Ir., Best Graduate, Cum Laude
1988-90 Rotterdam School of Management, Erasmus University Rotterdam and The Wharton School,
University of Pennsylvania Philadelphia
MBA, Finance/Banking, Best Graduate, With Honours
1991-96 J.M.Katz Graduate School of Business, University of Pittsburgh; Major: Corporate Finance;
Minor: Econometrics; PhD; Dissertation: “IPO Anomalies, Truncated Excess Supply, and
Heterogeneous Information”
WORK EXPERIENCE
1984-87 Teaching Assistant, FMIPA, IPB.
1990
Internship; ABN Bank, European Treasury Department, Amsterdam.
1990-91 Corporate Banking; ABN AMRO Bank Amsterdam
1994-96 Teaching Assistant, University of Pittsburgh.
1994-2000 Co-founder Indonesian Physics Olympic Team /TOFI Foundation & Indonesian
Computer Olympic Foundation TOKI
1997-98 Economics & Finance Staff, Office of Dr (HC) Radius Prawiro, Jakarta.
2000
ACUCA Lecturer: Japan, South Korea, Taiwan, Hong Kong, The Philippines, Thailand
1987-Now Lecturer, Faculty of Economics, Christian University of Indonesia, Jakarta.
1997-2001 Visiting Lecturer at IPMI, Institut PPM, Magister Management Program University of
Indonesia, University of Sam Ratulangi, Universitas Lampung, Magister Akuntansi & Post Graduate
(S2 & S3) Program Faculty of Economics University of Indonesia, Pelita Harapan University. Subjects:
Investment Analysis and Risk Management, Corporate Finance, International Finance, Derivative
22
Securities,
Managerial Economics, Banks & Capital Markets, eBusiness Management.
1998-2001 McKinsey & Co, Jakarta
2001-2006 Program Director MBA in Finance Universitas Bina Nusantara, Co-founder
Indonesia Learning Institute (InLIne), Indonesia School of Life (InSchoOL)
2005-2007 Independent Commissioner and Chairman of Risk Monitoring Committee, PT
Bank Niaga Tbk
2005- Professor in Financial Economics;
Charter member Lembaga Komisaris dan Direksi Indonesia
2006-2008 Academic Expert Advisor, Universitas Ciputra Surabaya,
2006- Owner/ Commissioner PT MARS Indonesia
2007- Supervisory Committee Asian Bond Fund Indonesia (TCW Bahana/BI),
Chairman of Certification Committee, FPSB Indonesia
2007-2008 Dean of Faculty of Economics, Universitas Multimedia Nusantara (UMN)
2008
Board of Advisor UMN
2008-2010 Chairman of CAPITAL PRICE Indonesia
2009-2010 Dean of Business School and Director of Graduate Program, UPH
2010-2012 Director of Jakarta Futures Exchange
2012- IPMI International Business School; Senior advisor, Vriens & Partners
2013- Independent Commissioner, HITS & MCS International
2014- Chairman of Index Committee, Indeks Investor 33; Advisory Council PLN CorpU
2015- Independent Commissioner MNC Life Insurance
MISCELLANEOUS
Speaker in many seminars in Indonesia, USA, and Europe. Trainer and consultant for more than
100 local,
multinational companies, and state-owned enterprises. Writer of more than 1000
23
articles in academic journals, magazine, newspaper, book chapter, internet, etc.
COMMUNICATION:
– E-mail:[email protected]
– HP:0818773662(WA)
– Twi*er:@ProfRoySembel
– Instagram:@ProfRoySembel
– LinkedIn:Prof.RoySembel
– Facebook:Prof.RoySembel
24
AGENDA
– HISTORY&CONTEXT
– OUTLOOK&OPPORTUNITIES
25
MOSTOPTIMISTICCOUNTRIES?
IPMIExecu_veEduca_on
Capabili_es
26
27
THE WORLD HAS BEEN EXPERIENCING A GLOBAL SHIFT FROM
THE WEST TO THE EAST ..
GLOBAL SHIFT HAS BEEN ACCELERATED…
•  Bytechnologicaldevelopment….
Fundamental change in the
way we live & behave
–  WIRELESS
+
INTERNET
•  1+1=2
•  Two separate
revolutions
•  Wireless datacom
enabling technologies
•  Change in human
behavior
-00
29
MATRIX
WIRELESS
SERVICE
REVOLUTION
•  1+1>2
•  Wireless and datacom
enhance each other
•  Standards drive massive
application and service
development
•  Revolution in human
behavior and society
00-09
•  ∞
•  Datacom is everything.
Everything is wireless
•  All “gadgets” are
addressable in one
uniform network
•  Change beyond
imagination
10-
… CREATE
HIGHER
UNCERTAINTY
AND
UNPREDICTABILIT
GLOBAL SHIFT HAS BEEN ACCELERATED
BY THE 2008 CRISIS
OBSOLETE PREDICTION …
•  Tenyearsago,thepredic_onwasChina’sGDPwould
exceedJapan’sGDPin2015,andAmerica’sGDPin
2035.
•  In2010,China’sGDP>Japan’sGDP;already
overtakenAmericainthe2014(GDPxPPP)
•  Globalcrisishadbeenaccelera_ngtheshijby5-20
years
•  2060bigfour:China,India,America,ASEAN
POP QUIZ Total Nominal GDP (at current price)
of Indonesia in 2014?
Prof. Roy Sembel, Ph.D
ECONOMICINDICATORS2008-2013
VOLATILE IDR, ECONOMIC GROWTH OK, BI RATE SINGLE DIGIT,
VOLATILE FINANCIAL AND COMMODITY MARKETS
Indicator
BI Rate
Inflation rate.
GDP growth GDP / capita (USD)
USD (Rp/US$)
IHSG
Unemployment
2008
9,25%
11%
6,1%
Reserves ($ Bn)
2009
6,50%
2,8%
4,5%
2010
6,50%
7%
6,1%
2011
6,0%
3,8%
6,5%
11500 9450
1355 2534
8,6% 7,9%
9000
3700
7,5%
9000  9650 12000
3823 4316 4274
6,5% 6,0% 5,9%
51,7
93
115
66,1
2012 2013
5,75% 7,5%
4,3 % 8,38%
6,23% 5,78%
113
99
* Sources: data base CAPITAL PRICE and Miscellaneous sources
Prof. Roy Sembel, Ph.D
34
ECONOMIC INDICATORS 2013-2015
STILL PRESSURE ON IDR, REASONABLE ECONOMIC GROWTH, SINGLE
DIGIT INTEREST & INFLATION RATE, STILL VOLATILE FINANCIAL &
COMMODITY MARKETS
Indicator
BI Rate
.
Inflation
rate
GDP growth
GDP / capita (US$)
USD (Rp/US$)
IHSG
Unemployment
2013
7,5%
8,38%
5,78%
Reserves ($ Bn)
99
2014 2015
7,75%
8,36%
5,0%
12000 12500
4274 5227
5,9% 5,8%
111
*Sources:databaseCAPITALPRICEandMiscellaneoussources
35
35
IDR vs Emerging Market Currencies in the last 1 year
Brazil
Turkey
Malaysia
Russia
Indonesia ~ Thailand
Philippines
Prof. Roy Sembel, Ph.D
36
OVERALL, DECREASING TREND
OF ECONOMIC GROWTH
Economic Growth YoY (%)
Sources: Bank Indonesia, Temu Ekonom 20 Agustus 2015
37
Prof. Roy Sembel, Ph.D
38
SomehighlightsonIndonesia
–  4thmostpopulouscountry,totalpopula_onin2015~255million,
withrisingmiddleclass
–  GDPranking:16th(Nominal),8th(PurchasingPowerParityadjusted)
–  Top3highestGDPgrowthamongG20countries
–  Richincombinedmarineandlandbiodiversity
–  Richinculturalandnaturalheritage
–  Strategicloca_onbetween2con_nents(AsiaandAustralia)and2
oceans(IndianandPacific)
–  Advantageofhavingdemographicbonusinthenext15-20years
46
AGENDA
– HISTORY&CONTEXT
– OUTLOOK&OPPORTUNITIES
47
2016 & Beyond
?
48
INDONESIA2015/16:STILLTHEYEARSOFLIVINGDANGEROUSLY?
Crisistrapiseverywhere…..
NG
I
R
E
TAP
NATUR
A
HIGH POLITICAL COSTS
OFF
STER
A
S
I
D
L
S
CHINA SLO
WING DOW
N!
CORRUPTION CASES
INVE
H
T
W
O
STM
R
G
C
I
T
S
E
ENT
OM
D
R
E
FRAU
W
SLO
D
,
D
N
LA Y!
E
R
I
CE, N, ITAL
E
MIDDLE EA
E
R
I
ST
G
A
:
P
I
S
S
,
P
TURMOIL!
AL
GI
G
U
T
POR
SAFETY / SECURITY
49
危机
50
SWOT ANALYSIS for the Economy
STRENGHTS:
Biodiversity
Natural resources
12-month sunny days
Marine resources
National heritage (nature, culture)
Large total population (4th rank)
Active SocMed Users (Top 3-5)
Geographical location
OPPORTUNITIES:
Growth of China / India
US economic recovery
ICT growth
Intra ASEAN cooperation
WTO / AFTA
WEAKNESSES:
THREATS:
Cryonism (KKN)
Physical terrorism
Law enforcement
Economic terrorism
Low Human Development Index
Tropical diseases
Lack of quantity/quality infrastructure Volatility of commodity prices
Market distortion
Natural disasters
Week PR
Democracy/Political maturity still in transition
Economic Growth 2010-Q3/2015:
Slowing down but early sign of trend reversal
Q3
4,73%
Year-on-year Quarterly growth (%)
52
IHSG Jan 2015-Jan 2016
53
GOOD NEWS AND BAD NEWS
GOODNEWS:
+GDPGROWTH:Chindonesia
+GDP/CAPITA~US$3600
+G20,Rank16/17or8(PPP)
+PEACEFULDEMOCRACY
BADNEWS:
-DECREASINGEXPORT<$200B
-VOLATILEIDR&IHSG
-HIGHUNEMPLOYMENT
-CENTRALIZEDGROWTH
-HDIRANK
+NATIONALHERRITAGE
-CORRUPTIONPERCEPTIONINDEX
+MOBILEPHONE>300MN
-DEFORRESTRATION
+ALTERNATIVEENERGY
-EASENESSOFDOINGBUSINESSINDEX
+BB+èBBB(INVGRADE)
-DISTRIBUTIONOFINCOME
+CURRENCYRESERVES>$100B
-INFRASTRUCTURE
+MIDDLECLASS$10-20/DAYINCR5XIN -MARKETDISTORTION
10YEARS
-FUNDINGCOST
+DEMOGRAPHICBONUS
-AVAILABILITYOFENERGY(ELECTRICITY,OIL,
+DIRECTINVESTMENT>$30B
etc)
-LOWPERFORMANCE-BASEDCULTURE
-LOWDOMESTICINVESTORBASE
AFTA ??
Prof. Roy Sembel, Ph.D
54
MAP OF PROVINCIAL ECONOMIC GROWTH RATE
Sumber: Bank Indonesia, Temu Ekonom 20 Agustus 2015
55
SERIESOFGOVERNMENTSTIMULUS
PACKAGES
I: 9 / 9 / 2015
Focus: Real sector stimulus to mitigate economic slowdown.
II: 29 / 9 / 2015
Focus: 1. Simplify investment & license process/ deregulation
2. Stability of rupiah & forex management
III: 7 / 10 / 2015
Focus: Improving purchasing power, boosting export, & preventing lay-offs.
IV: 15 / 10 / 2015
Focus: wage system & loan to lower class businesses (KUR)
V: 22 / 10 / 2015
Focus: Tax incentive for asset revaluation & REITs (DIRE), relaxation of Sharia
banking regulation
VI: 5 / 11 /2015
Focus: (i) Kawasan Ekonomi Khusus (KEK), (ii) Water, (iii) Badan Pengawasan Obat
dan Makanan (BPOM).
VII: 4 / 12 / 2015
Focus: (i&ii) tax allowance & insentif pph 21 utk industri garmen dan industri
sepatu. (iii) 8 produk perizinan investasi + 1 surat booking tanah.
VIII: 21 / 12 / 2015
Focus: (i) One map policy, (ii) menghilangkan tarif bea masuk untuk suku cadang
56
pesawat, (iii) percepatan pembangunan dua kilang minyak baru.
Projection of Indonesia Economy
Realized
Forecast
Indikator
1. Inflation (%, yoy)
2. Rp/USD
3. BI rate (%)
4. GDP Growth (%)
Page57
2013
2014
2015
2016
2017
2018
8,38
8,36
3,35
4,0-5,0
4+/-1 4+/-1
10.470 11.878
13.800
13.000-14. 12.500-14.75
500
0
12.000-15.00
0
7,5
7,75
7,50
7,0-7,75
6,5-7,75
6,0-8,0
5,78
5,1
4,7-4,9
5,0-5,5
5,3-5,7 5,5-6,0
Kinerja IHSG seputar Teror Bom
Tanggal
Lokasi Bom
Dampak langsung Dalam 1 bulan
1/8/2000
Kedutaan Filipina
-0,51%
-5,24%
27/8/2000
Kedutaan Malaysia
-1,08%
-15,41%
13/9/2000
Bursa Efek Jakarta
-1,99%
-9,5%
24/12/2001 Beberapa gereja
-0,07%
+17,87%
22/7/2001
+2,02%
-6,29%
12/10/2002 Bali
-1,04%
-1,43%
5/12/2002
McDonald Makassar
-1,35%
+0,29%
5/8/2003
J.W. Marriott
-3,06%
+15,55%
9/9/2004
Kedubes Australia
-0,82%
+8,96%
1/10/2005
Bali
+0,38%
-1,33%
17/7/2009
J.W.Marriott / Ritz Carlton
-0,55%
+10,34%
Rata-rata
-0,73%
+1,26%
2 gereja
Sumberdata:BursaEfekIndonesia,DatabaseCAPITALPRICE
Prof.RoySembel,Ph.D
58
Opportunities in Indonesia,
According to McKinsey & Co
59
TOTAL GDP (USD Bn) INDONESIA
PROJECTIONOFINDONESIAGDP
20000
17500
USA
2010
15000
GDP
12500
10000
7500
JAPAN
2010
5000
2500
0
2010
2015
2020
2025
2030
2035
2040
2045
2050
YEAR
Source: CAPITAL PRICE Analysis
Prof.RoySembel,Ph.D
PROSPECT OF BUSINESS IN 2016
&elatively
BEYOND
• R
low interest rate
• Global uncertainty
• Domestic Stocks è Long-term
investment, short-term trading
• GDP per capita ~ $ 3600
• EBA, REITs, Property
• Pressure on IDR & IHSG
• Risk management / hedging
• GDP growth still ~ 5%
• Gold, Currency è Trading
• Inflation ~ 4%
• Businesses that leverage social
media / e-Commerce
• Mobile phone > 300 million
• Travel, Tourism, Transportation
• Infrastructure & Maritime
development
• Infrastructure, alternative
energy, recycle business,
modern retail outlet,
international-quality education,
hospitals, etc
• Domestic consumption / Rising
middle61class
CAPACITY BUILDING
GOAL
Culture
‘Hardware’
‘Software’
Leadership
‘Marketware’
‘Brainware’
OPPORTUNITY IS EVERYWHERE
EXTERNAL
INTERNAL
OPTIMIZE EXISTING RESOURCES
Tangible Assets
Intangible Assets
RIDING ON A TREND
GEOGRAPHY
DEMOGRAPHY
CAPACITY BUILDING
PSYCHOGRAPHY
INOVATION
CREATING A TREND
NEW PRODUCTS
NEW WAYS OF DOING BUSINESS
NEW TECHNOLOGY
63
IPMIExecu_veEduca_on
Capabili_es
64
TAKE AWAYS
BE ALERT, DO NOT PANIC!
THINK BALANCE: SHORT & LONG TERM
PLENTY OF OPPORTUNITIES
RISK MANAGEMENT
Kalau anda jalan-jalan ke Tasikmalaya
Jangan lupa ngemil sambel, tahu dan oncom
Kalau masih ada yang ingin ditanya
Jangan lupa kirim e-mail ke [email protected]
Facebook/LinkedIn: Prof Roy Sembel !
Twitter / Instagram: @ProfRoySembel!
Yahoogroup: [email protected]!
FREE e-NEWSLETTER
WISDOM, WEB, WEALTH!
Kirim e-mail dari e-mail anda ke
[email protected]
STRATEGIC PLANNING
Tom MC Ifle
28 Januari 2016
REASON FOR FAILURE: LACK OF ORGANIZATION ALIGNMENT
Though most of us agree that strategic planning is no rocket science but
studies have shown that up to nine out of ten strategic plans fail1
REASONS
Findings
1
60 % of organizations don’t
link strategy to budgeting
2
75 % don’t link employee
incentives to strategy
3
86 % of business leaders
spend less than one hour per
month discussing strategy
4
95 % of workers don’t
understand their
organization’s strategy
1Source:
Fortune Magazine
Most
discussions
end at
strategic
planning
Lack of
Organizational
Alignment
Execution
Lacks synergy
with Strategic
Plan
Planning and
leadership not
being part of
Organizational
System
"Walking" those plans—
missions,
goals,
and
operational
programmes—is challenging.
© 2014 Berlin Asong. All rights reserved.
6
Wal-Mart's failed
foray in the German
grocery market.
© 2014 Berlin Asong. All rights reserved.
8
GM woes in the
years leading up to its
2009 bankruptcy.
GM’sFormerCEORickWagoner
© 2014 Berlin Asong. All rights reserved.
9
After failing to make a
profit since it entered the
US grocery market in
2007, Tesco is exiting.
Picture source: gourmetretailer.com
© 2014 Berlin Asong. All rights reserved.
10
Amongst its
woes, is Yahoo!’s
inability to execute.
© 2014 Berlin Asong. All rights reserved.
11
It remains to be seen if
Merissa Mayer, former Google
exec, now Yahoo CEO can
turnaround the company.
Picture: fastcompany.com
© 2014 Berlin Asong. All rights reserved.
12
…the digital camera
inventor filed forbankruptcy
in January 2012, after losing
its competitiveness to rivals.
© 2014 Berlin Asong. All rights reserved.
1
Mission
Vision
Goals | Objectives
Strategic Analysis
Strategic Choices
Strategy Implementation
Strategy Evaluation
© 2014 Berlin Asong. All rights reserved.
What’s the
distinction
between
strategy failure
& strategyexecution
failure?
4
Simplistically…
© 2014 Berlin Asong. All rights reserved.
16
Strategy
Content
What
© 2014 Berlin Asong. All rights reserved.
Strategy-Execution
Process
How
17
Mission
Vision
Goals | Objectives
Strategic Analysis
Strategic Choices
Strategy-Execution
Strategy Implementation
PROCESS
CONTENT
Strategy
Strategy Implementation
Strategy Evaluation
© 2014 Berlin Asong. All rights reserved.
18
Alignment Map: Circle of Means
Values
Vision
Annual Review
Mission
Quarterly
Review
“Circle of Means”
Strategic
Objective
Strategic
Initiatives
Tasks + Projects
Alignment
Operational
Initiatives
Dynamic
Initiatives
The operating part of the
Strategic plan is developed
at various levels leading
finally as a feedback to the
Strategic Planning process.
Howto Maximize Your Profit
Tom MC Ifle
28 Januari 2016
Hard fact
•  80 – 90% proses adalah pemborosan dari
kacamata pelanggan
•  99.9% hasil akhir adalah pemborosan waktu.
•  Permintaan customer semakin bervariasi
memaksa kita menambah inventory,
kapasitas, biaya management, penambahan
sumberdaya manusia …
•  Kualitas suplier rendah mengakibatkan
biaya besar pada operasional
•  Kebanyakan manager tidak menguasai lean
akhirnya mentoleransi kesalahan yang mahal
Maximized Profit
Voice of Customer
Cepat
Berkualitas
Murah
Lean
PENINGKATAN PRODUKTIFITAS PER ORANG PADA
TOYOTA, NISSAN, GM, AND FORD
1955
1956
1957
1958
1959
1960
1961
1962
1963
1964
·
1970
1980
1983
1985
TOYOTA
4
8
13
12
14
15
16
16
19
20
·
Source: Annual reports
38
56
58
60
NISSAN
3
6
7
8
9
12
14
15
17
18
·
30
41
42
42
GM
8
7
6
6
7
8
7
9
9
8·
8
10
11
11
FORD
12
10
10
9
11
12
11
11
12
12
·
12
10
15
15
Unit / Man Hour
Toyota Production System
GENERAL MOTORS FRAMINGHAM vs TOYOTA TAKAOKA vs NUMMI FREMONT, 1987
GM
Framingham
Assembly Hours
per Car
Toyota Takaoka
NUMMI Fremont
31
16
19
Assembly Defects
per 100 Cars
135
45
45
Assembly Space
per Car
8.1
4.8
7.0
2 weeks
2 hours
2 days
Inventories of
Parts (average)
Source: IMVP World Assembly Plant Survey
OVER PRODUCTION
WAITING
TRANSPORTATION
7
Deadly Sins
OVER PROCESSING
MOTION
DEFECTS
INVENTORY
Winning Attitude
Inefficiency Is My
#1 Enemy
LEAN MANAGEMENT
Human Resource : Skill Matrix
Process
Hendro
Bambang
Hendro
Dodik
Mamat
Cut
Cantrain
others
In
Training
Canmeet
standard
Candowith
supervision
Mill
Sand
Frame
Assembly
Paint
What Managers Believe About Turnover
11%
Almost 9 in 10
said “more pay.”
$
From Harvard Management
Update, June, 1998.
89%
Why Employees Leave: Belief vs. Reality
What Leaders Believe
What Employees Say
11% Other Reasons
12% More Money
$
89% “More Money”
$
88% Other Reasons
The 7 “Hidden”
Reasons
Employees Leave
1.  Lingkungan kerja Tidak
sesuai harapan
2.  Tidak cocok dengan minat
dan bakat
3.  Tidak ada coaching
4.  Tidak ada jenjang karir
5.  Tidak dihargai
6.  Tertekan
7.  Tidak percaya pada leader
Why People
Leave
50%
dari
7,200
Resign karena tidak cocok
dengan atasan
Why Many
Workplaces are
“De-Magnetized”
“Hanya 53% karyawan
yang merasa
atasannya mampu
mengatasi masalah
motivasi karyawan.”
Discovery Surveys poll of 50,000 employees
at 60 U.S. companies.
Your Coach will help you build your
leadership, people, business and growth …
Pindah kerja: 4 Generasi
Udah biasa, gitu
aja repot!
Millennials
Mengapa tidak!
Kalau bisa
meningkatkan
income!
Sering pindah
kerja
emenghambat
karir
Jangan seringsering pindah
kerja. Harus
setia
Gen-Xers Baby Boomers Traditionalists
Pindah kerja: 4 Generasi
–  Traditionalists:
“Jangan sering-sering pindah kerja.”
–  Baby Boomers:
“Pindah kerja? susah berkarir.”
–  Gen-Xers:
–  Millennials:
“Meningkatkan income!”
“Udah biasa.”
Feedback: 4 Differing Views
–  Traditionalists:
“No news is good news.”
“Sekali setahun dengan data dan
dokumentasi performance appraisal.”
–  Boomers:
–  X’ers:
–  Millennials:
yah.”
“Pak, gimana cara kerja saya?”
“Saya ganggu sekali sekali bisa
Training: 4 Differing Views
–  Traditionalists:
“Dulu saya harus kerja keras, kamu juga harus!”
–  Boomers:
“Karyawan yang pinter pindah ke kompetitor, ngapain
dilatih.”
–  X’ers:
“Saya betah karena banyak pelatihan.”
–  Millennials:
“Setiap hari juga saya belajar.”
7 Langkah Membuat karyawan
merasa tidak dihargai
–  Sering-sering bilang “Tidak”,
“Jangan”,”ngga usah.”!
–  Masa bodoh
–  Tidak diajak bicara
–  Simpan rahasia
–  Gaji kecil
–  Perlakukan seperti anak2
–  Tidak memberi alat bantu
Balance: 4 Differing Views
Traditionalists:
“Balance? Maksudnya?”
Boomers:
“Mana ada sih work life balance.”
X’ers:
“Dari sekarang sudah harus ada, jangan nunggu umur
95!”
Millennials:
“Hidup bukan hanya untuk kerja, masih banyak yang
harus dikerjakan.”
Persepsi Anda …
Replacement Mindset:
RETENTION Mindset:
“Keluar masuk karyawan
biasa, memang harga
yang harus dibayar
perusahaan.”
“Karyawan yang
disengaged tidak bisa
ditoleransi. Harus jadi
tanggung jawab semua
orang, karena biaya
recrutiment semakin
mahal.”
Top 10 Business Trends That Will
Drive Success In 2016 - Forbes
Smart Businesses Will Shift
From Complaining About To
Embracing Millennials
Balanced “Employer-of-Choice” Strategy
Short term
Tangibles
Intangibles
Long term
–  Gaji pokok
•  Job Security
–  Insentif
•  Tabungan
–  Kesehatan
•  Profit Sharing
•  Work/Life benefits,
flextime, etc.)
•  Budaya perusahaan
•  Hiring practices
•  Leader behavior
•  New hire coaching
•  Trust in leaders
Recruiting & Retention Tactics*
• 
• 
• 
• 
• 
• 
• 
• 
• 
• 
• 
• 
Employee Referral Bonus
Sign-on/Hiring Bonus
Base Salary Increases
Spot Bonuses
Retention/Stay Bonus
Stock-Option Program
Paying Above Market
Project Milestone Bonus
Overtime Pay/Time-Off
Separate Salary Structures
Larger Merit Increases
Paid Sabbaticals
* Workforce Recruiting magazine, August 12, 2004
(63%)
(61%)
(55%)
(43%)
(27%)
(27%)
(25%)
(16%)
(14%)
(13%)
( 7%)
( 3%)
Employee Engagement Strategy
Tom MC Ifle
28 Januari 2016
Defining Employee Engagement
Engagement adalah energy, passion,
karyawan terhadap perusahaan
Defining Engagement
‘Stay’—Desire to be a
member of the
organisation
‘Say’—Speak positively
about the organisation
‘Strive’—Go beyond
what is minimally
required
Employee Engagement Report
Employees Can Re-Engage and Stay
Awalnya antusias
Mulai ragu
Kecewa
Berpikir resign
Cari kerjaan baru
Diterima
“Quit or stay?”
30% of the workforce is actively
seeking another job. And that 45%
is passively seeking?
Quit-Stay
Perbedaan Gaji
Karyawan Disengaged
Engaged Employee
5% akan
resign
Sumber: Dale Carnegie Training White Paper
Kurang dari
20% tidak
akan resign
Anehnya …
75%
Organisasi tidak memiliki
engagement plan
Does it Pay
to Treat
People
Right?
S&P 500:
25% growth
Fortune’s
Great Places to Work:
133% growth
Q10: How likely is it that you would recommend this
company to a friend or colleague?
Answered: 119 | Skipped: 17
Promoters (9-10) :12%
Passive (7-8) : 45%
Detractor (1-6) : 43%
NPS : 12% - 43% = -30
Comparing NPS by Title
Supervisor
Staff
Senior Staff
Div Head
Specialist
Manager
NPS vs Revenue
Conversionrate
ConversionrateandNPS
0.03
0.02
Conversion
0.01
Netpromoterscore
0
-
20.00
40.00
60.00
Linear(Conversion)
80.00
Netrevenue(index)
NetRevenueandNPS
800
600
400
SumofNetRevenueIndex
200
Netpromoterscore
0
0
20
40
60
80
Linear(SumofNetRevenueIndex)
Engagement – The Evolutionary Journey
PosiVveCorrelaVonWithBusinessPerformance
Higher
Engagement
Commitment
SaVsfacVon
Bersediamelakukanupaya
untukmemajukan
perusahaan
Sukadengan
lingkungankerja,
penghasilansesuai
kebutuhan
Lower
EmployeeResearchOverTime
Fokuspadahasilyang
memuaskan
How do You Motivate Your Team?
Type X and Type I
Extrinsic
Compliance
Intrinsic
engagement
INTRINSIC VS EXTRINSIC
FILTER=Bagaimanaandatahuandasudahbekerja
denganbaik?
Intrinsik indikatornyadiri
sendiri
Extrinsic Indikatornyaorang
lainataukeadaan
Type “I” vs “ X” Motivator
Intrinsic
1.  Hargai pendapat mereka
2.  Ide segar
3.  Standar Pribadi
4. 
Freedom
5. 
Challenge
6. 
Purpose
7. 
Fun
8. 
Jika mendapat uang
dianggap sebagai bonus
Extrinsic
1. 
2. 
3. 
4. 
5. 
6. 
7. 
8. 
Pujian
Standard external
Panduan
Manual
Sistem
Insentif
Gaji
Relationship
INTRINSIC VS EXTRINSIC
•  I -> X
Manja,ketegantungan,kekanakkanakan
•  X -> I
Egois,maumenangsendiri,_dakmau
mendengarkataorang
•  I -> I
Tegas,dewasa,beranimengambil
resiko
•  X -> X
Luwes,rendahha_,pendengaryang
baik,
Employee engagement based on Human Needs
Certainty
• Bisamemenuhikebutuhanpokok,Bisamembayar
tagihanlistrik,air.Bisabayaruangsekolahanak.
PunyaAsuransi
Uncertainty
• Adatantanganbaru,kesempatanuntukmengatasi
masalah.Mendapatkepercayaanuntukmelakukan
terobosan.Mencobahalbaru
Significance
• Mendapataward,rekognisi,menjadipembicara.
Ditulisbiografinyadimajalahdindingperusahaan.Di
undangmakanolehowner
Love/Connec_on
Growth
Contribu_on
• Gathering,olahragabersama.Kerjabak_,
mengunjungitemansakit
• Trainingsession,Coaching,bedahbuku,Kesempatan
untukmelakukanproject
• Pergikepan_jompo,bak_sosial,mengajaranakanakjalanan.
• Menjadirelawansaatterjadibencanaalam
Membangun engagement
1. 
Intrisik vs Extrinsic Motivation
2. 
Leaders Behavior
3. 
Bangun budaya perusahaan
4. 
Perhatikan kebutuhan dasar
5. 
Process Excellence
Saya akan
memberikan One
time Offer …
Please Pay
Attention …!!!
31 Mar – 01 Apr 2016
Business Mastery
HOW TO CREATE SYSTEM THAT RUNS
WITHOUT YOU!
Jakarta, 31Mar–01Apr2016
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Setelah Anda mengikuti workshop ini,
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Daftar dan lunas hari ini untuk
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C  “Never wish your life were easier ...
Wish that YOU were better.”
C  “Work harder on yourself than you
do on your job ...”
- James E. Rohn
Keep in touch
–  Tom MC Ifle
–  Mobile: 0811 889 0707
–  Email: [email protected]
–  Website: www.Tommcifle.com
–  Twitter: @TomMCIfle
–  Facebook Page: Tom MC Ifle
–  Office : 021 29078909
–  PIN BB : 56fba0ca
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