| Summary: | This study is aimed to evaluate the implementation of workforce scorecard
as the measurement of employee performance covering four workforce scorecard
dimensions to successfully execute the business strategy as follows: first is
workforce success indicating how the workforce accomplished the key strategic
objectives for the business, second is leadership and workforce behavior
indicating, are the leadership team and workforce consistently behaving in a way
that will lead to achieving the company strategic objective and have the company
identified and nurtured high peformer in the prestigious positions, third is
workforce competencies indicating, does the workforce, especially in the key or
prestigious positions, have the skill it needs to execute the company strategy, and
forth is workforce mind-set and culture indicating, does the workforce understand
the company strategy and embrace it, and does the company have the culture that
need to support strategy excecution?.
PT Bank CIMB Niaga, Tbk is one of domestic private bank as the result of
merging between PT Bank Niaga, Tbk and PT Lippo Bank, Tbk to becoming one
of the biggest domestic private bank in Indonesia. As one of CIMB Group�s
subsidiaries - Malaysia, Bank CIMB Niaga is strived to be a domestic private
bank who has the capabaility to compete regionally, in Sout-east Asia region,
therefore, Bank CIMB Niaga as new entity after merging have to redetermine its
vision and strategy as the continuation of the previous vision which are
determined by the both banks.
Workforce scorecard as the measurement of employee performance, which
is cumulatively becoming a company performance, implemented by Bank CIMB
Niaga to improve balanced scorecard which had been applied by the both banks
before merging although in different formats. As part of CIMB Group, Bank
CIMB Niaga required to align its performance management system (PMS) to
CIMB Group�s PMS who also has been implementing balanced scorecard
combining with competencies, therefore, the overall performance measurement
are consist of the achievement scores of those four balanced scorecard
perspectives which are determined by key performance indicator (KPI) and the
fulfillment of desired competencies for each jobs.
CIMB Niaga�s workforce scorecard design is dominated by the
performance management system that adopted from Bank Niaga which covered
the company objective, strategy, organization result and its performance drivers
measurement and its targets described by top management performance, as the
company performance, down to the lowest individual performance measurement.
Essentially, this concept is a measuring rod to know how far the organization
objectives have been accomplished, through the individuals and organization units
performance cumulatively, involving these four workforce scorecard dimensions
as a workforce success driver.
The result of this analysis showed that Bank CIMB Niaga strategy in
accomplishing its vision could be executed comprehensively using those four
workforce scorecard dimensions consistenly all together with high commitment
throughout the bank.
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