Evaluasi Manajemen Kinerja Terpadu dengan Pendekatan Balanced Scorecad ( Studi Kasus pada PT. Telekomunikasi Indonesia, Tbk)
Ismail, Ardi (Adv. Drs. Mulyadi, M.Sc.), Drs. Mulyadi, M.Sc.
Perkembangan dunia usaha yang diakibatkan arus globalisasi dunia semakin meningkatkan persaingan, terutama bagi perusahaan yang bergerak di bidang jasa. Keadaan ini memaksa perusahaan berbenah diri untuk memperkuat posisinya dalam persaingan memberikan pelayanan terbaik kepada kastamer. Kemampuan perusahaan untuk dapat terus bertahan dan memenangkan persaingan sangat ditentukan oleh kemampuannya mengelola kinerja. Banyak perusahaan yang gagal memenangkan persaingan, karena kesalahan dalam mengelola kinerja perusahaan. Dalam upaya memenangkan persaingan, Telkom berupaya membenahi kineIjanya dengan melakukan pembenahan manajemen kinerja secara lebih terpadu. Tujuan penelitian ini untuk mengevaluasi manajemen kinerja terpadu di Telkom dengan menggunakan rerangka Balanced Scorecard (BSC).
Penelitian ini dilaksanakan secara analiasis deskriptif kualitatif terhadap rnanajemen kinerja terpadu di Telkom, mulai dari tahap perencanaan kinerja sampai pada pengelolaan kinerja dengan menggunakan rerangka Balanced Scorecard. yaitu untuk mengevaluasi tingkat komprehensif, koheren, seimbang dan terukumya rencana strategik dan ukuran strategik perusahaan Penelitian dilaksanakan dengan cara studi literatur, studi lapangan dan evaluasi terhadap konsep Balanced Scorecard dengan implementasi di Telkom.
Berdasarkan evaluasi terhadap sistim manaJemen kinerja terpadu di PT.Telekomunikasi Indonesia, Tbk (Telkom) selama tahun 2002 dan 2003, dapat disimpulkan bahwa sistim rnanajemen kineIja terpadu Telkom telah menggunakan konsep Balanced Scorecard. Dalam proses perumusan strategi dan perencanaan strategik, BSC berperan dalam memperluas perspektif yang dicakup sehingga sasaran strategik dan inisiatif strategik yang dihasilkan lebih komprehensif Dalam proses pemograman, penganggaran dan pengukuran kinerja BSC berperan sehingga program dan anggaran serta ukuran kinerjayang digunakan menjadi lebih komprehensif Dalam manajemen kinerja terpadu di Telkom dengan menggunakan rerangka BSC rnasih terdapat kelemahan - kelernahan yang perlu disempurnakan, antara lain; koherensi antar sasaran strategik yang ada, linkage antara inisiatif strategik dengan sasaran strategik, linkage antara inisiatif strategik dengan program yang ditempuh, serta fokus pengukuran kinerja rnasih pada indikator hasilnya (lag indicator), belum pada indikator pernacu kinerja (lead indicator). Hasil dari manajemen kinerja terpadu di Telkom sudah digunakan sebagai dasar untuk pemberian kompensasi bagi unit kerja yang ada.
The growth of world business that resulted by the world globalization has progressively improve competition, especially for company which active in service. This situation has made company to prepare themselves for strengthen their position in emulation for giving the best services to customer. Company capability for surviving and winning the competition has determining by the ability of managing performance. Many companies has failed for wining the competition, because mistaking in managing company performances. In the effort for winning the competition, Telkom has to enstrongthen it's business position by managing performance integratedly. This research has a goal for evaluating the integrated performance management of Telkom by using The Balanced Scorecard (BSC) framework.
The research has been held by using the analysed of descriptive qualitative through the integrated performance management of Telkom, start by performance planning phase than to management of performance by using Balanced Scorecard framework, which is use to evaluate at comprehensive level, coherent, balanced and measuring strategic planning and corporate company strategic measurement. This research has been conducted by using literature study, field study and the evaluating of Balanced Scorecard concept with its implementation in Telkom.
Pursuant to the evaluation of the integrated performance management system in PT.Telekomunikasi Indonesia, Tbk (Telkom) during the year 2002 and 2003, we can conclude that the integrated performance management system of Telkom has been using the Balanced Scorecard concept. In the process of strategic formulation and strategic planning, BSC has a role for extending the perspective which included the strategic objective and strategic initiative that become more comprehensive. In programming process, the budgeting and performance measurement of BSC has a role, so that the program, budget and also the performance measurement that use can be more comprehensive. In the integrated performance management of Telkom that using BSC frame work, they still having some weaknesses that need to be completed, i.e, the coheren among the existed strategic target, the linkage between strategic initiative with strategic target, the linkage between strategic initiative with the gone through program, and also the focus of performance measurement that still at lag indicator, but not to the lead indicator. The result of the integrated performance management in Telkom has been use as a based for giving compensation for units and departements in Telkom.
Kata Kunci : kinerja, manajemen kinerja terpadu, komprehensif, koheren, seimbang, terukur serta linkage
