Proposed Corporate Performance
Management Using Knowledge-Based Performance Management System (KBPMS) For
Privy
Vieri Dimas Kusuma
Institut Teknologi Bandung
Email: dimas.vieri@gmail.com
Abstract
PT.
Privy Identitas Digital or Privy Digital Identity
(Privy) is a firm established in Jakarta in 2016 that specializes in the
provision of Certified Electronic Certificate Organization and Electronic
Signature Organization services. Privy offers legally enforceable digital
signature services, along with reliable digital identities, facilitating direct
connections between businesses and customers. This thesis investigates the
deployment of an integrated performance management system emphasising the
Knowledge-Based Performance Management System (KBPMS) at PT. Privy Identitas Digital (Privy), a firm that specialises in
certified electronic certificates and digital signatures. The exponential
expansion of Privy's services has highlighted the need of aligning its business
strategy with frontline operations by using integrated planning and monitoring
tools. The research study of integrated performance management, which includes
financial goals, customer, process, and employee perspectives, is examined in
detail. The suggested method uses a robust performance management framework to
address enterprise issues including traditional marketing tactics and the
absence of Key Performance Indicators (KPIs). KBPMS optimises company
performance, meets business objectives, and promotes continuous development.
Significant benefits are anticipated to result from the implementation of the
KBPMS, including the following: increased talent development by means of
targeted training and feedback derived from individual performance evaluations;
enhanced employee engagement and motivation through transparent feedback and
aligned goals; increased organisational agility and responsiveness to market
changes via data-driven performance insights; and optimised resource allocation
and cost reduction via the KBPMS. By showcasing the advantages of incorporating
digital technology into performance management, it facilitates the adoption of
comparable approaches by other organisations, thereby maximising the
capabilities of their workforce.
Keywords: Knowledge-Based Performance Management System, PT.
Privy Identitas Digital, digital trust, performance
management.
Introduction
The field of technology is advancing
at a faster rate than ever, with new knowledge and developments emerging on a
daily basis (Seh et al., 2017). The
development of advances in technology, information, knowledge and development
is also happening in Indonesia (Meinarni et al., 2020). Evidence of
the development of the internet in Indonesia which is growing every year can be
seen from the graph below based on data provided by Association Indonesian
Internet Service Providers (APJII).
_files/image001.gif)
Figure
1 Internet Users in Indonesia per Year
(Source: Association Indonesian Internet Service Providers (APJI),
Indonesia's Internet Penetration Survey 2023)
Based on the
survey results of the Indonesian Internet Service Providers Association
(APJII), internet users in Indonesia reached 215.63 million people in the
2022-2023 period. This number increased by 2.67% compared to the previous
period which amounted to 210.03 million users. The number of internet users is
equivalent to 78.19% of Indonesia's total population of 275.77 million. When
compared to the previous period survey, Indonesia's internet penetration rate
this year has increased by 1.17 percent compared to 2021-2022 which amounted to
77.02%.
This
phenomenon also has influence on numerous facets of Indonesian society,
including the field of law. The expansion of the digital world has led to the
emergence of the term "digital age," which describes a significant
phenomenon (Mujtahid et al., 2021). One of the
significant advancements occuring in the realm of
technology is the increasing integration of information technology with
handheld electronic devices. A legally recognised signature, also referred to
as a wet signature, is a signature that is directly executed by the persons
involved in an agreement or the making of a statement. Due to advancements in
technology and the availability of information, electronic signatures have
begun to supplant wet signatures. The primary utility of electronic hand
signatures lies in their practicality, as they enable the swift and effortless
generation of electronic signatures on documents.
Indonesia
has recognized the use of digital signatures through the Law of the Republic of
Indonesia. According to the (Undang-Undang 2008) on
Electronic Information and Transactions, in article 1 paragraph 12, digital
signatures have a definition in the form of "Electronic Signature is a
signature consisting of electronic information attached, associated or related
to other electronic information used as a verification and authentication
tool."
PT
Privy Identitas Digital (Privy) is the sole startup
in Indonesia specializing in providing digital signature services. Privy, a
provider of digital signature services, has been officially acknowledged by Kominfo (the Ministry of Communication and Information
Technology) to authenticate and issue electronic certificates and digital
signatures for all Indonesian nationals. Hence, all digital signatures
generated using the Privy application has equivalent legal efficacy and
ramifications as physical signatures. Businesses can overcome hurdles by
implementing digital signatures. Particularly during the Covid-19 epidemic.
Electronic signatures enable individuals to sign papers remotely and at any
given time. The number of firms employing Privy's digital signature service has
surged by about 350 percent. As of 2020, Privy has been utilized by over 471
firms and has served a consumer base of 4.9 million individuals in Indonesia.
The following information is derived directly from Marshall Pribadi,
the CEO of Privy.
Privy comes as an online signature
service provider in Indonesia, which can be used anytime and anywhere and make
it easier to sign all documents and can replace wet signatures that are still
conventional (Sitorus & Chiudy, 2022). Digital
signatures are increasingly in demand by the public because they are more
efficient. This can be seen from the rapid growth of Privy users. In 2018, the
users of these services amounted to around 2 million users and in the following
year it grew rapidly to 4.5 million users. (Kontan.co.id, 2019). Privy Identitas Digital (Privy) has seen exponential growth as a
digital identification service provider since its inception in 2016.
Nevertheless, as the organisation has grown, deficiencies in its performance
management structure have become apparent. Privy heavily relies on informal
communication routes to organise and monitor activities, despite the
departments being entirely isolated from one other. Due to misplaced goals
across divisions, the company's current workforce of over 700 personnel has
resulted in customer delays, regulatory gaps, and market share losses in the
last two quarters. The poll revealed that workers highly support the
implementation of formal coordination and monitoring mechanisms.
The decision of any organization to
reuse the Privy application is influenced by multiple reasons, one of which is
trust. Several technological studies emphasize the significance of trust as a
key element in enhancing customer interactions, bolstering credibility, and
enhancing customers' perception of system security (Khusna, 2020). PrivyID, being the first Indonesian company to obtain
ISO/IEC 27001:2013 certification for information security, ensures the
legitimacy of the documents and assures the protection of user data against
unauthorized use. This instills confidence in clients
regarding the efficacy of the PrivyID application as
the optimal alternative for carrying out digital signatures. (Raheni & Thirumoorthi, 2021) identified
several characteristics that can impact trust, including e-service quality.
This, in turn, can promote the intention of consumers or users to reuse online
transportation services. Trust was identified as a significant intermediary or
connection between the impact of e-service quality on the intention to utilize
online transportation services again. Based on the aforementioned problems,
there are several issues related to e-service quality and customer
satisfaction. These include the inconvenience of accessing personal accounts
from enterprise accounts, which necessitates users to register for an expensive
enterprise account. Additionally, there is a lack of a direct document repair
feature, resulting in users having to upload documents again and leading to a
decrease in top-up transactions. Furthermore, customer service is unresponsive
to customer inquiries, causing hindrances in user productivity. The validity of
digitally signed documents is weakened by the use of manual stamps, requiring
companies to obtain a digital stamp for digital signatures. Lastly, users face
difficulties when verifying data (selfies), raising concerns about potential
leaks of personal information (Setiawan, 2022).
Privy's management infrastructure
requires a clear overhaul that focuses on integrating strategy, execution, and
analytics. The global conversation strongly advocates for the implementation of
integrated performance architectures, which provide openness across different
departments, enable data-driven decision-making power, and allow for flexible
plan adjustments. This paper aims to analyse the priorities, circumstances, and
implications of adopting a current paradigm for Privy. The main areas of attention
will be the function of information systems, the importance of Balanced
Scorecard modules, and the dynamic nature of cybersecurity sector settings (Wijaya, 2021).
Privy's ability to maintain its
dominant position in Indonesia's fast-paced digital economy shift is under
risk. An integrated performance system is considered essential for effectively
managing short-term growth while simultaneously achieving quality, risk, and
innovation objectives. This system should be coordinated across different
divisions that interact with one other. This thesis aims to provide a
comprehensive framework for Privy to effectively implement and integrate
management innovation into its operations (Fariah, 2020).
the aim of this research is 1. To
identify and address issues that arise inside the company and proactively plan
for the future. 2. To create and execute a highly efficient corporate
performance management system customized to address the unique obstacles
encountered by PT. Privy Identitas Digital. 3. To
assess the current state of the firm prior to implementing the KBPMS Framework.
4. To determine the impact of utilizing KBPMS on the future achievement of PT.
Privy Identitas Digital's objectives.
Method
The expression "research
design" refers to various meanings, serving as both a detailed plan and a
guiding principle for carrying out a study. (Creswell, 2018) provides a
concise definition of research design as "the systematic framework of
methods used to collect and analyze data in order to
address research inquiries and test hypotheses". This definition
underlines the importance of a methodical approach, guaranteeing that the study
is carried out in a regular manner and produces dependable outcomes. In (Babbie, 2020) perspective,
research design is defined as "the strategic blueprint and organization of
a research investigation". This includes not just the gathering and
examination of data, but also the comprehensive structure for the
investigation, encompassing its objective, methods, and theoretical basis.
Research design serves as the guiding framework for conducting research,
guaranteeing its accuracy, dependability, and eventually, its impact on
knowledge.
For this specific research project,
the researcher has decided to implement a qualitative methodology in order to
collect all of the necessary information. Taking this strategy involves
gathering information from a wide variety of stakeholders who are involved in
the company. These stakeholders include directors and managers who are
accountable for managing operations, finances, marketing, and human resources.
For the purpose of this research endeavor, the major
objective is to apply the Knowledge-Based Performance Management System (KBPMS)
framework in order to construct a performance management system for PT. Privy Identitas Digital, also known as Privy Digital Identity
(Privy). For the purpose of carrying out this inquiry in an appropriate manner,
it is required to collect both primary and secondary data from the corporate
organizations. In total, there are five chapters in this work. An introduction
to the company and a discussion of the problem facing the company are both
included in the first chapter. The literature review and conceptual framework
that serves as the basis for the research on performance management are the
primary topics of discussion in Chapter 2. The study design and methods
presented in Chapter 3 are followed by Chapter 4, which focuses on the creation
of business solutions, the analysis of the firm's vision and mission in order
to define company strategies, and the design and implementation of a
performance management system. The arrangement in which these chapters are
presented contributes to the establishment of the path that the research will
take. Chapter 5, which is the final chapter, is mostly concerned with providing
a condensed overview and making recommendations for the subsequent steps to
take. The explanation is going to be altered into the figure that can be found
below .
The data collecting methodology
employed in this research consists of the utilization of two distinct
categories of data, specifically primary data and secondary data. The
employment of both sorts of data is intended to guarantee the precision of the
information employed. This procedure entails a sequence of stages, commencing
with the establishment of study parameters, gathering data via unstructured or
semi-structured observations and interviews, and formulating protocols that
incorporate documents, visual materials, and information recorders (Creswell, 2014).
The fundamental objective of data
analysis is to identify and address issues that arise from the data. This
objective is accomplished within the context of processes that involve the
collection of data. The purpose of this is to adjust PT. Privy Identitas Digital's objectives by utilizing the performance
framework and organized Key Performance Indicators (KPIs). This is accomplished
by performing a detailed examination of the data pertaining to business revenue
and performance, in accordance with the vision, mission, and strategy of PT.
Privy Identitas Digital. The corporation has obtained
the information that has been provided from within the organization.
Results and Discussion
Implementation
The idea of performance management was initially suggested by Stoop
(1996), who established a parallel with Deming's PDCA cycle (Plan, Do, Check,
Action). The figure provided illustrates the performance management systems:_files/image003.gif)
Figure
2 Performance Management Systems
The figure illustrates that performance management consists of four
primary pillars: performance measurement, review of measurement data,
diagnostic for identifying improvement procedures, and follow-up actions. The
figure illustrates the four aspects that must be met in order to develop a
performance management system in an organization or corporation, together with
the corresponding supporting components.
_files/image005.gif)
Figure
3 Implementation of KBPMS
The figure above clearly demonstrates that in order to
facilitate these four functions, the performance management system being
created must take into account several factors. The mentioned factors involve
the current performance management system, reports facilitated by the new
performance management system, dissemination of the new performance management
system across the organization, cost-benefit analysis for each step of
implementing the performance management system, training pertaining to the new
performance management system, allocation of resources for the implementation
of the new performance management system, and communicative displays for all
employees of the company (Wibisono
et al., 2016).
Current Performance Management System
During
the design and implementation of a work management system, numerous typical
challenges are found. The first factor is the presence of individuals within
the business who are hesitant or resistant to change. Furthermore, the existing
performance management system is typically not tailored to their specific
organizational requirements, but rather borrowed from systems utilized in
Western or Japanese nations. Despite the implementation of ISO, Malcolm
Baldrige Award, The Balanced Scorecard, and Six Sigma by many firms in
Indonesia, their performance does not exhibit substantial improvement. One
important factor causing to the failure of work management systems is the
consequence of creating a performance management system that lacks contextual
relevance to the specific requirements of the organization and fails to fit the
pre-existing systems already in place inside the company.
PT. Privy Identitas
Digital has been in operation for approximately 8 years, but, it has not yet
implemented a performance management system. Despite the company's
long-standing presence, there has been a lack of attention towards the
implementation of a performance management system. The effectiveness of
establishing a performance management system focuses on three factors:
ownership of the built system, a shift in work culture, and an integrated
design of the performance management system.
Report of The New Performance
Management System
The
definition of the reports to be supported by the new performance management
system must be established at the very beginning of the design process. The
reports' specifications should be classified according to the requirements of
senior management, middle management, or operational-level staff. Each level
will exhibit variations in terms of depth, level of detail, and reporting
timeframe. The key concern for senior management should be business outcomes,
which should be evaluated based on the trend of accomplishments over a
specified timeframe, comparisons with past internal performance, benchmarking
against competitors, and setting standards for future successes. The reporting
period is limited to a range of 1-3 months (Wibisono
et al., 2016).
The reports needed for middle
management should provide the highest level of detail from an internal
standpoint within the organization. These reports should encompass all facets
that facilitate prompt decision-making. The reporting time that needs to be
supervised can vary from a weekly to a monthly basis (Wibisono
et al., 2016). Operational-level executives should
receive reports that pertain to their workstations and their ties to the
operational procedures that occur before and after their workstations. These
reports are usually conducted on a daily basis and cover a period of up to one
month in advance (Wibisono
et al., 2016).
The crucial company documents
required to facilitate the development of the performance management system are
displayed in the table provided below.
Table 1 Supporting Documents
|
Data
Category |
Document
Name |
PIC |
|
Business Results |
Profitability |
Finance |
|
Liquidity |
Finance |
|
|
Solvability |
Finance |
|
|
Customer Satisfaction Survey |
Marketing |
|
|
Employee Satisfaction Survey |
HR |
|
|
Supplier Satisfaction Survey |
Operational |
|
|
Internal Process |
List of employees |
HR |
|
Projects Completed |
Operational |
|
|
Agreement Standing Collaboration |
Operational |
|
|
Customer Document |
Marketing |
|
|
Project Quatation |
Operational |
|
|
Complain Form |
Marketing |
|
|
Resources Capability |
Projects acceptance |
Operational & HR |
|
Training Program Document |
HR |
|
|
Technology Development Document |
Operational |
|
|
Leadership Survey Document |
HR |
|
|
Teamwork Survey Document |
HR |
Socialization
of Performance Management System
Socialization
is crucial since there is an important gap between top management and
operational-level employees in terms of their knowledge and long-term thinking
abilities. Top management focuses on strategic planning, while
operational-level personnel require skills and fast actions. Consequently,
socialization should be strategically designed using several approaches,
including the utilization of posters, brochures, morning meetings, online
communication, and suggestion boxes. Top management should regularly assess the
comprehension of operational-level personnel in relation to changes in vision,
mission, strategy, and work programs during the socialization process.
Analysis of Benefit to Cost Ratio
Conducting a benefit-cost ratio study
is needed for figuring out whether the new performance management system will
provide significant benefits. Furthermore, it is important to carry out a
benefit-cost analysis for any necessary enhancements resulting from
insufficient performance in particular performance characteristics. As a
result, the application of weighting is necessary to determine the order of
priority for addressing performance indicators, resulting in substantial
advantages for the organization.
Training to be Performed
Training is important in
order to develop a performance management system that adapts to the specific
requirements of the firm and its execution. The training may include an
in-depth knowledge of the performance management system itself, as well as the
utilization of tools that can be employed in the future. Choosing a service
provider that is in line with the company's needs is of the highest priority.
Presently, numerous training service providers may fail to fulfill the
company's criteria, leading to a wasting of time and financial resources, and
employee competencies may fall short of expectations. PT. Privy Identitas Digital requires training in communication or
marketing skills to attract clients/projects and proficiency in utilizing
current integrated systems.
Allocation Resources
Individuals who are assigned the duty of measuring, evaluating,
diagnosing, and making choices about deviations are responsible for allocating
resources. The computerized system is utilized to execute the process of
measurement, evaluation, and diagnosis, so ensuring optimal efficiency. It is
crucial to have independent parties conduct evaluations to ensure that the
analysis is completed objectively for future improvements. The performance
management system functions as a tool for making decisions to better
performance. It ensures that resources are not exclusively allocated to
measurement, assessment, and diagnosis, but also to the process of improving
performance, thus preventing neglect of this important aspect. PT. Privy Identitas Digital currently does not possess a performance
management system that is capable of prioritizing continual improvement,
extending beyond internal reporting.
Display
Providing exact information publicly,
particularly when it pertains to the performance of teams or individuals inside
the organization, will enhance self-motivation and foster a supportive
atmosphere. Quantitative data, which represents measurement outcomes, is
commonly utilized. Publishing data provides the organization with the advantage
of evaluating specific areas and enhancing performance. Graphical displays are
the most straightforward method for presenting performance information. When
constructing graphical displays, it is important to utilize large fonts to
ensure simple readability and incorporate a variety of colors to attract
attention. In addition, desirable graphic attributes for display purposes
encompass user-friendly design, effortless upgradability, accessibility, and
comprehensibility. The following is a performance report for PT. Privy Identitas Digital in 2023.
Table 2 Display of
Business Results
|
Indicator |
Realization |
Target |
% |
|
ROA |
12% |
18% |
33% |
|
ROE |
8% |
15% |
47% |
|
Net Profit Margin (NPM) |
12% |
22% |
45% |
|
Expense Ratio (ER) |
88% |
78% |
-11% |
|
Current Ratio |
150% |
100% |
-33% |
|
Debt to Equity Ratio |
40% |
50% |
25% |
|
Debt to Asset Ratio |
38% |
40% |
5% |
|
Customer Satisfaction |
95% |
100% |
5% |
|
Employee Satisfaction |
92% |
100% |
9% |
_files/image007.gif)
Figure
3 Display of Business Results
The
table and figure above demonstrate how certain aspects of the company's
performance have not yet achieved their desired objectives. The only metrics
that have exceeded their expectations are the Current Ratio and Expense Ratio,
suggesting that the company's business operations require improvement. To
optimize the company's profitability, it may be necessary to decrease the
expenses ratio, hence reducing spending costs. In addition, cultivating robust
relationships with customers, employees, and suppliers will have a favorable
effect on the company's performance, leading to increased profitability and
decreased expenses.
Table 3 Display of Internal Process
|
Indicator |
Realization |
Target |
% |
|
New Competency |
1 Compete |
2 Compete |
50% |
|
Idea Generation |
1 Idea |
2 Ideas |
50% |
|
Idea Conversion |
1 Idea |
2 Ideas |
50% |
|
Service Rejection |
2 Rejects |
2 Rejects |
100% |
|
Efficiency Project Time |
2 Days Completed |
1 Day Completed |
-100% |
|
Number of Partnerships |
1 |
3 |
67% |
|
New Customer Rate |
5 |
10 |
50% |
|
Potential Project |
1 |
2 |
50% |
|
Customer Feedback and Suggestion |
65% |
90% |
38% |
_files/image009.gif)
Figure
4 Display of Internal Process
The
table and figure above indicate that there are significant areas for
improvement in the company's internal procedures, encompassing all aspects. The
company's service performance remains exceedingly deficient in every aspect.
Table 4 Display
of Organizational Capability
|
Indicator |
Realization |
Target |
% |
|
Employee Productivity |
15 |
25 |
40% |
|
Availability Training |
0 |
1 |
100% |
|
Technology Development |
3 |
5 |
40% |
|
Leadership |
80% |
100% |
20% |
|
Teamwork |
87% |
100% |
13% |
_files/image011.gif)
Figure
5 Display of Organizational Capability
The table and diagram above
demonstrate the company's incompetence to offer employee training, which may
lead to a deficiency in staff skills. The company's decline in performance may
be attributed to insufficient staff training, resulting in an absence of
excitement for professional growth among the employees. It is anticipated that
the company would offer training on an annual basis in the future.
Before
initiating the measurement of each variable specified in the design of the
performance management system, it is advisable to reevaluate the accuracy and
consistency of the measurement tools. To adopt this technique, it is most
practical to carry out the tests outlined in the table below, as suggested by (Wibisono
et al., 2016).
Table 5
Reliability Test
|
No. |
Test Type |
Information |
|
1. |
The Truth Test |
Are we properly evaluating the factors we are going to measure? |
|
2. |
The Relevancy Test |
Are we properly evaluating the intended performance metrics? |
|
3. |
The Consistency Test |
Is the data collection process consistent regardless of the person conducting the measurement? |
|
4. |
The Access Test |
Is the accessibility of measurement data relatively easy? |
|
5. |
The Clarity Test |
Is there a potential for ambiguity in interpreting the measurement results? |
|
6. |
The So-What Test |
Is it possible and likely that data reports will be followed further? |
|
7. |
The Timelines Test |
Is it possible to access data regularly and respond right away? |
|
8. |
The Cost Test |
Will the expenses collected be significant? |
|
9. |
The Gaming Test |
Could the measurement potentially lead to unexpected consequences or generate unproductive behavior? |
According
to (Wibisono
et al., 2016), performance evaluation is the act
of comparing performance to pre-established plans or criteria. It is important
to establish a benchmark for performance measurement, which can be done
internally or externally, in order to set a level of achievement. Internal
benchmarking involves comparing performance against both the highest level of
achievement or the average performance from a previous period. External
benchmarking involves comparing performance against direct competitors or
similar companies in the same industry. When benchmarking for assessment
purposes, it is of greatest significance that the criteria employed be both
realistic and demanding.
Diagnosis
Diagnosis refers to the systematic
identification of the underlying factors that contribute to performance
deviations, with the ultimate goal of determining strategies for achieving the
desired level of performance (Wibisono
et al., 2016). Performance diagnosis is vital due
to the tendency of management to offer different explanations for performance
variances.
In order to make a diagnosis, it is
necessary to determine the fundamental variables that have led to a certain
event or condition. Qualitative explanations missing correct facts are highly
risky as they may fail to cover all potential situations. As a result, it is
important to have a cause-and-effect diagram for every variable in order to
better understand the true root causes.
Follow Up
Two
major dimensions of corrective measures must be addressed: the technical aspect
and the strategic aspect. From a technological perspective, the priority
typically focuses on the immediate future. The factors affecting every
indicator of performance can vary for each organization, therefore any
enhancements should be customized to suit the particular needs of the company.
At the same time, the strategic part focuses mainly on decision-making at upper
management levels and for long-term objectives. Resource-oriented improvement
components typically have a strategic aspect. As a result, strategic
action-taking necessitates making compromises, which involve prioritizing
choices.
Refreshment
The final phase of the performance
management system is called the refreshment stage, and it consists of an
all-encompassing evaluation that makes use of the most recent research and the
expertise of professionals. An emphasis is placed on the ongoing maintenance of
the system that has been designed, underlining the relevance of leadership,
commitment, and stakeholder involvement for the effectiveness of the system
over the long run.
In order to be effective, a
performance management system needs to be flexible and periodically updated to
accommodate changes in the company's environment. These changes can be caused
by a variety of variables, including competition, regulations, community
demand, customer expectations, and technological advancement. In addition, it
is of the utmost importance that it adapt to the performance criteria and
procedures that are always evolving. It is imperative that the system places a
high priority on addressing critical issues such as leadership, dedication, and
the involvement of stakeholders. Continuous surveillance is essential for
preventing errors and ensuring that the company's goals are consistently met in
order to ensure optimal performance.
Implementation Plan
The
strategy for implementation will take into account specific actions,
individuals who have been designated as responsible for each task, and the
projected amount of time required for each activity.
Table 7 Implementation Plan
|
No. |
Activities |
Person In Charge |
Duration (Day) |
|
1. |
Introduction about performance management system |
Top Management |
1 |
|
2. |
Presentation of the analysis about the current situation of PT. Privy Identitas Digital, and explain the advantage of implementing performance management system |
Top Management |
1 |
|
3. |
Brainstorming about foundation and basic information stage |
Top Management |
1 |
|
4. |
Examination of the company's internal and external environment |
Top Management |
1 |
|
5. |
Explanation and introduction about stage 2 in designing KBPMS for new strategy for PT. Privy Identitas Digital |
Top Management |
3 |
|
6. |
Explanation about proposed variable, linkage and benchmarking |
Top and Middle Management |
4 |
|
7. |
Explanation about Stage 3: Implementation |
Top and Middle Management |
4 |
|
8. |
Resource Allocation |
Top and Middle Management |
2 |
|
9. |
Designing report of the KBPMS |
Top and Middle Management |
2 |
|
10. |
Cost benefit ratio analysis |
Top and Middle Management |
2 |
|
11. |
Leadership training |
Human Resources |
2 |
|
12. |
Employee training |
All employees |
5 |
|
13. |
Developing technology |
IT |
14 |
|
14. |
Digital marketing |
Marketing |
5 |
|
15. |
Designing display of KBPMS |
Top and Middle Management, IT |
3 |
|
16. |
Socialization the new KBPMS |
All employees |
3 |
|
17. |
Performance measurement |
Top management |
Continuous process |
|
18. |
Evaluation of measurement |
Top management |
Continuous process |
|
19. |
Diagnosing of improvement |
Top management |
Continuous process |
|
20. |
Follow up |
All employees |
Continuous process |
The table above details
the actions in the implementation plan for the development of a new
Knowledge-Based Performance Management System (KBPMS). It starts with the
introduction phase and continues through the continuing stages of the change
process. The implementation and deployment of the new Knowledge-Based
Performance Management System (KBPMS) will span a duration of roughly 4 months,
beginning in March 2024 and completing in July 2024. After the process of
socialization, performance measurement will be carried out, followed by
evaluation of the measurements, diagnostic improvement, and ongoing follow-up
actions.
The following schedule plan is offered in
a day-by-day format, organized according to the month, as defined in the table
provided below
Table 8
Implementation Schedule Plan
_files/image013.gif)
Conclusion
The
conclusion of this research is :
1.
The performance management system is
essential for measuring business performance, benchmarking against competitors,
and setting standards for future achievements.
2.
Different levels of management
require different types of reports to support their decision-making processes.
3.
Socialization of the performance
management system is crucial due to the significant gap between top management
and operational-level employees.
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