Senin, 27 Agustus 2018 - 08:36:29 WIB
LAPORAN PENILAIAN KINERJA PEGAWAI PERIODE I-2018 (JANUARI – JUNI)
Diposting oleh : spiump2018
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LAPORAN PENILAIAN KINERJA PEGAWAI PERIODE I-2018 (JANUARI – JUNI)

 

I. ANALISIS

Penilaian Kinerja Pegawai didasarkan atas 3 (tiga) komponen, yakni Tingkat Kehadiran, Penilaian Pimpinan, dan Capaian Kerja (realisasi dari Program Kerja yang telah disusun sebelumnya). Berikut ulasan selengkapnya.

 

1. Tingkat Kehadiran

Dalam kurun waktu Januari sampai dengan Juni 2018 rekam pingerprint (verifikasi sidik jari) dan rekapitulasi kehadiran pegawai dan tenaga outsourcing via online diperlihatkan pada Tabel-1 berikut,

 

Tabel-1 Kehadiran Pegawai Selama Kurun Waktu 6 Bulan

No.

Rentang Kehadiran (%)

Prosentase

Keterangan

1

90 – 100

   24,76%

Tertinggi   = 98,75%

Terendah  =   1,44%

Rerata       = 80,18%

2

80 – 89

   45,71%

3

70 – 79

  13,33%

4

60 – 69

     8,57%

5

≤ 59

     7,62%

 

Total

100,00%

 

 

Terlihat ada beberapa pegawai yang kehadirannya tidak penuh selama enam bulan karena baru selesai menjalani proses rekrutmen dan sebagiannya lagi tengah mengambil cuti bersalin. Hal ini tentunya berimplikasi pada tidak penuhnya tunjangan kinerja yang akan diperoleh.

 

2. Penilaian Pimpinan

Penilaian pimpinan terhadap bawahan mengacu kepada 8 (delapan) indikator, yakni (1) Prakarsa dan kreatifitas, (2) Ketelitian, ketepatan, dan kerajinan, (3) Mutu/hasil pekerjaan, (4) Komunikasi dan interaksi dengan sejawat dan pimpinan, (5) Kedisiplinan, kepahaman, dan kepatuhan mengikuti pedoman kerja, (6) Motivasi berprestasi, (7) Keaktifan dalam kegiatan kampus, dan (8) Ketaatan dan keaktifan berMuhammadiyah, dengan skala nilai 0 – 5.

Ada sebanyak 9 orang pegawai yang mendapat skor di bawah 3,50 (kategori: Cukup). 27 orang masuk kategori Sangat Baik, dan sisanya (76 orang) didominasi berkategori Baik.

Rekapitulasi penilaian pimpinan diperlihatkan dalam Tabel-2 berikut,

 

Tabel-2 Skor Penilaian Pimpinan terhadap Bawahan

No.

Kategori/Skor

Kualitatif

Prosentase

1

Sangat Baik             (4.50 - 5.00)

27

   24,11%

2

Baik                          

(3.50 - 4.49)

76

   67,86%

3

Cukup Baik              

(2.50 - 3.49)

9

  8,03%

4

Tidak Baik                

(1.50 - 2.49)

-

-

5

Sangat Tidak Baik   

(0,00 - 1.49)

-

-

 

Total

112

100,00%

 

 

3. Capaian Kerja

Pengukuran Capaian Kerja mencakup penilaian indikator keberhasilan yang tertuang dalam Program Kerja.

Program Kerja adalah rencana kegiatan yang dibuat oleh masing-masing pegawai untuk jangka waktu 6 (enam) bulanan (Januari-Juni dan Juli-Desember).

Analisis Capaian Kerja masing-masing program diuraikan menurut indikator keberhasilan dari kegiatan-kegiatan yang dilaksanakan. Analisis ini menjelaskan lebih lanjut tentang pelaksanaan dan  permasalahan.

Tingkat Capaian Kerja didasarkan pada target dan realisasi dengan satuan pengukuran dalam bentuk prosentase yang dihitung dengan rumus,

Rumus tingkat capaian = (Persentase Pencapaian dibagi Rencana) x 100%

Semakin tinggi realisasi menunjukkan capaian kerja semakin baik.

Rekapitulasi Capaian Kerja disatuan unit kerja/lembaga/fakultas diperlihatkan dalam Tabel-3 berikut,

 

Tabel-3 Capaian Kerja Pimpinan Unit Kerja/Lembaga/Fakultas

No.

Unit Kerja/ Lembaga/Fakultas

Capaian Kerja Pimpinan

Keterangan

1

Rektorat

75%

·   Capaian Kerja rektorat (para Wakil Rektor) dan SPI dinilai langsung oleh Rektor (dida-sarkan pada Capaian Kerja yang sinergis dengan Kate-gori Program Utama/prog-ram Rektor).

 

·   Capaian Kerja Pimpinan Unit/Lembaga/Fakultas dinilai langsung oleh Wakil Rektor sesuai bidangnya (didasarkan pada Capaian Kerja yang sinergis dengan Program Utama/Program Wakil Rektor).

 

 

2

SPI

80%

3

BAKA

80%

4

BAU

95%

5

BAA

90%

6

F. Teknik

80%

7

FAI

65%

8

Fapertahut

50%

9

FIK

85%

10

FISIP

80%

11

FKIP

85%

12

Lab. Terpadu

75%

13

LP-PPL

75%

14

Lab. Pembelajaran Terpadu

80%

15

LP2M

95%

16

LP3MPT

80%

17

LPPKK

90%

18

Pascasarjana

75%

19

Perpustakaan

75%

 

Capaian Kerja rata-rata

80%

 

 

 

II. EVALUASI

Gambaran evaluasi dapat dijelaskan sebagai berikut:

1.       Adanya ketimpangan program kerja antara unit yang satu dengan unit yang lain disebabkan belum memahami tupoksi.

 

2.       Tampak beberapa pegawai kesulitan menuangkan/menjabarkan program kerjanya ke dalam format yang telah digariskan. Dan sebagian lagi tidak patuh terhadap pedoman.

 

3.       Di unit kerja tertentu terungkap secara jelas program kerja staf/bawahan sama persis sama dengan program kerja pimpinan (copy-paste).

 

4.       Program kerja staf/bawahan tidak selaras dengan program kerja pimpinan (dalam menyusun program kerja terkesan bekerja sendiri-sendiri) disebabkan lemahnya koordinasi pimpinan.

 

5.       Pengumpulan Program Kerja dan Capaian Kerja tidak tepat waktu sehingga berimplikasi pada molornya kerja tim verifikasi.

 

6.       Seringkali Program Kerja dibuat hanya dengan cara melakukan plagiasi atau replikasi program-program yang sudah dilakukan pada periode sebelumnya.

 

Selanjutnya adalah solusi terhadap permasalahan yang ada untuk perbaikan di masa yang akan datang.

 

1.       Dalam sebuah program ada hirarki program, yakni Program Induk (PI/Program Dikti), Kategori Program Utama (KPU/program Rektor), Program Utama (program para Wakil Rektor) dan Kegiatan (program Pimpinan Unit Kerja/Lembaga/Fakultas). Hirarki tersebut menjelaskan turunan dari program yang direncanakan akan dicapai dalam satu periodesasi.

 

PI adalah program puncak, yang selanjutnya diturunkan ke KPU (program yang lebih terspesifikasi). Selanjutnya Program Utama (PU) merupakan tujuan yang lebih terkecil lagi dari KPU. Setelah PU, maka Kegiatan (atau bisa dikatakan juga Program Kegiatan) merupakan rencana realistis untuk mengeksekusi program.

 

2.       Dalam membuat Program Kerja, seluruh staf haruslah terlibat secara aktif. Dengan menyusun program secara bersama-sama, maka pada saat pelaksanaan program tersebut, kendala dari internal organisasi dapat diminimalisir,  karena merekalah yang merencanakan dan memahami secara benar indikator dari keberhasilan program tersebut. Memang tidak dalam satu periodisasi visi dan misi akan tercapai, namun program tersebut akan mendekatkan organisasi secara bertahap untuk mencapai hal tersebut.

 

3.       Program Kerja yang disusun sama dengan periode sebelumnya tidak sepenuhnya salah, akan tetapi jika mengesampingkan kegiatan analisa terhadap sumber-sumber daya organisasi, maka plagiasi dan replikasi program akan membuat organisasi tidak berkembang dan bergerak ditempat.

 

III. PENUTUP 

Perencanaan program sangat penting bagi perkembangan organisasi. Dengan melakukan perencanaan program, maka organisasi sudah yakin dengan keberlangsungan dan aktivitasnya dimasa periodesasi tertentu.

Perencanaan program juga membantu setiap pelaku dalam organisasi untuk bertindak sesuai dengan yang diharapkan dan berlangsung secara terencana serta sistematis.

Organisasi yang sukses, yakni organisasi yang memahami kebutuhan organisasi, merencanakan program untuk menjawab kebutuhan dan melaksanakan program tersebut secara bertanggung jawab.

 

Palangka Raya,    Juli 2018

Ketua, 

 

 

 

Dr. H. Jairi, M.Pd

NBM. 583666


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