Bridging the Gap: Regulating and Innovating Talent Management for Indonesian Civil Servants Through Technology and Data Analytics
Abstract
This research aims to explore how technology, data analysis, regulations, and laws can work together in the context of Indonesian Civil Servant talent management. Thus, this research will not only provide in-depth insight into the application of technology in talent management, but also identify challenges and opportunities that must be addressed in the regulatory context relating to the use of Civil Servant personal data. Talent Management within the Indonesian State Civil Servant is a key element in improving the efficiency and quality of public services. The importance of talent management in the context of Civil Servant bureaucracy is increasingly understood, especially in handling increasingly complex societal demands. The quality and competence of Civil Servant has a direct impact on the effectiveness of implementing government tasks. The research method used is qualitative with a literature study approach. The insight of this research shows the potential to provide valuable guidance for stakeholders in government bureaucracy to develop an integrated and effective approach to Civil Servant talent management approach by SMART Civil Servant and BerAKHLAK core value, which can improve public services and maintain integrity in the bureaucratic environment toward a world-class bureaucracy.
Keywords: civil servant, data analytics, smart civil servant, BerAKHLAK, technology
References
[1] Undang-Undang Nomor 5 Tahun 2014 tentang Aparatur Sipil Negara
[2] Government Regulation Number 11 of 2017 concerning Management of Civil Servants
[3] Davenport TH, Harris J, Shapiro J. Competing on talent analytics. Harv Bus Rev. 2010 Oct;88(10):52–8.
[4] Demir M, Weidlich M. Leveraging big data analytics in public organizations: exploring the transformational impact on human resource management. Gov Inf Q. 2016;33(4):783–96.
[5] Pollitt C, Bouckaert G. Public management reform: A comparative analysis-new public management, governance, and the Neo-Weberian state. Oxford University Press; 2017.
[6] Soni P, Jeyaraj A. (2019). Evaluating the Role of Artificial Intelligence in the Civil Services: A Study on the Prospect of Smart Bureaucracy. In Proceedings of the 9th International Conference on Cloud Computing, Data Science & Engineering (pp. 371-378).
[7] Ren Y, Wang X, Wang Y. Data analytics for employee performance: A systematic review. IEEE Access. 2018;6:59045–58.
[8] Government Regulation Number 49 of 2018 Management of Government Employees with Employment Agreements play an important role in the management of ASN to produce professional ASN
[9] National Civil Service Agency. (2022). Annual report. Retrieved from https://www.bkn.go.id/e-library/buku-statistik-aparatur-sipil-negara-semester-i-2023/
[10] Prof C. ME. (2016, August 09). MENUJU SMART ASN 2019. PANRB. Retrieved from https://www.menpan.go.id/site/cerita-sukses-rb/menuju-smart-asn-2019
[11] Riyardi, A. (2011). Analisis Efisiensi, Efektivitas Dan Responsibilitas Kapasitas Sumber Daya Manusia Pemerintah Daerah Sragen. Jurnal Ekonomi dan Kebijakan, 4 (2), 91- 101
[12] Bonso H, Ahmad B. Analisis Efektivitas Birokrasi Dalam Pelayanan Publik (Studi Kasus Pemerintah Kabupaten Biak Numfor). Jurnal Mukadimah. 2021;5(1):8–14.
[13] Rachmayanti SD, Susanto SN, Suhartoyo S. Penerapan Prinsip Efisiensi Dan Efektivitas Dalam Pendaftaran Penduduk Melalui Website Sintren Sebagai Perwujudan Prinsip Good Governance. Administrative Law and Governance Journal. 2022 Jun;5(1):75–89.
[14] Khaeromah S. Digitalisasi Birokrasi Melalui Pembangunan Smart ASN Di Kantor Regional XII BKN Pekanbaru. Jurnal El-Riyasah. 2021;12(2):140–58.
[15] Ariani F. (2022, June, 12). Peran Aparatur Sipil Negara (ASN) dalam Mewujudkan Indonesia Emas 2045. LAN RI. Retrieved from https://lan.go.id/?p=9996
[16] Yusof M, Mahmod Z, Yusoff Y, Ismail A. Applying the Balanced Scorecard in Malaysian higher education institutions: literature review and research directions. Procedia Soc Behav Sci. 2016;224:452–9.
[17] Asgarova ER, Vasilenko YV. Digital technologies in public administration: european experience. Public Administration Issues. 2019;17(2):5–25.
[18] Fidianingrum R, Sukarno G. Analisis Pengembangan Manajemen Talenta Terhadap Kinerja Karyawan Pada Badan Kepegawaian Daerah Provinsi Jawa Timur [ JEMI]. Jurnal STEI Ekonomi. 2021;30(2):34–45.
[19] Maksim M. Implementation Of “Asn Ber-Akhlak” Program With Characteristics As A Form Of Employee Development To Improve The Quality And Loyalty Of Employees. Restorica. 2022;8(1):27–34.
[20] Bai G, Hao H. (2016). Research on big data application in human resource management of civil servants. In 2016 4th International Conference on Machinery, Materials and Computing Technology (ICMMCT).
[21] Isa Putri Adjani. (2021, June 15).Manajemen ASN Sebagai Upaya Perwujudan Smart ASN, https://kumparan.com/isaputriadjani12/manajemen-asn-sebagai-upayaperwujudan- smart-asn-1vwlhRX6nR5
[22] Febrina R, Aisyah SA. Pengaruh Penguasaan Kompetensi Teknis Terhadap Kinerja Pegawai Yang Dimoderasi Oleh Kompetensi SMART ASN Pada Jabatan Pelaksana Penyusun Bahan Publikasi Dan Kehumasan. JENIUS. 2021;5(1):50–62.
[23] Putra, A.P. (2022). Pengembangan Kompetensi Teknologi Informasi Komunikasi Bagi Aparatur Sipil Negara Dinas Komunikasi, Informatika, Dan Statistik Kabupaten Bandung. Jurnal Teknologi dan Komunikasi Pemerintaha, 4(1), 14-26
[24] Kasmad R, Samboteng L, Hassanudin H. Talent Managementaparatur Sipil Negara (ASN) Era Digitalisasi Birokrasi di Indonesia. Administratio. 2020;11(1):45–54.