2. STATE CIVIL APPARATUS PERFORMANCE MANAGEMENT SYSTEM (2021).pdf

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S t a t e C i v i l A p p a r a t u s ( A S N )
P e r f o r m a n c e M a n a g e m e n t S y s t e m

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STATE CIVIL APPARATUS (ASN)
PERFORMANCE MANAGEMENT SYSTEM
Adi Suryanto, et al. (Editors)
Copyright @ 2021 The National Institute of Public Administration,
The Republic of Indonesia. All Right Reserved.
Copyright is protected by law.
Title of Book: State Civil Apparatus (ASN) Performance Management System
Publisher: Indonesian Widyaiswara Profession Association
Place : Jakarta
Year : 2021
Edition : 1st
(First)
Total Pages : xviii + 157
ISBN : 978-623-99129-8-7
Book Size : 18.2 cm x 25.7 cm
IKAPI Member’s ID : Nomor Anggota 599/Anggota Luar Biasa/DKI/2021
Redactional:
Gedung Atmodarminto, BPPK Kementerian Keuangan
Jl. Purnawarman No.99, Kebayoran Baru, South Jakarta.
Email : bppdapwi@gmail.com
Website : https://www.bppdapwi.com
Whatsapp : 083840572182

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STATE CIVIL APPARATUS (ASN)
PERFORMANCE MANAGEMENT SYSTEM
Editors:
1. Adi Suryanto
2. Agus Sudrajat
3. Sri Hadiati W.K.
Reviewers:
1. Agus Sudrajat
2. Sri Hadiati WK
3. Riyadi
4. Suripto
5. Marsono
6. Haris Faozan
7. Suwatin
8. Arif Ramadhan
Cover Designers and Layout Persons
1. Agus Pahrul Sidik
2. Arif Ramadhan
Translator
Agung Nugroho

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WRITERS TEAM
1 Dr. Hary Supriadi, SH. MA Expert Trainer
2 Suripto, S.Sos. MAB Associate Expert Researcher
3 Marsono, SE. MM Associate Expert Researcher
4 Arif Ramadhan, SAP., MAP First-Level Researcher
5 Parjiono, S.Sos Associate Expert Personnel Analyst
6 Drs. Hari Budimawan Junior Personnel Analyst
7 Dr. Sri Wahyu Wijayanti, SE.
M.SE.
Junior Personnel Researcher
8 Azizah Puspasari, SPd., MPA Junior Policy Analyst
9 Agustinus Sulistyo Tri P, SE. MSi. Associate Expert Researcher
10 Renny Savitri, S.IP., MA Junior Researchers
11 Ichwan Santosa, S.Sos. First-Level Policy Analyst
12 Octa Soehartono, S.E., M.P.A. Junior Personnel Analyst
13 Witra Apdhi Yohanitas, S.Kom.,
M.A.P.
Junior Researcher
14 Azwar Aswin, S.Sos., MAP First-Level Researcher

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REMARK
MINISTER OF ADMINISTRATIVE
AND BUREAUCRATIC REFORM
The vision of realizing an advanced, dignified, competitive,
and equal Indonesia with developed countries in the world
demands a world-class bureaucracy. Bureaucracy must be
capable, competitive, able to manage the wheels of
government effectively, efficiently, accountably. President
Joko Widodo on various occasions emphasized the
importance of creating a results-oriented bureaucracy, not solely oriented to
procedures, processes, and routines. Therefore, the Ministry of PANRB
(Administrative and Bureaucratic Reform) has a very strategic role in building a
world-class bureaucracy. To achieve the vision of bureaucratic reform in 2024,
the Ministry of PANRB has implemented a two-stage bureaucratic reform
roadmap. To improve the achievement of the second phase of bureaucratic
reform targets, the Ministry of PANRB has enacted policies on the Government
Agency Performance Accountability System (SAKIP) and employee performance
system.
Thanks to The Almighty God, Allah Subhanahu Wa Ta'ala, the spirit for
adjustment and improvement is also held by the Ministry/Institution, one of
which is the National Institute of Public Administration through the Deputy
Chairman of Studies and Innovation of the State Civil Apparatus Management
which has taken the initiative to write a book of Performance Management

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System of The State Civil Apparatus (ASN). From the contents of this book, of
course, it is very crucial and considerably sound in strengthening the
implementation of PANRB Minister’s Regulation No. 8 of 2021 on the Civil
Service Performance Management System. As a mandate of the Government
Regulation No. 30 of 2019 on Assessment of Civil Service Performance and Law
No. 5 of 2014 on State Civil Apparatus.
Finally, as the Minister of PANRB, I thank The National Institute of Public
Administration (LAN) c.q. Deputy Chairman of Study and Innovation of the State
Civil Apparatus Management who has taken the initiative to write this book.
Hopefully, this ASN Management book can contribute to the Implementation of
The Regulation of The Minister of PANRB Number 8 of 2021.

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PREFACE
THE CHAIRMAN OF
THE NATIONAL INSTITUTE OF PUBLIC ADMINISTRATION,
THE REPUBLIC OF INDONESIA (LAN-RI)
As one of the institutions that received a direct
mandate from Law No. 5 of 2014 on the State Civil
Apparatus, the National Institute of Public
Administration (LAN) has and will continue to
strengthen its commitment to be the main driver in
realizing world-class government. Therefore, in order
to carry out its duties to study, review, and innovate ASN Management we will
continue to do just that to answer various challenges in the field of ASN.
We are now entering the era of the Industrial Revolution 4.0 where the world is
faced with VUCA (Volatility, Uncertainty, Complexity, and Ambiguity), which are
aggravated by the COVID-19 pandemic. This is where every government or
private organization is required to be high performing. Discussing the
performance of civil servants until today is still a very serious issue. The Ministry
of PANRB once revealed that more than 30% of civil service performance was
poor. For that, a sound and implementable concept and policy of performance
management are deemed necessary.
The initiative of the Deputy Chairman of Studies and Innovation of ASN
Management to write an ASN Performance Management Book is very positive
and important in responding tto he challenges of employee performance
management. The book deserves to be the main reference in implementing ASN
performance management in central and local government institutions. The
contents of this book not only refer to the prevailing policies but are also
enriched by practical concepts and steps on the respective aspects. The book is

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also enhanced by FWA-based performance management models that are highly
relevant to current conditions.
In short, I appreciate and thank the Deputy Chairman of Studies and Innovation
of ASN Management to write this book. Hopefully, this ASN Performance
Management Book can make a real contribution to performance management
in central and local government institutions. so that the expectation of realizing
a high-performing government can be achieved.
Jakarta, December 22nd
, 2021
Dr. Adi Suryanto, M.Si.

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GREETINGS
CEO GLOBAL TANOTO FOUNDATION
Tanoto Foundation is an independent philanthropic
organization committed to increasing the transformative
power of education including the development of State
Civil Apparatus human resources in Indonesia. We are
also a catalyst for government and private partnerships
to generate progressive ideas.
In line with our mission, Tanoto Foundation fully supports the National Institute
of Public Administration in the implementation of ASN Competency
Development Apparatus in order to create an improvement in the quality of
government implementation, especially in providing excellent public services
whose impact will increase public satisfaction with government services.
This ASN Performance Management System, in our view, is very important as a
guideline for ASN to improve their performance so that expected performance
can be in line with organizational goals.
Finally, we express our gratitude to the National Institute of Public
Administration of the Republic of Indonesia who has initiated to write this book
and involved us in the preparation of this book, hopefully, our contribution also
provides benefits for the country. Good luck, good reading.
, 2021
Dr. J. Satrijo Tanudjojo

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OVERVIEW
DEPUTY CHAIRMAN FOR RESEARCH AND
INNOVATION OF ASN MANAGEMENT
This ASN Performance Management System Book is a
practical guidebook ASN Performance Management
in Indonesia that substantively presents ASN
Performance Management in terms of urgency,
policy, planning, implementation, measurement,
development, performance assessment, and
performance information systems. Another
interesting side is that this book also presents
performance management with a flexible working arrangement (FWA) model
which is a new option but is also a demand of current working patterns.
The realization of FWA on ASN is certainly not only with the availability of a
stable internet network system, but also appropriate and sustainable work
governance, supporting regulations, to adequate hardware and software. Of
course, all can not be realized overnight. It takes commitment and a strong
desire to change to be more dynamic and flexible in devotion. It all surely centers
on efforts to go through the road map of ASN development as stipulated in the
National Mid-Term Development Planning (RPJMN, 2020-2024), which is a
world-class bureaucracy.
We greatly appreciate the presence of this book, as a contribution of the
National Institute of Public Administration for the country, especially in the field
of ASN Competency Development and ASN Performance Improvement. We also
thank the Tanoto Foundation for its support in the development of Knowledge
Creation during this time.

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As a closure, hopefully, this book is useful for both ASN, academicians,
practitioners, students and all those who read this book. We open up the wildest
possible input for the improvement of this book in the future. Happy reading.
, 2021
Dr. Agus Sudrajat, M.A.

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TABLE OF CONTENTS
Book Identity i
Writers Team iii
Remark by The Minister of Administrative and Bureaucratic Reform iv
Preface by The Chairman of The National Institute of Public Administration, The
Republic of Indonesia (LAN-RI)
vi
Greetings from CEO Global Tanoto Foundation viii
Overview from Deputy Chairman of Studies and Innovation of ASN Management,
LAN-RI
ix
Table of Contents xi
List of Figures xii
List of Tables xiii
The Essence of The Book: ASN Performance Management System xv
CHAPTER I URGENCY OF ASN PERFORMANCE MANAGEMENT
Hary Supriadi
1
CHAPTER II EMPLOYEE PERFORMANCE PLANNING
Suripto
14
CHAPTER III PERFORMANCE IMPLEMENTATION AND MONITORING
Marsono and Arif Ramadhan
45
CHAPTER IV COUNSELING, MENTORING AND COACHING
Parjiyono and Hari Budimawan
55
CHAPTER V EMPLOYEE PERFORMANCE MEASUREMENT
Sri Wahyu Wijayanti and Azizah Puspasari
83
CHAPTER VI PERFORMANCE ASSESSMENT FOLLOW-UP
Agustinus Sulistyo Tri P and Renny Savitri
98
CHAPTER VII PERFORMANCE MANAGEMENT WITH FWA (FLEXIBLE WORKING
ARRANGEMENT) MODEL
Ichwan Santoso and Octa Soehartono
116
CHAPTER VIII PERFORMANCE INFORMATION SYSTEM
Witra Apdhi Yohanitas and Azwar Aswin
135
BIBLIOGRAPHY 144
AUTHOR BIODATA 149

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LIST OF FIGURES
Figure 1.1 Performance Management System 8
Figure 1.2 Challenges of Performance Management System
Implementation
12
Figure 3.1 ASN Performance Management Implementation Process
Scheme
46
Figure 3.2 JPT, JA, and JF Performance Plan Flow 49
Figure 3.3 Action Plan Format/ Strategic Initiative 50
Figure 3.4 Performance Documentation Format 50
Figure 3.5 ASN Agile Performance Management Implementation Cycle 52
Figure 3.6 Mechanism of SKP Adjustment 54
Figure 4.1. Performance Management Cycle 57
Figure 5.1 Civil Service Performance Assessment 91
Figure 5.2 SKP assessment for JPT 91
Figure 5.3 SKP Assessment for JA and JF 92
Figure 5.4 Civil Service Performance Management Cycle 92
Figure 5.5 Performance Assessment Format 95
Figure 6.1 Award and Rehabilitation for ASN 115
Figure 7.1 Talent Management Box 124
Figure 7.2 Main Platform of Integrated Digital Workspace (IDW) 131
Figure 7.3 Bappenas Flexiwork Mechanism 132
Figure 7.4 Working Patterns in The Ministry of Finance 134

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TABLE LIST
Table 2.1 Key Performance Description Reference 21
Table 2.2 Performance Indicator Manual 26
Table 2.3 SKP Plan of High Officials and Heads of Independent Units 28
Table 2.4 SKP Plan of High Officials and Heads of Independent Units 30
Table 2.5 SKP Plan of Administrator 33
Table 2.6 SKP Plan of Functional Official 34
Table 2.7 SKP Linkage with Functional Official Credit Numbers 35
Table 2.8 Verify the Linkage of SKP with Functional Official Credit
Numbers
36
Table 2.9 Individual Performance Assessment Category 37
Table 2.10 SKP Plan of Administrator 37
Table 2.11 Functional Official SKP Plan 38
Table 2.12 Aspects of Service Orientation 40
Table 2.13 Commitment Aspects 41
Table 2.14 Aspects of Work Initiative 42
Table 2.15 Aspects of Cooperation 43
Table 2.16 Leadership Aspects 44
Table 2.17 Required Level of Work Behavior 45
Table 4.1 Counseling Activity Assignment Form 62
Table 4.2 Recapitulation of Civil Servant Counseling Data 64
Table 4.3 List of Names of Counseling Activity Participants 65
Table 4.4 List of Post-Counseling Participants 67
Table 4.5 List of Names of Mentoring Participants 72
Table 4.6 Schedule of Implementation of Mentoring Activities 74
Table 4.7 Results of Mentoring Activities 75

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Table 4.8 List of Names of Potential Measurement Participants 79
Table 4.9 List of Names of Participants in The Implementation of
Coaching Activities
80
Table 5.1 Balance Scorecard Perspective on the Private and Public
Sectors
84
Table 5.2 Comparison of Civil Servant Performance Assessment
Policy
86
Table 7.1 Job Identification for FWA Type Determination 125
Table 7.2 Type / Method of Flexible Work Arrangement (FWA) 127
Table 7.3 Examples of Daily Performance Reports 129
Table 8.1 Development of IP-ICT Indonesia, 2018-2019 135

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The Essence of The Book
ASN Performance Management System
“a systematic process for improving organizational performance
by developing the performance of individuals and teams”
(Amstrong - 2006)
Performance management has a strategic role in improving organizational
performance that connects synergies between individual goals with the vision
and mission of the organization. However, in the Indonesian system of
government, performance management has not yet been implemented
properly. In fact, it is still at the level of concepts and policies that are widely
discussed in various seminars or limited forum discussions.
The enactment of Law No. 5 of 2014 on the State Civil Apparatus affirms the
importance of performance, as stated in the consideration of the letter c that
ASN must account for its performance. Furthermore, it is further elaborated in a
policy in the form of Government Regulation No. 30 of 2019 on Assessment of
The Performance of Civil Servants.
In conjunction with performance management, the policy mentions several
aspects of performance management that include performance planning:
performance implementation, performance monitoring, performance coaching,
performance assessment, follow-up, and civil service performance information
systems. Then technically elaborated in the Regulation of the Minister of
Administrative and Bureaucratic Reform No. 8 of 2021 on Civil Service
Performance Management System.
In an effort to enrich employee performance management references, this
ASN Performance Management System Book discusses the following
fundamentals:
1. Employee Performance Planning
2. Performance Implementation and Monitoring
3. Coaching dan Mentoring
4. Employee Performance Measurement
5. Follow-up Performance Assessment
6. Performance Information System

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And one of the things that is currently "happening"from performance-based
organizations is flexibility, working from anywhere and anytime, for that this
book also adds one more discussion about Performance Management with FWA
(FlexibleWorking Arrangement).
Before entering into the discussion on the implementation of Performance
Management in Chapter I of URGENCY OF ASN PERFORMANCE MANAGEMENT,
readers will be presented with the strategic role of Performance Management
including understanding, scope and objectives, and challenges of performance
management in the future.
Employee Performance Planning is a very important first step in the
performance management process and can determine the success of the
organization. For this reason, Chapter II of EMPLOYEE PERFORMANCE
PLANNING discusses the urgency of Performance Planning to emphasize the
importance of performance planning, how important performance planning is in
employee performance management. For the technical application of its
operations, this chapter also discusses the Preparation of Employee
Performance Targets (SKP), basic SKP Model/initiation and Development Model,
and Information that must be included in the SKP. How to structure individual
performance indicators smartly and determine performance targets, as well as
understand the types of employee performance. Another important thing
discussed in this chapter is about the performance indicator manual as a
complementary instrument of SKP that will clarify monitoring and measuring
employee performance. In addition to SKP, this book also presents aspects of
work behavior that are accompanied by definitions of orientation, level of work
behavior, and performance indicators, and usage situations.
Good planning without good implementation is a failure. To guide in its
implementation, Chapter III of IMPLEMENTATION AND PERFORMANCE
MONITORING will discuss the implementation and monitoring of performance
through the performance documenting process. Documenting techniques can
be done on a daily, weekly, monthly, quarterly, semesterly, and yearly basis
depending on the needs of the organization. This documentation is used as
evidence when monitoring the performance of civil servants conducted by civil
service performance assessment officers periodically and continuously in the
process of implementing SKP.

xvii
Performance coaching is one of the important stages for the effectiveness
of implementation and performance monitoring. In chapter IV OF COACHING
AND MENTORING this discusses the importance, understanding and purpose of
coaching and mentoring. This chapter also enriches with the discussion of
policies and mechanisms and examples of coaching and mentoring instruments
within the civil servants.
Performance measurement becomes one of the most important stages in
performance management. Where the results of the measurement will be the
basis of consideration of the reward and punishment that will be given to
employees. To that end, CHAPTER V of EMPLOYEE PERFORMANCE
MEASUREMENT addresses urgency, policy, understanding, goals, and time in
measuring employee performance. This chapter also discusses the stages of
employee assessment, measurement methods with their advantages and
disadvantages and the categories of assessment results.
Follow-up performance assessment becomes another important stage in
the employee performance management process that is intended to motivate
employees as a consequence of their performance achievements. This follow-up
can be either reward and sanction/punishment. Therefore, in CHAPTER VI, THE
PERFORMANCE ASSESSMENT FOLLOW-UP discusses various policies related to
the provision of rewards and punishments ranging from competency
development, incentives/benefits and other awards for employees who perform
well and as discipline enforcement for employees who perform very poorly. In
the discussion of this chapter, it is also equipped with several instruments for
follow-up.
Flexible Work Arrangements (FWA) can become a new work culture in an
ASN environment. FWA focuses more on output or results than work
procedures. This FWA is not one of the aspects in performance management
mandated in the Civil Service Performance Management System, but it is
interesting to discuss because it becomes something new in the ASN work
environment. Therefore, CHAPTER VII OF PERFORMANCE MANAGEMENT WITH
FWA Model is presented to discuss FWA's conception of various commonly used
variables, the urgency of its application in the current governance environment,
FWA policy and implementation, technical determination of the right type of
FWA for each position, as well as the key to successful implementation of FWA-
Based Performance Management.

xviii
The development of digital technology is accelerating in changing the way
we work and the work culture. To that end, the use of technology in performance
management systems becomes an unsanctionable part in ASN Performance
Management Development. In an effort to awaken awareness about the
importance of this, Chapter VIII of PERFORMANCE INFORMATION SYSTEM
discusses the transformation and development of information and
communication technology, the urgency of its application in employee
performance management systems. As well as model and technical
management of performance information systems.

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CHAPTER I
URGENCY OF ASN PERFORMANCE MANAGEMENT
Strategic Role of Performance Management
What impression we can capture when entering a room of banking service.
In a unit, you are less likely to be accepted by a security officer, one customer
service officer (CS), two tellers, and possibly a unit manager. All working and all
performing their functions fully, no one seems idle. All work according to
responsibility, and of course with different rewards. If one of them is not to go
to the office, for example, because of illness, the service process will be
disrupted both because the task is interconnected with each other also because
each personnel get certain tasks and targets according to the job descriptions. If
the personnel who serve as CS are not present for example, then the
implementation of their duties must immediately replace so that the service
process is carried out in accordance with its core business.
Now, what can we observe in the working situation of government
agencies? As a large organization, a giant bureaucracy, there are many
employees with various positions and statuses. But how is the division of their
duties? Will if one of them is not present that it will greatly affect the work
process and performance?
Unlike the example of the banking unit environment earlier, the problem of
absence or delay in the implementation of tasks will not be too influential. In
addition to a large number of employees, the division of tasks and performance
targets charged is also often unclear. Or at least the burden of performance
targets is only given to "certain people" only. In addition, absence or delay or
incompetence (underperformance) also has no meaningful consequences to the
reward obtained or even no consequences at all. When between high
performance or low performance has no consequences to the reward received
then what encourages people to perform? This is precisely where there is a
situation of behavior "eating the bones of friends". A condition in which the work
is carried out by others but also feels the results. Work enough, if necessary,
enough to be a fan or audience only! Arriving at the office on time or late,
resulting in high, moderate or low performance, they will all get the same salary

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and benefits. The term PGPS, professionals or idiots receive the same income",
is also still relevant. Qualifications and performance have little impact on take-
home income.
Because of these conditions, the pattern of supervision is largely focused on
attendance, trying to ensure that employees are present at the specified working
hours. Controls are exercised to ensure that all employees are present on time,
always in the office (or even at home, during WFH), instead of looking at the
resulting performance and only focusing on attendance.
Obviously, the above conditions have an impact on employee motivation. If
it doesn't work or perform still gets the same reward, then why do we need to
work and perform more? Employees will think the important thing is present,
salaries and benefits will still be received intact. Even if there is already a
performance system that cuts salaries and benefits to those whose attendance
is less, or performance is less, it will not have much influence because of its
insignificant value.
On the basis of the above, it is clear that good performance management is
needed. Performance management starts from planning, setting targets, sharing
targets to individuals, supervision, and control, to evaluation and reward based
on performance. Performance is no longer measured from presence but uses
good, measurable, achievable, and comparable indicators.
In line with that, this book intends to help provide references for efforts to
manage employee performance (ASN) in government agencies in accordance
with applicable policies. In addition to the regulations related to performance,
discussions about the problems and dynamics of the implementation of
performance management are also carried out. Various problems and
challenges in managing employee performance in the future are often faced.
This book is expected to be a practical guideline that is easy to understand
and implement. With the implementation of good performance management, it
is expected that ASN performance in their respective agencies can increase so
that high organizational performance can be achieved.
Understanding, Scope, and Objectives of Performance Management
Performance according to the Great Dictionary of Indonesian Language is:
1) something achieved; 2) the performance shown; 3) Work ability (about

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equipment). Meanwhile, The Government Regulation (PP) No. 8 of 2006 on
Financial Reporting and Performance of Government Agencies defines
performance as the output/result of activities/programs that are to or have been
achieved in connection with the use of budgets with measurable quantity and
quality. Meanwhile, PP No. 30 of 2019 on Performance Assessment provides
limits on the understanding of performance associated with the existence of civil
servants, namely civil service performance which is interpreted as the results of
work achieved by each civil servant in the organization/unit in accordance with
employee performance targets (SKP) and work behavior.
From various notions of performance, it can be concluded that performance
is the result achieved from a work process that can be measured. Therefore,
aspects of measurement become very important, both the size used, how to
measure, and the management of the measurement data.
In its evaluation of public service in 2008-2013, the OECD paid particular
attention to how human resource management contributes. Key issues of
concern are how to measure performance and what strategies to engage
employees in improving performance (OECD, 2016).
In order for performance to be achieved properly, of course, good
management is needed. For this reason, performance management becomes
very important for the organization in an effort to realize the expected
performance. Performance management according to Armstrong (2006) is"a
systematic process for improving organizational performance by developing the
performance of individuals and teams" which means that performance
management is a systematic process to improve organizational performance by
improving the performance of individuals and teams. From this understanding,
we can draw the understanding that performance management as a systematic
process in an organization will be influenced by the achievements of individual
and team performance in the organization. This opinion is in line with the views
expressed by J. Lockett (in Armstrong, 2006), who more unequivocally mentions
that performance management is " The development of individuals with
competence and commitment, working towards the achievement of shared
meaningful objectives within an organization which supports and encourages
their achievement" (The development of competence and building individual
commitment, to work in order to achieve common goals in the organization,
where the organization provides support and passion for the achievement of the

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individual). Thus, in general, performance management can be expressed as a
process of aligning or integrating organizational goals with individuals to achieve
organizational effectiveness. The definition also emphasizes development which
is the main objective of performance management.
Based on the above definition, the scope of performance management can
be put forward to at least 3(three) indicators, namely:
1. Inputs. They include those needed for the performance management
process, among others, in the form of human resource capabilities, both
as individuals and teams, which are realized in the form of knowledge,
skills, and other competencies.
2. Process. Performance management requires the process of performance
implementation, how performance is run, ranging from planning to
expected goals.
3. Outputs. The output or work of the organization, whether in the form of
goods or services, needs to be compared to the goals that have been
set before. Whether there is a fit for the achievement of the goal or not.
If there is a deviation between the output and the goal, then it is
necessary to do feedback.
As a process, performance management is an agreement related to the
goals to be achieved, the standards and competencies needed. Therefore, in this
process, there is an element of employee development so that the possibility of
achieving the targets specified s greater.
Furthermore, what kind of performance management system should be
implemented by the organization? Choosing a performance system that is
suitable for an organization, of course, cannot be equated. This depends on the
character, culture, and system applied in the organization itself. In other words,
the tasks and functions that are the core business of the organization as well as
the work culture that exists in the organization will be the determining element
to determine what performance management is suitable. Pulakos (2004)
suggests that " choosing a performance management system is determined or
considers the needs of organizational functions and objectives, organizational
culture, and how it integrates with other HR management systems. There is no
one proper performance management system that fit for all organizations."

5
However, it should be mutually understood that performance management
is carried out to achieve organizational goals and to ensure organizational
activities in order to achieve the expected results. Therefore, management
efforts are needed in its implementation. Thus, the essence of performance
management is how to manage all organizational activities to achieve the
organization's goals that have been set before. Accuracy in selecting and
implementing performance management that suits the needs of organizational
tasks and functions and the existing work culture, which is later able to be
integrated with the organization's resource management system properly, will
affect the effectiveness of the performance management process itself.
One example related to the effectiveness of performance management
systems resulted from a survey Watson Wyatt (in Pulakos, 2004) concluded that
only 3 out of 10 workers agree that the performance management system in his
company succeeded in driving performance improvement. Less than 40 percent
of workers think there has been clarity on performance targets, honest
feedback, or has successfully implemented technology to help simplify
processes.
There are several possibilities that make the worker's response is still low
(less than 40% respond positively) to the effectiveness of this performance
management system. For example, it is possible to select a performance
management system that is applied less precisely relevant to the needs of
organizational function when integrated with other human resource
management. Or it is also possible that there is a process that is not in
accordance with the work culture of the organization so that it affects the
perception of employees, both individually and team, to the implementation of
this performance management system. This is relevant to the opinion of
Armstrong (2006) who identified that obstacles in this performance
management can arise from managers (leaders) and employees who feel that
with the implementation of performance management this becomes an
additional burden in work, or because there are interests that may be disturbed.
Thus, the problem is not the poor design of the performance management
system itself, both the instrument and the process, but the problem lies at the
core of the performance itself which is less accommodated in nature if it is
associated with organizational conditions. This is because performance is very

6
personal concerned with the individual character of employees and the
organizational culture it applies.
Particularly for the public sector, performance management challenges are
no less great because of various problems in its cultural character. Management
systems tend to remain bureaucratic, strong hierarchical patterns, with a thick
red tape, while performance management systems require dynamics supported
by harmonious competence and capability. In addition, government agencies
have tasks and functions that tend to be general in nature with their output
being "vague" as one measure of accountability, they become difficult to
measure. As an entity that is entrusted with taking care of the public interest,
then a clear and measurable performance becomes a measure of whether the
management it implements has been in accordance with the mandate.
Current Performance Management Policy
The main reference to the current ASN management is Law No. 5 of 2014
on the State Civil Apparatus, or also called the ASN Law. As the main guideline,
the ASN Law mentions the importance of performance for ASN, among others:
 ASN must account for its performance (considering in letter c)
 Performance as one of the elements in implementing the merit system
(General Provisions Article 1 number 22)
 As a basic value that must be accounted for to the public (Article 4
letter h)
Some institutions whose authority is regulated in the ASN Law have also
received the mandate to control the performance of ASN, such as the Indonesian
State Civil Apparatus Commission (KASN) among others to realize high-
performance ASN, The National Civil Service Agency (BKN) to foster and evaluate
the implementation of ASN management including to build an ASN performance
assessment system, and the National Institute of Public Administration (LAN) to
encourage the realization of high-performance ASN through the development
and implementation of competency development.
However, in the civil service management cycle, the performance aspect is
only in terms of "performance assessment" (article 55 Paragraph (4)) and does
not explain the overall performance management process. But in other articles

7
performance assessment is mandated as one of the considerations in career
development, in addition to other aspects in career considerations, namely
qualifications, competencies, and agency needs (Article 69 paragraph (1)).
In line with the substance of civil service management aspects in the form
of "performance assessment", the ASN Law further regulates the performance
assessment as stated in articles 75 to 78. Article 78 further mandates that the
arrangements related to performance assessment are regulated further with
Government Regulation (PP). Then, PP No. 30 of 2019 was enacted concerning
civil service performance assessment. However, the policy only regulates the
performance of civil servants, while Government Employees with Work
Agreement (PPPK) performance assessment is not regulated, even though ASN
elements include civil servants and PPPK. This needs to be a concern because
PPPK is also part of ASN so it is also necessary to build a performance
management system in order to make the management of ASN performance
intact and not partial.
Referring to the regulations governing PPPK in addition to the ASN Law,
namely Government Regulation (PP) No. 49 of 2018 on Management of
Government Employees with Work Agreements, in fact, it has been mandated
to regulate PPPK performance. Some of these provisions include:
● one aspect of the 9 aspects of PPPK management is
performance assessment (Article 3 letter c).
● The Employment Agreement shall include among other
things "performance targets" (Article 33 letter b)
● "Performance Assessment" is regulated in Articles 35 and 36,
where article 36 mandates that further provisions related to
performance assessment for PPPK are regulated by
Ministerial Regulation.
Meanwhile, the Ministerial Regulation to regulate the PPPK performance
assessment system is still not available. It means that it becomes one of the
"homework" that must be a concern so that the management of ASN
performance can be completely and thoroughly managed.

8
Referring to the policy of Government Regulation No. 30 of 2019 on Civil
Service Performance Assessment, it can be known that the civil service
performance management system includes the components as described below:
Figure 1.1. Performance Management System
Further discussion of the above components will be discussed in the next
chapters of this book. Next, related to technical discussions in subsequent
policies regarding civil service performance management systems, performance
planning, job standards of work behavior, implementation, performance
monitoring, performance coaching, creation of new ideas, and/or new ways of
performance improvement that benefit the organization or state, performance
assessment, follow-up, and civil service performance information system,
regulated in the Regulation of the Minister of Administrative and Bureaucratic
Reform (Permenpan RB) Number 8 of 2021 on Civil Service Performance
Management System.
In Article 1 paragraph (1) of the policy, it is stated that what is meant by the
CivilService Performance Management System is a systematic process consisting
of performance planning; implementation, monitoring, and coaching of
performance; performance assessment; follow-up; and performance
information systems. This policy is regulated regarding all components of
performance management including how performance management data can
be managed properly through an Information System.

9
Performance Management and Performance Accountability System of
Government Institution (SAKIP)
Speaking of performance management, then we need to look at individual
performance as an integral part of organizational performance. This attachment
begins with performance planning where the organization's strategic plan
(institution) must be broken down into a cascading format in smaller units. Each
unit leader is responsible for the performance target achievement of his unit
which is distributed into the target of the lower unit/smaller until finally reached
the smallest unit, namely the executive staff individually.
The process of strategic planning, determination, and distribution of targets
up to the level of measurement is referred to as the Government Institution
Performance Accountability System (SAKIP). This SAKIP arrangement is
stipulated in Government Regulation No. 8 of 2006 on Financial Reporting and
Performance of Government Institutions and followed up with Presidential
Regulation No. 29 of 2014 on Government Institution Performance
Accountability System (SAKIP).
Presidential Decree No. 29 of 2014 stated that the Performance
Accountability System (SAKIP) is a systematic series of various activities, tools,
and procedures designed for the purposes of determining and measuring,
collecting data, classifying, accounting, and reporting performance to
government agencies, in the framework of accountability and government
institution performance improvement. In addition to being an instrument of
accountability SAKIP is also an instrument to encourage performance
improvement. Performance in this case is defined as the output/result of
activities/programs that have been or are to be achieved in connection with the
use of budgets with measurable quantity and quality.
Performance Management Implementation Challenges
Looking at the various achievements of the current performance of
government agencies that tend not to be optimal, of course, planned and
sustained efforts are needed in order to improve it. PP No. 30 of 2019 on
Performance Management and Permenpan No. 8 of 2021 on Civil Service
Performance Management System, became the foundation to take strategic
steps to improve performance management in each agency. Nevertheless, these

10
efforts are faced with several challenges that demand anticipation efforts and
effective relevant measures.
Some of the challenges in implementing a good performance management
system today include:
 existing technical guidelines and instrumentation are still too
complex and complicated;
 synchronization of performance management at the agency level
with that of individual performance;
 implementation of performance data management with IT
utilization has not yet been integrated;
 utilization and follow-up of performance assessment results have not
been implemented;
 the implementation of flexible working arrangements (FWA) has not
been regulated in existing Performance Management System
policies; and
 Performance management for the government employees with
work contract (PPPK) is not yet regulated firmly and clearly.
In terms of technical guidelines, including instrumentation needed to
implement a performance management system, PP No. 30 of 2019, mandates
several implementation regulations that must have existed no later than 2 years
since the PP was promulgated. Since PP No. 30 of 2019 was promulgated on April
29, 2019, various mandated implementation regulations should be available no
later than April 29, 2021.
With the enactment of the Permenpan RB No. 8 of 2021 on the Performance
Management System on March 17, 2021, the mandate of Article 60 PP No. 30 of
2019, especially paragraph (1), has been fulfilled. However, there are three
articles of the mandate of Article 60 that have not been followed up, namely:
● Paragraph (2) on further provisions regarding the mechanism of joint
approval and evaluation and the mechanism of supervision of the
implementation of the Civil Service Performance Management System
(Ministerial Regulation which is the minister who organizes government
affairs in the field of administrative and bureaucratic reform);
● Paragraph (3) on further provisions regarding the imposition of
administrative sanctions up to the dismissal for functional/professional

11
officials whose performance assessments get the predicate of poor or
very poor (Ministerial Regulations that organize government affairs in
the field of administrative and bureaucratic reform); and
● Paragraph (4) regarding further provisions of closed-door survey
procedures (The Chairman Regulation of The National Civil Service
Agency (BKN)); Closed survey procedures as referred to in Article 40,
Performance Rating as referred to in Article 52, and management of
information and data assessment of civil service performance as referred
to in Article 60 paragraph (3), paragraph (4), and paragraph (5) stipulated
in the BKN Regulation.
In the event of its enactment, PP No. 30 of 2019 is set to be effective 2 (two)
years from its promulgation, as mentioned earlier meaning it should be effective
from April 29, 2021. However, specifically related to the provisions of
"Assessment of Work Behavior based on the assessment of equal level
colleagues and direct subordinates", maximum lenient time is given of up to 5
(five) years since it was enacted, which must be enforced no later than April 29,
2024.
The next challenge is how to align an organization's performance targets
with individual performance targets. Of course, this alignment must begin with
the determination of performance indicators that must also be divided into tiers
(cascading) which are then continued with the targets that must be achieved
with an approval process that is divided into tiers as well. The practice of setting
indicators, targets, and distributing them to the individual level is still a major
challenge in various government agencies.
A very important element in the next performance management is related
to the management of data in the form of Information Systems. Considering the
dynamic and great data managed, information technology is required to
accommodate the situation. PP No. 30 of 2019 specifically pays attention to the
importance of Information Systems. In Chapter VII, which specifically regulates
this information system, it states that data and information on all aspects of
performance management must be managed in an information system from
performance planning, implementation, monitoring, coaching, assessment until
the follow-up.

12
Figure 1.2. Challenges of Performance Management System Implementation
The importance of this information system is intended to manage
performance, data, and information as crucial aspects to be managed properly.
For this reason, how this system can run well in terms of commitments to
budget, information technology support, the availability of competent human
resources in the field of information technology, and infrastructure remains to
be a challenge to be available equally in all government agencies throughout
Indonesia.
The next aspect that becomes a challenge is how to utilize the results of
performance assessments, especially associated with employee coaching. This is
important to be a concern because if high performance does not get adequate
appreciation, it will cause demotivation due to the onset of unfair feelings. It is
a challenge for all agencies to be able to follow up on the results of assessments
both against high performers and against low-performing employees below the
standards or targets set.
Similarly, when the Covid-19 pandemic that forced ASN to work from home
(Work From Home-WFH or flexible working arrangement - FWA) has raised its
own challenges in managing performance. Of course, in the context of
performance, which not only looks at aspects of attendance and work but is also
more oriented to the achievement of performance without the presence of
employees in the office. But the condition of performance management in most

13
government agencies is currently not yet ready in implementing work patterns
with a full performance orientation.
The final challenge is related to the existence of Government Employees
with Work Agreements (PPPK) which are part of ASN. PPPK performance
management needs to get its own attention because of the nature of PPPK work
ties that are not permanent (temporary), and they are recruited with special
competencies needed by the organization in urgent circumstances. In this
condition, it takes the ability to synchronize target agencies, target distribution
(cascading) to the individual level which of course includes civil servants and
PPPK.
Because of these challenges, current performance management practices
use systems that vary between government agencies both central and regional.
However, this book does not intend to uniformize the performance
management system that must be applied but rather aimed at helping agencies
that still have difficulty in implementing a good performance management
system. For this reason, this book also provides an overview or example of
performance management systems applied in various government agencies that
are seen as inspiring. Innovation is still needed so that the system built can be
optimal in accordance with the capabilities and consensus of the organization,
while keeping equally directed at efforts to create optimal employee and
organizational performance.

14
CHAPTER II
PERSONNEL PERFORMANCE PLANNING
The Urgency of Performance Planning
As urban communities in the city, we may have felt resentment because of
severe congestion. This is due to the development that was not planned properly
and correctly by the city government. Usually related to road, sidewalk, sewage
construction, installation of electrical and telephone wiring, installation of
aqueducts, and others are not done sequentially correctly. Things that are often
encountered after the construction of the road is completed, not long later
dismantled again for the installation of electrical or telephone cables or
aqueducts, after which build sidewalks and after that, it is uncovered again to
build sewages. The implementation of work like this in addition to taking a long
time also makes the quality of work not in accordance with the standards that
have been set before. And this is often we find a path that is broken because of
other former excavations of work. Therefore, planning activities properly and
correctly becomes vital. Both in the sense of the division of roles from each level
of the organization and employees must be clear and not overlap with one
another. True in the sense of activities carried out sequentially as business
processes or standard operating procedures that have been established.
Looking at the case above, then good performance planning must be related
to the organization's performance plan at the macro, mezzo, micro-level, and up
to employee performance. Conceptually, performance experts agree that
employee performance management is an integral part of organizational
performance management. This is because employee performance targets will
contribute to micro, mezzo, and macro level of organizational performance.
Aguinis (2013, p.2) even expressly defines performance management as a
"continuous process of identifying, measuring, and developing the performance
of individuals and teams and aligning performance with the strategic goals of the
organization". But in practice, organizational performance plans and employee
performance plans are not yet interrelated. Let alone with the organization's
plan, even between the leadership and the employee performance plan they are
not yet related to each other. The enactment of Government Regulation (PP)

15
No.30 of 20l9 concerning Civil Service Performance Assessment provides a
synergizing spirit between the organization's performance plan and the
employee performance plan. This is seen in Article 8 paragraph 2 in particular
which mentions that the Process of Preparing Employee Performance Targets is
carried out by making strategic planning of Government Agencies, Performance
Agreements, Organization and Governance, Job Description and Employee
Performance Target (SKP) of direct superiors.
Michael Armstrong (2006) said performance management systems include
performance planning, performance plan implementation, monitoring,
assessment, and follow-up. It is certain that all management experts put the
planning function to be the first thing to do in the management cycle. The
urgency of planning becomes the first stage in management, among others,
because it provides direction, reduces the risk of uncertainty, reduces overlap,
promotes creative ideas, facilitates decision making, sets control standards. In
the Regulation of the Minister of Administrative and Bureaucratic Reform
(PermenPANRB) No. 12 of 2015 on Evaluation Guidelines of Implementation of
Government Agency Performance Accountability System, Aspects of
performance planning are even given the highest assessment weight of 30%,
Performance Measurement 25%, Performance Reporting 15%, Performance
Evaluation 10% and Performance Achievement 20%. Thus, organizations that do
not have a performance plan are the same as organizations that do not have
direction, performance standards, organizational policies not based on needs,
and great inefficiencies.
Furthermore, performance planning according to Michael Armstrong (2006)
can be understood as an agreement of leaders and employees about what and
how to achieve goals (performance). What must be done to achieve goals, raise
standards, improve performance and develop competencies? And, how are
technical performance measurements and the evidence required to show the
level of competence? What refers to the output of activities to which an
agreement must be reached or performed at a given time. The performance
target that becomes the agreement has at least an element of quantity, quality,
and time as a performance standard. To facilitate controlling performance
achievement also needs to be equipped with an action plan. Furthermore, for
the assessment of employee performance objectively, fairly, and transparently,
every activity has a reliable technical measurement. Objective performance

16
measurement is very important for the provision of rewards and follow-up for
their performance achievements.
Employee performance planning is mandated in Article 6 paragraph 1 letter
a Government Regulation (PP) No.30 of 20l9 concerning Civil Service
Performance Assessment that consists of a) performance planning, b)
implementation, Performance Monitoring, and performance coaching, c)
performance assessment, d) follow-up, and e) Civil Service Performance
Information System. The performance management system as stipulated in
Article 3 is a prerequisite for conducting performance assessments of civil
servants based on performance planning at the individual level and unit or
organizational level, taking into account the targets, achievements, results, and
benefits achieved as well as the behavior of civil servants.
In detail, Performance Planning is regulated in Chapter III which includes The
First Part: Preparation of Employee Performance Goals, Part Two: Preparation of
Employee Performance Target (SKP) for High Leadership Officials, Third Part:
Preparation of SKP for Management of Independent Work Unit, Part Four:
Preparation of SKP for Administrators, Part Five: Preparation of SKP for
Functional/Professional Officials, Sixth Part: Preparation of SKP for
Functional/Professional Officials with Double Positions, Part Eight: Setting of
Staff SKP and Ninth Part on Work Behavior. The regulation of Employee
Performance Targets in more detail is further regulated in PermenPANRB No. 8
of 2021 on Civil Service Performance Management System. And in more detail
will be explained in the next sub-chapter.
Employee Performance Goals
The enactment of The Government Regulation (PP) No. 30 in 2019 became
a momentum to change essentially employee performance planning, not merely
formalities but more functional. One of the fundamental problems in the
implementation of SKP based on PP No. 46 of 2019 is the existence of SKP only
for administrative formality. This problem is what causes SKP can not be used as
a basis for the implementation, monitoring, coaching, measurement and
assessment of employee performance objectively and optimally.

17
In the general provisions of PP No. 30 of 2019, employee performance goals
are performance plans and targets that must be achieved every year by the civil
servants. Employee PerformanceTargets are often referred to as SKP. The use
of the term SKP has actually been introduced for ten years since the enactment
of PP No. 46 in 2011. So that the term is familiar to civil servants. But the
fundamental question is, does every civil servant understand SKP correctly
according to the provisions of PP No. 30 of 2019? What is the fundamental
difference with the SKP that has been done? Therefore, before discussing more
details and more technical, we will discuss the basic understanding of SKP.
Understanding SKP not only knows the definition of SKP, but must be able
to comprehend the essence of SKP in accordance with the spirit of PP No. 30 of
2019. This is important to be able to make a proper employee performance plan,
because during the implementation of SKP with PP No. 46 of 2011 there were
also many variations and differences with one another. This leads to SKP merely
as a document of administrative formalities with no optimal contribution to
organizational performance. As explained by Mr. Supranawa Yusuf - The Prime
Secretary of The National Civil Service Agency (BKN) who mentioned that there
is a difference of 15-20% between the assessment of organizational
performance and employee performance.
Even though both use the term SKP, essentially it has a very different
meaning. PP No. 30 of 2019 uses "Performance", while PP No. 46 of 2011 uses
"Work". Judging from the selection of the words "Performance" and "Work"
alone of course it is very different. Literally, (kbbi.web.id) performance is
understood as something accomplished, whereas work is understood as the
activity of doing something. From this ‘dummy’ understanding, it can be
understood that performance focuses on results, while work focuses on
processes/activities. But for managers of organizational performance and
employee performance, namely, the leaders of the organization, it is not enough
to merely understand the “dummy”, they must understand performance
management in greater detail and comprehensively. Leadership
incomprehension about performance management can have a fatal impact on
an organization's performance. The fatal impact of the implementation of the
performance management system starts from unclear performance planning, ill-
directed implementation, unoptimal performance monitoring, invalid and

18
unobjective performance measurement, and assessment, and no meaningful
input given for the next year's performance planning.
In PermenPANRB No. 8 of 2021 Article 7, the preparation of SKP plans can
be done with two models, namely: (1) basic/initiation, (2) development. The
basic model/initiation can be done by government agencies that will build an
Employee Performance Management System. Meanwhile, the development
model can be carried out by government agencies that have built employee
performance management systems. To be able to prepare SKP properly and
correctly it will be explained some of the main things in the next sub chapter.
The thing to note in the preparation of SKP is that at least each SKP contains
two important information including individual performance indicators and
performance targets. Both of these will be used as a tool for the success of civil
servants in a certain time.
Individual Performance Indicators
Individual Performance Indicator is a measure of the performance success
that will be achieved by the employee. Therefore, the preparation of
performance indicators cannot be done massively but must meet several criteria
so that they become accountable indicators. Some performance experts
mention that the performance indicator criteria must be SMART which is an
acronym of Specific, Measurable, Achievable, Reliable, and Time-bound.
 Specific means showing a special/unique job description. Thus individual
performance indicators must be made in detail in accordance with the main
duties and responsibilities of the unit/employee.
Example:
o The local government wants to increase the production of the
agricultural sector, so it must specifically choose the type of plants
and commodities and their regions. For example, increasing the
production of Kaliabang rice varieties in Adimulyo Subdistrict.
o For work in the form of projects or activities also need to be in detail
and scope. For example, drafting the Academic Text of Government
Regulations on ASN Management System.
 Measurable means that performance can be measured clearly, has a unit of
measurement, and how to measure it. The size that can be used for example

19
volume, value for money, meter, kilogram, percentage or nominal number,
units, documents, and others.
Example:
o Increase rice production of kaliabang varieties by 10% in Adimulyo
Subdistrict.
o Increase the production of kaliabang rice varieties by 3 tons/hectare
in Adimulyo Subdistrict.
o Compiling 1 (one) document of the Academic Manuscript of
Government Regulations on ASN Management System
In addition to the above measurements, performance indicators can also
use some commonly used so far, among others: % of the number of tasks
that can be completed according to the specified time; employee
professionalism index; corruption index; employee competency scores, etc.
 Realistic (Achievable) means that the targets set can be achieved optimally
with the support of available resources. To be able to set realistic targets,
work units need to pay attention to data including the last three years of
performance data, the same unit/sector performance data, and data on
strategic environmental conditions. In addition, the determination of
performance targets must also use the principle of "stretching goals" to
challenge and motivate employee performance and to make a new
breakthrough/innovation in rice crop production.
Example
o If based on data from the last three years, rice production of
kaliabang varieties in Adimulyo District increased by 5%. And
production in other sub-districts in kebumen regency also increased
by 5%, so the target can be made higher than 5% such as 7, 8, or even
10%.
 Adaptive (Reliable) means that performance indicators can be adjusted to
changes in the internal and external conditions of the organization.
Example: Changes in performance plans due to budget refocusing policies
for handling the COVID-19 pandemic as follows:
o Changes in the performance plan of kaliabang rice varieties
production in Adimulyo Subdistrict which was originally in week IV in
June 2021 increased 5% to 2.5%, Week IV in December 2021
increased by 10% to 5%.
o The elimination of the Academic Manuscript Report of the
Government Regulation on ASN Management System was

20
completed in the fourth week of October 2021. Replaced with a
Study of the economic recovery of the Industrial and Micro, Small
and Medium Enterprises sector.
 (Time-bound) means that each process of achieving performance indicators
must have a clear deadline when the project/activity must be completed.
Example
o Rice production in Adimulyo District in week IV in June 2021
increased by 5%, Week IV in December 2021 increased by 10%.
o The monthly report is completed every week I of the following
month.
o The Academic Manuscript Report of the Government Regulation on
ASN Management System is completed in the fourth week of
October 2021.
Employee Performance Types
Employee performance is divided into two types, namely Key performance,
and additional performance. Key performance is the result of work related to
the function of the organization that is the target of priority at that time. The Key
performance is always related to the work of the strategic plan, performance
agreement, direct superior SKP, and job description of the main duties. For the
main reference in the description of the Key performance of high-ranking
officials/independent units, administrators, and functional/professional officials
as in Table 2.1.
Table 2.1. Key Performance Description Reference
OFFICIALS PRIMARY REFERENCE
HIGH LEADER Description of unit/organizational objectives (in The Plan,
Performance Agreement, organization and work order, job
description)
INDEPENDENT UNIT Description of unit/organizational objectives (in The Plan,
Performance Agreement, organization and work order, job
description)

21
ADMINISTRATION Description of direct supervisor activities (direct supervisor
SKP, organization and work order, job description)
FUNCTIONAL Description of the targets of the unit/organization and/or
activities of the direct superior and the organization and the
work order, description of the position).
Source: processed from PermenPANRB 8 / 2021
While additional performance is the task of the head of the work
unit/organization that is strategic, but not the main task of the employee
position concerned. Some important things that must be considered in
providing additional tasks are as follows:
 Agreed upon by the leadership and employees. The provision of
additional employee performance must be agreed upon between the
employee and the head of the work unit and the performance
assessment officer. The agreement must also be formalized in the form
of a letter of duty or decree.
 Outside of the main duties of the department. Every employee must
occupy the position and every position must have a description of the job
title. As explained in the main performance, each job description is the
main performance of employees. Therefore, every task that is not
contained in the job description is an additional task of the employee. In
addition, additional performance must contribute to the achievement of
the organization's strategic goals.
Example:
o The Head of Food Crops and Horticulture was given the additional
task of developing agricultural processing technology. The main
performance of the Head of Food Crops and Horticulture is in
improving crop repair and protection, food crop production, and
horticulture. Additional tasks to develop agricultural processing
technology, which should be the main performance of the Head of
Agricultural Technology Processing and Marketing.
o Functional Associate Expert Researchers are given the additional
task of the general administration coordinator. The task of the
researcher is to conduct Research,Development, and/or Assessment
of Science and Technology with the Main Performance of the

22
Associate Expert Researchers is the result of minimal work that
includes 1) paper speakers at global indexed scientific meetings. 2).
Contributors to members of scientific papers in the form of articles
in the globally reputable indexed scientific proceedings. 3)
Contributors to members of scientific papers in the form of articles
in globally indexed scientific journals of medium reprisal/ scientific
books or parts of scientific books published by other international
publishers/granted certified intellectual property (other than simple
patents), or academic manuscripts of draft of Government
Regulation (R-PP) or draft of Presidential Regulation (R-Perpres), or
licensing transactions with national partners. Additional duties to
become the general coordinator of the work unit/organization in
handling the tasks of general administration, planning, finance and
reporting as the task of supporting the unit.
 In line with the capacity of the employee. Employees who get additional
tasks must have the competencies needed to carry out these additional
tasks.
Example:
o The field of Food Crops and Horticulture is given the additional task
of developing agricultural processing technology, so it must be
ensured that the employee has competence in the processing of
agricultural products. These competencies can be demonstrated by
experience occupying positions or having participated in training on
processing agricultural products.
o Functional Associate Expert Researchers get the additional task of
the General Administration Coordinator, it must be ensured that the
employee has competence in the management of financial
administration, management of official and archival manuscripts,
and others. These competencies can be demonstrated by
experience occupying positions or having participated in the
training, technical guidance, workshops or socialization related to it.
 Directly related to the task or output of the organization, meaning that
additional performance in the SKP must be related to the performance
of the organization, as the example above. If getting additional tasks is
not related to organizational performance, then it does not need to be
included in the SKP document.

23
Example:
o Head of Food Crops and Horticulture received the additional task of
conducting the Covid 19 Justice Raid.
o Functional Associate Expert Researchers get the task of carrying out
direct assistance of Covid 19.
 It has to be strategic. This means that additional tasks related to the
implementation of organizational strategies can improve organizational
performance such as commitment to improving competence,
knowledge, and skills.
 The scope of assignment can be national, provincial, or municipal as
evidenced by the Decree.
Performance Target
The performance target is the amount of work to be achieved from each job
title task that includes aspects: quantity, quality, time, and/or cost.
 Quantity is the number/amount of output and/or benefits (outcome).
The measure of output/outcome as described in the Measurable criteria.
 Quality is the quality of output/ outcome. Quality measurements are set
by the type and characteristics of output/outcome. Example:
o Production Quality of goods e.g. Indonesian National Standard (SNI),
Euro II/ Euro III/Euro IV standard.
o Quality standards such as ISO 9001, ISO 14001, ISO 45001, OHSAS
18001
o Scientific Papers/Books with national/global indexed publications
such as SINTA, SCOPUS
o Or use very common quality standards using percentages.
 Time is the standard time used to complete an activity. If deadline criteria
determine the end of the project/activity. By this time use the term of
project/activity Example: Day, Week, Month, Three Months, Six Months,
a year, five years, and so on according to needs.
 Cost is the funds needed to complete the activity.
In accordance with the provisions in the explanation of PP 30 of 2019, the
quantity aspect must be in every performance target. While Quality, Time and

24
Cost do not always have to be in the performance target, adjusted with the type
and characteristics of the activities carried out.
Performance Indicator Manual
The performance indicator manual is an additional SKP instruction that
contains the description, the measurement formula of each performance
indicator. This instrument is important for use at the monitoring and
measurement stage of employee performance. Therefore, manual performance
indicator becomes an integral part of the SKP.
In compiling a good performance indicator manual, at least contain some
information as follows:
 A description of a performance plan that describes the results an
organization will achieve clearly, specifically, achievably and measurably.
In this description it does not explain the activity or category of work.
 Individual Performance Indicator description describes the
measurements of performance success that the employee will achieve
with more operational, performance measurement formula and
objectives.
 Unit of measurement of Individual Performance Indicators that are fixed
and in accordance with the type of employee performance.
 The quality and level of KPI control describe the level of performance in
accordance with the level of organization, among others, outcomes, low
control level output, medium control level output.
 The data provider unit for performance measurement describes the work
unit that will be a reference for obtaining performance data.
 The reporting period describes the time to provide reports periodically,
including monthly, quarterly, semesterly, and annually.
But for the performance indicators of a strategic plan or performance
agreement already has a performance indicator manual, then high-ranking
officials (PPT)/independent work units (PUKM) do not need to compile it.

25
Table 2.2. FORMAT A.3
PERFORMANCE INDICATOR MANUAL
SKP HIGH OFFICIALS AND LEADERS OF INDEPENDENT WORK UNITS
NAME OF INSTITUTION ASSESSMENT PERIOD
.. JAN to … DEC Year …
OFFICERS ASSESSED PERFORMANCE ASSESSOR OFFICER
NAME NAME
EMPLOYEE ID Employee IDP
(*optional)
RANK/LEVEL RANK/LEVEL
POSITION POSITION
WORK UNIT WORK UNIT
PERFORMANCE
PLANNING
DESCRIPTION
PERFORMANCE
PLAN
PERFORMANCE
INDICATORS
DESCRIPTION Definition
Formula
Objective
MEASUREMENT
UNIT
KPI TYPE
( ) Outcome ( ) Full Controlled
Output
( ) Semi-
Controlled
Output
AUTHORITY
DATA PROVIDER
DATA SOURCE
REPORTING PERIOD ( )
Monthly
( )
Quarterly
( )
Semesterly
( ) Annually
Place, date month year
Employee assessed
Name
Employee ID

26
Drafting of the SKP Plan
In PANRB Regulation No. 8 of 2021 Article 7, the preparation of SKP plans is
divided into two models, namely: (1) basic/initiation, (2) development. The basic
model/initiation is carried out for government agencies that will build an
Employee Performance Management System. Meanwhile, the development
model can be carried out by government agencies that have built employee
performance management systems.
The important thing in preparing a good SKP plan must pay attention to two
things, namely (1) cascading SKP, (2) implemented with dialogue. Cascading SKP
ranges from High Official (JPT) or Head of independent Unit to Administrator and
Functional Officer according to their level, such as Table 2. The process of
preparing SKP is carried out by dialogue between employees and assessment
officials and or performance teams/managers. This aims to ensure the
preparation in a cascading manner in line with the performance goals of the
organization, work units, work teams, and direct superiors. This confirms that
the preparation of SKP cannot be done by each employee. However, the
preparation must be done together with the leadership and employees in the
organization. Therefore, the timing of the preparation of the SKP plan coincides
with the preparation of the Annual Performance Plan of Government Agencies
and Performance Agreements, namely the previous budget year. If in the second
week of January they do not do the process of preparing SKP, the performance
manager/performance management team drafts the SKP plan.
 High Leadership Officer and Independent Unit
The stages of preparing the SKP of High Leadership Officers and Independent
Units the initiative/basic model is as follows:
 Studying the strategic plans and performance agreements
This stage is done to understand the strategic goals of the organization,
performance goals, and align strategic goals.
 Setting Employee Performance Goals
This stage identifies the Key performance, additional performance, and
the indicator manual.
 Drafting a Performance Indicator Manual

27
Table 2.3. FORMAT A.1.1
SKP PLAN OF HIGH OFFICIALS AND HEADS OF INDEPENDENT UNITS
OFFICERS ASSESSED PERFORMANCE ASSESSMENT OFFICER
NAME NAME
Employee ID Employee ID
(*optional)
POSITION POSITION
INSTITUTION INSTITUTION
NO PERFORMANCE PLAN
INDIVIDUAL
PERFORMANCE
INDICATOR
TARGET
(1) (2) (3) (4)
A. KEY PERFORMANCE
1 Key Performance Plan 1 KPI 1.1 Target 1.1
(filled with targets
contained in Key
Performance and can be
added with Strategic Plan,
Additional Performance
Plan, and Directive)
contained in Key
contained in Key
KPI 1.2 Target 1.2
2 Key Performance 2 KPI 2.1 Target 2.1
((filled with targets
contained in Key
contained in Key
(filled with targeted action
plans/strategic initiatives to
achieve the targets in Key
KPI 2.2 Target 2.2
B. ADDITIONAL PERFORMANCE
1 Additional Performance
Plan 1
(Can be continued in the
current year)
KPI 1.1 Target 1.1
Source: Appendix of PermenPANRB 8/2021

28
The stages of preparing the SKP of High Leadership Officers and Independent
Units development model are as follows:
 Studying strategic plans and performance agreements
 Setting Employee Performance Goals
This stage identifies key performance, additional performance, grouping
performance plans, and indicator manuals.
 Grouping Performance Plans
This stage of performance is grouped into 4 including service recipients,
business processes, internal reinforcement, and budgets.
 Drafting a Performance Indicator Manual

29
SKP PLAN OF HIGH OFFICIALS AND HEAD OF INDEPENDENT UNITS
OFFICERS ASSESSED PERFORMANCE
ASSESSMENT
OFFICER
NAME NAME
(*optional)
POSITION POSITION
INSTITUTION INSTITUTION
PERSPECTIVE NO PERFORMANCE PLAN INDIVIDUAL
PERFORMANCE
INDICATOR
TARGET
(1) (2) (2) (3) (4)
A. KEY PERFORMANCE
Service Recipient/
Business
Process/Internal
Strengthening/Budget
1 Key Performance Plan
1
IKI 1.1 Target 1.1
contained in Key
Performance and can
be added with
Strategic Plan,
Additional
Performance Plan,
and Directive)
(filled with the
performance
indicators
contained in PK
and can be
added with
Strategic Plan,
Performance
Plan, and
Directive)
contained in Key
Performance and can
be added with
Strategic Plan,
Additional
Performance Plan,
and Directive)
IKI 1.2 Target 1.2
Service Recipient/
Business
Process/Internal
Strengthening/Budget
2 Key Performance Plan
2
IKI 2.1 Target 2.1
(filled with targeted
action plans/strategic
initiatives to achieve
the targets in Key
Performance and can
be added with
Strategic Plan,
Additional
(filled with
targeted action
plans/strategic
initiatives to
achieve the
targets in Key
Performance
and can be
added with
(filled with targeted
action plans/strategic
initiatives to achieve
the targets in Key
Performance and can
be added with
Strategic Plan,
Additional

30
Performance Plan,
and Directive)
Strategic Plan,
Additional
Performance
Plan, and
Directive)
Performance Plan,
and Directive)
IKI 2.2 Target 2.2
1 Additional
Performance Plan 1
(Can be continued in
the current year)
IKI 1.1 Target 1.1
Source: PermenPANRB Attachment 8/2021
 Administrators And Functional/Professional Officials
The initiative/basic model stages of preparing the SKP of Administrators and
Functional Officials are as follows:
 Studying strategic plans, annual work plans of work units and agencies
 Dividing the roles of coordinator/leader and members of the work team
This stage divides the performance plan of the direct supervisor (high-
ranking officer or head of the independent work unit) to the
coordinator/head of the work team. Furthermore, the role is divided into
all teams/employees. In dividing the work direct cascading and non-
direct cascading methods can be used.
 Determining a performance plan
This stage composes key performance and additional performance. Key
performance is mandatory performance related to the strategy of the
direct superior performance plan for the achievement of the work unit
and organizational goals.
 Determining aspects of individual indicators and performance indicators
This stage determines the proper aspects of performance indicators to
measure a performance plan (quantity, quality, time, and cost).
 Setting a Target

31
Determine the expected results of work in accordance with policies,
stakeholder expectations, and rationale. As well as providing a tolerable
error over performance.
 Preparing the Linkage of SKP with Functional Official’s Credit Numbers
This stage applies specifically for functional officials and becomes an
attachment to the SKP Format.

32
SKP PLAN OF ADMINISTRATOR
NAME NAME
(*optional)
POSITION POSITION
UNIT KERJA UNIT KERJA
NO PERFORMA
NCE PLAN
OF DIRECT
SUPERIOR
INDIVIDUAL
PERFORMANCE
INDICATOR
ASPECT INDIVIDUA
L
PERFORM
ANCE
INDICATOR
TARGET
(1) (2) (3) (4) (5) (6)
A. KEY PERFORMANCE
1 Intervened
Performanc
e Plan of
Direct
Superior
Key Performance
Plan 1
(filled with
performance plans
outlined in the matrix
of roles and results
and in accordance
with the main duties
of the position)
Quantity /
Quality /
Time
IKI.1.1 Target 1.1
Quantity /
Quality /
Time
IKI.1.2 Target 1.2
1 - Key Performance
Plan 1
(filled with
performance plans
outlined in the matric
of the roles and
results/directives/assi
gnment outside the
main duties of the
position)
Quantity /
Quality /
Time
IKI.1.1 Target 1.1
Quantity /
Quality /
Time
IKI.1.2 Target 1.2

33
SKP PLAN OF FUNCTIONAL OFFICIAL
NAME NAME
Employee ID Employee ID (*optional)
POSITION POSITION
NO PERFORMANCE PLAN
OF DIRECT
SUPERIOR/WORK
UNIT/ORGANIZATION
INDIVIDUAL PERFORMANCE
INDICATOR
ASPECT INDIVIDUAL
PERFORMAN
CE
INDICATOR
TARGET
(1) (2) (3) (4) (5) (6)
A. KEY PERFORMANCE
1 Intervened
Performance Plan of
Direct Superior
Key Performance Plan 1
(filled with performance
plans outlined in the matrix
of roles and results and in
accordance with the main
duties of the position)
Quantity /
Quality /
Time
IKI.1.1 Target 1.1
Quantity /
Quality /
Time
IKI.1.2 Target 1.2
Key Performance Plan 2
(can be added directive for
the achievement of
organizational goals/work
units that are appropriate
with the main task of the
position)
Quantity /
Quality /
Time
IKI.2.1 Target 2.1
Quantity /
Quality /
Time
IKI.2.2 Target 2.2
1 - Key Performance Plan 1
(filled with performance
plans outlined in the matric
roles and
results/directive/assignmen
t outside the main duties of
the position)
Quantity /
Quality /
Time
IKI.1.1 Target 1.1
Quantity /
Quality /
Time
IKI.1.2 Target 1.2
Attachments to Functional Officers are as follows
Table 2.7. SKP LINKAGE WITH FUNCTIONAL OFFICIAL CREDIT NUMBERS

34
NAME NAME
(*optional)
POSITION POSITION
NO PERFORMANCE
PLAN
RELATED
ACTIVITIES
ACTIVITY
OUTPUT
CREDIT POINT
(1) (2) (3) (4) (5)
A. KEY PERFORMANCE
1
2
(place), (day, month, year)
Officer Assessed
(Name)
(Employee ID)

35
TABLE 2.8. VERIFY THE LINKAGE OF SKP WITH FUNCTIONAL OFFICIAL CREDIT
NUMBERS
…JAN to …DEC Year…
NAME NAME
(*optional)
POSITION POSITION
NO PERFORMANCE
PLAN
RELEVANT
ACTIVITY
ACTIVITY
OUTPUT
CREDIT
POINT
CREDIT POINT
VERIFICATION
TEAM
(1) (2) (3) (4) (5) (6)
A. KEY PERFORMANCE
1
2
(place), (day, month, year)
Officers assessed
(Name)
(Employee ID)
The stages of preparing the SKP of Administrator and Functional Officer
development model, after setting the following targets are as follows:
 Developing Categories of Performance Assessment
This stage sets the level of assessment of the final result of performance
to be used for each performance plan. Assessment levels are as follows:

36
Table 2.9. Individual Performance Assessment Category
Type of Level Standard Category of Individual Performance
Very Poor
(intolerable)
Poor
(far below
target)
Fair
(little
below
target)
Good
(target
achieved)
Very Good
(beyond
target
achieved)
A. Level 2 x X
B. Level 3 x X x
C. Level 4 x x X x
D. Level 5 x x x X x
 Determining how to monitor performance
Determine how to monitor each performance plan and determine data
sources for measurement/monitoring.
FORMAT A.2.2
Table 2.10. SKP PLAN OF ADMINISTRATOR
NAME NAME
(*optional)
POSITION POSITION
WORK UNIT WORK UNIT
NO PERFORMANCE
PLAN OF DIRECT
SUPERIOR
INDIVIDUAL
PERFORMANCE
INDICATOR
ASPECT INDIVIDUAL
PERFORMANCE
INDICATOR
TARGET SCORING CATEGORY/
STANDARD
DATA
SOURCE
POOR/
FAR
BELOW
TARGET
FAIR /
LITTLE
BELOW
TARGET
(1) (2) (3) (4) (5) (6) (7) (8) (9)
C. KEY PERFORMANCE

37
1 Intervened
Performance Plan
of Direct Superior
Key Performance
Plan 1
(filled with
performance plans
outlined in the
matrix of roles and
results and in
accordance with
the main duties of
the position)
Quantity
/ Quality
/ Time
IKI.1.1 Target
1.1
Quantity
/ Quality
/ Time
IKI.1.2 Target
1.2
D. ADDITIONAL PERFORMANCE
1 - Key Performance
Plan 1
(filled with
performance plans
outlined in the
matric of the role
and
results/directives /
presumptions
outside the main
duties of the
position)
Quantity
/ Quality
/ Time
IKI.1.1 Target
1.1
Quantity
/ Quality
/ Time
IKI.1.2 Target
1.2
FORMAT A.2.3
Table 2.11. FUNCTIONAL OFFICIAL SKP PLAN
OFFICERS ASSESSED PERFORMANCE ASSESMENT
OFFICER
NAME NAME
(*optional)
POSITION POSITION
WORK UNIT WORK UNIT
NO PERFORMANCE
PLAN OF DIRECT
SUPERIOR
INDIVIDUAL
PERFORMANCE
INDICATOR
ASPECT INDIVIDUAL
PERFORMANCE
INDICATOR
TARGET SCORING CATEGORY /
STANDARD
DATA SOURCE
POO
R/
FAR
BELO
W
TAR
GET
FAIR / LITTLE
BELOW
TARGET
(1) (2) (3) (4) (5) (6) (7) (8) (9)
A. KEY PERFORMANCE

38
1 Intervened
Performance Plan
of Direct Superior
Key
Performance
Plan 1
(filledwith
performance
plans outlined
in the matrix of
roles and
results and in
accordance
with the main
duties of the
position)
Quantity
/ Quality
/ Time
IKI.1.1 Target
1.1
Key
Performance
Plan 2
(can be added
directive for
the
achievement of
organizational
goals/ work
units that are
appropriate
with the main
task of the
position)
Quantity
/ Quality
/ Time
IKI.1.2 Target
1.2
1 - Key
Performance
Plan 1
(filled with
performance
plan contained
in roles and
results
matrix/directiv
e/assignment
outside the
main tasks of
the position)
Quantity
/ Quality
/ Time
IKI.1.1 Target
1.1
Quantity
/ Quality
/ Time
IKI.1.2 Target
1.2
Work Behavior
Work Behavior is any behavior, attitude or action carried out by civil
servants or not doing something that should be done in accordance with the
provisions of the laws and regulations. Civil servants' work behavior includes 5
aspects, namely service orientation, commitment, work initiatives, cooperation,
and leadership. Aspects of leadership are applied to employees who occupy high
leadership positions, administrators, supervisors, and functional positions with
activities that require aspects of leadership. These five aspects are held in the
following 7 levels of behavior:

39
Table 2.12. Aspects of Service Orientation
ASPECTS OF SERVICE ORIENTATION WORK BEHAVIOR
DEFINITION
Employee attitudes and work behavior in providing the
best service to those served, among others, the
community, superiors, co-workers, related work units, or
other agencies.
LEVEL OF
WORK
BEHAVIOR
INDICATORS OF WORK BEHAVIOR SITUATION
1 Understand and provide good service
according to standards
 When providing
services to the parties
served
 When building
relationships with the
parties served
 When it is expected to
provide growing value
for the services
provided to the
parties served
 When adapting to
using digital
technology
 When faced with a
conflict of interest
2 Understand and provide good service
according to standards
3 Providing above-standard services to
ensure the decisions of the parties
served in accordance with the
direction of superiors
4 Provide services above standards and
build added value in service
5 Strive to meet fundamental needs in
service and speed up problem
handling
6 Evaluate and anticipate the needs of
the parties served
7 Developing a new service system is
long-term to ensure the needs and
satisfaction of those served

40
Table 2.13. Commitment Aspects
ASPECTS OF COMMITTED WORK BEHAVIOR
DEFINITION
Willingness and ability to align attitudes and actions to realize
organizational goals by prioritizing the interests of the service
rather than the interests of themselves, a person and / or groups
LEVEL OF
WORK
BEHAVIOR
1 Understand and provide basic
behaviors regarding organizational
commitment
 When carrying out
duties and obligations
as a member of the
organization
 When it comes to
maintaining the image
of the organization
 When faced with a
dilemma
 When expected to
cultivate the spirit of
nationalism
 When faced with the
problem of CCN
2 Demonstrate behavior and actions in
accordance with the rules or values of
the organization to the extent of
following the directions of superiors
3 Demonstrate consistent behavior and
actions and imitate committed
behavior to the organization
4 Supporting goals and maintaining the
image of the organization consistently
5 Act on the values of the organization
consistently
6 Demonstrate commitment to greater
interests than personal interests
7 Taking decisions or actions that foster
great sacrifice (becoming an
integrated model of positive
behavior)

41
Table 2. 14. Aspects of Work Initiative
BEHAVIORAL ASPECTS OF WORK INITIATIVES
DEFINITION
Willingness and ability to give birth to new ideas, new ways to
improve performance, willingness to help colleagues who need
help, seeing problems as opportunities not threats, willingness to
work better every day, as well as full of passion and enthusiasm,
this aspect also includes innovations made by employees.
LEVEL OF WORK
BEHAVIOR
1 Understand what to do in response to a
task or work, has not demonstrated the
basic behaviors that the organization
expects
 When carrying out
work-related tasks
 When the
conditions/situation
resolve
 When being part of a
team/working group
 When facing difficult
problems
 When required to
work better.
2 Quickly respond when accepting a task
or job by setting targets, finding new
ideas or showing a desire to contribute
to the task, and facing problems by
contacting the authorities or superiors
3 Can work independently, willing to try
new things, and build networks. Able to
act independently in accordance with
the authority in handling routine
problems
4 Act proactively in critical situations, be
open to new approaches, and
voluntarily develop the abilities of
others
5 Draw up a plan of tactical action as well
as anticipatory measures against
routine problems. Make continuous
improvements and appreciate others.
6 Designing short-term plans, anticipating
ideas to improve performance, and
providing support to others
7 Design a comprehensive plan, long-
term oriented, consider the success of
the organization's members and create
a new breakthrough
Table 2.15. Aspects of Cooperation
ASPECTS OF COOPERATION BEHAVIOR

42
DEFINITION
Willingness and ability to cooperate with colleagues, superiors,
subordinates in their work units and other agencies in
completing a specified task and responsibility, so as to achieve
the maximum usefulness and useful results
LEVEL OF
WORK
BEHAVIOR
1 Understand the role in the team and
show positive attitudes in
cooperative relationships
 When addressing
problems with other
employees/people who
do not like at work
 When getting an
unpleasant division of
tasks
 When facing leaders
who do not care about
the contribution of
team members
 When working in a
group/team
 When required to
develop a network of
cooperation
2 Attempt to demonstrate
cooperative behavior and
professional attitude in accordance
with standard procedures
3 Demonstrate commitment to
professionalism and positive
expectations for small
teams/groups
4 Be transparent and open and
respect the members of the group
5 Committed to task completion and
providing active support to larger
and more diverse team members
6 Build the spirit of the group and the
value-added in the implementation
of tasks
7 Actively maintain motivation and
positive relationships in the
organization
Table 2.16. Leadership Aspects
ASPECTS OF LEADERSHIP BEHAVIOR

43
DEFINITION
The willingness and ability of employees to motivate and
influence subordinates or others related to their field of duty in
order to achieve organizational goals
LEVEL OF
WORK
BEHAVIOR
INDICATORS OF WORK
BEHAVIOR
SITUATION
1 Understand and provide caring
attitudes, provide task direction
and consider risks
 When becoming an
informal leader in a work
unit/organization
 When expected to be the
encouragement of co-
workers/subordinates
 When there is a dispute in
a group/work
unit/organization
 When arranging the
implementation of
subordinate duties/work
 When influencing others
to achieve their goals
 When faced with an
uncertain situation (the
possibility of getting a
negative result)
 When there are specific
changes in the
organization
2 Demonstrate positive behavior,
provide guidance and motivation,
and the courage to take personal
risks
3 Willing to provide direction,
motivation and show
commitment to positive behavior
and courage in taking risks
4 Support others and show
determination to take risks
5 Demonstrate confidence and a
fair and professional attitude in all
situations, and be willing to take
risks
6 Demonstrate independence and
the ability to be a catalyst
7 Be an example in organizational
leadership

44
Standards of conduct are set according to the required levels based on type,
and position level as follows:
Table 2.17. REQUIRED LEVEL OF WORK BEHAVIOR
POSITION DEPARTMENT
LEVEL
REQUIRED LEVEL
High Leadership
Position
Head of
Institution
6
Director Genral-
Level
6 – 7
Director-Level 5 – 6
Administration
department
Administrator 4 – 5
Supervisor 3 - 4
Staff 1 - 2
Functional
Department of
Expertise
Expert 5 – 6
Associate Expert 4 – 5
Junior 3 - 4
First-Level 2 - 3
Skilled Functional
Position
Specialist 3 - 4
Competent 2 - 3
Skillful 1 - 2
Junior 1 - 2

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