1. STATE CIVIL APPARATUS MANAGEMENT OUTLOOK (2021).pdf

MANAGEMENT
STATE CIVIL APPARATUS (ASN)
OUTLOOK
Editors:
Dr. Adi Suryanto, M.Si.
Dr. Agus Sudrajat, MA.
Yogi Suwarno, MA. Ph.D.
I N T E R N A T I O N A L E D I T I O N

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.
Book Title : State Civil Apparatus (ASN) Management Outlook
Publisher : Indonesian Trainers Profession Association (APWI)
Place of Publication : Jakarta
Year of Publication : 2021
Description : First Edition
Page Number : 68 Pages
ISBN : 978-623-99129-4-9
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
02 State Civil Apparatus (ASN) Management Outlook
MANAGEMENT OUTLOOK

Editors:
1. Adi Suryanto
2. Agus Sudrajat
3. Yogi Suwarno
Reviewers:
1. Agus Sudrajat
2. Rini Widyantini
3. Yogi Suwarno
4. Haris Faozan
5. Alih Aji Nugroho
Authors:
1. Alih Aji Nugroho
2. Nurliah Nurdin
3. Vincent Simandjorang
4. Agus Wahyuadianto
5. Shafiera Amalia
6. Henri Prianto Sinurat
7. Azwar Aswin
8. Budi Fernando Tumanggor
9. Hasna Puspasari
Translator:
Agung Nugroho
Cover and Layout:
Agus Pahrul Sidik
03
State Civil Apparatus (ASN) Management Outlook
MANAGEMENT OUTLOOK

PREFACE
Assalamualaikum Warahmatullahi Wabarakatuh.
The Industrial Revolution 4.0 and the global pandemic Covid-19 have an impact that
needs to be anticipated for the management of civil service Human Resources
Management (HR) in Indonesia. The development of quality and competitive human
resources must continue because this is one of the determinants of the success of
achieving national development goals. Various innovative approaches and methods have
been established and carried out by the government in the context of human resource
development apparatus to anticipate various changes that exist both in terms of culture,
methods, challenges, and so on. The strategy of realizing the Vision of Indonesia Maju
2020-2024 and world-class bureaucracy 2024 becomes so urgent especially with the
recognition and full realization that one of the main pillars of achieving this vision lies in
the development of human resources and the mastery of science and technology.
THE MINISTER OF ADMINISTRATIVE
AND BUREAUCRATIC REFORM

Focusing on the target or objective of achieving the profile of "Smart ASN", it must be
realized in the procurement process or recruitment and development of ASN
competencies that attempt to build an integral comprehensive ASN mindset through
improving technological capabilities/skills, possessing high integrity, being professional
and service-oriented within the new normality patterns due to the global Covid-19
pandemic. The pandemic situation should not be a barrier for ASN to continue to work
professionally and productively to provide services to the community. This momentum
should be utilized for all parties in the context of ASN management in Indonesia to
jointly create an ASN that has the capacity and competence to be able to compete at the
global level with changes that continue to occur so that it can meet the expectations of
the Indonesian people and can provide optimal public services.
The National Institute of Public Administration (LAN) through the issuance of ASN
Management Outlook has successfully not only reminded ASN how important ASN
management is that is contextualized with current conditions but also shows what
things need to be considered in anticipating the development of ASN management in
Indonesia in the next few years.
Hopefully, with the presence of this book, all parties that bear responsibility and
mandate in planning, implementing, and evaluating the implementation of ASN
management in Indonesia can always be contextual and in accordance with the direction
and objectives of the national development. On the completion of this book, I express
appreciation and congratulations to LAN for its contribution through writing this book
to assist the process of managing ASN management in Indonesia.
Wassalamualaikum Warahmatullahi Wabarakatuh.
Jakarta, December 22, 2021
H. Tjahjo Kumolo, S.H.
05
PREFACE
THE MINISTER OF ADMINISTRATIVE
AND BUREAUCRATIC REFORM

The conditions of strategic environmental change that are being experienced by all
countries in the world bring various impacts in various sectors, both political, economic,
technological, social and cultural. The change that until now we feel is the Covid-19
pandemic. Still stuck in our memories, in the early 2020s when this pandemic first hit
the world and disrupted the order of human life. Various strategies are carried out by a
number of countries, in order to adapt in the midst of a pandemic. There are countries
that managed to conquer this pandemic, but many still have to fight their way out of the
pandemic circle.
The utilization of technology is one of the strategies carried out by many countries.
Before the Covid-19 pandemic, information technology had grown rapidly and was
known as the 4.0 industrial revolution that encouraged digitalization, the internet of
things, cloud computing, etc. However, the Covid-19 pandemic that hit the world is
increasingly opening up the utilization of technology in various aspects of life.
PREFACE
THE CHAIRMAN OF THE NATIONAL
INSTITUTE OF PUBLIC ADMINISTRATION

The challenges of changing the strategic environment require the bureaucratic sector to
adapt. One of them is the acceleration of ASN management that will greatly affect the
implementation of government and public services. Recruitment input from the
millennial generation colors ASN recruitment in recent years. The involvement of
millennials in the bureaucratic sector also requires an adjustment in work patterns and
work culture in the bureaucracy.
Therefore, through this Outlook the National Institute of Public Administration wishes
to provide new ideas related to recruitment patterns and competency development that
can be applied to the development of ASN management, both for millennials who have
just joined the bureaucracy and for existing employees who must adapt to
environmental changes and the development of the times.
Finally, we congratulate Dr. Agus Sudrajat, Deputy Chairman for ASN Management
Studies and Innovation, who tirelessly oversees the preparation of this outlook, and his
team. We would also like to thank the Tanoto Foundation that has facilitated the writing
of the ASN Outlook Management book from the start of the plan to the publication of
this book. We really hope that the ideas and creativities outlined in this book can serve
as a reference in the acceleration of ASN Management in Indonesia.
07
PREFACE
THE CHAIRMAN OF THE NATIONAL
INSTITUTE OF PUBLIC ADMINISTRATION

We express our deepest gratitude and appreciation to all
leaders and employees of the National Institute of Public
Administration of the Republic of Indonesia (LAN-RI),
especially those directly involved in the process of preparing
and publishing this ASN Outlook Management. This is an
opportunity and trust for Tanoto Foundation to be able to
support and participate in the management process of The
State Civil Apparatus (ASN) In Indonesia specifically through
the publication process of this ASN Outlook Management.
We very much hope that this real form of collaboration can
help and support the creation of ASN management in
Indonesia that is in accordance with national development
goals and contextual to the current circumstances of the
global Covid-19 pandemic where the impact is felt in almost
all aspects of human life around the world. Hopefully, the
collaborative activities and good cooperation that has been
built can continue in the future. We always believe that both
LAN and Tanoto Foundation can work together in
encouraging various positive programs in supporting the
management process of ASN Management in accordance
with the direction of civil service human resource
development that has been predetermined by the
Government.
The presence of ASN Outlook Management also serves as
evidence that both LAN and Tanoto Foundation always
strive to realize in the concrete form of cooperation
programs that have been built between the two parties with
the theme "From LAN to Country." As a strategic partner of
LAN, we will always strive to support the process of realizing
World-Class Bureaucracy and Indonesia Gold 2045. We
congratulate the publication of this ASN Outlook
Management book and at the same time hope that this book
can provide the greatest benefit to the ASN management
process in Indonesia.
Dr. J. Satrijo Tanudjojo
FOREWORD
CEO GLOBAL TANOTO FOUNDATION

Preface The Minister of Administrative and Bureaucratic Reform
Preface Chairman of The National Institute of Public Administration
Foreword CEO Global Tanoto Foundation
Table of Contents
Editorial
Introductory
Smart ASN and Digital Bureaucracy After Covid-19: The Digital Civil
Service To Respone The Pandemic and Toward Word Class
Bureaucracy 2024
Policy Practice and Update
Transformation of The Recruitment System of Civil Servants Towards
a “Indonesia Emas 2045”
Monitoring and Evaluation
Is ASN Ready To Run A Merit System? Evaluation of The Preparation
of The Dictionary of Technical Competence and Standards of
Competence of Positions in Indonesia
Projections and Challenges Ahead
Trends and Trends of ASN Management Going Forward
Government Humas Resource Management of Post-COVID-19 and
Futures State Civil Apparatus With People Analytic Capabilities
Government Humas Resource Management Of Post-COVID-19
People Analytic and Human Resource Management
Conclusion
04
06
08
09
10
12
13
24
25
31
32
43
44
TABLE
OF CONTENTS
09
49
63
56
49

ASN Outlook management is a periodical issue of the National Institute of Public
Administration, which in this inaugural edition in collaboration with Tanoto Foundation
is structured to respond to contextual issues surrounding ASN management. Indonesia's
vision 2045 as stipulated in the National Mid-Term Development Plan (RPJMN) wishing
Indonesia to become a developed country is the main focus in the publication of the
inaugural outlook. In general, the book in this issue emphasizes the importance of the
role and contribution of qualified and professional ASN in realizing the vision.
The Covid-19 pandemic that has lasted for almost 2 years is certainly an important
background and an inevitable condition in the implementation of ASN management.
Various derivative issues arise from expectations of how the management of ASN can
anticipate and ensure the maximum implementation of bureaucratic functions.
Digitalization of bureaucracy becomes one of the important keywords in moulding and
building smart ASN that is better able to carry out its tasks and functions in the midst of
pandemic changes and pressures. Artificial intelligence, big data, cloud computing, and
IoT are the main drivers of the need for digitization. So that the use of information and
communication technology (ICT) in bureaucratic business processes should be one of
the priorities. The first paper in the introductory section outlines how SMART ASN can
be realized and make our digital bureaucracy world-class. The change in the way
bureaucracy works with flexible working arrangements is an important highlight in this
first article.
From the point of view of policy practice, this inaugural Outlook put forward the issue of
the ASN recruitment system that will produce superior and agile bureaucrats. How to
attract the best talent from the job market to be interested in working in the
bureaucracy becomes an important task through a fair and transparent recruitment
system. Computer-assisted Test (CAT) system that has been implemented since 2013 is
one of the most important milestones in building a professional ASN recruitment
system. However, the issue of affirmations also remains an important note because
factually the gaps of human resource distribution still exist. This requires special
treatment, including the potential for the diaspora that can be maximized to join the
bureaucratic world. The topic of this recruitment system is discussed in the second
article in outlook.
The third paper highlights the merit system in terms of evaluation of the preparation of
a dictionary of technical competence and standards of job competence. This concerns
with how to ensure ASN management to be done professionally. The discussion in this
paper is evaluative in nature, to raise the issue of the dictionary of technical competence
required in the implementation of the merit system, as well as the importance of the
standard of competence of the position.
EDITORIAL

In fact the performance of the preparation of the office competency dictionary is still far
from expectations, this paper seems to remind all Ministries, institutions, and local
governments to immediately prepare the competency dictionary as a mandate from the
Regulation of Minister of Administrative and Bureaucratic Reform (Permenpan) number
38 of 2017. The important goal is to ensure that ASN not only has general capabilities
but also is ready when dealing with technical problems that demand professionalism.
The challenges and tendencies of ASN management in the future are also a concern in
this inaugural outlook. Automation will be a serious challenge for ASN work when all
types of work, especially clerical ones will be replaced by robots or systems. So that the
demographics of ASN will also experience significant changes, where millennials begin
to dominate, not only in terms of quantity but also quality and competence that are
more technologically literate. In the future, ASN recruitment should become more
flexible because it adapts to the challenges of fast-changing environments. Similarly, in a
career pattern that gives adequate developing space for high-talented ASN. Similarly,
e-learning will dominate the fulfillment of ASN development obligations compared to
classical methods. This review of the challenges ahead is compiled in the fifth article.
The last paper still deals with the projections and challenges of ASN management in the
future but raises a more specific theme, namely how to encourage ASN to have the
ability or competence of people analytic. This paper also emphasized the importance of
human capital management in ASN management, through strategy, structure,
technology, human resources, and culture. In this case, ASN needs to do upskilling and
reskilling in order to be able to face the challenges ahead. Effective people analytic can
improve organizational performance through enablers, products, stakeholders, and
governance.
In the end, the latest ASN profile data from the National Civil Service Agency (BKN) will
be presented as a reference that will always be updated and presented in every outlook
publication. This section is one of the ways to update ASN data in order to disseminate
and advocate partners or policymakers in the field of ASN specifically and the public in
general related to the profile of comprehensive ASN.
Finally, ASN Outlook Management is a compilation of articles that wish to contribute to
the creation of ASN management that is more professional, reliable in facing and
anticipating environmental changes, and responsive in solving problems. Wish you have
beneficial learning.
Dr. Agus Sudrajat, MA.
Yogi Suwarno, MA. Ph.D.
11
EDITORIAL

INTRODUCTORY

SMART ASN AND DIGITAL BUREAUCRACY AFTER COVID‐19:
THE DIGITAL CIVIL SERVICE TO RESPONSE THE PANDEMIC
AND TOWARD WORLD CLASS BUREAUCRACY 2024
Prologue: Smart ASN Needs and Digital-Based Public Services
Countries in the world are undergoing a radical transformation, both economically,
politically, and governmentally. The storm of the 4th industrial revolution or better
known as RI 4.0 became the initial triger of change. From the early 20th century to the
present, the presence of drones, robots, self-driving cars, artificial intelligence, big
data, cloud computing, and the internet for everything, as well as the adoption of other
information technologies are becoming increasingly plural. On the government side,
the bureaucracy has to adapt to these challenges. Public services provided are no
longer business as usual but leaps and bounds of innovation are needed. To adapt to the
era SMART ASN is now required to provide digital-based public services.
The bureaucratization order in Indonesia is still dominated by administrative workers
as much as 40%. These types of jobs fall into the category of administrative-repetitive.
According to Frank (2017), such category jobs can be replaced by robots or machines.
So that it is necessary to arrange HUMAN RESOURCES so that the previous one holds
more administrative matters shifted to substantive for the realization of SMART ASN.
13
… The presence of drones, robots,
self-driving cars, artificial intelligence,
big data, cloud computing, and the
internet for everything, as well as
the adoption of other information
technologies are becoming increasingly
plural. On the government side,
the bureaucracy has to adapt
to these challenges.
According to 2020 statistics, Indonesia has 4,121,176
bureaucrats. Of these, the largest age group is in the
range of 51 - 60 years with a total of 1,578,138 people
(38%) and the second most between 41 - 50 years as
many as 1,258,259 people (24%), the rest are in the
range of 21 - 30 years (7%), 18 - 20 years (0.02%) and
over 60 years (0.93%). In terms of age, the
composition is certainly a shared issue to address in
order to adjust to the ongoing development of
technology. Optimization of millennials in a
bureaucratic environment is one way to realize this
Smart ASN generation.
A study conducted by the World Bank 2019 for example revealed the fact that the
value of the Government Effectiveness Index is 0.18 or ranked 86 out of 193 countries
below neighboring countries such as Malaysia and Thailand. The figure is also close to
the regional average of 0.17.
When viewed in terms of education, the composition of Indonesian civil servants is
dominated by equivalent Strata 1 and Master Degree which amounts to 2,756,379
people (66%). Civil servants who have a background of elementary-high school
education as many as 775,424 people (19%), Diploma as many as 636,315 people
(15%). In terms of educational qualifications, Indonesian bureaucrats have great
potential to create SMART ASN.

Today's public service challenges
Based on the results of measurements of the level of government effectiveness
organized by the World Economic Forum (WEF) with indicators of the quality of public
services, the quality of ASN Human Resources (HR), bureaucratic independence from
political interventions, the quality of formulation and implementation of policies, and
the credibility of the government in the public perceptions, the survey results showed
Indonesia's position ranked 36th out of 137 countries. The position is not too bad but
still inferior when compared to other Asian countries, especially with neighboring
Singapore which ranks first. Of the 12 pillars used as survey indicators, the following
results can be seen in the image below:
Figure 1.
Global Competitiveness Index Indonesia 2017-2018
Source: World Economic Forum Report, 2020
From the WEF report above, there are several pillars that cause a decline in the value
of Indonesia in general, amongst others, the adoption of information and
communication technology (ICT), Health, goods and services market, skills pillar and
labor market. Adoption of ICT that is still low, especially in the public sector, is an
obstacle in itself and should receive serious attention. Especially in pandemic times like
now, the adoption of ICT in the process of public service becomes an absolute must do.
The process of using ICT in the public service process is influenced by the current ASN
human resources. With these conditions, SMART ASN becomes the main prerequisite
to increase the global competitiveness index of the Indonesian bureaucracy.

The use of ICT in the public service process can be a crucial point. One of the surveys
conducted by the United Nations (UN) related electronic government (e-government),
namely E-Government Development Index (EGDI) which can be accessed through
https://publicadministration.un.org/egovkb/en-us/Data/Country-Information/id/78-
Indonesia, Indonesia is ranked 88 out of 193 countries by 2020. Indonesia also has an
EGDI average value that is below the average of countries in the Southeast Asia region.
15
Source: UNITED NATIONS, 2020
Indonesia's EDGI ranking shows that it still needs to increase the adoption of
information technology in providing public services. ASN which becomes the motor of
bureaucracy must have good digital literacy. Change is not only related to ASN
technical mastery of IT but also the transformation of work culture and creating a
learning climate.
Figure 2.
Indonesia's ranking in the implementation of E-Government

Source: WEF report, 2020
If examined closely, the pathology of the Indonesian bureaucracy is quite complex.
However, according to the results of a survey conducted by the WEF shows the main
problem of Indonesian bureaucracy is corruption. Then the second chronic problem is
inefficient bureaucracy. These results, when attributed to low data one-government
implementation, show that those digital capabilities and adaptations are necessary to
provide more effective and efficient public services. Optimal application of e-gov
supported by SMART ASN will reduce the 2 most chronic problems.
Digital Bureaucracy: The key to Singapore's success in achieving good governance
At the end of 2019, the world was horrified by the emergence of Covid-19 in Wuhan.
Covid-19 is an infectious disease caused by a newly discovered type of coronavirus.
Covid-19 is a dangerous disease because it can cause mild disruption of the respiratory
system, severe lung infections, and death. Around March 2020, WHO declared Covid-
19 a pandemic, so governments of all countries in the world must be vigilant and take
serious treatment of the Covid-19 problem. One of the countries that are serious
about handling Covid-19 is Singapore. Many positive facts are found on the handling of
Covid-19 in Singapore, such as no controversy from the community, the recognition
from the WHO Leader that the Prime Minister of Singapore is very slick in handling the
Covid-19 situation, and others. Ahmed Mohammad Abdou saw that all of this was due
to a new bureaucracy in Singapore, namely the digital bureaucracy.
Figure 3. Bureaucratic problems in Indonesia

On February 3, 2020, WHO Director Tedros Adhanom Gebreyesus said on Twitter that
Singapore's prime minister was acting very well in the face of the Covid-19 pandemic
situation. In addition, four epidemiologists from Harvard University noticed that the
method used to detect cases of Covid-19 in Singapore could be said to be"the gold
standard" or near-perfect (Nihal Tariq, 5252). Constance Tan said that the Singapore
government was working transparently on all measures to deal with Covid-19, so there
was no controversy from its people. Bureaucratic improvements in Singapore use
digital policy (as a continuation of good governance) in handling the Covid-19
pandemic, followed by various efforts, such as the provinces in Singapore sending more
than 20,000 medical personnel to other provinces in need, the Singapore government
making medical examination programs in the form of online counseling, and many
more.
17
Digital bureaucracy has a role
to play in improving the system
of good governance where it
increases four basic indicators
of good governance: transparency,
accountability, efficiency, and
effectiveness.
Digital bureaucracy is a new bureaucratic system and
emerged due to globalization, as well as a substitute
for the concept of classic bureaucracy (paper-based
bureaucracy). Digital bureaucracy has a role to play in
improving the system of good governance, where it
increases four basic indicators of good governance:
transparency, accountability, efficiency, and
effectiveness (Janggeer & Abdou, 2020).
Digital bureaucracy works to ensure transparency in the political and governmental
fields through presenting and ensuring the dissemination of information to the public.
In addition, digital bureaucracy plays a role in enabling accountability through the
procurement of a system that can control and monitor the performance of government
information. Digital bureaucracy also supports the creation of efficiency and
effectiveness through electronic-based planning and regulation. Some countries have
begun to implement the concept of digital bureaucracy, for example, Singapore, which
is currently struggling to deal with the problem of the Covid-19 pandemic.
According to the World Bank, digital bureaucracy is a modern terminology that refers
to the use of information and communication technology in order to improve the
efficiency, effectiveness, transparency, and accountability of government services. The
World Bank arguably asserts that digital bureaucracy is a bureaucracy that is improved
by electronic management and is believed to be able to assist the government in crisis
management, including during the Covid-19 pandemic. Many people think that digital
bureaucracy is the same as e-government, but in fact, it is different. The main goal of
digital bureaucracy is the improvement of government performance. While e-
government has a prediction of interdependence and interoperability in public
organizations. One example is the creation of a government portal that supports access
to government services through integrated gateways. This would create
interdependence in a public organization and underestimate problems that could
increase administrative complexity typically associated with integrated programmers
(Edstrom & Galbraith, 1977).

"Why Singapore is able to develop well in various sectors, in fact, in terms of territorial
area and the potential of human and natural resources is arguably inadequate?" (Al-
Ameri, 2017). The answer is that they are able to utilize existing resources with the
principles of sustainable development and good public services, through electronic
management/technology. It can be said that in the "Lewis Model" theory, Singapore is
included in the more modern sector.
What's to be done: Digital Governance as a public service concept
In modern times this has always been associated with the term disruption. The term
means that there is a considerable change to transform the existing order into the new
one, this can be a result of the massive use of technology. The existence of increasingly
developed technology causes this disruption to form a pattern that can interfere with
its original form in an organization both business and government. Technology that
develops at this time so as to change the existing order into a new order is like
digitalization technology. Digital governance bears governance. Implementing
governance 4.0 requires knowledge-based governance to create a change in the
bureaucratic body, knowledge-based governance emphasizes leaders whose principles
are change, good planning, and prioritized participatory. This is a challenge for the
Indonesian government bureaucracy which must conduct reform for its services into
digital-based technology bureaucracy.
There are 6 indicators to create dynamic digital-based bureaucracy indicators:
Capabilities/expertise, Culture, Policy, Performance-Based Organizations,
Multistakeholder Partnership(collaborative), and Joint and Integrated Budgetary
System. As can be seen, to create a technology-based bureaucracy tends to subscribe
to the bureaucracy that implements flexible working in delivering public services.
Flexible working is more directed to technological systems, in this case, junior
bureaucrats are very suitable to fill the role with appropriate competencies in their
fields. It aims to create a dynamic bureaucracy based on technology to establish
flexible working.
Flexible working is actually applied to non-governmental institutions because the work
emphasizes youth to make a change to the work not using traditional means. For the
realization of sound implementation, it requires 2 variables of innovation and the use
of technology. Flexible working is to create innovation that requires a transformation
of traditional organizational style. The bureaucracy must be more open, adaptive, and
responsive in the face of change. Then flexible working will change the paradigm
because employees must better understand digital-based technology at work.
Flexible working changes the paradigm so that it gives rise to collaborative governance
in every institution. This paradigm in institutional-wise as well as work processes-wise
will be technology-based. As for bureaucrats, it truly requires millennial leaders and
baby boomers that understand technology so that they can serve as successors and
liaisons among generations. There are 3 indicators in implementing flexible working:
bureaucrats are assigned jobs in accordance with their competence, the freedom to
argue and learn new things, and opportunities to develop their full potential.

Digital servants in a time of pandemic: a first step
The covid-19 pandemic can be momentum for governments to accelerate the
improvement of public services by utilizing digital technologies such as Big Data and
building Artificial Intelligence (AI). The President encourages digital transformation
through Presidential Regulation No. 95 of 2018 on Electronic-Based Government
System (SPBE) which aims to create integrated governance among ministries and
agencies, and Presidential Regulation (PP) No. 39 of 2019 on One Data Indonesia as an
effort to improve the condition of data that is not standardized, partial, and
overlapping (Bappenas, 2020). Without one integrated data, the services provided will
not be effective, such as the problems that occur in poverty data in Indonesia (Aji
Nugroho & Fitri Azmi, 2021).
Currently, all sectors have been competing to create various digital service innovations
to adapt to the covid 19 pandemic, including:
1. United System Against Covid-19
Task Force Handling Covid-19 as the leading sector handling covid also launched a
digital application called United System Against Covid-19 (BLC). This application was
created to integrate data related to covid 19. This application can map the spread of
covid 19 in Indonesia spatially to build community awareness. In addition, this
application also helps people recognize the symptoms of covid 19, know health status,
self-isolation monitoring, teleconsultation, and daily education. The BLC application
also makes it easier for officers to monitor COVID patients and report the
development of the disease in an integrated manner into the main system (Covid.go.id,
2020).
2. Health digital services
From the health sector, BPJS-K (Health Social Security Agency) made innovations in
the form of the development of administrative services without face-to-face through
BPJS Health Care Center 1 500 400 and Mobile JKN. Mobile JKN and Mobile JKN
Faskes utilize teleconsultation in making contact with First Level Health Care Facilities
(FKTP).
19
3 indicators in implementing
Flexible working: bureaucrats are
assigned with jobs in accordance
with their competence, the freedom
to argue and learn new things, and
opportunities to develop their
full potential.
Bureaucracy in Indonesia requires a change in its
working patterns with digital-based technology.
Changes to this working pattern can be made by
conducting flexible working for bureaucrats.
Millennials can be used as pioneers of change
towards flexible working patterns for a more
dynamic bureaucracy.

BPJS also developed other services called CHIKA (Chat Assistant JKN) and PANDAWA
(Administrative Services through Whatsapp). CHIKA is an information service through
robot chat or virtual figures with Artificial Intelligent (AI) that can mimic conversations
through voice messages and text chats, while PANDAWA is an advanced service from
CHIKA through Whatsapp. BPJS-K also facilitates administrative services through
direct messages on its official social media page (Febrinastri, 2021). In addition to
BPJS-K, other health agencies both government and private have also implemented
digital services using information technology to prevent the spread of Covid-19 by
implementing telemedicine. Telemedicine is a health service that utilizes information
and communication technology to carry out the treatment process ranging from
diagnosis, examination of the patient's physical condition (audiovisually), enforcement
of diagnosis, procedures, and treatment, prescribing of drugs, and issuing referrals in
accordance with the authority of competent doctors evidenced by registration
certificates (STR) to ensure the quality of service and patient safety. (Kemenkes, 2020).
3. Local digital services
Like the central government, local governments are also competing to create digital-
based public service innovations. DKI Jakarta as the capital of the country with a high
rate of covid spread creates various digital-based applications to make it easier for
people to get services. DKI has an official website related to the handling of covid 19,
namely corona.jakarta.go.id. The website has social assistance, data monitoring, and
real-time case distribution. The DKI Provincial Government also has a KSBB (Large-
Scale Social Collaboration) program, which is a mutual assistance program between
each other in the pandemic period.
Before the Covid-19 Pandemic hit the world, DKI already had an application called
JAKI (The Newest Jakarta), in this application, there are various features including
JakWarta, JakLapor, JakPangan, JakRespons, JakPantau, JakAman, JakWifi, JakSiaga,
JakISPU, JakSurvei, JakApps, JakCo, and Traces. In tackling Covid, the features in the
existing application have been modified so that it can help overcome Covid-19 in DKI
Jakarta. JakWarta displays the latest information related to Covid 19, such as the
release of a short update of COVID-19 case data every day, ranging from the
cumulative number of positive cases, in treatment, self-isolation, patients declared
cured, and patients who died. Jakarta also contains news articles handling COVID-19
in the capital sourced from beritajakarta.id. There is also a JakLapor feature that can
help users to report if they still see people who do not comply with health protocols, for
example crowding. The report will be received, then the Rapid Community Response
(CRM) system of the Jakarta Provincial Government will begin the coordination
process with regional officials for dissolution and socialization.
In addition, specifically for the covid-19 countermeasures, the West Java Provincial
Government created Pikobar (West Java Covid-19 Information and Coordination
Center) which was created as a communication and information media handling Covid-
19 in West Java. Pikobar can be accessed through the website and application. In
addition, there is also a West Java Command Center located in the Gedung Sate
(Bandung) area, is a west Java data visualization and integration center equipped with
various infrastructures for coordination, decision-making, and monitoring and
evaluation activities. West Java Command Center is also used for the coordination of
various stakeholders in disaster management including covid 19 (West Java Digital
Service, 2021).

Epilogue: SMART ASN as the Foundation of Digital Governance
Bureaucratic reform towards digital governance can be interpreted as a desire or
encouragement made for change or transformation in the field of administration or
known as the artificial inducement of administrative transformation against resistance.
Refinement and improvement of performance through the adoption of technology
becomes one of the main points. There are four important driving factors in the process
of bureaucratic reform towards digital governance. First, there is the need to make
changes and updates by adopting technological developments. Second, able to
understand the changing national strategic environment. Third, understand the
changes taking place in the global strategic environment. The changing factor of the
global strategic environment encourages the renewal of government human resources
not in isolation but have to consider global influence. Global influence in 2022 is a
matter of technological change impact of the industrial revolution 4.0. Bureaucratic
reform 4.0 covers three main aspects, namely collaboration, innovation, and utilization
of information and communication technology. In the future information technology
will play an important role in human resource management. The fourth factor is
understanding the changes that are taking place in the paradigm of government
management. Global change is closely related to a paradigm shift in good governance.
Decentralization, autonomy, democracy, public accountability, transparency, and law
enforcement are strong impetuses against changes in government management. In this
context, what is needed by bureaucracy is not only hospitality but also insight,
mastering technology, and competitiveness. Another important thing is that SmartASN
serves as a servant and driver of development.
Smart ASN is an apparatus that has a profile of nationalism, integrity, global insights,
hospitality, networking, information technology, foreign languages, and
entrepreneurship that acts as digital talent and digital leaders that support
bureaucratic transformation in Indonesia. Smart ASN is one of the keys to successful
bureaucratic governance and governance systems by using the value of effectiveness,
efficiency, equity, and digital economy as it currently demands capacity in utilizing
opportunities for scientific and technological advancement to create new innovations
in the face of the challenges of the industrial revolution 4.0. Smart ASN that has the
ability to master technology will push the Indonesian government system to
bureaucracy in line with the spirit of the industrial revolution 4.0. All types of public
services can be organized digitally and integrated in such a way that public services
become more optimal. Specifically, ASN millennials who are familiar with technology
should take a position that is always thirsty for science to improve insight and skills
anywhere, anytime, and in any situation.
Reflecting on the success of digital governance carried out by the Government of
Singapore in overcoming the pandemic, Indonesia can take advantage of existing
demographic bonuses. HR management with a framework towards SMART ASN as the
foundation of running the digital governance wheel becomes an important key. The
adoption of technology in various public service sectors and supported by human
resources that have high digital adaptation capabilities is expected to increase the
competitiveness of our governance. With directional management, a collaboration
between information technology adaptation and molding SMART ASN can be a driving
force for change towards the ideals of World-Class Bureaucracy 2024.
21

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di-masa-pandemi/
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Masyarakat Antisipasi Covid-19. Diakses pada 2 Juli 2020 dari https://covid19.go.id/
p/berita/bersatu-lawan-covid-aplikasi-berbasis-gawai-permudah-masyarakat-
antisipasi-covid-19
Dewi, Fitri Sartina. 2021. Pandemi Covid-19 Dorong Transformasi Digital
Pemerintahan. Diakses pada 2 Juli 2021 dari https://kabar24.bisnis.com/
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Edström, A., & Galbraith, J. R. (1977). Transfer of managers as a coordination and
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for South and Southeast Asia. Public Organ Rev. 2013;13(4):349–63.
Faris Ali Jangeer, Ahmed Mohammed Abdou, (2020), The problem of management
bureaucracy and building good governance (the Kurdistan Region of Iraq for the period
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Febrinastri, Fabiola. 2021. Penghargaan di Masa Pandemi. Diakses pada 2 Juli 2021
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http://info.worldbank.org/governance/wgi/Home/Documents.
23

POLICY PRACTICE
AND UPDATE

TRANSFORMATION OF THE RECRUITMENT SYSTEM OF
CIVIL SERVANTS TOWARDS A “INDONESIA EMAS 2045”
In his last leadership term, President Joko Widodo launched the Vision of Indonesia
2045 agenda to accelerate the achievement of the goals of national and state life as
stipulated in the preambule of the 1945 Constitution (UUD 1945). Unmitigated, the
government set a target in 2045, exactly a century of Indonesia independence became
a developed country with a per capita income of 27 million IDR per month, included in
the top five world economic powers, poverty approaching 0%, and the role of the
economy outside Java is more inclusive to 48.2% (Ministry of PPN / Bappenas, 2019:
5). In this context, the quality of the state civil apparatus (ASN) is one of the main keys
to realizing the grand vision. The problem lies in the lack of optimal quality of human
resources (HR) that drive bureaucratic machinery. The government effectiveness index
published by the Natural Resource Governance Institute/NRGI et al (2020) shows
Indonesia's position in 2019 at 60.1, lagging far behind ASEAN neighbors such as
Singapore, which stands at 100 for the effectiveness of its governance and other global
indicators (figure 1.1).
25
Source: World Economic Forum/WEF (2019:xii); World Bank (2020:4); and Natural
Resource Governance Institute/NRGI et al (2020); Processed
The implementation of the merit system in Indonesia emphasizes the development of
human resources (HR) to realize world-class government. Meritocracy is a government
managed by selected people based on their competence. Related to this, the
implementation of the management of the state civil apparatus(ASN) as mentioned in
Law (UU) No. 5 of 2014 on ASN plays a very important role in encouraging the
formation of superior bureaucrats who are agile and competent.
Figure 1.1. Indonesia's Ranking in the Global Order

So far there is an assumption that the government sector getssecond class candidates
from the labor market, first class candidates prefer to work in other sectors, especially
the private sector. In other words, the government in getting the first class candidates
competes very closely with the private sector as revealed by Kim (2008: 639).
With the implementation of computer assisted test (CAT) starting in 2013, the
recruitment of prospective civil servants (CPNS) is increasingly fair, transparent, and
able to get ASN with better basic quality, more relevant with the needs of the
organization. CAT was selected as the Top Ten Global Public Sector Performance
(World Bank, 2018:5). However, there are still a number of issues and policy
inconsistencies in CPNS recruitment including committee, planning, server, score,
passing grade and ranking, inter-agency cooperation (Ayumi, 2018: 1; Prasojo,
2020:118). In 2018, the government even changed the passing grade policy to ranking
because there were only 175 thousand applicants who were declared to pass the
threshold value (passinggrade)at the basic competency selection stage (SKD) from a
total of 238 thousand formations opened. Ironically, the passing grade value for SKD
CPNS in 2019 was lowered. Affirmative formations to recruit diaspora communities,
Papuan sons and daughters and people with disabilities have also not been fulfilled to
the fullest. In table 1.1 it can be seen that of the 102 diaspora formations opened in
2019, only 17 people (The National Civil Service Agency/BKN, 2021: 18). ASN
redistribution in the forefront, outermost and lagging areas (3T) is also a problem in
order to accelerate public services to all corners of the archipelago.
Table 1.1. Filling Formations in Prospective Civil Servants (CPNS)
Recruitment fiscal year 2019
Source: The National Civil Service Agency (2021:18), processed
26
TYPE FORMATION APPLICANTS
PASS POST
OPTIMIZATION
Diaspora 102 17 37
Best Graduates
(Cum Laude)
4.311 23.179 3.971
Persons with
Disabilities
2.574 1.865 2.158
Sons/Daughters of
Papua and West
Papua
442 3.927 337
Cyber Specialist 682 2.165 677
General 142.260 4.166.065 131.595
Grand Total 150.371 4.197.218 138.775

It is important to do bureaucratic reform for the
achievement of Indonesia's vision of sovereign,
advanced, fair, and prosperous in 2045. Bureaucracy
is the main foundation of national development in its
function as planners, actors and policy supervisors
and implementers of public services. But the reality
in figure 1.2 shows that the distribution of
professionals or technical functional positions (JF)
that support the prime potential of regions and
national priorities such as tourism and processing
industries are still very insufficient, for example only
0.27% of ASN in Bali and Nusa Tenggara with a
tourism background, and only 0.06% in Sumatra
with a processing industry background (Ministry of
PPN/Bappenas, 2019: 12). Of the 4.16 million ASN
people, 39% are occupied by administrative staff.
Whereas those of professional or technical
functional positions (JF) exclude teachers, lecturers
and health workers, only reached 6.18% (The
National Civil Service Agency, BKN, 2021: 2).
27
The distribution of professionals or
technical functional positions (JF)
that support the prime potential of
regions and national priorities such
as tourism and processing industries
are still very insufficient, for example
only 0.27% of ASN in Bali and Nusa
Tenggara with a tourism background,
and only 0.06% in Sumatra with a
processing industry background
Figure 1.2. Percentage of Technical Positions to Regional Prime Sectors
Source: BAPPENAS, the Ministry of National Development Planning,
Republic of Indonesia (2019:12)
Therefore, it is not surprising that the government pays special attention to the
application of merit system as an effort to realize economic transformation in
Indonesia in the National Medium Term Development Plan (RPJMN) years 2020-2024
which is the foundation in realizing the long-term agenda of Vision of Indonesia 2045.
Strengthening the current prospective ASN (CPNS) recruitment system needs to be
done not only limited in filling prospective civil servants (CPNS), but also prospective
government employee with employment agreement (CPPPK) who are ready-to-use,
competent and highly experienced in supporting the achievement of the Vision of
Indonesia 2045 agenda.

Recruitment is an essential process in an organization both in the private sector and
the public sector (government) to get quality human resources. Quality human
resources will determine the success of the organization in achieving its goals. The
success of the government can be determined by its ability to recruit employees
(Lavigna and Hays, 2004: 237). In addition, according to Kim and O'Connor (2009: 48)
the process of recruiting qualified employees in government institutions is a crucial
process that can determine the quality of public services and improve government
performance. Skilled and highly motivated ASNs are an important determinant of
effective governance. How does the government recruit the best and most integrity
prospective ASN? Van Acker (2019:1) mentions various approaches to recruitment
through: career-oriented systems and positions; measuring knowledge versus
competence; screening applicants through written or oral tests; and recruit junior and
senior ASN. It also compares the advantages and disadvantages of centralization and
decentralization of the recruitment process.
Contextual bureaucratic reforms that are focused, inclusive and public interest-
oriented also need to be reorganized starting from improvements in ASN recruitment
that are more transparent, fair and nondiscriminative. Despite all the complexity and
rigidity in its implementation, the application of CAT is an achievement that needs to
be appreciated. The instruments used now tend to encourage candidates to do
exercises as they would when they want to go to college. Therefore, it is not surprising
that many training centers offer training services for civil service examination. As a
result, many who are accepted as prospective ASN are those who are trained to work
on problems such as those used to measure basic ability tests (TKD). Prospective ASN
selection instruments need to be improved continuously so that they can really
measure the quality of candidates, especially in terms of integrity, technical
competence, and socio-cultural conformity, so they will be able to produce a new
generation of ASN who are reliable and able to answer global challenges and achieve
development priority agendas (Dwiyanto, 2015: 270).
The government through BAPPENAS, the Ministry of National Development Planning,
Republic of Indonesia (2020: VIII.16) has pushed the direction of the policy of
strengthening the implementation of merit-based ASN management formulated in the
national medium-term development plan (RPJMN) 2020-2024, with 2 (two) strategies
to be implemented, namely: (1) Implementing National ASN Talent Management; and
(2) Increasing ASN professionalism. One of the things that indicates the sustainability
of the implementation of a merit system in professional ASN management is a good
prospective ASN recruitment system to support the course of talent management. It is
expected that each agency will have a professional ASN cadre, which is structured
based on the qualifications, competencies, and performance needed for the vacant
positions. Thus, the sustainability of the organization will be guaranteed because of the
availability of reliable leadership candidates whenever needed. That is, when
employees enter retirement, the layers below them are ready to replace empty
positions left by previous officials.
Recruitment of ASN candidates is an important part of the upstream process of talent
management in the public sector, namely preparing a cadre of future leaders in
thebureaucracy (KemenPANRB, 2018: 73). Cadres of future leaders need to be
prepared, so that there is no empty position when the official concerned must quit his
position for various reasons, including due to reaching the retirement age limit. Official
vacancies can interfere with organizational performance. The talent management
process includes important components, one of which is talent acquisition, including:
analysis of talent needs as an initial stage to know the ratio of positions that will be
vacant and the number of talent needs, and the identification of talent by considering
employee profiles. An employee must go through a number of assessments to be able
to become a prospective ASN.

To go to a world-class bureaucracy that is ready to face the industrial era 4.0 with
professional, competitive, integrity, and serving ASN, breakthrough steps are required
ranging from planning improvements, procurement/recruitment to other key elements
that will attract the best talent owned by this nation is competency development,
performance assessment and discipline, career development, to the provision of
remuneration in the form of salaries, allowances, protection, pensions, and old age
guarantees, which are hereinafter referred to as 6P ASN Management (Seknas FITRA,
2018: 79).
A survey conducted by Meyer Sahling et al (2018:6) of 23,000 ASN in ten developing
countries identified four positively impactful reforms to direct a bureaucracy filled by
more motivated, committed, satisfied, performing, and ethical ASNs. The four reforms
to make the civil service work must have a recruitment system with the following
principles: (1) depoliticization of ASN recruitment; (2) limit nepotism in ASN
recruitment; (3) ensure that aspects of competence and performance become the main
elements in ASN career assurance; and (4) proper payroll rate to recruit motivated and
high-performing ASN.
29
Job, leadership, career and
affiliate characteristics have a
positive correlation motivating
employees to become ASN
In contrast to empirical research conducted by Ciobanu and Androniceanu (2015: 168)
to find out the motivation of the public to join the ASN in Romania. Furthermore, the
results of that are the key factors (high and very high influences) are leadership style,
working environment conditions, job type and description, independence in work, and
work security. While other additional factors are opportunities for education/training,
benefits for the environment, career development, and income/well-being levels.
Furthermore, Vandenabeele et al (2004: 61) examined with different types of
respondents, namely the perception of motivation of private employees when offered
to work in the public sector as an ASN in Belgium. The results of the survey obtained
that the characteristics of work, leadership, career, and affiliation have a positive
correlation motivating employees to become ASN. The concentration of authority and
rigidly structured work patterns negatively impact employee motivation to work in the
public sector. Uniquely, the salary itself is not the main source of motivation for them.
Being an ASN is a share of the employment market and becomes anannual event that is
widely targeted by the community, especially the productive workforce
(freshgraduates). But in the perspective of talent management, it has not been fully
able to attract the best talents both from the diaspora and professional circles in the
country. Likewise with other affirmation groups such as people with disabilities and 3T
areas that still lack inclusive involvement in contributing to building the country.
To achieve the Vision of Indonesia Gold 2045, the
development of institutions with the establishment of
bureaucracy becomes one of the main agendas. In addition
to institutional structure, governance, of course, the
availability of ASN human resources that are professional
and integrity to be able to carry out its function as
executors of public policy, public servants and bonding and
unifying the nation. Especially related to the ASN
procurement/recruitment, there are a number of problems.

References
Ayumi, A. (2018). Evaluasi Penyelenggaraan Rekrutmen Calon Pegawai Negeri Sipil Tahun
2018. Civil Appararatus Policy Brief No. 036-Oktober 2019, Puskalitpeg, BKN.
Badan Kepegawaian Negara/BKN (2021). Data ASN per Desember 2020. Pemaparan Deputi
Sistem Informasi Kepegawaian, BKN, pada FGD di LAN, 24 Maret 2021.
Ciobanu, A., & Androniceanu, A. (2018). Civil Servants Motivation and Work Performance in
Romanian Public Institutions. 3rd Economics & Finance Conference, Rome, Italy, April 14-17,
2015 and 4th Economics & Finance Conference, London, UK, August 25-28, 2015. Procedia
Economics and Finance 30 (2015) 164 – 174.
Seknas FITRA (2018). Meluruskan Arah Reformasi Birokrasi di Indonesia. Jakarta: FITRA
Publishing.
Kementerian PANRB (2018). Grand Design Pembangunan ASN 2020-2024. Jakarta: Deputi
Bidang SDM Aparatur, KemenPANRB.
Kementerian PPN/Bappenas (2019). Kebutuhan ASN di Daerah untuk Pelaksanaan RPJMN
2020-2024. Pemaparan Direktur Otonomi Daerah, Kementerian PPN/Bappenas dalam rapat
koordinasi redistribusi ASN, di Jakarta, 26 April 2019.
Kementerian PPN/Bappenas (2019). Indonesia 2045: Berdaulat, Maju, Adil, dan Makmur.
Jakarta: Kementerian PPN/Bappenas.
Kementerian PPN/Bappenas (2020). Rencana Pembangunan Jangka Menengah Nasional
(RPJMN) 2020-2024. Diatur lebih lanjut dalam Peraturan Presiden Nomor 18 Tahun 2020.
Kim, P.S. (2008). How to Attract and Retain the Best in Government. International Review of
Administrative Sciences, 74(4), 637–65.
Kim, S., & O’Connor, J. G. (2009). Assessing Electronic Recruitment Implementation in State
Governments: Issues and Challenges. Public Personnel Management, 38(1), 47–66.
Lavigna, R.J., & Hays, S.W. (2004). Recruitment and Selection of Public Workers: an
International Compendium of Modern Trends and Practices. Public Personnel Management,
33(3), 237–253.
Meyer-Sahling, J., Schuster, C., & Mikkelsen, K.S. (2018). Civil Service Management in
Developing Countries: What Works?: Evidence from a Survey with 23.000 Civil Servants in
Africa, Asia, Eastern Europe and Latin America. Nottingham: University of Nottingham.
Natural Resource Governance Institute (NRGI), Brookings Institute, dan World Bank (2020).
Worldwide Governance Indicators 2019. New York: World Bank Group.
Prasojo, E. (2020). Memimpin Reformasi Birokrasi: Kompleksitas dan Dinamika Perubahan
Birokrasi Indonesia. Jakarta: Kencana.
Van Acker, W. (2019). Civil Service Recruitment: Recruiting the Right Persons the Right Way.
Governance Global Practice Notes November 2019 No.20.
Vandenabeele, W., Depré, R., Hondeghem, A., & Yan, S. (2018). The Motivational Patterns of
Civil Servants. Viešoji Politika Ir Administravimas 2004. Nr. 13.
World Bank (2018). Reforming Civil Service Recruitment through Computerized Examinations
in Indonesia. Case Study from the Global Report on Improving Public Sector Performance. New
York: World Bank Group.
World Bank (2020). Doing Business 2020: Comparing Business Regulation in 190 Economies.
Washington: World Bank Group.
World Economic Forum (2019). The Global Competitiveness Report 2019. Geneva: WEF.

MONITORING
AND EVALUATION
31

IS ASN READY TO RUN A MERIT SYSTEM?
EVALUATION OF THE PREPARATION OF THE DICTIONARY OF
TECHNICAL COMPETENCE AND STANDARDS OF COMPETENCE
OF POSITIONS IN INDONESIA
Today's modern civil servants must be skilled,
competent and adaptive to be able to overcome
increasingly complex policy challenges, determine
regulatory needs, collaborate with teams in task
completion, organize inclusive public services for
all citizens and improve transparency and
accountability of government performance. (ADB,
2021). Therefore, the management of merit-based
government human resources is needed to answer
these challenges.
Merit system-based HR management
means that the selection, placement,
promotion, and compensation process
must be based on a system of achievement,
competence, individual values and other
factors to improve human resource
management.
Woodard (2000) argues that HR management based on merit systems means that the
process of selection, placement, promotion, and compensation must be based on a
system of achievement, competence, individual values and other factors to improve
human resource management. (Chariah et al., 2020). The application of the merit
system in the bureaucracy is believed to be able to support economic growth, reduce
corruption, collusion, nepotism and improving organizational performance (Chariah et
al., 2020).
In 2020, civil servants in Indonesia amounted to 4,168,118, or decreased by 1.62%
compared to December 31, 2019. The number of civil servants has continued to
decline since 2011.
Figure 1. Civil servant growth from 2011 - 2020
Source: (National Civil Service Agency, BKN, 2021)
In 2015, there was an increase in the number of civil servants from 4,455,303 people
to 4,593,604 people. This increase occurred because there was a change in regulations
related to the retirement age, from 56 years to 58 years so as to extend the working
life of employees who were originally scheduled to retire (ADB, 2021). Next, from
2016 to 2020, the number of civil servants decreased. Overall, the decrease in the
number of civil servants is due to an increase in retired employees, tightening new civil
servant admission quotas and the implementation of a moratorium on the recruitment
of civil servants for 5 years in 2014 by the Joko Widodo Government (ADB, 2021).

Civil servants in Indonesia consist of civil servants of central agencies and regional
agencies. Data shows that the number of civil servants in regional agencies is more
than that of central agencies, which is as much as 76.99%. While civil servants at
central agencies are as much as 23.01%. Civil Servants of regional agencies are the
spearhead of the implementation of public services for the community.
33
Figure 2. Comparison of The Number of Civil Servants of Central Agencies
with Regional Agencies December 2020
Source: (The National Civil Service Agency, BKN, 2021)
In terms of education, most civil servants in Indonesia have an undergraduate
education level, which is 2,756,379 or 66% of the total number of civil servants.
Figure 3. Number of civil servants based on education level
Source: (The National Civil Service Agency, BKN, 2021)
The table above shows the level of civil servant education in Indonesia is relatively
good. However, there are several studies that show that currently the competence of
civil servants in Indonesia is still low. Data shows civil servants in Indonesia have skills
and competencies that are lower than their level of education. In addition, the skills and
competencies of civil servants vary between different levels of government and
intergovernmental local governments (ADB, 2021).

Indonesia has implemented a merit system in the management of government human
resources. OECD/ADB noted That Indonesia is one of six Southeast Asian countries
that make competency management a priority (OECD/ADB, 2019). The history of the
implementation of the merit system in Indonesia can be traced from several
regulations governing the management of government human resources, namely:
1. Law No. 8 of 1974 on Staffing Points as amended by Law No. 43 of 1999;
2. Presidential Regulation of the Republic of Indonesia Number 81 of 2010 on Grand
Design of Bureaucratic Reform 2010 - 2025;
3. Regulation of the Head of The State Staffing Agency No. 13 of 2011 on Guidelines
for the Preparation of Competency Standards of The Department;
for the Preparation of Standards for The Competence of Civil Servants in the State
Staffing Agency;
for the Preparation of Standards for Managerial Competence of Civil Servants;
for the Formulation of Standards of Technical Competence of Civil Servants;
7. Law of the Republic of Indonesia Number 5 of 2014 concerning the State Civil
Apparatus;
8. Law of the Republic of Indonesia Number 23 of 2014 concerning Local
Government;
9. Government Regulation No. 11 of 2017 on The Management of Civil Servants;
10.Regulation of the Minister of Administrtative and Bureaucratic Reform of the
Republic of Indonesia Number 38 of 2017 on Standards of Competency of the State
Civil Apparatus.
11.Regulation of the Minister of Home Affairs of the Republic of Indonesia Number
108 of 2017 on Government Competence;
12.Regulation of the Minister of Administrative and Bureaucratic Reform Number 40
of 2018 concerning Merit System Guidelines.
The application of the merit system in the management of government human
resources has actually been stipulated in Law No. 8 of 1974 on Staffing Points as
amended by Law No. 43 of 1999. The regulation states that the first appointment of
civil servants is based on proficiency and in further development, working period,
loyalty, devotion and other objective conditions are also decisive. In addition, this
regulation also proposes the appointment of a person to occupy a position or to rise
through the ranks based on the skills and achievements achieved by the appointed
employees. Such proficiency must be proven by passing the official exam and
achievements are proven in real terms. Thus, consideration of competence
(proficiency) in the appointment of civil servants has been mentioned explicitly in the
regulation. Although indeed, in the course of this regulation is not implemented
properly and optimally as outlined in this article.

Then, the demands to improve the professionalism of civil servants in carrying out their
duties and functions are mentioned in the bureaucratic reform policy that began to be
rolled out since 2010 through Presidential Regulation of the Republic of Indonesia
Number 81 of 2010 on Grand Design of Bureaucratic Reform 2010 - 2025. The
mandate to implement reforms in the body of the government bureaucracy was
answered by The National Civil Service Agency (BKN) by enacting regulations on the
preparation of managerial and technical competency standards. At that time, there was
an awareness of the importance of having a dictionary of competence and competency
standards as part of the merit system to improve the competence and professionalism
of civil servants in organizing their duties and functions.
Paradigm shift and affirmation of the implementation of the merit system in the
management of government human resources stipulated in Law No.5 of 2014 on State
Civil Apparatus. This regulation states that there are three types of competencies that
must be possessed by civil servants for career development, namely: managerial
competence, technical competence and socio-cultural competence. This law was
generated, one of them, through Government Regulation No. 11 of 2017 on The
Management of Civil Servants. This government regulation states that each agency
must draw up standards of job competence in the framework of civil service career
management. Then, technical regulations related to the preparation of competency
standards were enacted by the Ministry of Administrative and Bureaucratic Reform
(KemenpanRB), namely Regulation of Minister of Administrative and Bureaucratic
Reform (Permenpan RB) Number 38 of 2017 on Competency Standards of the State
Civil Apparatus. This regulation regulates the procedures for the preparation of
competency dictionary and competency standards; Dictionary of managerial and
socio-cultural competencies and mandates the Ministry/Institution, secretariat of
State Institutions, and secretariat of Non-structural Institutions to prepare a dictionary
of technical competence in accordance with the governmental affairs to which it is
authorized. The Ministry of PANRB also issued regulations related to guidelines for the
implementation of the merit system through Permenpan RB No. 40 of 2018 on merit
system guidelines. In this regulation it is mentioned that one of the criteria of the merit
system is that all positions already have a standard of competence of the position.
In addition to the three types of competencies above, the Law of the Republic of
Indonesia Number 23 of 2014 on Local Government augments one type of competence
that must be possessed by the State Civil Apparatus (ASN) in the Ministry of Home
Affairs and Local Government, namely government competence. Government
competence is the ability and characteristics possessed by a State Civil Apparatus
Employee who is required to carry out government management duties in accordance
with the level of their position in the Ministry of Home Affairs and Local Government in
a professional manner. More technical regulations governing the title of competence,
the preparation of Standard of Job Competence (SKJ) the mechanism of government
competency test are outlined in the Regulation of the Minister of Home Affairs of the
Republic of Indonesia Number 108 of 2017 on Government Competence.
Regulations governing the merit system in Indonesia are relatively sufficient, but the
implementation of the merit system is still not optimal. This condition is shown through
data showing that competency management in Indonesia still focuses on managerial
competence, not including technical and socio-cultural competencies. The
competencies mentioned in the competency framework in Indonesia consist of
leadership competence, values and ethics (values and ethics), strategic thinking
(strategic thinking) and political competence (political competencies). In addition,
competency development and training in Indonesia are still prioritized in executive
leadership training and coaching and training for mid-management agencies
(OECD/ADB, 2019).
35

From the description above, it is obvious that ASN has enormous potential, as can be
seen from a considerable number of ASN, while the highest proportion (more than
75%) are in Local Government agencies, and undergraduate educational backgrounds
lead to conceptual mastery. The management of ASN human resources potential is
regulated in regulations using a merit system that prioritizes qualifications,
competencies, and performance. On the other hand, the dictionary of technical
competence and standards of job competence (SKJ) is an important part of the merit
system that must be owned by the agency but has not been optimally managed.
Therefore, this condition needs to get serious attention from various parties. The next
section will show a description of progress of Ministries/Non-Ministry
Agencies/Regional Agencies in compiling a dictionary of technical competence and
standards of job competence.
Structure of Government Affairs in Indonesia
The process of preparing a dictionary of technical competence cannot be separated
from the discussion of government affairs. According to Appendix I of Permen PANRB
No. 38 of 2017 on Procedures for The Preparation of Technical Competency
Dictionary, the organization needs to first identify the government affairs it fosters, to
then analyze it into the titles of technical competence needed in carrying out tasks at
the individual level of civil servants.
Figure 4. Classification of Government Affairs Based on Law 23/2014
Source: Law No. 23 of 2014 on Local Government

Figure 4 above shows Law No. 23 of 2014 on Local Government categorizing
government affairs into 3 classifications, namely absolute government affairs,
concurrent government affairs, and general government affairs. Absolute government
affairs are absolute government affairs that are absolutely the authority and
responsibility of the Central Government. Absolute governmental affairs include
foreign policy; defense; security, judicial system (yustisi); monetary and fiscal national;
And religion. Concurrent government affairs are government affairs that are divided
into the Central Government, Provincial Government and Regency/City Government.
Concurrent government affairs include mandatory affairs consisting of basic and non-
basic services and elective affairs based on the potential of each region. While the
affairs of the general government is the business of the government that is the
authority of the Head of Government who is in this case is the President. General
government affairs include the construction of national insights, social resilience and
Five Principles (Pancasila) practices; the construction of unity and unity of nations; the
construction of harmony between tribal and intra-tribal, religious, racial, and other
groups; the management of social conflicts; coordination of the implementation of
tasks between agencies in the Province/Regency/City; development of democratic life;
and the implementation of all government affairs that are not regional authorities and
are not handled by vertical agencies. The division of government affairs is the essence
of the implementation of decentralization and regional autonomy, namely the
handover of authority from the government at the above level to the government
below (Suryanto, 2015).
In addition to the three groups of government affairs, there is still a supporting
function of government affairs that can be interpreted also as a secretarial affair
consisting of planning, finance, staffing, education and training, research and
development, other functions in accordance with the provisions of the laws and
regulations. All government affairs and supporting functions above, theoretically must
be generated into a dictionary of technical competence which numbers at least 51
pieces. Complexity becomes increasing, because there is one affair carried out by more
than one Ministry, Non-Ministerial Government Institutions (LPNK), Non-Structural
Institutions (LNS), and other government agencies. Instead, there is one government
agency that carries out more than one government business. So that it is necessary to
map government affairs followed by careful coordination to compile a dictionary of
technical competence.
37
The preparation and
determination of the dictionary of
technical competence becomes the
duty of ministries / institutions that
have government affairs that are
their authority.
Technical Competency Dictionary Preparation
Performance
Permenpan Number 38 of 2017 has mentioned the
preparation and determination of the dictionary of
technical competence to be the duty of ministries/
agencies that have government affairs that are their
authority. Following up on the regulation, the Ministry of
PANRB asked the ministries/agencies to compile a
dictionary of technical competence that became its
authority for up to two years since it was promulgated,
namely December 2019. But until July 2021,
the results have not been very encouraging, reaching less than a third (See Figure 5). Of
the 84 Ministries/LPNK/LNS / other institutions, only 27 agencies have established a
dictionary of technical competence that is its authority (Kemen PANRB, 2021).
However, based on data in May 2021, there are quite a lot who apply for approval of
the technical competency dictionary to the Ministry of PANRB, either for the scope of
government affairs, functional positions (professionals), or those applicable to the
scope of their agencies only (See Figure 6). This approval process becomes vital
because it becomes a stage that acts as a guarantor of the quality of the technical
competency dictionary compiled by government agencies.

Figure 5. Ministries/Agencies/Regional Agencies who already have a competency dictionary
Source: Kemen PANRB, 2021
Source:
Kemen PANRB, 2021
Figure 6. Timeline of Approval of Technical Competency Dictionary

Permen PAN RB 38/2017 mandates the ministry and central technical institutions to
compile a dictionary of technical competence and Ministries/Agencies/Regional
Institutions need to complete the competency matrix in the selection of managerial
position filling, but the instructions given in Permen PAN RB 38/2017 are still not
enough to compile an operationalized dictionary (Wahyuadianto & Saputro, 2020). This
condition needs to be bridged immediately to accelerate the ownership of the
dictionary of technical competence by not ignoring its quality.
39
Job Competency Standards (SKJ) …
Simple way … is by determining the type
and level of competence for each ASN
position in its agency. Of course, the
intended competencies should include
managerial and socio-cultural
competencies.
Based on data from the Ministry of PANRB until July 2021 above there are 44% or a
number of 37 of 84 Ministries / LPNK / LNS / other institutions that have set standards
of competence of the position. While 56% or 47 other ministries/institutions do not
have competency standards (Ministry of PANRB data until July 2021). In more detail,
the ownership of the central agency Job Competency Standard (SKJ) in a row is as
follows: 50% (17 agencies) of the Ministry, 45% (13 agencies) of LPNK, 41% (7
agencies) of LNS, and 0% of other institutions) already have SKJ in the scope of its
agencies (See Figure 8).
Performance of The Preparation of Office
Competency Standards
Central and Regional government agencies
also have an obligation to compile and
establish a Standard of Job Competency
(SKJ) for their organizational scope. In simple
terms, the way to do it is to determine the
type and level of competence for each ASN
position in the agency.
Of course, the intended competencies must include managerial and socio-cultural
competencies (which already have a dictionary in Permen PANRB 38/2017) as well as a
dictionary of technical competence in accordance with the government affairs
mentioned above. Standarf of Job Competence (SKJ) determination must use adequate
analysis by including components of organizational conditions and needs (vision
driven) and job driven information so as to produce a realistic picture of competency
needs to be done, also supporting the interests of the organization. (Lum, 2005).
Figure 7. Standards of Competence of Positions in Ministries / Institutions

Figure 8. Ownership of SKJ in Central Agencies
In contrast to the performance in the Central Agency, the Local Government showed a
much lower percentage related to SKJ ownership in the scope of its agencies. In the
Provincial Government, it is seen that only 20% or equivalent to 7 agencies that have
SKJ, while the District / City Government numbers much more, considering the
population is much larger, which is 14% or 73 out of 508 agencies (See Figure 9).
However, the percentage of districts/cities is lower than the percentage of provinces.
Figure 9. Standards of Competence of Provincial Government and District /
City Government

Although SKJ performance in central and regional agencies appears to have been
achieved, but from the Ministry of PANRB data until July 2021, it is seen that the
coverage is uneven. There are agencies that have just completed SKJ for one level of
position only, such as the High Leadership Position (JPT), while the rest have not. The
reason may be due to the urgent need for the need to fill positions openly that require
the existence of SKJ in vacant positions of stakeholders. Whereas to perform the merit
system optimally, SKJ must be created and assigned to all positions, regardless of level
and type.
Implications and Recommendations of Drafting a Dictionary of Technical
Competence & SKJ
Competency-based HR management is one of the pillars of the implementation of the
merit system ((Ali et al., 2017; Son et al., 2020). There are still low number of technical
competency dictionaries that describe each government business and the relatively
few Ministries/Agencies/Regional Institutions that have SKJ directly inhibits the
application of the merit system, because how can the merit system work well if the
competence that is a reference has not been written. Qualifications and high
performance will not be well directed if the competence of the organization has not
been determined, analogous to a good ship manned by capable crew, but does not have
a map, compass, or navigation tool to show the direction of its destination.
41
Although there is already a
dictionary of managerial and socio-
cultural competencies, but the absence
of technical competence dictionary
inhibits the effectiveness of civil
servant management and organizational
performance.. …When faced with
technical problems that demand the
professionalism of substance, it will be
difficult to solve them and decrease
organizational performance.
Although there is already a dictionary of
managerial and socio-cultural competencies, but
the absence of technical competence dictionary
inhibits the effectiveness of civil servant
management and organizational performance. The
real impact if the merit system only develops on
managerial and socio-cultural aspects is to
produce human resources that are able to perform
in general/generalist and sensitive to socio-
cultural aspects. However, when faced with
technical problems that demand the
professionalism of substance, it will be difficult to
solve them and decrease organizational
performance.
For example, in the field of public works, research is carried out State et al., 2020
Proving the technical competence of the field of public works is important owned by
the Commitment Making Officer (PPK) to reduce the risk of failure of government
construction projects such as low building quality, time delays, and cost deviations that
can harm the country's finances.
The acceleration of the preparation of a quality technical competency dictionary in
each sector becomes the main demand. The trick is not enough to set a time limit, but
provide guidance in carrying it out. Capacity building is needed in each
Ministry/Agency, the fostering institution of their respective governmental affairs in
compiling dictionaries and competency standards independently. After the document
is compiled, a unit is needed that is able to guarantee quality on the dictionary of
technical competence. In addition, technical policies need to be made to follow up on
the dictionary so that it can really be implemented in competency assessment,
including agencies that can be role models in its application.

Borrowing the term from the Father of Education, that the policy of technical
competence requires examples from policymakers, which has been proven by the
Ministry of PANRB through Permen PANRB No. 53/2020 on Standard of Competency
of Higher Level Leaders (JPT) of the Ministry of PANRB. Its application needs to be
improved through the capacity building of its constituent team. And when it is running,
it is necessary to prepare adequate quality control instruments. The combination of
‘ing ngarso sung tulodho, ing madya mangun karso, tut wuri handayani’, will ensure the
policy of preparing a dictionary of technical competence and SKJ in
Ministry/Agency/Regional Institution can be realized optimally.
References:
ADB. (2021). A Diagnostic Study of The Civil Service in Indonesia. https://doi.org/
http://dx.doi.org/10.22617/TCS210016-2
Ali, D. M., Prasojo, E., & Jannah, & L. M. (2017). The Transformation of Merit System in
Indonesian Civil Servant Promotion System. JournalInternational Journal of Management
and Administrative Sciences, 5(4), 20–28.
BKN. (2021). Buku Statistik Pegawai Negeri Sipil Desember 2020.
Chariah, A., S, A., Nugroho, A., & Suhariyanto, A. (2020). Implementasi Sistem Merit pada
Aparatur Sipil Negara di Indonesia. Jurnal Borneo Administrator, 16(3), 383–400.
https://doi.org/DOI: 10.24258/jba.v16i3.704
Lum, A. (2005). Assessment centre: Simulator for organisation talents. Pacific Century
Consulting Pte Limited.
Negara, K. P., Lamari, F., Susilawati, C., & Trigunarsyah, B. (2020). Is Technical Competency
Necessary for Client Project Manager? An Empirical Study of Commitment-making
Officers (PPK) in Indonesian Public Construction. International Journal on Advanced
Science, Engineering and Information Technology, 10(5), 2075–2081. https://doi.org/
10.18517/ijaseit.10.5.12801
OECD/ADB. (2019). Government at a Glance Southeast Asia 2019. OECD Publishing.
https://doi.org/https://doi.org/10.1787/9789264305915-en
Putra, Y. P., Purnomo, E. P., Suswanta, S., Nur, A., & Kasiwi. (2020). Policy of a Merit System
to Make a Good and Clean Government in The Middle of Bureaucratic Politicization.
Journal of Government and Civil Society, 4(2), 159–179. https://doi.org/
10.31000/jgcs.v4i2.2393
Suryanto, S. (2015). Urusan Pemerintahan Daerah: Kemungkinan Problematika
Implementasi UU No. 23 Tahun 2014. Jurnal Desentralisasi, 13(2). https://doi.org/
10.37378/jd.2015.2.133-146
Wahyuadianto, A., & Saputro, H. N. (2020). Pedoman Praktis Penyusunan Kamus
Kompetensi Teknis Aparatur Sipil Negara. Jurnal Wacana Kinerja: Kajian Praktis-
Akademis Kinerja Dan Administrasi Pelayanan Publik, 23(1). https://doi.org/
10.31845/jwk.v23i1.155
Kementerian PANRB. (2021). Rekap Kamus dan SKJ Nasional. Tidak Diterbitkan.
Undang-Undang Nomor 43 Tahun 1999 tentang Perubahan Atas Undang-Undang Nomor
8 Tahun 1974 Tentang Pokok-Pokok Kepegawaian
Undang-Undang Nomor 5 Tahun 2014 tentang Aparatur Sipil Negara
Undang-Undang Nomor 32 Tahun 2014 tentang Pemerintahan Daerah
Peraturan Pemerintah (PP) Nomor 11 Tahun 2017 tentang Manajemen PNS
Peraturan Pemerintah Nomor 17 Tahun 2020 tentang Perubahan Peraturan Pemerintah
Nomor 11 Tahun 2017 tentang Manajemen Pegawai Negeri Sipil.
Peraturan Menteri Pendayagunaan Aparatur Negara dan Reformasi Birokrasi Nomor 38
Tahun 2017 tentang Standar Kompetensi Jabatan Aparatur Sipil Negara

PROJECTIONS
AND CHALLENGES
AHEAD
43

TRENDS AND TRENDS OF ASN MANAGEMENT
GOING FORWARD
According to a McKinsey Global Institute report
released in 2017, it is estimated that by 2030
there will be 800 million people in the world who
lose their jobs due to being taken over by robots
and automation technology. (Manyika et al., 2017).
That's equivalent to one-fifth of the current global
workforce. The McKinsey report also mentioned
in Indonesia an estimated 51.8 percent of
potential jobs will be lost. In the public sector,
automation will cause human resources needs in
the future to be more complex and dilemmatic.
Low-skilled ASN jobs will be more
vulnerable to being replaced by robots
in the future. Robots will be widely
used in jobs that are clerical or repetitive,
while human workers will focus more
on quality control, development,
innovation, research, and other things
that have added value.
Low-skilled ASN jobs will be more vulnerable to being replaced by robots in the future.
Robots will be widely used in jobs that are clerical or repetitive, while human workers
will focus more on quality control, development, innovation, research, and other things
that have added value. The challenges faced by ASN management in the future will be
quite severe, because on the one hand ASN management must focus on solving current
problems such as mismatch ASN needs by region, and also prepare to welcome future
trends that lead to a minimalist government.
The Chairman of The national Civil Service Agency (BKN), Bima Haria Wibisana in an
interview stated that 10 more years may be civil servants no longer needed, and his
position is replaced by government employees with employment contract (PPPK)
(Kencana, 2020). From the statement, it can be taken a picture that in the future, work
in government will be done based on projects and government employees will no
longer be full-time jobs.
Looking at the development of the existing strategic environment and the policies
taken by the government related to ASN today, you can see some trends:
1. Millennials Are Slowly Starting to Dominate ASN Demographics
In demographic studies, it is known the division of generations based on the year of
birth. This generational division can also be used to see the demographics of
Indonesia's current ASN. Oblinger and Oblinger (2005, p. 2.9) argue that there are at
least five groups of people based on generations divided by year of birth. The division
can be seen in the following table:

Age Generation Name Number of civil
servants
56 - 70 Baby Boomers 787.939
41 - 55 Generation X 2.087.294
26 - 40 Net Generation/Gen-Y 1.222.547
18 - 25 Post Millennials/Gen-Z 70.338
Year of Birth Generation Name
1900-1946 Matures
1947-1964 Baby Boomers
1965-1980 Generation X
1981-1995 Net Generation/Generation Y
1995-present Post Millenials/Generation Z
Knowing the difference of this generation becomes important, because each
generation has its own characteristics. Matures Generation or often called Silent
Generation is a generation that is conservative and disciplined (Strauss &Howe, 1991).
Matures Generation does not need to be included in the current ASN discussion,
because this generation based on existing regulations has entered retirement age. The
oldest generation of ASN currently in government are Baby Boomers. They are a
materialistic and time-oriented generation (Strauss &Howe, 1991). Then there are civil
servants of Generation X. They are the generation born in the early years of
technological and information developments such as the use of PCs
(personalcomputers), videogames, cable tv, and the internet. This generation is able to
adapt, be able to accept change well, and calculate the contribution that the company
has made to its work (Jurkiewicz, 2000).
Furthermore, there are Generation Y civil servants known as Millennial Generation.
Generation Y in his daily life many use instant communication technology such as
email, SMS, instant messaging and social media such as Facebook and Twitter. His life
was greatly affected by the development of technology. Then, the youngest generation
of civil servant in the world of work today is Generation Z. The results of research from
Bencsik & Machova (2016) in (Putra, 2017) found that there are significant
characteristic differences between Generation Z and other generations, one of the
main distinguishing factors is the mastery of information and technology. For
Generation Z, information and technology are already part of everyday life, because
they were born at a time when access to information, especially the internet has
become a global culture, so it affects their values, views and life goals.
The division seen as in Table 1 is quite easy to use to see the division of Indonesian civil
servant generation. Using the division mentioned above, the current division of the
generation of Indonesian civil servants can be seen in the following table:
45
Table 1. Generation Grouping
Source: Oblinger and Oblinger (2005)
Table 2. Grouping of CIVIL SERVANTS by Generation
Source: The National Civil Service Agency (2021, p. 14) (author)

When viewed from the table above, it can be concluded that civil servants from
Generation X are the largest number in the current population of Indonesian civil
servants, followed by Generation Y civil servants in 2nd place, then Baby Boomers civil
servants in 3rd, and lastly Gen-Z civil servants in the last order. This number becomes
important to be examined further, because according to Hong et al. (2013, p. 122) age
differences play an important role in understanding human perception and behavior in
various domains including psychology, behavior, organization and marketing. From this
opinion can be drawn the understanding that the role of age also has an influence on
the working patterns of ASN in government organizations.
Thomas Lembong (2018) in (Wibowo, 2019) argues that the fundamental actors that
inhibit investment to come are the working patterns of government bureaucracy.
Bureaucracy still tends to adhere to conventional forms of communication such as
correspondence, activities are still dominated by meetings, rules often overlap, and
convoluted administrative procedures. This kind of work pattern needs to be improved
by utilizing the presence of new faces in the bureaucracy.
The government in 2021 will recruit 689,623 ASN candidates consisting of prospective
civil servants, government teaching staff with employment contract (PPPK Guru), and
government non-teaching staff with employment contract (PPPK Nonguru). The
highest age limit for CPNS applicants is 35 years and 40 years for certain formations,
therefore it can be ascertained that the increase in the number of ASNs for this year
and the coming years will increase the number of Millennials and Generation Z in
government. The Baby Boomers will slowly continue to diminish as they enter
retirement age. The presence of millennials and generation Z more and more in
government, with its distinctive characteristics, is expected to improve bureaucratic
work patterns.
2. ASN Recruitment Will Be More Flexible
ASN recruitment will be more flexible depending on the need. In terms of age
restrictions, for example, it can be seen from Presidential Decree No. 17 of 2019 which
stipulates six specific positions, namely Doctors, Dentists, Clinical Educators,
Lecturers, Researchers, and Engineers with a minimum age limit of applicants for
prospective civil servants (CPNS) of 40 years. As is known, in the previous era the
maximum age of being CPNS is 35 years, this shows that in the future the age limit will
be more flexible.
In addition, in terms of formation, ASN recruitment also targets special groups. This
can be seen in recruitment in 2021, where for the central government there are five
special formations: Best Graduates (Cumlaude), Persons with Disabilities, Diaspora,
Sons /Daughters of Papua and West Papua, and other Special Formations of a strategic
nature. This particular formation is certainly important in its existence, when viewed in
terms of the government's sensitivity to the development of the strategic environment.
Research in India shows that government employees recruited through affirmative
policies perform no worse than others (Bhavnani &Lee, 2021). In Indonesia, similar
research has never been done. However, please note that this kind of affirmative policy
should not be enforced for a long time. Because, this affirmative policy indicates that
systemically there are issues that have not been successfully resolved by the
government. The formation of the Sons /Daughters of Papua and West Papua for
example, should no longer need to exist if the government succeeds in advancing
education in Papua and West Papua. For groups that are counter to affirmative
policies, the existence of special formations like this actually endangers a system that
upholds fairness and will form new discrimination.

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1. STATE CIVIL APPARATUS MANAGEMENT OUTLOOK (2021).pdf