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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

1
CHAPTER I
URGENCY OF ASN PERFORMANCE MANAGEMENT
Strategic Role of Performance Management
What impression we can capture when entering a room of banking service.
In a unit, you are less likely to be accepted by a security officer, one customer
service officer (CS), two tellers, and possibly a unit manager. All working and all
performing their functions fully, no one seems idle. All work according to
responsibility, and of course with different rewards. If one of them is not to go
to the office, for example, because of illness, the service process will be
disrupted both because the task is interconnected with each other also because
each personnel get certain tasks and targets according to the job descriptions. If
the personnel who serve as CS are not present for example, then the
implementation of their duties must immediately replace so that the service
process is carried out in accordance with its core business.
Now, what can we observe in the working situation of government
agencies? As a large organization, a giant bureaucracy, there are many
employees with various positions and statuses. But how is the division of their
duties? Will if one of them is not present that it will greatly affect the work
process and performance?
Unlike the example of the banking unit environment earlier, the problem of
absence or delay in the implementation of tasks will not be too influential. In
addition to a large number of employees, the division of tasks and performance
targets charged is also often unclear. Or at least the burden of performance
targets is only given to "certain people" only. In addition, absence or delay or
incompetence (underperformance) also has no meaningful consequences to the
reward obtained or even no consequences at all. When between high
performance or low performance has no consequences to the reward received
then what encourages people to perform? This is precisely where there is a
situation of behavior "eating the bones of friends". A condition in which the work
is carried out by others but also feels the results. Work enough, if necessary,
enough to be a fan or audience only! Arriving at the office on time or late,
resulting in high, moderate or low performance, they will all get the same salary

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

3
equipment). Meanwhile, The Government Regulation (PP) No. 8 of 2006 on
Financial Reporting and Performance of Government Agencies defines
performance as the output/result of activities/programs that are to or have been
achieved in connection with the use of budgets with measurable quantity and
quality. Meanwhile, PP No. 30 of 2019 on Performance Assessment provides
limits on the understanding of performance associated with the existence of civil
servants, namely civil service performance which is interpreted as the results of
work achieved by each civil servant in the organization/unit in accordance with
employee performance targets (SKP) and work behavior.
From various notions of performance, it can be concluded that performance
is the result achieved from a work process that can be measured. Therefore,
aspects of measurement become very important, both the size used, how to
measure, and the management of the measurement data.
In its evaluation of public service in 2008-2013, the OECD paid particular
attention to how human resource management contributes. Key issues of
concern are how to measure performance and what strategies to engage
employees in improving performance (OECD, 2016).
In order for performance to be achieved properly, of course, good
management is needed. For this reason, performance management becomes
very important for the organization in an effort to realize the expected
performance. Performance management according to Armstrong (2006) is"a
systematic process for improving organizational performance by developing the
performance of individuals and teams" which means that performance
management is a systematic process to improve organizational performance by
improving the performance of individuals and teams. From this understanding,
we can draw the understanding that performance management as a systematic
process in an organization will be influenced by the achievements of individual
and team performance in the organization. This opinion is in line with the views
expressed by J. Lockett (in Armstrong, 2006), who more unequivocally mentions
that performance management is " The development of individuals with
competence and commitment, working towards the achievement of shared
meaningful objectives within an organization which supports and encourages
their achievement" (The development of competence and building individual
commitment, to work in order to achieve common goals in the organization,
where the organization provides support and passion for the achievement of the

4
individual). Thus, in general, performance management can be expressed as a
process of aligning or integrating organizational goals with individuals to achieve
organizational effectiveness. The definition also emphasizes development which
is the main objective of performance management.
Based on the above definition, the scope of performance management can
be put forward to at least 3(three) indicators, namely:
1. Inputs. They include those needed for the performance management
process, among others, in the form of human resource capabilities, both
as individuals and teams, which are realized in the form of knowledge,
skills, and other competencies.
2. Process. Performance management requires the process of performance
implementation, how performance is run, ranging from planning to
expected goals.
3. Outputs. The output or work of the organization, whether in the form of
goods or services, needs to be compared to the goals that have been
set before. Whether there is a fit for the achievement of the goal or not.
If there is a deviation between the output and the goal, then it is
necessary to do feedback.
As a process, performance management is an agreement related to the
goals to be achieved, the standards and competencies needed. Therefore, in this
process, there is an element of employee development so that the possibility of
achieving the targets specified s greater.
Furthermore, what kind of performance management system should be
implemented by the organization? Choosing a performance system that is
suitable for an organization, of course, cannot be equated. This depends on the
character, culture, and system applied in the organization itself. In other words,
the tasks and functions that are the core business of the organization as well as
the work culture that exists in the organization will be the determining element
to determine what performance management is suitable. Pulakos (2004)
suggests that " choosing a performance management system is determined or
considers the needs of organizational functions and objectives, organizational
culture, and how it integrates with other HR management systems. There is no
one proper performance management system that fit for all organizations."

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

45
CHAPTER III
PERFORMANCE IMPLEMENTATION AND MONITORING
The urgency of the implementation chapter of ASN performance
management in this book is that the concrete picture of performance
management implementation both in the policy and practice levels has received
less attention so that the design of the performance management system is
difficult to understand and implement. In actual practice essentially the sub-
chapter of performance management implementation is the implementation of
performance plans and SKP in ASN daily activities.
Discussion on the implementation of performance management is very
important because it is related to how ASN individually performs their tasks to
achieve the performance targets contained in the Employee Performance
Targets (SKP), and they document the results of their day-to-day work in the
form of daily performance reports.
Furthermore, in order for SKP to be operationalized and become the basis
of ASN individual performance assessment daily, weekly, monthly, quarterly,
and annually, it requires weekly and monthly activity plan documents (action
plans) and output targets compiled by the work unit. Based on the action plan
and output targets that have been prepared by the work unit, each individual
ASN carries out their daily activities to contribute to the achievement of output
targets in accordance with their respective SKP. Thus, the performance output
of each individual ASN is documented on a daily basis which at the same time
becomes a daily performance document for each ASN. As such, ASN individuals
have performance documents that can be formulated into daily, weekly,
monthly, quarterly, semesterly, and annual performance.

46
The schematic overview of the ASN management process is as follows:
Figure 3.1. ASN Performance Management Implementation Process Scheme
Source: PP 3 and Permenpan 8 processed
Therefore, in simulation, the implementation of ASN performance
management can be explained as follows:
After the KPI/ Work Unit performance agreement and the ASN SKP
document are decided as can be seen in Chapter 2, then to bridge the process of
implementing individual performance management, the unit leader draws up a
monthly Work Plan/Action Plan along with its target outputs in the form of
detailed and systematic weekly activities (weeks 1, 2, 3, 4 and 5).
Furthermore, based on the details of the activities of the work unit, each
ASN takes a role and contributes in accordance with their role and
responsibilities as stated in their respective SKP. The output of the
implementation of daily activities is documented as the result of the work of
each ASN.
For example: To achieve KPI/Performance Agreement of Work Unit A, for
example, a Research Report of ASN Competency Development Needs. To
produce the research report of ASN Competency Development Needs Mapping,
the target achievement in the first month is Research Terms of Reference (TOR).
Thus, the first-month Activity Plan/Action Plan of Work Unit A contains the steps
or sequence of activities to prepare the research TOR.
Examples of first-month Activity Plan/Action Plan: Preparation of Research
TOR

47
The details of the activities mentioned above can be grouped into weekly
activities that will eventually become weekly performance data documents and
so on for the duration of ASN Competency Development Needs Mapping
Research activities completed.
Each point of the activity and action plan of the work unit can still be broken
down into more detail, like collecting necessary references and supporting data
can be done by each ASN in various ways and strategies. They can either browse,
go to the library, take the results of previous studies or explore data support
directly into the locus and others. These activities are carried out by each ASN to
be able to realize the performance target of the Work Unit in the first month,
namely TOR of ASN Competency Development Needs Mapping Research.
Thus, there is a clear link between the achievement of the KPI/Work Unit
Performance Agreement, SKP, and Activity Plan/Action Plan. The output of ASN
individual performance, the contribution of individuals to the achievement of
work unit performance targets either weekly, monthly, quarterly, semesterly,
and annually can be seen concretely, measurably, and factually.
After the performance planning, SKP is established, each employee carries
out a performance plan along with output documentation. During the
implementation, they are monitored by assessment officials assisted by
performance managers that measure the progress achievement of SKP.
At the performance implementation and monitoring stage, the
management is responsible for organizing, coordinating, controlling, delegating,
and directing staff. Directing and providing feedback on staff performance is the
 Collecting relevant and up-to-date references
 Collecting supporting data of TOR preparation
 Drafting concepts and theories
 Exploring actual and relevant issues
 Compiling logical research frame work
 Drafting a TOR
 Reviewing draft TOR
 Organizing a focus group discussion (FGD) to review
draft TOR
 Finalizing TOR

48
key to the successful achievement of performance goals. In addition, in the
performance implementation stage, it is very possible that significant
environmental changes occur so that performance planning that has been made
becomes irrelevant. For this reason, the management must immediately revise
the performance plan, create new goals and strategies to respond to changes
that occur.
Performance Implementation
Every employee in the organization is required to make a positive
contribution through good performance, considering the performance of the
organization depends on the performance of its employees (Gibson, et all, 1995:
364). Therefore, the organization uses various criteria and standards of work to
assess employee performance. In Government Regulation (PP) Number 30 of
2019 on Civil Service Performance Assessment stated that civil service
performance assessment aims to ensure the objectivity of civil servant coaching
based on the achievement system and career system. Assessment is based on
performance planning at the individual level and the level of the unit or
organization, taking into account the targets, achievements, results, and
benefits achieved, as well as the behavior of civil servants. Therefore, the
implementation of performance through documenting performance in the form
of output, results, and benefits achieved is very important in the performance
management system.
Performance documentation is the implementation of a documented
performance plan periodically. Periodic documentation can be: daily, weekly,
monthly, quarterly, semesterly, and yearly depending on the needs of the
organization. Performance documentation is carried out in the form of
output/end-product from the SKP performance plan.
Preparation of action plan/strategic initiative is carried out for performance
that cannot be measured according to the measurement period (monthly
/quarterly/semesterly). What is meant by an action plan is the employee's
initiative in achieving a performance plan. The action plan is structured based on
aspects of quantity/quality/time/cost. The preparation of the action plan is
carried out by employees through performance dialogue.
For high-ranking officials and independent unit leaders, the action plan in
the framework of major performance achievements is made based on the
Performance Agreement with due regard to the Strategic Plan, Annual Work
Plan, and Directive. For administrative officials and functional officials, in the

49
event that the main performance cannot be measured according to the
measurement period set by the Agency, the implementation of performance is
preceded by the preparation of an action plan/strategic initiative in the
framework of achieving the main performance in the SKP of the concerned
employee. The action plan/strategic initiative as intended can contain the
employee performance plan under them as long as they are accountable for the
realization of the performance plan of their subordinates.
The following is an overview of High-Ranking Officials (JPT) and
Administrators (JA)/Functional/Professional Officials (JF) performance plans:
Figure 3.2. JPT, JA, and JF Performance Plan Flow

50
The strategic action plan/initiative is outlined in the following format:
Figure 3. 3. Action Plan Format/ Strategic Initiative
The key performance in SKP can be measured according to the performance
measurement terms set by government agencies therefore performance
documentation is carried out against performance achievements in the form of
products or outputs from the key performance in SKP and can be in the form of
other supporting data that describe performance achievements. Performance
Documentation is laid out in the following format:
Figure 3. 4. Performance Documentation Format
The development of ICT and the industrial revolution 5.0 has encouraged a
paradigm shift in human resource management including related to the
management of employee performance. Therefore, related to the

51
implementation of ASN performance management, this book also offers
performance management design oriented to the needs of future changes.
Ideally ASN performance management should be able to accommodate the
implementation of dynamicly agile organization and Smart ASN. Thus, it is
necessary to improve and sharpen the ASN performance management system
that can accommodate various changes both related to organizational dynamics
and the role of ASN.
The design of Employee Performance Targets (SKP) currently has not
accommodated all the potentials and capabilities possessed by ASN such as ASN
roles outside the organizational unit or their agencies either under official
assignment and for their expertise needed by other agencies. For example, a
researcher also gives lectures in college, facilitation in training, as well as
motivation, and coaching in various Ministries (K)/Government Institutions
(L)/Local Governments (D) related to the new development of government
bureaucracy. Such matters have not been accommodated in the current SKP, so
various ASN activities that contribute to efforts to achieve new development of
bureaucracy have not received reasonable recognition and reward.
Based on the above argument, it can be inferred that ASN performance
management model and agile SKP can accommodate the roles and tasks of ASN
in accordance with their field of expertise and capability.

52
Figure 3.5. ASN Agile Performance Management Implementation Cycle
Performance Monitoring
Civil Service Performance Monitoring is a series of processes carried out by
civil service performance assessment officers to observe the achievement of
performance targets contained in SKP. This monitoring is conducted by the civil
service performance assessment officers towards civil servants periodically and
continuously during the SKP implementation process, at least once in each
semester of the current year. This is done by observing performance
achievements through performance documentation contained in non-electronic
or electronic information systems. In addition to information systems,
monitoring can also be done through performance dialogues.
The civil Service Performance Assessment Officer is the direct superior of
the civil servants. The assessment can be done by, at least, supervisors or other
officials who are delegated with the authority. Monitoring of civil service
performance aims to find out the progress of civil servant performance so that
there are no delays and/or deviations. In the event of delays and/or
irregularities, civil servants and/or civil servant performance assessment officers
must immediately find the cause and must immediately attempt to overcome
and accelerate it so that it can achieve the predetermined targets and objectives.

53
In monitoring the performance of civil servants, civil service performance
assessment officers can be assisted by performance managers, namely officials
who carry out the duties and functions of managing the performance of civil
servants. The results of monitoring the performance of SKP implementation
based on objective evidence and changes in the organizational environment can
contain recommendations for SKP adjustment.
The civil service Performance Assessment Officer and/or Performance
Manager can make SKP adjustments if in the current year there are certain
conditions that result in performance planning requiring adjustments. Certain
conditions are as follows:
a. change of personnel in charge.
b. changes in strategies that affect the achievement of goals and
objectives (changes in programs, activities, and budget
allocations).
c. changes in priorities or assumptions that have significant
consequences in the process of achieving goals and objectives.
d. Changes due to illness and leave that takes more than one month.
e. changes due to the assignment of other ministries from the head
of the work unit that makes the civil servants unable to carry out
their duties and functions that take more than one month, namely:
1. competency development, 2. assignments to represent
institutions and/or countries, and
f. Other certain conditions, which can be done with the approval of
the minister/at the level of the minister.
Follow-up of performance monitoring results in addition to SKP adjustment
recommendations can also be in the form of Performance Mentoring and
Performance Coaching. Performance Mentoring and Coaching will specifically be
discussed in the Performance Coaching Chapter.

54
Figure 3. 6. Mechanism of SKP Adjustment

55
CHAPTER IV
COUNSELING, MENTORING AND COACHING
Introduction
The process of implementing counseling, mentoring and coaching activities
is an activity that aims to improve the civil service (ASN) performance. These
three activities are specifically not listed in the Performance Management
System cycle contained in Government Regulation No. 30 of 2019 concerning
The Assessment of Civil Service Performance. Performance Management Cycle
in accordance with Article 5 of Government Regulation No. 30 of 2019 includes:
a. Performance Planning; b. Implementation, Monitoring, Performance
Coaching; c. Performance Assessment; d. Follow-up and e. Civil Service
Performance Information System.
However, implicitly the process of counseling activities and performance
guidance is explained in article 30 paragraph (2) in Government Regulation No.
30 of 2019, that the process of coaching civil servants can be done through
performance guidance and performance counseling. The statement of
paragraph (3) in article 30 that the process of implementing performance
counseling and performance guidance is carried out continuously based on
performance monitoring. Performance monitoring is part of the performance
management cycle, at the time of performance monitoring there is an activity
called performance measurement which is a measurement of the progress of
performance that has been achieved in each period (daily, weekly, monthly,
quarterly, semesterly and/or annually). The implementation of this performance
measurement activity is to compare the results (ouput) with the target
achievements that have been set perodically.
The process of measuring performance that is carried out periodically not
only measures the achievement of results(output) with the targets it wants to
achieve but also measures aspects of civil servant behavior during carrying out
their performance activities. Based on article 25 paragraph 1 in Government
Regulation No. 30 of 2019 aspects of behavior consist of: a. service orientation;
b. commitment; c. work initiatives; d. cooperation; and e. leadership.
Performance monitoring activities in which there are performance

56
measurement activities are carried out by civil service performance assessment
officers periodically and continuously in the process of implementing SKP at least
1 (one) in each semester in the current year. Thus, the process of performance
counseling activities and performance guidance will be strongly correlated with
performance monitoring activities. The results of this performance monitoring
activity are used as the basis of the Performance Assessment Officer to
determine whether the civil servant will be given counseling and/or performance
guidance.
Guidance activities for civil servants are also contained in Government
Regulation No. 11 of 2017 concerning The CivilService Management. Civil service
work guidance is a method of competency development in the form of non-
classical training. The activities of implementing guidance in the workplace
described in this chapter are mentoring and coaching. The selection of both
types of guidance implementation, mentoring and coaching, due to the fact that
they have specifically been given during the leadership training. But in general
mentoring and coaching has also been applied in the process of human resource
development in state-owned enterprises and private sectors.
Human resources aspect becomes a very important element for the
development of an organization because intellectual capital can be developed
along with the development of scientific progress and the dynamics of
environmental changes both internally and externally. The advantages of human
resources are different from other factors of production sources because they
have innovation and entrepreneurship capabilities, unique qualities, special
skills, different services and productivity capabilities that can be developed as
required (Mathis, 2003).
This is a very relevant reason if counseling, mentoring and coaching can be
implemented within the ASN, especially the civil servants, to improve their
performance. Thus, the government's ideal to realize ASN into Human Capital in
accordance with the National Medium-Term Development Plan (RPJM) in 2020
- 2024 will soon be achieved. On this basis, counseling, mentoring, and coaching
activities are described in their own chapters, while the other reason is that
these three activities become one part of the process of implementing the civil
service performance management cycle. The implementation of counseling,
mentoring, and coaching activities in a diagram related to the performance
management cycle is as follows:

57
Figure 4.1. Performance Management Cycle
In order for the implementation of counseling, mentoring and coaching
during the implementation of the performance management cycle to run well,
this chapter can be used as a guide in the implementation within the government
agencies. Explanations related to counseling, mentoring and coaching in this
chapter, broadly start from understanding or definition, objectives and
elements, mechanisms, and forms of activity implementation.
.
Counseling
Counseling terminology is relatively familiar within the civil servants
because the term has been used since elementary to high school, namely
guidance and counseling teachers (BP Teachers) in accordance with the
development of the times turned into guidance and counseling teachers (BK
teachers). If a student is called by a BP/BK teacher,it means that the student has
problems related to behavior and learning achievement results in school. Thus,
it can be concluded that counseling activities are not new among ASN, especially
civil servants, but the implementation of counseling activities is rarely applied to
solve problems of civil servant’s behavior.
Etymologically the term of counseling is derived from the Latin counselium
meaning "together" or "talking together" which is coupled with "receiving"
or"understanding". Counseling term based on the English dictionary comes from

58
the word Counsel which means: advice or recommendation (to obtain counsel).
Thus, etymologically counseling serves as a process of giving advice,
recommendation, and talking to exchange ideas.
Based on this etymological understanding a number of experts such as
Shertzer and Stone define counseling as follows: "Counseling is an interactive
process which facilitates meaningful understanding of self and environment and
results in the establishment and/or clarification of goals and values of future
behavior”, that is, the process of interaction between counselors and clients so
that the individual (client) is able to understand himself as well as his
environment so as to enable them to make decisions in accordance with their
self and organization in the future.
The term, counseling, according to ASCA (American School Counsellor
Association) is a face-to-face meeting that is confidential filled with attitudes of
acceptance and giving opportunities from counselors to clients (clients).
Counselors are professionals with the competence of knowledge and skills to
help the problems that are possessed by the client.
According to Lewis (in Prayitno and Amti, 2004) counseling is a process of an
individual experiencing problems especially related to his behavior, so it takes
someone who is able to overcome it through a persuasive approach with a
number of communication and actions needed to stimulate the development of
his behavior that is more effective and beneficial to his environment.
Winkel W.S as an expert in guidance and counseling in the field of education
explained that counseling activities have 2 (two) aspects that must be fulfilled,
namely: the counseling process and face-to-face meetings. The process aspect
occurs when the client (client) experiences a series of changes in him so that he
realizes it will be a problem for him. This series of changes to him is in sequence
as follows: expressing the problem completely by looking at the core problem
more clearly and completely, facing the problem more calmly and rationally,
finding a solution to the problem wisely and comprehensively, having the
courage to complete the solution with a number of concrete actions after the
counseling activity ends. The face-to-face aspect shows the period of meeting
time between the counselor and the client in person through a number of
interviews conducted related to the problem of the client. Counselors

59
professionally adopt certain techniques that are expected to be able to
overcome the problems faced by the client.
Based on a number of understandings above, counseling within the civil
servants is an advocacy activity that is done face-to-face with interviews and
scheduled methods. This activity is carried out by counselors (who have
expertise in the field of guidance and counseling called psychologists) with
clients who are civil servants related to the behavioral problem at large so as to
affect work activities and the surrounding environment.
The process of counseling activities is carried out after the results of
assessment, measurement, and/or reporting from other parties and/or clients
on the problems faced by him. The counselor will give a number of advice in
accordance with the competence he has to the client to be followed up so that
problems related to behavior can be resolved. Aspects of behavior handled by
counselors more broadly are not only limited in accordance with Government
Regulation No. 30 of 2019.
Purpose of Counseling
Counseling activities within the civil servants have a number of objectives
that are more focused on the client as follows:
a. There is an increased understanding of himself as a client so that he can
find himself to be more willing to accept and be more open to the
positive aspects of his personality;
b. Improved development of the ability to organize himself and direct his
own life to be more purposeful and beneficial to his environment;
c. There is an increase in the client’s sensitivity towards other people
expectations and have empathy towards others so that there is mutual
care with others as a philosophy of living together;
d. There is an increase in constructive attitudes and behavior as a basis for
realizing the goals they want to achieve;
e. Increase positive thoughts so as to be able to reduce the sense of anxiety
and alienation towards him;
f. The existence of increased communication with colleagues that will be
useful to interact with others in providing assistance in solving work
problems;
The goals to be achieved in the process of implementing counseling
activities are more focused on improving the aspect of behavior (attitude) that

60
becomes a problem. At the end of counseling activities, it is expected that this
goal will be achieved by the client. Thus, the problems related to the behavior
aspect can be solved, as long as the client can carry out his work well and in
accordance with the goals he wants to achieve.
The process to solve behavioral problems that occur in the client is an
integral part of the performance management cycle, especially in the process of
coaching activities (contained in the implementation cycle, monitoring, and
performance coaching). The mechanism of the implementation of counseling
activities as one of the methods of implementation of performance coaching is
as follows:
Counseling Mechanism
Counseling is one of the coaching methods given to civil servants in
addition to mentoring and coaching. The process of implementing counseling is
carried out by a counselor who has a concern in guidance and counseling
activities (usually done by psychologists) with a client who has behavioral
problems. The general purpose of the implementation of counseling within the
civil servant is to improve the performance of civil servants due to problems with
civil servant behavior in the workplace.
The process of counseling mechanisms implemented within the civil
servants is as follows:
1. Behavioral Assessment before Counseling activities
The mechanism of the implementation of counseling activities within the
civil servants starts from the process of identifying civil servants who have
problems related to the behavior (attitude). The process of identifying behavior
problems is derived from a number of behavioral assessments, measurements,
and/or reporting processes as follows:
a. Assessment activities are carried out in 360 degrees by peers related to
aspects of behavior. The process of this assessment activity is carried out
on the performance assessment cycle for behavioral aspects. If the
assessment of behavior is below the standard that has been established,
the civil servant must carry out counseling. The performance Assessment
Officer who is also the boss directly records comprehensively all of his
subordinates who are obliged to carry out counseling in accordance with

61
the results of behavioral assessments. Behavioral assessment data was
obtained at the end of December after the employee performance
assessment process has been completed (both superiors and
subordinates signed the results of the performance assessment).
b. Measurement activities are the process of monitoring (occur in the
implementation cycle, monitoring and coaching performance)
performance implementation according to the performance targets he
wants to achieve based on the term that has been agreed upon. If the
performance (output) results are lower (in quality and/or quantity)
compared to the performance targets that he wants to achieve on a
periodical basis (weekly, monthly, quarterly, semesterly and/or
annually), then the task of the Performance Assessment Officer is to
clarify to his subordinates. If the results of clarification show that it turns
out that low performance is caused by behavioral aspect, the civil servant
is obliged to be counseled.
c. The results of the reporting process obtained directly from subordinates
related to behavioral problems (independently subordinates report
problems related to behavioral aspect) or reported by other parties with
evidence related to the concerned subordinate behavior. This reporting
process can be done at any time because behavioral problems can occur
at any time without time-bound.
A direct superior who is also a Performance Assessment Officer is
responsible for the civil servant coaching process. One method of civil servant’s
coaching is counseling, this activity must be carried out by professional
counselors (psychologists) who can competently provide a solution to problems
related to behavioral aspects within the civil servants. Direct superiors who
happened to have competence as psychologists can directly overcome problems
related to aspects of behavior immediately. If the direct superior does not have
competence as a psychologist then it is mandatory to register his subordinates
to be given counseling. Recapitulation of counseling data will be given to the HR
section/unit/bureau for immediate action.
The identification process performed by the Performance Assessment
Officer related to the process of assessing or measuring the behavior of his
subordinates is recorded on the following form:

62
Table 4.1. Counseling Activity Assignment Form
Name
(assessee)
: …………………………………………………………………..
Employee ID : ……………………………………………………………………
Performance
Assessment
Officer
: …………………………………………………………………..
Employee ID : ……………………………………………………………………
Work Unit : ………………………………………………………………….
Effective Date :
Reason for
counseling
:
Note:
Performance Assessment Officer is obliged to elaborate the reasons why their
subordinates need the counseling with a number of supporting evidence.
Performance Assessment Officer
(………………………………..)
The results of the recording conducted by the Performance Assessment
Officer will be recapitulated by the head of the work Unit to be submitted to the
HR Bureau/ section to be included in counseling activities by attaching table IV.1.
Counseling Activity Assignment Form. The Counseling Data Recapituulation
Table compiled by the Head of the Work Unit is as follows:
Table 4.2. Recapitulation of Civil Servant Counseling Data
Work Unit : ……………………………………………………….
Counseling
Method
: Counseling/Mentoring/Coaching (coret yang tidak
perlu)
Proposed
date
: ………………………………………………………………………

63
No of Civil
Servant
: …… ..(in line with the name(s) in list attached)
No NAME Employee ID Remark
1.
2.
3.
Etc.
Note::
Please kindly fill in the behavioral problems from the results of
assessment or measurement and/or reporting
acknowledged
Director of Work
Unit
(……………………………)
2. Counseling Activities
The HR Unit has the authority to collect all the results of recapitulation of
civil servant counseling data from all work unit management within government
agency to follow up on implementation. The process of implementing counseling
activities carried out by the HR unit is as follows:
a. The HR unit section identifies the overall collection of recapitulation of
civil servant counseling data derived from the entire work unit leadership.
The HR unit section does not have the right to change the recapitulation
of civil servant counseling data derived from the head of the work unit but
can clarify to the head of the work unit in case of discrepancy in the
number of counseling activity determination forms (table IV.1) with the
number of civil servants who will carry out counseling activities (table
IV.2).

64
b. The HR section will set a schedule for the implementation of counseling
activities based on the results of the collection of recapitulation of civil
servant counseling data from the head of the work unit. The HR
department has contacted its counselor (psychologist) to adjust the
implementation of counseling activities on a scheduled basis.
c. The HR section will send a letter to the client who is a civil servant carbon
copied to the Head of the Work Unit and/or performance assessment
officer related to the schedule of counseling implementation. The client
and the Head of the Work Unit and/or performance assessment officer
must comply with the schedule set by the HR section unless on the date
that has been set, the client has earlier obtained the task from the
Performance Assessment Officer or the client is sick, it can be
rescheduled. The rescheduling process will be carried out by the HR
section by communicating with the counselor (psychologist).
d. To facilitate the process of implementing counseling activities, the HR
section compiled a table for the implementation of counseling activities
that are scheduled as follows:

65
Table 4.3. List of Names of Counseling Activity Participants
Starting Date : …………………………………………………
Duration : …………………………(maksimal 4 jam)
Name of
Counselor
(Psikologist)
: …………………………..
Venue *) : ………………………………………………
No Name Employee
ID
Work Unit Schedule
**)
1. ……………
…
……………… ……………… ………
2. ……………
….
………………
.
……………….. ……….
3. ……………
…
…………….. ……………. ……….
Etc.
Head of HR
Bureau/Division
(………………………………………)
Note:
*) Counseling can be done face-to-face either online or offline. If done online,
HR section must include the address of the zoom meeting to be given to the
client, as well as if done offline, the venue must be listed.
**) The maximum allocation of counseling time is one hour so that participants
must be present 30 minutes prior to the counseling schedule at the location
where thecounseling takes place.
e. Professionally, counselors with the competence that they have conduct
counseling activities by interviewing the client, namely civil servants. The
process of conducting interviews between counselors and clients can be
done offline or online. The maximum interview process between the

66
counselor and the client is 60 minutes. The instrument of conducting
counseling interviews authorized by the counselor cannot be displayed in
this chapter. The results of this interview are submitted to HR to be
submitted to the Performance Assessment Officer. Performance
Assessment Officials will keep the results of counseling implementation.
The obligation of the Performance Assessment Officer is to follow up on
the results compiled by the counselor to be adhered to. Similarly, the
client is obliged to carry out advice and notes provided by the counselor
at the time of counseling. A number of advice and notes provided by
counselors to the client are required to be implemented and the
supervisory process is carried out by the Performance Assessment Officer
as the direct supervisor of the client.
f. The HR section will compile a list of participants' names after carrying out
counseling activities with the following instruments:

67
Table 4.4. List of Post-Counseling Participants
Starting Date : …………………………………………………
Duration : …………………………(maximum 4
hours)
Name of
Counselor
(Psikologist)
: …………………………..
Venue *) : ………………………………………………
No Name Employee
ID
Work Unit Result
**)
1. …………… ………… ……………… ………
2. …………… ………… ……………….. ……….
3. …………… …………….. ……………. ……….
Dst
Head of HR Bureau
/Division
(………………………………………)
Note:
*) Counseling can be done face-to-face either online or offline. If done online,
HR section must include the address of the zoom meeting to be given to the
client, as well as if done offline, the venue must be listed.
**) The results of counseling are based on the instruments written by the
counselor submitted to the HR division and carbon copied to the Performance
Assessment Officer.
g. The process of counseling will end if the results of the counselor state that
the client does not require the implementation of counseling activities.
Mentoring
The implementation of mentoring activities is based on a reference to a
literary work of Greek mythology written by Homer under the title Odyssey. This
literary work tells the story of Mentor, an elderly man who was given the task of

68
the Odyssey to look after his son named Telemachus, when the Odyssey went to
war. In this story, there is not much information related to Mentor's interaction
with Odyssey. The story develops then the role of Mentor is taken over by the
Goddess Athena who guides the Odyssey who begs to find her father. Based on
the story of ancient Greek mythology it turns out that mentoring activities have
been formed for a long time, and the process of duplication of this activity is also
carried out in a number of professions, a number of examples of duplication of
mentoring activities that succeed in the field of literature (Gertrude strain
mentoring Ernest Hemingway), the field of science (Henry Harlow mentoring
Abraham Maslow) and in the field of politics (George Wyth mentoring Thomas
Jeferson).
Based on a number of successful mentoring activities in a number of job
professions, a number of experts define mentoring, among others: Crawford
(2010) defines mentoring as "interpersonal relationships in the form of support
and care between someone who has the experience and knowledge with
someone who has less experience and a little less knowledge".
Zachary (2005), in Sutrisno, W (2017) explains that mentoring is "A
relationship of mutual and collaborative learning between two or more people
who share the same responsibility and accountability to help mentee work to
achieve clear and shared learning goals"
According to Santrock (2007) Mentoring is "Guidance given through
demonstration, instruction, challenge, and encouragement on a regular basis
over a period of time. Mentoring is usually done by older individuals to improve
the competence as well as the character of younger individuals. During this
process, the mentor and the mentee develop a bond of mutual commitment
involving emotional character and is colored by respect and loyalty."
Based on a number of definitions, the understanding of mentoring
activities within the civil servant is a mentoring process carried out
demonstratively by someone who has extensive experience, excellent
knowledge, and skills in a field of work (called mentor) with the aim to improve
competence (knowledge and skills) and character of experience to the younger
(seen from the aspect of experience, competence and/or age called mentee).
This mentoring process is carried out regularly, scheduled, and organized in an
emotional bond that respects and trusts each other.
Thus, it can be concluded that the process of mentoring activities is carried
out by a mentor who has the experience, knowledge, and skills in a particular

69
field of work aimed at improving competence (knowledge and skills) and
character of experience to mentee younger people from aspects of experience,
competence and/or age so that it is expected to improve their performance in
the organizational unit environment.
This mentoring activity is carried out after the results of the assessment,
and/or measurement of the results (output) of performance. If the achievement
of the result (output) is lower than the target he wants to achieve while the
behavioralassessment of a mentee is in accordance with the standards that have
been set then there is a problem in the aspect of competence (knowledge and
skills) owned by a mentee.
1. Mentoring Purpose
The purpose of mentoring activities is more focused on improving aspects
of competence (knowledge and skills) and the character of experience possessed
by the mentee. The objectives that are expected to be achieved in the mentoring
process are as follows:
a. Increase in performance improvement, by implementing this mentoring
activity it is expected that the mentor can guide the mentee to complete
the performance target plan he wants to achieve;
b. The process of accelerating learning, mentoring activities is one of the
training techniques on the job training, namely mentors give practical
guidance to mentee related to the completion of their jobs.
c. The process of increasing employee empowerment, at the time of
mentoring the mentoring process carried out by mentors through
mandatory work practices to involve mentees, so that the increase in
mentee empowerment in completing the work will be achieved.
d. The low process of employee turnover, with the implementation of
mentoring, the process of transferring knowledge, skills, and experience
from mentor to mentee take place so that the competence (knowledge
and skills) possessed by mentee is expected to increase. With the
increase in competence possessed by mentees, the process of changing
employees will be very rarely implemented.
e. Increasing employee motivation, mentoring activities will have a direct
impact on increasing employee motivation. A mentee who has not
maximally completed his work prior to mentoring process can easily
complete his task after mentoring. The process of completing the work

70
done by the mentee to the maximum will have an impact on increasing
his motivation.
Thus, it can be concluded that the process of mentoring activities is a
mentoring activity carried out by a mentor in practice to a mentee with the aim
to improve aspects of his knowledge, skills, and experience so as to have an
impact on the completion of his task to the maximum.
In order for the process of mentoring to run well and the desired goal is
also achieved, the mechanism of the mentoring process will be explained in this
chapter. The process of mentoring activities is an integral part of the
performance management implementation cycle and part of the
implementation of the performance coaching process.
2. Mentoring Mechanism
In contrast to the implementation of counseling whose nature of the
interaction is one-way, the implementation of mentoring is more interactive
because the mentor directly provides guidance and practice in the completion
of his work. The occurrence of mentoring activities due to the problems faced by
the mentee, namely the result (output) produced is not in accordance with the
target he wanted to achieve, especially in certain periods (monthly, quarterly,
and/or semesterly). So that the performance results (output) produced by the
mentee do not experience problems at the end of the period for the
achievement of the target, the Performance Assessment Officer will appoint a
mentor to conduct guidance to the mentee in completing their performance
target.
In general, the implementation of mentoring within the civil servants
mechanism is as follows:
2.1. Performance Measurement before Mentoring.
The implementation of mentoring aims to improve competence (aspects
of knowledge and skills) and the learning process from the experience of others
so that the results (output) of performance are in accordance with performance
targets that have been set in a certain period of time. Thus, the implementation
of mentoring will be given to a civil servant if the results (output) of performance
do not meet performance targets (either in quality and/or quantity) in a certain
period of time.

71
During the performance planning, civil servants have an obligation to
outline the full target in a number of smaller targets to achieve with a shorter
time than the time of the specified period. The objectives outline the target to
be smaller than the intact target so that the Performance Assessment Officer can
measure that the results (output) of civil servants in a certain period of time
(monthly, quarterly, or semesterly) in accordance with the target they want to
achieve at the same period. There will be problems if the performance results
(output) are lower than the desired target in a certain period of time, then the
Performance Assessment Officer will require the civil servant to follow
mentoring activities.
The mechanisms for identifying performance measurements with the
objectives set to develop the civil servants through mentoring are as follows:
a. Civil servants after the approval and determination of Employee
Performance Goals by performance assessment officers are obliged to
outline their performance targets to smaller targets in a shorter period
of time. This activity has the goal that the process of monitoring
performance results by performance assessment officials is easier.
b. Civil servants are obliged to report all the processes of their activities and
upload the performance that has been generated every day to the
performance information system.
c. Performance Assessment Officers are obliged to carry out monitoring to
all their subordinates related to performance results in performance
information systems. Implementation of monitoring activities related to
the results of subordinate performance at least 3 (three) days
d. Performance Assessment Officer is obliged to measure the performance
results of all his subordinates by comparing the results (output) of the
performance he delivers with the description of the target he wants to
achieve in a certain period of time.
e. The Performance Assessment Officer will identify his subordinates whose
performance results (output) are lower than the description of the target
he wants to achieve in a certain period of time.
f. The results of this identification will be clarified to subordinates for
mentoring activities. The Performance Assessment Officer offers a
mentor to carry out the guidance process to his subordinates to complete
the remaining approved work targets.

72
g. Performance Assessment Officer has the right to be his subordinate
mentor because competence and experience in the field of work is better
than his subordinates.
h. Performance Appraisal officials also have the right to appoint the name
of someone who is able to guide their subordinates.
i. In order for the process of implementing mentoring activities to run well,
the Performance Assessment Officer compiled a form for the
implementation of mentoring activities.
Table 4.5. List of Names of Mentoring Participants
Name :
Work Unit :
Mentor :
Mentoring period*) :
Reason for selecting a
mentor**)
:
Acknowledged by Approved by
Head of Work Unit Performance Assessment Officer
(…………………………) (………………………………)
Note:
*) Performance Assessment Officer can estimate the length of time of mentoring
implementation based on the description of performance targets proposed by
subordinates
**) Performance Assessment Officer is obliged to write the performance
problems faced by his staff on the form and appoint a mentor who has a number
of competencies (knowledge and skills) and experience that can guide his
subordinates. The appointment of the mentor must be known by the head of the
work unit (the head of the work unit has the right to submit a different mentor).
j. The head of the work unit sends a letter to the HR Section related to the
implementation of employee mentoring activities in his work unit by
attaching a form listing the names of mentoring participants.

73
2.2. Implementation of Mentoring Activities
The process of implementing mentoring activities will be carried out after
the head of the work unit sent a letter requesting mentoring activities to the HR
section. The authority of the HR section is to administer the process of
implementing mentoring activities derived from a number of work unit requests.
The HR section will be administratively responsible for the process of organizing
mentoring activities.
The flow of mentoring activities is as follows:
a. The HR section sent letters to mentors and mentees related to the
implementation of mentoring activities. The substance of the letter
submitted to the mentor describes the material (performance targets
to be achieved by the mentee), the timing of the mentoring
implementation as well as the obligation of the mentor to report the
substance to the Performance Assessment Officer and administrative
aspects to the HR section (related to the number of meetings during the
implementation of mentoring). The letter submitted to the mentee is
related to the time of implementation of the mentoring and the name
of the mentor who will guide.
b. Mentor after receiving a letter from the HR section immediately design
the schedule, the substance of the material to be delivered and the
output to be produced during the mentoring activity process. The
material to be delivered by the mentor is closely related to the
performance targets that will be delivered by the mentees. Similarly,
the output to be produced by the mentee will support the achievement
of the performance targets that have been set. The form of the mentor
implementation schedule that can be considered by the mentor is as
follows:

74
Table 4.6. Schedule of Implementation of Mentoring Activities
Mentee :
Employee ID :
Work Unit :
Mentor :
Employee ID ::
Duration of
Mentoring
:
Session Date Time Materials
presented
Output
produced by
mentees
1
2
3
4
Etc
Mentor
(……………………….)
c. The form of the implementation schedule of this mentoring activity is
signed by the mentor and submitted to the HR section with the carbon
copy to the Performance Assessment Officer and Mentee.
d. Based on the schedule, the implementation of mentoring activities
begins. When the implementation of mentoring activities begins, the
Performance Assessment Officer has the responsibility to monitor the
substance of the implementation (the output produced by the mentee
during mentoring activities) by contacting the mentor. The HR section
only monitors the implementation process in accordance with the
schedule that has been set.

75
e. The process of mentoring implementation will end according to the
schedule that has been set by the mentor. Thus, the mentor has the
authority to report the results of mentoring to the HR section. The form
of the results of mentoring activities is as follows:
Table 4.7. Results of Mentoring Activities
Mentee :
Employee ID :
Work Unit :
Mentor :
Employee ID
Session Dat
e
Time Materials
presented
Desired
Output
Output
Assess
ment *)
1
2
3
4
Etc.
Note:
It contains mentor assessment related to the competency
achieved by mentee as well as the process of mentoring
activities
Mentor
(…………………..)
Note:
*) The output assessment is carried out by the mentor related to the output
produced by the mentee compared to the output desired by the mentor. The
assessment process can be either a number or quantitatively (very good, good,
sufficient, insufficient, or poor)

76
f. Mentors send letters to the HR section related to the completion of the
mentoring process by attaching form IV.7 with the carbon copy to
performance assessment officers and mentees.
Coaching
The term coaching was better known in sports in the early 60s to 80s, with
the basic word "coach" meaning trainer. In the early '70s, the phrase coaching
was developed by tennis coach W. Timothy Gallwey in his title book: "The Inner
Game of Tennis". The substance of his book concludes that the process of
training a professional athlete cannot be carried out in an instructional manner.
Professional athletes in Gallwey's view (1974) are people who already have
enough knowledge and skills to display optimal performance. What makes that
ability not appear is the so-called 'inner game', which is the mental and
emotional state of an athlete. Gallwey also changed his coaching style from the
process of giving instructions to the process of facilitating.
The thinking of Gallwey who is a professional tennis coach was adopted
not only in the field of sports but also spread out in the fields of business,
government, workplace, academia, and a number of other fields. Based on
Gallwey's thoughts. A number of experts define coaching such as Bresser and
Wilson in Kaswan (2012): coaching is the key to unlocking a person's potential to
maximize his performance, helping someone to learn rather than teach him. The
philosophy of coaching itself is to empower others by facilitating the learning
process that will have an impact on personal growth and performance
improvement.
The International Coach Federation, founded in 1995, defines coaching as
follows: "coaching is partnering with clients in a thought-provoking and creative
process that inspires them to maximize their personal and professional
potential" is a partnership activity with clients through the process of provoking
minds creatively so as to inspire them to maximize their personal and
professional potential,
Whitmore John (2002) defines coaching as unlocking a person's potential
to maximize his performance through the process of activities facilitating the
learning process so as to maximize the utilization of his potential to improve
performance.

77
Petersen and Hicks (1999) define coaching as equipping someone with the
tools, knowledge, and opportunities they need to develop themselves to be
more effective. Sieler defines coaching as a learning process between coaches
(who facilitate coaching) and coachees (who receive coaching) to partner and
learn together.
Based on a number of definitions above, the understanding of coaching in
the civil servant environment is a process of partnering activities between
coaches (who provide assistance) and coachees (who receives partnering) to
increase his potential and professionalism so that it becomes more effective in
the process of improving performance.
Thus, the process of coaching activities in the civil servant environment will
be given to employees with criteria based on the measurement of performance
results in accordance with expectations and high potential (when the
performance assessment process is in box 8) or the measurement of
performance results above expectations and high potential (when performance
assessment is in box 9). This coaching activity refers to the derivative of
government regulations related to performance management, namely
Permenpan No. 3 of 2020 on Talent Management of the State Civil Apparatus
ASN).
Based on the description, it can be concluded that the implementation of
coaching will be given to a number of employees whose results of monitoring
assessments and measurement of performance (outputs) with the targets they
want to achieve has been achieved accordingly and there is no problem in the
performance behavior aspect.
1. Coaching Objectives
The purpose of carrying out coaching has an impact on coaches (people
who serve as partners) and coachees (people who are being partnered) are as
follows:
a. Strengthening the partnership process, the implementation of this
coaching activity has implications for equality in the relationship
between coach and coachee. This equality does not have higher
authority (this means competence and experience of a coach equal or
lower in quality than coachee)
b. Provoking thoughts, the implementation of coaching is very different
from counseling or mentoring due to activities that are dialogue, Q&A, or

78
discussions between coaches and coachees so that it willhave a tendency
to provoke a deeper thought process for the coachees.
c. Digging for a number of inspirations, based on the results of the process
of provoking the mind will have an impact on the emergence of a number
of inspirations triggered by coachees to find a number of solutions that
were never thought of before.
d. Maximizing the potential of the coachees, the results of a number of
inspirations are clear proof that a coach is able to explore the maximum
potential of the coachees.
Based on a number of goals that want to be achieved at the time of
coaching, to become a coach requires a number of training that are able to
maximize the potential contained in the coachee so as to enable them to come
up with a number of inspirations that are beneficial to his performance. A person
appointed to become a coach has obtained a certification called the Professional
Coach Certification Program (PCCP) issued by the International Coaching
Federation (ICF). Graduates of this certification program will get the title of
Certified Professional Coach (CPC). Certification to become a professional coach
becomes a challenge in itself so that for the implementation of coaching is very
rarely done within the civil servant.
2. Coaching Mechanism
Coaching is one of the civil servant development activities that are very
different from counseling and mentoring. In counseling activities, there are
elements that must be improved, namely the element of behavior (attitude)
whereas in mentoring the one that must be improved is performance through
the process of developing knowledge and skills and the process of learning
experiences from others. Civil servants who can follow the coaching must have
minimum competency value and good performance, thus civil servants who
follow coaching are given the challenge to issue all their potential to produce
competence and performance beyond the limits that have been set.
The implementation of coaching within the civil servant still requires a
number of adjustments in order to run properly and achieve the desired goals.
A number of adjustments that can be made so that it can be held within the
government agencies are as follows:
a. To be a coach, he or she must, at least, have participated in the training
held by government-owned or private coaching training institutions.

79
b. To become a coachee, he or she must, at least, have an SKP score within
the expectation and have moderate potential.
After the adjustment provision process is agreed upon within the civil
servants, the mechanism of implementation of coaching activities is as follows:
2.2. Measurement of Potential and Performance Before Coaching
The mechanism of coaching activities that are carried out within the civil
servants is as follows:
a. Performance Assessment officer identifies employee SKP assessment
after performance rating.
b. Civil servants who obtain SKP assessments with predicates above
expectations and in accordance with expectations are included in
potential measurement activities.
c. Performance Assessment Officer sent a letter to the HR section to
register a number of names of his subordinates (SKP score above and in
accordance with expectations) to follow potential element
measurement activities (in accordance with Permenpan No. 3 of 2020
concerning ASN Talent Management).
Table 4.8. List of Names of Potential Measurement Participants
Performance
Assessment
Officer
:
Employee ID :
Work Unit :
No Name Employee ID SKP Score *)
1
2
3
4
Etc.
Performance
Assessment Officer

80
(…………………………)
Note:
*) The SKP score listed after the performance rating is performance above
expectations, or performance in accordance with expectations.
d. Measurement of potential elements include: measuring the potential
carried out by the assessment center (intellectual ability, interpersonal
skills, strategic and critical thinking skills, ability to solve problems,
emotional intelligence, etc.), competency tests (technical, managerial,
and socio-cultural competencies), Track Record of Position (aspects of
formal education, education, and training, experience in the position)
and other considerations (educational qualifications, career preferences,
and organizational leadership).
e. Civil servants whose assessment of potential elements are: medium
potential and high potential meet one of the requirements to participate
in coaching activities
f. The result of civil servant’s assessment to participate in coaching
activities is an SKP score minimum with performance assessment in
accordance with expectations and potential value of at least medium
potential.
g. The HR section arranges a recapitulation of the coachee's name and the
name of the coach involved in the implementation of coaching activities
Table 4.9. List of Names of Participants in The Implementation of Coaching Activities
No Coachee Work Unit Coach
1
2
3
4
Etc.

81
Head of HR
Bureau/Division
( …………………………….)
h. The HR section sent a letter to the Performance Assessment Officer
related to the implementation of coaching activities with the coachee
and coach
2.3. Implementation of Coaching Activities
The implementation of coaching activities will begin after each coachee
and coach receives a notification letter from the HR section with the following
implementation mechanism:
a. Coachee is motivated to contact the coach to do a meeting schedule
agreement related to coaching activities;
b. After the coach agrees on a meeting and arranges a schedule for the
implementation of coaching activities, the coachee has an obligation to
comply with the schedule set by the coach.
c. Coaching meetings can be conducted online and/or offline based on the
agreements that have been made.
d. During the implementation of coaching, the coach must be able to
implement 8 (eight) coaching technical processes compiled by the
International Coach Federation (ICF, 2012) namely: building a
relationship of security (build rapport and safety), determining and
understanding the agenda (set and understand the agenda), exploring
issues and concerns, Talk about feelings and viewpoints (Deal with
feelings and mindsets), Exploring opinions and developing options
(brainstorms and funnels options), seeking commitment into a SMART
work plan (seek commitment to SMART action plan), asking the coachee
to conclude a work plan (ask the client to summarize action plan), closing
meeting warmly and positively (end on warm and positive more)
e. The end of the implementation of coaching activities is the arrangement
of work plans by coaches and implemented in the form of activities
supervised by their coaches.
Conclusion

82
1. The implementation of counseling activities is a process of advising,
mentoring activities are a guiding process and the coaching process is a
partnering process.
2. Counseling activities aim to improve past problems related to behavior,
mentoring activities fix problems in the present related to performance,
and performance improvement, and coaching activities for the future
performance that exceed the targets set.
3. Counseling and mentoring activities still refer to the ASN performance
management process, as for coaching activities they refer to not only the
performance management process but also to the talent management.
4. Communication strategy of counseling activities is more one-way
(meaning a client must comply with the advice of his counselor) while
mentoring and coaching communication strategies is two-way (the
implementation of mutually reinforcing communication)

83
CHAPTER V
EMPLOYEE PERFORMANCE MEASUREMENT
Understanding Performance Measurement
1. Concept of Performance Measurement
Performance measurement activities are part of a long process in a
performance management system, consisting of performance planning,
implementation, monitoring, and development performance; Performance
assessment; follow-up; and performance information systems. Performance
measurement is a very important part and can be said to be the tipping point.
This is because the results of this measurement become the basis for decision-
making on compensation for an ASN, both in the short and long term. In this
case, compensation is benefits, promotions, and retention, as well as various
other forms of compensation.
Performance measurement for the State Civil Apparatus (ASN) is often
perceived as a difficult action to take especially related to the outcome to be
produced. Performance Measurement itself according to government
regulations is a performance management cycle at the stage after performance
planning and performance monitoring is carried out. To measure whether
employee performance has been achieved? Whether it meets certain categories
that show that an employee has made some achievements or not, civil servants
(PNS) must perform a performance measurement system. To measure civil
servant performance, every government agency needs a performance
measurement system as a standard used to have data or information about
performance progress that has been achieved in each period. Measurements
can be taken monthly, quarterly, semesterly, or annually, and are documented
in performance measurement documents in line with the needs of the
organization. In addition, it is supported by a performance measurement system

84
that applies to each agency based on supporting data about the progress of
performance that has been achieved on each performance measurement.12
The concept of performance measurement has been widely adopted from
various representative sources. Robert Kaplan and David Norton developed the
balanced scorecard (BSC) concept in the early 1990s, in an effort to monitor the
achievement of organizational goals. A balanced scorecard (BSC) is an
instrument in a strategic management system based on 3
measurement,
establishing activities in a strategy, and monitoring the performance of that
strategy in an effort to achieve its goals (Robert Kaplan and David Norton).
The use of BSC in the public sector is sometimes still in question (doubtful)
in terms of how the perspectives elaborate it and produce conformity in the
results. So far it only works in the private sector. But actually, the balanced
scorecard appears to provide greater benefits for the public sector. A striking
difference with the private sector is that consumer demand is not only seen in
quarterly sales reports, but also directly from the market although it is subtle
and extremely rare.
Table 5.1. Balance Scorecard Perspective on the Private & Public Sector
Perspective Private Organization Public Organization
Financial How to provide value to shareholders How to give value to society
Customer How customers rate an organization's
performance
How the public assesses the
public services provided
Internal
Process
What is the strong point of the
process/product
Do development programs
deliver the expected results?
Learning &
Growth
Get organizations to improve and
create value in customers, employees,
management, and organizations
Get organizations to improve and
create value in society, civil
servants, management, and
organizations
1
Smith, P. (1993), “Outcome-related performance indicators and organizational control in the
public sector”, British Journal of Management, Vol. 4, pp. 135-51.
2
Government Regulation No. 30 of 2019 on Assessment of Performance of Civil Servants,
article 29
3
Kaplan, Robert S. and Norton, David P., 1996, Balanced Scorecard, Translating Strategy
Into Action, Language Transfer: Peter R. Yosi Pasla, 2000, Jakarta: Erlangga.

85
This perspective that then underlies the public sector begins to take a BSC
approach in measuring performance and implementing strategies. Society as
consumers of government services or the public sector becomes a determining
factor in how the services delivered by the government will be better, effective
and efficient.
2. Objectives of Employee Performance Measurement
Performance measurement is very important to see how the results of work
that has been done and achieved by an employee, and whether it needs
improvement/intervention. Measuring employee performance does not only
stop in categorizing employee performance, and in giving rewards or
punishments for individual performance. But the main goal is how an
organization can carry out its performance and is strongly supported by the
performance of its employees for something to be achieved or produced within
a certain period of time.
In addition, performance measurements also provide some benefits
(Papadopulos, 2018), among others:
a. Identifying points of weakness for employee performance improvement;
b. Understanding Cost Efficiency (Return-on-Investment) for employee
performance, so that it can help provide compensation;
c. Determine and evaluate the performance of employees and organizations;
d. Motivate employees to perform better; and
e. Create balance in the organization's work team.
3. Employee Performance Measurement Policy
Performance Management is a process to manage measurable work results
to ensure the targets set at the beginning can be achieved properly through
planning, assessment, implementation, monitoring, coaching, and performance
follow-up. In its implementation, Performance Management is integrated in
providing input for the process of developing employees in a career, competency
models that need to be developed, compensation, and discipline enforcement.
The promulgation of Permenpan No. 8 of 2021 on the Performance
Management System is the first step to improve the ASN Performance
Management arrangement which previously Performance Assessment was
always associated with the Process of Promotion and Assessment of Work
Performance (DP3). The Permenpan elaborates in detail about the ASN

86
Performance Management System. Therefore, the author tries to convey it in a
simpler and applicative language to give a more tangible picture to the reader so
that it is easy to implement at the workplace, especially as an ASN.
The existence of Permenpan No. 8 of 2021 is a derivative of Government
Regulation No. 30 of 2019 on Performance Assessment of Civil Servants (PNS)
which substitutes PP Number 46 of 2011 on Civil Service Performance
Achievement Assessment. By this regulation, it is expected that the performance
achievement assessment can be more objective in its assessment. Broadly
speaking, the comparison between PP No. 46 of 2011 and PP 30 of 2019 is as
follows:
Table 5.2. Comparison of Civil Service Performance Assessment Policy
Substance PP 46 of 2011
Civil Service
Performance
Achievement
Assessment
PP 30 of 2019
Civil Service Performance Assessment
General
Terms
ASSESSMENT OF
CIVIL SERVICE
PERFORMANCE
ACHIEVEMENT
A systematic
assessment process
carried out by
assessment officials
on employee work
targets and civil
service behavior.
CIVIL SERVICE PERFORMANCE
MANAGEMENT SYSTEM
A systematic process consisting of
performance planning; implementation;
monitoring; and performance
development; performance assessment;
follow-up; and performance
information systems
General
Terms
WORK
ACHIEVEMENT
The results of work
achieved by each
civil servant in the
organizational unit
in accordance with
employee work
targets and work
behavior.
the results of work achieved by every
civil servant in the organization/units in
accordance with Employee
Performance Targets (SKP) and Work
Behavior.
General
Terms
EMPLOYEE WORK
TARGETS (SKP)
EMPLOYEE WORK TARGETS (SKP)

87
Work plan and
targets to be
achieved by a civil
servant
performance plan and targets to be
achieved by a civil servant who must be
reached every year.
General
Terms
TARGET
the amount of
workload to be
achieved from each
job title.
TARGET
The amount of work to be achieved
from each job title.
General
Terms
ASSESSMENT TEAM
the team formed by the authorized
officer (PyB) to give consideration to
the Civil Service HR Development
Officers (PPK) proposed appointment,
transfer, and dismissal in office,
competency development, grant civil
service award.
General
Terms
PERFORMANCE MONITORING
a series of processes carried out by civil
service performance assessment
officers to observe
achievement of performance targets
contained in SKP.
General
Terms
PERFORMANCE GUIDANCE
a continuous and systematic process
carried out by direct superiors to assist
civil servants to know and develop the
competency of civil servants, and
prevent
performance failure.
General
Terms
PERFORMANCE COUNSELING
processes to identify and assist in
solving performance behavior problems
faced by civil servants in achieving
performance targets.
General
Terms
PERFORMANCE RATING
comparison between the performance
of civil servants with other civil servants
in 1 (one) work unit and/or
agency.
General
Terms
INFORMATION SYSTEM
Business process and procedures for
collecting, processing, analyzing,

88
presenting, utilizing, and documenting
civil service performance data in an
integrated manner.
General
Terms
PERFORMANCE MANAGER
officials who carry out the duties and
functions of managing the performance
of civil servants.
Planning
Performance
Chapter 5 Verse (2)
EMPLOYEE WORK
TARGETS (SKP)
contains job
activities and targets
that must be
achieved
within a period of
judgment that is real
and can be
Measured.
Article 9 Paragraph (1) and (2)
EMPLOYEE PERFORMANCE TARGETS
(SKP)
contains the main performance that
must be achieved by a civil servant
each year and can contain additional
performance.
Article 10
Key performance and an additional
performance at least
Consist of:
a. Individual Performance Indicators;
and
b. Performance targets.
Planning
Performance
Chapter 5 Verse (1)
SKP DRAFTING
based on the
agency's annual
work plan.
Article 8
SKP DRAFTING
Consider:
a. strategic planning of Government
Agencies;
b. performance agreements;
c. organization and work arrangements;
d. job description; and/or
e. SKP of direct superior.
Work
Behavior
Article 12
ASPECTS
a. service
orientation;
b. integrity;
c. commitment;
d. discipline;
e. cooperation; and
F. leadership.
Article 25
ASPECTS
a. service orientation;
b. commitment;
c. work initiatives;
d. cooperation; and
e. leadership.
Article 13 Paragraph
(1) and (2)
ASSESSMENT
it is conducted
through observation
Article 37
ASSESSMENT
a. Assessment of Work Behavior
conducted by the Civil Service

89
by the assessment
officer and can
consider the input
other equal-level
assessor officials
within each work
unit.
Performance Assessment Officer, and
can be based on peer assessment
b. equal-level and/or direct
subordinates.
Performance
Appraisal
Article 15
VALUATION
WEIGHTS
§ SKP element 60%
§ 40% work behavior
Article 41 Paragraph 2 VALUATION
WEIGHT
SKP 70% and work behavior 30%
SKP element 60% and work behavior
40%*
*) for Government Agencies that apply
a 360° assessment
Article 8 Paragraph
(2) REALIZATION OF
WORK
If it exceeds the
target then the SKP
assessment can be
more than 100
Article 41 Paragraph (2) REALIZATION
OF PERFORMANCE
Realization of civil servant performance
that exceeds performance targets,
achievement values
The highest performance at 120.
(Source: Ministry of PAN RB, 2020)
Furthermore, in Permenpan Number 8 of 2021, it is clear that the
performance assessment of civil servants is done with performance
measurements carried out in a performance measurement system. Performance
measurements are carried out on the achievement of Employee Performance
Targets (SKP) by comparing the realization and performance targets, and
employee work behavior as measured by the 360-degree Feedback Assessment.
In terms of the implementation of its policies, each government agency in
an effort to seek an employee performance assessment determines the period
of performance measurement that applies within the agency. In addition,
measurements are based on evidence or documentation.
The Mechanism of Civil Service Performance Assessment applies the
following assessment process:
a. It is done every end of December in the current year and at the latest the
end of January of the following year.

90
b. Conducted by performance assessment officials or other officials who are
given delegation of authority.
c. In the event that assignments or responsibilities are given by high-
ranking officials in other work units, the relevant officials may provide
assessment recommendations on employee performance plans related
to assignments to performance assessment officers.
d. Performance assessments for seconded employees/employed by
friendly countries, international institutions, professional organizations,
and private bodies determined by the government both domestic and
abroad are carried out based on materials obtained from the agencies
where they work.
e. Assessment of the performance of high-ranking officials and work unit
leaders and the time of the follow-ups is in line with the issuance of SKP
assessment results (if measured by other agencies and not in accordance
with the assessment period)
f. Performance assessment for employees who experience rotation,
transfer, and/or other assignments related to job duties and functions
during the current year is carried out using proportional methods based
on the SKP period.
g. Performance assessment for employees who undergo study assignments
based only on GPA and graduation timeline.

91
Figure 5.1. Civil Service Performance Assessment
(Source: Ministry of PANRB. 2021)
In the Performance Assessment, there are provisions that apply to the SKP
Assessment of High Leadership Positions (JPT) and to Administrators (JA) and
Functional/Professional Positions (JF) conducted in annual performance.
The steps of The Employee Performance Target Assessment for High
Leadership Positions with a basic model based on annual Performance
Measurement, are carried out as follows:
Figure 5. 2. SKP assessment for JPT (Source: Ministry of PANRB. 2021)
While the SKP Assessment measures for JA and JF with the following Basic
Models:
Figure 5.3. SKP Assessment for JA and JF
4. Performance Measurement Implementation Time
In Permenpan 8 of 2021, the implementation performance measurement
system can be carried out monthly, quarterly or semester or annually in
accordance with the policies of government agencies. The performance

92
measurement overview is done on a quarterly basis (source: Ministry of
PANRB) can be simulated like this:4
Figure 5.4. Civil Service Performance Management Cycle
4
Anantha, Devi. 2021. Permenpanrb Number 8 of 20021 on Civil Servant Performance
Management System in the framework of Socialization. Ministry of PANRB: Jakarta

93
5. Employee Performance Measurement Indicator
Employee Performance Targets which are further abbreviated as SKP are
performance plans and targets that will be achieved by a civil servant that
must be achieved every year. The SKP drafting consists of the preparation and
determination of SKP with regard to Work Behavior. The process of drafting
SKP pays attention to the following:5
a. Government strategic planning;
b. Performance agreements;
c. Organization and work arrangements;
d. Job description; and/or
e. Direct superior SKP.
After being drafted by the civil servants and civil service performance
assessment officers and/or performance managers, it is further agreed by the
concerned employee and the Civil Service Performance Assessment Officer
after being reviewed by the Performance Manager.
Work Behavior is any behavior, attitude or action carried out by civil
servants or neglecting something that should be done in accordance with the
provisions of the laws and regulations. Work behavior includes aspects of:
a. service orientation;
b. commitment;
c. work initiatives;
d. cooperation; and
e. Leadership.
6. Employee Performance Assessment Team
The Civil Service Performance Assessment Team is a team formed by the
Authorized Officer to give consideration to the Civil Service HR Development
Officer for the proposed appointment, transfer, and dismissal in the position,
competency development, and granting award for the civil servants.
Civil Service Performance Assessment is conducted by performance
assessment officer that consists of:
5
Government Regulation No. 30 of 2019 on Assessment of Performance of Civil Servants,
Article 1

94
a. Civil service performance assessment officials, that is, the direct superiors of
the civil servants or other officials who are given delegation of authority.
b. Civil service performance assessment officer provides an assessment of the
SKP and the Work Behavior elements.
c. Civil service performance assessment officer if absent, the assessment of the
civil servant performance is carried out by superiors of civil service
performance assessment officers on a cascading basis.
d. Superiors of civil service performance assessment officers can delegate the
authority of civil service performance assessment to the Executor of Duties
(PLT) or Daily Executor (PLH).
e. The assessment of civil service behavior consists of:
1. direct supervisor;
2. officials assigned to be the direct superiors of the civil servants;
3. co-workers at the same level; and/or direct subordinates.
f. Co-workers at the level and/or direct subordinates as referred to in
paragraph (5) letter c and letter d give an assessment of the elements of
Work Behavior.
g. The Civil Service Performance Assessment Team consists of civil servants
who have the required competencies from:
1. Work Unit in charge of HR;
2. Work Units in charge of internal supervision; and
3. Other Work Units deemed necessary by authorized officer (PyB).
7. Methods and Categorization of Employee Performance Assessment
Results
In accordance with Permenpan No. 8 of 2021, the results of SKP
measurement and work behavior are integrated and signed by performance
assessment officials in the following format:

95
Figure 5.5. Performance Assessment Format
a. Definition of 360 Degree Feedback Assessment
360-degree feedback in the world of Human Resources is one of the employee
assessment alternatives that has been used in the business and corporate world.
According to Karmawidjaja (2007), the 360-degree feedback method is a
performance assessment process with a source of assessment based on a
person's behavior of individuals and behavior towards superiors, co-workers,
subordinates, and other members of a project team, customers, and suppliers.
The application of this method in the public sector/for civil servants becomes a
new model that has never existed before in the assessment of employee
performance. The use of the 360-Degree Feedback Assessment is very important
in providing feedback from leaders, colleagues, and lower-level staff towards
their work performance.
b. Benefits of 360 Degree Feedback Assessment
There is no denying the 360 Degree Feedback assessment provides many aspects
that are positive for the benefit of organizations and employees. Jack Zenger

96
(2016), an expert on 6
Organizational Behavior states that the 360Degree
Feedback Assessment is a major part of the leadership development program to
get a large group of organizational leaders practically, who do not object and feel
comfortable getting any feedback from direct subordinates, colleagues, leaders
(bosses) and other groups. Even Zenger is very excited about using this feedback
as a foundation of overall leadership development.
Susan M. Heathfiled (2021) adds that each individual will increasingly
understand how effective it is as an employee, co-worker, or other members of
staff if viewed from the perspective of others.7
Some other things as a benefit of using the 360 Degree Feedback Assessment,
namely:
1) Improve organizational competence because it makes it easier to see
the position of the organization to face new challenges.
2) Increase employee awareness to excel at work.
3) Changes in employee behavior that are adapted to environmental
changes.
4) Provide insight and alignment about the skills and behaviors desired
in organizations to achieve mission, vision, and goals and live the
values.
c. Advantages of 360-Degree Feedback Rating
1. Performance appraisal input is feedback from various sources that
can give a more complete picture of employee performance.
2. Evaluations from various sources are more objective, valid and can
reduce bias.
3. Formulation of sustainable development of employee and company
capabilities because it facilitates the process of continuous power
identification.
1) Identify development opportunities that focus on Core
Competencies.
6
Zenger, Jack. 2016. How Effective Are Your 360-Degree Feedback Assessments? Forbes.
https://www.forbes.com/sites/jackzenger/2016/03/10/how-effective-are-your-360-degree-
feedback-assessments/?sh=5004e97aa690
7
Heathfield, Susan M. 2021. 360 Degree Feedback: See the Good, the Bad and The Ugly. The
Balance Careers. https://www.thebalancecareers.com/360-degree-feedback-information-
1917537#citation-1

97
1) Disadvantages of 360-Degree Feedback Assessment
2) It is not very informative feedback, because there's too much
managerial oversight. Feedback is not entirely honest.
3) It needs full support from seniors so that the assessment process
does not fall apart.
4) It involves far more data and information than a single source
feedback method.
5) This approach uses a rating scale so that it feels less specific to help
employees know what it takes to improve themselves.
6) There is still a tendency to "vengeful" judgment, not many reviewers
are involved and only focus on the negative.

98
CHAPTER VI
PERFORMANCE ASSESSMENT FOLLOW-UP
The Urgency of Performance Assessment Follow-up
The next step in the implementation of performance management after
assessing and receiving the scores of performances is follow-up. This follow-up
includes what actions should be taken by the Personnel Manager after the
employee carries out his work and gets performance scores. The follow-up to
this performance assessment, as
mentioned in PP Number 30 of 2019 on
Civil Service Performance Assessment,
especially in Article 2 is aimed at ensuring
the objectivity of civil service
development based on the work
performance system and career system. In addition, in accordance with Article
29 where the assessment of employee performance concerns 2 (two) aspects,
namely employee performance targets (SKP) and behavior, then the follow-up
performance assessment should also concern the two aspects.
As explained in the previous chapter that the results of employee
performance assessments are mapped into 9 (nine) boxes. While in PP Number
30 of 2019 on Civil Service Performance Assessment mentioned that
performance assessment is stated in 5 (five) categories, namely:
1. Very Good, with a value of 110-120 or successfully create new ideas
and/or new ways of performance improvement that benefit the
organization or country,
2. Good, with a value of 90-120,
3. Enough, with a value of 70-90,
4. Poor, with a value of 50-70,
5. Very Poor, with a value of less than 50.
The results of the performance assessment are further mapped in the form
of the employee performance distribution. The distribution of performance is
divided into three groups, namely employees with performance above
expectations, in accordance with expectations and below expectations. This
Follow-up performance
assessment aims to ensure the
objectivity of civil servant
coaching based on the work
performance system and career
system.

99
distribution is very important because in principle all employees are expected to
carry out their duties and functions in accordance with expectations. So that
employees in this group distribution are the largest, which is set 60%-70% of all
employees. While employees who are "super" or perform above the expectation
are set distribution of 20% of all employees, so are employees whose
performance is less or below the expectation set distribution of 20% of all
employees.
The complete employee performance document report as stated in PP
Number 30 of 2019, at least, consists of performance values, performance
predicates, performance problems, and employee performance
recommendations. This complete employee performance document is further
followed up by the HR Manager. Follow-up performance assessment is very
important because it is related to what must be given to employees as a
consequence of their performance achievements. Both in the form of the
achievement of his SKP, and his performance behavior.
Follow-up can basically be an award or reward (if the employee's
performance is good, meets, or even exceeds the agreed standard) and
sanctions or punishment (if the performance is not good, does not meet the
agreed standards). However, the understanding of sanction/punishment does
not only mean giving punishment but rather how to develop employees in order
to increase or improve their performance. So it would be more accurate when it
is referred to as development.
The purpose of this follow-up performance assessment is to have a positive
impact on employees. As explained earlier that the assessment of employee
performance is to ensure the objectivity of civil service development based on
the work performance and career system, so civil servants can pursue their
careers according to their work performances. This is because the main goal of
performance management is to manage employee performance in order to
contribute optimally, in an effort, to achieve organizational goals. For employees
whose performance assessment results are good (good performers), it is
expected to be better, for those whose performance assessment is not good
(poor performer), it is expected to be better. So that follow-up employee
performance assessment can motivate employees to always improve their
performance. In addition, it also provides clarity for HR managers to provide

100
appropriate follow-up, in accordance with the results of employee performance
assessments.
This Chapter will be discussed in depth the current regulatory foundation,
the evolving conceptual foundation, and the performance follow-up model
offered so that performance management objectives can be achieved.
Policies related to Performance Assessment Follow-up
In the following Sub-Chapters, regulations related to follow-up performance
assessments are going to be discussed from the highest regulation, namely Law
No. 5 of 2014 on ASN, to some implementing regulations both government
regulations, and ministerial regulations. The following is the explanation:
1. Law No. 5 of 2014 on ASN
The birth of Law No. 5 of 2014 on State Civil Apparatus (ASN) as part of
bureaucratic reform has changed various approaches in the management of
human resource management apparatus in Indonesia. One of them is the
principle that underlies the policy and management of civil service HR or what
is now called ASN which is the merit system. The merit system is the policy
and management of ASN based on qualifications, competence, and
performance fairly and reasonably without distinguishing political
background, race, the color of skin, religion, origin, gender, marital status,
age, or disability conditions (Article 1 paragraph 22 of Law No.5 of 2014).
The application of merit principles that prioritize qualifications,
competencies, and performance is expected to ensure fairness and
objectivity in various stages of ASN management. Especially for example the
results of civil service performance assessment are used to ensure objectivity
in the development of civil servants and used as a requirement in the
appointment and promotion, provision of benefits and sanctions, transfers,
and promotions, and to follow education and training (Article 77 paragraph
(5) of Law No.5 of 2014. As for PPPK (government employee with an
employment contract) which is a new part of ASN, it is used to ensure the
objectivity of the extension of employment agreements, provision of
benefits, and competency development (Article 100 paragraph (8) of Law
No.5 of 2014).
The importance of performance assessment is emphasized by the way
sanctions are applied to ASNs that do not achieve performance targets. Civil
servants whose performance assessment does not reach the performance

101
target are subject to administrative sanctions until dismissal in accordance
with the provisions of the laws and regulations (Article 77 paragraph (6) of
Law No.5 of 2014). Whereas PPPK who are assessed by superiors and PPPK
performance assessment team does not reach the performance targets
agreed in the employment agreement, they are dismissed from PPPK (Article
100 paragraph (9) of Law No.5 of 2014).
2. PP No. 11 of 2017 on Civil Service Management and PP No. 49 of 2018
on PPPK Management
The arrangement on performance assessment is also mentioned in PP
No. 11 of 2017 on Civil Service Management and PP No. 49 of 2018 on PPPK
Management. PP No. 11 of 2017 outlined several criteria of merit system
where one of them is to award and impose sanctions based on objective and
transparent performance assessment (Article 134 paragraph (2) letter e PP
No. 11 of 2017). Furthermore, the performance assessment element is again
mentioned in several stages of a civil servant and PPPK management, for
example, civil servants are stated in the stage of requirements in the
appointment and promotion, provision of allowances and sanctions,
transfers, and promotions, as well as the development of competence. As for
PPPK performance assessment becomes the basis of the extension of
employment agreements, provision of benefits, and competency
development.
3. PP No. 30 of 2019 on Civil Service Performance Assessment
As one of the stages in ASN management, performance assessment is
spelled out specifically into its derivative regulations. For civil servants, the
arrangement is set out in PP No.30 of 2019 on the Civil Servant Performance
Assessment. This arrangement substitutes PP No. 46 of 2011 on The
Assessment of Civil Servants' Work Performance which has been declared
revoked and no longer effective.
In PP No. 30 of 2019, the explanation of the follow-up assessment of civil
service performance is divided into several parts, namely:
a. Performance Reporting;
b. Performance Rating;
c. Performance Award;

102
d. Sanctions; and
e. Objection.
Performance reporting here refers to the process of reporting the results
of civil service performance assessment on a cascading basis from civil service
performance assessment officer to civil servant performance assessment
team and authorized officials (PyB).
The procedure is that the Civil Servant Performance Assessment Officer
signs the performance assessment document, then the document is
submitted directly to the civil servant in question no later than 14 (fourteen)
days from the signing. Furthermore, civil servants who are assessed and have
received the results of the performance assessment must sign and return the
performance assessment document to the Civil Servant Performance
Assessment Officer no later than 14 (fourteen) days from receipt. If it exceeds
the deadline, then the performance assessment document is established and
signed by the superior of the Civil Servant Performance Assessment Officer
within a maximum of 7 (seven) business days (Article 49 & 50 PP No. 30 of
2019)
The process of reporting the results of civil servant performance
assessment on a cascading basis from civil servant performance assessment
officers to the Civil Servant Performance Assessment Team and Authorized
Officials (PyB) is no later than the end of February of the following year. The
report of the performance assessment document consists at least of a. civil
servant performance value; b. Predicate performance of civil servants; c. Civil
servant performance issues; and d. Recommendations.
Furthermore, PyB uses the civil servant performance assessment
document report to be used as a reference in:
a. Identifying and planning educational and/or training needs
b. Developing competence
c. Developing a career
d. Giving Allowances
e. Considering transfer and promotion
f. Awarding and imposing sanctions in accordance with the provisions of
the laws and/or regulations

103
g. Following up on the problems found in the assessment of SKP and Work
Behavior (Article 51 PP No. 30 of 2019)
Based on the report of the performance assessment document, then PyB
conducts an annual performance rating. Performance rating is done by
comparing performance values and performance predicates in performance
assessment documents between civil servants each year. Performance
ranking can be taken into consideration in determining competency
development and career development priorities (Article 52 PP No. 30 of
2019).
From the results of the ranking, then the next stage is giving awards or
imposing sanctions. Performance awards can be given in the form of:
a. Priority to be included in the succession plan group program (talent pool)
at the relevant agency for civil servants who show performance
assessment with the very good predicate consecutively for 2 (two) years
b. Priority for competency development for civil servants who show
performance assessment with good predicates consecutively for 2 (two)
years
c. Performance allowance payments
d. Other awards in accordance with the provisions of the laws and
regulations (Article 53-55 PP No. 30 of 2019)
While sanctions can be given in the form of administrative sanctions up
to dismissal. High-ranking officials who do not meet performance targets
(performance assessments are sufficient, poor, or very poor) and
administrative and functional officials who get performance assessments
with poor predicate and very poor are given 6 (six) months to improve their
performance. If they cannot show improvement in performance, they should
take the competency test again. Furthermore, the concerned individual will
be transferred to another position in accordance with the competence
possessed or placed in a lower position in accordance with the provisions of
the laws and regulations. Especially for administrative and functional officials,
if there are no other positions in accordance with the competence possessed
or placed in lower positions that are vacant, then the concerned person is
placed temporarily in a certain position within a maximum of 1 (one) year,
and if it is still not available as well, then the person concerned is respectfully
dismissed (Article 56-58 PP No. 30 of 2019).

104
Finally, if the civil servant is considered to feel objected to the results of
the performance assessment given, then the civil servant is given the
opportunity to express objections. The objection is conveyed to the superior
of the Civil Servant Performance Assessment Officer accompanied by reasons
no later than 14 days from receipt. Furthermore, the superior of the Civil
Servant Performance Assessment Officer will conduct an examination by
asking for an explanation from the Civil Servant Performance Assessment
Officer and civil servants who are assessed. From the results of the
examination, the superior of the Civil Servant Performance Assessment
Officer can change and determine the results of the final performance
assessment (Article 59 PP No. 30 of 2019)
4. Permenpan RB No. 8 of 2021 on Civil Servant Performance
Management System
This regulation is a technical regulation or derivative of PP No. 30 of 2019
on Civil Service Performance Assessment. As stated in the government
regulation (PP), the explanation of the follow-up assessment of civil servant
performance in Permenpan RB No. 8 of 2021 is also divided into 5 parts,
namely:
a. Performance Reporting;
b. Performance Rating;
c. Award;
d. Sanctions; and
e. Objection
As a technical regulation, it also contains several instruments or
document formats that can be used in the follow-up stage of performance
assessment. Some of the document formats provided in the performance
reporting process are the format of performance assessment document
reports signed by Performance Assessment Officers and civil servants who are
assessed, the format of performance assessment document reports that are
not signed by performance assessment officers and/or civil servants who are
assessed, and the format of performance assessment document reports that
are changed by the supervisor of the Performance Assessment Officer after
the submission of objections to the results of performance assessments from
assessed employees.

105
Furthermore, in the performance rating process, in this regulation, it is
mentioned that every government agency must submit the results of the
determination of its performance rating to the Minister of PAN & RB no later
than 1 (one) month since it was established. Furthermore, this data will be
used by the Minister of PAN & RB to compile a profile of national civil servant
performance and evaluation of related policies:
a. Civil service performance management
b. Competency development
c. Career development, and/or
d. Other civil service management.
5. PP No. 53 of 2010 on Civil Service Discipline
In PP No. 30 of 2019 on Civil Service Performance Assessment and
Permen PAN RB No. 8 of 2021 on Civil Service Performance Management
System stated that the imposing sanction of performance assessment results
is carried out based on the consideration of the civil servant performance
assessment team in accordance with the provisions of the laws and
regulations. Until now PP No. 53 of 2010 on Civil Service Discipline is still used
as the main reference related to civil servant discipline arrangements. This PP
is still valid because it is considered still relevant and new regulations as a
derivative of the ASN Law on civil servant discipline do not yet exist. The
contents of this PP include various obligations and prohibitions for civil
servants, disciplinary penalties for their violations, administrative efforts that
can be taken by civil servants who are not satisfied with the disciplinary
punishment imposed on them, to the stage of the enactment of disciplinary
punishment and the documenting of disciplinary punishment decisions.
Disciplinary punishment is a punishment imposed on civil servants for
violating civil servant disciplinary regulations stipulated in the PP. There are
many lists of obligations and prohibitions that must be adhered to by civil
servants submitted in this PP. Some of them fall into the category of
performance for civil servants.
As stated in PP 30 of 2019 that the performance value of civil servants
consists of 2 elements, namely SKP value and work behavior value. SKP value
is the value obtained from the results of performance measurement by
comparing the realization of SKP with SKP target in accordance with the
performance planning that has been set. While the value of work behavior is

106
given by civil servant performance assessment officials by comparing the
standard of work behavior in the position with the assessment of work
behavior in the position. Some of the aspects assessed in the work behavior
assessment are:
a. Service orientation
b. Commitment
c. Work initiatives
d. Collaborate
e. Leadership
Paying attention to the elements and aspects that affect the performance
value of civil servants, it turns out that this has all been regulated in civil
service discipline regulations. For example, related to the value of SKP in
Article 3 Number 12 PP No. 53 of 2010 stated that civil servants must achieve
the employee work targets set. Furthermore, related to the value of work
behavior, still, in Article 3 pp No. 53 of 2010 there are several civil servant
obligations, namely:
 Number 5. carrying out the duties entrusted to civil servants with full
devotion, awareness, and responsibility
 Number 7. interests of the nation over their own interests, a person
and/or a group
 Number 8. hold a secret position that by its nature or by the order
must be kept secret
 Number 9. work honestly, orderly,meticulously, and passionately for
the benefit of the state
 Number 11. enter work and comply with the terms of working hours
 Number 14. Provide the best service to the community.
 Number 15. Guide subordinates in carrying out their duties
 Number 16. Provide opportunities for subordinates to develop their
careers
Civil servants who commit violations of these obligations will certainly be
punished with discipline in accordance with the level of error. In PP Number
53 of 2010, it is stated that disciplinary punishment consists of 3 levels,
namely light, moderate and severe disciplinary punishment.
The punishment given to civil servants who violate obligations or cannot
reach the annual SKP target is to range at the level of moderate to severe

107
disciplinary punishment. If the achievement of SKP at the end of the year is
only 25%-50% then civil servants will be sentenced to moderate discipline
(Article 9 number 12). However, if the achievement of SKP at the end of the
year is below 25%, then the civil servant will be sentenced to severe discipline
(Article 10 number 10).
Civil servants who violate obligations related to work behavior will be
sentenced to light to severe discipline depending on the negative impact it
causes. For example, if the violation has a negative impact on the work unit it
will be sentenced to light discipline (Article 8) if it negatively affects the
agency it will be sentenced to moderate discipline (Article 9), and if it
negatively affects the government and/or the state it will be punished with
severe discipline (Article 10).
The types of light disciplinary penalties that can be given to civil servants
committing violations that have a negative impact on the work unit consisting
of:
a. Verbal reprimand
b. Written reprimand
c. Statement of dissatisfaction in writing
While the types of moderate disciplinary punishments that can be given
to civil servants whose annual SKP achievement is only 25%-50% or commit
violations that have a negative impact on the agency consists of:
a. Delay in periodic pay increases for 1 year
b. Delay of promotion for 1 year
c. Lower-level demotion for 1 year
Finally, the types of severe disciplinary penalties that can also be given to
civil servants whose annual SKP achievement is below 25% or commit
violations that have a negative impact on the government and /or the state
consists of:
a. Lower-level demotion for 3 (three) years
b. Removal in the framework of lower-level demotion
c. Release from office
d. Dismissal with respect not at his own request as a civil servant
e. Dismissal not with respect as a civil servant

108
Follow-up Performance Assessment
As explained in the previous chapter, that the results of performance
assessment according to PP Number 30 of 2019 on Civil Service Performance
Assessment, categorized into 5 (five) categories, namely:
1. Very good, with a value of 110-120 or successfully create new ideas
and/or new ways of performance improvement that benefit the
organization or country,
2. Good, with a value of 90-120,
3. Sufficient, with a value of 70-90,
4. Poor, with a value of 50-70,
5. Very Poor, with a value of less than 50.
Follow-up performance assessment for employees whose performance is
very good,good, sufficient, poor, and very poor of course different. This different
follow-up will motivate employees to continue to improve their performance.
Based on the applicable regulations, there are many follow-up performance
assessments that have been regulated by the government. In PP Number 30 of
2019 on Civil Service Performance Assessment, especially in Article 51 (4) states
that a complete performance assessment document that has been agreed or
approved by both parties (direct superiors and employees concerned) can be
used as a reference in various HR actions. Such HR actions include:
1. identifying and planning educational and/or training needs,
2. developing competence,
3. Developing a career,
4. providing allowances,
5. considerating transfer, and promotion,
6. imposing award and sanctions in accordance with the provisions of the
laws and regulations, and/or
7. follow up on the problems found in the SKP assessment and work
behavior.
On that basis, it means that the consequences of the results of employee
performance assessments will have an impact on the careers of civil servants in
the future. These HR actions can be understood as a follow-up to the results of
employee performance assessments. Classification of employee performance
assessment results can be simplified to 2 (two), namely employees whose
performance assessment results fall into the category of very good, good, and

109
sufficient can be classified as good performers, while those whose performance
assessment results are poor and very poor classified as poor performers.
Likewise, the form of follow-up performance, can also be divided into 2 (two),
namely in the form of awards (rewards) given to employees who belong to the
good performer group and
punishment or sanctions imposed on
employees who enter the poor
performer group. This is in accordance
with the concept of follow-up
performance assessment, which is to
improve employee performance, both
those who enter the criteria of good
performers and poor performers.
1. Appreciation
The award is a follow-up performance given to employees who enter the
criteria of good performers. Employees with good performer criteria are
employees whose performance assessment results are very good, good, and
sufficient. Awards for employees who enter good performers can be awards that
are material or non-material. However, awards in the form of materials have
been arranged and given to employees in the form of performance benefits so
that there is no need to be given again. However, if there is an opportunity for
government agencies (K/L /D) to provide additional income based on the results
of performance assessments - beyond the basic salary and benefits that have
been regulated in the applicable regulations - then it can be provided. But in the
discussion of this Chapter will not be discussed the award in the form of material.
Non-material awards are awards given not in the form of money with a
certain nominal, but in the form of career development and competency
development. This non-material award is very important because it is related to
the future of the concerned employee while working as an ASN.
a. Career development
Follow-up performance in the form
of awards (rewards) given to
employees of the good performer
group, and sanctions or
construction (punishment /
sanction) given to employees of
the poor performer group.

110
Career development awards
are awards given to good
performer employees in pursuing
or living their career positions in
government agencies as ASNs.
Award in the form of career
development is an award by
giving them different work duties, functions, and authorities from those
carried by employees currently.
There are three forms of career development that can be given as a
reward for employees who enter the criteria of good performers,namely:
(1) vertical career development (promotion), (2) career development
horizontally (transfer), and (3) zig-zag career development (switching
positions). Each is described as follows:
1) Vertical, is an award by giving higher work duties, functions, and
authority than the current position. This award is given by promoting
a higher position than currently. This promotion applies to both JPT,
JA, and JF. Promotion can be given in the form of promotion of
rank/group.
The promotion of position, for example from JPT Pratama (Director-
Level), promoted to JPT Madya (Director General-Level), JPT Madya
promoted to JPT Utama (Head of Government Agency). For JD
Supervisors are promoted to JA Administrator. For First-Level JF
promoted to Junior JF, Junior JF is promoted to Associate
Expert/Senior JF Madya and Senior JF is promoted to Expert JF.
As for the promotion of rank/group, for example, officers with the
rank/group I / a promoted to I / b and so on, officers with the
rank/group II / a promoted to II / b and so on, officers with the
rank/group III / a promoted to III / b and so on, officers with the
rank/group IV / a promoted to IV / b and so on.
For awards in the form of career development with this promotion,
JF should have paid attention to the regulations that apply to each
JF, especially related to the fulfillment of credit numbers at least
increase in the level of position and rank/group level.
2) Horizontal, is an award by giving the work duties, functions, and
authorities that are different from the current position but still at the
Awards in the follow-up
performance assessment are
given to good performance
employees, given in the form of:
career development and
competency development.

111
level of position, the same rank/group. This award is given by
transfer of employees to other work units but at the same level of
position and rank/class. Transfer of this position is done to provide a
more diverse experience to employees so that they become a more
professional and more complete departmental experience.
For the award in the form of career development with this transfer,
it should be by paying attention to the conformity of real
competencies owned by employees with the standard of
competence of the position to be occupied. Do not let there be gaps
that are too large, both for managerial and technical competence.
Because in principle the purpose of the award in the form of this
transfer in addition to providing job experience also to accelerate the
performance of the unit.
For example, a supervisor JA in the HR unit of the Population Service
is transferred to the Agriculture Office with the same position, in this
example, the duties, functions, and authorities handled remain the
same, namely related to HR but in different work units. A JPT
Pratama as Head of ASN Management Innovation Center was
transferred to Head of State Administrative Innovation Center, in this
example, the tasks, functions, and authorities handled remain the
same i.e. related to innovation but with different fields. But for JF
transfer need to be careful, because JF has the technical competence
and different expertise specialty. For example, a JF Researcher
should if transferred permanently to a unit that conducts research,
development, study, application (R&D) and its field of duty should
remain in accordance with the expertise of JF Researcher.
3) Zig-zag is an award by giving the work duties, functions, and
authorities that are different from the current positions. This award is
given by transferring positions from the current position to another
position, can be higher, the same or lower level of position or
rank/group. Although the award for career development turned out
to be lower the level of position or rank/group, from the other side,
especially the development of this competence, it will further expand
the experience of the position. The thing that distinguishes with the

112
transfer is that in zig-zag there is a switch of ASN positions (between
JPT, JA, and JF).
For example, a JF Madya Researcher is transferred to JA Administrator
in the research and development unit or becomes JPT Pratama in the
research and development unit. On the one hand, when transferred
to JA, the level of position and rank/group will go down but in terms
of managerial competence will develop. Conversely, when transferred
to JPT Pratama, the level of position and rank/group will go up.
The transition of positions with a zig-zag form should remain with
regard to the conformity of real competencies owned by employees
with the standard of competence of the position to be occupied. So
there is no gap or no competency gap that occurs.
b. Competency development
The award in the form of competency development is an award given
to good performer employees in the form of improvement or development
of competencies owned, either through education or training. The
development of competencies provided also includes managerial,
technical, and socio-cultural competencies.
There are two forms of competency development that can be given to
employees as a form of follow-up performance assessment, namely (1)
competency development in the framework of a future career, for higher
positions or to fill positive gaps and (2) competency development in
current positions or to fill negative gaps. Here's each explanation:
1) Positive gap, competency development to fill a positive gap basically aims
to prepare the competence of employees in positions at the level above.
This award is given to employees who have the potential or opportunity
to rise their career path, either in the form of promotion, rank, or class.
The increase in levels needs to be understood as increasing responsibility,
the authority that requires an increase in the capacity or competence of
employees. So that the award in the form of competency development
to fill this positive gap will be followed up by doing promotion or increase
in career level. But in this follow-up must still meet the requirements or
provisions that apply, for example for civil servants who serve as JF then
must meet the requirements of the increase in the level of position
applicable in JF, which has met the required credit numbers.

113
For example, a JF First Researcher showed good performance assessment
results, and from the results of collecting credit qualified for a promotion
to JF Junior Researcher. So in order to prepare its competencies, the
concerned can be involved in training related to the needs of a junior
researcher.
2) Negative gap, competency development to fill the negative gap does not
mean employees are considered unable to work optimally according to
their position, but it is possible because there are certain competencies
that need strengthening according to their professional duties. In other
words, in general, the results of performance assessments show good
results, but specifically, there are competencies that need to be
developed. The development of competencies carried out is to
strengthen competence in the current position. For example, a JF First
Researcher shows good performance assessment results, but from the
results of superior assessments, there are competencies that need to be
developed, especially regarding research methodology. The concerned
employee develops his competence, especially in the field of research
methodology, so that his performance as a researcher will be better.
The form of competency development as an award and as a follow-up
performance assessment result can be done through the form of education
and training. Training can also be done through classical or non-classical
forms. Competency development can also be done by involving all units and
all relevant stakeholders. Competency development is not only done in the
training unit but can also be done in technical units or work units by involving
superiors or co-workers.
1. Sanction
Sanctions or rehabilitation is a follow-up given to employees who fall
under the poor performance criteria. Employees with poor performer criteria
are employees whose performance assessment results are poor and very
poor. Based on PP Number 30 of 2019 on Civil Servant Performance
Assessment, especially in Article 56 mentioned High Leadership Officials,
Administrators and Functional Officials who do not meet performance targets
can be subject to administrative sanctions up to dismissal. This administrative
sanction when associated with PP Number 53 of 2010 on Civil Service

114
Discipline is regulated by Article 3 related to obligations that must be fulfilled
by civil servants, one of which is to achieve the predetermined employee's
work targets.
Sanctions in PP
Number 53 of 2010 are
interpreted as disciplinary
punishment. As stipulated
in Article 7 that the level of
disciplinary punishment
consists of: light, moderate
and severe disciplinary punishment. Related to the obligation to meet the
achievement of employee work goals stipulated in Article 9. If civil servants
do not achieve the work target as stipulated, which is 25% to 50%, then it is
classified as a disciplinary violation and given sanctions in the form of
moderate-level disciplinary punishment.
But this book will not discuss sanctioning in the sense of disciplinary
punishment, but rather on the function of rehabilitation. So as a follow-up
performance assessment, especially for employees who enter the poor
performance criteria will be given performance rehabilitation, in the form of
counseling, mentoring and finally disciplinary penalties in accordance with
applicable regulations. Each will be discussed below.
a. Counseling, entered in the form of nonclassical training, namely by
conducting performance improvement guidance through debriefing the
ability to solve problems by optimizing self-potential (PerkaLAN Number
10 of 2018). Rehabilitation in the form of counseling is given to civil
servants whose performance gaps are small due to lack of motivation or
saturation.
b. Mentoring, entered in the form of nonclassical training, namely by
conducting performance improvement guidance through the transfer of
knowledge, experience and skills from more experienced people in the
same field (PerkaLAN Number 10 of 2018). Rehabilitation in the form of
mentoring is given to civil servants whose performance gaps are high due
to lack of skills or expertise and experience.
c. Discipline enforcement, is a follow-up to performance that is more
punitive rather than rehabilitation. Sanctions in the form of disciplinary
enforcement are given to civil servants who can not be fostered so that
Sanctions in follow-up performance
assessment means "rehabilitation" is given
to poor performance employees, given in the
form of: counseling, mentoring and finally
disciplinary punishment in accordance with
applicable regulations.

115
disciplinary punishment must be given. The level of disciplinary
punishment consists of three levels, namely light, moderate and severe
disciplinary punishment.
A light disciplinary sentence consists of: verbal reprimand, written
reprimand and written statement of dissatisfaction. While the disciplinary
penalty consists of: delay of periodic salary increases for a year, delays in rank
for a year, and lower-level demotions for a year. And severe disciplinary
punishment consists of: lower-level demotion for three years, removal in the
framework of lower-level demotion, release from office, dismissal with
respect not at his own request as a civil servant and dismissal not with respect
as civil servant. The provision of sanctions in the form of discipline
enforcement basically follows PP Number 53 of 2010 on Civil Service
Discipline.
Figure 6.1. Award and Rehabilitation for ASN
CHAPTER VII
PERFORMANCE MANAGEMENT WITH FWA
(FLEXIBLE WORKING ARRANGEMENT)
CONCEPTS OF FWA
The selection of effective ways of working becomes part of performance
management that is no less important in influencing organizational
performance. For that, the way of working requires adjustment to the dynamics

116
of the strategic environment. Establish frequency alignment between the
organization and the surrounding world. In this digitalize era, technological
advances thus need to be injected into the work ecosystem. It is necessary to
redefine the way it works and change their perspective that work can be done
where ever you are. This is what came to be known as Flexible Working
Arrangements (FWA) or flexibility of work arrangements.
Flexibility of work arrangements (FWA) according to Feldman began to be
widely applied in the United States since 1963, considering the balance between
work time and responsibility in taking care of the family (Margaretha and
Mildawani, 2017). Meanwhile, Sullivan & Lussier (1995) in Faza Dhora Nailufar
(2020) mentions that FWA was popular in the early 1970s as a solution to reduce
overcrowding on the streets due to the exit of a number of people
simultaneously to get to their workplaces. Overcome the inefficiency of time
wasted on the way. The picture implies that FWA emerged as a hope for workers
to get improved quality of life in addition to their work.
In Indonesia, Flexible Work Arrangements (FWA) have emerged as a new
culture in work since the presence of startup businesses in 2010-2011 with the
Coworking Space and Virtual Office models as workplaces (Ruth Berliana, 2020).
FWA then developed along with the development of
ICT (era 4.0), into a benefit that provides its own
appeal for millennials. Annette Blokland (2018) in Erna
Irawati (2020) states that as many as 70% of
millennials view an organization or institution that
implements FWA as having attractiveness. Which is high as a place of work
compared to institutions that still adhere to the principle of 9" to 5" work. The
scope of FWA implementation is finally widespread (ex. Bank BTPN, Wirajaya,
HM Sampoerna, and Surabaya Plaza Hotel), even attracted government agencies
to start implementing it (ex. CPC and BAPPENAS).
FWA itself can simply be interpreted as:
"A form of flexible working practices, such as jobshare,
telecommuting, flexy time, and the like (Rahmawati Hanny
Yustrianthe, 2008)",
Furthermore, Atkinson and Hall, (2011) define the WFA as:
FWA focuses more
on output or results
than work
procedures.

117
"The ability of workers to control their own length of work,
where to work away from the office, the scheduling of work
offered by the company"
Similar to the above understanding, Rau &Hyland, 2002 defines FWA as an
alternative option given by the organization to its employees to determine the
schedule and place of work.
Other definition from The Center of Personnel Studies, The National Civil Service
Agency (BKN), is:
"A system of work arrangements that give employees more
freedom to be able to manage their working hours, as long as
the accumulation or time provisions (per hour, per week, or per
month) set by the organization can be met"
This definition places an emphasis on flexibility in the fulfillment of the time
conditions set by the organization. The regulatory system according to BKN also
gives space to employees to work anywhere. In other words, through the
implementation of FWA, each employee can choose the time and place of work
according to their needs.
A similar WFA description was also submitted by Erna Irawati (2020), where FWA
is generally described as:
"Alternative work that allows employees to choose various forms
of work flexibility, including: work time, number of jobs, and
workplace".
FWA thus covers at least 3 (three) aspects, namely flexibility of work time,
flexibility of the workplace, and flexibility of the number of jobs. In reality, these
various forms of flexibility can be combined and complement each other
according to needs (Possenried and Plantenga, 2011). According to Spreitzer,
Cameron, &Garrett (2017) in Dida Daniarsyah & Nova Dwi Rahayu (2020), FWA
focuses more on output or results than work procedures.
In practice, flextime and telecommuting are two relatively widely used
options. Ayuna (2019) in Oswar Mungkasa (2020), mentioned several models in
the application of flexitime systems,namely fixed working hours,flexible working
hours, variable working hours.

118
1. Fixed working hours
A work system that allows employees to be able to choose their work
sessions every day – according to company regulations – as long as they
meet the minimum amount of 40 hours a week. For example, the company
gives employees the freedom to choose working hours with the following
conditions:
a. 25% of employees work from 07.00-15.00;
b. 25% of employees work from 08.00-16.00;
c. 25% of employees work from 09.00- 17.00; and
d. The last 25% of employees work from 10:00 to 18:00.
2. Flexible working hours
A work system that allows employees to work flexibly by following the
rules of fulfilling a minimum amount of time for 40 hours per week. This
system also does not require the same number of hours of work each day.
3. Variable working hours
A work system that requires employees to be present at certain hours in
the office and employees can set their own remaining time. For example,
employees are required to enter every day from 9 a.m. to 1 p.m., and the
rest can work remotely until they meet a minimum of 40 hours a week.
If you look at the variant model above, FWA is basically still bound by certain
working hours fulfillment rules (40 hours per Week in the example above). Thus,
the FWA flexibility space is how to regulate the fulfillment of those working
hours in daily performance. In addition, this time flexibility can also be combined
with workplace flexibility and other flexibility as long as possible.
Some studies reveal the benefits of implementing FWA, among others,
related to increased organizational commitment, motivation, job satisfaction,
loyalty even though workers work remotely and negative and significant
influence on employee turnover rates (Erna Irawati, 2020). However, FWA also
has several disadvantages, including: coordination that becomes more difficult
to do, the boundaries between office and home that tend to become blurred,
and decreased levels of supervision. Therefore, the implementation of FWA
needs to be done carefully with regard to the needs and readiness of the
organization and the impact that may arise from its implementation.

119
In essence, through the implementation of FWA work is expected to be a
"fun" process (a form of employee self-actualization). In addition, with the
realization of balanced work life for employees on the one hand, and
organizational performance – on the other hand – is expected to improve.
Urgency of FWA Implementation in ASN Performance Management
The discourse on the implementation of FWA in ASN Performance
Management in Indonesia emerged and developed in 2019 in line with the pilot
project plan of PP No. 30 of 2019 on Civil Service Performance Assessment at 7
(seven) Central Agencies and 10 (ten) Regional Agencies. The FWA
implementation model that is planned consists of the possibility of additional
holidays for Civil Servants (PNS) in addition to Saturday and Sunday, flexi
working time or flexible working time, to flexible working space or workplace
selection for civil servants.
As its emergence in the private sector, the discourse on the application of
FWA in the public sector (ASN performance management) is also based on
various situations that encourage the adaptation
of FWA as a modernization of the way of working.
Based on several references and situation
analysis, the application of FWA is based on at
least 5 (five) of the following considerations:
First, the need to present work-life balanced (FWA as non-monetary
incentives) is seen as improving employee performance productivity. This is
based on the emergence of various problems related to the quality of life of
employees, such as: access to a costly office (distance, travel time, and cost),
geographical conditions, the need to be more intensively involved in taking care
of children, lack of time with family, socialization, and recreation that have the
potential to cause high levels of stress. Gender issues such as the loss of
significant opportunities for women for higher growth and shared well-being are
one of which occur due to inflexible ways of working (Puslatbang PKASN, 2020).
Through FWA, the participation of female employees who decreased their work
after marriage and childbirth and the growing trend of increasing household
chores, especially in terms of childcare, can be resolved. Those with toddler-age
daughters and primary school can better maximize growth and distance learning
monitoring. Moore (2007) in Hendrik Pandiangan (2018) argues that work-life
Work-life balance can
minimize the potential
tension between work
and others

120
balance can create a productive work culture so that the potential tension
between work and others can be minimized.
Second, the need to accelerate the use of ICT massively in every line of
government. In the industrial era 4.0 - which may soon move towards 5.0 - the
application of E-Government or Electronic Based Government System (SPBE) as
a whole is one of the conditions that the government wants to realize through
Presidential Decree No. 95/2018 on SPBE. In this context, FWA can also
encourage widespread use of ICT. This can be seen for example at a time when
government agencies are forced to work from home due to the covid-19
pandemic. In other words, it is time for the bureaucratic working style to adjust
to this global trend. Transforming towards services that are digital friendly,
output-based and flexible.
Third, the need to increase the efficiency of resource use in government
agencies (bureaucratic downsizing). With the rapid development of ICT, every
government organization is moving towards AI-based organizations and
applications that in fact reduce the need for employees to be in the office
regularly. Performance and coordination can be done anytime and anywhere
(except under certain conditions that require employees to come to the office).
Same with some public services. In these conditions, the application of the work
system through the regular presence of employees becomes inefficient. With
flexible working patterns, the need for buildings, rooms and work facilities, even
human resources become reduced. The budget will also be reshaped.
Fourth, the need to attract the best human resources (talent), especially
from millennials. This is based on a common conception that has been described
before, where most millennials view an organization or institution that
implements FWA has a high attractiveness as a place of work compared to
institutions that still adhere to the 9" to 5" working principle. In line with that,
an international survey (Global Talent Competitiveness Index) shows that in
2018 the top performer countries with the best talent competitiveness have 4
(four) major leverage factors, one of which is the work environment where
employees have flexible working (Erna Irawati, et al, 2020). This shows the
central position of FWA in talent development, even at the state level.
Introducing flexible work arrangements in such contexts provides a unique
opportunity to respond to these demographic changes, addressing the

121
persistent challenges of labor force participation while increasing the
productivity of workers, companies, governments, and the economy.
Fifth, the need to modernize employee performance management, bringing
employee professionalism and organizational culture to a higher level. Through
the implementation of FWA, aspects of independence in work become
increasing, along with the decrease in the
level of formal supervision of employees. This
condition is a test for the realization of
professionalism and work culture that
emphasizes trust and responsibility, no
longer relies on rigid settings. The
construction of a system that supports that direction is certainly an absolute
prerequisite.
FWA eventually became a trend worth going through to bring bureaucracy
to a higher level of civilization. Through FWA, organizational resources are
expected to be managed optimally to achieve common goals (organizations and
employees). Employees can demonstrate higher levels of performance to the
organization and provide better service to its partners and/or service recipients.
In other words, FWA is expected to be one of the entrances to realize high-
performance ASN. For this reason, the policy on FWA is one of the things to look
forward to in the course of bureaucratic reform and new adaptation to the
industrial revolution ahead (4.0-5.0), especially in the aspect of ASN
performance management. It is also in line with the Indonesian government's
vision to encourage economic development through greater investment in
human resources, competitiveness, and bureaucratic reform.
Policies and Implementation Stages of FWA
Although it has been a discourse since 2019 through the implementation
plan of PP No. 30/2019 on Assessment of Civil Service Performance in a pilot
project, FWA in a special format regulated through national policy has in fact not
been realized. However, currently, there are several general policies related to
the implementation of FWA in government agencies, such as:
1. Government Regulation No. 30/2019 on Civil Service Performance
Assessment,
2. Government Regulation No. 53/2010 on Employee Discipline,
FWA eventually became a
trend worth going through
bringing bureaucracy to a
higher level of
civilization.

122
3. Presidential Decree No. 68/1995 on Working Days in government
agencies.
The implementation of FWA should thus pay attention to the various
regulations above. In other words, the implementation of FWA should not
conflict with PP No. 30/2019 and other related policies.
1. Measuring organizational readiness
In addition to paying attention to related regulations, FWA implementation
needs to pay attention to the following conditions (Erna Irawati, et al, 2020, with
modifications):
First, the maturity of the organization. Organizational maturity can be seen
from the application of merit systems and good performance management.
There are several criteria for assessing the implementation of the merit system
that places government agencies at a bad, less, good, and excellent level
(PermenPAN-RB No.40/2018 on Merit System Guidelines in The Management of
State Civil Apparatus). The application of FWA is more likely to be done in
agencies that have an excellent level of implementation of the merit system. As
for performance management, organizations at least need to have clear and
measurable performance targets, instruments to measure performance
achievement and reward and punishment mechanisms that have a heavy point
on performance (not attendance). Therefore, the maturity of the organization
needs to be considered in preparing the organization to conduct FWA.
The second, the organizational culture. Organizational culture will affect the
performance, innovation, agility, attachment, and competitiveness of an
organization. The determination of the type of FWA to be applied to government
agencies can be based on the culture of the organization. Dynamic type
organizations, for example, will have different treatments to structured control
culture types, where dynamic organizations need to pay attention to the
relevant regulations that apply, while structured control culture organizations
need to re-engineer processes and make mindset changes. Some indicators that
can be used to measure the cultural readiness of an organization include results-
oriented based on specific targets, the formation of output-oriented workgroups
and/or work completion, the habit of sharing and challenging ideas, and the
amount of innovation produced.
Third, the readiness of ICT and supporting infrastructure facilities. The
existence of FWA is clearly inseparable from applications, digital information
systems, and various ICT devices along with other supporting facilities (especially

123
in the context of working and interacting with office colleagues or leaders).
Therefore, ICT readiness becomes one measure of the readiness of government
agencies to implement FWA. While the readiness of supporting facilities is such
as the availability of co-working space in the office, the availability of work
facilities at home, and the like.
Fourth, the readiness of human resources. The existence of ICT and
supporting infrastructure facilities becomes useless if the human resources
owned have not been supported in that direction. Organizations whose
employees are mostly unfamiliar with digital/virtual working patterns for
example will have difficulty in
implementing FWA. In addition,
performance and competency
assessment instruments in the form of 9
(nine) quadrants (nine boxes) can be an
option to show the readiness of the
organization to implement FWA, namely by looking at the distribution of
employees on its nine boxes. The more employees who are in boxes 7, 8, 9, the
more it is possible for the organization to conduct FWA. In this context, it can be
said that FWA is a follow-up to performance assessment activities, where FWA
can be a reward option for employees who successfully demonstrate qualified
performance and competence.
Figure 7.1. Talent Management Box
The fundamental thing in
FWA implementation is to
identify positions to see the
FWA implementation space
that is possible.

124
FWA is thus not a system that can be simply adopted. There are various
things that need to be considered to be able to implement FWA well in
government agencies. Otherwise, FWA can actually be counterproductive with
its original purpose. This can be seen for example in the statement of the
Chairman of BKN which states that in the implementation of WFH, there are 20%
of employees who feel overloaded with work, due to shifting work burden from
other employees. The implementation of FWA should thus be based on 2 (two)
things, namely the needs and readiness of government agencies.
1. Identifying a Job Title
Another fundamental thing in the implementation of FWA is to identify
positions to see the FWA implementation space that is possible. Determine at
what position the FWA can apply and the extent of its possible level of
application (by understanding its working patterns). In other words, the
implementation of FWA in each organization must also be adjusted to the
characteristics of the position contained by the organization. Therefore, the
organization must then identify the position according to the existing position
group using several criteria. The criteria that can be used to identify include (Erna
Irawati, et al, 2020):
a. The work can be done mobile with the help of technology,
b. Communication about work can be done flexibly (technological
assistance),
c. Needing a little physical meeting,
d. Does not require direct instruction/assistance from the leadership in
carrying out the work,
e. Work that if done flexibly will become more productive.
Here are examples of simple instruments that can be used and examples of
their use in several positions:
Table 7.1. Job Identification for FWA Type Determination

125
Source: Erna Irawati, et al (2020) with modifications
The table above shows the possible implementation of FWA following the
level of application. If the characteristics of the position can be identified
properly, then the type of WFA that corresponds to each position will be easier
to determine.
1. Choosing the appropriate model
FWA covers a fairly broad range of things, which is a change in conventional
working models to a more modern and flexible way of working in relation to
time, place, and how to do work. As previously stated, FWA was planned to be
piloted within the framework of the implementation of PP No.30/2019 on the
Civil Service Performance Assessment. The choice of models that are planned to
be applied in selected government agencies (pilot projects) are as follows:
a. The possibility of additional holidays for civil servants (PNS) in addition
to Saturday and Sunday,
b. Flexi working time or flexible working time,
c. Flexible working space or workplace selection for civil servants.
The format is seen as a separate option or a combination that allows it to be
applied in government agencies while keeping in mind the number of working
hours that must be met. By paying attention to the above model and flexitime
model delivered by Ayuna (2019), Flexi options available include:
a. System of 4 (four) working days (addition of working hours) with a
flexible selection of holiday time (other than Saturday and Sunday),

126
b. The shift system, which allows employees to be able to choose their
work sessions every day in accordance with the agency's work shift
provisions,
c. A work system that allows employees to work flexibly by following the
rules of fulfilling a minimum amount of time per week and does not
require the same number of hours of work each day,
d. Variable working hours or work systems that require employees to be
present at certain hours in the office,
e. A work system that allows employees to work anytime and anywhere
flexibly.
The implementation of Flexi place in the model options above has various
alternatives, among others: Open space in the organizational environment,
employee house/residence (work from home), other locations as long as it is
possible to carry out the work. The flexibility of the workplace for employees in
this case is the regulation of employee work patterns that provide flexibility of
work location during a certain period by maximizing information and
communication technology to improve and maintain employee productivity
and ensure the continuity of work implementation.
With a simpler approach, there are 3 (three) alternatives in implementing
FWA. The concept of Flexible Work Arrangement (FWA) empowers employees
to choose what time they start working, where to work, and when they will stop
working.

127
Table 7.2. Type /Method of Flexible Work Arrangement (FWA)
Sumber: (Erna Irawati, dkk, 2020)
In addition to the substance of FWA, in terms of the scope of its application
in the organization, FWA can be run in 3 (three) ways (Erna Irawati, et al, 2020),
namely:
1. FWA for all organizations, where FWA can be applied to all parts if the
organization has a high level of readiness. Of course, by still considering the
characteristics of the position to determine which FWA model is
appropriate,

128
2. FWA as a reward, where the choice of FWA can be given to employees who
are included in the top talent (box 7,8,9), while keeping in mind the choice
of FWA models that are in accordance with the employee position,
3. A combination method, in which organizations can determine the type of
WFA to several positions and give the discretion to choose FWA for other
positions.
Various approaches, models, and ways of implementing FWA above can be
an alternative in implementing FWA (individually or in combination) according
to the characteristics and needs of the organization. Each organization needs to
pay close attention and assess the level of readiness of the organization in
implementing FWA to then associate it with the choice of models that are
considered most likely based on the condition of the organization.
1. Integrated Digital Work
To support work flexibility, the monitoring and evaluation model in FWA
must be supported by a digital system, allowing the leader to stay connected
with his subordinates. Starting from the attendance system that must be able to
show the location of employees, coordination systems, performance reporting,
and so forth that are designed to be able to be done without space and time
barriers.
The concept of Integrated Digital Work
(IDW) is a system that is applied to support
productivity in the implementation of tasks in
the implementation of FWA. This system is
designed to support the performance of
employees actively completing their work while
maintaining connectivity among colleagues and
leaders, carrying out tasks proportionally to report every work implementation
periodically and quality. This concept can certainly be implemented in
accordance with the substance of FWA that will be applied to the organization.
In the implementation of this concept, of course, it is necessary to make
good policy adjustments because it will have an impact on implementation
ranging from procedures for employee performance assessment, employee
working hours arrangements, forms of reporting, to the implementation of
monitoring and performance evaluation so that they can remain productive
working with various situations and conditions.
2. Monitoring and Evaluation
The FWA must be
supported by a digital
system, which allows
the leader to stay
connected with his
subordinates.

129
A key aspect in the implementation of FWA is the monitoring and evaluation
of FWA (monev). In this context, it is important to ensure the implementation of
FWA remains on track as well as a basis for determining the corrective steps
needed.
Monitoring can be done by reporting the results of daily work for employees
who carry out the IDW Concept of FWA substance that will be applied to the
organization. This monitoring can be done by filling out daily reports submitted
by employees to the head of the work unit. Reports can be compiled manually
or through existing applications. The form of daily performance reports can be
examples of forms below or tailored to the needs of the organization.
Table 7.3. Examples of Daily Performance Reports
IMPLEMENTATION REPORT
WORKING AT HOME/RESIDENCE
(Work from home/WFH)
Name :
Position :
Work Unit :
DATE DAILY JOB TARGET OUTPUT PROBLEM
(1) (2) (3) (4) (5)
Note:
1. : to be filled in on the date of FWA application
2. : to be filled in with daily job performed in line with jobs
description
3. : to be filled in with work target(s)
4. : to be filled in with work output
5. : to be filled in with problems faced during work
Meanwhile, evaluation can be done by looking at the level of achievability
of targets/work output that has been agreed through the report of employees
who work with the FWA system. Communication media becomes the main key
to the availability of targets/work output to optimize employee performance. In
the process, superiors evaluate employee performance, provide feedback,
identify obstacles and problems faced by employees in the implementation of
tasks and solutions.

130
One method that can be used in conducting evaluation is to use surveys.
Surveys can be conducted online which is then recapitulated and analyzed as a
material improvement for the
implementation of FWA which is carried out
regularly in several periods for example in
each quarter or semester. Survey
respondents are employees at every level of
position ranging from staff level, colleagues
to echelons of unit leaders. Several points that can be evaluated such as policies,
procedures for assessing employee performance, setting employee working
hours, forms of reporting, distribution of tasks and workloads evenly in one
team, infrastructure, systems or applications, ways of communication and
cooperation, and others in accordance with the needs of the organization.
In summary, an important point in the implementation of FWA is the output
or performance results. An increase or decrease in performance results can be a
measure of whether the FWA can still be applied, developed, or shifted with
other patterns.
Portrait of Implementation and Key to Successful Implementation of FWA
1. FWA Practices in Government Agencies
With the Covid-19 pandemic, the acceleration of FWA is then practiced
spontaneously by most government agencies in response (reaction) to the
Covid-19 pandemic that demands restrictions on direct interaction. The
spontaneous and massive implementation of FWA is done through the flexibility
of work location settings, including the implementation of work from office
(WFO) tasks; and/or the implementation of service duties at home
/residence/work from home (WFH).
The policy of implementing FWA as a new paradigm with the application of
flexibility rules to work in WFO and WFH is one of them contained in the Circular
Letter of the Minister of Utilization of State Apparatus and Bureaucratic Reform
No. 67 of 2020 on Changes to the Circular Letter of the Minister of Administrative
and Bureaucratic Reform Number 58 of 2020 on the Working System of State
Civil Apparatus in the New Normal Order. SE MENPANRB 67/2020 contains a
working system for State Civil Apparatus (ASN) in the implementation of
government in the ministry/institution/local government to adapt to the new
normal order, productive and safe from COVID-19. The question that arises then
An increase or decrease in
performance results can be a
measure of whether the
FWA can still be applied,
developed or shifted with
other patterns.

131
is, will WFH be maintained as a new post-pandemic work culture (with various
adjustments needed)?
Currently, there are several agencies that take the initiative to implement
FWA in an institutional or partial manner, including the Ministry of National
Development Planning/BAPPENAS and the Ministry of Finance, as an
arrangement of employee work patterns that provide flexibility of work location
during a certain period. These two agencies practically apply work arrangement
patterns that can be prioritized with flexibility methods in work (FWS) and co-
working space in implementing work patterns.
a. Ministry of National Development Planning/BAPPENAS
The policy of the work scheme of the State Civil Apparatus (ASN) in
Bappenas environment without having to go to the office (telecommuting)
begins with the issuance of a circular of the Minister of National Development
Planning/Head of the National Development Planning Agency Number 1 of
2020 on the Implementation of Integrated Digital Workspace (IDW) and
Smart Office in the Ministry of VAT / Bappenas which was later changed to
Circular Letter Number 2 of 2020 for the same matter.
Figure 7.2. Main Platform of Integrated Digital Workspace (IDW)
Tatang Muttaqien (2020) explained that the shift in the way of work and
digital-based strategic decision-making needs to be accelerated immediately,
especially with the conditions of the Covid-19 Pandemic that require
restrictions on physical interaction, demanding digital-based government
work as a new custom, to ensure the wheels of government and public
services continue to run. So by applying the IDW method and co-working
space, it is expected that the ASN of the Ministry of National Development

132
Planning/Bappenas can play an active role and work flexibly, strengthening
the capacity of planners through integrated databases strengthening planner
cooperation and planning quality through knowledge sharing media; utilizing
ICT for strengthening development planning and increasing team
productivity, both institutional and individual with systematic records and
accountable. In other words, this agency applies basic principles in providing
the concept of flexibility in scheduling (schedule), flexibility in work location
(location), and flexibility in time (time).
Figure 7.3. Bappenas Flexiwork Mechanism
b. Ministry of Finance
Meanwhile, according to the Direction of the Minister of Finance, Sri
Mulyani in Dini Kusumawati (2020) that the Covid-19 pandemic encourages
radical changes in creating new working patterns in her agency. The
implementation of the FWA concept to the Ministry of Finance takes the
momentum and experience during COVID-19 to encourage the acceleration
of change in the Ministry of Finance. Reduce the number of meeting rooms
and utilize technology as it does during WFH. Designing work patterns,
infrastructure, and work culture that support the creation of a working
system in the framework of the new normal order in the Ministry of Finance.
Therefore, they issued a policy through the Decree of the Minister of
Finance No. 223 /MK.01/2020 on the Implementation of Flexible Working

133
Space in the Ministry of Finance where the rules regulate employee work
patterns that provide flexibility of work locations during certain periods by
maximizing technology. This policy sets priorities that can be made through
the FWS scheme, including policy formulation work or policy
recommendations, not face to face with service users, and work can be done
online. For the mechanism and its arrangement, FWS quotas and deadlines
are determined by the head of the work unit in a tiered manner taking into
account the principles of fairness, proportionality, order, the effectiveness of
the implementation of tasks, as well as the function and sustainability of the
work unit services. In this case, the Ministry of Finance applies FWS criteria as
a reward for its employees who have high performance and competence
accompanied by considerations and plans for FWS implementation which
includes location, duration, and work plan. During the implementation of
FWS, the employees of the Ministry of Finance conduct attendance according
to assignment, draw up daily work plans and report their work to the
employee's direct supervisor. The Ministry of Finance also implemented a
coworking space policy by applying The Minister’s Decree of Ministry of
Finance (KMK) No. 453 Th 2020 on Activity-Based Workplace (ABW). ABW is
a transformation of strategy in working by utilizing co-working spaces and
maximizing ICT to increase and maintain employee productivity. During the
implementation of FWS, Ministry of Finance employees still receive salaries,
performance benefits, meal money, and other facilities in accordance with
applicable provisions. All this is done to facilitate the organization in meeting
the expectations of service users, fulfilling the organization's mandate
effectively & efficiently, and realizing the employees of the Ministry of
Finance.
Figure
7.4.
Working Patterns in The Ministry of Finance
Source: Dini Kusumawati (2020)

134
1. Key to Successful Implementation of FWA
Reflecting on the national bureaucratic reform agenda and the urgency of
FWA, the implementation of FWA with its various variations can be viewed as an
unavoidable necessity. If you look at the experience in both public organizations
exemplified above, some important points that must be considered in ensuring
the successful implementation of FWA are:
First, ensure clear performance targets, proportional performance sharing,
and measurable performance achievement deadlines. It also requires social
capital in the form of a trust base, namely trust from superiors to subordinates
and vice versa (subordinates to superiors).
In addition, second, work flexibility requires capacity strengthening,
integrated data, knowledge sharing, and ICT support. With this, there will be
better team productivity that will contribute systematically and accountable to
the organization. In other words, the implementation of FWA requires a solid
and scalable Performance Management system but allows employees to work
flexibly to drive higher results.
Third, flexible working arrangements should be associated with the
implementation of bureaucratic reforms within the framework of adaptive ASN
work culture changes in the digital age (Tatang Muttaqien, 2020). Flexible
working arrangements should also be associated with efforts to encourage
efficiency and budget re-shaping (leaner and on target).

135
CHAPTER VIII
PERFORMANCE INFORMATION SYSTEM
Digital Transformation to Support Industry 4.0
Digital transformation is synonymous with the use of technology to convert
analog processes into digital. This digital transformation refers to the way
technology is revolutionizing businesses with new technological fields such as
machine learning, big data, and the internet for everything. Whether it is done
by the community, companies, or government agencies. Usually, the use of
digitalization is done to improve customer experience, supply chain, stakeholder
management, and overall business processes.
1. The Latest Developments in Information and Communication Technology
The development of Information and Communication Technology/digital
allows us to get whatever information is needed to improve our performance as
employees (ASN). Especially in industry 4.0, digitalization technology can be an
intermediary medium to lead to literacy practices that can produce print-based
texts (Amanda, 2021) which of course will make it easier for us to get the
required sources of knowledge and encourage the improvement of civil service
performance.
Based on the Indonesia Information and Communication Technology
Development Index in 2018-2019 conducted by the Indonesian Statistics (BPS)
there was an increase in value from 5.07 in 2018 to 5.32 in 2019 on a scale of 0-
10, with a growth of 4.96 percent. This is also characterized by an increase in the
value of its subindex, namely access & infrastructure, use, expertise. Clearly, IP-
ICT Indonesia can be seen in the following table:
Table 8.1. Development of IP-ICT Indonesia, 2018-2019
Subindex IP-TIK
2018
IP-TIK
2019
Growth (%)
Access & Infrastructure 5,34 5,53 3,56
Use 4,45 4,85 8,99
Expertise 5,76 5,84 1,31
IP-TIK 5,07 5,32 4,96
Scale IP-TIK : 0-10
Source: Results of BPS (Information and Communication Technology Development
Index Book 2019)

136
The growth of information and communication technology development
signifies the opportunity for people to access digital information sources that are
increasingly open. According to Syakilah et al. (2020:27) in 2019, the internet
network used by the majority of Indonesia's population is mobile broadband.
There are about 92 customers out of 100 residents subscribing to mobile
broadband to access digital information. The public is also starting to look at the
use of fixed broadband. This is evidenced by the increase in fixed broadband
customers over the past four years. With a comparison of 100 residents, there
are 3 or 4 residents using fixed broadband. This opens up opportunities to
leverage digital technology to get certain information needed in performance
improvement.
Infrastructure support is certainly a crucial thing in the development of
information technology. The increase in its use and the development of public
expertise in utilizing technology certainly needs to be supported by good
infrastructure. In IP-ICT Indonesia the assessment indicator of access and
infrastructure development consists of five indicators namely fixed phone
customers per 100 residents, mobile phone customers per 100 residents,
international internet bandwidth per user, percentage of households with
computers, and percentage of households with internet access.
The availability of international internet bandwidth per user is the most
important thing to note in the utilization of information technology seen through
access and infrastructure.
Especially if the use of Information Technology is done by government
agencies, it will always be associated with public service delivery and
performance. The availability of internet bandwidth is getting bigger from year
to year. In 2018, international internet bandwidth amounted to 47,918 bits per
user to 91,063 bits per user in 2019.
The development of information and communication technology is clearly
done to carry out digital transformation of the implementation of business
processes for companies and government agencies. Of ourse this will bring
benefits in improving resource management for organizations, especially
government agencies. It will also make business processes more efficient. The
government bureaucracy will create a more flexible work culture. Because it will
encourage the government to eliminate compartmentalizing or sectoral egos. Of

137
course, by opening channels of communication, pioneering a sense of
responsibility, empowerment and inspiring for all people. In the end it will be
related to the performance goals of the business processes that have been
determined.
The development of information and communication technology should
provide benefits for government agencies if the process is carried out
appropriately. In the end, it led to an increase in the performance of government
agencies. The performance of government agencies itself is already regulated in
policies related to performance management. And in its implementation it also
utilize digital technology that is considered more efficient in managing
performance both institutionally and individually.
The rapid development of Information and Communication Technology
(ICT) has had an impact on human life in general. In terms of governance, the
advancement of ICT has brought a new phenomenon called electronic-based
government or e-government. The presence of e-government with all the
benefits it brings opens opportunities for the government to provide better
services to the community. The urgent thing, of course, answers the challenges
in its implementation.
The use of e-government in Indonesia is still far behind other developed
countries. However, from year to year the government continues to improve.
This can be seen from the results of the e-government Development Index
(EGDI) survey organized by the United Nations. This survey shows that Indonesia
is ranked 88 out of 193 countries in 2020 (United Nations, 2020). The results of
the 2020 survey showed an increase of 19 rankings when compared to 2018
which was 107th and 116th in 2016. According to the report, despite being faced
with many challenges, by 2020 countries in the Southeast Asian region, including
Indonesia are able to make progress towards digital transformation.
The advancement and development of information technology has
encouraged the government to improve. Information in the form of hard copy
archives that accumulate to fill bureaucratic workspaces is no longer relevant to
maintain. All things related to information will be more efficient and easier to
recover if recorded using an information system.
What is the simplest example of digital transformation in terms of
information systems in Indonesian government? During the COVID-19

138
Pandemic, the easiest answer was to point to the e-HAC (modern version of the
Health Alert Card). At this time all Indonesian citizens who travel by land, sea,
and air are required to fill the e-HAC. By charging the e-HAC, the state can find
out health information and locations in which areas its citizens are located.
The presence of e-HAC during this pandemic complements the various
names of activities that have already appeared such as e-government, e-
commerce, e-education, e-medicine, e-laboratory, and others. e-HAC itself is a
derivative of e-government which refers to the use of information technology by
the government, such as using intranets and the internet, which has the ability
to connect the needs of residents, businesses, and other activities.
According to Yudho Giri Sucahyo et al (2013) the term e-government is an
approach from electronic-government that can be interpreted etymologically as
electronic government. The implementation of e-government policies is done by
utilizing optimally the advancement of information technology to eliminate
organizational and bureaucratic barriers. The term is often understood as the
maximum utilization of ICT to improve effectiveness, performance, and
government services for the general public.
However, in addition to services to the general public such as e-HAC, e-
government also has other forms. According to (Indrajit, 2002) in (Vita Elysa &
et al, 2017) there are at least four classifications of new form relationships for
the use of ICT in e-government:
a. Government to Citizens
The most common form of e-government use is where governments
build and implement various information technology portfolios to
interact with the public.
b. Government to Business
Form of providing data and information services from the government
for businesses.
c. Government to Government
The form of using e-government for interaction between one
government and another government in order to facilitate the process of
cooperation.
d. Government to Employees

139
A form of use intended for staff in government agencies. In addition, the
purpose of the e-government policy is to reduce the use of manual
systems or the use of paper in each service.
Performance information systems are included in the form of Government
to Employees, because these systems support the information needs in the
internal government.
2. Digital Transformation in Performance Management Implementation
Digital transformation brings all forms of activities that can be done using a
system. Especially with the development of information and communication
technology that encourages easy access to information. As if inviting actors of
activities including the government to develop digital applications that facilitate
the implementation of work in the implementation of public services.
The development of digital systems on the government side is driven
massively which is characterized by the emergence of the concept of e-
government. Through the implementation of e-government is expected to
improve the quality of government services to its stakeholders (society,
business, and industry) especially in terms of effectiveness and efficiency
performance in various areas of state life.
The concept of e-Government can be said to be an information technology
system developed by the government in providing choices to its people when
and wherever they can get easy access to information and services that the
government provides to it (Yohanitas, 2013). The key to successful
implementation is also leadership, infrastructure readiness, information
sustainability, quality of human resources (HR), and community support (LAN,
2009). And the performance management system does not escape the change
in its implementation to digital or enter the realm of e-government.
Digital transformation to the implementation of performance management
is done by understanding in advance the stages of performance management
formation. Especially now that the implementation has also entered the
performance of individuals in the organization/agency. In addition, in principle,
the implementation of performance management is carried out in line with the
implementation of performance-based budgets that are required to be more
responsive and able to facilitate the fulfillment of demands for improving the
quality of public services (LAN, 2008).

140
Performance management is a strategic and integrated process that
supports the success of the organization through the development of HR
performance (LAN, 2009) by providing an understanding of the management of
the level of policy achievement (policy performance) in accordance with the
performance plan that has been set (Hamka, 2005). Therefore, HR ability as a
contributor to that performance needs to be developed through a shared
process between managers and individuals that are more based on agreement
than instruction. This performance management includes strategic planning
where there needs to be the formulation of the vision of the mission and values
of the organization. In addition, there is also a performance plan for
performance determination and fulfillment of annual performance carried out
cascading from agencies, work units to each individual. Then there also needs to
be monitoring evaluations and reports of performance achievements.
This performance management process is what is needed to be a complete
performance management system. But in practice, the system developed by
government agencies is partially structured and there is still an incompatibility
from planning to its achievement. In addition, there is a system that is not
developed into a system.
3. Employee Performance Information System Issues
The application of employee performance information systems as an
instrument in the internal government faces various challenges. Here, it is
interesting to take a look at some of the studies ever done. Research conducted
by Rakhmawanto (2017) for example, found several factors that hinder the
implementation of information technology based ASN management systems:
lack of quantity of human resources, lack of complete facilities and
infrastructure, limited software, invalid ASN data, and weak internet network.
Then, research conducted by Marlian and Sari (2020) found that before the
implementation of the Employee Performance Assessment System (SASIKAP)
within the Bandung Regency Government: the preparation of SKP and annual
performance assessment documents were carried out only when needed,
performance assessments were carried out once a year and even not done if not
needed, it was difficult to monitor and supervise employee performance
assessments, And the government does not have a valid and real-time employee
performance database.

141
Furthermore, in research conducted by Meitika (2020) it was found that the
application of the Electronic Civil Service Performance Assessment System (e-
SIKAP) application in the Riau Provincial Government also brought changes in
civil servant behavior. Before the implementation of e-SIKAP in the Riau
Provincial Government, the SKP report was made manually by civil servants and
the assessment was inaccurate because superiors did not clearly know the
targets made by civil servants.
In the conclusion of his research, Meitika (2020) stated that in applying e-
government in the assessment of employee performance there are several
inhibiting factors, namely: the readiness of human resources in the government,
paradigm shifts, socialization, and software. Identifying these barriers can give a
picture that digital transformation efforts in the body of government are not
easy. Nevertheless, the transformation needs to be encouraged because of the
benefits of the presence of an ASN management information system, namely
getting information about the state/profile of employees quickly and accurately
(Rakhmawanto, 2017).
In addition, employee performance information systems are inseparable
from other related information systems that require data integration. And the
system is not directly related to employees, but related to the agency and work
unit of the employee. Of course, this is related to the performance management
system that is connected to a complete government agency accountability
system. This system starts from the performance planning of government
agencies, financial planning of government agencies that are the driving force of
national development plans. Then related also to the technical implementation
as outlined in the work program plan of the agency and the work unit of each
government agency.
But all of them there is no information system that is well integrated from
the national level, agency level, the level of work units that ultimately to the
performance of employees as individuals who can carry out all their planning.
This is where the problem arises. The development of information and
communication systems should facilitate it all. So that the lack of quantity of
human resources, lack of complete facilities and infrastructure, limited software,
invalid ASN data will always be the reason for the lack of governance of overall
performance management. For this reason, an integrated performance
information system model is needed.

142
Performance Information System Model and Management
1. Urgency of Performance Documenting
Technological developments have changed many things, including the way
ASN works. Factually, ASN at this time can actually carry out work from
anywhere and anytime, without the need to come to the office every day. This
is evidenced by the implementation of the Work from Home (WFH) policy since
the COVID-19 pandemic hit Indonesia in March 2020. The implementation of
WFH seems revolutionary and drastic, but if viewed in more detail, it is not the
case. The Indonesian government has started digital transformation measures in
the bureaucratic body a few years ago. One of them is in terms of managing
performance information systems.
The implementation of WFH during the COVID-19 pandemic is supported by
the existence of performance information systems. Therefore, it is not surprising
that the Regulation of the Minister of Administrative and Bureaucratic Reform
of the Republic of Indonesia No. 8 of 2021 on the Civil Service Performance
Management System is enacted. The regulation states that the performance
information system is an integral part of the civil service performance
management system.
In accordance with Article 18 paragraph (3) of PermenPAN-RB No. 8 of 2021
on Civil Service Performance Management System that "The National Civil
Service Agency prepares a national civil service Performance information
application that can be integrated with civil servant performance applications in
Government Agencies". This provides an overview that in addition to (The
National Civil Service Agency (BKN), government agencies are also allowed to
develop civil servant performance applications according to their respective
needs. However, applications in government agencies must still be integrated to
facilitate the reporting process to the Minister who organizes governmental
affairs in the field of administrative and bureaucratic reform.
There are several government agencies that have first imposed
performance assessment through the use of information technology, such as the
Civil Service Performance Assessment System (SIKERJA) belonging to the
Ministry of Home Affairs, The Performance Visum Information System (SIVIKA)
belonging to the National Family Planning Coordinating Agency (BKKBN), e-
performance belonging to the Surabaya City Government, e-performance

143
belonging to the Banda Aceh City Government, Sabilulungan Employee
Performance Assessment System (SASIKAP) belonging to the Bandung Regency
Government System Electronic Apparatus Performance Assessment (E-SIKAP)
belongs to the Riau Provincial Government, and several similar applications.
2. Performance Information System Management Model
The number of systems created by each government agency in tidying up
the documentation of the performance of government agencies and
government employees is a picture that the development of technology and
communication can actually help realize the automation of agency work. The
common question is related to the integration of the developed system.
Therefore, it is necessary to manage the performance information system from
a national scale, agency, work unit, and to individuals.

144
BIBLIOGRAPHY
Amanda, Septiany. 2021. Apa itu Literasi Digital, Prinsip Dasar, Manfaat, dan
Contohnya. Dapat diakses di (https://tirto.id/apa-itu-literasi-digital-
prinsip-dasar-manfaat-dan-contohnya-gbhL , pada April 2021)
Armstrong, Michael and Angela Baron. 1998. Performance Management, The
New Realities, Institute of Personnel and Development, London,
Amstrong, 2006. Performance Management, Key Strategies and Practical
Guidelines. Third Edition. Kogan Page. London and Philadelphia.
Armstrong, Michael and Angela Baron., Managing Performance: Performance
Management in Action, Chartered Institute of Personnel and
Development, London, 2007.
Byars, L. L., & Rue, L. W. 2006. Human Resources Management. New York:
McGraw-Hill Irwin.
Department of Economic and Social Affairs. 2020. E-government survey 2020,
Digital Government in the Decade of Action for Sustainable Development.
United Nations.
Dida Dinarsyah, Nova Dwi Rahayu. Menuju Implementasi Flexible Working
Arrangement Ideal Pasca Masa Covid-19 (Studi Praktek Terbaik Pada
Kementerian Kelautan dan Perikanan). JURNAL DESENTRALISASI DAN
KEBIJAKAN PUBLIK, Vol. 01, No.02-September 2020.
Echols, John M. dan Hassan Shadily. 1983. Kamus Inggris Indonesia : An English
– Indonesian Dictionary. Jakarta: PT Gramedia
Erna Irawati. Menyongsong Flexible Working Arrangement bagi ASN. Jurnal
Analis Kebijakan Vol.3, No.1 Tahun 2019.
Erna Irawati, Rizky Fitria, Yudiantarti Safitri, dan Rabiatul Adawiyah. Flexible
Working Arrangement (FWA) untuk Aparatur Sipil Negara (ASN).
Dandelion Publisher. Bogor. 2020.
Fadhila, Aulia Annisaa dan Wicaksana, Lungid. Sistematik Review: Flexible
Working Arrangement (FWA) Sebagai Paradigma Baru Asn Di Tengah
Pandemi Covid-19. Spirit Publik Volume 15, Nomor 2, 2020. Halaman 111-
130 P-ISSN. 1907-0489 E-ISSN 2580-3875.
Gibson, James L, John M.I, James H.Donnelly. 1995. Organisasi, Perilaku,
Struktur, Proses. Edisi Kedelapan. Jakarta: Bina Aksara.

145
Hamka. 2005. Manajemen Stratejik dan Manajemen Kinerja Pada Sektor Publik.
Jurnal Administrasi Publik 1(4): 175-187
Indrajit, Richardus Eko. 2004. Strategi Pembangunan dan Pengembangan Sistem
Pelayanan Berbasis Teknologi Digital. (Jurnal online).
(https://jurnal.unikom.ac.id). Diakses 16 Juli 2018.
Jones, Pam., Managing For Performance, Delivering Results Through Others,
Pearson Prentice Hall Business, London, 2007.
Kaswan, Coaching dan Mentoring Untuk Pengembangan SDM dan Peningkatan
Kinerja SDM, Alfabeta, 2018
Kusumawati, Dini. Implementasi Flexible Working Arrangement Kementerian
Keuangan. Disampaikan pada PMO Informal Meeting (PIM) II Sekretariat
Jenderal Kementerian Keuangan. Senin 8 Juni 2020.
Lembaga Administrasi Negara. 2008. Pedoman Penerapan Manajemen Kinerja
pada instansi Pemerintah. Lembaga Administrasi Negara. Jakarta.
Lembaga Administrasi Negara. 2009. Buku Referensi Perancangan
Pembangunan Teknologi Informasi Pemerintah Daerah (Local e-Gov Grand
Desain). Lembaga Administrasi Negara. Jakarta.
Lembaga Administrasi Negara. 2009. Modul-Modul Manajemen Kinerja.
Lembaga Administrasi Negara. Jakarta.
Marlian, S., & Sari, D. S. (2020). Implementasi Kebijakan Sabilulungan Sistem
Penilaian Kinerja Pegawai (SASIKAP) di Lingkungan Pemerintah Kabupaten
Bandung. Jurnal Administrasi dan Kebijakan Publik, 5(2), 208-227.
Mathis L Robert & Jackson, Manajemen Sumber Daya Manusia ed 10, Salemba
Empat, 2006
Meitika, Dela dan Baskoro Wicaksono. 2020. PENERAPAN ELECTRONIC
GOVERNMENT (E-Gov) DALAM PENILAIAN KINERJA PEGAWAI DI BADAN
KEPEGAWAIAN DAERAH PROVINSI RIAU TAHUN 2018-2019. JOM FISIP Vol.
7: Edisi II Juli – Desember 2020.
M Stone Florence, Coaching, Counselling & Mentoring : How To Choose & Use
The Right Technique to Boost Employee Performance, AMACOM, NY10019
Noer Muhammad, Perbedaan Coaching, Consulting Dan Mentoring,
Presenta.co.id, Sept 2018
OECD, 2016. Engaging Public Employees for a High Performing Civil Service. The
Organization for Economic Co-operation and Development.

146
Oswar Mungkasa. Bekerja Jarak Jauh (Telecommuting): Konsep, Penerapan, dan
Pembelajaran. BAPPENAS Working Papers Volume III, No.1-Maret 2020.
Oswar Mungkasa. Bekerja dari Rumah (Working from Home/WFH): Menuju
Tatanan Baru Era Pandemi Covid-19. BAPPENAS Working Papers Volume
IV, No.2-Juni 2020.Rakhmawanto, A. (2017). PENGEMBANGAN SISTEM
MANAJEMEN APARATUR SIPIL NEGARA BERBASIS TEKNOLOGI
INFORMASI. Civil Service Journal, 11 (2 November).
Pulakos, Elaine D., 2004. Performance Management, A Roadmap for Developing,
Implementing and Evaluating Performance Management Systems. SHRM
Foundation. USA.
Pusat Pengkajian dan Penelitian Kepegawaian BKN. Analisis Model Flexible
Working Time di InstansiPemerintah. Policy Brief, No.038-Desember 2019.
Rahmawati Hanny Yustrianthe. Pengaruh Flexible Work Arrangement terhadap
Role Conflict, Role Overload, Reduced Personal Accomplishment, Job
Satisfaction, dan Intention to Stay. Jurnal Bisnis dan Akuntansi Vol.10,
No.3, Desember 2008.
Soehartono, Octa. Telaah Penerapan Pencegahan Penyebaran COVID-19 di
lingkungan Lembaga Administrasi Negara. Telaah Kebijakan. Disampaikan
pada 24 Juli 2020.
Sungjoo Choi. Managing Flexible Work Arrangements in Government: Testing
the Effects of Institutional and Managerial Support. Public Personnel
Management. November 2017. diakses melalui
https://www.researchgate.net/publication/320862023.
Syakilah, Adriyani et al. 2020. Indeks Pembangunan Teknologi Informasi Dan
Komunikasi 2019. Badan Pusat Statistik: Jakarta.
Tatang Muttaqin. Peluang Implementasi Flexible Working Arrangement di
Birokrasi: Pengalaman Kementerian PPN/BAPPENAS. Bahan presentasi,
disampaikan pada acara Webinar Transformasi Manajemen ASN untuk
ASN Unggul, LAN RI, 16 Juli 2020.
Vita Elysa, & dkk. (2017). Implementasi E-Government Untuk Mendorong
Pelayanan Publik Yang Terintegrasi Di Indonesia. Tangerang Selatan:
Universitas Terbuka (repository.ut.ac.id).
Wardiana, W. (2013). Perkembangan Teknologi Informasi di Indonesia.
European Archives of Psychiatry and Clinical Neuroscience, 243(5), 224–
228. https://doi.org/10.1007/BF02191578

147
Yohanitas, Witra Apdhi. 2013. Pengujian Penerapan E-Lakip Di Daerah Terpilih.
Jurnal Borneo Administrator/Volume 9/ No. 1/2013.
Peraturan
Undang-Undang Nomor 5 Tahun 2014 tentang Aparatur Sipil Negara
Peraturan Pemerintah Nomor 53 Tahun 2010 tentang Disiplin Pegawai.
Peraturan Pemerintah Nomor 11 Tahun 2017 tentang Manajemen Pegawai
Negeri Sipil
Peraturan Pemerintah Nomor 30 Tahun 2019 tentang Penilaian Kinerja Pegawai
Negeri Sipil
Peraturan Presiden Nomor 95 Tahun 2018 tentang Sistem Pemerintahan
Berbasis Elektronik.
Keputusan Presiden Nomor 68/1995 tentang Hari Kerja di Lingkungan Lembaga
Pemerintah.
Peraturan Menteri Pendayagunaan Aparatur Negara dan Reformasi Birokrasi
Republik Indonesia Nomor 8 Tahun 2021 tentang Sistem Manajemen
Kinerja Pegawai Negeri Sipil.
Keputusan Menteri Keuangan No. 223 Th 2020 tentang Implementasi
Fleksibilitas Tempat Bekerja (Flexible Working Space) di lingkungan
Kementerian Keuangan.
Keputusan Menteri Keuangan No. 453 Th 2020 tentang Activity Based Workplace
(ABW) di lingkungan Kementerian Keuangan.
Surat Edaran Menteri Perencanaan Pembangunan Nasional/ Kepala Badan
Perencanaan Pembangunan Nasional Nomor 1 tahun 2020 Tentang
Implementasi Integrated Digital Workspace (IDW) dan Smart Office di
Kementerian PPN/Bappenas
Surat Edaran Menteri Perencanaan Pembangunan Nasional/ Kepala Badan
Perencanaan Pembangunan Nasional Nomor 2 tahun 2020 Tentang
Perubahan Atas Surat Edaran Menteri Perencanaan Pembangunan
Nasional/ Kepala Badan Perencanaan Pembangunan Nasional Nomor 1
tahun 2020 Implementasi Integrated Digital Workspace (IDW) dan Smart
Office di Kementerian PPN/Bappenas.
Surat Edaran Nomor SE-45/MK.1/2020 Tentang Pedoman Penyiapan Dan
Penggunaan Satellite Office Di Lingkungan Kementerian Keuangan.
Internet

148
https://www.rmolbanten.com/read/2020/06/14/17605/Pandemik-Covid-19-
Dan-Jam-Kerja-ASN-
https://www.blj.co.id/2020/04/02/flexible-work-arrangements-pergeseran-
budaya-kerja-yang-kini-semakin-menarik/
https://www.cnnindonesia.com/nasional/20191203150230-20-
453759/pemerintah-kaji-jatah-libur-tambahan-pns-selain-sabtu-minggu
https://riaupos.jawapos.com/nasional/08/12/2019/216360/asn-17-instansi-
bisa-4-hari-kerja.html
https://publicadministration.un.org/egovkb/Portals/egovkb/Documents/un/20
20-Survey/2020%20UN%20E-
Government%20Survey%20(Full%20Report).pdf
https://studylibid.com/doc/487898/1-manajemen-kinerja-pengertian.
https://glcworld.co.id/coaching-adalah/
https://id.hrnote.asia/orgdevelopment/mengenal-apa-itu-coaching-dan-
manfaatnya-bagi-perusahaan-210624/
https://www.mauorder.com/beberapa-tujuan-coaching-dalam-lingkungan-
perusahaan/

149
AUTHOR BIODATA
Hary Supriadi is a Trainer Specialist at the Center for The
Competency Development of National Leadership and
Managerial for ASN, LAN-RI. He completed his S1 degree in Civil
Law at the Faculty of Law, Lambung Mangkurat University,
Banjarmasin in 1992, his master’s degree in Urban Management
at IHS-Erasmus University, Rotterdam in 1999, and Doctoral
Degree in Public Administration at Brawijaya University, Malang
in 2007. In his career as a civil servant, he had served as an
Assistant to Economic Development and People's Welfare, Banjar Regency, an Assistant
to Government of Banjar Regency, Head of Development Planning, Research, and
Development of Banjar Regency, Director of Center for Decentralization and Regional
Autonomy Studies LAN-RI, and Director of ASN Management Study Center LAN-RI.
Academically he was a non-permanent lecturer in Magister Science of Public
Administration and in Master of Public Administration, Lambung Mangkurat University,
as well as a non-permanent lecturer in The College of Administrative Sciences, Bina
Banua, Banjarmasin, and became a Coach on several training programs organized by
Lambung Mangkurat University, Banjarmasin. Contact Person: harysp@hotmail.com or
081953656327
Suripto has been an Associate Expert Researcher in the National
Institute of Public Administration. The Republic of Indonesia
(LAN-RI) since 2015. He started his career in LAN-RI In 1996 and
has joined research since 2004. Focus and research expertise in
the fields of organizational business process, performance
management, bureaucratic reform, and ASN management. In
addition to research, he is also experienced in delivering
assistance to government agencies in the development of public
sector innovations and speakers in the development of technical competencies such as
performance management, creative thinking, business processes/SOPs, and others. To
obtain these materials, you can visit https://www.slideshare.net/Suripto3x or email
suriptox3@gmail.com or 081514640497

150
Marsono is an Associate Expert Researcher of Center for Competency
Development Technology, LAN-RI. In the field of Public
Administration, he specializes his expertise in management
performance, public service, governance and ASN competency
standards. He obtained his Strata 1 degree in Economics
Management and his master’s degree in Financial Management in
Jakarta. Some of the training programs that have been followed
include: Level IV Leadership Training; Training in Research Methodology; Training Need
Analysis (TNA); Government Accounting System (SAP); Public Policy Analysis;
Professional Writing; Training of Trainers of Public Service Facilitators; Procurement
of Goods and Services; Master Trainer for Leadership Training IV; Trainer Certification
Assessor; Training Of Facilitators minimum service standards; Master Trainer of
Champion Innovation; English for Public Speaking; (14) E-Learning Content
Development Workshop. He has become a Researcher at LAN since 2000 and has been
involved as a coordinator and member of various research teams in order to improve
the implementation of government. As a member of the team of the preparation of the
Payroll System of Judges and Supreme Judges at the Supreme Court of Indonesia in
2019. He has taught at STIA -LAN RI Jakarta since 2013-2018. Being the Source of ASN
Competency Standards, Preparation of Governance (Business Process), Public Service
Standards, Minimal Service Standards, SKM and Development of Public Administration
Innovation in Ministries/Institutions/Regions and the Government of Timor Leste. CP:
marsonoahmad@yahoo.co.id, marsonoahmad@gmail.com,or 081519303598.
Ichwan San is the First-Level Expert Policy Analyst of the Center for
ASN Competency Development Management Innovation
(PIMBANGKOM), LAN-RI Jakarta. He obtained his Strata 1 degree in
Public Administration, the University of Indonesia. His career as a
Policy Analyst began at the Center for Institution and Civil Service
Resources Innovation in 2016, He is actively involved in various
research activities in the fields of Institutional, ASN Management, Public Administration
Innovation, Public Service, and ASN Competency Development, both as a Member and
Coordinator of the Study Team. In addition, as a Policy Analyst, he also plays an active
role in the preparation of Policy Brief and Completed Staff Work as policy advice for
leaders, individually, and team. Contact person: muhammadichwan22@gmail.com or
085759598333.

151
Parjiyono was born in Gunungkidul, Central Java on July 5, 1967.
He is an Associate Expert HR Analyst (IV/c) in the National
Institute of Public Administration, The Republic of Indonesia
(LAN-RI) Jakarta with special expertise in Human Resource
Management. He got his Strata 1 degree from Graduate School
of Public Administration (STIA LAN) Jakarta. Some of the training
programs that have been attended are as follows: (1) Expert-
Level HR Analyst; (2) Basic Research Methodology; (3) The
Preparation of Department Analysis, and Workload Analysis; (4)
Surgical Training of Staffing Dispute Cases; (5) Electronic-Based Archivation; (6) Case
Cading and Case Writing; (7) The Preparation of Employee Needs; (8) Paper Writing; (9)
Project Management Training in Tokyo and Nagoya, Japan, and other
training/workshops related to HR management.
He became an HR Analyst since 2000 and was involved several times as a member of
the HR policy formulation team, as a member of the HR complaint review that entered
post box 99 before being discussed in a limited meeting by the president, Team 9
members as well as expert witnesses from the government to formulate policies in
order to face the GNPK lawsuit trial to the Constitutional Court. as a member of the HR
management review team. As a member of the Secretariat team of the Open Selection
Committee of High Leadership Positions in LAN and several Provincial, Regency and
Municipal Regions, as a member of the IHRM formulation Team in LAN, a member of
the LAN Bureaucratic Reform Team, a resource person in the Field of HR Management
in several Ministries/Institutions/Provincial, Regency, City and Timor Leste Government.
Contact person 089501772713, email: parjiyono_lan@yahoo.co.id
Witra Apdhi Yohanitas was born on April 19, 1983, in Talang
Mandi/Duri, Mandau subdistrict, Bengkalis regency, Riau,
Indonesia. Working as a Junior Expert Researcher at the Center for
Competency Development Technology of The National Institute of
Public Administration (LAN-RI). He obtained Strata 1 degree in
education in Computer Systems at the Faculty of Computer
Science Department at Bina Nusantara University Jakarta in 2006,
and a master’s degree in Civil Service Human Resource Management at the Faculty of
Development Administration Department, STIA LAN Jakarta. In addition to being a
member of teams of authors on several research books in LAN, he also wrote several
papers that have been published as follows 1) piloting the Application of E-Lakip In
Selected Regions (E-Lakip Application Piloting In Selected Regions). Journal of Borneo
Administrator 2013; 2) Creating Good Governance Through Public Service Innovation in

152
Surakarta City. Journal of Borneo Administrator 2017; 3) Existence of Work Unit in The
Development of Competence of Policy Analyst Officials in the Journal of Administrative
Sciences (JIA) 2020. In addition, the work was written in the proceedings of several
conferences including 1) Proceedings of the National Conference of Administrative
Sciences 4.0 Vol 4. No.1 (2020); 2) Proceedings of the 2nd International Conference on
Governance Public Administration and Social Science (ICoGPASS); 3) Proceedings of the
National Conference of Administrative Sciences 3.0 Vol 3. No.1 (2019). You can contact
via email address: witra_ay@yahoo.com and no HP: (+62) 0818744246
Agustinus Sulistyo Tri Putranto, SE, M.Si. is an Associate
Expert Researcher at the Center for ASN Competency
Development Management Innovation, LAN-RI Jakarta, with
the field of expertise in bureaucracy and public services, with
a specialization in civil service human resource management.
He was born in Semarang, on August 8, 1972, completed his
Strata 1 degree in Economic Science and DevelopmentStudies
at the Faculty of Economics, University of Sebelas Maret,
Surakarta in 1996, and began his career as a civil servant in
LAN in 1998 and got the opportunity to complete post-graduate education in 2003 at
the Master Program in Public Administration, Gadjah Mada University, Yogyakarta.
In accordance with the chosen field of expertise and specialization, many training
programs have been attended both at home and abroad. Some of them are Short
Courses (Non-Degree) from SPIRIT fund: Personnel Evaluation System, Japan
International Cooperation Center, Tokyo, Japan; Training: An Introduction to the
Principles of Competencies and Talent Management, The World Bank Indonesia, Jakarta;
Performance Management Training, Center for Technical and Socio-Cultural
Competency Development, LAN, Jakarta, Indonesia; Online Training in Article Writing
with Case Study Approach, STIA LAN Bandung Polytechnic; and etc.
During his career as a Researcher, he was involved in the formulation of various policies,
including in the formulation of Law No. 5 of 2014 on ASN and several government
regulations as its implementation. In addition, he was also involved in cooperation with
ministries, institutions, and local governments, among others, with the Ministry of
Villages, PDT and Transmigration, Ministry of Education and Culture, Ministry of PAN-
RB, Corruption Eradication Commission (KPK), Medan City Government, Banggai
Regency Government and so on. It can be contacted in agustinussulistyo@gmail.com
email or at 081284177053.

153
Renny Savitri Is a Junior Expert Researcher at the Center for ASN Competency
Development Management Innovation. She completed her Strata 1 degree in Public
Administration, the University of Padjadjaran in 2009. She began her career as a civil
servant at the Center for Regional Autonomy Performance Study, the National Institute
of Public Administration (LAN). Furthermore, she continued her study and obtained her
Master’s degree in Administration and Public Policy, the University
of Indonesia in 2016. During her career in LAN, she has been
heavily involved in various study activities both as a member and
a coordinator of the study team. In addition, she is also a resource
person on several advocacy/facilitation activities in the
Ministries/Institutions/Regional Agencies. The studies/activities
carried out revolve around the field of regional autonomy, public
services, public sector innovation, ASN management, ASN
competency development, etc. In addition, she has made several publications for her
personal scientific papers in the Journal of Decentralization, Proceedings of the National
Conference on Administrative Sciences 4.0 (2020), and the Proceedings of the National
Seminar on Human Resource Competency Development, BMKG (2020). Contact Person:
renny.savitri86@gmail.com or 081321675761
Arif Ramadhan is the First-Level Researcher at the Center for
Competency Development Technology, LAN-RI in the field of
Public Policy expertise. He obtained his Bachelor's and
Master's degrees in Public Administration, Brawijaya
University Malang. He started his career at LAN in 2018.
Before that he worked as a writer in a bank for 5 years.
Some of the training programs that have been attended
include Effective Institutional Selling Skills & Sales Strategies,
Training Service Excellence, Data Mining Python
ApplicationTraining, Rapidminer Data Mining Training, Internal Audit Training, and
other training. During his career both in a bank and in LAN, he has been involved in many
cooperation with Ministries, Institutions, and Local Governments, among others, with
the Ministry of Religious Affairs, Ministry of Manpower, Supreme Court, Sumenep
Regency Government, Belu Regency Government, etc. He can be contacted in
ariframadhan24@gmail.com email or at 081281704509.

154
Hari Budimawan was born 53 years ago in Bangkalan Regency, a
Junior Expert HR Analyst with experience teaching in Graduate
School of Public Administration, STIA-LAN carrying out research in
the field of civil service HR such as prospective civil service
recruitment, Grand Design Retirement of civil servants, and civil
service performance management. He has studied at MIPA
University of Airlangga, FIA University of Indonesia, and MSDM at STIA-LAN Jakarta.
Training programs that have been attended are Talent Management, Policy Analysis,
Functional Training of Expertise of HR Analysts, Competency Development Training,
Basic Training of Functional Positions of Researchers, and Management Information
Systems. Contact Person: budimawan18@gmail.com
Azwar Aswin is the First-Level Researcher at the Competency
Development Technology Center, LAN-RI. He earned a
bachelor's degree in Public Administration from
Mulawarman University in 2012. After graduating with a
bachelor's degree, he moved to Jakarta to continue his study
in the Master of Public Administration program of the
National University and graduated in 2014. He also studied in
the Master of Regional Studies program of the University of
Indonesia and graduated in 2016. During his undergraduate studies, he was awarded as
the 2nd Champion in the national competition to write scientific essays held by the
Public Policy Forum (FORBI) FISIP – the University of Indonesia in 2010. In addition,
Azwar has also received the award as The Best Participant in the Researcher Functional
Department Formation Training Batch 1 the year 2021 organized by Pusbindiklat LIPI.
The areas of study he is interested in are public service, public policy history, program
implementation, learning technology, and popular culture. If you wish to discuss with
him, he is very open, send a letter to azwaraswin@gmail.com

155
Azizah Puspasari works as a Junior Expert Policy Analyst at the
Center for ASN Management Studies (PKMASN), LAN-RI. Studied
S1 at the Faculty of Education, University of Muhammadiyah
Surakarta. Started her career as a civil servant at LAN-RI at the
beginning of 2009. In the years 2015-2017 she earned the
Scholarship Program for Strengthening the Reforming Institution
(SPIRIT) - World Bank Awardee fully funded at Western Michigan
University, Michigan, United States of America, on the Master of
Public Administration program. Areas of concern are Public
Policy, Human Resources Management Apparatus, Training and
Development, Bureaucratic Reform, Performance Management, and Organization
Development. Authors can be reached by email: azizah.puspasari@lan.go.id or
puspazizah14@gmail.com.
Sri Wahyu Wijayanti was born in Kebumen, Central Java on
August 1, 1973. Studied S1 in Development Economics, the
University of Padjadjaran in 1996. Then in 2006, she earned a
Master of Economics degree from the University of Indonesia.
Doctoral education was completed in 2019 in the Field of Public
Administration science at FIA University of Indonesia. Currently,
she is a Junior Expert Researcher at the Center for ASN
Management Study, LAN-RI. The work was published in the
International Journal of Management and Administration Science (IJMAS) in 2019 under
the title: Affirmative Action for People with Disability: Lesson Learned from Indonesia.
Email address: sriwijayantih12@gmail.com,

156
Octa Soehartono, SE, MPA is a Junior Expert HR Analyst at HR
and General Bureau, LAN Jakarta, with expertise in
Bureaucracy and Public Policy, specializing in Civil Service HR
management. Born in Jakarta, October 4, 1983, completed his
undergraduate education in 2006 at the Faculty of Economics,
Department of Economics and Development Studies,
University of Padjadjaran Bandung, and began a career as a
civil servant in LAN since 2009 and got the opportunity to
complete post-graduate education in 2016 in the Master of Public Administration
Program, Northeastern University, Boston, Massachusetts, USA.
In accordance with the chosen field of expertise and specialization, several trainings has
been followed both at home and abroad. Some of them are Human Resource
Development Training for Eastern Provinces, Indonesia in Japan, Tokyo, Japan in
collaboration with Bappenas; Preparation of HR capability development activities plan,
namely People Management Program Certification (PMPC) and Organization
Development Certification (ODC); Performance Management Training, Center for
Technical and Socio-Cultural Competency Development, LAN, Jakarta, Indonesia; etc.
During his career as a bureaucrat, he was also involved in several formulations of various
policies, including in the preparation of the HCDP of North Kalimantan Province in 2020
and also some government regulations implementation. In addition, he is also involved
in a number of cooperation with ministries, institutions, and local governments. Among
others with Bappenas, Ministry of Villages, PDT and Transmigration, Ministry of PAN-
RB, Bangka Belitung Regency Government, Tulungagung Regency Government and etc.
Authors can be contacted by email at octasoehartono@yahoo.co.id or at 08118461004
number.

157

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

More Related Content

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

More from National Institute of Public Administration, Republic of Indonesia

Recently uploaded

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