4. POLICY BRIEF PUBLIC ADMINISTRATION INNOVATION (2021).pdf

ii | Policy Brief Public Administration Innovation
POLICY BRIEF
PUBLIC ADMINISTRATION INNOVATION
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 : Policy Brief Innovation of Public Administration
Publisher : Indonesian Widyaiswara Profession Association (APWI)
Place of Publication: Jakarta
Year of Publication : 2021
Edition : 1st
(First)
Pages : 76 pages
ISBN : 978-623-99129-7-0
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

Policy Brief Public Administration Innovation | iii
POLICY BRIEF
PUBLIC ADMINISTRATION
INNOVATION
Editors:
1. Adi Suryanto
2. Tri Widodo W.U.
3. Agus Sudrajat
Reviewers:
1. Tri Widodo W.U.
2. Agus Sudrajat
3. Widhi Novianto
4. Muhammad Syafiq
5. Ichwan Santosa
6. Haris Faozan
Authors:
1. Ichwan San
2. Haris Faozan
3. Desy Fajar Lestari
4. Hidayaturahmi
5. Dewi Oktaviani
6. Yuliardi Agung Pradana
7. Putra Budi Darmawan
8. Candra Setya Nugroho
9. Sulistianingsih
10. Mohd Febrianto
11. Avrina Dwijayanti
12. Azizah Puspasari
Supporting Staffs:
1. Yoga Suganda
2. Madya Putra Yaumil Ahad
Cover Designers and Layout Persons:
1. Amrillah M
2. Nugroho Ario Setiawan
Translators:
1. Ade Agustian
2. Ilima Fitri Azmi
Publisher:
Indonesian Widyaiswara Profession
Association (APWI)

iv | Policy Brief Public Administration Innovation
PREFACE
THE NATIONAL INSTITUTE OF PUBLIC
ADMINISTRATION-RI
All gratitude goes to The Almighty God, Allah SWT for
Thy blessings to open our thoughts and inspiration
that enables us to write a book as a legacy in life.
The Public Administration Innovation Policy Brief is a
legacy of LAN Functional/Professional Officials who
are expected to give color to intellectual discourse
and the dynamics of public administration policy to go
forward. In the midst of the hustle and bustle of
various problems that befell this nation, hopefully,
the presence of this little book can inspire other
positive things in the future which can encourage
changes that can lead this nation to prosperity and glory.
The issuance of this policy brief is one form of LAN commitment in creating evidence-
based policy. Public policy is expected to no longer be made on the basis of intuition
from the leadership but based on factual data and information. Thus, public policy can
have the right targets and further increase the presence of the state in the
community.
This policy brief is expected to be a panacea of various public issues in the field of
public administration. The challenges and problems facing the future will certainly be
greater. The new normal and the disruption of innovation are two challenges that are
clearly visible to all of us. The governance of public services, governance, and
management of ASN is expected to adapt to these challenges or even make it an
opportunity to be able to contribute optimally in building the nation and state.
The highest appreciation goes to Tanoto Foundation for its support in the
development of ASN capacity, especially through the writing of this Policy Brief.
Confidently, the spirit of collaboration in the framework of devotion to the country
can continue in many other innovative programs.
Jakarta, December 22nd
, 2021
Dr. Adi Suryanto, M.Si.

Policy Brief Public Administration Innovation | v
GREETINGS
CEO GLOBAL TANOTO FOUNDATION
Since Tanoto Foundation since its inception has special
attention to the world of education. A philanthropic
organization engaged in the development of human
resources through quality education. Our track record
has shown it, and it can be easily traced in the
information technology era as it is today.
Within the framework of human resource
development, Tanoto Foundation provides support to
the learning agenda for ASN within LAN RI entitled
"LAN for the Country", one of which is realized through
the writing of Policy Brief of Public Administration
Innovation. Hopefully, the same cooperation that is
built does not stop here but continues in various other HR development agendas to
realize progress for the country.
The collaboration between LAN and Tanoto Foundation further confirms that we are
in the era of governance. Quadruple Helix in human resource development is really
well implemented. The government is no longer the only actor in the process.
Government, private sector, civil society, and academia stand together in building this
beloved nation and country.
We express our sincere gratitude to the National Institute of Public Administration
that has realized this joint work. May it bring good and inspiration to us all, happy
reading.
, 2021
Dr. J. Satrijo Tanudjojo

vi | Policy Brief Public Administration Innovation
REMARK
DEPUTY CHAIRMAN OF RESEARCH AND INNOVATION OF
ASN MANAGEMENT
THE NATIONAL INSTITUTE OF PUBLIC ADMINISTRATION-RI
The Policy Brief on Public Administration Innovation is a
collection of Policy Briefs written individually and in
teams. Part of Policy Brief is a synthesis of LAN thought
in the sphere of ASN management, bureaucratic reform,
and ASN competency development.
Various thoughts previously contained in research
findings are relatively thick and require ample time and
energy to be able to digest and enjoy them, it is now
presented briefly, densely, and full of essence. This
Policy Brief is compiled by functional/professional
officials within LAN, with a diverse professional
background, ranging from Policy Analysts, Researchers, to Lecturers. Appreciation for
the writers for their contributions in such a beautiful collaboration.
Michael Foucault in his phenomenal work on the theory of "power of knowledge"
reveals that power does not only exist in the structure. Knowledge with solid logic and
argument has the power to create subjection or compliance. The results of the
research packaged in the policy brief will become powerful knowledge. Policymakers
are expected to be encouraged to develop more evidence-based policies.
We wish to thank Tanoto Foundation for its cooperation in the knowledge creation
agenda within LAN-RI. A valuable space for LAN functional/professional officials to
actualize while developing themselves in a spirit of service to the country.
, 2021
Dr. Agus Sudrajat, MA.

Policy Brief Public Administration Innovation | vii
TABLE OF CONTENTS
PREFACE.....................................................................................................................iv
GREETINGS..................................................................................................................v
REMARK.....................................................................................................................vi
TABLE OF CONTENTS.................................................................................................vii
LIST OF ABBREVIATIONS & ACRONYMS ................................................................... viii
THE DEVELOPMENT OF INTERNSHIP AND STAFF-EXCHANGE MODEL AS THE
ACCELERATOR OF STATE CIVIL APPARATUS PROFESSIONALISM....................................1
OUTCOME-BASED BUREAUCRATIC REFORM CREATING AN EFFECTIVE COLLABORATIVE
GOVERNANCE..............................................................................................................9
REWARD SYSTEM MODEL FOR HIGH-PERFORMING STATE CIVIL APPARATUS.............18
THE PREREQUISITE OF TALENT MANAGEMENT IN GOVERNMENT AGENCIES..............24
TRANSPARENT PERFORMANCE RATING SYSTEM OF STATE CIVIL APPARATUS UNDER
THE IMPLEMENTATION FRAMEWORK OF PERMENPAN-RB NO.8 YEAR 2021 ON STATE
CIVIL APPARATUS PERFORMANCE MANAGEMENT SYSTEM........................................30
ENHANCING STATE CIVIL APPARATUS PERFORMANCE ASSESSMENT SYSTEM UNDER
WFH AND WFO COMBINATION-BASED WORKING PATTERN ......................................35
CONVERSION OF NON-STATE CIVIL APPARATUS/ CONTRACT-BASED EMPLOYEES TO
CONTRACT-BASED GOVERNMENT EMPLOYEE (PPPK) IN FULFILLING THE
REQUIREMENT OF GOVERNMENT AGENCIES .............................................................40
STRENGTHENING PATRIOTISM VALUES (BELA NEGARA) TO PREVENT RADICALISM IN
THE CIVIL-SERVICE ENVIRONMENT.............................................................................45
MODERATING AGILE BUREAUCRACY AND DEMOCRATIC GOVERNANCE.....................50

viii | Policy Brief Public Administration Innovation
LIST OF ABBREVIATIONS & ACRONYMS
ASN (Aparatur Sipil Negara) State Civil Apparatus
BKN (Badan Kepegawaian Negara) Civil Service Agency
BRIN (Badan Riset dan Inovasi Nasional) National Research and Innovation Agency
BUMN (Badan Usaha Milik Negara) State-Owned Enterprises
GDRB (Grand Design Reformasi Birokrasi) Grand Design of Bureaucratic Reform
KASN (Komisi Aparatur Sipil Negara) The Civil Service Commission
KPK (Komisi Pemberantasan Korpsi) Corruption Eradication Commission
LAN RI (Lembaga Administrasi Negara
Republik Indonesia)
The National Institute of Public
Administration
PERMENPAN-RB (Peraturan Menteri
Pendayagunaan Aparatur Negara dan
Reformasi Birokrasi)
The Regulation of Minister of Administrative
and Bureaucratic Reform
PIMBANGKOM ASN (Pusat Inovasi
Manajemen Pengembangan Kompetensi
Aparatur Sipil Negara)
Center for Innovation of Civil State Apparatus
Competency Development Management
PKN (Pelatihan Kepemimpinan Nasional) National Leadership Training
PKP2A(Pusat Kajian dan Pendidikan dan
Pelatihan Aparatur)
The Center for Research and Education and
Training Apparatus
PPPK (Pegawai Pemerintah dengan Perjanjian
Kerja)
Contract-Based Government Employee
RPJMN (Rencana Pembangunan Jangka
Menengah Nasional)
National Mid-Term Development Planning
SKP (Sasaran Kinerja Pegawai) Employee Performance Objectives

Policy Brief Public Administration Innovation | 1
Polbrief 1
THE DEVELOPMENT OF INTERNSHIP AND STAFF-EXCHANGE MODEL AS
THE ACCELERATOR OF STATE CIVIL APPARATUS PROFESSIONALISM
Ichwan Santosa– Junior Policy Analyst and Haris Faozan- Senior Policy Analyst
Abstract
Competency development of State Civil Apparatus has not made a significant impact
as expected, as shown in the measurement result of National State Civil Apparatus
Professionally Index, which score is very low, 56.5. One of the reasons for this
ineffectiveness of competency development is because of the conventional program
design. The form and route of competency development according to the National
Institute of Public Administration Regulation No. 10 Year 2018 on The Development of
State Civil Apparatus Competency have not been optimally implemented. Considering
this circumstance, a non-classical competency development is needed to be the main
trigger or driving force. The options for non-classical training-based competency
development are internship and staff-exchange. Unfortunately, the regulation for
internship and staff-exchange is still insufficient to drive massive and effective
implementation. This report describes several issues regarding the policy, model, and
policy recommendation of internship and staff-exchange so that it can be
implemented effectively. There are several points to be considered, such as: First, to
reaffirm the definition and consideration basis of the implementation of internship
and staff-exchange. Second, to reaffirm the approach of internship and staff-
exchange. Third, to develop the scope of internship and staff-exchange. Fourth, to
formulate a clear and measurable mechanism. Consequently, there is a necessity to
make an adjustment to the regulation (revision of the National Institute of Public
Administration Regulation No. 10 Year 2018) and to formulate technical regulation on
internship and staff-exchange at national level through joint-regulation by LAN RI and
the Indonesian Civil Service Agency (BKN).
A. Prologue
Competency development of State Civil Apparatus has not made a significant
impact as expected, as shown in the measurement result of National State Civil
Apparatus Professionally Index conducted by BKN in 2018, the score is very low at
56.5. However, even though there is a difference in score level between central
government (low) and local government (very low), this difference is quantitatively
insignificant (central 60.2 and local 52.5).

2 | Policy Brief Public Administration Innovation
This ineffectiveness is caused by several problems, such as: selection of
competency development form and route that are not relevant with State Civil
Apparatus necessity, its management that tends to be too administrative,
conventional program design, or the form and route are not fully explored. For the
context of alternative options for the form and route of competency development, the
Law No. 5 Year 2014 on State Civil Apparatus and its derivative regulations, such as
Government Regulation No. 11 Year 2017 on State Civil Apparatus Management and
the National Institute of Public Administration Regulation No.10 Year 2018 on State
Civil Apparatus Competency Development have broadened the scope of competency
development of State Civil Apparatus, especially with the introduction of a non-
classical competency development.
One alternative of this competency development is staff-exchange program (with
private sector) and internship (between government agencies). Staff-exchange
program is one of competency development models in which State Civil Apparatus can
learn competencies, experience, culture and value from private companies that are
perceived as more advanced and adaptive in responding to changing circumstances.
Meanwhile, through internship, it is expected that transfer of knowledge, skills, and
Source: Publication of Achievement of State Civil
Apparatus Performance Merit System 2018 and 2019

expertise can occur quickly and evenly distributed. This policy brief will discuss the
Development of Internship and Staff-Exchange Model in that context.
B. Policy Problem
The study result done by the Center for State Civil Apparatus Competency
Development Management Innovation (PIMBANGKOM ASN) in 2020 found several
policy problems related to internship and staff-exchange, as follows:
1. There is no appropriate scope formulation. The existing policies, which are the
Law No. 5 Year 2014 on State Civil Apparatus, Government Regulation No. 11
Year 2017 on State Civil Apparatus Management junto Government Regulation
No. 17 Year 2020, and the National Institute of Public Administration Regulation
No. 10 Year 2018 on State Civil Apparatus Competency Development, explain
that the scope of internship is between government agencies, while the scope of
staff-exchange can be performed between government agency and private
sector. However, in reality the necessity for internship and staff-exchange can
be intra organizational (between units inside the organization) and cross-
sectoral (public and private). These happen in Indonesia and in other countries.
2. There are policy inconsistencies on internship and staff exchange. For example,
the term work practice used by other agencies in Central and Local Government
in the Law on State Civil Apparatus is no longer used in Government Regulation
on State Civil Apparatus Management (similar term used here is internship.
Moreover, in the Law on State Civil Apparatus there are 2 (two) competency
development routes that are coordinated by BKN and LAN RI, which are work
practice in other Central and Local government agencies and Staff Exchange
between State Civil Apparatus and private sector employees. Meanwhile,
Government Regulation on State Civil Apparatus Management mentions only
staff exchange between State Civil Apparatus and private sector employees that
is coordinated by BKN and LAN RI.
3. The explanation regarding internship and staff-exchange in the National
Institute of Public Administration Regulation No. 10 Year 2018 on State Civil

Apparatus Competency Development needs to be reaffirmed as the definition of
the terms and their consideration basis are too simple and too general. For
example, staff-exchange is defined as “an opportunity to take a position in the
private sector”. Meanwhile, its consideration basis is too general: “the
discrepancy of competency and performance”.
4. Internship and staff-exchange have been implemented depending on each
agency’s policy. Therefore, there are only a few ministries/agencies/ local
governments that implement them. Moreover, each agency has their own
pattern or model. Those two competency development routes are also
perceived differently in each agency. However, there is still an opportunity to
formulate a national model through coordination between LAN RI and National
Civil Service Agency.
5. There is a reflection of the problem and challenge of the policy implementation
in the past. Internship and staff-exchange conducted by
ministries/agencies/local governments with their own guidelines created several
problems. For example, there was a difficulty in attracting private sector
engagement in the staff-exchange program in the Ministry of Energy and
Mineral Resources so that the program was implemented only in one direction
(private/state-owned enterprises did not send any of their staff to the Ministry
of Energy and Mineral Resources. Another example is the internship program in
the Government of the Special Region of Yogyakarta which does not have clear
objectives and outputs.
Therefore, a national level internship and staff-exchange concept/model is
proposed. This concept can be expanded into an international or national program
design according to necessity. Internship and Staff-Exchange Model that is developed
according to Law on State Civil Apparatus and its derivation can be described as
follows:

Source: Project Change of PKN II Seno Hartono (2018)
With consideration to the opportunity to expand the scope of internship and
staff-exchange beyond what has been regulated in the existing regulations, a
redefining and development of internship and staff-exchange concepts are required.
This redefining is also needed to make the understanding of internship and staff-
exchange clearer, not only in accordance with its interaction scope (one or two
directions), but also with the philosophy or main purpose, and other details that
become required regulating aspects to implement this competency development
approach.
C. Policy Recommendation
According to the aforementioned discussion in the previous section, the
recommendation for Internship and Staff-Exchange to be formulated in the Joint-
Regulation of the National Institute of Public Administration (LAN RI) and the National
Civil Service Agency (BKN) with the emphasize to strengthen (reaffirm) several
regulating substances, as follows:

1. To reaffirm the definition and consideration basis for the implementation of
internship and staff-exchange
INTERNSHIP STAFF-EXCHANGE
Definition:
Placement of staff outside his/her original
working unit/agency for a particular period in
order to attain particular competencies that
are relevant or needed to perform his/her
duty and function – by actively involved in
related working processes under coaching and
supervision of a mentor/expert (Job
shadowing).
Consideration basis:
1. The necessity of having experience before
taking a position / there is a risk in taking
a position without previously participate
in internship under supervision of expert
(to minimize the risk)
2. There is a saturation in organization so
new experience for new idea/ updating
competency is needed
3. The necessity to acquire a solid and full
competency
4. The necessity to develop empathy, to
widen perspective, to understand another
system outside the organization
Definition:
Placement of staff for a particular
position in another working unit or
agency is performed in two directions so
that the exchange of relevant values,
work culture, competency, and
experience of two organizations is
expected (taking a job position).
Consideration basis:
1. The necessity to develop
communication, understanding, and
cooperation/synergy (network
strengthening) with other
unit/agency in the context of
improving organization
performance effectivity and
problem solving (strategic values)
2. The necessity to mutually share the
strength of each agency.
2. To reaffirm the internship and staff-exchange approach
1. Bundling model or as part of a
particular classical training design
(for example, Functional Position
and Leadership training)
2. Independent model or as a
separate training program
design (flexile, can be designed
according to necessity)
Independent or as a separate training
program design.
1. Incidental, possibly happens to 2 (two)
organizations that do not have strong
overlapping strategic interests but have
competency, value, and experience that
can be exchanged.
2. Long-term cooperation is highly
expected of organizations that have
overlapping sectoral interests.
3. To develop the scope of internship and staff-exchange

1. Other unit in a government agency
2. Other government agency
(Ministry/Agency/Local
Government)
3. Corporation
4. Other organization (according to the
competency development
necessity)
1. Between units in a government agency
2. Between government agencies
(Ministry/Agency/Local Government)
3. Between government agency and
corporation
4. Between government agency and other
organization (according to the
competency development necessity)
4. To describe a clear and measurable mechanism

D. Epilogue
The competency development is expected to be transformed from formal-
administrative paradigm to become more strategic-substantive. Therefore,
competency development management must be driven to create a precise necessity,
to determine participants that represent the necessity of organization, to design
effective programs, and to prepare clear and measurable targets. These efforts can be
initiated through strategic competency development routes such as internship and
staff-exchange programs. In order to push the ideal implementation of internship and
staff-exchange, there is a necessity to revise the regulation (the National Institute of
Public Administration Regulation No. 20 Year 2018) and to formulate a national
technical regulation on the implementation of internship and staff-exchange through
joint-regulation by LAN RI and BKN.
References:
Laporan Kajian Model Magang dan Pertukaran Pegawai. Pusat Inovasi Manajemen
Pengembangan Kompetensi ASN. Jakarta: Lembaga Administrasi Negara, 2020
The Law of the Republic of Indonesia No. 5 Year 2014 on State Civil Apparatus
Government Regulation No. 11 Year 2017 concerning State Civil Apparatus Management the
National Institute of Public Administration Regulation No.10 Year 2018 on State Civil
Apparatus Competency Development

Polbrief 2
OUTCOME-BASED BUREAUCRATIC REFORM CREATING AN EFFECTIVE
COLLABORATIVE GOVERNANCE
Dewi Oktaviani – Junior Researcher
Abstract
Grand Design of Bureaucratic reform (GDRB) 2010-2015 has a final objective of the
establishment of a world-class Government of Indonesia in 2025. However, the
bureaucracy reform process in Indonesia has not been progressing optimally. This can
be seen from the analysis result that provide many critical inputs on the
implementation of bureaucratic reform, such as: (1) the paradigm of bureaucratic
reform still focuses on bureaucratic internal changes; (2) the road maps prepared by
ministries/institutions/agencies are still not integrated directly with the National or
Local Medium-Term PLAN or the Strategic Plan; (2) Silo mentality makes the
implementation of bureaucratic reform not integrated and not well-coordinated
between agencies; (4) The orientation or direction is still only for the fulfilment of
output document (output-oriented) (5) Bureaucratic reform program is still perceived
as project-based; (6) Low engagement of stakeholders in the bureaucratic reform
program planning and evaluation; (7) Uniformity in area of changes and bureaucratic
reform activities. These conditions demand paradigm change, from inward-looking to
outward-looking, by prioritizing outcome-oriented bureaucratic reform
implementation principles and to enable an effective collaborative governance. This
paper aims to describe the concept of outcome-based bureaucratic reform. There are
two distinct characteristics of the outcome-based bureaucratic reform model. First, it
emphasizes the involvement of stakeholders in a broader sense for program planning
and evaluation. Second, it emphasizes that the bureaucratic reform program is
oriented to achieve the agency or national strategic objectives.
Keywords: Reform, Bureaucracy, Outcome.
A. Introduction
The Regulation of Minister of Administrative and Bureaucratic Reform No 25 Year
2020 is expected to be the best solution for the implementation of bureaucratic
reform for the last twenty years. However, we still do not see significant changes in the
bureaucracy. As stated by President Jokowi and Vice President K.H. Ma’ruf Amin: “The
bureaucratic reform still only happens on the surface. It does not touch the core
problem, which is to create a professional and competitive bureaucracy.” Moreover,
they also emphasize that bureaucracy must be agile, simple, adaptive, innovative, and

able to work effectively and efficiently. This kind of bureaucracy must be developed
systematically and sustainably.
The result of outcome-based bureaucratic reform study (PK2AN, LAN RI, 2020)
found critical points in the implementation, such as: (1) the paradigm of reform still
focuses on changes in the internal part of bureaucracy and does not consider how it
impacts bureaucratic reform activities to the achievement of development objectives
or what is its benefit to the improvement of public services for stakeholders; (2)
Roadmaps prepared by ministries/institutions /agencies are still not integrated directly
with the National or Local Medium-Term Plan or the Strategic Plan; (2) Silo mentality
makes the implementation of bureaucratic reform not integrated and not well-
coordinated between agencies; (4) The direction or orientation is still in the fulfilment
of output document (output-oriented) (5) Bureaucratic reform program is still
perceived as project-based; (6) Low engagement of stakeholders in the bureaucratic
reform program planning and evaluation; (7) Uniformity in area of changes and
bureaucratic reform activities while not every ministry/institution/agency has the
same problems and resources capacity.
In fact, these problems of bureaucratic reform still exist in the first year of
implementation of Bureaucratic Reform Road Map 2020-2024 which has not produced
an optimum result. It can be seen from the declining of Indonesia’s rating in two
indexes which become indicators of the implementation of Bureaucratic Reform.
These two indexes are Government Effectiveness Index 2019 in which Indonesia
declined 9 levels and Corruption Perception Index 2019 released by Transparency
International Indonesia (TII) in 2020 in which Indonesia’s score declined from 40 to 37
(declined three points from 2019) so that it degraded Indonesia’s ranking 17 levels
from 85th
position to 102nd
from total 180 countries. This Polbrief offers a concept of
Collaborative Governance to create a synergy among agencies to achieve a more
effective and sustainable development for better implementation of Bureaucratic
Reform.

B. Bureaucratic Reform Problem
Implementation of Bureaucratic Reform is still performed only in administrative
activities or just in formality fulfilment of various bureaucratic reform documents
(document-oriented). The achievement of this implementation has not reached the
aspect of public benefits. Moreover, the engagement of stakeholders in formulation of
bureaucratic reform programs or activities and their evaluation are still very low.
Bureaucratic reform implementation has been
seen as project-based activities that force every
agency, so that they perceive it as only to fulfil the
document checklist without considering what is the
benefit for public. Moreover, the uniformity in 8 area
s of change has made the implementation of
bureaucratic reform inflexible so that every agency
tends to concentrate on fulfilling the substance of
those areas of change only. Furthermore, there are
only 200 from total more than 500 of Local Governments that conduct Bureaucratic
Reform. This is because some local governments still do not agree on the necessity of
conducting it, especially considering the regulation of bureaucratic reform that is very
complicated. Local government will have questions, such as what is the consequence
if they do not conduct bureaucratic reform? If they conduct bureaucracy reform, then
what will they get? Is the reform for increasing their performance incentive or to
create a good image perceived by public? Is the road map must be in singular form
without considering each agency's needs? Moreover, there has been no change in
their internal organization. Especially, they still see many corruption or other cases in
the organization.
By this description of conditions, we know that even though improvement of
bureaucratic reform has been implemented, the impact is still not significant. There
are several problems, especially regarding the perception on how the bureaucratic
reform has been implemented so far. At least there are two important notes. First,
8 areas of changes in the
bureaucratic reform
implementation:
organization, procedures,
law & regulation, human
resources, supervision,
accountability, public
service, andmindset &
cultural set.
Source: Presidential Regulation
No. 81Year 2010

current bureaucratic reform activities in agencies have not been aimed to resolve the
agency or national strategic problems, such as stated in bureaucratic reform road map
and in the Strategic Planning. Second, most bureaucratic reform activities are still
inward-looking which eventually only become formalities.
Furthermore, according to Bureaucratic Reform Road Map 2020-204 at least
there are 3 issues that can be observed, as follows:
a. Bureaucratic Reform Program
Performance-based organization concept that is more able to raise strategic issues
which are problems in every government institution becomes the reference basis
in the formulation of the bureaucratic reform road map and programs. The
programs must become the solution for efforts to resolve strategic problems and
to achieve development targets. However, in reality these strategic issues and
development targets mentioned in National/Local Mid-Term Planning are still not
directly referenced by local governments in formulating their bureaucratic reform
programs.
b. Bureaucratic Reform Macro Policy
As stated in the Bureaucratic Reform Road Map 2020-2024 that Bureaucratic
Reform Macro Policy is designed as the general guideline with minimum indicator
that must be achieved by every agency. However, this macro policy seems not
fully guiding the bureaucratic reform direction in accordance with the focus of
reform, which is the improvement of governance. Meanwhile, if this policy is
pulled to a meso level, then the leading sector has changed its objective that is
limited only in ministry/agency. (For example: internalization of anti-corruption
values for State Civil Apparatus (KPK, LAN RI, Ministry of Home Affairs, Civil Service
Commission, Ministry of Education and Culture, Ministry of Higher Education
(BRIN) and Ministry of Communication and Information Technology). Furthermore,
in micro level, the change will be intra organizational (in each organization), which
results in the incapacity to drive outcome-based changes. Especially, if the
organization has not optimized or has minimum effort to involve non-government

stakeholders in the existing bureaucratic reform program, which will result in less
support or ownership from stakeholders.
c. Area of Change
The improvement of area of change in Road Map 2020-2024 is still not as dynamic
as expected. Changes are only done in the name of the area of change only, for
example: law and regulation become policy deregulation, and cultural set
becomes change management. In fact, the bureaucratic reform road map 2020-
2024 already stated that the selection of eight areas of change has already
considered their relevance with current conditions. However, considering the
current disruptive environment, these areas of change should be designed in more
dynamics.
C. Policy Recommendation of Bureaucratic Reform
To resolve the problems, a paradigm shift is needed from inward-looking to
outward-looking and emphasizing that the implementation of bureaucratic reform
must be oriented to outcome. This outcome-based bureaucratic reform concept
becomes a different method compared to the
existing one. As mentioned in study result
(PKAN LAN RI, 2020), “Outcome-based
bureaucratic reform is a process to reorganize,
to change, to make a breakthrough, to
innovate the governance by thinking and
acting outside the routine with extra effort
which the result will provide benefit and
added-value for the organization and stakeholders. Outcome in this sense refers to
matters that are related to the achievement of development objectives. Therefore,
bureaucratic reform is positioned as the enabling factor for the achievement of
development objectives.
Relation of Bureaucratic Reform and
National Mid-Term Development
Planning (RPJMN) 2020 - 2024

Outcome-Based Bureaucratic Reform Design
The design of outcome-based bureaucratic reform also has several main
characteristics which emphasize that the bureaucratic reform program is oriented to
the achievement of agency and national strategic objectives. This is different from the
characteristics of the existing reform in which this outcome-based model emphasizes
more in the involvement of stakeholders in a broader sense in the planning and
evaluation of the program.
Comparison of Current and Outcome-Based Bureaucratic Reform Models
No. Aspect Current Bureaucratic
Reform Model
Outcome-Based Bureaucratic
Reform Model
1. Determining
performance
indicators for
bureaucratic
reform program
Determined by the agency
itself
Target and performance indicators
are determined together with
stakeholders. Citizen-based demand
is applied.
2. Positioning of
area of change
Area of change is
perceived as the target,
and not as a means to
achieve the objectives of
bureaucratic reform.
Area of change is adjusted as
required to provide solutions for
problems faced by the agency and to
achieve strategic objectives.
3. Selecting area
of change
In same manner for all
ministry/agency/local
government
Adjusted based on necessity,
characteristics, and resources
capability of the organization
4. Bureaucratic
Reform
activities in
area of change
Tend to be standardized as
shown in many similar
activities performed in
every area of changes by
Bureaucratic Reform activities in
every area of change aim to response
the need of change and to achieve
strategic objectives

ministry/agency/local
government
5. Bureaucratic
Reform
program
orientation
focus
Inward-looking, with
orientation only to the
improvement of internal
organization as shown by
standardized bureaucratic
reform activities
Inward & outward-looking, with
emphasize in bureaucratic reform
program related to organizational
problem to the achievement of
agency’s strategic objectives, and to
the improvement of public service
6. Implementing
Strategy
Uniformity based on the
standard given by messo
level team so that the
ownership is minimum
Emphasizing in creativity and
innovation in fulfilling reform targets
and its benefits to stakeholders
7. Measurement
of success
Completeness of
documents
Ability to provide added value to the
organization, stakeholders, and the
achievement of development
objective
8. Role of
stakeholders
which are the
users of agency
output
Ignored As a central part of the change
process. Actively involved in planning
to evaluation of bureaucratic reform
program activities
9. Bureaucratic
reform road
map
No relation with
National/Local Medium-
Term Planning or Strategic
Planning
Integrated with National/Local
Medium-Term Planning or Strategic
Planning
10. Policy control Authority-based Bureaucratic reform policy control is
conducted based on knowledge
through support from stakeholders in
the knowledge sector (university,
NGO, media) in formulating the
programs.
11. Bureaucratic
reform program
evaluation
Self-assessment and
assessment from Ministry
of State Apparatus and
Bureaucratic Reform
Conducted by a professional
institution and stakeholders based on
targets that have been determined
together in advance.
Source: LAN RI (2014 & 2020)
There are several efforts that can be conducted in order to synchronize this
outcome-based bureaucratic reform design with the Bureaucratic Reform Roadmap
2020-2004, as follows:
1. Priority program and activity that have big impact to governance can be
formulated into bureaucratic reform macro policy. These programs and activities
can be determined by pulling programs from messo level to macro level. This can
be done by discussing it in advance in the national bureaucratic reform forum to

present direction so that the implementation in macro policy will be clear.
Moreover, by emphasizing the principle of performance-based reform in the
outcome-based bureaucratic reform, then strategic issues that become problems
in the organization can be positioned as the reference basis to formulate Road
Map and bureaucratic reform programs for the organization. Hence, the outcome
can be measured more precisely, and the benefit can be directly perceived by
stakeholders. In other words, the output will become a solution for problems
faced by the organization.
2. Clear guidelines or indicators will help leading sector Ministries/Agencies to
achieve their program objectives. Therefore, more technical guidelines are
required to help bureaucratic reform program implementation to be more on-
track. This can be a solution for several agencies (especially local governments)
that until now have not performed bureaucratic reform.
3. In determining areas of change, an organization can adjust according to its
necessity, characteristics, and resources capability. Hence, it can provide flexible
space of the agency to determine which area of change that needs to be
performed so that it will no longer perceived only as administrative fulfilment
(check list).
D. Closing
Outcome-based bureaucratic reform is defined as a process to reorganize, to
change, to make a breakthrough, to innovate the governance by thinking and acting
outside the routine with extra effort which the result will provide benefit and added-
value for the organization and stakeholders. This is the new paradigm that will
provide insight to the existing bureaucratic reform implementation. Especially, it
means to shift the paradigm of bureaucratic reform from inward-looking to outward-
looking by emphasizing that the implementation of bureaucratic reform must be
outcome-based.
Outcome based bureaucratic reform will stimulate the creation of a more
effective collaborative governance. By emphasizing the involvement of stakeholders to

determine targets, the organization will ease to determine its outcome for achieving
development targets. Therefore, as a starting point of the implementation of this
bureaucratic reform, determining what outcome the organization wants to achieve is
crucial. By answering this question, the organization can more easily define inputs,
activities, and outputs so that it gives impact to the achievement of development
objectives, and the result can be directly perceived by stakeholders.
References:
Laporan Kajian Reformasi Birokrasi Berbasis Outcome. Pusat Kajian Kebijakan
Administrasi Negara. Jakarta: Lembaga Administrasi Negara, 2020.
Presidential Regulation No. 81 Year 2010 on Grand Design of Bureaucratic reform
2010-2025.
The Regulation of Minister of Administrative and Bureaucratic Reform No.25 Year
2020 concerning Bureaucratic Reform Road Map 2020-2024.

Polbrief 3
REWARD SYSTEM MODEL FOR HIGH-PERFORMING STATE CIVIL
APPARATUS
Azizah Puspasari – Junior Policy Analyst
Abstract
The main challenge of implementing a reward system for State Civil Apparatus is on
how to formulate the composition of the reward forms for high-performing
employees. This reward is a composition of financial and nonfinancial aspects and
aims to motivate employees in their performance so that they can receive a very good
and good rating according to the regulated performance assessment. This Policy Brief
recommends a reward system model that integrates financial and nonfinancial aspects
based on the mapping of other successful reward systems conducted by State-Owned
Enterprises (BUMN) and local governments.
A. Introduction
The improvement of the performance management system is a crucial aspect in
creating a more objective and transparent performance assessment, and in providing
a clear reward and punishment mechanism. This is important as much research stated
that a good reward system will attract the best employee candidates and will retain
high-performing employees in the organization.
Government Regulation No. 30 Year 2019 on Performance Assessment of State
Civil Apparatus is the government’s effort to improve the reward system by
introducing a more measurable performance assessment. It is complemented by the
Regulation of Minister of Administrative and Bureaucratic Reform No. 8 Year 2021 on
Performance Management System of State Civil Apparatus. In this policy, a high-
performing or a very good-rated employee will get rewards in the form of talent pool
priority and competency development and other rewards that are regulated by the
Law.

However, in reality several government agencies are still using previous policy,
therefore some weaknesses in performance assessment are still not solved. The
reward given to high-performing employees is also in different variations depending
on the internal policy and the assessment instrument. The focus of reward in the form
of financial and nonfinancial as stated in Government Regulation No.30 Year 2018 are
still not producing variation and creating a conducive working environment as needed
by the employees. This policy brief will offer a Reward System Model for High-
Performing State Civil Apparatus that can generate fairness and deservedness. This
model is formulated from an extraction of various reward system models that are
already applied in selected agencies.
B. Problem Discussion
Policy in reward provision for State Civil Apparatus applied in Indonesia’s
government bureaucracy has not been optimized to improve the working environment
and to motivate the employees. Government Regulation No. 35 Year 1964 on Reward
Provision to Extraordinary Duty-Performing State Civil Apparatus is one of the
regulations that initiate the provision to motivate high-performing State Civil
Apparatus who play important roles in national development. However, the dynamics
and adjustments to the inflation value has made the components and mechanisms of
reward provision according to the aforementioned Government Regulation irrelevant
in current situations, even though the reward already consists of financial and
nonfinancial aspects that should be the significant components to motivate
employees.
Government Regulation No. 30 Year 2019 that replaces Government Regulation
No. 46 Year 2012 directs the whole employee assessment by looking at the
performance output. The assessment is not only performed by the State Civil
Apparatus Performance Assessor, but also by work colleagues in the same level and/or
by direct subordinates through the 360° method. Performance assessment is based on
performance measurement that can be performed every month, quarter, semester, or

annually and is documented in a performance measurement document (adjusted by
the necessity of organization). The measurement result will be categorized based on
scoring and labelling: 1) Very Good (score 110<x<120 and creating new idea and/or
new way in improving performance that provide benefit to organization or the
country); 2) Good, score 90<x<120, without new idea; 3) Average, score 70<x<90; 4)
Poor, score 50<x<70; and 5) Very Poor, score <50.
Reward provision regulated in Government Regulation No. 30 Year 2018 consists
of two points, which are: to prioritize competency development for State Civil
Apparatus who achieve good rating for 2 (two) years consecutively and to include
him/her to the talent pool program in their respective agency. Whereas, according to
Buhai, Cottini and Nielseny (2018), to enhance performance productivity of an
organization, an improvement of the working environment physical dimension is
needed. Amstrong (2009) added that the more precise way to ensure improvement in
motivation, commitment, and performance of the employees is by generating a
working environment that is fun, challenging, and empowering where each individual
can use their ability to perform a meaningful work that reflects a recognition to them.
A precise provision of nonfinancial reward becomes important as it can predict
employee’s performance. The more challenging an objective is, the higher the
performance of and satisfaction felt by the employees (Mondy, 2008).
Several agencies from central and local governments have already implemented
reward provision in financial and nonfinancial aspects. For example, in model
development, there are several forms of reward that are relatively similar. However,
there are interesting cases, such as in the Provincial Government of West Java in which
its performance system has already been integrated with the human resources system
and career system. Moreover, the provision of additional reward can reach 100% from
Additional Income Incentive which really motivates the employee’s performance.
Meanwhile the City Government of Yogyakarta introduces the value of mutual
assistance (gotong royong) in their provision of Additional Income Incentive based on
the organization performance score.

To develop a reward model for high-performing State Civil Apparatus, a mapping
of attainable person reward is conducted, including Salary, Religious Festivity
Allowance, Housing Credit Facility, Housing, Facility, Telecommunication, Working
Equipment, Tax Allowance, Social Security, Health Security, Work Accident Security,
Life Insurance, Work Facility, Annual/Major Leave Allowance, Winduan Allowance,
Severance Pay, Retirement Program, and Legal Assistance. Position Reward includes
Take Home Pay, Expensiveness Allowance, Local Expensiveness Allowance, Vehicle,
Working Environment, Job Weight, Job Facility, Official Duty Travel Facility, and Post-
Employment Benefits. Performance-Based Reward consists of Production Service,
Industrial Factor, Bonus, Mid-Term Incentive, Sales Incentive, Loan, Talent Pool, Talent
Mobility, Performance Allowance, Career and Environmental Rewards, Career
Management (talent mobility, succession management, and others), Fast Track
Program (Career Opportunity), Formal Education, Development Program (training,
coaching, GPD/MP, etc.), Employee Reward & Recognition, Flexible Reward (Point-
Based Reward), Work/Life Program (WAP, EVP, Olimpiakom, etc.), Working
Environment, and Professional Membership.
To improve the reward system for high-performing State Civil Apparatus, there
are several recommendations for Ministry of State Apparatus Empowerment and
Bureaucratic Reform, National Civil Service Agency, and bureau/working units that
handle human resources management in every central government agency
(Ministry/Agency) and Local Governments, as follows:
1. According to the mapping result, the Reward Model for High-Performing State
Civil Apparatus is as follows:

Type of Reward for High-performing Level
(Beyond Expectation)
High-performing Level
(Beyond Expectation)
Very Good
Rating
Good Rating
Non-
Financial
Talent Pool / Promotion / Fast Track in
Agency or National Level
√
Prioritized for Competency Development
(Scholarship, Training, Coaching, GPD/MP,
etc.)
√ √
Talent Mobility / Rotation / Job
Enrichment
√ √
Work / Life Program √
Facilities √ √
Flexible Reward (Point Based Reward) √ √
Financial
Incentive / Performance Incentive / Bonus
/ Production Service
√
Loan Facility √
2. The mechanism of reward provision in each agency is coordinated by the
working unit that handles human resource management, finance, and the
direct supervisor. Technical aspect of the reward provision begins with
Performance Assessment in accordance with Government Regulation No. 30
Year 2019 and Regulation of Minister of Administrative and Bureaucratic
Reform No. 8 Year 2021 so that it will generate result/score associated with its
labelling. High-performing employees will get rewarded financially through
mechanisms conducted by working units that manage human resources and
finance. Meanwhile, the mechanism for nonfinancial reward will be
coordinated with the bureau/division that manages human resources and the
direct supervisor.
3. As a reference in performance assessment for high-performing employees, a
policy or derivative regulation of Government Regulation No. 30 Year 2019 is
needed to regulate the assessment of high-performing employees for each
agency or can be formulated generally and applicable for all agencies determined
by the regulation. Reward provision in nonfinancial form that uses the National

Budget is regulated by the Minister who conducts government administration in
the financial sector.
D. CLOSING
The setting of reward in the form of financial and nonfinancial is a significant
composition to motivate employees. To create an effective implementation reward
system for high-performing employees, the performance management system needs
to be holistically designed and integrated with other systems in the State Civil
Apparatus management cycle, which are: human resources planning, career
development, competency development, and also reward and discipline.
References
Pusat Kajian Manajemen Aparatur Sipil Negara. 2020. Laporan Kajian Model Kesejahteraan ASN
(Insentif untuk ASN Berkinerja Tinggi). Jakarta: Lembaga Administrasi Negara
Armstrong, M. (2009). A Handbook of Human Resource Management Practice (11 Ed.)
Cambridge, UK: Kogan Page Limited.
Buhai, S., Cottini, E., & Nielseny, N. (2008). The impact of Workplace Conditions on Firm
Performance (Working Paper Number 08-13). Retrieved from
http://www.hha.dk/nat/wper/08-13_sebu.pdf
Mondy, R.W. (2008). Human Resource Management, International Edition, Pearson Education
International, New Jersey USA.
Government Regulation No. 30 Year 2019 (PP No.30 Year 2019) on State Civil Apparatus
Performance Assessment
Government Regulation No. 35 Year 1964 on Reward Provision to Extraordinary Duty-
Performing State Civil Apparatus
the Regulation of Minister of Administrative and Bureaucratic Reform No. 8 Year 2021 on
Performance Management System of State Civil Apparatus

Polbrief 4
THE PREREQUISITE OF TALENT MANAGEMENT IN GOVERNMENT
AGENCIES
Candra Setya Nugroho and Sulistyaningsih – Junior Policy Analysts
Abstract
The many cases of job-obtaining bribery are one of the problems that triggers the
urgency to improve the State Civil Apparatus human resources management,
especially in the selection of leaders in government agencies. One of the strategies
implemented is to apply the talent management. However, some current conditions
do not support the implementation of that system. As this is a new system adopted
from the private sector, then government agencies should understand the pre-
requirement for talent management in order to be properly implemented. Those pre-
requirements are development mind-set, performance culture, executive sponsorship,
and a good human resources information system.
A. Introduction
The Government through the Law No. 5 Year
2014 on State Civil Apparatus has made an effort
to develop a merit system in the management of
State Civil Apparatus. It is reflected in the
selection of leaders in government institutions
that are conducted through an open bidding
system. However, the actual implementation
shows that there is still a chance for job-obtaining
bribery in the system.
Source: Detikcom, KPK.GO.ID

Bribery cases related to job-
obtaining happened from local to
central government agencies, such as:
Klaten Regency, Nganjuk Regency,
Cirebon Regency, Jombang Regency,
and Ministry of Religious Affairs
(source: KPK.go.id). The cases even
increased from 2015-2016. In 2015,
there were 191 cases, while in 2015 it
increased to 278 cases. The many cases
of bribery shows that the selection system
for leaders in government agencies still
becomes a serious problem that needs to
be resolved.
The Civil Service Commission (KASN) stated that the nominal value of corruption
related to job-obtaining bribery is very high, reaching Rp 35 trillion. Moreover, there
are price tags for every job position, from supervisor to high official position.
To create a selection system for leaders in government agencies that supports
merit system, then the implementation of talent management should be encouraged
in all government agencies. This Policy Brief will discuss various pre-requirements
needed to implement talent management in government agencies.
B. Policy Problem
To encourage and provide guidelines to the implementation of talent
management in government agencies, the government released the Regulation of
Minister of Administrative and Bureaucratic Reform No. 3 Year 2020 on Talent
Management of State Civil Apparatus. However, even though talent management
already has its legal basis, the implementation has not occurred by itself.
Source: Civil Service Commission, TEMPO, Ministry of
State Apparatus Empowerment and Bureaucratic
Reform, KOPRI, www.katadata

Implementation of talent management has been performed partially by some
government agencies. For example, the creation of a talent pool, the classification of
employees to talent criteria (nine boxes), etc. Currently, there are 24 government
agencies that are selected as the example projects of the implementation of talent
management assessment (JPNN.com). The selection of these 24 government agencies
is based on their very good rating achievement in the Merit System Index. These
example projects are the initial step to improve talent management in those agencies.
The existence of these 24 example agencies is one indication that talent
management has not been implemented fully in government agencies. As a new
system in managing civil service human resources, the implementation of talent
management will most likely face challenges from the already institutionalized
previous system. These challenges are, as follows
1. Old-School Paradigm
Old-school paradigm in human resources management will be the main
challenge in implementing talent management. It is because the human
resource managers are still used to and comfortable with the established
paradigm or system. Meanwhile, this established system still does not show the
commitment to encourage the development of human resources optimally,
fairly, and proportionally. There are still many government agencies that do
not fulfill their obligations in providing development for their employees in
minimum 20 hours/year.
2. Low-Performance Culture
Non optimal performance culture performed by government agencies are
indicated by the many complaint reports from the public. According to data in
2018, the Ombudsman received 8,456 complaints about public service
maladministration, which has increased 6.3% from 2017.
3. No Apprenticeship System
Currently, there is a very minimum or even no government agency that has
planning related to mentoring from leaders or senior employees (experienced)

to their apprentices (candidates for leaders) or to junior employees. Even
though some mentoring are already performed, they are not planned
systematically and relevant with the necessity of the organization as a whole.
4. Non optimal Human Resources Information System
Currently, the majority of government agencies already have a human
resources information system. However, their conditions are not sufficient to
implement talent management. The current information systems are more
related only to attendance, target, and performance achievement of human
resources, and still not prepared for career development planning.
To implement talent management, government agencies need to resolve those
challenges mentioned above and to prepare its prequirement. Therefore, the
implementation of talent management can be performed properly and achieve the
best result.
According to problems description in previous section, hence pre requirements
needed to optimally implement talent management in government agencies are as
follows (PKP2A | LAN RI, 2015):
1. Development Mindset
Government agencies must have a development mindset so that talent
management programs can be successful. This mindset prioritizes the
development of every employee individually in the respected agency.
Therefore, government agencies must have a development mindset, which
means to always consider the development of its State Civil Apparatus in order
to successfully conduct talent management programs.
2. Performance Culture
Government agencies must have, understand, perform the high-performance
culture in the implementation of talent management. It happens when the
agency always makes an effort to find performance indicators for every

position and make it as the basis to assess employee’s success and as a tool of
measurement to provide compensation for every employee. Therefore, in
order to successfully perform a talent management program, a government
agency must have a performance culture so that the achievement of a State
Civil Apparatus is based on his/her performance indicators.
3. Executive Sponsorship
Government agency must have a top executive, board of director, or senior
leader that becomes sponsor of the main driving force of the development of
high potential employees so that they can successfully perform the talent
management program. Therefore, in order to successfully conduct the talent
management program, a government agency must have executive
sponsorship who can commit to provide mentorship, education, and
empowerment to State Civil Apparatus that are projected to be potential
leaders in the future.
4. Good Human Resource Information System
Government agencies must establish infrastructure, investment, and accurate
human resource information systems to support the implementation of talent
management programs. Agency needs to continuously maintain and update
the data to record current employee position, employee historical position,
and to provide options of future position and duty for the employee for
his/her competency development.
The Human Resources Information System also needs to include information
of organizational core competencies, competency profile of employee, and
competency development history of employee. Berger (2004 p. 22-33)
mentioned that there are 4 (four) main steps in managing talent, which are:
first, to identify organizational core competencies and to prepare tools for
performing assessment. Second, to identify competency development
programs that fulfil the core competencies. Third, to conduct competency
assessment and forecasting for employee potential. Fourth, to prepare an

action plan for managing every talent. The human resources information
system should be able to accommodate those four steps of talent
management.
D. Closing
Talent management is a proven system to create a professional merit-based
human resources management, as shown previously in private sectors. Understanding
the pre-requirements for talent management implementation is one of the keys so
that government agencies can prepare themselves to minimize challenges that
possibly appear and distract their effort to implement talent management in the
future. The necessity to improve human resource management in civil service sector
will never disappear. However, progress must be pursued and one of its pre-
requirement is by addressing past error and to set it right.
References:
Berger Lance A. 2004. Four Steps to Creating a Talent Management System dalam Berger,
Lance A dan Berger Dorothy R (editors). Talent Management Handbook. Creating
Organizational Excellence by Identifying, Developing, and Promoting Your Best People.
The McGrow-Hill Companies
Laporan Kajian Manajemen talenta Dalam Pengembangan Karier Pegawai Negeri Sipil. Pusat
Kajian dan Pendidikan dan Pelatihan Aparatur I, Jatinangor. Lembaga Administrasi
Negara, 2015.
Regulation of Minister of Administrative and Bureaucratic Reform No. 3 Year 2020 on Talent
Management of State Civil Apparatus
JPNN.Com. 2021. Artikelberitaedisi 21 Maret 2021 berjudul “24 Instansi Pemerintah ini jadi
pilot project penilaian penerapan manajemen talenta ASN, ini daftarnya” diakses
dihttps://www.jpnn.com/news/24-instansi-pemerintah-ini-jadi-pilot-project-penilaian-
penerapan-manajemen-talenta-asn-ini-daftarnya,

Polbrief 5
TRANSPARENT PERFORMANCE RATING SYSTEM OF STATE CIVIL
APPARATUS UNDER THE IMPLEMENTATION FRAMEWORK OF
PERMENPAN-RB NO.8 YEAR 2021 ON STATE CIVIL APPARATUS
PERFORMANCE MANAGEMENT SYSTEM
Yuliardi Agung Pradana and Putra Budi Darmawan– Senior Policy Analyst
Abstract
An objective performance assessment will create a positive working environment and
encourage employees to make positive achievements. Many research show that
performance assessment system until recently has not significantly reduced the
leaders’ subjectivity in performing assessment for their subordinates. The Regulation
of Minister of Administrative and Bureaucratic Reform (PerMenPAN-RB) No. 8 Year
2021 on State Civil Apparatus Performance Management System brings a new hope
for an objective State Civil Apparatus performance assessment system. This policy
brief offers transparent performance model as the implementation of PerMenPAN-RB
No. 8 Year 2021 on State Civil Apparatus Performance Management System. By
performing this system, even without open bidding, potential candidates that belong
to high performance groups in the performance assessment system will take strategic
job positions. There are five characteristics in this model, which are: first, performing
monthly monitoring and evaluation of the Employee Performance Objectives and
Work Attitude. Second, performing 360˚ of State Civil Apparatus. Third, the
performance assessment result also needs to be compiled with the State Civil
Apparatus’ contribution to the achievement of their working unit strategic plan.
Fourth, the assessment of Work Achievement components is transparent in a system
that can be accessed by all State Civil Apparatus in the respected organization. the
assessment of Work Achievement components is transparent in a system that can be
accessed by all State Civil Apparatus in the respected organization.
A. Introduction
An objective performance assessment is the key to create a positive working
environment and to encourage employees to pursue their best achievement.
Therefore, the performance assessment model used has an important role in creating
a positive working environment and to encourage employees to exercise their best
performance. Until recently, various regulations related to performance assessment
have been released to stimulate an objective State Civil Apparatus performance
assessment. However, much research shows that the existing performance

assessment system has not been able to significantly reduce the subjectivity of leaders
in performing assessment for their subordinates.
According to BKN, the result of State Civil Apparatus Performance Management
Pilot Project According to Government Regulation No. 30 Year 2019 shows that almost
all State Civil Apparatus belong to the good category (even 20 percent of them get a
very good category). Meanwhile, the Ombudsman of the Republic of Indonesia
received 7,204 complaint reports from the public related to public service conduct
(Annual Report of Ombudsman of the Republic of Indonesia Year 2020 “Guiding Public
Service in the Era of Pandemic Covid-19”). It means there is still a contradiction
between the employee's individual performance and the organizational performance.
Regulation of Minister of State Apparatus Empowerment and Bureaucratic
Reform No. 8 Year 2020 on State Civil Apparatus Performance Management System
has regulated the implementation of performance assessment. The assessment is
conducted by combining the Employee Performance Objectives (SKP) and Work
Attitude. The SKP core is obtained by comparing the SKP realization and target.
Meanwhile work attitude is obtained by comparing work attitude standard and the
work attitude assessment. This brings a new hope for an objective State Civil
Apparatus performance assessment system. This policy brief offers a transparent
performance model as the implementation of PerMenPAN-RB No. 8 Year 2021 on the
State Civil Apparatus Performance Management System.
B. Problem Analysis
As the massive development of information and communication technology,
some government agencies have implemented IT-based performance management.
However, an IT-based system is a passive instrument (not Artificial Intelligence) that
needs the support of human resources to manage it, and a performance assessor team
in order to implement the objective system.
BKN through its Directorate of Civil Service Performance for two years (2018-
2019) has conducted evaluation of the implementation of State Civil Apparatus

performance management. The data from the evaluation result show that most
agencies have not implemented proper performance management (50% of them are
average and 11.7% are poor). Many research state there are 4 factors that cause
subjectivity in performance assessment, as follows:
1. Objectives and workload set as employee performance indicators are not
synchronized with the main duty and function according to the job position
analysis result.
2. Evidence for work objectives indicators can still be manipulated because a
performance information system that can lock the evidence of working
objectives achievement is not available.
3. The assessment for work attitude is performed only in 90˚ by the direct
supervisor so that positive and negative sentiments affect the perceived
employee performance.
4. Performance assessment is performed only once a year so that it is unable to
show the progress of employee performance and tends to make direct
supervisor look only at the final result and ignore the process to achieve that
level of performance.
To resolve those problems, a performance assessment model that is transparent
and sustainable is needed to determine candidates for strategic job positions in the
future. A transparent rating model for State Civil Apparatus performance can be the
new breakthrough. Performance rating is an alternative to evaluate State Civil
Apparatus performance because it can describe the civil service performance profile in
national scope. This rating model will motivate employees, so they are encouraged to
improve their performance.
There are several ideas related to the implementation of transparent
performance rating model, as follows:
1. Monitoring and evaluation of Employee Performance Objectives and Work
Attitude are performed monthly. Components of performance rating are filled

with Employee Performance Objectives and Work Attitude. However,
Monitoring and evaluation of Employee Performance Objectives and Work
Attitude need to be conducted not only at the end of the year, but every
month.
2. Implementing 360˚ assessment for State Civil Apparatus. The assessment is
performed not only subjectively by supervisor/leader. It is conducted by all
working colleagues in one working unit. This assessment becomes percentage
composition in the Work Attitude aspect.
3. Performance assessment results need to be combined with the State Civil
Apparatus role/contribution in the achievement of the strategic plan of the
respected working unit. State Civil Apparatus make a list of performance
output in a monthly period and the result is openly/transparently published in
the system for the working unit.
4. Meanwhile, State Civil Apparatus are also evaluated based on their additional
performance, such as their capability and contribution to the knowledge
outside their working unit. Additional performance can be in the form of
development commitment and community involvement. This type of
performance drives employees to contribute for the achievement of their
working unit/agency objectives outside their job position main duty.
Knowledge from outside the working unit becomes an additional percentage
component for State Civil Apparatus.
5. Assessment of the components of the Work Achievement is transparent in a
system that can be accessed by all State Civil Apparatus in the organization.
For every State Civil Apparatus performance output, there will be performance
grouping for every monthly and annual period, which are high performance,
middle performance, and low performance.
Annual performance rating used to arrange State Civil Apparatus performance
profiling in one unit and/or Government Agency can be used as consideration to
determine competency development priority and employee career development.
Eventually, performance achievement by rating will be connected with the employee

compensation, self-development, and career. Therefore, a change in performance
management is needed to synchronize individual performance achievement with the
organization performance standard. The whole system must be developed by utilizing
information technology.
D. Closing
A transparent State Civil Apparatus performance rating system is primarily
needed in the human resources sector to determine the talent pool that will take the
organization's strategic job positions. Therefore, even without an open bidding
mechanism, potential candidates that belong to high performance groups in the
performance assessment system will take strategic job positions.
References
Laporan Kajian Pengembangan Manajemen Talenta Bagi Pegawai Negeri Sipil di
Instansi Daerah. Pusat Kajian dan Pendidikan dan Pelatihan Aparatur II, Makassar.
Lembaga Administrasi Negara, 2018.
Regulation of Minister of Administrative and Bureaucratic Reform No. 8 Year 2021 on
State Civil Apparatus Performance Management System.
Government Regulation No. 30 Year 2019 on State Civil Apparatus Performance
assessment.

Polbrief 6
ENHANCING STATE CIVIL APPARATUS PERFORMANCE ASSESSMENT
SYSTEM UNDER WFH AND WFO COMBINATION-BASED WORKING
PATTERN
Hidayaturahmi – Lecturer
Abstract
The result of State Civil Apparatus performance assessment in the new normal shows
declining tendency in quality and quantity caused by individual factors, organizational
support, and management support, which is the State Civil Apparatus working system.
The Circular Letter of Minister of Administrative and Bureaucratic Reform No. 30 Year
2020 regulates the State Civil Apparatus working system in two forms, which are
performing official duty at home and performing official duty at the office. This policy
was revised by the Circular Letter of Minister of Administrative and Bureaucratic
Reform No. 67 Year 2020 in which the implementation of both systems is adjustable
according to the changing situation of Covid-19 cases in national level or in local level
in which the organization is located. This change in State Civil Apparatus work pattern
needs attention and follow up to respond to the possibility of policy change in the
State Civil Apparatus performance assessment system. The change aims to provide
objective evaluation that is appropriate with the duty, responsibility, and resources
potential of the employee. This study recommends enhancing the State Civil
Apparatus performance assessment system under WFH and WFO combination-based
working pattern.
A. Introduction
Covid-19 pandemic has occurred since 2019 around the globe and it transforms
the order of living for every person. People must change their lifestyle and habits to
adapt with the new circumstances. Social distancing and physical distancing become
the new order in human interactions. The similar change also happens in government
sector organizations in which they must adjust the office hours according to the
regulation.
According to the Circular Letter of Minister of Administrative and Bureaucratic
Reform No. 58 Year 2020 on State Civil Apparatus Working System during New
Normal, there are conditions for Work from Home (WFH) and Work from Office

(WFO). These two terms then became a new order system that applied in the current
working environment, either in the private or public sector.
The aforementioned Circular Letter states that the WFH implementation is based
on several aspects as consideration. One aspect of consideration is the employee
performance assessment. The Law No 5 Year 2014 on State Civil Apparatus chapter 75
about performance assessment mentions that the State Civil Apparatus performance
assessment is performed based on achievement system and career system. The
question is how to ensure that both systems are conducted properly as their purpose
is to maintain State Civil Apparatus development effectiveness in the new normal.
The existing State Civil Apparatus performance assessment is referring to the
Regulation of the Head of National Service Agency No. 1 Year 2013 on implementation
provision of Government Regulation No. 46 Year 2011 on State Civil Apparatus Work
Achievement Assessment and based on Government Regulation No. 30 Year 2019 on
State Civil Apparatus performance assessment. This Government Regulation No. 30
Year 2019 instructs that performance assessment must be performed under the State
Civil Apparatus performance management system framework, which consists of
performance planning, implementation, monitoring and development, assessment,
and assessment follow-up managed in a performance information system. Meanwhile,
the new Regulation of Minister of Administrative and Bureaucratic Reform No. 8 Year
2021 on State Civil Apparatus Performance Management System has not clearly
regulated the limitation of performance management under WFH and WFO
perspectives.
B. Problem Analysis
Several data and studies show there are problems in the quality of State Civil
Apparatus performance. The Ministry of Administrative and Bureaucratic Reform
identifies various public complaints related to public service performance during the
pandemic. Most complaints are related to civil administration service in 153 reports,
electricity service in 116 reports, tax service in 40 reports, permits in 20 reports,

immigration in 11 reports, and oil and gas in 8 reports (Tempo, 2020). According to
survey conducted by the research and development division of Kompas in 22-24 April
2020 there are public concern during Covid-19 pandemic of the difficulties in obtaining
basic needs (38%), the absence of quality health service (23%) , the decline of civil
service professionalism (9.2%), the difficulties in getting permits and legal letters that
affect to the business (8%), and the difficulties in getting employment (7.3%)
(Ombudsman 2020)
There are three factors influencing employee performance, which are
(Simanjuntak 2011): first, individual factor, the skill and ability to perform task;
Second, organizational support factor as the form of organizing, providing working
facilities, convenient working environment, and working condition; Third,
management support factor as the managing ability of the management and leader to
formulate safe and harmonic working system and industrial relation. These three
factors are important in influencing employee performance. If one of those three
factors is hindered, it will affect the whole total performance quality.
As WFH demands an employee’s ability to perform his/her duty at home, then
digital skill and ability are needed. For example, to attend a virtual meeting through
Zoom online media, to prepare application-based reports, etc.
In the aspect of organizational support, under normal conditions the organization
has responsibility to provide facilities to support work performance. Meanwhile, under
WFH conditions every employee is required to provide their supporting facilities
independently. For example, in the provision of data packages or internet network
service. Even if those facilities can be provided by the employee independently there
is still an obstacle from a networking connection problem which is not in the capacity
of the employee to solve it. Some studies also show that there is an obstacle in WFH
implementation: technical problems and also limited supporting equipment in
employee’s house (Ashal 2020).
Third, management support factor, in how the management or leaders can create
a conducive working system, which is in the form of a performance assessment system

and its indicators. The absence of an objective performance assessment for WFH-
WFO combination-based working pattern can potentially generate unhealthy
opportunistic attitude and free-riding behaviour. Meanwhile, an objective
performance assessment will improve employee performance optimally and can
contribute to the optimally performed organization.
The Circular Letter of Minister of Administrative and Bureaucratic Reform No. 58
Year 2020 states that the working pattern for State Civil Apparatus during pandemic
conditions is WFH and WFO according to the circumstance dynamics and the specific
situation in each area. This circular letter has not been responded with a new
performance assessment system that is appropriated with the new changing working
pattern. It has caused a public concern regarding the civil service performance. The
performance has been declining according to the performance evaluation result. The
reason for this decline is because the existing performance assessment system cannot
be implemented in the WFH and WFO combination-based working pattern.
Considering the situation explained in the previous section, an intervention is
needed to the performance assessment system policy to ensure performance
assessment objectivity. There are several steps required to enhance performance
assessment process under WFO and WFH combination work pattern, as follows:
1) To formulate a clear output target for every employee. Therefore, there will be
no opportunistic attitude and free-riding behaviour. WFO-WFH combined work
pattern will be perceived as the actual part of flexible work arrangement concept
so that it can motivate employees to improve their performances.
2) To develop a digital culture. Digitalization of work process and service in the
disruption and new normal era is a necessity. There are two things that needs to
be prepared, as follows:
a. Digital-based work system and public service. In developing the system,
digitalization should not be perceived only as transferring offline processes

to online processes, but there should be reviewing the existing business
process. Data and information sharing should be facilitated. Mobile service
should be prepared to facilitate employees performing their duty, function,
and public service. If all these requirements are fulfilled, then the
digitalization is already implemented properly (digital government phase is
achieved).
b. To prepare competency development programs to develop the employee
competency.
D. Closing
A non-objective performance assessment will stimulate employee
demotivation, opportunistic attitude, and free-riding behaviour. Therefore, efforts to
enhance the performance assessment system must be properly conducted.
Organizational performance targets must be cascaded to individual levels so that they
can be evenly distributed. Consequently, WFH and WHO can generate improvement in
working motivation and not degrade it.
References:
Ashal, R.A.,2020. Pengaruh Work from Home Terhadap Kinerja Aparatur Sipil Negara
di Kantor migrasi Kelas I Khusus TPI Medan, Jurnal llmiah Kebijakan Hukum,
Juli, vol.14:223-242.
Muttaqin, T., 2020. Penilaian Kinerja Pegawai Berbasis WFH dan WFO,
ProyekPerubahan, Jakarta: LAN.
Simanjuntak, P.J., 2011. Manajemen dan Evaluasi Kinerja, Jakarta: FEUI.
The Law No. 5 Year 2014 on State Civil Apparatus
Government Regulation No. 30 Year 2019 on State Civil Apparatus performance
assessment
Circular Letter of Minister of Administrative and Bureaucratic Reform No. 58 Year 2020
on State Civil Apparatus Working System during New Normal
Ombudsman Republik Indonesia, 8 Mei 2020. Evaluasi Pelayanan Publik Selama
Pandemi, https://ombudsman.go.id/artikel/r/artikel--evaluasi-pelayanan-
publik-selama-pandemi(akses 26 Juli 2021).
Tempo, 24 Juni 2020. Kinerja ASN di Era New Normal Wajib di Evaluasi,
https://bisnis.tempo.co/read/1357415/kinerja-asn-di-era-new-normal-wajib-
dievaluasi-ini-sebabnya(akses 26 Juli 2021)

Polbrief 7
CONVERSION OF NON-STATE CIVIL APPARATUS/ CONTRACT-BASED
EMPLOYEES TO CONTRACT-BASED GOVERNMENT EMPLOYEE (PPPK) IN
FULFILLING THE REQUIREMENT OF GOVERNMENT AGENCIES
Mohd Febrianto – Senior Policy Analyst
Abstract
Government Regulation No. 56 Year 2012 is the closure for non-State Civil
Apparatus/honorarium employees to be appointed as State Civil Apparatus. However,
according to the Law No. 5 Year 2014 on State Civil Apparatus the government has a
duty to improve employment status in government agencies which currently only
consists of State Civil Apparatus and PPPK (Contract-Based Government Employee).
Government Regulation No. 49 Year 2018 on PPPK Management becomes a solution
for government agencies to improve their human resources so that they have a clear
and measurable career pattern. This Government Regulation states that every non-
State Civil Apparatus/honorarium is given a 5 years transition period to be able to be
converted to State Civil Apparatus Candidate or PPPK Candidate according to the
applicable terms and procedures. However, until recently there are some government
agencies that still recruit honorarium employees while this should be stopped after
the implementation of the aforementioned Government Regulation. Therefore, the
government is expected to conduct evaluation and supervision of the implication of
the policy, and to issue a policy that can provide solutions to the existing problems.
A. Introduction
Non-State Civil Apparatus or honorarium employee management is considered
inappropriate in promoting the vision of Indonesia Maju (Indonesia Moving Forward).
From non-selective recruitment to unclear and unmeasurable career. Non-State Civil
Apparatus employees are employed in an unclear scheme. Each working unit in an
agency can recruit non-State Civil Apparatus employees without any clear legal
certainty. It is no wonder that many non-State Civil Apparatus or honorarium
employees do not have expertise. Therefore, the abolishment of honorarium
employment has a purpose to create Indonesia Maju on the foundation of human
resources with expertise (Rahma, 2020).
The implementation of the Law on State Civil Apparatus in 2014 is expected to be
a point of entry to improve human resources employment status in government

agencies. In the Chapter 6 of the Law No. 5 Year 2014 on State Civil Apparatus, there
are only 2 (two) employment statuses in government agencies which are State Civil
Apparatus and Contract-Based Government Employee (PPPK). Therefore, government
agencies can no longer recruit non-State Civil Apparatus/honorarium employee to
fulfil organizational necessity. However, the implementation of this policy is
performed gradually.
The control or the resolution for this non-State Civil Apparatus or honorarium
employment has been conducted previously by the opportunity of employment status
conversion to State Civil Apparatus through the Government Regulation No. 56 Year
2012 on second amendment of the Government Regulation No. 48 Year 2005.
Currently, the opportunity of working for the government is still available through the
PPPK course. The Government Regulation No. 49 Year2018 on PPPK Management
provides 5 years transition period until 2023 for non-State Civil Apparatus/honorarium
employee to convert their employment status to become State Civil Apparatus or
PPPK candidates according to the applicable terms and procedures. Therefore, after
2023 government agencies can no longer recruit. Therefore, government agencies can
no longer recruit non-State Civil Apparatus/honorarium employee to fulfil
organizational necessity.
In reality, several central and local government agencies still recruit and employ
non-State Civil Apparatus or honorarium employee to fulfil their organizational
necessity. In other words, even though the employment status in government agency
is already clearly determined at the Law level, the policy to regulate the State Civil
Apparatus and honorarium employee still depends on each agency independently.

B. Problem Description
The Law on State Civil Apparatus and its derivation has not become a solution for
the government to improve the human resources status in government agencies
according to the vision of generating high quality human resources with international
competitiveness. Currently, there are several problems identified in the policy
implementation, as follows:
1. After the issuance of the Government of Regulation No. 56 Year 2012 as the
closure for non-State Civil Apparatus/honorarium employees to be appointed as
State Civil Apparatus, there is still no legal basis or clear conversion scheme to
accommodate the non-categorical and K2 of non-State Civil
Apparatus/honorarium employee.
2. Human resources necessity in government agencies is still not fully determined
according to the human resources necessity document. Therefore, it creates an
opportunity for honorarium employment to fulfil it.
3. It has been 3 years since the Government Regulation No. 49 Year 2018 was
issued, but the recruitment of non-State Civil Apparatus/honorarium employee is
still happening until today. It shows that the policy related to State Civil
Apparatus has not been implemented consistently. Several agencies still perceive
the non-State Civil Apparatus/honorarium employee recruitment as a quick
solution for organizational human resources necessity.
4. Most non-State Civil Apparatus/honorarium employees are people who have long
experience in government agencies, but they cannot meet the requirements to
be a State Civil Apparatus candidate. The Government Regulation No. 49 Year
2018 brings hope for them to be prioritized in the status conversion to become
PPPK. Meanwhile, the government also must consider the qualification of the
PPPK.
5. The Presidential Regulation No. 38 Year 2020 is issued as a solution to answer
what type of job position that can be taken by PPPK. However, there is a lingering

question on whether all types of job positions in the Presidential Regulations have
accommodated the organizational necessity.
C. Recommendations
The recommendations to solve those problems explained in the previous section
are as follows:
1. The government can consider non-State Civil Apparatus/honorarium employee
with long experience and good competency but does not meet the age
requirement to be included in PPPK Candidates.
2. The government needs to evaluate the implications of the Government
Regulation No. 49 Year 2018 and to monitor government agencies so that they do
not recruit non-State Civil Apparatus/honorarium employee anymore.
3. As the Presidential Regulation No. 98 Year 2020 on Salary and Allowance of PPPK
is already issued, the government needs to clearly instruct all government
agencies to stop recruiting a new non-State Civil Apparatus/honorarium
employee.
4. As the Presidential Regulation No. 38 Year 2020 on Type of Job Position for PPPK
and the Presidential Regulation No. 98 Year 2020 on Salary and Allowance of
PPPK are already issued, every government agency must prepare the
employment document as a requirement of fulfilling its human resources
necessity. The policy to encourage government agencies to formulate an
objective requirement for State Civil Apparatus and PPPK is needed.
D. Closing
The commitment to improve employment management in government agencies
is strongly required. The new regulation tool, which is the Government Regulation No.
49 Year 2018 on the Management of PPPK must be able to become the momentum for
change. Years of policy inconsistencies are enough to be lesson-learnt in order to take

improvement steps. These improvements need to be done sooner because in the
future there will be more challenging problems.
References
UU ASN, RI. Undang-Undang Nomor 5 Tahun 2014 tentang Aparatur Sipil Negara.
(2014).
Government Regulation No. 49 Year 2018 on Contract-Based Government Employee
(PPPK). (2018)
Rahma, A. (2020). Menteri PANRB Beberkan Alasan Pemerintah Hapus Tenaga
Honorer.

Polbrief 8
STRENGTHENING PATRIOTISM VALUES (BELA NEGARA) TO PREVENT
RADICALISM IN THE CIVIL-SERVICE ENVIRONMENT
Desy F. Lestari – Learning System Development Analyst
Abstract
The phenomenon of radicalism in the civil-service environment has been in a worrying
trend. One of the reasons on why radicalism can grow and spread in civil-service
environment is because the patriotism value (Bela Negara) has not been embedded
optimally. There is a necessity to strengthen Bela Negara values, especially related to
the prevention of radicalism in the civil service environment. Therefore, one solution
to solve this problem is by integrating education strategy or by the grand design of
internalizing the values of Bela Negara in the education and training to prevent
radicalism. Area of radicalism measurement needs to be broadened by involving the
government internal supervision apparatus and the human resources counselling unit
in ministries/agencies. This initiative can be included as part of the established
National Action Plan of Preventing and Controlling Extremism. The synergy and
collaboration are expected to improve the effectiveness of radicalism prevention in
the civil service environment.
A. Introduction
Bela Negara is one of the learning subject in the education and basic training for
the State Civil Apparatus, specifically the candidates since 2017. The subject of Bela
Negara Attitude and Behaviour is directed to prepare candidates about the national
vision and Bela Negara values, the changing strategic environment, the analysis of
contemporary issues, and the Bela Negara readiness. Therefore, one of the purposes
of this education is to protect State Civil Apparatus from other ideologies that
contradict Pancasila, physically or non-physically, including radicalism which spread
subtly through online and offline.
In fact, radicalism has grown and can be found in civil service environment. As
shown in these news: the capture of 3 (tree) terrorist suspects which one of them is a
State Civil Apparatus working as English teacher in SMKN Kota Anyar, Probolinggo
Regency (Kompas, May 2018 edition); the statement of an officer in the National

Institute of Civil Service that there are several State Civil Apparatus has become
members of radical organization (Liputan6, May 2018); and the statement of West
Java Governor, Ganjar Pranowo, that there are some State Civil Apparatus under his
command who believe in radical thoughts. In 2021, even the The Ministry of
Administrative and Bureaucratic Reform has terminated around 30 to 40 State Civil
Apparatus in a month because they believe or participated in radical thoughts or
activities. (https://www.bbc.com/indonesia/indonesia-56833812).
Therefore, the internalization of Bela Negara values as one of the efforts to
prevent radicalism has not implemented effectively. This Polbrief will offer to
strengthen Bela Negara values to prevent radicalism in civil service environment.
B. Problem Description
According to the thesis written by Lestari (2020), the weakness of the
internationalization of Bela Negara values as one of the preventive measures to
prevent radicalism is: there is no Standard and Grand Design of integrating the
strategy of Bela Negara Education in civil service environment. Furthermore, there is
also no sustained follow-up after the training of State Civil Apparatus candidates. In
some ministries/agencies/local governments there are temporary initiatives to
conduct counter radicalism activities prevention through seminar or speech on the
danger of radicalism. However, the essence and the direction of the counter radicalism
itself has not been standardized, hence the efforts are performed separately by each
agency.
Meanwhile, there are key aspects that have not been reached to prevent
radicalism, such as: First, until recently, the efforts to perform the counselling and
supervision to prevent and control radical thoughts by APIP and the Counselling Unit
have been passive-reactive, which still uses legal basis of the Government Regulation
No. 53 Year 2010 on the Discipline of State Civil Apparatus. Second, the external
supervision mechanism by public similar as Lapor!, ADUASN.ID, and ASN No Radikal
applications launched in 2020 have not directly reached to the employee counselling

and supervision. This assumption is taken based on how those applications are still
used only as external supervision media and a discussion material in leader level of the
ministries/agencies/local governments (has not reached all level of organization).
Based on problem description explained in the previous section, policy
recommendation that can be offered to the related parties are as follows:
1. To create a standard for the implementation of Bela Negara Education in civil-
service environment and to create Grand Design on radicalism measurement in
civil service environment. To integrate the strategy of Bela Negara Education in
civil-service environment with a continuous follow up after State Civil Apparatus
candidate training is conducted. To integrate Bela Negara education in national
level with participation of related agencies (Ministry of Defence, National Defence
Council, National Resilience Institute, Pancasila Ideology Development Agency,
The Ministry of Administrative and Bureaucratic Reform, National Institute of
Public Administration, National Civil Service Agency, and Commission of Civil
Service);
2. To utilize a more comprehensive approach in preventing radicalism in civil-service
environment by:
a. Complementing (referring) each other function (education, training,
and supervision) because the duty and function of Education and
Training cannot be separately implemented and must be in
accordance with the function of supervision/counselling
(synchronizing duty and function of related ministries/agencies)
b. Shifting supervision approach from passive-reactive to active-
participative, in which the National Civil Service Agency with The
Ministry of Administrative and Bureaucratic Reform are the related
agencies to regulate State Civil Apparatus. For example, they can add
initial screening in the State Civil Apparatus candidate selection by

using ideology psychological test similar with what has been used in
the military/police.
c. To strengthen the function of APIP, Human Resources Unit and
Commission of Civil-Service Commission in optimizing the internal
supervision along with the external supervision that has been
developed by the government through several applications, such as
Lapor!, ADUASN.ID, and ASN No Radikal (No Radical State Civil
Apparatus)
D. Closing
A serious effort is required to maintain nationalism spirit and Pancasila in the
heart of State Civil Apparatus. Therefore, to prevent persistent radicalism in the
future, the government of Indonesia must actively conduct various measures to
prevent radicalization process of the people of Indonesia. These preventive measures
are important especially in the civil-service environment which has a function to be
the catalyst of national unity. These measures are to raise the spirit of patriotism,
nationalism, national vision under the perspective of unity.

References
Desy Fajar Lestari. Pendidikan Bela Negara dalam Menangkal Radikalisme di
Lingkungan Aparatur Sipil Negara. Thesis di Fakultas Keamanan Nasional-
Universitas Pertahanan, 2020.
BBC-News. 2021. Artikel berita edisi 21 April 2021 yang berjudul “ASN dipecat karena
terpapar radikalisme dinilai tak selesaikan akar masalah, lalu program
deradikalisasi apa yang tepat bagi mereka? Diakses di
https://www.bbc.com/indonesia/indonesia-56833812

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