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Agenda
Overview Lingkungan StrategisProfil Potensi & Kompetensi ASN
Indikator Kinerja AparaturPenguatan Sistem & Kapabilitas ASN
PenutupDiscussion
Kecenderungan Global
❑ Volatility
❑ Uncertainty
❑ Complexity
❑ Ambiguity
•Rule based
•Document focus
•Mechanistic
•Inadaptive
✓ Inovative
✓ Competitive
✓ Think Ahead
✓ Representative
✓ Adaptive
Promosi Pegawai - BKN -
Revolusi Industri 4.0
•
• Banyak jenis pekerjaan yang tergantikan dengan sistem otomatisasi dan fungsi algoritma
• PEKERJAAN
•
• Teknologi baru menciptakan inovasi tempat bekerja
• TEMPAT BEKERJA
•
• Terjadi perubahan
• Pola/sistem interaksi kerja
• PEKERJA
Sumber: The Global Risks Report 2017 (World Economic Forum, 2017)
21
Making 2% of R&D Spending:
The Economic Growth Will Be Stimulated by More Innovation
Aspiration in R&D
Source: Industrial Research Institute, R&D Magazine, EIU, A.T. Kearney dalam Making
Indoneisa 4.0, Kementerian Perindustrian 2018
2.0
0.3
1.1
~4x
2030 -
Aspirational
~7
x
2016 2030 -
Moderate
3.4%
1.1%
2.0%
2.6%
0.6%0.3%
1 3 28 37
S. Korea Japan Malaysia Indonesia
ASEAN
Others…or aspire to target
China’s R&D spend and accelerate progress to Visi
2045’s R&D target
R&D spending benchmarking – World Top 40 countries (2016, %)
R&D share to GDP (%)
xx Rank based on $ of R&D spending
4.0%
R&D spending target for Indonesia
(2016 & 2030, %)
R&D share to GDP (%)
Singapore China
20 2 NA
Thailand
Indonesia can target MY’scurrent R&D benchmark…
Making
133 62 30 28 25 1678
116
424
7.0
6.5
6.0
5.5
5.0
4.5
4.0
3.5
3.0
2.5
2.0
1.5
1.0
0.5
0.0
4,000
3,900
3,800
3,700
3,600
3,500
3,400
1,900
1,800
1,700
500
400
300
200
100
0
Productivity per
person employed2
1.3%
38
2.2%
148
1.4%
45
3,513
1,807
6.6%
4.5%
2.4%
4.6%
Spending as % of GDP
Spending as $ per capita
Information and communications technology spending1
(2016, $ thousand)
Singapore Japan Malaysia Thailand
1.Gartner "Forecast: Enterprise IT Spending by Vertical Industry Market, Worldwide, 2012-2018, 4Q14 Update“.2.The Conference Board “Output, Labor and Labor Productivity, 1950-2017” Sources: Gartner, 3.The Conference Board, A.T. Kearney dalam Making Indonesia 4.0, Kementerian Perindutrian, 2018
China Indonesia India
Indonesia Spends Less on TechnologyThan Its Global Peers
Promosi Pegawai - BKN -
IP ASN (2017) ...Con’t
62.15
66.51
57.77
52
54
56
58
60
62
64
66
68
Nasional Pusat Daerah
Promosi Pegawai - BKN -
IP (2018)
Kualifikasi
Kompetensi
Kinerja
Disiplin
Hasil Sementara: IP = 58,5
TALENT MAPPING JPT PRATAMA DAN ADMINISTRATOR
Keterangan:
• Jumlah Peserta932orang- 160JPTP- 772Administrator
• Kriteria kompetensi menggunakan standar JPT Pratama
TINGGI
III
2.90%
IV II
9.98%
RENDAH TINGGI
VI
63.41%
591
V
10.41%
97
VII
0.11%
127
I
0.54%
5
VIII
0.75%
793
2.68%
25
IX
9.23%
86
POTENSI
KO
MPETEN
SI
Sumber: Puspenkom ASN BKN, 2018
PROFIL TALENT MAPPING LEVEL JPT-PRATAMA
Keterangan:• Jumlah Peserta 160
orang• Kriteria kompetensi
menggunakan standar JPT Pratama
TINGGI
III
15.00%
IV II
30.63%
RENDAH TINGGI
VI
26.88%
43
V
6.25%
10
VII
0.00%
024
I
3.13%
5
VIII
3.75%
649
9.38%
15
IX
5.00%
8
POTENSI
KO
MPETEN
SI
Sumber: Puspenkom ASN BKN, 2018
PROFIL TALENT MAPPING LEVEL ADMINISTRATOR
Keterangan:
• Jumlah Peserta 772orang
• Kriteria kompetensi menggunakan standar JPT Pratama
TINGGI
III
0.39%
IV II
5.70%
RENDAH TINGGI
VI
70.98%
548
V
11.27%
87
VII
0.13%
13
I
0.00%
0
VIII
0.13%
144
1.30%
10
IX
10.10%
78
POTENSI
KO
MPETEN
SI
Sumber: Puspenkom ASN BKN, 2018
GAP KOMPETENSI JPT PRATAMA
• 5 Kompetensi terendah:
• Innovation
• Planning Organizing
• Driving for Result
• Team Leadership
• Conflict Management
• 4 Kompetensi tertinggi:
• Integrity
• Stakeholder Focus
• Managing Diversity
• Wawasan Kebangsaan
3.00
2.75
2.50
2.25
2.00
1.75
1.50
INNO
IN-DE
CHAMP
INTEG
PLAN
DRIVI
STAKE
TEAM
CONF
MANA
WAWAS
Rata-rata Capaian Kompetensi
VISIO
3.25
Standar Kompetensi JPT
Sumber: Puspenkom ASN BKN, 2018
GAP KOMPETENSI ADMINISTRATOR
• 6 Kompetensi Terendah:
• Visioning
• Innovation
• Planning Organizing
• Driving for Result
• Team Leadership
• Conflict Management
• 3 Kompetensi di atas standar:
• Integrity
• Stakeholder Focus
• Managing Diversity
2.20
2.10
2.00
1.90
1.80
1.70
1.60
1.50
VISIO
INNO
IN-DE
CHAMP
INTEG
PLAN
DRIVI
STAKE
TEAM
CONF
MANA
WAWAS
Rata-rata capaian kompetensi Standar Kompetensi Administrator
Sumber: Puspenkom ASN BKN, 2018
Profil Birokrasi Indonesia
INDEKS EFEKTIVITAS PEMERINTAHAN
SE-ASEAN
No. 5
INDEKS KORUPSI 2016
NO NEGARARANKING
2015 2016
1 SINGAPORE 3 2
2 MALAYSIA 22 23
3 THAILAND 46 46
4 BRUNEI DARUSSALAM 97 72
5 VIETNAM 91 82
6 INDONESIA 106 91
7 PHILIPPINES 99 99
INDEKS KEMUDAHAN BERINFESTASI
Sumber : World Development Indicators, World Bank, 2017
Aspek-aspek penilaian:
▪ Kualitas Pelayanan Publik
▪ Kualitas Pegawai Negeri Sipil
▪ Tingkat independensi atas tekanan politik
▪ Kualitas kebijakan
▪ Efektivitas implementasi kebijakan pemerintah
▪ Efisiensi manajemen anggaran
copyright@pusbangasn,bkn2017
Key National Priorities
for “Making Indonesia 4.0”
8 Establish innovation ecosystem
• Reform education curriculums by
adopting STEAM (Science,
Technology, Engineering, Art and
Math) education
• Upgrade vocational schools
• Leverage foreign talents
2.1x
37%
1990 2000 2005
Upgrade human capital
11%
2015
78% 2.5x
27%
2015
7
24%
Tertiary school enrollment
Indonesia is facing talent
development challenges
Indonesia is facing talent
development challenges
Indonesia lacks strong gov./private
R&D/innovation centersR &D/innovation centers
Univer-
sities
Industries
Indonesian R&D
ecosystem
Govern-
ment
Develop a
national
innovation
center
blueprint
Optimize
regulations
Accelerate
cross-sector
collaborations
Sumber: Indonesia's Fourth Industrial Revolution: Making Indonesia 4.0, Kementerian Perindustrian, 2018
Initiate a
pilot project
Fokus Pembenahan Kepegawaian ?
Adaptif sejalan PeningkatanVolume dan Kompleksitas
Permintaan PublikMembangun Kapabilitas
Masa Depan
Penyediaan Layanan Yang Lebih Canggih
Kepegawaian BerbasisDigital
Lebih Banyak Co-Creation (Inovasi Bersama)
Satu PelayananKepegawaian Terpercaya
Promosi Pegawai - BKN -
Transformasi Manajemen ASN
SDM Aparatur Budaya Kerja
Manajemen
ASNProses Bisnis
Service Delivery &
Outcomes Oriented
Mentalitas Melayani
Perekat dan
Pemersatu Bangsa
Berbasis
Human Capital
Law Enforcement
Reward and
Punishment
De-kooptasi Politik
Right sizing dan flat
organization
E-government/ proses
ringkas
Transparan dan Akuntabel
Efektif dan Efisien
Partisipasi Publik
Merit Based
Performance-based
Management/”SKP”
Competency Based
Training (CBT)
Promosi Pegawai - BKN -
PERSONNEL ADMINIS-TRATIVE
UU No. 18 Tahun 1961
PERSONNEL MANAGEMENT
(UU No. 8 Tahun 1974
CIVIL SERVICE REFORM-I
CIVIL SERVICE REFORM-II
(UU No. 5 Tahun 2014)
Penyiapan Regulasi
(PP, Perpres, Perban, dll)
MERIT SYSTEM &
HUMAN CAPITAL MANAGEMENT
UU No. 43 Tahun 1999
Reform Milestone Manajemen PNS
Promosi Pegawai - BKN -
Implikasi Merit System
Merit System
PROSESMerit System
STRUKTUR Merit System
❑ Kualifikasi
❑ Kompetensi
❑ Kinerja
Adil & Wajar (equity, fairness, openness,
transparent)
Non-Diskriminatiftanpa membedakan latar belakang
politik, ras, warna kulit, agama,
asal usul, jenis kelamin, status
pernikahan, umur, atau kondisi
kecacatan (equality of
opportunity)
- BKN -
Manajemen PNS
1. Penyusunan dan Penetapan Kebutuhan (HR Planning)
2. Pengadaan (Recruitmen,Selection & Placement System)
3. Pangkat dan Jabatan
4. Pengembangan Karier
5. Pola Karier
6. Promosi
7. Mutasi
8. Penilaian Kinerja (Manajemen Kinerja+Pengembangan Kompetensi)
9. Penggajian dan Tunjangan
10. Penghargaan
11. Disiplin
12. Pemberhentian (+pensiun)
13. Jaminan Pensiun dan Jaminan Hari Tua
14. Perlindungan
Manajemen Karier
Kompensasi +13+14
Leadership
Behaviour TechnicalBerbasisDigital
&Teknologi
Tools Stage
Sarana Menampilkan
Inovasi & Kreativitas
Digital &Teknologi
3Pilar Kepegawaian ASN 4.0
Melatih StrategicThinking01
KnowledgeTransfer
02
EXPERIENCE
Mentoring &Coaching03
Relationship Management
04
COMPLEXDUTIES ENGAGEMENT
SOFT SKILLS DEVELOPMENT
Leadership Technical ToolsBehaviour Stage
224
4
Menyiapkan Talenta ASN
Sistem SeleksiCPNS Nasional Tahun 2018
Deputi Bidang Sistem Informasi Kepegawaian
Um
um
Sist
em
Sele
ksi
Me
kan
ism
eP
en
daf
tara
n
CA
T B
KN
Pe
laks
anan
CA
T
DENGAN CARA
MANDIRI
SISTEM SELEKSI TALENTA BERBASIS CAT
Medan
Pekanbaru
Palembang
BKN
PST
Bandung
DIY
Surabaya
Denpasar
Banjarmasin
Makassar
Manado
Jayapura
Manokwari
Aceh
2 3
6
7
4
66
4
4
86
3
1
2
KR DKI
4
Sebaran Layanan Seleksi Talenta Berbasis CAT(Kanreg & UPT)
Total Formasi 2018:▪ Pusat: 76 Instansi
(51.271).▪ Daerah: 525 Instansi
(186.744).
Program
Prioritas
Digitalisasi
Assessment Center
Pusbang ASN
Transparansi dan Efisiensi
BKN Pusat & Kanreg
Deputi Bidang Sistem Informasi Kepegawaian
Um
um
Sist
em
Sele
ksi
Me
kan
ism
eP
en
daf
tara
n
CA
T B
KN
Pe
laks
anan
CA
T
DENGAN CARA
MANDIRI
Penghargaan Tingkat Asia Pacific dan World Bank
Dalam Pelaksanaan Seleksi CPNS
- Job Enlargement
- Pelatihan
- Coaching
- Literatur Pembelajaran
- Coaching
- Training
- On the Job Development
- Under Performer
- Counseling
- Manage Out
- Coaching & Counseling
- On The Job Dev
- Reposition
- On The Job Dev
- Counseling
- Reposition
LOW HIGH
LOW
HIG
H
PER
FO
RM
AN
CE
MED
IUM
MEDIUM COMPTENCY
PENGEMBANGAN TALENTA BERBASIS PROFIL (CLUSTER) ASN
- On The Job Dev
- Coaching
- Training
- Job Enlargement
- Special Assignment
- Job Enrichment
- Training
- Aggressive Reward
- Plan Promotion
- Mentoring
- Job Enrichment
- Special Assignment
- Training
- Rotation
❑ Membutuhkan asn yang adaptif, inovatif, dan berkarakter serta berintegritas
❑ Semakin tingginya tuntutan harapan publik
❑ Tuntutan lingkungan strategis dinamis dan kompetitif
P E N U T U P
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