Dr. Janry Haposan UPS, SSi., MSi.

Badan Kepegawaian NegaraBandung, 17 September 2018

Agenda

Overview Lingkungan StrategisProfil Potensi & Kompetensi ASN

Indikator Kinerja AparaturPenguatan Sistem & Kapabilitas ASN

PenutupDiscussion

Overview

Lingkungan Strategis

3

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)

Promosi Pegawai - BKN -

Organisasi lebih FLAT

Network Hierarchy

Promosi Pegawai - BKN -

Trend Jenis Keahlian - 2020

DAYA SAING INDONESIA ?

Survival=Innovation

Dibawah:

Singapore, Malaysia,

Vietnam, Thailand, Brunei,

dan Filipina

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

Labor Productivity

Indeks Pengembangan SDM

Peringkat 65 Dunia

SDM VS GLOBAL COMPETITVENESS INDEX

POTENSI & KOMPETENSI ASN ?

15

Promosi Pegawai - BKN -

Profil PNS

Berdasarkan Jabatan

JabfungPelaksana

Stru

ktu

ral

- BKN -

Profil PNS (2)

Berdasarkan Tingkat Pendidikan

S-1/D-IV

SMA

SDS-3

S-2

SMP

D-I

D-III

D-II

Promosi Pegawai - BKN -

Isu Strategis Manajemen ASN (PNS)

KUALITAS KINERJA

Promosi Pegawai - BKN -

Indeks Profesionalitas ASN (PNS) - 2017

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

INDIKATOR KINERJA APARATUR ?

27

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

Databook.com

PELIBATAN MASYARAKAT DALAM LAYANAN PUBLIK

32

Kebijakan

Penguatan Sistem dan Kapabilitas ASN

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

LAYANAN PENGEMBANGAN PEGAWAI

Lokus

- 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

Mari Membangun Bangsa

dengan profesional dan

berkarakter!

Terima Kasih