Syntax Literate: Jurnal Ilmiah Indonesia p�ISSN: 2541-0849
e-ISSN:
2548-1398
Vol.
5, No. 12, Desember 2020
TALENT
MANAGEMENT APPLICATION MODEL IN VILLAGE APPARATUS IN TEGAL REGENCY
Diryo Suparto, Eko Eddya Supriyanto
Universitas Pancasakti
Tegal, Indonesia
STKIP Nahdlatul
Ulama Tegal, Indonesia
Email: [email protected], [email protected]
Abstract
Talent management in public organizations has not been widely adopted
compared to business organizations. This paper uses qualitative
research that examines participant perspectives with interactive and flexible
strategies. The focus of this research is the implementation of talent
management in the village apparatus by emphasizing talent identification, talent
development, and maintaining the talents of the village apparatus. The first step in implementing talent management is to map
employees. This employee mapping aims to determine employees who are included
in the talent to be included in the talent pool. The measurement of these two
dimensions uses existing tools or instruments. Performance measurement uses the
work performance assessment of village officials but can also use performance
measurement.
Keywords:
�Talent Management, Village Apparatus, Modeling
Talent management is often applied in
business organizations. Therefore when involved in public organizations
requires, changes in several things to be involved in public organizations (Omotunde & Alegbeleye, 2021).
Organizations are formed based on a vision and mission whose achievements are
managed and carried out by humans, so it can be said that humans are a
strategic factor in all organizational activities. For this reason, to regulate
and manage HR and achieve organizational goals, knowledge, methods, and
approaches to HR management are needed. Likewise, in public organizations,
village apparatus resources are a strategic factor to be managed, so there is a
need for competent village apparatus resource management to manage village
government for the better.
Talking about HR management in
general, there has been a paradigm shift or perspective on HR management (Liu et al., 2021).
The new paradigm of HR management views HR as an organizational asset or human
capital, so it must be managed strategically and proactively. The strategic
role in managing HR, often referred to as strategic HR management, is the link
between the implementation of HR management and organizational strategies to
improve performance. In its implementation, this strategic role in managing HR
means that HR managers must be able to elaborate on all the capacities
possessed by employees or their HR, to serve as a competitive advantage for the
organization.
In the institutional aspect, the
trend is that the modern organizational structure is getting flatter and
leaner, which demands rightsizing that leads to downsizing or downsizing. The
implications of these changes in HR and institutional aspects challenge HR
managers to find the right strategy to manage HR. In other words, human
resource management using traditional models has begun to shift towards the more
modern direction, which is seen as more adaptive to change. At the bureaucratic
level, a shift in the pattern of human resource management of the apparatus
also occurs. The change in the name of the institution that manages civil
servants in Indonesia, namely from BAKN to BKN, by eliminating the word
'administration' means that it has experienced a repositioning of roles to
become more strategic, not just administrative tasks.
Managing village government today is
not much different from what is experienced by the bureaucracy at the local
government level or the central government (Supriyanto, 2021).
The management of the village apparatus as a lower-level bureaucracy that deals
directly with the grassroots, of course, must have a talent management model
that can be applied more seriously apart from the central government budgeting
village funds in 2022 of 68 trillion rupiahs which are budgeted to 74,960
villages, one of which can be budgeted for capacity building of village
officials.
The demands of change, which are all
digital, must, of course, be accompanied by the ability of the village apparatus
to face the challenges of this era of 4.0 (Schaarschmidt et al., 2021).
Skills in the internet of things, big data, artificial intelligence and others
need to be possessed by village officials. Maybe they don't directly deal with
work related to this, but there's nothing wrong with the village government
innovating for this so that it doesn't go out of fashion.
Talent management in an organization can refer to
three things, namely 1) the ability and skills of a person (talent) and the
individual's ability to contribute to the organization, 2) certain people or
employees (the employee is a talent, which implies that the employee has the
ability and skills specifically in their expertise), and 3) a group (talent
group) in an organization. The meaning of talent emphasizes that the word
talent can have various meanings depending on the context and use (Suparman & Naibaho, 2021).
Of course, organizations must foster and manage these
talents to contribute optimally. According to Iles, Iles et al. (2010),
the broadest meaning of talent management is strategic management to manage the
career continuity of talented employees in an organization. The main objective
is to ensure organizational goals by providing the right gifted employees with
the right jobs and positions at the right time to achieve the organization's
strategic goals. In this definition, talent management is directed at finding,
recruiting, developing, and retaining talent to provide the best performance
for the organization.
The first approach views talent management as another HR
management or development name. The argument is that both are focused on
recruiting the right people for the right jobs at the right time. Both of them
also carry out processes to manage, place, and develop the quality and capacity
of these human resources. With this approach, TM is interpreted as relabelling or re-branding HR management functions to make
them more up-to-date and credible. However, if analyzed more deeply, this
approach does not provide a detailed explanation and complete picture of how to
manage talented employees. As is well known, managing qualified employees
require different methods, techniques and communication strategies from
managing human resources in general.
The second approach defines TM as integrated HR
management with a specific focus. In this approach, TM can use the same
management tools as HR management, but the focus is only on a relatively small
group of employees who are judged to be talented (Frankenhuis et al., 2020).
Of course, the employee has been evaluated based on his current performance or
potential to become a leader. This approach focuses on forming talent
pools/organizational talent groups filled by selected employees. Organizations
recruiting selected employees can be done from internal organizations and
competing organizations. The MT process, which is more exclusive, is only
intended to manage a small group of selected employees, who are expected to
become the driving group for organizational progress.
The third approach sees MT as an organizational
strategy to develop competence within the career development framework of
talented employees. The focus is on developing the competence and capacity of qualified
employees by providing enrichment and additional talent pipelines in career
development. This third approach brings MT closer to the succession planning
process by preparing future organizational leaders. The focus is on HR
strategic planning to recruit, nurture, and develop talented employees from the
start, provide structured leadership development, and place them in a position
to replace the organization's top leaders (future leaders).
The village apparatus is part of the government administration
in the village. It has the task of assisting a village head in carrying out the
duties and authorities of the village head in carrying out the government of
the town and the needs of the community in the village where his job is. Following
Law Number 06 of 2014 concerning Villages, it is explained that the authority
in the appointment and dismissal of a part of the village government is the
authority of a village head. However, in carrying out his power, a village head
must still comply with the regulations stipulated in the law. Applicable laws
or regulations.
The village apparatus is part of the government in
charge of public services responsible for services to the community where he is
assigned. A village apparatus also assists the tasks carried out by a village
head in helping with what the local community wants. Therefore, all village
officials must also have a commitment, expertise, skills, feelings, and sincere
attention and need a high sense of care by a village apparatus to carry out their
duties, namely serving the community.
With the aim that the people served to get a sense of
comfort and satisfaction in the services that the village apparatus have
carried out to provide solutions to all the problems that exist in the village.
Because the town is still the foundation and hope and the backbone in the
implementation of national development, it is said that the city is still a
priority because it is mutually recognized that the basis for growth and
production granaries as well as various supplies of raw materials for multiple
purposes, both food and materials for the industry are still needed from rural
areas. Therefore, rural development is required to strengthen the national
development framework. The success of products carried out in the village must
have strong support from the village government and the community.
There are five basic principles contained in good
corporate governance or good governance. The five principles are transparency,
accountability, responsibility, independence and equality or fairness. These
will be described in more detail: Transparency, Accountability, Responsibility,
Independence, equality and justice.
According to the Peraturan Menteri Dalam Negeri Nomor 67 Tahun 2017
Tentang Perubahan Atas Peraturan Menteri Dalam Negeri Nomor 83 Tahun 2015
Tentang Pengangkatan Dan Pemberhentian Perangkat Desa
Village Administration is the administration of government affairs and the local
community's interests in the government system of the Unitary State of the
Republic of Indonesia. While the Village Government is the Village Head or what
is called by another name assisted by the Village apparatus as an element of
the Village Government organizer. The concept of talent management in the
village apparatus emphasizes talent identification, talent development, and
retaining the talents of the village apparatus.
This paper uses qualitative research
that examines participant perspectives with interactive and flexible strategies
(Sugiyono, 2013).
Qualitative research aims to understand social phenomena from the participant's
point of view. Thus, the meaning or understanding of qualitative research is
research used to examine the object's condition. Naturally, the researcher is
the key instrument. The focus of this research is the implementation of talent
management in the village apparatus by emphasizing talent identification,
talent development, and maintaining the talents of the village apparatus.
1. Talent Management Governance in Indonesia's Bureaucracy
To
get high organizational performance, the presence of talented employees must be
managed effectively. The organization must develop a strategy for carrying out
the stages and processes of implementing talent management. In various Talent
Management literature in business organizations, the talent management process
is generally carried out by recruiting employees outside the organization. HR
managers are usually tasked with finding employees who are considered to have a
high capacity and have proven their performance in other organizations. These
employees are then labelled as talents that the organization will recruit.
In
public organizations in Indonesia, talent management practices like this cannot
be done directly. Moreover, the policies and systems of employee remuneration
between government and business organizations are still far different. For this
reason, the talent management process in government agencies needs to be
adjusted to the current staffing policy. Instead of recruiting talent from
outside the organization, HR managers can map and locate talented employees
from within the organization.
Iles et al. (2010)
explain that the talent management process in a company consists of five
interrelated processes, namely 1) identifying and selecting talented employees
(especially from outside the company), 2) evaluating the competencies and
skills of talented employees, 3) reviewing and compiling placement plan, 4)
developing and placing and 5) fostering and retaining these talented employees.
In the context of bureaucracy, these five MT processes can also be carried out
but with adjustments according to government HR policies and management. These
five talent management processes can be described as follows:
Figure 1
Talent Management Process Scheme
Another
opinion about the talent management process emerges from (Iles et al., 2010),
which focuses on executive talent management. The results of his study on
talent management in various companies in Europe concluded that an effective MT
is carried out in six stages, namely, (1) focusing on essential jobs and
organizational positions, (2) identifying high-performing talent groups, (3)
conducting an assessment of the potential of talent groups, (4) developing the
leadership capacity of talent groups, (5) reducing the impact of the sectoral
ego of talent groups, and (6) developing high-performing employees who may not
belong to the potential talent pool. Sloan et al. (2003)
also identified six stages/processes of talent management. Still, they can be
summarized into three steps, namely: 1) attract and retain, attract and select
talented employees to the organization, 2) select and transition, and help
talents occupy roles and positions. Appropriate, 3) mobilize and develop,
encouraging talent to develop and perform well.
From
the various literature, the talent management process of public organizations
is carried out to ensure a transparent and accountable process for obtaining
superior talent (Froese et al., 2020).
In general, the public sector MT process goes through four main stages, namely
1) identification of strategic/critical organizational positions and talent
needs to determine strategic positions that must be filled by talent; 2) talent
recruitment and selection process through various psychological tests to measure
potential and assessment centres to assess managerial
competence, as well as interviews with organizational leaders. At this stage,
employee mapping is carried out by placing employees into nine employee boxes
based on the selection results; 3) talent placement and development following
the organizational talent assignments. In addition, delta will get competency
development, both classically and non-classically; 4) evaluation and development
of talents to assess the performance and contribution of talents to the
organization. The evaluation process is carried out thoroughly with a
360-degree feedback evaluation instrument.
All
informants agreed that the application of talent management was aimed at
creating a merit system in managing the human resources of the apparatus. What
concerns the informants is the willingness of the Regional Head to implement
talent management consistently. Informant 8 said, "Yes, it will depend on
the Regent. If he is ready, we will carry out". Or Informant 7 emphasized,
"Here, the Regent is very open and committed to implementing competence in
the management of civil servants. I think he will support." Meanwhile,
Informant 9 said, "This is a challenge how regional heads can realize
transparent regeneration".
HR
management agencies carry out the talent management process to recruit,
develop, and place civil servants who have talent. In general, the talent
management process begins with identifying and selecting the skills needed to
fill vacancies in the organization. After being selected, the talented civil
servants will then be developed under the demands of the competence of the
position. If the talent is considered capable, it is placed in a post.
From
the informants' answers to the talent management process, we found that
identifying talented employees has been carried out by carrying out competency
assessments for civil servants in collaboration with agencies that carry out
competency mapping. However, the implementation of the evaluation is still
partial and does not describe the talent management system as a whole. The
following are some of the themes we found from the analysis of the talent
management process.
The
talent management implementation process has not been carried out
comprehensively by BKD. However, all respondents agreed that the implementation
of MT by BKD can be said to be still partial. For example, almost all BKDs have
conducted assessments for competency mapping for some civil servants. Informant
1 said that BKD had carried out an evaluation to map administrator officials'
competence. Meanwhile, Informant 6 stated that competency mapping had been
carried out for administrator officials and some supervisors in his area. In
addition, all BKDs have also conducted an open selection to select and
determine the JPT Pratama. This selection is carried
out by working competency mapping with assessments and other instruments.
In
conducting talent selection, BKD requires performance mapping. The challenge is
how to analyze performance data obtained from the results of the employee
performance appraisal contained in the annual SKP. Objectively. Most of the
informants felt that the values in the SKP did not reflect the actual value of
the performance in question. So that the determination of talent based on the
value of SKP's performance is considered less objective. Informant 2 stated, "I
think that all SKP scores are good. So other instruments must be made, for
example, service innovation.
Almost
all of the informants agreed that the competency mapping activity that BKD had
carried out could be used as the initial stage to carry out overall talent
management. The policy states that the talent management process consists of scenes
of acquisition, development, retention, talent placement, and monitoring and
evaluation. The talent acquisition stage has not been formally carried out,
considering the talent mapping process has not been carried out formally in
each BKD. Talent acquisition is carried out to obtain prospective talents
needed in the target position.
The
form of development for employees who are considered to have talent that is
currently often carried out by BKD is by assigning them to take part in
leadership training and other assignments from the leadership. What needs to be
underlined is that employees who are considered talented at this time still
come from structural officials, namely administrators and supervisors, and not
many pay attention to certain functional officials.
The
placement of talent has not been carried out because currently, the order of
prospective leaders is under the authority of the PPK, which is carried out by
an internal mechanism in the Position and Rank Advisory Agency (Baperjakat) and the BKD is involved in it. However, all
informants hoped that the talent placement process would make the placement of
employees in certain positions more transparent and not become a negative issue
among employees, primarily related to political intervention from the KDP or
even certain DPRD members.
2. Talent Management Application Model for Village Apparatus
Culturally, village apparatus organizations are collegial (Rauf & Maulidiah, 2015).
However, in this case, the current challenge is that the village apparatus
currently plays a reasonably active role as the spearhead of lower-level
bureaucratic services that deal directly with the grassroots. Therefore, it
requires skills in skills and talent identification, talent development, and
maintaining the talents of the village apparatus.
The application of talent management in terms of talent
identification, based on a conceptual framework on talent management, the
talent management process is a translation of HR management strategy that aligns
with the organization's strategic planning and must reflect the achievement of
the vision and mission. The first step that needs to be taken in the talent
management process is to identify future talent needs. The need for
organizational talent for the next five years is a translation of the strategy
and reflects the organization's vision and mission, taking into account
internal and external demands. The quality aspects of determining talent needs
include knowledge and skills gained from experience, competence, and
personality.
The first step in implementing talent management is to map employees.
This employee mapping aims to determine employees who are included in the
talent to be included in the talent pool. The criteria or dimensions to be used
are performance and potential. Performance represents the criteria or elements
of what the candidate has done in the past (historically). In contrast, it potentially
means the feature that predicts what the candidate can do in the future. The
performance aspect shows the consistency of the candidate's achievements. The
potential describes the extent to which the capability and readiness of the
employee or candidate to occupy a higher position.
The measurement of these two dimensions uses existing tools or
instruments. Performance measurement uses the work performance assessment of
village officials but can also use performance measurement. Performance
indicators can be included to measure performance through quality, quantity,
timeliness, effectiveness, independence, and work commitment.
The quality of work of village officials is measured in serving
the community in the fields of government, public services, development, and
empowerment as arranged in the village government's work plan. There are four
points in the work plan of the village government, including strengthening the
capacity of village governments through good village governance, increasing
community participation in government and development, improving the quality of
human resources, and developing natural resources/people's economic
infrastructure.
Of the four points, if we apply them to the village government in Tegal Regency, the duties of the village apparatus can be
carried out well in the field of public services and empowerment through the
health sector in the form of integrated health service posts. The work program
for governance and improving the quality of human resources is strengthened by
recruiting village officials who are starting to prioritize talents with
information technology capabilities in terms of physical development such as
roads and bridges as well as the management of Village-Owned Enterprises, which
are getting better day by day, mainly because of the support for BUMDes capital from village funds as well as strengthening
the local potential-based economy owned by the village, both agriculture and
village tourism as well as empowering the younger generation. Even so, it must
be admitted that one of the reasons for not working well in the aspect of
development is because the planning and budget have not been well organized.
And Village Owned Enterprises have not been maximized because of the management
who cannot manage them properly. Through the Old Law, the village government
should not just stand by. Because what is stated by the community is a natural
thing, it is hoped that through the authority of the village government in the
fields of government, development, public services, and community empowerment,
it can be done. Therefore, improvements in the implementation of the duties and
functions of the Village Apparatus must be followed by establishing a work program
that is carried out every year by adjusting to the needs of the village and
input from the community because one of the crucial things in understanding the
performance of the village government is in terms of the ability to recognize
community demands for services, set agendas, and prioritize services.
Timeliness
is a performance indicator that village officials must meet in serving the
community. The village government in Tegal Regency
has made a picket schedule at the Village Hall. Where every Village Apparatus
has been given a picket in serving the community. Through the picket schedule
during office hours, it is inevitable that the village apparatus will directly
help people who come to the village office on duty. Even though there is no
Work Operational Standard, it is adjusted to the main tasks and functions based
on the position. So the service, however, is done.
In
terms of independence in completing work, this is a critical indicator. When
recruiting village officials, selected villagers will be chosen and judged to
have the ability to carry out their duties and functions as village officials so
that they are considered capable and able to complete the job well
independently. Managerial work at the village hall has been divided evenly
among all village apparatus. In daily life, there are main tasks that have been
divided among each village apparatus.
In
terms of work commitment, village officials. During the recruitment process,
oaths and promises were made based on position. So that through oaths and
promises in this position, the Village Apparatus commits to carry out their
duties properly, correctly, honestly and fairly. The commitment of village
government organizations in carrying out their responsibilities is to serve the
community following the vision and mission of the village government, namely a
prosperous, independent, democratic, free and fair society. So that in carrying
out their duties, each Village Apparatus must adjust work patterns and behaviour to realize the Village vision.
The
main issue in talent management is to keep talented employees in. The two main
factors that encourage talent to stay in the organization are compensation and
career development. After developing their skills, organizations need to build
a talent retention program that focuses on employee career development. The
program includes the application of career patterns and succession systems. The
talent pool that has been formed will be one of the keys to succession
planning. The career pattern is to regulate the career movement of employees to
prioritize the needs of the organization with employee career planning.
However, what needs to be pursued in the future is the career planning of the village
apparatus, which tends to stagnate or stagnate in the same position.
The
university also has a role in talent management in the village apparatus by
collaborating both in research and community service, which can increase the
interactive relationship between the university and the village government as
one of the locus and objects of study (Rachmawati et al., 2021).
so that the reciprocal relationship between villages, government and
universities arises as a triple helix that is interconnected with each other
and needs each other.
Talent management policies in local governments are
still in the early stages. The results of this study provide several notes that
can be used as suggestions for improving the effectiveness of talent
management. The first note relates to the concept of talent, which should be
interpreted more than potential and performance criteria. The integrity and
ethical requirements of the apparatus should be considered in determining the
selection and determination of talent pools. With communalism and the values of
kinship and togetherness still strong in local governments, implement talent
groups that require competitive and individual values. Do not let the talent
group determined by the PPK later be employees who are considered
"close" to the regional head.
The second relates to institutional capacity support
for implementing MT in local governments that needs to be improved. The
existence of an assessment centre and competent human
resource assessors is a prerequisite for the effective implementation of Talent
Management. For this reason, the Ministry of PAN and RB should provide
incentives for regions that commit to implementing Talent Management. An
objective Talent Management implementation strategy with an adaptive approach
according to the local government's capacity will facilitate the implementation
of this policy.
Meanwhile, what needs to be developed in the future is
how to plan the career of the village apparatus so that the increase in competence
possessed by the village apparatus does not stagnate at a certain point. Where
there is a career path in the village apparatus, there will be competitive so
that the competency aspects possessed by the village apparatus will be better
and enthusiastic to pursue the entire career path.
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