Journal of Product and Innovation Management, (23): 39-55, 2006. The Ongoing Process of Building a Theory of Disruption.
Chartered Institute of Personnel and development, London.Ĭhristensen, C.M. Talent management: Strategy, Policy, Practice. The Chartered Institute of Personnel and Development, London. Boston: Harvard Business School Press.Ĭhartered Institute of Personnel and development. Talent on demand: managing talent in an age of uncertainty. Penandatanganan Nota Kesepakatan Jatim Corporate University (Corp-U) dengan Kemenpan RB and LAN RI. Identifikasi Perkembangan Hasil Pelatihan: Studi Kasus Pelatihan Account Representative Dasar. 3 June 2021 (1:24)īadan Pendidikan dan Pelatihan Keuangan. PNS Zaman Now Harus Punya 10 Kompetensi Ini. The Corporate University Handbook: Designing, Managing and Growing a Succesful Program. When are Technologies Disruptive? A Demand-based View of the Emergence of Competition. The result of this future research may provide information to ASN Corporate University, to gain an understanding of the implementation of Corporate University in the government environment and particularly the influence of the existence of Corp-U as an instrument to accelerate the development of the competence of the State Civil Apparatus in East Java Province to achieve the visions and missions of the 2019-2024 Provincial Government.Īdner, R. Proper talent management, namely talented and smart ASN will be a catalyst for the realization of the vision and mission of the Governor of East Java. Its implementation is also expected to support the government in creating a world-class bureaucracy and increase the nation's competitiveness through investment in developing human resource competencie not only be an entry point for increasing professionalism and excellence of ASN in the East Java Provincial Government and in districts/cities in East Java, and to become a partner of the ASN Human Resources Development Agency (BPSDM) in the provinces in Indonesia. It needs to be developed as a means of advancing a national succession plan group in bringing up reliable ASN employees (smart ASN). With the intention of developing talented ASN, it is indispensable to change the learning and development paradigm by developing ASN Corporate University (Corp-U). Therefore, a joint commitment is needed in order to produce quality and productive human resources of the Indonesian apparatus.Indonesia School of Economics (STIESIA), Surabaya, IndonesiaĬompetency development for Aparatur Sipil Negara (ASN) or State Civil Apparatus must be carried on to be adaptable with the dynamics of both the internal and external environment. The success of bureaucratic reform is strongly influenced by the joint commitment between the leadership and staff to implement the reform agenda. Meanwhile, talent management is a new program initiated by the government with the aim of producing competent, quality and competitive human resources.
Meanwhile, the ASN performance appraisal has undergone a change from the DP3 system to SKP, but in its implementation there is still an ASN mindset that considers SKP only as a formality. The results of the study found that in the implementation of the merit system in the open selection of high ranking ASN, several weaknesses were still found, such as expensive implementation costs, restrictions, took a long time, and there was still political intervention. This study focuses on three reform agendas in the field of human resources, including the implementation of a merit system in open selection for high-ranking ASN positions, a performance appraisal system, and talent management.
This research uses a qualitative approach, with the type of research literature study. This study aims to explore bureaucratic reform in the human resources sector in Indonesia. The new paradigm in human resource management as an organizational asset has changed the way the government views continuous improvements through the grand design of bureaucratic reform.