2008年-世界发展银行全球_Preparatory_Work_for_a_World_Bank_Programming_Mission_on_Civil_Service_Reform_in_Indonesia_41页_1mb

Summary Report on Human Resources Management in Selected Indonesian Ministries

Core Content Overview

This report maps Human Resources Management (HRM) practices in three Indonesian ministries: the Ministry of Finance (MoF), the Ministry of Foreign Affairs (MoFA), and the Ministry of Home Affairs (MoHA). It is intended to support the World Bank Programming Mission on Civil Service Reform in Indonesia, which aims to identify areas where the World Bank can assist in advancing civil service reforms. The report covers key HRM areas such as strategy, job classification, recruitment, career management, performance management, ethics management, training and development, and remuneration.

Main Viewpoints

• HRM Strategy:

  • MoFA has a human resources strategy linked to its operational plan, with a focus on creating a meritocracy and includes elements like improved recruitment, training, performance assessment, and compensation.
  • MoF does not have a specific HR strategy, but its administrative reform includes job analysis, descriptions, and grading to align with operational needs.
  • MoHA has no HR strategy, and HRM is not prioritized as a distinct function.

• Job Classification:

  • All ministries use the general 17 ranks for job classification, which are based on a military-inspired system.
  • MoF has developed a more detailed grading system with 27 levels, which is used to determine allowances.
  • MoFA and MoHA do not have formalized job descriptions, while MoF has comprehensive and detailed ones.

• Recruitment:

  • Recruitment is based on educational qualifications and exams, with MoF having the most extensive process.
  • MoFA has a six-step selection process, including IT and language tests, while MoHA uses a three-step process with psychological and administrative assessments.
  • The recruitment plans for MoFA and MoF are not linked to the operational budget and are determined separately, which may affect resource allocation.

• Career Management:

  • There is a general rotation policy in Indonesia requiring staff to be rotated every 2-5 years, primarily structural staff.
  • MoFA follows a unique six-year rotation cycle with a pattern of working in HQ and abroad.
  • MoF has a rotation policy, but it is not yet fully implemented.
  • MoHA lacks a formal rotation plan, as it does not have a computerized HR system.

• Performance Management:

  • Performance assessment systems are present in MoF and linked to career progression and salary increases.
  • MoFA and MoHA do not have formalized performance management systems.

• Ethics and Training:

  • MoF has a more developed system for training and development, including detailed competence requirements.
  • MoFA and MoHA have limited formal training procedures, and MoHA relies on informal methods.

• Remuneration:

  • The basic salary structure for civil servants (PNS) is outlined in Attachment 3.
  • MoF has a unique grading system that determines additional allowances.
  • MoFA and MoHA do not have detailed remuneration policies.

Key Information

• Staff Distribution:

  • In MoHA and MoF, the majority of staff are general staff (72% and 77% respectively), while functional staff are a smaller portion (7% and 9%).

• HRM Regulation:

  • MenPAN (State Minister for the Empowerment of the State Apparatus) and BKN (National Civil Service Agency) are central bodies responsible for HRM policy and regulations.
  • MoF has developed its own HR regulations, while MoFA and MoHA rely on central government guidelines.

• Challenges:

  • Lack of a unified HRM system across ministries.
  • Absence of a computerized HR system in MoHA hinders efficient management and planning.
  • Recruitment and promotion are not always based on open competition, especially at higher levels.
  • Performance management systems are not uniformly applied across all ministries.

• Recommendations:

  • Harmonize HRM systems across ministries to avoid confusion and inefficiency.
  • Develop a centralized HR information system to support better data collection and planning.
  • Introduce more transparent and competitive recruitment and promotion processes.
  • Expand performance management systems to cover all ministries and link them to career progression and salary increases.

Summary Table

Conclusion

The report highlights the diversity in HRM practices across the selected ministries, emphasizing the need for a more integrated and standardized approach to civil service reform in Indonesia. While some ministries like MoF have made strides in developing detailed HR strategies and systems, others such as MoHA and MoFA lack formalized procedures or have limited implementation. The World Bank Programming Mission is expected to use this information to identify the most effective areas for intervention and support.