Ada banyak penelitian mengenai manajemen talenta yang membahas tentang teori maupun praktek talent mapping atau pemetaan talenta pada sektor swasta di luar maupun dalam negeri. Namun masih sedikit yang membahas talent mapping pada sektor publik. Hal tersebut disebabkan baru digaungkannya manajemen ASN beberapa tahun terakhir dan belum banyaknya instansi yang telah mengimplementasi. Padahal pelaksanaan talent mapping terhadap pegawai merupakan tahapan awal yang krusial dan penentu keberhasilan dari proses pengembangan SDM dalam manajemen talenta. Penelitian ini bertujuan untuk menemukan faktor paling berpengaruh terhadap keberhasilan implementasi kebijakan talent mapping Pejabat Fungsional Auditor pada Badan Pengawasan Keuangan dan Pembangunan. Penelitian ini merupakan penelitian kuantitatif dengan menyebarkan kuesioner kepada 72 Pegawai Biro SDM di BPKP Pusat. Faktor-faktor yang digunakan untuk melakukan analisis dalam penelitian ini terdiri dari variabel ukuran dan tujuan kebijakan, sumber daya, komunikasi dan kegiatan pelaksanaan, karakteristik badan pelaksana, kondisi sosial, ekonomi, dan politik dan variabel kecenderungan pelaksana. Hasil penelitian berdasarkan persepsi implementor menggunakan analisis data dengan Structure Equation Modelling-Partial Least Square (PLS SEM) menunjukkan bahwa keberhasilan implementasi kebijakan talent mapping ini dipengaruhi secara signifikan dan positif oleh konstruk komunikasi dan kegiatan pelaksanaan, karakteristik badan pelaksana, dan kondisi sosial, ekonomi, dan politik. Sehingga guna mencapai keberhasilan implementasi kebijakan pada tingkat sangat baik, dapat dilakukan beberapa upaya seperti memaksimalkan keakuratan dan konsistensi komunikasi dan kegiatan pelaksanaan, memperbaiki karakteristik badan pelaksana, dan menjaga kondisi sosial, ekonomi, dan politik.
The mandate of Corporate Social Responsibility (CSR) in Indonesia through various laws and regulations, provide an alternative source of funding for local government for the development and the provision of basic services in their area. However, the process of integrating business CSR with local development program must consider the perception of all relevant stakeholders, namely local government officials and staff or managers managing CSR programs in the company. Business CSR are often placed as an instrument for companies to achieve its interest, such as to obtain a social license, reputation and security of business. This study is aimed at understanding business perceptions in integrating business CSR with local development program. The study took place in Muara Enim Regency, South Sumatra province, which is known as a regent where many mining and plantation companies operating in the region. The method used is a descriptive qualitative research method by conducting unstructured interviews with managers and staff of 10 business companies in this region. The study found that there were differences in perceptions of managers and staff towards the integration of CSR with local development programs. The differences of perception is occurred as the local government is still not adopted the business interests. This can be used as a guideline for all parties as a first step to integrate CSR programs with regional development planning.
At time advances in technology today, the public can directly supervise the performance of employees in government institutions., therefore the demands of working professionally must be realized in daily activities by the state civil apparatus. Considering the importance of the quality of the performance of the state civil apparatus for the progress of the nation and state, this study aims to analyze and describe how the performance of the state civil service, especially in the scope of the Regional Secretariat of Muara Enim Regency based on the specified performance indicators. This research is qualitative in nature, starting with the determination of respondents as sources of information (informants) until a descriptive analysis is carried out on the data obtained and grouped according to each indicator. The number of informants is twentyfive (25) people and the number of indicators is eight (8) items. The results showed that 59.4% of employee performance was acceptable or good, meaning that it was feasible to meet the criteria of quality of work, quantity of work, timeliness, discipline, effectiveness, independence, work in teams and responsibilities. While the remaining 40.6% of employees are rated as not having good performance. Some factors as determinants of employee performance include educational background, experience, ability to adapt, creativity, loyalty, and work ethic. There are still employees who have low competence, lack of willingness to learn, low competitiveness and lack of creativity, making employee productivity low.
Waste production will increase every year if economic and population growth also continues to increase. Problems will begin to arise when overcoming the problem of inorganic waste that cannot be decomposed naturally in a short time. The combustion process in overcoming the problem of inorganic waste also has a negative effect in the form of the emergence of dioxin compounds that can cause cancer and other dangerous diseases. This article will look at how students who are participating in the Community Empowerment Real Work Lecture (KKN-PPM) invite village communities to recycle inorganic waste to reduce plastic waste so that they can then produce new goods that have economic value that are worth selling. Then the existence of the Village Waste Bank Office can also be a means for villagers to be able to manage, buy and sell existing waste. The handicrafts that have been successfully made from this recycled waste are market baskets, wallets, ecobrick chairs, water baskets and fruit plates.
HRM (Human Resource Management) is crucial to the success of any business, achieving organizational goals. It has a special function as a strategic administrative instrument because it utilizes human resources (HR) based on efficiency, effectiveness, rationality, and objectivity. However, in Indonesia's bureaucratic system, there are still several human resource constraints that become a problem in public services. The aim of this paper is to examine the technical concepts of the HRM model and to create a hypothetical HRM model for the public sector. By using descriptive and secondary data analysis techniques. As a rationale, the public sector HRM model should be combined with those values from the good governance paradigm, as per the findings of this study.
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