This research examined a communication strategy which was applied during the implementation of the delayering policy in the Ministry of Energy and Mineral Resources (EMR). Delayering policy is a re-organization strategy which reduces bureaucracy by converting several administrative positions (middle manager) into functional/professional-based positions. Qualitative approach was used in this research with case studies method. Primary data was collected through interview, while secondary data was used through literature review. The research result identified a specific communication strategy that was applied during delayering policy implementation. Appointed communicators in this case were the First Echelon Managers who had previously got a direct message from the Minister of EMR, Second Echelon Managers, Third Echelon Managers, Fourth Echelon Managers, and Staffs within the Ministry of EMR. The target was set for all the Third Echelon Managers and Fourth Echelon Managers in the Ministry of EMR. Formulation of messages based on information from the Ministry of Administrative Reform and Bureaucratic Reform that no employee would be disadvantaged. Selection of media was by information dissemination during the meeting at every unit level and also through the WhatsApp Groups messages. Moreover, the dissemination of messages was carried out through a briefing by the Secretary General of the Ministry of EMR, discussions, and WhatsApp Groups. The expected effects were that the middle manager could comprehend and comply with the delayering policy. The research recommended that the Ministry of EMR needed to issue written guidance, such as a pocket book, that explained the delayering policy and its impact in order to suppress any potential resistance.

Peraturan Presiden Nomor 78 Tahun 2021 mengamanatkan pengalihan tugas, fungsi, dan kewenangan juga diikuti dengan pengalihan Pegawai Negeri Sipil (PNS), perlengkapan, pembiayaan, dan aset yang dipergunakan untuk melaksanakan tugas dan fungsi tersebut, dan menjadi PNS, perlengkapan, pembiayaan, dan aset Badan Riset Inovasi Nasional. Penelitian ini membahas penggambaran komunikasi organisasi yang dilakukan oleh Kementerian Energi dan Sumber Daya Mineral (ESDM) pada pengalihan Pejabat Fungsional bidang Penelitian. Penelitian menggunakan pendekatan kualitatif dengan studi kasus pada komunikasi organisasi pada pengalihan Pejabat Fungsional bidang Penelitian dari Kementerian ESDM ke BRIN. Penelitian mengungkapkan komunikasi organisasi Kementerian ESDM dalam Pengalihan Pejabat Fungsional bidang Penelitian sudah dilakukan. Hal ini terlihat dari komunikasi organisasi untuk menyampaikan pandangan, pikiran, dan gagasan dalam Pengalihan Pejabat Fungsional bidang Penelitian menggunakan sarana pertanyaan dan jawaban yang efektif, sehingga memudahkan saat dialog dan sosialisasi. Komunikasi organisasi untuk membagikan informasi dilakukan melalui arahan Sekretaris Jenderal, pertemuan Bersama instansi terkait, dan Focus Group Discussion. Pada komunikasi organisasi untuk menjelaskan perasaan dan emosi, terlihat dengan mendengarkan perasaan dan emosi Pejabat Fungsional bidang Penelitian, termasuk membuka komunikasi untuk mendengarkan keluhan-keluhan. Komunikasi organisasi sebagai bentuk koordinasi dalam pengalihan Pejabat Fungsional bidang Penelitian, terlihat terstruktur, dua arah, dan sangat dinamis.