No abstract

Indonesia is a large country with the fourth highest population globally. Moreover Indonesia is estimated to become a high income country and be reckoned economically competitive with other countries by 2025. However, bureaucratic governance and performance have not been able to put Indonesia in a strategic position to compete. This is due in part to the fact that the merit system has not yet been fully implemented. As an effort to reform and improve the performance of the public sector in Indonesia, the Indonesian Civil Service Commission (KASN) was established and given the authority to supervise and monitor implementation of the merit system. The KASN has, under this mandate, developed indicators to improve the bureaucratic system from a spoil system towards a merit system. This paper explores challenges with implementation of the merit system in the process of open recruitment, especially for government high positions in Indonesia. Moreover, this paper explains the factors that influence effectiveness with implementation of the merit system in open recruitment. Data was obtained from a number of ministries and local government agencies, using: government documents, official websites, media and other resources. There are three main results of the study, namely (1) indicators to assess implementation of the merit system in open recruitment, epecially for high positions in central and local governments; (2) challenges with implementing the merit system in open selection processes; (3) factors influencing implementation of the merit system in open recruitment.

Data from the Indonesian Civil Service Commission (KASN) shows that about four percent (ministries level); thirty-two percent (province-level) and eighty-four percent (city and district level) do not have internal regulations regarding the code of ethics. Moreover, from government institutions that have internal rules and guidelines about code of ethics, there is 96 (ninety-six) percent for ministry level, 68 (sixty-eight) percent for province-level and only 16 (sixteen) percent for city and district level. Implementing the rules and guidelines. KASN has authority to supervise and monitor the implementation of civil service code of conducts/code of ethics has conducted research and development system to encourage government agencies to have and implemented internal rules about code of ethics and code of conducts as a guideline for the employee to carry out their profession as civil service. This paper explores key success factors for building and maintaining the implementation of a code of conduct/code of ethics in the public sector. Moreover, this paper provides some best practices and lesson-learned of implementation of the code of conduct and code of ethics in some independence institutions such as the Corruption Eradication Commission (KPK); ministries (Ministry of Finance and Ministry of public works) and state-owned enterprises (PT Telkom Indonesia). Data obtained based on documents, in-depth interviews with managerial levels and employees; and focus group discussion from some ministries, stateowned enterprises, other institutions in the public sector. There are some findings of this research as the key success factors for implementation of code of conducts and code of ethics, namely (1) availability of internal policies and guidelines; (2) role model from top and middle leaders; (3) strategies of institutions to internalization and implementation of the rules and guidelines.

Talent management is important to obtain a professional, high-performance, and reliable apparatus. However, there are still very few studies on implementing talent management at the local government level in Indonesia. This paper aims to explain indicators of talent acquisition and retention of different generations in providing an understanding of implementation talent management, a case study in DKI Jakarta Provincial Government. Due to the regulation related to Talent Management for government institutions that were just issued, all government agencies have to implement talent management. However, there still needs to be a greater understanding of indicators for implementing talent acquisition and retaining talent (talent retention) to prepare future organizational leaders. This study applied mixed, qualitative, and quantitative approaches—a case study of the special capital region (DKI) Jakarta Provincial Government as a capital city. Respondents and informants total 43 officials from the DKI Jakarta Provincial Government. This study found that more than 90 percent of respondents agreed and strongly agreed with the indicators representing talent acquisition and retention. These findings are convinced by supporting data and information based on interviews and document implementation at DKI Jakarta Province. Furthermore, this study found a positively correlated relationship between talent acquisition and talent retention based on indicators of talent management implemented in DKI Jakarta Province. Therefore, this study's talent acquisition and retention indicators significantly contribute to local governments' understanding of implementing talent management policies and to the literature on talent acquisition and retention indicators for local government, especially in the Indonesian context.