Human Resources Management Transformation for Supporting the Framework of Courts Excellence the VUCA Era

Abstract

The Framework of Court Excellent (TFCE) requires the support of superior human resources so that judicial services are fast, easy, and transparent. The Industrial Revolution 4.0, Society 5.0, and the VUCA era encouraged the Supreme Court (in Indonesia/MA) to innovate in providing digital-based judicial services. The implication is that the Supreme Court conducts a moratorium on prospective judges and attracts technical personnel who support innovation. This has never been done, so it is necessary to transform Human Resources Management (HRM). This article analyzes: (1) how the judicial HRM transformation; ( 2) what is the role model of the leader in supporting the digital justice system. Content analysis is carried out on the blueprint, Strategic Plan, Bureaucratic Reform Policy, and Integrity Zone Development in MA. The content analysis aims to determine the existence of certain words, themes, or concepts in the document/text so that they can analyze the existence, meaning, and relationships of related words, themes, or concepts. The Supreme Court carried out an HRM transformation in support of the Superior Court Framework (TFCE), particularly concerning recruitment, training systems, performance measurement, allowances, and changing the role model of leaders. The transformation is carried out by implementing Competency-Based HR Management (CBHRM). Role models of leaders in supporting digital justice include a firm stance, honesty, fairness, intelligence, calmness, good communication, inspiration, and empathy. The HRM transformation that is integrated into CBHRM and internalized by every Supreme Court employee will be able to support the Framework of court excellence.

Influence of Coordination and Strategic Planning on Organizational Performance with Change Management Mediating Variables in the Era of Volatility, Uncertainty, Complexity and Ambiguity (VUCA)

“…According to Drucker (1993), According to the organizational change theory, some of the demands for organizational improvement can come from unexpected internal and external conditions. Some examples of these conditions include the emergence of improper behaviour, innovation based on the needs of the process, changes in industry structure and market structure, demographics, changes in customer perception, ambience, and new-fangled forms of knowledge [32].…”