SMART ASN FOR

PUBLIC SERVICES
4.0
Ir. Bima Haria Wibisana, MSIS, PhD
Chairman of The National Civil Service Agency,
The Republic of Indonesia.

The International Public Service Forum 2018

Jakarta, 08 November 2018
 Global Characteristics
Perbankan menghadapi tekanan VUCA yang semakin meningkat
DRIVERS EFFECTS
DEMANDS

V
Changes in:
• Risk VISION
• Nature
• Instabilit • Take Actions
• Dynamics

olatility
y • Probe
• Rate & Speed
• Flux Changes

U
• Unpredictability • Direction UNDERSTANDING
• Potential Paralysis Due to • Wider

ncertainty
Surprises Data Overload Understanding
• Unknown • Different
Outcomes Perspective

C
CLAR
• Tasks Correlation ITY
• Unproductiv • Key
• Multifaceted e Focus

omplexity
Effects
• Dualities • Flexible
• Influencers
• Creative

Ambiguity
• Induce Doubt
& Distrust AGILITY
• Ideal Vs Actual • Lapses in • Decision
• Misinterpretatio Decision Making
n Making
• Innovation
• Hurt
Innovations

2
 Changing Operating Environment

Technology Demography Resources Society

4th Industrial Revolution, New Capabilities, Tighter Fiscal Constraints Increasingly Vocal Citizenry,
Greater Access to Services Mindset Shift Tighter Manpower Higher Expectations

How Should We
• To Deliver Public Services Differently?
• To Build a Future-ready Workforce?

Respond?
• To Do More with Less?
• To Engage Citizens in Nation-Building?

3
Source: The Head of Civil Service Meeting of The 19th
ASEAN Cooperation on Civil Service Matters, Singapore, Oct 25th 2018
 2020

50%
of the workforce are Millennials
4 Source : PWC 2012, Millennials at work
 Global Trend

(Civil
Servant)

5 Source: World Economic Forum, 2017

 Industry
REVOLUSI 4.0 4.0
INDUSTRI

JOBS WORKPLACE WORK FORCE

Automation and New Technologies creates W Changes in Work Interaction (P

Simplification Systems orkplace Innovations atterns and Systems)

6 Source: The Global Risks Report 2017, World Economic Forum, 2017
 PAST VS FUTURE:
Services, Workforce, Resources, Citizens

Do More with Less Etiam Porta

Wasteful Prudent Customer Service Customer Centric
Labour-intensive Knowledge-intensive Spectators Participants

Better Public Service Delivery Future-ready Workforce

Paper Digital Silo Integrated
9/5 24/7 Technical Skills Technical + General Purpose Skills

7
Source: The Head of Civil Service Meeting of The 19th
ASEAN Cooperation on Civil Service Matters, Singapore, Oct 25th 2018
 The Five Key Factors to Successful Public
Sector Performance Innovations

INSTITUTIONAL
POLITICAL 1 2 CAPACITY
LEADERSHIP BUILDING

5
KEY FACTORS
in improving
Public Sector

TECHNOLOGY 5 3
Performance

INCENTIVES

4
TRANSPARENCY

8
Source: Improving Public Sector Performance
Through Innovation and Inter-Agency Coordination, World Bank, 2018
 Skills Trend

Complex Problem Solving 1 10 Cognitive Flexibility

Critical Thinking
2 9 Negotiation

Creativity 3 8 Service Orientation

People Management 4 7 Judgment & Decision Making

Coordinating with Others 5 6 Emotional Intelligence

9 Sumber: The Future of Jobs (World Economic Forum 2017)

Harnessing Opportunities, Overcoming Challenges

Do More
with Less
Instilling Proper Budgetary Processes
Enabling Performance Management Systems

Better Public
Service Delivery

Deploying New Systems to

Streamline Processes
Enabling Digital Services
to Provide Convenience

Future-ready Participatory
Workforce Citizenry
Changing Mindset and Culture
Providing Personalised Services
Investing in Training and Development
Engaging Citizens

10
Source: The Head of Civil Service Meeting of The 19th
ASEAN Cooperation on Civil Service Matters, Singapore, Oct 25th 2018
 Implications for Civil Servants

COLLABORATE COLLABORATE BENCHMARK BEST

ACROSS MINISTRIES BEYOND THE PRACTICES TO THE
& AGENCIES COUNTRY WORLD

11
 Transformation: Organization and
Civil Service Management Systems

Service Delivery &

Merit Based
Outcomes Oriented
Performance-based
Management/”SKP” Service Mentality

Competency Based T Adhesives and Unifying

Civil
Work Culture
raining (CBT) Nations
Servant

Based on Human Right sizing and flat

Capital Management Business
organization

Law Enforcement System Process

E-government

Reward and Transparent and

Punishment Accountable

Neutrality Effective and Efficient

Public Participation

12 Source: cited from various sources of the Indonesian Biraucratic Reforms, 2018
 Leverage for Change

Talent Leadership Capability Legislation and

Acquisition Development Development Regulation

Workforce Planning, New Leadership Upskilling, Legal Acts,

Hygiene HR Issues Skills, Talent Competency-based Frameworks/Guidelines
Programmes Processes

13
Source: The Head of Civil Service Meeting of The 19th
ASEAN Cooperation on Civil Service Matters, Singapore, Oct 25th 2018
 Tree Pilars for Adaptive Civil Servants in 4.0 Era

Leadership Tools Stage

Digital & Technology Facilities digitally &

Behaviour Technica Based technologically are put in
l creative & innovative manner

14
 Strengthening Civil Servants’ Talent
Leadershi Techni B T Stag
p cal ehaviour ools e

0 Strategic Thinking 0 Mentoring & Coaching

1 Complex Duties
3 Engagement

0 Knowledge Transfer 0 Relationship Management

2 Experience 4 Soft Skills Development

15
 Civil Servants’ Profile
S-3 SD SMP

S-2

SMA

S-1/D-IV

D-II
D-I

D-III

Educational qualifications Compotition Qualifications

Challenges:
Mismatch

Too many clerical works

Not yet clear for position standard

16
 SES’ Competency Gap 2017
Rata-rata Capaian Kompetensi Standar Kompetensi
VI JPT

SES = Senior Executive

SIO
3.25

Services
WAWAS INNO
3.00
2.75
2.50
2.25
2.00
MANA 1.75 IN-DE

1.50

• 5 Lowest Competencies:
CONF CHAMP

• Innovation
• Planning Organizing
• Driving for Result
• Team Leadership
• Conflict Management
• 4 Highest Competencies:
TEAM INTEG

• Integrity
• Stakeholder Focus
• Managing Diversity
STAKE PLAN • National Insight

DRIVI

17 Sumber: Puspenkom ASN BKN, 2018

 Midle Management’s (Administrator)
Competency Gap 2017
Rata-rata capaian kompetensi Standar Kompetensi Administrator

VISIO

2.20
WAWAS INNO
2.10
2.00
1.90
1.80
1.70
MANA 1.60 IN-DE
1.50

• 6 Lowest Competencies :
• Visioning
• Innovation
CONF CHAMP
• Planning Organizing
• Driving for Result
• Team Leadership
• Conflict Management
• 3 Above Standard Competencies:
• Integrity
TEAM INTEG • Stakeholder Focus
• Managing Diversity

STAKE PLAN

DRIVI

18 Sumber: Puspenkom ASN BKN, 2018

 Talent Development Intervention
- Job Enlargement
- Training - Special Assignment - Aggressive Reward
HIGH

- Job Enrichment - Plan Promotion

- Coaching
- Mentoring
- Learning Literacy - Training
- Job Enrichment
PERFORMANCE

- On The Job Dev

- Special Assignment
- Coaching - Coaching
MEDIUM

- Training
- Training - Training
- Rotation
- On the Job Development - Job Enlargement

- Under Performer - Coaching & Counseling - On The Job Dev

- Counseling - On The Job Dev - Counseling
LOW

- Manage Out - Reposition - Reposition

MEDIUM
LOW HIGH
COMPETENCY
19
The Final
Words:
WHEN
THE WORLD

ACT
IS CHANGING
FASTER

FAST
20
Thank You