BUKU STATE CIVIL APPARATUS (ASN)

i S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m

i S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m STATE CIVIL APPARATUS (ASN) PERFORMANCE MANAGEMENT SYSTEM Adi Suryanto, et al. (Editors) Copyright @ 2021 The National Institute of Public Administration, The Republic of Indonesia. All Right Reserved. Copyright is protected by law. Title of Book: State Civil Apparatus (ASN) Performance Management System Publisher: Indonesian Widyaiswara Profession Association Place : Jakarta Year : 2021 Edition : 1st (First) Total Pages : xviii + 157 ISBN : 978-623-99129-8-7 Book Size : 18.2 cm x 25.7 cm IKAPI Member’s ID : Nomor Anggota 599/Anggota Luar Biasa/DKI/2021 Redactional: Gedung Atmodarminto, BPPK Kementerian Keuangan Jl. Purnawarman No.99, Kebayoran Baru, South Jakarta. Email : [email protected] Website : https://www.bppdapwi.com Whatsapp : 083840572182

ii S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m STATE CIVIL APPARATUS (ASN) PERFORMANCE MANAGEMENT SYSTEM Editors: 1. Adi Suryanto 2. Agus Sudrajat 3. Sri Hadiati W.K. Reviewers: 1. Agus Sudrajat 2. Sri Hadiati WK 3. Riyadi 4. Suripto 5. Marsono 6. Haris Faozan 7. Suwatin 8. Arif Ramadhan Cover Designers and Layout Persons 1. Agus Pahrul Sidik 2. Arif Ramadhan Translator Agung Nugroho

iii S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m WRITERS TEAM 1 Dr. Hary Supriadi, SH. MA Expert Trainer 2 Suripto, S.Sos. MAB Associate Expert Researcher 3 Marsono, SE. MM Associate Expert Researcher 4 Arif Ramadhan, SAP., MAP First-Level Researcher 5 Parjiono, S.Sos Associate Expert Personnel Analyst 6 Drs. Hari Budimawan Junior Personnel Analyst 7 Dr. Sri Wahyu Wijayanti, SE. M.SE. Junior Personnel Researcher 8 Azizah Puspasari, SPd., MPA Junior Policy Analyst 9 Agustinus Sulistyo Tri P, SE. MSi. Associate Expert Researcher 10 Renny Savitri, S.IP., MA Junior Researchers 11 Ichwan Santosa, S.Sos. First-Level Policy Analyst 12 Octa Soehartono, S.E., M.P.A. Junior Personnel Analyst 13 Witra Apdhi Yohanitas, S.Kom., M.A.P. Junior Researcher 14 Azwar Aswin, S.Sos., MAP First-Level Researcher

iv S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m REMARK MINISTER OF ADMINISTRATIVE AND BUREAUCRATIC REFORM The vision of realizing an advanced, dignified, competitive, and equal Indonesia with developed countries in the world demands a world-class bureaucracy. Bureaucracy must be capable, competitive, able to manage the wheels of government effectively, efficiently, accountably. President Joko Widodo on various occasions emphasized the importance of creating a results-oriented bureaucracy, not solely oriented to procedures, processes, and routines. Therefore, the Ministry of PANRB (Administrative and Bureaucratic Reform) has a very strategic role in building a world-class bureaucracy. To achieve the vision of bureaucratic reform in 2024, the Ministry of PANRB has implemented a two-stage bureaucratic reform roadmap. To improve the achievement of the second phase of bureaucratic reform targets, the Ministry of PANRB has enacted policies on the Government Agency Performance Accountability System (SAKIP) and employee performance system. Thanks to The Almighty God, Allah Subhanahu Wa Ta'ala, the spirit for adjustment and improvement is also held by the Ministry/Institution, one of which is the National Institute of Public Administration through the Deputy Chairman of Studies and Innovation of the State Civil Apparatus Management which has taken the initiative to write a book of Performance Management

v S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m System of The State Civil Apparatus (ASN). From the contents of this book, of course, it is very crucial and considerably sound in strengthening the implementation of PANRB Minister’s Regulation No. 8 of 2021 on the Civil Service Performance Management System. As a mandate of the Government Regulation No. 30 of 2019 on Assessment of Civil Service Performance and Law No. 5 of 2014 on State Civil Apparatus. Finally, as the Minister of PANRB, I thank The National Institute of Public Administration (LAN) c.q. Deputy Chairman of Study and Innovation of the State Civil Apparatus Management who has taken the initiative to write this book. Hopefully, this ASN Management book can contribute to the Implementation of The Regulation of The Minister of PANRB Number 8 of 2021.

vi S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m PREFACE THE CHAIRMAN OF THE NATIONAL INSTITUTE OF PUBLIC ADMINISTRATION, THE REPUBLIC OF INDONESIA (LAN-RI) As one of the institutions that received a direct mandate from Law No. 5 of 2014 on the State Civil Apparatus, the National Institute of Public Administration (LAN) has and will continue to strengthen its commitment to be the main driver in realizing world-class government. Therefore, in order to carry out its duties to study, review, and innovate ASN Management we will continue to do just that to answer various challenges in the field of ASN. We are now entering the era of the Industrial Revolution 4.0 where the world is faced with VUCA (Volatility, Uncertainty, Complexity, and Ambiguity), which are aggravated by the COVID-19 pandemic. This is where every government or private organization is required to be high performing. Discussing the performance of civil servants until today is still a very serious issue. The Ministry of PANRB once revealed that more than 30% of civil service performance was poor. For that, a sound and implementable concept and policy of performance management are deemed necessary. The initiative of the Deputy Chairman of Studies and Innovation of ASN Management to write an ASN Performance Management Book is very positive and important in responding tto he challenges of employee performance management. The book deserves to be the main reference in implementing ASN performance management in central and local government institutions. The contents of this book not only refer to the prevailing policies but are also enriched by practical concepts and steps on the respective aspects. The book is

vii S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m also enhanced by FWA-based performance management models that are highly relevant to current conditions. In short, I appreciate and thank the Deputy Chairman of Studies and Innovation of ASN Management to write this book. Hopefully, this ASN Performance Management Book can make a real contribution to performance management in central and local government institutions. so that the expectation of realizing a high-performing government can be achieved. Jakarta, December 22nd, 2021 Dr. Adi Suryanto, M.Si.

viii S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m GREETINGS CEO GLOBAL TANOTO FOUNDATION Tanoto Foundation is an independent philanthropic organization committed to increasing the transformative power of education including the development of State Civil Apparatus human resources in Indonesia. We are also a catalyst for government and private partnerships to generate progressive ideas. In line with our mission, Tanoto Foundation fully supports the National Institute of Public Administration in the implementation of ASN Competency Development Apparatus in order to create an improvement in the quality of government implementation, especially in providing excellent public services whose impact will increase public satisfaction with government services. This ASN Performance Management System, in our view, is very important as a guideline for ASN to improve their performance so that expected performance can be in line with organizational goals. Finally, we express our gratitude to the National Institute of Public Administration of the Republic of Indonesia who has initiated to write this book and involved us in the preparation of this book, hopefully, our contribution also provides benefits for the country. Good luck, good reading. Jakarta, December 22nd, 2021 Dr. J. Satrijo Tanudjojo

ix S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m OVERVIEW DEPUTY CHAIRMAN FOR RESEARCH AND INNOVATION OF ASN MANAGEMENT This ASN Performance Management System Book is a practical guidebook ASN Performance Management in Indonesia that substantively presents ASN Performance Management in terms of urgency, policy, planning, implementation, measurement, development, performance assessment, and performance information systems. Another interesting side is that this book also presents performance management with a flexible working arrangement (FWA) model which is a new option but is also a demand of current working patterns. The realization of FWA on ASN is certainly not only with the availability of a stable internet network system, but also appropriate and sustainable work governance, supporting regulations, to adequate hardware and software. Of course, all can not be realized overnight. It takes commitment and a strong desire to change to be more dynamic and flexible in devotion. It all surely centers on efforts to go through the road map of ASN development as stipulated in the National Mid-Term Development Planning (RPJMN, 2020-2024), which is a world-class bureaucracy. We greatly appreciate the presence of this book, as a contribution of the National Institute of Public Administration for the country, especially in the field of ASN Competency Development and ASN Performance Improvement. We also thank the Tanoto Foundation for its support in the development of Knowledge Creation during this time.

x S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m As a closure, hopefully, this book is useful for both ASN, academicians, practitioners, students and all those who read this book. We open up the wildest possible input for the improvement of this book in the future. Happy reading. Jakarta, December 22nd , 2021 Dr. Agus Sudrajat, M.A.

xi S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m TABLE OF CONTENTS Book Identity i Writers Team iii Remark by The Minister of Administrative and Bureaucratic Reform iv Preface by The Chairman of The National Institute of Public Administration, The Republic of Indonesia (LAN-RI) vi Greetings from CEO Global Tanoto Foundation viii Overview from Deputy Chairman of Studies and Innovation of ASN Management, LAN-RI ix Table of Contents xi List of Figures xii List of Tables xiii The Essence of The Book: ASN Performance Management System xv CHAPTER I URGENCY OF ASN PERFORMANCE MANAGEMENT Hary Supriadi 1 CHAPTER II EMPLOYEE PERFORMANCE PLANNING Suripto 14 CHAPTER III PERFORMANCE IMPLEMENTATION AND MONITORING Marsono and Arif Ramadhan 45 CHAPTER IV COUNSELING, MENTORING AND COACHING Parjiyono and Hari Budimawan 55 CHAPTER V EMPLOYEE PERFORMANCE MEASUREMENT Sri Wahyu Wijayanti and Azizah Puspasari 83 CHAPTER VI PERFORMANCE ASSESSMENT FOLLOW-UP Agustinus Sulistyo Tri P and Renny Savitri 98 CHAPTER VII PERFORMANCE MANAGEMENT WITH FWA (FLEXIBLE WORKING ARRANGEMENT) MODEL Ichwan Santoso and Octa Soehartono 116 CHAPTER VIII PERFORMANCE INFORMATION SYSTEM Witra Apdhi Yohanitas and Azwar Aswin 135 BIBLIOGRAPHY 144 AUTHOR BIODATA 149

xii S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m LIST OF FIGURES Figure 1.1 Performance Management System 8 Figure 1.2 Challenges of Performance Management System Implementation 12 Figure 3.1 ASN Performance Management Implementation Process Scheme 46 Figure 3.2 JPT, JA, and JF Performance Plan Flow 49 Figure 3.3 Action Plan Format/ Strategic Initiative 50 Figure 3.4 Performance Documentation Format 50 Figure 3.5 ASN Agile Performance Management Implementation Cycle 52 Figure 3.6 Mechanism of SKP Adjustment 54 Figure 4.1. Performance Management Cycle 57 Figure 5.1 Civil Service Performance Assessment 91 Figure 5.2 SKP assessment for JPT 91 Figure 5.3 SKP Assessment for JA and JF 92 Figure 5.4 Civil Service Performance Management Cycle 92 Figure 5.5 Performance Assessment Format 95 Figure 6.1 Award and Rehabilitation for ASN 115 Figure 7.1 Talent Management Box 124 Figure 7.2 Main Platform of Integrated Digital Workspace (IDW) 131 Figure 7.3 Bappenas Flexiwork Mechanism 132 Figure 7.4 Working Patterns in The Ministry of Finance 134

xiii S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m TABLE LIST Table 2.1 Key Performance Description Reference 21 Table 2.2 Performance Indicator Manual 26 Table 2.3 SKP Plan of High Officials and Heads of Independent Units 28 Table 2.4 SKP Plan of High Officials and Heads of Independent Units 30 Table 2.5 SKP Plan of Administrator 33 Table 2.6 SKP Plan of Functional Official 34 Table 2.7 SKP Linkage with Functional Official Credit Numbers 35 Table 2.8 Verify the Linkage of SKP with Functional Official Credit Numbers 36 Table 2.9 Individual Performance Assessment Category 37 Table 2.10 SKP Plan of Administrator 37 Table 2.11 Functional Official SKP Plan 38 Table 2.12 Aspects of Service Orientation 40 Table 2.13 Commitment Aspects 41 Table 2.14 Aspects of Work Initiative 42 Table 2.15 Aspects of Cooperation 43 Table 2.16 Leadership Aspects 44 Table 2.17 Required Level of Work Behavior 45 Table 4.1 Counseling Activity Assignment Form 62 Table 4.2 Recapitulation of Civil Servant Counseling Data 64 Table 4.3 List of Names of Counseling Activity Participants 65 Table 4.4 List of Post-Counseling Participants 67 Table 4.5 List of Names of Mentoring Participants 72 Table 4.6 Schedule of Implementation of Mentoring Activities 74 Table 4.7 Results of Mentoring Activities 75

xiv S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m Table 4.8 List of Names of Potential Measurement Participants 79 Table 4.9 List of Names of Participants in The Implementation of Coaching Activities 80 Table 5.1 Balance Scorecard Perspective on the Private and Public Sectors 84 Table 5.2 Comparison of Civil Servant Performance Assessment Policy 86 Table 7.1 Job Identification for FWA Type Determination 125 Table 7.2 Type / Method of Flexible Work Arrangement (FWA) 127 Table 7.3 Examples of Daily Performance Reports 129 Table 8.1 Development of IP-ICT Indonesia, 2018-2019 135

xv S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m The Essence of The Book ASN Performance Management System “a systematic process for improving organizational performance by developing the performance of individuals and teams” (Amstrong - 2006) Performance management has a strategic role in improving organizational performance that connects synergies between individual goals with the vision and mission of the organization. However, in the Indonesian system of government, performance management has not yet been implemented properly. In fact, it is still at the level of concepts and policies that are widely discussed in various seminars or limited forum discussions. The enactment of Law No. 5 of 2014 on the State Civil Apparatus affirms the importance of performance, as stated in the consideration of the letter c that ASN must account for its performance. Furthermore, it is further elaborated in a policy in the form of Government Regulation No. 30 of 2019 on Assessment of The Performance of Civil Servants. In conjunction with performance management, the policy mentions several aspects of performance management that include performance planning: performance implementation, performance monitoring, performance coaching, performance assessment, follow-up, and civil service performance information systems. Then technically elaborated in the Regulation of the Minister of Administrative and Bureaucratic Reform No. 8 of 2021 on Civil Service Performance Management System. In an effort to enrich employee performance management references, this ASN Performance Management System Book discusses the following fundamentals: 1. Employee Performance Planning 2. Performance Implementation and Monitoring 3. Coaching dan Mentoring 4. Employee Performance Measurement 5. Follow-up Performance Assessment 6. Performance Information System

xvi S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m And one of the things that is currently "happening"from performance-based organizations is flexibility, working from anywhere and anytime, for that this book also adds one more discussion about Performance Management with FWA (FlexibleWorking Arrangement). Before entering into the discussion on the implementation of Performance Management in Chapter I of URGENCY OF ASN PERFORMANCE MANAGEMENT, readers will be presented with the strategic role of Performance Management including understanding, scope and objectives, and challenges of performance management in the future. Employee Performance Planning is a very important first step in the performance management process and can determine the success of the organization. For this reason, Chapter II of EMPLOYEE PERFORMANCE PLANNING discusses the urgency of Performance Planning to emphasize the importance of performance planning, how important performance planning is in employee performance management. For the technical application of its operations, this chapter also discusses the Preparation of Employee Performance Targets (SKP), basic SKP Model/initiation and Development Model, and Information that must be included in the SKP. How to structure individual performance indicators smartly and determine performance targets, as well as understand the types of employee performance. Another important thing discussed in this chapter is about the performance indicator manual as a complementary instrument of SKP that will clarify monitoring and measuring employee performance. In addition to SKP, this book also presents aspects of work behavior that are accompanied by definitions of orientation, level of work behavior, and performance indicators, and usage situations. Good planning without good implementation is a failure. To guide in its implementation, Chapter III of IMPLEMENTATION AND PERFORMANCE MONITORING will discuss the implementation and monitoring of performance through the performance documenting process. Documenting techniques can be done on a daily, weekly, monthly, quarterly, semesterly, and yearly basis depending on the needs of the organization. This documentation is used as evidence when monitoring the performance of civil servants conducted by civil service performance assessment officers periodically and continuously in the process of implementing SKP.

xvii S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m Performance coaching is one of the important stages for the effectiveness of implementation and performance monitoring. In chapter IV OF COACHING AND MENTORING this discusses the importance, understanding and purpose of coaching and mentoring. This chapter also enriches with the discussion of policies and mechanisms and examples of coaching and mentoring instruments within the civil servants. Performance measurement becomes one of the most important stages in performance management. Where the results of the measurement will be the basis of consideration of the reward and punishment that will be given to employees. To that end, CHAPTER V of EMPLOYEE PERFORMANCE MEASUREMENT addresses urgency, policy, understanding, goals, and time in measuring employee performance. This chapter also discusses the stages of employee assessment, measurement methods with their advantages and disadvantages and the categories of assessment results. Follow-up performance assessment becomes another important stage in the employee performance management process that is intended to motivate employees as a consequence of their performance achievements. This follow-up can be either reward and sanction/punishment. Therefore, in CHAPTER VI, THE PERFORMANCE ASSESSMENT FOLLOW-UP discusses various policies related to the provision of rewards and punishments ranging from competency development, incentives/benefits and other awards for employees who perform well and as discipline enforcement for employees who perform very poorly. In the discussion of this chapter, it is also equipped with several instruments for follow-up. Flexible Work Arrangements (FWA) can become a new work culture in an ASN environment. FWA focuses more on output or results than work procedures. This FWA is not one of the aspects in performance management mandated in the Civil Service Performance Management System, but it is interesting to discuss because it becomes something new in the ASN work environment. Therefore, CHAPTER VII OF PERFORMANCE MANAGEMENT WITH FWA Model is presented to discuss FWA's conception of various commonly used variables, the urgency of its application in the current governance environment, FWA policy and implementation, technical determination of the right type of FWA for each position, as well as the key to successful implementation of FWABased Performance Management.

xviii S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m The development of digital technology is accelerating in changing the way we work and the work culture. To that end, the use of technology in performance management systems becomes an unsanctionable part in ASN Performance Management Development. In an effort to awaken awareness about the importance of this, Chapter VIII of PERFORMANCE INFORMATION SYSTEM discusses the transformation and development of information and communication technology, the urgency of its application in employee performance management systems. As well as model and technical management of performance information systems.

1 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m CHAPTER I URGENCY OF ASN PERFORMANCE MANAGEMENT Strategic Role of Performance Management What impression we can capture when entering a room of banking service. In a unit, you are less likely to be accepted by a security officer, one customer service officer (CS), two tellers, and possibly a unit manager. All working and all performing their functions fully, no one seems idle. All work according to responsibility, and of course with different rewards. If one of them is not to go to the office, for example, because of illness, the service process will be disrupted both because the task is interconnected with each other also because each personnel get certain tasks and targets according to the job descriptions. If the personnel who serve as CS are not present for example, then the implementation of their duties must immediately replace so that the service process is carried out in accordance with its core business. Now, what can we observe in the working situation of government agencies? As a large organization, a giant bureaucracy, there are many employees with various positions and statuses. But how is the division of their duties? Will if one of them is not present that it will greatly affect the work process and performance? Unlike the example of the banking unit environment earlier, the problem of absence or delay in the implementation of tasks will not be too influential. In addition to a large number of employees, the division of tasks and performance targets charged is also often unclear. Or at least the burden of performance targets is only given to "certain people" only. In addition, absence or delay or incompetence (underperformance) also has no meaningful consequences to the reward obtained or even no consequences at all. When between high performance or low performance has no consequences to the reward received then what encourages people to perform? This is precisely where there is a situation of behavior "eating the bones of friends". A condition in which the work is carried out by others but also feels the results. Work enough, if necessary, enough to be a fan or audience only! Arriving at the office on time or late, resulting in high, moderate or low performance, they will all get the same salary

2 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m and benefits. The term PGPS, professionals or idiots receive the same income", is also still relevant. Qualifications and performance have little impact on takehome income. Because of these conditions, the pattern of supervision is largely focused on attendance, trying to ensure that employees are present at the specified working hours. Controls are exercised to ensure that all employees are present on time, always in the office (or even at home, during WFH), instead of looking at the resulting performance and only focusing on attendance. Obviously, the above conditions have an impact on employee motivation. If it doesn't work or perform still gets the same reward, then why do we need to work and perform more? Employees will think the important thing is present, salaries and benefits will still be received intact. Even if there is already a performance system that cuts salaries and benefits to those whose attendance is less, or performance is less, it will not have much influence because of its insignificant value. On the basis of the above, it is clear that good performance management is needed. Performance management starts from planning, setting targets, sharing targets to individuals, supervision, and control, to evaluation and reward based on performance. Performance is no longer measured from presence but uses good, measurable, achievable, and comparable indicators. In line with that, this book intends to help provide references for efforts to manage employee performance (ASN) in government agencies in accordance with applicable policies. In addition to the regulations related to performance, discussions about the problems and dynamics of the implementation of performance management are also carried out. Various problems and challenges in managing employee performance in the future are often faced. This book is expected to be a practical guideline that is easy to understand and implement. With the implementation of good performance management, it is expected that ASN performance in their respective agencies can increase so that high organizational performance can be achieved. Understanding, Scope, and Objectives of Performance Management Performance according to the Great Dictionary of Indonesian Language is: 1) something achieved; 2) the performance shown; 3) Work ability (about

3 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m equipment). Meanwhile, The Government Regulation (PP) No. 8 of 2006 on Financial Reporting and Performance of Government Agencies defines performance as the output/result of activities/programs that are to or have been achieved in connection with the use of budgets with measurable quantity and quality. Meanwhile, PP No. 30 of 2019 on Performance Assessment provides limits on the understanding of performance associated with the existence of civil servants, namely civil service performance which is interpreted as the results of work achieved by each civil servant in the organization/unit in accordance with employee performance targets (SKP) and work behavior. From various notions of performance, it can be concluded that performance is the result achieved from a work process that can be measured. Therefore, aspects of measurement become very important, both the size used, how to measure, and the management of the measurement data. In its evaluation of public service in 2008-2013, the OECD paid particular attention to how human resource management contributes. Key issues of concern are how to measure performance and what strategies to engage employees in improving performance (OECD, 2016). In order for performance to be achieved properly, of course, good management is needed. For this reason, performance management becomes very important for the organization in an effort to realize the expected performance. Performance management according to Armstrong (2006) is"a systematic process for improving organizational performance by developing the performance of individuals and teams" which means that performance management is a systematic process to improve organizational performance by improving the performance of individuals and teams. From this understanding, we can draw the understanding that performance management as a systematic process in an organization will be influenced by the achievements of individual and team performance in the organization. This opinion is in line with the views expressed by J. Lockett (in Armstrong, 2006), who more unequivocally mentions that performance management is " The development of individuals with competence and commitment, working towards the achievement of shared meaningful objectives within an organization which supports and encourages their achievement" (The development of competence and building individual commitment, to work in order to achieve common goals in the organization, where the organization provides support and passion for the achievement of the

4 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m individual). Thus, in general, performance management can be expressed as a process of aligning or integrating organizational goals with individuals to achieve organizational effectiveness. The definition also emphasizes development which is the main objective of performance management. Based on the above definition, the scope of performance management can be put forward to at least 3(three) indicators, namely: 1. Inputs. They include those needed for the performance management process, among others, in the form of human resource capabilities, both as individuals and teams, which are realized in the form of knowledge, skills, and other competencies. 2. Process. Performance management requires the process of performance implementation, how performance is run, ranging from planning to expected goals. 3. Outputs. The output or work of the organization, whether in the form of goods or services, needs to be compared to the goals that have been set before. Whether there is a fit for the achievement of the goal or not. If there is a deviation between the output and the goal, then it is necessary to do feedback. As a process, performance management is an agreement related to the goals to be achieved, the standards and competencies needed. Therefore, in this process, there is an element of employee development so that the possibility of achieving the targets specified s greater. Furthermore, what kind of performance management system should be implemented by the organization? Choosing a performance system that is suitable for an organization, of course, cannot be equated. This depends on the character, culture, and system applied in the organization itself. In other words, the tasks and functions that are the core business of the organization as well as the work culture that exists in the organization will be the determining element to determine what performance management is suitable. Pulakos (2004) suggests that " choosing a performance management system is determined or considers the needs of organizational functions and objectives, organizational culture, and how it integrates with other HR management systems. There is no one proper performance management system that fit for all organizations."

5 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m However, it should be mutually understood that performance management is carried out to achieve organizational goals and to ensure organizational activities in order to achieve the expected results. Therefore, management efforts are needed in its implementation. Thus, the essence of performance management is how to manage all organizational activities to achieve the organization's goals that have been set before. Accuracy in selecting and implementing performance management that suits the needs of organizational tasks and functions and the existing work culture, which is later able to be integrated with the organization's resource management system properly, will affect the effectiveness of the performance management process itself. One example related to the effectiveness of performance management systems resulted from a survey Watson Wyatt (in Pulakos, 2004) concluded that only 3 out of 10 workers agree that the performance management system in his company succeeded in driving performance improvement. Less than 40 percent of workers think there has been clarity on performance targets, honest feedback, or has successfully implemented technology to help simplify processes. There are several possibilities that make the worker's response is still low (less than 40% respond positively) to the effectiveness of this performance management system. For example, it is possible to select a performance management system that is applied less precisely relevant to the needs of organizational function when integrated with other human resource management. Or it is also possible that there is a process that is not in accordance with the work culture of the organization so that it affects the perception of employees, both individually and team, to the implementation of this performance management system. This is relevant to the opinion of Armstrong (2006) who identified that obstacles in this performance management can arise from managers (leaders) and employees who feel that with the implementation of performance management this becomes an additional burden in work, or because there are interests that may be disturbed. Thus, the problem is not the poor design of the performance management system itself, both the instrument and the process, but the problem lies at the core of the performance itself which is less accommodated in nature if it is associated with organizational conditions. This is because performance is very

6 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m personal concerned with the individual character of employees and the organizational culture it applies. Particularly for the public sector, performance management challenges are no less great because of various problems in its cultural character. Management systems tend to remain bureaucratic, strong hierarchical patterns, with a thick red tape, while performance management systems require dynamics supported by harmonious competence and capability. In addition, government agencies have tasks and functions that tend to be general in nature with their output being "vague" as one measure of accountability, they become difficult to measure. As an entity that is entrusted with taking care of the public interest, then a clear and measurable performance becomes a measure of whether the management it implements has been in accordance with the mandate. Current Performance Management Policy The main reference to the current ASN management is Law No. 5 of 2014 on the State Civil Apparatus, or also called the ASN Law. As the main guideline, the ASN Law mentions the importance of performance for ASN, among others: ASN must account for its performance (considering in letter c) Performance as one of the elements in implementing the merit system (General Provisions Article 1 number 22) As a basic value that must be accounted for to the public (Article 4 letter h) Some institutions whose authority is regulated in the ASN Law have also received the mandate to control the performance of ASN, such as the Indonesian State Civil Apparatus Commission (KASN) among others to realize highperformance ASN, The National Civil Service Agency (BKN) to foster and evaluate the implementation of ASN management including to build an ASN performance assessment system, and the National Institute of Public Administration (LAN) to encourage the realization of high-performance ASN through the development and implementation of competency development. However, in the civil service management cycle, the performance aspect is only in terms of "performance assessment" (article 55 Paragraph (4)) and does not explain the overall performance management process. But in other articles

7 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m performance assessment is mandated as one of the considerations in career development, in addition to other aspects in career considerations, namely qualifications, competencies, and agency needs (Article 69 paragraph (1)). In line with the substance of civil service management aspects in the form of "performance assessment", the ASN Law further regulates the performance assessment as stated in articles 75 to 78. Article 78 further mandates that the arrangements related to performance assessment are regulated further with Government Regulation (PP). Then, PP No. 30 of 2019 was enacted concerning civil service performance assessment. However, the policy only regulates the performance of civil servants, while Government Employees with Work Agreement (PPPK) performance assessment is not regulated, even though ASN elements include civil servants and PPPK. This needs to be a concern because PPPK is also part of ASN so it is also necessary to build a performance management system in order to make the management of ASN performance intact and not partial. Referring to the regulations governing PPPK in addition to the ASN Law, namely Government Regulation (PP) No. 49 of 2018 on Management of Government Employees with Work Agreements, in fact, it has been mandated to regulate PPPK performance. Some of these provisions include: ● one aspect of the 9 aspects of PPPK management is performance assessment (Article 3 letter c). ● The Employment Agreement shall include among other things "performance targets" (Article 33 letter b) ● "Performance Assessment" is regulated in Articles 35 and 36, where article 36 mandates that further provisions related to performance assessment for PPPK are regulated by Ministerial Regulation. Meanwhile, the Ministerial Regulation to regulate the PPPK performance assessment system is still not available. It means that it becomes one of the "homework" that must be a concern so that the management of ASN performance can be completely and thoroughly managed.

8 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m Referring to the policy of Government Regulation No. 30 of 2019 on Civil Service Performance Assessment, it can be known that the civil service performance management system includes the components as described below: Figure 1.1. Performance Management System Further discussion of the above components will be discussed in the next chapters of this book. Next, related to technical discussions in subsequent policies regarding civil service performance management systems, performance planning, job standards of work behavior, implementation, performance monitoring, performance coaching, creation of new ideas, and/or new ways of performance improvement that benefit the organization or state, performance assessment, follow-up, and civil service performance information system, regulated in the Regulation of the Minister of Administrative and Bureaucratic Reform (Permenpan RB) Number 8 of 2021 on Civil Service Performance Management System. In Article 1 paragraph (1) of the policy, it is stated that what is meant by the Civil Service Performance Management System is a systematic process consisting of performance planning; implementation, monitoring, and coaching of performance; performance assessment; follow-up; and performance information systems. This policy is regulated regarding all components of performance management including how performance management data can be managed properly through an Information System.

9 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m Performance Management and Performance Accountability System of Government Institution (SAKIP) Speaking of performance management, then we need to look at individual performance as an integral part of organizational performance. This attachment begins with performance planning where the organization's strategic plan (institution) must be broken down into a cascading format in smaller units. Each unit leader is responsible for the performance target achievement of his unit which is distributed into the target of the lower unit/smaller until finally reached the smallest unit, namely the executive staff individually. The process of strategic planning, determination, and distribution of targets up to the level of measurement is referred to as the Government Institution Performance Accountability System (SAKIP). This SAKIP arrangement is stipulated in Government Regulation No. 8 of 2006 on Financial Reporting and Performance of Government Institutions and followed up with Presidential Regulation No. 29 of 2014 on Government Institution Performance Accountability System (SAKIP). Presidential Decree No. 29 of 2014 stated that the Performance Accountability System (SAKIP) is a systematic series of various activities, tools, and procedures designed for the purposes of determining and measuring, collecting data, classifying, accounting, and reporting performance to government agencies, in the framework of accountability and government institution performance improvement. In addition to being an instrument of accountability SAKIP is also an instrument to encourage performance improvement. Performance in this case is defined as the output/result of activities/programs that have been or are to be achieved in connection with the use of budgets with measurable quantity and quality. Performance Management Implementation Challenges Looking at the various achievements of the current performance of government agencies that tend not to be optimal, of course, planned and sustained efforts are needed in order to improve it. PP No. 30 of 2019 on Performance Management and Permenpan No. 8 of 2021 on Civil Service Performance Management System, became the foundation to take strategic steps to improve performance management in each agency. Nevertheless, these

10 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m efforts are faced with several challenges that demand anticipation efforts and effective relevant measures. Some of the challenges in implementing a good performance management system today include: existing technical guidelines and instrumentation are still too complex and complicated; synchronization of performance management at the agency level with that of individual performance; implementation of performance data management with IT utilization has not yet been integrated; utilization and follow-up of performance assessment results have not been implemented; the implementation of flexible working arrangements (FWA) has not been regulated in existing Performance Management System policies; and Performance management for the government employees with work contract (PPPK) is not yet regulated firmly and clearly. In terms of technical guidelines, including instrumentation needed to implement a performance management system, PP No. 30 of 2019, mandates several implementation regulations that must have existed no later than 2 years since the PP was promulgated. Since PP No. 30 of 2019 was promulgated on April 29, 2019, various mandated implementation regulations should be available no later than April 29, 2021. With the enactment of the Permenpan RB No. 8 of 2021 on the Performance Management System on March 17, 2021, the mandate of Article 60 PP No. 30 of 2019, especially paragraph (1), has been fulfilled. However, there are three articles of the mandate of Article 60 that have not been followed up, namely: ● Paragraph (2) on further provisions regarding the mechanism of joint approval and evaluation and the mechanism of supervision of the implementation of the Civil Service Performance Management System (Ministerial Regulation which is the minister who organizes government affairs in the field of administrative and bureaucratic reform); ● Paragraph (3) on further provisions regarding the imposition of administrative sanctions up to the dismissal for functional/professional

11 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m officials whose performance assessments get the predicate of poor or very poor (Ministerial Regulations that organize government affairs in the field of administrative and bureaucratic reform); and ● Paragraph (4) regarding further provisions of closed-door survey procedures (The Chairman Regulation of The National Civil Service Agency (BKN)); Closed survey procedures as referred to in Article 40, Performance Rating as referred to in Article 52, and management of information and data assessment of civil service performance as referred to in Article 60 paragraph (3), paragraph (4), and paragraph (5) stipulated in the BKN Regulation. In the event of its enactment, PP No. 30 of 2019 is set to be effective 2 (two) years from its promulgation, as mentioned earlier meaning it should be effective from April 29, 2021. However, specifically related to the provisions of "Assessment of Work Behavior based on the assessment of equal level colleagues and direct subordinates", maximum lenient time is given of up to 5 (five) years since it was enacted, which must be enforced no later than April 29, 2024. The next challenge is how to align an organization's performance targets with individual performance targets. Of course, this alignment must begin with the determination of performance indicators that must also be divided into tiers (cascading) which are then continued with the targets that must be achieved with an approval process that is divided into tiers as well. The practice of setting indicators, targets, and distributing them to the individual level is still a major challenge in various government agencies. A very important element in the next performance management is related to the management of data in the form of Information Systems. Considering the dynamic and great data managed, information technology is required to accommodate the situation. PP No. 30 of 2019 specifically pays attention to the importance of Information Systems. In Chapter VII, which specifically regulates this information system, it states that data and information on all aspects of performance management must be managed in an information system from performance planning, implementation, monitoring, coaching, assessment until the follow-up.

12 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m Figure 1.2. Challenges of Performance Management System Implementation The importance of this information system is intended to manage performance, data, and information as crucial aspects to be managed properly. For this reason, how this system can run well in terms of commitments to budget, information technology support, the availability of competent human resources in the field of information technology, and infrastructure remains to be a challenge to be available equally in all government agencies throughout Indonesia. The next aspect that becomes a challenge is how to utilize the results of performance assessments, especially associated with employee coaching. This is important to be a concern because if high performance does not get adequate appreciation, it will cause demotivation due to the onset of unfair feelings. It is a challenge for all agencies to be able to follow up on the results of assessments both against high performers and against low-performing employees below the standards or targets set. Similarly, when the Covid-19 pandemic that forced ASN to work from home (Work From Home-WFH or flexible working arrangement - FWA) has raised its own challenges in managing performance. Of course, in the context of performance, which not only looks at aspects of attendance and work but is also more oriented to the achievement of performance without the presence of employees in the office. But the condition of performance management in most

13 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m government agencies is currently not yet ready in implementing work patterns with a full performance orientation. The final challenge is related to the existence of Government Employees with Work Agreements (PPPK) which are part of ASN. PPPK performance management needs to get its own attention because of the nature of PPPK work ties that are not permanent (temporary), and they are recruited with special competencies needed by the organization in urgent circumstances. In this condition, it takes the ability to synchronize target agencies, target distribution (cascading) to the individual level which of course includes civil servants and PPPK. Because of these challenges, current performance management practices use systems that vary between government agencies both central and regional. However, this book does not intend to uniformize the performance management system that must be applied but rather aimed at helping agencies that still have difficulty in implementing a good performance management system. For this reason, this book also provides an overview or example of performance management systems applied in various government agencies that are seen as inspiring. Innovation is still needed so that the system built can be optimal in accordance with the capabilities and consensus of the organization, while keeping equally directed at efforts to create optimal employee and organizational performance.

14 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m CHAPTER II PERSONNEL PERFORMANCE PLANNING The Urgency of Performance Planning As urban communities in the city, we may have felt resentment because of severe congestion. This is due to the development that was not planned properly and correctly by the city government. Usually related to road, sidewalk, sewage construction, installation of electrical and telephone wiring, installation of aqueducts, and others are not done sequentially correctly. Things that are often encountered after the construction of the road is completed, not long later dismantled again for the installation of electrical or telephone cables or aqueducts, after which build sidewalks and after that, it is uncovered again to build sewages. The implementation of work like this in addition to taking a long time also makes the quality of work not in accordance with the standards that have been set before. And this is often we find a path that is broken because of other former excavations of work. Therefore, planning activities properly and correctly becomes vital. Both in the sense of the division of roles from each level of the organization and employees must be clear and not overlap with one another. True in the sense of activities carried out sequentially as business processes or standard operating procedures that have been established. Looking at the case above, then good performance planning must be related to the organization's performance plan at the macro, mezzo, micro-level, and up to employee performance. Conceptually, performance experts agree that employee performance management is an integral part of organizational performance management. This is because employee performance targets will contribute to micro, mezzo, and macro level of organizational performance. Aguinis (2013, p.2) even expressly defines performance management as a "continuous process of identifying, measuring, and developing the performance of individuals and teams and aligning performance with the strategic goals of the organization". But in practice, organizational performance plans and employee performance plans are not yet interrelated. Let alone with the organization's plan, even between the leadership and the employee performance plan they are not yet related to each other. The enactment of Government Regulation (PP)

15 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m No.30 of 20l9 concerning Civil Service Performance Assessment provides a synergizing spirit between the organization's performance plan and the employee performance plan. This is seen in Article 8 paragraph 2 in particular which mentions that the Process of Preparing Employee Performance Targets is carried out by making strategic planning of Government Agencies, Performance Agreements, Organization and Governance, Job Description and Employee Performance Target (SKP) of direct superiors. Michael Armstrong (2006) said performance management systems include performance planning, performance plan implementation, monitoring, assessment, and follow-up. It is certain that all management experts put the planning function to be the first thing to do in the management cycle. The urgency of planning becomes the first stage in management, among others, because it provides direction, reduces the risk of uncertainty, reduces overlap, promotes creative ideas, facilitates decision making, sets control standards. In the Regulation of the Minister of Administrative and Bureaucratic Reform (PermenPANRB) No. 12 of 2015 on Evaluation Guidelines of Implementation of Government Agency Performance Accountability System, Aspects of performance planning are even given the highest assessment weight of 30%, Performance Measurement 25%, Performance Reporting 15%, Performance Evaluation 10% and Performance Achievement 20%. Thus, organizations that do not have a performance plan are the same as organizations that do not have direction, performance standards, organizational policies not based on needs, and great inefficiencies. Furthermore, performance planning according to Michael Armstrong (2006) can be understood as an agreement of leaders and employees about what and how to achieve goals (performance). What must be done to achieve goals, raise standards, improve performance and develop competencies? And, how are technical performance measurements and the evidence required to show the level of competence? What refers to the output of activities to which an agreement must be reached or performed at a given time. The performance target that becomes the agreement has at least an element of quantity, quality, and time as a performance standard. To facilitate controlling performance achievement also needs to be equipped with an action plan. Furthermore, for the assessment of employee performance objectively, fairly, and transparently, every activity has a reliable technical measurement. Objective performance

16 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m measurement is very important for the provision of rewards and follow-up for their performance achievements. Employee performance planning is mandated in Article 6 paragraph 1 letter a Government Regulation (PP) No.30 of 20l9 concerning Civil Service Performance Assessment that consists of a) performance planning, b) implementation, Performance Monitoring, and performance coaching, c) performance assessment, d) follow-up, and e) Civil Service Performance Information System. The performance management system as stipulated in Article 3 is a prerequisite for conducting performance assessments of civil servants based on performance planning at the individual level and unit or organizational level, taking into account the targets, achievements, results, and benefits achieved as well as the behavior of civil servants. In detail, Performance Planning is regulated in Chapter III which includes The First Part: Preparation of Employee Performance Goals, Part Two: Preparation of Employee Performance Target (SKP) for High Leadership Officials, Third Part: Preparation of SKP for Management of Independent Work Unit, Part Four: Preparation of SKP for Administrators, Part Five: Preparation of SKP for Functional/Professional Officials, Sixth Part: Preparation of SKP for Functional/Professional Officials with Double Positions, Part Eight: Setting of Staff SKP and Ninth Part on Work Behavior. The regulation of Employee Performance Targets in more detail is further regulated in PermenPANRB No. 8 of 2021 on Civil Service Performance Management System. And in more detail will be explained in the next sub-chapter. Employee Performance Goals The enactment of The Government Regulation (PP) No. 30 in 2019 became a momentum to change essentially employee performance planning, not merely formalities but more functional. One of the fundamental problems in the implementation of SKP based on PP No. 46 of 2019 is the existence of SKP only for administrative formality. This problem is what causes SKP can not be used as a basis for the implementation, monitoring, coaching, measurement and assessment of employee performance objectively and optimally.

17 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m In the general provisions of PP No. 30 of 2019, employee performance goals are performance plans and targets that must be achieved every year by the civil servants. Employee PerformanceTargets are often referred to as SKP. The use of the term SKP has actually been introduced for ten years since the enactment of PP No. 46 in 2011. So that the term is familiar to civil servants. But the fundamental question is, does every civil servant understand SKP correctly according to the provisions of PP No. 30 of 2019? What is the fundamental difference with the SKP that has been done? Therefore, before discussing more details and more technical, we will discuss the basic understanding of SKP. Understanding SKP not only knows the definition of SKP, but must be able to comprehend the essence of SKP in accordance with the spirit of PP No. 30 of 2019. This is important to be able to make a proper employee performance plan, because during the implementation of SKP with PP No. 46 of 2011 there were also many variations and differences with one another. This leads to SKP merely as a document of administrative formalities with no optimal contribution to organizational performance. As explained by Mr. Supranawa Yusuf - The Prime Secretary of The National Civil Service Agency (BKN) who mentioned that there is a difference of 15-20% between the assessment of organizational performance and employee performance. Even though both use the term SKP, essentially it has a very different meaning. PP No. 30 of 2019 uses "Performance", while PP No. 46 of 2011 uses "Work". Judging from the selection of the words "Performance" and "Work" alone of course it is very different. Literally, (kbbi.web.id) performance is understood as something accomplished, whereas work is understood as the activity of doing something. From this ‘dummy’ understanding, it can be understood that performance focuses on results, while work focuses on processes/activities. But for managers of organizational performance and employee performance, namely, the leaders of the organization, it is not enough to merely understand the “dummy”, they must understand performance management in greater detail and comprehensively. Leadership incomprehension about performance management can have a fatal impact on an organization's performance. The fatal impact of the implementation of the performance management system startsfrom unclear performance planning, illdirected implementation, unoptimal performance monitoring, invalid and

18 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m unobjective performance measurement, and assessment, and no meaningful input given for the next year's performance planning. In PermenPANRB No. 8 of 2021 Article 7, the preparation of SKP plans can be done with two models, namely: (1) basic/initiation, (2) development. The basic model/initiation can be done by government agencies that will build an Employee Performance Management System. Meanwhile, the development model can be carried out by government agencies that have built employee performance management systems. To be able to prepare SKP properly and correctly it will be explained some of the main things in the next sub chapter. The thing to note in the preparation of SKP is that at least each SKP contains two important information including individual performance indicators and performance targets. Both of these will be used as a tool for the success of civil servants in a certain time. Individual Performance Indicators Individual Performance Indicator is a measure of the performance success that will be achieved by the employee. Therefore, the preparation of performance indicators cannot be done massively but must meet several criteria so that they become accountable indicators. Some performance experts mention that the performance indicator criteria must be SMART which is an acronym of Specific, Measurable, Achievable, Reliable, and Time-bound. Specific means showing a special/unique job description. Thus individual performance indicators must be made in detail in accordance with the main duties and responsibilities of the unit/employee. Example: o The local government wants to increase the production of the agricultural sector, so it must specifically choose the type of plants and commodities and their regions. For example, increasing the production of Kaliabang rice varieties in Adimulyo Subdistrict. o For work in the form of projects or activities also need to be in detail and scope. For example, drafting the Academic Text of Government Regulations on ASN Management System. Measurable means that performance can be measured clearly, has a unit of measurement, and how to measure it. The size that can be used for example

19 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m volume, value for money, meter, kilogram, percentage or nominal number, units, documents, and others. Example: o Increase rice production of kaliabang varieties by 10% in Adimulyo Subdistrict. o Increase the production of kaliabang rice varieties by 3 tons/hectare in Adimulyo Subdistrict. o Compiling 1 (one) document of the Academic Manuscript of Government Regulations on ASN Management System In addition to the above measurements, performance indicators can also use some commonly used so far, among others: % of the number of tasks that can be completed according to the specified time; employee professionalism index; corruption index; employee competency scores, etc. Realistic (Achievable) means that the targets set can be achieved optimally with the support of available resources. To be able to set realistic targets, work units need to pay attention to data including the last three years of performance data, the same unit/sector performance data, and data on strategic environmental conditions. In addition, the determination of performance targets must also use the principle of "stretching goals" to challenge and motivate employee performance and to make a new breakthrough/innovation in rice crop production. Example o If based on data from the last three years, rice production of kaliabang varieties in Adimulyo District increased by 5%. And production in other sub-districts in kebumen regency also increased by 5%, so the target can be made higher than 5% such as 7, 8, or even 10%. Adaptive (Reliable) means that performance indicators can be adjusted to changes in the internal and external conditions of the organization. Example: Changes in performance plans due to budget refocusing policies for handling the COVID-19 pandemic as follows: o Changes in the performance plan of kaliabang rice varieties production in Adimulyo Subdistrict which was originally in week IV in June 2021 increased 5% to 2.5%, Week IV in December 2021 increased by 10% to 5%. o The elimination of the Academic Manuscript Report of the Government Regulation on ASN Management System was

20 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m completed in the fourth week of October 2021. Replaced with a Study of the economic recovery of the Industrial and Micro, Small and Medium Enterprises sector. (Time-bound) means that each process of achieving performance indicators must have a clear deadline when the project/activity must be completed. Example o Rice production in Adimulyo District in week IV in June 2021 increased by 5%, Week IV in December 2021 increased by 10%. o The monthly report is completed every week I of the following month. o The Academic Manuscript Report of the Government Regulation on ASN Management System is completed in the fourth week of October 2021. Employee Performance Types Employee performance is divided into two types, namely Key performance, and additional performance. Key performance is the result of work related to the function of the organization that is the target of priority at that time. The Key performance is always related to the work of the strategic plan, performance agreement, direct superior SKP, and job description of the main duties. For the main reference in the description of the Key performance of high-ranking officials/independent units, administrators, and functional/professional officials as in Table 2.1. Table 2.1. Key Performance Description Reference OFFICIALS PRIMARY REFERENCE HIGH LEADER Description of unit/organizational objectives (in The Plan, Performance Agreement, organization and work order, job description) INDEPENDENT UNIT Description of unit/organizational objectives (in The Plan, Performance Agreement, organization and work order, job description)

21 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m ADMINISTRATION Description of direct supervisor activities (direct supervisor SKP, organization and work order, job description) FUNCTIONAL Description of the targets of the unit/organization and/or activities of the direct superior and the organization and the work order, description of the position). Source: processed from PermenPANRB 8 / 2021 While additional performance is the task of the head of the work unit/organization that is strategic, but not the main task of the employee position concerned. Some important things that must be considered in providing additional tasks are as follows: Agreed upon by the leadership and employees. The provision of additional employee performance must be agreed upon between the employee and the head of the work unit and the performance assessment officer. The agreement must also be formalized in the form of a letter of duty or decree. Outside of the main duties of the department. Every employee must occupy the position and every position must have a description of the job title. As explained in the main performance, each job description is the main performance of employees. Therefore, every task that is not contained in the job description is an additional task of the employee. In addition, additional performance must contribute to the achievement of the organization's strategic goals. Example: o The Head of Food Crops and Horticulture was given the additional task of developing agricultural processing technology. The main performance of the Head of Food Crops and Horticulture is in improving crop repair and protection, food crop production, and horticulture. Additional tasks to develop agricultural processing technology, which should be the main performance of the Head of Agricultural Technology Processing and Marketing. o Functional Associate Expert Researchers are given the additional task of the general administration coordinator. The task of the researcher is to conduct Research, Development, and/or Assessment of Science and Technology with the Main Performance of the

22 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m Associate Expert Researchers is the result of minimal work that includes 1) paper speakers at global indexed scientific meetings. 2). Contributors to members of scientific papers in the form of articles in the globally reputable indexed scientific proceedings. 3) Contributors to members of scientific papers in the form of articles in globally indexed scientific journals of medium reprisal/ scientific books or parts of scientific books published by other international publishers/granted certified intellectual property (other than simple patents), or academic manuscripts of draft of Government Regulation (R-PP) or draft of Presidential Regulation (R-Perpres), or licensing transactions with national partners. Additional duties to become the general coordinator of the work unit/organization in handling the tasks of general administration, planning, finance and reporting as the task of supporting the unit. In line with the capacity of the employee. Employees who get additional tasks must have the competencies needed to carry out these additional tasks. Example: o The field of Food Crops and Horticulture is given the additional task of developing agricultural processing technology, so it must be ensured that the employee has competence in the processing of agricultural products. These competencies can be demonstrated by experience occupying positions or having participated in training on processing agricultural products. o Functional Associate Expert Researchers get the additional task of the General Administration Coordinator, it must be ensured that the employee has competence in the management of financial administration, management of official and archival manuscripts, and others. These competencies can be demonstrated by experience occupying positions or having participated in the training, technical guidance, workshops or socialization related to it. Directly related to the task or output of the organization, meaning that additional performance in the SKP must be related to the performance of the organization, as the example above. If getting additional tasks is not related to organizational performance, then it does not need to be included in the SKP document.

23 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m Example: o Head of Food Crops and Horticulture received the additional task of conducting the Covid 19 Justice Raid. o Functional Associate Expert Researchers get the task of carrying out direct assistance of Covid 19. It has to be strategic. This means that additional tasks related to the implementation of organizational strategies can improve organizational performance such as commitment to improving competence, knowledge, and skills. The scope of assignment can be national, provincial, or municipal as evidenced by the Decree. Performance Target The performance target is the amount of work to be achieved from each job title task that includes aspects: quantity, quality, time, and/or cost. Quantity is the number/amount of output and/or benefits (outcome). The measure of output/outcome as described in the Measurable criteria. Quality is the quality of output/ outcome. Quality measurements are set by the type and characteristics of output/outcome. Example: o Production Quality of goods e.g. Indonesian National Standard (SNI), Euro II/ Euro III/Euro IV standard. o Quality standards such as ISO 9001, ISO 14001, ISO 45001, OHSAS 18001 o Scientific Papers/Books with national/global indexed publications such as SINTA, SCOPUS o Or use very common quality standards using percentages. Time is the standard time used to complete an activity. If deadline criteria determine the end of the project/activity. By this time use the term of project/activity Example: Day, Week, Month, Three Months, Six Months, a year, five years, and so on according to needs. Cost is the funds needed to complete the activity. In accordance with the provisions in the explanation of PP 30 of 2019, the quantity aspect must be in every performance target. While Quality, Time and

24 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m Cost do not always have to be in the performance target, adjusted with the type and characteristics of the activities carried out. Performance Indicator Manual The performance indicator manual is an additional SKP instruction that contains the description, the measurement formula of each performance indicator. This instrument is important for use at the monitoring and measurement stage of employee performance. Therefore, manual performance indicator becomes an integral part of the SKP. In compiling a good performance indicator manual, at least contain some information as follows: A description of a performance plan that describes the results an organization will achieve clearly, specifically, achievably and measurably. In this description it does not explain the activity or category of work. Individual Performance Indicator description describes the measurements of performance success that the employee will achieve with more operational, performance measurement formula and objectives. Unit of measurement of Individual Performance Indicators that are fixed and in accordance with the type of employee performance. The quality and level of KPI control describe the level of performance in accordance with the level of organization, among others, outcomes, low control level output, medium control level output. The data provider unit for performance measurement describes the work unit that will be a reference for obtaining performance data. The reporting period describes the time to provide reports periodically, including monthly, quarterly, semesterly, and annually. But for the performance indicators of a strategic plan or performance agreement already has a performance indicator manual, then high-ranking officials (PPT)/independent work units (PUKM) do not need to compile it.

25 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m Table 2.2. FORMAT A.3 PERFORMANCE INDICATOR MANUAL SKP HIGH OFFICIALS AND LEADERS OF INDEPENDENT WORK UNITS NAME OF INSTITUTION ASSESSMENT PERIOD .. JAN to … DEC Year … OFFICERS ASSESSED PERFORMANCE ASSESSOR OFFICER NAME NAME EMPLOYEE ID Employee IDP (*optional) RANK/LEVEL RANK/LEVEL POSITION POSITION WORK UNIT WORK UNIT PERFORMANCE PLANNING DESCRIPTION PERFORMANCE PLAN PERFORMANCE INDICATORS DESCRIPTION Definition Formula Objective MEASUREMENT UNIT KPI TYPE ( ) Outcome ( ) Full Controlled Output ( ) SemiControlled Output AUTHORITY DATA PROVIDER DATA SOURCE REPORTING PERIOD ( ) Monthly ( ) Quarterly ( ) Semesterly ( ) Annually Place, date month year Employee assessed Name Employee ID

26 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m Drafting of the SKP Plan In PANRB Regulation No. 8 of 2021 Article 7, the preparation of SKP plans is divided into two models, namely: (1) basic/initiation, (2) development. The basic model/initiation is carried out for government agencies that will build an Employee Performance Management System. Meanwhile, the development model can be carried out by government agencies that have built employee performance management systems. The important thing in preparing a good SKP plan must pay attention to two things, namely (1) cascading SKP, (2) implemented with dialogue. Cascading SKP rangesfrom High Official (JPT) or Head of independent Unit to Administrator and Functional Officer according to their level, such as Table 2. The process of preparing SKP is carried out by dialogue between employees and assessment officials and or performance teams/managers. This aims to ensure the preparation in a cascading manner in line with the performance goals of the organization, work units, work teams, and direct superiors. This confirms that the preparation of SKP cannot be done by each employee. However, the preparation must be done together with the leadership and employees in the organization. Therefore, the timing of the preparation of the SKP plan coincides with the preparation of the Annual Performance Plan of Government Agencies and Performance Agreements, namely the previous budget year. If in the second week of January they do not do the process of preparing SKP, the performance manager/performance management team drafts the SKP plan. High Leadership Officer and Independent Unit The stages of preparing the SKP of High Leadership Officers and Independent Units the initiative/basic model is as follows: Studying the strategic plans and performance agreements This stage is done to understand the strategic goals of the organization, performance goals, and align strategic goals. Setting Employee Performance Goals This stage identifies the Key performance, additional performance, and the indicator manual. Drafting a Performance Indicator Manual

27 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m Table 2.3. FORMAT A.1.1 SKP PLAN OF HIGH OFFICIALS AND HEADS OF INDEPENDENT UNITS NAME OF INSTITUTION ASSESSMENT PERIOD .. JAN to … DEC Year … OFFICERS ASSESSED PERFORMANCE ASSESSMENT OFFICER NAME NAME Employee ID Employee ID (*optional) RANK/LEVEL RANK/LEVEL POSITION POSITION INSTITUTION INSTITUTION NO PERFORMANCE PLAN INDIVIDUAL PERFORMANCE INDICATOR TARGET (1) (2) (3) (4) A. KEY PERFORMANCE 1 Key Performance Plan 1 KPI 1.1 Target 1.1 (filled with targets contained in Key Performance and can be added with Strategic Plan, Additional Performance Plan, and Directive) (filled with targets contained in Key Performance and can be added with Strategic Plan, Additional Performance Plan, and Directive) (filled with targets contained in Key Performance and can be added with Strategic Plan, Additional Performance Plan, and Directive) KPI 1.2 Target 1.2 2 Key Performance 2 KPI 2.1 Target 2.1 ((filled with targets contained in Key Performance and can be added with Strategic Plan, Additional Performance Plan, and Directive) (filled with targets contained in Key Performance and can be added with Strategic Plan, Additional Performance Plan, and Directive) (filled with targeted action plans/strategic initiatives to achieve the targets in Key Performance and can be added with Strategic Plan, Additional Performance Plan, and Directive) KPI 2.2 Target 2.2 B. ADDITIONAL PERFORMANCE 1 Additional Performance Plan 1 (Can be continued in the current year) KPI 1.1 Target 1.1 Source: Appendix of PermenPANRB 8/2021

28 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m The stages of preparing the SKP of High Leadership Officers and Independent Units development model are as follows: Studying strategic plans and performance agreements This stage is done to understand the strategic goals of the organization, performance goals, and align strategic goals. Setting Employee Performance Goals This stage identifies key performance, additional performance, grouping performance plans, and indicator manuals. Grouping Performance Plans This stage of performance is grouped into 4 including service recipients, business processes, internal reinforcement, and budgets. Drafting a Performance Indicator Manual

29 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m Table 2.4. FORMAT A.2.1 SKP PLAN OF HIGH OFFICIALS AND HEAD OF INDEPENDENT UNITS NAME OF INSTITUTION ASSESSMENT PERIOD .. JAN to … DEC Year … OFFICERS ASSESSED PERFORMANCE ASSESSMENT OFFICER NAME NAME Employee ID Employee ID (*optional) RANK/LEVEL RANK/LEVEL POSITION POSITION INSTITUTION INSTITUTION PERSPECTIVE NO PERFORMANCE PLAN INDIVIDUAL PERFORMANCE INDICATOR TARGET (1) (2) (2) (3) (4) A. KEY PERFORMANCE Service Recipient/ Business Process/Internal Strengthening/Budget 1 Key Performance Plan 1 IKI 1.1 Target 1.1 (filled with targets contained in Key Performance and can be added with Strategic Plan, Additional Performance Plan, and Directive) (filled with the performance indicators contained in PK and can be added with Strategic Plan, Performance Plan, and Directive) (filled with targets contained in Key Performance and can be added with Strategic Plan, Additional Performance Plan, and Directive) IKI 1.2 Target 1.2 Service Recipient/ Business Process/Internal Strengthening/Budget 2 Key Performance Plan 2 IKI 2.1 Target 2.1 (filled with targeted action plans/strategic initiatives to achieve the targets in Key Performance and can be added with Strategic Plan, Additional (filled with targeted action plans/strategic initiatives to achieve the targets in Key Performance and can be added with (filled with targeted action plans/strategic initiatives to achieve the targets in Key Performance and can be added with Strategic Plan, Additional

30 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m Performance Plan, and Directive) Strategic Plan, Additional Performance Plan, and Directive) Performance Plan, and Directive) IKI 2.2 Target 2.2 B. ADDITIONAL PERFORMANCE 1 Additional Performance Plan 1 (Can be continued in the current year) IKI 1.1 Target 1.1 Source: PermenPANRB Attachment 8/2021 Administrators And Functional/Professional Officials The initiative/basic model stages of preparing the SKP of Administrators and Functional Officials are as follows: Studying strategic plans, annual work plans of work units and agencies This stage is done to understand the strategic goals of the organization, performance goals, and align strategic goals. Dividing the roles of coordinator/leader and members of the work team This stage divides the performance plan of the direct supervisor (highranking officer or head of the independent work unit) to the coordinator/head of the work team. Furthermore, the role is divided into all teams/employees. In dividing the work direct cascading and nondirect cascading methods can be used. Determining a performance plan This stage composes key performance and additional performance. Key performance is mandatory performance related to the strategy of the direct superior performance plan for the achievement of the work unit and organizational goals. Determining aspects of individual indicators and performance indicators This stage determines the proper aspects of performance indicators to measure a performance plan (quantity, quality, time, and cost). Setting a Target

31 S t a t e C i v i l A p p a r a t u s ( A S N ) P e r f o r m a n c e M a n a g e m e n t S y s t e m Determine the expected results of work in accordance with policies, stakeholder expectations, and rationale. As well as providing a tolerable error over performance. Preparing the Linkage of SKP with Functional Official’s Credit Numbers This stage applies specifically for functional officials and becomes an attachment to the SKP Format.