BUKU STATE CIVIL APPARATUS (ASN)

82 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 1. The implementation of counseling activities is a process of advising, mentoring activities are a guiding process and the coaching process is a partnering process. 2. Counseling activities aim to improve past problems related to behavior, mentoring activities fix problems in the present related to performance, and performance improvement, and coaching activities for the future performance that exceed the targets set. 3. Counseling and mentoring activities still refer to the ASN performance management process, as for coaching activities they refer to not only the performance management process but also to the talent management. 4. Communication strategy of counseling activities is more one-way (meaning a client must comply with the advice of his counselor) while mentoring and coaching communication strategies is two-way (the implementation of mutually reinforcing communication)

83 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 V EMPLOYEE PERFORMANCE MEASUREMENT Understanding Performance Measurement 1. Concept of Performance Measurement Performance measurement activities are part of a long process in a performance management system, consisting of performance planning, implementation, monitoring, and development performance; Performance assessment; follow-up; and performance information systems. Performance measurement is a very important part and can be said to be the tipping point. This is because the results of this measurement become the basis for decisionmaking on compensation for an ASN, both in the short and long term. In this case, compensation is benefits, promotions, and retention, as well as various other forms of compensation. Performance measurement for the State Civil Apparatus (ASN) is often perceived as a difficult action to take especially related to the outcome to be produced. Performance Measurement itself according to government regulations is a performance management cycle at the stage after performance planning and performance monitoring is carried out. To measure whether employee performance has been achieved? Whether it meets certain categories that show that an employee has made some achievements or not, civil servants (PNS) must perform a performance measurement system. To measure civil servant performance, every government agency needs a performance measurement system as a standard used to have data or information about performance progress that has been achieved in each period. Measurements can be taken monthly, quarterly, semesterly, or annually, and are documented in performance measurement documents in line with the needs of the organization. In addition, it is supported by a performance measurement system

84 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 that applies to each agency based on supporting data about the progress of performance that has been achieved on each performance measurement.12 The concept of performance measurement has been widely adopted from various representative sources. Robert Kaplan and David Norton developed the balanced scorecard (BSC) concept in the early 1990s, in an effort to monitor the achievement of organizational goals. A balanced scorecard (BSC) is an instrument in a strategic management system based on 3measurement, establishing activities in a strategy, and monitoring the performance of that strategy in an effort to achieve its goals (Robert Kaplan and David Norton). The use of BSC in the public sector is sometimes still in question (doubtful) in terms of how the perspectives elaborate it and produce conformity in the results. So far it only works in the private sector. But actually, the balanced scorecard appears to provide greater benefits for the public sector. A striking difference with the private sector is that consumer demand is not only seen in quarterly sales reports, but also directly from the market although it is subtle and extremely rare. Table 5.1. Balance Scorecard Perspective on the Private & Public Sector Perspective Private Organization Public Organization Financial How to provide value to shareholders How to give value to society Customer How customers rate an organization's performance How the public assesses the public services provided Internal Process What is the strong point of the process/product Do development programs deliver the expected results? Learning & Growth Get organizations to improve and create value in customers, employees, management, and organizations Get organizations to improve and create value in society, civil servants, management, and organizations 1 Smith, P. (1993), “Outcome-related performance indicators and organizational control in the public sector”, British Journal of Management, Vol. 4, pp. 135-51. 2 Government Regulation No. 30 of 2019 on Assessment of Performance of Civil Servants, article 29 3 Kaplan, Robert S. and Norton, David P., 1996, Balanced Scorecard, Translating Strategy Into Action, Language Transfer: Peter R. Yosi Pasla, 2000, Jakarta: Erlangga.

85 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 This perspective that then underlies the public sector begins to take a BSC approach in measuring performance and implementing strategies. Society as consumers of government services or the public sector becomes a determining factor in how the services delivered by the government will be better, effective and efficient. 2. Objectives of Employee Performance Measurement Performance measurement is very important to see how the results of work that has been done and achieved by an employee, and whether it needs improvement/intervention. Measuring employee performance does not only stop in categorizing employee performance, and in giving rewards or punishments for individual performance. But the main goal is how an organization can carry out its performance and is strongly supported by the performance of its employees for something to be achieved or produced within a certain period of time. In addition, performance measurements also provide some benefits (Papadopulos, 2018), among others: a. Identifying points of weakness for employee performance improvement; b. Understanding Cost Efficiency (Return-on-Investment) for employee performance, so that it can help provide compensation; c. Determine and evaluate the performance of employees and organizations; d. Motivate employees to perform better; and e. Create balance in the organization's work team. 3. Employee Performance Measurement Policy Performance Management is a process to manage measurable work results to ensure the targets set at the beginning can be achieved properly through planning, assessment, implementation, monitoring, coaching, and performance follow-up. In its implementation, Performance Management is integrated in providing input for the process of developing employees in a career, competency models that need to be developed, compensation, and discipline enforcement. The promulgation of Permenpan No. 8 of 2021 on the Performance Management System is the first step to improve the ASN Performance Management arrangement which previously Performance Assessment was always associated with the Process of Promotion and Assessment of Work Performance (DP3). The Permenpan elaborates in detail about the ASN

86 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 System. Therefore, the author tries to convey it in a simpler and applicative language to give a more tangible picture to the reader so that it is easy to implement at the workplace, especially as an ASN. The existence of Permenpan No. 8 of 2021 is a derivative of Government Regulation No. 30 of 2019 on Performance Assessment of Civil Servants (PNS) which substitutes PP Number 46 of 2011 on Civil Service Performance Achievement Assessment. By this regulation, it is expected that the performance achievement assessment can be more objective in its assessment. Broadly speaking, the comparison between PP No. 46 of 2011 and PP 30 of 2019 is as follows: Table 5.2. Comparison of Civil Service Performance Assessment Policy Substance PP 46 of 2011 Civil Service Performance Achievement Assessment PP 30 of 2019 Civil Service Performance Assessment General Terms ASSESSMENT OF CIVIL SERVICE PERFORMANCE ACHIEVEMENT A systematic assessment process carried out by assessment officials on employee work targets and civil service behavior. CIVIL SERVICE PERFORMANCE MANAGEMENT SYSTEM A systematic process consisting of performance planning; implementation; monitoring; and performance development; performance assessment; follow-up; and performance information systems General Terms WORK ACHIEVEMENT The results of work achieved by each civil servant in the organizational unit in accordance with employee work targets and work behavior. CIVIL SERVICE PERFORMANCE the results of work achieved by every civil servant in the organization/units in accordance with Employee Performance Targets (SKP) and Work Behavior. General Terms EMPLOYEE WORK TARGETS (SKP) EMPLOYEE WORK TARGETS (SKP)

87 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 Work plan and targets to be achieved by a civil servant performance plan and targets to be achieved by a civil servant who must be reached every year. General Terms TARGET the amount of workload to be achieved from each job title. TARGET The amount of work to be achieved from each job title. General Terms CIVIL SERVICE PERFORMANCE ASSESSMENT TEAM the team formed by the authorized officer (PyB) to give consideration to the Civil Service HR Development Officers (PPK) proposed appointment, transfer, and dismissal in office, competency development, grant civil service award. General Terms PERFORMANCE MONITORING a series of processes carried out by civil service performance assessment officers to observe achievement of performance targets contained in SKP. General Terms PERFORMANCE GUIDANCE a continuous and systematic process carried out by direct superiors to assist civil servants to know and develop the competency of civil servants, and prevent performance failure. General Terms PERFORMANCE COUNSELING processes to identify and assist in solving performance behavior problems faced by civil servants in achieving performance targets. General Terms PERFORMANCE RATING comparison between the performance of civil servants with other civil servants in 1 (one) work unit and/or agency. General Terms CIVIL SERVICE PERFORMANCE INFORMATION SYSTEM Business process and procedures for collecting, processing, analyzing,

88 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 presenting, utilizing, and documenting civil service performance data in an integrated manner. General Terms PERFORMANCE MANAGER officials who carry out the duties and functions of managing the performance of civil servants. Planning Performance Chapter 5 Verse (2) EMPLOYEE WORK TARGETS (SKP) contains job activities and targets that must be achieved within a period of judgment that is real and can be Measured. Article 9 Paragraph (1) and (2) EMPLOYEE PERFORMANCE TARGETS (SKP) contains the main performance that must be achieved by a civil servant each year and can contain additional performance. Article 10 Key performance and an additional performance at least Consist of: a. Individual Performance Indicators; and b. Performance targets. Planning Performance Chapter 5 Verse (1) SKP DRAFTING based on the agency's annual work plan. Article 8 SKP DRAFTING Consider: a. strategic planning of Government Agencies; b. performance agreements; c. organization and work arrangements; d. job description; and/or e. SKP of direct superior. Work Behavior Article 12 ASPECTS a. service orientation; b. integrity; c. commitment; d. discipline; e. cooperation; and F. leadership. Article 25 ASPECTS a. service orientation; b. commitment; c. work initiatives; d. cooperation; and e. leadership. Article 13 Paragraph (1) and (2) ASSESSMENT it is conducted through observation Article 37 ASSESSMENT a. Assessment of Work Behavior conducted by the Civil Service

89 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 by the assessment officer and can consider the input other equal-level assessor officials within each work unit. Performance Assessment Officer, and can be based on peer assessment b. equal-level and/or direct subordinates. Performance Appraisal Article 15 VALUATION WEIGHTS § SKP element 60% § 40% work behavior Article 41 Paragraph 2 VALUATION WEIGHT SKP 70% and work behavior 30% SKP element 60% and work behavior 40%* *) for Government Agencies that apply a 360° assessment Article 8 Paragraph (2) REALIZATION OF WORK If it exceeds the target then the SKP assessment can be more than 100 Article 41 Paragraph (2) REALIZATION OF PERFORMANCE Realization of civil servant performance that exceeds performance targets, achievement values The highest performance at 120. (Source: Ministry of PAN RB, 2020) Furthermore, in Permenpan Number 8 of 2021, it is clear that the performance assessment of civil servants is done with performance measurements carried out in a performance measurement system. Performance measurements are carried out on the achievement of Employee Performance Targets (SKP) by comparing the realization and performance targets, and employee work behavior as measured by the 360-degree Feedback Assessment. In terms of the implementation of its policies, each government agency in an effort to seek an employee performance assessment determines the period of performance measurement that applies within the agency. In addition, measurements are based on evidence or documentation. The Mechanism of Civil Service Performance Assessment applies the following assessment process: a. It is done every end of December in the current year and at the latest the end of January of the following year.

90 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 b. Conducted by performance assessment officials or other officials who are given delegation of authority. c. In the event that assignments or responsibilities are given by highranking officials in other work units, the relevant officials may provide assessment recommendations on employee performance plans related to assignments to performance assessment officers. d. Performance assessments for seconded employees/employed by friendly countries, international institutions, professional organizations, and private bodies determined by the government both domestic and abroad are carried out based on materials obtained from the agencies where they work. e. Assessment of the performance of high-ranking officials and work unit leaders and the time of the follow-ups is in line with the issuance of SKP assessment results (if measured by other agencies and not in accordance with the assessment period) f. Performance assessment for employees who experience rotation, transfer, and/or other assignments related to job duties and functions during the current year is carried out using proportional methods based on the SKP period. g. Performance assessment for employees who undergo study assignments based only on GPA and graduation timeline.

91 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 5.1. Civil Service Performance Assessment (Source: Ministry of PANRB. 2021) In the Performance Assessment, there are provisions that apply to the SKP Assessment of High Leadership Positions (JPT) and to Administrators (JA) and Functional/Professional Positions (JF) conducted in annual performance. The steps of The Employee Performance Target Assessment for High Leadership Positions with a basic model based on annual Performance Measurement, are carried out as follows: Figure 5. 2. SKP assessment for JPT (Source: Ministry of PANRB. 2021) While the SKP Assessment measures for JA and JF with the following Basic Models: Figure 5.3. SKP Assessment for JA and JF (Source: Ministry of PANRB. 2021) 4. Performance Measurement Implementation Time In Permenpan 8 of 2021, the implementation performance measurement system can be carried out monthly, quarterly or semester or annually in accordance with the policies of government agencies. The performance

92 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 overview is done on a quarterly basis (source: Ministry of PANRB) can be simulated like this:4 Figure 5.4. Civil Service Performance Management Cycle (Source: Ministry of PANRB. 2021) 4 Anantha, Devi. 2021. Permenpanrb Number 8 of 20021 on Civil Servant Performance Management System in the framework of Socialization. Ministry of PANRB: Jakarta

93 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 5. Employee Performance Measurement Indicator Employee Performance Targets which are further abbreviated as SKP are performance plans and targets that will be achieved by a civil servant that must be achieved every year. The SKP drafting consists of the preparation and determination of SKP with regard to Work Behavior. The process of drafting SKP pays attention to the following: 5 a. Government strategic planning; b. Performance agreements; c. Organization and work arrangements; d. Job description; and/or e. Direct superior SKP. After being drafted by the civil servants and civil service performance assessment officers and/or performance managers, it is further agreed by the concerned employee and the Civil Service Performance Assessment Officer after being reviewed by the Performance Manager. Work Behavior is any behavior, attitude or action carried out by civil servants or neglecting something that should be done in accordance with the provisions of the laws and regulations. Work behavior includes aspects of: a. service orientation; b. commitment; c. work initiatives; d. cooperation; and e. Leadership. 6. Employee Performance Assessment Team The Civil Service Performance Assessment Team is a team formed by the Authorized Officer to give consideration to the Civil Service HR Development Officer for the proposed appointment, transfer, and dismissal in the position, competency development, and granting award for the civil servants. Civil Service Performance Assessment is conducted by performance assessment officer that consists of: 5 Government Regulation No. 30 of 2019 on Assessment of Performance of Civil Servants, Article 1

94 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 a. Civil service performance assessment officials, that is, the direct superiors of the civil servants or other officials who are given delegation of authority. b. Civil service performance assessment officer provides an assessment of the SKP and the Work Behavior elements. c. Civil service performance assessment officer if absent, the assessment of the civil servant performance is carried out by superiors of civil service performance assessment officers on a cascading basis. d. Superiors of civil service performance assessment officers can delegate the authority of civil service performance assessment to the Executor of Duties (PLT) or Daily Executor (PLH). e. The assessment of civil service behavior consists of: 1. direct supervisor; 2. officials assigned to be the direct superiors of the civil servants; 3. co-workers at the same level; and/or direct subordinates. f. Co-workers at the level and/or direct subordinates as referred to in paragraph (5) letter c and letter d give an assessment of the elements of Work Behavior. g. The Civil Service Performance Assessment Team consists of civil servants who have the required competencies from: 1. Work Unit in charge of HR; 2. Work Units in charge of internal supervision; and 3. Other Work Units deemed necessary by authorized officer (PyB). 7. Methods and Categorization of Employee Performance Assessment Results In accordance with Permenpan No. 8 of 2021, the results of SKP measurement and work behavior are integrated and signed by performance assessment officials in the following format:

95 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 5.5. Performance Assessment Format a. Definition of 360 Degree Feedback Assessment 360-degree feedback in the world of Human Resources is one of the employee assessment alternatives that has been used in the business and corporate world. According to Karmawidjaja (2007), the 360-degree feedback method is a performance assessment process with a source of assessment based on a person's behavior of individuals and behavior towards superiors, co-workers, subordinates, and other members of a project team, customers, and suppliers. The application of this method in the public sector/for civil servants becomes a new model that has never existed before in the assessment of employee performance. The use of the 360-Degree Feedback Assessment is very important in providing feedback from leaders, colleagues, and lower-level staff towards their work performance. b. Benefits of 360 Degree Feedback Assessment There is no denying the 360 Degree Feedback assessment provides many aspects that are positive for the benefit of organizations and employees. Jack Zenger

96 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 (2016), an expert on 6Organizational Behavior states that the 360Degree Feedback Assessment is a major part of the leadership development program to get a large group of organizational leaders practically, who do not object and feel comfortable getting any feedback from direct subordinates, colleagues, leaders (bosses) and other groups. Even Zenger is very excited about using this feedback as a foundation of overall leadership development. Susan M. Heathfiled (2021) adds that each individual will increasingly understand how effective it is as an employee, co-worker, or other members of staff if viewed from the perspective of others.7 Some other things as a benefit of using the 360 Degree Feedback Assessment, namely: 1) Improve organizational competence because it makes it easier to see the position of the organization to face new challenges. 2) Increase employee awareness to excel at work. 3) Changes in employee behavior that are adapted to environmental changes. 4) Provide insight and alignment about the skills and behaviors desired in organizations to achieve mission, vision, and goals and live the values. c. Advantages of 360-Degree Feedback Rating 1. Performance appraisal input is feedback from various sources that can give a more complete picture of employee performance. 2. Evaluations from various sources are more objective, valid and can reduce bias. 3. Formulation of sustainable development of employee and company capabilities because it facilitates the process of continuous power identification. 1) Identify development opportunities that focus on Core Competencies. 6 Zenger, Jack. 2016. How Effective Are Your 360-Degree Feedback Assessments? Forbes. https://www.forbes.com/sites/jackzenger/2016/03/10/how-effective-are-your-360-degreefeedback-assessments/?sh=5004e97aa690 7 Heathfield, Susan M. 2021. 360 Degree Feedback: See the Good, the Bad and The Ugly. The Balance Careers. https://www.thebalancecareers.com/360-degree-feedback-information1917537#citation-1

97 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 1) Disadvantages of 360-Degree Feedback Assessment 2) It is not very informative feedback, because there's too much managerial oversight. Feedback is not entirely honest. 3) It needs full support from seniors so that the assessment process does not fall apart. 4) It involves far more data and information than a single source feedback method. 5) This approach uses a rating scale so that it feels less specific to help employees know what it takes to improve themselves. 6) There is still a tendency to "vengeful" judgment, not many reviewers are involved and only focus on the negative.

98 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 VI PERFORMANCE ASSESSMENT FOLLOW-UP The Urgency of Performance Assessment Follow-up The next step in the implementation of performance management after assessing and receiving the scores of performances is follow-up. This follow-up includes what actions should be taken by the Personnel Manager after the employee carries out his work and gets performance scores. The follow-up to this performance assessment, as mentioned in PP Number 30 of 2019 on Civil Service Performance Assessment, especially in Article 2 is aimed at ensuring the objectivity of civil service development based on the work performance system and career system. In addition, in accordance with Article 29 where the assessment of employee performance concerns 2 (two) aspects, namely employee performance targets (SKP) and behavior, then the follow-up performance assessment should also concern the two aspects. As explained in the previous chapter that the results of employee performance assessments are mapped into 9 (nine) boxes. While in PP Number 30 of 2019 on Civil Service Performance Assessment mentioned that performance assessment is stated in 5 (five) categories, namely: 1. Very Good, with a value of 110-120 or successfully create new ideas and/or new ways of performance improvement that benefit the organization or country, 2. Good, with a value of 90-120, 3. Enough, with a value of 70-90, 4. Poor, with a value of 50-70, 5. Very Poor, with a value of less than 50. The results of the performance assessment are further mapped in the form of the employee performance distribution. The distribution of performance is divided into three groups, namely employees with performance above expectations, in accordance with expectations and below expectations. This Follow-up performance assessment aims to ensure the objectivity of civil servant coaching based on the work performance system and career system.

99 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 distribution is very important because in principle all employees are expected to carry out their duties and functions in accordance with expectations. So that employees in this group distribution are the largest, which is set 60%-70% of all employees. While employees who are "super" or perform above the expectation are set distribution of 20% of all employees, so are employees whose performance is less or below the expectation set distribution of 20% of all employees. The complete employee performance document report as stated in PP Number 30 of 2019, at least, consists of performance values, performance predicates, performance problems, and employee performance recommendations. This complete employee performance document is further followed up by the HR Manager. Follow-up performance assessment is very important because it is related to what must be given to employees as a consequence of their performance achievements. Both in the form of the achievement of his SKP, and his performance behavior. Follow-up can basically be an award or reward (if the employee's performance is good, meets, or even exceeds the agreed standard) and sanctions or punishment (if the performance is not good, does not meet the agreed standards). However, the understanding of sanction/punishment does not only mean giving punishment but rather how to develop employees in order to increase or improve their performance. So it would be more accurate when it is referred to as development. The purpose of this follow-up performance assessment is to have a positive impact on employees. As explained earlier that the assessment of employee performance is to ensure the objectivity of civil service development based on the work performance and career system, so civil servants can pursue their careers according to their work performances. This is because the main goal of performance management is to manage employee performance in order to contribute optimally, in an effort, to achieve organizational goals. For employees whose performance assessment results are good (good performers), it is expected to be better, for those whose performance assessment is not good (poor performer), it is expected to be better. So that follow-up employee performance assessment can motivate employees to always improve their performance. In addition, it also provides clarity for HR managers to provide

100 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 appropriate follow-up, in accordance with the results of employee performance assessments. This Chapter will be discussed in depth the current regulatory foundation, the evolving conceptual foundation, and the performance follow-up model offered so that performance management objectives can be achieved. Policies related to Performance Assessment Follow-up In the following Sub-Chapters,regulations related to follow-up performance assessments are going to be discussed from the highest regulation, namely Law No. 5 of 2014 on ASN, to some implementing regulations both government regulations, and ministerial regulations. The following is the explanation: 1. Law No. 5 of 2014 on ASN The birth of Law No. 5 of 2014 on State Civil Apparatus (ASN) as part of bureaucratic reform has changed various approaches in the management of human resource management apparatus in Indonesia. One of them is the principle that underlies the policy and management of civil service HR or what is now called ASN which is the merit system. The merit system is the policy and management of ASN based on qualifications, competence, and performance fairly and reasonably without distinguishing political background, race, the color of skin, religion, origin, gender, marital status, age, or disability conditions (Article 1 paragraph 22 of Law No.5 of 2014). The application of merit principles that prioritize qualifications, competencies, and performance is expected to ensure fairness and objectivity in various stages of ASN management. Especially for example the results of civil service performance assessment are used to ensure objectivity in the development of civil servants and used as a requirement in the appointment and promotion, provision of benefits and sanctions, transfers, and promotions, and to follow education and training (Article 77 paragraph (5) of Law No.5 of 2014. As for PPPK (government employee with an employment contract) which is a new part of ASN, it is used to ensure the objectivity of the extension of employment agreements, provision of benefits, and competency development (Article 100 paragraph (8) of Law No.5 of 2014). The importance of performance assessment is emphasized by the way sanctions are applied to ASNs that do not achieve performance targets. Civil servants whose performance assessment does not reach the performance

101 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 target are subject to administrative sanctions until dismissal in accordance with the provisions of the laws and regulations (Article 77 paragraph (6) of Law No.5 of 2014). Whereas PPPK who are assessed by superiors and PPPK performance assessment team does not reach the performance targets agreed in the employment agreement, they are dismissed from PPPK (Article 100 paragraph (9) of Law No.5 of 2014). 2. PP No. 11 of 2017 on Civil Service Management and PP No. 49 of 2018 on PPPK Management The arrangement on performance assessment is also mentioned in PP No. 11 of 2017 on Civil Service Management and PP No. 49 of 2018 on PPPK Management. PP No. 11 of 2017 outlined several criteria of merit system where one of them is to award and impose sanctions based on objective and transparent performance assessment (Article 134 paragraph (2) letter e PP No. 11 of 2017). Furthermore, the performance assessment element is again mentioned in several stages of a civil servant and PPPK management, for example, civil servants are stated in the stage of requirements in the appointment and promotion, provision of allowances and sanctions, transfers, and promotions, as well as the development of competence. As for PPPK performance assessment becomes the basis of the extension of employment agreements, provision of benefits, and competency development. 3. PP No. 30 of 2019 on Civil Service Performance Assessment As one of the stages in ASN management, performance assessment is spelled out specifically into its derivative regulations. For civil servants, the arrangement is set out in PP No.30 of 2019 on the Civil Servant Performance Assessment. This arrangement substitutes PP No. 46 of 2011 on The Assessment of Civil Servants' Work Performance which has been declared revoked and no longer effective. In PP No. 30 of 2019, the explanation of the follow-up assessment of civil service performance is divided into several parts, namely: a. Performance Reporting; b. Performance Rating; c. Performance Award;

102 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 d. Sanctions; and e. Objection. Performance reporting here refers to the process of reporting the results of civil service performance assessment on a cascading basis from civil service performance assessment officer to civil servant performance assessment team and authorized officials (PyB). The procedure is that the Civil Servant Performance Assessment Officer signs the performance assessment document, then the document is submitted directly to the civil servant in question no later than 14 (fourteen) days from the signing. Furthermore, civil servants who are assessed and have received the results of the performance assessment must sign and return the performance assessment document to the Civil Servant Performance Assessment Officer no later than 14 (fourteen) days from receipt. If it exceeds the deadline, then the performance assessment document is established and signed by the superior of the Civil Servant Performance Assessment Officer within a maximum of 7 (seven) business days (Article 49 & 50 PP No. 30 of 2019) The process of reporting the results of civil servant performance assessment on a cascading basis from civil servant performance assessment officers to the Civil Servant Performance Assessment Team and Authorized Officials (PyB) is no later than the end of February of the following year. The report of the performance assessment document consists at least of a. civil servant performance value; b. Predicate performance of civil servants; c. Civil servant performance issues; and d. Recommendations. Furthermore, PyB uses the civil servant performance assessment document report to be used as a reference in: a. Identifying and planning educational and/or training needs b. Developing competence c. Developing a career d. Giving Allowances e. Considering transfer and promotion f. Awarding and imposing sanctions in accordance with the provisions of the laws and/or regulations

103 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 g. Following up on the problems found in the assessment of SKP and Work Behavior (Article 51 PP No. 30 of 2019) Based on the report of the performance assessment document, then PyB conducts an annual performance rating. Performance rating is done by comparing performance values and performance predicates in performance assessment documents between civil servants each year. Performance ranking can be taken into consideration in determining competency development and career development priorities (Article 52 PP No. 30 of 2019). From the results of the ranking, then the next stage is giving awards or imposing sanctions. Performance awards can be given in the form of: a. Priority to be included in the succession plan group program (talent pool) at the relevant agency for civil servants who show performance assessment with the very good predicate consecutively for 2 (two) years b. Priority for competency development for civil servants who show performance assessment with good predicates consecutively for 2 (two) years c. Performance allowance payments d. Other awards in accordance with the provisions of the laws and regulations (Article 53-55 PP No. 30 of 2019) While sanctions can be given in the form of administrative sanctions up to dismissal. High-ranking officials who do not meet performance targets (performance assessments are sufficient, poor, or very poor) and administrative and functional officials who get performance assessments with poor predicate and very poor are given 6 (six) months to improve their performance. If they cannot show improvement in performance, they should take the competency test again. Furthermore, the concerned individual will be transferred to another position in accordance with the competence possessed or placed in a lower position in accordance with the provisions of the laws and regulations. Especially for administrative and functional officials, if there are no other positions in accordance with the competence possessed or placed in lower positions that are vacant, then the concerned person is placed temporarily in a certain position within a maximum of 1 (one) year, and if it is still not available as well, then the person concerned is respectfully dismissed (Article 56-58 PP No. 30 of 2019).

104 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 Finally, if the civil servant is considered to feel objected to the results of the performance assessment given, then the civil servant is given the opportunity to express objections. The objection is conveyed to the superior of the Civil Servant Performance Assessment Officer accompanied by reasons no later than 14 days from receipt. Furthermore, the superior of the Civil Servant Performance Assessment Officer will conduct an examination by asking for an explanation from the Civil Servant Performance Assessment Officer and civil servants who are assessed. From the results of the examination, the superior of the Civil Servant Performance Assessment Officer can change and determine the results of the final performance assessment (Article 59 PP No. 30 of 2019) 4. Permenpan RB No. 8 of 2021 on Civil Servant Performance Management System This regulation is a technical regulation or derivative of PP No. 30 of 2019 on Civil Service Performance Assessment. As stated in the government regulation (PP), the explanation of the follow-up assessment of civil servant performance in Permenpan RB No. 8 of 2021 is also divided into 5 parts, namely: a. Performance Reporting; b. Performance Rating; c. Award; d. Sanctions; and e. Objection As a technical regulation, it also contains several instruments or document formats that can be used in the follow-up stage of performance assessment. Some of the document formats provided in the performance reporting process are the format of performance assessment document reports signed by Performance Assessment Officers and civil servants who are assessed, the format of performance assessment document reports that are not signed by performance assessment officers and/or civil servants who are assessed, and the format of performance assessment document reports that are changed by the supervisor of the Performance Assessment Officer after the submission of objections to the results of performance assessments from assessed employees.

105 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 Furthermore, in the performance rating process, in this regulation, it is mentioned that every government agency must submit the results of the determination of its performance rating to the Minister of PAN & RB no later than 1 (one) month since it was established. Furthermore, this data will be used by the Minister of PAN & RB to compile a profile of national civil servant performance and evaluation of related policies: a. Civil service performance management b. Competency development c. Career development, and/or d. Other civil service management. 5. PP No. 53 of 2010 on Civil Service Discipline In PP No. 30 of 2019 on Civil Service Performance Assessment and Permen PAN RB No. 8 of 2021 on Civil Service Performance Management System stated that the imposing sanction of performance assessment results is carried out based on the consideration of the civil servant performance assessment team in accordance with the provisions of the laws and regulations. Until now PP No. 53 of 2010 on Civil Service Discipline is still used as the main reference related to civil servant discipline arrangements. This PP is still valid because it is considered still relevant and new regulations as a derivative of the ASN Law on civil servant discipline do not yet exist. The contents of this PP include various obligations and prohibitions for civil servants, disciplinary penalties for their violations, administrative efforts that can be taken by civil servants who are not satisfied with the disciplinary punishment imposed on them, to the stage of the enactment of disciplinary punishment and the documenting of disciplinary punishment decisions. Disciplinary punishment is a punishment imposed on civil servants for violating civil servant disciplinary regulations stipulated in the PP. There are many lists of obligations and prohibitions that must be adhered to by civil servants submitted in this PP. Some of them fall into the category of performance for civil servants. As stated in PP 30 of 2019 that the performance value of civil servants consists of 2 elements, namely SKP value and work behavior value. SKP value is the value obtained from the results of performance measurement by comparing the realization of SKP with SKP target in accordance with the performance planning that has been set. While the value of work behavior is

106 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 given by civil servant performance assessment officials by comparing the standard of work behavior in the position with the assessment of work behavior in the position. Some of the aspects assessed in the work behavior assessment are: a. Service orientation b. Commitment c. Work initiatives d. Collaborate e. Leadership Paying attention to the elements and aspects that affect the performance value of civil servants, it turns out that this has all been regulated in civil service discipline regulations. For example, related to the value of SKP in Article 3 Number 12 PP No. 53 of 2010 stated that civil servants must achieve the employee work targets set. Furthermore, related to the value of work behavior, still, in Article 3 pp No. 53 of 2010 there are several civil servant obligations, namely: Number 5. carrying out the duties entrusted to civil servants with full devotion, awareness, and responsibility Number 7. interests of the nation over their own interests, a person and/or a group Number 8. hold a secret position that by its nature or by the order must be kept secret Number 9. work honestly, orderly, meticulously, and passionately for the benefit of the state Number 11. enter work and comply with the terms of working hours Number 14. Provide the best service to the community. Number 15. Guide subordinates in carrying out their duties Number 16. Provide opportunities for subordinates to develop their careers Civil servants who commit violations of these obligations will certainly be punished with discipline in accordance with the level of error. In PP Number 53 of 2010, it is stated that disciplinary punishment consists of 3 levels, namely light, moderate and severe disciplinary punishment. The punishment given to civil servants who violate obligations or cannot reach the annual SKP target is to range at the level of moderate to severe

107 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 disciplinary punishment. If the achievement of SKP at the end of the year is only 25%-50% then civil servants will be sentenced to moderate discipline (Article 9 number 12). However, if the achievement of SKP at the end of the year is below 25%, then the civil servant will be sentenced to severe discipline (Article 10 number 10). Civil servants who violate obligations related to work behavior will be sentenced to light to severe discipline depending on the negative impact it causes. For example, if the violation has a negative impact on the work unit it will be sentenced to light discipline (Article 8) if it negatively affects the agency it will be sentenced to moderate discipline (Article 9), and if it negatively affects the government and/or the state it will be punished with severe discipline (Article 10). The types of light disciplinary penalties that can be given to civil servants committing violations that have a negative impact on the work unit consisting of: a. Verbal reprimand b. Written reprimand c. Statement of dissatisfaction in writing While the types of moderate disciplinary punishments that can be given to civil servants whose annual SKP achievement is only 25%-50% or commit violations that have a negative impact on the agency consists of: a. Delay in periodic pay increases for 1 year b. Delay of promotion for 1 year c. Lower-level demotion for 1 year Finally, the types of severe disciplinary penalties that can also be given to civil servants whose annual SKP achievement is below 25% or commit violations that have a negative impact on the government and /or the state consists of: a. Lower-level demotion for 3 (three) years b. Removal in the framework of lower-level demotion c. Release from office d. Dismissal with respect not at his own request as a civil servant e. Dismissal not with respect as a civil servant

108 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 Follow-up Performance Assessment As explained in the previous chapter, that the results of performance assessment according to PP Number 30 of 2019 on Civil Service Performance Assessment, categorized into 5 (five) categories, namely: 1. Very good, with a value of 110-120 or successfully create new ideas and/or new ways of performance improvement that benefit the organization or country, 2. Good, with a value of 90-120, 3. Sufficient, with a value of 70-90, 4. Poor, with a value of 50-70, 5. Very Poor, with a value of less than 50. Follow-up performance assessment for employees whose performance is very good, good, sufficient, poor, and very poor of course different. This different follow-up will motivate employees to continue to improve their performance. Based on the applicable regulations, there are many follow-up performance assessments that have been regulated by the government. In PP Number 30 of 2019 on Civil Service Performance Assessment, especially in Article 51 (4) states that a complete performance assessment document that has been agreed or approved by both parties (direct superiors and employees concerned) can be used as a reference in various HR actions. Such HR actions include: 1. identifying and planning educational and/or training needs, 2. developing competence, 3. Developing a career, 4. providing allowances, 5. considerating transfer, and promotion, 6. imposing award and sanctions in accordance with the provisions of the laws and regulations, and/or 7. follow up on the problems found in the SKP assessment and work behavior. On that basis, it means that the consequences of the results of employee performance assessments will have an impact on the careers of civil servants in the future. These HR actions can be understood as a follow-up to the results of employee performance assessments. Classification of employee performance assessment results can be simplified to 2 (two), namely employees whose performance assessment results fall into the category of very good, good, and

109 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 sufficient can be classified as good performers, while those whose performance assessment results are poor and very poor classified as poor performers. Likewise, the form of follow-up performance, can also be divided into 2 (two), namely in the form of awards (rewards) given to employees who belong to the good performer group and punishment or sanctions imposed on employees who enter the poor performer group. This is in accordance with the concept of follow-up performance assessment, which is to improve employee performance, both those who enter the criteria of good performers and poor performers. 1. Appreciation The award is a follow-up performance given to employees who enter the criteria of good performers. Employees with good performer criteria are employees whose performance assessment results are very good, good, and sufficient. Awards for employees who enter good performers can be awards that are material or non-material. However, awards in the form of materials have been arranged and given to employees in the form of performance benefits so that there is no need to be given again. However, if there is an opportunity for government agencies (K/L /D) to provide additional income based on the results of performance assessments - beyond the basic salary and benefits that have been regulated in the applicable regulations - then it can be provided. But in the discussion of this Chapter will not be discussed the award in the form of material. Non-material awards are awards given not in the form of money with a certain nominal, but in the form of career development and competency development. This non-material award is very important because it is related to the future of the concerned employee while working as an ASN. a. Career development Follow-up performance in the form of awards (rewards) given to employees of the good performer group, and sanctions or construction (punishment / sanction) given to employees of the poor performer group.

110 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 Career development awards are awards given to good performer employees in pursuing or living their career positions in government agencies as ASNs. Award in the form of career development is an award by giving them different work duties, functions, and authorities from those carried by employees currently. There are three forms of career development that can be given as a reward for employees who enter the criteria of good performers, namely: (1) vertical career development (promotion), (2) career development horizontally (transfer), and (3) zig-zag career development (switching positions). Each is described as follows: 1) Vertical, is an award by giving higher work duties, functions, and authority than the current position. This award is given by promoting a higher position than currently. This promotion applies to both JPT, JA, and JF. Promotion can be given in the form of promotion of rank/group. The promotion of position, for example from JPT Pratama (DirectorLevel), promoted to JPT Madya (Director General-Level), JPT Madya promoted to JPT Utama (Head of Government Agency). For JD Supervisors are promoted to JA Administrator. For First-Level JF promoted to Junior JF, Junior JF is promoted to Associate Expert/Senior JF Madya and Senior JF is promoted to Expert JF. As for the promotion of rank/group, for example, officers with the rank/group I / a promoted to I / b and so on, officers with the rank/group II / a promoted to II / b and so on, officers with the rank/group III / a promoted to III / b and so on, officers with the rank/group IV / a promoted to IV / b and so on. For awards in the form of career development with this promotion, JF should have paid attention to the regulations that apply to each JF, especially related to the fulfillment of credit numbers at least increase in the level of position and rank/group level. 2) Horizontal, is an award by giving the work duties, functions, and authorities that are different from the current position but still at the Awards in the follow-up performance assessment are given to good performance employees, given in the form of: career development and competency development.

111 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 level of position, the same rank/group. This award is given by transfer of employees to other work units but at the same level of position and rank/class. Transfer of this position is done to provide a more diverse experience to employees so that they become a more professional and more complete departmental experience. For the award in the form of career development with this transfer, it should be by paying attention to the conformity of real competencies owned by employees with the standard of competence of the position to be occupied. Do not let there be gaps that are too large, both for managerial and technical competence. Because in principle the purpose of the award in the form of this transfer in addition to providing job experience also to accelerate the performance of the unit. For example, a supervisor JA in the HR unit of the Population Service is transferred to the Agriculture Office with the same position, in this example, the duties, functions, and authorities handled remain the same, namely related to HR but in different work units. A JPT Pratama as Head of ASN Management Innovation Center was transferred to Head of State Administrative Innovation Center, in this example, the tasks, functions, and authorities handled remain the same i.e. related to innovation but with different fields. But for JF transfer need to be careful, because JF has the technical competence and different expertise specialty. For example, a JF Researcher should if transferred permanently to a unit that conducts research, development, study, application (R&D) and its field of duty should remain in accordance with the expertise of JF Researcher. 3) Zig-zag is an award by giving the work duties, functions, and authorities that are different from the current positions. This award is given by transferring positions from the current position to another position, can be higher, the same or lower level of position or rank/group. Although the award for career development turned out to be lower the level of position or rank/group, from the other side, especially the development of this competence, it will further expand the experience of the position. The thing that distinguishes with the

112 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 transfer is that in zig-zag there is a switch of ASN positions (between JPT, JA, and JF). For example, a JF Madya Researcher is transferred to JA Administrator in the research and development unit or becomes JPT Pratama in the research and development unit. On the one hand, when transferred to JA, the level of position and rank/group will go down but in terms of managerial competence will develop. Conversely, when transferred to JPT Pratama, the level of position and rank/group will go up. The transition of positions with a zig-zag form should remain with regard to the conformity of real competencies owned by employees with the standard of competence of the position to be occupied. So there is no gap or no competency gap that occurs. b. Competency development The award in the form of competency development is an award given to good performer employees in the form of improvement or development of competencies owned, either through education or training. The development of competencies provided also includes managerial, technical, and socio-cultural competencies. There are two forms of competency development that can be given to employees as a form of follow-up performance assessment, namely (1) competency development in the framework of a future career, for higher positions or to fill positive gaps and (2) competency development in current positions or to fill negative gaps. Here's each explanation: 1) Positive gap, competency development to fill a positive gap basically aims to prepare the competence of employees in positions at the level above. This award is given to employees who have the potential or opportunity to rise their career path, either in the form of promotion, rank, or class. The increase in levels needs to be understood as increasing responsibility, the authority that requires an increase in the capacity or competence of employees. So that the award in the form of competency development to fill this positive gap will be followed up by doing promotion or increase in career level. But in this follow-up must still meet the requirements or provisions that apply, for example for civil servants who serve as JF then must meet the requirements of the increase in the level of position applicable in JF, which has met the required credit numbers.

113 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 For example, a JF First Researcher showed good performance assessment results, and from the results of collecting credit qualified for a promotion to JF Junior Researcher. So in order to prepare its competencies, the concerned can be involved in training related to the needs of a junior researcher. 2) Negative gap, competency development to fill the negative gap does not mean employees are considered unable to work optimally according to their position, but it is possible because there are certain competencies that need strengthening according to their professional duties. In other words, in general, the results of performance assessments show good results, but specifically, there are competencies that need to be developed. The development of competencies carried out is to strengthen competence in the current position. For example, a JF First Researcher shows good performance assessment results, but from the results of superior assessments, there are competencies that need to be developed, especially regarding research methodology. The concerned employee develops his competence, especially in the field of research methodology, so that his performance as a researcher will be better. The form of competency development as an award and as a follow-up performance assessment result can be done through the form of education and training. Training can also be done through classical or non-classical forms. Competency development can also be done by involving all units and all relevant stakeholders. Competency development is not only done in the training unit but can also be done in technical units or work units by involving superiors or co-workers. 1. Sanction Sanctions or rehabilitation is a follow-up given to employees who fall under the poor performance criteria. Employees with poor performer criteria are employees whose performance assessment results are poor and very poor. Based on PP Number 30 of 2019 on Civil Servant Performance Assessment, especially in Article 56 mentioned High Leadership Officials, Administrators and Functional Officials who do not meet performance targets can be subject to administrative sanctions up to dismissal. This administrative sanction when associated with PP Number 53 of 2010 on Civil Service

114 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 Discipline is regulated by Article 3 related to obligations that must be fulfilled by civil servants, one of which is to achieve the predetermined employee's work targets. Sanctions in PP Number 53 of 2010 are interpreted as disciplinary punishment. As stipulated in Article 7 that the level of disciplinary punishment consists of: light, moderate and severe disciplinary punishment. Related to the obligation to meet the achievement of employee work goals stipulated in Article 9. If civil servants do not achieve the work target as stipulated, which is 25% to 50%, then it is classified as a disciplinary violation and given sanctions in the form of moderate-level disciplinary punishment. But this book will not discuss sanctioning in the sense of disciplinary punishment, but rather on the function of rehabilitation. So as a follow-up performance assessment, especially for employees who enter the poor performance criteria will be given performance rehabilitation, in the form of counseling, mentoring and finally disciplinary penalties in accordance with applicable regulations. Each will be discussed below. a. Counseling, entered in the form of nonclassical training, namely by conducting performance improvement guidance through debriefing the ability to solve problems by optimizing self-potential (PerkaLAN Number 10 of 2018). Rehabilitation in the form of counseling is given to civil servants whose performance gaps are small due to lack of motivation or saturation. b. Mentoring, entered in the form of nonclassical training, namely by conducting performance improvement guidance through the transfer of knowledge, experience and skills from more experienced people in the same field (PerkaLAN Number 10 of 2018). Rehabilitation in the form of mentoring is given to civil servants whose performance gaps are high due to lack of skills or expertise and experience. c. Discipline enforcement, is a follow-up to performance that is more punitive rather than rehabilitation. Sanctions in the form of disciplinary enforcement are given to civil servants who can not be fostered so that Sanctions in follow-up performance assessment means "rehabilitation" is given to poor performance employees, given in the form of: counseling, mentoring and finally disciplinary punishment in accordance with applicable regulations.

115 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 disciplinary punishment must be given. The level of disciplinary punishment consists of three levels, namely light, moderate and severe disciplinary punishment. A light disciplinary sentence consists of: verbal reprimand, written reprimand and written statement of dissatisfaction. While the disciplinary penalty consists of: delay of periodic salary increases for a year, delays in rank for a year, and lower-level demotions for a year. And severe disciplinary punishment consists of: lower-level demotion for three years, removal in the framework of lower-level demotion, release from office, dismissal with respect not at his own request as a civil servant and dismissal not with respect as civil servant. The provision of sanctions in the form of discipline enforcement basically follows PP Number 53 of 2010 on Civil Service Discipline. Figure 6.1. Award and Rehabilitation for ASN CHAPTER VII PERFORMANCE MANAGEMENT WITH FWA (FLEXIBLE WORKING ARRANGEMENT) CONCEPTS OF FWA The selection of effective ways of working becomes part of performance management that is no less important in influencing organizational performance. For that, the way of working requires adjustment to the dynamics

116 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 of the strategic environment. Establish frequency alignment between the organization and the surrounding world. In this digitalize era, technological advances thus need to be injected into the work ecosystem. It is necessary to redefine the way it works and change their perspective that work can be done where ever you are. This is what came to be known as Flexible Working Arrangements (FWA) or flexibility of work arrangements. Flexibility of work arrangements (FWA) according to Feldman began to be widely applied in the United States since 1963, considering the balance between work time and responsibility in taking care of the family (Margaretha and Mildawani, 2017). Meanwhile, Sullivan & Lussier (1995) in Faza Dhora Nailufar (2020) mentions that FWA was popular in the early 1970s as a solution to reduce overcrowding on the streets due to the exit of a number of people simultaneously to get to their workplaces. Overcome the inefficiency of time wasted on the way. The picture implies that FWA emerged as a hope for workers to get improved quality of life in addition to their work. In Indonesia, Flexible Work Arrangements (FWA) have emerged as a new culture in work since the presence of startup businesses in 2010-2011 with the Coworking Space and Virtual Office models as workplaces (Ruth Berliana, 2020). FWA then developed along with the development of ICT (era 4.0), into a benefit that provides its own appeal for millennials. Annette Blokland (2018) in Erna Irawati (2020) states that as many as 70% of millennials view an organization or institution that implements FWA as having attractiveness. Which is high as a place of work compared to institutions that still adhere to the principle of 9" to 5" work. The scope of FWA implementation is finally widespread (ex. Bank BTPN, Wirajaya, HM Sampoerna, and Surabaya Plaza Hotel), even attracted government agencies to start implementing it (ex. CPC and BAPPENAS). FWA itself can simply be interpreted as: "A form of flexible working practices, such as jobshare, telecommuting, flexy time, and the like (Rahmawati Hanny Yustrianthe, 2008)", Furthermore, Atkinson and Hall, (2011) define the WFA as: FWA focuses more on output or results than work procedures.

117 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 ability of workers to control their own length of work, where to work away from the office, the scheduling of work offered by the company" Similar to the above understanding, Rau &Hyland, 2002 defines FWA as an alternative option given by the organization to its employees to determine the schedule and place of work. Other definition from The Center of Personnel Studies, The National Civil Service Agency (BKN), is: "A system of work arrangements that give employees more freedom to be able to manage their working hours, as long as the accumulation or time provisions (per hour, per week, or per month) set by the organization can be met" This definition places an emphasis on flexibility in the fulfillment of the time conditions set by the organization. The regulatory system according to BKN also gives space to employees to work anywhere. In other words, through the implementation of FWA, each employee can choose the time and place of work according to their needs. A similar WFA description was also submitted by Erna Irawati (2020), where FWA is generally described as: "Alternative work that allows employees to choose various forms of work flexibility, including: work time, number of jobs, and workplace". FWA thus covers at least 3 (three) aspects, namely flexibility of work time, flexibility of the workplace, and flexibility of the number of jobs. In reality, these various forms of flexibility can be combined and complement each other according to needs (Possenried and Plantenga, 2011). According to Spreitzer, Cameron, &Garrett (2017) in Dida Daniarsyah & Nova Dwi Rahayu (2020), FWA focuses more on output or results than work procedures. In practice, flextime and telecommuting are two relatively widely used options. Ayuna (2019) in Oswar Mungkasa (2020), mentioned several models in the application of flexitime systems, namely fixed working hours, flexible working hours, variable working hours.

118 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 1. Fixed working hours A work system that allows employees to be able to choose their work sessions every day – according to company regulations – as long as they meet the minimum amount of 40 hours a week. For example, the company gives employees the freedom to choose working hours with the following conditions: a. 25% of employees work from 07.00-15.00; b. 25% of employees work from 08.00-16.00; c. 25% of employees work from 09.00- 17.00; and d. The last 25% of employees work from 10:00 to 18:00. 2. Flexible working hours A work system that allows employees to work flexibly by following the rules of fulfilling a minimum amount of time for 40 hours per week. This system also does not require the same number of hours of work each day. 3. Variable working hours A work system that requires employees to be present at certain hours in the office and employees can set their own remaining time. For example, employees are required to enter every day from 9 a.m. to 1 p.m., and the rest can work remotely until they meet a minimum of 40 hours a week. If you look at the variant model above, FWA is basically still bound by certain working hours fulfillment rules (40 hours per Week in the example above). Thus, the FWA flexibility space is how to regulate the fulfillment of those working hours in daily performance. In addition, this time flexibility can also be combined with workplace flexibility and other flexibility as long as possible. Some studies reveal the benefits of implementing FWA, among others, related to increased organizational commitment, motivation, job satisfaction, loyalty even though workers work remotely and negative and significant influence on employee turnover rates (Erna Irawati, 2020). However, FWA also has several disadvantages, including: coordination that becomes more difficult to do, the boundaries between office and home that tend to become blurred, and decreased levels of supervision. Therefore, the implementation of FWA needs to be done carefully with regard to the needs and readiness of the organization and the impact that may arise from its implementation.

119 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 essence, through the implementation of FWA work is expected to be a "fun" process (a form of employee self-actualization). In addition, with the realization of balanced work life for employees on the one hand, and organizational performance – on the other hand – is expected to improve. Urgency of FWA Implementation in ASN Performance Management The discourse on the implementation of FWA in ASN Performance Management in Indonesia emerged and developed in 2019 in line with the pilot project plan of PP No. 30 of 2019 on Civil Service Performance Assessment at 7 (seven) Central Agencies and 10 (ten) Regional Agencies. The FWA implementation model that is planned consists of the possibility of additional holidays for Civil Servants (PNS) in addition to Saturday and Sunday, flexi working time or flexible working time, to flexible working space or workplace selection for civil servants. As its emergence in the private sector, the discourse on the application of FWA in the public sector (ASN performance management) is also based on various situations that encourage the adaptation of FWA as a modernization of the way of working. Based on several references and situation analysis, the application of FWA is based on at least 5 (five) of the following considerations: First, the need to present work-life balanced (FWA as non-monetary incentives) is seen as improving employee performance productivity. This is based on the emergence of various problems related to the quality of life of employees, such as: access to a costly office (distance, travel time, and cost), geographical conditions, the need to be more intensively involved in taking care of children, lack of time with family, socialization, and recreation that have the potential to cause high levels of stress. Gender issues such as the loss of significant opportunities for women for higher growth and shared well-being are one of which occur due to inflexible ways of working (Puslatbang PKASN, 2020). Through FWA, the participation of female employees who decreased their work after marriage and childbirth and the growing trend of increasing household chores, especially in terms of childcare, can be resolved. Those with toddler-age daughters and primary school can better maximize growth and distance learning monitoring. Moore (2007) in Hendrik Pandiangan (2018) argues that work-life Work-life balance can minimize the potential tension between work and others

120 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 balance can create a productive work culture so that the potential tension between work and others can be minimized. Second, the need to accelerate the use of ICT massively in every line of government. In the industrial era 4.0 - which may soon move towards 5.0 - the application of E-Government or Electronic Based Government System (SPBE) as a whole is one of the conditions that the government wants to realize through Presidential Decree No. 95/2018 on SPBE. In this context, FWA can also encourage widespread use of ICT. This can be seen for example at a time when government agencies are forced to work from home due to the covid-19 pandemic. In other words, it is time for the bureaucratic working style to adjust to this global trend. Transforming towards services that are digital friendly, output-based and flexible. Third, the need to increase the efficiency of resource use in government agencies (bureaucratic downsizing). With the rapid development of ICT, every government organization is moving towards AI-based organizations and applications that in fact reduce the need for employees to be in the office regularly. Performance and coordination can be done anytime and anywhere (except under certain conditions that require employees to come to the office). Same with some public services. In these conditions, the application of the work system through the regular presence of employees becomes inefficient. With flexible working patterns, the need for buildings, rooms and work facilities, even human resources become reduced. The budget will also be reshaped. Fourth, the need to attract the best human resources (talent), especially from millennials. This is based on a common conception that has been described before, where most millennials view an organization or institution that implements FWA has a high attractiveness as a place of work compared to institutions that still adhere to the 9" to 5" working principle. In line with that, an international survey (Global Talent Competitiveness Index) shows that in 2018 the top performer countries with the best talent competitiveness have 4 (four) major leverage factors, one of which is the work environment where employees have flexible working (Erna Irawati, et al, 2020). This shows the central position of FWA in talent development, even at the state level. Introducing flexible work arrangements in such contexts provides a unique opportunity to respond to these demographic changes, addressing the

121 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 persistent challenges of labor force participation while increasing the productivity of workers, companies, governments, and the economy. Fifth, the need to modernize employee performance management, bringing employee professionalism and organizational culture to a higher level. Through the implementation of FWA, aspects of independence in work become increasing, along with the decrease in the level of formal supervision of employees. This condition is a test for the realization of professionalism and work culture that emphasizes trust and responsibility, no longer relies on rigid settings. The construction of a system that supports that direction is certainly an absolute prerequisite. FWA eventually became a trend worth going through to bring bureaucracy to a higher level of civilization. Through FWA, organizational resources are expected to be managed optimally to achieve common goals (organizations and employees). Employees can demonstrate higher levels of performance to the organization and provide better service to its partners and/or service recipients. In other words, FWA is expected to be one of the entrances to realize highperformance ASN. For this reason, the policy on FWA is one of the things to look forward to in the course of bureaucratic reform and new adaptation to the industrial revolution ahead (4.0-5.0), especially in the aspect of ASN performance management. It is also in line with the Indonesian government's vision to encourage economic development through greater investment in human resources, competitiveness, and bureaucratic reform. Policies and Implementation Stages of FWA Although it has been a discourse since 2019 through the implementation plan of PP No. 30/2019 on Assessment of Civil Service Performance in a pilot project, FWA in a special format regulated through national policy has in fact not been realized. However, currently, there are several general policies related to the implementation of FWA in government agencies, such as: 1. Government Regulation No. 30/2019 on Civil Service Performance Assessment, 2. Government Regulation No. 53/2010 on Employee Discipline, FWA eventually became a trend worth going through bringing bureaucracy to a higher level of civilization.

122 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 3. Presidential Decree No. 68/1995 on Working Days in government agencies. The implementation of FWA should thus pay attention to the various regulations above. In other words, the implementation of FWA should not conflict with PP No. 30/2019 and other related policies. 1. Measuring organizational readiness In addition to paying attention to related regulations, FWA implementation needs to pay attention to the following conditions (Erna Irawati, et al, 2020, with modifications): First, the maturity of the organization. Organizational maturity can be seen from the application of merit systems and good performance management. There are several criteria for assessing the implementation of the merit system that places government agencies at a bad, less, good, and excellent level (PermenPAN-RB No.40/2018 on Merit System Guidelines in The Management of State Civil Apparatus). The application of FWA is more likely to be done in agencies that have an excellent level of implementation of the merit system. As for performance management, organizations at least need to have clear and measurable performance targets, instruments to measure performance achievement and reward and punishment mechanisms that have a heavy point on performance (not attendance). Therefore, the maturity of the organization needs to be considered in preparing the organization to conduct FWA. The second, the organizational culture. Organizational culture will affect the performance, innovation, agility, attachment, and competitiveness of an organization. The determination of the type of FWA to be applied to government agencies can be based on the culture of the organization. Dynamic type organizations, for example, will have different treatments to structured control culture types, where dynamic organizations need to pay attention to the relevant regulations that apply, while structured control culture organizations need to re-engineer processes and make mindset changes. Some indicators that can be used to measure the cultural readiness of an organization include resultsoriented based on specific targets, the formation of output-oriented workgroups and/or work completion, the habit of sharing and challenging ideas, and the amount of innovation produced. Third, the readiness of ICT and supporting infrastructure facilities. The existence of FWA is clearly inseparable from applications, digital information systems, and various ICT devices along with other supporting facilities(especially

123 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 context of working and interacting with office colleagues or leaders). Therefore, ICT readiness becomes one measure of the readiness of government agencies to implement FWA. While the readiness of supporting facilities is such as the availability of co-working space in the office, the availability of work facilities at home, and the like. Fourth, the readiness of human resources. The existence of ICT and supporting infrastructure facilities becomes useless if the human resources owned have not been supported in that direction. Organizations whose employees are mostly unfamiliar with digital/virtual working patterns for example will have difficulty in implementing FWA. In addition, performance and competency assessment instruments in the form of 9 (nine) quadrants (nine boxes) can be an option to show the readiness of the organization to implement FWA, namely by looking at the distribution of employees on its nine boxes. The more employees who are in boxes 7, 8, 9, the more it is possible for the organization to conduct FWA. In this context, it can be said that FWA is a follow-up to performance assessment activities, where FWA can be a reward option for employees who successfully demonstrate qualified performance and competence. Figure 7.1. Talent Management Box The fundamental thing in FWA implementation is to identify positions to see the FWA implementation space that is possible.

124 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 FWA is thus not a system that can be simply adopted. There are various things that need to be considered to be able to implement FWA well in government agencies. Otherwise, FWA can actually be counterproductive with its original purpose. This can be seen for example in the statement of the Chairman of BKN which states that in the implementation of WFH, there are 20% of employees who feel overloaded with work, due to shifting work burden from other employees. The implementation of FWA should thus be based on 2 (two) things, namely the needs and readiness of government agencies. 1. Identifying a Job Title Another fundamental thing in the implementation of FWA is to identify positions to see the FWA implementation space that is possible. Determine at what position the FWA can apply and the extent of its possible level of application (by understanding its working patterns). In other words, the implementation of FWA in each organization must also be adjusted to the characteristics of the position contained by the organization. Therefore, the organization must then identify the position according to the existing position group using several criteria. The criteria that can be used to identify include (Erna Irawati, et al, 2020): a. The work can be done mobile with the help of technology, b. Communication about work can be done flexibly (technological assistance), c. Needing a little physical meeting, d. Does not require direct instruction/assistance from the leadership in carrying out the work, e. Work that if done flexibly will become more productive. Here are examples of simple instruments that can be used and examples of their use in several positions: Table 7.1. Job Identification for FWA Type Determination

125 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 Source: Erna Irawati, et al (2020) with modifications The table above shows the possible implementation of FWA following the level of application. If the characteristics of the position can be identified properly, then the type of WFA that corresponds to each position will be easier to determine. 1. Choosing the appropriate model FWA covers a fairly broad range of things, which is a change in conventional working models to a more modern and flexible way of working in relation to time, place, and how to do work. As previously stated, FWA was planned to be piloted within the framework of the implementation of PP No.30/2019 on the Civil Service Performance Assessment. The choice of models that are planned to be applied in selected government agencies (pilot projects) are as follows: a. The possibility of additional holidaysfor civilservants (PNS) in addition to Saturday and Sunday, b. Flexi working time or flexible working time, c. Flexible working space or workplace selection for civil servants. The format is seen as a separate option or a combination that allows it to be applied in government agencies while keeping in mind the number of working hours that must be met. By paying attention to the above model and flexitime model delivered by Ayuna (2019), Flexi options available include: a. System of 4 (four) working days (addition of working hours) with a flexible selection of holiday time (other than Saturday and Sunday),

126 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 b. The shift system, which allows employees to be able to choose their work sessions every day in accordance with the agency's work shift provisions, c. A work system that allows employees to work flexibly by following the rules of fulfilling a minimum amount of time per week and does not require the same number of hours of work each day, d. Variable working hours or work systems that require employees to be present at certain hours in the office, e. A work system that allows employees to work anytime and anywhere flexibly. The implementation of Flexi place in the model options above has various alternatives, among others: Open space in the organizational environment, employee house/residence (work from home), other locations as long as it is possible to carry out the work. The flexibility of the workplace for employees in this case is the regulation of employee work patterns that provide flexibility of work location during a certain period by maximizing information and communication technology to improve and maintain employee productivity and ensure the continuity of work implementation. With a simpler approach, there are 3 (three) alternatives in implementing FWA. The concept of Flexible Work Arrangement (FWA) empowers employees to choose what time they start working, where to work, and when they will stop working.

127 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 7.2. Type /Method of Flexible Work Arrangement (FWA) Sumber: (Erna Irawati, dkk, 2020) In addition to the substance of FWA, in terms of the scope of its application in the organization, FWA can be run in 3 (three) ways (Erna Irawati, et al, 2020), namely: 1. FWA for all organizations, where FWA can be applied to all parts if the organization has a high level of readiness. Of course, by still considering the characteristics of the position to determine which FWA model is appropriate,

128 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 2. FWA as a reward, where the choice of FWA can be given to employees who are included in the top talent (box 7,8,9), while keeping in mind the choice of FWA models that are in accordance with the employee position, 3. A combination method, in which organizations can determine the type of WFA to several positions and give the discretion to choose FWA for other positions. Various approaches, models, and ways of implementing FWA above can be an alternative in implementing FWA (individually or in combination) according to the characteristics and needs of the organization. Each organization needs to pay close attention and assess the level of readiness of the organization in implementing FWA to then associate it with the choice of models that are considered most likely based on the condition of the organization. 1. Integrated Digital Work To support work flexibility, the monitoring and evaluation model in FWA must be supported by a digital system, allowing the leader to stay connected with his subordinates. Starting from the attendance system that must be able to show the location of employees, coordination systems, performance reporting, and so forth that are designed to be able to be done without space and time barriers. The concept of Integrated Digital Work (IDW) is a system that is applied to support productivity in the implementation of tasks in the implementation of FWA. This system is designed to support the performance of employees actively completing their work while maintaining connectivity among colleagues and leaders, carrying out tasks proportionally to report every work implementation periodically and quality. This concept can certainly be implemented in accordance with the substance of FWA that will be applied to the organization. In the implementation of this concept, of course, it is necessary to make good policy adjustments because it will have an impact on implementation ranging from procedures for employee performance assessment, employee working hours arrangements, forms of reporting, to the implementation of monitoring and performance evaluation so that they can remain productive working with various situations and conditions. 2. Monitoring and Evaluation The FWA must be supported by a digital system, which allows the leader to stay connected with his subordinates.

129 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 A key aspect in the implementation of FWA is the monitoring and evaluation of FWA (monev). In this context, it is important to ensure the implementation of FWA remains on track as well as a basis for determining the corrective steps needed. Monitoring can be done by reporting the results of daily work for employees who carry out the IDW Concept of FWA substance that will be applied to the organization. This monitoring can be done by filling out daily reports submitted by employees to the head of the work unit. Reports can be compiled manually or through existing applications. The form of daily performance reports can be examples of forms below or tailored to the needs of the organization. Table 7.3. Examples of Daily Performance Reports IMPLEMENTATION REPORT WORKING AT HOME/RESIDENCE (Work from home/WFH) Name : Position : Work Unit : DATE DAILY JOB TARGET OUTPUT PROBLEM (1) (2) (3) (4) (5) Note: 1. : to be filled in on the date of FWA application 2. : to be filled in with daily job performed in line with jobs description 3. : to be filled in with work target(s) 4. : to be filled in with work output 5. : to be filled in with problems faced during work Meanwhile, evaluation can be done by looking at the level of achievability of targets/work output that has been agreed through the report of employees who work with the FWA system. Communication media becomes the main key to the availability of targets/work output to optimize employee performance. In the process, superiors evaluate employee performance, provide feedback, identify obstacles and problems faced by employees in the implementation of tasks and solutions.

130 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 One method that can be used in conducting evaluation is to use surveys. Surveys can be conducted online which is then recapitulated and analyzed as a material improvement for the implementation of FWA which is carried out regularly in several periods for example in each quarter or semester. Survey respondents are employees at every level of position ranging from staff level, colleagues to echelons of unit leaders. Several points that can be evaluated such as policies, procedures for assessing employee performance, setting employee working hours, forms of reporting, distribution of tasks and workloads evenly in one team, infrastructure, systems or applications, ways of communication and cooperation, and others in accordance with the needs of the organization. In summary, an important point in the implementation of FWA is the output or performance results. An increase or decrease in performance results can be a measure of whether the FWA can still be applied, developed, or shifted with other patterns. Portrait of Implementation and Key to Successful Implementation of FWA 1. FWA Practices in Government Agencies With the Covid-19 pandemic, the acceleration of FWA is then practiced spontaneously by most government agencies in response (reaction) to the Covid-19 pandemic that demands restrictions on direct interaction. The spontaneous and massive implementation of FWA is done through the flexibility of work location settings, including the implementation of work from office (WFO) tasks; and/or the implementation of service duties at home /residence/work from home (WFH). The policy of implementing FWA as a new paradigm with the application of flexibility rules to work in WFO and WFH is one of them contained in the Circular Letter of the Minister of Utilization of State Apparatus and Bureaucratic Reform No. 67 of 2020 on Changes to the Circular Letter of the Minister of Administrative and Bureaucratic Reform Number 58 of 2020 on the Working System of State Civil Apparatus in the New Normal Order. SE MENPANRB 67/2020 contains a working system for State Civil Apparatus (ASN) in the implementation of government in the ministry/institution/local government to adapt to the new normal order, productive and safe from COVID-19. The question that arises then An increase or decrease in performance results can be a measure of whether the FWA can still be applied, developed or shifted with other patterns.

131 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 is, will WFH be maintained as a new post-pandemic work culture (with various adjustments needed)? Currently, there are several agencies that take the initiative to implement FWA in an institutional or partial manner, including the Ministry of National Development Planning/BAPPENAS and the Ministry of Finance, as an arrangement of employee work patterns that provide flexibility of work location during a certain period. These two agencies practically apply work arrangement patterns that can be prioritized with flexibility methods in work (FWS) and coworking space in implementing work patterns. a. Ministry of National Development Planning/BAPPENAS The policy of the work scheme of the State Civil Apparatus (ASN) in Bappenas environment without having to go to the office (telecommuting) begins with the issuance of a circular of the Minister of National Development Planning/Head of the National Development Planning Agency Number 1 of 2020 on the Implementation of Integrated Digital Workspace (IDW) and Smart Office in the Ministry of VAT / Bappenas which was later changed to Circular Letter Number 2 of 2020 for the same matter. Figure 7.2. Main Platform of Integrated Digital Workspace (IDW) Tatang Muttaqien (2020) explained that the shift in the way of work and digital-based strategic decision-making needs to be accelerated immediately, especially with the conditions of the Covid-19 Pandemic that require restrictions on physical interaction, demanding digital-based government work as a new custom, to ensure the wheels of government and public services continue to run. So by applying the IDW method and co-working space, it is expected that the ASN of the Ministry of National Development