Faktor-faktor kunci kesuksesan corporate university dalam pengembangan talenta di kementrian keuangan

Rifai, Ahmad (2021) Faktor-faktor kunci kesuksesan corporate university dalam pengembangan talenta di kementrian keuangan. Masters thesis, IPB University.

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The industrial revolution 4.0 and society 5.0 have influenced government systems in the world, including Indonesia. Competition and challenges in the world are increasingly complex, forcing the government system in Indonesia to be more adaptive to welcome Golden Indonesia 2045. The government does this by realizing an innovative, adaptive, and progressive Smart ASN to create a world-class bureaucracy and become a digital talent and digital leader that supports the digital bureaucracy's transformation. In public organizations, the primary resource is the talent of people working in the organization, where talent development and nurturing are among the organization's biggest challenges. It is necessary to carry out talent management to develop potential employees to increase the current and future organizations' effectiveness and performance. The Ministry of Finance (Kemenkeu), which is carrying out its duties, realizes the importance of HR as a strategic element and one of the determinants of organizational success, providing added value and competitive advantage to the organization so that talent management is necessary. In implementing talent management, the Ministry of Finance needs to analyze employees' perceptions of talent management's current implementation, including strategic workforce planning, talent identification, talent development, and talent retention. The Ministry of Finance needs to analyze talent management's success factors regarding individual factors, structural factors, and organizational factors. Furthermore, the Ministry of Finance implements the Ministry of Finance Corporate University (Kemenkeu Corpu) to implement HR competency development. It is part of achieving the vision and mission of the Ministry of Finance through the realization of the linkage and compatibility between education, learning, and the application of values with performance targets, supported by knowledge management. In line with the Ministry of Finance's implementation corporate university, where the BPPK is the main driving force, the BPPK, as the Ministry of Finance of Corpu is tasked with developing the Ministry of Finance's competence's HR through more diverse learning media. At present, the Ministry of Finance corporate university is still involved in organizing training to develop managerial and socio-cultural competencies. Meanwhile, the development of technical competencies is carried out by each echelon I unit. However, not all echelon I have submitted their talent development to the BPPK. Therefore, it is necessary to analyze how the Ministry of Finance Corpu develops talent in the Ministry of Finance. Furthermore, it is needed to explore how the perceptions and expectations between officials and non-officials on talent management factors. The objectives of this study are (1) to analyze the perceptions of Ministry of Finance employees on the implementation of talent management at the Ministry of Finance, (2) to explore the role of the Ministry of Finance Corporate University in talent development at the Ministry of Finance, (3) to analyze the success factors talent management at the Ministry of Finance, (4) analyzing the relationship between employee perceptions and talent management development priorities at the Ministry of Finance, and (5) formulating an appropriate talent management development strategy. The population in this study was 80,996 employees of the Ministry of Finance. Meanwhile, the number of samples of the study was 408 respondents conducted with a proportionate stratified random sampling. Data analysis was performed using descriptive analysis and Structural Equation Modeling (SEM). The results of the study are related to employee perceptions of the implementation of talent management at the Ministry of Finance, it can be concluded that the performance of talent management at the Ministry of Finance requires improvements related to the understanding of the nine boxes of employee mapping, searching for talented people by organizations, information regarding the criteria for becoming a talent, information about employees who are determined to be talents, motivation of leaders to develop employee careers, objective assessment of career development, and facilities for employee competency development programs. Furthermore, based on the analysis of the corporate university's role in talent development, it can be concluded that formal learning and experiential learning affect talent attributes and skills. Meanwhile, social learning does not affect talent attributes and skills. Furthermore, social learning, experiential learning, and talent attributes and skills affect the talent development output. Meanwhile, formal learning does not affect talent development output. Based on the analysis of talent management's success factors, including individual factors, structural factors, and managerial factors, there are still factors that need improvement. The HR department's role requires to place talent management as the main issue. It is because the times are changing rapidly, so it is necessary to develop digital talent management. Organizations also need to review the criteria for talent because of the increasingly complex challenges ahead. Echelon I units must even think about talent management for functional positions because they have different structural position talent management characteristics. Furthermore, through the scientific analysis, it can be concluded, Echelon I units need to improve the talent search system to occupy important positions in the organization. Echelon I units need to make use of the available assessment tools to assess talent. Furthermore, echelon I units need to improve developing strategic talent management initiatives that refer to organizational goals. Besides, leaders in organizations need to evaluate the individual career development needs of their employees objectively. Echelon I units must also pay more attention to structural officials and non-structural officials' needs because they have different perceptions of talent management.

Item Type: Thesis (Masters)
Uncontrolled Keywords: corporate university, Kementerian Keuangan, kompetensi, pemetaan talenta, pengembangan karir, perencanaan pegawai, Structural Equation Modeling (SEM). career development, competence, corporate university, employee planning, Ministry of Finance, talent mapping
Subjects: Manajemen Sumber Daya Manusia
Depositing User: SB-IPB Library
Date Deposited: 16 Mar 2022 07:17
Last Modified: 16 Mar 2022 07:17
URI: http://repository.sb.ipb.ac.id/id/eprint/3819

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