management.The lack of competency standards for managerial, sociocultural, and technical positions arises from the challenges faced by HR managers in developing these standards. As a result, these managers are less effective in planning employee career development and tend to confine their roles to administrative tasks.2) The agency lacks budgetary allocations and necessary facilities. Limited budgets and facilities have an impact on the assessment process, which is currently confined to filling high leadership positions (Jabatan Pimpinan Tinggi/JPT) through open selection or mutations within JPT. This system has not been extended to employee placement, thereby preventing staffing managers from effectively mapping competency gaps among employees. 3) Political influence on civil service oversight.In regional governance, civil service oversight is primarily carried out by the regent or mayor. However, political officials may face challenges in avoiding conflicts of interest when making policies that could potentially contradict the principles of the merit system. Issues such as the trading of positions, discriminatory employee placement, and dismissals that do not adhere to established regulations continue to pose challenges in the implementation of the merit system. In 2021, the findings of the merit system assessment revealed that the procurement aspect received the highest score (73.9%), closely followed by the needs planning aspect (73.2%). This suggests that the procurement process for state civil apparatus candidates is more transparent and objective, partially owing to the application of computer-assisted tests (CAT) in the selection process, which adds a high level of accountability. However, the lowest scores were observed in the aspects of career development (31%) and promotion and transfers (41.5%). To maintain and enhance the quality of human resources, successful recruitment outcomes should be complemented by effective coaching and development programs. These results warrant attention, as they may indicate opportunities for nepotistic practices. Position appointments should align with the requisite qualifications, competencies, and employee performance, with consideration of career trajectories (Abheseka, 2022). The rightsizing policy is implemented in alignment with the Grand Design policy and the Bureaucratic Reform Road Map. In the execution of rightsizing, for optimal organizational and employee structuring, the government temporarily postponed the determination of formations for accepting prospective civil servants (moratorium). A moratorium implies a halt in recruitment; however, exceptions are made for specific requirements in agencies requiring employees in roles such as educators, doctors, nurses, or other special and urgent positions. During this postponement period, the correct number of civil servants is calculated based on position and workload analysis. Heads of both central and regional agencies will redistribute employees according to their respective competencies, guided by the results of the arrangement already conducted, and they will also prepare projections for employee needs over the next five years. Through the postponement of recruitment, recalculation, and employee redistribution, it is anticipated that agencies will achieve an ideal employee profile. In 2011–2012, the government initiated its first moratorium. This action was based on Joint Regulations issued by the Minister of State Administration and Bureaucratic Reform, the Minister of Home Affairs, and the Minister of Finance, numbered 02/SPB/M.PAN-RB/8/2011,800-632/2011, and 141/PMK.01/2011, which pertained to the Temporary Postponement 67Moratorium Continuing with the bureaucratic reform agenda, in 2011, the government decided to undertake organizational and employee restructuring (rightsizing) to optimize human resource performance and enhance personnel expenditure efficiency. Prior to this, the number of central and regional civil servants had been consistently increasing annually. According to data from the National Civil Service Agency (Badan Kepegawaian Negara/BKN), there was an approximately 30% growth in civil servant personnel between 2003 and 2011. This surge in civil servants can be attributed, in part, to the expansion of regions from 2001 to 2009, resulting in the creation of seven new provinces and 154 districts or cities. By 2011, there were 916,493 central government civil servants and 3,791,837 local civil servants, accounting for 1.98% of the entire population (Detik, 2011). The substantial increase in civil servants led to personnel expenditure exceeding capital expenditure in the state budget. In 2012, the budget saw an 18% increase (Kompas, 2011).
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