Possible approach to address the problem This section delves into actionable strategies aimed at addressing the problems outlined in the preceding section. Numerous agencies have put forth a variety of solutions to tackle institutional issues pertaining to state personnel management. However, the solutions sound idealistic rather than practical. Consequently, the realization of enhanced management falls considerably short of government expectations. The subsequent portion of this section will explore the proposed solutions and assess their viability. In connection with Government Regulation No. 49 of 2018, in 2022, the Ministry of State Administration and Bureaucratic Reform issued circular letter number B/185/M.SM.02.03/2022, which contains the elimination of types of employment other than civil servants and PPPK in government agencies and a ban on the recruitment of non-ASN employees. Civil service officials are tasked with creating a strategy of action to deal with non-ASN workers who must fulfill the criteria and successfully pass the ASN candidate selection. In a matter of addressing issues in merit system, as elaborated in the previous section, the Ministry of State Administration and Bureaucratic Reform and the State Civil Apparatus Commission provides recommendations for steps that can be taken in implementing the merit system (State Civil Apparatus Commission, 2019; Ministry of State Administration and Bureaucratic Reform, 2021). There are five points of recommendations. First, to enhance the planning of employee needs and procurement, several steps can be considered. These steps include the potential transfer of civil servants from other agencies and the utilization of the Government Employee with Work Agreement route. The second, it is essential to develop competency standards and measurement instruments while simultaneously bolstering employee capacity and competence through various avenues, such as training, education, coaching, counseling programs, and improved work practices. Thirdly, achieving transparency and objectivity in performance measurement starts with the establishment of employee performance targets derived directly from unit and agency performance targets. Fourth, providing feedback on employee performance appraisal results should be facilitated through open dialogues between superiors and subordinates. Lastly, to further support the effective implementation of state civil apparatus management, the adoption of an integrated information system is crucial, aimed at providing services that streamline processes for employees. The National Civil Service Agency has initiated this effort by developing a digital-based integrated state civil apparatus management service system known as Sistem Informasi Aparatur Sipil Negara (SIASN) (Aulia, 2022). SIASN is designed to consolidate state civil apparatus data into a single, efficient database, enabling quick and accurate access (Ministry of State Administration and Bureaucratic Reform, 2021). Based on the recommendations provided by the Ministry of State Administration and Bureaucratic Reform, it appears that fulfilling needs through the transfer of civil servants from other agencies is possible. However, certain factors need to be considered, including competency suitability, equality of positions, and income. These factors are closely related to the long-term motivation of transferred employees. Furthermore, implementing coaching and counseling programs to enhance employees’ competency capacities requires careful attention and effort. Coaching and counseling necessitate employees with specific expertise and excellent communication skills to effectively convey channeled competencies. Regarding the integrated information system being developed by the National Civil Service Agency, it has the potential to become a comprehensive database for the State Civil Apparatus through cooperation with all relevant parties. The National Civil Service Agency has mandated that all state civil apparatuses carry out independent data updates in 2021. This ongoing task is the responsibility of the entire Human Resources Bureau in each agency and each employee to ensure that the stored data remains up to date. In response to the issues surrounding the moratorium, the recruitment of state civil apparatus candidates should be conducted while considering the need for expertise in specific fields in each region. This should also involve calculating the requirements based on the results of workload analysis and factors such as employees reaching retirement age, passing away, transferring to other agencies, or opting for early retirement. This approach addresses the challenge of the uneven distribution of state civil apparatus (Aparatur Sipil Negara/ASN) across regions, particularly outside of Java and remote areas (Republika, 2022). Therefore, if a moratorium on accepting candidates for state civil apparatus is to be implemented, it should not solely 74
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