Conclusion The discussion of this paper has shed light on the evolving complexity of personnel structuring and management in Indonesia, particularly under the umbrella of bureaucratic reform. Over the past decade, Indonesia has embarked on a journey to reform its civil servant to create a professional and adaptive government bureaucracy. The Grand Design of Bureaucratic Reform sets ambitious goals for various aspects of government management, ranging from organizational structuring to public service excellence. To achieve these objectives, the national government has implemented several strategies, each with its unique focus and challenges. First, the introduction of the merit system marked a significant step toward creating a corruption-free, competent bureaucracy. However, challenges like limited understanding among civil servants and budget constraints have hindered its full implementation. The second, while the moratorium of civil servant recruitment is aimed to save costs and streamline the workforce, it faced criticism for limiting job opportunities, especially in a country where civil service jobs are highly sought after. Third, the transition from paper-based tests to computer-assisted tests has improved transparency, efficiency, and accountability in civil servant recruitment system. However, challenges like power outages and question standardization have emerged, emphasizing the need for continuous improvement. Fourthly, to streamline operations and decision-making, the government simplified its bureaucratic structure by eliminating some hierarchical positions and focusing on functional positions that value expertise and competence. This shift aims to reduce corruption and improve efficiency within the civil service. However, it should be remembered that structural officers, when equated to functional officers, do not necessarily have the ability to carry out their duties effectively. These limitations are caused by changes in their work patterns and a lack of understanding of the responsibilities attached to their new role as functional officers. This problem requires immediate attention and improvement, the responsibility not only lies with the institution where the civil servant employee works but also the institution that develops the functional position. The fifth, decentralization in Indonesia has led to differences in civil servant management between central and regional governments. While local governments can tailor policies to better meet community needs, managing personnel expenditure and addressing issues like honorarium workers remain ongoing challenges. In addition, organizational leaders must be open, socialize, and build communication with employees so that they know and understand their functional duties. This openness will allow employees to express their problems without hesitation (Murni, 2022). Functional position-fostering agencies can also conduct mapping within the national scope of functional positions under their guidance. The mapping is carried out by looking at each functional official’s education, competence, and performance. From the mapping results, it will be known how many officials are eligible to continue, how big the competency gap is, and even the arrangement or placement plan. The mapping results become the basis for mutation or transfer policies to other functional positions, competency development, and placement mutations. (Deputy for Mutation of the National Civil Service Agency, Aris Windiyanto, in his interview with Simpul Perencana magazine, April 2022). In light of the government’s decision to eliminate non-exempt workers beginning in November 2023, there is a concurrent plan to amend the State Civil Apparatus Law. The draft law will contain Government Employees with Part-Time Work Agreements, and a new formation of the State Civil Apparatus, which is planned to be a solution to the elimination of non-exempt workers. Eliminating non-exempt workers, which amounted to around 2.3 million people, certainly raises pros and cons. The government does not plan to conduct mass layoffs of non-exempt workers whose status is not contained in the law. Therefore, this part-time PPPK is a solution so non-exempt workers retain their jobs and income. The government also benefits because it does not increase the budget for employee spending. This is because the part-time PK salary will not be greater than that of the non-exempt workers, who will be abolished as of November 28, 2023. This part-time PPPK does not work full-time like previous civil servants and PPPKs. The agreement determines the working time (Yesidora, 2023). In summary, Indonesia’s journey to reform its civil service is multifaceted and ongoing. It involves addressing numerous challenges, from limited resources to resistance to change. However, the commitment to built a professional, transparent, and accountable bureaucracy remains at the core of these reform efforts, with the ultimate goal of better serving the needs and expectations of the Indonesian people. The success of these reforms will continue to shape the country’s administrative 76
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