1. Pengembangan Kompetensi ASN:
Sebuah Pemikiran
Disampaikan pada Rapat Kerja BKD se Jawa Barat
Savoy Homann Hotel, Bandung, 4 Maret 2014
Tri Widodo W. Utomo
Deputi Inovasi Administrasi Negara LAN
2. Apa itu Kompetensi?
1. The knowledge, skills, abilities and behaviors that an
employee applies in performing his/her work and that are
the key employee-related levers for achieving results that
are relevant to the organization’s business strategies.
(Treasury Board of Canada Secretariat, Framework for Competency-Based
Management in the Public Service of Canada, 1999).
2. The consistent application of knowledge and skill to the
standard of performance required in the workplace. It
embodies the ability to transfer and apply skills and
knowledge to new situations and environments.
(South Australia Public Sector Management Division, Middle Manager
Competency Framework).
7. Benchmark Kompetensi - 1
1. Strategist – Leaders shape the future;
2. Executor – Leaders make things happen;
3. Talent manager – Leaders engage today’s
talent;
4. Human capital developer – Leaders build the
next generation;
5. Personal proficiency – Leaders invest in their
own development.
Sumber: The Leadership Code: Five Rules to Lead by Dave Ulrich,
Norm Smallwood, and Kate Sweetman, Harvard Business School
Press, 2009
8. Benchmark Kompetensi - 2
• Leading People (Teambuilding, Cultural Awareness, Integrity,
Honesty, Conflict Skills);
• Leading Change (Ability to communicate a vision & energize the
organization to action to reach it, Recognizes & understands
internal & external forces impacting the organization, Ability to
influence others to embrace change);
• Communications and Building Coalitions (Interpersonal Skills,
Oral Communication, Written Communication, Negotiating,
Influencing, Partnering);
• Business Judgment (Selecting right people for right job, Managing
budget, Prudent risk taking, Well trained workforce);
• Results Driven (Timely decisions but well informed,
Accountability & empowerment, Structuring & organizing work to
meet valid customer requirements).
Sumber: Florida Dept of Transportation
9. Benchmark Kompetensi - 3
1.
2.
3.
4.
5.
Shapes strategic thinking;
Achieves results;
Cultivates productive working relationships;
Exemplifies personal drive and integrity;
Communicates with influence.
Sumber: Capability and Leadership Framework, Dept. of Education,
Training, and Employment, Queensland Government
10. 5 Core Leadership Competencies
HBS
Strategist
Executor
Florida Dept. of
Transportation
Leading Change
Result Driven
Communication &
Talent Manager
Building Coalition
Human Capital
Leading People
Developer
Personal
Business Judgment
Proficiency
Queensland Govt.
Shapes Strategic
Thinking
Achieve result
Communicates with
influence
Cultivates productive
working relationships
Exemplifies personal
drive and integrity
11. 1. Masalah yg dihadapi / ingin
dipecahkan
Masalah
• Pelayanan
berbelit, high-cost,
tidak responsif.
Kebutuhan
Kompetensi
• Analis tatalaksana
pelayanan;
• Spesialis pengelola
pengaduan;
• Evaluator SOP, SP,
dan SPM.
14. 2. Kebutuhan instansi / daerah
Instansi / daerah melakukan pemetaan kapasitas
organisasi (kelembagaan, kebijakan, SDM)
berdasar visi, kondisi lingstra, analisis stakeholder,
dll.
Instansi / daerah melakukan diagnosa organisasi
untuk menemukan gap kinerja, gap kompetensi,
gap ekspektasi, dll.
Kapasitas organisasi = ∑ kompetensi jabatan
defisiensi kompetensi jabatan ( – ) kapasitas
organisasi.
Kebutuhan menutup defisiensi kompetensi =
“pengembangan kompetensi”.
15. 3. Mandat kebijakan yg diterima
SosioKultural
Teknis
Manajerial
Pasal 69 UU ASN.
Diukur dari
pendidikan, pelatihan,
dan pengalaman.
Perlu dijabarkan
dalam jenis, rincian,
dan tingkatan
kompetensinya.
16. 3. Mandat kebijakan yg diterima
Teknis
• Analisis kebijakan;
• Pengembangan
inovasi;
• Komunikasi efektif,
kolaborasi &
pengem-bangan
kerjasama;
• Jaminan kualitas;
• Mengelola konflik;
• Penguasaan &
peman-faatan
teknologi
informasi.
Manajerial
• Kepemimpinan;
• Berpikir strategis &
visioner;
• Pelayanan prima;
• Pengambilan
keputusan;
• Memimpin &
mengelola
perubahan;
• Manajemen kinerja;
• Pemberdayaan staf/
masyarakat;
• Pengembangan
organisasi.
SosioKultural
• Sistem integritas
& manajemen
diri;
• Keteladanan dan
kepeloporan;
• Membangun
budaya
organisasi;
• Membangun
karakter,
kepribadian &
nasionalisme
pelayan publik.
18. 4. Tujuan strategis yg ingin dicapai
(Konsideran UU No. 5/2014 tentang ASN)
Apa sesungguhnya
sosok Pegawai yg
diinginkan UU
ASN?
19. 4. Tujuan strategis yg ingin dicapai
Goals
Kebutuhan
Kompetensi
Goals
Kebutuhan
Kompetensi
Integritas
• Wawasan
kebangsaan &
kepublikan.
• Keteladanan /
kepeloporan.
• Kepribadian /
karakter pelayan.
Profesional
• Budaya kualitas.
• Pengembangan
inovasi.
• Analis kebijakan
• Penguasaan
teknologi.
Netral &
Bebas
Intervensi
Politik
• Kepatuhan hukum
dan sosial.
• Etika organisasi.
Bersih dari
Praktek KKN
• Akuntabilitas.
• Manajemen
kinerja.
20. 4. Tujuan strategis yg ingin dicapai
Goals
Mampu
Memberi
Pelayanan
Publik
Kebutuhan
Kompetensi
• Inovatif.
• Mengelola keluhan
dan konflik.
• Komunikasi efektif
dan kolaborasi.
• Pemberdayaan
SDM/masyarakat.
Goals
Perekat NKRI
Kebutuhan
Kompetensi
• Kepemimpinan.
• Berpikir strategis &
visioner.
• Manajemen
perubahan.
• Solidaritas kebijakan/instansional.
Rumusan Konsideran UU ASN sesungguhnya sudah
merupakan rumusan “kompetensi”, sehingga
tinggal menjabarkan dalam rincian atau subkompetensi