The Implementation of Talent Management Implementation at Regional Employee Agency Wonogiri Regency Central Java

Bureaucratic Reform (RB) in Indonesia represents a strategic redesign of the bureaucratic system to adapt to societal and global dynamics. Within the spectrum of RB-induced changes, particular attention is given to human resources, with Talent Management emerging as a pivotal element aimed at enhancing the governance of civil servants (ASN). This research seeks to explore the implementation of Talent Management in the Regional Employee Agency (BKD) of Wonogiri Regency, examining both supporting and inhibiting factors, and proposing solutions in line with Policy Implementation theory. Employing qualitative research methods encompassing observation, interviews, and documentation, the study reveals that the implementation of Talent Management in Wonogiri Regency is generally commendable, driven by effective communication, the commitment of the Wonogiri Regent, and clear Standard Operating Procedures (SOPs). Nevertheless, challenges include the absence of assessors, lack of an Assessment Center, insufficient budget allocation, and the absence of a dedicated field for Talent Management. Mitigation efforts involve certifying assessor employees, proposing the


Introduction
The impediments to development in Indonesia persist due to challenges within its bureaucratic system, characterized by subpar performance in administrative services and a persistently high level of corruption.This is evident in global assessments such as The Global Competitiveness Report 2014-2015, where Indonesia is ranked 37th out of 140 countries, and the World Bank's Worldwide Governance Indicators, indicating a notably low government effectiveness index of -0.01 in 2014.
Beyond international concerns, domestic issues further plague the Indonesian bureaucracy, encompassing inadequate service delivery to the public and the politicization of administrative processes, particularly since the era of decentralization and regional autonomy.These challenges pose a potential threat to the nation's unity and integrity, highlighting a lack of professionalism within the bureaucratic apparatus, hindering its ability to fulfill its responsibilities effectively.
In response to this global challenge, the government has taken steps to address these issues through the implementation of Presidential Regulation of the Republic of Indonesia Number 81 of 2010, outlining the Grand Design of Bureaucratic Reform 2010 -2025.This comprehensive plan aims to reshape the Indonesian bureaucratic system to align with the evolving needs of a developing society.
An essential aspect of this reform focuses on human resources, aiming to cultivate officials with qualities such as integrity, neutrality, competence, professionalism, and high performance in serving the community.This initiative aligns with the principles set forth in Law Number 5 of 2014 concerning the State Civil Apparatus, emphasizing the crucial role of the Civil servants as the frontline in delivering public services to the community.
In the management of Civil servants in Indonesia, the government employs a merit system as stipulated in Law Number 5 of 2014 concerning State Civil Apparatus (UU CIVIL SERVANTS ).The merit system, as defined by this law, involves policies and management that are based on qualifications, competencies, and performance.This system is implemented fairly and impartially, without any form of discrimination.The overarching goal of the merit system in the Indonesian bureaucracy is to cultivate professional and integrity-driven civil servants by placing them in government bureaucratic roles based on their competence, ensuring equitable compensation, fostering their development through guidance and training, and safeguarding their careers from politicization and policies conflicting with the merit principle.
A subsequent step in the implementation of the merit system is the incorporation of talent management into the civil servant management process.According to Krissetyanti, as discussed in the journal "Implementation of Internal Talent Management Strategy: Civil Servant Development," talent management is a process that involves the integrated strategy or system aimed at enhancing working conditions by refining recruitment and selection processes, developing, engaging, and retaining employees with skills and talents to meet the present and future needs of the organization (Krissetyanti, 2013).
Several regions in Indonesia, including Magelang City, Pekalongan City, Cilacap Regency, Pati, Salatiga City, Batang, Grobogan, Tegal Regency, Banjarnegara, Brebes, Wonosobo, Boyolali, Tegal City, Banyumas, Blora, Regency Semarang, Temanggung, Karanganyar, Purbalingga, Kendal, Kebumen, Kudus, and Wonogiri, have successfully implemented both merit and talent management systems in managing their apparatus.Notably, the Wonogiri Regency Government, as reported in the Detikjateng article, "Successfully Implementing the Merit System, 22 Regional Governments in Central Java Rewarded with Awards," achieved the highest category and received the top score in Solo Raya for implementing the merit system.This accomplishment was attributed to the implementation of talent management, a key pillar of the merit system, allowing the Wonogiri Regency Government to manage, place, and develop its employees according to their needs and competencies, as highlighted in the Solopos article "Sistem Merit Pemkab Wonogiri Raih Angkat Baik Tertinggi di Soloraya." Based on an interview conducted with Suci Indah Sari, the Head of the General and Employee Sub-Division at the Wonogiri Regency Regional Civil Service Agency, who was reached via WhatsApp, it was elucidated that the implementation of Talent Management aligning with Wonogiri Regent Regulation Number 72 of 2021, focused on Talent Management for Civil servants within the Wonogiri Regency Government, has been in effect for approximately one year following the enactment of the regent's regulation.During this period, several factors hindering the execution of Talent Management have been identified.These obstacles include a lack of comprehensive understanding among competent human resources regarding the concept of Talent Management.Consequently, conventional methods continue to be prevalent in the management processes of employees.
Given the aforementioned challenges, the researchers are motivated to investigate the implementation of talent management with the specific goal of enhancing the performance of Civil servants at the Regional Employee Agency (BKD) of Wonogiri Regency, Central Java Province.The interest in this research stems from the recognition that talent management for civil servants aims to foster a competitive advantage by harnessing the potential of civil servants to achieve optimal performance.

Research Methods
This descriptive qualitative research was performed using an inductive approach to examine the implementation of Talent Management for enhancing the performance of civil servants in the Regional Civil Service Agency (BKD) of Wonogiri Regency.The research implementation adhered to field facts related to Talent Management practices.
The researchers employed two data sources: primary data and secondary data.Primary data was gathered through direct observations in the field, specifically at the Wonogiri Regency Regional Civil Service Agency (BKD), involving the agency's employees.Secondary data collection involved gathering documents, archives, and reports from the Regional Civil Service Agency (BKD) of Wonogiri Regency.The analysis applied the theory of public policy implementation proposed by Edward III (1980), which posits that the success of public policy implementation can be gauged through four dimensions: communication, resources, disposition, and bureaucratic structure.

Results and Discussion
The analysis of Talent Management implementation in the Regional Employee Agency (BKD) of Wonogiri Regency is conducted through the lens of Edward III's public policy implementation theory (Edward III, 1980).This theory posits that the success of public policy implementation can be assessed based on four key dimensions: communication, resources, disposition, and bureaucratic structures.The ensuing discussion is organized into the following subchapters.

1.
Implementation of Talent Management in Improving the Performance of Civil servants at the Regional Employee Agency of Wonogiri Regency, Central Java Province.

Communication
Based on the researchers' observations, the Wonogiri Regency Government executed the Socialization of the Proposed Promotion Process through the METEKU Application on June 16, 2022, at the Wonogiri Regency Regional Employee Agency.This event, attended by employee administrators from all work units in Wonogiri Regency, aimed to familiarize participants with the process of proposing promotions through the METEKU application, aligning with Talent Additionally, the Wonogiri Regional Civil Service Agency created a video tutorial guiding employees on activating their METEKU application accounts.This tutorial, available on the Wonogiri Regency Regional Civil Service Agency's YouTube channel, illustrates the account creation process for Wonogiri Regency Government employees and provides insights into the METEKU application's features, promoting user understanding and familiarity.
Through these observations, researchers identified effective information transmission from the Regional Employee Agency of Wonogiri Regency through socialization activities and instructional content related to the METEKU application in Talent Management implementation.
Furthermore, the researchers noted the clarity and consistency in the delivery of information concerning the execution of Talent Management in Wonogiri Regency.
To delve deeper into these findings, an interview was conducted with Mr. Djoko Purwidyatmo, S.Sos., M.M., the Head of the Wonogiri Regency Regional Employee Agency, on Monday, January 16, 2023, at the Wonogiri Regency Regional Employee Agency Office.During the interview, Mr. Purwidyatmo shared insights.
(The implementation of Talent Management in Wonogiri Regency has been applied since mid-2021 in conjunction with the issuance of Wonogiri Regent Regulation Number 72 of 2021 Regarding Talent Management for Civil servants in the Wonogiri Regency Government.The socialization process regarding the implementation of the advanced merit system, namely talent management, has been gradually carried out.Seminars and training on talent management have also been provided to the Regional Organizations in Wonogiri Regency.In the Regional Employee Agency of Wonogiri Regency itself, as the pilot project for Talent Management in Wonogiri Regency, there have been six meetings related to the presentation of Talent Management implementation.In addition, training and education have been conducted for Computer Officials here to develop and manage the METEKU application (Talent and Employee Management Unit), which serves as the backbone in the implementation of Talent Management in Wonogiri Regency.) From the aforementioned interview, it can be deduced that the transmission of information regarding policies undergoes a structured process involving stages of socialization and training.
There is notable consistency in the information related to Talent Management in Wonogiri Regency.This consistency is anchored in the implementation of Talent Management, which is guided by Wonogiri Regent's Regulation Number 72 of 2021.This regulation specifically addresses Talent Management for Civil servants within the Wonogiri Regency Government, serving as the definitive benchmark for Talent Management implementation within the Regional Employee Agency of Wonogiri Regency.
This aligns seamlessly with the insights provided by Mr. Suratman, SE., M.M, the Secretary at the Wonogiri Regency Regional Civil Service Agency.In an interview conducted on Tuesday, January 17, 2023, Mr. Suratman emphasized: (At the beginning of the Talent Management policy in Wonogiri Regency in general, and in the Regional Employee Agency of Wonogiri Regency in particular, we all did not know what Talent Management was and did not understand why Talent Management had to be implemented.This is because, traditionally, employee management was carried out based on the Ranking List of Civil Service (DUK), and promotions and appointments were made according to this list, not based on talent and employee competencies.As time has passed and with the socialization of Talent Management, we now understand and can implement the concept of employee management using Talent Management) The provided statement highlights the clarity of information regarding the implementation of Talent Management at the Wonogiri Regency Civil Service Agency, following the completion of the Talent Management socialization process and the enforcement of Wonogiri Regent Regulation Number 72 of 2021.This regulation specifically addresses Talent Management for Civil servants within the Wonogiri Regency Government, serving as a comprehensive guideline for the Regional Employee Agency of Wonogiri Regency.
The Wonogiri Regency Government conducted the Socialization of the Proposed Promotion Process through the METEKU Application on June 16, 2022, at the Wonogiri Regency Regional Employee Agency.This event, attended by employee administrators from all work units in Wonogiri Regency, aimed to introduce the promotion proposal process through the METEKU application, a key component of Talent Management.During the socialization activity, the process of creating an account for employees within the Wonogiri Regency Government was elucidated.Additionally, participants were provided with explanations about the functionalities of the METEKU application, enhancing their understanding and familiarity with its use.

Resources
According to the data collected by researchers from the Talent and General Employee Management (METEKU) application of the Wonogiri Regency Regional Employee Agency, it has been observed that only 426 out of the total 8,802 employees in Wonogiri Regency have participated in competency tests and subsequently been mapped into 9 quadrants.This mapping aligns with the Talent Box framework within Talent Management and is categorized based on the following details: S.E., the Head of the General and Civil Service Subdivision at the Regional Civil Service Agency, shared insights during an interview conducted at the Regional Civil Service Office on Tuesday, January 18, 2023, stating that: (In terms of human resources, the Regional Employee Agency of Wonogiri Regency is still constrained by the absence of functional assessor officials responsible for assessing the competency tests of employees.From a budget perspective, there are still limitations and it is not sufficient to test the competency of all employees in the Regional Employee Agency of Wonogiri Regency.Meanwhile, facilities for the Talent and General Employee Management Application Server (METEKU) are already available, but there is still a lack of assessment center facilities in Wonogiri Regency.As a result, employee competency tests are conducted at the Human Resources Development Agency (BPSDM) of Central Java Province, while seeking assistance from functional assessor officials of the Human Resources Development Agency (BPSDM) of Central Java Province.) The interview underscores that the dimensions related to resources, including human resources, budgetary allocations, and facility resources, are currently suboptimal in supporting the effective implementation of Talent Management within the Regional Employee Agency of Wonogiri Regency.This observation aligns with the statement provided by Mr. Ida Rachmawati, S.ST, the Head of the Finance Subdivision at the Wonogiri Regency Regional Employee Agency, who elucidated that: (There is currently no specific allocation designated for the implementation of Talent Management in the Regional Employee Agency of Wonogiri Regency.To conduct competency tests, we must prioritize leadership elements first.Due to budget constraints, not all employees can undergo competency tests for talent mapping.Therefore, the implementation of Talent Management has not progressed according to the expected targets.) After conducting interviews with the aforementioned sources, it can be inferred that the Wonogiri Regency Regional Civil Service Agency is currently ill-prepared to implement Talent Management from a resource standpoint.The inadequacy lies in both the quantity and quality of human resources, as they lack sufficient competence necessary for effective Talent Management.
Furthermore, the absence of a dedicated budget allocated specifically for Talent Management implementation contributes to the challenges faced by the agency.Additionally, the lack of Assessment Center facilities and functional assessor officials represents a crucial gap in the infrastructure required for successful Talent Management implementation.Addressing these deficiencies is imperative for the successful integration of Talent Management within the agency.

Disposition
According to the 2022 Wonogiri Regency Regional Civil Service Agency (BKD LKjP) report, the agency demonstrated commendable performance based on eight performance indicators.Out of these, six indicators surpassed their targets, earning them the distinction of being categorized as "Very Good."Meanwhile, the remaining two indicators received a "Good" rating.The overall average percentage of performance achievements for the Wonogiri Regency Regional Civil Service Agency in 2022 stands at an impressive 148.25%, resulting in an overarching rating of "Very Good." This outstanding performance is indicative of effective leadership that significantly contributes to the employees' accomplishments within the agency.Mr. Djoko Purwidyatmo, S.Sos., M.M, the Head of the Wonogiri Regency Regional Employee Agency, emphasized this positive trend during an interview with the researcher on Thursday, January 20, 2023.Mr.
Purwidyatmo highlighted the key factors that have propelled the agency's success, affirming the presence of robust leadership support as a critical element in fostering employee performance.
(Mr. Joko Sutopo (Regent of Wonogiri) has requested us (Regional Employee Agency of Wonogiri Regency) to be a pilot project in the implementation of Talent Management in Wonogiri Regency.Considering that Wonogiri Regency has achieved an excellent rating in the merit system, we are encouraged to further develop and initiate Talent Management.This is aimed at ensuring that the implementation of the merit system and employee management operates more professionally, with employees occupying positions that best suit their capabilities.) In line with this, Mr. Suratman, SE., M.M, the Secretary of the Regional Employee Agency of Wonogiri Regency, explained in an interview conducted by researchers on Thursday, January 20, 2023, that:: (The implementation of Talent Management in the Regional Employee Agency of Wonogiri Regency is fully supported by the Wonogiri Regency Government.The Regent has issued Regulation No. 72 of 2021 concerning Talent Management for Civil servants within the Wonogiri Regency Government.This regulation serves as a guide for the implementation of Talent Management in Wonogiri Regency in general and in the Regional Employee Agency specifically.) The manifestation of Talent Management in Wonogiri Regency is underscored by a dedicated commitment, further reinforced by the official enactment of Wonogiri Regent Regulation Number 72 of 2021.This regulation specifically addresses Talent Management for Civil servants within the Wonogiri Regency Government.The primary goal of instituting Talent Management within the Wonogiri Regency Regional Civil Service Agency is to achieve effective and professional management of human resources in alignment with the objectives outlined in the agency's Strategic Plan (Renstra) for the period 2021-2026.This strategic initiative reflects a conscientious effort to optimize the utilization of employee in accordance with the agency's overarching mission and vision.Analyzing the data presented in the table above, it is evident that out of the 8 performance indicators, 6 surpassed their targets, earning them the distinction of being classified as "Very Good."The remaining 2 performance indicators received a "Good" rating.When considering the overall performance, the Wonogiri Regency Regional Civil Service Agency achieved an impressive average percentage of 148.25% for the year 2022, resulting in an overarching rating of "Very Good."This data are a testament to the presence of effective leadership within the Wonogiri Regency Regional Employee Agency, providing substantial support to enhance the overall performance of its employees.

Inhibiting and Supporting Factors in the Implementation of Talent Management at the
Regional Employee Agency of Wonogiri Regency, Central Java Province.

Inhibiting Factors a. Absence of functional assessor officials b. Unavailability of Assessment Center Facility
Wonogiri Regency currently lacks an Assessment Center facility, a crucial resource for conducting employee assessments-an integral stage in Talent Management.Mr. Suratman, SE., M.M, the Secretary at the Regional Employee Agency, highlighted this gap during a statement at the Regional Employee Office on Tuesday, January 18, 2023.
(In terms of human resources, the Regional Employee Agency of Wonogiri Regency is still constrained by the absence of functional assessor officials responsible for assessing the competency tests of employees.In terms of budget, it is still limited and insufficient to test the competencies of all employees in the Regional Employee Agency of Wonogiri Regency.While facilities for the Talent Management and General Employee Application (METEKU) server are available, there is currently no Assessment Center facility in Wonogiri Regency.Consequently, the implementation of employee competency tests is conducted at the Human Resources Development Agency (BPSDM) of Central Java Province, with a simultaneous request for assistance from functional assessor officials at the Human Resources Development Agency (BPSDM) of Central Java Province.) The interview indicates that the Wonogiri Regency Regional Civil Service Agency currently lacks an Assessment Center for conducting competency tests and assessments for its employees.In response to this gap, the Wonogiri Regency Government has sought assistance from functional assessor officials from the Central Java Province Human Resources Development Agency (BPSDM).An Nur Indirawati, S.E, the Head of the General and Civil Service Subdivision at the Regional Civil Service Agency, affirmed this need during a statement at the Regional Civil Service Office on Tuesday, January 18, 2023 as follows.
(In terms of facilities for the Talent Management and General Employee Application (METEKU) server, they are already available.However, there is still a lack of an Assessment Center facility in Wonogiri Regency.As a result, the implementation of employee competency tests is carried out at the Human Resources Development Agency (BPSDM) of Central Java Province.) It is highlighted that Wonogiri Regency currently lacks its own Assessment Center facility.
Consequently, the competency test, a crucial phase of Talent Management, is conducted by utilizing the Assessment Center at the Human Resources Development Agency (BPSDM) of Central Java Province.Nevertheless, the researcher's observations reveal that the individual overseeing this process, namely the Head of the Wonogiri Regency Regional Employee Agency, demonstrates a supportive stance towards the implementation of Talent Management in Wonogiri Regency.This supportive approach is substantiated by the Performance Achievement Data of the Wonogiri Regency Regional Employee Agency for the year 2022.

c. Unavailable Specific Budget Allocation
Based on the researcher's interview with Ms. Ida Rachmawati, S.ST., the Head of the Finance Subdivision at the Regional Employee Agency of Wonogiri Regency, she conveyed: (There is currently no specific allocation earmarked for the implementation of Talent Management at the Regional Employee Agency of Wonogiri Regency.To conduct competency tests, we have to prioritize leadership elements first.Due to budget constraints, not all employees can undergo competency tests for talent mapping.Consequently, the implementation of Talent Management has not progressed according to the expected targets.) From the interview results with the above-mentioned informant, it can be concluded that the Regional Employee Agency of Wonogiri Regency lacks a specific budget allocation for Talent Management implementation.Therefore, in the execution of Talent Management, the agency has to be economical with limited resources.

d. Absence of a Specific Field for Talent Management
Based on the organizational structure of the Regional Employee Agency of Wonogiri Regency, there is no specific task distribution related to the implementation of Talent Management.Responsibilities related to Talent Management implementation are delegated to various departments within the Regional Employee Agency of Wonogiri Regency, aligning with the similarity of tasks and functions of those departments.This is in line with the researcher's interview with Ms.An Nur Indirawati, S.E., the Head of the General and Employee Subdivision at the Regional Employee Agency of Wonogiri Regency, on Friday, January 21, 2023, where she explained that: (There is currently no special team or specific department that handles talent management implementation.At the moment, in the Regional Employee Agency of Wonogiri District, the distribution of authority and responsibility related to Talent Management is still considered an additional task and is coordinated across all existing departments in the Regional Employee Agency of Wonogiri District.) There is no designated field with specific duties and responsibilities for the implementation of Talent Management.Currently, the allocation of tasks related to Talent Management in the Wonogiri Regency Regional Employee Agency is based on the compatibility of tasks and functions within respective fields.However, the researcher's observations indicate that the implementer's qualities or characteristics, particularly the Head of the Wonogiri Regency Regional Employee Agency, demonstrate a supportive stance toward the implementation of Regency will have its own certified assessors who can independently carry out competency tests and assessments.) To address budget limitations, the Wonogiri Regency Regional Civil Service Agency plans to submit a budget request to the Regency Government.In response to the absence of assessor officials, the agency intends to conduct training and certification programs for selected employees, empowering them to become assessors.Additionally, to overcome the lack of facilities and infrastructure for an Assessment Center, the Wonogiri Regency Regional Employee Agency will propose directly to the Regent a plan for constructing an Assessment Center in Wonogiri Regency.

b. Proposing the Creation of an Assessment Center
A significant challenge in implementing Talent Management at the Wonogiri Regency Regional Employee Agency is the absence of Assessment Center facilities in the region.To address this issue, the Wonogiri Regency Government has outlined plans to construct an Assessment Center, as detailed in the Wonogiri Regency Strategic Plan (RENSTRA) for the period 2021-2026.Mr. Djoko Purwidyatmo, S.Sos., M.M, the Head of the Wonogiri Regency Employee Agency, supports this initiative, emphasizing the need for such a facility to enhance Talent Management practices in the region.
(We have made efforts to propose to the Wonogiri District Government for the construction of an Assessment Center, and it is already included in the Regional Strategic Plan (RENSTRA) of Wonogiri District for the period 2021-2026.Hopefully, it will be truly realized and implemented as expected.This way, Wonogiri District can independently carry out Talent Management because it already has assessors and its own Assessment Center, eliminating the need to rely on the Provincial Government).
To address the issue of the unavailability of Assessment Center facilities in Wonogiri District, the Regional Employee Agency of Wonogiri District proposed the construction of an Assessment Center in Wonogiri District, and this plan is already outlined in the RENSTRA of Wonogiri District for the years 2021-2026..

c. Proposing Special Budget Allocation
The absence of a specific budget allocation for the implementation of Talent Management in the Regional Employee Agency of Wonogiri District is one of the obstacles to Talent Management implementation.To overcome this, the Wonogiri District Government has proposed , S.E., M.M., the Head of the Transfer and Apparatus Development Division at the Wonogiri Regency Regional Employee Agency, led the Socialization of the Process for Proposing Promotion through the METEKU Application.He emphasized that the METEKU application was a response by the Wonogiri Regency Government to Minister of State Apparatus Empowerment and Bureaucratic Reform Regulation Number 3 of 2020, focusing on Talent Management for State Civil Apparatus.This initiative signifies the commencement of building an information system for Talent Management implementation within the Wonogiri Regency Government.

Figure 1 .
Figure 1.Performance Achievements of the Regional Employee Agency of Wonogiri Regency in 2022Source: Researcher's documentation, 2023

Table 1 . Data on Employees who have Completed the Competence Test
Based on the information provided in Table1, it is evident that only 426 employees, constituting approximately 4.8% of the total workforce in Wonogiri Regency (8,802 employees), have undergone Competency Tests and talent mapping.The limited participation can be attributed to budget constraints, the absence of assessors, and the lack of Assessment Center facilities within Wonogiri Regency.Consequently, the implementation of competency tests faced challenges, prompting the Wonogiri Regency Government to seek assistance from the Human Source : METEKU BKD Application in Wonogiri Regency, 2023Resources Development Agency (BPSDM) of Central Java Province.Mrs.An Nur Indirawati,