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All Journal Jurnal Aplikasi Bisnis dan Manajemen (JABM) E-Journal Business Review and Case Studies
Ahmad Rifai
School of Business IPB University
Agriculture, Biological Sciences & Forestry Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Social Sciences

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PERSEPSI PEGAWAI TERHADAP IMPLEMENTASI MANAJEMEN TALENTA DI ORGANISASI PEMERINTAHAN Ahmad Rifai; M. Syamsul Maarif; Anggraini Sukmawati
Jurnal Aplikasi Bisnis dan Manajemen (JABM) Vol. 7 No. 2 (2021): JABM Vol. 7 No. 2, Mei 2021
Publisher : School of Business, Bogor Agricultural University (SB-IPB)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.17358/jabm.7.2.366

Abstract

This study aims to analyze employee perceptions of the implementation of talent management in the Ministry of Finance, as well as to analyze the relationship between the profile of respondents and the four stages of talent management. The population in this study was 80,996 employees within the Ministry of Finance and the sample size was 408 employees who were determined by using stratified random sampling technique. Data analysis using a quantitative approach includes validity and reliability tests, averaging, two boxes, cross tabulation, and different tests. The results showed that employees' perceptions of the implementation of talent management at the Ministry of Finance were good, but improvements were needed in 7 indicators: (1) understanding of the 9 boxes for mapping employees, (2) searching for talented people by organizations, (3) information criteria to become talent, (4) information about employees who are determined to be talents, (5) motivation of leaders to develop employee careers, (6) objective assessment of career development, and (7) facilities for employee competency development programs. There is a relationship between respondents and these 7 indicators. Meanwhile, there are differences in respondents' perceptions with these 7 indicators. The managerial implications that can be applied are the socialization of talent management to all employees, employee development programs to improve competence and careers, and paying attention to the profile of respondents in developing talent management. Keywords: career development, competency, manpower planning, Ministry of Finance, talent mapping
KEYS TO SUCCESSFUL IMPLEMENTATION OF FLEXIBLE WORKING SPACE AS A NEW NORMALITY IN PUBLIC ORGANIZATIONS Ahmad Rifai; M. Syamsul Maarif; Anggraini Sukmawati
Business Review and Case Studies Vol. 2 No. 1 (2021): BRCS, Vol 2 No 1, April 2021
Publisher : School of Business, IPB University (SB-IPB)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.17358/brcs.2.1.24

Abstract

COVID-19 caused a health crisis that prompted the acceleration of implementing the new "new normal" paradigm at work. Employees are forced to work from home without preparation and face-to-face supervision from superiors. In this regard, the Ministry of Finance is implementing a Flexible Working Space. This study aims to analyze studies related to crisis communication, internal communication, Flexible Working Space, and their application in the Ministry of Finance. The scope of this research focuses on literature references related to crisis communication, internal communication, and Flexible Working Space in the COVID-19 pandemic conditions, which can be applied to the government sector. This research uses secondary data through literature studies related to organizational communication, Flexible Working Space, and the latest data related to COVID-19. The results show that crisis communication in the Ministry of Finance has adopted the Crisis and Emergency Risk Communication (CERC) model, which consists of six principles: be first, be right, be credible, express empathy, promote action, and show respect. Flexible Working Space at the Ministry of Finance is one of the strategic initiatives whose implementation is accelerated due to the impact of COVID-19. Therefore, internal communication is needed regarding the application of Flexible Working Space. Besides, it is necessary to formulate policies, feasibility, availability, schedule arrangements, response speed, productivity measures, office equipment, technical support, employee layoffs, and a physical environment to support Flexible Working Space's successful implementation. Keywords: covid-19, crisis communication, flexible working space, internal communication, ministry of finance
Co-Authors Anggraini Sukmawati M. Syamsul Maarif M. Syamsul Maarif