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"ABSTRAKReformasi sumber daya manusia (SDM) Aparatur ditujukan untuk menghasilkan birokrat yang bersih dan akuntabel, efektif dan efisien, serta memiliki pelayanan publik berkualitas, agar dapat mewujudkan birokrasi berkelas dunia pada 2024 sebagaimana rencana pembangunan jangka menengah nasional. Dengan SDM Aparatur yang berkualitas dan berdaya saing, diharapkan pemerintah siap dan mampu menghadapi beragam tantangan global yang semakin kompleks dan dinamis. Namun, kondisi Aparatur Sipil Negara (ASN) belum sepenuhnya sesaui dalam mendukung visi dan agenda nasional, karena dari 4,2 juta ASN, sebnayak 1,6 juta ASN adalah tenaga administrasi umum (pelaksana) selain itu, terdaapat problem ketidaksesauaian antara pemeran jabatan dan kompetensi yang dibutuhkan dalam jabatan (mismatch), serta problem indispliner yang kontraproduktif terhadap kinerja. karenanya, diperlukan perbaikan mendasar. Untuk itu, pemerintah menerapkan Undang-Undang Nomor 5 Tahun 2014 tentang Aparatur Sipil Negara dan Peraturan Pemerintah Nomor 11 tahun Manajemen Pegawai Negeri Sipil, serta peraturan pemerintah Nomor 49 tahu 2018 tentang Manajemen Pegawai Pemerintahan dengan Pejanjian kerja. Berdasarkan kebijakan tersebut, dilaksanakan strategi manajemen human capital ASN yang meliputi perencanaan, pengadaan (rekrut dan seleksi), pengembangan kapasitas, Penilaian kinerja dan penghargaan, pengembangan karier, dan peningkatan kesejahteraan. "

"Competence can be defined as an individual basic characteristic which has a causal relationship based on criteria namely effective of good performance, superior at workplace or at a certain situation. The mean of competence mentioned above can be briefly defined as man capability indicated by his work, knowledge, skill, attitude, motive and talent, obviously found at workplace which can distinguish between who is successful and who is ordinary person. Every organization needs to develop professional and competent human resources according to the necessity. This will be the center of organization excellence and all at once as an instrument of competitive ability in the globalization era. Concept of Competence Based Human Resources Management (CBHRM) offers an approach wich expresses the demand toward the need of individual (civil servant). By applying the approach CBHRM many of management functions, at the beginning, are difficult to be performed, can be easier and more pratical, as employee career planning, post/ position grouping, development, training till termination which can arranged according to to the organizational needed competence by using the information on competence needed in a post/potion or for an individual (employee). So CBHRM can be defined as "a process of management of manpower function from recruitment until termination, where the process of decision taking is based on information about standard of post/position and individual or employee competence in order to achieve organization purpose". Different from conventional Human Resources management, all activities and decision in the CBHRM are more transparent, can be scientifically justified and non-discriminative. By using the integrated CBHRM can be developed an Integrated Competencies Based Human Resources Management Information System. This system is a database which is devided, based on functions of human resources management and which produces various report needed by integrated human resource service."

"The bureaucratic reform agenda during the first year will be expanded to 8 in 2009, a term of SBY presidency has only given priority to limited number of departements and agencies, 1 in 2008, expanded to 3 and cover three areas; administrative efficiency , administrative structures and human resources management. As an incentive to futher reform, the government through the MInistry of Finance is rewarding agencies which can demontrate performance improvement with an additional performance budget, given to staff as performance bonuses. These reform initiatives are seen as the first of a three phase approach to bureaucratic reform with the second phase the 2010 - 14 presidential term and the last phase being completed by 2020-2024. The second phase of Indonesia's bureaucratic reform needs to go beyond the three areas and the limited approach. To build a professional, a-political and high performance Indonesia's civil service the reform initiatives should focus on the following areas : a)Develop position based human resource management system, b) creating an independent authority for Indonesia's civil service, c)Develop multi - category civil service, d) Lunch salary and pension reforms."

"Pendidikan yang berbasis pada budaya lokal dengan berbagai kearifan akan lebih baik untuk membentuk watak dan mengembangkan potensi diri daripada pendidikan yang bersumber dari budaya di luar peserta didik. Penelitian ini memiliki tujuan untuk menginventarisasi, orientasi dan interpretasi kearifan lokal yang hidup pada masyarakat dan budaya Sunda. Tempat penelitian berada di lima lokasi komunitas adat di Jawa Barat yaitu Desa Pangandaran, Kampung Kuta, Kampung Naga, Ciptagelar dan Kanekes. Kesimpulan yang dapat ditarik dari hasil penelitian ini adalah bahwa: Setiap masyarakat adat pada kebudayaan Sunda memiliki bentuk kearifan lokal yang sangat signifikan dalam memitigasi bencana. Pada umumnya masyarakat adat sudah menyadari bahwa jika lingkungan rusak maka akan ditimpa benccana, walaupun cara pemeliharaannya melalui mitos dan aturan adat. Hasil penelitian berupa interpretasi kearifan lokal yaitu ada tiga yaitu (1) Bangunan Rumah Bambu; (2) Tata Ruang & Zonasi Penggunaan Lahan dalam Skala Mikro; (3) Pengelolaan Lahan Secara Ramah Lingkungan. Rekomendasi penelitian ini adalah bahwa kearifan lokal sangat layak dijadikan bahan ajar di sekolah dengan berbagai bentuknya baik berupa narasi, cerita, maupun komik."