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"Baintelkam merupakan Badan pengemban Fungsi Intelijen keamanan Polri yang berperan dalam memberikan masukan

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Security Intelligence Agency (Baintelkam) of Indonesian National Police plays prominent roles in providing inputs to its leaders on situation and condition of security and public order in society. The National Police needs fast, sharp and accurate intelligence analysis to anticipate all possible incidents regarding security and public order. However, the interest of the National Police Academy graduates in security intelligence function is still low due to the fact that many talent scouting human resources from the agency move to other technical functions. This will affect the regeneration and recruitment in the agency, especially at the first officer level. Moreover, the existence of structural personnel who do not have intelligence background and capabilities in the agency will also affect the quantity and quality of the agency’s outcomes. The results of the study reveal that the agency has aligned the talent scouting strategy with its needs in achieving its goal in maintaining security and public order. This can be seen from the agency’s policies in developing its intelligence officers and its recruitment patterns for Police Academy graduates to ensure that the officers trained and empowered are in accordance with the agency’s vision and mission. Security Intelligence Agency provides opportunities for all officers to develop and empower themselves so that the competence and expertise of officers in intelligence continue to improve through trainings both nationally and internationally and facilitate officers to continue their formal educations to master and doctoral levels. Talent scouting implemented by the agency has run well due to the fact that it has got talented and high qualified officers in the field of intelligence. The results of the research also reveal that the main obstacle faced by agency in implementing talent scouting is the ability to retain its officers to continue their careers in intelligence sector. Many police officers still perceive that intelligence does support their career development as police personnel although the task of intelligence is very important."

"Tingkat perpindahan fungsi dari anggota Polri yang tinggi yang disebabkan tidak sesuainya kemampuan, minat dan bakat dari personel Polri tersebut yang menduduki jabatan atau posisi dalam organisasi tersebut menyebabkan kurang maksimalnya kinerja Bareskrim Polri dalam memberikan pelayanan kepada masyarakat. Penyelesaian permasalahan tersebut dilakukan dengan langkah program talent scouting. Penelitian ini dilakukan dengan tujuan untuk dapat menentukan strategi pelaksanaan talent scouting serta menentukan faktor-faktor yang dapat mempengaruhi hasil talent scouting tersebut. Metode penelitian yang digunakan dalam penelitian ini adalah dengan pendekatan kualitatif dan metode deskriptif penelitian ini akan mengambil sumber data dengan teknik pengamatan, wawancara dan telaah dokumen. Penelitian dilaksanakan di Direktorat Tindak Pidana Umum Bareskrim Polri dengan menggunakan analisis data berupa pengumpulan data, kondensasi data, penyajian data, dan kesimpulan. Hasil penelitian munjukkan bahwa Badan Reserse Kriminal melakukan penyelaran strategi talent scouting dengan kebutuhan organisasi dalam pencapaian tujuannya yaitu menjaga keamanan dan ketertiban masyarakat. Hal ini terlihat dengan kebijakan pimpinan Bareskrim dalam mengembangkan perwira kepolisian yang sudah ada maupun pola rekruitmen dari Akademi Kepolisian yang bertujuan agar perwira yang dibina dan diberdayakan sesuai dengan tujuan utama visi dan misi organisasi. Bareskrim Polri memberikan kesempatan kepada semua perwira untuk mengembangkan dan memberdayakan dirinya sehingga kompetensi dan keahlian perwira dalam bidang reserse kriminal terus meningkat melalui pelatihan fungsi reskrim baik nasional maupun internasional serta memfasilitasi perwira untuk melanjutkan pendidikan formal ke jenjang magister maupun doctoral. Talent scouting yang diterapkan oleh Badan Reserse dan Kriminal Polri telah berjalan baik sehingga mampu mendapatkan perwira yang berbakat dan mempunyai keahlian tinggi dalam bidang reskrim. Hambatan utama yang dihadapi oleh Badan Reserse dan Kriminal Polri dalam implementasi talent scouting adalah kemampuan untuk mempertahankan perwira agar tetap berkarier dalam bidang reskrim. Walapun tugas reskrim sangat penting tetapi masih banyak perwira yang menganggap bidang tersebut tidak menunjang karier dan jabatan sebagai anggota kepolisian.

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One of the elements in compiling a strong existing security system is the functioning of law enforcement properly and correctly. This activity is the forerunner and foundation of the institution to create justice in the life of society, nation and state. To be able to carry out their duties professionally, competent and qualified human resources for the Polri detective function are needed. The ideal step from an early age is to implement a talent scouting program. The results of the study show that the Criminal Investigation Agency aligns talent scouting strategies with organizational needs in achieving its goals, namely maintaining security and public order. This can be seen from the policy of the Bareskrim leadership in developing existing police officers as well as the recruitment pattern from the Police Academy which aims to foster and empower officers in accordance with the main objectives of the organization's vision and mission. Bareskrim Polri provides opportunities for all officers to develop and empower themselves so that the competence and expertise of officers in the field of criminal investigation continues to increase through training in the criminal function both nationally and internationally and facilitates officers to continue their formal education to the master's and doctoral levels. Talent scouting implemented by the Police Research and Criminal Agency has been running well so that it is able to get officers who are talented and have high expertise in the field of criminal justice. The main obstacle faced by the Police Research and Criminal Agency in implementing talent scouting is the ability to retain officers so they can continue to pursue careers in the field of criminal justice. Even though criminal work is very important, there are still many officers who think that this field does not support their career and position as members of the police force."

"Sebagai upaya untuk meningkatkan manajemen SDM agar dapat mengikuti perkembangan zaman, Polri mengadopsi konsep manajemen talenta yang dituangkan pada Peraturan Kapolri no. 3 Tahun 2019 tentang Manajemen Talenta Polri (MTP). Namun demikian, pada pelaksanaanya secara khsusus di polda Bali terdapat berbagai fenomena seperti fluktuasi jumlah kelompok talenta lulusan Akpol dan bintara remaja, kendala komunikasi internal, kendala anggaran, maupun tidak berjalannya mekanisme yang ada. Sehingga, penelitian ini bertujuan untuk menganalisis Implementasi MTP Pada Perwira Pertama Lulusan Akpol dan bintara remaja, faktor-faktor yang menjadi pertimbangan dalam implementasi, dan langkah ideal dalam implementasi oleh Biro SDM Polda Bali. Jenis penelitian ini adalah penelitian kualitatif dengan metode triangulasi dan pengumpulan data melalui wawancara sebanyak 12 orang, studi kasus, dan studi pustaka. Hasil penelitian menunjukkan bahwa implementasi MTP pada lulusan Akpol dan bintara remaja terdapat perbedaan mencolok khususnya pada proses perekrutan, pendidikan/ pelatihan dan pengembangan kaderisasi. Sementara pada proses orientasi, manajemen kinerja dan retensi/ pengakuan cenderung sama. Selanjutnya, pada faktor - faktor menjadi pertimbangan dalam Implementasi MTP, faktor komunikasi dan struktur birokrasi khususnya pada MTP lulusan Akpol cenderung lebih menghambat dibanding pada MTP bintara remaja. Sedangkan, faktor sumber daya dan perilaku/tendensi relatif sama. Yang terakhir, langkah ideal implementasi MTP oleh Biro SDM Polda Bali sesuai dengan Perkap No.3 Tahun 2019 pada bintara remaja sebanyak 6 langkah dan pada lulusan Akpol terdiri dari 3 langkah karena langkah identifikasi, penetapan dan pengakhiran talenta pada lulusan Akpol diselenggarakan oleh SSDM Mabes Polri.

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As an effort to improve human resource management that can keep up with the times, Indonesian National Police, also known as Polri, has adopted the concept of talent management as outlined in the Regulation of Polri’s Chief Number 3 of 2019 concerning MTP (Indonesian National Police Talent Management). However, there are various phenomena in its implementation, occurring in Bali Regional Police, such as the fluctuations in the number of talent groups graduating from police academy and young NCO (Non-Commissioned Officers), internal communication constraints, budgetary constraints, and the nonfunctioning of existing mechanisms. The study aims to analyze the implementation of MTP for young police officers graduating from police academy and young NCOs graduating from SPNs (State Police Schools), the factors that are considered in MTP implementation, and the ideal steps in MTP implementation taken by Bali Regional Police Human Resources Department. The study employs the qualitative approach using triangulation method. Data is collected through interviews with twelve people, case studies, and literature study. The results of the study show that there are several striking differences in MTP implementationbetween young police academy graduates and young NCOs, especially in the process of recruitment, education/training and forming of cadres, while, the processes of orientation, performance management and retention/recognition tend to be the same. Regarding the factors considered in MTP implementation, communication and bureaucratic structure factors, especially MTP for young police academy graduates tend to be more inhibiting than MTP for young NCOs, while resource and behavior/tendencies factors are relatively the same. Finally, there are six ideal steps for implementing MTP by Bali Regional Police Human Resources Department in accordance with the Regulation of Polri’s Chief Number 3 of 2019 for young police officers graduating from NCOs and three ideal steps for implementing MTP for young police officers graduating from police academy due to the facts that the steps for identifying, determining and terminating talents for police academy graduates are held by INP Headquarters Human Resources Department."

"Penelitian ini membahas tentang penyebab mengapa Polri di dalam sistem TIM PORA diharuskan melakukan optimalisasinya dalam menangani pelanggaran yang dilakukan oleh Warga Negara Asing (WNA), berdasarkan UU No. 2 Tahun 2002 tentang Kepolisian Negara Kesatuan Republik Indonesia. Penelitian ini juga menggunakan pendekatan intelijen, intelijen strategis, optimalisasi dan peraturan perundang-undangan sebagai kerangka analisis. Untuk menguatkan penelitian ini, digunakan pula teori law enforcement dari McDowell. Penelitian ini menggunakan metode kualitatif dengan penelitian studi kasus. Hasil penelitian ini menjelaskan bahwa dasar pengawasan orang asing di Indonesia diatur oleh Undang-Undang Nomor 6 Tahun 2011 tentang Keimigrasian beserta turunannya, yang mengganti undang-undang keimigrasian sebelumnya yaitu Undang-Undang Nomor 9 Tahun 1992. Upaya optimalisasi pengawasan orang asing yang dilakukan oleh Baintelkam Polri yaitu, pertama, menetapkan Peraturan Kapolri sebagai turunan Undang-undang Nomor 2 Tahun 2022 terkait kewenangan Polri dalam pengawasan orang asing di Indonesia. Kedua, komunikasi dan koordinasi dengan Kementerian/Lembaga terkait guna memaksimalkan pengawasan Orang Asing/ TKA. Ketiga, mensosialisasikan peranan Polri dalam pengawasan Orang Asing kepada para WNA. Keempat, meningkatkan intensitas pengawasan WNA di lapangan sesuai Tupoksi Polri di Indonesia. Kemudian 3. Dalam perspektif analisis intelijen stratejik, peran Baintelkam polri dalam melakukan pengawasan WNA (khususnya jurnalis asing) dapat dilakukan dimulai dari data dan informasi yang disediakan dari masing-masing supporting unit TIM PORA. Selanjutnya, pengawasan juga dilakukan pada UPT, kuasa perwakilan/atase imigrasi di luar negeri yang berkaitan dengan pemberian ijin masuk ke Indonesia berupa visa dimana kerawanan mulai terjadi pada area tersebut seperti penjamin/sponsor fiktif ketika memohon visa RI di KBRI.

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This study discusses the reasons why the National Police in the TIM PORA system are required to optimize their handling of violations committed by Foreign Citizens (WNA), based on Law no. 2 of 2002 concerning the Unitary State of the Republic of Indonesia Police. This research also uses an intelligence approach, strategic intelligence, optimization and legislation as an analytical framework. To strengthen this research, law enforcement theory from McDowell is also used. This research uses qualitative method with case study research. The results of this study explain that the basis for monitoring foreigners in Indonesia is regulated by Law Number 6 of 2011 concerning Immigration and its derivatives, which replaces the previous immigration law, namely Law Number 9 of 1992. Efforts to optimize the supervision of foreigners carried out by Baintelkam Polri are, first, establishing the National Police Chief Regulation as a derivative of Law Number 2 of 2022 regarding the authority of the National Police in supervising foreigners in Indonesia. Second, communication and coordination with related Ministries/Institutions in order to maximize the supervision of Foreigners/TKA. Third, to socialize the role of the National Police in supervising foreigners to foreigners. Fourth, increase the intensity of supervision of foreigners in the field according to the main tasks and functions of the Indonesian National Police. Then 3. communication and coordination with related Ministries/Agencies in order to maximize the supervision of Foreigners/TKA. Third, to socialize the role of the National Police in supervising foreigners to foreigners. Fourth, increase the intensity of supervision of foreigners in the field according to the main tasks and functions of the Indonesian National Police. Then 3. communication and coordination with related Ministries/Agencies in order to maximize the supervision of Foreigners/TKA. Third, to socialize the role of the National Police in supervising foreigners to foreigners. Fourth, increase the intensity of supervision of foreigners in the field according to the main tasks and functions of the Indonesian National Police"

"Penelitian ini bertujuan untuk mengkaji dinamika Pemilu pasca-Orde Baru yang memicu munculnya politik identitas, menganalisis respons negara terhadap ancaman yang ditimbulkan oleh politik identitas, serta memahami peran Badan Intelijen Keamanan Kepolisian Negara Republik Indonesia (Baintelkam Polri) dalam konteks tersebut. Pemilu 2014 dan 2019 dipilih karena pada kedua pemilu tersebut penggunaan politik indentitas terbilang sangat masif. Penelitian ini menggunakan metode kualitatif dengan pendekatan fenomenologi ilmu sosial untuk menggali fenomena sosial dan politik yang kompleks. Hasil penelitian menunjukkan bahwa politik identitas menjadi permasalahan utama dalam Pemilu 2014 dan 2019, dipicu oleh rendahnya literasi masyarakat, tren politik identitas global, dan krisis kesadaran politik-kebangsaan di kalangan elite politik. Elemen agama dan etnis menjadi isu sentral yang diwacanakan dan dikonflikkan dalam ruang publik menjelang, saat, dan pasca-Pemilu. Penelitian ini menyimpulkan perlunya model inteligence-led policing yang efektif dalam menangani masalah politik identitas guna mendukung konsolidasi demokrasi di Indonesia.

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This study aims to examine the dynamics of the post-New Order elections that triggered the emergence of identity politics, analyze the state's response to the threats posed by identity politics, and understand the role of the Indonesian National Police Security Intelligence Agency (Baintelkam Polri) in this context. The 2014 and 2019 elections were chosen because in both elections the use of identity politics was massive. This study uses a qualitative method with a social science phenomenology approach to explore complex social and political phenomena. The results of the study show that identity politics became the main problem in the 2014 and 2019 elections, triggered by low public literacy, global identity politics trends, and a crisis of political-national awareness among political elites. Religious and ethnic elements became central issues that were discussed and conflicted in the public space before, during, and after the elections. This study concludes the need for an effective intelligence-led policing model in dealing with identity politics issues to support the consolidation of democracy in Indonesia."

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Di kondisi saat ini, organisasi atau instansi sektor publik perlu melakukan pengembangan untuk meningkatkan efektivitas dan efisiensi dalam menjalankan pemerintahan. Salah satu bentuk intervensi yang dapat dilakukan adalah intervensi manajemen sumber daya manusia melalui talent management. Salah satu instansi yang penting untuk menerapkan talent management adalah Kementerian Perencanaan Pembangunan Nasional/Badan Perencanaan Pembangunan Nasional (Kementerian PPN/Bappenas) sebagai instansi perencana pembangunan nasional. Tujuan dari penelitian ini adalah untuk menganalisis sejauh mana implementasi talent management, sebagai bentuk intervensi dalam pengembangan organisasi di Kementerian PPN/Bappenas. Penelitian ini merupakan penelitian deskriptif yang menggunakan pendekatan kuantitatif dengan paradigma post-positivist. Dimensi yang digunakan berasal dari teori implementasi talent management sebagai bentuk intervensi manajemen sumber daya manusia menurut Cummings & Worley yang terdiri dari: coaching and mentoring, career planning and development, leadership and management. Data penelitian diperoleh dari wawancara mendalam dan studi pustaka. Hasil dari penelitian ini adalah implementasi talent management sebagai bentuk intervensi dalam rangka pengembangan organisasi masih dalam tahap pembentukan kebijakan berupa Peraturan Menteri (Permen) terkait pedoman talent management beserta infrastruktur pendukungnya. Kendati demikian, terdapat aspek-aspek tertentu dalam implementasi talent management termasuk yang terkait dengan dimensi yang dikemukakan oleh Cummings & Worley. Aspek tersebut menjadi kekuatan atau peluang bagi Kementerian PPN/Bappenas dalam mengimplementasikan talent management disamping adanya beberapa kendala yang dihadapi.

 

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In current conditions, public sector organizations or agencies need to carry out developments to increase effectiveness and efficiency in running government. One form of intervention that can be carried out is human resource management intervention through talent management. One of the important agencies for implementing talent management is the Ministry of National Development Planning/National Development Planning Agency (Ministry of National Development Planning/Bappenas) as the national development planning agency. The aim of this research is to analyze the extent to which talent management is implemented as a form of intervention in organizational development at the Ministry of National Development Planning/Bappenas. This research is descriptive research that uses a quantitative approach with a post-positivist paradigm. The dimensions used come from the theory of implementing talent management as a form of human resource management intervention according to Cummings & Worley, which consists of: coaching and mentoring, career planning and development, leadership and management. Research data was obtained from in-depth interviews and literature study. The result of this research is that the implementation of talent management as a form of intervention in the context of organizational development is still in the policy formation stage in the form of a Ministerial Regulation (Permen) regarding talent management guidelines and supporting infrastructure. However, there are certain aspects in implementing talent management, including those related to the dimensions proposed by Cummings & Worley. This aspect is a strength or opportunity for the Ministry of National Development Planning/Bappenas in implementing talent management despite several obstacles faced.

 

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"Polri Sebagai institusi yang memegang peranan dalam memelihara keamanan dan ketertiban masyarakat, menegakkan hukum dan memberikan perlindungan, pengayoman dan pelayanan kepada masyarakat. Dalam Reformasi Birokrasi Polri secara berkelanjutan selalu melakukan perubahan baik dari segi struktural, instrumental dan cultural, dan salah satu aspek pentingnya adalah bidang sumber daya manusia. Hal ini termasuk dalam hal penempatan personel pada suatu jabatan baik sebagai bentuk promosi, penyegaran maupun demosi yang sesuai dengan kapabilitas dan kemampuannya. Untuk mengetahui kompetensi setiap personelnya, Polri melakukan penilaian menggunakan metode Assessment Center kepada setiap personelnya sebagaimana diatur dalam Peraturan Kapolri Nomor 5 Tahun 2016 Tentang Penyelenggaraan Asssessment Center Kepolisian Negara Republik Indonesia. Penelitian ini merupakan penelitian kualitatif yang dilakukan dengan cara pengumpulan data berupa wawancara, observasi dan dokumentasi, dengan tujuan untuk menganalisa terkait Implementasi Assessment di Polda Kep. Bangka Belitung, Keterkaitan Assessment dengan penempatan jabatan dan Dampak Assessment terhadap personel dan organisasi. Dalam penelitian ini ditemukan bahwa pertama pelaksanaan Assesment Center pada Polda Kep. Bangka Belitung belum berjalan secara optimal, dikarenakan dukungan anggaran yang terbatas. Kedua Assessment tidak selalu terkait dengan penempatan jabatan personel, hal tersebut dikarenakan masih ada kebijakan pimpinan dan faktor lain yang mempengaruhi dalam penempatan jabatan personel. Ketiga bahwa Assessment yang tidak sesuai ketentuan akan memberikan dampak pada pembinaan karier personel yang kurang adil serta terkesan subyektif (sudah mengikuti Assessment jabatan tertentu tapi tidak menjabat dalam jabatan tersebut, belum mengikuti Assessment jabatan tertentu tapi sudah menjabat dalam jabatan tersebut dan tidak pernah ikut Assessment juga tidak menjabat) serta Reformasi Organisasi Polri tidak tercapai dengan baik.

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POLRI is a civil institution have an important role maintaining security, social order, law enforcement and providing protection and service to the community. Bureaucratic Reform of the Indonesian National Police Have an impact on changing structures, instrumental and cultural, one of the important aspects is human resources. This includes the replacement of personnel in a matched position either as a form of promotion, refreshment, or demotion in accordance with their capabilities and abilities. To find out the competency of each personnel, Polri has been conducting an assessment using the Assessment Center method for each personnel as stipulated in the Chief of Police Regulation Number 5 of 2016 concerning the Implementation of the Assessment Center for the Indonesian National Police. This research used qualitative approach conducted by collecting data in the form of interviews, observation, and documentation, with the aim of analyzing related to the Implementation of the Assessment at Regional Police of Kep. Bangka Belitung, Linkage of Assessment with position placement and Assessment Impact on personnel and organizations. The result found that first, the implementation of the Assessment Center at Regional Police of Kep. Bangka Belitung has not run optimally, due to limited budget support. Secondly, Assessments are not always related to the placement of personnel positions, this is because there are leadership policies and other factors that influence the placement of personnel positions. Third, Assessment that is not in accordance with the provisions will have an impact on personnel career development that is unfair and seems subjective (already taking an Assessment for a certain position but not serving in that position, has not taken part in an Assessment for a certain position but has already served in that position and has never participated in an Assessment either not serving)."

"Program magang ini bertujuan untuk mempelajari mengenai bagaimana proses talent management diimplementasi oleh PT Bank Internasional Indonesia, Tbk sebagai salah satu perusahaan di Indonesia yang telah melaksanakan proses tersebut secara terstruktur. Laporan magang ini secara berurutan membahas tentang proses identifikasi talent, perancangan rencana program pengembangan talent, dan evaluasi implikasi dari proses talent management yang diimplementasi oleh PT Bank Internasional Indonesia, Tbk. Adapun proses talent management yang diimplementasi oleh PT Bank Internasional Indonesia telah disusun sebagai kerangka kerja yang disebut dengan Integrated Talent Management Architecture. Sehingga, pembaca dapat memperoleh gambaran besar mengenai bagaimana PT Bank Internasional Indonesia, Tbk mampu mengelola talent mereka dengan sangat baik.

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The purpose of this internship program is to learn about how talent management process implemented by PT Bank Internasional Indonesia, Tbk as one of the companies in Indonesia who has executed the process in a structured way. This report discusses talent identification, talent development program design, and the evaluation of talent management implication in sequence. The talent management process being implemented by PT Bank Internasional Indonesia, Tbk has been arranged as a framework called Integrated Talent Management Architecture. Thus, readers can acquire the big picture of how PT Bank Internasional Indonesia, Tbk able to manage their talents so well."