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"This article is meant provide the reader with a general understanding of strategic Human Resource Management model that has been neglected for long time in Indonesia. Dealing with any major people issues that affect or are affected by the strategic plans of the organization, this model is designed to align human resource policy with organization strategy and mission while achieving the competitive advantage through human resource management. To respond the current needs and uncertain situations in Indonesia, it is urgent to leave the normative model of human resource management, and strat to apply the strategic human resource management."

"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."

"Governance implementation at central and local government, role of bureaucracy determines much the success of various development activities and programs. In fact governance bureaucracy hasn't been effective yet to make governance figure that is able to progress and increase community's standard of living. Furthermore, bureaucracy is concentrated to meaningfulness implementation on internal role of governance . As a consequence, service role to community conducted by governance bureaucracy isn't effective yet. A fundamental issue of governance governance isn't effective yet in case of service to community is not bureaucracy system that has been developing more considered as the most important to spell out the patterns of hierarchical , procedural and centralized power. To realize local governance bureaucracy who serve community needs reformation agenda on local governance to reform pattern of power that serves, reformation on bureaucracy system, hierarchical and procedural perofrmance and governance bureaucracy performance."

"Civil service quality correlated with bureaucracy quality at one state that civil service reform is absolute prerequisite required just for secure for professional governance management. Indonesian government, utilizing reform momentum on 1999 by publishes Law No. 43 years 1999 on the changes in Law No. 8 years 1974 on the Ordinance of the Civil Service . Reform is done in each civil service aspect, but fact points out is still a lot of problems in principle consisting of two highlights : (1) internal problems of the civil service itself; (2) external problems that regard civil service function and professionalism . Started from merit system's principle that can be implemented in recruitment process yet. Government failure for civil service reform have borne have borne moral hazard bureaucrat and also ability gap between task and responsibility (lack of competencies). Need to repair comprehensively not just in system domain and regulation, but also touch norm and value structure that shallbe embedded to civil servant as public service. Fixed up comprehensively that expected will form quality and bureaucracy performance that orient to society need (service delivery culture )."

"This article briefly and simply explains about the bureaucracy reform in BKN. BKN as government institution that has responsibility in civil service management in Indonesia, should be the first in conduting the bureaucracy reform , especially the improvement of the civil service reform in Indonesia. At least, there are four conditions which are needed by a government institution leader in implementing bureaucracy reform successfully, that are vision, competence, commitment and courageous."

"This writing take theme/topic with complexity about prolem which classic,fundamental,but regular actual .Be said to be classic because bureaucracy organization problem was worked through since antic greek era plato and Aristoteles....."

"this article describes basic policies, planning and implementation strategy of bureaucracy reform in Civil Service Agency (BKN). The focus on the aspects, are institution, business process and human resources management, give massages that BKN as government institution that has responsibility in civil service management in Indonesia, has changed and try to improve in order to be better than before."

"Reformasi birokrasi merupakan faktor penentu keberhasilan keseluruhan agenda negara dan pemerintahan di Indonesia dalam kerangka upaya merealisasikan sebuah tata pemerintahan yang baik (good governance). Dalam kaitan itu maka perlu pelaksanaan reformasi birokrasi secara komprehensif dalam tiap-tiap aspeknya dan bukan lagi sekedar pembenahan parsial. Kementerian PANRB telah ditunjuk sebagai leading sector dalam pelaksanaan reformasi birokrasi 2010-2025. Namun demikian, apakah Kementerian PAN-RB memiliki kapabilitas dalam melaksanakan program reformasi birokrasi nasional? Problematika faktual yang dihadapi oleh Kementerian PAN-RB sebagai prime mover untuk melaksanakan reformasi birokrasi di Indonesia setidaknya: a) Keterbatasan sumber daya manusia b) keterbatasan otoritas c) keterbatasan dukungan pendanaan d) besarnya program reformasi yang harus dilaksanakan. Sedangkan conceptual framework bagi sebuah institusi yang mampu melaksanakan tata kelola pemerintahan yang dinamis (dynamic governance) sesuai dengan perubahan lingstranya maka institusi tersebut harus memiliki kapabilitas able people dan agile process dengan karakateristik thinking ahead, thinking again dan thinking across sebagaimana dinyatakan oleh Neo dan Chen. Oleh karena itu, penelitian ini bertujuan menjawab 2 (dua) pertanyaan pokok, yaitu: 1) Bagaimana kesiapan kapabilitas Kementerian PAN-RB dalam melaksanakan Program Reformasi Birokrasi Nasional (RBN) ditinjau dari aspek able people dan agile process? 2) Bagaimanakah kendala di Kementerian PAN-RB dalam melaksanakan Program RBN ditinjau dari aspek able people dan agile process? Analisis terhadap people, process dan karakteristik thinking ahead, thinking again dan thinking across di Kementerian PAN-RB menemukan "kesenjangan" antara realitas aktual di kementerian dengan yang seharusnya dimiliki secara konseptual yaitu tersedianya able peole dan agile process guna melaksanakan berbagai program reformasi birokrasi dalam sebagai bagian dari upaya strategis Kementerian dalam melaksanakan dynamics governance. Ditengah kekurangmaksimalan able people serta agile process-nya, Kementerian PAN-RB tetap dapat mendesain dan melaksanakan program-program reformasi birokrasi yang strategis, komprehensif, integral dan masif. Hal ini dapat terjadi karena terdapat faktor yang sangat penting yaitu enabling macro policy environment yang terdiri dari: a) kepemimpinan yang transformasional b) policy community dan c) policy network.Penelitian ini merekomendasikan bagi Kementerian PAN-RB untuk memperkuat able peple melalui penguatan talent scouting, people development, leadership dan people retaining. Untuk memperkuat agile process melalui peningkatan mengantisipasi masa depan, mengalokasi sumber daya serta menyusun program kerja dan unit kerja yang terintegrasi, baik secara horizontal maupun vertikal. Untuk kesinambungan program reformasi birokrasi nasional, Kementerian PAN-RB disarankan untuk segera memfinalisasi Roadmap RBN 2015-2019, RPJMN 2015-2019 serta blueprint untuk World Class Bureaucracy 2025."