Readiness For Talent Management Implementation At The Office Of Employe And Human Resource Development Ogan Komering Ulu Timur Regency

Mudaria Mudaria; M. Yusuf Sulfarano Barusman

doi:10.63922/ijevss.v5i03.5624

Mudaria Mudaria Universitas Bandar Lampung, Indonesia
M. Yusuf Sulfarano Barusman Universitas Bandar Lampung, Indonesia

DOI: https://doi.org/10.63922/ijevss.v5i03.5624

Keywords: Organizational Readiness, Talent Management, Civil Service, Organizational Change

Abstract

The implementation of talent management has become a strategic priority in strengthening merit-based human resource management within the Indonesian public sector. However, empirical studies examining organizational readiness prior to implementation remain limited, particularly in local government institutions. This study aims to analyze the organizational readiness for implementing Civil Service talent management in the Regional Civil Service and Human Resource Development Agency of East Ogan Komering Ulu Regency, Indonesia. The study employed a qualitative case study approach based on Organizational Readiness for Change Theory, encompassing three dimensions: change commitment, change efficacy, and institutional capability. Data were collected through in-depth interviews, observations, and document analysis and were analyzed using thematic analysis, category development, and pattern matching. The findings indicate that organizational readiness is at a high level, with an overall readiness score of approximately 89 out of 100. Strong change commitment is reflected in leadership commitment, employee willingness to support change, and positive perceptions of talent management as a merit-based system. High change efficacy is demonstrated by the organization's successful completion of the national talent management requirements, including the establishment of a talent pool, implementation of the Nine Box Talent Matrix, operation of the Civil Service Talent Management Information System, and initiation of succession planning. Institutional capability is supported by adequate regulations, organizational structures, competent human resources, information systems, and infrastructure, although budget allocation remains the weakest dimension due to the absence of a dedicated funding mechanism. This study extends Organizational Readiness for Change Theory by demonstrating that institutional capability constitutes a critical component of readiness in public sector organizations. It proposes an integrated analytical framework combining change commitment, change efficacy, institutional capability, and merit system principles to explain organizational readiness for talent management implementation in local governments.

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