Operationalising Leadership Architecture into a Talent-Management Computation Instrument for Indonesia's Immigration and Corrections Ministry
Head of Data and Information Systems, Human Resources Development Agency for Immigration and Corrections, Ministry of Immigration and Corrections, Jakarta, Indonesia
DOI:
https://doi.org/10.56943/jmr.v5i3.1055Leadership-architecture frameworks in public administration typically specify what officials ought to do at each level, without specifying how to compute it, so such frameworks work as development maps but not as ranking instruments for succession. This article addresses that gap for the Indonesian Ministry of Immigration and Corrections. It converts the three-component leadership architecture of Minister of Finance Regulation 191/PMK.01/2018, namely leadership capability, work values and time management, into a computation instrument anchored in the national talent-management regime of National Civil Service Agency Decree 411/2025. The instrument comprises five sequential layers, twelve equations, complete conversion scales, and weight matrices differentiated by target-position level and type, producing a Final Talent Score for a specified officer-position pair. A tiered institutional parameter is proposed to correct a defect in the baseline design whereby leadership time management loses influence as the hierarchy is ascended. The instrument is audited against Star ASN, the Ministry's personnel-record application covering 65,412 employees and 8,353 structural positions. Existing records support between 46.25 and 66.00 per cent of the Final Talent Score depending on target level, with the shortfall concentrated in four indicators requiring new assessment modules. A worked simulation returns Final Talent Scores of 88.34, 87.54 and 86.33 for one officer against three target-position types, and sensitivity analysis shows differentiated weighting discriminates only among officers with lopsided certification profiles. A web-based reference architecture and governance rules are proposed.
Keywords: Civil Service Reform Competency Measurement Leadership Architecture Succession Planning Talent Management
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