DIGITALISED TALENT MANAGEMENT IN PUBLIC SECTOR: A LESSON LEARNED FROM THE WEST JAVA PROVINCIAL GOVERNMENT

Abstract

Objective: This empirical study aims to address the existing gap in scholarly research pertaining to talent management within the public sector. Specifically concentrating on the West Java Provincial Government in Indonesia, the research investigates the practical implementation of digital-based talent management for civil service personnel through a case study approach. Methods: The research adopts a qualitative methodology employing interviews, observation, and documentation studies to delve into the intricacies of talent management within the governmental context. Result and Conclusion: The findings underscore the pivotal role of talent management in upholding the merit system, ensuring equitable and objective placement in critical positions. Implementation strategies encompass various steps, ultimately leading to the realization of benefits from a digitalized approach, including the generation of comprehensive and measurable talent data. The digital transformation not only enhances Human Resources management but also promotes objectivity and operational efficiency. Implication of the research: This study bears significance in emphasizing the critical factors contributing to successful digital-based talent management implementation, namely top leadership commitment, HR manager capability, and IT infrastructure support. These insights provide practical implications for organizations seeking to enhance talent management practices within the public sector. Originality: While contributing valuable insights into the talent management process, it is imperative to acknowledge the limitations of this study, primarily its exclusive focus on the procedural aspects without exploring the subsequent impact on individual or organizational performance. Future research endeavors could leverage our findings as a foundational reference, expanding upon these areas for a more comprehensive understanding.