Strategi Talent Pipeline Management pada Lembaga Pemerintahan Indonesia: Kajian Sistematis Rekrutmen, Succession Planning, dan Leadership Development Program ASN Generasi Milenial-Z

Violina Azzahra; Dudung Hadiwijaya

doi:10.31004/riggs.v4i4.5167

Authors

Violina Azzahra Universitas Muhammadiyah Tangerang
Dudung Hadiwijaya Universitas Muhammadiyah Tangerang

DOI:

https://doi.org/10.31004/riggs.v4i4.5167

Keywords:

Talent Pipeline Management, ASN, Succession Planning, Leadership Development, Generasi Milenial-Z, Rekrutmen Berbasis Kompetensi

Abstract

Lembaga pemerintahan Indonesia menghadapi tantangan kompleks dalam pengelolaan talenta Aparatur Sipil Negara (ASN) di era transformasi birokrasi. Dominasi generasi milenial dan Z dalam struktur kepegawaian menuntut strategi talent pipeline management yang adaptif dan berkelanjutan. Penelitian ini bertujuan menganalisis strategi talent pipeline management pada lembaga pemerintahan Indonesia dengan fokus pada tiga pilar utama, yaitu rekrutmen ASN, succession planning untuk jabatan strategis, serta leadership development program bagi generasi milenial–Z. Pendekatan penelitian menggunakan systematic literature review terhadap 68 publikasi ilmiah periode 2020–2025 yang meliputi jurnal terakreditasi, kebijakan Kementerian PANRB, publikasi LAN, dan studi kasus implementasi di berbagai instansi pemerintah. Analisis dilakukan melalui sintesis naratif dengan tahapan identifikasi tema, analisis komparatif, dan penyusunan framework integratif. Hasil penelitian menunjukkan transformasi rekrutmen ASN dari sistem konvensional menuju pendekatan berbasis kompetensi melalui CAT, assessment center, dan psikotes komprehensif. Namun succession planning masih menghadapi kendala dalam pemetaan talenta potensial, penilaian kompetensi kepemimpinan, serta budaya senioritas yang membatasi akselerasi karier talenta muda. Program pengembangan kepemimpinan menunjukkan tren positif melalui PKA, PKP, dan program talenta khusus yang memberi exposure bagi generasi milenial–Z. Framework talent pipeline yang efektif mencakup lima elemen utama: rekrutmen berbasis kompetensi dan value fit ASN BerAKHLAK, mekanisme talent identification melalui talent review dan performance–potential matrix, jalur karier berbasis kompetensi, pengembangan berkelanjutan dengan model 70–20–10, serta monitoring berbasis digital HRIS. Implikasi penelitian menegaskan pentingnya reformasi regulasi kepegawaian berbasis merit, investasi people analytics, penguatan budaya pembelajaran berkelanjutan, serta kolaborasi lintas sektor untuk berbagi praktik terbaik.

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