Reconstructing ASN Employee Performance Planning for Strategic Performance Alignment

Abstract

Performance planning for Indonesian civil servants (ASN) needs to be reconstructed from an administrative SKP preparation process into a strategic process connecting organizational goals, individual contribution, leader–employee dialogue, measurement, performance evidence, feedback, and development. Chapter II of the ASN Performance Management System provides an important foundation through SKP, cascading, SMART indicators, performance targets, indicator manuals, and work behavior. Regulatory developments through Ministerial Regulation No. 6/2022 strengthen the dialogue and expectation-clarification dimension, while international literature shows that alignment quality, goal clarity, feedback, fairness, and the use of performance information are important determinants of system effectiveness. This article proposes the Integrated ASN Performance Planning Model, positioning performance planning as a cycle of strategic alignment, cascading, performance dialogue, SMART indicators, evidence-based target setting, indicator governance, continuous review, and development. Its theoretical implication is to broaden alignment from document consistency to contribution understanding; its practical implication is to encourage public organizations to build SKP systems that are simpler, measurable, dialogic, adaptive, and connected to data and talent management. The study is conceptual and therefore does not empirically test the proposed model. Future research can examine relationships among performance-dialogue quality, indicator quality, performance-information use, and organizational performance in local governments or ministries/agencies using multilevel surveys or PLS-SEM.