Hr action plan

29 July 2009
This publication was produced for review by the United States Agency for International
Development. It was prepared by BlueLaw International, Inc for Chemonics International.
INDONESIA CONTROL OF CORRUPTION PROJECT
EXTENSION
ICCP
DRAFT ACTION PLANS
FOR MANAGING
HUMAN RESOURCES
PROGRAM
IMPLEMENTATION
PREPARED BY MYRA HOWZE SHIPLETT, SENIOR
CONSULTANT, BLUELAW INTERNATIONAL INC.

29 July 2009
This publication was produced for review by the United States Agency for International
Development. It was prepared by BlueLaw International, Inc for Chemonics International.

The author’s views expressed in this publication do not necessarily reflect the views of the
United States Agency for International Development or the United States Government.
Contract No. DFD-I-04-05-00219-00
A Task Order under IQC No. DFD-I-00-05-00219-00

iv
CONTENTS
Executive Summary 1
Section I Introduction 3
Section II Human Resources Program Areas
A. Staffing Assessment Program 5
B. Job Description Program 18
C. Recruitment and Career Path Program 26
D. Education and Training Program 42
E. Restructuring of the Human Office(s) 42
Section III Conclusions and Next Steps 56

1
EXECUTIVE SUMMARY
The purpose of this paper is to propose a draft action plan for various human
resources programs for the Indonesian Courts, including the Staffing Assessment
Program1 , the Job Description Program, the Recruitment and Career Path Program,
the Education and Training Program, and the Organization Structure Program. This
paper also discusses in a summary fashion actions needed to strengthen the human
resources staff of the Court so that they have the capabilities needed to implement,
maintain, evaluate and refine the Court’s human resources programs.
The first principle of successful human resources programs is strategic alignment.
Human resources programs are aligned with the organization’s mission and vision, its
strategic objectives and the strategies to implement those objectives. The graphic
below articulates this alignment.
Strategic Human Capital Alignment
The second principle of successful human resources programs is that all human
resources programs are elements of the human resources system as a whole. The
foundation of human resources program is organizing the work to be done into tasks,
organizing tasks into jobs, organizing jobs into career ladders and paths and then
using this work structure to recruit and retain a well qualified staff. In today’s world
of the knowledge worker, employees must be trained and educated to maintain and
enhance their capabilities and competencies. Their work performance must be
1
This report fulfills requirement 4 (Prepare a detailed draft action plan for recruitment and
career path development.) and requirement 8 (Prepare a draft two year action plan for staffing
assessment implementation.) in Ms. Shiplett’s Statement of Work for the July 2-31, 2009. A
final document will be prepared when as part of Ms. Shiplett September 2009 work on the
Indonesian Control of Corruption project.

2
assessed, and they must be compensated and rewarded for that work performance. The model
below demonstrates these relationships.
Human Capital Model
All these programs are included because the Staffing Assessment Program impacts
each of these program areas. In addition the paper addresses the need to significantly
enhance the capabilities of the Court’s human resource program staff. The three
sections are as follows:
Section I
Articulates the purpose and content of the paper and criteria for success.
Section II
Identifies and defines each human resources program areas
Provides a discussion and action plan for each affected program.
Identifies issues for decision or consideration and the reasons these are
important for program success.
Section III
Provides conclusions and next steps.

3
Section I. Introduction
Implementation of staffing assessment will affect all components of the court’s
human resources programs, as well as its program for the court organization structure.
This draft plan identified the anticipated impacts on:
Establishing the function or office to manage the Staffing Assessment
Program, including the requests for recruitment and transfers and realignment
of judges and staff in relation to court workload
The job description program
The recruitment and hiring program
The education and training program
The restructuring of the human resources office(s)
The organization structure office/function
For the draft plan, each of these areas treats separately the steps that need to be taken,
even though many of the steps are either identical or similar. Ultimately, there should
be a single action plan that incorporates all of these components showing the
concurrent and sequential actions that need to be taken. However, given the
complexity of an integrated plan, it seemed best to define each area plan separately so
that the actions which need to be taken can be examined within the context of the
particular program area. Once there is agreement on the program area actions, then a
consolidated plan can be prepared which integrates the actions to be taken in all
program areas. The fundamental implementation steps and actions are similar across
all the programs. The changes should improve program:
Effectiveness is the extent to which an activity fulfils its intended purpose or
function. A more common definition is “doing the right thing.” In the
Indonesian context effectiveness must also include transparency and fairness.
Efficiency is using the minimum level of effort to achieve the maximum
result. A more common definition is “doing the thing right.” In the
Indonesian context, efficiency also incorporates transparency and fairness.
Provide an audit trail for every action and decision– Providing an audit trail
means that there is a written clear record of the request(s) that are made and
that the decision(s) on those requests are available for later review. The audit
trail must include who made the decisions and who provided the higher level
approvals for the decisions. The audit trail provides both accountability and
transparency. It also provides valuable information to be used in evaluating
program processes and results. To the extent that nepotism or other
inappropriate factors have historically influenced decisions, an audit trail will
help identify these incidences.
Assure that the decisions are aligned with the court’s strategic goals and
objectives and are justified based on the needs of the court – This means that
the work products are prepared according to the methodology established by
the Court and that decisions are based on the officially identified needs
articulated in the strategic plan. Alignment with court strategic goals and

4
objectives provides a way to distinguish among the many competing demands
for the courts scarce human and fiscal resources and help assure that the
decisions made are aligned with the most important needs of the court, rather
than the parochial needs of a particular component of the court. This also
means that the action or decision is actually needed to achieve the work of the
court.
Make the best use of the Court’s scarce fiscal and human resources – This
means that decisions are made in relation to the top priorities of the court as
identified in its strategic plan and related documents.
In deciding what policies and procedures should be developed and implemented, the
Court should apply the above criteria to help assure that the policies and procedures
instituted represent the minimum level of effort required to achieve the desired
outcomes.
Critical success factors for new program implementation include providing:
The right leadership – The right leadership means identifying proven leaders
who support the reform agenda of the court, who understand the contribution
the HR programs make to the larger reform agenda, who are willing to make
the difficult decision, who have the courage to be a role model and who are
able to communication why those decisions are needed for the good of the
court and the good of the nation. (See HR champion criteria for more details.)
Simulation and testing of policies, procedures, forms and support systems,
particularly IT support systems – When new policies, procedures and the like
are not tested there are frequently unintended or unanticipated consequences.
When these events occur they undermine employees’ confidence in the
changes. Thus many organizations undergoing major change will identify a
few organizations within the larger organization to test or pilot the new
program and its related procedures. While this approach takes longer, the
overall results tend to be more successful.
Provide sufficient resources – Transformation is expensive. Sufficient fiscal
and well qualified human resources must be devoted to implementing the
changes and integrating the new programs and procedures into the fabric and
culture of the organization. Every resource invested up-front to assure proper
implementation will pay significant dividends on the back end helping to
ensure successful change.
Develop and implement communication, training and roll-out strategies and
plans - Communicating the change, training employees at every level on the
change and investing time and thought in rolling out the changes help ensure
successful change.
Develop criteria and metrics against which success can be judged – Before
change is implemented, the organization’s leadership must define what is
“success”, how that success will be measured – qualitatively and

5
quantitatively – and an estimate of how long the roll-out of the change will
take.
Develop a program evaluation methodology – For the first several years a new
program should be evaluated every year to see if it is achieving the goals set to
be accomplished. Most new programs require adjustment for the first several
years as the organization becomes more skilled at refining the organizational
needs and the regulations, policies and procedures needed to assure smooth
functioning of the program.
Decide whether implementation will be occur in stages or will apply
throughout the court system on a date certain – Major change can be rolled out
in stages across the court system or it can be rolled out to all units of the court
simultaneously.
SECTION II. HUMAN RESOURCES PROGRAM AREAS
Section II of the Human Resources Program Implementation paper contains:
A program definition
An action plan which identifies each task to be done, provides a description of the
task, identifies a specific individual who is responsible for the task, and a completion
date for the task. The completion date can be stated in terms of a date certain, or if
the start time is unknown when the initial plan is designed, the completion date can be
stated in terms of a number of days, weeks or months from the initial task or from the
prior task. Each task should indicate whether the task is sequential or consecutive.
Issues for decision or consideration.
Subsection A. Staffing Assessment Program
Program Definition- The staffing assessment program is the Court’s system and
methodology for assessing the work available for judges and for court staff. The
results of the staffing assessment program and then used to determine the number of
judge positions and court staff positions needed by the court. The staffing assessment
methodology is adjusted to reflect the particular work and requirements of the various
types of courts (general courts, military courts, religious courts, etc.). The staffing
assessment methodology also contains a sub-methodology for determining the
minimum resources required for a court to function, even if the caseload does not
justify that level of resources. This is often referred to as the “open the door” costs.
This process is most frequently applied to courts in rural or remote areas where
national policies for access to justice require a court to be available to the population
in that area.
Action Plan- the action plan has all tasks and descriptions provided as well as whether
the tasks are sequential or consecutive. However, identifying the responsible party
and the completion date will need to be completed at a later point in time when the
court is ready to act.

6
Staffing Assessment Program Action Plan
Tasks Description Responsible
Party
Sequential
Or
Consecutive
Completion
Date
Establish the
staffing assessment
program
Prepare and issue
the proper
statutory or
regulatory
directive
Chief of Justice S TBD
Assign a proven
leader to direct the
new program
Assign a
recognized and
respected court
leader to head
and launch the
program.;
Outstanding
leadership is a
critical success
factor for
transformation
efforts
Chief of Justice C
Assign needed
people and
financial resources
to launch and
maintain program
Provide sufficient
funding; assure
assigned staff are
competent to
produce the work
required
S
Place the program
within a specific
organization
Decide on the
appropriate
directorate within
the court
administrative
structure
S
Prepare the
program description
Identify the
responsibilities,
authorities,
accountabilities
and reporting
relationships of
the program
S
Develop and
implement the
regulatory and
policy guidelines
Identify, develop,
publish, implement
the rules,
regulations,
policies and
procedures
needed to
administer the
program
C
Develop and test all
needed tools
written/electronic
guidance and
forms, etc.
Testing will assure
that the developed
guidance, tools
forms, etc operate
as they were
intended
C
Identify audiences
for
communications,
Most
organizations
have 5-6
S

7
training, roll out
materials and
activities and
design accordingly
audiences –
leaders,
managers,
supervisors,
judge/court staff,
civil society,
citizens
Develop and
implement a
communications
strategy and plan
First for court
leadership and
then for judges
and court staff
C
Develop and
implement a
training strategy
and plan
First for court
leadership and
then for judges
and court staff
C
Develop and
implement a roll out
strategy and plan
First for court
leadership and
then for judges
and court staff
C
Develop and make
available to users
all needed tools
written/electronic
guidance and
forms, etc.
This includes
written/electronic
guidance and
forms, etc.
C
Establish the
evaluation program
and metrics
The evaluation
methodology and
the qualitative and
quantitative
metrics by which
program success
will be judged
C
Roll out the staffing
assessment
program
The program is
operational
S
Evaluate program
annually
For the first 3-5
years conduct an
annual evaluation.
Makes needed
adjustments.
S Annually
Program Issues for Decision
Implementing the staffing assessment program presents the Court with four areas
which require significant attention, leadership and perseverance. These are:
Program Implementation
Rebalancing the staff and the workload in various courts
Conducting a case workload analysis so that the staffing assessment
methodology can incorporate case weighting to the judge portion of staffing
assessment.
Establishing a statistical case data collection program to support both the
staffing assessment methodology and as a quantitative performance indicator
for judicial and court performance

8
Staffing Assessment Program Implementation
Issue One: Why is establishing an effective and efficient structure and process for
managing the staffing assessment program a critical success factor for the human
resources management program for the Indonesian court system?
Aligning the human resources required to accomplish the work of the organization
with the amount and type of work to be done is an essential tool for helping to assure
that the court is able to hire and transfer the right number of people with the right set
of competencies at the time needed by the courts. The staffing assessment process
provide a valid methodology and process for making these decision which is
recognized and accepted by court systems and good government groups around the
world.
Organizations which have too many employees or have employees whose
competencies do not match the work to be done spend public funds unnecessarily.
Organizations that have too few employees are unable to provide the quality and
quantity of goods and services to citizens which these citizens have a right to expect.
Developing and implementing a valid staffing assessment methodology and process is
not sufficient to achieve the goal of having the right match between work to be done
and well qualified staff to do the work. The staffing assessment program must be well
managed to assure that it continues to provide the courts a reliable methodology and
process for matching work to be done with the staff needed to do the work.
Issue Two: Should requests be made one by one, or should the SC institute a policy
which requires individual courts to review their recruitment and transfer needs on a
quarterly, semi-annual or annual basis?
The most efficient and effective approach is to conduct an annual review of current
and anticipated workload, compare the total workload needs to the number of current
staff and determine:
Is more staff needed?
If Yes:
What number of staff, in what occupation(s), at which grad
levels, what kind of competency needed, should it hires from
outside or can be fulfilled from inside?
Is the need full-time or part-time?
Is the need permanent or temporary?
When is the staff needed?
How long will the recruitment process take?
If No: No further action is needed.

9
If this is not possible, than quarter and semi-annual reviews then to be more effective
and efficient than making requests on a case by case basis.
Issue Three: What information is needed to provide the decision maker with the
information and data to make an informed judgment?
The request for decision can be either in memorandum form, or can actually be a
completed form which provides the following information.
What action is requested?
The court wants to recruitment to fill a position or to transfer an employee into
or out of the organization.
Why is it being requested?
Here the court needs to address the type of position and the level of position
and the results of the staffing assessment that supports the need to take the
recruitment or transfer action.
When does it need to take place?
The requesting court must certify that the funds are available to pay the salary
and allowances for an entire fiscal year.
There may be other information that is required based on the civil service rules and
regulations of the GOI.
Issue Four: How will the decision to approve or disapprove the request be conveyed?
The decision should be convey in writing, signed by the authority designed to make
such decisions. A copy of the decision should be kept by the deciding office and by
the court which has made the request. These records should be kept according to the
schedule of records for maintaining public documents.
Issue Five: What timeframes will be established?
For policies and procedures to be both effective and efficient, timeframes for:
Receiving requests
Analyzing requests
Making decisions on requests
The leadership of the court should decide what timeframes are most appropriate. The
timeframe decisions will be affected by whether the Court leadership decides if it will
institute a one-by-one or a periodic (quarterly, semi-annually, annually) submission
and decision policy.
Issue Six: Who will make these decisions?
The Court leadership must decide who will be delegated the authority to make the
recruitment and transfer decisions. The current process for recruitment is to form a

10
committee. (The committee includes the TUADA for institution development,
secretary, the personnel bureau head, etc). A similar process is used for transfer
approvals. The Court also has committees. For non-judges they have BAPERJAKAT,
which is led by the head of general administration- Bapak Subagyo. For judges they
have PRE-TPM and TPM. The PRE-TPM is led by the deputy Chief of Justice for
non-judicial matters. The result from PRE-TPM is then reviewed and finalized in
TPM, which is lead by the Chief of Justice. The lead will need to decide if this
process is sufficient and appropriate or if another review process is needed.
Because establishing the staffing assessment program, and the decisions which flow
from that program, are so critical to the success of reform, we suggest that for at least
the first year, the court leadership should review these decisions. This will assure
that:
The standards for decision making are being appropriately applied.
Send a signal to all within the Court system and to outside observers that the
Court leadership is very serious about implementing this new policy
effectively, efficiently and fairly.
Provide the organization and individuals who are charged with making these
decisions the clear and visible support of the Court leadership.
For a period of several years, the SC leadership may also want to engage an
independent body to perform an annual review of either all decisions made, or of a
significant sample of the decisions made. The purpose of the audit is to:
Assure that the policies and procedures are being followed correctly both in
the courts and in the program management office;
Identify any policies or procedures that need to be revised or refined;
Identify program or knowledge areas where either court staff or the program
management staff will need additional training and development.
Provide transparency to the staffing assessment as well as the recruitment and
transfer requests processes.
Issue Seven: What competencies must the staff be given the responsibility for making
the recruitment and transfer approval decisions have?
The staff must be competent in:
The staffing assessment methodology and process
The recruitment and transfer policy and process
How these programs and processes fit with other parts of the human resources
programs of the court system
How these programs and processes support the reform goals of the court
system

11
The records keeping requirements
Be able to articulate orally and in writing the basis for the decisions made
Be willing to make difficult decisions and to stand by those decisions
Have the confidence of the Court leadership.
Issue Eight: What performance standards will be established for those who submit
recruitment and transfer requests and for those who make decisions about these
requests?
At a minimum, the performance standards for those who submit requests should
include:
Correct documentation based on the staffing assessment that the recruitment or
transfer is needed based on workload to be accomplished.
Requests are completed according to the published guidelines for content and
for timeframes.
Establishing and maintaining the audit trail on the request and the decision on
the request.
At a minimum, the performance standards for those who decide on these requests
should include:
Correct documentation of the decision made.
Conveying the decision in the agreed upon format within the established
timeframes.
Establishing and maintaining the audit trail on each decision.
Issue Nine: What type of evaluation process will be established to assure that the
program is functioning properly?
The SC should establish a periodic evaluation program that reviews all aspects of the
request and decision process for recruitment and transfer requests. The results of the
evaluation should be made available to all involved in the process of requesting and
deciding on recruitment and transfer requests. The results should be used to improve
the policies and procedures associated with the program.
Issue Ten: What resources are needed to develop, implement and maintain this new
program?
The SC leadership must decide what human and fiscal resources are needed to
establish this new program. In making these decisions, the SC leadership needs to
consider the following:
How many positions are required?

12
What type and level of employees are needed to carry out the work of the
office?
What competencies are required?
What type of training is needed to assure that both those making requests and
those deciding requests have sufficient knowledge of what must be done to
carry out their duties and responsibilities successfully?
Issue Eleven: What is the timeframe for developing and implementing the decisions
identified above?
The SC leadership should:
Prepare a detailed strategy and plan for making all needed decisions and for
implementing those decisions.
Prepare a communications strategy and plan for informing the court and
interested stakeholders of these new policies and procedures.
Assign an individual responsibility and authority to carry out the decisions that
they make.
Rebalancing staffing levels to reflect the workloads of the courts
Implementing the staffing assessment program presents the Indonesian Court with a
special set of challenges which must be handled with sensitivity and great care. The
initial results from applying the staffing assessment methodology strongly suggests
that many courts have significantly more staff than the workload justifies, or could
justify even with significant workload growth over the next five years. The question
then becomes how to handle this issue in a way that honors the goals of court reform,
keeps faith with the court’s commitment to the government and to citizens of
Indonesia to reform, and be respectful of the employees – both judges and staff – of
the court.
Over the last two decades governments around the world have needed to reduce their
staffing levels. The Indonesian Court system can benefit from the many valuable
lessons learned through the experiences of others. Most of these institutions had no
history of “down sizing” and thus no experience in how to maximize the benefits and
minimize the human and other costs of wrenching changes. The lessons they learned
are described below.
The first and most fundamental principles are:
The courts must seek to retain those judges and court staff whose
competencies are needed to perform the work of the organization.
Those judges and employees whose talents are no longer needed must be
treated with the respect and dignity that their service to the courts and to the
country requires; that support is provided to assist these individuals in
understanding the options available to them whether they seek employment

13
elsewhere in government or the private sector, or, if eligible, they choose to
retire, and that they are provided an appropriate amount of time to make those
decisions
The court must meet its goal to significantly improve the quality of its
candidate judge recruitment program because these hires are the future of the
entire Indonesian Court system.
The most important lessons learned from the experiences of other countries are:
Lesson 1: How the leadership communicates the initial decision and its impact, and
how they continue to communicate with judges and staff throughout the staffing
adjustment period, will often determine the ultimate success or failure of the
organizational change.
The leadership of the Supreme Court, and all the other key government stakeholders –
the President, the KPK, the national bureaucratic reform team, the other four
Government institutions (the national audit body, MoF, AGO, Police) undergoing
reform, the leadership of the Parliament – should agree on how and when to
communicate the staffing assessment results and the impact of the implementation.
The messages need to convey both the commitment to reform and to best use of
taxpayer rupiah (if that is an important part of the reform effort) as well as an
awareness of the human impact that these changes will have both on those who must
leave and those who must stay. To the extent possible, there should be enough detail
to make clear the extent of the changes but not so much that the decision gets
“nitpicked” to death.
The court leadership should be fully informed and prepared to discuss these issues
with both judges and court staff immediately. If there is any significant time (which
is often measured in hours in these situations) between the announcement of the
decision and discussion with those affected by the decision about the decision, the
chances of successful implementation are reduced accordingly.
Lesson 2: Well qualified individuals always have employment alternatives.
The very best employees always have other employment alternatives. Thus, the way
any organization reshaping is communicated and the way all employees – those who
go and those who stay - are treated will have a significant impact on whether the very
best employees stay or whether they leave. What research shows is that employees
view a significant staff reduction as a breaking of either a spoken or an unspoken
(varies by country) agreement of lifetime employment. Once that agreement is
broken, regardless of the reason for the decision, the level of trust which did exist is
negatively impacted. The question a greater or lesser degree in every employee’s
mind is: “Will I be next?”
Staff reductions can also impact the organization’s ability to be successful in future
recruitment efforts.
Lesson 3: Organization reshaping takes significant time, and effort.
Even if the GOI has a methodology for deciding who goes and who stays, successful
organization reshaping requires very detailed planning. Just as the communication of

14
the decision discussion in Lesson 1, planning for and orchestrating the myriad issues
and details of who goes and who stays is a complex task. There must first be an
analysis of what the organization needs in the way of competencies, if and where
those competencies are within the organization, who will actually be affected, are
these individuals eligible for retire or some sort of severance payment, what
assistance will be given for those who will need to find other employment and similar
decisions. The most successful organizations make their plans and then run
simulation tests to assure themselves that the impact they thought would occur is the
impact that actually occurs. Most find that they have to make adjustments for the
unintended consequences that emerge from the simulation tests. What the research
shows is that every minute that is put into planning upfront pays off handsomely in
the executive and implementation phases of reshaping.
Lesson 4: Organization reshaping is expensive.
Organization reshaping costs in both indirect and direct expenditures. There is the
time of the leadership and the staff in planning and executing the change and there is
the time of employees. In most organizations little work gets done for a period of
time before and after the announcement is made as individuals absorb the impact of
the decision and figure out of it means for them and for their family, friends and
colleagues. While most research shows that in normal working conditions employees
are productive about 75% of the work day (e.g., 6 hours out of an 8 hour workday), in
situations of great stress and change, the level of productivity can be as low as 25 to
30 percent.
In addition, most governments provide some sort of benefits as retirement, early
retirement, severance pay, unemployment benefits or similar support to those who
must leave. If the organization decides to provide counseling and support for those
who must find other jobs that also can be a direct cost. Thus while the long term
benefit for reshaping is substantial, in the short term is it usually a very expensive
proposition.
Lesson 5: While it is important to provide proper attention and care to those who are
losing their jobs, it is equally important to provide support to those who will remind in
the organization.
Those who remain with the organization are often as distressed as those who are
losing their jobs. Depending on the culture some number of staff will feel guilty that
they still have their job while friends and colleagues have lost theirs. The
organization must recognize this as a possibility and take steps, such as providing
counseling or other appropriate support, so that those who remain with the
organization can continue to be productive employees. While these issues have to be
handled in a culturally appropriate way, they must be addressed directly. Otherwise,
the “wounds will fester” and the organization will not realize the full benefit of the
very difficult decisions that it has made. The sensitivity and assistance to those who
remain may continue for a year or more.
Research shows that the problem can be mitigated if those colleagues who must leave
are able to find comparable (or even better) positions immediately and if the
organization treats those who must leave with respect and dignity. To the extent that

15
those who remain employed can participate in assisting those who must leave in
finding new employment or otherwise help mitigate their difficulties, these activities
help those who remain to accept the difficult decisions that were made.
Lesson 7: The benefits of organization reshaping are long term.
The benefits of organization reshaping are seldom evident immediately, except to
extent that they make a clear statement to the citizens of Indonesia that the Supreme
Court is very serious about its commitment to reform. This is obviously a major
benefit. For the organization itself, however, it will be several years before the
positive effectives of reshaping manifest themselves. The reason for mentioning this
is not to discourage the change but to understand the timeframe within which these
events occur and plan according. Because the benefits are long term, to the extent
possible the organization needs to set interim goals and to celebrate achieving those
goals. This will help keep the energy and the commitment needed to achieve these
very difficult outcomes.
Lesson 8: Workforce Planning
The goal of every successful public organization is to employ the minimum number
of individuals who can achieve the maximum amount of work for each rupiah spent
on salary, allowances and other employee costs. In order to achieve this goal, public
organizations must identify the competencies required to perform the organization’s
work successfully and identify the number and types of individuals required to do that
work.
Workforce planning is the strategic alignment of an organization’s human capital with
its business direction. It is a methodical process of analyzing the current workforce,
determining future workforce needs, identifying the gap between the present and
future, and implementing solutions so the organization can accomplish its mission,
goals, and objectives.
Most workforce plans cover a five year period and are updated every 2-3 threes as the
organization’s work and work requirement evolve. The questions which must be
asked and answered when developing a workforce plan include:
What is the type and volume of work to be accomplished?
What are the competencies needed to accomplish that work?
What is the number of employees needed to accomplish the work? (Staffing
Assessment input)
Which employees have the competencies that are needed to accomplish the
work?
Which employees do not have the competences needed to accomplish the
work?
What is the gap between what the organization needs vs. what competencies
its current employees have?

16
The gap that exists between the “have” and the “need”, tells the organization where it
must focus its efforts in assuring that there is the proper match between what is
needed and the competencies available in the workforce.
What is the attrition or turnover rate by occupation?
The answer to this question lets the organization know whether attrition will help
alleviate the number of employees who must be reassigned, retired or terminated.
Lesson 9: Deciding Who Stays and Who Goes
If the GOI has a set of rules and regulations that govern staff reductions, those must
be applied. If not, legal and regulatory authority and a set of processes must be
established. Who goes and who stays can be decided in a number of different ways.
Option 1: By seniority is appealing because the organization simply says those
who have worked here the longest have the greatest right to remain. The
difficulty with using seniority is that it does not address the issue of either
competency or performance.
Option 2: By competency is appealing because it means that the organization
will have the capabilities needed to accomplish the work. The difficulty with
this option is that it requires an analysis of competencies both for the work to
be done and of the individuals who are currently employed. If such an
analysis is not already completed, significant time and money could be
expended to get this information.
Option 3: By some other method that is acceptable under the laws, policies
and customs and values of the Supreme Court and GOI.
Whatever method is chosen it should be as simple as possible, repeatable, and
transparent. Once the method is chosen it should be shared with all and explained to
all.
Lesson 10: Consultation
Those in charge of the reshaping must share the decisions that are being made with
the Court leadership, as well as the managers and supervisors, so that all are informed
about what is being done and can share that information, as appropriate, with
employees. This can help keep rumors at a minimum. Those in positions of authority
should also be consulted about which options they think will work best, etc. etc.
Consultation must also occur with employees – in groups and individually. If and
when there are options available to employees who must leave the organization, those
options can be explained generally in groups and then more specifically in individual
discussions
The court should carefully consider these lessons as it is making its decisions about
how to handle the results of conducting the staffing assessment methodology within
the courts.

17
Doing nothing is not an option.
Conduct a Case Workload Analysis for Judges
The initial staffing assessment analysis identified a case workload analysis for judges
as a needed next step in further refining the judge workload portion of the formulas.
Many court systems around the world conduct these studies periodically to assure that
there is the right proportional relationship between the number of cases and the
number of judges needed to decide those cases.
There are two primary ways of conducting these analyses.
The first methodology asks judges to keep a detailed diary of all of these
activities, with particular attention to their work on judicial caseload. Staffing
assessment experts prepare a detailed methodology and train judges in how to
keep the diary records. Most courts consider two years worth of diary records
the minimum level of data that is acceptable to produce statistically acceptable
results. The diary records are then collected and analyzed by highly trained
professionals. The results of their analyses are then shared with the judges for
further discussion and refinement. Generally acceptable methods of statistical
analysis are used to come to final conclusions about the weighting of cases.
These weighting are then integrated into the judge portion of the staffing
assessment methodology.
The second methodology uses a similar rigor, but the observations and
detailed recordings of judge casework is done by training analytical
professionals. The results are then analyzed and refined through discussions
with judges. This method also needs a minimum of two years of data
collection to be considered valid.
The Court needs to address this issue at the earliest possible opportunity because of
the time required to conduct judge case weight studies and reach valid conclusions.
A point of departure to get a feel for these issues may well be a thorough review of
prior studies relating to court workload, some of which focused particularly on judge
workload.
Statistical Case Reporting- Options for Tracking and Reporting Case Types
and Volume
A key component to a robust staffing assessment program is the tracking and
reporting of numbers and types of cases. Tracking cases allows the court to:
Know how many of what types of cases are being filed.
Track how long it takes for the various cases to be resolved and closed.
Track those cases which are terminated prior to closure and the reasons for the
termination.
Prepare and publish reports on numbers and types of cases by court, by judges
or other criteria the court may conclude is needed and appropriate.

18
Such published reports contribute significantly to the transparency of judicial
proceedings.
Provide a basis for conducting periodic staffing assessment analyses.
Track trends in types of cases over time which can inform efforts to develop
more effective and efficient work processes.
Track trends in types of cases over time which can inform efforts to review the
adequacy of laws in resolving legal issues.
Fundamental principles which should guide whatever type of reporting system is
instituted include:
The system should be simple, capturing the minimum amount of data that will
provide the maximum amount of information.
Data should be collected at its source. For example, to know how many cases
and what type of cases are filed, this data should be collected and reported
when the case is filed. Data collection can be recorded either in a paper record
or in an electronic record. While electronic is preferable for both ease of
collection and ease of transmission, this may be a goal that is first realized
through paper records.
If the court does not already have a case classification system, one will need to
be established. Most courts classify cases by
Once the Court has addressed the three issues identified above, it can then develop a
strategy and plan for conducing any needed analysis. The results of the analysis will
for the basis for developing an implementation strategy and plan.
Subsection B. Job Description Program
Program Definition – The purpose of the job description program is to identify the
work (tasks) to be done, organize those tasks in to individual jobs with the associated
duties, authorizes, responsibilities, accountabilities, qualification requirements and
performance requirements. Individual jobs are then organized into career ladders and
career paths.
Managing the job description program effectively and efficiently is a critical success
factor for the entire human resources program of the Indonesian court system. The
job description program provides the foundation for all other human resources
programs such as recruitment, transfer, promotion, performance management training
and professional development, and remuneration because it organizes the work into
jobs and career paths.
Program Action Plan: The action plan has all tasks and descriptions provided as well
as whether the tasks are sequential or consecutive. However, identifying the
responsible party and the completion date will need to be completed at a later point in
time when the court is ready to act.
Job Description Action Plan
Tasks Description Responsible Sequential Completion

19
Party Or
Consecutive
Date
Establish the job
description program
Prepare and issue
the proper
statutory or
regulatory
directive
Assign a proven
leader to direct the
new program
Assign a
recognized and
respected court
leader to head and
launch the
program.;
Outstanding
leadership is a
critical success
factor for
transformation
efforts
Chief of Justice C
Assign needed
people and financial
resources to launch
program
provide sufficient
funding; assure
assigned staff are
competent to
produce the work
required
S
Place the program
within a specific
organization
Decide on the
appropriate
directorate within
the court
administrative
structure
S
Prepare the
program description
Identify the
responsibilities,
authorities,
accountabilities
and reporting
relationships of
the job description
program
S
Develop and
implement the
regulatory and
policy guidelines
Identify, develop,
publish, implement
the rules,
regulations,
policies and
procedures
needed to
administer the job
description
program
C
needed tools
written/electronic
guidance and
forms, etc.
Testing will assure
that the developed
guidance, tools
forms, etc operate
as they were
intended
C
Identify audiences
for
communications,
training, roll out
materials and
Most
organizations
have 5-6
audiences –
leaders,
S

20
activities and
design accordingly
managers,
supervisors,
judge/court staff,
civil society,
citizens
Develop and
implement a
communications
strategy and plan
First for court
leadership and
then for judges
and court staff
C
Develop and
implement a
training strategy
and plan
First for court
leadership and
then for judges
and court staff
C
Develop and
strategy and plan
First for court
leadership and
then for judges
and court staff
C
Develop and make
available to users
all needed tools
written/electronic
guidance and
forms, etc.
This includes
written/electronic
guidance and
forms, etc.
C
Establish the
evaluation program
and metrics
The evaluation
methodology and
the qualitative and
quantitative
metrics by which
program success
will be judged
C
Roll out the job
description program
The program is
operational
S
Evaluate program
annually
For the first 3-5
years conduct an
annual evaluation.
Makes needed
adjustments.
S Annually
Program Issues for Decision: Implementing the staffing assessment program presents
the Court with three areas which require significant attention, leadership and
perseverance. These are:
Program implementation
Refining the qualification requirements for various positions;
Refining the performance requirements for various positions.
Issue One: Why is establishing an effective and efficient structure and process for
managing the job description program effectively and efficiently a critical success
factor for a successful human resources management program for the Indonesian
court system?
Organizations exist as structures within which work is accomplished. Job
descriptions are the documents which record:

21
The tasks to be performed
How those tasks are organized into jobs.
Defines the experience and education qualifications required for the job.
Defines the performance requirements for occupants of the job.
Provides the basis for establishing career ladders for employee transfer,
promotion and advancement.
Identifies the responsibilities and authorities of individuals assigned to a
particular job.
Provides a title, a grade level indicating the relative ranking of the job.
Defines the link between the job and the appropriate level of remuneration and
allowances.
Is the foundation document for conducting staffing assessments?
Is the basic building block for designing an efficient and effective
organization?
Thus the job description is a major document for an organization’s leadership to use
in managing both the work and the employees of an organization. Equally important,
the job description is the source of essential information for employees who occupy
the position because it conveys duties, responsibilities, authorities, accountabilities,
qualification requirements and performance expectations.
Establishing and managing the job description program provides the court the
foundation for establishing and managing a successful human resources program.
Issue Two: How should requests be made to describe a job position or request revision
of an existing job description?
The court which needs a new job description or revision to an existing job description
should prepare a written request which describes why a new or revised job description
is required.
The request should be submitted for resolution to the office which has authority to
address these issues.
Issue Three: What information is needed to provide the decision maker with the
information and data to make an informed judgment?
The request for decision can be either in memorandum form, or can actually be a
completed form which provides the following information.
What action is requested?

22
The court needs a new job description or a revision to a current job
description. These requests should be relatively rare during the first few years
of the job description program unless there is wholly new work in the court, or
the processes for accomplishing the work change. For example, if case
management process was manual and is now automated, this change will most
likely require a new position description, as well as new qualification
requirements, and new performance standards.
Why is it being requested?
Describe the changes which require a new or revised job description.
When is the new or revised job description needed by the requestor?
There may be other information that is required based on the civil service rules
and regulations of the GOI.
Issue Four: How will the decision to approve or disapprove the request be conveyed?
The decision should be convey in writing, signed by the authority designed to make
such decisions. A copy of the decision should be kept by the deciding office and by
the court which has made the request. These records should be kept according to the
schedule of records for maintaining public documents.
Issue Five: What timeframes will be established?
For policies and procedures to be both effective and efficient, timeframes for:
Receiving requests
Making decisions on requests.
The leadership of the court should decide what timeframes are most appropriate.
Issue Six: Who will make these decisions?
The Court leadership must decide who will be delegated the authority to make job
classification decisions. The leadership must also decide if those decisions will be
reviewed by a higher level authority.
Because establishing the job description program, and the decisions which flow from
that program, are so critical to the success of reform, we suggest that for at least the
first year, the court leadership should review these decisions. This will assure that:
The standards for decision making are being appropriately applied.
Send a signal to all within the Court system and to outside observers that the
Court leadership is very serious about implementing this new policy
effectively, efficiently and fairly.

23
Provide the organization and individuals who are charged with making these
decisions the clear and visible support of the Court leadership.
For a period of several years, the SC leadership may also want to engage an
independent body to perform an annual review of either all decisions made or of a
significant sample of the decisions made. The purpose of the audit is to:
Assure that the policies and procedures are being followed correctly both in
the courts and in the program management office;
Identify any policies or procedures that need to be revised or refined;
Identify program or knowledge areas where either court staff or the program
management staff will need additional training and development.
Provide transparency for the job description program, policies and processes.
The results of the audit should be made available to judges and court employees and
to the public, possibly as a part of the Chief of Justice’s annual report to the citizens
of Indonesia.
Issue Seven: What competencies must the staff given the responsibility for making the
recruitment and transfer approval decisions have?
The staff must be competent in:
The approved methodology for preparing and evaluating position descriptions;
The theory and practices of designing career ladders and progression within
occupations;
How these programs and processes fit with other parts of the human resources
programs of the court system;
How these programs and processes support the reform goals of the court
system;
The records keeping requirements;
Be able to articulate orally and in writing the basis for the decisions made;
Be willing to make difficult decisions and to stand by those decisions:
Be willing to convey those decisions to the requesting organization.
Have the confidence of the Court leadership.
Issue Eight: What performance standards will be established for those who submit job
description requests and for those who make decisions on these requests?
At a minimum, the performance standards for those who submit requests should
include:
Correct documentation based on the work the position is to accomplish.

24
Requests are completed according to the published guidelines for content and
for timeframes.
Establishing and maintaining the audit trail on the request and the decision on
the request.
At a minimum, the performance standards for those who decide on these requests
should include:
Correct documentation of the decision made;
Conveying the decision in the agreed upon format within the established
timeframes;
Establishing and maintaining the audit trail on each decision.
Issue Nine: What type of evaluation process will be established to assure that the
program is functioning properly?
The SC should establish a periodic evaluation program that reviews all aspects of the
program. The results of the evaluation should be made available to all involved in the
process of requesting and deciding on position descriptions. The results should be
used to improve the policies and procedures associated with the program.
The court should establish qualitative and quantitative metrics by which success is
judged. These metrics should be address in each evaluation cycle.
Issue Ten: What resources are needed to develop, implement and maintain this new
program?
The SC leadership must decide what human and fiscal resources are needed to
establish this new program. In making these decisions, the SC leadership needs to
consider the following:
How many positions are required?
What type and level of employees are needed to carry out the work of the
office?
What type of training is needed to assure that both those making requests and
those deciding requests have sufficient knowledge of what must be done to
carry out their duties and responsibilities successfully?
Issue Eleven: What is the timeframe for developing and implementing the decisions
identified above?
The SC leadership should:
Prepare a detailed strategy and plan for making all needed decisions and for
implementing those decisions.

25
Prepare a communications strategy and plan for informing the court and
interested stakeholders of these new policies and procedures.
Prepare a roll-out strategy and plan.
Assign an individual responsibility and authority for carrying out the decisions
that they make.
Refine Qualification Requirements for Positions
The qualification requirements that are currently incorporated into the job descriptions
reflect whatever are the current government wide standards, as well as the knowledge
and experience of those interviewed as part of the job description task under the MCC
ICCP contract. They represent a good first step. However the requirements need to
be refined and standardized to fully reflect the requirements of the Courts and the
evolution of the work requirements of the particular job or the jobs within a particular
occupation. Requirements for a particular occupation should reflect both the entry
level requirements for entry level jobs, as well as the differing qualification
requirements for higher level jobs within a particular occupation or job family.
Refine Performance Requirements for Positions.
The performance requirements that are currently incorporated into the job descriptions
reflect whatever are the current government wide standards, as well as the knowledge
and experience of those interviewed as part of the job description task under the MCC
ICCP contract. They represent a good first step. However the requirements need to
be refined and standardized to fully reflect the requirements of the Courts
In addition for judge positions, careful attention needs to be paid to the three
components of judge work – judiciary work and decisions, judicial leadership work
and decisions, and for a certain level of judge and justice, the advice given to the
government.
There is always an appropriate tension between judicial independence which is the
hallmark of an independent and effective judiciary within a democratic government
and the accountability to citizens of the country for performance that is legally
sufficient and effective.
These issues need very specialized focus and attention.
Subsection C. Recruitment and Career Path Program
Program Definition – The recruitment and career path program is the Court’s system
and methodology for recruiting and retaining a well qualified staff. Currently the
career path component of the program is not well developed making it difficult for
employees to move between and among various related occupations within the court.
The study currently underway, as part of the ICCP Extension Project, is mapping the

26
current system. When that mapping is completed, a set of recommendations will be
developed.
The generic components of a well designed recruitment program are identified in the
graphic below. The most successful organizations begin their recruitment program by
developing a recruitment philosophy which guides the longer term development and
execution of the recruitment program. Staffing assessment provides the foundation of
information to help decide the number and type of positions needed in an
organization. The workforce analysis provides a more detailed assessment of the
capabilities needed currently and in the predictable future to accomplish the work of
the organization. Workforce analysis also provides a comparison of the capabilities
of the current workforce vs. what will be needed, provides an analysis of alternatives
for meeting those needs including recruitment, reassignment, training and education
or other alternatives. The results of the workforce analysis are major input
components for developing the recruitment strategy and plan.
New hires are brought on board and begin their orientation, education and training.
Bringing new hires into the court includes: orientation and training, assigning a
mentor, assuring that there is interesting and challenging work to be done; assuring
that supervisory judges provide coaching, performance assessment and advice.
RECRUITMENT SUBSYSTEM: SUCCESSFUL PRACTICES
STAFFING
ASSESSMENT
WORKFORCE
ANALYSIS
DEVELOP,
IMPLEMENT
RECRUITMENT
PLAN
BRING
NEW HIRES
INTO THE
COURT
DEVELOP RECRUITMENT PHILOSOPHY
EVALUATE THE
RECRUITMENT
RESULTS
The discussion which follows is excerpted from a paper on recruitment, selection and
career path development successful practices which was prepared for the MCC ICCP
project in April 2009.
Successful Practices
The successful practices discussed below represent an amalgamation of practices used
by public and private sector organizations in Asia, Australia and New Zealand,

27
Western and Eastern Europe and North and South America. Each country within the
various continents makes adjustments in the particulars to reflect the governance
system and the customs and culture of the specific country.
Philosophy - What is the philosophy that underpins the development and
implementation of the recruitment, selection and career development programs for the
Indonesian Court System?
The philosophy statement reflects the fundamental beliefs of the organization about
the purpose of the recruitment, selection and career development programs.
An example of a recruitment and selection philosophy is:
Our Recruitment Philosophy -We are committed to identifying, recruiting and
retaining the best talent to meet our organization needs. Our recruitment and
selection is governed by these guiding principles:
Fairness – We use the same process for all candidates for a particular
position;
Transparency – The process for the recruitment is documented and
information provided to all individuals involved;
Diversity – We welcome candidates with diverse backgrounds and use a
variety sources to attract talented people.
http://www.infrastructureontario.ca/en/career/philosophy.asp
An example of a career development philosophy from a world-renowned university
states:
The University of California, Berkeley encourages employees to develop in
ways that link to the strategic objectives of the campus. Career management
is a partnership between the employee, the supervisor, and the University.
Employees are responsible for actively managing their careers, increasing
their skills and experience, and maintaining a high level of performance.
Supervisors are responsible for actively encouraging and supporting staff
in their career planning, using the available tools and processes to help
employees find the best match between their talents and the needs of the
campus.
The University is responsible for creating and providing opportunities for
growth based on performance excellence, talent, and potential, and for
encouraging mobility between job families and departments.
http://careercompass.berkeley.edu/careerdevl/philosophy.html
It is worth noting that both of these examples specifically link their philosophy in
recruitment, selection and career development to their strategic objectives or business
needs. The career development philosophy statement speaks to the mutual
responsibility of the institution for providing career development opportunities and
the individual employee for taking advantage of the opportunities provided. This

28
emphasis on shared responsibility is a growing trend in public service institutions
around the world.
Recruitment
What are the numbers and types of positions that are required to perform the
work of the courts? Which ones are anticipated to be filled during the fiscal
year? Which ones are mission critical? What ones are not but still must be
filled?
What technical and program competencies (skills, knowledges, abilities,
behaviors) are required for each type of position? Do these competencies
change based on the level of the position? Which competencies must be
present when an individual is selected for a position? Which competencies
can be acquired as the individual is working in the position?
What supervisory, managerial, executive and leadership competencies are
required? For what positions? Do these competencies change based on the
level of the position? Which competencies must be present when an
individual is selected for a position? Which competencies can be acquired as
the individual is working in the position?
Are these competencies available in the current staff? If yes, how does the
organization know who possesses what competencies? Do these competencies
change based on the level of the position? Which competencies must be
present when an individual is selected for a position? Which competencies
can be acquired as the individual is working in the position?
If these competencies are not available in the current staff, how will they be
acquired – recruitment of external candidates? Reassignment of candidates
who are currently employed in other government ministries? Training of
current employees? Education of current employees? Other options?
The human resources program which will answer all of the above questions is
called the Workforce Analysis and Planning Program. This program identifies
the competencies needed to perform the work, the number and levels of
positions that are required, provides an analysis of the competencies present in
the workforce, the gap between the competencies needed, and the strategies
appropriate to fill the gaps identified. Workforce analysis and planning
includes planning for the general workforce, succession planning for critical
occupation categories, succession planning for all levels of leadership
positions, planning for the acquisition of individuals through contracts, grants,
volunteers and other alternatives sources.
Workforce analysis and planning programs are usually supported with technology that
allows the organization to ask and answer “what-if” questions about various
configurations of the workforce, and to use scenario planning to examine the impact
of alternative solutions to workforce planning issues.
Richard W. Judy, Director of the Center for the 21st
Century Workforce, Discovery
Institute in Seattle Washington gave a presentation at Emirates Center for Strategic

29
Studies and Research in 2002 entitled “Workforce Planning in Knowledge-Based
Economy” which addresses both workforce planning and workforce development.
This analysis examines the workforce planning experiences of the former Soviet
Union, Japan, Singapore and the United States among others. As Mr. Judy states in
his paper:
The history of successful economic development for the past two centuries is a
chronicle of the harnessing of science and technology to achieve greater levels of
productivity.
In other words, it is the history of how economies have become increasingly
knowledge-based. That historical process is now culminating in a “knowledge-based
economy” in which intellectual property and human capital are the key determinants
of competitive advantage.
The workforce implications of this phenomenon are profound. The incumbent
workforces of few, if any, nations of the world are equipped with the knowledge and
skills required by tomorrow’s jobs. Because of their greater investment in human
capital, some nations are much better positioned than others. Such investment is what
we mean by “workforce development.”
For individuals and nations to prosper in a “knowledge-based economy,” workforce
planning and development must rise to new levels. By assessing the economy’s
workforce needs and competencies, workforce planners must identify the gaps
between what the workforce is and what it needs to become. Workforce development
concerns three kinds of interventions: (i) Augmentation of workforce quantity; (ii)
improvement of workforce quality; and (ii) improving the matching of job seekers
with employment opportunities.
Thus he makes a powerful argument for workforce planning and development as
critical success factors in assuring a workforce that can contribute to economic growth
and development. The entire paper can be found at:
http://www.workforceassociates.com/products/AbuDhabi.pdf .
The graphic below depicts a typical workforce planning model.

30
More in depth discussion of examples of workforce analysis and planning models can
be found at: http://sao.hr.state.tx.us/Workforce/guide.html or
http://portal.cornerstones4kids.org/.
How will the positions be announced and advertised – internally? Externally?
The selection process for a merit based public service should be:
Effective in attracting and identifying a reasonable number of well qualified
candidates – This requires developing a recruitment strategy and plan tailored
to the positions to be filled. For example, the staffing specialist should know
the typical sources (e.g., colleges, universities, private sector firms,
professional associations) where well qualified candidates for the position to
be filled. He/she should also, whenever possible have contacts within these
organizations, particularly colleges, universities, professional associations,
with whom the job advertisement can be share and who will be willing to
share the advertisement with potential candidates.
More detailed resources can be found at:
http://www.impactwriting.com.au/Articlespublicservicesectorselectioncriteria.
html.

31
The Government of Australia’s Public Service Commission, which regulates
public employment ( http://www.apsc.gov.au/apscrecruitment/index.html),
provides an excellent website which can serve as a model for both selection
procedures as well as an example of the use of technology to provide both the
functions and activities of the human resources professional as well as the
applicant for positions.
Other governments considered to have effective programs, processes and
websites are:
o The Government of Singapore -
https://app.vog.gov.sg/Presentation/index.aspx;
o The Government of Korea - http://www.csc.go.kr/eng/csR/csr02-
02_01.asp.
Effective recruitment also involves providing the broadest possible
distribution of the vacancy announcements. The most cost effective way is
through web-based recruitment sites if the country has such sites available.
The web based distribution can be supplemented by posting vacancy
announcements in the government offices and mailing printed copies of the
announcement to previously identified organizations which have agreed to
post the announcements. If websites are not available, then the organization
will need to rely on the distribution of printed vacancy announcements.
Efficient in the advertising, candidate assessment, selection, letter of offer and
on-boarding processes – Techniques which can enhance efficiency include:
o Develop and maintain a library of standardized advertisements for
positions and then tailor those to the particulars of the specific position
when it is time to advertise a vacancy.
o If there are multiple vacancies, use a single advertisement and indicate
that multiple positions will be filled.
o Develop and maintain a library of standardized assessment tools and
plans for various types of positions. These can then be immediately
available to use in assessing the credentials of applicants.
o Develop and maintain a library of standardized letters of offer which
can then be tailored to the specifics of a particular letter of offer. The
letter of offer should include the position title, level, organization
location and salary, a listing of benefits, the specific conditions of
employment (full time, part time, permanent, temporary, the days of
the work week, the work hours) and similar information.
o Develop and maintain a standardized on-boarding program and process
which can be used throughout the court system. This standardized
process should also have the option of being tailored to the needs of
the individual court in which the new employee will work.
Transparent to the organization with the position(s) to be filled, the supervisor
making the selection and the potential candidates for the position(s) –

32
Transparency means that the regulations and processes associated with
recruitment are well known and understood by all who have a role to play.
This means that the human resources staff, as well as the supervisor with the
vacancy and others involved, knows their roles and responsibilities.
Information provided to potential candidates about how and why to apply, the
process to be followed and the like must be equally available and easy to
understand. The websites provided above for the governments of Singapore,
Korea and Australia provide examples of clear, concise information that is
provided to those who seek public service employment.
What information must candidates supply? Will tests be required? Will references
be required?
While the format of providing the information may vary significantly, the most
successful public services follow very similar procedures for the information required
when applying for a public service position. This information includes the
applicant’s:
Contact information
A description of education and training that is relevant to the position,
A description of positions held and accomplishments achieved,
Honors and awards,
Publications and significant presentations,
Professional memberships and associations
References – from supervisors who can attest to the individual’s
accomplishments and conduct.
Most public services around the world have one or several standardized tests that
applicants must take in order to be considered for public service positions. This is
particularly true of those countries that are in the process of reforming the processes
for selecting individuals for public service positions. Testing is a time honored
tradition for public service employment. The first tests were developed and
administered in China during the China’s Qin Dynasty (221–207 BC). Properly
developed testing instruments can provide insight into the degree to which candidates
for public service positions process the competencies required to perform
successfully. However, they are not sufficient in and of themselves.
Test results should be complemented, at a minimum, by one or several interviews
with the selecting official(s) and by reference checks. The interviews allow the
selecting official to describe the job and to get the applicant examples of the work
he/she will be performing. It allows the applicant to decide if he/she wants to do that
type of work and get a sense of the organization, its culture, is values and its
performance expectations. Research suggests that the interview is not significantly
predictive of success in a particular position, but it is an essential piece of the
information gathering and analysis that both the organization and the candidate should

33
do to make the most informed judgment about whether there is a proper fit between
the organization and the applicant.
Reference checks also vary in value depending upon the skill of the individual
conducting the reference check and the individual providing the reference on
performance and conduct in prior employment. At a minimum, it will tend to screen
out those candidates who may have conduct and/or attendance problems.
Selection
What criteria and process will be used to assess the capabilities of the applicants for
positions? Who will make these decisions?
The criteria used to access capabilities are normally based on the competencies
identified through the workforce planning process. Most governments wanted to
validate these competencies over time using psychometric principles and techniques.
The decisions on the criteria and processes are usually made by the country’s Civil
Service Commission or comparable entity which is responsible for setting forth the
policies and procedures for public service employment. In some governments, e.g.
the United States, the federal judicial is an independent branch of government. When
the judiciary is an independent body, or is delegated independent authority for
selection and hiring, then the human resources director or a the position/person
charged with ultimate authority for human resources regulations, policies and
procedures makes these decisions.
What is the role of the organization with the vacancy in selecting individuals to fill
positions?
The organization with the vacancy, and particularly the supervisory who will be
making the selection works in partnership with the human resources office to develop
the advertisement, to identify any special requirements or special qualifications (e.g. a
specific language or technical requirement) of the position, to help identify fruitful
recruitment sources and to suggest the most effective ways to assess the credentials of
the candidates who apply.
Once the candidates for the position have applied and been rated as having the
credentials which make them well qualified candidates, the supervisor will interview
candidates and recommend the candidate to be hired. In most countries, the human
resources office is charged with making the formal job offer for the organization.
What is the process for making and accepting offers of employment?
Who will do the reference checks?
What will be the orientation process for selectees? When will it occur? What will
be the content?
A sample description of one government’s selection process is below.
The Department's VPS selection procedures have been designed to ensure that the
best person for the job is selected through a process that is procedurally fair and

34
based on merit.
For the purpose of selection, merit is defined as the extent to which each
applicant has:
the skills, knowledge, experience, past performance and other personal
qualities relevant to the work to be performed;
demonstrated good conduct appropriate to public sector employment;
potential for further development in the Department.
The Department's selection process is based on the following principles set
out in the Public Administration Act 2004:
employment decisions are based on merit;
employees are treated fairly and reasonably *;
equal employment opportunity is provided;
human rights as set out in the Charter of Human Rights and Responsibilities
are upheld; and employees have a reasonable avenue of redress against
unfair or unreasonable treatment.
The Equal Opportunity Act 1995 specifies that all applicants must receive fair and
equitable treatment without regard to age, breastfeeding, gender identity,
impairment, industrial activity, lawful sexual activity, marital status, parental or career
status, physical features, political belief or activity, pregnancy, race, religious belief or
activity, sex, sexual orientation or personal association (whether as a relative or
otherwise) with a person who is identified by reference to any of the above attributes.
The Public Sector Standards Commissioner has issued the following
minimum standards in relation to selecting on merit with which Departments
must comply:
Employment decisions are to be based on the proper assessment of
individuals’ work-related qualities, abilities and potential against the genuine
requirements of the employment opportunity;
Decisions to appoint new employees or promote existing employees are to be
based on competitive selection. Processes are to be open and designed to
identify a suitable field of qualified candidates;
Decisions to appoint new employees or promote existing employees from a
limited field of candidates are only to be made where candidates are identified
based on objective criteria;
Decisions to assign duties or transfer public sector employees (to roles at an
equivalent level) are to be based on proper assessment of the employee
against the genuine requirements of the duties or role;
Decision-making processes are to be fair, accessible, and applied
consistently in comparable circumstances;
Decision-making criteria are to be relevant, objective and readily available to
the people subject to the decision;
Decisions and actions are to be free of bias and unlawful discrimination;
Documentation is to be sufficiently clear and comprehensive to render
decisions transparent and capable of effective review.
The selection process should be adapted to the requirements of each job. A
variety of selection tools may be used as appropriate to determine whether
applicants have the skills and competencies necessary for the role.
These tools may extend beyond the usual process of advertisement, panel
interview and referee check to include methods such as assessment at an
assessment centre by an external agency, psychometric testing, responses to

35
simulated situations presented on video and a variety of exercises set during
or before interview. Selection tools must be applied consistently to all
applicants, be relevant to the job and be free from unlawful discrimination or
bias.
The manager of the work unit is responsible for managing the selection
process. For a Student Support Services Officer position, the principal of the
base school at which the position is located is responsible for managing the
selection process.
For detailed information on specific topics related to selection of staff, select the
relevant link under 'Related Topics' below.
http://www.eduweb.vic.gov.au/hrweb/workm/select/selprocNSCH.htm
Developing and providing an orientation for new employees is a critical success factor
which helps the new employee understand the mission, vision, values and important
programs and processes of the hiring organization. How new employees are
introduced to the organization during their first few weeks of employment will often
impact their expectations and their success and performance during employment with
the organization.
Career Path Development
Career development is defined as progression through a sequence of jobs, involving
continually more advanced or diverse activities and resulting in wider or improved
skills, greater responsibility and prestige, and higher income. Formerly, career
development was seen as the responsibility of the employer, and many organizations
had formal career development programs that marked an employee's advancement
through the levels of management. However, in the “knowledge economy” of today,
and certainly of tomorrow, career development is a shared responsibility between the
organization and the individual employee. The organization has an obligation to
define clearly its work and the career advancement that is associated with particular
jobs and professionals which the organization needs. It also has an obligation to make
known the promotion and progression requirements, and how those requirements can
be met. The employee has an obligation to continue to learn and grow within his/her
profession and to invest the time and effort required to assure the possession of the
needed competencies.
The most successful public and private organizations identify the career ladders and
progress of each occupation in the organization, identify the competencies required at
each level, and identify the types of activities through which those competencies can
be acquired. This information is posted where all can have access to the information.
Examples of career development activities include:
Benchmarking Site Visits: Visits to federal, state and local governments, major
corporations, universities, and nonprofit organizations, where program participants
talk with "best practice" leaders. Through benchmarking, participants become skilled
at using dialogue to gain insight beyond their individual understanding, an essential
skill for leaders responsible for strategic planning.

36
Coaching: Formal one-on-one relationship between a program participant and an
individual trained to provide specific feedback to improve the participant’s job
performance. Feedback is based on such factors as observation of on-the- job
behavior and individual needs assessments. Coaching is more focused on specific job
performance than mentoring is.
Conferences: Participants attend full-day meetings consisting of presentations made
by individuals knowledgeable in topics related to leadership development. Such
meetings may last several days.
Legislative Briefing Conference: For three to five days participants are provided with
a comprehensive look at how the legislative branch of government is organized; the
key players and their roles; how the legislative process works; and how the legislature
directly affects the daily operations of every department and agency in the Executive
Branch of government.
Consulting: Providing advice to an organization on processes that it can implement to
develop the leadership and managerial skills of its employees.
Coursework: Attending classes or workshops, which may also involve home
assignments such as completing readings or writing papers.
Residential Coursework: Visits to federal, state and local governments, major
corporations, universities, and nonprofit organizations, where program participants
talk with "best practice" leaders. Through benchmarking, participants become skilled
at using dialogue to gain insight beyond their individual understanding, an essential
skill for leaders responsible for strategic planning.
Developmental Assignment(s): Work assignment(s) designed to provide exposure to
different leadership/managerial experiences and perspectives. They include rotations,
shadowing, and interviews, which provide visibility at high levels of organizational
leadership as well as critical knowledge for long-term career planning.
Discussions: Participants talk about the topics of presentations with the speaker and
the other participants.
Distance Learning: Training that is offered via CD-Rom, the Internet, video-
teleconferences, and/or correspondence.
Fellowship: Programs designed to fund employees’ attendance at university and other
external development programs.
Individual Development Plan: A plan written by program participants to be used as a
roadmap for career development. The format includes provisions for defining and
meeting specific objectives such as rotations and independent study activities, which
will promote leadership development both during and after the program.
Individual Needs Assessment(s): Questionnaire(s) which are designed to assess an
individual’s level of leadership/managerial skills and aspects of interpersonal style.

37
The results of these assessments are given to the program participants to help them
design their individual/leadership/executive development plan.
International Transfer(s): Being assigned to (a) post(s) outside of the United States
for the purpose of further developing one’s leadership skills.
Interviews: Appointments with Federal managers/executives, during which a program
participant interviews them about their careers. The interviews provide an opportunity
for participants to interact at high levels of management and to gain critical
information for long-term networking and career planning.
Lectures: Presentations by prominent individuals on topics such as foreign policy and
leadership development.
Mentoring: Informal or formal relationship between a program participant and a
manager in the participant’s agency/department; the relationship consists of dialogues
meant to support and guide the participant in his/her career.
Networking: Meeting and developing relationships with other professionals who can
assist in the development of one’s career.
On-the-job Training: Learning how to fulfill managerial duties by doing them as part
of a specific position, usually under the guidance of a mentor.
Orientation: Meeting(s) during which new hires learn about the vision, mission, and
processes of the agency they work at.
Rotational Assignment(s): Work assignment(s) away from a program participant’s
current position. During these assignments, participants learn to adapt and
successfully lead in a new position and culture by utilizing the techniques and
methods presented in their training sessions.
Interagency Rotational Assignment(s): Work assignment(s) at an agency different
from the one in which the participant has a permanent position.
Self-development Activities: Activities such as reading certain books or completing a
work-related project, which will further develop the participant’s leadership skills.
Seminars: Single sessions or short, often one-day meetings devoted to presentations
on and discussion of a particular topic.
Shadowing Assignment(s): Observing a Court manager or executive in daily activities
for a defined period of time. By watching managers/executives in action, the program
participant gains exposure to managerial duties, responsibilities and approaches, and
observes how the concepts learned in the program are applied in real-world situations.
Site Visits: Visits to federal, state and local governments, major corporations,
universities, and nonprofit organizations, where program participants can see "best
practices" in action.

38
Speaker Series: A sequence of presentations by individuals knowledgeable in the field
of leadership development.
Team Projects: Program participants are assigned to a team made up of other
participants in the program/course. These teams are designed to strengthen leadership
and interpersonal skills, stimulate commitment to personal development, and provide
a forum to explore current issues facing Federal managers/executives. Each team
works on a project related to a current leadership or policy concern in the Federal
government.
360° Feedback Assessment: Multiple-choice questionnaires filled out by a program
participant’s supervisors, peers and staff for a full picture of the participant's
leadership skills. In a graphic and narrative form, individual feedback reports present
the results of the assessments, highlighting job strengths and development needs to
serve as the basis for the participant’s individual development plan.
540° Feedback Assessment: Multiple-choice questionnaires filled out by a program
participant’s supervisors, peers and staff for a full picture of the participant's
leadership skills. In a graphic and narrative form, individual feedback reports present
the results of the assessments, highlighting job strengths and development needs to
serve as the basis for the participant’s individual development plan.
Additional career development resources can be found at the following website sites:
Organization for Economic Cooperation and Development (OECD)
http://workinfonet.bc.ca/bccip/OecdSurvey/default.htm
OECD Report on Career Development Progress
http://www.oecd.org/dataoecd/37/60/1937715.pdf
Asian Development Bank
http://www.adb.org/Employment/ypp.asp
What are the priority positions and career ladders for career development
programs?
The workforce analysis and planning system described at the beginning of this paper
will be the mechanism which helps the court to identify what are the priority, or
mission critical, positions for the court. A mission critical position is one which is
essential to the effective operation of the court. Examples include: judges, registrars
and certain types of court staff positions. The court leadership should be involved in
identifying the mission critical positions based on the strategic goals and objectives
the court as a whole wishes to achieve. These decisions then impact what career
development programs have a priority for development and implementation. Priority
programs have the first call on available human and fiscal resources.
Will the programs be developed and delivered by court staff or by contractors or by
a combination?

39
The court must decide if it wishes to develop and deliver it career development
programs with court staff or which contractors, or with a combination of court staff
and contractors.
What will be the delivery mechanisms – in person, electronic, combination of both?
Program Management Questions
Will the recruitment, selection and career path development programs be managed
centrally or will they be decentralized?
There are two basic options for managing these programs. They can be managed
centrally for the entire organization, or they can be decentralized by type of court, or
even geographic location of court. If the program is just starting, or being
significantly reengineered, the court may well choose to run the program centrally to
ensure that the program is developed and implemented as the leadership requires.
Well run centralized programs can be more efficient and thus more effective. The
court will want to develop the pros and cons of a centralized vs. decentralized model
for these programs.
What will be the responsibility of court staff? What will be the responsibility of
contractors?
A second set of questions to be asked and answered deals with who will actually do
the recruitment, selection and career development work. In part the answer to this
question will depend on whether the court has, or can hire, individuals with the
competencies needed to develop and implement effective recruitment, selection and
career development programs. An option is to begin by hiring contractors who have
experience in recruitment, selection and career development. If this option is chosen,
the court will need a small staff knowledgeable in these areas to manage the programs
and the contracts for the court.
What role will information technology systems play in supporting each of these
programs? What is the capacity of the court to provide and use the information
technology systems?
The most successful human resources programs in the public and the private sectors
are supported by information technology tools. These tools can enhance both the
effectiveness and the efficiency of recruitment, selection and career development
programs. However, they required that the organization have the competencies to use
and manage this system.
Action Plan: The draft action plan identifies the basic tasks associated with program
development and implementation. When the mapping study and analysis is
completed, a detailed action plan can be developed.
Recruitment and Career Path Action Plan
Tasks Description Responsible
Party
Sequential
Or
Consecutive
Completion
Date

40
Present study &
recommendations
to USAID and the
Court leadership
Provide detailed
briefing on
analysis, findings
and
recommendations
JKristantini and
ICCP leadership
S NLT October
2009
Court leadership
considers study
results
Court leadership
discusses and
decides how it
wants to proceed
Court leadership
makes decisions
Chief of Justice S
Detailed action plan
developed
Action plan
contains all
needed tasks, etc
S
Establish the
program
Prepare and issue
the proper
statutory or
regulatory
directive
Chief of Justice S
Charge the leader
to direct the new
program
Outstanding
leadership is a
critical success
factor for
transformation
efforts
Chief of Justice C
Assess whether
additional or
difference type of
human resources
needed; determine
level of financial
resources needed
provide sufficient
funding; assure
assigned staff are
competent to
produce the work
required
S
Place the program
within a specific
organization
Decide on the
appropriate
directorate within
the court
administrative
structure
S
Prepare the
program description
Identify the
responsibilities,
authorities,
accountabilities
and reporting
relationships of
the program
S
Develop and
implement the
regulatory and
policy guidelines
Identify, develop,
publish, implement
the rules,
regulations,
policies and
procedures
needed to
administer the
program
C
needed tools
written/electronic
guidance and
forms, etc.
Testing will assure
that the developed
guidance, tools
forms, etc operate
as they were
intended
C

41
Identify audiences
for
communications,
training, roll out
materials and
activities and
design accordingly
Most
organizations
have 5-6
audiences –
leaders,
managers,
supervisors,
judge/court staff,
civil society,
citizens
S
Develop and
implement a
communications
strategy and plan
First for court
leadership and
then for judges
and court staff
C
Develop and
implement a
training strategy
and plan
First for court
leadership and
then for judges
and court staff
C
Develop and
strategy and plan
First for court
leadership and
then for judges
and court staff
C
Develop and make
available to users
all needed tools
written/electronic
guidance and
forms, etc.
This includes
written/electronic
guidance and
forms, etc.
C
Establish the
evaluation program
and metrics
The evaluation
methodology and
the qualitative and
quantitative
metrics by which
program success
will be judged
C
Roll out the
program
The program is
operational
S
Evaluate program
annually
For the first 3-5
years conduct an
annual evaluation.
Makes needed
adjustments.
S Annually
Issues for Decision
When the study is completed, we will also be able to identify the issues for decision.
Subsection D. Education and Training Program
Program Definition: The Education and Training Program develops and implements
the candidate judge training programs as well as other education and training
programs for judges and court staff.
The staffing assessment program and the recruitment and career path development
programs will impact how education and training programs are developed and
implemented. The graphic below defines the links between and among the staffing
assessment, recruitment and career path development and the education and training
programs of the Court.

42
EDUCATION AND TRAINGING SUBSYSTEM:
SUCCESSFUL PRACTICES
STAFFING
ASSESSMENT
WORKFORCE
ANALYSIS
DEVELOP
EDUCATION &
TRAINING PLAN
DEVELOP EDUCATION & TRAINING PHILOSOPHY
EVALUATE
RESULTS
IMPLEMENT
EDUCATION &
TRAINING PLAN
Subsection E. Restructuring of the Human Office(s)
Program Definition: The Human Resources Program offices of the Court are charged
with general administrative functions and the preparation of forms and documents
associated with processing various human resources personnel actions such has hiring
forms, promotion or transfer requests and the like.
The Staffing Assessment Program, the Job Description Program and the Recruitment
and Career Path Development Program require the talents of professionally trained
human resources analysts and consultants.
The court must acquire this professional capability if they are to realized the benefits
of their investments in improving their human resources programs.
Below is a paper which was prepared under the MCC ICCP project which describes
the functions and competencies needed in a modern human resources management
office.
Introduction
The modern human resources office must provide both strategic and operational
services to its customers. In many countries this dual role represents a challenge for
human resources offices. A very different set of capabilities and competencies are
required of the human resources leaders, managers, supervisors and employees if they
are to provide strategic and operational services successfully.

43
The evolution of the human resources function reflects the evolution of how public
and private organizations value employees. Through much of the 20th
century
employees were viewed as costs which should be minimized whenever possible.
Only in the last decade of the 20th
Century did organizations begin to view their
employees as important assets whose capabilities needed to be not only maintained,
but developed. This change in value is directly related to the transformation of
economies from “muscle” based to knowledge based.
For most of the history of humankind, individuals were valued for the strength of their
bodies rather than the capabilities of their minds. In the world of day, and certainly
the world of tomorrow, where knowledge is doubling every 18-24 months, and that
knowledge is being shared through the power of information technology, the most
effective and successful public and private sector organizations are thinking
differently about the value of their employees. Even jobs in trades and
manufacturing, which have traditionally been considered “muscle” jobs, require
highly skilled workers to use the robots which help construct cars and other complex
machinery, or help build buildings and roads.
Another factor adding to the need for human resources offices to change is the
discovery that the most effective and efficient public and private organizations define
their mission, their values and their strategic goals and objectives. These products are
then used to decide how fiscal and human resources will be assigned to assure the
most effective use of the organization’s human talent and to assure that the fiscal
resources are used to achieve maximum value in producing goods and services for
citizens (public sector organizations) and customers (private sector organizations) are
not wasted on non-essential functions and programs.
The impact on the human resources office is that it, too, must now understand that
only processing personnel actions and papers and similar services is not longer
effective or acceptable. Information technology and machines can now do much of
this type of work. The human beings are needed to design and execute the strategies
that assure the organization can meet its strategic goals and objectives.
This change naturally led to an examination of the competencies required for the
modern human resources office. The paper discusses the evolution of competencies
in the first decade of the 21st
Century. Appendix A has a more detailed description of
competencies developed by the internationally known researcher on HR
competencies, Professor David Ulrich.
One of the best explanations of the changes taking place and the reasons for these
changes was prepared by Professor Andy Smith, as part of the Consortium Research
Program supported by the state and territorial governments Australia. The paper is
included in its entirety in Appendix B. As Professor Smith so eloquently states:
People are the assets on which competitive advantage is built, whether in the
public or private sector, whether in the corporate world or in the world of
education. In the words of the latest theory on human resource management,
people are an “inimitable” asset. People and their skills are the one thing that
competitor organisations cannot imitate. So human resource management and

44
the practices associated with it have become accepted by managers in all
forms of organisations as one of the most important strategic levers to ensure
continuing success.2
Strategic Human Capital Models3
The interactions of human beings and organizations determine the success or failure
of each. The relationships are complex and that complexity is multiplied hundreds of
times through actions, reactions, and interactions between and among employees:
with each other and with the various components of the organization in which they
work.
General systems theory provides a way to understand these actions and relationships,
and a way to help structure human capital management policies, programs, and
procedures so that they help the organization achieve its strategic goals and outcomes,
and so that individual employees are able to achieve maximum effectiveness as
employees.
Recently, both scholars and practitioners, seeking to understand how organizations
work so that they can become both more efficient and effective, have come to
understand that general systems theory also provides a foundation for understanding
the linkages between the human beings who work in organizations and the
organization itself.
These new insights have helped drive the evolution of human resources management
theory, practices, policies, and process into more defined notions of strategic human
capital management. The difference between human resources management and
strategic human capital management is three-fold.
First, as implied by the word “strategic,” there is a direct and inextricable link
between the
theory, policies, programs, and processes that apply to people in an organization and
that organization’s strategic plan which defines critical goals, objectives, and
outcomes for the organization. Second, as implied by the words “human capital,”
there is recognition that an organization’s employees are assets who bring value to
an organization, and that the value of these individuals increases as they work and
learn within the organization. Third, the organization must invest in its employees by
providing education, training and professional develop to help assure that employees
continue to have the capabilities needed to do the work of the organization
successfully.
Below are several the Strategic Human Capital Models that can be used when
thinking about human resources management. All provide the systemic linkage
between and among the components of the human capital management system
(recruitment, retention, compensation, performance management, training and
development, etc.) and with the organization’s strategic goals and objectives.
2
Professor Andy Smith, Consortium Research Program, Department of Education, Science and
Training (DEST), Government of Australia. 2006, p 1.
3
Adapted from: Grunin, Susan Krup, PhD, Joels, Kerry,EdD, Shiplett, Myra Howze, Strategic Human
Capital Management: A Practical Guide, pp.2-15. Used with permission from the authors.

45
This linkage is critical because human capital management programs have no
intrinsic value in and of themselves. They have value only as they become enablers
that facilitate accomplishment of the organization’s strategic goals and objectives.
Model One4
Organization Strategic Plan
PLAN
Human
Capital
Obtain Best
Workforce
•Employees
•Contractors
•Detailees
Manage
Workforce
•Employee
relations
•Set expectations
•Contractor
Oversight
Assess and
Reward
Performance
•Employees
•Contractors
•Detailees
REVIEW
Human
Capital
•Did HC System
enable organization
performance?
Develop
Workforce
•Common
Culture
•Leadership
•Training
•Assignments
IMPLEMENT Human Capital
Human Capital Framework
This model is relatively simple. The arrows show the external influences which
impact human resources programs. The Organization Strategic Plan bar with the
arrows showing movement between the Plan and reviewing and planning for human
capital needs provides the linkage between strategic planning and human capital
planning and program activities. The final component is implementation of various
human capital programs and initiatives.
4
Ed Stephenson, Model Designer, Model developed by Human Capital Working Group for the Project
on National Security Reform, Myra Howze Shiplett Working Group leader, March 2009.

46
Model Two5
Assess
Execute
Obtain Best Workforce
Employees
Contractors
Detailees
Develop Workforce
Common Culture
Leadership
Training
Assignments
Manage Workforce
Employee relations
Set expectations
Contractor oversight
Assess & Reward Performance
Employees
Contractors
Detailees
Data Collection
Employee surveys
Statistical Analysis
Evaluate
Performance Grading
Collection of Best Practices
Feedback for Plan Modification
Align to Strategy
Mission
Objectives
Goals
Research
Culture
Workforce
Resources
Political Realities
Plan
Human Capital Framework
Organizational Strategic Plan
Strategy
Model Two demonstrates with circular and integrated nature of human capital with
the organization’ strategic plan, and identifies three phases – assess needs, plan to
meet those needs, and execute the plan. The construction of this model provides a
stronger visual message about the integrated and related nature of human resources
with strategic planning and between and among the “assess, plan and execute” phases
of human capital programs and processes.
5
Anita Blair and Mike Thomas, Model Designers, Model developed the Human Capital Working
Group, Project on National Security Reform, Myra Howze Shiplett Working Group leader, March
2009.

47
Model Three6
_____________________________________________________________
Model Three also emphasizes the systems relationships between the organization’s
strategic plan and human capital programs and processes. It provides a broader
perspective than the first two models because it shows that the work environment and
culture and the work processes influence and are influenced by the organization’s
strategic plan, decision support systems of the organization, the various human
resources systems, the performance management system, the reward systems, and the
organization structure.
All three strategic human capital models illustrate how human capital strategic
management functions must be considered in relationship to the organization’s vision,
mission goals, and its HCM functions. It provides trends, tips, and tools for effective
human capital management; and it highlights the key issues to assist all mangers in
6
Grunin, Joels, Shiplett, Strategic Human Capital Management, p.3
HR Management Strategic
Planning
Workforce Diversity/
Recruitment/Hiring
Organization
Design
& Staffing
Organization Performance Results
HR Performance Measures
Key Success Factors
Evaluation Metrics
Classification-Compensation-
Qualifications
Fair Employment Practices
Employee Relations/Development
& Retention/Leave Administration
Recognition
Programs-Bonuses
Benefits-Awards
Appraisal Systems
Training and

48
better understanding the business connections and alignment between corporate
strategy and the human resources functions. The alignment is best done using a
strategic human capital framework or model.
In selecting a human capital model that best suits the Indonesian courts, the decision
must take into consideration the culture and strategic goals of the Indonesian courts,
the culture of public service in Indonesia and the end state the organization wants its
human resources programs to achieve.
Functions of a Modern Human Resources Office
In the table below is a defined list of functions performed by modern human resources
management offices.
STRATEGIC FUNCTIONS:
Strategic Planning - includes strategic planning, strategic human capital planning,
strategic human capital planning implementation
Strategic Planning is an organization’s process and methods for defining its future
direction by identifying the organization’s programmatic goals and the outcomes that
must occur if those goals are to be achieved. This analytical process normally also
includes the allocation of financial and human resources to achieve the goals and
outcomes agreed upon. The product of the strategic planning process is a strategic
plan.
Strategic plans usually focus on five-year increments. The programmatic and
resource
allocation results of the strategic plan are reflected in the annual business or
operating
plans of subordinate units and in employee performance requirements. Organizations
that use strategic plans to assure alignment between strategic goals and outcomes
and the
specific areas of responsibility and accountability of organizations and individuals
tend to
be more successful than those which do not have a structured process and methods.
The Strategic Plan is supported by the Strategic Human Capital Plan which focuses
specifically on the human capital programs and initiatives which must be in place to
support the organization’s strategic goals and outcomes.
The Strategic Human Capital Implementation Plan is the document which defines
how the action items in the Strategic Human Capital Plan will be developed and
implemented and who has responsibility for these actions and activities.
Workforce Planning - includes workforce analysis and planning including planning
for the general workforce, succession planning for critical occupation categories,
succession planning for all levels of leadership positions, planning for the acquisition
of individuals through contracts, grants, volunteers and other alternatives sources. In
more recent literature and practice, this is labeled Multi-Sector or Blended Workforce
Planning.
For the Indonesian court system, workforce planning also includes the Staffing
Assessment Program

49
Workforce Analysis is the analytical exercise to assess current workforce
composition and demographics in relationship to the current and future workforce
needs of the organization. The first step in workforce analysis for the Indonesian
court system is the application of the Staffing Assessment formula. Using this as the
point of departure, workforce analysis considers the competencies needed for the
current and future work, the presence of those competencies in the current
workforce, the age and retirement eligibility of current staff, attrition data, recruitment
data and the like.
Based on the Workforce Analysis, organizations develop Workforce Plans which
detailed how and within what timeframes the organization will shape and/or reshape
its workforce to assure that the organizations has the competencies needed to meet
its strategic goals and outcomes successfully.
Succession Planning specifically examines workforce needs in areas such as
mission critical occupations or leadership positions and develops plans and programs
to assure that the organization has the talent it needs to assure its successful
survival.
The Workforce Analysis, Workforce Plans and Succession Plans provide the
foundation information for all operational human resources programs including
recruitment, hiring, placement, orientation, performance management,
compensation/rewards, benefits, promotion, retention, leadership development and
employee development, talent acquisition and outsourcing, talent exit and employee
and labor relations,
Organization Development (Structure, Change, Culture) - is an organization’s
process and methods for developing its internal capacities to help assure its current
and
future success in accomplishing its strategic goals and objectives. This category
includes
activities which support an organization’s problem solving and renewal capabilities
and
capacities including assuring that:
• Work is organized efficiently and effectively into jobs and career paths, with
associated authority, responsibility and accountability;
• The organization’s values and culture are clearly aligned with its mission;
• Mechanisms (e.g. periodic reviews of program and/or resource allocations)
exist to assess whether subordinate units within the organization are meeting
agreed upon programmatic and employee performance requirements; and
• Periodic examination and evaluation of programs, policies and procedures
occur to reinforce the organization’s effectiveness and efficiency.
Knowledge Management - is the set of policies, programs, procedures and tools
used
to capture, organize, transfer and store knowledge and experiences of individual
workers
and groups within an organization and making this information available to others in
the
organization when it is needed. Most organizations consider an information
technology
tool essential to a successful knowledge management program.

50
OPERATIONAL FUNCTIONS:
Competency Development and Utilization - This category of tool includes the
development of competencies and use of competencies in various phases of the
employee life cycle with an organization. Competencies are the knowledge, skills,
experiences and behaviors required to perform successfully in jobs within the
workplace.
Talent Management - includes all facets of an individual’s employment with an
organization including recruitment, hiring, placement, orientation, performance
management, compensation, benefits, promotion, rewards, retention, leadership
development and employee development.
Recruitment - is the laws, policies, programs and procedures used to attract well
qualified
candidates to fill vacancies within an organization. Recruitment includes such
activities as:
• Defining the policies and procedures that apply to recruitment activities;
• Defining the competencies and capabilities candidates must possess to
function
successfully in the organization;
• Developing an annual recruitment plan which identifies and links needs,
sources to fill those needs and the financial resources for recruitment
activities;
• Defining roles and individuals in the organization who are responsible for
recruitment, e.g., HR Department, line managers;
• Developing and applying methods to assess candidate credentials;
• Evaluating the results of recruitment efforts and using those results to refine
the
recruitment program and processes; and
• Identifying sources for candidates and targeting marketing of positions to the
candidate pool interests. Note: the language in the second bullet in retention
could
be reworked into recruitment.
Hiring – is the set of activities and processes required to place an individual on the
organization’s rolls. It includes such activities as:
• Checking references and/or getting college transcripts
• Preparing, mailing, tracking letters of offer
• Arranging enter on duty dates and related activities
• Assisting the new hire’s supervision in making all the reporting
arrangements
• Assisting the new employee with the pre-employment package of forms to
be
completed
Orientation – is a set of events and activities which provide new employees an
introduction to the organization’s mission, vision, values, culture, strategic goals
and outcomes, business processes and its human resources policies and
practices.
Placement – is a set of activities and processes which assures that an individual
employee is placed in a position for which he/she is qualified and for which there
is real work to be accomplished.
Performance Management - is the laws, policies, programs, processes and tools
used
to define a mission and desired outcomes, setting performance standards, linking
budget

51
to performance, reporting results, and holding public officials accountable for those
results. Performance management concepts and practices are applied to both
organizations and employees in organizations.
Compensation/Rewards – is the law, philosophy, policies, programs and practices
associated with employee pay, as well as the financial and intrinsic rewards and
incentives that organizations use the pay, reward and retain employees.
Benefits - A non-salary remuneration in the form of insurance, pension,
compensated
time not worked or other program generally entitled by virtue of one’s employment
status.
Promotion – Movement from a lower level to a higher level position within the
organization. Most public organizations have merit based promotion laws, policies
and procedures.
Retention - is the laws, policies, programs and procedures used to retain the talent
that
is recruited into the organization. Retention includes such activities as:
• Defining the policies and procedures that apply to retention activities;
• Identifying the strategies and tactics to retain needed talent, e.g. financial
incentives,
work assignment incentives, work-life incentives such as flexible work hours,
developmental incentives such as training or special assignments, and the
like;
• Defining roles and individuals in the organization who are responsible for
retention
of talent, e.g., HR Department, line managers, agency executives;
• Developing methods to assess the degree to which the organization is able
to retain
the talent it needs and wants to retain e.g. employee satisfaction surveys,
turnover
statistics, exit interviews; and
• Evaluating the results of retention efforts and using those results to refine
the
retention program and processes.
Leadership Development - is an organization’s processes and programs for
assuring
that the organization has and will continue to have a supply of well-developed
talent from
which to select its current and future leaders. Workforce development includes
such
such things as:
• Rotating assignments to assure future leaders have a variety of work
experience
within the organization;
• Mentoring and coaching;
• Special development assignments; and
• Formal training in leadership tasks and competencies
Employee Development - is the range of activities and programs that organizations
provide to help assure that employees at every level of the organization have the
competencies and capabilities required to carry out the work of the organization
effectively and efficiently.
Talent Acquisition/Outsourcing - includes laws, policies, programs and procedures
for acquiring talent and/or goods and services through contracts, grants, academic
centers of excellence and the due diligence required for outsourcing decisions.

52
Talent Exit - includes laws, policies, programs which govern an employee’s leaving
the organization. They include resignation, termination for performance or conduct
issues, death, illness and the like.
Employee and Labor Relations - includes the laws, policies, programs and
processes which benefit employees and make a positive contribution to enhancing
work life within the organization. They include employee assistance programs, leave
and vacation programs, alternative work schedules, union and professional
organization relationships, actions taken when the workforce must be reshaped
through reassignment, downsizing or contracting out and similar activities.
Technology based Tools – are the stand alone or integrated system or application
designed to provide information used in HR decision-making, programs and
functions.
These include:
• Enterprise-wide systems for capturing workforce demographics and for
processing personnel and payroll actions and activities;
• Learning management systems;
• A wide variety of “stand alone” systems that support individual human
resources programs and functions.
Business Case Analysis/Data Driven Decisions – are qualitative and quantitative
analytical tools which assist in developing data driven business/organization cases
that support human resources program proposals.
Human Resources Competencies Required
Over the last quarter of a century much time and effort was invested in research to
identity the competencies needed for high performance human resources offices. The
graphic below, developed by the National Academy of Public Administration7
in
2001, represented the latest thinking in competency development for public service
organizations. As the Academy noted at the time the study was released:
“Competencies cannot be used effectively in a vacuum. They must be
developed and implemented within the framework of the organization’s
strategic goals, business objectives and culture.”
7
Changes in Human Resources Function Since 1996: Implications for Federal HR Competencies,
National Academy of Public Administration, Washington, DC, March 2001, p.x.

53
While much research has been done on HR competencies since the Academy released
its study in March 2001, the fundamental competencies have remained the same.
One of the leading thinkers in the United States and internationally on the issue of HR
competencies is David Ulrich. Professor Ulrich and colleagues published their latest
study in 2007. Entitled HR Competencies: Mastery at the Intersection of People and
Business, the book is authored by Wayne Broadbank, Dani Johnson and David Ulrich
was published in 2008 by the Society for Human Resources Management, Alexandria
VA. The competencies they identified are:
The Competencies and Their Elements8
The six competencies and the elements that make them up offer the outlines of what
it takes to be successful. The Credible Activist is respected, admired, listened to
and offers a point of view, takes a position and challenges assumptions by:
Delivering results with integrity.
Sharing information.
Building relationships of trust.
Doing HR with an attitude (taking appropriate risks, providing candid
observations, influencing others).
The Cultural Steward recognizes, articulates and helps shape a company’s culture
by:
8
Robert J. Grossman, “Researchers have updated the portfolio of competencies for high-performing HR
professionals”, HR Magazine, Vol 52, No. 6.

54
Facilitating change.
Crafting culture.
Valuing culture.
Personalizing culture (helping employees find meaning in their work,
managing work/life balance, encouraging innovation).
The Talent Manager/Organizational Designer masters theory, research and
practice in both talent management and organizational design by:
Ensuring today’s and tomorrow’s talent.
Developing talent.
Shaping the organization.
Fostering communication.
Designing reward systems.
The Strategy Architect knows how to make the right change happen by:
Sustaining strategic agility.
Engaging customers.
The Business Ally contributes to the success of the business by:
Serving the value chain.
Interpreting social context.
Articulating the value proposition.
Leveraging business technology.
The Operational Executor administers the day-to-day work of managing people
inside an organization by:
Implementing workplace policies.
Advancing HR technology.
In comparing the two competency models, the Ulrich model has refined certain of the
competency areas, and has added a new competency area – Talent manager and
organization designer which recognizes the importance of attracting and developing
the organization’s talent, developing rewards systems that recognize employee
achievements, assuring that the organization is designed to support the strategic goals
and objectives and fosters communications.
Comparison of the Two Models
National Academy Competency
Model
Ulrich and Associates Model
Business (Organization) Partner Components of Strategy Architecture &
Business (Organization) Ally
Leader Components of Credible Activist and
Strategy Architect

55
Change Agent Cultural Steward
Advocate Credible Activist
HR Expert Operational Executor
Talent Manager/Organization Designer
A note about language, western countries tend to use the term “business” (as in
business partner, business ally) when referring to both public and privates sector
organizations. Other parts of the world prefer the term organization (as in
organization partner, organization ally) when referring to the public sector. These
substitutions of terminology can easily be made without in any way changing the
substance of the model.
Technology Required
The modern HR office is supported by technology. The technology:
Processes and tracks personnel actions such as hire, transfer, promotion,
remuneration changes and the like.
Provides for an electronic file of the personnel actions of each employee.
Provides a method for applying via a website or other electronic portal and
responses to applicants can be sent electronically.
Analyzes the credentials of candidates for hire, transfer or promotion against
an established set of criteria and provides a list of potential eligible candidates.
Provides a self-service portal so that employees may update personal
information such as name changes, address changes, and the like.
Provides an audit trail to assure compliance with established rules, regulations
and procedures.
Most importantly, the technology tends to increase the speed and accuracy of the
work and reduce the paperwork burden associated with human resources programs
and functions. If technology is not available, the organization must take this into
account when deciding on the number of positions required to staff the HR office
appropriately.
Subsection F. Organization Structure Office/Function
Issues Which Require Attention: The Staffing Assessment study completed under the
MCC ICCP contract identified significant problems in the delegation and alignment
of functions within Court organizations. There is much duplication, unclear lines of
authority and accountability and other major dysfunctions in the Courts’ organization
structures. Other studies have also identified these issues.
If the Court is to realize the benefits of its investment in Staffing Assessment, it must
also address its organization structure issues.

56
Section III. Conclusions and Next Steps
In order to realize all of the benefits of the human resources programs and tools that
the Indonesian Court has developed under the MCC ICCP and the ICCP Extension
Programs, it will need to take an integrated approach to program implementation and
will need to assure that it invests the resources to establish, maintain and adjust these
programs as the organization’s laws, policies and procedures are adjusted to reflect
the changing nature of the work.
The next steps should include the development of an integrated implementation plan
which provides a step by step approach to how the changes to the various human
resources programs and issues described in this paper will be resolved and the
changes implemented.

Hr action plan

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