HUMAN RESOURCES COMPETENCE IN THE
INDONESIAN NATIONAL ARMED FORCES AND MINISTRY/ NON-MINISTRY GOVERNMENT INSTITUTIONS
Syabilarrasyad1,
Jusuf Irianto2, Fendy Suhariadi3
1Human
Resources Development Doctoral Study Program, Postgraduate School, Universitas
Airlangga, Indonesia
2Human
Resources Management Department of Public Administration, Faculty of Social and
Political Science, Universitas Airlangga, Indonesia.
3Human
Resource Development Doctoral Study Program, Faculty of Psychology, Universitas
Airlangga, Indonesia
Email: [email protected], [email protected], [email protected]
|
KEYWORDS Indonesian National Armed Forces, human resource, competence,
organizations |
ABSTRACT This
study aims to identify policies and practices for developing human resource
competencies in TNI (Indonesian National Armed Forces) organizations and
Ministries/Non-Ministerial Government Agencies. This study uses a qualitative
approach with a multiple case study design. The research subjects were two
organizations, namely the TNI and Ministries/Non-Ministerial Government
Agencies. Data collection was carried out through literature studies. The
collected data were then analyzed using thematic analysis techniques. The
results of the analysis show that the TNI organization and the
Ministries/Non-Ministry Government Agencies show ideas about the concept of
career planning that can solve the problem of stagnation of positions in
order to make the TNI Transformation successful in the future. Therefore, TNI
organizations and Ministries/Non-ministerial Government Agencies need to
continue to develop appropriate policies and practices in developing human
resource competencies, as well as considering the constraints that occur. In
the context of globalization and increasingly fierce competition, developing
human resource competencies in government organizations is very important to
support the achievement of organizational goals and improve the quality of
public services. |
INTRODUCTION
The
global impact of world politics is felt in every country, including in
Indonesia, the political changes that occurred in 1998 had a major influence on
the transformation of the TNI and had a particular impact on the career
development (binkar) of the TNI (Basuki, 2013). The
military, which previously held positions in executive and legislative
agencies, had to return to the TNI. The extension of the soldier's retirement
age has added to the TNI's binkar problem, causing a buildup of personnel that
cannot be accommodated by the existing office space. Against this background,
this paper seeks to formulate the concept of career planning in the face of the
problem of stagnation of positions in the framework of the successful
transformation of the TNI. To answer this problem, this paper analyzes how the
background of military personnel can occupy positions in legislative and
executive institutions, as well as the effects that occur on the binkar of TNI
personnel after these military personnel have to return to the TNI organization
after the 1998 Reform and after the policy retirement age extension. It was
concluded that job stagnation is related to the career planning system.
Furthermore, this paper recommends the concept of career planning which is
expected to support the transformation of the TNI, which includes binkar
patterns, education, including alternatives to early retirement.
The
description above illustrates how important planning is in all matters,
including careers. "Planning" or planning can be interpreted as a
process in making or implementing a plan. While "career" or career is
development and progress in life, work, position, and so on or the general
pattern of progress of an employee which is a series of developments from his
experience while working (Supardi, 2016). From
this definition, career planning can be interpreted as the process of making or
implementing the career plan itself. The word process here implies that the
activity is carried out through a series of stages and is continuous. Career by
design (CBD) is a concept that provides insight to explore current and future
career patterns, build positive relationships, and overcome challenges in the
workplace (Hanna, 2005). By
understanding the concept of CBD, individuals in organizations can predict and
plan their own careers based on existing career patterns. Meanwhile, career
planning requires object involvement in the creation, management and
implementation of career plans from the start. Career planning is also related
to how to manage a career throughout the assignment/devotion in order to
achieve the expected goals/ desires (Latif et al., 2017).
Therefore, career planning, career by design and career management are
interrelated concepts. Discussion of these three career concepts has become an
interesting topic, especially in the last decade within the TNI. It is interesting
when it is understood that this discussion began to surface after the 1998
Reformation. The reforms have succeeded in bringing about significant changes
in TNI policies at that time. Furthermore, the influence of reform was even
able to force ABRI (now TNI) officials at that time to reformulate the ABRI
Dual Function doctrine and other fundamental policies that had been implemented
decades earlier. Outline, implementation of the above policy changes is carried
out through two concepts known as TNI Internal Reform and TNI New Paradigm.
Basically, internal TNI reform aims to create a professional, efficient,
effective and modern TNI as an instrument of national defense in a democratic
and modern Indonesia. This is intended so that the TNI together with other
components can encourage the reform process so that it can run well.
The
TNI's New Paradigm is a paradigm that is based on an analytical and prospective
way of thinking into the future based on a comprehensive approach that views
the TNI as part of the national system (Wirasaputri, 2017). The
Internal Reform of the TNI summarized several fundamental policy changes,
including the separation of the Police from the TNI, the change of the ABRI
Social Political Staff to the TNI Territorial Staff, the abolition of the
Social Political Councils at the Central and Regional levels, the liquidation
of the ABRI Employment Staff and the return of active TNI members outside the
organization TNI (Basuki, 2013). This
policy changes indirectly affected the personnel career development system in
the TNI. The main problem that arises is the accumulation of personnel caused
by the return of active soldiers from political institutions outside the TNI
organizational structure, but cannot be accommodated by the existing office
space. In addition, changes in the retirement age for officers from the
original 55 years to 58 years and for non-commissioned officers from 48 years
to 53 years are believed to have exacerbated the problem of the accumulation of
personnel. The soldiers, who had all been projected to retire on time, were
instead extended three to five years back according to the mandate of the law.
The accumulation of personnel that cannot be accommodated by the existing
office space ultimately contributes to the stagnation of positions within the
TNI. In relation to the Transformation of the TNI, the transformation is the
answer to the dynamics of developments in the global and regional strategic
environment. As a result, defense organizations and armed forces around the
world are actively seeking new methods to increase their capabilities in
dealing with these forms of war. In the case of Indonesia, it is also required
to immediately make system changes in the development of its military
capabilities so that it can be relied upon in facing various forms of threats
to its national strategic interests. transformation is the answer to the
dynamics of developments in the global and regional strategic environment. As a
result, defense organizations and armed forces around the world are actively
seeking new methods to increase their capabilities in dealing with these forms
of war. In the case of Indonesia, it is also required to immediately make system
changes in the development of its military capabilities so that it can be
relied upon in facing various forms of threats to its national strategic
interests. transformation is the answer to the dynamics of developments in the
global and regional strategic environment. As a result, defense organizations
and armed forces around the world are actively seeking new methods to increase
their capabilities in dealing with these forms of war. In the case of
Indonesia, it is also required to immediately make system changes in the
development of its military capabilities so that it can be relied upon in
facing various forms of threats to its national strategic interests.
RESEARCH METHOD
The
method used in this research is qualitative (Creswell & Creswell, 2017). This
study uses a qualitative approach. The research subjects were two
organizations, namely the TNI and Ministries/Non-Ministerial Government
Agencies. Data collection was carried out through case studies regarding
structural officials, staff, and organizational members involved in developing
human resource competencies. The collected data were then analyzed using
thematic analysis techniques. The results of this analysis are then used to
identify policies and practices related to the development of human resource
competencies in TNI organizations and Ministries/Non-ministerial Government
Agencies. This research was conducted with due observance of research ethics,
such as obtaining consent from research subjects and maintaining the
confidentiality of information. By using qualitative methods, This, research is
expected to provide a deeper understanding of the policies and practices of
human resource competency development in TNI organizations and
Ministries/Non-Ministerial Government Agencies. In addition, this research can
also provide input for organizational management in planning and implementing
effective human resource competency development programs.
RESULT AND DISCUSSION
Correlation
Between Career Planning and
TNI Transformation
Including the
personnel sector, including the personnel development system, is one of the
Support Aspects in the TNI's Support Capability. TNI support capabilities
include intelligence support, operations and training, personnel, logistics,
budget, research and development support, cyber, KBRN (chemistry, biology,
radiology and nuclear), topography, law, psychology, military and inspectorate
cooperation (Al-Fadhat & Effendi, 2019). The meaning of support
itself is a system that consists of the areas of support for combat and
territorial development (Binter) as well as support for building the strength
and capabilities of the TNI. The career planning is part of one of the personnel
development cycles, namely the use. Thus, career planning is a subsystem of TNI
Transformation which also contributes to the success of this transformation.
Regarding career planning in TNI Transformation, at the beginning it was
mentioned about the problem of the accumulation of personnel which resulted in
stagnation of positions within the TNI. Reflecting on these problems, a main
problem can be formulated, namely "how is the concept of career planning
when faced with the problem of stagnation of positions in the context of the
success of the TNI Transformation in the future". The main issues related
are as follows: 1) Active soldiers returning from political institutions
outside the TNI's organizational structure cannot be accommodated by the existing
office space; 2) The change in the retirement age limit for soldiers according
to the law on the TNI has extended the soldier's service period; 3) There are
still many active military personnel whose status is out of formation. Before
discussing further about the concept of career planning, briefly the theory of
career development (career development theory) put forward by Donald E. Super.
In his theory, he emphasizes the importance of the development of self-concept.
According to him, self-concept changes all the time and will develop along with
the results of personal experience (Masela, 2019). In other words, work
maturity and self-concept are two related developmental processes. Thus, career
development is a lifelong process. Self-concept development theory divides
career development in one's life into 5 stages, namely: growth (age 0-14
years), exploration (age 15-24 years), consolidation (age 25-44 years),
maintenance (age 45-64 years) and decline (age 65 years and over). In the
context of career development in the military, the age range of 25-44 years or
the consolidation stage is the most productive period. Not only related to
productivity, but also regarding physical abilities considering the characteristics
of work as a military man requires excellent physical conditions for field
tasks. Therefore, a career planning concept should ideally be more focused on
this consolidation stage.
Return
of
Active Warriors from
Political Institutions Excepts
The TNI Structure
The
discussion of the first main issue, namely the return of active soldiers from
political institutions outside the TNI organizational structure but cannot be
accommodated by the existing office space. One of the consequences of this problem
is that in a relatively short time, the number of active personnel in the TNI's
organizational structure has "swelled". The accumulation of personnel
occurred massively, especially in the Officer class. From some of the existing
literature, in the late 1970s, government policy in this case ABRI had placed
military personnel in approximately half of the cabinet members and one third
of governor positions held by the military. The domination of officials from
the military also occurs at the level of the director general, ministerial
secretary, regents and mayors (Sutrisno, 2022). Then
MacDougall's research stated that from 1982 to 1985, the percentage of military
officials was more dominant than civilians in the highest ranks of the central
bureaucracy with the highest personnel anatomy for all existing departments
from the Coordinating Minister to the Director General. In the context of the
legislature, the existence of the ABRI faction in the legislature began between
1965-1969 until 2004 through an appointment mechanism. In the 1990-1998 decade
the number decreased until the F-ABRI was officially abolished in the DPR and
finally it also took effect in the MPR. At the regional level, since the 1971
elections ABRI has also had representatives at the DPRD I or II levels with
varying numbers. The Golkar structure also includes military domination. Golkar
was seen as a military-formed party created to take part in elections in order
to gain people's legitimacy for the New Order government. The chairman of the
Golkar Secretariat in Dati I is generally a retired ABRI officer and many are
still active. Almost all of the chairmen of Sekber Dati II are active members
of ABRI.
The
domination of the military began to fade at the October 1998 Munaslub and then
the relationship between ABRI and Golkar was cut off with the issuance of 17
points of steps to change the basis of ABRI in 1999. In point 11 it was
emphasized that the organizational relationship with the Golkar party was
terminated and taking the same distance with all existing political parties.
The above problem occurred almost a decade ago even though the effect is still
being felt today, but it must be honestly admitted that gradually the effect is
starting to diminish. The reduced effect is the result of personnel separation
both naturally (retirement, death, etc.) or non-natural (early retirement,
dishonorable discharge, etc.). In fact, at the start of the return of active
soldiers to the TNI structure, they are given the option to choose retirement or
transfer status or return to the TNI without a position so that there is no
double standard in serving. However, this solution was not enough to overcome
the problem of personnel buildup that occurred at that time. Even the third
clause "returning to the TNI without a position so that there is no double
standard in duty" has explicitly created a new problem, namely stagnation
of positions due to more qualified personnel queuing up to get structural
positions. So, why does the echo of the issue of the return of active soldiers
continue to be echoed until now? The problem of personnel accumulation does
exist, both past and present. However, this does not necessarily mean that this
problem becomes a trend so that it seems as if it has become a scourge in every
problem of personnel buildup or stagnation of positions (temporary issue). The
current problem of personnel buildup is caused more by mismanagement in the
formulation or management of the existing TNI personnel development system.
Many factors are involved here, including all personnel functions involving
recruitment, education, use and separation/ deployment.
Changes
in
The Limit of
Soldier Retirement Age
Law
of the Republic of Indonesia number 34 of 2004 concerning the Indonesian
National Armed Forces in article 53 states that soldiers carry out military
service until the maximum age is 58 (fifty eight) years for Officers, and 53
(fifty three) years for Non-commissioned Officers and Tamtama (Asbullah et al., 2022). Then in
article 71 it is again explained about the provisions of the retirement age.
This is further confirmed through the Government Regulation concerning the
Administration of the Separation of TNI Soldiers and the Regulation of the
Commander of the TNI concerning the Administration Guidelines for the
Separation of TNI Soldiers which states: That TNI Soldiers are honorably
discharged from military service, when their service bond period has ended and
is determined as follows: 1) Limits The minimum retirement age for officers is
48 years and the highest is 58 years. 2) The minimum retirement age for
non-commissioned officers and privates is 42 years and the maximum is 53 years.
3) The minimum age for pension benefits for Officers is 45 years and the
maximum is 47 years. 4) The minimum age for pension benefits for
non-commissioned officers and enlisted men is 38 years and the maximum is 41
years (Ismail et al., 2022). The
determination of the retirement age is the result of changing the retirement
age for officers from the original 55 years to 58 years and for
non-commissioned officers from 48 years to 53 years. It is believed that this
determination has exacerbated the problem of stagnation in positions that had
previously been triggered by the elimination of ABRI's Sospol (Dwi Function)
function which resulted in the return of active soldiers from political
institutions outside the TNI's organizational structure. The extension of the
retirement age resulted in the retirement age of soldiers being pushed back
three to five years from what was originally planned to retire on time. As a
result, personnel regeneration slows down and automatically there is stagnation
of positions accompanied by a domino effect that reaches the bottom layer.
This
relatively long retirement age limit is still interpreted by some soldiers to
remain in the military service until they reach retirement age, even under any
circumstances (Pradasari, 2020). Any
condition clause here includes conditions that are not conducive or unfavorable
to both the soldier and the organization. For example, a soldier who has been
out of position for a long time (non-job) due to one reason or another,
including violation of law, illness, organizational needs, and others. At one
time, difficulties arose for the person concerned to be reinstated into a
structural position because the available office space was very limited and the
level of competition was quite competitive. Even though he was aware of the
unfavorable conditions, he still chose to stay in the military service until
his retirement. This choice ultimately has unfavorable implications for the
country and the TNI organization in the future. The state is required to
continue paying the soldier's salary and benefits until his retirement age,
considering his status as still in active service. After retirement, the state
is still required to pay pension benefits along with post-service care
according to applicable regulations. Similar to the first issue, the extension
of the retirement age is a temporary issue. Over time, the effects of this
problem will also gradually decrease, mainly due to the separation of
personnel, both natural and non-natural. Therefore, making this problem a trend
in every problem of personnel accumulation or stagnation of positions needs to
be avoided. the state is still required to pay pension benefits along with post-service
care in accordance with applicable regulations. Similar to the first issue, the
extension of the retirement age is a temporary issue. Over time, the effects of
this problem will also gradually decrease, mainly due to the separation of
personnel, both natural and non-natural. Therefore, making this problem a trend
in every problem of personnel accumulation or stagnation of positions needs to
be avoided. the state is still required to pay pension benefits along with
post-service care in accordance with applicable regulations. Similar to the
first issue, the extension of the retirement age is a temporary issue. Over
time, the effects of this problem will also gradually decrease, mainly due to
the separation of personnel, both natural and non-natural. Therefore, making
this problem a trend in every problem of personnel accumulation or stagnation
of positions needs to be avoided.
There
Are Still Many Active Military Personnel out
of
Formation Status
In
the context of stagnation of positions, there are still many active military
personnel, especially officers who are non-job status or out of formation are
also accused of being one of the causes. What is meant by Out of Formation
status (LF) are Soldiers or TNI Civil Servants who are in the organic ranks of
the unit but do not hold positions/jobs according to the TOP/DSP, released from
positions/jobs in order to transfer tasks to units, members of military
observers (Milobs), UN peacekeepers, awaiting/undergoing legal proceedings and
chronically ill which cannot be employed anymore. In fact, this problem is not
only a cause, but also an excess of the stagnation of the position itself. Many
factors are interrelated, including planning the recruitment (provision) of
soldiers, the limitations of the office space itself, educational output,
especially general development education (Dikbangum), distribution interest,
and others. The stagnation of this position is enough to put psychological
pressure on personnel who are directly affected and are forced to be out of
formation. Problems related to the large number of personnel whose status is
out of formation also have a negative effect on the organization where the
balance of personnel composition becomes difficult to maintain.
Suggested
Solutions
As
previously mentioned, the problem of job stagnation and the main issues above
are related to the career planning system. If an appropriate solution can be
formulated, it will be able to help unravel the problem of job stagnation,
which in turn will be able to perfect the existing career planning system. To
realize this, a solution is provided related to the return of active soldiers
from political institutions outside the TNI organizational structure as well as
extending the soldier's retirement age, so the most appropriate solution is
early retirement. To stimulate the interest of soldiers in taking early
retirement, it is necessary to make some improvements related to the system or
culture. Improvements related to the system include through a special program
for preparing early retirement for candidates. The special program must be
designed in such a way as to make it easier for candidates to face the
challenges of working in a new environment in the future. In order to
accommodate the increased interest in deploying soldiers in the future, this
special program also needs to be expanded by not only cooperating with
ministries or BUMN/BUMD, but also collaborating with private companies both
nationally and regionally. If necessary, a special team can be formed whose task
is to carry out assessments as well as evaluate selected companies to open up
the possibility of cooperation (MoU) in the distribution of former TNI
soldiers. this special program also needs to be expanded by not only working
with ministries or BUMN/ BUMD,
but also holding private companies both nationally and regionally. If
necessary, a special team can be formed whose task is to carry out assessments
as well as evaluate selected companies to open up the possibility of
cooperation (MoU) in the distribution of former TNI soldiers. this special
program also needs to be expanded by not only working with ministries or BUMN/ BUMD, but also holding private
companies both nationally and regionally. If necessary, a special team can be
formed whose task is to carry out assessments as well as evaluate selected
companies to open up the possibility of cooperation (MoU) in the distribution
of former TNI soldiers.
Not
only exploring and assessing, the team is also expected to be able to become a
negotiator as well as "sell" the ex-soldiers' added value. This is
done to provide wider opportunities for candidates considering that currently
not all soldiers can be accommodated due to the limited seats available at the
intended company/institution. In relation to culture, the syndrome of
"culture shock" in the process of assimilation from military to
civilian needs to be eradicated. Therefore, every soldier needs to get enough
information about the rules and mechanisms of early retirement from the start.
Early retirement socialization should be carried out since the soldier attends
first education (Dikma), including through the inclusion of socialization in
the curriculum. If inclusion is not possible, socialization can be carried out
through a separate program using extra-curricular hours. The point is that
special time needs to be allocated to provide a thorough understanding of the
early retirement program to every soldier. Socialization materials should also
provide an overview of the situation to be faced by a former soldier when he is
assimilated into civilian life. In addition, information about this program
must also be conveyed through online information media so that it can be easily
accessed by all soldiers at any time. Thus, each soldier has sufficient
information to be able to plan his own retirement going forward. Besides that,
the view (mindset) that develops in most societies that being a soldier is a
"way of life" needs to be eradicated. In short, successful or not,
productive or not, you still have to be a soldier/soldier until you retire.
Especially when it is associated with the longer retirement age of soldiers who
experience an addition of three years. Whether we realize it or not, this view
actually actually burdens the TNI organization. It is necessary to provide an
understanding through TNI educational institutions about the nature of service
as a soldier. That until old age and death picks up, a soldier will remain a
soldier, as his heart says so. It doesn't matter whether he still has active
military status or has even turned into a civilian worker, the soul and spirit
of service as a military to the nation and state must not be lost.
Furthermore,
when it comes to early retirement, there should be no need to worry about a
reduction in morale or respect for the soldier's profession. Service to the
nation and state can be done anywhere and in any profession as long as one's
determination remains to serve(Edi, 2019). The
state and the TNI also benefit from placing ex-soldiers in outside agencies. In
a compelling situation where the state needs people who have an educational
background in defending the state, they can be used as pioneers in defending
the country in their respective environments. Although an understanding of the
importance of eradicating this culture still seems "anti-mainstream" to
some people, it needs to be conveyed to every soldier considering the dynamic
demands of the times. The TNI organization needs people who have the quality
and capacity to man and develop the organization, and not people who are
"just passing by and maintaining the status quo" in order to maintain
their military status.
In
the elucidation of the Law of the Republic of Indonesia number 34 of 2004
concerning the Indonesian national army article 55 paragraph (1) letter h that
soldiers are honorably discharged from the military service due to special
considerations for the interests of the service (Ichwan, 2019). That
what is meant by special considerations for the interests of the service is if:
1. The service requires a reduction in the number of soldiers due to excess
manpower caused by the partial or complete elimination of their divisions or
units due to changes in the organizational structure of the TNI. 2. Not occupying
a structural or functional position for at least one consecutive year because
they do not meet the administrative requirements and the ability to hold a
position, unless currently attending education. The explanation in point 2
clearly allows for the dismissal of non-job status soldiers with certain
requirements. If this is implemented strictly, the problem of stagnation of
positions and personnel outside the formation will more or less be unraveled.
Career
Planning Concepts
In
addition to the solutions suggested above, personal ideas or ideas can be
suggested that are outlined in a concept. Progress must be in line with change,
that we cannot prevent the flow of change instead it must be utilized in the
following ways: 1. The service requires a reduction in the number of soldiers
due to excess manpower caused by partial or complete removal from its part or
unit due to changes in the organizational structure of the TNI. 2. Not
occupying a structural or functional position for at least one consecutive year
because it does not meet the administrative requirements and ability to occupy
a position, unless currently attending education. The explanation in point 2
clearly allows the dismissal of soldiers who have non-job status with certain
conditions. If this is strictly implemented, the problem of stagnation of
positions and personnel outside the formation will be more or less unraveled.
We cannot prevent the flow of change, instead it must be utilized or managed so
that it can provide benefits for us. As Charles Darwin said of the Theory of
Change, it is not the strongest or the smartest who will survive, but those who
are able to manage change well (who will survive). When referring to the theory
of career development (career development theory) mentioned earlier, in the
context of career development in the military, the age span of 25-44 years or
the stage of stabilization is the most productive period in addition to
physical condition is still excellent.
Therefore,
the concept of career planning formulated is more focused on this stage of
solidification and is intended for middle and high-ranking officers. As the
basis of this concept of career planning used parameters of general development
education (Dikbangum). Why Dikbangum? Education in the TNI including Dikbangum
is closely related to the pattern of career coaching of officers starting from
the time of appointment until the end of their service period. Dikbangum is a
tiered and continuous education to develop general abilities that have been
obtained from the cycle of education, training and previous assignments in
order to project the use of the next soldier. Although not explicitly stated in
the existing guidelines, Dikbangum in practice runs linearly by affecting the
rank and position of Officers. The ideal career pattern requires the
fulfillment of the requirements of the Dikbangum which is equivalent or at the
same level. TNI Dikbangum includes Officer Advanced Education (Diklapa) and
Regular Education of the Force Command and Staff College (Dikreg Sesko), TNI
Command and Staff College (Dikreg Sesko TNI). The rules that apply so far
Diklapa II and Sesko forces are used as prerequisites for promotion with a
minimum MDP. Similarly, the Dikreg Sesko TNI is mandatory for Pamen abituren
Dikmapa PK and Akmil. The difference is that a maximum of 3 (three) times are
given the opportunity to participate in the Dikreg Sesko selection and if they
do not pass, they are given the option to choose to end their military service
or retire early with the help of distribution from the top command. Both
Diklapa and Dikreg Sesko TNI must be designed to be able to provide the widest
possible opportunity for every officer. The allocation of education (including
branch allocation) must be calculated carefully and realistically by taking
into account the conditions of the available office space in the future (up to
the office space of High Ranking Officers). The maximum age limit for the TNI
Dikreg Sesko also needs to be reviewed considering that the graduation age of
each officer's dikma is different. If the allocation of education and the
allocation of branches have been applied appropriately and proportionally, the
separation of the types of education above is no longer needed, The following
idea in the concept of career planning is the need for stimulation or
encouragement to each individual officer to choose the option of early
retirement if career conditions are considered less conducive for him.
To
support this concept, it is necessary to determine the ideal time or age for
officers to choose the early retirement option. When referring to the theory of
career development (career development theory), the age range of workers that
can be maximally empowered by the organization is when employees or workers are
at the age of 25-44 years or the consolidation stage. According to this theory,
the idea of service period and ideal age for choosing the early retirement
option is when the service period reaches 20 years and the age is still around
40 years. Why must the MDP be at least 20 years? Some of the arguments that can
be presented are: first, according to the regulations explained earlier that in
Article 55 paragraph 2 of the Republic of Indonesia Law number 34 of 2004 it states
that soldiers who have had military service for at least 20 (twenty) years,(Kamil, 2022). In more
detail it is explained in the Technical Instructions for Termination of the TNI
Soldier Service which states that pensions are given to career soldiers who are
honorably discharged who have not reached the retirement age limit (the minimum
retirement age for Officers is 48 (forty eight) years and for Bintara/Tamtama
42 (forty two) ) years), but has undergone military service for at least 20
(twenty) years30. The implementation is that soldiers who apply for early
retirement after reaching a 20-year service period are entitled to receive a
pension (not pension benefits) and post-service treatment. Still in the same
technical guidelines, for post-service treatment in the form of a pension given
to the former volunteer soldier (who has reached 20 years of service) for the
duration of his life, and if the person concerned dies, the wife/husband and
their children are entitled to receive a warakawuri/widower pension and
orphan/orphan benefits or orphan benefits. The second argument is that when the
service period reaches 20 years, the soldier's age is still around 40 years old
with the assumption that the soldier entered military service at the age of
18-22 years.
According
to the theory above, this age range is still classified as a productive age, in
addition to being physically fit enough to do jobs that require certain
physical abilities. There are still approximately 15 to 20 years before he
actually retires. At that age, it is still possible for the receiving
agency/company as the user to develop the potential of the former soldier in
accordance with the prevailing career development pattern. Potential
development in question includes increasing the skills or abilities of
employees through education or courses both internal and external organized by
the agency/company. The user will not feel at a loss for investing in aspects
of improving human resources (HR) considering that the service life of
employees is still quite long. The third argument is that the remaining
approximately 15 years before actually entering retirement, is enough time to
excel and show existence in a new workplace. Compare that to those who moved at
the age of retirement because they were affected by the "forced
solution" above. With the generally accepted career system in
agencies/companies outside the military, it is very rare for top positions to
be given to new people with non-professional backgrounds, except for political
positions. The third argument is that the remaining approximately 15 years
before actually entering retirement, is enough time to excel and show existence
in a new workplace. Compare that to those who moved at the age of retirement
because they were affected by the "forced solution" above. With the
generally accepted career system in agencies/companies outside the military, it
is very rare for top positions to be given to new people with non-professional
backgrounds, except for political positions. The third argument is that the
remaining approximately 15 years before actually entering retirement, is enough
time to excel and show existence in a new workplace. Compare that to those who
moved at the age of retirement because they were affected by the "forced
solution" above. With the generally accepted career system in
agencies/companies outside the military, it is very rare for top positions to
be given to new people with non-professional backgrounds, except for political
positions.
CONCLUSION
It
is hoped that this paper will provide benefits to TNI organizations and
readers. Who can contribute ideas about the concept of career planning that can
unravel the problem of stagnation of positions in the context of the success of
the TNI Transformation going forward. Besides that, it is also to suggest
several solutions in order to overcome the main issues related to the
stagnation of positions that have existed so far in the TNI environment.
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Copyright holders:
Syabilarrasyad, Jusuf Irianto,
Fendy Suhariadi (2023)
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Devotion - Journal of Research and Community
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