bureaucracy reform: improved...
TRANSCRIPT
BUREAUCRACY REFORM:
IMPROVED PERFORMANCE THROUGH HR REFORMS
Directorate General of Taxes
Ministry of Finance
Republic of Indonesia
158.57 176.20
204.15 238.98
298.34
358.05
426.23
571.11 544.60
627.89
763.67
0.00
100.00
200.00
300.00
400.00
500.00
600.00
700.00
800.00
900.00
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011
TAX REVENUE
STRATEGIC OBJECTIVE: to increase voluntary compliance
T A
R G
E T
Source: DG Treasury Tax Revenue Report
ORGANIZATION STRUCTURE - DGT
REGIONAL OFFICE
(GENERAL, 29)
REGIONAL OFFICE
(SPECIAL, 1)
KPP WP
BESAR
(2)
KPP BUMN
(1)
KPP HWI
(1)
KPP
MADYA
(19)
KPP
PRATAMA
(299)
KP2KP
(207)
16.270.350 WP
REGIONAL OFFICE
(LARGE, 1)
KPP
PMA
(6)
KPP
BADORA
(2)
KPP
PMB
(1)
DGT HEAD OFFICE
DPC
(1)
EMPLOYEE COMPOSITION
40%
27%
16%
6%
5% 2%
2%
2%
DKI-Jabotabek
Jawa
Sumatera
Sulawesi
Kalimantan
Nusa Tenggara
Bali
Papua Maluku
NO REGION AMOUNT %
1 DKI-Jabotabek 12.820 39,53
2 Jawa 8.778 27,07
3 Sumatera 5.020 15,48
4 Sulawesi 1.980 6,11
5 Kalimantan 1.755 5,41
6 Nusa Tenggara 750 2,31
7 Bali 695 2,14
8 Papua Maluku 634 1,95
TOTAL 32.432 100,00
15.61%
14.30%
21.98%
35.27%
12.84%
SD/SMP/SMA
D1/D2
D3
D4/S1
S2/S3
41.86%
33.17%
17.06%
7.92%
21-30 31-40 41-50 OVER 50
RANGE OF AGE
EDUCATION
DGT
BETTER
DGT REFORM: THE JOURNEY
1984 Tax Law Reform: Introducing Self
Assessment System
1990 Organization Restructure: Tax type organization structure &
separation between Tax Office and
Audit & Investigation Office. Land &
Property Tax Office remain the same.
1994 Automation System: Launching SISMIOP (Sistem
Manajemen Informasi Obyek
Pajak) and SIP (Sistem
Informasi Perpajakan), replacing
manual system.
Pre-1984 Tax Law
Reform: Official Assessment System
2000 Tax Law Reform: Improving Tax Policies
2004 Web-Based System: Launching SIDJP (Sistem
Informasi Direktorat Jenderal
Pajak).
2006 STO Establish and
Regional Office Restructure: Taxpayer segmentation, merging 3
offices: Tax Office, Land & Property
Tax Office, and Audit & Investigation
Office. Objection no longer in TOs, but
moved to ROs.
2007 DGT-HO Restructure: Function type organization with 3
transformation functions:
1.Business Process,
2.ICT,
3.Organization & HRM, Internal
Investigation Unit.
Data Processing Center (DPC) established.
2008 New Model of DGT
Strategic Plan: Introducing BSC as an official
strategic performance
measurement tool.
2011 HR Blueprint: Strategic framework for HR
management development.
2002 LTO Establish: Introducing function type
organization (pilot project)
2004 MTO Establish: Taxpayer segmentation
started (pilot project)
2012-2015 PINTAR
Project: Core Tax System & HRMIS
development. More DPCs.
1998 Monetary
Crisis
DGT
BETTER
HR REFORM: THE JOURNEY
1984 Tax Law Reform:
No significant reform in
HR.
1990 Organization
Restructure: Following the Audit &
Investigation Office, DGT built
auditor task force.
1992 Tax Auditor as
Functional: Introducing Auditor (new role)
and PAK Automation (auditor
performance measurement)
2005-2007
Modernization
Trainings: To prepare employees
to accept changes.
2007 Growing Needs: Number of Auditors, ObRevs
and ARs increased, new
technical training conducted with
ALP methodology created high
enthusiasm in attending
trainings.
2008 Internal Compliance &
Investigation Unit: Introducing Code of Conduct. IU
started to combat misconduct
behavior among employees. New
technical investigation techniques
were needed.
2008 New Model of DGT
Strategic Plan: Introducing BSC as an official
strategic performance
measurement tool. New
performance measurement
(PMK-190).
2011 HR Blueprint &
Whistle blower: Strategic framework for HR
management development.
Whistle blower introduced to
prevent misconduct. Rotation
policy and employee
recognition program
implemented.
2002 LTO Establish: New Remuneration
Scheme and introducing
Account Representative
(a model)
2004-2007 New
Remuneration
Scheme Adopted: To combat bribery
2012-2015 PINTAR
Project: Core Tax System &
HRMIS development.
2008 HR Infrastructures : New SOPs and Job Description to
improve service quality. Introducing Job
Grading and Assessment Center. SIKKA
replaced SIPEG, merging the automation
of personnel administration, finance and
assets system. Risk Mgmt adopted.
2006 HR Mapping: Introducing mapping
as an employee
selection tool.
2005-2007
Fingerprint Machine: To combat high
absenteeism.
1996 HR
Infrastructures: New SOPs and Job
Description to improve
service quality.
2000 SIPEG: Introducing web-
based centralized
personnel
administration
system. 1996 Payroll
Automation
System: To improve
service
quality.
2010 DGT Leadership
Program & Corporate
Values (PASTI): Leadership trainings
followed by Internal Corp.
Values. Coaching training
(pilot project).
1998 Monetary
Crisis
- BoD
- Employee
ST
AK
EH
OL
DE
R
INT
ER
NA
L P
RO
CE
SS
IN
TE
RN
AL
RE
SO
UR
CE
S
Q. Manage reliable HR
planning
R. Improve the quality of HR
administration
V. Build HR mgmt
infrastructure
W. Improve HR staff
capacity
X. Improve the effectiveness
of HR budget Y. Develop HR organization
ORGANIZATION CULTURE
J. Improve Leadership
Excellence
RECRUITMENT TRAINING & DEVELOPMENT REWARD & RECOGNITION
U. Improve the effectiveness
of internal communication
F. Recruit high
quality employee
G. Improve the
effectiveness of
employee
orientation
program
L. Improve the quality of
competency assessment
K. Improve the effectiveness
of training & development
O. Improve
performance
based
remuneration
mgmt
P. Improve
employee benefit
program
CAREER MGMT
M. Improve the
effectiveness of
performance and
competency based
career mgmt
N. Improve the
effectiveness of
talent management
PERFORMANCE MGMT
H. Improve trusted
and transparent
performance mgmt
I. Improve the
effectiveness of
performance
evaluation
S. Improve the effectiveness
of knowledge management
system
T. Improve the effectiveness
of employee supervision and
mentoring
B. HIGH
COMPETENCY E. STRONG
CORPORATE CULTURE D. HIGH INTEGRITY
A. EXCELLENT PERFORMANCE EMPLOYEE
C. HIGH
SATISFACTION
HR STRATEGY COVERAGE
Defining
Organizational
Values
HR Organizational
Change
HR System &
Process Business
Improvement
HR Blueprint
HR Competency
Improvement
HRSB gives a strategic framework to maintain HR initiatives work in
place and to secure continuous improvement
HROC (restructuring HR organization) improves the HR
administration span of control by distributing some of its authorities in
selecting talented people, securing the performance evaluation
fairness, keeping people development on track, etc
HRCI makes sure the HR functions run by competent people to
create competent employees
Improvement covers IT system to support the automation of HR
process business, ie: performance evaluation, workforce planning
recruitment, personnel administration, payroll system, training (e-
learning), etc
Org. Values encourages all
employees to define
themselves as part of
organizational change and
to prepare them to face it HR Change
Management HRCM makes sure all employee can access all information,
understand and involve actively in changing environment
HR STRATEGIC INITIATIVES
REGULATIONS MenPAN and BKN reform initiatives
HR Bureau (MoF) reform initiatives
DGT reform initiatives
BUSINESS PROCESS
Recruitment process
Performance management
360 degree performance evaluation
ORGANIZATION HR transformation unit at DGT-HO
HR regional offices restructure
New functions and SOPs
HUMAN RESOURCE
Competency standards
Job evaluations
Succession plan
CULTURE Code of conduct and whistle blower system
Change management
Internal corporate values
INFORMATION SYSTEM
SIKKA (personnel administration system)
PINTAR-B (HRIS development)
HR digital document system
Training and development
Career development management
Assessment center
Key performance indicators
New job descriptions
Rotation policy
Employee benefit
Coaching and counseling
Termination and pension plan
Leadership trainings
Employee Recognition Program
Climate & Engagement survey
HR Knowledge Management System