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Employing a qualitative case study design, data were collected through in-depth interviews, participant observations, and document analysis, and analyzed using Miles and Huberman’s interactive method. Findings show BKD Banten applies capacity development across core staff-processing components while also adding digitalization, talent management, lifelong learning culture, psychosocial support, and recognition programs, concluding capacity development functions as a dynamic ecosystem integrating policy, technology, and organizational culture.",{"@graph":69,"@context":122},[70,84,105],{"@type":71,"itemListElement":72},"BreadcrumbList",[73,77,79,82],{"item":74,"name":75,"@type":76,"position":8},"https://docshare.wps.com","Home","ListItem",{"item":78,"name":9,"@type":76,"position":14},"https://docshare.wps.com/document/",{"item":80,"name":40,"@type":76,"position":81},"https://docshare.wps.com/document/research-report/",3,{"item":83,"name":65,"@type":76,"position":19},"https://docshare.wps.com/document/civil-service-capacity-development-a-case-study-of-the-regional-civil-service-agency-of-banten-province/230154/",{"url":83,"name":65,"@type":85,"image":86,"author":91,"headline":65,"publisher":94,"fileFormat":97,"inLanguage":63,"description":67,"dateModified":98,"datePublished":99,"encodingFormat":97,"isAccessibleForFree":100,"interactionStatistic":101},"DigitalDocument",{"url":87,"@type":88,"width":89,"height":90},"https://docshare.wps.com/thumbnails/civil-service-capacity-development-a-case-study-of-the-regional-civil-service-agency-of-banten-province/230154.png","ImageObject",300,407,{"name":92,"@type":93},"Putri","Person",{"url":74,"name":95,"@type":96},"DocShare","Organization","application/pdf","2026-10-18","2026-09-10",true,{"@type":102,"interactionType":103,"userInteractionCount":44},"InteractionCounter",{"@type":104},"ViewAction",{"@type":106,"mainEntity":107},"FAQPage",[108,114,118],{"name":109,"@type":110,"acceptedAnswer":111},"What framework guides the analysis of ASN capacity development in the study?","Question",{"text":112,"@type":113},"The study uses Skidmore’s (1995) Staff Processing Model as the analytical framework to assess how BKD Banten implements capacity development for civil servants.","Answer",{"name":115,"@type":110,"acceptedAnswer":116},"Which core components of staff processing does BKD Banten apply for capacity development?",{"text":117,"@type":113},"BKD Banten applies strategies across seven elements: recruitment, selection, placement and orientation, formal training, continuing professional development, evaluation and performance appraisal, and promotion, transition, and retention.",{"name":119,"@type":110,"acceptedAnswer":120},"What additional strategies beyond the core model does the study identify?",{"text":121,"@type":113},"The study identifies complementary approaches including digitalizing personnel management (e-Kinerja and SIMPEG), adopting talent management systems, fostering lifelong learning culture, providing psychosocial support during career transitions, and implementing recognition and retention programs for innovative staff.","https://schema.org",{"og:url":83,"og:type":124,"og:title":65,"og:site_name":95,"og:description":67},"article",{"robots":126,"canonical":83},"index,follow",{"doc_id":128,"site_id":62},230154,1789047485,{"code":4,"msg":5,"data":131},{"doc_id":128,"user_id":132,"nickname":92,"user_avatar":133,"doc_module":4,"category_id":39,"category_name":40,"doc_title":65,"doc_description":67,"doc_content":134,"file_id":135,"file_url":136,"file_type":137,"file_size":138,"view_count":44,"is_deleted":4,"is_public":8,"is_downloadable":8,"audit_status":8,"page_count":139,"language":140,"language_code":63,"site_id":62,"html_lang":63,"table_of_contents":141,"faqs":142,"seo_title":143,"seo_description":67,"update_tm":129,"read_time":144,"preview_page_count":4},962085571259,"https://ap-avatar.wpscdn.com/davatar_29158cc5080c5b710cf443261637dec0","Civil Service Capacity Development: A Case Study of the Regional Civil Service Agency of  \nBanten Province  \nGuslal Achdi Maulana1, Santoso Tri Raharjo2, Maulana Irfan3  \n1,2,3Universitas Padjadjaran , Bandung, Indonesia  \nEmail: [guslal23001@mail.unpad.ac.id](guslal23001@mail.unpad.ac.id)  \nAbstract  \nThis study examines strategies for strengthening the capacity of Indonesia’s civil servants (Aparatur Sipil Negara, ASN) through a case study of the Regional Civil Service Agency (BKD) of Banten Province, using Skidmore’s (1995) Staff Processing Model as an analytical framework. Employing a qualitative case study design, data were collected through in-depth interviews, participant observations, and document analysis, and analyzed using Miles and Huberman’s interactive method. Findings show that BKD Banten applies capacity development strategies across Skidmore’s seven core components: recruitment, selection, placement and orientation, formal training, continuing professional development, evaluation and performance appraisal, and promotion, transition, and retention. Beyond these, the study identifies complementary strategies, including the digitalization of personnel management (e.g. , e-Kinerja and SIMPEG), the adoption of talent management systems, fostering a culture of lifelong learning, providing psychosocial support during career transitions, and implementing recognition and retention programs for innovative staff. The study concludes that ASN capacity development is not merely an administrative procedure but a dynamic, evolving ecosystem that integrates policy, technology, and organizational culture. These findings expand Skidmore’s model by incorporating digital governance and psychosocial insights, offering both theoretical contributions and practical recommendations for designing meritbased and sustainable civil service reforms.  \nKeywords: Civil Servants; Capacity Development; Merit System; Digital Governance;  \nStaff Processing Model.  \n  ◆    \nA. INTRODUCTION  \nCapacity development for civil servants (Aparatur Sipil Negara, ASN) is a fundamental issue in strengthening good governance in Indonesia. As the backbone of the national bureaucracy, civil servants play a dual role: not only implementing policies and delivering public services, but also acting as change agents driving the creation of a cleaner, more professional, and citizen-oriented government system,(Pinning, 2024) . From a social welfare perspective, improving ASN capacity directly impacts inclusive policymaking and community empowerment programs, making public services more humane and responsive to societal needs, (Rahman & Bakri, 2019) .  \nNevertheless, the challenges faced by Indonesia’s bureaucracy are far from simple. Studies have long shown that entrenched practices of corruption, collusion, and nepotism (commonly referred to as KKN) and a weak work ethic in past bureaucratic structures have led to a crisis of public trust,(Rewansyah, 2010) . This situation underscores that bureaucratic reform cannot rely solely on structural  \nchanges; it must also be accompanied by comprehensive capacity development for civil servants, encompassing technical, managerial, and integrity-related dimensions,(Notoatmodjo, 1998) . In other words, capacity development is a strategic pathway to shape civil servants who are competent, professional, creative, and accountable in carrying out their duties.  \nThe Regional Civil Service Agency of Banten Province (Badan Kepegawaian Daerah, BKD) serves as the key institution responsible for ASN management at the provincial level. BKD Banten faces multiple challenges, ranging from limited resources and the need to adapt to shifting national regulations to increasing public expectations for high-quality services, (Warsito, 2003; Sukadi & Munanto, 2019) . Data from the National Civil Service Agency and Statistics Indonesia highlight the urgency of ongoing training and competency development programs for ASN to support regional econo","cbCaigZVHlLso73E","https://ap.wps.com/l/cbCaigZVHlLso73E","pdf",553775,11,"English","# Abstract\n# A. Introduction\n# B. Literature Review\n## 1. The Concept of Capacity Development","[{\"question\":\"What framework guides the analysis of ASN capacity development in the study?\",\"answer\":\"The study uses Skidmore’s (1995) Staff Processing Model as the analytical framework to assess how BKD Banten implements capacity development for civil servants.\"},{\"question\":\"Which core components of staff processing does BKD Banten apply for capacity development?\",\"answer\":\"BKD Banten applies strategies across seven elements: recruitment, selection, placement and orientation, formal training, continuing professional development, evaluation and performance appraisal, and promotion, transition, and retention.\"},{\"question\":\"What additional strategies beyond the core model does the study identify?\",\"answer\":\"The study identifies complementary approaches including digitalizing personnel management (e-Kinerja and SIMPEG), adopting talent management systems, fostering lifelong learning culture, providing psychosocial support during career transitions, and implementing recognition and retention programs for innovative staff.\"}]","Civil Service Capacity Development - A Case Study of the Regional Civil Service Agency of Banten Province | PDF",28]