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Penelitian ini menganalisis strategi talent pipeline management dengan fokus pada rekrutmen ASN, succession planning untuk jabatan strategis, serta leadership development program bagi generasi milenial–Z. Metode systematic literature review menelaah 68 publikasi periode 2020–2025, disintesis naratif melalui identifikasi tema dan analisis komparatif, menghasilkan framework integratif beserta implikasi reformasi merit dan penguatan digital HRIS.",{"@graph":63,"@context":120},[64,81,103],{"@type":65,"itemListElement":66},"BreadcrumbList",[67,72,75,78],{"item":68,"name":69,"@type":70,"position":71},"https://docshare.wps.com","Home","ListItem",1,{"item":73,"name":9,"@type":70,"position":74},"https://docshare.wps.com/id/document/",2,{"item":76,"name":31,"@type":70,"position":77},"https://docshare.wps.com/id/document/penelitian-laporan/",3,{"item":79,"name":59,"@type":70,"position":80},"https://docshare.wps.com/id/document/talent-pipeline-management-strategy-in-indonesian-government-institutions-systematic-review-of-recruitment-succession-planning-and-leadership-development-for-millennial-z-asn/159260/",4,{"url":79,"name":59,"@type":82,"image":83,"author":88,"headline":59,"publisher":91,"fileFormat":94,"inLanguage":57,"description":61,"dateModified":95,"datePublished":96,"encodingFormat":94,"isAccessibleForFree":97,"interactionStatistic":98},"DigitalDocument",{"url":84,"@type":85,"width":86,"height":87},"https://docshare.wps.com/thumbnails/talent-pipeline-management-strategy-in-indonesian-government-institutions-systematic-review-of-recruitment-succession-planning-and-leadership-development-for-millennial-z-asn/159260.png","ImageObject",300,407,{"name":89,"@type":90},"นรินทร์","Person",{"url":68,"name":92,"@type":93},"DocShare","Organization","application/pdf","2026-09-18","2026-08-29",true,{"@type":99,"interactionType":100,"userInteractionCount":102},"InteractionCounter",{"@type":101},"ViewAction",5,{"@type":104,"mainEntity":105},"FAQPage",[106,112,116],{"name":107,"@type":108,"acceptedAnswer":109},"Apa tujuan utama penelitian ini terkait talent pipeline management?","Question",{"text":110,"@type":111},"Menganalisis strategi talent pipeline management pada lembaga pemerintahan Indonesia dengan fokus pada rekrutmen ASN, succession planning, serta leadership development program untuk generasi milenial–Z.","Answer",{"name":113,"@type":108,"acceptedAnswer":114},"Bagaimana metode penelitian dilakukan dalam kajian ini?",{"text":115,"@type":111},"Menggunakan systematic literature review terhadap 68 publikasi ilmiah periode 2020–2025, kemudian dianalisis dengan sintesis naratif melalui identifikasi tema, analisis komparatif, dan penyusunan framework integratif.",{"name":117,"@type":108,"acceptedAnswer":118},"Faktor apa yang menjadi hambatan dalam succession planning menurut hasil penelitian?",{"text":119,"@type":111},"Kendala meliputi pemetaan talenta potensial, penilaian kompetensi kepemimpinan, serta budaya senioritas yang membatasi percepatan karier talenta muda.","https://schema.org",{"og:url":79,"og:type":122,"og:title":59,"og:site_name":92,"og:description":61},"article",{"robots":124,"canonical":79},"index,follow",{"doc_id":126,"site_id":56},159260,1788015419,{"code":4,"msg":5,"data":129},{"doc_id":126,"user_id":130,"nickname":89,"user_avatar":131,"doc_module":4,"category_id":30,"category_name":31,"doc_title":59,"doc_description":61,"doc_content":132,"file_id":133,"file_url":134,"file_type":135,"file_size":136,"view_count":102,"is_deleted":4,"is_public":71,"is_downloadable":71,"audit_status":71,"page_count":137,"language":138,"language_code":57,"site_id":56,"html_lang":57,"table_of_contents":139,"faqs":140,"seo_title":141,"seo_description":61,"update_tm":127,"read_time":142},2336475104957,"https://ap-avatar.wpscdn.com/avatar/22000c4c6bd8a5076e1?x-image-process=image/resize,m_fixed,w_180,h_180&k=1787554080175789136","Department of Digital Business  \nJournal of Artificial Intelligence and Digital Business (RIGGS)  \nHomepage: [https://journal.ilmudata.co.id/index.php/RIGGS](https://journal.ilmudata.co.id/index.php/RIGGS)  \n[Vol. 4 No. 4](Vol. 4 No. 4) (2026) pp: 1 0615-10631  \nP-ISSN: 2963-9298 , e-ISSN: 2963-914X  \nStrategi Talent Pipeline Management pada Lembaga Pemerintahan Indonesia: Kajian Sistematis Rekrutmen, Succession Planning, dan Leadership Development Program ASN Generasi Milenial-Z  \nViolina Azzahra, Dudung Hadiwijaya  \nProdi Magister Manajemen Program Pascasarjana Universitas Muhammadiyah Tangerang  \n[vazzahra26@gmail.com](vazzahra26@gmail.com), [dhadiwijaya7@gmail.com](dhadiwijaya7@gmail.com)  \nAbstrak  \nLembagapemerintahan Indonesia menghadapi tantangan kompleks dalampengelolaan talenta Aparatur Sipil Negara (ASN) di era transformasi birokrasi. Dominasi generasi milenial dan Z dalam struktur kepegawaian menuntut strategi talent pipeline management yang adaptif dan berkelanjutan. Penelitian ini bertujuan menganalisis strategi talent pipeline management pada lembaga pemerintahan Indonesia denganfokus pada tiga pilar utama, yaitu rekrutmen ASN, succession planning untuk jabatan strategis, serta leadership development program bagi generasi milenial–Z. Pendekatan penelitian menggunakan systematic literature review terhadap 68 publikasi ilmiah periode 2020–2025 yang meliputi jurnal terakreditasi, kebijakan Kementerian PANRB, publikasi LAN, dan studi kasus implementasi di berbagai instansipemerintah. Analisis dilakukan melalui sintesis naratif dengan tahapan identifikasi tema, analisis komparatif, dan penyusunan framework integratif. Hasil penelitian menunjukkan transformasi rekrutmen ASN dari sistem konvensional menuju pendekatan berbasis kompetensi melalui CAT, assessment center, dan psikotes komprehensif. Namun succession planning masih menghadapi kendala dalam pemetaan talenta potensial, penilaian kompetensi kepemimpinan, serta budaya senioritas yang membatasiakselerasi karier talenta muda. Program pengembangan kepemimpinan menunjukkan tren positif melalui PKA, PKP, dan program talenta khusus yang memberi exposure bagi generasi milenial–Z. Framework talent pipeline yang efektif mencakup lima elemen utama: rekrutmen berbasis kompetensi dan value fit ASNBerAKHLAK, mekanisme talent identification melalui talent review dan performance–potential matrix, jalur karier berbasis kompetensi, pengembangan berkelanjutan dengan model 70–20–10, serta monitoring berbasis digital HRIS. Implikasi penelitian menegaskan pentingnya reformasi regulasikepegawaian berbasis merit, investasi people analytics, penguatan budaya pembelajaran berkelanjutan, serta kolaborasi lintas sektor untuk berbagipraktik terbaik.  \nKata Kunci: Talent Pipeline Management, ASN, Succession Planning, Leadership Development, Generasi Milenial-Z, Rekrutmen Berbasis Kompetensi  \n1. Pendahuluan  \nAparatur Sipil Negara (ASN) sebagai tulang punggung birokrasi pemerintahan Indonesia memiliki peran strategis dalam penyelenggaraan pelayanan publik dan pembangunan nasional. Berdasarkan data Badan Kepegawaian Negara (BKN) tahun 2024, terdapat sekitar 4,2 juta ASN yang tersebar di berbagai kementerian, lembaga, dan pemerintah daerah di seluruh Indonesia (BKN, 2024). Dari jumlah tersebut, proporsi ASN generasimilenial (lahir 1981-1996) dan generasi Z (lahir 1997-2012) terus meningkat mencapai 42 persen dari total ASN, menandai pergeseran demografi signifikan dalam struktur kepegawaian pemerintah (Prasojo & Kurniawan, 2023) . Pergeseran ini membawa implikasi penting terhadap strategi pengelolaan talenta dan pengembangankepemimpinan dalam birokrasi.  \nGenerasi milenial dan Z memiliki karakteristik yang berbeda dari generasi sebelumnya dalam hal nilai kerja, ekspektasi karir, dan gaya kepemimpinan. Mereka cenderung mengutamakan work-life balance, menghargaifleksibilitas, mengharapkan pengembangan karir yang cepat, serta lebih adaptif terhadap teknologi digital (Pratama & Saputra, 2024) . K","cbCaieM3oeVbFIQ0","https://ap.wps.com/l/cbCaieM3oeVbFIQ0","pdf",199334,17,"Indonesian","# Pendahuluan\n## Latar belakang ASN dan dinamika demografi\n## Karakteristik generasi milenial dan Z dalam birokrasi\n## Peran talent pipeline management\n## Tantangan implementasi di sektor publik\n## Transformasi rekrutmen ASN","[{\"question\":\"Apa tujuan utama penelitian ini terkait talent pipeline management?\",\"answer\":\"Menganalisis strategi talent pipeline management pada lembaga pemerintahan Indonesia dengan fokus pada rekrutmen ASN, succession planning, serta leadership development program untuk generasi milenial–Z.\"},{\"question\":\"Bagaimana metode penelitian dilakukan dalam kajian ini?\",\"answer\":\"Menggunakan systematic literature review terhadap 68 publikasi ilmiah periode 2020–2025, kemudian dianalisis dengan sintesis naratif melalui identifikasi tema, analisis komparatif, dan penyusunan framework integratif.\"},{\"question\":\"Faktor apa yang menjadi hambatan dalam succession planning menurut hasil penelitian?\",\"answer\":\"Kendala meliputi pemetaan talenta potensial, penilaian kompetensi kepemimpinan, serta budaya senioritas yang membatasi percepatan karier talenta muda.\"}]","Strategi Talent Pipeline Management pada Lembaga Pemerintahan Indonesia - Kajian Sistematis Rekrutmen, Succession Planning, dan Leadership Development Program ASN Generasi Milenial-Z | PDF",26]