Ayo Kerja Let's Work)
Manpower and Transmigration OfficeEast Java Province

A. Problem Analysis

 1. What was the problem before the implementation of the initiative?
In handling employment service, the target groups of the Manpower and Transmigration Office of East Java Province are labor forces, job seekers and underemployment who are going to enter the labor market. East Java Province consists of 29 regencies and 9 cities. The total number of the population was 38.8 million. Based on the report of the National Labor Force Survey held by The Central Bureau of Statistics on August 2016, the labour force reached 19.95 million, meanwhile the number of working people was 19.11 million. The rest of the labour force or unemployed was 836 thousand. Moreover, in East Java Province there was about 29.31 percent of underemployed (people who worked under 35 hours per week). There was also another issue on the potential increase of labor force who were just graduated from vocational school, diploma and university. The factual conditions and several problems which related with the employment service in East Java Province were as follows: 1. The number of unemployment (4.21 percent) in 2016 was relatively high, although there was decrease 0.26 percent compared with 2015 (4.47 percent). Unemployment in young ages and also high school, diploma, and bachelor graduates increased approximately 2 percent per year. The underemployed number was also still high. It was 29.31 percent of the total 19.11 million working population, or decrease 4.2 percent compared with 2015. 2. The labor market information reports from 38 regencies/cities in East Java by the end of December 2014 reported that based on supply aspect, registered job seekers or as many as 55.39 percent, were still dominated by young job seekers (25-29 years old). Meanwhile 29.94 percent were vocational graduates who had not acquired jobs with higher position due to the lack of qualification that companies need and the limited time to fill the available position. 3. Job Employment services in regencies/cities were not quite attractive, so job seekers and companies were not interested enough in using this service. 4. Limited human resources at the regencies/cities level who served people who want to look for jobs and give optimal consultation service for the people. 5. Job seekers were still confused to access the information of the right and decent job vacancies. 6. Most of public servants of the Manpower Office at the regencies/cities level had not used the existing information technology (IT). 7. Companies had not had quick information sources to deliver the needs of worker. The delivery of job information was still carried out manually; therefore the delivered information was slow, limited, and not actual. 8. Companies were difficult to recruit qualified workers due to the lack of information source that provided qualified human resources. 9. The difficulties of coordination between province and regencies/cities or regencies/cities and educational institutions, such as vocational schools, training institutions, and universities. Such conditions and problems described above encourage the improving of service to the people through innovative service of “Ayo Kerja”.

B. Strategic Approach

 2. What was the solution?
1. Revitalization, such as improvement of the employment service facilities and aspects of Human Resources (HR). 2. Reorientation, through picking out a specific service. 3. Rebranding, in the form of carrying out synergic and sustained service promotion activities (branded).

 3. How did the initiative solve the problem and improve people’s lives?
1. Innovative service of “Ayo Kerja” was built from creativity and innovation through integrated online service approach (http://infokerja.disnakertrans.jatimprov.go.id and www.infokerja-jatim.com) and free of charge service, started from updating information, consulting and assisting in job matching. Through integrated and online activity, job seekers were expected to get information quickly and had greater possibilities to get the right job. On the other hand, companies were expected to get candidates faster with appropriate needs and get a chance to deliver not only through online job vacancy information but also in the job fair agenda. 2. Consultation guidance service was carried out both in offline and online. Through the motto 'find out the right job and consult it with us', job seekers would be guided and directed in finding out and getting the right job. 3. Specific service of the employment information through smart phone, thematic mini job fair and job information mobile made it easy for job seekers to get information needed and for companies to deliver job vacancy information. Through the strategy of providing latest and updated information, career consultation and integrated job matching either directly or by online, specific service, free of charge service, and encouraging active company participation, the innovative service of “Ayo Kerja” could manage to reduce the problems and contribute to give the following benefits as follows: 1. The ease of obtaining job vacancies information for job seekers. 2. The easy and efficient way for companies in obtaining information of worker’s supply and uploading job vacancies. 3. The definite legality of job vacancies information. 4. The assistance and consultation to help job seekers understanding working situation and get a suitable job. 5. Facilitation for people, companies, job seekers, educational institutions, training institutions, and Manpower Offices in regencies/cities to gain fast, easy, and actual information. 6. Manpower Offices in regencies/cities could easily obtain job information including the information of companies that need worker. This service guaranteed secure job information and being a good example in the process of employment service. In the application strategy, innovative service of “Ayo Kerja” by Manpower and Transmigration Office of East Java Province also encouraged the establishment of job placement center at vocational schools, vocational training institutions, and universities. In order to encourage the improvement and construction of qualified human resources and develop job placement network, “Ayo Kerja” carried out some cooperation with the Education Office of East Java Province, vocational training institutions, and universities throughout East Java.

C. Execution and Implementation

 4. In which ways is the initiative creative and innovative?
1. Public transparency. “Ayo Kerja” reforms public service administration through accessible information on the online media, social media, smart phone and job information mobile. 2. Effective and efficient service packaged in an attractive promotion. “Ayo Kerja” solves distance, time, and space problems through faster, cheaper, more up to date, and wider range of service. 3. Reducing the incompatibility between job seekers’ ability and company’s needs to qualified worker, enhancing the possibilities of getting the right and decent job, and minimizing the low productivity of the worker. 4. Replication. “Ayo Kerja” encourages regencies/cities to replicate the standard service of job placement. 5. Creating Mini Job Fair as an effective thematic job fair. 6. Cooperation through Memorandum of Understanding among “Ayo Kerja” and the Education Office of East Java Province, job placement center at vocational schools and universities. 7. Implementation of the Standard Operation Procedure (SOP) and ISO standard of 9001:2008 enhances information exchanges and increases both companies’ and job seekers’ trust. 8. As a guarantor for reliable and qualified job vacancies, because it is well verified and secure. It can persuade companies to open vacancies and utilize employment service of the Manpower Office at regencies/cities, especially in the job fair activities.

 5. Who implemented the initiative and what is the size of the population affected by this initiative?
1. The initiator was the Governor of East Java Province. His Vision and Mission formulated in the Medium Term Regional Development Plan (RPJMD) of East Java Province of 2014-2019. The Vision: "To establish more prosperous, equitable, independent, competitive and good character people of East Java Province". The Mission: "More self-sufficient and prosperous along with people". The Governor was also applying a qualified public service through 'one village one innovation' program. 2. One of the main agendas on the Medium Term Regional Development Plan of East Java Province of 2014 – 2019 was "increasing labor force participation and enhancing the absorption of manpower". The priority was to reduce Open Unemployment Rate through expanding job opportunities and providing employment both in rural and urban areas as well as increasing labor market information network. 3. Through the Reorientation Program and the specific service, innovation service of “Ayo Kerja” or “Let’s Work” carried out by the Manpower and Transmigration Office of East Java Province provides integrated information service and work consultation to support optimum employment/job placement. The main benefit of the innovation service is to help job seekers to find out the right job that suits their talents, interests and abilities, as well as help companies to get qualified workers. Table : Result of the Benefit of “Ayo Kerja” Innovative Service Item Result Description 2015 2016 Visit of job seekers 42.65% 135.10% Job vacancy information 58.98% 9.10% Numbers of company members 16.59% 12.29% Online/offline consultation service 1.45% 12.60% Job placement 20.98% 38.53% Numbers of job network partners 47.96% 10.43% Numbers of regional job placement center assistance 87.5% 13.33% Global Rank Website/alexa.com Decrease2.581.203 Point Increase 2.715.986 Point By alexa.com : Global traffic rank
 6. How was the strategy implemented and what resources were mobilized?
Developing organization commitment was the main factor of executing “Ayo Kerja” innovative service besides increasing public service, providing service standard and measuring people’s satisfaction. 1. Establishing an IT-based information system started with conducting research to collect information of job seekers and companies needs through questionnaire distribution, group discussion forum, visit companies, schools, and associations. Based on the result, we formulated organization structure, determined the quality of human resources on the management, built website facility, and allocated the budget needed. 2. Training the service officers to increase the quality and attain the same vision, mission and perception through outbound activities and technical trainings. All officers and officials of the service were obliged to follow the trainings. 3. Formulating the Service Commitment which was consistent with the Standard Operational Procedure, Public Service Standard, and Service Flow. 4. Socialization and Promotion were carried out through brochures distribution, job exhibitions/job fairs, “Ayo Kerja” advertisement or articles on newspapers, advertisement spots on local television, service dissemination at various agendas with regencies/cities, schools/universities, and companies. These efforts were conducted to spread out information and strengthen the image of manpower service through “Ayo Kerja” branding. 5. Organizing technical coaching activities for career centers in vocational schools and universities. 6. Initiating Memorandum of Understanding with educational institutions, companies, and the Education Office of East Java Province to strengthen relationship between manpower supply and demand aspects, support mutual efforts to enhance human resources quality, and match manpower qualification with labor market needs. 7. Replication was held through officer development activities, job fair assistances, mastering standard service, and understanding the impact of service result. The resources involved in implementation of the service were: 1. The Head of the Manpower and Transmigration of East Java Province as policy maker. 2. 12 employment officers and officials as the core agents of the service that serve the customers directly. 3. Entire staffs on the Division of Manpower Placement. Some efforts had been conducted to maintain service quality, such as keeping the consistency of work culture (accurate, friendly, fast, actual, and satisfying) and the spirit to develop self-improvement in order to attain customer satisfaction. Moreover, to maintain service quality, monitor service progress and evaluate service activities, several efforts were conducted through: 1. Meeting, training, and daily coaching To monitor the activities, monthly meetings are held using PDCA (Plan-Do-Check-Action) pattern, which was the combination of meeting activity, application training, and coaching to apply program planning, check activities, record data, and evaluate the execution and its result. 2. Inspection done by every staff This activity was performed either manually or by online to get data and actual information easily. The tools consisted of guest book at the receptionist, report of job canvassing and monitoring, report of labor market information based on registered job seekers, job vacancies, job placements, consultation career menu at the website, and complaints from online users. 3. Collecting and responding suggestions and complaints It used data from the suggestion box, as follows: 1) Manual box filled with suggestion and complaint forms. 2) Online box filled with complaints, officers in charge, and the replies of the complaints sent by email. Table : Budget Allocation for Online Job Fair Promotion and Management of “Ayo Kerja” Innovative Service Type 2015(in IDR) 2016 (in IDR) SOURCE BUDGET Human resources coaching 200 millions 150 millions Regional Budget Providing of computer/IT facilities 150 millions 100 millions Regional Budget Facility maintenance - 50 millions Regional Budget Operational of job fair 250 millions 300 millions Regional Budget Job Information Mobile - 200 millions Regional Budget Supporting budget from Central Gov. 40 millions 60 millions State Budget

 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
1. Governor as the founder, People’s Representative Assembly of East Java Province helped in supporting the budget allocation and approval, Head of Manpower and Transmigration of East Java Province as the policy creator and supervisor, functional officers as service officers who served customers directly, and all staffs of the Division of Manpower Placement. 2. Manpower Office at the 38 regencies/cities in East Java Province as partners and benefit recipients for the replication. 3. As many as 904 active companies as the service users (data as of December, 2016). 4. Job seekers as the service users. The whole number of visitors were 769.129 meanwhile 36.182 people were registered by online (data as of December, 2016). 5. 160 vocational schools, 15 universities, 15 training institutions and 10 partners of job placement network as the service users (data as of December, 2016). 6. NGOs and Public Service Commissioner which monitored the service to the people, employment association, and domestic and overseas private employment institutions. 7. Inwent (German Aid), ILO and JICA as partners and motivators who gave support from the start, development and replication steps of the service model.

 8. What were the most successful outputs and why was the initiative effective?
1. Availability of the website www.infokerja.disnakertrans.jatimprov.go.id or www.infokerja-jatim.com which contained 36.182 registered job seekers (based on database of 2016). The website visitors were 769.129 people (increasing 135.10 percent). The number of job seekers’ attendance at Mini Job Fair was 5,000 people or increased 366 percent compared with the previous year. Approximate direct visits of job seekers were 10 people and online visits were approximately 400 to 500 people per day. Meanwhile approximate job seekers’ visits for career consultation were 10 to 15 people and availability of new job vacancies was approximately 2 to 3 vacancies per day. 2. The number of online members and consultation participants in the last two years were as follows: Output of “Ayo Kerja” Service Item Year 2015 Year 2016 SDGs Achievements Visit of job seekers 327,139 people 769.129 people Decent Work Job vacancies information 7,461 people 8.140 people Decent Work Company members 1.026Company 1.063 Company Economic Growth Online/offline consult service 3,641people 2,463 people Decent Work Job placement 986 people 1.366 people Decent Work&EcoGrowth Jobplacement network partners182institutions201institutions DecentWork& EcoGrowth 3. The number of company members in 2016 was 1.063 companies; 75 percent of them actively uploaded their job vacancies. 4. The number of institutions, such as vocational schools, universities, training institutions, and other institutions which joined with job placement network increased 10 percent per year. According to data on December 2016, the institutions joined with job fair network were as follows: 153 vocational schools, 15 universities, 16 training institutions, and 29 other institutions. 5. The score of Public Satisfaction Index for employment service in 2016 was 76.11 or in ‘Good’ Category.. The initiative innovation service can effectively overcome some issues and results some following conditions: 1. Through the online service listed on the website and empowerment of employment service officers, limited resources of service officers’ issue both in terms of quantitative and qualitative can be resolved in order to serve the people who need quick, actual, easily accessed and reliable information. 2. The service contributes more employment/job placement, as well as helping, bringing together and matching job seekers’ qualifications/capabilities with the companies’ needs. Furthermore, it contributes to reducing unemployment from vocational school graduates, diploma and bachelor graduates. 3. Government Service on Job Employment is more attractive, trustworthy and qualified. 4. Coordination can be performed better among in the Local government, educational and training institutions.

 9. What were the main obstacles encountered and how were they overcome?
1. The officers’ ability in using IT was limited; their age was approximately above 45 years old. 2. The different level of mindset in network development and service replication at the regencies/cities due to rapid officers’ turnover. “Ayo Kerja” also faced low commitment from local governments. 3. People’s mastery of IT in remote areas was very low; some areas were difficult to be reached by IT facility. 4. The changes of job seekers’ data/contact number. They often changed mobile phone number so that it was difficult to contact them. 5. Most HRD of companies did not fill in detailed job specifications and requirements completely. Consequently, the consultation and job placement process to attain the best job search and job matching were more difficult. Efforts taken to overcome those obstacles : 1. Carrying out on the job training in cooperation with the third party to maintain the program and encouraging stakeholders’ participation to elevate job information network. 2. Creating Standard Operational Procedure (SOP) on basic job placement service as an important step to improve the service. 3. Promoting service replication to local Manpower Offices mainly in urban or industrial areas and having sufficient service officers. Besides “Ayo Kerja” as the prototype, we chose one Manpower Office in a city as the pilot project to be assisted in building the model and being the example of other Manpower Offices. 4. Initiating cooperation with PT. Telkom (a telecommunication company) and job placement centers at vocational schools, training institutions and universities, Education Office of East Java Province and Communication and Information Office of East Java Province to help disseminate labor market information. 5. Conducting technical coaching, regular meetings, and companies’ visit to coach HRD of the companies to make detailed job specifications .

D. Impact and Sustainability

 10. What were the key benefits resulting from this initiative?
1. Increasing service of the Manpower and Transmigration Office of East Java Province and being the new approach which was done in order to improve the service to be more proactive, promotional, informative, participative and e-government based. 2. Online job consultation and smart phone-based service for job seekers and vulnerable groups (young age job seekers) related to job vacancy information, employment information, internship, career guidance as well as guidance on readiness of entering the labor market and the acquisition of decent work. 3. Job search and job matching online service for members of “Ayo Kerja” (job seekers and companies). The service supported members to make a choice according to their needs without neglecting gender equality based on competency. 4. Efficiency in terms of time and cost. Job vacancy information from companies was simply listed on this service to be distributed to 38 regencies/cities and job placement network. The information was also informed through some media, such as smart phone, short message service gateway, email, social media (facebook and twitter) as well as in the thematic or mini job fair which was held regularly in every month. Job seekers also had more opportunities to get job information, access training or internship information, get some tips for entering the working world, understand professional certification as well as soft skill requirement in the working world. 5. Job vacancy information was secure and protected. People got the secure and protected information out from fraud without any charge. It meant that job vacancy information both from local and international scope had been verified, safe and the acquisition of decent work. 6. People could participate directly to express their appreciation, complaint, and suggestion in the suggestion and complaint menu of “Ayo Kerja” online service. 7. Job information mobile, which helped shorten direct service to the job seekers in order to get direct information and consultation service in place. In the other hand, companies got some benefits from the mobile service in the form of dissemination of job vacancy information simultaneously with the delivering job application service to the companies. 8. Increased service quality employment service officer, the acquisition of decent work for job seekers and help grow the economy through an efficient recruitment activities and the provision of a quality labor supply and productive. 9. “Ayo Kerja” became a reference for job seekers, companies, Manpower Offices in regencies/cities throughout East Java Province, Regional People’s Representative Assembly, the ILO, job placement center in vocational schools, career centers in universities, and Manpower Offices from other provinces in Indonesia and Ministry of Manpower.

 11. Did the initiative improve integrity and/or accountability in public service? (If applicable)
“Ayo Kerja” was proven to raise service quality in the government of East Java Province and being the new approach which was executed by the government institution at provincial level in order to enhance the service to be more proactive, promotional, informative, participative and e-government based. 1. “Ayo Kerja” provided effective and efficient service. The service was able to solve some distance, time, and space problems in giving information, career consultation and job placement service. Through this innovative service, the given information can be executed quicker, cheaper, more up to date, and reach a wider range of public who needed such service. 3. “Ayo Kerja” increased the value of public service and the change of work culture particularly the ability of crystallizing the ‘accurate, friendly, fast, actual and satisfying’ work culture which was in line with the concept of public service consisting of ‘faster, cheaper, easier and newer’ aspects. 4. The existence of clear linkages among the program planning, the implementation of the service activities, the performance measurement (measurable), the monitoring and evaluation of the output as well as the clear and accountable benefits of the service. The performance accountability for 3 years in a row was in ‘A’ category; it was given by the Ministry of Administrative and Bureaucratic Reform of Indonesia. 5. The existence of data and information transparency; the data presented were accurate, up to date, clear and secure; consultation service was easily obtainable and accessible as it was supported by the IT facility. 6. “Ayo Kerja” elevated the integrity of the Government in the public eye through the affirmation that ‘the Government is present to provide services required and provide tangible benefits to its citizen’.

 12. Were special measures put in place to ensure that the initiative benefits women and girls and improves the situation of the poorest and most vulnerable? (If applicable)
In general there was no special policy for women and girls. This service could be accessed by anyone including young age job seekers included in vulnerable group as they lacked information, their skills were low and they did not have enough work experience yet. Some special service was given to: 1. Young age, fresh graduated, drop-out job seekers and lay-off workers. 2. Disabled job seekers. 3. Young women job seekers and former migrant workers that due to economic factors were forced to enter working world or worked in informal sector. “Ayo Kerja” also provided job information for the disabled based on the level of disability. It was in cooperation with several companies, inclusive colleges and NGOs (‘Dnetwork’ and ‘Kerjabilitas’). Young women job seekers and former migrant workers were also given assistance through entrepreneurship coaching, family finance coaching and the establishment of cooperative joint venture. “Ayo Kerja” was inclusive, strongly emphasized gender responsive and equality, and was accessible by anyone. Job vacancies and opportunities in “Ayo Kerja” were more emphasized on qualification factor. However, there were some types of jobs that due to the demands and nature of works required specific qualifications that could be accessed only by certain segments.

Contact Information

Institution Name:   Manpower and Transmigration OfficeEast Java Province
Institution Type:   Local Government  
Contact Person:   Budi Raharjo
Title:   Section Head of The Development and Job Creation  
Telephone/ Fax:   62318293374
Institution's / Project's Website:  
E-mail:   bj.bk.penempatan@gmail.com  
Address:   Dukuh Menanggal Street No.124-126
Postal Code:   60234
City:   Surabaya
State/Province:   East Java

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