| 4. In which ways is the initiative creative and innovative?
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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.
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| 5. Who implemented the initiative and what is the size of the population affected by this initiative?
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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
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| 6. How was the strategy implemented and what resources were mobilized?
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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
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| 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
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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.
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| 8. What were the most successful outputs and why was the initiative effective?
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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.
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| 9. What were the main obstacles encountered and how were they overcome?
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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 .
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