Promoting Social Inclusion through Inclusive Civil Service Management: A Case Study of Human Resource Public Sector at The Ministry of Finance, Indonesia

Abstract

This study highlights the importance of the principle of social inclusion in public sector human resource management, focusing on the human resource cycle at the Ministry of Finance, from recruitment, development, and retention to termination or retirement. Using a qualitative case study approach, the research analyzes policy documents, institutional reports, and interviews with HR managers and employees from vulnerable groups. The findings show that although the Ministry of Finance has introduced several affirmative policies—such as special positions for persons with disabilities, gender-friendly facilities, and flexible work arrangements—the implementation of inclusion remains hindered by limited development mapping, low fulfillment of affirmative positions, inaccessible training curricula, managerial bias linking disability with low performance, and inadequate transition support for employees who are ill or facing early retirement. The study argues that social inclusion should not stop at the recruitment stage but must be treated as a continuous cycle ensuring equal opportunities throughout the career path. Recommendations include developing an inclusive data system for talent pipelines, expanding gender- and disability-responsive training curricula, integrating inclusivity indicators into performance appraisals and employee satisfaction surveys, and creating more adaptive post employment transition programs. This research contributes to the enrichment of inclusive public management literature and supports the achievement of SDG 10 (Reduced Inequalities) and SDG 16 (Peaceful, Just, and Inclusive Institutions).