EVALUASI KEBIJAKAN COACHING, MENTORING, DAN COUNSELING (CMC) DI BADAN PENDIDIKAN DAN PELATIHAN KEUANGAN (BPPK) KEMENTERIAN KEUANGAN

MENTARI PUTRI WULAN, . (2026) EVALUASI KEBIJAKAN COACHING, MENTORING, DAN COUNSELING (CMC) DI BADAN PENDIDIKAN DAN PELATIHAN KEUANGAN (BPPK) KEMENTERIAN KEUANGAN. Magister thesis, UNIVERSITAS NEGERI JAKARTA.

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Abstract

ABSTRAK Kebijakan Coaching, Mentoring, dan Counseling (CMC) di Badan Pendidikan dan Pelatihan Keuangan (BPPK) Kementerian Keuangan merupakan upaya strategis untuk memperkuat manajemen kinerja, pengembangan kompetensi, dan budaya pembelajaran organisasi. Kebijakan ini diharapkan mampu mengubah dialog kinerja dari sekadar pemenuhan administratif menjadi proses pembinaan yang reflektif, kolaboratif, dan berorientasi pada pengembangan pegawai. Namun, pelaksanaannya masih menunjukkan kesenjangan antara pedoman normatif dengan praktik di lapangan, terutama dalam pemerataan pelaksanaan, pelaporan, kualitas dialog, dokumentasi, dan tindak lanjut. Penelitian ini menggunakan pendekatan evaluatif dengan metode campuran (mixed methods) dan desain sequential explanatory. Model CIPP digunakan untuk mengevaluasi empat komponen utama, yaitu context, input, process, dan product awal. Data kuantitatif dikumpulkan melalui kuesioner kepada 98 responden, sedangkan data kualitatif diperoleh melalui wawancara mendalam terhadap enam informan. Data kuantitatif dianalisis secara deskriptif dengan bantuan aplikasi SPSS, sementara data kualitatif dianalisis secara tematik menggunakan aplikasi NVivo untuk menjelaskan dan memperdalam hasil kuantitatif. Hasil penelitian menunjukkan bahwa kebijakan CMC di BPPK secara umum berada pada kategori tinggi. Komponen context memperoleh capaian 81,51%, input 80,79%, process 81,59%, dan product awal 76,43%. Temuan ini menunjukkan bahwa kebijakan CMC telah dipersepsikan relevan, didukung oleh sumber daya yang memadai, dan mulai memberikan manfaat awal bagi pegawai maupun organisasi. Akan tetapi, manfaat kebijakan belum sepenuhnya optimal karena masih dipengaruhi oleh keterbatasan keterampilan leader, kendala waktu, dokumentasi yang belum konsisten, sistem pelaporan, serta tindak lanjut yang belum merata. Penelitian ini menyimpulkan bahwa kebijakan CMC telah berjalan baik, tetapi memerlukan penguatan kualitas proses agar CMC berfungsi sebagai instrumen pengembangan pegawai yang substantif dan berkelanjutan. Kata kunci: Coaching, Mentoring, Counseling; evaluasi kebijakan; manajemen kinerja. (*****) ABSTRACT The Coaching, Mentoring, and Counseling (CMC) policy at the Financial Education and Training Agency (BPPK), Ministry of Finance, is a strategic initiative aimed at strengthening performance management, competency development, and an organizational learning culture. The policy is expected to transform performance dialogues from merely fulfilling administrative requirements into reflective, collaborative, and employee-development-oriented processes. However, its implementation continues to reveal gaps between formal policy guidelines and practices in the field, particularly in terms of the consistency of implementation across organizational units, reporting, the quality of dialogue, documentation, and follow-up actions. This study employed an evaluative approach using a mixed-methods sequential explanatory design. CIPP model was used to evaluate four main components: context, input, process, and initial outcomes. Quantitative data were collected through questionnaires administered to 98 respondents, while qualitative data were obtained through in-depth interviews with six informants. The quantitative data were analyzed descriptively using SPSS, whereas the qualitative data were analyzed thematically using NVivo to explain and provide a deeper understanding of the quantitative findings. The results indicate that the overall implementation of the CMC policy at BPPK fell within the high category. The context component achieved a score of 81.51%, the input component 80.79%, the process component 81.59%, and the initial outcome component 76.43%. These findings suggest that the CMC policy is perceived as relevant, supported by adequate resources, and beginning to generate benefits for both employees and the organization. Nevertheless, the benefits of the policy have not yet been fully optimized due to limitations in leaders’ competencies in conducting CMC, time constraints, inconsistent documentation, limitations in the reporting system, and uneven follow-up actions.This study concludes that the CMC policy has generally been implemented well. However, the quality of the implementation process requires further strengthening to ensure that CMC functions as a substantive and sustainable instrument for employee development. Keywords: Coaching, Mentoring, Counseling; policy evaluation; performance management

Item Type:	Thesis (Magister)
Additional Information:	1). Winda Dewi Listyasari, M.Pd., Ph.D. ; 2). Dr. Heru Santosa, M.Pd.
Subjects:	Pendidikan > Aneka Ragam tentang Pendidikan
Divisions:	PASCASARJANA > S2 Manajemen Pendidikan
Depositing User:	Mentari Putri Wulan .
Date Deposited:	28 Jul 2026 04:32
Last Modified:	28 Jul 2026 04:32
URI:	http://repository.unj.ac.id/id/eprint/67181

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