Manajemen Talenta Dalam Pengembangan Jabatan Fungsional Sandiman di Kejaksaan Republik Indonesia

This study explores the implementation of talent management in the development of the functional position of Sandiman (cryptographic personnel) at the Attorney General’s Office of the Republic of Indonesia. Using a qualitative-descriptive method and a case study approach, data were collected through documentation and semi-structured interviews with both HR officers and Sandiman personnel across various levels of the organization. The findings indicate that talent management for Sandiman has not been optimally implemented due to misalignments between job duties at the Attorney General’s Office and those defined by formal regulations, lack of career path clarity, limited institutional coordination with the National Cyber and Crypto Agency, and absence of a systematic talent pool. Drawing on the Resource-Based View (RBV), Human Capital Theory, AMO Framework, and Person-Job Fit Theory, this study underscores the need for harmonized regulations, strategic talent mapping, and stronger organizational support to ensure the strategic role of Sandiman in national legal and cyber intelligence functions. This research contributes to the discourse on public sector talent management by offering a contextual analysis of functional civil service positions in law enforcement institutions. Keywords: talent management, functional position, Sandiman, Attorney General’s Office, public sector HR