Judging from employment status, human resources at KPI consists of independent commissioners, employees were civil servants and non-civil servants. Human resources were civil servants as many as 36 people. Employees with civil servant status are employees seconded from various ministries / agencies to work in the KPI. They come from the Ministry of Communications and Information Agency which is the parent of the KPI. They work in various units in the Secretariat KPIs, such as the Planning and Legal, Licensing Administration, Communication Section, and General Section.
The rest as much as 64 non-civil servant status, including officials, amounting to 9 commissioners, assistant/experts and some executives. The commissioners recruited through the political process by Commission I the House of Representatives periodically 3 years and administratively appointed by the President. As for the executives is a non-civil servants are recruited directly by the KPI to assist or perform the duties of KPI. For example in IT, monitoring, and other technical tasks. Comparison of HR were civil servants and non-civil servants, can be seen in the following figure.

Figure 2
Comparison of civil servants and non-civil servants

Source: General Bureau KPI 2011

C. POTENTIAL AND PROBLEMS
From the above description of the scope of duties, responsibilities and authority and also the condition of human resources, then there are a few notes into the potential and also problems for KPI management organization in the context of a knowledge-based such as:
KPI duties, obligations and authority are strategic in the field of broadcasting considering it serves to accommodate the aspirations and interests of the community in broadcasting. Moreover, the current broadcasting output are felt at large effect on the point of views and behavior of society;
KPI human resources are diverse, there were civil servants, but the biggest one is a non-civil servant with a renewable contract system once a year. While the civil servants, is seconded from the Ministry of Communications and Information Technology. And the leadership of the organization KPI commissioner whose term of duty is only 3 years, and may be reelected only one subsequent period.
On such condition, KPI experiencing difficulties in managing their human resources, especially in the context of maintaining good human resources and skilled (talent management) who became advocates for the implementation of the KPI tasks of strategic. Moreover, KPI human resources are derived from non-civil servants are a number of very large, but due to the system that runs only in the form of employment contracts renewed annually, making the turn-over level is very high. The average age of those who are still young, but with a level of uncertainty careers, making them easy to switch to the work moved to another place, if there is a better job offer.
To improve the situation, perhaps in private companies will implement talent management system on each employee. Especially to create skilled employees and good works, not leaving our organization. However, it is almost impossible to do in a given KPI leadership since commissioners to lead is very limited, which is only 3 years. Meanwhile, expect the civil servants to do so, even though the time they served in KPI longer than non-civil servants or commissioners though, is also not allowed. This is because they are only labor status seconded from the Ministry of Communications and Information Technology.
So, this essay describes the steps that we are trying to correct this condition as far as ability and opportunity that we have as a KPI commissioner, especially improvements in people, performance, change required, and other work related isssues. This paper describes the at least one item in the knowledge base economy principles, namely fair process to every employee in the KPI both civil servants and non-civil servants, particularly in the field of Structures and Systems Management Broadcasting where I became coordinator field.

D. LITERATURE
Before discussing more about the application of fair process at the KPI, we need to first make the perception of what is meant by a fair process. One of literature that raised about fair process is the book "Blue Ocean Strategy". According to this book:
“Fair process means being actively engaged with each and every person who is involved in, or will be affected by, the project. Everyone needs to be kept informed about why and how decisions were made, the reasons why people will be promoted or transferred, and managers need to set very clear expectations of the how each team member’s performance will be measured.”
In other words, fair process ia a decision-making approach that addresses our basic human need to be valued and respected. When people feel a decision affecting them was made fairly, they trust and cooperate with managers. They share ideas and willingly go beyond the call of duty. Corporate performance soars. (Fair Process Managing in the Konowledge Economy, by W.Chan Kim and Renee Mauborgne, Harvard Business Review, January, 2003)
By doing this, we can create a level playing field and signal to the stakeholders that the leaders and managers value employees’ and team members’ intellectual and emotional worth. This will help to reduce feelings of suspicion that inevitably arise in situations of change. So, in knowledge-based organizations, whose lifeblood consists of employees’ trust, commitment, and ideas, fair process is essential. It enables companies to channel people’s energy and creativity toward organizational goals.
There are three mutually reinforcing elements that define fair process: engagement, explanation, and clarity of expectation. First, Engagement means involving individuals in the strategic decisions that affect them by asking for their input and allowing them to refute the merits of one another’s ideas and assumptions. Second, Explanation means that everyone involved and affected should understand why final strategic decisions are made as they are. An explanation allows employees to trust managers’ intentions even if their own ideas have been rejected. It also serves as a powerful feedback loop that enhances learning. Third, Expectation clarity requires that after a strategy is set, managers state clearly the new rules of the game. Although the expectations may be demanding, employees should know up front what standards they will be judged by and the penalties for failure. What are the goals of the new strategy? What are the new targets and milestones? Who is responsible for what?
To achieve fair process, it matters less what the new goals, expectations, and responsibilities are and more that they are clearly understood. When people clearly understand what is expected of them, political jockeying and favouritism are minimized, and people can focus on executing the strategy rapidly.”

E. THE FAIR PROCESS IMPLEMENTATION IN KPI
When I joined KPI in mid-2010, there is a large gap of information between the commissioner with employees in the KPI. Only a small proportion of employees who know the latest information about KPI, both KPI policies internally and externally. Only experts who help with chores KPI commissioner directly, particularly in formulating policy, an employee relative gets sufficient information. They number only 20 people. Most of the employees at KPI including among civil servants, is the most untouched by the latest information from the head of KPI.
The climax at the time KPI revise the regulation on the Broadcasters Code of Conduct and Broadcast Program Standards (P3SPS) in 2011- 2012. This regulation is very strategic since all agencies must be obeyed by both television and radio, and also a reference to the commissioner KPI from across Indonesia to monitor broadcast content and enforce sanctions. At that time, opposition arose from the association of private television Indonesia (ATVSI) to the draft revision of P3SPS. This issue is quite warm in the community, even to the House of Representatives Commission, where I also intervened to break this deadlock.
But ironically, in its own internal KPI, especially the majority of employees, do not know and understand about this issue. There are some employees who complained about this problem to me, including civil servants who work in the law unit. They feel confused to be ashamed of themselves if there are people or their acquaintances who asked about this issue in detail. They can not give an explanation. The severity of some of them actually know these issues from outside the KPI.
Finally at the end of 2012 I suggested the need for a change in the KPI. Starting from the provision that the KPI head of the secretariat (Secretary) shall be present at each plenary meeting of commissioners which is the highest KPI policy-making meeting. With hope, the Secretary can inform others about the last policy leadership in stages and in a regular meeting. In addition, to each commissioner in charge of job descriptions, I propose to also conduct regular meetings with the staff, not just when there is activity, but also to share information about the latest developments in broadcasting issues.
In the management structure and broadcasting system division, regular internal meetings held at least once bi-weekly. In this meeting, the information discussed not only the information that is top down, but also built bottom-up information, ie information from employees to the commissioners about the issues that occur in the field. After ran about two years, this event turned out noticeably against KPI employee engagement started growing and growing larger by the day.
After following the course knowledge base economy, I realized that in fact this step is possible because employees feel valued, involved, and an explanation of the last policy KPI, and even they may join to give opinions. In addition, employees also receive clear information about things that are expected by the KPI for their leaders do, and the target time. As a result, the work culture slowly began waking, and organizational performance began to increase, in line with the turnover of workers at KPI also began to decline.
Looking ahead, institutionally, we also plan to make regular internal training activities for employees. Which are soft skills and hard skills. The trainings include public relations for all employees, training of writing, public speaking, and media analysis training for employees monitoring section. Additionally, to increase familiarity among fellow employees and commissioners, started last year we've been doing family gathering at least once a year.
PLEMENTATION OF FAIR PROCESS MANAGEMENT
IN KOMISI PENYIARAN INDONESIA
Azimah Subagijo

GENERAL CONDITIONS
Indonesian Broadcasting Commission (KPI), a state agency under the Act No. 32 Year 2002 on Broadcasting, has a mandate to be able to accommodate the aspirations and representing the interests of the community regarding broadcasting. KPI has a vision: "Realization of the national broadcasting system that develops justice and dignity to be used for the greater welfare of the community". From this vision, KPI then lowered into 4 mission, namely:
Develop policy-setting, monitoring and development of broadcast content;
Implement policies on the supervision and development of the structure of Broadcast Systems and Broadcast Professionalism;
Develop KPI institutional and community participation to broadcasting;
Increase the capacity of the Secretariat of KPI
In general, the principal task of KPI is to regulate broadcasting matters. More specifically, the duties and obligations of KPI are: guarantee the community to obtain adequate and correct information in accordance with human rights; helping to manage broadcasting infrastructure; help to build the climate of healthy competition among institutions of broadcasting and related industries; maintains a national information structure that is fair, equitable, and balanced; accommodating, researching, and following up on complaints, rebuttal, and criticism and public appreciation of broadcasting; and planning the development of human resources that ensure professionalism in the field of broadcasting.
To be able to perform these attributive tasks, KPI given some authority: setting standards of broadcast programs; develop rules and establish a broadcasting code of conduct; oversee the implementation of the broadcasting regulations, codes of conduct, and standards of broadcast programs; provide penalties for violations of broadcasting regulations, codes of conduct, and standards of broadcast programs; coordination and/or cooperation with the government, broadcasters, and the public.
The operationalization of KPI duties and authority divided into three (3) areas of work groups, and supported by the Secretariat of KPI. Completely are:
Structure Management Division of the Indonesian Broadcasting System;
Broadcasting Contents Supervision;
Institutional; and
Secretariat.

Scope of Duties
The scope of duties and authority of each division are as follows:
Division of the Indonesian Broadcasting System Management Structure the licensing of broadcasting; guarantee the public the opportunity to obtain adequate and correct information corresponding human rights; regulation of broadcasting infrastructure; and development of a healthy climate of competition among institutions of broadcasting and related industries;
Division of Broadcasting Content Monitoring
Preparation of KPI regulations and decisions relating to the content of broadcasting;
Monitoring of the implementation and enforcement of KPI regulations concerning the content of broadcasting;
Maintenance of the national information structure that is fair, equitable, and balanced; and
Collect, analyze and follow up on complaints, refutation, criticism, and public appreciation of the delivery of broadcasting;
Division of Institutional the preparation, management, and development of KPI institutions; preparation of KPI regulations and decisions relating to the institutional; cooperation with the government, broadcasters, and the public, as well as international parties; and planning the development of human resources professionals in the field of broadcasting.
Secretariat
The scope of the Secretariat task is to carry out technical and administrative services to the KPI in performing its duties, functions and responsibilities. KPI Secretariat functions held are: provision of support in the preparation of plans and programs as well as drafting and administration of complaints; provision of administrative support and facilities broadcasting licensing of broadcasting technology assessment; provision of support activities and inter-institutional relations with the community, community empowerment and facilitate monitoring of the broadcast; and implementation of administrative affairs, personnel, financial, equipment, housekeeping, documentation and literature.

CONDITIONS OF KPI HUMAN RESOURCES
Until the end of 2010, the overall human resources in KPI amounted to 100 peoples. Based on the structural composition consists of 9 (nine) the Chairman and Members of the Commissioner, eight (8) the Assistant/Expert, 1 (one) person Echelon II, four (4) people Echelon III, 10 (ten) people Echelon IV, and 67 executives. Comparison of the composition can be seen in the following figure.

Figure 1
Composition of KPI Human Resources Based Position Structure

Source: 2010 Annual Report KPI