Sidik, Tilik, and Bidik Model in the Recruitment of Operational

Executives at Village-Owned Enterprises (BUMDesa) in Gayo Lues

Regency

Sartika Mayasari, R. Hamdani Harahap

, Badaruddin and Harmona Daulay

1 2 3

Doctoral Program of Development Studies, Faculty of Social Science and Political Science,

Universitas Sumatera Utara, Jl. Prof. Dr. A. Sofyan No. 1 Kampus USU, Medan, Indonesia

Faculty of Social Science and Political Science, Universitas Sumatera Utara, Medan, Indonesia

Keywords: recruitment, local wisdom, operational executives, Village Owned Enterprises (BUMDesa).

Abstract: The use of funds at Village-Owned Enterprises is often not on target and its usefulness, this of course begins

in the recruitment process for Operational Executives of Village-Owned Enterprises (BUMDesa). Likewise

in Gayo Lues Regency, recruitment for operational Executives of Village-Owned Enterprises has never been

carried out, so most of the operational Executives of Village-Owned Enterprises are those who are close to

the village head and some do not understand their duties and functions as operational executives. For this

reason, this study aims to link the recruitment of Village-Owned Enterprises, operational executives, with the

local wisdom of the Gayo Lues community with the Tilik, Sidik, and Bidik model. This research was also

conducted using a qualitative approach where qualitative data were obtained through observation, Forum

Group Discussion, and in-depth interviews. The analysis was carried out on two aspects of community

empowerment: the economic and socio-cultural aspects. The results of the study indicate that the proper

recruitment of operational executives at Village-Owned Enterprises with the Sidik, Tilik, and Bidik models

can assist the implementation of improving the economy in the village through Village-Owned Enterprises.

The implication of this research on the policy of the Gayo Lues Regency Government Regulation and Village

Regulation is that all activities carried out with Village-Owned Enterprise-based funds must refer to the

applicable law which begins with proper recruitment for the operational executives of the Village-Owned

Enterprise.

1 INTRODUCTION

Village-Owned Enterprises are a solution for villages

to maintain their village potential in the form of

natural resource management and business in the

service sector they have. Law Number 11 of 2020

concerning Job Creation has affirmed the position of

Village-Owned Enterprises (BUMDesa) as legal

entities established by villages and/or with villages to

manage businesses, utilize assets, develop investment

and productivity, provide services, and or provide

other types of business for the maximum welfare of

the Village community.

The existence of Village-Owned Enterprises is a

form of democracy, namely the participation of the

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community in the government system and village

development. The existence of BUMDesa also has a

very important role, especially in articulating the

interests of the people in realizing the economic

independence of the community. The birth of the

Village-Owned Enterprises as a representative

solution to the current economic problems of the

community in the village. The establishment and

institutionalization of Village Owned Enterprises are

also in line with the spirit of 'village building' which

is busy being used as a solution to the problem of

rural-urban inequality as a result of the development

of rural areas that are more physical and full of

capitalism (Izzah & Kolopaking, 2020).

Structurally management, BUMDesa consists of 3

(three) important elements, the role of the Village

354

Mayasari, S., Harahap, R., Badaruddin, . and Daulay, H.

Sidik, Tilik, and Bidik Model in the Recruitment of Operational Executives at Village-Owned Enterprises (BUMDesa) in Gayo Lues Regency.

DOI: 10.5220/0011567900003460

In Proceedings of the 4th International Conference on Social and Political Development (ICOSOP 2022) - Human Security and Agile Government, pages 354-362

ISBN: 978-989-758-618-7; ISSN: 2975-8300

 2023 by SCITEPRESS – Science and Technology Publications, Lda. Under CC license (CC BY-NC-ND 4.0)

Head as a coach, the Village Consultative Body as

Supervisor, and the Operational Executor consisting

of the Chairman, Secretary, and Treasurer of the

BUMDesa. The management organization in BUM

Desa at least consists of advisors and operational

executives. The advisor is held ex-officio by the

Village head who has the task of supervising and

providing advice to the Operational Executor in

carrying out the management and management of the

Village business, as well as requesting the

Operational Executive's explanation regarding the

management and management of the Village

business. The Operational Executor is an individual

who is appointed and dismissed by the Village Head

and has the task of administering and managing the

BUMDesa by the articles of association and by-laws

(Rahayu et al., 2015).

From the role carried out by the operational

executor, it is hoped that they will be able to become

drivers and innovators of the village economy

through transparent, innovative, and effective

management of BUMDesa.

In practice, Village-Owned Enterprises have been

running since 2015, many obstacles and obstacles

were found in several regions in Indonesia whose

cases are almost the same, these problems certainly

require solutions that must be overcome considering

that a large amount of the state budget has been given

as capital investment to BUMDesa, but development

and economic improvement in people's lives are still

very low.

The basic problem in the implementation of

BUMDesa lies in the management in this case the

Operational Executor. The operational executives of

BUMDesa which consist of the Director, Secretary,

and Treasurer, should be people who have been

selected through the right selection, but in reality,

many BUMDesa makes unilateral appointments by

the Village Head due to kinship and family factors.

Then, many operational executives have a low level

of education, which will affect their performance and

accountability as operational executives.

Furthermore, BUMDesa operational executives

also do not understand their duties and functions as

business managers in the village which are oriented

to business profits, so some of them do not develop

village businesses optimally and most suffer losses.

Another problem that causes BUMDesa to not run

effectively is due to weak mentoring and good

supervision carried out by the Village Consultative

Body and also by the sub-district government so that

BUMDesa activities are carried out with the

understanding of the operational executives

themselves.

From some of these problems, this study Bidiks to

find the right solution to answer all the problems of

BUMDesa so far which focuses on recruitment

problems for operational executives.

The locus in this research is located at BUMDesa

in Gayo Lues Regency, Aceh Province. The local

wisdom of the community is still strong with the

Gayo Lues customs, so this research will look at the

role of local customs in the BUMDesa recruitment

process which has not been fully implemented

optimally. In general, Gayo Lues has great potential,

which is located at the foot of Mount Leuser, which

has abundant natural resources, water resources, and

natural potential as superior commodities such as

fragrant lemongrass, coffee, patchouli, and sugar

palm. It is interesting for researchers to see the role of

BUMDesa in managing business units by utilizing

this natural potential, which of course begins with the

recruitment process for BUMDesa operational

executives with the Sidik, Tilik, and Bidik models as

local wisdom of the Gayo tribal community).

2 RESEARCH METHODS

2.1 Research Subjects and Informants

This research was also conducted using a qualitative

approach where qualitative data were obtained

through observation, Forum Group Discussion, and

in-depth interviews. Then, the informants were

purposively selected with the criteria needed in this

study (Harrison, 2007), which involved the village

head (pengulu), the head of the village consultative

body (urangtue), and community leaders in several

villages with village criteria, namely independent

villages, developed villages, developing villages,

underdeveloped and very underdeveloped villages.

As well as several local government officials of Gayo

Lues Regency who have official involvement with the

Village Government. Each of the village criteria was

taken by informants consisting of 2 pengulu, 2

urangtue, 2 community leaders, 1 administrative

assistant, and 1 head of the Village Development

Division at the Gayo Lues Village Community

Empowerment Service.

Sidik, Tilik, and Bidik Model in the Recruitment of Operational Executives at Village-Owned Enterprises (BUMDesa) in Gayo Lues

Regency

355

Table 1: Research Informants.

Informants Quantity

Pen

ulu 10

eople

Uran

tue 10

eople

Communit

Leaders 10

eople

Administrative

Assistan

1 person

Head of Village

Development at the

Village Community

Empowerment Service

1 person

2.2 Data Collection and Data Analysis

The data used in this study are primary data obtained

from in-depth interviews conducted directly with

informants in March and April 2022 and some

documentation directly related to the management of

BUMDesa, such as the process of selecting

operational executives, and performance reports,

financial reports, management structures. Statutes

and bylaws. The data in this study were analyzed

using an interactive model (Eriksson & Kovalainen,

2008).

The data analysis process is carried out in 3 (three)

ways as follows:

1) Data reduction, reducing data means

summarizing, choosing the main things and focusing

on the important things, and discarding the

unnecessary and needed. This data reduction was

carried out by collecting data obtained from

interviews, observations, documentation, and Focus

Group Discussions. 2) Data presentation, Data

presentation is a collection of structured information

that provides possibilities and opportunities for the

conclusion. The presentation of this data is carried out

with the reasons and assumptions of the data obtained

during the process, qualitative research is usually in

the form of a narrative, so it requires simplification

without reducing its content while still maintaining its

meaning. 3) Conclusion drawing and verification

Conclusion is the final stage in the data analysis

process. At this stage, the researcher will express

conclusions from the data obtained. Conclusions can

be drawn by comparing the suitability of the

statement of the research subject with the meaning or

meaning contained in the basic concepts in a study.

3 LITERATURE REVIEW

In this research, recruitment begins with the process

of procuring vacancies prepared by the organizing

committee in this study, namely the Village Head as

an advisor and assisted by the Head of the Village

Consultative Body as a supervisor. Theories and

concepts that are closely related in this research

cannot be separated from recruitment, local wisdom

which includes related to sidik (qualification), tilik

(selection), and bidik (competence) as well as

participation theory.

3.1 Recruitment

From some literature that explains related to

recruitment, this research is closely related to

recruitment according to Rivai (Padmayoni et al.,

2019) which starts when a company needs workers

and opens job vacancies until it gets the desired

candidate or meets the qualifications according to the

position or position. existing vacancies. Recruitment

requires an effective selection process, this is done to

make employees equal so that the strength of the

human resources they have becomes more balanced

(Atikawati & Udjang, 2016). After the process of

recruiting someone, then recruitment must be based

on efforts to fill vacant positions or jobs within an

organization or company, for that there are two

sources of manpower, namely sources from outside

(external) the organization or from within (internal)

the organization. Potale et al., 2016) Bidik to ensure

that the labor needs of the organization are constantly

met in sufficient quantity and quality. This happens

both in government organizations and in

organizations outside the government or

private/companies. Siagian in (Rakhmawanto, 2016).

Some of the opinions above show the importance of

recruitment in recruiting the right person for a

position and understanding the purpose of the job he

is applying for.

3.2 Local Wisdom

Local wisdom is the perspective of a community in

finding solutions to problems faced by the community

itself. Etymologically as stated by (Njatrijani, 2018)

that local wisdom consists of two words, namely

wisdom (wisdom) and local (local). Other names for

local wisdom include local policy (local wisdom),

local knowledge (local knowledge), and local

intelligence (local genius). The explanation above

shows that each region has its way of behaving and

ICOSOP 2022 - International Conference on Social and Political Development 4

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adapting related to the conditions of the area itself, it

is different from the opinion (Suhartini, 2007) that

local wisdom is a manifestation of the

implementation of articulation and embodiment as

well as forms of traditional knowledge that are

understood by humans or communities who interact

with their natural surroundings so that local wisdom

is cultural knowledge possessed by humans. certain

community groups include models of sustainable

natural resource management including how to use

them wisely and responsibly. To answer the

formulation of the problem in this study and its

relation to the theory used, the recruitment model in

this study adopted the local term Gayo Lues, which in

the language of the Gayo Lues community is very

familiar with the terms Sidik, Tilik, and Bidik.

3.2.1 Sidik

In terms of the Gayo community, sidik is a word that

has the meaning of investigating, researching, and

finding out what and who, and for what something is

being "signed". In the Gayo-Indonesian Dictionary II,

(R. Thantawy et al., 1996) defines Sidik as pe.rik.sa v

perse; Tilik; engon; Sidik; Tilik. The term Sidik is

also often used in Gayo customs when someone is

looking for or selecting a prospective son-in-law and

looking for a prospective pengulu (village head). In

Gayo society, the term Sidik has been used to Tilik a

person's origin and identity. Starting from the name,

address, and occupation so that the validity of a

person's identity is found. In the Gayo language, it is

called “musidik sasat”, someone whose origins are

clear.

3.2.2 Tilik

In contrast to Sidik, the term tilik has a deeper

meaning than Sidik. This is because the inspection is

an advanced stage of the Sidik process. The

Dictionary of the Gayo-Indonesian Language

Dictionary II, (R. Thantawy et al., 1996) defines tilik

as observing or investigating and looking for vision.

Likewise, in the General Gayo-Indonesian Dictionary

written by Bahry (2009), tilik contains the meaning of

the careful vision, especially the inner vision of one's

personality. So the term tilik is more specifically used

and carried out by representatives of traditional

leaders for organizing (telangke) both in terms of

finding out related to the specifications of the

assessment of someone who will be the head of a local

organization or this term is often used to convince an

applicant to determine a prospective son-in-law in the

community.

In the understanding of this research, the term tilik

is a more detailed selection of the recruitment

process. In the recruitment stage, inspection or

selection has a fairly broad meaning. Then (Garaika

& Margahana, 2019) suggested that selection is a

process to select applicants to become employees and

place them in positions needed by the organization. In

other words, Selection is a process of matching the

needs and requirements of the organization to the

skills and qualifications of job applicants. This

selection process must adhere to the principle of

'Right People in the Right Jobs', namely placing the

right people in the right jobs, in addition to

Simamora's opinion (Suryani & Sulaeman, 2021) that

selection is the process of selecting from a group of

applicants, or people who best meet the selection

criteria for the available positions based on the

current conditions carried out by the company.

The two definitions of selection provide an

understanding that selection is an effort to determine

the right applicants for an organization. Furthermore,

Selection is the stage of selecting and accepting

applicants who have qualifications and abilities that

match the needs of the organization, while applicants

who do not have the appropriate qualifications or do

not match the specified requirements will be rejected

(Garaika & Margahana, 2019).

3.2.3 Bidik

Bidik in the Gayo Language General Dictionary,

Bahry (2009) defines Bidik as agile, cunning, or agile.

The use of the term bidik in Gayo Lues culture is also

used when it is a matter that is very clear that

something chosen has advantages and advantages,

speed and accuracy. Similar to what was stated by

Tantawy (1996) Bidik has the meaning of speed and

speed and increasing. Associated with determining

prospective applicants in a company or organization,

Bidiking can be relied on in terms of competence.

When someone in the Gayo culture is appointed to be

a leader, that person must Bidik, meaning that he must

have quality or competence. Competence is the

ability to carry out a task/job based on knowledge,

skills, and attitudes in the field of work (Putra, 2017).

Hutapea in Sari (et al., 2021) also explains that

competence is the capacity that exists in someone

who usually makes that person able to fulfill what is

required by work in an organization so that he can

achieve the expected results.

Then, competence itself is defined as the basic

characteristics of a person that allows them to

perform superior performance in their work.

Competence is also a deep and inherent part of a

Sidik, Tilik, and Bidik Model in the Recruitment of Operational Executives at Village-Owned Enterprises (BUMDesa) in Gayo Lues

Regency

357

person's personality with predictable behavior in

various situations and work tasks (Pattisiana et al.,

2016). Another opinion related to competence

(Kartika & Sugiarto, 2016) states that competence is

defined as the identifiable characteristics of a person

who does his job effectively. These characteristics

can include motives, traits, skills, self-image, social

roles, and knowledge possessed. Coupled with the

expression of Pattisiana et al (2016) that competence

is related to abilities and knowledge, among others,

communication, group cooperation, leadership, and

analytical decision making.

From this opinion, it can be interpreted that

competence is an individual ability that is inherent in

a person with superior characteristics hidden in him

that can be applied in the work he does.

Understanding the competencies, standards, and

explanations of competencies used in recruiting

candidates for operational executives also need to be

detailed in this study. What kind of competencies will

be needed to become a BUMDesa operational

executive. So that the required competencies can

become a professional requirement in recruitment. As

competence can be explained as the main component

of professional standards in addition to the code of

ethics as a regulation of professional behavior set out

in certain procedures and supervisory systems (Jahidi,

2014).

3.3 Participation Theory

The concept of participation was originally a desire

from community groups to move forward in a small

scope, the concept of community participation in

development has been introduced by the government

in the early 1980s through the term community

empowerment. The purpose of community

participation is how the community can carry out

sustainable development and maintain the

environment so that it is maintained and produces

results. At the beginning of the introduction of this

form of participation, the government established

several institutions at the village level such as Family

Welfare Empowerment (PKK) which is engaged in

the development of family resilience, then the Village

Community Resilience Institution (LKMD) which is

engaged in development by accommodating and

realizing the aspirations of the local community and

Karang Taruna as a forum to encourage local

communities to participate and uphold the spirit of

gotong royong.

Likewise with BUMDesa which is a form of

community participation in the stage of proposing a

business unit to be developed, through village

meetings, the community will provide open views to

the operational executives of what activities and

programs are by their needs for economic

improvement and rural development. As stated by

(Latif et al., 2019) that the community is seen as the

most important element in the development process,

moreover it is necessary to realize that the

acceleration of development must start from the

bottom-up, namely to move the community to play an

active role in advancing development.

Then further Conyers (Wirawan et al., 2015)

suggests that there are three (3) main reasons why

community participation in planning has a very

important nature: 1. The community is a tool to obtain

information about the local community's conditions,

needs, and attitudes. 2. The community will trust the

development activity program more if they are

involved in its preparation and planning because they

will know more about the ins and outs of the activity

program and will have a sense of belonging to the

activity program. 3. encourage public participation

because it will be assumed that it is a democratic right

if the community is involved in development. The

purpose of establishing BUMDesa as a Business

Entity is not to always rely on profit alone but on how

aspirations can be accommodated, as (Badaruddin et

al., 2021) states that the position of BUMDesa in its

activities is not only oriented to financial gain but also

oriented to support for improving welfare services in

rural communities.

4 DISCUSSIONS

Seeing from the various problems with the internal

conditions of BUMDesa in Gayo Lues Regency,

which began with the recruitment process, it has not

shown that the performance of operational executives

is still weak, so this discussion can be categorized into

3 (three) things, namely, first, how the recruitment

process for operational executives has been

implemented so far in Gayo Lues Regency. Second,

how is the recruitment model needed to recruit

operational executives in BUMDesa? Third, how to

apply the model in BUMDesa in Gayo Lues Regency.

The three formulations become a reference for

researchers to parse them into the discussion in this

study.

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4.1 the Current Recruitment Process

for Operational Executors in Gayo

Lues Regency

The customs and culture of the Gayo Lues

community began to experience significant changes,

along with the rapid development of digital

information and the growing influence of

acculturation, as Adib (Rais et al., 2018) in conveying

that the more advanced the culture, the more

developed the technology because technology is the

development of a rapidly advancing culture.

A popular term in Gayo Lues culture is known as

"Salah Betegah-Benar Bepapah" which means

reminding each other of every problem and

strengthening each other in any condition. The decree

began to be eroded so that cultural customs no longer

had an important role carried out by the Head of

Mukim as a customary holder. Many factors cause the

cultural erosion of the Gayo Lues community, but in

this study, the role of adat which is part of local

wisdom in determining operational executives will be

studied more deeply. Every village community

activity in Gayo Lues Regency is a joint activity that

is jointly planned and accountable to the community.

Then another term in Gayo culture that describes

the cooperation and mutual assistance, namely,

"Sesuk Sara Ratib-Duk Sara Anguk". This means that

activities related to community activities are planned

by and for the benefit of the community. The terms in

the Gayo Lues culture above require people to always

help each other in goodness and there must be a sense

of cooperation between each other.

Based on the Regulation of the village minister for

Regional Development Disadvantaged and

Transmigration Number 2 of 2016 concerning the

Village Development Index village categories can be

grouped into 5 (five), namely: 1. Independent or Very

Advanced Village (Sembada Village) is an Advanced

Village that can carry out village development to

prosper and improve the quality of life of its people

with sustainable social, economic, and ecological

resilience. Independent Village is a Village that has a

Developing Village Index greater than 0.8155. 2.

Advanced Village (Pre-Sufficiency Village) is a

village that has the potential for social, economic, and

ecological resources and the ability to manage them

to improve the welfare of the village community and

the quality of human life, and reduce poverty.

Advanced Village is a Village that has a Developing

Village Index less than or equal to 0.8155 and greater

than 0.7072. 3. Developing Village (Desa Madya) is

a village that has social, economic, and ecological

resources but has not optimally managed them. A

developing Village is a village that has a Developing

Village Index less and equal to 0.7072 and greater

than 0.5989. 4. Disadvantaged Villages (Pre-Madya)

are villages that have not or are less than optimal in

managing the potential of their social, economic, and

ecological resources, to improve the welfare of rural

communities, quality of life for people, and

experience poverty in its various forms.

Disadvantaged Villages are Villages that have a

Developing Village Index less than and equal to

0.5989 and greater than 0.4907. 5. Very

Disadvantaged Village (Village Pratama) is a village

that experiences poverty in various forms and is also

vulnerable to social conflicts, economic shocks, and

various natural disasters. So that they are unable to

manage the potential of their economic, social, and

ecological resources. Disadvantaged Villages are

villages that have a Developing Village Index of less

than and less than 0.4907.

In several villages in Gayo Lues Regency, of the

136 villages that exist, the status of village grouping

consists of independent villages, developed villages,

developing villages, underdeveloped villages, and

very underdeveloped villages. Researchers chose

each of the village categories for as many as 2 (two)

villages, almost all of the existing villages did not

recruit BUMDesa operational executives.

This condition can be seen in several BUMDesa

that have been running, where village heads

(pengulu) cannot show recruitment documents when

selecting and inaugurating BUMDesa operational

executives. This means that it is almost certain that all

BUMDesa operational executives in Gayo Lues

Regency are directly appointed and inaugurated by

the village head (pengulu) who acts as an advisor and

organizer of recruitment for BUMDesa operational

executives.

4.2 Gayo Lues Village BUMDesa

Operational Recruitment Model

Some of the problems as described previously, one of

which is that the existing operational executives have

not gone through clear recruitment, so the researchers

tried to find a model that fits the conditions of the

community with the Gayo Lues local wisdom

approach, namely Sidik, Tilik, and Bidik. The model

can be described as follows:

Sidik, Tilik, and Bidik Model in the Recruitment of Operational Executives at Village-Owned Enterprises (BUMDesa) in Gayo Lues

Regency

359

Figure 1: The Sidik, Tilik, and Bidik Model in the

Recruitment of BUMDesa Operational Executive.

The above model is a recruitment model with the

local wisdom approach of the Gayo Lues community,

namely Sidik, Tilik, and Bidik. The model is

considered capable of explaining as a reference in

conducting recruitment for BUMDesa operational

executives without eliminating the meaning of

recruitment itself.

The model also involves the mukim government,

which has rarely been involved in village problems.

In essence, the mukim government is an organization

that must take care of culture and customs. During the

Government of the Kingdom of Aceh, it was known

that there were four (4) government units under the

Sultan, namely, Panglima Sagoe, Ulhee Balang,

Imeum Mukim, and Keuchik. Imeum Mukim is the

Mukim Leader. Mukim is a territorial area that is a

combination of several Gampong which is a legal

community unit that has certain territorial boundaries

and the leader is called Keuchik. Keuchik is the

lowest government in the government system of the

Kingdom of Aceh (Syahbandir, 2014). Then Manalu

also explained (Azmi et al., 2019) that the position of

the mukim government which is under the sub-district

and above the village government is a unique

government structure that is recognized by the state

and only applies in Aceh. In addition to Mukim, the

Village Head (Pengulu) and the Village Consultative

Body (Urangtue) are part of the organizing committee

for recruitment procurement for BUMDesa

Operational Executors. Elements of the BUMDesa

Operational Executive consist of the Director,

Secretary, and Treasurer. It is a vacancy opened in the

recruitment process. The organizing committee must

be able to prepare a detailed recruitment schedule

starting from stage 1. Imprint (qualification), at this

stage candidates, are required to register by filling out

an application form consisting of name, age,

education, and gender.

This data is general data that anyone of the

potential candidates can write down. Then in the next

format, the candidates will write down their work

experience, skills, achievements, motivations and the

position to be applied for (candidates can choose one

of the vacant positions, namely as director, secretary,

or treasurer of BUMDesa). Filling in this format is

more specific than the initial format because not all

candidates have work experience, achievements, and

expertise by what is expected by BUMDesa. 2. Tilik

(Selection), at this stage the candidates who have

registered and filled out formats 1 and 2 at the time of

qualification, will take part in several selection

activities, whereas at this stage there will be

candidates who will stay until the end and some will

fall in every stage.

The stages in this selection process include a

health test and a test for reading the Qur'an. The

Qur'an reading test is required for operational

implementation candidates, this is because Aceh has

a unique Qanun (regional regulation), and every

leader in community organizations is required to be

able to read the Qur'an well. This is as explained by

JKMA in Nana (2021) that Qanun Al Asyi contains

written regulations for the King, Sultan, and also for

officials within the kingdom of Aceh Darussalam

which are regulated there are the requirements to

become Qozi, or Ule Balang, or Panglima, or Keuchik

or Mukim, it is the leader in society.

Then up to the Bidik (Competency) stage, the

candidates who are declared to have passed the Tilik

(Selection) stage will then be seen for their abilities

in terms of expertise and skills in the BUMDesa field,

until they are finally declared passed and inaugurated

by the Village Head (Pengulu) as the BUMDesa

Operational Executive. consisting of the Director,

Secretary, and Treasurer of the BUMDesa.

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4.3 The Application of the Sidik, Tilik,

and Bidik Model in the

Recruitment of Operational

Executives for Gayo Lues

BUMDesa

The application of the Sidik, Tilik, and Bidik model

can be carried out if there is a strong commitment to

local government agencies and village governments

to carry it. The benefits of implementing this model,

apart from obtaining reliable operational executives,

the local wisdom of the Gayo Lues community in the

application of Sidik, Tilik, and Bidik which has begun

to be abandoned will again be known in the

community, especially for the younger generation of

Gayo Lues.

Several ways to apply the recruitment model that

can be done in Gayo Lues Regency are as follows:

1. Drafting the Gayo Lues Regent's Regulation

regarding the application of the Sidik, Tilik, and

Bidik model in the recruitment of BUMDesa

Operational Executives. Through the Department of

Community and Village Empowerment, the Assistant

for Administration, the Legal Division, and the

Governance Section drafted the Regent's Regulation

regarding the recruitment.

2. After the draft of the Regent's regulation

regarding the Sidik, Tilik, and Bidik Model in the

recruitment of BUMDesa Operational Executives

was drawn up, the draft was then discussed with the

Regent and Deputy Regent Gayo Lues followed by

the camat (Head of sub-districts) (11 sub-districts),

representatives of the Mukim Government and the

Chair of the Alliance of Village Heads. At this stage,

the regent's draft regulation is still receiving

improvements to complement the existing

deficiencies.

3. The issuance of the Gayo Lues Regent's

Regulation related to the Sidik, Tilik, and Bidik

Model in the Recruitment of BUMDesa Operational

Executives in the Gayo Lues Regency.

4. The next stage is the socialization of the Gayo

Lues Regent's Regulation related to the Sidik, Tilik,

and Bidik Model in the Recruitment of BUMDesa

Operational Executives in Gayo Lues Regency to all

Village Heads (Pengulu) and the Village Consultative

Body (Urangtue) in Gayo Lues Regency.

5. Through the Village Community

Empowerment Service, Gayo Lues Regency will

participate and be involved in overseeing these

activities.

The application of the Sidik, Tilik and Bidik

model in the Recruitment of BUMDesa Operational

Executives can be described as follows:

Figure 2: Application of the Sidik, Tilik, and Bidik Model.

5 CONCLUSIONS

The Sidik, Tilik, and Bidik Model in the Recruitment

of BUMDesa Operational Executives in Gayo Lues

Regency can accommodate two problems that have

been faced by BUMDesa so far. First, there are

economic problems that have not been managed

properly through the business units run by the

BUMDesa, caused by the BUMDesa operational

executives who are not professional and experts in

their fields. Second, this model will restore the culture

of the people who have the local wisdom of Sidik,

Tilik, and Bidik which is starting to be abandoned.

With the application of this model, local wisdom and

the introduction of indigenous Gayo culture are

starting to be felt again in the community, especially

by the younger generation.

The Sidik, Tilik, and Bidik model is also part of

the effort to realize the national program, namely

creating superior and professional Human Resources

in running good governance at the local level, in this

case, the village.

What is very important in this study is that equity

participation in BUMDesa through the State Revenue

and Expenditure Budget (APBN) can be effective and

benefits for poverty alleviation in villages can be

overcome.

ACKNOWLEDGEMENTS

The author would like to thank the Department of

Development Studies, the University of Sumatera

Utara, which has provided the opportunity for the

author to work through this paper.

Sidik, Tilik, and Bidik Model in the Recruitment of Operational Executives at Village-Owned Enterprises (BUMDesa) in Gayo Lues

Regency

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