<![CDATA[Perguruan tinggi sebagai organisasi publik membutuhkan sistem pengembangan karier yang terencana, khususnya bagi tenaga kependidikan yang berperan dalam menunjang tridharma perguruan tinggi. Namun demikian, pengelolaan karier tenaga kependidikan non-PNS masih menghadapi berbagai tantangan terkait sistem pengembangan karier dan kesempatan promosi jabatan. Penelitian ini bertujuan untuk menganalisis pelaksanaan pengembangan karier tenaga kependidikan Pranata Laboratorium Pendidikan (PLP) di Universitas Padjadjaran dengan menggunakan metode kualitatif deskriptif. Data dikumpulkan melalui wawancara mendalam, observasi, dan studi dokumentasi. Hasil penelitian menunjukkan bahwa pengembangan karier PLP telah dilaksanakan melalui perencanaan karier dan manajemen karier, namun belum berjalan secara optimal. Kendala yang dihadapi meliputi keterbatasan formasi jabatan, belum jelasnya regulasi bagi PLP non-PNS, serta pelatihan yang belum berbasis analisis kebutuhan. Kondisi ini berdampak pada penumpukan tenaga kependidikan pada jenjang tertentu dan berpotensi menimbulkan stagnasi karier. Penelitian ini menyimpulkan perlunya penguatan perencanaan karier, penataan regulasi, serta pengembangan pelatihan berbasis kebutuhan agar pengembangan karier PLP dapat berjalan selaras dengan kebutuhan organisasi dan individu. Higher education institutions as public organizations require well-structured career development systems, particularly for educational personnel who play a strategic role in supporting the tridharma of higher education. However, career management for non-civil servant educational personnel still faces various challenges, especially in terms of career development systems and promotion opportunities. This study aims to analyze the implementation of career development for Educational Laboratory Administrators (Pranata Laboratorium Pendidikan/PLP) at Universitas Padjadjaran using a qualitative descriptive approach. Data were collected through in-depth interviews, observation, and document analysis. The results show that career development for PLP has been implemented through career planning and career management; however, it has not yet been fully optimized. The main challenges include limited position formations, the absence of clear regulations for non-civil servant PLP, and training programs that are not yet based on needs analysis. These conditions have led to the concentration of personnel at certain career levels and the potential for career stagnation. This study concludes that strengthening career planning, improving regulatory frameworks, and developing needs-based training systems are necessary to ensure that career development for PLP aligns with both organizational and individual needs.]]>
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