<![CDATA[Civil service management in Indonesian local government often faces challenges related to administrative fragmentation and an urgent need for professionalization. This study examines the implementation of merit-based civil service talent management in Sidoarjo Regency, an area facing rapid demographic changes and demanding public service requirements, using a Whole-of-Government (WoG) lens. The purpose of this study is to analyze and describe how the five core characteristics of Peter Shergold’s (2004) WoG approach such as collaboration, regional need, flexibility, accountability, and joint leadership are operationalized within the regency's meritocratic talent management framework. Employing a qualitative descriptive method with a case study approach, data were gathered through observations, documentation, and in-depth interviews with some of related informants. The results reveal that while Sidoarjo successfully adapts national policy to address specific regional needs, maintains high accountability through digitized talent mapping systems like SIMATA, and maintains high flexibility in emergency talent deployment, barriers remain. Effective cross-agency collaboration is still hampered by digital literacy gaps among employees, and joint leadership remains overly centralized under the BKD rather than being shared collectively across units. In conclusion, the adoption of meritocratic talent management in Sidoarjo reflects an integrated WoG approach but has not fully realized structural alignment across all dimensions. The practical implication of this research highlights that local governments must prioritize bridging the digital capability gap among personnel and institutionalize a structured, collective leadership framework to eliminate persisting bureaucratic silos and sustain merit-based civil service reform.]]>
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