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"Sumber daya manusia (SDM) merupakan aset paling penting yang harus dimiliki oleh rumah sakit, karena Pertama, produk yang ditawarkan di rumah sakit adalah jasa, yang sangat padat karya, sehingga peranan tenaga sangat besar, Kedua, tenaga adalah salah satu yang pengadaannya tidak bisa seketika dan membutuhkan waktu, sehingga perencanaan tenaga harus dilakukan dengan baik. Berdasarkan hasil studi pendahuluan di dapatkan bahwa Departemen SDM RS Haji Jakarta belum pernah melakukan perencanaan tenaga dengan menghitung beban kerja nyata dan belum pernah menggunakan metode WISN sebagai alat perhitungan ketenagaan, serta didapatkan juga bahwa petugas sub bagian rekam medik merangkap beberapa job description, sehingga hal ini menjadi perhatian bagi rumah sakit untuk dilakukan penelitian lebih dalam mengenai analisis kebutuhan tenaga di Sub Bagian Rekam Medik RS Haji Jakarta.Penelitian merupakan penelitian deskriptif dengan analisa data kuantitatif dan kualitatif. Data primer didapat dari pengamatan dengan menggunakan metode work sampling dengan interval pengamatan setiap waktu 5 menit selama tujuh hari kerja (kuantitatif) dan menggunakan wawancara terstruktur untuk mengcrosscheck hasil penelitian terkait penggunaan waktu setiap pola kegiatan staff dan hasil perhitungan jumlah kebutuhan tenaga dengan metode Workload Indicator Staff Need (WISN) kepada pihak terkait yaitu SDM dan Sub Bagian Rekam Medik (kualitatif). Sedangkan, data sekunder didapat dari telaah dokumen terkait uraian tugas setiap kategori SDM, standard operating procedure (SOP), data absensi (cuti, sakit dan ketidakhadiran) dan data pendidikan dan pelatihan untuk mengetahui waktu kerja tersedia.Berdasarkan hasil penelitian diperoleh bahwa rata-rata penggunaan waktu setiap pola kegiatan staff untuk lima kategori SDM adalah sebesar 50,39% untuk kegiatan produktif langsung, sebesar 12,46% untuk kegiatan produktif tidak langsung, sebesar 18,83% untuk kegiatan non produktif dan sebesar 18,33% untuk kegiatan pribadi. Berdasarkan hasil perhitungan WISN didapatkan jumlah kebutuhan staff pelaksana sub bagian rekam medik RS Haji Jakarta sebanyak 17 orang, staff pelaksana yang ada saat ini sebesar 23 orang, terjadi kelebihan tenaga sebanyak 6 orang tenaga, dengan rasio WISN sebesar 1,35. Perlu diupayakan lebih lanjut mengenai pemindahan dan penempatan kelebihan tenaga pelaksana tersebut sehingga produktifitas staf pelaksana menjadi lebih meningkat.

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Human resources (HR) is the most important asset that must be owned by a hospital, because first, the products offered in the hospital's services, which is very labor intensive, so the role of power is very great, the second was the one that manpower supply can not be instantaneous and requires time, so the planning effort should be done well. Based on the preliminary results of a study on Human Resources that the Department get RS Hajj Jakarta had never done the planning effort by calculating the real workload and have never used a method of calculation of the workforce as a means of WISN, and found that the officer also sub sections and interim medical record number of job description, so it is a concern to hospitals to do more research about energy needs analysis in Medical Record Subsection RS Hajj Jakarta.

The research is descriptive research with quantitative and qualitative data analysis. The primary Data were obtained from observations by using the sampling method of work with the interval of observation every 5 minutes for seven working days (quantitative) and using structured interview for mengcrosscheck research results related to the use of time each staff and activity patterns of results calculation the amount of manpower needs with Staff Workload Indicator methods Need (WISN) to relevant parties i.e. HR and Sub Part Medical Record (qualitative). Whereas, secondary data obtained from a review of documents related to the task descriptions for each category of SDM, standard operating procedure (SOP), data on absences (sick leave, and absenteeism) and education and training data to know the working time available.

Based on the research results obtained that the average usage time per activity patterns of staff to five categories of SDM was of 50,39% for productive activities directly, for productive activities to 12,46% indirectly, of non activity% 18,83 productive and 18,33% amounting to personal activities. Based on the results of the calculation of the number of staff needs mobilising WISN executing sub part medical record RS Hajj Jakarta, as many as 17 people, managing staff that exists today of 23 people, there is an excess of power by as much as 6 people power, with the ratio of 1.35 WISN. Needs to be more about moving and placement of executive power the excess so that the implementing staff become more productivity increases."

"Perpustakaan umum sebagai lembaga publik memiliki peran aktif terhadap lingkungan sekitarnya. Pelayanan yang diberikan harus bisa memenuhi kebutuhan masyarakat dan untuk itu diperlukan manajemen sumber daya manusia yang baik. Penelitian ini akan membahas bagaimana penerapan fungsi manajemen sumber daya manusia di Dinas Perpustakaan dan Kearsipan Provinsi Banten. Metode yang digunakan dalam penelitian ini adalah metode studi kasus dengan pendekatan kualitatif. Pengambilan data dilakukan selama empat bulan mulai dari bulan Maret hingga Juni 2023. Analisis data wawancara, observasi serta pembacaan referensi terkait topik fungsi manajemen menghasilkan temuan bahwa Dinas Perpustakaan dan Kearsipan Provinsi Banten telah menerapkan fungsi manajemen sumber daya manusia dengan baik mulai dari fungsi perencanaan melalui proses perekrutan pegawai, fungsi pengorganisasian terkait adanya struktur organisasi dan pembuatan SOP kerja, fungsi penggerakandengan pengarahan pemimpin, rapat rutin dan pemberian motivasi kerja, dan juga fungsi pengawasan dengan penerapan kedisiplinan serta penilaian kinerja pegawai. Kesimpulan dari penelitian ini adalah fungsi manajemen DPK Provinsi Banten dilaksanakan secara kompleks sebagai bentuk kepatuhan terhadap peraturan pemerintah setempat. Secara keseluruhan, DPK Provinsi Banten menunjukkan usaha yang maksimal dalam mendayagunakan sumber daya manusia untuk menghasilkan kinerja yang berkualitas. Dengan demikian, perpustakaan dapat memberikan pelayanan terbaik kepada pemustaka.

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Public libraries as public institutions have an active role in the community. The services must be able to meet the needs of the community, so good human resource management is needed. This research will discuss how the implementation of the functions of human resource management in the Dinas Perpustakaan dan Kearsipan Provinsi Banten. The method used in this research is a case study method with a qualitative approach. Data was collected for four months, from March to June 2023. Analysis of observation resulted that the DPK Provinsi Banten had implemented the function of human resource management properly through the planning functios through the employee recruitment process employees, organizing functions related to the organizational structure and making work SOPs, actuating functions by directing leaders and providing work motivation, as well as controlling functions by applying discipline and employee performance appraisal. The functions of human resources management of the DPK Provinsi Banten is carried out as a form of compliance with local government regulations. With this, the Dinas Perpustakaan dan Kearsipan Provinsi Banten proves that it has maximally utilize existing human resources to produce quality performance to provide the best service to users."

"Untuk mencegah terjadinya kekosongan (stock out) dan kelebihan (overs stock) di gudang penyimpanan logistik non medik serta kebutuhan yang sesuai dengan keinginan satuan kerja maka perlu memperhatikan perencanaan logistik non medik.Skripsi ini membahas tentang perencanaan logistik non medik yang selama ini dilakukan oleh Sub Bagian Rumah Tangga dengan menggunakan pendekatan sistem. Penelitian ini adalah penelitian kualitatif deskripstif dengan metode wawancara mendalam, observasi dan telaah dokumen serta menggunakan jumlah sampel 17 item.Hasil penelitian menunjukkan bahwa sumber daya manusia yang berkaitan dengan perencanaan logistik non medik sudah mencukupi. Sarana dan prasarana yang ada sudah cukup menunjang pelaksanaan perencanaan logistik non medik. Terdapat prosedur tetap yang dijadikan sebagai pedoman dalam melakukan kegiatan. Dalam membuat peramalan, safety stock dan reorder point dalam perencanaan tidak menggunakan metode perhitungan.Saran dari peneliti adalah memberikan pelatihan kepada semua staf perencanaan logistik non medik khususnya, meningkatkan dan perbaikan secara berkala sarana dan prasarana, penyempurnaan sistem pencatatan dan pelaporan, melakukan koordinasi secara optimal dengan seluruh satuan kerja tentang kebutuhan dan menggunakan metode perhitungan peramalan, safety stock dan reorder point.

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To prevent the occurrence of vacancies (stock out) and excess (overs stock) innon-medical warehouse logistics and supplies in accordance with the wishes of the working force is necessary to consider non-medical logistics planning.

This thesis discusses non-medical logistics planning has been done by the Sub-Division of Household using a systems approach. The study was a qualitative research method deskripstif with in-depth interviews, observation and document review as well as the number of samples using 17 items.

The results showed that the human resources related to non-medical logistics planning is adequate. Facilities and infrastructure are sufficient to support the implementation of non medical logistics planning. There are still procedures that serve as guidelines in conducting the activities. In making forecasts, safety stock and reorder point in planning not to use the method of calculation.

Advice of researchers is to provide training to all non-medical staff in particular logistics planning, improving and periodically repair of infrastructure, improvement of recording and reporting system, optimally coordinated with the entire unit of demand forecasting and calculation methods, safety stock and reorder point."

"Analisis kebutuhan tenaga bermanfaat bagi rumah sakit untuk mendapatkan jumlah sumber daya manusia sesuai dengan kebutuhan sehingga akan meningkatkan daya saing rumah sakit di era globalisasi. Penelitian ini bersifat deskriptif dengan studi data kuantitatif. Pengumpulan data dilakukan dengan work sampling kemudian data yang didapat dianalisis dengan menggunakan metode perhitungan Workload Indicator Staff Need (WISN). Berdasarkan hasil penelitian didapatkan penggunaan waktu produktif di bagian HRD mencapai 77.08%. Berdasarkan perhitungan dengan metode WISN, jumlah personil yang dibutuhkan adalah enam orang sehingga disimpulkan saat ini bagian HRD membutuhkan tambahan satu orang personil.

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Personnel need analysis is profitable for hospital to procure amount of human resource appropriate with hospital?s need, so it will increase its competitive capacity in globalization era. This research characteristic is descriptive with data study quantitative. The data was collecting used work sampling form, afterward the data was analyzed with Workload Indicator Staff Need (WISN) calculation method. Based on research result, productive time utilization at Human Resource Department (HRD) reaches out for 77.08%. Based on WISN calculation method, the number of personnel that needed is six people. So with the result that concludes, this time Human Resource Department (HRD) requires one more personnel."

"Rumah Sakit X memilih strategi organisasi yang berfokus pada pelanggan sebagai keunggulan daya saing terhadap rumah sakit lainnya. Fokus pada pelanggan dijabarkan melalui konsep branded customer service, yang intinya adalah menjadikan pelayanan kepada pelanggan sebagai brand Rumah Sakit X, rnclalui pelayanan kepada pelanggan yang melebihi harapan pelanggan. Stralegi yang dipilih f£I'S8blIl belum selaras dengan strategi di bidang SDM dan manajemen SDM yang diterapkan oleh Rumah Sakit X sehingga belum mendorong para karyawan untuk berperilaku sesuai dengan brand tersebui, akibatnya para pelanggan belum mengalami brand Rumah Sakit X dalam proses pelayanan kcsehatan yang mereka terima. Untuk itu perlu dilakukan peninjauan ulang dan perancangan manajemen SDM di Rumah Sakit X, agar dapat selaras dengan brand yang ditampilkan kepada pelanggan. Dalam rnerancang ulang manajernen SDM, beberapa hal yang diperhatikan adalah: level intervensi yang akan dilakulcan (level strategis atau level implementasi), pathway penerapan branded customer service yang dikemukakan oleh Barlow dan Stewart (2006), serta harus memperhatikan faktor-faktor yang berpengaruh pada pembentukan perilaku dalam organisasi yang diungkapkan melalui model MARS dari McShane dan Von Glinow (2005).

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Hospital X has chosen the customer focused organization strategy in order to compete with other hospitals. This strategy is applied through branded customer service, where customer service is the brand of the hospital, and implemented through giving a service that exceeds the customer's needs. The chosen strategy does not align with the HR strategy and HR management at Hospital X. Therefore, the employees behaviors do not reflect the brand in real service situation. The customer has not experience the brand yet.

It is necessary to evaluate and re-design the HR management at Hospital X and aligning it with the brand, as the reflection of customer focused organization strategy. In redesigning the HR management, some concepts are being considered: the level of intervention (strategic level and implementation level), the pathway of branded customer service (Barlow and Stewart, 2005), and McShane and Von Glinow's MARS model (2005) to explain the factors that influence individual behavior in organization."

"Implementasi Kebijakan Assessment Center dalam tubuh organisasi Polri di tingkat Polda khususnya, dianggap bermasalah dalam hal pelaksanaan operasional MSDM dalam organisasi Polri itu sendiri. Di satu sisi, dalam hal peningkatan karir personel, Assessment Center dijadikan salah satu alat untuk dapat mengungkap kompetensi sebenarnya dari anggota personel Polri dimana Assessment Center ini dapat menjembatani kesesuaian antara kompetensi yang dimiliki oleh kandidat yang akan menduduki jabatan tertentu dengan kebutuhan yang diharapkan. Akan tetapi di sisi lain, implementasi kebijakan Assessment Center tersebut menemui kendala-kendala seperti kurang pahamnya anggota personel pada Assessment Center itu sendiri dalam proses komunikasi dan sosialisasi dan anggaran yang terbatas untuk pelaksanaan kebijakan tersebut. Kebijakan Assessment Center ini didukung oleh Peraturan Kapolri yaitu Perkap No.5 Tahun 2016. Kendala implementasi Kebijakan Assessment Center ini terjadi pada Polda Metro Jaya, khususnya Polres Metro Jakarta Barat. Dari 8 Kapolsek di wilayah Polres Metro Jakarta Barat, hanya terdapat 1 orang Kapolsek yang melakukan prosedur proses Assessment Center sementara sisanya 7 Kapolsek belum mengikuti prosedur proses Assessment center. Alhasil, keberadaan kebijakan Assessment Center hanyalah menjadi sebuah formalitas belaka. Penelitian ini menelusuri alasan mengapa implementasi Kebijakan Assessment Center hanya menjadi sebuah formalitas yang disebabkan oleh beberapa faktor penentu berhasilnya sebuah implementasi kebijakan seperti kurang baiknya proses komunikasi diantara personel dan anggaran yang tidak memadai. Penelitian ini mengadopsi metode kualitatif untuk melacak mengapa faktor tersebut menjadi penghalang keberhasilan implementasi Kebijakan Assessment Center. Temuan penelitian ini adalah benar bahwa implementasi Kebijakan Assessment Center belum optimal dan hanya menjadi sebuah formalitas belaka karena faktor-faktor yang mempengaruhi tersebut diatas. Sebagai kesimpulan dapat dinyatakan bahwa implementasi Kebijakan Assessment Center untuk pembinaan karir personel polri perlu dikaji lebih mendalam, khususnya di Polda Metro Jaya dalam unit Polres Metro Jakarta Barat untuk bisa diakui sebagai alat untuk mengungkap kompetensi yang sebenarnya anggota personel polri.

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The implementation of Assessment Center Policy in the National Police organization body is considered to be a troublesome-side-issue to the operation of human resources management within the National Police organization. To some extent, in terms of upgrading the personnel career, Assessment Center is one of the important elements to discover the real competence of the police personnel to be promoted to the higher position where the higher position expects compatible competences. On the other hand, to some other extent, the implementation of the policy encounters with several handicaps such as the lack of knowledge amongst the personnel and the budgets. This policy is backed up by the Police Head regulation (Perkap) no 5, year 2016. This happens to the Jakarta local police office (Polda), particularly in the West Jakarta office (Polres). Out of 8 Police Sector Heads in the West Jakarta office, there is only one Police Sector Head personnel who commits the process of Assessment Center whereas the rest do not. As a result, the existence of the Assessment Center is just a formality. This research is to trace the extent to which the reasons why Assessment Center in the West Jakarta Police office becomes only a formality due to several determining factors such as bad communication amongst the personnel and the budgets needed. The research adopts qualitative methods to track the determining factors of why this happens. The research finds that it is true that the implementation of Asssessment Center is not optimal yet and becomes a formality because of the aforementioned determining factors. In sum, it can be concluded that the implementation of Asssesment Center needs a further investigation in the Jakarta local police office (Polda Metro Jaya) of West Jakarta region to be admitted as a tool to discover the real competence of the police personnel."

"Penelitian ini bertujuan untuk melihat dan membahas bagaimana career commitment dari digital gig workers dipengaruhi oleh Job Crafting dan Meaningful Work serta peran mediasi meaningful work pada pengaruh job crafting terhadap career commitment pada digital gig workers di Indonesia. Model yang penulis gunakan diadaptasi berdasarkan tiga jurnal acuan yang dibuat oleh Wong, Kost, & Fieseler (2021), Mousa & Chaouali, (2022), dan Lin, Au, Leung, & Peng (2020). Penulis mengkombinasikan ketiga jurnal ini untuk membuat model penelitian yang baru. Penelitian ini menggunakan analisis SEM dengan bantuan perangkat lunak Lisrel 8.80 dan SPSS Statistics 23. Peneliti menyebarkan kuesioner pada grup telegram dan facebook untuk pengumpulan data dari digital gig workers di seluruh Indonesia. Sebanyak 237 responden diperoleh sebagai sampel pada penelitian ini. Penelitian ini menemukan bahwa terdapat pengaruh positif dari job crafting terhadap meaningful work dan career commitment. Selain itu, terdapat juga peran mediasi parsial dari meaningful work pada pengaruh positif job crafting terhadap career commitment. Penemuan dari penelitian ini dapat digunakan dan dijadikan referensi bagi pihak yang memiliki kepentingan, khususnya akademisi dan perusahaan untuk meningkatkan komitmen karier para digital gig workers dengan membantu proses job crafting dan pembentukan makna sehingga para digital gig workers dapat bertahan pada career path yang mereka pilih.

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This research aims to examine and discuss how career commitment of digital gig workers is influenced by Job Crafting and Meaningful Work, as well as the mediating role of meaningful work in the influence of job crafting on career commitment among digital gig workers in Indonesia. The model used by the author is adapted based on three reference journals by Wong, Kost, & Fieseler (2021), Mousa & Chaouali (2022), and Lin, Au, Leung, & Peng (2020) . The author combines these three journals to create a new research model. This study employs quantitative methods with SEM analysis using Lisrel 8.80 and SPSS Statistics 23 software. The researchers distributed questionnaires to Telegram and Facebook groups to collect data from digital gig workers across Indonesia. A total of 237 respondents were obtained as samples for this study. The research findings reveal that there is a positive influence of job crafting on meaningful work and career commitment. Additionally, there is a partial mediating role of meaningful work in the positive influence of job crafting on career commitment. The findings from this study can be utilized and serve as a reference for interested parties, particularly academics and companies, to enhance the career commitment of digital gig workers by assisting in the job crafting process and the formation of meaning, thus enabling digital gig workers to persist in the chosen career path."

"Pengembangan sumber daya manusia merupakan salah satu bagian dari manajemen sumber daya manusia yang harus dilaksanakan oleh organisasi. dalam organisasi publik, Pengembangan SDM dilakukan untuk meningkatkan knowledge, skill dan abilities PNS di maksud. Di dalam Peraturan Pemerintah Nomor 11 Tahun 2017 tentang Manajemen PNS yang menyatakan bahwa setiap PNS memiliki hak untuk memperoleh pengembangan kompetensi selama dua puluh jam pelajaran dalam satu tahun. Pengembangan kompetensi dilakukan untuk meningkatkan kompetensi setiap PNS melalui berbagai kegiatan, salah satunya dengan melaksanakan pendidikan dan pelatihan (Diklat). Diklat dapat dilaksanakan dengan berbagai metode baik secara klasikal maupun non-klasikal. Penelitian ini dilakukan dengan pendekatan kualitatif yang bersifat deskriptif dengan jenis penelitian terapan yang bertujuan untuk memberikan solusi terhadap strategi pengembangan SDM yang di lakukan oleh Kementerian Hukum dan Hak Asasi Manusia melalui Badan Pengembangan Sumber Daya Manusia Hukum dan HAM dan Balai Pendidikan dan Pelatihan Hukum dan HAM. Teknik pengumpulan data dalam penelitian ini dilakukan melalui wawancara terhadap informan internal dan eksternal yang berjumlah sebanyak sepuluh informan. Informan internal di antaranya Sekretaris Badan, Kepala Bidang Program di Pusat Pengembangan Diklat Teknis dan Kepemimpinan dan Pusat Pengembangan Diklat Fungsional dan HAM serta Kepala Pusat Penilaian Kompetensi. Sedangkan, informan eksternal BPSDM Hukum dan HAM di antaranya, Kepala Kantor Wilayah, Kepala Divisi Administrasi dan Kepala Bagian Pengembangan Karir di Biro Kepegawaian. BPSDM Hukum dan HAM dan Balai Diklat Hukum dan HAM memiliki tugas dan fungsi untuk melaksanakan pengembangan SDM terhadap seluruh PNS di lingkungan Kementerian Hukum dan Hak Asasi Manusia. BPSDM Hukum dan HAM dan Balai Diklat Hukum dan HAM saat ini menyelenggarakan pengembangan SDM dengan melaksanakan pendidikan dan pelatihan (Diklat) melalui daring dengan metode Pembelajaran Jarak Jauh (PJJ) dan e-learning. Diklat dilaksanakan sesuai dengan sasaran strategis BPSDM Hukum dan HAM yang berpedoman pada rencana strategis Kementerian Hukum dan HAM. Dalam pengembangan SDM yang dilakukan oleh BPSDM dan Balai Diklat Hukum dan HAM terdapat faktor penghambat, sehingga perlu adanya strategi pengembangan SDM yang sesuai dan dapat dilaksanakan oleh BPSDM Hukum dan HAM dan Balai Diklat Hukum dan HAM. BPSDM Hukum dan HAM telah mencanangkan Kementerian Hukum dan HAM Corporate University, yang diharapkan mampu menjawab permasalahan yang berkaitan dengan pengembangan SDM

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Human resource development is one part of human resource management that must be implemented by the organization. in public organizations, human resources development is carried out to improve the knowledge, skills and abilities of civil servants in the intent. In Government Regulation No. 11 of 2017 concerning Civil Servant Management which states that every civil servant has the right to obtain competency development for twenty hours of lessons in one year. Competency development is carried out to improve the competence of each civil servant through various activities, one of which is by carrying out education and training. Training can be carried out by various methods both classically and non-classically. This research was conducted with a qualitative approach that is descriptive with the type of applied research that aims to provide solutions to human resources development strategies conducted by the Ministry of Law and Human Rights through the Human Rights Human Resources Development Agency of Law and Human Rights and the Center for Education and Training of Law and Human Rights. Data collection techniques in this study were conducted through interviews with internal and external informants totaling ten informants. Internal informants include the Secretary of the Agency, The Head of Program Affairs at the Center for Technical and Leadership Training Development and the Center for The Development of Functional and Human Rights Training and the Head of the Competency Assessment Center. Meanwhile, external informants include, Head of Regional Office, Head of Administration Division and Head of Career Development Department at Staffing Bureau. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights have the task and function to carry out human resources development to all civil servants within the Ministry of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights are currently organizing human resources development by carrying out education and training through online by distance learning and e-learning methods. Training is carried out in accordance with the strategic objectives of the Human Resources Development Agency of Law and Human Rights which is guided by the strategic plan of the Ministry of Law and Human Rights. In the development of human resources conducted by the Human Resources Development Agency of Law and Human Rights and the Education and Training Center of Law and Human Rights there are inhibitory factors, so there needs to be an appropriate human resources development strategy that can be implemented by Human Resources Development Agency of Law and Human Rights and Education and Training Center of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights has launched the Ministry of Law and Human Rights Corporate University, which is expected to be able to answer problems related to human resources developmentHuman resource development is one part of human resource management that must be implemented by the organization. in public organizations, human resources development is carried out to improve the knowledge, skills and abilities of civil servants in the intent. In Government Regulation No. 11 of 2017 concerning Civil Servant Management which states that every civil servant has the right to obtain competency development for twenty hours of lessons in one year. Competency development is carried out to improve the competence of each civil servant through various activities, one of which is by carrying out education and training. Training can be carried out by various methods both classically and non-classically. This research was conducted with a qualitative approach that is descriptive with the type of applied research that aims to provide solutions to human resources development strategies conducted by the Ministry of Law and Human Rights through the Human Rights Human Resources Development Agency of Law and Human Rights and the Center for Education and Training of Law and Human Rights. Data collection techniques in this study were conducted through interviews with internal and external informants totaling ten informants. Internal informants include the Secretary of the Agency, The Head of Program Affairs at the Center for Technical and Leadership Training Development and the Center for The Development of Functional and Human Rights Training and the Head of the Competency Assessment Center. Meanwhile, external informants include, Head of Regional Office, Head of Administration Division and Head of Career Development Department at Staffing Bureau. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights have the task and function to carry out human resources development to all civil servants within the Ministry of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights are currently organizing human resources development by carrying out education and training through online by distance learning and e-learning methods. Training is carried out in accordance with the strategic objectives of the Human Resources Development Agency of Law and Human Rights which is guided by the strategic plan of the Ministry of Law and Human Rights. In the development of human resources conducted by the Human Resources Development Agency of Law and Human Rights and the Education and Training Center of Law and Human Rights there are inhibitory factors, so there needs to be an appropriate human resources development strategy that can be implemented by Human Resources Development Agency of Law and Human Rights and Education and Training Center of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights has launched the Ministry of Law and Human Rights Corporate University, which is expected to be able to answer problems related to human resources development.Human resource development is one part of human resource management that must be implemented by the organization. in public organizations, human resources development is carried out to improve the knowledge, skills and abilities of civil servants in the intent. In Government Regulation No. 11 of 2017 concerning Civil Servant Management which states that every civil servant has the right to obtain competency development for twenty hours of lessons in one year. Competency development is carried out to improve the competence of each civil servant through various activities, one of which is by carrying out education and training. Training can be carried out by various methods both classically and non-classically. This research was conducted with a qualitative approach that is descriptive with the type of applied research that aims to provide solutions to human resources development strategies conducted by the Ministry of Law and Human Rights through the Human Rights Human Resources Development Agency of Law and Human Rights and the Center for Education and Training of Law and Human Rights. Data collection techniques in this study were conducted through interviews with internal and external informants totaling ten informants. Internal informants include the Secretary of the Agency, The Head of Program Affairs at the Center for Technical and Leadership Training Development and the Center for The Development of Functional and Human Rights Training and the Head of the Competency Assessment Center. Meanwhile, external informants include, Head of Regional Office, Head of Administration Division and Head of Career Development Department at Staffing Bureau. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights have the task and function to carry out human resources development to all civil servants within the Ministry of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights are currently organizing human resources development by carrying out education and training through online by distance learning and e-learning methods. Training is carried out in accordance with the strategic objectives of the Human Resources Development Agency of Law and Human Rights which is guided by the strategic plan of the Ministry of Law and Human Rights. In the development of human resources conducted by the Human Resources Development Agency of Law and Human Rights and the Education and Training Center of Law and Human Rights there are inhibitory factors, so there needs to be an appropriate human resources development strategy that can be implemented by Human Resources Development Agency of Law and Human Rights and Education and Training Center of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights has launched the Ministry of Law and Human Rights Corporate University, which is expected to be able to answer problems related to human resources development.Human resource development is one part of human resource management that must be implemented by the organization. in public organizations, human resources development is carried out to improve the knowledge, skills and abilities of civil servants in the intent. In Government Regulation No. 11 of 2017 concerning Civil Servant Management which states that every civil servant has the right to obtain competency development for twenty hours of lessons in one year. Competency development is carried out to improve the competence of each civil servant through various activities, one of which is by carrying out education and training. Training can be carried out by various methods both classically and non-classically. This research was conducted with a qualitative approach that is descriptive with the type of applied research that aims to provide solutions to human resources development strategies conducted by the Ministry of Law and Human Rights through the Human Rights Human Resources Development Agency of Law and Human Rights and the Center for Education and Training of Law and Human Rights. Data collection techniques in this study were conducted through interviews with internal and external informants totaling ten informants. Internal informants include the Secretary of the Agency, The Head of Program Affairs at the Center for Technical and Leadership Training Development and the Center for The Development of Functional and Human Rights Training and the Head of the Competency Assessment Center. Meanwhile, external informants include, Head of Regional Office, Head of Administration Division and Head of Career Development Department at Staffing Bureau. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights have the task and function to carry out human resources development to all civil servants within the Ministry of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights are currently organizing human resources development by carrying out education and training through online by distance learning and e-learning methods. Training is carried out in accordance with the strategic objectives of the Human Resources Development Agency of Law and Human Rights which is guided by the strategic plan of the Ministry of Law and Human Rights. In the development of human resources conducted by the Human Resources Development Agency of Law and Human Rights and the Education and Training Center of Law and Human Rights there are inhibitory factors, so there needs to be an appropriate human resources development strategy that can be implemented by Human Resources Development Agency of Law and Human Rights and Education and Training Center of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights has launched the Ministry of Law and Human Rights Corporate University, which is expected to be able to answer problems related to human resources development.Human resource development is one part of human resource management that must be implemented by the organization. in public organizations, human resources development is carried out to improve the knowledge, skills and abilities of civil servants in the intent. In Government Regulation No. 11 of 2017 concerning Civil Servant Management which states that every civil servant has the right to obtain competency development for twenty hours of lessons in one year. Competency development is carried out to improve the competence of each civil servant through various activities, one of which is by carrying out education and training. Training can be carried out by various methods both classically and non-classically. This research was conducted with a qualitative approach that is descriptive with the type of applied research that aims to provide solutions to human resources development strategies conducted by the Ministry of Law and Human Rights through the Human Rights Human Resources Development Agency of Law and Human Rights and the Center for Education and Training of Law and Human Rights. Data collection techniques in this study were conducted through interviews with internal and external informants totaling ten informants. Internal informants include the Secretary of the Agency, The Head of Program Affairs at the Center for Technical and Leadership Training Development and the Center for The Development of Functional and Human Rights Training and the Head of the Competency Assessment Center. Meanwhile, external informants include, Head of Regional Office, Head of Administration Division and Head of Career Development Department at Staffing Bureau. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights have the task and function to carry out human resources development to all civil servants within the Ministry of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights and The Education and Training Center of Law and Human Rights are currently organizing human resources development by carrying out education and training through online by distance learning and e-learning methods. Training is carried out in accordance with the strategic objectives of the Human Resources Development Agency of Law and Human Rights which is guided by the strategic plan of the Ministry of Law and Human Rights. In the development of human resources conducted by the Human Resources Development Agency of Law and Human Rights and the Education and Training Center of Law and Human Rights there are inhibitory factors, so there needs to be an appropriate human resources development strategy that can be implemented by Human Resources Development Agency of Law and Human Rights and Education and Training Center of Law and Human Rights. The Human Resources Development Agency of Law and Human Rights has launched the Ministry of Law and Human Rights Corporate University, which is expected to be able to answer problems related to human resources development."

"Penelitian ini bertujuan untuk mengevaluasi Program Pelatihan dan Pengembangan Rumah Kepemimpinan Dengan Skema Daring Untuk Peserta Program Angkatan X. Latar belakang penelitian didasarkan pada potensi sumber daya manusia sebagai investasi penting, namun dihadapkan pada adanya bentuk-bentuk krisis kepemimpinan di Indonesia. Rumah Kepemimpinan hadir sebagai lembaga yang menyediakan program pelatihan dan pengembangan di bidang kepemimpinan. Metode penelitian yang digunakan adalah pendekatan kuantitatif dengan metode penarikan sampel total sampling melalui instrumen kuesioner daring yang diisi oleh 151 peserta Rumah Kepemimpinan. Data yang terkumpul dianalisis menggunakan teknik analisis deskriptif dengan bantuan Statistical Package for the Social Sciences (SPSS). Berdasarkan hasil penelitian, ditemukan bahwa rata-rata evaluasi program baik dari dimensi reaksi dan pembelajaran mencapai nilai mean sebesar 4.172 yang termasuk dalam kategori baik. Evaluasi tersebut didasarkan pada penggunaan dua tingkatan evaluasi program Kirkpatrick, yaitu reaksi dan pembelajaran. Hasil tersebut menandakan kepuasan peserta program dan keberhasilan program dalam memenuhi harapan dan kebutuhan peserta dalam pengembangan kepemimpinan.

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This research aims to evaluate the Training and Development Program of Rumah Kepemimpinan with the Online Scheme for Participants of Batch X. The background of the study is based on the potential of human resources as a vital investment, but facing various leadership crises in Indonesia. Rumah Kepemimpinan serves as an institution providing leadership training and development programs. The research method used is a quantitative approach with total sampling through an online questionnaire instrument filled out by 151 participants of Rumah Kepemimpinan. The collected data were analyzed using descriptive analysis techniques with the assistance of the Statistical Package for the Social Sciences (SPSS). Based on the research findings, it was discovered that the average program evaluation, both in terms of reaction and learning dimensions, reached a mean value of 4.172, which falls into the "good" category. This evaluation is based on the use of two levels of the Kirkpatrick program evaluation, namely reaction and learning. The results indicate participant satisfaction with the program and its success in meeting the expectations and needs of participants in leadership development."

"Google adalah salah satu perusahaan yang paling berpengaruh di muka bumi. Selama perjalanannya, mereka telah meraih berbagai macam pencapaian. Sayangnya, situasinya telah berubah. Sederet masalah kian melanda mereka sejak 2018 sampai sekarang. Menggunakan pendekatan manajemen sumber daya manusia, terdapat dua isu utama yang dapat diidentifikasi. Yang pertama adalah diskriminasi terhadap pekerja sementara. Sementara isu kedua adalah buruknya respon manajemen dalam menyikapi masalah yang ada. Isu-isu tersebut terjadi dikarenakan beberapa alasan diantaranya adalah kompetisi pasar, keuntungan dari hukum yang berlaku serta buruknya pengambilan keputusan pada level manajemen puncak. Untuk menyelesaikan masalah ini ada beberapa kemungkinan solusi yang dapat diterapkan. Langkah yang harus mereka ambil adalah mengevaluasi jumlah dari total karyawan penuh waktu dan pekerja yang mereka butuhkan, mengaplikasikan pelatihan untuk keterbukaan dalam keberagaman serta pengembangan dan peningkatan sistem manajemen internal. Kesimpulannya, Google sedang menghadapi penurunan yang signifikan dalam kinerja manajemen internal mereka yang harus ditanggapi dengan serius. Solusi yang telah dijelaskan dapat menjadi kunci untuk menangani masalah yang ada.

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Google is one of the most influential companies on earth. Throughout their journey, they have achieved numerous accomplishments. Unfortunately, the situation has changed. Massive problems keep hitting them since 2018 up until now. Using the human resource management approach, there are two main issues that can be identified. The first one is discrimination toward their temporary workers. While the second issue is poor management response to the problems they face. These issues occurred for several reasons such as market competition, legal advantage and poor decision-making at the top management level. To solve those issues there are feasible solutions that can be done. The steps they should take are evaluating the number of full-time employees and workers they need to hire, applying diversity-open training and development and upgrading their internal management system. To conclude, Google is facing a significant decline in their internal management performance that should be taken seriously. Prior solutions that have been mentioned before might be the key to tackling the problems. "