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"ABSTRACTSkripsi ini menggambarkan pengembangan modal manusia yang dilakukan oleh Yayasan Plan International Indonesia agar pemuda siap memasuki dunia kerja, melalui penerapan YEE Pathway Model di salah satu projeknya yaitu YEE Kiat Muda. Penelitian ini menggunakan jenis penelitian kualitatif deskriptif, dengan melibatkan 10 informan yang diantaranya merupakan pemuda, program manager, project manager, dan fasilitator. Hasil dari penelitian ini adalah, permasalahan pengembangan modal manusia pada calon pekerja muda terjadi karena faktor peserta dan pelaksanaan projek itu sendiri. Dari faktor peserta, peserta yang sudah bekerja setelah mengikuti projek ini sebagian besar tidak bisa bertahan lama di tempat kerjanya karena berbagai alasan, seperti tidak sesuai hobi, tidak mau bekerja di tempat yang banyak aturan atau ingin bebas, upah yang di dapat tidak sesuai dengan pekerjaan, merasa terlalu capek kerja di lapangan, dan lain sebagainya sehingga saat ini mereka kembali menganggur. Sementara dari faktor projek, materi pelatihan yang diberikan terlalu monoton dan tidak menyesuaikan dengan karakteristik pemuda, dan materi softskill yang diberikan dalam projek ini porsinya hanya sedikit. Penelitian ini menyarankan, bentuk pelatihan harus lebih menyesuaikan karakteristik pemuda, menambahkan materi softskill dengan porsi yang lebih banyak dan lebih inovatif sebagai upaya meningkatkan modal manusia agar pemuda bisa siap memasuki dunia kerja.

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ABSTRACTThis research discusses about human capital development that is conducted by Yayasan Plan International Indonesia, which has a purpose to prepare youth to work by applying YEE Pathway Model in one of their projects which is YEE Kiat Muda. This is a qualitative descriptive research, this research involved 10 informants consisting of youths, program manager, project manager, and facilitators. The results of this research is, the problem of human capital development in young worker candidate happened because of participant factor and project implementation itself. From participant factors, there are several reasons that make youth who had joined this project tend to keep their job in a shorter period, those reasons are the job does not suit their hobbies, they do not want to work in a strict work environment, the salary is not decent, too tired to do field work and many more which makes them unemployed. While from the project factors, training materials are too monotonous and does not suit with youth rsquo s characteristic, and soft skill materials in this project only a small portion. The form of training should better adapt youth rsquo s characteristics, it is needed to be more soft skill training and more innovative to increase human capital which can help yours can be ready to the workplace."

"The importance of an organization's human capital -- its people -- cannot be overstated or overlooked, but like any other asset, it must be carefully managed and monitored. The people in a company reflect the investment not only of money, but also of the time dedicated to developing and executing projects and programs."

"Tesis ini membahas implementasi kebijakan pengembangan sumber daya manusia riset keantariksaan di LAPAN dalam konteks Implementasi Edwards III. Undang-undang keantariksaan mengamanatkan LAPAN untuk melakukan penelitian dan pengembangan serta penyelenggaraan keantariksaan di Indonesia. Sebagai lembaga litbang, LAPAN kekurangan SDM riset peneliti, perekayasa dan litkayasa , mengalami ketimpangan komposisi kualitas SDM, dan masih minimnya kontribusi riset litbang yang menuju ke arah pemanfaatan. Penelitian ini bertujuan untuk menganalisis implementasi dari penerapan kebijakan pengembangan SDM riset teknologi keantariksaan di LAPAN. Analisis dampak dilakukan dengan menganalisa implementasi kebijakan terhadap tugas dan fungsi LAPAN yang diamanatkan dalam peraturan perundang-undangan. Penelitian ini menggunakan paradigma post-positivism dengan jenis penelitian deskriptif. Hasil dari penelitian ini menyimpulkan bahwa dalam melakukan pengembangan SDM riset keantariksaan di LAPAN, sebaiknya dibuatkan perencanaan strategis pengembangan SDM yang memuat rencana kerja jangka panjang, menengah maupun jangka pendek yang terarah dan terukur setiap tahunnya agar dapat dilakukan monitoring dan evaluasi dan terintegrasi dengan perencanaan strategis Lembaga untuk meningkatkan pengembangan, capaian dan penerapan riset keantariksaan yang mendukung pembangunan di Indonesia.

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This thesis discusses the impelementation of human resource development policy in space research in LAPAN at the context of Implementation of Edwards III. The space law mandates LAPAN to conduct research and development as well as the implementation of space in Indonesia. As a research and design institution, LAPAN lack of human resources researcher, engineer and technision , experiencing imbalance of human resource quality composition, and still lack of contribution of research and design towards the utilization. This study aims to analyze the impact of the implementation of human resources of space technology at LAPAN. The impact of this analysis is doing by analyzing the implementation of the policy due to duties and function of LAPAN as according to legislation mandates. This research uses post positivism paradigm with descriptive research type. The result of this research concludes that in conducting human resources of space technology in LAPAN, it is better to make strategic planning of human resource development which contains long term, medium and short run plan which is aimed and measured every year to be able to be monitored and evaluated and integrated with institutional strategic planning to enhance the development, achievement and application of research activities that support development in Indonesia."

"Penyelenggaraan Diklat akan efektif dan efisien bila merancang pelatihan dengan terstruktur melalui tahapan analisis/identifikasi, desain, implementasi, dan evaluasi, dikatakan Stone (2011:348) the effectiveness of training and development is enhanced when training activities are preceded by comprehensive analysis. Dampak negatif yang dirasakan bila analisis tidak dilakukan diantaranya tidak sesuainya tujuan Diklat dengan peserta yang hadir, demotivasi mengikuti pembelajaran, kerugian organisasi membiayai penyelenggaraan Diklat relatif mahal, dan investasi SDM di masa mendatang tidak sesuai dengan yang diharapkan. Perlu dikaji keadaan yang sesungguhnya pelaksanaan Analisis Kebutuhan Diklat (AKD) Teknis Manajemen PNS di Pusat Pengembangan ASN BKN beserta kendala yang dihadapi, selain itu mendapatkan instrumen AKD Teknis Manajemen PNS yang sesuai diterapkan di Pusat Pengembangan ASN BKN.Pendekatan penelitian ini post-positivis karena berawal degan menguji teori pelatihan SDM melalui AKD, metode pengumpulan data kualitatif dan strategi triangulasi digunakan untuk validitas data yang terkumpul. Model AKD di BKN menggunakan instrumen analisis tugas yang ditetapkan dalam Peraturan Kepala BKN Nomor 17 Tahun 2011 tentang Pedoman Pelaksanaan AKD Teknis Manajemen PNS, namun AKD belum efektif dilaksanakan di BKN. Terkendala oleh tidak adanya koordinasi kerja antar unit dalam melaksanakan AKD, pelaksana tugas tidak mengetahui ketersediaan pedoman atau alat ukur AKD, penugasan AKD dalam struktur organisasi dan tata kerja BKN tidak tegas, SDM tidak tersertifikasi TNA, komitmen pimpinan tidak diimplementasikan dengan baik, dan belum ada standar kompetensi jabatan.Dengan tidak digunakannya Peraturan Kepala BKN Nomor 17 Tahun 2011 perlu varian baru berupa instrumen analisis dalam perancangan pelatihan yang sesuai untuk mengidentifikasi kebutuhan pelatihan, instrumennya yaitu analisis Forum Group Discusion dengan keunggulan cepat, data yang diperoleh lebih kaya/dalam, dan memberikan nilai tambah. Instrumen berikutnya analisis Litingring/DIF (Kesulitan Kepentingan Keseringan/ Difficulties Importancy Frequency) yang dapat diimplementasikan menggunakan eManajemen Diklat secara daring.<

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The implementation of training and development will be effective and efficient if the instructional sistem design is structured by the analysis, design, implementation, and evaluation, Stone (2011:348) the effectiveness of training and development is enhanced when training activities are preceded by comprehensive analysis. There will be any negative effect if the analysis is not conducted among other are that the goals of the training and development is not adjusted to the participants attending it, the de-motivation in joining the learning, the organizational loss in funding the relative expensive training and development implementation and the human resource investment in the future is not based on what is expected. It is necessary for any study to the real implementation of Civil Servant Management Technique Training Need Analysis at the ASN Development Centre, National Civil Service Agency (NCSA) as well as for the obstacles faced, also to get the appropriate instrument of Civil Servant Management Technique Training Need Analysis implemented at the ASN Development Center NCSA.

The study approach is post-positivist because it starts by testing the human resource training theory by training need analysis, the qualitative data collection and the triangulation strategy are used to validate the data collected. training need analysis model uses the instrument of task analysis determined in the Regulation of Head of NCSC number 17 of 2011 concerning the Guidance of Civil Servant Management Technique Training Need Analysis Implementation, but training need analysis is not yet conducted effectively at NSCS. It is constrained by the absence the coordination intra-units in implementing the training need analysis, the task implementers do not know the guidance or training need analysis metering tool availability, the training need analysis assignment in the NCSC organizational structure and procedure are not strict, the human resources are not certified to the training need analysis, the leader commitment is not implemented correctly, and there is not positional competence standard.

By not being used Regulation of Head of NCSC number 17 of 2011 is necessary for the new variant as the analysis instrument in designing the training appropriately to identify the training demand, its instruments are the FGD analysis with the fast superiority, the data obtained is richer / deeper, and gives additional values. The following instrument is the DIF (Difficulties Importancy Frequency) analysis to be implemented by using e-Management Training on-line."

"Skripsi ini membahas mengenai tahapan pengembangan modal manusia dan modal sosial komunitas pemulung pada program RBU (Recycling Business Unit) atau Bisnis Daur Ulang Tangerang Selatan Danone-AQUA. Penelitian ini menggunakan pendekatan kualitatif dengan teknik pengumpulan data melalu wawancara semi terstruktur dan studi literatur yang melibatkan 6 orang pemulung, 1 orang program manager, 1 orang perwakilan dari NGO, dan 2 orang karyawan Danone-AQUA. Hasil penelitian ini menyimpulkan bahwa tahapan pengembangan modal manusia terdiri dari 9 tahapan dan dilaksanakan oleh dua tahap atau siklus. Pemberdayaan modal manusia yang diupayakan dalam tahapan pemberdayaan ini adalah peningkatan kesadaran dan pola pikir komunitas pemulung, peningkatan pengetahuan dan keterampilan keuangan dasar, mesin conveyor, bisnis, digital marketing, dan presentasi dan negosiasi. Sedangkan dalam tahapan pemberdayaan pada aspek modal sosial terdiri dari 7 tahapan dan dilaksanakan oleh dua tahap atau siklus. Pemberdayaan modal sosial yang dilaksanakan dalam tahap pemberdayaan ini adalah pengembangan jejaring baik sesama pemulung, maupun dengan pihak yang memiliki sumber daya seperti NGO, Danone-AQUA, dan Bisnis serupa dengan RBU. Pengembangan kepercayaan melalui sistem komunikasi yang efektif, testimoni dan pengalaman sesama komunitas pemulung. Serta pengembangan norma atau aturan baru dengan adaptasi penerapan safety working dan pembentukan tim baru (purchasing).

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This thesis discusses the stages of developing human capital and social capital of the scavenger community in the RBU (Recycling Business Unit) South Tangerang Danone-AQUA program. This study used a qualitative approach with data collection techniques through semi-structured interviews and literature studies involving 6 scavengers, 1 program manager, 1 NGO representative, and 2 Danone-AQUA employees. The results of this study concluded that the stages of human capital development consisted of 9 stages and were carried out by two stages or cycles. The empowerment of human capital that is pursued in this empowerment stage is to increase awareness and mindset of the scavenger community, increase in basic financial knowledge and skills, conveyor machines, business, digital marketing, and presentations and negotiations. Whereas the empowerment stage in the aspect of social capital consists of 7 stages and is carried out by two stages or cycles. Empowerment of social capital carried out in this empowerment stage is the development of networks both among scavengers, as well as with parties who have resources such as NGOs, Danone-AQUA, and businesses similar to RBU. Development of trust through an effective communication system, testimonials and experiences from fellow scavenger communities. As well as developing new norms or rules by adapting the application of safety working and forming a new team (purchasing)."

"Penelitian ini mendeskripsikan pengembangan sumber daya manusia dari disiplin Ilmu Kesejahteraan Sosial. Penelitian ini bertujuan untuk mendeskripsikan implementasi program digitalisasi Learning and Development di PT FWD Insurance Indonesia sebagai salah satu bentuk pengembangan human capital. Urgensi dilakukannya penelitian ini merupakan rendahnya daya saing tenaga kerja yang ada di Indonesia. Penelitian ini merupakan penelitian kualitatif deskriptif yang diawali dengan studi literatur. Teknik pengumpulan data yang digunakan dalam penelitian kualitatif ini menggunakan pengolahan data primer dan sekunder, sedangkan teknik analisis data yang digunakan dalam penelitian ini adalah reduksi data, penyajian data serta penarikan kesimpulan dan verifikasi. Dalam penelitian ini, teknik peningkatan kualitas data menggunakan triangulasi. Pengumpulan data dilakukan pada tahun 2022 melalui wawancara mendalam dengan empat informan dari divisi HROD FWD Insurance. Pengembangan human capital di zaman digitalisasi diperlukan dalam semua bidang, terutama di asuransi. Program asuransi menjadi salah satu dari besaran utama jaminan sosial. Dalam hal ini, peningkatan pembelajaran karyawan salah satu langkah meningkatkan produktivitas karyawan. Human Capital merupakan investasi jangka panjang pada pengembangan sumberdaya manusia untuk meningkatkan produktivitas. Adanya digitalisasi saat ini, membuat FWD beralih menggunakan aplikasi sebagai media pembelajaran bagi karyawannya. Penelitian ini ingin mengetahui implementasi dari program yang berada di ranah learning and development di FWD. Penelitian ini memiliki kesimpulan bahwa program program learning and development (L&D) hadir dengan strategi pembelajaran yang telah disusun secara inklusif sebagai salah satu cara untuk meningkatkan produktivitas karyawannya. Program tersebut dikemas dengan menyesuaikan perkembangan zaman dan trennya sehingga memberikan kesan menyenangkan dan tidak monoton. Program learning and development (L&D) FWD Insurance Indonesia memiliki empat kategori pembelajaran yaitu Onboarding & Culture, Leadership & Management, Technical Excellence, dan Transversal. Kategori pembelajaran tersebut menggunakan lima metode pembelajaran yaitu Classical Learning, Social/Peers Learning, E- Learning, Mobile Learning, dan Physical Learning. Secara keseluruhan, kategori pembelajaran yang dilaksanakan menyesuaikan dengan metodenya melihat dari kebutuhan para karyawan, sehingga mereka dapat meningkatkan performa kerja mereka. Program tersebut sudah terdigitalisasi dengan adanya fasilitas yang memadai serta sistem manajemen pembelajaran atau perangkat lunak aplikasi/teknologi.

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This study describes the development of human resources from the discipline of Social Welfare. This study aims to describe the implementation of the Learning and Development digitalization program at PT FWD Insurance Indonesia as a form of human capital development. The urgency of this research is the low competitiveness of the workforce in Indonesia. This research is a descriptive qualitative research that begins with a literature study. The data collection techniques used in this qualitative research use primary and secondary data processing, while the data analysis techniques used in this study are data reduction, data presentation and drawing conclusions and levers. In this study, the technique of improving data quality is using triangulation. Data collection was carried out in 2022 through in-depth interviews with four informants from the HROD division of FWD Insurance. Human capital development in the era of digitalization is needed in all fields, especially in insurance. The insurance program is one of the main quantities of social security. In this case, increasing employee learning is one of the steps to increase employee productivity. Human Capital is a long-term investment in human resource development to increase productivity. The current digitalization has made FWD switch to using applications as learning media for its employees. This study wants to know the implementation of the program in the realm of learning and development at FWD. This study concludes that the learning and development (L&D) program comes with an inclusive learning strategy as a way to increase employee productivity. The program is packaged by adjusting the times and trends so that it gives the impression of being fun and not monotonous. FWD Insurance Indonesia's learning and development (L&D) program has four learning categories, namely Onboarding & Culture, Leadership & Management, Technical Excellence, and Transversal. The learning categories use five learning methods, namely Classical Learning, Social/Peers Learning, E-Learning. Overall, the category of learning that fits the method looks at the needs of the employees, so that they can improve their work performance. The program has been digitized with adequate facilities and a learning management system or application/technology software."

"SDM adalah kunci sukses bagi setiap organisasi untuk bertahan dan memenangkan kompetisi dalam situasi sulit dan lingkungan yang kompetitif. Hal ini hanya dapat terjadi jika seseorang memiliki kompetensi, komitmen, dan kontribusi bagi organisasi mereka. Pelatihan dan pengembangan merupakan strategi kunci untuk memperoleh hal tersebut. Makalah ini bertujuan untuk menggambarkan pelatihan dan pengembangan SDM sebagai investasi modal manusia dalam teknologi pertahanan."

"Menjadi pengusaha yang sukses, seharusnya juga mampu mengembangkan usaha yang dijalankannya dengan baik. Salah satunya adalah dari sisi pembiayaan perusahaan. Masalah pembiayaan perusahaan tidak hanya di alami oleh perusahaan besar, namun juga perusahaan kecil skala UKM. Alternatif pendanaan yang ada bersifat bebas dan siap untuk digunakan. Dalam hal ini pengaruh dari diri seorang pengusaha juga ikut andil untuk membuat perumusan keputusan alternatif pendanaan mana, yang akan digunakan. Modal manusia umum dan Modal sosial manusia menjadi faktor yang mempengaruhi. Oleh sebab itu pengetahuan seorang pengusaha perlu ditingkatkan untuk dapat mengetahui dan memutuskan alternatif pendanaan mana yang paling sesuai dengan usaha yang sedang dijalankannya.

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Being a successful entrepreneur, it should also be able to develop a business being operated properly. One is from the finance company. The issue of financing the company not only experienced by large corporations, but also small-scale enterprises SMEs. Alternative funding is freely available and ready for use. In this case the influence of an entrepreneur themselves also contribute to make the decision formulation which financing alternatives, which will be used. General human capital and social capital factors that affect the human being. Therefore, knowledge of an entrepreneur needs to be improved to be able to know and decide which financing alternative that best suits your business is being run."

"[Human development merupakan proses pengubahan sumber daya menjadi human capital, yaitu seperangkat kompetensi yang menyanggupkan manusia untuk bekerja dan menghasilkan nilai ekonomi. Human Development Index (HDI) mewakili 3 komponennya, yaitu: kesehatan, pendidikan, dan pendapatan. Pada 2013, Indonesia menempati peringkat global ke-108 untuk HDI, sedangkan Palestina ke-107, meski PDB per kapitanya hanya setengah Indonesia; mengingikasikan adanya perbedaan efisiensi. Studi ini mengukur efisiensi human development Indonesia. Menggunakan Data Envelopment Analysis, ditemukan bahwa setengah provinsi Indonesia inefisien. Provinsi kurang maju seperti Papua efisien; menandakan efisiensi tidak dipengaruhi oleh skala sumber daya. Akibat inefisiensi ini, sekitar Rp 10 Trillion terbuang setiap tahunnya, dari 2009-2013.;Human development is the process of converting resources into human capital, which is the stock of competencies embodied by the ability to perform labor in producing economic value. The Human Development Index (HDI) represents its 3 main components: education, health and income. In 2013, Indonesia ranked 108th in global HDI, while Palestine ranked 107th despite having half of Indonesia?s GDP per capita, indicating an efficiency disparity. This study aims to measureIndonesia?s human development efficiency. Using Data Envelopment Analysis, the study discovers that half of Indonesia?s provinces are relatively inefficient.Underdeveloped provinces such as Papua are efficient; proving efficiency has no association with scale of resources. Due to inefficiency, approximately over Rp 10 Trillion have been wasted yearly from 2009-2013 in Indonesia.;Human development is the process of converting resources into human capital, which is the stock of competencies embodied by the ability to perform labor in producing economic value. The Human Development Index (HDI) represents its 3 main components: education, health and income. In 2013, Indonesia ranked 108th in global HDI, while Palestine ranked 107th despite having half of Indonesia?s GDP per capita, indicating an efficiency disparity. This study aims to measureIndonesia?s human development efficiency. Using Data Envelopment Analysis, the study discovers that half of Indonesia?s provinces are relatively inefficient.Underdeveloped provinces such as Papua are efficient; proving efficiency has no association with scale of resources. Due to inefficiency, approximately over Rp 10 Trillion have been wasted yearly from 2009-2013 in Indonesia.;Human development is the process of converting resources into human capital, which is the stock of competencies embodied by the ability to perform labor in producing economic value. The Human Development Index (HDI) represents its 3 main components: education, health and income. In 2013, Indonesia ranked 108th in global HDI, while Palestine ranked 107th despite having half of Indonesia?s GDP per capita, indicating an efficiency disparity. This study aims to measureIndonesia?s human development efficiency. Using Data Envelopment Analysis, the study discovers that half of Indonesia?s provinces are relatively inefficient.Underdeveloped provinces such as Papua are efficient; proving efficiency has no association with scale of resources. Due to inefficiency, approximately over Rp 10 Trillion have been wasted yearly from 2009-2013 in Indonesia.;Human development is the process of converting resources into human capital, which is the stock of competencies embodied by the ability to perform labor in producing economic value. The Human Development Index (HDI) represents its 3 main components: education, health and income. In 2013, Indonesia ranked 108th in global HDI, while Palestine ranked 107th despite having half of Indonesia?s GDP per capita, indicating an efficiency disparity. This study aims to measureIndonesia?s human development efficiency. Using Data Envelopment Analysis, the study discovers that half of Indonesia?s provinces are relatively inefficient.Underdeveloped provinces such as Papua are efficient; proving efficiency has no association with scale of resources. Due to inefficiency, approximately over Rp 10 Trillion have been wasted yearly from 2009-2013 in Indonesia., Human development is the process of converting resources into human capital, which is the stock of competencies embodied by the ability to perform labor in producing economic value. The Human Development Index (HDI) represents its 3 main components: education, health and income. In 2013, Indonesia ranked 108th in global HDI, while Palestine ranked 107th despite having half of Indonesia’s GDP per capita, indicating an efficiency disparity. This study aims to measureIndonesia’s human development efficiency. Using Data Envelopment Analysis, the study discovers that half of Indonesia’s provinces are relatively inefficient.Underdeveloped provinces such as Papua are efficient; proving efficiency has no association with scale of resources. Due to inefficiency, approximately over Rp 10 Trillion have been wasted yearly from 2009-2013 in Indonesia.]"

"The main purpose of this paper is to investigate the role of human capital in term ofthe share government expenditure on health sector to GDRP on regional economic growth in Indonesia. The method which used to examine the relationship between dependent and independent variables is cross-section OLS regression by regressing data into three parts, which are five years and ten years in order to see the impact of independent variables especially the share of government expenditure on health sector to GDRP on economic growth as a dependent variable at both of short term and long term. Data used on the regression process is from twenty-four provinces in Indonesia There are in- relevances of data in two provinces, Aceh and Maluku. In these provinces, economic growth during period 1994-2003 is much less than other provinces. It can be caused by the conflicts and political situation in those provinces during that period. Therefore, this paper only regresses the data of 24 provinces by omitting Aceh and Maluku. In general, the share of government expenditure on health sector to GDRP is statistically significant in influencing economic growth, except at period 1994-1997 at the first estimation and period 1994- 1999 at the third estimation. It can be caused by economic not conducive in 1997 condition that had been crisis, because of economic crisis."