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"Saat menjalankan tugasnya sebagai penegak hukum, POLRI tidak hanya berkutat pada aspek operasional dan penindakan kejahatan semata, tetapi juga harus memperhatikan citra dan hubungan dengan masyarakat. Penelitian ini bertujuan untuk menganalisis Strategi manajemen SDM Di Polres Pelalawan Polda Riau Dalam membangun citra POLRI pada Masyarakat serta kendala yang dihadapi. Jenis penelitian ini adalah kualitatif deskriktif. Teknik pengumpulan data menggunakan wawancara, observasi dan dokumentasi. Teknik keabsahan menggunakan triangulasi sumber dan Teknik. Data dianalisis secara deskriktif. Hasil penelitian menunjukkan bahwa strategi manajemen Sumber Daya Manusia (SDM) di Polres Pelalawan Polda Riau mencakup beberapa strategi utama untuk membangun citra positif POLRI. seperti, Polres Pelalawan mengadakan pembinaan mental kerohanian, pelatihan dan pengembangan kompetensi secara rutin. Kedua, penilaian kinerja berkala dilakukan untuk mengidentifikasi kekuatan dan kelemahan anggota, memberikan umpan balik konstruktif, dan merancang program pengembangan individu yang sesuai, dengan sistem penilaian yang transparan dan objektif. Ketiga, Polres Pelalawan menekankan pentingnya merespons keluhan masyarakat dengan cepat dan tepat, meningkatkan kepercayaan publik terhadap POLRI. Selain itu, keterlibatan dalam kegiatan sosial dan kemasyarakatan memperkuat hubungan dengan masyarakat, menunjukkan kepedulian dan keterlibatan POLRI dalam kehidupan sehari-hari. Terakhir, pemanfaatan teknologi informasi, termasuk media sosial, memungkinkan Polres Pelalawan untuk menyebarkan informasi secara cepat dan efektif, membangun hubungan yang lebih kuat dengan masyarakat, serta meningkatkan citra POLRI secara keseluruhan. Sedangkan tantangan yang dihadapi adalah Keterbatasan Sumber Daya yang terdiri dari sumber daya manusia, anggaran dan infrastruktur. Kedua Tantangan Teknologi dan Informasi.

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When carrying out its duties as law enforcers, POLRI does not only focus on operational aspects and crime prevention, but must also pay attention to its image and relationship with the community. This research aims to analyze the HR management strategy at the Pelalawan Police, Riau Regional Police in building the image of the POLRI in society and the obstacles faced. This type of research is descriptive qualitative. Data collection techniques use interviews, observation and documentation. The validity technique uses source and technique triangulation. Data was analyzed descriptively. The research results show that the Human Resources (HR) management strategy at the Pelalawan Police, Riau Regional Police includes several main strategies to build a positive image of the Indonesian National Police. For example, the Pelalawan Police hold regular mental development, training and professional development. Second, regular performance assessments are carried out to identify members' strengths and weaknesses, provide constructive feedback, and design appropriate individual development programs, with a transparent and objective assessment system. Third, Pelalawan Police emphasizes the importance of responding to public complaints quickly and appropriately, increasing public trust in POLRI. In addition, involvement in social and community activities strengthens relationships with the community, shows POLRI's concern and involvement in everyday life. Lastly, the use of information technology, including social media, allows the Pelalawan Police to disseminate information quickly and effectively, build stronger relationships with the community, and improve the overall image of the POLRI. Meanwhile, the challenges faced are limited resources consisting of human resources, budget and infrastructure. Second, Technology and Information Challenges."

"Penelitian ini mengkaji strategi Manajemen Sumber Daya Manusia (MSDM) di dalam industri pompa bensin khususnya di Stasiun Pengisian Bahan Bakar Umum (SPBU) 34.xx.xxx, dan sumber potensialnya untuk menciptakan keunggulan kompetitif perusahaan. Ada tiga aspek yang diteliti, yaitu faktor sosialisasi, pelatihan praktis dan perilaku manusia sumber daya. Para responden yang diteliti adalah seluruh karyawan Stasiun Bahan Bakar Umum (SPBU) 34.xx.xxx, yang berjumlah 35 orang. Berdasarkan hasil penelitian, hanya faktor perilaku sumber daya manusia yang berpengaruh secara signifikan untuk keunggulan kompetitif perusahaan, sedangkan faktor lainnya tidak berpengaruh secara signifikan. Beberapa cara alternatif untuk mengembangkan strategi manajemen sumberdaya manusia meliputi merekrut orangorang terbaik, kemampuan mengembangkan diri secara maksimal, peningkatan tantangan dan evaluasi akhir. Untuk meraih keunggulan kompetitif, organisasi perlu memperhatikan pentingnya pengelolaan strategi manajemen sumberdaya manusia.

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This research investigated Human Resource Management (HRM) strategy in the gas station industry in SPBU 34.xx.xxx, and its potential sources of creating company competitive advantage. There were three aspects being investigated, namely socialization, training practices, and human resources behavior. Respondents were all of the gas station employees in SPBU 34.xx.xxx, totally 35 person.

Based on the result, only human resource behavior factor had significant influence on the company competitive advantage, while the other factors didn?t have significant influence. Some alternative ways to develop human resource management strategy includes recruiting the best people, the ability to reach their maximum potential ability, increase the challenge and evaluation. To achieve a competitive advantage, organizations need to pay attention to the importance of managing human resource management strategies."

"e-HRM merupakan suatu teknologi informasi yang dapat meningkatkan efektivitas dan efisiensi sistem HRM perusahaan dengan melaksanakan fungsi sistem tersebut secara elektronik atau online. Penelitian ini bertujuan untuk menganalisis pengaruh penggunaan electronic human resource management (e-HRM) terhadap efektivitas HRM di perusahaan perbankan. Unified Theory of Acceptance and Use of Technology (UTAUT) digunakan sebagai teori untuk menganalisis pengaruh determinan e-HRM (performance expectancy, effort expectancy, dan social influence) terhadap penggunaan sistem e-HRM. Data empiris diperoleh melalui kuesioner yang disebarkan ke salah satu perusahaan perbankan di Jakarta. Analisis hipotesis dilakukan dengan teknik Structural Equation Modeling (SEM) menggunakan perangkat lunak Lisrel 8.80. Hasil penelitian ini menunjukkan bahwa performance expectancy dan effort expectancy dapat memengaruhi penggunaan sistem e-HRM oleh karyawan. Penggunaan sistem e-HRM juga terbukti memiliki pengaruh positif dan signifikan terhadap efektivitas HRM pada tingkat kebijakan dan praktik

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e-HRM is an information technology that increased the effectiveness and efficiency of company’s HRM system by carrying out HRM system’s function electronically or online. The purpose of this study is to analyze the effect of using electronic human resource management (e-HRM) on human resource management (HRM) effectiveness in Banking Company. Unified Theory of Acceptance and Use of Technology (UTAUT) was used as a theory to analyze the effect of e-HRM determinants (performance expectancy, effort expectancy, and social influence) toward e-HRM usage. Empirical data was obtained through questionnaires that distributed to one of the banking company in Jakarta. Hypothesis was examined using structural equation modeling (SEM) technique using Lisrel 8.80 software. The findings indicate that performance expectancy and effort expectancy influence e-HRM usage. e-HRM usage also has positive and significant effect on HRM effectiveness at policy and practice level"

"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 mendeskripsikan pengembangan human capital dan dampaknya sebagai salah satu bentuk manajemen sumber daya manusia di PT M. Penelitian ini merupakan penelitian kualitatif deskriptif yang diawali dengan studi literatur. Pengumpulan data dilakukan pada tahun 2021 melalui wawancara mendalam dengan 6 informan. Hasil penelitian menunjukkan bahwa pengembangan human capital yang dilakukan oleh PT M berfokus kepada kompetensi yang merujuk pada kemampuan, pengetahuan, dan keterampilan saja. Sehingga pengembangan human capital yang dilakukan disebut sebagai pengembangan kompetensi karyawan. Pengembangan human capital yang dilakukan dimulai dengan pengisian personal development plan yang sesuai dengan kebutuhan pengembangan setiap karyawan sehingga dalam pelaksanaannya, pengembangan memiliki sasaran prinsip, karakteristik, dan isu utama yang berbeda-beda. Adapun dampak pengembangan human capital di PT M yakni peningkatan keterampilan dan pengetahuan, peningkatan kepercayaan diri, merasa diperhatikan oleh perusahaan, dan berdampak pada peningkatan kinerja di lapangan.

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This study aims to describe the development of human capital and its impact as a form of human resource management at PT M. This is a qualitative descriptive study preceded with literature studies. Data collection conducted in 2021 trough in-depth interviews with 6 informants The results of the study revealed that the development of human capital carried out by PT M only focuses on competencies that refer to abilities, knowledge, and skills. So, it is referred to as employee competency development. Human capital development begins with filling out a personal development plan that is in accordance with the development needs of each employee so that in its implementation, development has different principles, characteristics, and main issues. The impact of developing human capital at PT M is increasing skills and knowledge, increasing self-confidence, feeling cared for by the company, and having an impact on improving performance in the field."

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Deutsche Bank Group merupakan salah satu grup Bank terbesar di Eropa dan Dunia dengan jumlah karyawan yang lebih dari 98000 orang di lebih dari 72 negara. Oleh karenaya, pengaturan yang efisien terhadap sumber daya manusia yang dimiliki sangatlah penting demi kelangsungan operasional perusahaan, terutama dalam hal yang menyangkut pemberdayaan karyawan-karyawan yang sudah lama bekerja di Deutsche Bank. Makalah ini membahas bagaimana program-program sumber daya manusia yang dimiliki oleh Deutsche Bank yang sudah berjalan meningkatkan performa pekerja, kekuatan dan kekurangan perusahaan, action plan dan rekomendasi.

 

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Deutsche Bank Group is one of largest bank in Europe and the World, with more than 98000 employees in more than 72 countries worldwide. With such large and diverse employees, efficiency in human resource management is a must for the sustainability of the company, especially in empowering their current employees to grow and perform better in their job. This report will discuss Deutsche Bank human resources program enhance their employee’s performance, SWOT analysis of the company, action plan for the report and recommendation.

 

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"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. "

"ABSTRAKHMI adalah organisasi yang melakukan investasi sumber daya manusia human investment melalui perkaderan yang bertujuan melahirkan kader umat dan kader bangsa sebagai insan cita HMI. Tantangan yang dihadapi oleh HMI saat ini dan masa-masa mendatang adalah pengelolaan SDM yang diperluas dengan menyesuaikan dinamika lingkungan eksternal. Kehadiran dan eksistensi HMI harus diperkuat dengan human capital untuk mempersiapkan diri memasuki era globalisasi dengan segala dampaknya. Agenda strategis bangsa Indonesia dalam era globalisasi menuntut HMI dapat merumuskan strategi manajemen SDM untuk mewujudkan kader umat dan kader bangsa yang memiliki keunggulan kompetitif demi mempertahankan eksistensi HMI, baik secara organisatoris, aktivitas, pemikiran dan pengaruhnya sesuai mission dan tujuan HMI.Penelitian ini bertujuan untuk menganalisis strategi manajemen SDM HMI dalam proses kaderisasi kepemimpinan melalui peran strategis perkaderan HMI dalam menjalankan model peran ganda Multiple Role Model . Penelitian ini menggunakan jenis penelitian deskriptif melalui pendekatan kualitatif. Data yang diperoleh dalam penelitian ini bersumber dari wawancara mendalam dan studi dokumentasi. Informan dipilih dengan cara tekhnik purposive sampling untuk menentukan informan awal dan selanjutnya menggunakan teknik snowball sampling. Informan tersebut berasal dari unsur Pengurus Besar PB HMI dan Korps Alumni HMI KAHMI .Hasil penelitian mendapatkan data dan fakta bahwa peran strategis perkaderan HMI menggunakan konsep Multiple Role Model sehingga unit perkaderan menjadi bussiness partner organisasi melalui peran strategic partner, administrative expert, employee champion, dan change agent. Strategi manajemen SDM HMI mengkombinasikan seluruh peran dalam Multiple Role Model sehingga perkaderan dapat menjadi ldquo;mitra rdquo; HMI dalam mewujudkan tujuan HMI. Perwujudan Multiple Role Model tersebut didukung dengan doktrin ideologi HMI yaitu Nilai-Nilai Dasar Perjuangan NDP dan Independensi HMI sehingga dapat membentuk watak kader yang memiliki karakter sebagai kader umat dan kader bangsa yang memiliki keunggulan kompetitif demi mempertahankan eksistensi HMI, baik secara organisatoris, aktivitas, pemikiran dan pengaruhnya sesuai mission dan tujuan HMI

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ABSTRACTHMI is an organization that invests human resources through a madamad that aims to give birth to cadres of the nation and cadres of the nation as human beings of HMI. The challenge faced by current and future HMIs is the expanded human resource management by adjusting the dynamics of the external environment. The presence and existence of HMI must be strengthened with human capital to prepare to enter the era of globalization with all its impact. Indonesia 39 s strategic agenda in globalization era requires HMI to formulate human resource management strategy to realize cadre of nation and cadre of nation that have competitive advantage in order to maintain HMI existence, organizational, activity, thought and influence according to mission and purpose of HMI.This purpose of this research to analyze HR management strategy of HMI in the process of leadership cadreization through strategic role of HMI irrigation in running multiple role model. This research uses descriptive research type through qualitative approach. The data obtained in this study comes from in depth interviews and documentation studies. The informant was chosen by means of purposive sampling technique to determine the initial informant and then using the snowball sampling technique. The informant is from the elements of the Executive Board PB HMI and HMI Alumni Corps KAHMI .The results of this research show data and the fact that the strategic role of HMI utilizes the concept of Multiple Role Model so that the unit becomes bussiness partner of the organization through the role of strategic partner, administrative expert, employee champion, and change agent. Human Resource Management Strategy HMI combines all roles in Multiple Role Model so that Perkaderan can become partner HMI in realizing the purpose of HMI. Multiple Role Embodiment The model is supported by the doctrine of HMI ideology namely Basic Values of Struggle NDP and HMI Independence so as to form the character of cadres who have the character as cadres of the nation and cadres of the nation that have a competitive advantage in order to maintain the existence of HMI, both organisatically, thought and influence according to mission and purpose of HMI"

"Ombudsman Republik Indonesia (ORI) merupakan lembaga independen dengan peran sebagai pengawas eksternal penyelenggaraan pelayanan publik. Dalam menjalankan tugas dan wewenangnya, ORI diberikan dukungan oleh Asisten Ombudsman. Oleh karena peran penting nya tersebut, sistem Manajemen Sumber Daya Manusia (MSDM) yang kuat dengan demikian memainkan peran penting dalam mendukung independensi ORI melalui penciptaan lingkungan kerja yang bebas dari intervensi politik, pengambilan keputusan yang didasarkan pada profesionalisme dan integritas, serta penguatan legitimasi peran ORI sebagai lembaga independen yang menjalankan tugasnya secara objektif dan adil. Dalam hal ini, MSDM Asisten Ombudsman diatur melalui Peraturan Pemerintah Nomor 64 Tahun 2012 Tentang Sistem Sumber Daya Manusia Pada Ombudsman Republik Indonesia. Oleh karena itu, tujuan dari penelitian ini adalah untuk mengevaluasi penerapan sistem MSDM Asisten Ombudsman. Penelitian ini menggunakan pendekatan post-positivist dengan teknik pengumpulan data kualitatif melalui wawancara mendalam dengan enam narasumber penelitian sebagai sumber data primer dan studi kepustakaan sebagai sumber data sekunder. Penelitian ini menggunakan AMO Model of Performance oleh Boxall dan Prucell (2022) yang memiliki tiga dimensi yaitu ability (kemampuan), motivation (motivasi), dam opportunity (kesempatan). Hasil penelitian menunjukkan penerapan sistem MSDM Asisten Ombudsman telah sesuai dengan AMO Model of Performance oleh Boxall dan Prucell (2022). Namun, tidak dapat diabaikan bahwa masih terdapat banyak catatan peningkatan yang perlu dilakukan oleh Ombudsman untuk mencapai pelaksanaan sistem MSDM Asisten Ombudsman yang melampaui standar.

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The Ombudsman of the Republic of Indonesia (ORI) is an independent institution that serves as an external supervisor of public service administration. In carrying out its duties and authority, ORI is supported by the Assistant Ombudsman. Due to the critical nature of their role, a strong Human Resource Management (HRM) system plays a vital part in supporting ORI's independence by creating a work environment free from political interference, ensuring decision-making based on professionalism and integrity, and strengthening the legitimacy of ORI's role as an independent institution that performs its duties objectively and fairly. In this context, the HRM for Assistant Ombudsman is regulated through Government Regulation No. 64 of 2012 concerning the Human Resource System at the Ombudsman of the Republic of Indonesia. Therefore, the objective of this research is to evaluate the implementation of the HRM system for Assistant Ombudsman. This research uses a post-positivist approach with qualitative data collection techniques through in-depth interviews with six research informants as primary data sources and literature review as secondary data sources. This study uses the AMO Model of Performance by Boxall and Prucell (2022), which has three dimensions: ability, motivation, and opportunity. The results of the study indicate that the implementation of the HRM system for Ombudsman Assistants is in accordance with the AMO Model of Performance by Boxall and Prucell (2022). However, it is important to note that there are still many areas for improvement that the Ombudsman needs to address to achieve the implementation of the HRM system for Assistant Ombudsman that exceeds standards."