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All Journal International Journal of Economics Development Research (IJEDR) Jurnal Cahaya Mandalika e-Jurnal Apresiasi Ekonomi
Bambang Giyanto
Politeknik STIA LAN Jakarta
Humanities Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Languange, Linguistic, Communication & Media Social Sciences

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TALENT MANAGEMENT MODEL ANALYSIS AT PT INDUSTRI KERETA API (PERSERO) Prayogo Prayogo; Bambang Giyanto; Ridwan Rajab
Jurnal Apresiasi Ekonomi Vol 11, No 3 (2023)
Publisher : Institut Teknologi dan Ilmu Sosial Khatulistiwa

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.31846/jae.v11i3.685

Abstract

The success of an organization in achieving its goals depends on the quality of the human resources working in it. The key role of human resource management (HRM) in an organization is inherently not only about managing but also finding ways to unlock the potential of creative and innovative people. Talents are the best employees, have competence, high performance, and superior performance, which are developed through career development, and are prepared to become future leaders that determine the company's sustainability. Talent management is the process of planning, mapping, and managing to build and retain talent based on performance assessments, competency measurements, and assessments used as talent indicators. This study aims to analyze the implementation of the talent management program and design appropriate talent management strategies and models at PT INKA (Persero). The research approach used in this study uses a qualitative approach to describe a condition and condition of talent management. This study's data collection used interviews, observation, and documentation studies. The results of this study indicate that PT INKA (Persero) has implemented talent management. However, in terms of implementation, talent management has not been considered effective and appropriate for PT INKA (Persero) because it does not yet have Key Performance Indicators and data related to the talent management system, so companies find it difficult to carry out supervision. The program strategy and talent management model at PT INKA (Persero) has not been fully implemented because they are still in the drafting stage and have not been outlined as a board of directors regulation. So its application is still inconsistent because each function of the talent management dimension still works independently, and there is no continuity between the dimensions of talent management.
STRATEGI PERCEPATAN BPSDM HUKUM DAN HAM DALAM PENYELENGGARAAN PELATIHAN KEPEMIMPINAN PENGAWAS BAGI PEJABAT PENGAWAS DI LINGKUNGAN KEMENTERIAN HUKUM DAN HAM RI M Iqbal Romzah; Firman Hadi Rivai; Bambang Giyanto
Jurnal Cahaya Mandalika ISSN 2721-4796 (online) Vol. 4 No. 3 (2023): Jurnal Cahaya Mandalika
Publisher : Institut Penelitian Dan Pengambangan Mandalika Indonesia (IP2MI)

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.36312/jcm.v4i3.2011

Abstract

Based on The Letter of Staffing Bureau Head Number SEK.2.KP.06.02-320 dated June 23rd, 2023, supervising officers in the environment of Ministry of Law and Human Rights of Republic of Indonesia who do not follow The Supervisor Leadership Training (PKP) yet reached 1.688 people. With the limited quota every year, then that number is an urgent need and must be solved immediately. The purpose of this research was to find out why there are still many officers in the environment of Ministry of Law and Human Rights who do not follow PKP yeat and the strategy of Law and Human Rights BPSDM in carrying out the acceleration of organizing the supervisor leadership training for the supervising officers who do not follow PKP yet. The research method used was qualitative research method. The researcher chose human capital management theory proposed by Adeniji A. Anthonia and Osibanjo A. Otomayo who identified that the human capital is one of 4 (four) types of assets managed in in the organization, included the others are physical asset, the financial asset, human asset, and intangible asset. The research results showed that the financial asset in this case is the limited budget became the main factor of the high need of PKP nowadays. To identify the obstacles and arrange the acceleration strategy of PKP accomplishment in details require 4 (four) types of supporting assets started from the physical asset such as the land, building, and the supporting facility, then the human asset related to the participant and the trainers, while the financial asset is related to the budget and the intangible asset is related to the mechanism of planning and the organization culture. The suggestion which can be given is so that BPSDM of Law and Human Rights coordinate with The General Secretariat for the budget support needed and coordinate with The State Administration Institution as the guiding institution.
Case Study of the Institutional Management Policy National Laboratory Post Transition the National Institute of Health Research and Development (NIHRD) Fauzul Muna; Edy Sutrisno; Bambang Giyanto
International Journal of Economics Development Research (IJEDR) Vol. 5 No. 1 (2024): International Journal of Economics Development Research (IJEDR)
Publisher : Yayasan Riset dan Pengembangan Intelektual

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37385/ijedr.v5i2.5054

Abstract

This research was conducted to identify institutional structuring policy in National Laboratory, include external factor that influence the implementation of these policie and the strategies required by the National Laboratory after the institutional structuring process. The method used in this research is qualitative method, namely data collection through case study and in-depth interviews also conducted PEST Analysis. The results of this research show that the institutional management policy at the National Laboratory has not work well due to changes in business process which have changed all organizational tasks and functions including duties, structure and human resources. Institutional management policies are influenced by external organizational factors, such as political, environmental, social, and technical factors. Assistance from the supporting institutions in this process is an important key and control, so that the newly formed organization remains on the right track.
Strategies to Improve the Competence of the Head of Administrative Affairs in Improving Performance in the Police General Planning and Budget Staff Environment Muhammad Nur Rohman Taufik; Bambang Giyanto; Asropi Asropi
International Journal of Economics Development Research (IJEDR) Vol. 5 No. 3 (2024): International Journal of Economics Development Research (IJEDR)
Publisher : Yayasan Riset dan Pengembangan Intelektual

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37385/ijedr.v5i3.5529

Abstract

This study aims to identify the factors that cause the suboptimal competence of the Head of Administrative Affairs, so as to provide a better understanding in improving performance in the Police General Planning and Budget Staff environment, as well as to determine the right strategy in improving the competence of the Head of Administrative Affairs in the Police General Planning and Budget Staff environment. The research method used in this research is descriptive research method with qualitative approach. The results of this study indicate that the strategy of renewal attitude, compliance attitude, collaboration attitude illustrates Kaurmin's commitment to continuously assess and improve performance through a critical and data-based approach. Through a policy-leading attitude and a collaborative attitude that strengthens teamwork, Kaurmin can ensure that the planning and budget process not only complies with the rules, but is also enriched by joint contributions, creating an efficient, effective and change-responsive environment that supports the planning and budget objectives of the Police Planning and Budget Staff. The importance of the Chief Administrative Officer's knowledge of planning technology, police regulations, related innovations, performance indicators and monitoring, and digital collaboration, in the context of planning and budgeting within the Police Planning and Budget Staff is significant. This study found that there is a need for a strategy to improve several specific skills in the context of improving the performance of the Head of Administrative Affairs in the Police Planning and Budget Staff, namely with Expertise in in-depth understanding of policies and regulations, providing a solid foundation for preparing plans and budgets in accordance with the applicable legal framework. Skills in analyzing needs and strategic plans are the focus, where analytical skills are an important asset in identifying opportunities, overcoming challenges, and formulating strategic steps.
Co-Authors Asropi Asropi Edy Sutrisno Fauzul Muna Firman Hadi Rivai M Iqbal Romzah Muhammad Nur Rohman Taufik Prayogo Prayogo Ridwan Rajab