Hasil Pencarian  ::  Simpan CSV :: Kembali

"ABSTRACTDigitalization offers the new direction in creating opportunities for business to support national economic growth. Indonesia, as the rising star in Southeast Asia emerging market, shows a promising employment prospect along with the increasing growth of digital savvy Small-Medium Enterprises (SMEs). There is a growing need for SMEs to understand Talent Management (TM) better and optimize the digital economy potential in Indonesia. Nonetheless, TM in SMEs is still under research in Indonesia since most of the Human Resource Management studies were conducted in well-established large enterprises. Accordingly, this study aims to explore TM, especially in digital-savvy SMEs that using internet platforms in their business. By using cluster analysis, this study presents the pattern of TM issues: attract, select, develop and retain key talented employees. This exploratory study involved CEOs and managers of digital-savvy SMEs in Jakarta, Bandung and Yogyakarta. This study also aims to map the awareness of SMEs in harnessing the demographic growth of the young population in Indonesia. In addition, early identification of TM challenges - related to digital-savvy concern will contribute not only to the SMEs in scaling up their business, but also newly stage entrepreneurs who are commencing their start-ups and attracting new talents. As part of the discussion, this study proposed a perspective that the digital economy will produce the New Working Life employment in the nearly future which entails the more flexible time, place, work tasks and social interaction which might answer the geographical challenges of the archipelago in Indonesia."

"Indonesia is one of the largest economics compared to others in the Association of Southeast Asian Nations (ASEAN), with a population of 240 million in 2016. Most of the country’s economic and service-related activities are located on the island of Java, which is home to 50% of the population. A good and reliable transport infrastructure is therefore critical to ensuring that the movement of both passengers and goods is efficient, fast, reliable, and safe. The Indonesian government has initiated a High-Speed Train (HST) service to connect Jakarta and Surabaya, two big cities in the west and east of Java, respectively, in order to improve mobility and connectivity on Java. The first phase of the HST project is planned to connect Jakarta and Bandung. This study aims to understand the travel characteristics of potential HST passengers, which is important for predicting demand for the HST. The study conducts roadside interviews using a stated preference methodology for several passenger transport modes serving the Jakarta–Bandung route, namely the private car, 10-seater bus (shuttle), coach, and conventional rail. The survey asks respondents about their potential for shifting from their current transit mode to HST. The HST stations will be located in Halim (Jakarta) and Gedebage (Bandung). The study finds that most of the respondents have good economic welfare. A total of 64% of the respondents agreed that they would pay an HST ticket price of between 200,000 and 300,000 rupiahs to save 90 minutes’ travel time. Furthermore, the average amount paid to use a passenger car on the same trip is 200,000 rupiahs, which is slightly higher than the amount paid by a train passenger (Rp. 150,000). This finding demonstrates that the passenger traffic vehicle capitulates the benefit of choosing HST in comparison with the existing transport modes. It should also be noted that there is greater uncertainty with regard to traffic conditions for road traffic in comparison to that faced by railway passengers. In more detail, a sensitivity analysis indicates that passengers traveling from Jakarta could be more easily shifted to the HST than could passengers traveling from Bandung. The fact that those in Jakarta indicate a greater preference to shift to a faster transport mode than those in Bandung indicates that people in Jakarta place a higher value on time. This information is also useful for operational policy, including ticket price differentiation based on travel time period and travel origin–destination."

"ABSTRAKPerkembangan teknologi yang semakin pesat membuat intangible assets menjadi komponen penting bagi organisasi. Intangible assets tersebut diciptakan oleh karyawan bertalenta yang perlu dirangkul, dikembangkan dan dipertahankan oleh organisasi (Schoemaker & Jonker, 2005). Sita & Raut (2014) mengatakan bahwa pengelolaan talent adalah implementasi dari strategi yang terintegrasi yaitu akuisisi, pengembangan dan retensi talent.PT. XYZ adalah perusahaan FMCG multinasional di Indonesia yang telah melakukan talent management sejak tahun 2012. Berdasarkan data talent voluntary turnover tahun 2012 ? 2015 ditemukan kecenderungan peningkatan voluntary turnover talent tahun 2012 ? 2015 berturut-turut mulai dari 0%, 7%, 6% hingga 18%; sementara non talent voluntary turnover cenderung turun. Selain itu, opportunity loss karena talent voluntary turnover tahun 2015 diperkirakan sebesar Rp 490,415,062.50. Hal ini menjadi indikasi bahwa proses talent management belum berjalan optimal dan komitmen dalam implementasi talent management masih rendah.Penelitian ini bertujuan untuk mengidentifikasi dan menganalisis permasalahan dalam proses penerapan talent management system di PT. XYZ yang meliputi gambaran analisis akuisisi, pengembangan dan retensi talent; komitmen dan peran dari top management dan human resources business partner serta respon dan reaksi dari talent terkait penerapan talent management system di PT. XYZ. Penelitian ini melibatkan top management, HRBP dan talent sebagai informan.Hasil penelitian menunjukkan bahwa penerapan talent management di PT. XYZ belum terintegrasi antara akuisisi, pengembangan dan retensi karena infrastruktur yang belum lengkap dan komitmen yang rendah dalam pelaksanaannya. Dengan demikian, peneliti merekomendasikan beberapa program nyata seperti competency talent acquisition, program pengembangan, menu retensi, dan lain-lain yang dapat digunakan oleh top management, HRBP dan talent.

---

ABSTRACTThe rapidly technology development make the intangible assets as the important component for the organization. Intangible assets is created by talented employees that need to be acquired, developed and retained in the organization (Schoemaker, Jonker, 2005). Sita & Raut (2014) said that talent management is the implementation of integrated strategy consist of talent acquisition, talent development dan talent retention.PT. XYZ is a FMCG multinational company in Indonesia that has been conducted talent management from 2012. Based on talent voluntary turnover data from 2012 to 2015, researcher found the increasing trend of talent voluntary turnover from 2012 ? 2015, it is 0%, 7%, 6% s/d 18% while non talent voluntary turnover declined. Furthermore, the opportunity loss due to talent voluntary turnover on 2015 is predicted as Rp 490,415,062.50. This phenomenon indicated talent management process has not yet running well and commitment in implementation is low.This research is aimed to identify and analysis the problems in implementing talent management system at PT. XYZ consist of the analysis of talent acquisition, development and retention; commitment and role of top management and human resources business partner; response and reaction of talent regarding talent management system implementation at PT. XYZ. This research involved top management, HRBP and talent as informants.The research result showed that talent management implementation at PT. XYZ has not yet integrated between talent acquisitions, development and retention due to the infrastructures are not complete and the commitment is low in the implementation. Therefore, researcher recommended some concrete programs such as competency talent acquisition, development program, retention menu, etc. will be used by top management, HRBP and talent."

"The authors of each chapter tell their own stories, discussing the widely varied approaches that worked in their companies and how they think about talent management. They provide insight into management's role, the impact on processes and practices, and links to business results."

"Penelitian bertujuan mengetahui peran pemerintah dalam meningkatkan daya saing pasar tradisional, studi kasus peran Dinas Pengelolaan Pasar (Dinlopas) Kota Yogyakarta di Pasar Beringharjo Yogyakarta Tahun 2013 s.d. Juni 2014. Metode yang digunakan adalah kualitatif dengan analisis menggunakan teori peran pemerintah dalam pembangunan.Hasil penelitian ini adalah (1) Dinlopas Kota Yogyakarta berperan menonjol sebagai inovator dan modernisator. (2) Program/kegiatan yang dilakukan Dinlopas Kota Yogyakarta dapat dibagi 3 (tiga), promosi keluar; pembangunan internal; program/kegiatan bersifat ke dalam dan ke luar. (3) Keterbatasan anggaran dan sumber daya manusia (SDM) menjadi persoalan Dinlopas Kota Yogyakarta. (4) Pedagang memiliki tingkat partisipasi tinggi dalam mengembangkan pasar tradisional sehingga memiliki daya saing terhadap pasar modern. Peningkatan daya saing pasar tradisional perlu untuk dilakukan guna mendukung ketahanan ekonomi daerah melalui peningkatan pendapatan asli daerah yang mendukung pembangunan ekonomi daerah.

---

This study aims to determine the role of government in enhancing the competitiveness of traditional markets with a case study of the role of the Department of Market Management of Yogyakarta (Dinlopas Yogyakarta) in Beringharjo Yogyakarta from 2013 to June 2014. The method used in this study is qualitative. Meanwhile theory used is theory of the role of government in development.

The study found that (1) Dinlopas Yogyakarta has a prominent role as an innovator and modernisator. (2) Programs and activities undertaken by Dinlopas Yogyakarta to improve the competitiveness of Beringharjo market can be divided into three types, i.e. external promotion; internal development; internal and external programs. (3) The limited budget and human resources is an issue for Dinlopas Yogyakarta. (4) Wholesalers in Beringharjo have so high participation in developing traditional market that it can compete with modern market."

"Performa karyawan menjadi salah satu bahan kriteria dalam hal perekrutan termasuk juga dalam perekrutan internal internal. Happy5, sebagai perusahaan Software as a Service (SaaS), mengembangkan sebuah platform bernama Happy5 Performance yang membantu dalam pengelolaan performa karyawan. Berdasarkan wawancara dengan beberapa tim di Happy5, teridentifikasi kebutuhan akan modul yang mendukung perekrutan internal berdasarkan performa yang dikenal dengan nama Internal Talent Management. Oleh karena itu, penelitian ini bertujuan untuk memberikan rekomendasi desain Internal Talent Management kepada perusahaan dan menguji kebergunaan desain tersebut. Pendekatan User-Centered Design digunakan dalam perancangan modul ini untuk memahami kebutuhan pengguna lebih mendalam. Metode penelitian yang digunakan adalah mixed-method research, dengan mengumpulkan data kuantitatif dan kualitatif melalui kuesioner, wawancara kontekstual, usability testing dan System Usability Scale (SUS). Sebanyak 139 responden terlibat dalam pengumpulan data kebutuhan awal yang menjadi input untuk perancangan desain. Hasil dari analisis data didapatkan enam kebutuhan fitur desain yang dirancang dengan menerapkan prinsip Shneiderman's Eight Golden Rules of Interface Design. Pada pelaksanaan usability testing, dilibatkan sepuluh responden dalam melakukan wawancara kontekstual dan penilaian SUS yang menghasilkan skor SUS 76,5 serta 16 saran perbaikan. Rekomendasi desain yang dilakukan untuk meningkatkan usability dari Happy5 Performance dalam hal membantu perekrutan internal organisasi klien.

---

Employee performance is one of many factors to be considered in the hiring process, including internal hiring. Happy5, as a Software as a Service (SaaS) company, continuously brings innovation has created a platform called Happy5 Performance that helps in managing performance. Based on interviews with the development team within Happy5, Happy5 performance needs Internal Talent Management to support client’s internal recruitment based on performance. Therefore, this research aims to provide Internal Talent Management design recommendations to the company and test the usability of its design. In this research, the User-Centered Design approach was employed to gain a deeper understanding of the user needs. The research method used is mixed-method research, with quantitative and qualitative data collection through questionnaires, contextual interviews, usability testing and System Usability Scale (SUS). In the initial data collection, a total of 139 respondents participated. The results of the data analysis obtained 6 design feature requirements designed by applying Shneiderman's Eight Golden Rules of Interface Design principles. In the implementation of usability testing, 10 respondents were involved in conducting contextual interviews and SUS assessments which resulted in an SUS score of 76.5 and 16 suggestions for improvement. Design recommendations made to improve the usability of Happy5 Performance in terms of assisting internal hiring of client organizations.

"

"A growing concern for businesses today is retaining skilled employees. The best employees often are the ones most at risk to be recruited elsewhere. Yet most companies do not know the true cost of employee turnover. This Infoline provides you with the tools necessary to establish a comprehensive retention strategy to motivate and empower your employees. You will learn how to create a future-oriented work environment develop reliable career development strategies implement effective practices for success."

"Timbulan limbah padat yang terus meningkat serta minimnya lahan TPA mendorong timbulnya upaya untuk mengatasi masalah persampahan, salah satunya dengan Extended Producer Responsibility (EPR) dimana tanggung jawab produsen diperluas hingga tahap post-consumer. Penelitian ini bertujuan untuk mengetahui potensi reduksi sampah kemasan di apartemen dengan diterapkannya konsep EPR.Hasil penelitian menunjukkan bahwa rata-rata timbulan sampah di Apartemen Gardenia Boulevard dan Kalibata Residence adalah 0,226 dan 0,342 kg/orang/hari atau sebesar 2,746 dan 2,687 liter/orang/hari, dengan sampah kemasan sebesar 63,5% dan 43,7% dari total limbah padat anorganik yang dihasilkan.Rekomendasi mekanisme pelaksanaan konsep EPR yang sesuai untuk Apartemen Gardenia Boulevard adalah melakukan penarikan kembali produk dan/atau kemasan yang habis masa pakainya dan dikelola melalui cara reuse dan recycle oleh produsen. Sedangkan untuk Apartemen Kalibata Residence pelaksanaan EPR akan memanfaatkan lapak disekitar lokasi untuk selanjutnya disalurkan ke pabrik daur ulang. Dengan diterapkannya konsep EPR kemasan di Apartemen Gardenia Boulevard dan Kalibata Residence dapat mengurangi timbulan limbah padat anorganik yang dibawa ke TPST Bantar Gebang yaitu sebesar 55,2% dan 50,2%.

---

The continously increasing solid waste generation and lack of landfill area encourage efforts to tackle the waste problem. This includes Extended Producer Responsibility (EPR) where a producer?s responsibility for a product is extended to the post-consumer stage of the product?s lifecycle, including its final disposal. This study aims to determine the reduction potential of packaging waste in apartment with the implementation of EPR concept.The results showed that the rate of waste generation in Gardenia Boulevard and Kalibata Residence is 0.226 dan 0.342 kg/person/day or 2.746 dan 2.687 liters/person/day, respectively, in which the packaging waste is 63.5% and 43.7% of the total inorganic solid waste generated. Recommendation mechanism for EPR concept in Gardenia Boulevard is product/waste collection in the post-consumer stage and then managing with reuse and recycle. Whereas in Kalibata Residence, retailer close to building will accept packaging waste to convey it afterwards to recycling plant. The implementation of EPR concept in Gardenia Boulevard and Kalibata Residence can reduce the generation of inorganic solid waste brought to Bantar Gebang landfill by 55.2% and 50.2%."