Vol.4, No.06, Juni 2023

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P-ISSN: 2723-6595

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Jurnal Indonesia Sosial Sains, Vol. 4, No. 06, Juni 2023 499

HR Development Through Capacity Building To Increase Company

Productivity

Adhi Susano

, Heru Subiantoro

, MeiRinaldi

1,2,3

Universitas Borobudur, Indonesia

Email: [email protected]

, [email protected]

[email protected]

Corresponding Author: [email protected]

ARTICLE INFO

ABSTRACT

Keywords: HR Development;

HR capacity; Company

Productivity.

In the era of globalization, human resources (HR) is an important

asset for every company to gain competitive advantage. For the

organization to continue to exist on a national and international

scale, human resource development (PSDM) is a decisive factor in

achieving goals and objectives. The research is included in the type

of qualitative research, namely research with descriptive methods.

This study intends to provide an in-depth description related to the

research object, namely the development of human resource

capacity (HR). To achieve the company's performance and goals, it

is very important to implement an HR capacity-building program on

an ongoing basis. Organizational human resource development

directly impacts talent development, employee resilience, and

career development. It also offers companies a new paradigm to

develop their human capital. The fundamental components that

determine the existence of an organization in a cruel corporate

environment include aspects of competence, talent, and resilience.

Companies that implement competence must pay attention to

management levels and HRM stages. Potential employees who

perform well under pressure contribute to organizational

consistency and competition. By considering the two strategic

options of matching people to roles and matching roles to people,

talent-based HRM needs to be contextualized. produce workers who

have the knowledge, skills, money, affluence, talents, attitudes, and

dispositions necessary to inspire others. It is important to create AQ-

based human resources who can deal with any problem, act

responsibly, set boundaries for problems, and refuse to give up

quickly. With the aspect of resilience, employees can calm their

intentions, smother, and catch problems to take advantage for the

sake of organizational effectiveness to achieve success and exist in a

competitive world.

Attribution-ShareAlike 4.0 International (CC BY-SA 4.0)

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1. Introduction

In the era of globalization, human resources (HR) is an important asset for every

company to gain competitive advantage. For the organization to continue a national and

international scale, human resource development (PSDM) is a decisive factor in achieving

goals and objectives. HRM is an organizational function focused on recruiting, managing, and

mentoring people as they work for companies. It is achieved through synergy to increase

mutuality and move towards one goal. Susan explained that human resource management

(HRM) is a systematic and comprehensive approach to managing people, workplace culture,

and the environment so that they can successfully and productively contribute to company

goals and objectives .[1]

In recent years, many good companies have had poor performance due to ineffective

and efficient human resources [(McCauley & Wakefield, 2006). The majority of businesses

overlook HR development as their biggest asset. According to Okoye and Ezejiofor, there is

uncertainty in business because it is difficult to understand how employee contributions can

increase organizational efficiency and profitability (Okoye & Ezejiofor, 2013). This is what

causes a sizable unskilled workforce, an uncompetitive business, a lot of subpar performance,

and low productivity. Various efforts have been made by the company with an emphasis on

improving the performance of its employees for the sake of profitable outputs and outcomes

as a long-term impact. To improve organizational competitiveness and adaptation to the

environment, especially Jumawan's external turmoil, HR management efforts aim to improve

employee capabilities in handling various tasks and provide benefits for employees for career

advancement, competency improvement, and talent development (Fauziah et al., 2020).

Often organizations experience serious problems in managing employees to work

optimally. In line with Simon that "the basic challenge for all organizations is "inducing their

employees to work toward organizational goals". To achieve long-term and sustainable

success, organizations need human resources that create meaningful work (according to the

talents and competencies of employees). In addition to talent and competence, organizations

need to pay attention to aspects of the resilience or toughness of employees at work so that

an organization can continue to exist in the long term (Simon, 2013).

Many competitive business organizations have emerged recently. However, the

existence of these business organizations did not last long. This is because employers do not

pay attention to aspects of the resilience or toughness of employees in recruiting. In fact, in

addition to talent and skills, a job requires resilience in work. This description wants to

review the importance of paying attention to employees who have resilience or toughness at

work.

2. Materials and Methods

The research is included in the type of qualitative research, namely research with

descriptive methods (Sugiyono, 2019). This study intends to provide an in-depth description

related to the research object, namely the development of human resource capacity (HR). The

data collection techniques used by researchers are observation, interviews, documentation,

and library research. Data analysis was carried out through several stages according to Miles

and Huberman, namely Data Collection, Data Condensation, Data Display, and Conclusion

Drawing/Verification(Miles & Huberman, 1992).

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3. Results and Discussions

3.1. Development of Human Resource Capacity in Organizations.

To explain its function correctly, effectively, and efficiently, human resource capacity

building often consists of recruitment, training, wage incentive schemes, and working

conditions. For the system to continue to work as intended, system management must always

pay attention to important factors including training, development, and motivation. Human

resources play an important role in this management. Because people are resources and they

cannot be replaced by any other resource in their current or future position. Humans must

have competent values and traits to achieve this goal. Employees need to be guided along

with the development of human resource capabilities so that they are more advanced and in

line with the goals that have been set. The purpose of building human resource capacity is to

improve the quality or ability of employees to achieve work-related goals. This is achieved

through hiring new personnel, offering employee training, setting up incentive systems, and

creating a suitable work environment.

Employee capacity building is a way for organizations to survive. As stated by Grindle,

in Haryono et al (2012);

"Capacity building initiatives aim to create various tactics that can increase the

effectiveness, responsiveness, and efficiency of government performance"

The organization will seek to maximize the potential of its human resources through

human resource management. The 3 (three) components of capacity building are

institutional reform, organizational strengthening, and human resource development.

Researchers in this study emphasized the development of human resources. Four (4)

recruitment, training, payroll, and working conditions activities are considered to increase

employee capabilities as part of the human resource development dimension.

Recruitment

Candidate needs must be met during human resource development for

recruitment. Because the purpose of this recruitment is to maximize the probability

that the person who is hired will stay when they start working for the company.

Therefore, recruitment is a series of procedures used to gather competent candidates

for employment. Corporate companies go through various stages of hiring. Before

recruitment, the business first notifies the public of the need for personnel through

the HRD division.

According to Hasibuan (2012: 28), the Reorganization of Procurement Officers is

the first step and raises doubts about whether a particular business will succeed in

achieving its goals. If employees are skilled, it will be easier to put in the effort

required to achieve their respective goals. Likewise, it is difficult for a business to

achieve its goals when the employees affected by it are somewhat in violation of the

law. According to an in-depth analysis, if there is an employee recruitment committee,

administrative procedures can proceed according to existing guidelines.

Recruitment must be carried out in a planned and comprehensive manner because

it is a strategic plan and the first step to obtaining reliable personnel. In all

organizational units of the company, recruitment is carried out to anticipate

personnel needs both in terms of quantity and quality. Until now, it is believed that

many organizations that carry out employee recruitment have not succeeded in

obtaining the skills needed by the organization. The public in general considers that

recruitment practices and processes tend to be colored by Corruption, Collusion, and

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Nepotism (KKN) practices, resulting in a less qualified workforce. The recruitment

process, which is a stage in the activity process to identify workers with the skills,

knowledge, and expertise needed for their work, will play an important role in

determining the quality of the workforce. The occurrence of employees in the

organization struggling to achieve goals shows that they do not have the quality that

is commensurate with the demands of their work. In this case, to improve staff

competency, strategic action is needed.

Training

HRD uses training activities as one of its methods to build capacity. Organizations

must invest in training because simply putting workers on the job does not guarantee

their success. New employees often have uncertainty about their duties and roles.

Orientation and training programs are needed to strike a balance between personnel

capabilities and job demands. Following training and job mastery, employees require

additional development to prepare them for responsibilities. Hariandja in Haryono

said that training and development are two of the same concepts, namely to improve

abilities, knowledge, and skills.

The purpose of education and training (training) is to improve the ability of

employees according to their respective fields of work. This is one form of human

resource capacity building. Increasing knowledge, competence, skills, personality, and

ethical attitudes is the goal of education and training. Workers who have completed

training are better prepared to perform their jobs according to the competency level

of their roles, enabling them to provide services to the public that meet public service

standards.

Government administration requires qualified and experienced human resources.

Effective, efficient, and professional performance requires the development and

improvement of human resources. Therefore, it is very important for the efficient

implementation of governmental activities that the capacity of the staff is developed

in realizing the professionalism of the employees. Training is often referred to as

education and training in government circles (training). When compared with the

theory of HR capacity development that has been discussed in the previous chapter,

HR management within the organization seeks to conduct training to achieve

employee professionalism. It shares the same goal of providing training for

professionals. Grindle explained that there were several activities carried out to

achieve the goal of developing HR capacity to increase individual capacity in carrying

out their professional and technical responsibilities.

Salary

According to Sembiring in Sedarmayanti (2009:23) that every employee is entitled

to compensation (remuneration) in return for services performed by the company.

For the services performed by employees, the company provides compensation,

which is usually in the form of a salary or wages. Because salary is an important

element for organizations or agencies, we need a system that can manage salaries

properly.

The salary structure and performance incentives used by many businesses are

very explicit in the employment agreement that both parties must sign. Because it is

believed that it does not have a deterrent effect on employees, the researcher can

conclude that it is not clear how performance allowances are deducted for employees

who violate it. Some workers still don't care if they break it and have their

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performance bonus reduced.

Work Condition

As stated by Sedarmayanti (2000:22) that "Humans will be able to carry out their

duties properly so that optimal results are achieved if supported by an appropriate

working condition. Working conditions are said to be improved or appropriate if

humans can carry out their activities optimally, healthily, safely, and comfortably. If

their work environment is pleasant, employees will find it easier to do their job;

However, if the work environment is not supportive, this will also have an impact on

employees and make it difficult for employees to carry out their duties. Uncomfortable

conditions, such as hot and noisy locations, should be avoided in favor of a tidy

environment and a pleasant working atmosphere.

Working conditions are a set of conditions or workplace conditions in an

organization where workers work which can have an impact on developing employee

capacity. Theoretically, Mangkunegara (2005: 105) says the factors that influence the

formation of behavior related to working conditions, can be grouped into two types,

namely working conditions involving

1) Physical working conditions include the amount of space needed, amount of

light, air temperature, amount of noise, use of color, music, and humidity.

Researchers discuss the provision of facilities and infrastructure for employees

in this case.

2) Psychological conditions of work (non-physical), for example, work stress,

work boredom, and work fatigue. In this case, the researcher discusses the

relationship between employees.

Provision of facilities and infrastructure as well as relations between employees

are two aspects of working conditions in companies mentioned in this study:

1) Provision of facilities and infrastructure

The infrastructure and facilities needed to create employee capacity must

be balanced and adequate in line with the development of modern times. The

facilities and infrastructure of the Ministry of Science, Technology, and Higher

Education must be adapted to their needs or by the duties and functions they

carry out. If the Kemenristekdikti facilities and infrastructure are lacking, it

will interfere with the ability of employees to complete their duties and

increase their capacity in providing services.

2) Development of Inter-Employee Relations

Employee relations are non-physical work situations that have an impact

on how well employees can develop their capacity to make their workplace

comfortable and enjoyable. Employee relations at work are characterized by

strong emotional bonds between co-workers. To foster cooperation among

employees when someone needs help to carry out daily tasks happily, the

relationship between employees in the organization must be friendly because

they realize could not go for a walk independently while carrying out their

daily tasks. Hence, when one of them encountered difficulties in completing his

work, the other adopted a cooperative spirit. But some employees have a bad

working relationship, for example, senior employees with junior employees.

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3.2 Organizational Human Resource Capacity Development

Competency Based

According to Spencer and Spencer, competency is a basic quality of a person that

is tangentially related to effective or superior performance in various contexts and

jobs (Spencer & Spencer, 2008). In general, the term competency is defined as a

combination of skills, personal characteristics, and knowledge that can be observed,

measured, and evaluated through performance. There are two types of competence,

namely:

1) managerial competence, for managing employees and building social relations;

2) technical competence, related to the functional capacity of the work

performed.

Integration of HR planning with the organization's business strategy is supported

through competency-based HR development. For this reason, organizations can

evaluate the capacity of human resources based on the skills needed to realize the

vision, mission, and goals of the organization (Tripathi & Agrawal, 2014). In line with

Kamidin who stated that human resource development based on the vision and

mission of the organization improves organizational performance.(Kamidin, 2010)

Competitiveness and organizational existence will be created if HRD pays

attention to the competence of personnel. HRM begins with recruitment, selection,

and identification of components of initiative competence, achievement motivation,

and ability to work in teams. It then moves on to continuous development and

collection of competency data relating to potential employees. Also, all assignments,

instructions, and training must be carried out by the competence of each person.

In general, several things need to be considered to achieve optimal human

resource development, namely:[4]

1) selection of human resources according to needs;

2) designing alignment between organizational needs and employee

competencies;

3) provide appropriate facilities, infrastructure, and technology;

4) High commitment from every element of the organization.

Draganidis said that other stages are very important in the development of

competency-based human resources, namely:[8]

1) Identification of competencies. The process of finding the competencies

necessary for successful and optimal performance;

2) Competency models. Narrative description of competencies for target job

categories, work groups, divisions, departments, or other units of analysis;

3) Competency assessment. The process of comparing individual competencies to

competency models;

4) Competency-based management. Application of a series of competencies to

manage human resources so that performance contributes efficiently and

effectively to organizational goals;

5) Competency standards. Identification of employee skills and knowledge and

determining the level of performance that must be achieved in a particular

work segment or function;

6) Competency profile. Documents that describe a specific set of competencies to

a position/job/job group/functional community.

To carry out human resource development to the demands of each level,

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competency-based HRD must also pay attention to existing management levels,

including executive, manager, and employee levels. Aspects of strategic thinking and

changes in leadership style are competencies required for the executive level. The

management degree, on the other hand, calls for proficiency in the areas of change

implementation, interpersonal understanding, and empowerment. At the same time,

employees need to possess skills including adaptability, updating information,

motivation, an aptitude for learning, motivation (to achieve and work under

pressure), teamwork, and customer service focus.

Competence is a potential source of long-term value and a potential source of a

company's competitive advantage, which is why companies use competency-based

HRM. For example, HR professionals who have high levels of HRM competency engage

closely with managers to identify and resolve employee issues, share information and

perspectives on company challenges, and work to the fullest(Wei & Lau, 2005). In

addition, Long and Ismail said that HR practitioners help develop employees who are

explicit and produce knowledge (Long & Ismail, 2011).

People with high-caliber work competence will be responsible and adaptable to

every change in the workplace. Raven and Stephenson's statement that proficiency

forces a person to continue to learn and adapt.[13] The competency and HRM

components, particularly organizational consistency in employee development, are

closely interrelated. To create and plan a specific HRM model, including recruitment,

skills gap analysis, job development plans, training initiatives, self-learning, learning

management, self-assessment, and motivation, each company must be unique(Dries,

2013).

HR should be seen by organizations as human resources, with HR expertise acting

as a current resource. Therefore, human resource development that emphasizes

competency features produces high-quality and reliable organizational components,

has efficient working relationships, achieves organizational goals, and enables

organizations to survive in a cruel corporate climate.

Talent Based

There are several definitions related to talent management (talent management).

Talent is a value measure that describes skills, abilities, wealth, abundance, talents,

attitudes, and dispositions (online dictionary www.merriam-webster.com).[15]

Joubert stated that talent is a person's ability to inspire and evoke emotions in

others.[16] talent is the product of ability (competence, education, training, and

experience), coupled with motivation (engagement, satisfaction, challenge, and well-

being) and opportunity.

Van Dijk states that the important elements of talent include:[15]

1) potential (a person's power, influence, and ability to achieve results);

2) real interest (passion);

3) skill intelligence (mental and physical learning and performance ability to

compete, conquer, and survive);

4) virtue intelligence or moral excellence and integrity.

Joubert added very outstanding individual traits, including a desire to learn,

receptiveness to role models and inspirational influence, a thirst for achievement,

ambition, and a desire to rule. Further traits include resistance and non-conformity

(van Zyl et al., 2017).

According to Cunningham, contextualization is necessary for talent development

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in talent-based HRM by considering two main strategic options namely aligning roles

with people and roles with people. Aligning roles with people focuses on enhancing

abilities through an enabling work environment, whereas aligning people with roles

implies a preference for recruiting, learning, and developing talent.[15] Van Dijk

further stated that organizations that have high performance in talent development

do things such as talent creation/regeneration, calibration, growing and enhancing

talent, and caring for and fostering talent.[15] Talent Align adds that talent

development is a strategic integrated approach to managing careers from attracting,

retaining, and developing to transitioning the organization's human resources (Taylor

& Lee, 2014).

In developing talent-based human resources, it is necessary to start from the

identification of the most suitable individual and individual development needs that

lead to the development of that person's contribution to the team and organizational

development. According to McCauley and Wakefield, organizations that excel in talent

development demonstrate eight best practices, including having a broad definition of

talent management, incorporating various aspects of talent management into a

comprehensive system, concentrating on the most valuable individual talents,

engaging senior management, and developing models. competency to foster a shared

understanding of the skills and behaviors needed and valued by the organization.[2]

The organization attaches great importance to talent development and even

considers it important. This is because when talent develops, the availability of

talented and excelling personnel in the required roles leads to increased performance,

which in turn improves business performance.(Jumawan, 2015)

Resilience Based

The term Adversity Quotient can be interpreted as a person's ability to face

struggles and overcome difficulties or problems to become an opportunity for greater

achievement (Labola, 2019). Stoltz added that someone with a high AQ will process

difficulties with their intelligence into challenges that need to be solved. Thus, it is

useful when difficulties arise and can be used to predict success/success.

Some people try to overcome many problems but give up when they face the

severity of suffering. Endurance intelligence is the key to overcoming obstacles and

succeeding at the highest level. Supardi added one can control one's intentions, see

difficulties, and see opportunities to gain profit by using resilience-based intelligence.

Thus, every effort is made to succeed and survive in a competitive world.

The workplace demands competent, innovative, tough, competitive, and

chameleon-like products in a variety of settings for its organizations and work in these

cruel times. The further a person's career is, the more complex the difficulties they

will face and need to find a solution. Therefore, companies and institutions that value

employee resilience must pay attention to the implementation of AQ-based HR

development. AQ-based HR development is important, because with a high AQ

employees can do several things such as: [1]

1) controlling any issues that have positive and beneficial implications for

performance and productivity;

2) be responsible, namely expanding control, empowerment, and motivation in

acting;

3) has limits on issues, responds to problems as something specific and limited;

4) do not give up easily, have the principle that difficulties are only temporary.

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Phoolka and Kaur further stated that AQ can be used to predict the ability and persistence

of employees, used to increase the effectiveness of teams, relationships, families,

communities, cultures, societies, and organizations.(Phoolka, S dan Kaur, 2012)

4. Conclusion

In the era of globalization, human resources (HR) is an important asset for every

company to gain competitive advantage. For the organization to continue to exist on a

national and international scale, human resource development (PSDM) is a very decisive

factor in achieving goals and objectives. HRM is an organizational function focused on

recruiting, managing, and mentoring people as they work for companies is achieved through

synergy to increase mutuality and move towards one goal. Susan explained that human

resource management (HRM) is a systematic and comprehensive approach to managing

people, workplace culture, and the environment to contribute to company goals and

objectives successfully and productively.

To achieve the company's performance and goals, it is necessary to implement an HR

capacity-building program on an ongoing basis. Organizational human resource

development has a direct impact on talent development, employee resilience, and career

development. It also offers companies a new paradigm to develop their human capital.

The fundamental components that determine the existence of an organization in a

vicious corporate environment include aspects of competence, talent, and resilience.

Companies that implement competence must pay attention to management levels and HRM

stages. Potential employees who perform well under pressure contribute to organizational

consistency and competition. By considering the two strategic options of matching people to

roles and matching roles to people, talent-based HRM needs to be contextualized to produce

workers who have the knowledge, skills, money, affluence, talents, attitudes, and dispositions

necessary to inspire others. It is crucial to create AQ-based human resources who can deal

with any problem, act responsibly, set boundaries for problems, and refuse to give up quickly.

With the aspect of resilience, employees can calm their intentions, stop them, and catch

problems to take advantage of the organizational significance to achieve success and exist in

a competitive world.

5. References

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Manusia (SDM) Yang Strategis Untuk Menunjang Daya Saing Destinasi Pariwisata Di Kabupaten

Pemalang Jawa Tengah. Prosiding Seminar Nasional Indonesian R Summit, 1(1).

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ketahanan dalam organisasi. Jurnal Manajemen & Kewirausahaan, 7(1), 28–35.

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Phoolka, S dan Kaur, N. (2012). Adversity quotient: a new paradigm to explore. International Journal of

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Tripathi, K., & Agrawal, M. (2014). Competency based management in organizational. Global Journal of

Finance and Management, 6(4), 349–356.

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Wei, L.-Q., & Lau, C.-M. (2005). Market orientation, HRM importance and competency: Determinants of

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