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Assessment of Human Capital Management (HCM) Implementation and Its Effect on Innovation: Case Study at PT Dirgantara Indonesia Natanael, Wesley; Ghazali, Achmad; Febriansyah, Hary
The Indonesian Journal of Business Administration Vol 3, No 11 (2014)
Publisher : The Indonesian Journal of Business Administration

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Abstract. The financial crisis in 1998 requires the state to stop its funding to PT DI. Lack of funds forced PT DI to cut its employees in large numbers in order to sustain the company survival with business turbulence encountered. This massive layoff was followed by experts skill left the company. This condition raises some problems for companies which are lack of expertise, employees age gap and based on previous research there is still a lack of trust in leaders. Improvement of Human Capital Management (HCM) is required considering problems faced is about human resource management, and must be conducted effectively and accurately targeted because of PT DI limited funds. HCM framework used in this study is framework developed by Laurie Bassi and Daniel McMurrer (2007) which states there are five drive (driver) HCM which are leadership, engagement, knowledge accessibility, workforce optimization dan learning capacity. Assessment of HCM implementation in PT DI using questionnaire tool shows that implementation of HCM in PT DI is still at low level and the driver with the lowest score is Engagement. Innovation used as the expected result because PT DI as aircraft manufacturing company is intense company with innovation. HCM correlation analysis with company innovation capability is conducted by Partial Least Square (PLS) using software smartPLS 2.0. PLS analysis generates that Engagement is the driver with the highest correlation to innovation. The series result of research steps indicate that the Engagement is the driver with the highest correlation to the level of innovation as well has the lowest value of implementation level, so that the increase in HCM should be concentrated on the driver Engagement. In this study, the researcher recommends enhancement Engagement with conduct performance management.Keywords: Human Capital Management (HCM), Innovation, PT Dirgantara Indonesia

Analysis of Human Resources Management Practices of Small and Medium Enterprises of Knowledge-based Industry in Bandung Lathiva, Nurul; Febriansyah, Hary
Journal of Business and Management Vol 9, No 2 (2020)
Publisher : Journal of Business and Management

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Abstract. Particularly for Small and Medium Enterprises (SMEs), which usually do not have a Human Resources Management department to rely on, HRM practices can be a challenge. They may be limited to one HR person or the CEO will still have the responsibility. SMEs owners need to consider the implementation and obstacles they face, however, so that they are prepared to address HR problems as their company and workforce expand. SMEs in Indonesia are currently taking advantage of a challenge into an attractive opportunity to encourage the growth of SMEs themselves. This research is to study SMEs in the knowledge based in Bandung in understanding what and how the HR practices in organizations, conducted in Bandung city by using the explanatory mixed method which consist of questionnaire for quantitative data and in-depth interviews for qualitative data collection. The respondents from questionnaire consist of 25 representative of SMEs knowledge-based industry, and the informants taken in the interview were 5 representative of SMEs knowledge-based industry who included from 25 respondents from questionnaire. When analyzing data, descriptive statistics are used for quantitative purposes and backed up by cross-case analysis to concentrate on comparing and integrating statements from each question provided to all interview informants when order to obtain athorough understanding of HRM implementation practices in knowledge-based SME industries. Based on this study, implementation of HRM practices by formal and informal institutions can change organizations, HRM activity activities significantly influence the results of business operations. Keywords: Human Resources Management Practices, Small and Medium Enterprises (SMEs), knowledge-based industry.

How medium-sized tourism enterprises responding business environment changes for its sustainability Chairunnisa, Rina; Febriansyah, Hary
Journal of Business and Management Vol 9, No 2 (2020)
Publisher : Journal of Business and Management

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Abstract. The sustainability issues faced by Medium-sized Tourism Enterprises challenge the ability of entrepreneurs to not falter and continue to survive. The tourism sector whose situation fluctuates depending on how business or market performance and external conditions require entrepreneurs toadapt and make policies to be sensitive to change. In this research, this observation was carried out in Bandung with a questionnaire involving 16 respondents and semi-structure in-depth interview involving four informants. The background problem of this study is the impact of actions taken in change management towards sustainability of Medium-sized Tourism Enterprises in Bandung. The research is aimed at knowing the responses to changes in the business environment, the needs to be developed to implement change management strategies, and the scope of Medium-sized Tourism Enterprises in Bandung in making changes for its sustainability. The Star Model will be the framework for effective strategy execution. How the organization can effectively align the components with each other makes a huge difference in achieving an impact. Furthermore, the author will look at the business forms and types of changes made based on the analysis of the Star Model elements of the framework to link to sustainability by Medium-sized Tourism Enterprises in Bandung.Keywords: Medium-sized Enterprises, Tourism, Change Management, Sustainability.

Pengaruh Employee Experience Terhadap Turnover Intention Pada Perusahaan Start-Up Cove Living Indonesia Aurel, Regina Oktaviania; Febriansyah, Hary
Jurnal Mirai Management Vol 9, No 1 (2024)
Publisher : STIE AMKOP

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.37531/mirai.v9i1.7043

Penelitian ini bertujuan untuk menganalisis pengaruh pengalaman karyawan terhadap intensi untuk berhenti bekerja di perusahaan start-up Cove Living Indonesia. Employee experience didefinisikan sebagai pertemuan antara ekspektasi, kebutuhan dan keinginan karyawan terhadap organisasinya. Turnover intention yaitu keinginan karyawan untuk secara sukarela meninggalkan pekerjaan mereka saat ini dan pindah ke pekerjaan baru. Studi ini berfokus pada faktor-faktor yang mempengaruhi pengalaman karyawan, yaitu pengalaman lingkungan fisik, pengalaman budaya, pengalaman teknologi, kepemimpinan, pekerjaan yang bermakna, pemberdayaan, pertumbuhan dan pengakuan, serta keseimbangan antara pekerjaan dan kehidupan. Metodologi penelitian melibatkan pengumpulan data melalui survey yang diisi oleh 78 karyawan Cove Living Indonesia dan melakukan wawancara. Alat ukur yang digunakan adalah alat ukur employee experience scale dari Morgan dan alat ukut turnover intentioin scale dari Mobley. Analisis data yang digunakan adalah multiple linear regression. Berdasarkan hasil regresi, ditemukan bahwa employee experience memiliki pengaruh terhadap turnover intention sebesar 66.9% dengan pengalaman budaya, kepemimpinan, pemberdayaan, pertumbuhan dan pengakuan, serta keseimbangan kerja-hidup yang mempengaruhi turnover intention pada karyawan start-up Cove Keywords: Start-up, Employee experience, Physical Experience, Cultural Experience, Technology Experience, Leadership, Meaningful Work, Empowerment, Growth and recognition, Work-Life Balance, Turnover intention

Human Capital Management as A Catalyst for Organizational Change: A Study on West Java Health Laboratory (BLUD) Transition Supriarti, Ria Andiani; Febriansyah, Hary
Ilomata International Journal of Management Vol. 6 No. 1 (2025): January 2025
Publisher : Yayasan Sinergi Kawula Muda

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61194/ijjm.v6i1.1467

Human capital management is limited to administrative tasks despite their importance to an organization's performance. This study seeks strategic human capital management (HCM) methods to help BLUD mplementation succeed, focusing on flexible government norms. The study uses qualitative thematic analysis and quantitative SEM-PLS to assess the organization's human capital practices. The results reveal that leadership techniques are good, but other areas for change can be improved. The paper recommends an dvanced Human Capital Management System (HCMS) for leadership development, learning, workforce efficiency, knowledge accessibility, and employee engagement. A structured HCMS can incorporate these improvements to manage and expand human capital and align employee competencies with BLUD transition goals. The research recommends 7S change management for HCM implementation. The framework helps the organization recognize change and handle critical challenges in line with transformation goals. The need for a specialist committee to oversee the development and implementation of these initiatives emphasizes leadership's role in organizational transformation. According to the study, digitalization, talent management, systematic training, employee well-being, continuous competency, and performance evaluation are critical to long-term success. This study suggests ways an organization can improve its human capital management to move to BLUD status smoothly. To validate and improve the HCM strategy, future studies should apply.

Human Capital Management as A Catalyst for Organizational Change: A Study on West Java Health Laboratory (BLUD) Transition Supriarti, Ria Andiani; Febriansyah, Hary
Ilomata International Journal of Management Vol. 6 No. 1 (2025): January 2025
Publisher : Yayasan Sinergi Kawula Muda

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.61194/ijjm.v6i1.1467

Human capital management is limited to administrative tasks despite their importance to an organization's performance. This study seeks strategic human capital management (HCM) methods to help BLUD mplementation succeed, focusing on flexible government norms. The study uses qualitative thematic analysis and quantitative SEM-PLS to assess the organization's human capital practices. The results reveal that leadership techniques are good, but other areas for change can be improved. The paper recommends an dvanced Human Capital Management System (HCMS) for leadership development, learning, workforce efficiency, knowledge accessibility, and employee engagement. A structured HCMS can incorporate these improvements to manage and expand human capital and align employee competencies with BLUD transition goals. The research recommends 7S change management for HCM implementation. The framework helps the organization recognize change and handle critical challenges in line with transformation goals. The need for a specialist committee to oversee the development and implementation of these initiatives emphasizes leadership's role in organizational transformation. According to the study, digitalization, talent management, systematic training, employee well-being, continuous competency, and performance evaluation are critical to long-term success. This study suggests ways an organization can improve its human capital management to move to BLUD status smoothly. To validate and improve the HCM strategy, future studies should apply.

Analysis of Human Capital Readiness and Digital Culture on Employee Performance in Facing Industry 4.0 : Case Study of Perum DAMRI Febriani, Nabila Eka; Febriansyah, Hary
Paradoks : Jurnal Ilmu Ekonomi Vol. 7 No. 4 (2024): Agustus - Oktober
Publisher : Fakultas Ekonomi, Universitas Muslim Indonesia

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Perum DAMRI, a state-owned transportation company, faces significant challenges in transitioning to Industry 4.0, with only 4.7% of employees classified as digitally skilled. This condition indicates that Perum DAMRI needs to significantly improve human capital readiness to compete in the digital era. This study aims to evaluate the human capital readiness and digital culture, towards employee performance at Perum DAMRI Head Office in facing Industry 4.0 challenges.. A survey was conducted to assess human capital readiness and the influence of digital culture on performance. The findings indicate that human capital readiness, particularly in the knowledge and hard skills dimensions, is categorized as “Not Ready,” highlighting substantial gaps and the need for comprehensive training and development programs. Additionally, digital culture positively influences employee performance, emphasizing the importance of fostering values such as innovation, collaboration, agility, and a digital-first mindset. The study concludes that both human capital readiness and digital culture significantly affect employee performance, underscoring their critical roles in supporting DAMRI's transition to Industry 4.0.

REVITALISING INDONESIAN ISLAMIC BANKING PERFORMANCE: A STAKEHOLDER ANALYSIS Pertiwi, Ruspita Rani; Tjakratmadja, Jann Hidajat; Febriansyah, Hary
Journal of Islamic Monetary Economics and Finance Vol. 7 No. 4 (2021)
Publisher : Bank Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.21098/jimf.v7i4.1373

This paper examines the views of Islamic bank stakeholders, which are used as basis for measuring and improving bank performance. Taking Indonesia as a case study, we compile information and data from both internal and external stakeholders through in-depth interviews and focus group discussions, code them using N-Vivo, and finally apply the stakeholder management framework for the data analysis. The results obtained suggest that internal stakeholders’ views of Indonesian Islamic banking performance are relatively positive. However, external stakeholders tend to have varied views of its performance. The research finds that the religious values promoted by Islamic banks can increase company value, but at the same time they can also reduce interest in Islamic banking. Based on these findings, it is necessary to investigate further how to strategise the religious values for the promotion of Islamic banking.

Key Drivers of Gen Z Employee Retention in Indonesia's Heavy Equipment Industry Novanantha, Edith; Febriansyah, Hary
Journal Integration of Management Studies Vol. 3 No. 3 (2025)
Publisher : Integrasi Sains Media

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.58229/jims.v3i3.361

This study explores the key drivers of employee retention among Generation Z workers in Indonesia's heavy equipment industry, a sector undergoing rapid transformation amidst talent shortages and generational shifts. Drawing on the Resource-Based View (RBV) and organizational commitment Theory, the study adopts a sequential explanatory mixed-methods approach. Quantitative data were collected via structured surveys (n = 112), and qualitative insights were gained from semi-structured interviews with HR professionals and Gen Z employees. Regression analysis reveals that career development (β = 0.412, p < 0.01), organizational culture fit (β = 0.379, p < 0.01), and meaningful work (β = 0.328, p < 0.05) significantly influence retention intentions. Thematic analysis further underscores the importance of transparent growth pathways, participatory work environments, and alignment with personal values. Notably, compensation was not a dominant retention factor, reflecting a generational shift toward purpose-driven employment. The study contributes to HRM Theory by contextualizing retention within emerging economies and generational preferences. Practically, it offers actionable strategies for managers to enhance retention, such as fostering inclusive leadership, redefining career planning frameworks, and embedding value alignment in recruitment. Ethical considerations, including participant consent and data confidentiality, were upheld throughout. The findings highlight that retaining Gen Z talent requires not only competitive policies but also authentic organizational purpose and developmental engagement.

Model Evaluation and Implementation Strategy Planning Based on Attrition Predictive Model in Perseroan Luar Negeri Ltd Wialldi, Gland; Febriansyah, Hary
Journal of Accounting and Finance Management Vol. 6 No. 3 (2025): Journal of Accounting and Finance Management (July - August 2025)
Publisher : DINASTI RESEARCH

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.38035/jafm.v6i3.2252

Over the past three years, Perseroan Luar Negeri Ltd.’s five Singapore-based subsidiaries have experienced a consistent increase in attrition rates above annual average benchmarks, raising concerns about service continuity, increased rehiring and onboarding costs, and weakened customer relationships. To address this, the Group implemented machine-learning models designed to potential leavers six months in advance. This research evaluates the first full year of the model's deployment and proposes integrating predictive insights into HR decision-making. The evaluation includes both offline assessments (precision-recall screening of six algorithms during production) and an online evaluation using Wilson-scored recall/precision, Popular-Stability-Index for covariate drift, Linear Four Rate for concept drift, and two business KPIs: voluntary turnover delta and retention yields. Findings shows that only recall-focused models met business targets. Covariate drift, likely triggered by performance-rating freezes and mandated training, caused significant recall deterioration, whereas concept-drift tests remained negative, validating algorithm logic. To address these issues, the study proposes short-term solutions through model retraining. Mid-term actions include conducting exit-interview analyses, redefining attrition baselines, developing quality-control dashboards, establishing comparative benchmarks, and adjusting voluntary turnover calculations to highlight hidden successes during market volatility using industry attrition projections and sector-engagement indices. For long-term sustainability, the study recommends comprehensive training and documentation programs to establish robust talent-risk governance.

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