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All Journal EQUILIBIRIA Minda Baharu BENING Multidiciplinary Output Research for Actual and International Issue (Morfai Journal)
Dhenny Asmarazisa
Universitas Riau Kepulauan
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BUILDING A FUTURE-READY WORKFORCE: HR'S ROLE IN STRATEGIC TALENT PLANNING Asniati; Dhenny Asmarazisa; Catur Fatchu Ukhriyawati
Multidiciplinary Output Research For Actual and International Issue (MORFAI) Vol. 5 No. 6 (2025): Multidiciplinary Output Research For Actual and International Issue
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/morfai.v5i6.4597

Abstract

In an era defined by technological disruption, shifting demographics, and economic volatility, building a future-ready workforce is a paramount strategic challenge. This article argues that the Human Resources function must fundamentally evolve from an administrative supporter to a strategic partner to lead this imperative. Through a qualitative multi-case study methodology, the research explores how leading organizations leverage data-driven talent planning, a skills-based approach, and a culture of continuous learning to foster organizational agility. The findings present a framework for strategic talent planning, identifying key enablers such as a strong CEO-CHRO partnership, integrated technology, and a growth mindset culture, while also acknowledging barriers like organizational silos and legacy systems. The study concludes that HR's ability to interpret human capital data and align talent strategy with long-term business goals is not merely beneficial but essential for securing sustainable competitive advantage and ensuring organizational resilience in the face of constant change.
THE HUMAN CAPITAL BLUEPRINT: ALIGNING HR STRATEGY WITH BUSINESS GOALS Larasati Iman Syalsabillah; Dhenny Asmarazisa; Catur Fatchu Ukhriyawati
Multidiciplinary Output Research For Actual and International Issue (MORFAI) Vol. 5 No. 6 (2025): Multidiciplinary Output Research For Actual and International Issue
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/morfai.v5i6.4598

Abstract

In an era of digital disruption, organizations face the critical challenge of aligning human capital with strategic business goals. This article introduces the Human Capital Blueprint as a transformative framework for bridging this gap, moving HR from administrative support to strategic value creation. Through the case study of StyleCraft, a traditional retailer undergoing digital transformation, we demonstrate how the blueprint enables organizations to translate business objectives into actionable talent strategies. The framework incorporates skills gap analysis, a balanced build-and-buy approach to talent acquisition, immersive learning programs, and metrics that directly link human capital investments to business outcomes. Findings reveal that successful transformation requires treating human capability development as a core business strategy rather than an HR initiative. The article provides leaders with a proven model for building an agile, future-ready workforce capable of driving sustainable competitive advantage in volatile markets.
BEYOND PAYCHECKS: BUILDING A HUMAN-CENTRIC STRATEGY FOR THE MODERN WORKFORCE Dian Molivia; Ramon Zamora; Dhenny Asmarazisa
Multidiciplinary Output Research For Actual and International Issue (MORFAI) Vol. 6 No. 1 (2026): Multidiciplinary Output Research For Actual and International Issue
Publisher : RADJA PUBLIKA

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.54443/morfai.v6i1.4743

Abstract

The modern workforce is no longer solely motivated by financial compensation, as evidenced by high disengagement and turnover rates despite competitive pay. This article argues that a fundamental shift toward a human-centric organizational strategy is essential for sustainable success. The objective is to define the core pillars of this strategy and present a framework for implementation. The methodology involves a synthesis of contemporary workforce research, analysis of emerging organizational models, and a review of qualitative data on employee priorities. The results and discussion identify four foundational pillars: Purpose and Autonomy, Growth and Development, Holistic Well-being, and Connection and Recognition. The discussion contends that these elements form an integrated system that addresses the whole employee, thereby fostering resilience and performance. The conclusion posits that organizations investing in this human-centric model will achieve a superior return on investment through enhanced talent retention, innovation, and engagement, moving beyond transactional employment to build a sustainable competitive advantage.
Co-Authors Asniati Catur Fatchu Ukhriyawati Dede Willis Silalahi Dian Molivia Diana Widyastika Firdaus Firdaus Hamta, Firdaus Firman Arifianto Gabriella Panjaitan Hans Cristian Indria Sri Retnaningrum Kurniawati Ningsih Larasati Iman Syalsabillah Linna Dhah Liawati Mirwan M Nunung N Nur Aye Nurhayati Nurhayati Oktavianti Oktavianti Ramon Zamora Sastra Tamami Sriwati Sriwati Syahrianto S Tibrani Tibrani Vera Alriani Yulniarmah Zikri Helmi