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All Journal JRB-Jurnal Riset Bisnis Fair Value: Jurnal Ilmiah Akuntansi dan Keuangan Jurnal Ekonomi Kreatif dan Manajemen Bisnis Digital (JEKOMBITAL)
Sukamdani, Nugroho B.
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Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Social Sciences

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Training strategy for development of life insurance agent in facing the generation z market Arneldy, Suryani; Sukamdani, Nugroho B.; Maharani, Maya Dewi Diyah
Fair Value: Jurnal Ilmiah Akuntansi dan Keuangan Vol. 5 No. 2 (2022): Fair Value: Jurnal Ilmiah Akuntansi dan Keuangan
Publisher : Departement Of Accounting, Indonesian Cooperative Institute, Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | Full PDF (282.551 KB) | DOI: 10.32670/fairvalue.v5i2.2101

Abstract

The purpose of this research is to reduce the gap between Life Insurance Agents who are mostly Generation X with the future market of Generation Z and the purpose of this research is Formulating the right Life Insurance Agent development strategy to be applied to Generation Z market penetration. The research method used is descriptive research with a qualitative approach. The population sample used in this study amounted to 5 people and for data analysis using ISM, SWOT and descriptive analysis. The results of this study are (1) This strategy is applied based on the utilization of existing strengths and opportunities. Training for Life Insurance Agents is carried out regularly and in a structured manner, enabling Life Insurance Agents to adapt to any changes that occur by applying technology to the life insurance business process. The application of technology will make it easier for companies to design more diverse products and keep up with the times. (2) The Program (Professional Development Program) is analyzed using ISM (Interpretative Structural Modeling) Analysis to find key sub-elements of each element of Program Objectives, Program Needs, Program Constraints, and Possible Changes that play a role in driving program success or vice versa. cause the program to fail. (3) One of the activities to realize the program is training.
Analisis Kebijakan Operasional Prosedur Rekrutmen Dan Pelatihan Tenaga Pemasaran Pada Produk Agri Pada PT. Asuransi Jasa Indonesia Rudolf Lumban Batu; Sukamdani, Nugroho B.; Maharani, Maya Dewi Diyah
JRB-Jurnal Riset Bisnis Vol 6 No 2 (2023): April
Publisher : Fakultas Ekonomi Dan Bisnis Universitas Pancasila

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.35814/jrb.v6i2.4675

Abstract

Abstrak Judul dalam penelitian ini adalah Kebijakan Operasional Prosedur Rekrutmen Dan Pelatihan Tenaga Pemasar Produk Agri Pada PT. Asuransi Jasa Indonesia, maksud penelitian ini adalah untuk pengembangan komponen-komponen kunci mutu prosedur rekrutmen dan pelatihan tenaga pemasar produk agri di PT. Asuransi Jasa indonesia yang dilihat dari segi evaluasi prosedur rekrutmen dan pelatihan serta tujuan penelitian ini adalah (1) Untuk menganalisis komponen penting dan dibutuhkan dalam pengembangan SOP dan (2) Untuk merumuskan pengembangan dalam prosedur rekrutmen dan pelatihan tenaga pemasar produk agri di Perusahaan PT. Asuransi Jasa Indonesia. Metode penelitian yang digunakan adalah penelitian deskriptif dengan pendekatan kualitatif. Sampel populasi yang digunakan dalam penelitian ini berjumlah 5 orang dan untuk analisis data menggunakan ISM. Hasil penelitian ini adalah (1) Strategi ini dibuat berdasarkan jalan pikiran perusahaan, yaitu dengan memanfaatkan peluang sebesar-besarnya. Strategi SO yang dilakukan adalah mempertahankan dan meningkatkan sistem rekrutmen dan pelatihan yang dilakukan oleh PT. Asuransi Jasa Indonesia dan meningkatkan mutu kerja karyawan yang sudah ada serta meningkatkan efisiensi dalam merekrut calon karyawan (2) faktor-faktor Kebutuhan Sumberdaya Manusia sektor 1 (Autonomous) memiliki 1 faktor, (3) faktor-faktor Kendala Utama Dimana sektor 1 (Autonomous) memiliki 2 faktor dan (4) faktor-faktor Perubahan yang dimungkinkan Dimana sektor 1 (Autonomous) memiliki 1 faktor. Kesimpulan dalam penelitian ini yaitu Mempertahankan kedua prosedur eksternal dan internal karena kedua model rekrutmen dan pelatihan yang dipilih dalam rekrutmen dan pelatihan sangat penting untuk menjaring banyak atau sedikitnya calon karyawan yang dibuthkan oleh perusahaan. Kata Kunci: Prosedur Rekrutmen, Pelatihan Tenaga Pemasar, Kebutuhan Sumberdaya Manusia, Kendala Utama dan faktor-faktor Perubahan. Abstract The title of this research is the Operational Policy on Recruitment Procedures and Training for Agri Product Marketers at PT. Asuransi Jasa Indonesia, the purpose of this research is to develop key quality components of recruitment procedures and training of agri product marketers at PT. Asuransi Jasa Indonesia which is seen from the evaluation of recruitment and training procedures and the objectives of this research are (1) To analyze the important and required components in the development of SOPs and (2) To formulate developments in the recruitment and training procedures for agri product marketers at PT. Indonesian Service Insurance. The research method used is descriptive research with a qualitative approach. The population sample used in this study amounted to 5 people and for data analysis using ISM. The results of this study are (1) This strategy is made based on the company's way of thinking, namely by taking full advantage of opportunities. The SO strategy carried out is to maintain and improve the recruitment and training system carried out by PT. Asuransi Jasa Indonesia and improving the quality of work of existing employees as well as increasing efficiency in recruiting prospective employees (2) the factors for human resource needs sector 1 (Autonomous) has 1 factor, (3) the main constraint factors where sector 1 (autonomous) has 2 factors and (4) factors Possible changes Where sector 1 (Autonomous) has 1 factor. The conclusion in this study is to maintain both external and internal procedures because both recruitment and training models selected in recruitment and training are very important to attract many or at least prospective employees needed by the company. Keywords: Recruitment Procedure, Training of Marketers, Human Resource Needs, Main Constraints and Factors of Change.
Talent Management Analysis at PT Permodalan Nasional Madani Venture Capital Maryati, Widi; Sukamdani, Nugroho B.; Sukwika, Tatan
Jurnal Ekonomi Kreatif dan Manajemen Bisnis Digital Vol 4 No 2 (2025): NOVEMBER
Publisher : Transpublika Publisher

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55047/jekombital.v4i2.1070

Abstract

This study analyzes the implementation of talent management at PT Permodalan Nasional Madani Venture Capital (PT PNM Venture Capital) as a venture capital company that plays a strategic role in supporting the development of micro, small, and medium enterprises (MSMEs) in Indonesia. The problems studied include unsystematic talent management planning, unintegrated recruitment, inaccurate talent placement, lack of talent with specific skills, insufficient training programs, absence of talent pool systems, and high turnover, especially in the marketing department. The research framework integrates talent management theory, Resource-Based View (RBV), Positioning Theory, Human Capital Theory, Psychological Contract Theory, Performance Management Theory, and Dynamic Capability Theory. The research employs a descriptive qualitative approach with in-depth interviews, observation, and documentation studies involving the President Director, Head of Human Resources Division, and human resources practitioners. The findings show that PT PNM Venture Capital has implemented the main components of talent management, including HR planning, recruitment, placement, development, retention, and performance assessment based on Key Performance Indicators (KPIs). However, implementation still faces obstacles including limited HR Analytics technology, lack of integrated talent pool, absence of Individual Development Plans (IDPs), and high employee turnover among those with less than one year of service. The implementation is not yet fully technology-based, data-driven, and long-term oriented. The recommendations include implementing HR Analytics and integrated digital systems, developing IDPs, strengthening succession planning and leadership development, adopting employee engagement-based retention strategy, and undertaking adaptive talent management transformation to increase competitiveness in the dynamic venture capital industry.
Co-Authors Arneldy, Suryani Maharani, Maya Dewi Diyah Maryati, Widi Rudolf Lumban Batu TATAN SUKWIKA