Article Per Year (5 Year)
p-Index From 2021 - 2026
0.961
P-Index
This Author published in this journals
All Journal Multidiciplinary Output Research for Actual and International Issue (Morfai Journal)
Ramon Zamora
Universitas Riau Kepulauan, Indonesia
Religion Agriculture, Biological Sciences & Forestry Arts Humanities Chemical Engineering, Chemistry & Bioengineering Civil Engineering, Building, Construction & Architecture Computer Science & IT Decision Sciences, Operations Research & Management Economics, Econometrics & Finance Education Energy Engineering Environmental Science Health Professions Languange, Linguistic, Communication & Media Law, Crime, Criminology & Criminal Justice Library & Information Science Materials Science & Nanotechnology Social Sciences Other

Published : 6 Documents Claim Missing Document
Claim Missing Document
Check
Articles

Found 6 Documents
Search

 1 
THE TALENT WAR IN A REMOTE-FIRST WORLD: HR STRATEGIES FOR ATTRACTION AND RETENTION Niken Wulandari; 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.v6i1.4748

Abstract

The rapid shift to remote and hybrid work models has fundamentally transformed the global talent landscape, intensifying competition for skilled professionals beyond geographical boundaries. This article examines the strategic human resources responses necessary to win the talent war in this remote-first era. The objective is to identify and analyze effective HR strategies for attracting and retaining top talent in a distributed work environment. Utilizing a mixed-methodology approach, the research combines a comprehensive review of recent academic and industry literature with a qualitative analysis of case studies from leading remote-first organizations. The findings reveal that success hinges on moving beyond replicating office-centric practices digitally. Key strategies include building a compelling employer brand anchored in flexibility and autonomy, redesigning total rewards packages to prioritize flexibility and holistic well-being, implementing intentional practices to foster connection and combat isolation, and leveraging technology for equitable performance management. The discussion emphasizes that talent attraction and retention are now integrated outcomes of a holistic employee experience designed for a distributed workforce. The conclusion asserts that organizations must view remote work not as a temporary adjustment but as a core strategic component, requiring a fundamental re-evaluation of HR policies and leadership approaches to build a sustainable competitive advantage in the new talent economy.
FROM ADMINISTRATIVE TO STRATEGIC: HOW HR CAN BECOME A TRUE BUSINESS PARTNER Rizky Karnando Rachmat; 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.v6i1.4750

Abstract

The evolution of the Human Resources function from an administrative to a strategic partner is critical for organizational success in the modern business landscape. Despite its recognized importance, a persistent gap exists between this strategic aspiration and the operational reality in many organizations, where HR remains focused on transactional tasks. This study aims to identify the key competencies, structural changes, and business acumen required for HR to transition into a genuine strategic business partner. Utilizing a qualitative multiple-case study methodology, data was collected through semi-structured interviews with senior HR leaders and C-suite executives across four multinational corporations. The results reveal that strategic HR partnership is predicated on three pillars: the mastery of data analytics for talent insights, the cultivation of deep business literacy, and a formalized seat at the strategic planning table. The discussion argues that this transition necessitates a fundamental redesign of HR roles and metrics, shifting from cost-centre efficiency to value creation and business impact. In conclusion, for HR to become a true business partner, it must transcend its administrative heritage by aligning talent strategy directly with core business objectives, thereby contributing to competitive advantage. This transformation is not merely functional but a strategic imperative for organizational resilience.
DATA-DRIVEN HR: LEVERAGING ANALYTICS TO IMPROVE EMPLOYEE EXPERIENCE AND PERFORMANCE Yossy Oktalina; 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.v6i1.4752

Abstract

This article examines the transformative role of data analytics in modern human resource management, known as Data-Driven HR. The background outlines the shift from traditional, intuition-based HR practices to a strategic, evidence-based approach necessitated by the digital economy. The primary objective is to demonstrate how organizations can leverage HR analytics to systematically enhance both employee experience and organizational performance. The methodology involves a comprehensive review of existing literature and analysis of case studies from organizations that have implemented HR analytics initiatives. The results indicate that systematic data collection and analysis in areas such as recruitment, engagement, and talent development lead to more informed decision-making, predictive insights, and personalized employee interventions. The discussion highlights that successful implementation requires robust data infrastructure, analytical competency, and a strong ethical framework to address privacy concerns. In conclusion, Data-Driven HR represents a fundamental evolution in the function, enabling a more proactive, employee-centric, and performance-oriented management paradigm. For optimal impact, HR leaders must cultivate data literacy and foster a culture of evidence-based practice while safeguarding employee trust.
THE C-SUITE'S NEW MVP: WHY HUMAN CAPITAL IS NOW THE KEY STRATEGIC ASSET Arief Sumarsono; 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.v6i1.4754

Abstract

This article examines the transformative role of data analytics in modern human resource management, known as Data-Driven HR. The background outlines the shift from traditional, intuition-based HR practices to a strategic, evidence-based approach This article examines the pivotal shift recognizing human capital as the primary strategic asset in the modern knowledge economy. The background establishes the transition from industrial-era models, where physical and financial capital were paramount, to a landscape where innovation, agility, and intellectual property drive competitive advantage. The objective is to argue for the C-suite's direct ownership of human capital strategy, moving it beyond the traditional HR domain. The methodology involves a synthesis of contemporary business literature, analysis of corporate reporting trends, and review of executive leadership frameworks. The results indicate that organizations treating talent strategy as a core CEO and CFO priority demonstrate superior resilience, innovation, and financial performance. The discussion contends that this requires new metrics integrating human capital into financial analysis and a fundamental re-evaluation of leadership agendas. In conclusion, human capital is the new source of sustainable value, demanding a reformed strategic lens where talent outcomes are inseparable from business outcomes.
HYBRID HARMONY: A PRACTICAL GUIDE TO MANAGING PERFORMANCE AND CULTURE IN A DISTRIBUTED TEAM Deri Tiodora; 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.v6i1.4760

Abstract

The rapid shift to hybrid and distributed work models presents a critical challenge: maintaining cohesive organizational culture and high performance without a shared physical space. This study aims to provide a practical framework for leaders to effectively synchronize performance management with cultural stewardship in a dispersed environment. The methodology involved a qualitative multi-case study analysis of six technology firms that successfully navigated the transition to a hybrid model, supplemented by surveys of 150 team leaders. The results identify five key pillars for success: redefined communication rituals, outcome-based performance metrics, equitable inclusion practices, intentional cultural artifacts, and leadership training for distributed empathy. The discussion argues that performance and culture are mutually reinforcing systems in a hybrid context, not separate domains. It emphasizes that "hybrid harmony" is achieved not by replicating office practices digitally, but by designing new, inclusive processes that leverage the benefits of flexibility while mitigating proximity bias. The conclusion posits that a deliberate, integrated strategy for managing both output and belonging is essential for sustainable hybrid team success, transforming geographic distribution from a liability into a strategic advantage for talent acquisition and resilience.
THE ART OF THE STAY INTERVIEW: PROACTIVE STRATEGIES TO REDUCE TURNOVER BEFORE IT STARTS Zulkifli; 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.v6i1.4781

Abstract

Employee turnover poses a significant financial and operational challenge for organizations globally, driven by factors like disengagement, poor management, and misaligned career paths. This study explores the stay interview as a proactive, relational tool to enhance retention by identifying and addressing employee concerns before they lead to resignation. Using a qualitative case study methodology, the research analyzed the implementation of a structured stay interview program within a mid-sized technology firm over 12 months. Data was collected through semi-structured interviews with managers and participating employees, alongside analysis of retention metrics. Results indicated a 25% reduction in voluntary turnover and a marked improvement in employee engagement scores. The discussion emphasizes that the efficacy of stay interviews hinges on managerial training, a culture of psychological safety, and a demonstrable follow-up on issues raised. The study concludes that integrating stay interviews into a broader talent retention strategy transforms them from a procedural task into a strategic asset for building organizational commitment and preempting turnover.
Co-Authors Arief Sumarsono Deri Tiodora Dhenny Asmarazisa Dhenny Asmarazisa Niken Wulandari Rizky Karnando Rachmat Yossy Oktalina Zulkifli