<![CDATA[This study aims to analyze the human resource development strategy implemented by the Election Supervisory Agency (Bawaslu) of Kubu Raya Regency, its implementation in the field, and the supporting and inhibiting factors affecting its execution. A qualitative method with a descriptive approach was employed. Data was collected through in-depth interviews with six key informants selected through purposive sampling, observation, and documentation study, and were analyzed using the Miles and Huberman model comprising data reduction, data display, and conclusion drawing and verification, with data validity examined through source, technique, and time triangulation. The results show that the human resource development strategy at Bawaslu Kubu Raya rests on three main pillars, namely education, training, and intellectual quality. Strategy implementation is carried out through opportunities for further formal education, structured and tiered training whose intensity increases during election stages, and the development of digital literacy and analytical capacity that is distributed functionally across divisions. These efforts have contributed to improving employees' competence, professionalism, and readiness in carrying out election supervisory duties, although a relevance gap remains between several employees' formal educational background and their technical assignments. The success of strategy implementation is supported by leadership commitment, clear regulations, the use of information technology, a conducive work environment, and periodic performance evaluation, while budget constraints arising from efficiency policies, a limited number of personnel relative to the workload, and the short tenure of ad hoc supervisors remain the main obstacles. These findings indicate that human resource development at Bawaslu Kubu Raya needs to be continuously strengthened through competency mapping as well as independent and online learning to sustain the professionalism of election supervisors.]]>
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