<![CDATA[This study aims to evaluate the formulation and implementation of an organisation’s strategic choices in improving the quality of human resources in a structured manner, based on a case study of the Indonesian Trade Union Association (ASPEK). The changing landscape of industrial relations in the modern industrial era has required trade union organisations to transform from a confrontational approach towards the sustainable strengthening of human resource capacity. By adopting *Strategic Choice Theory* as the primary analytical framework, this study analyzes how the Indonesian Trade Union Association (ASPEK Indonesia) utilizes its strategic autonomy to respond to the challenges of automation and changes in the world of work through the management of cadre training. Using a qualitative approach with a case study design, research data was collected through in-depth interviews with senior union leaders and practitioners, participatory observation of training activities, analysis of official organizational documents, and supporting data on membership characteristics. The main findings of the research indicate that the organisation’s cadre development strategy operates synergistically across three decision-making levels: the *strategic level*, where leadership sets competency-based policy directions and allocates investment for digital schools; the *functional level*, which translates these policies into thematic training programs, competency certification, and the digitalization of governance; and the *workplace level*, which implements inclusive mentoring and egalitarian social dialogue at company level. This study concludes that educational management serves as a core strategic choice for ASPEK Indonesia to maintain relevance, enhance professionalism, and strengthen collective bargaining capacity and strategic partnerships amidst labour market dynamics.]]>
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