Publication Search

Entrepreneurship is not something that can only be achieved by individuals who have certain talents, on the contrary, by taking business risks in creating new opportunities, one can develop an entrepreneurial spirit. However, entrepreneurship must be accompanied by interest. Interest is a strong drive within a person to do something. Based on this study analyzing the influence of entrepreneurial skills on the success of a business, the type of descriptive research carried out through data collection in the field, the method used in this study is an explanatory survey. This article emphasizes that fostering entrepreneurial interest is not only beneficial for individual economic success, but also contributes to economic growth and innovation in society. The importance of encouraging entrepreneurial interest among young people as a foundation for building success in the world of entrepreneurship. By having a strong interest in entrepreneurship, young people can develop important life skills such as creativity, perseverance, risk management, and problem solving.

Keripik Singkong Alif, a micro-enterprise located in Suka Damai Village, faces challenges in managing human resources due to its traditional and unstructured operational system, leading to inefficiencies and obstacles in business development. To address this issue, socialization and education on Digital Talent Management (DTM) were conducted as a solution to improve HR management through a simple and applicable digital approach. This activity aimed to educate micro-business actors on the importance of talent management. The methods used included field observations, interviews, socialization, training, mentoring, and step-by-step evaluation to ensure that business owners could understand and independently implement the system.  The results of the activity show that the socialization program consisted of several stages, namely observation, problem identification, implementation of socialization and education, and evaluation. Through four days of socialization and education, Keripik Singkong Alif successfully established a clearer division of tasks, recognized employee potential, and agreed on work procedures through the development of a simple Guidebook. The digital approach used effectively raised awareness among business owners about the importance of work documentation and performance evaluation, despite initial challenges in digital literacy.

In the era of rapid digitalization, the utilization of information technology in human resource management has become increasingly essential. This study examines the implementation of the Mekari Talenta digital attendance system in managing employee attendance administration at PT Hutama Marga Waskita. The objective of this research is to understand the extent of the system's application within the company, identify challenges encountered during its implementation, and explore the strategies employed to overcome these obstacles. Data were collected through interviews, observations, and documentation, involving both primary and secondary sources to gain a comprehensive understanding. The findings reveal that the transition from manual to digital attendance systems presents several challenges, including user negligence in recording attendance, an organizational culture that is not yet fully adaptive to digital systems, and the absence of automatic reminder features. Despite these challenges, the system offers significant benefits such as expediting attendance recap processes, integration with payroll, and providing flexible access to attendance through mobile devices. This research contributes to the existing literature on digital attendance management and provides recommendations for optimizing the use of digital attendance systems in modern workplaces.  

This study aims to analyze the role of Knowledge Management (KM) and talent management in talent retention strategies in the West Java Provincial Government. In facing the challenges of competition to retain talented employees in the public sector, these two concepts are expected to increase employee engagement and job satisfaction, which in turn will reduce the turnover rate. This study uses a qualitative approach with a case study method, involving 150 respondents from various West Java Provincial Government agencies, consisting of employees with different backgrounds and positions. Data were collected through in-depth interviews, participant observation, and document analysis. The results of the study indicate that the implementation of KM in the West Java Provincial Government is still limited, with most of the information shared being tacit and informal. In addition, the implementation of talent management tends to be unfair, with some employees feeling that they do not get equal opportunities in career development. Factors that influence talent retention include job satisfaction, career development opportunities, compensation, and organizational culture. This study also found that the integration of KM and talent management can strengthen talent retention strategies, but challenges related to technological infrastructure, inequality in career opportunities, and lack of an integrated system are still obstacles.

Employee engagement and talent management methods' impact on Perumda Tirta Kahuripan Bogor Regency's retention rates is the primary research objective of this study.  The high turnover rate is the company's biggest issue since it threatens the long-term viability of the business.  The study team at Perumda Tirta Kahuripan used a quantitative approach by surveying 70 workers to gather data.  Both basic and multivariate linear regression were used to evaluate the data.  The findings demonstrated that talent management and employee engagement both contribute to a more loyal workforce and boost retention rates.  According to the modified R-squared value of 58.7%, the effect on employee retention can be explained by 58.7% by combining the factors of talent management and employee engagement. The remaining portion is impacted by variables that were not included in this research.  In order to keep a competent staff and loyal customers, these results show that talent management and enhanced employee engagement are crucial.

This research aims to determine the effect of leadership style, organizational culture, and talent management on employee performance on KSPPS BMT Dana Insani Gunungkidul employees The method used in this study uses quantitative methods. The population in this study were employees who worked at KSPPS BMT Dana Insani Gunungkidul by using a sample of 34 respondents using a sampling technique, namely purposive sampling. The data analysis used is multiple linear regression analysis. The results showed that leadership style, organizational culture, and talent management have a positive and significant effect on employee performance. Thisresearch supports various theories which reveal that leadership style factors, and talent management have a significant role in shaping employee performance. Theimplications of this research are expected to improve employee performance.

Talent management is a crucial element in human resource (HR) management in Islamic educational institutions to achieve optimal education quality. This study aims to examine the HR talent management process in Islamic educational institutions with a focus on aspects of recruitment, development, spiritual and moral guidance, performance evaluation, career development, and talent identification. The research method used is quantitative descriptive with data collection through questionnaires distributed to 30 educators and staff in Islamic educational institutions. The results of data analysis show that the talent management process has been carried out effectively, with an average score above 4.0 for all aspects analyzed. This study recommends improving the evaluation system and spiritual guidance as the key to sustainable HR development in Islamic education.

This study examines the pivotal role of artificial intelligence (AI) in talent attraction within the human resources sector, particularly in the context of modern technological advancements. We aim to understand the influence of AI on recruitment processes and identify factors affecting talent attraction in the information age, as well as the associated challenges. The study focuses on how AI impacts recruitment and utilizes statistical methods, including interviews, questionnaires, standard deviation, arithmetic mean, and Spearman's rank correlation, to achieve accurate results. Participants included 100 employees and professors from the Ministry of Higher Education and Scientific Research, with a research community of around 750. Findings suggest that organizations employing AI for recruiting, attracting, training, and guiding individuals tend to succeed. The study recommends the urgent integration of AI into organizational operations, urging a shift from traditional applicant comparison methods to modern assessment techniques while avoiding favoritism. Additionally, organizations should implement contemporary training programs to boost employee performance.

Human resource (HR) planning and development is an important foundation in supporting the achievement of strategic organizational goals. This article comprehensively discusses the HR needs planning process in the managerial and operational context, as well as sustainable HR development strategies. The method used is a literature study with a descriptive approach to explore concepts, theories, and best practices in HR management. The results of the study indicate that HR planning not only includes recruitment and training, but also talent management, career development, and structured performance evaluation. On the other hand, HR development strategies focus on improving competencies through technical training, leadership development, and soft skills to face changes in the business environment. The synergy between planning, operational implementation, and HR development is very important to form an adaptive, competitive, and sustainable organization.  

This study investigates the role of human resource management (HRM) in enhancing the effectiveness of zakat institutions in developing countries. Zakat, as a mandatory form of almsgiving in Islam, has significant potential for poverty alleviation and social equity, yet its impact is often hampered by organizational inefficiencies, talent shortages, and governance challenges. Through qualitative research methods, including semi-structured interviews, focus group discussions, and document analysis, the study identifies key themes such as the integration of Islamic principles into HRM practices, challenges in talent acquisition and development, the impact of digital transformation, and the importance of leadership in zakat management.Findings reveal that while many zakat institutions are striving to align HRM practices with Islamic values, significant gaps remain in areas such as employee training, leadership development, and the adoption of digital tools. The study emphasizes the necessity for standardized HRM frameworks that incorporate ethical considerations, targeted recruitment strategies, and robust training programs to equip employees with the necessary skills. Additionally, it highlights the critical role of effective leadership in fostering a culture of accountability and transparencUltimately, this research underscores the importance of strategic HRM in maximizing the potential of zakat as a tool for social equity and poverty alleviation. The study offers practical recommendations for policymakers, zakat managers, and researchers, aiming to facilitate the development of more effective, transparent, and sustainable zakat institutions that contribute to economic justice in Muslim-majority countries.

As the backbone of the global economy, Micro, Small, and Medium Enterprises (MSMEs) have a very important role. One of the success factors for SMEs is the effective management of Human Resources (HR). HR management is not only about recruiting and retaining employees, but it also involves strategies that blend human potential with business goals. Additionally, managing an employee team can be a challenge that requires the right skills and strategies. From sourcing top talent to designing effective training programs, everything needs to be well organized to support business growth and sustainability. The Community Service Activity of the Faculty of Economics and Business, Universitas Pelita Bangsa will be carried out online and offline (hybrid), located at the Alam Raya Residence Cluster Block B2 No 12A, Sukasari, Serang Baru, Bekasi Regency and also via Zoom.

Talent management in the modern business sector is crucial because it provides a greater contribution to the management of human resources, which are now seen as valuable assets of the company. This approach not only functions as an internal strategy, but also as a form of anticipation of the risk of losing quality workers, considering the tendency of high employee mobility who can move to other companies at any time with more attractive offers. Through effective talent management, companies can optimize the potential of their personnel in achieving organizational goals. This study uses a literature study method, and the findings show that job satisfaction has a significant correlation with talent management practices. Some of the strategies identified in this context include developing digital skills, mapping talents in accordance with digital initiatives, creating a culture of innovation and maintenance, and utilizing technology and data analytics. A holistic and strategic talent management approach, supported by innovative leadership and adaptive marketing strategies, enables companies to effectively identify, develop, and retain the potential of individuals. This process includes the stages of recruitment, competency development, performance management, talent retention, and succession planning. The long-term output of successful talent management is the company's ability to retain the millennial generation workforce, which is known to be dynamic and demands a progressive work environment that supports continuous self-development

This research investigates the relationship between virtuous leadership behaviors and talent management practices in business organizations, focusing on the strength and impact of these behaviors on talent management practices. The descriptive approach was used in the research, and a total of 150 questionnaires were distributed to a sample of working individuals represented by (faculty members) at Al-Noor Private University. The Likert scale (three-point) was used to answer the questionnaire paragraphs, and the statistical program represented by (Spss) was used to analyze the research data. The research showed a set of results, the most important of which is the existence of a strong positive relationship between virtuous leadership behaviors and talent management. The results also indicate that after self-control came the strongest association with talent management, followed by courage and humanity in third place, while after justice came in fourth place with a strong association with talent management Finally, after rationality, it came in last place with the strength of the association with talent management. The research presented a number of proposals, including the formation of a set of precise and direct criteria for selecting academic leaders based on capabilities and intelligence to master extensive knowledge, science and learning, with the necessity and guarantee of a pledge to remain in his position or leadership position for a specific period of time. The formation of a set of precise and direct criteria for selecting academic leaders based on capabilities and intelligence to master extensive knowledge, science and learning, with the necessity and guarantee of a pledge to remain in his position or leadership position for a specific period of time.

Managing human resources and entrepreneurship are two crucial components of any successful organization. Human resources management focuses on recruiting, training, and retaining employees to ensure they can perform their job duties effectively. On the other hand, entrepreneurship involves the creation and development of new business ventures, products, or services. Both areas play a significant role in the overall success and growth of a company. In this paper, we will explore the intersection of human resources management and entrepreneurship, examining how these two disciplines can work together to drive innovation and organizational success. By leveraging the expertise and creativity of both HR professionals and entrepreneurs, companies can cultivate a culture of innovation and adaptability. This collaboration can lead to the development of cutting-edge products and services, as well as the implementation of forward-thinking HR practices that attract and retain top talent. However, integrating HR and entrepreneurship may also present challenges, such as balancing risk-taking with employee well-being and ensuring that organizational goals align with individual aspirations. Despite these obstacles, the potential benefits of combining these disciplines are vast, offering companies a strategic advantage in today's competitive business landscape.

The purpose of the Federal Capital Territory (FCT) of Abuja is to implement government directives in order to achieve national development goals. To accomplish this, recruitment and retention strategies in the civil service (CS) play a crucial role in providing the human resources needed. This study empirically investigates the recruitment and retention strategies applied in the FCT. The study utilized a survey method by distributing questionnaires to civil servants and conducting structured interviews to collect the necessary data to achieve the research objectives. To analyze the collected data, the study used the chi-square analytical technique. The findings reveal that the recruitment strategy in the CS is based on a combination of political and merit-based factors. Regarding employee retention, the study found that the CS has implemented relatively effective incentives to retain its workforce. However, while these incentives are sufficient for short-term retention, they are inadequate to retain skilled employees compared to the incentives offered by private companies. The recommendations from this study suggest that, in order to maintain a skilled workforce and enhance performance, the CS must implement more competitive incentives that are comparable to those offered by the private sector in order to attract and retain the best talent in the long run.

This study aims to analyze the implementation of the talent management system in the context of retaining millennial generation employees. Using a qualitative research method with a literature study approach, this study explores the characteristics and expectations of millennial employees, the factors that affect the effectiveness of talent management, and the challenges in its implementation. The results of the study show that the success of talent management for the millennial generation is greatly influenced by the integration of digital technology, personalization of development programs, and work flexibility. Organizational and leadership support, along with a culture that supports innovation and collaboration, are critical factors in increasing engagement and talent retention. The research also identified key challenges such as the generation gap and the complexity of measuring program effectiveness. An effective talent management model requires a holistic approach that aligns the various components of the system, supported by comprehensive metrics for program impact evaluation. These findings make a significant contribution to the development of talent management practices that are adaptive to the needs of the millennial generation

Human Resource Management (HRM) is a very important part of an organization. In the digital era, HRM can be done more efficiently through mobile applications that allow access to employee data, HRM processes, or online attendance. However, the ability of an HRM mobile application to succeed depends on the usability factor or ease of use by users.  Talenta is one of Mekari's business platforms that provides a complete solution for all Human Resources (HR) and payroll management issues. Talenta is an application that will be used for Usability Testing using Cognitive Walkthrough. The initial stage in starting Usability Testing on the mobile-based Talenta application with the Cognitive Walkthrough method begins with conducting a literature study, learning the system or application, then making scenario questions based on the system. Then, respondents will be asked to complete the scenario questions. The scenario data collected includes; data on success in completing the scenario, data on errors in completing the scenario, and data on the time required to complete the scenario. Finally, the interview stage will be continued with the respondents on the scenarios that have been carried out. The scenario and interview data will be analyzed to calculate the effectiveness and efficiency aspects of the Talenta application. After the analysis stage, users will be given a System Usability Scale (SUS) questionnaire to be answered using Google Form using a Likert scale. The results of the questionnaire will be analyzed using SUS calculations, and then suggestions and conclusions will be given in the aspect of user learning ability. After usability testing of Talenta mobile application using Cognitive Walkthrough and SUS methods, the following results were obtained: 78% effectiveness; 0.10 seconds efficiency; and 67 learning ability level. Talenta has met the usability criteria for mobile applications in general, including effectiveness and efficiency in using the ISO 9241-11 model. However, there are still shortcomings in the user learnability level. To improve the usability of this application, it is recommended to change the layout, menu, add features, as well as clarify some display features.

This study examines the main pests and diseases that attack cayenne pepper (Capsicum frutescens) plants grown in polybags. In Indonesia, this crop is in high demand for both household and industrial use. Nonetheless, farmers often face challenges from pest and disease attacks, including anthracnose, fusarium wilt and stem rot, leading to reduced yields. The methodology used was a literature review covering various sources related to cayenne pepper. Findings show that important diseases such as anthracnose can reduce yields by up to 80%, while pests such as fruit flies can cause chili fruits to drop prematurely before harvest. Effective pest and disease management is essential to increase the productivity of cayenne pepper cultivated in polybags.

This service aims to socialize the application of Talent Management in the Tanah Grogot District Office, Paser Regency. This service method is qualitative. The results of this service include several stages. The talent identification stage is the initial stage that must be prepared and implemented in implementing talent management. This stage is a strategy for obtaining talent which is implemented through the critical job analysis stage. The second stage is talent placement and evaluation. The placement of talents into target positions is carried out based on a predetermined succession plan. Periodically, the talent committee updates the identification of positions that will be vacant and must be immediately succeeded by new officials

This study explores the factors influencing customer satisfaction in Indonesia's IT talent provider industry through a qualitative empirical analysis. Employing secondary data sources such as academic literature, industry reports, and customer feedback, the research identifies key drivers of satisfaction, including project-based work setups, client involvement, teamwork dynamics, the nature of work, and employee engagement. Findings suggest that customer satisfaction is a multifaceted concept influenced by effective communication, cohesive teamwork, and robust talent management strategies. The study underscores the need for IT talent providers to adopt comprehensive approaches to enhance service quality, retain skilled professionals, and meet evolving client demands, thereby strengthening their competitive position.