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This study aims to examine the effect of HR Analytics, competency development, and leadership support on employee performance with organizational agility as a moderating variable among employees of the Department of Industry and Trade of Lampung Province. This research employed a quantitative approach by distributing questionnaires and analyzing the data using SEM-PLS. The results show that competency development and leadership support have a positive and significant effect on employee performance, while HR Analytics has no significant effect. Organizational agility does not moderate the relationship between HR Analytics, competency development, leadership support, and employee performance. These findings suggest that while HR Analytics may not directly influence performance, the development of competencies and strong leadership support remain critical to enhancing employee outcomes. Furthermore, the lack of a moderating effect from organizational agility indicates that factors beyond agility, such as employee training programs and leadership practices, play a more crucial role in driving performance. This study highlights the importance of strengthening employee competencies and leadership support to improve employee performance in government institutions. Further research could explore other potential moderating factors in this context.

This study examines the effect of employee competency development, performance evaluation, and remuneration on employee performance at the Religious Affairs Offices (KUA) in West Jakarta. As a public institution responsible for delivering administrative and community religious services, KUA faces challenges in ensuring effective human resource performance amid bureaucratic constraints and limited performance-based incentives. The study aims to analyze how the three human resource management (HRM) dimensions competency development, evaluation, and remuneration affect overall employee performance. A quantitative explanatory research design was employed using a structured questionnaire distributed to 120 employees across eight KUA offices. Data were analyzed using multiple linear regression supported by descriptive and classical assumption tests. The results indicate that performance evaluation and remuneration have significant positive effects on employee performance, while competency development shows a positive but statistically insignificant effect. The model explains 49% of the variation in employee performance, suggesting that transparent evaluation systems and performance-based remuneration play a greater role than training programs alone in improving public service effectiveness. The findings contribute to strategic HRM theory by confirming that evaluation and reward mechanisms strengthen the link between competency and performance. It is concluded that integrating developmental, evaluative, and compensatory functions within a unified HR framework can enhance productivity and accountability in Indonesia’s public sector institutions.

Human resource management (HR) in the government sector, especially in the Public Works and Spatial Planning Agency (PUPR) of North Sumatra Province, has a crucial role in determining the effectiveness and efficiency of public services. However, HR management in government agencies still faces various challenges, such as complex bureaucracy, lack of innovation, and employee competency gaps. This study aims to analyze the challenges in HR management and the factors that influence employee performance in order to formulate strategies for optimizing HR management in the government sector. Using qualitative research methods, data were obtained through interviews, document studies, and literature reviews. The results of the study indicate that a rigid personnel system, lack of competency development, and a recruitment and promotion system that is not fully performance-based are the main factors that hinder the effectiveness of employee work. Therefore, reforms are needed in the HR management system, such as improving the recruitment, promotion, and rotation mechanisms of employees, strengthening competency development policies through adaptive training programs, and implementing a performance evaluation system based on objectivity and transparency. With this optimization strategy, it is hoped that employee performance at the PUPR Office of North Sumatra Province can improve, so that public services become more effective and professional.

Career development for human resources (HR) is a crucial aspect in the modern world of work. With increasing global competition and rapid technological change, organizations need to ensure that their employees have the skills and knowledge necessary to face the challenges of the future. Career development for human resources (HR) is a crucial aspect in the modern world of work. The aim of writing this article is to provide a comprehensive understanding of human resources (HR) career development strategies in the modern world of work. The method used in writing this article is to collect references from national and international journals via Google Scholar and summarize so that you can draw up conclusions. The results and discussion show that career development for human resources (HR) is a crucial aspect in the modern world of work. With increasing global competition and rapid technological change, organizations need to ensure that their employees have the skills and knowledge necessary to face the challenges of the future. The strategies used are competency assessment, training and development, mentoring and coaching, employee empowerment, as well as job rotation and enrichment. The conclusion of this article is that with strategies such as competency assessment, training and development, mentoring and coaching, employee empowerment, as well as job rotation and enrichment, organizations can ensure that their employees are ready to face future challenges and reach their maximum potential. Through a holistic and planned approach, career development not only  

This research aims to evaluate the impact of training and development on the level of employee competence at Class IIA Narcotics Penitentiary in Yogyakarta. The enhancement of employee competence in this penitentiary is facilitated through training programs covering various technical fields. Each employee has the right to participate in and receive structured training. Data was collected using a questionnaire, and data analysis was conducted through simple linear regression analysis. The research results indicate that Training and Development have a significant impact on employee competence. The research employed a quantitative approach with random sampling techniques. The research subjects consisted of 30 employees from Class IIA Narcotics Penitentiary in Yogyakarta. Data processing was carried out using the statistical analysis tool IBM SPSS 25, which involved entering and calculating the respondents' assessments of the research instrument distributed.