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Kota Pari Village, Pantai Cermin Sub-district, Serdang Bedagai Regency, holds promising tourism potential; however, this potential has not been optimally utilized due to a number of issues faced by the residents, such as low work competence, limited access to information on business development management training, residents' insufficient responsiveness to changes in the management system of the village-owned enterprise, and low willingness among residents to apply the knowledge provided, which frequently leads to disagreements during work competence training activities. Therefore, this community service program aims to identify these issues and provide appropriate solutions for the residents of Kota Pari Village and its surrounding areas. Through this program, it is expected that residents will be able to apply work competence to improve employee performance within the Village-Owned Enterprise, actively engage in business development management through creative craftsmanship, and make this a cornerstone for improving their standard of living and economic welfare, with support and facilitation from the Kota Pari Village Office, Pantai Cermin Sub-district, Serdang Bedagai Regency. 

Research aims: This study aims to examine the impact of Competency-Based Human Resource Management (CBHRM) on the performance of millennial employees in the Internet Service Provider (ISP) sector in Batam, Indonesia. Additionally, the research investigates the role of personal values as a moderating variable in the relationship between CBHRM and employee performance. Design/Methodology/Approach: A quantitative research method was used, collecting data from 86 millennial employees through structured questionnaires. The analysis was conducted using Partial Least Squares Structural Equation Modeling (PLS-SEM). Research findings: CBHRM significantly improves millennial employee performance and influences personal values. However, personal values do not directly affect performance but strengthen the impact of CBHRM. This highlights the importance of integrating CBHRM with value-based HR policies to optimize workforce productivity. Theoretical Contribution/Originality: This study provides empirical evidence of CBHRM’s effectiveness and expands knowledge on how personal values interact with HRM practices to enhance employee performance. Practitioners/Policy Implications: Organizations should integrate CBHRM with value-driven leadership and training programs to maximize employee engagement. Policymakers should promote CBHRM adoption to address workforce skill gaps in technology-driven industries. Research Limitations/Implications: This study is limited to a single ISP company in Indonesia, which may restrict the generalizability of the findings. Future research should expand the sample size and explore other industries to validate the results. Additionally, further studies should investigate the influence of other moderating variables such as leadership style and organizational culture on the CBHRM-performance relationship

This research was conducted because the author observed the conditions at the Ciamis Regency Regional Financial and Asset Management Revenue Office, which showed that some employees had suboptimal performance even though they already had adequate competence. This low performance is caused by a lack of attention and support from leaders, lack of cooperation between divisions, employee competencies that are still below organizational expectations, and rapid development of information technology that is not balanced by the improvement of knowledge, skills, and work attitudes of employees. As a result, the results of the work produced have not been optimal. Many employees lack discipline in carrying out the rules and work procedures set by the organization, which can also be seen from the untimely attendance and the presence of employees who are absent from their duties. Employee empowerment is also uneven because employees who have the necessary skills are limited, so more work is done by certain employees only. The delegation of work is also often not accompanied by a complete explanation to the recipient, causing the completion of the work to exceed the set time target and the quality of the work is not optimal. The purpose of this research is to study, know, and analyze the influence of the work environment, competence, and empowerment on employee performance. This study uses an explanatory survey method with a quantitative approach, as well as descriptive and inferential statistical data analysis techniques with correlation analysis and multiple regression analysis tools. The results of the study show that the work environment, competence, and empowerment are empirically in high condition, and have a significant influence on employee performance. A good work environment, very high competence, and optimal empowerment have a positive effect on high employee performance.

The research was conducted with the aim of knowing the effect of Competence and Knowledge Management on Employee Performance at the Indonesian University of Education, Tasikmalaya Campus. The method used is a quantitative descriptive method. The results of the study show that competence has a positive and significant effect on the performance of Administrative Section Employees of the UPI Tasikmalaya Campus. This means that if the competence of employees increases, the performance of the Administrative Section Employees will also increase. Knowledge management has a positive and significant effect on the performance of Administrative Section Employees of the UPI Tasikmalaya Campus. This means that if knowledge management increases, the performance of Administrative Officers will also increase. Competence and knowledge management have a positive and significant effect on the performance of Administrative Section Employees of the UPI Tasikmalaya Campus. This means that if competence and knowledge management increases, the performance of the Administrative Section Employees also increases.

Human resource management (HR) has a very important role in managing human capital and talent management in organizations. The presence of qualified and professional human resources can become strategic players in achieving organizational goals and improving individual and collective performance. This study aims to examine the function of HR as a strategic player in human capital management and talent management. This study uses a qualitative descriptive research method by collecting data through interviews, observation, and analysis of related documents. Respondents to this study were HR managers, employees and team leaders working in various companies in the private sector. The collected data were then analyzed using a thematic approach. The results of the study show that the function of HR as a strategic player in human capital management includes the process of recruitment, selection and appropriate placement, competence development, performance management, as well as coaching and fair rewards. Good human resources can help organizations manage human capital effectively, increase productivity, and build a positive organizational culture. In addition, the function of HR as a strategic player in talent management involves identifying and developing individual potential, creating clear career paths, managing knowledge and experience, and leadership development programs. Human resources who are able to manage and utilize existing talent will help the organization face the challenges of intense competition and ensure long-term sustainability.