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Optimizing human resource (HR) performance through a business process reengineering (BPR) approach is a crucial strategy in a competitive and dynamic industrial environment. This study qualitatively examines through a literature review how BPRs radically redesign business processes to improve productivity, quality, time efficiency, and reduce operational costs, with a focus on HR aspects such as recruitment, training, performance appraisal, and career development. The BPR theory by Michael Hammer and James Champy emphasizes the principles of results-based workflow reorganization, the integration of information technology such as ERP and AI, and the empowerment of HR to eliminate task redundancy. In the Indonesian industrial context, the integration of BPR with digital transformation supports Industry 4.0, where HR acts as a catalyst for innovation through adaptive skills and cross-functional collaboration. The study results show that BPR implementation strategies including as-is process analysis, to-be design, change management, and continuous evaluation increase employee motivation, retention, and sustainable competitive advantage. Case studies such as PT Telkom Indonesia and PT Cahaya Mega Group demonstrate efficiency increases of up to 100%. This approach not only streamlines operations but also builds an organization resilient to market and technological disruption.

This study aims to analyze the role of Human Capital Management in enhancing the operational activities of the MSME Wizzmie in Medan, serving as an example of human resource management practices in small-scale enterprises. A descriptive qualitative approach was employed, with data collected through in-depth interviews, participatory observation, and document analysis of HR practices within the MSME. The findings indicate that human resource strategies such as selective recruitment, routine training to improve employee competencies, structured task allocation, and performance-based reward systems significantly enhance employee discipline, skills, and service quality. Improvements in these areas contribute positively to smooth daily operations, customer satisfaction, and sales growth. Despite facing challenges, such as occasional lapses in employee discipline, management implements solutions including coaching programs, direct guidance, and a graduated warning system to address these issues. These results underscore that Human Capital Management is not merely an administrative function but plays a strategic role in fostering work efficiency, customer loyalty, and the sustainability of MSMEs. Consequently, effective human resource management emerges as a crucial factor for the success and competitiveness of small enterprises in a highly competitive business environment. The study highlights the importance of aligning HR practices with strategic business objectives to ensure long-term operational effectiveness and growth.

Human Resource Management is the development of human resource that carry out planning, implementation, recruitment, career development of employees, employees and carry out initiatives on organizational development in an organization, or company. This study aims to analyze the implementation of employee performance management in a notary office. Performance management is a systematic process of organizational goals. In the notarial work environment, performance management plays a crucial role in ensuring legal service are accurate, timely, and professional. This research uses a qualitative approach with data collection techniques including interviews, observations, and document analysis. The result indicate that performance management has been applied through the setting of work targets, monitoring of outcomes, and the provisions of evaluations and feedback. However some challenges remain, such as the absence of structured evaluation system and a lack of regular training. The conclusions of this study emphasizes the importance of developing a more formal and measurable work management system in order to increase employee motivation and overall performance. The implications of the research are expected to be a reference in human resource development in notary office and other legal service institutions.

Integration between strategic human resource management practices and job satisfaction is an important factor that cannot be ignored. Organizations need to ensure that the HR management strategies implemented are not only oriented towards results, but also pay attention to the welfare and positive perceptions of employees towards their work. This study aims to analyze the effect of strategic human resource management practices and job satisfaction on employee performance at PT. Solusi Bangun Andalas in Aceh Besar. The research method used is quantitative. A sample of 150 permanent employees was taken using the Probability sampling technique. Data analysis was carried out using multiple linear regression and partial tests using IBM SPSS Statistics 25. The results showed that this study supports the proposed hypothesis, namely that strategic human resource management practices and job satisfaction have a significant positive effect on employee performance. Suggestions for PT. Solusi Bangun Andalas need to continue to strengthen strategic HR practices, including training, competency-based recruitment, and KPI-based performance evaluation. Job satisfaction must also be optimized through fair compensation, a positive work environment, and good communication. Integration between HR strategies and job satisfaction is important to be carried out synergistically in order to create a productive and sustainable HR system.

This study aims to analyze the effect of recruitment, training, and work environment on employee performance at PT Federal International Finance Surabaya Rajawali Branch. This research employs a quantitative method with a survey approach. The sample consists of 41 respondents selected using a saturated sampling technique. Data were processed using SPSS version 29.0, including instrument tests, classical assumption tests, multiple linear regression analysis, and hypothesis testing.The results reveal that simultaneously, recruitment, training, and work environment significantly influence employee performance. Partially, training has a significant impact on employee performance, whereas recruitment and work environment show no significant influence. These findings highlight that relevant training programs can enhance employee skills and productivity. Thus, training becomes a crucial factor for companies to focus on in improving employee performance.

This study aims to evaluate the implementation of Green Human Resource Management (GHRM) policies and their impact on the performance and career development of young talent in star-rated hotels in Semarang City that have adopted the Green Hotel concept. Using a qualitative approach and case study design, data were collected through semi-structured interviews with young employees, HR managers, and hotel management, as well as direct observation and document analysis. The results show that GHRM practices, such as recruitment and selection, training and development, performance appraisal, and employee involvement, have been implemented with varying levels of depth across these hotels. GHRM practices have been shown to positively impact the performance of young employees and open up career development opportunities. However, the effectiveness of GHRM implementation is influenced by various factors, such as management commitment, policy clarity, training quality, resource availability, organizational culture, and communication and feedback systems. The findings of this study contribute theoretically to the GHRM and strategic HRM literature and provide practical implications for HR management in the hospitality industry in supporting sustainable tourism development. These results highlight the importance of synergy between GHRM policies and managerial commitment in creating a work environment that supports sustainability and employee career development, particularly for young talent who have the potential to become future leaders.

Human resource management (HRM) at SMK Al-Mahrusiyah focuses on the recruitment and selection of high-quality teachers and staff to ensure adequate qualifications and competencies. This process includes planning, selection, and placement conducted by the HR department. With the right strategies, the school can improve educational quality and create a positive learning environment for students. In addition to recruitment, SMK Al-Mahrusiyah emphasizes the importance of professional development and training programs for teachers and staff. Investment in continuous education and training enhances the skills and competencies of educators, directly impacting the quality of education. The principal and administrators actively participate in designing and implementing these programs to ensure ongoing professional growth. Employee engagement and retention are also key focuses in HRM at SMK Al-Mahrusiyah. Good management practices influence employees' perceptions of organizational support and improve retention strategies. Effective leadership can inspire and motivate staff, create a supportive work environment, and enhance employee satisfaction and performance, ultimately strengthening the institution's overall reputation and quality.

This research investigates the pivotal role of Emotional Intelligence (EI) in mitigating employee turnover from a psychological perspective. Emotional Intelligence—encompassing self-awareness, empathy, and stress management—is identified as a crucial factor in enhancing job satisfaction and organizational commitment, thus influencing employee retention. Employing a library research methodology, the study reviews existing literature on EI's impact on reducing turnover and highlights how high EI levels contribute to lower turnover rates by improving job satisfaction and fostering a stronger commitment to the organization. The study finds that employees with elevated EI are adept at managing workplace stress, fostering positive relationships, and aligning with organizational values. This alignment enhances their job satisfaction and commitment, leading to reduced turnover rates. The findings have practical implications for organizations, suggesting that integrating EI assessments into recruitment processes, developing EI training programs, and creating supportive work environments can significantly improve employee retention. Prioritizing EI development helps in building a more resilient and engaged workforce, thereby contributing to organizational stability and performance.

In the era of globalization, effective cross-cultural management is crucial for organizations operating in diverse environments. This study examines the cross-cultural dynamics within Microsoft, a multinational technology company with a global workforce. Utilizing the frameworks of Hofstede and Trompenaars, along with insights into corporate culture types and organizational structures, the analysis delves into the cultural dimensions influencing Microsoft's operations. The study aims to provide a comprehensive understanding of how Microsoft navigates cultural diversity in its global business environment, shedding light on the formation of core values and organizational behaviors. Through an in-depth examination, the analysis explores the implications of cross-cultural aspects on human resource management strategies, such as recruitment, performance management, and career development. Insights gained from this study can contribute to Microsoft's sustained global success by informing strategies related to cultural training, onboarding programs, and global rotations. Ultimately, understanding and managing cross-cultural nuances within Microsoft are imperative for fostering integration, collaboration, and optimal productivity among employees from diverse backgrounds and for guiding successful expansions and acquisitions in culturally distinct regions.