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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.

Competition in recruiting high-quality talent has intensified due to the advancement of digital technology, globalization, and the shifting preferences of younger generations in choosing their workplace. Traditional recruitment models are no longer sufficient, requiring companies to integrate employer branding with recruitment marketing strategies to attract potential candidates effectively. This study aims to analyze how PT Surya Pratista Hutama (SUPRAMA), a food manufacturing company, implements employer branding to strengthen its corporate image and enhance recruitment effectiveness. The research employed a qualitative descriptive method through observation, interviews, and documentation studies with the Human Capital and Corporate Communication Division. The findings reveal that SUPRAMA’s employer branding strategy is carried out through organizational culture strengthening, the use of digital platforms, consistent visual identity, and collaboration with educational institutions. The integration of these strategies has proven to increase the number of qualified applicants, improve candidate experience, and enhance the company’s reputation as an employer of choice. However, challenges remain in maintaining consistent branding communication and developing innovative digital content. This study concludes that employer branding is not merely a communication tool but also a long-term investment in human resource management.

This study explores the implementation of human resource development management as a strategic effort to enhance task performance in educational institutions. The research was conducted at MAN 2 Kediri City and MAU MBI Amanatul Ummah Pacet Mojokerto, where notable improvements in information and technology mastery were observed. These improvements stemmed from various capacity-building activities, including computer proficiency training, computer-based learning workshops, excellent service training, teacher participation in science olympiad competitions, and other quality enhancement programs. Employing a qualitative approach, data were collected through participant observation, in-depth interviews, and documentation. Data analysis was conducted using individual site analysis and cross-site comparison, while data validity was ensured through credibility, transferability, dependability, and confirmability criteria. The findings reveal that to strengthen competitive advantage in madrasahs, school leaders undertake comprehensive human resource management practices. These include needs analysis through vacant position mapping and recruitment planning, teaching hour allocation, job analysis, and structured recruitment processes involving written tests, microteaching, and interviews. Furthermore, human resource development is carried out through adherence to Standard Operating Procedures (SOP) and continuous professional training for educators. The study concludes that strategic human resource development contributes significantly to institutional competitiveness and educational quality. It recommends sustained investment in teacher capacity building and structured HR planning to support long-term performance improvement.

Organizations today face increasing challenges related to environmental sustainability and social responsibility, requiring them to adopt modern management practices that enhance their sustainability and growth. This research aims to examine the concept of Green Human Resources Management (GHRM) and its role in supporting organizations' sustainable growth strategies. The research addresses the importance of adopting human resource management policies that take environmental dimensions into account, such as green recruitment and training, sustainable performance management, and rewards that promote positive environmental behaviors. It also explores the relationship between these dimensions and achieving sustainable organizational growth by improving operational efficiency, enhancing corporate image, and increasing employee and stakeholder satisfaction. The research relies on an analytical methodology that combines theoretical studies and practical experiences from organizations that have implemented green human resource strategies and achieved success in sustainable growth. The research concludes that integrating GHRM activities with organizational growth strategies leads to a sustainable competitive advantage and enhances organizations' ability to address modern environmental and economic challenges. What distinguishes our research from previous studies is its attempt to link the two disciplines of green human resource management and organizational growth strategy. This in itself is a rarity in this field compared to other research that links a single, precise discipline, given the importance of the role played by human resources and its impact on all business administration disciplines.

Human resource development (HRD) is a fundamental pillar in the management of Islamic education, especially in the era of globalization and the industrial revolution 4.0. Islamic educational institutions are required to produce graduates who are not only religious but also competent, ethical, and adaptive. This study aims to identify effective HRD strategies to improve the quality of Islamic educational institutions. The research employs a qualitative approach with data collected through interviews, observations, and documentation in several Islamic educational institutions. The findings reveal that strategies such as training, internships, scholarships, mentorship, collaboration, performance evaluation, spiritual development, technology implementation, and innovation play vital roles. The integration of Islamic values in recruitment, training, and career development is also crucial. However, challenges such as limited funding, lack of competent human resources, and insufficient leadership attention remain obstacles. This study emphasizes the need for innovation in HRD to overcome these barriers. It is expected that the findings provide practical solutions for Islamic educational institutions to achieve educational goals, produce quality graduates, enhance competitiveness, and contribute positively to society.

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.

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.

In a subset of the Federal Capital Authority (FCDA) Civil Service, the study aims to examine the relationship between job satisfaction, retention, and employee salary. Civil Service, Capital Authority (FCDA) are established by the manner in which employees receive compensation and rewards. Two goals were employed, and two hypotheses were developed to direct the investigation. The research design utilized in the study was a descriptive survey. The 400 Federal Capital Authority (FCDA) Civil Service members were chosen as the population. The study's findings indicate that employee retention significantly affects the Federal Capital Authority (FCDA) Civil Service [F (1, 398) = 11.287; p<0.01] and that job satisfaction and employee compensation are significantly correlated among the FCDA Civil Service [r (398) = -.123: p<0.01]. It was determined that, similar to other nations, the Federal Capital Authority (FCDA) Civil Service in Nigeria acts as the pivot for economic growth; managers of the FCDA Civil Service face several difficulties. They struggle with a high employee turnover rate and discover that their staff members are quitting them without warning on a daily basis. According to the report, the Federal Capital Authority (FCDA) Civil Service management should pay its personnel appropriately for the position they have so that they can carry out their leadership duties successfully and efficiently. All of these suggestions will improve employee performance, which will improve the performance of the organization as a whole. The Federal Capital Authority (FCDA) Civil Service should promote more employee relationships and interpersonal interactions.

Human Resource Management (HRM) is a critical determinant of organizational productivity and competitiveness in the era of globalization and digital transformation. This study employs a Systematic Literature Review (SLR) approach to synthesize empirical findings on HRM strategies published between 2019 and 2024. The review identifies six key domains of effective HRM: competency-based recruitment, continuous training and upskilling, transparent performance evaluation, reward and incentive systems, workforce diversification and inclusion, and technology-enabled HRM. Evidence demonstrates that competency-driven recruitment reduces turnover and enhances job fit, while continuous training fosters innovation and adaptability. Transparent evaluation systems increase motivation and fairness, and balanced reward packages combining financial and non-financial recognition improve retention and engagement. Workforce diversification enhances problem-solving and innovation when paired with inclusive leadership practices. Technology integration, particularly HRIS and people analytics, streamlines processes and strengthens decision-making. Importantly, bundled strategies yield stronger productivity outcomes than isolated interventions, with improvements occurring through capability, motivation, and coordination pathways. The findings underscore the need for organizations to align HRM practices with strategic goals and global trends. This study contributes to HRM literature by providing evidence-based insights and offers practical guidance for managers seeking to enhance productivity in competitive environments.