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This study explores the impact of Artificial Intelligence (AI) integration and algorithm transparency on organizational efficiency and perceived fairness in Human Resource (HR) decision-making. Using a qualitative literature review approach, the research examines the mediating role of employee trust and the moderating influence of organizational culture. The analysis focuses on peer-reviewed international studies published since 2020, reflecting the latest theoretical and empirical developments in AI and HR management. The findings reveal that a higher level of AI integration improves decision speed, reduces operational costs, and increases the accuracy of talent allocation. However, these efficiency gains are not independent of ethical considerations. Transparent algorithms are shown to significantly enhance employees’ trust and perceptions of fairness, whereas opaque systems tend to generate resistance and distrust. Furthermore, organizational culture plays a crucial moderating role. Companies with innovative and participatory cultures report better outcomes from AI implementation, while hierarchical cultures are associated with lower adoption success and ethical challenges. This research highlights the importance of aligning technical capabilities with social and cultural factors to optimize the use of AI in HR functions. The study contributes to the discourse on socio-technical systems by proposing an integrative framework that links AI integration, transparency, trust, and culture to key organizational outcomes. Practical implications include the need for transparent system design, ethical governance, and cultural readiness to support responsible AI adoption in HR.

To respond to the challenges and needs of contemporary society, the public sector must rapidly adapt to digital transformation. The objective of this research is to examine relevant and adaptive human resource development strategies for the digital ecosystem and to evaluate how they impact the quality of public services in the era of technological disruption. This research uses a descriptive qualitative approach with a literature review and policy analysis. It analyzes best practices from government institutions, both national and international, in developing human resources oriented towards the digital era. Key findings indicate that optimizing human resources requires not only improving technological capabilities or digital expertise; it also requires reconstructing leadership paradigms, flexible organizational cultures, and implementing meritocratic systems and data-driven performance management. It is evident that technologies such as big data analytics, artificial intelligence (AI), and the Internet of Things (IoT) can help improve public services, but the success of these technologies depends heavily on the capabilities and readiness of the employees who manage these systems. An integrated digital talent ecosystem must be built, encompassing continuous training (learning for life), collaboration between government, academia, and business (the triple helix model), and a regulatory framework responsive to technological developments. Furthermore, it is emphasized that developing digital integrity and ethics is crucial as a pillar of good governance in the digital era. Optimizing human resource development strategies systematically and sustainably will enable Indonesia to improve the efficiency of public services and strengthen the competitiveness of its bureaucracy globally. By 2045, adaptable, innovative, and highly integrated human resources will be the primary drivers of a digital government transformation that is inclusive, responsive, and future-oriented.

Increasing competition in the food industry requires companies to not only focus on product innovation and market expansion but also on strengthening internal human resource capabilities through long-term strategies. PT. Surya Pratista Hutama addresses this challenge by implementing a Talent Management Sistem (TMS) designed to identify, develop, and retain high-potential employees (HiPos), while simultaneously ensuring sustainable leadership development and succession planning. This study employed a qualitative case study approach by utilizing observations, in-depth interviews, and a paper review to obtain comprehensive insights into the company’s practices. The findings reveal that the identification of HiPos is carried out through a rigorous and consistent process using the 9-box grid as a key assessment tool. The emphasis on consistency in evaluation highlights the organization’s effort to ensure fairness and accuracy. Employee development is facilitated through multiple strategies, including formal training, mentoring programs, job rotation, and other structured learning initiatives. Retention strategies focus on providing competitive compensation packages, developing financial literacy skills, and fostering a collaborative organizational culture that values employee contributions. The implementation of TMS at PT. Surya Pratista Hutama has shown positive impacts, particularly in reducing employee turnover rates and improving leadership performance. However, the study also identifies several challenges, especially related to the need for clearer procedural guidelines and more specific development strategies to optimize outcomes. Overall, this research demonstrates that a well-structured TMS can serve as an effective mechanism for building sustainable human resource capabilities in highly competitive industries such as food manufacturing.

Human resource management (HRDM) is a crucial factor in supporting the success of companies in the digital era which is full of rapid change and global competition. Companies are required to not only adapt to technology, but also be able to build strategic and innovation-oriented MSDM systems. This study aims to examine the strategic role of MSDM in PT Telkom Indonesia (Persero) Tbk in supporting digital transformation and achieving organizational goals. Using a literature study approach, data was obtained from books, scientific journals, company annual reports, and official online sources. The results of the study show that PT Telkom Indonesia manages human resources strategically through various initiatives, such as the Great People Development Program (GPDP), digitization of the Human Capital Management (HCM) system, and strengthening the value-based work culture of "The Telkom Way" which includes Integrity, Enthusiasm, and Totality. This approach has a positive impact on increasing employee engagement, productivity, innovation, and the company's competitiveness in the highly competitive telecommunications industry. In addition, the implementation of digital technologies in HR management, such as the use of analytics platforms for performance measurement and online learning systems, has helped companies in accelerating the internal transformation process. However, challenges such as the digital divide between employees, differences in expectations between generations, and resistance to change are still obstacles that need to be addressed with a more inclusive, adaptive, and employee-well-being-oriented management strategy. This research provides the implication that the integration of technology, organizational culture, and talent development is an important combination in creating a resilient and sustainable HR system. The limitations of the research lie in the literature approach that has not touched the empirical aspect, so it is recommended that there be field studies or in-depth interviews with related parties in the next research to get a more holistic and accurate picture.

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.

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.

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.

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.

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

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 aimed at the effectiveness of talent management in entrepreneurial performance at the University of Baghdad, where the study was conducted on the creativity of leaders in a number of colleges of the University of Baghdad in various (deans, heads of departments and assistant deans) where the questionnaire was used as a main tool in collecting successful data about the art of study, where ((204 questionnaires were distributed and (4 questionnaires were not returned, and (7) questionnaires were not valid for analysis, so the total number of cosmetic questionnaires for analysis is ((193 and the analysis and testing of hypotheses were conducted using the program (SPSSV.20), (PLS SMART), but the beginning that begins with the message was the descriptive analytical composition, and a group of colleges were selected at the University of Baghdad represented by linking (College of Law, College of Administration and Economics, College of Education Ibn Rushd, College of Engineering, College of Medicine, College of Arts, College of Sciences, College of Sciences Agricultural Specialties, College of Dentistry, College of Education and Nursing Sciences, College of Fine Arts, College of Education for Girls, College of Languages, College of Political Science, College of Medicine Al-Kindi, College of Medicine Al-Kindi, College of Media, College of Science for Girls).

The current research aims to verify the relationship between talent management practices represented by (attracting talent, investing talent, localizing talent, retaining talent) and the creative work behavior of employees represented by (exploratory creative work behavior, investment creative work behavior), among a sample of teaching staff in private universities and colleges in the Middle Euphrates region, numbering (276) instructors. The researchers adopted the descriptive analytical approach, taking the questionnaire as a basic mechanism for collecting the necessary data for the practical aspect of the study. The study concluded that there is a relationship between talent management practices and the creative work behavior of employees. As a result, the study reached a set of recommendations, the most prominent of which is that private universities and colleges must create a flexible academic environment that encourages innovation, such as remote work options or flexible work schedules, which supports work-life balance and makes room for creative thinking, in addition to implementing a periodic evaluation system to measure the level of employee engagement and creative behavior, and using the evaluation results to improve programs and practices. Continuously.

Competition in this world is getting tighter, including in the business world, this is due to the large number of companies competing to dominate market share, because globalization is a challenge for business people to maintain the opportunities they have and obtain or achieve new opportunities. The topic of employee performance has become a concern among academics in the last decade. The main reason is that employee performance is closely related to organizational productivity and achievement and vice versa. Increasing employee performance can be driven by talent management. Apart from talent management, another factor in efforts to improve employee performance is Employee Engagement. This research is quantitative research using a survey research design. The sample in this study consisted of 100 employees of PT. Oscarmas Heavy Equipment taken through Purposive Sampling Technique. The data collection instrument is a questionnaire with a Likert Scale format consisting of five alternative answers. Data from filling out the questionnaire will be analyzed using the Partial Least Square (PLS) technique. The research results show that the Talent Management variable has a significant influence on Employee Engagement and Employee Performance, the Employee Engagement variable has a significant influence on Employee Performance and the Employee Engagement variable is able to mediate the Talent Management variable on Employee Performance.

The purpose of this research is to build a mutation pattern policy based on Justice, Certainty, and Benefit. this policy is associated with talent management that has been implemented in Financial and Development Supervisory Board (BPKP). The method used in this research is a case study method based on phenomena that occur in BPKP. the result of this research is the formation of a mutation pattern policy, namely mutations based on organizational needs with the pattern Organization - Organization - Domicile and mutations based on employee needs. With this mutation pattern policy, employees are expected to improve their performance. But this research does not further examine the effect of this mutation policy on employee performance and also does not consider other factors such as age, gender of employee and Fund to apply this policy

This study examines the impact of green talent management practices on HR performance quality in eco-friendly hotels in Central Java, Indonesia, using a phenomenological approach. Through in-depth interviews with 24 participants across six star-rated hotels, direct observation, document analysis, and focus group discussions, the research explores how green HRM practices influence employee performance and career development opportunities for young talent. The findings reveal that eco-friendly hotels have implemented various green talent management practices including environmentally-conscious recruitment, sustainability training, green performance management, and employee involvement in environmental initiatives. These practices positively impact multiple dimensions of employee performance: task performance through improved resource efficiency; contextual performance through enhanced teamwork; adaptive performance through increased innovation capability; and environmental performance through strengthened pro-environmental behaviors. The effectiveness of these practices is influenced by top management commitment, integration with business strategy, training quality, organizational culture, and resource availability. Young employees perceive involvement in green initiatives as valuable for developing leadership skills, expanding professional networks, and enhancing market competitiveness, although they identify the need for clearer sustainability-focused career paths. The study contributes to GHRM and talent management literature by explicating the mechanisms linking green talent management with performance outcomes in the hospitality industry context, while providing practical implications for hotel managers seeking to enhance both environmental sustainability and human resource performance. The research underscores the importance of a holistic approach to green talent management that aligns environmental priorities with employee development and organizational strategy.

Human Resource Management (HRM) plays a crucial role in achieving company strategic goals, especially amidst the challenges of globalization and increasingly fierce competition. This journal discusses the importance of effective HR management in creating competitive advantages and improving organizational performance. With a focus on talent development, employee welfare, and good relationships between management and employees, this research shows that good HRM practices can increase employee motivation, productivity, and loyalty. In addition, this journal highlights the need for strategies that are aligned with business goals to ensure that every individual in the organization contributes optimally. Through analysis of various challenges faced by HR management, including work-life balance and global skills development, this journal provides recommendations for increasing the effectiveness of HR management. It is hoped that the results of this research can become a reference for companies in formulating adaptive and innovative HR strategies, so that they can survive and develop in an era full of uncertainty.