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Digital transformation has brought about major changes in leadership patterns, especially in the public sector. In this context, digital leadership is key for leaders to drive innovation and adaptation to technological developments. However, the success of digital leadership is also inseparable from democratic leadership values that emphasize participation, openness, and collaboration. The synergy between these two values is an important foundation for building an effective and humanistic leadership style in the digital age. This study aims to analyze the role of Dedi Mulyadi's digital leadership in developing digital talent through the 2025 Jabar Istimewa Digital Academy (JIDA) program in West Java. The approach used is qualitative with a literature study method, sourced from 14 scientific journals and three official news reports. The results of the study show that Dedi Mulyadi applies a visionary, adaptive, and collaborative digital leadership style. Democratic values are also evident through a participatory approach that involves the community, educational institutions, and the industrial sector in the implementation of the JIDA 2025 program. This program has proven to strengthen digital literacy, expand access to technology training, and improve the readiness of West Java's human resources in facing the challenges of the digital economy. Thus, digital leadership combined with democratic principles plays an important role in realizing inclusive, competitive, and sustainable human resource development in the era of digital transformation.

This study aims to identify the types of products or creative works produced by Indonesia’s golden generation in the context of developing a talent-based creative economy in the digital era. A talent-based economy refers to an economic model that leverages individual skills, creativity, and innovation as the main capital for generating economic value. Using a literature review approach, this research analyzes the implementation of a talent- driven creative economy, particularly how the youth especially Gen Z and millennials produce various digital outputs such as illustrations, animations, educational applications, video content, NFTs, and social media-based e-commerce products. This implementation reflects the integration of individual creativity with digital technology utilization, aligning with core 21st-century skills such as critical thinking, collaboration, communication, and digital literacy. The findings reveal that the creative economy contributes not only to cultural and artistic sectors but also to real economic sectors such as digital MSMEs, content industries, educational technology (edutech), and the broader digital economy. These insights show that with the support of digital infrastructure, technological literacy, and affirmative policies, the golden generation can foster innovation with economic value while enhancing national competitiveness amid global transformation toward Indonesia Emas 2045.

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.

In the era of rapid digitalization, the utilization of information technology in human resource management has become increasingly essential. This study examines the implementation of the Mekari Talenta digital attendance system in managing employee attendance administration at PT Hutama Marga Waskita. The objective of this research is to understand the extent of the system's application within the company, identify challenges encountered during its implementation, and explore the strategies employed to overcome these obstacles. Data were collected through interviews, observations, and documentation, involving both primary and secondary sources to gain a comprehensive understanding. The findings reveal that the transition from manual to digital attendance systems presents several challenges, including user negligence in recording attendance, an organizational culture that is not yet fully adaptive to digital systems, and the absence of automatic reminder features. Despite these challenges, the system offers significant benefits such as expediting attendance recap processes, integration with payroll, and providing flexible access to attendance through mobile devices. This research contributes to the existing literature on digital attendance management and provides recommendations for optimizing the use of digital attendance systems in modern workplaces.  

The Nganjuk Regency Government shows a commitment to strengthen the capacity of MSME actors through activities such as digital training. However, the challenges of digital transformation demand a more adaptive strategy. The omah away program is present as a regional innovation in accelerating the digitalization of MSMEs, in line with the national vision towards the smart economy and digital transformation targets announced in the RPJMN. Based on the theory of Dynamic Governance with 3 variables such as Thinking Ahead, Thinking Again, and Thinking Across, this omah away program offers digital training, business legality facilitation, and marketing through digital platforms. This study highlights how the away house becomes an integrative model that not only provides technical training, but also builds a collaborative ecosystem between the government, business actors, the private sector, communities, education and society. Despite the impact on increasing the participation of digital MSMEs and reducing the unemployment rate, obstacles such as low business legality and online marketing effectiveness are still found. Therefore, critical reflection and cross-actor collaboration are key to the sustainability of the program. These findings strengthen the relevance of Dynamic Governance theory in the context of local-based digital transformation, as well as support efforts to achieve smart economy in areas with growing potential such as Nganjuk Regency.

Human Resource Management (HRM) is a very important part of an organization. In the digital era, HRM can be done more efficiently through mobile applications that allow access to employee data, HRM processes, or online attendance. However, the ability of an HRM mobile application to succeed depends on the usability factor or ease of use by users.  Talenta is one of Mekari's business platforms that provides a complete solution for all Human Resources (HR) and payroll management issues. Talenta is an application that will be used for Usability Testing using Cognitive Walkthrough. The initial stage in starting Usability Testing on the mobile-based Talenta application with the Cognitive Walkthrough method begins with conducting a literature study, learning the system or application, then making scenario questions based on the system. Then, respondents will be asked to complete the scenario questions. The scenario data collected includes; data on success in completing the scenario, data on errors in completing the scenario, and data on the time required to complete the scenario. Finally, the interview stage will be continued with the respondents on the scenarios that have been carried out. The scenario and interview data will be analyzed to calculate the effectiveness and efficiency aspects of the Talenta application. After the analysis stage, users will be given a System Usability Scale (SUS) questionnaire to be answered using Google Form using a Likert scale. The results of the questionnaire will be analyzed using SUS calculations, and then suggestions and conclusions will be given in the aspect of user learning ability. After usability testing of Talenta mobile application using Cognitive Walkthrough and SUS methods, the following results were obtained: 78% effectiveness; 0.10 seconds efficiency; and 67 learning ability level. Talenta has met the usability criteria for mobile applications in general, including effectiveness and efficiency in using the ISO 9241-11 model. However, there are still shortcomings in the user learnability level. To improve the usability of this application, it is recommended to change the layout, menu, add features, as well as clarify some display features.

Talent management in the digital era is a complex phenomenon that requires a comprehensive approach in dealing with contemporary organizational transformation. This study aims to explore the dynamics of talent management through a systematic literature review of ten reputable scientific journals covering various organizational and industrial contexts. The research method uses the Systematic Literature Review (SLR) approach with content analysis and narrative synthesis techniques. The findings of the study reveal that talent management is no longer just an administrative function but a strategic strategy that determines the sustainability and competitiveness of organizations in the digital era. The results of the study identify four main dimensions in talent management in the digital era, namely: transformation of management approaches, technology adaptation, development of individual competencies, and the formation of a responsive organizational ecosystem. This research makes a theoretical contribution to produce a comprehensive conceptual framework of cutting-edge talent management practices. The practical implications show the need for a multidimensional approach that pays attention to the technological, psychological, and organizational aspects of managing human resources. This research offers a holistic perspective in understanding the complexity of talent management in the sustainable digital era.

Di tengah - tengah era globalisasi dan transformasi digital, perusahaan industri menghadapi tantangan kompleks yang membutuhkan strategi kepemimpinan yang adaptif dan berkualitas, dengan sumber daya manusia (human capital) sebagai aset strategi yang menentukan keunggulan kompetitif organisasi. Perubahan teknologi, persaingan global, dan kebutuhan efisiensi mendorong perusahaan untuk mengembangkan pendekatan kepemimpinan yang lebih komprehensif dan dinamis, yang berfokus pada pengembangan kapabilitas sumber daya manusia melalui integrasi dan pengembangan potensi talenta internal. Penelitian ini menggunakan kajian pustaka atau literature review yang berkaitan dengan langkah – langkah Penerapan komitmen terhadap efektif dalam perusahaan. Penelitian ini menggunakan metode penelitian kualitatif, dimana kajian digunakan secara konsisten dengan asumsi – asumsi metodogis. Dengan mengumpulkan beberapa literatur yang relevan, dapat dikatakan bahwa penelitian ini bersifat eksploratif.

Tujuan dilakukannya penelitian ini adalah mengetahui sejauh mana pengaruh Fleksibilitas Waktu Kerja (Flexible Working Time) dan Talenta Digital (Digital Talent) terhadap Kinerja Karyawan. Titik berat dari penelitian ini yakni seberapa besar penerapan pola kerja fleksibel dan talenta digital yang dimiliki setiap karyawan dapat berperan penting dalam mencapai kinerja karyawan yang maksimal di era modern. Subjek penelitian ini adalah karyawan yang aktif bekerja di PT. Bank Tabungan Negara Kantor Cabang Semarang. Total populasi dalam penelitian ini sebanyak 120 karyawan dan sampel yang diambil adalah sebanyak 55 karyawan (responden). Metode yang digunakan untuk pengumpulan data dalam penelitian ini adalah dengan menyebarkan kuesioner kepada para responden yang sudah ditentukan. Hasil dari penelitian ini menyatakan bahwa (1) Fleksibilitas Waktu Kerja berpengaruh positif-signifikan terhadap Kinerja Karyawan dan (2) Talenta Digital berpengaruh positif-signifikan terhadap Kinerja Karyawan.

Purpose-The main orientation of this article is to recognize the pattern of digitalization's impact on the current development of Artificial Intelligence (AI) and human resource management and how it affects the skills needed by HR professionals for decision-making through talent management and employee retention to ensure employee capabilities by aligning work at the right time based on the company's business priority goals. Methodology-This study uses a qualitative methodology that uses descriptive research. This research focuses on decisions made by leaders to improve the quality of human resources and seeks to identify areas of knowledge that have not been explored in research. Findings-Research results show that the company's strategy of using Artificial Intelligence (AI) provides many benefits, such as improving operational efficiency, developing innovative products or services, and making better business decisions based on better forecasting and analysis. Practical Implications-Through the implications of HR data analysis as decision-making in forecasting human resource trends using AI, talent management, and employee retention. This is applied to the recruitment and selection process that provides benefits such as rewards to employees who can achieve targets. Therefore, a supportive work culture by honing the talents and potential of employees to create maximum and efficient performance can have a good impact on the company.