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Human Resource Management (HRM) plays a strategic role in improving organizational competitiveness through proper management of employee placement, training, and performance evaluation. To support the achievement of these goals, a predictive model is needed that can provide an accurate picture of employee performance. This study utilizes a Human Resource Management (HRM) dataset of 1,200 data and applies several classification algorithms to compare their effectiveness, namely J48 or C4.5, Random Forest, Naive Bayes, K-Nearest Neighbor (KNN), Logistic Regression, and Support Vector Machine (SVM). To obtain more optimal results, this study uses resampling techniques and attribute selection methods with a correlation attribute eval approach, so that class distribution can be more balanced and model accuracy increases. From the test results, the Decision Tree J48 algorithm showed the best performance with an accuracy level reaching 95.41%, a kappa value of 0.8925, a mean absolute error (MAE) of 0.0432, a precision of 0.955, a recall of 0.954, and an area under the ROC curve of 0.964. These findings indicate that J48 has excellent predictive capabilities compared to other algorithms. Furthermore, this study also found that the most influential variables in determining employee performance include the percentage of the last salary increase (EmpLast Salary Hike Percent), the level of work environment satisfaction (Emp Environment Satisfaction), the length of time since the last promotion (Years Since Last Promotion), and experience in the current role (Experience Years in Current Role). Overall, the results of the study indicate that the C4.5 algorithm with the application of the resampling technique can be an optimal solution in building an employee performance prediction system. Thus, this model has the potential to be a strong basis for managerial decision-making, particularly in designing HR development strategies and policies to improve organizational performance.

The purpose of this study is to identify how PT. Bintang Shafwan manages their human resources, specifically regarding the influence of "Work Placement and Work Discipline on Employee Performance of PT. Bintang Shafwan". In addition, as important as it is to have a job placement that matches your skills and work experience, you can foster interest in work that suits the needs of the company. And work discipline that has been appropriate such as the rules made by the company can improve the overall performance of the company. The method used in this study is a quantitative method, in this study using a saturated sample with a total of all populations as a sample of 50 employees of PT. Bintang Shafwan. The research method is quantitative statistics. Data analysis includes data quality tests, namely validity and reliability tests, classical assumption tests, t-tests and f tests. As the results in this study show that work placement has a positive and partially significant influence on employee performance with t count 2.169 > t table 2.011 and significance values 0.035 < 0.050. Work discipline has a positive and significant influence partially on employee performance with t count 2.367 >t table 2.011 and significance values 0.022 < 0.050. So, the implication in this study, work placement and work discipline that are already regular and in accordance with company rules must be maintained because they can have a positive impact on employee performance.

The purpose of this research is to determine the effect of Placement (X) consisting of Education (X1), Work Knowledge (X2), Work Skills (X3), and Work Experience (X4) on the Employee Performance variable (Y) at the Tanah Grogot District Court Office Class II. The sample in this study were employees at the Class II Tanah Grogot District Court Office using a saturated sampling technique and the number of samples obtained was 34 people. Employees as samples in this study were given a questionnaire consisting of 13 statements. The responses to this questionnaire were tested for validity and reliability before carrying out multiple linear regression analysis using the SPSS application. The results of testing the instrument, namely the questionnaire, show that the 13 statement items are valid because rcount > rtable is (0.339). Apart from that, all statements are reliable because Cronbach's alpha (α) > 0.60 (0.905 > 0.60). The regression equation obtained is Y = 1.460 – 0.133 X1 + 0.398 X2 – 0.133 X3 + 0.551 X4. The multiple correlation coefficient (R) value is 0.762, which means a strong correlation between the variables Education (X1), Work Knowledge (X2), Work Skills (X3), and Work Experience (X4) on the Employee Performance variable (Y). The coefficient of determination (Adjusted R2) value of 0.522 or 52.2% shows the large contribution of the Placement variable (X) which consists of Education (X1), Work Knowledge (X2), Work Skills (X3), and Work Experience (X4) to the variable Employee Performance (Y) was 52.2%, while the rest was explained by other variables not included in this research amounting to (100-52.2) % = 47.8%. Simultaneous testing (F test) shows that Fcount > Ftable (10.012 > 2.70) or p-value (Fcount) > α (0.000 < 0.05), meaning that H0 is rejected and Ha is accepted so it can be concluded that there is an influence between the placement variables which consists of Education (X1), Work Knowledge (X2), Work Skills (X3), and Work Experience (X4) on the Employee Performance variable (Y) at the Class II Tanah Grogot District Court Office. Partial testing (t test) shows that the value of tcount > ttable on Job Knowledge (X2), namely 3.198 > 1.699 and Work Experience (X4), namely 3.138 > 1.699, there is a significant influence on Employee Performance (Y) at the Class II Tanah Grogot District Court Office, which means H0 is rejected and Ha is accepted, while the value of tcount < ttable for Education (X1) and Work Skills (X3) has no significant influence on Employee Performance (Y) in the Clerk's Office at the Class II Tanah Grogot District Court Office. In the Placement variable (X) which consists of the four variables studied, the dominant variable is Job Knowledge (X2) as evidenced by the highest t-count value of 3.198 and the lowest significant value of 0.003.

In this investigation, we'll find out whether work placement and work experience affect employee performance at PT.  Indonesia Trans Network.  In this study employing analytical techniques, namely where the subjects of this study amounted to 31 employees of PT.  Indonesia Trans Network.  The sample is census sampling or saturated sampling, namely the whole populace is employed as a study example. The method of data analysis employs multiple linear regression using SPSS version 26 software. The results of the research by testing the hypothesis show that work placement and employment history have a favorable and significant impact on employees' performance at PT.  Indonesia Trans Network.  The proportion of the two variables on employee performance is 57%, while the remaining 43% is influenced by other factors in the regression model.

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.