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This study aims to analyze the role of talent management and employee experience in enhancing employee loyalty in the e-commerce industry through a non-empirical, conceptual approach. The study employs a qualitative design with a mixed-methods literature synthesis to construct a model of the relationship between talent management, work experience, and digital workforce loyalty. Data were obtained through a review of reputable international and national scientific literature addressing talent management, employee experience, employee engagement, retention, and employee loyalty in the digital and e-commerce sectors from 2020 to 2026. Analysis was conducted using thematic synthesis and comparative conceptual analysis, with the high turnover rate in the e-commerce industry serving as the primary interpretive context. The research findings indicate that employee loyalty is fostered through the integration of competency development, career development, rewards and recognition, employer branding, work flexibility, organizational communication, and psychological safety. Employee experience strengthens employee engagement and organizational commitment, while talent management enhances perceptions of organizational support and professional career sustainability. The study’s conceptual model demonstrates that the integration of these two variables contributes to workforce retention, organizational stability, productivity, and the enhancement of e-commerce companies’ competitiveness in a competitive digital business environment

Digital transformation in Human Resource Management (HRM) has shifted the organizational paradigm from an administrative function to a strategic function focused on adaptive and sustainable human resource development. This study aims to systematically review the integration of digital technology in HRM practices with particular emphasis on inclusivity and organizational sustainability. The method employed is a literature review analyzing various studies related to the implementation of Artificial Intelligence (AI), big data analytics, and digital systems in recruitment, competency development, and employee performance evaluation. The findings indicate that digital transformation enhances operational efficiency, decision-making quality, and workplace flexibility. However, the adoption of digital technology also creates ethical challenges, including algorithmic bias, unequal access to technology, and concerns regarding employee data privacy. Therefore, the implementation of Equity, Diversity, and Inclusion (EDI) principles is essential in developing fair and inclusive HRM systems. Furthermore, continuous learning cultures and flexible work models have proven effective in supporting employee well-being while strengthening organizational resilience in facing global changes. This study emphasizes the importance of synergy between technological innovation, ethical leadership, and sustainability in building HRM systems that are responsive to the future of work.

The selection process for accepting new employees is one of the important stages in a company to ensure that the candidates accepted have qualifications that suit the company's needs. At WINMART, the selection process is still carried out manually, so it is less efficient and prone to errors. Therefore, a system is needed that can assist in more objective and efficient decision making. This Decision Support System (DSS) is designed to assist the selection process for recruiting new employees using the Simple Additive Weighting (SAW) method, which can assess several relevant criteria, such as work experience, education, skills and competency tests. This system was built on a web basis, so it can be easily accessed by parties involved in the selection process, such as HRD and managers. The SAW method was chosen because of its ability to convert various subjective criteria into more objective numerical scores, so that selection results can be more transparent and accountable. By using this system, it is hoped that it can increase efficiency, accuracy and transparency in the new employee selection process at WINMART, as well as facilitate decision making in selecting candidates who best suit the desired criteria.

In an era of increasingly competitive business competition, companies are required to improve the quality of their human resources to achieve optimal organizational performance. One approach widely used in employee development is coaching. This study aims to examine the implementation of coaching for employees in companies and its impact on employee performance and development. This study used the Systematic Literature Review (SLR) method following the PRISMA (Preferred Reporting Items for Systematic Reviews and Meta-Analyses) guidelines. The literature search process was conducted through several scientific databases, namely Google Scholar, Scopus, and the Directory of Open Access Journals (DOAJ) with a publication period of 2021–2026. Keywords used included coaching, employee coaching, employee performance, and employee development. Based on the literature selection process, 16 articles met the inclusion criteria and were further analyzed. The results showed that the implementation of coaching has a positive impact on improving employee performance, work motivation, self-confidence, and individual competency development. Furthermore, coaching also plays a role in increasing employee work engagement, communication skills, and self-awareness in completing work tasks. These findings indicate that coaching is an effective strategy in human resource development and improving organizational performance if applied systematically, while also providing practical contributions for HR practitioners in designing measurable and sustainable talent development interventions.

This study aims to examine the effect of HR Analytics, competency development, and leadership support on employee performance with organizational agility as a moderating variable among employees of the Department of Industry and Trade of Lampung Province. This research employed a quantitative approach by distributing questionnaires and analyzing the data using SEM-PLS. The results show that competency development and leadership support have a positive and significant effect on employee performance, while HR Analytics has no significant effect. Organizational agility does not moderate the relationship between HR Analytics, competency development, leadership support, and employee performance. These findings suggest that while HR Analytics may not directly influence performance, the development of competencies and strong leadership support remain critical to enhancing employee outcomes. Furthermore, the lack of a moderating effect from organizational agility indicates that factors beyond agility, such as employee training programs and leadership practices, play a more crucial role in driving performance. This study highlights the importance of strengthening employee competencies and leadership support to improve employee performance in government institutions. Further research could explore other potential moderating factors in this context.

This study aims to analyze the effect of training and career development on employee performance at PT XYZ Teknik. The study used a quantitative approach with a survey method. The study population was 82 employees, with a saturated sampling technique so that the entire population was sampled. Data were collected through distributing questionnaires that had been tested for validity and reliability, so they were suitable for use as research instruments. Data analysis was carried out using statistical tests, namely the t-test to see the partial effect and the F-test to test the simultaneous effect between variables. The results showed that training had a significant effect on work performance, indicated by a calculated t-value of 3.498 which was greater than the t-table of 1.990 and a significance level of less than 0.05. In addition, career development also had a significant effect with a calculated t-value of 3.448 which was greater than the t-table of 1.990 and a significance level of less than 0.05. Simultaneously, training and career development were proven to have a significant effect on employee performance with a calculated F-value of 206.883 which was greater than the F-table of 3.11. These findings emphasize the importance of implementing structured training programs and ongoing career development to optimally improve employee competency and performance.

Employee competency is a strategic factor in improving organizational performance. Rapid changes in the business environment, technological advancements, and increasing demands for professionalism require organizations to ensure that their human resources possess adequate knowledge, skills, abilities, and work attitudes. This study aims to analyze the influence of employee competency on performance using a Systematic Literature Review (SLR) approach based on the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) method. Relevant research articles were identified through a systematic process consisting of identification, screening, eligibility assessment, and inclusion according to predetermined criteria. The selected studies were then synthesized to evaluate the relationship between competency and employee performance across various organizational contexts. The findings consistently indicate that employee competency has a positive and significant influence on performance improvement. Competency, which encompasses knowledge, technical and interpersonal skills, professional attitudes, and individual characteristics, contributes to enhancing work effectiveness, productivity, service quality, innovation, and the achievement of organizational objectives. Furthermore, organizations that continuously invest in competency development through education, training, and continuous learning programs tend to achieve higher employee performance and stronger organizational competitiveness. This study provides comprehensive evidence that competency development is a fundamental strategy for improving organizational performance and offers practical implications for managers and policymakers in designing sustainable human resource development programs.

This study aims to determine the application of competitive Human Resource Management (HRM) to employee productivity at Angkringan Lestari Restaurant. Human resources are a crucial factor in the success of a business, particularly in the culinary industry, which relies heavily on service quality, work speed, discipline, and employee ability to serve customers. Competitive HRM implementation is achieved through improving employee performance, knowledge, skills, motivation, discipline, and assigning appropriate responsibilities to employees to optimally increase work productivity.The research method used was descriptive qualitative, with data collection techniques through observation, interviews, and documentation. The study was conducted at Angkringan Lestari Restaurant, focusing on the application of HRM to support employee productivity. The results indicate that the implementation of competitive HRM positively impacts employee productivity. This is evident in improved service quality, punctuality, employee collaboration, and increased customer satisfaction with the service provided.Furthermore, work performance, knowledge, and skills are important factors in increasing employee productivity. However, several obstacles remain, such as limited job training and a lack of continuous competency development. Therefore, efforts are needed to improve the quality of human resources through training, work motivation, and skills development so that employee productivity can continue to increase and be able to compete competitively.

This study was designed to examine the influence of servant leadership on employee engagement, while also analyzing its relationship with job satisfaction and how job satisfaction influences overall employee engagement. The focus of this study also included an analysis of the role of job satisfaction as a mediating variable at the Jambi Province Public Works and Housing Agency (PUPR). The researchers employed a quantitative approach by distributing a Likert-scale questionnaire to a sample of 59 employees. Prior to drawing conclusions, the primary data was validated through validity and reliability tests, then statistically analyzed using SmartPLS 4.0 software to test each proposed hypothesis. Field observations indicated that the implementation of servant leadership was in the good category, accompanied by high levels of employee engagement and a satisfactory job satisfaction index. Empirically, this study confirmed that servant leadership has a positive and significant influence on both employee engagement and job satisfaction. Furthermore, job satisfaction was found to act as a mediating variable linking the influence of servant leadership on employee engagement. Referring to these findings, it is recommended that management prioritize aspects of well-being, competency development, and recognition of staff contributions. In addition, creating a supportive and collaborative organizational climate is essential to maintaining stable employee satisfaction and engagement.

Bureaucratic reform in Indonesia has encouraged the strengthening of civil service management oriented toward performance through the policy of appointing Government Employees with Work Agreements (PPPK) in order to improve the effectiveness of public organizations. This study aims to analyze the performance of PPPK in supporting the implementation of tasks at the Environmental Agency of Jambi City by using Mangkunegara’s performance theory as the analytical framework. This research employs a qualitative approach with a descriptive method. Data were collected through in-depth interviews and documentation, and then analyzed using data reduction, data display, and conclusion drawing techniques. The results show that the performance of PPPK is generally in the good category and contributes positively to organizational effectiveness. This is reflected in the aspects of work quality, work quantity, and responsibility as explained in Mangkunegara’s performance theory. The alignment between job placement and competence, increased work motivation due to employment status certainty, and organizational support through training and coaching are the main factors supporting performance optimization. However, there are still constraints, particularly the suboptimal understanding of main duties and functions, thus requiring strengthened organizational communication and continuous capacity development. This study confirms that competency-based management and systematic development of PPPK play an important role in improving the effectiveness of task implementation in the public sector.

In the midst of increasingly intense competition in the digital era, organizations are required to possess human resources capable of adapting and enduring various work-related challenges. Therefore, work resilience is considered an important competency that employees must have. This study aims to examine the influence of self- esteem, self-efficacy, and adversity quotient on work resilience among supervisor members of Independent Herbalife Nutrition Indonesia in South Jakarta. This research employs a descriptive quantitative approach. Data were collected through the distribution of Likert-scale questionnaires to 103 respondents using a saturated sampling technique. The data obtained were analyzed using multiple linear regression analysis with the assistance of Microsoft Excel 2019 and IBM SPSS version 22. The results of the study indicate that self-efficacy has a positive and significant effect on work resilience. Meanwhile, self-esteem and adversity quotient do not have a significant partial effect on work resilience. However, simultaneously, self-esteem, self-efficacy, and adversity quotient have a significant effect on work resilience.

Employee engagement is a critical factor in enhancing organizational performance, including in public sector organizations such as state-owned enterprises (BUMN). Low leadership inspiration, suboptimal work systems, and insufficient organizational support can reduce employee engagement levels. This study aims to analyze the influence of transformational leadership, high performance work system (HPWS), and perceived organizational support (POS) on employee engagement. A quantitative research method with a survey design was employed. Data were collected through valid and reliable questionnaires from the entire employee population, using proportional random sampling, resulting in a sample of 100 respondents. Multiple regression analysis was conducted to examine the relationships. The results indicate that transformational leadership, HPWS, and POS have a positive and significant effect on employee engagement. These findings underscore the importance of strengthening transformational leadership, implementing high-performance work systems, and providing consistent organizational support to enhance employee engagement. Managerial recommendations include improving leadership quality, competency-based workforce planning, and developing reward systems along with a collaborative and appreciative work culture.

This paper aims to analyze the influence of Human Resource Reform and Transformational Leadership on Civil Servant Professionalism, with Resistance to Change as a mediating variable. The research focuses on civil servants at the Semarang City Personnel, Education and Training Agency (BKPP Semarang City), an institution at the forefront of bureaucratic reform and talent management. A quantitative approach was employed through a survey of 77 civil servants using a saturated sampling technique. Data analysis was conducted using Partial Least Squares Structural Equation Modeling (PLS-SEM) to test the direct and mediation relationships between the research variables. The results showed that Human Resources Reform of Civil Servants and Transformational Leadership had a positive and significant effect on ASN Professionalism. Transformational Leadership was also proven to reduce Resistance to Change, while Human Resources Reform had an indirect effect through reducing resistance. In addition, Resistance to Change had a significant negative effect on ASN Professionalism and mediated the relationship between Human Resources Reform of Civil Servants and ASN Professionalism. These findings confirm that merit system reform, competency development, and inspirational leadership are key factors in improving ASN professionalism, especially when psychological and structural barriers in the form of resistance to change can be minimized. This study provides theoretical contributions in the development of a model of ASN professionalism as well as practical recommendations for local governments in strengthening the implementation of bureaucratic reform.

The computer network management practice at the Sorong City Public Works and Public Housing (PUPR) Office aims to improve the technical competence of employees in understanding, operating, and maintaining computer network devices, both hardware and software. This activity was carried out through four stages: observation, socialization, training, and evaluation, with a hands-on approach that emphasized direct participant involvement as the key to competency improvement. The results of the activity showed that employees gained a better understanding of network device configuration, cable management, and the use of network support software, and were able to solve simple technical problems independently. Post-training evaluations showed a significant increase in participants' technical abilities, which had a positive impact on operational efficiency and service quality at the agency. Thus, the hands-on practice supported by intensive mentoring proved effective in developing human resource competencies in the field of computer networks and supporting digital transformation within the Sorong City PUPR environment.

This study aims to analyze the implementation of the 360-degree feedback method in employee performance evaluation in the Preventive Maintenance department of PT. Doulton. Employee performance evaluation is a crucial element in an organization to ensure work effectiveness, competency improvement, and continuous development of human resource quality. This study uses performance assessment data from six employees with indicators in the form of assessment scores, performance categories, feedback, and corrective action plans. The results show that employee performance assessment scores range from 28.6 to 40.2, with the majority of employees falling into the “adequate” performance category. The findings also indicate that the dominant aspects of feedback are the need to improve consistency, communication, initiative, and work effectiveness. The most recommended follow-up strategy is coaching, while for employees with excellent performance, development through leadership training and promotion is recommended. Conceptually, the implementation of feedback-based performance evaluation has supported the principle of continuous development, but the implementation of the 360-degree method still requires strengthening, especially in the multi-source aspect of assessment to be more objective, comprehensive, and in accordance with the theoretical characteristics of 360-degree feedback. Thus, implementing this method can be an effective strategy for improving employee performance and career development in the Preventive Maintenance department if implemented systematically and involving various assessors.  

This study aims to analyze the influence of leadership and human resource quality on work productivity in the Human Resources Division of PT Pembangunan Perumahan (PP) Tbk. The research uses a quantitative associative approach with a census method applied to the entire population of 60 employees in the HR Division. Data were collected through questionnaires and analyzed using simple and multiple linear regression with SPSS 24.0. The results show that leadership has a positive and significant effect on work productivity (regression coefficient = 0.975; determination = 95.1%). Human resource quality also has a positive and significant effect (regression coefficient = 0.978; determination = 95.6%). Together, both variables influence work productivity with a determination coefficient of 96.8%. Leadership and human resource quality are critical factors in improving work productivity. Organizations are advised to develop participatory leadership styles and sustainable competency development programs.

This study examines the integration of technology in the process of Human Resource (HR) transformation through the perspective of employee data analytics as a strategic approach to modern HR management. The primary focus of the study is to analyze the impact of the simultaneous integration of digital HR systems and organizational digital transformation on improving the efficiency of HR functions, with organizational agility positioned as a moderating variable that strengthens this relationship. In addition, the study explores the potential optimization of Artificial Intelligence (AI) technologies and predictive analytics methods, such as Bayesian Optimization, in predicting workforce dynamics, including employee attrition risk and competency development needs, while also bridging the analytical skills gap among HR practitioners. The research method employed is a systematic literature review of relevant scientific publications from 2021 to 2025, selecting sources that address digital HR transformation, HR analytics, and the application of AI in organizational contexts. The findings indicate that digital HR systems have a strong and significant effect on enhancing operational efficiency and the quality of HR decision-making, and this effect becomes more optimal when supported by a high level of organizational agility. Furthermore, AI and predictive analytics are proven to generate more accurate predictions and simplify technical complexity, making them easier for HR practitioners to adopt. This study concludes that the success of HR transformation requires a holistic approach that aligns the use of advanced technologies with organizational capabilities, human resource readiness, and ethical considerations to create sustainable organizational value.

This study aims to analyze in depth the human resource management (HRM) strategies in improving employee performance at the PT JVC Kenwood Cooperative. This research employs a qualitative approach with a descriptive exploratory method to describe actual conditions in the field. Data were collected through in-depth interviews, direct observation, and documentation involving cooperative management and employees. The results indicate that the implemented HRM strategies include systematic workforce planning, internal-based recruitment, training and competency development, provision of both intrinsic and extrinsic work motivation, and the application of a continuous performance evaluation system. The implementation of these strategies has proven effective in improving employee productivity, discipline, and work quality. In addition, these strategies contribute to creating a conducive work environment, increasing job satisfaction, and strengthening employee loyalty to the cooperative. Therefore, effective human resource management plays a crucial role in supporting the success of cooperative organizations in achieving their goals optimally.

This study aims to analyze employee performance and identify factors that need to be considered in efforts to improve employee performance at PT. Bank Negara Indonesia (Persero) Tbk Maumere Branch Office using the Performance Analysis Quadrant (PAQ) method. Data were collected through interviews and questionnaires. Interviews were used to obtain an overview of employee performance which was analyzed descriptively qualitatively, while questionnaires were used to measure aspects of employee knowledge and work attitudes which were then analyzed using PAQ. The results of the study indicate that in general employee performance is in the good category and has been in accordance with the company's operational standards, however there are still obstacles in the aspects of work quality and timeliness, especially during high workloads. PAQ mapping shows that most competency attributes are in Quadrant A (motivation) and Quadrant D (training), so that improving employee performance needs to be focused on strengthening work motivation, improving work processes and environments, and implementing ongoing training.

This study aims to analyze the influence of Innovative Work Behaviour, Upskilling, and Work Ethic on the Health Workers Performance with Intention to Stay as an intervening variable at RSUD Sumberrejo. The background of this research stems from challenges in improving service quality, high workload, and the need to strengthen competency and retention among health workers. The study employs a quantitative approach using a survey method through the distribution of questionnaires, with data analyzed using Partial Least Squares–Structural Equation Modeling (PLS-SEM) through SmartPLS version 4.0. The population consists of 216 employees, and the sampling technique used is non-probability sampling, resulting in 140 respondents. The findings reveal that Innovative Work Behaviour, Work Ethic, and Intention to Stay have a significant positive effect on the performance of health workers. In addition, Innovative Work Behaviour and Work Ethic significantly influence Intention to Stay. However, Upskilling shows a positive but non-significant effect on both Intention to Stay and Performance, indicating that skill enhancement requires managerial support and motivation to contribute effectively to employee performance. Intention to Stay serves as a mediating variable in several relationships among the constructs. Strengthening innovative behaviour, work ethic, and competency development, accompanied by appropriate retention strategies, is essential for improving the performance of health workers in regional hospitals. Future studies are recommended to develop the research model by incorporating additional variables that may have stronger effects on Intention to Stay and Performance. Keywords: Innovative Work Behaviour; Upskilling, Work Ethic; Intention to Stay; Health Workers Performance