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Empowering student health unit (UKS) cadres in the areas of eye health and entrepreneurship is crucial for preventing visual impairment and fostering a smart and productive generation. This activity aims to improve the quality of life and future of students through health education, eye health services used in learning, vision care, and entrepreneurship. The benefits of this educational activity include increased understanding of health, particularly regarding visual impairment and its management, preventing visual impairment, and enhancing entrepreneurial knowledge and skills. This community service activity utilizes a participatory educational method, prioritizing a needs-based approach for the target partners, namely junior high school students and, in particular, the UKS cadres. The activity was conducted in stages and divided into several main phases to ensure effective and sustainable transfer of knowledge and skills. The activity was conducted in several main sessions involving all 440 students in grades 7 and 8, including 27 UKS staff. The results of this community service program include increased knowledge of junior high school students about healthy vision, awareness of maintaining near and far vision within normal limits through healthy behaviors in using the sense of sight. Students' understanding of entrepreneurship from outside sources is also enhanced, as students have already received entrepreneurship lessons. However, information provided by outside sources will further strengthen and inspire them to create opportunities that align with their interests and talents. The skills of the Health Unit (UKS) cadres in conducting visual acuity checks independently and with peers are expected to be conducted periodically and routinely every three months, and incidentally if needed or if someone needs it due to complaints of decreased vision. The eye health and entrepreneurship education model can serve as a reference for other schools. It needs to be implemented continuously and in stages, in line with technological developments and the latest health policies.  

Empowering student health unit (UKS) cadres in the areas of eye health and entrepreneurship is crucial for preventing visual impairment and fostering a smart and productive generation. This activity aims to improve the quality of life and future of students through health education, eye health services used in learning, vision care, and entrepreneurship. The benefits of this educational activity include increased understanding of health, particularly regarding visual impairment and its management, preventing visual impairment, and enhancing entrepreneurial knowledge and skills. This community service activity utilizes a participatory educational method, prioritizing a needs-based approach for the target partners, namely junior high school students and, in particular, the UKS cadres. The activity was conducted in stages and divided into several main phases to ensure effective and sustainable transfer of knowledge and skills. The activity was conducted in several main sessions involving all 440 students in grades 7 and 8, including 27 UKS staff. The results of this community service program include increased knowledge of junior high school students about healthy vision, awareness of maintaining near and far vision within normal limits through healthy behaviors in using the sense of sight. Students' understanding of entrepreneurship from outside sources is also enhanced, as students have already received entrepreneurship lessons. However, information provided by outside sources will further strengthen and inspire them to create opportunities that align with their interests and talents. The skills of the Health Unit (UKS) cadres in conducting visual acuity checks independently and with peers are expected to be conducted periodically and routinely every three months, and incidentally if needed or if someone needs it due to complaints of decreased vision. The eye health and entrepreneurship education model can serve as a reference for other schools. It needs to be implemented continuously and in stages, in line with technological developments and the latest health policies.  

This study analyzes the urgency of synergy between the conceptual foundations of student management and strategic planning in the educational environment as an effort to optimize the potential of students. This research uses a descriptive qualitative approach through literature study, with secondary data obtained from journal articles, books, and related literature. This study reveals that the success of student management does not only depend on mastery of the theory of educational service principles, but is also largely determined by the accuracy of planning steps, including needs analysis, recruitment, orientation, and student distribution systems. The results of the study show that the alignment between philosophical foundations and systematic managerial procedures is a crucial factor in creating a positive learning ecosystem and supporting the effective achievement of national educational goals. Through this integration, the policies implemented by educational institutions will be more representative in ensuring the comprehensive development of students' interests and talents.

The effectiveness of public sector organizations in delivering quality services and achieving their mandates depends critically on how they manage their human resources. This study examines the relationship between strategic human resource management (SHRM) practices and organizational performance in Indonesian public sector organizations. Employing a mixed-methods research design, data were collected from 312 public sector managers and HR professionals across 45 government agencies through surveys and 32 in-depth interviews. The research investigates five key SHRM dimensions: strategic recruitment and selection, performance management systems, employee development and training, compensation and rewards, and employee engagement. Findings reveal significant positive relationships between SHRM practices and multiple performance indicators including service quality, operational efficiency, employee productivity, and organizational innovation. Regression analysis demonstrates that SHRM practices collectively explain 47.3% of variance in organizational performance scores. Qualitative data illuminate implementation challenges including limited HR professional capacity, rigid civil service regulations, political interference, and resistance to performance-based management. The study identifies critical success factors such as top management commitment, alignment between HR strategy and organizational strategy, investment in HR analytics capabilities, and cultural transformation toward merit-based practices. Results indicate that high-performing public organizations distinguish themselves through systematic talent management, data-driven HR decision-making, continuous learning cultures, and stronger linkages between individual performance and organizational outcomes. This research contributes empirical evidence on SHRM effectiveness in public sector contexts and provides actionable recommendations for HR practitioners and policymakers seeking to leverage human capital for improved public service delivery.

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.

Conventional management of sports services often leads to inefficiency and limited public access to experts and facilities. Reliance on manual systems poses a high risk of scheduling conflicts or human error. This study aims to develop the User Interface (UI) and User Experience (UX) design for the Movement and Athletic Talent Hub (MATCH) application as an integrative digital solution. The approach employed is the Design Thinking method, encompassing the stages of empathize, define, ideate, prototype, and testing. The design process resulted in an interactive prototype featuring key functions such as facility booking, trainer search, and a digital payment system. Evaluation was conducted using the System Usability Scale (SUS) method involving target users. The test results yielded an average score of 79.5, categorizing the MATCH application within the Good rating and Acceptable status. These findings indicate that the design is effective in meeting user needs and is viable for further development as a digital sports ecosystem.

The integration of Artificial Intelligence (AI) into Human Resource Management (HRM) is accelerating and reshaping how organizations attract, develop, manage, and retain talent. Despite abundant case examples and growing practitioner interest, academic findings remain fragmented regarding the antecedents (drivers), impediments (barriers), and organizational effects (outcomes) of AI-based HR transformation. This paper presents a PRISMA-guided systematic literature review of 112 peer-reviewed articles (2015–2025) to synthesize empirical and conceptual evidence on AI in HRM. Results identify three primary drivers: technological capability, strategic alignment, and a data-driven culture; three critical barriers: ethical concerns (bias, privacy, and transparency), skill and capability gaps, and resistance to change; and three outcome clusters: operational efficiency, enhanced employee experience, and elevated strategic HR contribution. We propose a socio-technical conceptual framework that models drivers moderated by barriers to outcomes, and we advance a research agenda focused on ethical governance, human–AI collaboration, capability measurement, and longitudinal evaluation. The review contributes to theory by integrating socio-technical and dynamic capability  perspectives and provides actionable guidance for HR leaders on responsible AI adoption.

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.

This study conducts a systematic literature review (SLR) and bibliometric analysis to map and synthesize research on digital transformation in talent management and its impact on employee retention in Micro, Small, and Medium Enterprises (MSMEs). Against the backdrop of high turnover rates and intense competition for talent, this research aims to identify the key interconnections between digital technologies, talent management practices, and retention outcomes within the MSME context. The methodology involved a comprehensive analysis of reputable databases using VOSviewer software for bibliometric mapping, focusing on co-authorship, co-occurrence, and citation networks. The findings reveal a robust, interconnected model centered on three core pillars: the adoption of digital technologies (e.g., AI, cloud-based HR systems), the implementation of strategic talent practices (notably digital employer branding and work flexibility), and the critical mediating role of employee psychological factors (job satisfaction and organizational commitment). The analysis demonstrates that successful retention in MSMEs is not merely a function of technological adoption but is achieved through a synergistic integration where technology enables effective talent management, which in turn fosters commitment and reduces turnover intention. This review contributes a comprehensive conceptual model that clarifies these dynamic relationships. The practical implication for MSME managers is the necessity of a holistic strategy that simultaneously develops digital infrastructure, refines talent management, and cultivates a supportive organizational culture to secure a sustainable competitive advantage through enhanced employee retention.

In the learning process, there are various important aspects that must be considered, especially by teachers as transmitters of knowledge. The success of learning depends heavily on the teacher's ability to manage the classroom to create a safe, comfortable, and enjoyable learning atmosphere. Therefore, teachers need to choose the right learning method so that learning objectives can be achieved effectively. One method that can be used is Outdoor Learning, which is learning outside the classroom that provides opportunities for students to develop talents and creativity more broadly through direct experience in the open air. Management of the learning environment is also a crucial factor in supporting learning success. Several things that need to be considered include understanding the nature and development of student intelligence, getting to know students individually, utilizing student behavior in organizing learning, and developing critical thinking, creativity, and problem-solving skills. In addition, teachers need to create an attractive classroom, utilize the environment as a learning resource, provide constructive feedback, and differentiate between students' physical and mental activities. The learning environment itself consists of indoor and outdoor environments. The indoor environment includes school facilities such as classrooms, libraries, laboratories, and auditoriums. Meanwhile, the outdoor environment includes places outside the school that can be used as learning resources, such as museums, mosques, monuments, and fields. Prospective teachers need to understand the importance of managing the learning environment and understand the various types and benefits of learning environments to support an effective learning process.  

The rapid growth of amateur football clubs in Surabaya presents great opportunities for talent development and social cohesion, but it also comes with managerial challenges such as unclear organizational structure, lack of financial transparency, limited promotion, and the absence of operational standards for matches. This article presents the results of a community service program based on capacity building, designed to strengthen the managerial capacity of amateur football club managers in Surabaya. The activities focused on a one-day face-to-face workshop for representatives from 30 clubs, utilizing interactive lectures, local case studies, targeted discussions, and the distribution of practical handouts including organizational structure templates, code of conduct, one-page financial reports, content calendars, and matchday checklists. The core materials covered five areas: governance & legal, planning & OKR, finance & accountability, marketing & sponsorship, and operations & safeguarding. The program concludes that a brief, capacity-building workshop can trigger the initial professionalization of amateur football clubs through measurable, easy-to-adopt, and replicable minimum viable governance practices. These findings are relevant as a model for strengthening governance and management of amateur clubs in Indonesia, while also supporting a more professional, accountable, and sustainable community sports ecosystem.

The Merdeka Curriculum policy, initiated by the Ministry of Education, Culture, Research, and Technology (Kemendikbudristek), marks a significant paradigm shift in the Indonesian educational landscape. This curriculum emphasizes student-centered learning, flexibility, and the development of competencies according to students' interests and talents. This study aims to critically analyze the relevance of the philosophy of progressivism, pioneered by John Dewey, as a conceptual foundation for the implementation of the Merdeka Curriculum. Using a systematic literature review method on 15 Sinta indexed scientific journals (minimum Sinta 4) published between 2018-2024, this study examines the alignment between the core principles of progressivism such as experience as the basis of learning (learning by doing), the teacher's role as a facilitator, problem-solving, and democratic education and the essence of the Merdeka Curriculum policy. The analysis reveals a strong alignment between the two concepts. Project-based learning, content differentiation, and formative assessment within the Merdeka Curriculum are concrete manifestations of progressive ideas. However, this study also identifies implementation challenges, such as teacher readiness, school culture transformation, and resource availability, which can hinder the internalization of this philosophy at the practical level. It is concluded that a deep understanding of the philosophy of progressivism by stakeholders, especially educational managers and teachers, is crucial to ensure that the Merdeka Curriculum becomes not just an administrative change, but also a substantive and sustainable pedagogical transformation.

Tax is a mandatory contribution to the state owed by individuals or entities, which is mandatory under the law, without receiving any direct compensation and is used for state purposes for the greatest prosperity of the people. (KUP Law). The Taxation System (Coretax), which became operational in 2025, with all its news aspects, has attracted much public attention, especially from businesses and individuals, regarding developments in tax reporting, procedures, and regulations in Indonesia. The public is required to understand tax equalization and related aspects, as it can impact the sustainability of both businesses and individuals. The webinar "Smart Tax and Smart Talent: Tax Equalization in the Digital Era" was held as an educational forum for students, academics, practitioners, and the general public to understand the transformation of taxation in the digital era. Through this activity, participants are expected to gain insight into technology-based tax management strategies and develop their readiness as intelligent talents capable of contributing to the national digital economy system.

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.

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.

Through the Field Work Lecture (KKL) program at PT Yakult Indonesia Persada, this community service activity was carried out with the aim of providing practical experience for students related to the implementation of Human Capital Management (HCM) in the industrial world. This program not only aims to provide theoretical insight, but also introduces students to the application of important concepts in human resource management in companies. The focus of the activity covers various aspects, such as the recruitment process, training programs and career development, and the reward system implemented at PT Yakult. This activity also provides an understanding of the important role of HCM in improving company performance through effective employee management. The results of the activity show that PT Yakult has developed a continuous training pattern aimed at improving employee competencies as a whole. In addition, the company also conducts employee talent mapping that allows for a systematic career path, which provides development opportunities for each individual within the company. The benefits obtained by students from this activity are not only increased knowledge of HCM, but also strengthened analytical skills, developed professional attitudes, and preparedness to face challenges in an increasingly dynamic workplace. Therefore, this KKL program is a very important tool for building stronger synergy between universities and the industrial world, so that students can be better prepared and competent in facing the ever-growing needs of industry.

Through the Field Work Lecture (KKL) program at PT Yakult Indonesia Persada, this community service activity was carried out with the aim of providing practical experience for students related to the implementation of Human Capital Management (HCM) in the industrial world. This program not only aims to provide theoretical insight, but also introduces students to the application of important concepts in human resource management in companies. The focus of the activity covers various aspects, such as the recruitment process, training programs and career development, and the reward system implemented at PT Yakult. This activity also provides an understanding of the important role of HCM in improving company performance through effective employee management. The results of the activity show that PT Yakult has developed a continuous training pattern aimed at improving employee competencies as a whole. In addition, the company also conducts employee talent mapping that allows for a systematic career path, which provides development opportunities for each individual within the company. The benefits obtained by students from this activity are not only increased knowledge of HCM, but also strengthened analytical skills, developed professional attitudes, and preparedness to face challenges in an increasingly dynamic workplace. Therefore, this KKL program is a very important tool for building stronger synergy between universities and the industrial world, so that students can be better prepared and competent in facing the ever-growing needs of industry.

Entrepreneurship is not something that can only be achieved by individuals who have certain talents, on the contrary, by taking business risks in creating new opportunities, one can develop an entrepreneurial spirit. However, entrepreneurship must be accompanied by interest. Interest is a strong drive within a person to do something. Based on this study analyzing the influence of entrepreneurial skills on the success of a business, the type of descriptive research carried out through data collection in the field, the method used in this study is an explanatory survey. This article emphasizes that fostering entrepreneurial interest is not only beneficial for individual economic success, but also contributes to economic growth and innovation in society. The importance of encouraging entrepreneurial interest among young people as a foundation for building success in the world of entrepreneurship. By having a strong interest in entrepreneurship, young people can develop important life skills such as creativity, perseverance, risk management, and problem solving.

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.