This study investigates the strategic role of Human Resource Management (SHRM) in building Organizational Resilience (OR), particularly through the moderating effect of Transformational Leadership (TL) and the contextual influence of organizational culture. The research addresses a pressing problem: how organizations can maintain adaptability and continuity amid persistent uncertainty and crisis. The objective is to propose and validate an integrative conceptual model linking SHRM practices, leadership behavior, and employee engagement to resilience outcomes. A qualitative exploratory case study design was employed, involving semi structured interviews with senior HR professionals and organizational leaders from multiple industries that have experienced disruption in the past five years. Thematic analysis was applied to identify patterns and validate findings through triangulation and participant feedback. The results reveal that SHRM practices such as talent agility, flexible work arrangements, and leadership development significantly enhance resilience by fostering proactive employee engagement. Furthermore, the presence of transformational leadership strengthens the implementation of these HR strategies, while organizational culture moderates the extent to which engagement translates into resilient behavior. This study contributes to the literature by offering a systemic framework that synthesizes strategic, behavioral, and contextual dimensions of resilience. The proposed model underscores the importance of aligning HR strategies with adaptive leadership and supportive culture to build organizational systems capable of sustaining performance under pressure. These findings have practical implications for HR policymakers and organizational leaders seeking to embed resilience into workforce strategies and institutional frameworks.

The  purpose  of  activity  is  to  introduce  that  the public  must  be familiar with  current  technological developments,  and  how  technology  can  contribute  to  the  business  world.  The  activity   also  opened  up insight  and horizons  for  thinking  about  blockchain  technology  called  mass technology,  because  the PKM  activity  also  brought business  partners  from  PT  Alko  Sumatra  International. The results of this activity can provide new enthusiasm, especially the community  so that products marketed through FB, WA and IG can be effective, it is necessary to carry out ongoing evaluations  by always  presenting  value  in every business  they run, then business  people  must  know what is called go digital or digital transformation, so that va lue can come with clear measurements  and make financial planning whose turnover   increases   by   15-20%.  If  it  is  still  not  achieved,   then  it  is  necessary   to  carry  out  a  clear  strategy   of concentration in a certain area.
Tujuan   kegiatan memperkenalkan    bahwa   masyarakat    harus   mengenal perkembangan  teknologi   saat  ini,  dan  bagaimana   teknologi   mampu  memberikan  kontribusi  dalam  dunia  usaha. Kegiatan  juga  membukakan  wawasan  dan cakrawala  berpikir  terhadap  teknologi blockchain yang disebut teknologi masa,   karena   Kegiatan   PKM juga   menghadirkan   mitra   bisnis   dari   PT   Alko   Sumatera   International. Hasil   kegiatan   ini   dapat   memberikan   semangat   baru   terutama   masyarakat    agar  produk  yang dipasarkan melalui FB, WA dan IG bisa efektif, maka perlu dilakukan evaluasi secara berkelanjutan  dengan selalu menghadirkan  value dalam setiap usaha yang dijalankan, selanjutnya  pelaku bisnis harus mengenal yang  namanya go digital  atau  digital  transformation,  agar value dapat hadir dengan pengkuran yang jelas dan membuat perencanaan keuangan  yang  omset   meningkat  sebesar 15 -20%. Jika  masih  belum  tercapai  maka  pelu  lakukan  strategi yang jelas konsentrasi  dalam area tertentu.