HUMAN RESOURCE MANAGEMENT STRATEGY IN FACING DIGITAL TRANSFORMATION IN INDONESIAN EDUCATIONAL AND PROFESSIONAL DEVELOPMENT INSTITUTIONS

Imas Imas; Andi Tarlis; Pangestu Tirto Santoso; Lilis Suharti; Leonita Maharani; Yulina Astuti

doi:10.62567/micjo.v3i2.2521

Authors

Imas Imas Indonesian Institute for Professional Education and Development PASE College of Management Sciences
Andi Tarlis Indonesian Institute for Professional Education and Development PASE College of Management Sciences
Pangestu Tirto Santoso Indonesian Institute for Professional Education and Development PASE College of Management Sciences
Lilis Suharti Indonesian Institute for Professional Education and Development PASE College of Management Sciences
Leonita Maharani Indonesian Institute for Professional Education and Development PASE College of Management Sciences
Yulina Astuti Indonesian Institute for Professional Education and Development PASE College of Management Sciences

DOI:

https://doi.org/10.62567/micjo.v3i2.2521

Keywords:

Strategy, Human Resource Management, Digital Transformation

Abstract

This study aims to analyze human resource management strategies in facing digital transformation at the Indonesian Institute of Education and Professional Development. Digital transformation presents a challenge for organizations in improving service quality, work effectiveness, and human resource capabilities in adapting to technological developments. Therefore, appropriate human resource management is necessary for organizations to adapt to changes in digital-based work systems. This study used a qualitative research method with a descriptive approach. The results show that human resource management strategies in facing digital transformation are implemented through training and development of employee digital competencies, work mentoring, strengthening leadership, and implementing technology-based work systems. Digital transformation has a positive impact on work effectiveness, accelerating administrative processes, facilitating communication, and improving the quality of organizational services. However, this study also found several obstacles, such as limited digital capabilities of some employees, differences in levels of technological understanding, and resistance to changing work culture from manual to digital systems.

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