ANALISIS MANAJEMEN TALENTA KANDIDAT KEY POSITION TEAM LEADER MENGGUNAKAN METODE HUMAN ASSET VALUES MATRIX (STUDI PADA KARYAWAN PERUSAHAAN PELATIHAN DAN PENGEMBANGAN SUMBER DAYA MANUSIA DI JAKARTA SELATAN)
Bibliographic record
Abstract
ABSTRAK Manajemen Sumber Daya Manusia merupakan suatu proses perencanaan, pengorganisasian, pengarahan, dan pengendalian dalam hal pengadaan, pengembangan, kompensasi, penyatuan, pemeliharaan, dan pemisahaan sumber daya manusia menuju tujuan akhir dari suatu organisasi dan masyarakan yang ingin dicapai. Dalam hal ini, sumber daya manusia adalah suatu aset yang harus dikembangkan dan dapat berkontribusi bagi pencapaian tujuan perusahaan atau organisasi. Sumber daya manusia tersebut harus dapat dikelola secara professional agar dapat meningkatkan daya saing. Manajemen talenta adalah suatu proses dalam mengelola talenta dalam organisasi secara efektif, cara perencanaan dan pengembangan suksesi di organisasi atau perusahaan, melakukan pengembangan diri karyawan secara maksimum dan pemanfaatan bakat sumber daya manusia secara optimal. Manajemen talenta yang dilakukan di Perusahaan Pelatihan Dan Pengembangan Sumber Daya Manusia di Jakarta Selatan yaitu menggunakan metode Human Asset value (HAV) dengan cara menyusun pemetaan karyawan berdasarkan pada kinerja (performance) dan potensi (potential). Penilaian kinerja diperoleh dari hasil yang dicapai karyawan pada bidang yang menjadi tanggung jawab dan kompetensi yang dipersyaratkan bagi keberhasilan pekerjaan dan organisasi, sedangkan potensi diperoleh dengan dilakukannya assessment. Hasil pemetaan tersebut dengan menggunakan Human asset value matrix akan menghasilkan lima tipe karyawan dengan perencanaan pengembangan individu (individual development plan) yang spesifik untuk setiap indvidu, antara lain: Star, Star candidate, Carrier Person, Problem Employee, dan Deadwood. Melalui pemetaan ini, manajemen sumber daya manusia akan berjalan efektif dan rencana pogram pengembangannya akan lebih terarah sehingga memudagkan perusahaan dalam menciptakan dan mempertahankan keunggulan organisasi melalui upaya proaktif mengidentifikasi dan menempatkan talent-talent yang ada (SDM yang berkualitas) pada posisi-posisi kunci di organisasi. Kata-kata Kunci: manajemen talenta, talent pool, sumber daya manusia, human asset value matrix TALENT MANAGEMENT ANALYSIS OF KEY POSITION TEAM LEADER CANDIDATES USING THE HUMAN ASSET VALUES MATRIX METHOD(STUDY ON EMPLOYEES OF TRAINING AND HUMAN RESOURCES DEVELOPMENT COMPANIES IN SOUTH JAKARTA) ABSTRACT Human Resource Management is a process of planning, organizing, directing, and controlling in terms of procurement, development, compensation, integration, maintenance, and separation of human resources towards the ultimate goal of an organization and society to be achieved. In this case, human resources are an asset that must be developed and can contribute to the achievement of company or organizational goals. These human resources must be able to be managed professionally in order to increase competitiveness. Talent management is a process of managing talent in an organization effectively, a way of planning and developing succession in an organization or company, carrying out maximum self-development of employees and optimal utilization of human resource talent. Talent management is carried out at the Human Resource Training and Development Company in South Jakarta, namely using the Human Asset value (HAV) method by compiling employee mapping based on performance (performance) and potential (potential). Performance appraisal is obtained from the results achieved by employees in the areas of responsibility and competencies required for the success of work and organization, while potential is obtained by carrying out assessments. The results of this mapping using the Human asset value matrix will produce five types of employees with specific individual development plans for each individual, including: Star, Star candidate, Carrier Person, Problem Employee, and Deadwood. Through this mapping, human resource management will run effectively and the development program plans will be more focused so as to make it easier for companies to create and maintain organizational excellence through proactive efforts to identify and place existing talents (quality human resources) in key positions in the organization. . Keywords: talent management, talent pool, human resources, human asset value matrix
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How this classification was reachedexpand
Full frame distilled prediction
Teacher imitationNot calibrated prevalence, not ground truth. Human validation pending. Learned from the 10,348 direct Codex labels and 10,348 direct Gemma labels. Candidate is the union of thresholded teacher heads; consensus is their intersection. These outputs are machine_predicted_unvalidated and are not human labels or direct frontier model labels.
Codex and Gemma teacher scores by category
| Category | Codex | Gemma |
|---|---|---|
| Metaresearch | 0.001 | 0.000 |
| Meta-epidemiology (narrow) | 0.001 | 0.001 |
| Meta-epidemiology (broad) | 0.001 | 0.001 |
| Bibliometrics | 0.001 | 0.002 |
| Science and technology studies | 0.003 | 0.000 |
| Scholarly communication | 0.001 | 0.006 |
| Open science | 0.001 | 0.001 |
| Research integrity | 0.000 | 0.001 |
| Insufficient payload (model declined to judge) | 0.001 | 0.001 |
Machine scores (provisional)
The two teacher heads of the student model, read on this work. A score orders the frame for review; it never asserts a category, and the validation status ships verbatim with every row.
Baseline scores from an immature model (maturity gate not passed, 7 training rounds). Scores rank; they never assert a category.
score_only:v0-immature-baseline · verbatim from the scoring run: score_only means the number may rank works, and no category label ships from itClassification
machine, unvalidatedMachine predicted; both teacher heads agree on what is shown here.
How this classification was reached, model by model and score by score, is at the end of the page under "How this classification was reached".