Peran Optimal Tim Human Resources Mempersiapkan Generasi Z Sebagai Suksesor Kepemimpinan Pada Firma X Di Era Transformasi Teknologi

Maezara, Maezara (2025) Peran Optimal Tim Human Resources Mempersiapkan Generasi Z Sebagai Suksesor Kepemimpinan Pada Firma X Di Era Transformasi Teknologi. Tugas Akhir (S1) - thesis, Universitas Bakrie.

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Abstract

Penelitian ini mengkaji peran optimal Tim Human Resources (“Tim HR”) dalam mengelola talenta Generasi Z di era transformasi teknologi dalam mempersiapkan penerus kepemimpinan pada Firma X. Fenomena keberadaan empat generasi, Baby Boomers, Generasi X, Millennial dan Generasi Z dalam Firma X, memiliki potensi kesenjangan dalam melakukan pekerjaan. Kesenjangan tersebut dijembatani oleh Tim HR melalui strategi integratif untuk keberlanjutan visi-misi organisasi. Dengan metode penelitian studi kasus kualitatif, teridentifikasi tiga kesenjangan utama: (i) operasional pipeline yang masih menyebar dan informasi yang belum merata, (ii) hambatan kolaborasi efektif akibat perbedaan persepsi kerja dan gaya komunikasi lintas generasi, dan (iii) pemanfaatan teknologi yang belum optimal untuk efisiensi dan efektifitas. Dengan kesenjangan tersebut, peneliti merekomendasikan model kerangka kerja praktis integratif bagi Firma X, yaitu hub-and-spoke dengan menjadikan Tim HR sebagai pusat fasilitator strategis (Hub) yang menavigasi tiga inisiatif strategis (Spokes), yaitu (i) Progression - Pengembangan Kepemimpinan, (ii) Open Communication - Kepemimpinan Adaptif dan Integratif melalui PEOPLE Program sebagai career ladder yaitu umpan balik yang real-time, two ways mentoring system, dan percepatan milestone karir berikutnya dan (iii) Integration Berbasis Teknologi: Menuju Efisiensi dan Kolaborasi Efektif, melalui T-BASIS Program dengan rancangan platform HR yang berisikan KPI, standard requirement pekerjaan, transparansi, progres perkembangan karir, dan data HR lainnya. This study examines the optimal role of the Human Resources Team (“HR Team”) in managing Generation Z talent in the era of technological transformation in preparing leadership successors at Firm X. The phenomenon of four generations, Baby Boomers, Generation X, Millennials, and Generation Z, existing within Firm X has the potential to create gaps in performing work. The HR Team bridges these gaps through integrative strategies for the sustainability of the organization's vision and mission. Through a qualitative case study research method, three main gaps were identified: (i) operational pipelines that are still scattered and unevenly distributed information, (ii) barriers to effective collaboration due to differences in work perceptions and communication styles across generations, and (iii) suboptimal use of technology for efficiency and effectiveness. Given these gaps, the researchers recommend a practical integrative framework model for Firm X, namely a hub-and-spoke model with the HR Team as the strategic facilitator (Hub) navigating three strategic initiatives (Spokes), namely (i) Progression - Leadership Development, (ii) Open Communication - Adaptive and Integrative Leadership through the PEOPLE Program as a career ladder, which includes real-time feedback, a two-way mentoring system, and acceleration of the next career milestone, and (iii) Technology-Based Integration: Towards Efficiency and Effective Collaboration, through the T-BASIS Program with an HR platform design that includes KPIs, standard job requirements, transparency, career development progress, and other HR data. Kata Kunci/Keywords: manajemen talenta Gen Z, Teknologi Digital, Keberlanjutan Organisasi, Dinamika Lintas Generasi, hub-and-spoke model

Item Type:	Thesis (Tugas Akhir (S1) - )
Uncontrolled Keywords:	manajemen talenta Gen Z, Teknologi Digital, Keberlanjutan Organisasi, Dinamika Lintas Generasi, hub-and-spoke model
Subjects:	Management > Human Resource Management Management Thesis > Thesis (S1)
Divisions:	Fakultas Ekonomi dan Ilmu Sosial > Program Studi Manajemen
Depositing User:	Maezara Maezara
Date Deposited:	12 Sep 2025 03:26
Last Modified:	12 Sep 2025 03:26
URI:	https://repository.bakrie.ac.id/id/eprint/12408

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