Abstract
The symptoms caused by the existence of industry 4.0 indirectly encourage or force the organization to prioritize human resource management (Human Resource Management) so that it can last a long time and develop more advanced. This research was conducted to build a design model of competency-based human resource management across generations of the industrial era 4.0 using a soft system method. Generational differences that have been considered problems, are seen differently when the differences in the characteristics of the three generations (baby boomers, X and Y) are used as opportunities and complementary strengths in the challenges of the industrial world 4.0. In the current competency-based human resource management there are some gaps. The competency-based human resource management model across generations of 4.0 provides strategic steps taken in managing human resources. Keywords: generation, human resource management model, industry 4.0, soft sytem method
Highlights
The symptoms caused by the existence of industry 4.0 indirectly encourage or force the organization to prioritize human resource management (Human Resource Management) so that it can last a long time and develop more advanced
The competency-based human resource management model across generations of 4.0 provides strategic steps taken in managing human resources
International Journal Logistic Systems and Management 14(2): 161-174
Summary
Penelitian ini dilakukan untuk membangun rancangan model dan merumuskan prioritas strategi pengelolaan sumberdaya manusia berbasis kompetensi lintas generasi era industri 4.0 dengan menggunakan mix method (kualitatif dan kuantitatif). BPJS Kesehatan berupaya menjadi driver perubahan digitalisasi karakteristik industri 4.0 dalam industri kesehatan, hal ini tergambarkan dari adanya aplikasi pelayanan melalui gadget dan sistem administrasi kepesertaan dan klaim yang terintegrasi dengan seluruh fasilitas kesehatan kerjasama, tetapi fasilitas kesehatan kerjasama dan peserta maupun pegawai BPJS Kesehatan belum dapat secara optimal beradaptasi dan menerima perubahan yang terjadi; b) Kesenjangan nilai, cara bekerja dan mindset tenaga kerja BPJS Kesehatan dari lintas 3 generasi yang masih belum mampu beradaptasi dan mengetahui kompetensi yang relevan di era digitalisasi; c) Kebijakan pengelolaan SDM dari direksi diharapkan mampu memiliki kemampuan beradaptasi dengan tuntutan teknologi di era industri 4.0. Rich picture yang disusun mengacu pada analisis situasional melalui wawancara mendalam dan focus group discussion dengan para pemangku yang berperan dalam pengelolaan kompetensi lintas generasi karyawan BPJS Kesehatan. Permasalahan yang terjadi hubungan jangka panjang dalam menghadapi issue dunia kesehatan dan kompetensi pegawai menghadapi digitalisasi)
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