Human Capital Planning Research Articles

Human Capital Plan Analysis in Improving Competitiveness and Productivity at FranchiseGlobal.com

This research aims to analyze the Human Capital Plan strategy implemented by FranchiseGlobal.com to increase the competitiveness and productivity of the company. This research collects data through interviews, documentation, and direct observation using a qualitative descriptive approach. This study also evaluates the implementation of McKinsey's 7S Framework in the Human Capital strategy at FranchiseGlobal.com. The results showed that FranchiseGlobal.com has implemented a strategy divided into short, medium, and long term to improve recruitment, employee development, and talent retention. Although the company has made progress in HR management, there are still challenges in building an inclusive corporate culture and integrating new technologies in the HR management process. This research concludes that the Human Capital Plan implemented at FranchiseGlobal.com effectively supports company growth but requires improvement in technology and cultural inclusion.

Strategic Planning and Human Capital Plan in Bina Insani University Business Development Project at Cikarang Campus

Bina Insani University is one of the leading private universities in Indonesia. The development of Bina Insani University's business project on the Cikarang campus requires a large investment, both in terms of financial and human resources. Therefore, careful strategic planning is needed to ensure the success of the business development. The purpose of this study is to examine the strategic planning and human capital plan in the business development project of Bina Insani University on the Cikarang campus. This research uses qualitative research methods. Data collection techniques in this study used literature studies and observation. The data that has been collected is then analyzed thematically. The results showed that the strategic planning and human capital plan in Bina Insani University's business development project at the Cikarang campus had been carried out carefully. Strategic planning is done by establishing the long-term, input stage, the matching stage, the decision stage, the business level, and the lean business canvas model. The human capital plan is done with the stages of goals and objectives, corporate culture and values, organizational structure, human capital planning, and Human Resources Cost Projections.

Implementation of Human Resources Planning for Crowdfunding Platform Company at PT. Esa Dana Unggul

PT Esa Dana Unggul (EsaDana) is a company that meets the needs and wants of every consumer in investment needs through the Securities Crowd Funding platform. Analysis of products and services offered to consumers is the Esa Dana Platform as a crowdfunding platform that brings together investors and companies that need financing in a cheap and easy way to invest and minimize the risk of loss. Esa Dana's human capital planning refers to the knowledge, skills and competencies possessed by individuals in the organization. By conducting proper planning to manage and develop human capital, companies ensure that they have a competent, committed and highly competitive team. Through human capital planning strategies, companies can maximize employee potential, increase productivity, and respond more effectively to market changes. In carrying out the strategy, Human Resources Planning at EsaDana Company will focus on the Market Penetration Strategy in the form of optimizing online channels. This strategy was taken as a solution in introducing the brand and product as well as running a new company engaged in crowdfunding services in Indonesia. PT Esa Dana Unggul (EsaDana) implements Human Resources strategies in accordance with applicable regulations in Indonesia, such as payroll systems, employee welfare, pensions, health insurance, overtime pay, and holiday allowances. In the first year, Esa Dana will employ as many as .... employees.

Human capital in corporate strategy structure: approaches to harmonization

The importance of human capital accumulation is increasing among the competitive advantages of a company. However, the attention paid to it in the practice of management is not sufficient. Strategic human capital does not form in the long term. This study identifies the key elements that are necessary in forming a human capital strategy. The applied methodology rests on a fusion of theoretical approach to human capital and strategic planning, public materials describing the practice of forming long-term attitudes in the documents of Russian companies and statistical data. The main research methods are a complex approach, comparative, statistical analysis and observation, together with the author's approach to highlighting the format of a real enterprise strategy. The study has shown that currently corporations are considering the concept of human capital strategy only within the framework of human resource management The infrastructure component and other factors remain outside the framework of this long-term planning. However, the researchers describe this concept in sufficient details, highlighting a number of key aspects that contribute to the formation of this intangible asset. We propose a structure and a number of key attributes of the human capital strategy such as urgency, degree of detailization, publicity, etc. We substantiate the need to identify three areas of development in the long term, which are coordinated with other strategic decisions. These include employee development, knowledge infrastructure formation and corporate social infrastructure construction.

The multidimensional nature of career self‐management behaviours and their relation to facets of employability

AbstractCareer self‐management (CSM) has attracted increased scholarly interest, but definitional issues and the lack of an integrative understanding constrain research on the topic. In two studies, we seek to clarify the nature and dimensionality of CSM behaviour, examine the relation of specific dimensions to the general construct and investigate the relation of different CSM behaviours to facets of employability. In Study 1, we used a systematic literature review and thematic analysis to identify seven key CSM behaviours: (a) impression management, (b) building contacts, (c) using contacts, (d) human capital development, (e) goal setting and planning, (f) self‐exploration and (g) mobility‐oriented behaviour. Across two samples in Study 2 (combined N = 1065), we examined the relation of the seven behaviours to the general CSM construct and their relation to facets of employability in a time‐lagged analysis. The results show that CSM behaviours are best modelled as a bifactor structure with a general dimension and seven specific behaviours. Specific CSM behaviours explained unique variance in specific facets of employability. In sum, the studies clarify our understanding of CSM's nature, dimensionality, structure, and nomological net.

Human capital planning of universities in Ghana: A comparative analysis of the University of Cape Coast and University of Education, Winneba

Human capital planning of universities in Ghana: A comparative analysis of the University of Cape Coast and University of Education, Winneba

ЗНАЧЕНИЕ НА НЕКОГНИТИВНИТЕ ФАКТОРИ ЗА РАЗВИТИЕ НА ЧОВЕШКИЯ КАПИТАЛ И ИНОВАЦИИТЕ

This study analyzes the non-cognitive factors of human capital development and their impact on innovation as an organizational created value. Hypotheses are presented on the direct, positive influence of six behavioral and psychological factors on innovation. A quantitative method was used to analyze the data collected through a survey, including 204 respondents working in the IT field in Bulgaria and other countries. The results of the proposed regression model show a statistically significant relationship between non-cognitive influence factors and innovation, revealing the importance and need to consider these elements when measuring, analyzing, and investing in human capital. This research provides a clear direction for further analysis of the importance of non-cognitive factors for human capital value creation and can be of practical use to organizations in their human capital development strategies and planning.

THE INFLUENCE OF LEADERSHIP, ORGANIZATIONAL CAPACITY DEVELOPMENT COMMITMENT, INFORMATION AND COMMUNICATION TECHNOLOGY ON IMPROVING EMPLOYEE PERFORMANCE SUPPORTING SYSTEMS AND PROFESSIONAL HUMAN RESOURCE COMPETENCY DEVELOPMENT THROUGH THE HUMAN CAPITAL DEV

Influence of improving the support system and developing the competence of professional human resources through the provision of the Human Capital Development Plan (HCDP) Roadmap at the Secretariat General of DPD RI is the extent to which leadership, organizational capabilities, information and communication technology support employee performance systems and affect performance employees and professional human resource competencies, in devoting skills, knowledge, skills, energy and time where work motivation expects rewards from companies that can satisfy their need. The purpose of this study was to identify and analyze the effect of Work Leadership, organizational capabilities, information and communication technology supporting employee performance systems and influencing employee performance and professional human resource competence in the provision of HCDP at the Secretariat General of DPD RI. The analysis tool in this study uses a quantitative analysis approach, which is an approach to test a hypothesis by using accurate statistical data tests. In this study, independent testing was carried out (X1 = leadership, X2 = commitment to organizational capacity building, X3 = information and communication technology) on the dependent variable (Y1 = employee performance supporting system. Y2 = professional human resource competency development). Testing the hypothesis can be stated as follows Ha: influence on leadership, organizational commitment, information and communication technology, employee performance and professional human resource development competencies at the Secretariat General of DPD RI, Ho: leadership. commitment, information and communication technology, employee performance supporting systems and professional human resource development competencies have no effect on the provision of HCDP at the DPD RI Secretariat General, if: T count < T table then ho is accepted, the independent variable (motivation) has no effect on the dependent variable (employee dependent variable (employee performance). T count > T table then accepted ho, the independent variable (motivation) has an effect). The results of the study through quantitative analysis tests to test the hypothesis of accurate statistical data are that the variables X1 and X2 leadership, commitment, information and communication technology have a positive effect on employee performance and human resource competence. The hypothesis put forward in this study is that leadership, commitment and information and communication technology, and employee competence influence the provision of HCDP in improving performance at the Secretariat General of DPD RI.

Human Capital Plan in the Development of Health Services at Bungur Medika Hospital

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An Evaluation of the Measures to Reduce the Impact of Human Immunodeficiency Virus Infection and Acquired Immune Deficiency Syndrome in Zimbabwe and Report on the Achievements Made to Date

The impact of human immunodeficiency virus infection and acquired immune deficiency syndrome (HIV/AIDS) on individuals, communities and organisations is a major bone of resentment the world over. Human capital planning (HCP) focuses on helping managers set the direction for an organisation in regard to its future. Human Resources needs but lamentably this is made difficult because of the HIV/AIDS pandemic which among other devastating effects is short life expectancy which leads to high turnover within organisations. To reduce this catastrophe, a collaborative effort has been made by International organisations, the government and the private sector to provide measures to fight the impact of HIV/AIDS. These measures have been largely effective and include initiatives such as obtaining. Political support by leaders, engaging multiple economic sectors, educating the youth on HIV/AIDS, fighting stigmatization, enhancing poverty and improving free counselling interventions just but to mention a few. The achievements brought by these measures to date in Zimbabwe include reduction of workplace discrimination against HIV/AIDS infected people, formation of the National AIDS Control Programme by the Ministry of Health in 1987 and implementation of a mandatory 3% AIDS levy to support HIV prevention.

Project Planning and Profitability of Biogas Generating Plants in Malaysia

To assess the impact of projects planning on profitability of the biogas generating plants in Malaysia. Project planning is at the heart of the project life cycle, and tells everyone involved where you’re going and how you’re going to get there. The planning phase is when the project plans are documented, the project deliverables and requirements are defined, and the project schedule is created. It involves creating a set of plans to help guide your team through the implementation and closure phases of the project. The plans created during this phase will help you manage time, cost, quality, changes, risk, and related issues. They will also help you control staff and external suppliers to ensure that you deliver the project on time, within budget, and within schedule. It is an essential aspect for success. Briquette manufacturing is fairly new in Malaysia and most companies have an amazing concept but dismally fail at execution due to lack of planning. Production in Malaysia dates back to the 70s but it has been limited to small scale only recently are more studies being done on biogas and their use, which has a sparked a market frenzy. Globally, 52% of the world’s population are using non-renewable energy for cooking and heating. This represents a huge market share for the briquette plant globally. The projection in growth of profitability is directly attributable to unavailability of cooking fuels especially in developing countries and biogas are mostly preferred due to low emissions. The uptake of biogas in Asia has however been low due to lack of awareness by consumers of clear advantages of the product. This study aimed at determining the role of project planning in influencing Profitability of the biogas plant in Malaysia. The study was a literature based in which a desk top review was conducted to derive themes. The study found a positive and significant relationship between financial resource planning and Profitability. The results also indicated that human capital planning and Profitability were positively and significantly related, material requirement planning and Profitability were positively and insignificantly related. The study concluded that the aspects of project planning adopted in this study: financial resource planning, human that capital planning and time management planning positively and significantly influences profitability volume in biogas plant, except for material requirements planning which was found to positively but insignificantly influences Profitability. The study recommended that the management of plant should strive to implement project planning strategies such as financial resource planning, human capital planning, time management planning and material requirements planning because they have been found to influence Profitability. Keywords: Project, Planning, Profitability, Biogas generating plants, Malaysia, Human capital.

Human Capital Downturn Effect on Firm Performance in Tourism and Hospitality Industry

The objective of this study was to investigate the relationship between human capital and firm performance in the hotel, restaurant, and tourism industry periode 2019-2020. This is quantitative study that provides use of the mutilple linear regression method. The secondary data collection was obtained at www.idx.co.id, including income statement and financial statement notes for period 2019-2020. The analaysis result show that human capital has an effect on a firm performance. Based on the analysis result, we can conclude the COVID-19 pandemic has forced firms to implement human capital strategic planning such as layoffs, voluntary salary reductions, and reduced working hours, all of which have a detrimental effect on firm performance.

Marketing Plan, Operational Plan, and Human Capital Plan as Efforts to Achieve the Short-Term Strategy of PT Bestindo Jaya Indonesia

The research objectives were (1) to analyze the achievement of 10% market share of PT Bestindo Jaya Indonesia’s gas stoves in Indonesia for 10 years, (2) to improve the ability to assemble flatbed folding burners gas stove with INS (Indonesian National Standard) quality using modern technology, and (3) analyze the allocation of human resources according to the company’s needs. This research used an ethnographic qualitative approach to take effective business decisions for PT Bestindo Jaya Indonesia. The recommended alternative strategies were marketing penetration to achieve the target market share; employee training and establishment of a quality management system to improve product assembly capabilities; and the implementation of the Human Capital management strategy program design to conform the allocation of human resources to the company’s needs. Keywords: Marketing Plan, Operational Plan, and Human Capital Plan.

Strategy Implementation to Improve Human Quality Resources in Semi-Permanent Building Provider Company I-Cont

PT. Karya Inti Abadi Kontainer is a container modification company that focuses on creating business stalls from containers deemed unworthy for logistic purposes. We are the solution for MSME business owners with a modern design, practical uses, and economical prices. High-performing workers are needed to function appropriately inside the company for customers' satisfaction. That is why a good and formidable human capital plan is required for the company to achieve its strategy. This paper describes human capital plans and how to achieve them. Method – Using the human capital plan framework Result – The paper's whole plan of human resources will help the company implement a practical human resource. Keywords: HR Management, Training and Development, Recruitment..

Marketing, Operational, and Human Capital Planning: Repair Service Business in Indonesia, "Fix and Clean"

The purpose of this paper is to explain marketing strategies, operational strategies, and human capital strategies to achieve company goals. The marketing strategy used uses the 7P marketing mix (Product, price, promotion, place, people, process, physical evidence) to achieve market penetration and segmentation. Operational strategy on build and develop technology and applications, add branches and increase operational fleet. Providing regular training, development and awarding is a strategy applied in human capital to achieve company goals.

Strategy Implementation to Improve Human Capital Quality in Indonesian National Sports Institute

The Indonesian National Sports Institute is a private sports college in Indonesia that focuses on producing competent, innovative and professional coaches who can create outstanding athletes and can educate the public to be able to exercise properly. Based on this, IONI as a professional forum must have human capital consisting of lecturers, support staff and other staff, so human capital in IONI must be able to reflect a professional, healthy, dedicated character and be able to provide excellent service. That is what makes the plan to improve the quality of human capital so important. This paper describes the human capital plan and how to achieve it.

The Role of Quality Human Capital and Planning Strategies in Achieving Event Sustainability in Lombok

Background:
 The success of implementing a sustainable event in a tourist destination cannot be separated from the influence of the quality of human resources (human capital) and planning strategies. However, studies of the interdependence between human capital and planning strategies in achieving successful implementation of sustainable events, especially on the island of Lombok, are still limited
 Methodology: 
 This study aims to examine and analyze the extent to which aspects of human capital and strategic planning play a role in optimizing the implementation of events on the island of Lombok. The method used is a literature review from journals and trusted sources, as well as problem analysis through in-depth interviews with resource persons involved in the implementation of the event. The focus of this study is to compare tourism events, namely the Bali Arts Festival (PKB) in Bali and the Bau Nyale Festival in Lombok
 Findings: 
 The results of in-depth interviews with several sources show that the PKB held on the island of Bali is still superior in the number of enthusiasts and concepts than the implementation of the Bau Nyale Festival on the island of Lombok. This is shown by the length of the PKB implementation and the age of the PKB which has been going on in the past 4 decades ago. In addition, the main factor that affects the sustainability of PKB is the quality of human resources in the tourism sector on the island of Bali, which is superior to the island of Lombok, so as to be able to formulate effective and creative planning in packaging the event. To achieve the sustainability of the event in Lombok, it is necessary to increase human capital and appropriate planning strategies through counselling, training, and the availability of Meeting study programs.
 Conclusion: 
 Human capital and strategic planning play important roles for achieving sustainable event to support the development of tourist destination. The result of comparison study between Bali Arts Festival and Bau Nyale Festival shows that Bali Arts Festival was greater than Bau Nyale festival in terms of numbers of visitors and implementation concepts. This was proved by the length of festival and number of tourists visiting. Bali Arts Festival has been run for about 40 years, while Bau Nyale Festival has been currently occurred in Lombok. In addition, human capital in Bali Arts Festival was greater showing in how well management applied during the event, so that, it is able to plan with a precise strategy in achieving sustainable event.

Human Capital Plan for Business Startups “Innovation of Subang Honey Pineapple Beverage”

Health is the most important capital in life choices. So that health itself is desired by everyone. Maintaining health can be done by maintaining a diet, adequate rest, exercise and consuming vitamins derived from fruits and vegetables. Increasing activity will make the body need food and drink intake that has high nutritional content. Vitamin C is obtained from many fruits. One of the fruits that contain lots of vitamin C is pineapple. Pineapple contains 39-49 grams of vitamin C contained in half a glass (125ml) of pineapple. In addition to vitamin C, pineapple is also famous for the bromelain content in it. Pineapple is one type of fruit that is liked by the community. In Indonesia, pineapple has a high potential as an export commodity. Keywords: Startups, Human Capital Plan, Human Capital.

Human Capital Plan for Business Startups "Jamu Partnership" in Indonesia

Background – PT OAM is a jamu partnership business startup company in Indonesia. This company is here to answer the customer pain and gain. In an effort to be competitive and sustainable in the jamu partnership business, this company use its competitive advantages in the form of an easy partnership process, good product taste and product innovation and sustainable partnerships. Of course, this competitive advantage can only be maintained and developed if the company has competent human resources. In actual process operations, PT OAM requires good human resources planning. This is because human resources in a company are important and must be managed optimally. Method – Using Human Capital Plan, and Organizational Culture. Result – This analysis help to preparing and implementing each of its human capital activities in PT OAM. With good human capital plan the business can be competitive and sustainable. Keywords: Human Capital Plan, Human Resources, Startups, Jamu Partnership.

‘Big data’ patentometrics for R&D decision-making

Purpose The purpose of this paper is to highlight the use of big data through patentometric insights for R&D decision-making. Design/methodology/approach This study assesses the inventive activity through ‘big data’ patents, registered by inventors worldwide, using WIPO Patentscope database. The objective is to use the insights from patentometrics for R&D decision-making. The data from WIPO PatentScope (https://patentscope.wipo.int/search/en/search.jsf) was searched for current patent scenario in area of ‘big data’. The data was further organized and cleaned using the Google ‘OpenRefine’. Data was pre-processed to remove all null values. Cleaned data was analyzed using programming language ‘R’, MS Excel (charts and Pivot tables) and free data visualization tool called ‘Tableau Public’, to get insights for R&D decision-making. Findings The key insights included trends (patents with years of publication), top technologies trending the current space, top organizations leading in these technologies and the top inventors who are publishing patents in these technologies through leading organizations were drawn. Details in Section 5 in the paper. Research limitations/implications Global patent data is multi-lingual and spreads across a set of multiple databases. Domain experts may be required to assess, identify and extract the relevant information for analysis and visualization of multi-lingual distributed data sets. Government organizations generally have multi-dimensional goals that may be more toward societal benefits. On the other hand, the commercial companies are more focused on profit. Therefore, the performance management process has to be really effective because it is critical for getting value in the government sector. Practical implications Insights from patent analytics serve as the important input to R&D managers as well as policymakers to assess the global needs to plan the national orientation according to the global market. This will help further for R&D projects prioritization, planning, budget allocations, human capital planning and other gamut of R&D management and decision-making. Social implications Facilitation for R&D institutions (government as well as private) to formulate the research strategy for the domains or research areas to delve into. R&D decisions will be completely data-driven making them more accurate, reliable, valid and informed. These insights are very relevant for policymakers as well to facilitate the need assessment to determine the National priorities, make improvements in meeting societal country-level challenges during the resource allocation at top and subsequently at all other levels. Originality/value Data analytics of global patents in “big data” till 2019 to get insights to facilitate R&D decision-making.