Articles

The Relationship between Key Factors and Gen Z Employee Retention in Indonesian FMCG Start-Ups

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This study investigates the factors relationship between turnover intention and employee retention of Generation Z employees in the workplace, using a combination of qualitative and quantitative research methods. Data were collected through interviews and surveys, followed by a comprehensive analysis employing descriptive statistics, and multiple linear regression. The qualitative findings highlight significant financial needs, high expectations of career advancement, and the adverse impact of long working hours on job satisfaction and retention. Quantitative analysis identifies financial opportunities, comprehensive employee benefits, and a sense of being financially rewarded as major factors contributing to economic security and retention. Work-life balance and an open, collaborative company culture, characterized by effective communication and teamwork, also play critical roles in enhancing job satisfaction and loyalty among Gen Z employees. The study reveals that financial factors, work-life balance, and organizational culture significantly impact retention rates. Furthermore, it emphasizes the interconnectedness of these variables, noting how unmet financial needs and unrealistic career expectations can lead to job dissatisfaction and increased turnover. The research concludes with recommendations for longitudinal studies, comparative research, and intersectional studies to further understand the evolving and diverse needs of Gen Z employees. Implementing robust career development programs and addressing financial needs are crucial strategies for start-ups aiming to retain young talent in the long term.

Improving the Rehiring Process and Employee Retention at KC Coal Mining Company

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In Indonesia, the rehiring of retirement and new contract employees is governed by various labor laws and regulations. The primary legislation that covers employment matters in Indonesia is the Labor Law (Law No. 13 of 2003 concerning Manpower) and its implementing regulations. Article 35, paragraph (1) Retirement in Indonesia generally occurs when an employee reaches the mandatory retirement age, which is typically set at 55 years old. However, this age may vary based on certain circumstances and job positions. Employers are expected to provide retirement benefits to employees who are eligible for retirement. These benefits might include severance pay, pension plans, or other retirement-related benefits.

The rehiring of retired employees and new employees has gained prominence as organizations seek innovative strategies to address workforce challenges. This study investigates the motivations behind and advantages associated with retirees and new employees on a contract basis, focusing on a case study conducted within a coal mining company in Indonesia. The objective is to illuminate the drivers and benefits of rehiring retired personnel, shedding light on their impact on organizational performance and employee dynamics. Through qualitative and quantitative research methods, including questioner, interviews, and surveys, this study explores the reasons that prompt the reemployment of retirees and reemploying contract employees for a period of up to 5 years, examining factors such as their domain expertise, institutional knowledge, and the evolving nature of work. Moreover, the study assesses the tangible and intangible benefits of such rehiring practices, encompassing enhanced productivity, cost-effectiveness, mentorship opportunities, and knowledge transfer.

The case study approach provides contextual insights into the unique challenges and opportunities within the coal mining industry in Indonesia while also contributing to the broader discourse on talent management strategies. The findings contribute to a deeper understanding of the potential advantages and considerations associated with engaging retirees in the workforce, offering implications for human resource practices, organizational strategies, and the future of work dynamics.

Designing a Performance Management Strategy to Retain Employees in an IT Consulting Startup

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In today’s competitive business environment, attracting and retaining top talent is a significant challenge. Developing an excellent employer branding strategy that aligns with an effective performance management strategy is critical to achieving these objectives. Regular performance appraisal is one measure that can enhance employee engagement by providing clarity about roles and responsibilities. Indonesia is expected to face a talent shortage of about nine million skilled and semi-skilled professionals between 2018 and 2030. Retaining top employees is crucial, and factors such as compensation, development opportunities, collaboration, workload, and feedback are critical to employee performance. A proposed performance management strategy for the IT Consulting Startup includes developing performance objectives, differentiated compensation, and regular feedback. By implementing these recommendations, the startup can retain top talent, create a positive workplace culture, and drive organizational success.

Proposed Employee Retention Strategy as the Form of Employer Branding in an Educational Startup (Case: Vokraf)

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The fast-changing of technology and the impact of COVID-19 pandemic has changed a lot of aspects in the world, one of them is in the field of HRM. Thus, some adjustments are needed to be done by the companies so they can keep up with the industrial trend and demand. Vokraf is one of the educational startups in Indonesia established in 2019 and their products are selling online digital classes. Based on the interview result with the Vokraf’s HR department, there was a great resignation phenomenon happening from 2022 until mid-2023. In 2022 the employee resignation was 24 from 61 employees while per mid-2023, the employee resignation was 18 from 50 employees. This employee resignation somehow has impacted the company’s performance and should be overcome immediately. The author uses some factors that affecting the turnover intention from the previous research to identify what factors that triggering the employee turnover intention at Vokraf. The secondary data and primary data are being used to help the author in mapping and finding out those factors. Secondary data is sourced from 12 exit interview data while primary data is sourced from semi-structured interview with 9 Vokraf’s key informants. The key informants are chosen by using purposive sampling with snowball sampling technique. All the collected data are being analysed using the Interactive Model Analysis by Miles and Huberman (2014). The employee retention strategy will be proposed as the final step and the recommendation to the company to overcome this issue. There are five factors found that affecting the employee turnover intention at Vokraf, they are about career path, job stress, employee compensation, leader-member exchange, and supportive work environment issues. The author makes the employee retention strategy in the form of implementation plan & implication timeline starts from June 2023 – June 2024.