Strategic Human Capital Development: Leveraging Competence and Potential Modeling

In the era of globalization, digitalization, and heightened competition, human capital has emerged as a strategic asset that drives organizational sustainability and long-term competitive advantage. Human capital encompasses the skills, knowledge, and abilities of employees, enabling organizations to respond effectively to dynamic market and industry challenges. In Indonesia, PT Garam, a state-owned company critical to meeting national salt demand, exemplifies the challenges associated with human capital management, particularly at the supervisory level. Supervisors play a pivotal role as intermediaries between top management policies and operational execution, making their competence essential for organizational effectiveness. Recent assessments indicate that 96% of supervisors at PT Garam fall below the expected competence standards, highlighting a significant gap in potential and skill levels. This deficiency underscores the urgent need for targeted and measurable human resource management strategies that focus on enhancing the capabilities of supervisors. By addressing this gap, PT Garam can strengthen its human capital, ensuring that supervisors are well-equipped to execute strategic objectives and contribute to the company’s competitiveness. This study emphasizes the importance of competency and potential modeling in human capital development, offering a strategic approach to HR management. By aligning training, development, and performance evaluation with organizational goals, companies like PT Garam can optimize their workforce, foster innovation, and maintain operational excellence. The findings provide insights for policymakers and HR practitioners on implementing effective human capital strategies that bridge skill gaps, enhance supervisor performance, and sustain long-term organizational success in increasingly competitive and digitalized environments