Jakarta has huge challenges in aligning its human resource capabilities to meet the standards which are expected from global competitiveness. Soehardjojo and Delbridge (2023) note that HR practices in Jakarta are oftentimes very far from meeting any international benchmarks, while capabilities for organizational training and educative frameworks lag behind globally. Along the same line, Elmi and Librianty (2023) underline that gaps in Indonesia's educational systems, especially in Jakarta, inhibit the development of 21st-century skills required in global labor markets.
As such, Susano and Subiantoro (2023) argued that insufficient capacity-building programs make it impossible for Jakarta to develop globally competitive public services and workforce skills. Additionally, Sutiah et al. (2021) stated that the HR policy and educational reform have not been properly carried out with a view to building competencies toward global standards. This has furthered the gap between local and international practices of HR.
Tayibnapis and Wuryaningsih (2018) present a comparative analysis that indicates how Jakarta's efforts in developing human resources are not sufficient to nurture the talent needed with high competency standards for the competitive challenge in global markets. This means there is an urgent need for reform in human resource development strategies in order for the workforce of Jakarta to be prepared for the requirements of global competitiveness.
Limited Strategic Alignment Between HR Development Policies And Global City Aspirations.
The alignment of human resource (HR) policies with the overarching goals of global city development remains a critical challenge. Groenewald et al. (2024) highlight that HR practices often fail to adapt proactively to globalization, limiting their capacity to meet strategic urban aspirations (Groenewald et al., 2024). Holbeche (2022) emphasizes the need for integrating HR strategies with business goals to drive sustainable development in cities, noting gaps in performance and cultural considerations (Holbeche, 2022).
Mothafar et al. (2022) discuss the divergence between corporate HR practices and urban development objectives, underlining the necessity for a unified framework that aligns organizational policies with strategic city goals (Mothafar et al., 2022). Similarly, Anthonisz (2018) identifies structural gaps in human capital management, particularly in cities like Dubai, where strategic misalignment limits effective value creation (Anthonisz, 2018).
Ferraris et al. (2018) provide insights from smart city managers, revealing how HR policies often struggle to balance exploratory and exploitative strategies essential for fostering innovation in global city contexts (Ferraris et al., 2018). These findings collectively underline the pressing need for HR policies that are not only aligned with business strategies but also with the complex, multi-dimensional goals of global city development.
1.3 OBJECTIVE
To Propose Strategies For Improving The Quality Of Human Resources In Jakarta To Achieve Global Competitiveness.
To achieve global competitiveness, Jakarta requires innovative strategies to improve its human resources (HR). Elmi and Librianty (2023) argue that aligning educational frameworks with international standards is crucial for enhancing HR quality, particularly through targeted skill development programs (Elmi & Librianty, 2023). Similarly, Atmaja et al. (2022) emphasize the role of performance management models in fostering HR capabilities that align with global economic demands (Atmaja et al., 2022).
Utama and Rustam (2022) highlight the importance of redefining HR strategies to adapt to the dynamic challenges of globalization, recommending proactive initiatives that integrate leadership development and competency training (Utama & Rustam, 2022). In the higher education sector, Yusup et al. (2021) propose strategies for improving the qualifications and competencies of lecturers in Jakarta's private universities, positioning them as key contributors to global HR standards (Yusup et al., 2021).
