(Universitas Negeri Medan, Indonesia)(2) Muhammad Taruna Sakti Batubara
(Universitas Negeri Medan, Indonesia)(3) Laura Natalia Naibaho
(Universitas Negeri Medan, Indonesia)(4) Lilis Elita Sinaga
(Universitas Negeri Medan, Indonesia)(5) Lucky Sanjaya Rajagukguk
(Universitas Negeri Medan, Indonesia)(6) Melvin Dominic Prapta Girsang
(Universitas Negeri Medan, Indonesia)(7) Misael Artur Tarigan
(Universitas Negeri Medan, Indonesia)(8) Chelsy Nainggolan
(Universitas Negeri Medan, Indonesia)*corresponding author
AbstractPenelitian ini bertujuan untuk menganalisis strategi manajemen human capital setelah merger GoTo dengan fokus pada isu integrasi budaya, kepemimpinan, dan retensi karyawan. Metode penelitian yang digunakan adalah pendekatan kualitatif melalui studi literatur (literature review), dengan menelaah berbagai sumber akademik nasional dan internasional yang relevan. Hasil kajian menunjukkan bahwa permasalahan utama pascamerger GoTo meliputi benturan budaya kerja antara Gojek yang kompetitif dan Tokopedia yang kolaboratif, dualisme kepemimpinan yang memengaruhi arah organisasi, serta menurunnya loyalitas dan produktivitas karyawan akibat ketidakpastian struktural. Untuk mengatasi hal tersebut, strategi yang disarankan meliputi pembentukan program integrasi budaya dan nilai bersama, penerapan kepemimpinan kolaboratif berbasis komunikasi terbuka, serta penguatan sistem manajemen talenta dan retensi karyawan melalui penghargaan dan pengembangan karier yang adil. Dengan menempatkan manusia sebagai inti dari proses transformasi organisasi, GoTo dapat mempertahankan keunggulan kompetitif sekaligus memperkuat keberlanjutan bisnisnya di era ekonomi digital. KeywordsStrategi Perencanaan, Human Capital, GoTo
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DOIhttps://doi.org/10.57235/qistina.v4i2.7497 |
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