OPTIMALISASI PERAN HUMAN CAPITAL DALAM MENINGKATKAN DAYA SAING DAN KEBERLANJUTAN PADA MADOORA FOOD
DOI:
https://doi.org/10.51158/e0gshw33Keywords:
daya saing UMKM, human capital, keberlanjutan usaha, pelatihan kompetensi, standar operasional prosedurAbstract
Program pengabdian kepada masyarakat ini bertujuan meningkatkan kompetensi karyawan melalui pelatihan soft skill dan hard skill, menyusun serta menerapkan sistem kerja dan SOP yang terstruktur, mengembangkan dokumentasi job description dan KPI untuk setiap posisi, memfasilitasi workshop rekrutmen dan evaluasi kinerja, serta mendampingi manajemen dalam membangun sistem pengelolaan human capital yang berkelanjutan pada UMKM Madoora Food. Kegiatan berlangsung selama enam bulan dengan pendekatan participatory action research (PAR) yang meliputi tahap perencanaan, tindakan, observasi, dan refleksi bersama mitra (pemilik dan delapan karyawan). Intervensi dilakukan melalui dua bidang intervensi utama: bidang manajemen human capital (workshop rekrutmen berbasis kompetensi, penyusunan struktur organisasi, job description, dan KPI) serta bidang produksi (penyusunan SOP dan pelatihan soft skill serta hard skill). Perbandingan data sebelum dan sesudah program menunjukkan kenaikan rata-rata skor soft skill dari 48,3 menjadi 83,6 dan skor hard skill dari 45,2 menjadi 87,3. Lima SOP utama diterapkan dengan tingkat kepatuhan 88,7%. Tingkat reject produk turun dari 12–15% menjadi 4,8%, sementara output harian naik dari 120 menjadi 195 unit. Hasil ini mengindikasikan bahwa pengembangan human capital yang terintegrasi dapat memperbaiki kinerja operasional UMKM. Namun, program hanya melibatkan satu mitra dengan delapan karyawan, sehingga penerapannya pada UMKM lain masih perlu diuji lebih lanjut.
Abstract
This community service program aimed to improve employee competencies through soft skill and hard skill training, develop and implement structured work systems and SOPs, prepare job description documentation and KPIs for each position, facilitate competency-based recruitment workshops and performance evaluation, and assist management in building a sustainable human capital management system at Madoora Food MSME. The program ran for six months using a participatory action research (PAR) approach, which covered planning, action, observation, and reflection with the partner (the owner and eight employees), across two intervention areas: human capital management (competency-based recruitment workshops, organizational structure design, job descriptions, and KPIs) and production (SOP development, soft skill and hard skill training). A pre–post comparison showed that the mean soft skill score rose from 48.3 to 83.6 and the hard skill score from 45.2 to 87.3. Five main SOPs were implemented with 88.7% compliance. The product rejection rate fell from 12–15% to 4.8%, while daily output increased from 120 to 195 units. These results indicate that integrated human capital development can improve the operational performance of MSMEs. However, the program involved only one partner with eight employees, so its transferability to other MSMEs requires further testing.
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