Case: PT$.$ABC$$

Change is an inevitability that will always occur in organizations, and this creates turbulence in the business environment. In conditions like this, it requires business people to improve their capabilities so that the business they manage can survive and even develop amidst intense competition.

From a human resources perspective, good management is a requirement for optimizing employee performance which will ultimately lead to achieving organizational performance. For this reason, compatibility between the organization and the environment needs to be maintained followed by minimizing the gap between the organization and environmental changes. If an organization carries out strategic planning well, then one of the factors that must be analyzed is the external environment, the aim of which is to measure and understand external environmental conditions and their influence on the organization $($threats and opportunities$).$

Each business organization has its own characteristics based on the type of industry in which it is located and therefore the level of environmental influence on business organizations also varies. There are five levels of industrial turbulence as follows: Recurring, Developing, Changing, Discontinuous and Surprising. By measuring and anticipating the level of turbulence, business organizations can adjust and plan their business strategies. One of the important functional strategies in supporting company strategy is human resource management $($HRM$)$ strategy.

Currently, there are still many companies that implement HRM that only focus on personnel administration. Apart from that, costs are the main focus which must be reduced as efficiently as possible so that the space for investing in human resource $($HR$)$ development becomes very narrow. Another factor is the HR manager's lack of understanding regarding the company's business activities and strategy so that there is no close link between HR strategy and company strategy. HR strategic planning is not carried out with a good process, making the HR function not strategic so that the HR function cannot provide much added value to the organization.

Question.

$1.$ What do you think about the case above? Explain the argument

$2.$ Moving on from the case above, how should HR management be carried out so that it is adaptive to internal and external changes in the organization $?$

$3.$ How do you carry out HR transformation to overcome the strategic gap between the skills possessed by employees and job requirements which increasingly lead to the intensity of the use of Information Technology?

$4.$ If you were asked to design HR development for the company $($PT "ABC"$),$ what stages would you need to carry out, amidst the turbulent business environment. Explain the arguments in implementing these stages!