Human Resources Recruitment Strategy: Case Study on

Mis. Raudhatul Hasanah Asahan

Muhammad Meftah, and Irsal Efendi

Education Management Study Program, Medan State University

Abstract. The problem in this research is how the recruitment and selection of

human resources in this case relates to the teaching staff (teachers) in MIS.

Raudhatul Hasanah Asahan. The purpose of this study was to determine the

recruitment and selection of human resources, teaching staff (teachers) at MIS.

Raudhatul Hasanah Asahan. To answer the problems mentioned above

thoroughly and in depth, researchers used a qualitative method approach to the

type of descriptive qualitative research. In accordance with these problems, the

data collection techniques are carried out by researchers through in-depth

interviews, observation and documentation. In this technique, the researchers did

not actively participate in the activities of the organization or educational unit. In

addition to confirming data validation, it is then examined through data

triangulation, after the data is collected and analyzed in depth. From the results

of the study it was concluded that all educational units under the auspices of

YPRHA (Raudhatul Hasanah Educational Foundation) have their own systems

for recruiting teachers. This was done to improve the quality of students at school.

Where is MIS. Raudhatul Hasanah Asahan does not recruit teachers every year,

it all depends on the needs, the selection is done for all the same prospective

teachers, namely in-depth interview techniques and the requirements of

prospective teachers are given in accordance with the needs of human resources.

Keywords: Human resource ꞏ Strategy recruitment ꞏ Selection

1 Introduction

The school is an institution or formal educational institution that is a means to carry out

the education process. Schools are not only used as a gathering place for teachers and

students but a complex and dynamic system. In addition, schools are a place to create

educated human figures in accordance with the planned vision, mission and targets.

Efforts in improving the quality of education are very closely related to the issue of

Human Resources. Therefore, the process of recruitment of human resources (HR) is

very important and can only be obtained through effective recruitment efforts.

Regarding accurate and ongoing information about the number and qualifications

needed for various fields of work and for the development and achievement of the goals

of an educational institution. Of course the recruitment carried out must be in

accordance with the needs of the school, and the requirements determined by the

school. So that the recruitment is done not only to fill the vacancy of employees or just

get ordinary human resources (HR), but human resources (HR) who can be dedicated

and professional in their fields so as to improve the quality of school education.

532

Meftah, M. and Efendi, I.

Human Resources Recruitment Strategy: Case Study on Mis. Raudhatul Hasanah Asahan.

DOI: 10.5220/0010520200002900

In Proceedings of the 20th Malaysia Indonesia International Conference on Economics, Management and Accounting (MIICEMA 2019), pages 532-538

ISBN: 978-989-758-582-1; ISSN: 2655-9064

One important component that must be considered continuously in improving the

quality of education is the teacher, because teachers in the educational context have a

large role. The teacher is a person who directly confronts students in transforming

science and technology, and at the same time educates the nation's children with

constructive values.

Even as great as any curriculum is designed and as complete and

sophisticated as any facilities owned by the key to the success of education in schools

and madrasas still determined by the teacher.

Researchers chose Madrasah Ibtidaiyah Raudhatul Hasanah Asahan as a place of

research because this school is a favorite school for the community around the school

by proving that the number of applicants who enroll in the school is able to compete

with the surrounding elementary elementary schools. The Islamic Elementary School

or Madrasah Ibtidaiyah is managed by the Raudhatul Hasanah Asahan Education

Foundation (YPRHA) and under the auspices of the Ministry of Religion Department

of Asahan Regency which is a fairly long-standing and well-known foundation in the

area of Kota Kisaran Timur District of Asahan Regency. which has several levels in it,

such as PAUD, RA, MI, MDTA and MTs levels.

The Principal in this school has full authority to manage and manage the school

independently including in recruiting and selecting teaching and educational staff from

its inception in 2006 until now, with full delegation to the principal as the leader can

manage everything properly and remain in synergy with school residents and remain

communicative to the foundation's management.

One of the problems that often occur in recruiting educators is that sometimes there

is a mismatch in the placement of personal tasks and functions, for example placing

sports teachers based solely on the applicant's experience or talent and not based on the

applicant's educational/ academic background. Based on the results of interviews with

the Principal of the Madrasah Ibtidaiyah School Raudhatul Hasanah Asahan, Kisaran

Timur District, he said that in the past three years the recruitment of educators had

increased the qualifications of educator standards. Evidence on the recruitment of

educators in 2010 from the number of registrants eight prospective educators there are

still four high school graduates, and those accepted as new educators there is still one

high school graduate (still in college) and one SI graduate, and recruitment in 2013 until

now the number of applicants for prospective educators of all SI graduates and those

accepted to be new educators have undertaken undergraduate education (SI or D-1V),

this improvement in the qualifications of educators has an impact on teacher

performance although on the other hand the recruitment of educators is sometimes not

appropriate with an educational background. From the results of the explanation above,

the recruitment of educators in the Madrasah Ibtidaiyah Raudhatul Hasanah Asahan

District, East Kisaran City, namely in the placement of educators is not always based

on the educational / academic background of the applicant, but there are other things

that become guidelines for leaders in recruiting educators.

Janawi, Kompetensi Guru (Bandung: Alfabeta, 2012), Issue II, Pg. 10

Fauzi, Menggagas LPTK Masa Depan: Ikhtiar Mengatasi Problem Pendidikan Di Indonesia,

Seminar Nasional Pendidikan Rekonstruksi Peran LPTK dalam Mewujudkan Guru Profesional

yang diselenggarakan FTIK IAIN Purwokerto, 2016, Pg. 2

Human Resources Recruitment Strategy: Case Study on Mis. Raudhatul Hasanah Asahan

533

2 Literature Review

In an organization, both profit-oriented and non-profit, usually always expect quality

in many ways. So we need a strategy to achieve the desired quality so that they are able

to compete with other similar organizations.

Understanding strategy in the Big Indonesian Dictionary is war tactics, war tactics,

a good place according to war tactics, careful planning of activities to achieve goals.

Strategy is the process of determining a plan, method and effort made by the top

leadership focused on long-term goals so that organizational goals can be achieved.

Strategy can be interpreted as the main tips, ways and tactics that are systematically

designed in carrying out management functions, which are directed at the strategic

objectives of the organization.

Based on the explanation above, it can be concluded that the strategy is an effort or

tips from a plan carried out by the leadership that is designed systematically in carrying

out management functions in order to achieve the desired organizational goals.

Recruitment of workers is a process of finding workers and encouraging and giving

hope to them to apply for jobs at companies.

Recruitment or Acceptance of educational staff is an activity to meet the needs of

education staff in educational institutions, both in number and quality. For these

activities withdrawal activities are required. According to T. Hani Handoko stated that

"Withdrawal (recruitment) is the process of finding and binding prospective employees

(applicants) who are able to apply as employees".

According to Stoner, quoted by Sadili Samsudin stated, "The recruitment is the

development of a pool of job candidates in accordance with a human resource plan",

Recruitment is the process of gathering prospective holders of positions in accordance

with the human resource plan to occupy a position or occupation certain.

According to Anwar Prabu Mangkunegara recruitment is a process or action taken

by the company to get additional employees through stages that include identification

and sources of employee withdrawal, determine employee needs needed by the

company, the selection process, placement and orientation of employees.

Based on the above theory, it can be concluded that recruitment is a series of

directed activities in order to obtain the expected human resources. In principle, the so-

called employee recruitment is the process of finding, finding and attracting applicants

to become employees at and by certain organizations. Furthermore, recruitment is also

defined as a series of activities to find and attract job applicants with the motivation,

Sedermayanti, Manajemen Strategi, (Bandung: PT. Refika Aditama, 2014), Pg.2.

H. Hadari Nawawi, Manajemen Strategik Organisasi Non Profit Bidang Pemerintahan,

(Yogyakarta: Gadjah Mada University Press, 2012), Pg.147.

Ismail Solihin, Manajemen Strategik, (Jakarta: Penerbit Erlangga, 2012), Pg. 25.

B. Siswanto Sastrohadiwiryo, Manajemen Tenaga Kerja Indonesia Pendekatan Administrasi

dan Operasional, (Jakarta : Bumi Aksara, 2005), Pg. 138

T. Hani Handoko, Manajemen Personalia dan Sumber Daya Manusia, (Yogyakarta : BPFE,

2001), Pg. 69

Sadili Samsudin, Manajemen Sumber Daya Manusia, (Bandung : Pustaka Setia, 2006), Pg. 81

Anwar Prabu Mangkunegara, Manajemen Sumber Daya Manusia Perusahaan, (Bandung :

Remaja Rosdakarya, 2004), Pg. 33

MIICEMA 2019 - Malaysia Indonesia International Conference on Economics Management and Accounting

534

ability, expertise and knowledge needed to cover the deficiencies identified in staffing

planning.

Selection is an activity of selecting and determining applicants who are accepted or

rejected to become employees. The whole concept of effective employee selection and

placement can be expected to reduce employee turnover or turnover.

According to Handoko Selection is a series of activities used to decide whether a

job applicant is accepted or rejected from the organization.

The selection must be conducted honestly, carefully, and objectively so that the

employees who are accepted are truly qualified to hold positions and carry out the work.

With the implementation of good selection, employees who are accepted will be more

qualified so that coaching, developing, and managing employees become easier.

According to Manullang careful selection and placement of employees makes them

physically, mentally, and temperament according to the work they expect, making new

employees can develop in accordance with their desires so that it will reduce the number

of employees who are not in place. Selection includes the assessment and determination

of candidates for occupation. The application of assessment, interviews, and reference

checking is what is commonly used in making selection decisions. So, selection is the

first attempt by an organization to get qualified and competent employees who will

serve and do all the work in the organization.

Based on the various references above, it can be concluded that selection is a process

of selecting prospective workers who best meet the requirements set to fill the vacancy

in the vacancy. Selection in this case is part of the recruitment process.

According to Hadari Nawawi (2000) in Danang Sunyoto (2018: 3) what is meant

by human resources includes three meanings, namely:

• Human resources are people who work in an organizational environment, also

called personnel, labor, employees or employees.

• Human resources are human potential as an activator of an organization in

realizing its existence.

• Human resources are potentials that are assets and function as capital (non-

material or non-financial) in business organizations, which can realize physical

and non-physical potential in realizing organizational existence.

Based on the above understanding, it can be concluded that human resources are

individuals in the organizational environment or assets that are very valuable for each

organization and make a major contribution to the organization as employees who work

and act for the achievement of organizational goals.

3 Methodology

This research uses a qualitative approach. Qualitative is an approach in conducting

research oriented to natural phenomena or symptoms. It is fundamental and naturalistic

T. Hani Handoko, Manajemen Sumber Daya Manusia, (Bandung: Alfabeta, 2001), Pg.127.

Ibid, Pg 130

Manullang, Manajemen Personalia (Jakarta : Ghalia Indonesia, 2001), Pg. 122

Danang Sunyoto, Manajemen dan Pengembangan Sumber Daya Manusia, (Jakarta:CAPS,

2018), Issue. III Pg.3

Human Resources Recruitment Strategy: Case Study on Mis. Raudhatul Hasanah Asahan

535

or natural in nature, and cannot be done in a laboratory, but in the field. Therefore, this

kind of research is called naturalistic inquiry (naturalistic inquiry) or field study.

Inductive qualitative research, researchers let problems arise from the data or left

open for interpretation. Data were collected by careful observation, including

descriptions in detailed contexts accompanied by notes from in-depth interviews, as

well as the results of document analysis and notes. This method describes the conditions

and situation of the research object in accordance with the conditions in the field. Data

obtained from observations and notes from the results of in-depth interviews and

supported by existing documents.

This method describes the conditions and situation of the research object in

accordance with the conditions in the field. Data obtained from observations and notes

from the results of in-depth interviews and supported by existing documents.

4 Results and Discussion

Fig. 1. HR Recruitment.

In accordance with the purpose of the study is to find out how the recruitment and

selection strategy of HR in Madrasah Ibtidaiyah Raudhatul Hasanah Asahan In this

study using analysis techniques and procedures that have been determined in the

research method and pay attention to the process of the recruitment and selection

implementation series. Related to the real conditions or phenomena that occur in the

field, researchers try to explore by making direct observations based on the results of

interviews that researchers have determined during the research of Madrasah Ibtidaiyah

Raudhatul Hasanah Asahan. And then combining the data obtained from the

recruitment and selection implementation documents in the Madrasah Ibtidaiyah. Data

Mahmud, Metode Penelitian Pendidikan, (Bandung: Pustaka Setia, 2011), Pg. 89

Nana Syaodih, Metode Penelitian Pendidikan, (Bandung: Rosda Karya, 2006) Pg. 60.

Recruitment

a. Analyzing HR needs

b. Establishment of HR recruitment

committee

c. Determine the requirements to

apply for new HR

d. Dissemination of announcements

of acceptance of new HR

e. Acceptance of new HR.

Selection

a. Administration Selection

b. Interview Selection

c. Written selection test and

teaching practice

d. Decision of hiring new staff

Expected Results / HR

1. Quality

2. Discipline

3. Creative

4. Innovative

5. Independence

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536

collected through interviews and documents are used as a basis for further analysis. A

careful planning is needed in every activity that will be carried out. We cannot expect

the activities that we will carry out to run smoothly and can achieve our goals without

good planning. Planning is a preparatory step in implementing a job to achieve certain

goals. The process of preparing a plan that must be considered is preparing everything

needed to achieve the goal, namely by collecting data, recording and analyzing data,

and formulating decisions. Before the recruitment was carried out, the Madrasah

Ibtidaiyah Raudhatul Hasanah Asahan prepared the plan, what was done was job

analysis and job analysis. Both of these analyzes are carried out to get data about what

formations are blank.

How many human resources / employees are needed, and to determine the minimum

requirements that need to be owned by prospective employees. In carrying out this job

analysis the foundation gave the mandate to the school principal to report if there was

a shortage of employees. After the reports from each madrasa were collected, the

chairperson of the Raudhatul Hasanah Asahan Education Foundation recommended the

personnel department to form a recruitment committee.

Based on the results of interviews with the chairman of the Raudhatul Hasanah

Asahan Education Foundation the implementation of recruitment and selection of

human resources in Madrasah Ibtidaiyah Raudhatul Hasanah Asahan was fully handed

over to the school but confirmed to the foundation that there was a vacancy of

educators.

Implementation of recruitment of new human resources is usually carried out at the

beginning of each new school year, but if at the beginning of the new school year there

is no vacancy of teaching staff then the implementation of recruitment will be carried

out when there is a vacancy of teaching staff. Based on the results of the interview with

the head of Madrasah Ibtidaiyah Raudhatul Hasanah Asahan in preparation for the

implementation of HR recruitment, the School formed a recruitment committee. After

the formation of the committee was formed, the committee held a meeting to review

the regulations relating to the recruitment and selection of new educators as well as the

establishment of registration procedures.

The procedures and procedures for receiving HR in Madrasah Ibtidaiyah Raudhatul

Hasanah Asahan are as follows: Submitting Application for Job Application with

administrative requirements / attachments required such as application letter,

curriculum vitae, passport photo, photocopy of identity card, photocopy of diploma and

transcript , photocopy of certificates owned, photocopy of work experience references.

The next step after the submission of several requirements, namely the applicant must

go through a selection phase such as administrative selection, interviews, written tests

and teaching practice, then it is decided to accept new HR.

5 Conclusions

From the research conducted by the author with the title Human Resource Recruitment

Strategy in Madrasah Ibtidaiyah Raudhatul Hasanah Asahan it can be concluded that

the recruitment and selection process in these schools is good enough in all recruitment

activities of teaching and education staff starting from determining the needs until the

acceptance decision has been implemented, but not implemented optimally.

Human Resources Recruitment Strategy: Case Study on Mis. Raudhatul Hasanah Asahan

537

The recruitment and selection of human resources in Madrasah Ibtidaiyah

Raudhatul Hasanah Asahan consists of several activities, namely:

1. The process of recruitment of human resources in Madrasah Madrasah

Ibtidaiyah Raudhatul Hasanah Asahan includes several activities, among others.

a. Analyzing HR needs

b. Establishment of HR recruitment committee

c. Determine the requirements to apply for new HR:

d. Dissemination of new HR announcement announcements:

e. Acceptance of new HR.

2. Selection of human resources in Madrasah Ibtidaiyah Raudhatul Hasanah

Asahan includes several stages of selection types including:

a. Administration Selection

b. Interview Selection

c. Written selection test and teaching practice

d. Decision of hiring new staff

Aknowledgement. The researcher would like to thank the Chairperson of the

Raudhatul Hasanah Asahan Education Foundation (YPRHA) for granting permission

to conduct research and in particular to the principal, teachers and all existing staff for

their participation as respondents in this study, I would like to say many thanks.

References

Janawi, Kompetensi Guru (Bandung: Alfabeta, 2012), Issue II, Pg. 10

Fauzi, Menggagas LPTK Masa Depan: Ikhtiar Mengatasi Problem Pendidikan Di Indonesia,

Seminar Nasional Pendidikan Rekonstruksi Peran LPTK dalam Mewujudkan Guru

Profesional yang diselenggarakan FTIK IAIN Purwokerto, 2016, Pg. 2

Sedermayanti, Manajemen Strategi, (Bandung: PT. Refika Aditama, 2014), Pg.2.

H. Hadari Nawawi, Manajemen Strategik Organisasi Non Profit Bidang Pemerintahan,

(Yogyakarta: Gadjah Mada University Press, 2012), Pg.147.

Ismail Solihin, Manajemen Strategik, (Jakarta: Penerbit Erlangga, 2012), Pg. 25.

B. Siswanto Sastrohadiwiryo, Manajemen Tenaga Kerja Indonesia Pendekatan Administrasi dan

Operasional, (Jakarta : Bumi Aksara, 2005), Pg. 138

T. Hani Handoko, Manajemen Personalia dan Sumber Daya Manusia, (Yogyakarta : BPFE,

2001), Pg. 69

Sadili Samsudin, Manajemen Sumber Daya Manusia, (Bandung : Pustaka Setia, 2006), h. 81

A.A Anwar Prabu Mangkunegara, Manajemen Sumber Daya Manusia Perusahaan, (Bandung :

Remaja Rosdakarya, 2004), Pg. 33

T. Hani Handoko, Manajemen Sumber Daya Manusia, (Bandung: Alfabeta, 2001), Pg.127.

Manullang, Manajemen Personalia (Jakarta : Ghalia Indonesia, 2001), Pg. 122

Danang Sunyoto, Manajemen dan Pengembangan Sumber Daya Manusia, (Jakarta:CAPS, 2018),

Issue. III Pg.3

Mahmud, Metode Penelitian Pendidikan, (Bandung: Pustaka Setia, 2011), Pg. 89

Nana Syaodih, Metode Penelitian Pendidikan, (Bandung: Rosda Karya, 2006) Pg. 60.

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