Human Resources Professional Transformation:

An Introduction of New Concepts

Abd. Rasyid Syamsuri, Ritha F. Dalimunthe, Parapat Gultom and Elisabet Siahaan

Faculty of Economy and Business, Universitas Sumatra Utara, Jl T.F Hanafiah, Medan, Indonesia

Keywords: Competence, Commitment, Work Contribution, Demography, Human Resources Professional

Transformation, Employee Productivity

Abstract: Conceptually this research develops a model with a new concept as renewal called Human Resources

Professional Transformation (HRPT). This concept is a synthesis to fulfil theoretical needs in answering

problems in the role and function of human resource management. Specifically, this concept aims to build

individual abilities/talents of line division of human resources in determining work from the business context

side with run the roles and functions of human resources which include Competence, Commitment, Work

Contribution, Demography (including age, education, gender, and work experience) so as to increase

employee productivity as a competitive advantage of the company.

1 INTRODUCTION

Organizations should organize human resources as

well as possible because the role of human resources

is the sole key of all activities or the activities to keep

a life span and achievement of success. In terms of

business strategy, an organization can succeed if it

has a sustainable competitive benefit (better than

competitors and able to maintain that benefit over a

long period of time), (Noe, et al., 2016). The

industrial revolution era 4.0 opens the opportunity for

human resources in having mastered concerning to

the latest technological developments. So that, it is

important to implement skills improvement programs

or renewal of skills of human resources based on the

recent needs of the industry, the competency needed

is human resources that have talents, this is because

talent is the key or crucial factor for the industry 4.0

successful implementation, (Rohida, 2018).

According to Fang, (2018), technology has

transformed the way to access the information and

how to conduct business. A major impact will occur

in the workplace because of this change. How the

workforce structured and organized must change

substantially, which has a lot of impacts on human

resource management. The change of functional in

the operation of human resources to let the

professionals’ human resources to get more strategic

works is the way to redefine human resource

management. Technology will not replace, but 'add'

many ways to do a job.

The concept of empowering human resources

with this new paradigm becomes a valuable asset for

companies that can be done by applying the concept

of human capital to encourage human role and

function as an integral part of the business processes

of a company. This shows that humans have a big role

in developing a company, so that management

requires a broad attention from management by

developing or maintaining it as an important element

in making strategic decisions. The study conducted

by Sukoco and Prameswari, (2017) regarding

"Human capital approaches to the management of

human resources productivity", found that in

Indonesia there are many companies that have not

implemented optimal human capital approaches. The

human maintenance capital-based human resources

requires not a little amount of money, but this is not a

problem if the impact is provided, they are a number

of advanteges obtained by the company or the rate of

return from the amount of money spent to finance the

labor management. GS Becker (1964, 1993) stated

that, humans are resources and a capital that produce

returns and every expenditure made in order to

promote the quality and quantity of capital investment

activity. The approach of human capital emphasizes

that, the role of humans is one of the primary capital

in a company with anunlimited value and amount,

which can be managed in a process, and able to make

Syamsuri, A., F. Dalimunthe, R., Gultom, P. and Siahaan, E.

Human Resources Professional Transformation: An Introduction of New Concepts.

DOI: 10.5220/0010935800003255

In Proceedings of the 3rd International Conference on Applied Economics and Social Science (ICAESS 2021), pages 451-461

ISBN: 978-989-758-605-7

 2022 by SCITEPRESS – Science and Technology Publications, Lda. All r ights reserved

451

additional value for the company in achieving its

goals.

The survey which conducted by The Boston

Consulting Group and the World Federation of

People Management Association stated that

Indonesian companies face the issues in the quality

and quantity of expertise at all stages of the

organizations. Indonesia is predicted to the lack

supply of professional workers at managerial level. In

this research, it is explained that the problem

experienced by manufacturing companies in

Indonesia is because they do not have the experts

needed by the company. This shows projections

regarding inequality of needs and availability of

labor, especially in managerial level. ( Boston

Consulting Group (BCG ) research results and the

World Federation of People Management

Associations (WFPMA ) published in 2013. Many of

challenges are still faced in expanding the

manufacturing industry sector in Indonesia. First, the

bad quality of Human Resources is showed by less

competitive labor productivity and a high level of

rigidity (labor) in the labor market. Secondly, the

unavailability of reliable energy at competitive prices.

Third, logistical efficiency and support of the

manufacturing industry are still not enough. Fourth,

industrial policies that have not been integrated

between related institutions and the center. Fifth, The

unbalanced industrial structure which creates

dependence on raw and auxiliary materials overseas.

Sixth, the non- balanced industrial posture with the

largest composition in micro and small scale

industries is still not optimal. Seventh, especially in

diversity terms, the sources of industrial are still

limited, (Communication Ministry-Bank Indonesia,

2016).

Research conducted by Heuvel and Bondarouk,

(2017) stated that, HR Analytics in 2025 will become

an established discipline, that has proven to have an

impact on the results of business, and has a huge

influence on strategic and operational decision

making. Their research gives contribution to the HR

analytics development, as a field of research that is

able to inform businesses easily, by exploring how

HR analytics will be seen in the future time. HR

analytics showed that the responsibility for

identifying and measuring people as a stimulation

of business results. This lies in the function or

department of Human resources.

The goal of developing aligned HR policies and

practices to form a coherent system is referred to the

achievement of " horizontal integration" among the

human resources activities. Achieving vertical and

horizontal integration HR professionals are needed to

work together with line managers and employees. In

short, the strategic of vertical integration is about

human resource management , that are

comprehending the organization and its context,

Horizontal integration is building a clear HR system,

effectiveness demostration about how the HR system

influences the organization, and Performance

partnerships namely Professionals of human

resources cooperative work with the line managers

and with non-management employees , (Schuler and

Jackson, 2005). Jackson, et al., (2014) also added

that, HR formal professionals design, HR policies in

the field of business plans, supervisors change

policies into daily practices . Human resources

professionals have become more actively involved in

the process of business planning; formal policies

have become more subjective in interpretations by

individual managers when they try to respond the

certain situations and constantly changed;

employees with high abilities/talents often negotiate

contracts and working conditions.

The shifting of this paradigm has resulted in

roles of human resources professionality who

originally just acted as the administrative personnel

into a more comprehensive and strategic role. Krishna

and Prasad, (2012) stated that HR Professionals have

contributed to make a significant progress to the

company's performance. HR professionals face the

increase of accountability to ensure that HR practices

and function can boost business results. The

transformation of HR was initially focused on

making HR operations work efficiently and

effectively through standardization of processes and

technology. The next generation of HR

transformation is closely related to the company's

strategy and creates business value through HR

services . The servcices handle the most company's

urgent strategic challenges.

Successful transformation of HR is able to

increase additional human resources value for

business, (Ulrich, et al., 2009). If the professionals of

human resources really become business partners,

then their aim have to be a business goal.

Transforming HR professionals into business

partners is not its the final goals; This means to reach

the strategic, business-oriented goals. Ulrich and his

team also stated that senior HR professionals are

responsible for make sure that HR practices and

functions are aligned and stimulate the business

achievement. In order to conduct this function,

competency, commitment, work contribution and

demographics, the age of the employee, education,

gender and employee productivity are needed.

ICAESS 2021 - The International Conference on Applied Economics and Social Science

452

Laine, et al., (2017) stated strategic position and

the role of business partners in general was built in

HR competencies. According to Kinicki and Fugate,

(2016), needs of competency are the wants to be

qualified, knowledgeable, and able to finish an

action, task, or goal. They suggest that a manager is

able to give real resources, time, relationships, and

training to develop employee competencies by

ensuring that employees have the knowledge and

information needed to do at work place.

Competence can improve credibility by showing

well business instincts, technical capabilities, and

professionalism . Competences can also be used as a

personal evaluation of the ability to do a job .

Oh, et al., (2015) stated that managers of human

resources- Human resources and human capital

(broadly representing their competence in doing

some works) related to their commitment to the

positively of human resources for example.

Company in HR (widely represents organizational

support for their work). In Bagaeva et al., (2018)

research, it was also stated that the competency

approach provides many opportunities to express the

professional and personal aspects needed in reaching

organizational high level efficiency in all aspects.

The chances to focus on key aspects of personal and

business quality which influence the final results.

At the same time, using the concept of competency

is very likely to express the expected knowledge and

skills from the employees who effectively fulfill their

duties.

Commitment focuses on building employee’s

value propositions to make sure that employees

will provide value to the organization and receive

the value in turn, (Ulrich, 2013). Companies that

achieve success with process management tend to

increase commitment in the process of intensity and

expand its influence in many processes, (Benner and

Tushman, 2003). According to Chadwick, et al.,

(2014), Line Manager's active involvement is one of

the important mechanisms that change the top

management's strategic with respect to commitment-

based HR into an HR system based on actual

commitments. Without the line managers active

involvement, the strategic emphasis of top managers

may still unrealize. Therefore, the commitment-

based HR system company implementation,

especially in the settings in which the system is

contrary with tradition, potentially could be a middle

management real indicator acceptance for manager's

strategic emphasis.

Workplace involvement is an essential factor in

the commitment level and loyalty shown by each

employee to the organizations. In addition, the

relationship between workers' trust in the authority of

decision making and their commitments to the

organization is a self- preservation. In a high levels of

trust environments, commitment in organizations is

greatly reduced when leaders failed to manage

procedures and results fairly, it shows that in a low

trust environment, establishing a clear rule of

procedure and the distribution of results is a chance,

because this will have a positive effect on employee

commitment as far as fair procedures and fair or

profitable results can be delivered as well. Whereas,

the failure to set some clear rules about procedures

and results is a threat in environments with high levels

of trust, because it has a potential to ruin the

employee’s commitment if the procedure is unfair or

create unfavorable results, (Seifert, et al., 2016).

For further research stated that, the role of Human

Resources divisions is needed in the human resources

implementation, (Trullen, et al., 2016). From their

research, it was stated that HR can contribute in the

implementation of the effectiveness HR practices by

line managers. The contribution of their research

involves the development of new theories in the HR

Practices implementation by focusing on the role of

organizations other than line managers, namely the

department of human resources that can influence the

results of the implementation of HR Practices. This

can be done by giving high- quality human resources

and sufficient technical advice for the field. Research

Trullen, et al., (2016), found evidence of HR practices

that were not implemented effectively, this was

shown when the HR department remained passive,

implementation would likely to fail. In addition, their

research also adds the widely accepted structure by

highlighting the different ways where HR

departments can shape business success. Facilitating

the implementation of effective HR practices, which

are the cornerstone of the effectiveness of HR in the

whole aspects (this is based on the viewpoint (Wright

and Nishii, 2013). The further contribution of their

research was to provide professional HR with

practical advice. It’s about how to handle the

implementation of HR Practices by line managers. As

a recommendation from research Trullen, et al.,

(2016), the results of the analysis they conducted

shows that the line manager implementation behavior

must be well understood in a similar manner to the

other productive work behaviors.

According to Marcus and Gopinath, (2017),

demography is an important factor that is considered

in the most human resource and management

decisions because it influences work behavior and

employee productivity. Their study analyzed the

impact of demographic variables such as age and

Human Resources Professional Transformation: An Introduction of New Concepts

453

gender in the employee perceptions of the corporate

practice involvement. Demographic variables, they

are: age and gender are chosen based on their

relevance. Jiang, et al., (2015), added that the

frequency and quality of interactions between

employees and other organizational members can be

affected by the existence of demograoic inquality. It

also influence th relevancy and credibility of

information received from other sources, and thus

affect the alignment between perceptions of HR

manager practices and coworkers and employees'

perceptions of HR practices.

Productivity can be defined as a relative concept

and the ratio of output divided by inputs, that cannot

be proven to increase or decrease without

measurement, either changes from competitors or

other standards at some points of time, (Hossain, et

al., 2018). From their research, the productivity of

employees means the output of a worker at a certain

time such as hours, days, weeks or months with the

effectiveness of employees. It measures the ability of

employees or a group of workers as well. Delmas and

Pekovic, (2018) added that the organizational team

work in combination with environmental practices

should lead to higher work productivity because the

association would enable the employees to increase

the diversity and their interpersonal contacts’ wealth

by working across departments and permitting the

development of relationships with workers in outside

their own unit.

Based on the explanations that have been stated, it

can be stated that the research on the Human

Resources Professional Transformation (HRPT) has

three strong foundations. First; there is a need to

collaborate HR analytics as an area of research that

can easily inform businesses, by seeing how HR

analytics will be seen in the future . HR analytics

shows that the responsibility for identifying and

measuring humans as a stimulation of business

results lies in the function or division of HR.

Second; HR professionals must be more actively

engaged in the business planning process to respond

the specific situations and change quickly. Third;

Successful HR transformation will increase the

business additional value of human resources . If HR

professionals really become business partners, then

the goal is business, (Heuvel and Bondarouk, (2017);

Zeidan and Itani (2020), Jackson, et al., (2014);

Ulrich, et al., (2009)).

2 LITERATURE REVIEW

2.1 Synthesis of Human Resources

Professional Transformation

Theory of Human Capital is a classic study theory of

GS Becker, (1964, 1993) which discusses the results

of investing in knowledge and skills in a person. In

theory investment in individual education and

training is the same as a set of business investments.

GS Becker, (1964, 1993) suggests that human capital

is knowledge contained in humans. Because human

resources contain knowledge and skills, as well as

economic development for the advancement of

technological and scientific knowledge that depends

on the accumulation of human resources itself. Roos,

et al., (1997) suggests that human capital comes from

knowledge, attitudes and intellectual agility of the

employees. Human capital focus on training policies

and human resource management that allow

managers to see all investments implemented in the

short term of time.

Human Capital Theory inspires many researchers

to consider the resources used by companies in

special forms of investment in human capital. BE

Becker and Huselid (1998) stated that the role of

human capital as a potential source of sustainable

competitive benefit, such as, work knowledge and

workers, intellectual capital, and work systems for

high performance. The existence of intellectual assets

and organizational systems by developing the assets

are used as important parts in making strategic

decisions. Furthermore, BE Becker, et al., (2001)

states that the strategic role of human resources or

human capital will implicitly focus on the productive

behaviour of people in the organization. This is

because tautologically, people in the organization can

influence the organization's environment. They also

suggested that strategic behaviour is a subset of

productive behaviour that directly functions in

implementing the company's strategy.

Boudreau and Ramstad, (2004) states that the

evolution of Human Resources (HR) and

measurement of HR will require a science decision

for human capital, which actually informs and refines

the decisions about human resources. This term is

referred to a talent that focuses on hidden talent and

real talent from employees who have potential. This

new science decision will focus on providing

excellent HR processes and programs, by providing a

concept for identifying decisions about human capital

and the most importantly how to logically connect

those decisions with the effectiveness of

organizational. Human capital/intellectual capital/

ICAESS 2021 - The International Conference on Applied Economics and Social Science

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human resources/talents are the resources which

found in the employees and how organizing is

recognized as important point for strategic to achieve

success and competitive advantage, (Boudreau and

Ramstad, 2007). They also argued that human capital

is a decision needed to improve resources in an

organization that does not only cover individual

abilities but includes motivations and opportunities to

be faced.

According to Lawler III and Mohrman, (2003),

Professionals in Human Resources need to have more

effective strategic business partners. Ulrich, (1998),

argued further that HR professionals must make the

transition from strategic business partners to become

contributors in their organizations. In this regard,

Losey, (1999) also argues that HR professional

groups see many chances to change human capital

strategies into long- term competitive benefits. Thus,

part of the strategy to be creative and improve

productivity is to have the competencies needed to

achieve the result, (Long and Ismail, (2011). By doing

work for an organization with existing HR

professionals, successful organizations can be

characterized from the following three aspects,

namely leadership, individuals (talent), and ability.

Individuals need to be more productive to provide any

strategy, organizations need to have the right abilities;

and throughout the organization, leadership have to

be shared widely. These three organizational

dimensions can be seen as the result of human

resources, to lead the human resource professionals,

(Ulrich, 2014). Of the three domains, this study uses

individuals (talent) to determine the work of human

resources in achieving results seen from the business

context.

Individual abilities (talent or human capital) use a

simple formula which is able to help HR

professionals and managers to develop more

productive talents: namely (Talents= Competence

*Commitment *Contribution), (Ulrich, 2014). The

three elements of these similarities need to be fully

integrated in order to manage talent (individual

abilities) HR professionals. According to his theory

competence means that an individual who has the

knowledge, expertise and value needed to do a work.

Competence is obviously considered important

because an inability can led to poor decision making.

Ulrich, (2014), also argues that in the past decade,

competence and commitment have become an axis

for talent. The next generation of employees may be

competent (capable of doing work) and committed, if

the employees make a real contribution through work.

Their productivity can also decrease If their interest

in what they do decreases. Contributions occur when

employees feel that their personal needs are fulfilled

through their participation in the organization.

The human resources future logic starts with the

direction in which HR must add a value. This

direction has to be connected with business, both the

business context that form decision making and

certain stakeholders of the business strategy, (Ulrich,

2013). Ulrich also developed a STEPED framework

that was linked to the business context. This

framework consists of some trends they are: Social,

Technological, Economic, Political, Environmental,

and Demographic trends. From this framework this

research leads to Demographic trends, namely trends.

Specifically, HR professionals have to approach

the work from outside / inside and provide value by

knowing the context of business for an organization.

Human resources will need Specific actions in order

to add value of targets for HR work (individual,

organizational, and leadership) and areas for HR

investments (Human resources function, practices,

people, and analytics), (Ulrich and Dulebohn, 2015).

HR professionals can consume this HR work target to

face an obstacle. HR professionals must also realize

that not only external business factors can affect work

within the organization, but also the HR work nature

itself and how the work will be finished. The view of

Ulrich and Dulebohn, (2015) with the purpose of

adding value, and as part of the approach of work in /

out of HR, is very helpful in achieving the targets or

HR work results. Furthermore, the approach of HR

work outside/ in will build a talent and improve the

work of employees. A strategy also needs to be given

to individuals/employees so that they become more

productive and able to adjust their behaviour in

supporting the strategy.

Management infrastructure that understands and

able to implement the company's strategy is the base

of the HR strategy that creates value. In general, the

role of professionals in the field of HR function is

supposed to lead to these efforts. This implies that

there is a beginning of the traditional functional

orientation by HR managers and also a broader

strategic role comprehending that HR may have in the

company, (BE Becker, et al., (2001).

Huselid, et al., (1997), also summarized that most

companies had demonstrated the acceptable levels of

technical competence and potency of human

resources, none of the capabilities of traditional

human resources were not reduced in a value. The

value was not sufficient to meet the needs of a broader

HR strategy. Competencies that HR managers need to

develop and have the greatest impact on company

performance are business and strategic of HR

competencies.

Human Resources Professional Transformation: An Introduction of New Concepts

455

Schuler and Walker, (1990), suggested that HR

strategies are a sequence of processes and activities

distributed by human resources and line managers in

solving business problems related to people. Through

the HR strategy, HR management try to add value by

identifying these issues, assessing them, evaluating

and resolving the important problems for

organizational competitiveness which eventually

leads to the organization success. Furthermore, a

number of complementary activities that leads to the

creation of the HR strategy are found: First, in

response to the lots of changes in the environment,

attention and more pressure in HR. Second, issue

orientation is used to frame the human and business

resource agenda. Third, human resource concerns are

treated as business issues related to individuals and

become an integral part of successful organizational

change. Fourth, line managers get involved in human

resource problems.

Losey, et al., (2005), argued that a business

context can be built through: Positive psychology

contracts with belief and respect, are supported by

progressive management practices designed

monitoring their implementation. These are o the

chances for employees to share comprehensive

information about their organization and participation

in decision making. Good design and flexible work

that stimulates people to take part and grow. talent

developments can be achieved through selection,

induction, and careful learning. Positive leadership at

whole levels of work with the same goals and values.

Getting value from differences as a goal to achieve

business success. Organizational climate that

respects and recognize the behaviour is needed for the

organization achievements. Decentralized self -

management and teams that make the decisions.

A more specific explanation stated by Yeung, et

al., (1999) stated that the organizational effectiveness

learning styles depends on conformity with the

broader business context, namely culture, business

strategy and characteristics of industry. In the recent

stages of the research, they did, they were convinced

that organizations could generate new ideas

differently due to the business context. In turn, they

found that different organizational learning styles

produced different performance results. Although

organizational learning styles often overlap in

organizations significantly, it is clear that successful

organizations develop their abilities through one type

of learning to grow, develop, and adapt to changing

business environments.

According to Argyris and Schon, (1978) argues

that organizational learning is a metaphor that

requires us to re-examine organizational ideas.

Individual assemblies regulate when members

arrange regulations for decision delegation and

collective membership. In regulating regulatory

behaviour, they act for collectives in ways that reflect

the task system. Just as the theory of individual

actions can be inferred from individual behaviour, the

theory of organizational action can be inferred from

the pattern of organizational action. Organizational

learning occurs when members of an organization act

as agents of learning for organizations, responding to

changes in the organization's both of internal and

external environment by detecting and correcting

errors in the theory used, and instilling the results of

their investigations in person, through pictures,

organizational maps.

The four categories of HR Analytics, this research

leads to the structure. Then Heuvel and Bondarouk,

(2017) stated that the findings regarding the structure

of HR Analytics can be divided into three parts: the

positioning of HR analytics in organizations, the

internal and the external factors involved. Related to

this, the categories of the internal actors involved are

categories that lead to the business context. This is

also supported by the statement of Heuvel and

Bondarouk, (2017) from the research conducted that

HR analytics will have a main influence on decision

making in organizations in the future. Furthermore, as

a function, human resources analytics tends to

influence the arrangement and role of HR.

Zeidan and Itani (2020) added that organizations

must pay attention to the need in improving their HR

analysis capabilities, this can be done by further

investing in HR technology. The more investment

that is put into an HR analysis, the higher the rate of

return on investment that goes to the HR division and

organizational results. HR analysis, which refers to

business and technology, will be beneficial for

organizations to have entities that support other HR

functions in decision making and overall business

strategy. The HR Division should truly go through a

revolution with the introduction and application of

HR Analysis. Therefore, it is important for

organizations to run this division thoroughly in order

to take a more strategic role and be more capable in

achieving business goals and objectives.

In addition, Marler and Boudreau, (2016), argues

that in evaluating HR Analytics one of the theoretical

perspectives categories that explains about

management strategy as the cause-and-effect

relationships of the main social science disciplines,

they propose a theoretical framework that explains

the main cause and effect relationships one of them is

the HR strategy by (BE Becker, et al., 2001). The

views of BE Becker, et al., (2001) suggest that

ICAESS 2021 - The International Conference on Applied Economics and Social Science

456

professionals in Human Resources are increasingly

challenged to take part in making more strategic

perspective on their part in the organization.

According to of Schuler and Jackson (2005), the

professional human resources who are responsible in

designing and managing HR systems must enhance

an understanding of HR that cuts all HR activities like

practices and policies. This means, the HR strategy

implies that HR professionals have to maintain the

capacity operation as HR generalists rather than HR

specialists. Jackson, et al., (2014) also states that

human resource professionals use the name "HR

Strategy" widely to signal their belief. They believe

effective HR contributes to the business

effectiveness. As a result of the process of finding

Losey, et al., (2005) determined that the future of HR

employees-and HR professionals have to develop

business acumen, functional expertise, talent

management skills, leadership change, and

partnership/relationship skills, while also learning

how to use and applying technology. They also added

that the challenge of other skills transformation was

to enhance business acuity and push the process

generally in various industries and have discipline

under one organization.

The perspective of HR transformation that can

successfully increase the additional value of human

resources for business because human resources

transformation must begin with an obvious

understanding of the business context. Ulrich, et al.,

(2009) defined HR Transformation as an integrated,

harmonious, innovative approach. The business focus

to redefine how HR work is conducted in an

organization. This can help organizations meet the

needs made to customers, investors and other

stakeholders. They also stated that the idea of HR

transformation was aimed at HR professionals. HR

professionals must understand the principles of HR

transformation to be able to apply it to a much better

position. Sousa and Dias (2020) added that HR

transformation is aimed at the shift from an

administrative function to a more strategic-oriented

and integrated business function. The reorientation

mentioned, intended to contribute that HR is not only

to play an important role in the overall business

strategic planning but also acts to clarify and direct

employees about the desired organizational goals.

The explanation and understanding of the Human

Resource Analytics, Human Resources Professionals

and Human Resources Transformation that have been

put forward, it can be summarized as a temporary

basis for draw conclusions that Human Resource

Analytics is a portfolio of Human Resource

Professionals and Transformation related to human

capital role as a potential source of sustainable

competitive advantage to increase employee

productivity. The description of the literature that has

been presented is the basis of the flow of the synthesis

of the concept of Human Resources Professionals

Transformation which is contained in the appendix.

Human Resources Professional Transformation

is the ability of line-division managers of HR who are

innovative and adaptive toward the change to achieve

the effectiveness of organization. In the process of

implementing the professional transformation of

human resources, companies collaborate on the

ability of individuals/talents (line managers) to

determine work in achieving results seen from the

side of the business context. Collaboration HR

Professionals Transformation is a relationship of an

HR analytics to carry out the evolution of work with

competitive strategies in the face of competition and

the success of the company.

In the process of Human Resources Professional

Transformation, line managers so must develop more

productive talents as a skill to maintain

competitiveness and competitive advantage of the

company. These skills are applied in the form of

commitment, having competence, being able to

contribute to work that is seen based on demographics

(age, education, gender and work experience) to

increase employee productivity. In achieving success

in competitive competition, companies must be able

to adjust the innovation strategy of human resource

management as a process of company activities to

solve business problems.

Based on the results of the synthesis of Human

Resources Analytics, Human Resources

Professionals and Human Resources Transformation

who request further research, it can be stated that the

three concepts require new concepts to answer and

solve problems in human resource management. The

new concept offered to answer this problem gap is the

Human Resources Professional Transformation as

well as updates to this research. According to Barney,

et al., (2011) one of the implications of a theory of

maturity is declared critical, located when followed

by revitalization or decline. Thus, it can be concluded,

the concept of Human Resources Professional

Transformation as renewal has met the requirements.

2.2 Proposition of Human Resources

Professional Transformation

Flow and the description of its concept synthesis

raises the following propositions: "Human Resources

Analytics, Human Resources Professionals and

Human Resources Transformation as an integrated

Human Resources Professional Transformation: An Introduction of New Concepts

457

approach in the company's competitive advantage on

the concept of" Human Resource Professional

Transformation "that has the potential to increase

Employee Productivity". The proposition of this

study explains that the Human Resources

Professional Transformation Influences Employee

Productivity from the concepts of Human Resource

Analytics, Human Resources Professionals and

Human Resources Transformation as an integrated

approach in the company's competitive benefits. This

section must be in one column.

3 CONCLUSIONS

The developments of new concepts through theories

synthesis that promote the findings of the new

concept Human Resources Professional

Transformation from the Functional objective

perspective. Functional objectives emphasize

conformity between activities, the capabilities of the

human resources department, and business activities

and changes. The new concept has an important role

in theory as a construct that strengthens the theory of

Human Resources aimed in the ability of individuals/

talents of line managers of the HR division to

determine work as a corporate strategy in achieving

more productive results. This new concept is also

expected to contribute in strengthening the theoretical

basis of the Human Resources Analytics,

Professionals and Transformation as a sustainable

competitive advantage.

ACKNOWLEDGEMENTS

This article is part of the author's scientific work and

dissertation publication. The author would like to

express his gratitude to Universitas Sumatera Utara.

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APPENDIX

*HR Professional Transformation*

Synthesis pathway of Human Resources Professional Transformation

Human Resources Professional Transformation: An Introduction of New Concepts

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