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"Isu terkait dengan pengembangan sumber daya manusia di Indonesia masih memerlukan perhatian, termasuk dalam konteks organisasi pelayanan kemanusiaan seperti Human Initiative. Penelitian ini akan mendeskripsikan upaya pengembangan sumber daya manusia melalui pelatihan oleh unit Human Initiative Institute pada organisasi pelayanan kemanusiaan Human Initiative. Tujuan dari penelitian ini adalah untuk mengidentifikasi tahapan pelatihan, faktor pendukung dan tantangan yang dihadapi oleh Human Initiative dalam menyediakan sarana pengembangan pekerja melalui program pengembangan sumber daya manusia, serta manfaat upaya tersebut terhadap karyawan dan organisasi. Pendekatan yang digunakan pada penelitian ini adalah pendekatan kualitatif dengan jenis deskriptif melalui teknik pengumpulan data studi dokumen dan wawancara semi-terstruktur dengan 7 orang informan yang terdiri dari 2 orang manajer Human Initiative Institute sebagai pelaksana dan 5 karyawan bidang program sebagai peserta. Kemudian, penelitian ini menggunakan teknik pengolahan data melalui analisis kualitatif oleh Miles & Huberman dan teknik peningkatan kualitas data melalui triangulasi sumber data serta member checking melalui verifikasi dan wawancara lanjutan. Pada penelitian ini ditemukan bahwa pelaksanaan pelatihan di Human Initiative berorientasi pada kebutuhan karyawan dengan mengacu pada tahapan identifikasi kebutuhan yang mendalam melalui proses training need analysis. Hasil dari asesmen selanjutnya dikembangkan menjadi pelatihan sesuai dengan model kompetensi organisasi yang meliputi in-house training, public training, program deployment, dan on-the-job training. Dari pelaksanaan tersebut terdapat berbagai faktor pendukung pelaksanaan meliputi faktor internal seperti dukungan akan adanya pelatihan dan kesadaran karyawan, komponen penunjang pelatihan seperti trainer yang berpengalaman, dan skema pelaksanaan pelatihan secara offline. Terdapat pula baik dari segi internal yang meliputi kesibukan karyawan, kesadaran leader akan kebutuhan, pendanaan pelatihan, dan skema pelaksanaan pelatihan maupun segi eksternal yang berkaitan dengan kondisi lingkungan organisasi. Meski terdapat tantangan, komitmen Human Initiative dalam memfasilitasi kebutuhan pengkapasitasan sumber daya manusianya melalui pelatihan memberi berbagai manfaat bagi karyawan dalam menjalankan fungsinya dalam pengembangan kompetensi dan diri sebagai individu. Manfaat bagi karyawan secara langsung berkontribusi dalam keberhasilan pelaksanaan program yang selanjutnya mendukung terwujudnya citra positif organisasi, serta pengembangan organisasi.

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Human resource development in Indonesia remains an issue that requires attention, including in the context of humanitarian service organizations such as Human Initiative. This study will describe the training efforts undertaken by the Human Initiative Institute to develop human resources within the humanitarian service organization Human Initiative. The objective of this research is to identify the stages of training, supporting factors, and challenges faced by Human Initiative in providing employee development opportunities through its human resource development program, as well as the benefits of such efforts for both employees and the organization. The approach used in this study is a qualitative approach with a descriptive type through data collection techniques of document study and semi-structured interviews with 7 informants consisting of 2 Human Initiative Institute managers as implementers and 5 program field employees as participants. Furthermore, this study employs data processing techniques through qualitative analysis by Miles & Huberman and data quality enhancement techniques through data source triangulation and member checking via verification and follow-up interviews. This study found that training implementation at Human Initiative is oriented toward employee needs, referring to in-depth needs identification stages through the training needs analysis process. The results of the assessment are then developed into training in accordance with the organizational competency model, which includes in-house training, public training, program deployment, and on-the-job training. The implementation involved various supporting factors, including internal factors such as support for training and employee awareness, training support components such as experienced trainers, and offline training implementation schemes. There were also internal factors such as employee workload, leader awareness of needs, training funding, and training implementation schemes, as well as external factors related to the organizational environment. Despite the challenges, Human Initiative's commitment to facilitating human resource capacity building through training provides various benefits for employees in performing their functions in competency development and personal growth. The benefits for employees directly contribute to the success of the program implementation, which in turn supports the realization of a positive organizational image and organizational development."

"Organisasi nirlaba menghadapi karakteristik operasional yang berbeda dari sektor profit, yaitu intensitas kerja yang tinggi, keterlibatan emosional pada misi sosial, serta keterbatasan sumber daya yang menuntut karyawan untuk menjalankan multi peran. Dalam konteks ini, work-life balance menjadi isu sentral yang berdampak pada kesejahteraan individu dan keberlanjutan organisasi. Penelitian ini bertujuan untuk memahami bagaimana karyawan memaknai work-life balance dan faktor-faktor yang mendukung implementasinya. Studi dilakukan dengan pendekatan kualitatif dengan teknik pengumpulan berupa pedoman wawancara semi-terstruktur melalui wawancara mendalam terhadap karyawan di Yayasan Filantra untuk mengeksplorasi pengalaman, pandangan, dan strategi personal informan terkait fenomena yang diteliti. Proses penyusunan pedoman wawancara, pengambilan data, hingga pengolahan data dimulai sejak Maret-Juni 2025. Dari total 25 karyawan, peneliti memilih 6 informan berdasarkan kriteria: memiliki pengalaman kerja langsung di lapangan, terlibat dalam mobilisasi program sosial, memahami dinamika kerja dan strategi adaptif, telah bekerja lebih dari satu tahun, serta mewakili berbagai posisi strategis baik di level pelaksana, koordinator lapangan, maupun staf internal di Filantra. Kemudian, analisis data mengikuti tahapan dimulai dari konseptualisasi, open coding, axial coding, selective coding, interpretasi data, hingga penarikan kesimpulan. Hasil penelitian menunjukkan bahwa penerapan work-life balance di Filantra bersifat subjektif dan dipengaruhi oleh pengalaman, peran, dan status kehidupan masing-masing karyawan. Para karyawan berupaya menyeimbangkan peran pekerjaan dan kehidupan pribadi dengan membangun batas tegas, mengatur prioritas, serta memanfaatkan fleksibilitas kerja yang diberikan organisasi. Ditemukan bahwa komitmen tinggi terhadap pekerjaan, kesiapsiagaan, dan fleksibilitas waktu menjadi tantangan menjaga keseimbangan yang seringkali mengganggu waktu bersama keluarga. Dukungan dari keluarga, apresiasi kinerja, dukungan psikologis, program pengembangan diri, serta kebijakan organisasi yang fleksibel, seperti izin pribadi dan toleransi membawa anak ke kantor, sangat membantu karyawan dalam mengelola konflik antara pekerjaan dan kehidupan pribadi. Penelitian ini menyimpulkan bahwa keseimbangan kerja dan hidup di organisasi nirlaba sangat dipengaruhi oleh kemampuan individu mengelola peran, dukungan lingkungan sosial, serta budaya organisasi yang responsif terhadap kebutuhan karyawan dalam menjaga loyalitas serta keterikatan karyawan. Dengan ini, organisasi nirlaba diperlukan untuk membangun budaya kerja yang fleksibel dan suportif guna mendukung manajemen peran karyawan serta memperkuat aspek dukungan organisasi di lingkungan kerja.

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Nonprofit organizations face operational characteristics that differ from those of the for-profit sector, namely high work intensity, emotional involvement in social missions, and limited resources that require employees to perform multiple roles. In this context, work-life balance becomes a central issue that impacts individual well-being and organizational sustainability. This study aims to understand how employees perceive work-life balance and the factors supporting its implementation. The study employs a qualitative approach using semi-structured interview guidelines through in-depth interviews with employees at the Filantra Foundation to explore informants' experiences, perspectives, and personal strategies related to the phenomenon under investigation. The process of developing the interview guidelines, data collection, and data analysis began in March–June 2025. Out of a total of 25 employees, the researcher selected 6 informants based on the following criteria: having direct work experience in the field, being involved in social program mobilization, understanding work dynamics and adaptive strategies, having worked for more than one year, and representing various strategic positions at the field staff, field coordinator, and internal staff levels at Filantra. Data analysis followed a series of stages, starting from conceptualization, open coding, axial coding, selective coding, data interpretation, and conclusion drawing. The research results showed that the implementation of work-life balance at Filantra is subjective and influenced by each employee's experience, role, and life status. Employees strive to balance their work and personal lives by establishing clear boundaries, setting priorities, and utilizing the flexibility provided by the organization. It was found that high commitment to work, readiness, and time flexibility pose challenges in maintaining balance, often disrupting family time. Support from family, performance recognition, psychological support, self-development programs, and flexible organizational policies, such as personal leave and allowing children to accompany employees to the office, significantly assist employees in managing conflicts between work and personal life. This study concludes that work-life balance in nonprofit organizations is significantly influenced by an individual's ability to manage roles, social environmental support, and an organizational culture responsive to employees' needs in maintaining loyalty and commitment. Therefore, nonprofit organizations are required to build a flexible and supportive work culture to support employee role management and strengthen organizational support aspects in the workplace."