Jurnal Riset Multidisiplin Edukasi

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Halaman : 300-322
ALIGNING HUMAN RESOURCE INFORMATION SYSTEMS (HRIS) WITH THE
IMPERATIVES OF SOCIETY 5.0: A STRATEGIC FRAMEWORK FOR DIGITAL
TALENT MANAGEMENT IN THE INDONESIAN BANKING SECTOR
Lia Ovi Arini1, Dessy Nur Ardillah2, Syahrial Shaddiq3
Universitas Islam Kalimantan MAB, Indonesia1,2
Universitas Lambung Mangkurat, Indonesia3
Email: [email protected], [email protected]

Informasi Abstract

Volume :2 The rapid acceleration of digital transformation, spurred by the global

Nomor :7 pandemic and new economic demands, has placed the Indonesian banking
sector at a critical juncture. Amidst this disruption, the Society 5.0
Bulan : Juli
paradigm has emerged as a human-centric vision, proposing a deep
Tahun : 2025 integration of technology and society to enhance the quality of life.
E-ISSN : 3062-9624 However, the success of this transformation hinges on its most vital asset:
digital talent. A significant gap currently exists between the strategic
capabilities of modern Human Resource Information Systems (HRIS) and
the imperative to effectively manage digital talent in alignment with
Society 5.0. This research aims to bridge this gap by developing a
comprehensive conceptual framework, titled "Strategic Talent Alignment
for a Resilient Human-centric Information System" (STAR-HRIS).
Employing a systematic literature review, this study synthesizes findings
from diverse sources, including academic journals, industry reports, and
policy documents from regulatory bodies such as the Indonesian Financial
Services Authority (OJK). The results present the STAR-HRIS framework,
which is composed of three layers: (1) The Foundation of Governance &
Digital Infrastructure, encompassing the technology stack, data
governance, and digital ethics; (2) The Pillars of Intelligent Talent
Management, which include intelligent talent acquisition, adaptive talent
development, and dynamic, AI-powered engagement and retention; and
(3) The Organizational Enablers, which highlight the crucial roles of
digital leadership, an innovative culture, and change management. The
discussion interprets how the STAR-HRIS framework can serve as a
roadmap for banking leaders and HR practitioners in Indonesia to evolve
their HRIS from an administrative system into a dynamic talent ecosystem.
This framework not only offers a practical solution to the digital talent
gap but also emphasizes the importance of ethical considerations in AI
implementation, consistent with the human-centric philosophy of Society
5.0. This research contributes an actionable strategic model for aligning
technology, people, and strategy to navigate the future of the banking
sector.

Keywords: Human Resource Information Systems, HRIS, Society 5.0,

Digital Talent Management, Digital Transformation, Indonesian Banking,
Artificial Intelligence (AI), Strategic Framework

A. INTRODUCTION
The contemporary business world, particularly the financial services sector, is in the

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midst of a profound transformation driven by the convergence of three interconnected forces:

the acceleration of digital transformation, the emergence of the Society 5.0 paradigm, and the
strategic evolution of human resource information systems. Understanding the dynamics of
these three forces is a prerequisite for formulating a relevant and competitive talent
management strategy for the 21st century.
First, the acceleration of digital transformation in the banking sector is no longer an
option but an imperative (Otoritas Jasa Keuangan, 2021; Otoritas Jasa Keuangan, 2022). Over
the past several years, the demand for fast, efficient, secure, and accessible financial services
has driven a fundamental shift from the "traditional bank" model to the "future bank"
(Otoritas Jasa Keuangan, 2021; CNBC Indonesia, 2024). This change in public expectation,
coupled with intensifying competition from agile financial technology (FinTech) players, has
compelled conventional banks to prioritize digital transformation (Winasis et al., 2020). The
COVID-19 pandemic acted as an extraordinary catalyst, compressing years of digital adoption
into a very short period (Kochetkov et al., 2021; Wahyuni & Sari, 2021). In Indonesia, this
urgency is recognized at the national level, where the Financial Services Authority (OJK) is
proactively guiding the industry through its "Blueprint for Digital Transformation in
Banking," a strategic document aimed at enhancing the resilience, competitiveness, and
contribution of the national banking sector (Otoritas Jasa Keuangan, 2021).
Second, amidst this wave of digitalization, a new, more profound paradigm has emerged
from Japan: Society 5.0. Unlike Industry 4.0, which focuses on industrial efficiency and
automation, Society 5.0 promotes a "super-smart society" that is human-centric (Setiawan,
2022). This philosophy aims to leverage advanced technologies such as Artificial Intelligence
(AI), Big Data, and the Internet of Things (IoT) not just for economic gain, but to solve
complex social problems and holistically improve the quality of human life (Shanti et al.,
2022). The core of Society 5.0 is the seamless integration of cyberspace and physical space,
where technology becomes a tool to empower individuals and society, not the other way
around (Wahyuni & Sari, 2021).
Third, in response to these business dynamics, Human Resource Information Systems
(HRIS) have undergone a significant evolution. From their original function as administrative
tools for managing large volumes of employee data such as payroll, attendance, and leave
(Kovach et al., 2002) HRIS has now transformed into a crucial strategic asset. Modern systems
enable the automation of routine tasks, improve access to information, and, most importantly,
facilitate accurate, data-driven decision-making (Yuniarti & Hidayat, 2020; Nugroho, 2023).

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This evolution, supported by cloud technology, advanced analytics, and AI, allows the HR
function to shift from a transactional and reactive role to a proactive and strategic business
partner, capable of shaping and directing human capital to achieve a competitive advantage
(Suryanto & Syaifullah, 2021; Kovach et al., 2002;).
Table 1 below summarizes the evolution of HRIS, highlighting the fundamental shift
from an administrative focus to the strategic capabilities that form the basis of the argument
in this research.
Table 1. The Evolution of HRIS from an Administrative to a Strategic Role

Dimension Administrative Era Strategic Era

(Late 20th Century) (21st Century / Society 5.0)

Primary Focus Operational efficiency, cost Value creation, competitive

reduction, compliance advantage, employee
(Kovach et al., 2002; Yuniarti experience (Suryanto &
& Hidayat, 2020). Syaifullah, 2021; Medium,
2024).

Core Functions Payroll, employee data Talent management, predictive

recording, attendance analytics, strategic workforce
management, compliance planning, personalized learning,
reporting (Ball, 2001). employee experience
management (Gartner, 2024).

Underlying Mainframe or client-server, Cloud-based, integrated

Technology siloed databases, batch (ERP/HCM), mobile-first, AI and
processing (Lengnick-Hall & machine learning-enabled, real-
Moritz, 2003; SAP, 2014; time analytics.
Kovach et al., 2002).

HR Role Administrator, policy Strategic partner, talent

gatekeeper, transactional architect, change agent, data
support function (Yuniarti & analyst (Suryanto & Syaifullah,
Hidayat, 2020; Medium, 2021; Kovach et al., 2002).

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2024).

Nature of Data Static, historical, used for Dynamic, real-time, integrated,

retrospective reporting (Ball, used for predictive and
2001). prescriptive insights (Yuniarti &
Hidayat, 2020).

Problem Statement
Although these three forces—banking digital transformation, the Society 5.0 paradigm,
and strategic HRIS—are converging, a critical gap hinders the potential synergy among them.
Digital transformation strategies in the Indonesian banking sector, despite being guided by
technical blueprints and regulations from the OJK often operate in a philosophical vacuum.
The primary focus tends to be on implementing technology for operational efficiency and
enhancing the customer experience (Otoritas Jasa Keuangan, 2021; PwC, 2023) while the
human element is often viewed as a challenge—whether in the form of resistance to change,
competency gaps, or the need for management—rather than as the ultimate goal of the
transformation itself (PwC, 2023).
This is where Society 5.0 offers a powerful corrective lens, shifting the narrative from
"managing human challenges" to "achieving human-centric goals" (Setiawan, 2022). However,
to realize this vision, a bridge is needed to connect the 'why' (the human-centric imperative of
Society 5.0) with the 'how' (the technological capabilities of HRIS). Currently, there is no
cohesive and actionable framework for the Indonesian banking sector to systematically align
their HRIS platforms with the principles of Society 5.0 to address the most pressing challenge:
identifying, developing, and retaining much-needed digital talent (Shanti et al., 2022). Without
this alignment, banks risk making substantial investments in technology without building
commensurate human capabilities, which will ultimately lead to transformation failure, a
widening talent gap (PwC, 2023) and an inability to compete effectively in this new era.

Research Purpose and Contribution

In response to this problem statement, this research aims to develop a comprehensive
conceptual framework, named "STAR-HRIS: Strategic Talent Alignment for a Resilient Human-
centric Information System." This framework is designed to provide structured and
implementable guidance for leaders and HR practitioners in the Indonesian banking sector to
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align their HRIS capabilities with the principles of Society 5.0.

The contribution of this research is threefold:
a. Theoretical:
It integrates three fields of study that are often discussed separately—HR information
systems, the social-technological philosophy of Society 5.0, and strategic talent
management—into a single, coherent conceptual model.
b. Practical:
It offers a concrete roadmap for the Indonesian banking sector to address the digital
talent gap, from maturity assessment to phased implementation.
c. Strategic:
It repositions the HR function not merely as a support role but as a primary driver of
human-centric digital transformation, in line with the vision of Society 5.0 and national
strategic goals.

B. METHOD
Research Design
This study employs a qualitative research design using a Systematic Literature Review
(SLR) approach. This methodology was chosen for its robustness in synthesizing existing
knowledge from diverse sources to construct a new conceptual model, a common practice in
management and information systems research (Nugroho, 2023; Wahyuni & Sari, 2021). The
SLR approach allows for a comprehensive, transparent, and replicable analysis of the current
state of knowledge on HRIS, Society 5.0, and digital talent management, thereby providing a
strong evidence base for the proposed framework.
Data Collection Process
The data collection process was conducted systematically to ensure a broad and
relevant scope of the existing literature. Data were collected from various secondary sources
to ensure a holistic and balanced perspective. These sources included:
Peer-Reviewed Academic Journals:
Articles accessed from international databases such as Google Scholar, Scopus,
ResearchGate, and Emerald Insight, which form the theoretical foundation of the research
(Nugroho, 2023; Otoritas Jasa Keuangan, 2021).
Industry Reports and White Papers:
Publications from leading consulting firms (e.g., Gartner, PwC, Deloitte, McKinsey, BCG)

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and global technology vendors (e.g., Microsoft, SAP, Oracle) that provide practical insights and
current trends (Gartner, n.d.; PwC, n.d.; Deloitte, 2025; PwC, 2023; Microsoft, 2016; Boston
Consulting Group, n.d.).
Government and Regulatory Publications:
Official documents, blueprints, and press releases from the Indonesian Financial
Services Authority (OJK) and the Monetary Authority of Singapore (MAS) to understand the
policy and regulatory context (Otoritas Jasa Keuangan, 2021; Otoritas Jasa Keuangan, 2021;
Otoritas Jasa Keuangan, 2021; Monetary Authority of Singapore, n.d.; Monetary Authority of
Singapore, 2022; Monetary Authority of Singapore, 2017).
Inclusion and Exclusion Criteria
To ensure the relevance and quality of the data, strict inclusion and exclusion criteria
were applied during the literature selection process.
Inclusion Criteria:
Articles and reports published between 2017 and 2025 were prioritized to capture the
latest developments in the rapidly changing digital landscape (Otoritas Jasa Keuangan, 2021;
World Scientific, 2024). The content had to have direct relevance to at least one of the core
research pillars: HRIS, Society 5.0, digital transformation in banking, or digital talent
management. Studies from other sectors were considered only if they offered a transferable
fundamental model (e.g., a general HR transformation roadmap).
Exclusion Criteria:
Sources that were purely promotional without substantive data, opinion articles without
an evidence base, and studies from irrelevant industries were eliminated. Outdated materials
or those no longer reflecting current technological practices were also excluded.
Data Analysis
Data analysis was conducted using a thematic analysis approach to systematically
identify, code, and categorize key patterns and themes within the collected literature
(Wahyuni & Sari, 2021). This process involved three main steps:
Deconstruction:
Breaking down the literature into smaller units of information, such as key concepts,
challenges, strategies, and success factors identified in each source.
Synthesis:
Grouping interrelated concepts to form the foundational pillars of the framework. For
example, all findings regarding the use of AI for recruitment, selection, and candidate

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identification were grouped under the theme "Intelligent Talent Acquisition."

Model Construction:
Arranging the synthesized themes into a coherent, layered conceptual framework (the
STAR-HRIS model), which illustrates the logical and hierarchical relationships between the
different components.

C. RESULT AND DISCUSSIONS

This section presents the synthesized findings from the systematic literature review.
These findings are organized into two main parts: first, an in-depth conceptual analysis of the
three pillars that form the basis of the research, and second, the presentation of the STAR-
HRIS framework, which is the final outcome of this synthesis.
Conceptual Analysis: Deconstructing the Pillars of Transformation
The Society 5.0 Imperative for Human Capital in the Banking Sector
The literature analysis reveals that Society 5.0 is not merely a technological evolution
but a philosophical revolution that places humanity at its center. This has profound
implications for how organizations, particularly in the banking sector, view and manage their
human resources.
From Automation to Humanization:
Society 5.0 marks a paradigm shift from the Industry 4.0 focus on automation and
production efficiency to a human-centric model, where advanced technology is utilized to
enhance human well-being and solve social problems (Setiawan, 2022). This concept aims to
dissolve the boundaries between the virtual and physical worlds for human benefit (Wahyuni
& Sari, 2021). For the banking sector, this implies a dual focus: not only creating a seamless
and hyper-personalized customer experience (Otoritas Jasa Keuangan, 2021; Winasis et al.,
2020) but also simultaneously building a supportive, engaging, and development-oriented
employee experience. The goal is to create value for all stakeholders, not just efficiency for the
organization.
Talent Competencies for the 5.0 Era:
The skills required in this era extend beyond mere technical abilities. While digital
literacy is a foundational competency, Society 5.0 emphasizes the importance of high-level
cognitive and socio-behavioral skills. These include critical thinking, creativity, complex
problem-solving, adaptability, and cross-functional collaboration (Universitas Tasikmalaya,
2024). Consequently, the role of HR transforms from a mere recruiter to a talent incubator.

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The primary responsibility of HR is to identify these crucial skill gaps and dynamically
implement lifelong learning, reskilling, and upskilling programs to ensure the workforce
remains relevant (SkyHive, 2023).
The Integrated Work Environment:
The blurring of lines between the physical and digital worlds demands a new approach
to work design (Wahyuni & Sari, 2021). Banking organizations must be able to support
flexible and remote work models, leverage collaborative technologies to maintain
productivity, and proactively manage employee well-being in a hyper-connected environment
(Yuniarti & Hidayat, 2020).
The Indonesian Banking Digital Transformation Landscape: Challenges and Policy
Directions
The Indonesian context presents a unique set of challenges and opportunities that shape
the specific needs for digital talent management.
Unique Indonesian Context:
The digital transformation journey of Indonesian banking has its own characteristics.
The process started relatively later compared to neighboring countries like Singapore and
Malaysia, partly due to archipelagic geography and uneven digital literacy rates (Winasis et
al., 2020; World Economic Forum, 2022). However, the growth potential is immense, driven
by a large population, high mobile penetration, and a significant unbanked and underbanked
population segment ready to be served by digital financial solutions (EOS, 2024; ISEAS, 2023).
Critical Challenges:
- Digital Talent Gap: This is the most significant obstacle facing the banking sector. A PwC
survey of banks in Southeast Asia identified major skill gaps in data analytics/data
science (67%), business analysis (48%), and enterprise architecture (37%) (PwC, 2023).
This talent shortage is a recurring theme across the region (ABeam Consulting, 2024;
Singapore Fintech Association & Accenture, 2022; Frontier Enterprise, 2024; ZDNet,
2023) and directly hampers the execution of designed digital strategies.
- Organizational Hurdles: Many banks in Indonesia still struggle with a legacy culture that
is hierarchical, bureaucratic, and resistant to change. This culture is in direct conflict
with the agile, experimental, and collaborative culture that is a prerequisite for digital
success (Shanti et al., 2022). Furthermore, a lack of strong digital leadership and visible
management commitment can cause transformation initiatives to.
OJK's Regulatory Framework:

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The "Blueprint for Digital Transformation in Banking" from the OJK is a crucial policy
document. It outlines five key elements for the transformation process: Data, Technology, Risk
Management, Collaboration, and Institutional Order (Otoritas Jasa Keuangan, 2021). Critically,
the OJK adopts a principle-based and technology-neutral regulatory approach. This approach
provides banks with the space to innovate and experiment with new technologies while
maintaining prudential aspects (Otoritas Jasa Keuangan, 2021). This creates an environment
that is both supportive and demanding for banks to transform seriously.
To provide sharper context, Table 2 presents a comparison of digital talent management
challenges and strategies in Indonesia and Singapore.
Table 2. Comparison of Digital Talent Management Challenges and Strategies in the Banking
Sectors of Indonesia and Singapore

Aspect Indonesia Singapore

Key Skill Gaps Significant gaps in data Similar gaps exist, especially in
analytics, data science, AI and cybersecurity, but are
business analysis, and proactively addressed through
enterprise architecture structured initiatives
(PwC, 2023). Uneven digital (Singapore Fintech Association
literacy across the & Accenture, 2022; Frontier
population (World Enterprise, 2024; ZDNet,
Economic Forum, 2022). 2023).

Role of OJK provides a "Blueprint" MAS acts as an active catalyst

Government/ as a strategic guide and by providing substantial
Regulator regulatory framework to funding (e.g.,
encourage transformation S400millionfortalent,S100
(Otoritas Jasa Keuangan, million for AI) and building an
2021). The role is more of a ecosystem through grants and
regulator and facilitator. strategic partnerships
(Monetary Authority of
Singapore, 2022; Allen &
Gledhill, 2024; Tech in Asia,
2022).

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Corporate Strategies are often Strategies are proactive and

Strategy reactive, focusing on globally oriented. Banks like
catching up. Faces internal DBS are recognized as world
challenges of legacy culture digital leaders, setting
and resistance to change. industry standards in
innovation and cultural
transformation (IMD, 2017)

Innovation The FinTech ecosystem is The ecosystem is highly

Ecosystem rapidly growing but still mature, integrated, and fully
fragmented. Collaboration supported by government,
between banks and industry, and academia.
FinTechs is beginning to Collaboration is the norm
grow (EOS, 2024; Otoritas (Monetary Authority of
Jasa Keuangan, 2021). Singapore, n.d.; ABeam
Consulting, 2024).

The Evolution and Strategic Capabilities of Modern HRIS

Modern HRIS has evolved far beyond its administrative functions, now serving as a
sophisticated and strategic technology platform.
Core Capabilities:
The foundation of an effective HRIS consists of three main pillars: a robust Database to
ensure data integrity and accuracy; intuitive and user-friendly Software to enhance the
employee experience; and strict adherence to Regulations to maintain data security and trust
(Nugroho, 2023). The ability to seamlessly integrate with other enterprise systems (such as
finance, CRM, and production systems) is crucial for providing the 360-degree view necessary
for strategic workforce planning (Lengnick-Hall & Moritz, 2003; Nugroho, 2023; Binus
University, 2017).
Artificial Intelligence (AI) as a Game-Changer:
The integration of AI and predictive analytics is the factor that truly elevates HRIS into a
strategic weapon.
Talent Acquisition & Management:
AI-powered tools can automate the screening of thousands of CVs, predict candidate
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success based on historical data, identify High-Potential Employees (HiPos), and forecast
future leadership gaps. Gartner reports highlight vendors like Cornerstone, SAP Success
Factors, and Workday that offer these advanced capabilities (Gartner, n.d.).
Employee Retention & Engagement:
Predictive models can analyze various data points—such as engagement survey results,
performance data, absenteeism rates, and even sentiment from internal communications—to
identify employees at risk of resigning. This allows HR teams to intervene proactively with
targeted retention strategies, transforming the HR function from a firefighter to a strategic
planner (Basnet, 2024.).
Development & Learning:
AI enables hyper-personalized learning. Learning Experience Platforms (LXPs) can
recommend the most relevant courses, articles, videos, and even mentors based on an
employee's role, performance gaps, and career aspirations (SkyHive, 2023; Pupuk Indonesia,
n.d.). On the other hand, immersive technologies like Virtual Reality (VR) and Augmented
Reality (AR) are beginning to be used for risk-free practical training, such as customer service
simulations or complex product introductions, which have been shown to result in higher
levels of engagement and confidence.
An analysis of this evolution reveals a deeper understanding: HRIS is no longer just a
system for managing people, but has become a platform that actively shapes the employee
experience and, consequently, the organizational culture. Every touchpoint in the HRIS
ecosystem—from a seamless onboarding process, a continuous performance feedback
system, to an empowering self-service portal—is an opportunity to reinforce the desired
digital, agile, and human-centric culture. If an HRIS feels rigid, bureaucratic, and impersonal, it
will inherently reinforce a traditional culture, regardless of what leaders say. Conversely, if
the HRIS is designed to be intuitive, personal, transparent, and empowering, it becomes an
active agent in building and maintaining a modern digital culture. Therefore, HRIS
implementation is not just a technical project; it is a fundamental culture-shaping initiative.
The STAR-HRIS Framework: Strategic Talent Alignment for a Resilient Human-centric
Information System
Based on the conceptual analysis above, this research proposes a new framework called
STAR-HRIS. This framework is designed as a holistic, integrated, and actionable model for the
Indonesian banking sector.
Philosophy and Purpose:

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The STAR-HRIS framework is built on three core principles: human-centric in its

philosophy, data-driven in its execution, and strategically adaptive to business needs. Its
purpose is to transform HRIS from a passive record-keeping system into a dynamic talent
ecosystem that actively cultivates the digital workforce required by the Indonesian banking
sector to succeed in the Society 5.0 era.
Framework Structure:
The framework is visualized as an interdependent, layered model, where each layer
builds upon the previous one.
LAYER 1: THE FOUNDATION - Governance & Digital Infrastructure
This layer is the non-negotiable foundation. Without a solid foundation, the strategic pillars
above it will collapse. Its components include:
■ HR Tech Stack: Selecting and implementing a modern, cloud-based HRIS/Human Capital
Management (HCM) suite (e.g., SAP SuccessFactors, Workday, Oracle HCM). This system
must be scalable, flexible, and, most importantly, have open Application Programming
Interfaces (APIs) that allow for easy integration with other systems (Ken Research,
2024; Binus University, 2017).
■ Integrated Data Governance: Establishing a "single source of truth" for all human-
related data. This involves rigorous processes for data migration from legacy systems,
data cleaning, and continuous validation to ensure accuracy and integrity, which is an
absolute prerequisite for trustworthy analytics (Nugroho, 2023).
■ Compliance & Digital Ethics: Embedding compliance with OJK regulations (Otoritas Jasa
Keuangan, 2021; Makur et al., 2023) and international data privacy standards (like
GDPR) into the system architecture. This also includes establishing a clear governance
framework for the ethical use of AI, ensuring fairness, transparency, and accountability
in every algorithm used (Forbes Human Resources Council, 2024).
LAYER 2: THE PILLARS - Dimensions of Intelligent Talent Management
These are the core talent management functions, redesigned through the lens of AI and the
imperatives of Society 5.0.
Pillar 1: Intelligent Talent Acquisition:
■ Using AI not only to automate CV screening and sorting (Binus University, 2025) but,
more importantly, using predictive analytics to assess cultural fit, learning potential, and
agility—key Society 5.0 traits that are traditionally difficult to measure.
■ Implementing systems to actively monitor and mitigate algorithmic bias to ensure

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diverse and inclusive hiring outcomes, which is the core of fairness (TMI, n.d.; Senior
Executive, n.d.).
Pillar 2: Adaptive Talent Development:
■ Transitioning from traditional Learning Management Systems (LMS) to Learning
Experience Platforms (LXP) that provide a hyper-personalized, consumer-grade
learning experience (Pupuk Indonesia, n.d).
■ Using AI to identify individual and organizational skill gaps in real-time and recommend
customized learning paths to close those gaps (SkyHive, 2023).
■ Integrating immersive learning technologies like VR/AR for high-impact training in
scenarios such as difficult customer interaction simulations or complex compliance
training (Ignite HCM, n.d).
Pillar 3: Dynamic Engagement & Retention:
■ Applying predictive analytics to identify flight risk based on patterns in performance
data, engagement surveys, and system usage data, enabling proactive intervention
before top talent leaves (Basnet, 2024)
■ Shifting from rigid annual appraisals to a continuous performance management system
that facilitates real-time feedback and coaching via the platform (MIT Sloan
Management Review, 2021).
■ Using HRIS to map and facilitate internal mobility, creating transparent career paths
that show employees there is a future for them within the organization, which is a
powerful retention driver (Workday, 2024).
LAYER 3: THE ENABLERS - Drivers of Organizational Transformation
These are the crucial human and organizational elements that activate and bring the
technology framework to life. Without this layer, even the best technology will fail to be
adopted.
■ Digital Leadership: Requires active and visible sponsorship from the C-suite. Leaders
must not only fund the transformation but also model digital behaviors, use data for
decision-making, and have a mindset open to change (Shanti et al., 2022).
■ Agile & Innovative Organizational Culture: A culture that encourages experimentation,
provides psychological safety for taking calculated risks, and promotes continuous
learning is essential for users to adopt new systems and for digital talent to thrive
(Shanti et al., 2022; PwC, 2022). The HRIS design itself must reflect and encourage this
culture.

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■ Strategic Change Management: A structured Organizational Change Management (OCM)

plan is vital. This includes a comprehensive and transparent communication plan,
stakeholder involvement from the outset, and robust training programs to address
resistance and ensure maximum user adoption.
Discussion
This section interprets the proposed STAR-HRIS framework, discusses its managerial
and ethical implications, and outlines the limitations of the research and directions for future
inquiry. The framework serves not only as a theoretical model but also as a practical guide for
navigating the complexities of HR transformation in the digital age.
Interpretation and Managerial Implications
The STAR-HRIS framework offers a solution to one of the main paradoxes of digital
transformation: the necessity to adopt disruptive technologies (like AI and automation) while
simultaneously becoming more human-centric. The model demonstrates how technology can
be used not to replace humans, but to enhance human capabilities, insights, and experiences,
which aligns directly with the core principles of Society 5.0 (Setiawan, 2022). Thus, an
investment in advanced HRIS becomes an investment in human empowerment, not just
process efficiency.
Implications for Banking Executives:
○ Investment Paradigm Shift: C-suite leaders must view HR technology investment as a
core component of business strategy, not as an isolated cost center in the IT or HR
department. The Return on Investment (ROI) is no longer measured solely by cost
savings or efficiency, but by strategic metrics such as increased retention of key talent,
innovation capacity, and long-term organizational resilience (Deloitte, 2025; People
Managing People, 2023).
○ Culture Ownership: Cultural transformation, which is the core of the "Enablers" layer,
must be owned and led directly by the executive team. Technology will fail if not
supported by the right leadership and a culture conducive to change (PwC, 2022).
Implications for HR Leaders:
○ Role Evolution: The Chief Human Resources Officer (CHRO) and their team must evolve
into strategic talent architects, data analysts, and change leaders (Yuniarti & Hidayat,
2020). They need to build their own digital and data literacy to effectively lead this
transformation. This means recruiting or training HR professionals with expertise in
analytics, technology product management, and employee experience design.

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○ Focus on Experience: The HR team becomes the primary designer of the digital
employee experience. Every interaction with the HRIS ecosystem—from a job
application to a leave request—must be designed to be seamless, empowering, and
reinforcing of the desired culture (PwC, 2022; People Managing People, 2023).
Maturity-Based Implementation Roadmap:
The implementation of the STAR-HRIS framework cannot be done all at once. A realistic
approach is through a phased implementation tailored to the organization's current digital
maturity level. Organizations are advised to first conduct a digital HR maturity assessment
(Moss Adams, 2025) to understand their position, then follow this roadmap:
 Stage 1: Foundational: Focus on implementing Layer 1 (The Foundation). The priority is
to clean data, establish strong governance, automate core administrative processes, and
launch self-service portals. The goal at this stage is to achieve operational efficiency and
build a trustworthy data source.
 Stage 2: Strategic: Begin implementing Layer 2 (The Pillars). Adopt advanced talent
modules (recruiting, performance, learning) and introduce analytical dashboards for
managers. The goal is to start using data for better, more strategic decision-making.
 Stage 3: Predictive & Adaptive: Fully leverage AI and predictive analytics capabilities for
retention, succession planning, and personalized development. Deeper integration with
other business systems becomes key (People Managing People, 2023). The goal is to
transform the HR function into a proactive and agile one.
 Stage 4: Transformative: The framework is fully embedded in the organization's DNA. HR
functions as a true strategic partner, using the talent ecosystem to drive innovation and
business strategy. HR data is combined with business data (e.g., financial data, customer
data) to generate holistic insights. The goal is to achieve sustainable competitive
advantage through human capital.
Ethical Considerations and Risk Mitigation
The application of advanced technology, especially AI, in human management carries
significant ethical responsibilities. The STAR-HRIS framework inherently demands careful
attention to these aspects.
Human-Centric Principle as a Safeguard:
The human-centric philosophy of Society 5.0 must serve as the primary filter for all AI
applications within this framework (Setiawan, 2022). The key question that must always be
asked is: "Does this technology empower our employees and make their work more

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meaningful, or does it merely serve to monitor and control?". Technology should be used to
augment, not replace, human judgment and interaction.
Addressing Algorithmic Bias:
One of the greatest risks of AI is its ability to perpetuate or even amplify existing biases
in historical data, whether related to gender, age, race, or educational background (Forbes
Human Resources Council, 2024).
Mitigation:
Banks must demand transparency from technology vendors regarding how their
algorithms work. Additionally, conducting regular third-party audits to detect bias is a
necessity (Senior Executive, n.d.). Most importantly, there must always be human oversight in
all critical decisions such as hiring, promotions, and terminations, allowing humans to reject
or override flawed or unfair AI recommendations (Forbes Human Resources Council, 2024).
Protecting Privacy and Employee Trust:
The use of predictive analytics requires access to sensitive employee data. Without trust,
employees will refuse to participate, and system adoption will fail.
Mitigation:
Organizations must practice radical transparency. Employees must be clearly informed
about what data is collected, for what purpose, and how it is used and protected (TMI, n.d.;
Engagedly, n.d.; Applaud, n.d.). Explicit consent must be obtained, data should be anonymized
where possible, and robust cybersecurity protocols must be built to prevent data breaches
(Forbes Human Resources Council, 2024; CakeResume, n.d.).
Accountability and Human Involvement:
AI should be positioned as a "co-pilot" for HR professionals and managers, not as an
"autopilot."
Mitigation:
This framework emphasizes human accountability. The final, high-impact decisions on
an individual's career must remain in human hands, which can apply context, empathy, and
judgment—qualities that are currently beyond AI's reach (Forbes Human Resources Council,
2024). This ensures that processes remain fair, humane, and accountable.
To ground this framework in operational practice, Table 3 presents example Key
Performance Indicators (KPIs) that can be used to measure the success of its implementation
in each component.
Table 3. Key Performance Indicators (KPIs) to Measure the Success of STAR-HRIS Framework

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Implementation

Framework Component Key Performance Indicators (KPIs)

Intelligent Talent Acquisition • Quality of Hire

• Time-to-Productivity
• Digital Talent Acquisition Cost
• Diversity in Tech Hires (AIHR, n.d.; Workday,
2024; Medium, 2024)

Adaptive Talent • Skills Gap Reduction %

Development • Internal Promotion Rate
• Training Effectiveness Index
• Digital Tool Adoption Rate (AIHR, n.d.;
Workday, 2024; Pendo, n.d.; Beqom, n.d.)

Dynamic Engagement & • Regrettable Turnover Rate (for digital roles)

Retention • Employee Net Promoter Score (eNPS)
• Internal Mobility Rate
• Manager Effectiveness Score (HiBob, n.d.;
Medium, 2024; 15Five, n.d.)

Foundation (Governance & • Employee Self-Service (ESS) Adoption Rate

Infrastructure) • HR Process Efficiency (e.g., time saved, TAT
reduction)
• Data Accuracy Percentage
• Number of Compliance Violations (HR-ONe,
n.d.; Pendo, n.d.; AIHR, n.d.)

Limitations and Future Research Directions

It is important to acknowledge the limitations of this study and to identify opportunities
for future research.
Limitations:
This study presents a conceptual framework developed from a literature review. Its
practical effectiveness has not been empirically tested in the field. The implementation of this

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framework will undoubtedly vary depending on the size of the bank, available resources, and
existing digital maturity level. Its primary focus is on the Indonesian context; although its
general principles are transferable, specific cultural and regulatory nuances may limit direct
application in other countries without careful adaptation.
Future Research Directions:
Validation Case Studies:
Conduct in-depth longitudinal case studies at Indonesian banks (e.g., state-owned banks
like Mandiri and BSI; private banks like BCA; or digital banks like Jago) that are undergoing
digital HR transformation. Such research would test the validity and practicality of the STAR-
HRIS framework components in a real-world context.
Quantitative Impact Analysis:
Design quantitative studies to measure the impact of implementing specific framework
pillars on the KPIs identified in Table 3. For example, does the adoption of AI-based retention
tools correlate with a statistically significant decrease in the turnover rate of digital talent?
Exploration of New Technologies:
Investigate the feasibility, ROI, and ethical implications of integrating newer
technologies such as blockchain for secure and portable employee credentials, or the
metaverse for highly immersive collaborative training and onboarding in the Indonesian
banking context.
Role of Regulators as Accelerators:
Examine how the role of OJK and Bank Indonesia could evolve from mere regulators to
accelerators of the digital talent ecosystem. This could include research on potential co-
investment models or partnerships with industry and academia, similar to the proactive
model run by MAS in Singapore.

D. CONCLUSION
The accelerated digital transformation in the Indonesian banking sector, occurring
within the evolving paradigm of Society 5.0, presents both formidable challenges and unique
opportunities. To successfully navigate this era, more than just technology adoption is
required; a fundamental rethinking of how organizations manage their most crucial asset—
people—is needed. This research argues that traditional, administration-focused HRIS is no
longer adequate for this task.

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By synthesizing insights from digital transformation, human-centric technology

philosophy, and strategic human resource management, this study has proposed the STAR-
HRIS framework. This framework provides a strategic and human-centric model for aligning
HRIS capabilities with the imperatives of Society 5.0. By building on a strong foundation of
data governance and ethics, implementing pillars of AI-powered intelligent talent
management, and fostering a supportive culture through digital leadership, banks in
Indonesia can transform their HR function.
They can shift from a reactive support role to a proactive strategic driver in creating a
resilient, adaptive, and innovative digital workforce. Ultimately, this alignment is not just
about efficiency or technology, but about building a sustainable competitive advantage and
securing the relevance of the national banking sector in a human-centric financial future.

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