HUMAN CAPITAL DEVELOPMENT THROUGH COMPETENCE AND POTENTIAL MODELING: A STRATEGIC APPROACH

the rapid development of industries in the era of globalization and digital as a strategic asset in achieving organizational competitiveness. This study aims to develop a measurement model for potential and competency among supervisors at PT Garam to support targeted human capital development. Using a qualitative case study approach, data were collected through Focus Group Discussions (FGD), psychometric tests, managerial simulations, and interviews, with 79 supervisors (BOD-3) as the subjects. The study established two measurement weightings: an initial 50% potential and 50% competency distribution, later refined to 30% potential and 70% competency using the Delphi method to better align with organizational needs. Analysis using Z Graph mapped employees into four quadrants based on their potential and competency levels. The results revealed that 2.6% of employees were classified as high potential and high competency (Quadrant I), while 40.26% were below the standard and required significant development (Quadrants III and IV). Key findings identified areas for improvement: analytical thinking, systematic work, motivation, and interpersonal communication. The Training Need Analysis (TNA) highlighted critical gaps and informed the design of customized training programs. The study emphasizes the value of integrating qualitative and quantitative approaches for human capital assessment and proposes applying Z Graph to visualize competency gaps, facilitating strategic decision-making. This research contributes to both theory and practice by offering an adaptive measurement model and strategic recommendations for continuous human capital development. Future research could explore the scalability of this model across different organizational contexts and industries.