Rusdiana, Rina (2025) Analisis Turnover pada Skema Kerja Remote dan Strategi Efisiensi Biaya di PT Kulit Batu Indonesia. Masters thesis, Institut Sepuluh Nopember.
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Abstract
Penerapan sistem kerja remote secara luas telah memunculkan tantangan baru dalam pengelolaan sumber daya manusia, khususnya meningkatnya angka turnover karyawan. PT Kulit Batu Indonesia mencatat turnover sebesar 21% pada tahun 2024, kondisi ini berpotensi mengganggu efisiensi biaya operasional dan produktivitas perusahaan. Penelitian ini bertujuan untuk mengidentifikasi faktor utama penyebab turnover dalam skema kerja remote dan mengevaluasi dampaknya terhadap efisiensi biaya operasional serta produktivitas karyawan. Penelitian menggunakan pendekatan kualitatif eksploratif dengan metode studi kasus tunggal. Data dikumpulkan melalui wawancara mendalam, observasi langsung, serta analisis dokumen internal. Hasil penelitian menunjukkan bahwa penyebab utama tingginya turnover meliputi ketidakjelasan batas waktu kerja, hambatan komunikasi internal, dan isolasi sosial yang dirasakan karyawan. Secara operasional, skema kerja remote mampu mengurangi biaya tetap namun juga menimbulkan biaya tambahan terkait rekrutmen dan pelatihan karyawan baru. Produktivitas karyawan cenderung stabil atau meningkat pada posisi yang memerlukan kemandirian kerja tinggi. Strategi manajerial yang direkomendasikan adalah peningkatan komunikasi digital yang terintegrasi, pengaturan fleksibilitas jam kerja yang jelas, pelaksanaan onboarding terstruktur, pelatihan berkala, serta aktivitas sosial secara virtual untuk memperkuat loyalitas karyawan.
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The widespread adoption of remote working systems has introduced new challenges in human resource management, notably an increased employee turnover rate. PT Kulit Batu Indonesia reported a turnover rate of 21% in 2024, potentially disrupting operational cost efficiency and employee productivity. This study aims to identify primary turnover factors within remote working schemes and evaluate their impacts on operational cost efficiency and productivity. An exploratory qualitative approach utilizing a single case study was conducted. Data were collected through in-depth interviews, direct observations, and internal document analysis. Findings revealed unclear working hour boundaries, internal communication barriers, and employee social isolation as primary turnover drivers. Operationally, remote working schemes successfully reduced fixed expenses yet generated additional costs related to recruitment and employee retraining. Employee productivity remained stable or improved significantly in roles requiring high autonomy. Recommended managerial strategies include enhancing integrated digital communication, clearly defining flexible working hours, structured onboarding programs, regular training sessions, and virtual social activities to reinforce employee loyalty.
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