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The Contribution of Professional Competence A (Jullyanto Eka Prasetia & Budhi Cahyon.
The Contribution of Professional Competence and Technical Training in Improving PerformanceHuman Resources of Jasa Raharja Jullyanto Eka Prasetia.
& Budhi Cahyono.
Faculty of Economic.
Universitas Islam Sultan Agung (UNISSULA) Semarang.
Indonesia.
Email: jullyantoeka@yahoo.
Faculty of Economic.
Universitas Islam Sultan Agung (UNISSULA) Semarang.
Indonesia.
Email: Budhi@unissula.
Abstract.
This study aims to examine the influence of technical training and professional competence on human resource (HR) performance.
The population in this study consisted of all HR personnel at the Jasa Raharja Office.
Central Java Regional Office, totaling 160 individuals.
The sampling technique used was a census, meaning the entire population served as respondents.
Data were collected using personal questionnaires with a Likert scale ranging from 1 to 5, from Strongly Disagree to Strongly Agree.
Data analysis was conducted using the Partial Least Square (PLS) method.
The results indicate that improving HR performance can be achieved by strengthening professional competence developed through effective technical training.
Specifically, technical training was proven to have a positive and significant effect on enhancing professional competence, as well as a positive and significant impact on HR performance.
Additionally, professional competence was found to have a positive and significant influence on HR performance.
These findings highlight the importance of high-quality and relevant technical training to enhance employees' competence and overall performance.
Keywords: Competence.
Professional.
Training.
Introduction The global insurance industry has undergone significant transformation along with technological advances, regulatory changes, and growing public awareness of the importance of financial protection.
In many developed countries, the insurance industry has adopted various digital innovations and more complex risk management strategies to increase competitiveness and service effectiveness.
However, in Indonesia, the insurance industry still faces challenges related to public financial literacy, relatively low insurance penetration, and a competency gap in the workforce involved in insurance services.
As part of the insurance industry in Indonesia.
Jasa Raharja plays a strategic role in providing social protection for people affected by traffic accidents.
As a company that carries out social insurance functions.
Jasa Raharja is faced with the demand to continuously improve the quality of its services, considering the importance of accuracy and speed in processing claims Vol.
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The Contribution of Professional Competence A (Jullyanto Eka Prasetia & Budhi Cahyon.
for accident victims.
To achieve this goal, the availability of competent and professional Human Resources (HR) is a key factor in ensuring operational effectiveness and public satisfaction as beneficiaries of social insurance.
Human resources are a crucial component of an institution's operations.
Human resources must be managed effectively to ensure work is completed on time and according to plan, as they are crucial to organizational performance and the achievement of its goals.
Therefore, achieving organizational goals requires high-performing employees who can enhance the company's competitive advantage (Riyanto et al.
, 2.
Human resource issues remain a key focus for organizations striving to survive in the era of As a key factor, human resources determine the success of organizational Human resources are also crucial for achieving company success and goals, as well as improving organizational performance (Saluy et al.
, 2.
Furthermore, human resources are a strategic factor in employee productivity (Saluy et al.
, 2.
One aspect faced by an organization is how to ensure employees work efficiently and increase productivity (Ricardianto et al.
, 2.
The process of carrying out work that can be done by employees according to the standards set by the company is a measure of employees who have good performance.
When employees are unable to carry out the tasks or obligations that have been given according to what is requested by the company's leadership, it can be said that the employee has poor performance (Artys.
Pedraja-Chaparro and Salinas-Jimynez, 2.
Performance is the work results achieved by employees in fulfilling the tasks and responsibilities given by the company according to their abilities.
Good employee performance can be demonstrated by how employees complete work with good quality, time, and targeted quantity.
One factor that influences employee performance is training.
Training is an activity to enhance employees' abilities and improve their performance in carrying out their duties by improving specific skills, knowledge, abilities, attitudes, and behaviors related to the job (Ozkeser, 2.
Technical training for Jasa Raharja's human resources covers various aspects, from claims management and risk analysis to the application of digital technology in insurance, to improving communication skills with stakeholders.
Appropriate and ongoing training can improve work efficiency, reduce the risk of errors in the service process, and increase public trust in the company's services.
(Salman et al.
, 2020.
Competence is an ability to carry out or perform a job or task based on skills and knowledge and supported by the work attitude required by the job (Foss et.
al, 2.
Competence as a person's ability to produce at a satisfactory level in the workplace, also shows the characteristics of knowledge and skills possessed or needed by each individual that enable them to carry out their tasks and responsibilities effectively and improve professional quality standards in work (Bouwman et.
al, 2.
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The Contribution of Professional Competence A (Jullyanto Eka Prasetia & Budhi Cahyon.
Research Methods The type of research used in this study is explanatory research, which aims to determine the relationship between two or more variables (Sugiyono, 2.
This research aims to explain and test hypotheses with the aim of confirming or strengthening the hypotheses, which in turn can strengthen the theory used as a basis.
In this case, the study examines the effect of technical training and professional competency on HR performance.
Results and Discussion This study involved 160 human resources at the Jasa Raharja Semarang Regional Office.
The characteristics of the respondents are presented using statistical data obtained through questionnaire distribution.
During the fieldwork, all respondents willingly completed the questionnaires, resulting in 160 completed questionnaires that were used in the data analysis.
The description of the respondents in this study can be explained in four characteristics, namely based on gender, age, last education and length of service, which are explained .
Gender Based on the questionnaire data from 160 respondents in this study, their characteristics can be described based on gender factors as follows:
Respondent Characteristics Data Table by Gender Gender Frequency Man Woman Total Source: Data processing results, 2025.
Percentage The table above shows that there were 106 male respondents .
3%) and 54 female respondents .
8%).
The majority of respondents in this study were male.
This reflects the employee composition structure in the Semarang Regional Jasa Raharja Office, which is generally still dominated by men due to the type of work that requires high mobility, such as socialization, vehicle raids, door-to-door vehicle tax collection, accident and heir surveys.
Age Based on the questionnaire data from 160 respondents in this study, their characteristics can be described based on age level factors as follows:
Respondent Characteristics Data Table by Age Age Frequency 21 - 30 years old 31 - 40 years old 41 - 50 years old 51 - 60 years Percentage Vol.
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The Contribution of Professional Competence A (Jullyanto Eka Prasetia & Budhi Cahyon.
Total Source: Data processing results, 2025.
From the data presented in Table above, it can be seen that the largest number of respondents were aged 31-40, totaling 70 employees .
8%).
This age group represents a productive phase in the workforce, where employees possess mature experience, optimal thinking skills, and high levels of motivation.
The fewest respondents were aged 51-60, totaling 12 employees .
5%).
Last education Based on the questionnaire data from 160 respondents in this study, their characteristics can be described based on the most recent educational factor as follows:
Data Table of Respondent Characteristics According to Last Education Education Frequency Total Source: Results of data processing, 2025.
Percentage Based on the table above, it can be seen that the majority of respondents, 130 employees .
3%), had a bachelor's degree (S.
, and 30 employees .
8%) had a master's degree (S.
This finding indicates that the majority of respondents had a bachelor's degree (S.
This indicates that employees at Jasa Raharja generally have higher educational backgrounds, which aligns with the professional demands and complexity of work in the public service and social insurance sectors.
Length of work Based on the questionnaire data of 160 respondents of this study, their characteristics can be described based on the length of service factor as follows.
The table shows that most respondents have a service period of between 6-10 years, as many as 62 respondents .
8%).
Respondents with a service period of <= 5 years were 32 respondents .
0%), a service period of 11-15 years were 36 respondents .
5%), a service period of 16-20 years were 22 respondents .
8%), and there were 8 respondents .
0%) who had worked for more than 20 years.
Based on the data, most respondents had a service period of between 6-10 years.
Data Table of Respondent Characteristics According to Length of Service Years of service Frequency <= 5 years 6 - 10 years 11 - 15 years 16 - 20 years > 20 years Total Source: Primary Data Processing Results, 2025.
Percentage Vol.
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This shows that respondents have had sufficient work experience, understand the organization's business processes, and have gone through several phases of career Measurement model testing .
uter mode.
shows how the manifest or observed variables represent the latent variables to be measured.
Measurement model evaluation is conducted to test the model's validity and reliability.
The validity criteria are measured by convergent and discriminant validity, while the construct reliability criteria are measured by composite reliability.
Average Variance Extracted (AVE), and Cronbach alpha.
Convergent validityThe measurement model with reflective indicators is assessed based on the correlation between item scores and component scores calculated using PLS.
The measure of individual reflexivity is declared high if the loading factor value is more than 0.
with the measured construct for confirmatory research and the loading factor value between 6 - 0.
7 for exploratory research is still acceptable and the Average Variance Extracted (AVE) value must be greater than 0.
Reliability tests are conducted to prove accuracy, consistency and precision.
measuring constructs.
In Structural Equation Modeling-Partial Least Squares (SEM-PLS), reliability and construct validity criteria are used to ensure that the measurement model is accurate and reliable.
Here's a brief explanation of Cronbach's Alpha.
Composite Reliability (CR), and Average Variance Extracted (AVE):
Cronbach alpha.
This criterion is used to measure the internal consistency of items in a construct, indicating the extent to which the items measure the same concept.
A Cronbach's alpha score criterion of more than 0.
70 means that the reliability of the construct is high.
constructs studied are classified as good(Ghozali, 2.
Composite Reliability.
Measuring the internal reliability of a construct by considering the indicator weights .
in the PLS model.
A construct's indicators provide good results if they are able to provide a composite reliability value of more than 0.
Average Variance Extracted(AVE).
An AVE criterion above 0.
5 indicates that the indicators that form the research variables are said to be reliable, so they can be used in further analysis in the research.
The Cronbach's alpha, composite reliability and AVE values for each construct of this study are presented in full in the table below:
Hypothesis testing that has been carried out is as follows:
H1: Technical training has a positive effect on professional competence.
The first hypothesis test was carried out by looking at the estimated coefficient value .
riginal sampl.
of the influence of Technical Training onProfessional Competence namely 0.
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The Contribution of Professional Competence A (Jullyanto Eka Prasetia & Budhi Cahyon.
These results provide evidence that Technical Training has a positive influence onProfessional Competence.
This is supported by the test results obtained, the t-count .
is greater than the t-table .
with p .
less than 0.
Thus, the test conclusion can be drawn that Technical Training has a positive and significant effect onProfessional Competence.
This result means that the better the Technical Training, the better theProfessional Competencewill tend to increase.
Based on this, the first hypothesis proposed in this study, namely "Technical Training has a positive effect on professional competence," can be accepted.
H2: Technical training has a positive effect on HR performance.
The second hypothesis test was conducted by looking at the estimated coefficient value .
riginal sampl.
of the influence of Technical Training onHR Performance namely 0.
These results provide evidence that Technical Training has a positive influence onHR Performance.
This is supported by the test results obtained by the t-count value .
is more than the t-table .
with p .
less than 0.
Thus, the test conclusion can be drawn that Technical Training has a positive and significant effect onHR Performance.
This result means that the better the Technical Training, the betterHR Performancewill tend to Based on this, the second hypothesis proposed in this study, namely "Technical training has a positive effect on HR performance," can be accepted.
H3: Professional competence has a positive effect on HR performance.
The third hypothesis test was conducted by looking at the estimated coefficient value .
riginal sampl.
of the influence of Professional Competence onHR Performance namely 0.
These results provide evidence that Professional Competence has a positive influence onHR Performance.
This is supported by the test results obtained by the t-count value .
is more than t-table .
with p .
less than 0.
Thus, the test conclusion can be drawn that Professional Competence has a positive and significant effect onHR Performance.
This result means that the better the Professional Competence, the betterHR Performance will tend to increase.
Based on this, the third hypothesis proposed in this study, namely "Professional competence has a positive effect on HR performance," can be accepted.
This study proves that Technical Training has a positive and significant influence onProfessional Competence.
This result means that the better the Technical Training, the better theProfessional Competencewill tend to increase further.
These results are supported by research which states that the higher the success of implementing job training programs for employees, the higher the increase in employee competence.
(Salman et al.
, 2020.
Technical Training in this study is a reflection of five indicators, namely the indicatorsTechnical Training Needs.
Type of Technical Training.
Time of Technical Training.
Quantity of Technical Training, and Skills Improvement.
These five indicators have been proven to improveProfessional Competencewhich is indicated by six indicators, namely Knowledge.
Analytical thinking.
Problem solving.
Communication skills.
Integrity.
Professional ethics, and Ability to work under pressure.
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The results of the measurement analysis of the Technical Training variable show that the indicator with the highest outer loading value is the Type of Technical Training, indicating that the variety and diversity of training types received are highly representative of the overall technical training construct.
Meanwhile, in the Professional Competence variable, the indicator with the highest outer loading value is Analytical Thinking, reflecting the importance of analytical thinking skills as a key aspect in describing one's professional competence.
These findings suggest that the more diverse and appropriate the type of technical training provided, the greater its contribution to improving an individual's analytical thinking skills.
This means that targeted and varied technical training can stimulate more logical, systematic, and critical thinking in solving problems in the workplace.
This suggests that the development of professional competence depends not only on work experience but is also significantly influenced by the quality and variety of technical training received.
Based on the measurement results, the indicator with the lowest outer loading value for the Technical Training variable is Technical Training Needs, indicating that this aspect does not fully reflect the variable's optimal construction.
Meanwhile, for the Professional Competence variable, the indicator with the lowest outer loading value is the Ability to Work Under Pressure.
Despite its low loading value, further analysis shows that an individual's ability to remain productive and professional in stressful situations has a positive relationship with increased independence.
This means that the greater a person's ability to cope with work pressure, the greater their level of independence in carrying out tasks and responsibilities without relying on external This reflects that individuals who are able to manage stress well tend to have greater initiative, responsibility, and self-confidence in completing work independently.
Therefore, although this indicator has a low contribution to the overall Professional Competence variable, its existence remains important in the context of developing work The Influence of Technical Training on HR Performance This study proves that technical training has a positive and significant impact on human resource performance.
This result means that the better the technical training, the more likely it is that human resource performance will improve.
This study confirms previous research findings that stated that technical training has a significant impact on improving human resource performance (Salman et al.
, 2.
Technical Training in this study is a reflection of five indicators, namely the indicatorsTechnical Training Needs.
Types of Technical Training.
Time of Technical Training.
Quantity of Technical Training, and Skills Improvement are proven to increase HR Performancewhich is indicated by six indicators, namely the indicatorsQuality.
Quantity.
Timeliness.
Cost Effectiveness.
Independence .
eed for supervisio.
and work commitment .
nterpersonal impac.
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The analysis of the Technical Training variable shows that the indicator with the lowest outer loading value is the aspect related to Technical Training Needs.
Meanwhile, in the Human Resource Performance variable, the indicator with the lowest outer loading value is Independence, which describes the level of need for supervision.
This finding indicates a positive relationship between Technical Training Needs and the level of Independence.
other words, the greater an individual's need for technical training, the greater the tendency to demonstrate independence in work.
This can be interpreted as meaning that targeted technical training can be a driving factor in improving employees' ability to work independently, without relying on direction or intensive supervision from superiors.
Conclusion The effectiveness of technical training, which encompasses aspects of training needs, relevant training types, appropriate timing, training frequency, and a focus on skills improvement, contributes significantly to improving the professional competence of human resources (HR).
When technical training is implemented optimally, it can strengthen various important aspects of individual performance, such as knowledge mastery, analytical thinking skills, problem-solving, communication skills, integrity, professional ethics, and resilience in dealing with work pressure.
Therefore, it can be concluded that HR participation in structured and ongoing technical training programs is an effective strategy in developing their professional References