Banking Industry

Banking industry plays a very important role and contribution in the economy and growth of a country. A highly regulated industry that is closely monitored by the Regulator and the Government itself, a Bank should be a financial institution that serves their customers and stakeholders with high integrity, trust, and the spirit of empowerment.

As the financial institution industry grows, nowadays there are many startup companies that offer similar financial products and services with the Bank. In Indonesia, there are over 2,3 thousand startup companies.

Some of the largest Indonesian startup companies in terms of funding can be seen in the figure below.

Figure 1: Biggest Startup Company in Indonesia (Source: Statista.com) [10]

From the famous GotoGroup with their e wallet product - Gopay, that offers their customer with ease in doing financial transactions and beyond, to Xendit, a simple integrated payment gateway that helps their customers in doing business with the support of digital platforms that offer speed and responsive services.

As they also provide financial services and solutions, in order to achieve the goals, startup companies will need a talent with close capability and skill acquired by the Bank.

Startup companies are built based on the innovation, passion, spirit of agility, and imagination of the founder to simplify the way of life in Indonesia, especially for the young generation that always want to have the simple and practical solution for their problems, making this company its own magnet for the younger generation.

In terms of talent war, the Banking Industry not only has to compete with other banks, but also with this startup company that often offers the candidate with not only higher compensation and benefit, but also flexibility in the workplace, that somehow employees in the Banking industry are still struggling for. However, when a startup company offers flexibility, the Banking industry offers stability in terms of career and the organization sustainability as their competitive advantage. In the year of 2000, the concept of employee onboarding became popular within HR practitioners as one of the solutions for the talent war. Research conducted by a committed joiner of Auditor [1], there are 48% who are still open to other offers from another company, and a total 42% believe they can find better jobs even after they accept the offers.

Employee Onboarding

Employee onboarding is a process to introduce new hires to team and organizational practices, processes, policies, and values to support the adjustment and positive early experiences of new hires [2]. A survey of 800 enterprises in the USA reports that 90 percent of new employees make their decision whether to stay with the organization within the first six months [3]

In this period, a new employee learns about their new assignment, getting to know their new coworker, they also learn about the expectation from their leaders. In the first three months, the role of Direct Manager and Human Resources is very important to support the newcomers to adapt with the company as well as the working environment.

Employee Onboarding is a set of programs or activities designed by an organization for the new hire employee as part of the socialization process. Designed Onboarding programs should help the new hire employee to adapt with the new organization and boost new hire productivity and contribute to the strategy and achieve the organization’s goal.

Ineffective onboarding programs are one of the primary causes of premature voluntary and involuntary employee turnover [4]. This early departure of new hire will reduce productivity in an organization [5]. This also led to cost inefficiency in the organization for recruitment and training that already invested in new employees [6].

In pursuit of designing a strategic onboarding program, Human Resources should work closely with the organization leaders and other related parties to ensure the new hire employee has a good experience to boost their productivity. Creating a good employee experience, through a decent Onboarding program is not only the responsibility of Human Resources. The whole organization should be involved for the success of this program. 

Bank Pelopor

Bank Pelopor was first established in West Java in 1958. Initially their business is limited to serving the retired military officer to manage their pension fund, in regard with saving and lending activity. In 1960, Bank Pelopor became one of the Commercial Banks in Indonesia that started serving regular and commercial customers. In the year of 2008 Bank Pelopor listed in Indonesia Stock Exchange with total asset of 13,7 Trillion Rupiah and within a year, this Bank try to penetrate the micro and small segment customers Business with opened 539 new branches serves the UMK (Usaha Mikro dan Kecil) all around Indonesia and increase their credit portfolio into Rp 2,3 Trillion Rupiah. Only a year after that, Bank Pelopor became one of the top 10 largest banks in Indonesia in terms of market capitalization, branches offices, and the total number of employees.

After their success in the micro and small segment business, as part of their corporate social responsibility program, Bank Pelopor launched a new program called “ENERGY” with their focus is to help society to increase their living standard. In the same year, Bank Pelopor also started to enter the Funding Business Segment and up until now, “ENERGY” still became the integral part of business activity of Bank Pelopor. In 2012, Bank Pelopor launched the “Sharia Business” named “Bank Pelopor Syariah” with rapid growing in West and Central Java serving total of 444.000 community customers, a year after “Bank Pelopor Syariah” is became separated entity with “Bank Pelopor”.

In 2015, Bank Pelopor started to launch their first mobile digital platform called “Pelopor Hebat”, a very simple and user-friendly phone banking feature, that helps customers to do banking activity with only using their regular cellular phone. Customers can do banking activities like saving, transfer to internal and interbank accounts, billing payment, credit application and insurance for UMK.

“Pelopor Hebat'' help customers to have banking in their hand, with regular cellular phone with limited bar signal, and it is not obliged for customers to have a latest type of smartphone to use “Pelopor Hebat” to do banking activity, nor to come to the branches to do their banking transaction. This Branchless Banking product helps Bank Pelopor to serve their customers all around Indonesia, even to the remote areas.

With the success of “Pelopor Hebat '' all around Indonesia, Bank Pelopor launched a digital application called “GEMILANG” This digital application is giving customers a more sophisticated banking experience in their hands using their smartphone. Compared to “Pelopor Hebat,“GEMILANG '' offers more features and experience in the application. Target of this application is more to the tech - savvy customers like the younger generation, that always demand convenience and easiness for doing their Banking activity in their hands.

At 2019, Bank Pelopor merged with one of the foreign Bank in Indonesia, a subsidiary of one of the biggest Bank in Japan, make Bank Pelopor, not only the local bank that serves the small, medium, and retail customers, but also became the global Bank with global exposure that serves various segment from mass market to corporate segmentation.

Figure 2: Products and Services (Source: Annual Report of Bank Pelopor) The Business Issue

Onboarding Process in Bank Pelopor

Onboarding program process started when the candidate signed the offering letter, after they agreed with the benefit package and remuneration that was offered. In this phase, the candidate will be described as a “committed joiner”. During this process, candidates will be asked to submit personal documents as part of the administration process, hence HR Operation Department to start processing the personalia and operation process in regard with this new hire departure. The Hiring Manager also starts to prepare the infrastructure working station, personal computers / notebook, phone line, access to systems, parking, and any other required facilities for new hires.

Seven days prior to the first working day of the new hire employee, the HR Team of Bank Pelopor will send a welcome email to the new hire employee. This welcome email consists of information about the Direct Manager, the PIC of HR team, as well as the person to meet at the new hire first working day, as well as the on boarding booklet that enclose several information about Bank Pelopor, the list of Helpdesk Number needed by the new hire employee during their tenure, such as the contact of HR Care, IT Care, etc).

On the first working day, new hires will meet the Direct Manager or the PIC from HR to assist them in their working area. As part of their welcoming process on the first day of, new Hire employees will have one on one sessions with their Direct Manager to discuss their roles and responsibility, job description, target and expectation of Direct Manager to the new hire employee. During the first three months of working, a new hire is obliged to several mandatory e- learning and compliance related as stipulated by the Regulator (Bank Indonesia and Otoritas Jasa Keuangan). But to the knowledge of the Author, until this research was made, there was no induction program coordinated as a bank wide program by Human Resources for new hire employees aside from this virtual mandatory learning in the employee learning platform.

After 3 months join the organization, the new hire employee will have a second one on one discussion with the Direct Manager to discuss the employee performance and achievement, as well as to have a clear discussion about areas of improvement before they are appointed as permanent employees of Bank Pelopor.

Onboarding process is not only the responsibility of Human Resources, but involves overall organization. But to the knowledge of the author who also works in Bank Pelopor for almost 5 years, there is no satisfaction survey for new hire as a tool to measure the employee experience during their first year working in Bank Pelopor, as well as to assess the effectiveness of the induction program that are still managed by each of the Business Unit. 

Onboarding People in Bank Pelopor

Human Resources take an active role in the administration and operation process of new hires. Human Resources Operation staff process the new hire data and personal documents for employment into the HR system for administration and payroll purposes. Afterwards, Human Resources manage the preparation of Access card also the employee benefit administration for the new hire (salary payment account, employee insurance and other benefit)

The HR operation overall activity started about 2 months before the new hire employee departure to the organization, and finished at the third month the new hire worked at the Bank. After three months, a new employee will be appointed as a permanent employee of the Bank. Human Resources will prepare the appointment letter and ensure the completeness for mandatory e-learning as part of requirement by the Bank’s Onboarding Standard and Operational Procedure. This set of operation processes is managed by each department in Human Resources, and there is no dedicated person in charge intent on the governance of the onboarding process.

Governance role in the onboarding program is to oversee the effectiveness of the onboarding program. Governance function is to evaluate, monitor, and ensure the onboarding program aligns with the strategy of the organization.

Onboarding System in Bank Pelopor

As the Bank committed to promote innovation and digitalization, from the year of 2023, Bank Pelopor launched a new Human Resources Core Systems using the employee platform called “SmartHR”. All employees can access this HR system using their laptop or their personal smartphone. This new system facilitates Human Resources and the employee for every stage of employee life cycle from the hiring process, employee onboarding, learning, payroll, performance review, until the offboarding process of the employee. Human Resources conducted the personalia and administration process of new hire employees in this new HR core system. Nonetheless this sophisticated employee platform still focused on administration of new hires and e learning in regards with employee onboarding.

Onboarding Procedure in Bank Pelopor

Bank Pelopor, a 65-year-old bank, has a standard operational procedure for onboarding new employees. This process starts with the employee signing an employment agreement and ends with their permanent appointment. The procedure outlines roles and responsibilities for Human Resources, Direct Manager, IT Department, and other support functions. However, the standard operational procedure focuses on the operational and administration of the new hire. Some business units, particularly revenue generators like sales and marketing, manage their own self-induction programs, introducing the new hire to the company's history, values, and strategy.

Figure 3: Current Onboarding Process Flow at Bank Pelopor (Source: Internal Data)

Purpose of the Research

The objectives of this research are:

1. To understand the experience of new hire employee in Bank Pelopor and the problem that endured by new hire employee during their first year at Bank Pelopor

2. To perceive the new hire employee needs to improve their experience at Bank Pelopor

3. To propose strategic onboarding program Bank Pelopor to improve the productivity and contribution of new hire employee to the organization

Scope of the Research

1. This research will only analyze the experience of new hire employees in the organization. The respondent of this research is limited to the junior until mid-level employee of Bank Pelopor with tenure up to 12 months in the Bank’s Head Office, due to access and information limitation of the Author.

2. The result might be different if the respondents are the senior level employee with longer tenure and higher level in the organization, or the employee in the Bank's Branches Office. Financial aspects and operations specific strategy are excluded from this research.

EXPERIMENTAL SECTION

This research will focus on new hires of Bank Pelopor with tenure up to twelve months to have the information of the problem endured by the new hire employee. Total population of 245 new hire employees with employment status permanent, and employees during probation from junior until Manager level in Head Office of Bank Pelopor. Author focuses on employees in Head Office due to total recruitment in Head Office being 65% from total recruitment in Bank Pelopor, so the population considered represents the Bank. Author using Slovin Formula to figure out sample size needed. According to this calculation, with population size of 245 new hires, with margin of error 0,1, sample size should be 71. Furthermore, 96 new hire employees participate and return the questionnaire.

Table 1- Data source and data collection method

Based on the theoretical foundation of the Chapter 2 Strategic Onboarding Model [7] Author analyses the feedback and concern from the new hire employee that gathered from the questionnaire. Dividing the feedback using 6 (six) onboarding pillars and analyses using descriptive quantitative methods.

Table 2 : List of Questionnaire to New Hire Employee of Bank Pelopor

List of Predetermined Interview Questions with Authorized Human Resources Officials of Bank Pelopor (Source: Author Analysis from the Quantitative Data)

After gathering the results from questionnaires filled by new hire employees, the Author performs a Depth Interview with the Division Head of Human Resources in Bank Pelopor focusing on the input and feedback of employees in the onboarding period (their first 90 days working at the Bank) that gathered in this survey.

In Depth interview is conducted with Authorized Person Human Resources of Bank Pelopor which is also the Division Head in charge of Human Resources Operation and Technology, including Onboarding of Bank Pelopor. The interview is a semi structured interview where the Author follows predetermined sequence questions and continues with some follow up questions to have flexibility as well as to gain more comprehensive understanding for this research.

In pursuance of analyzing the qualitative data, Author using verbatim transcribe to ensure there is no misconception on Author’s side as Interviewer. However, in regard with the convenience of the Human Resources Authorized Person of Bank Pelopor as Interviewee also due to confidentiality and information sensitivity concern, the interview result will be summarized by Author while still embedding the authenticity of the interview results.

Author focuses on three onboarding pillars from the Strategic 

Onboarding Model [7] that are the most concerned by the new hire employee as shown on “Table & Figure Feedback from New Hire Employee (Source: Strategic Onboarding Model & Author Analysis). [7]

Authors use Microsoft Excel to process the data gathered from questionnaires from new hire employees, especially regarding their suggestion to improve their experience during the onboarding period. Author categorized this suggestion using the six onboarding pillars, which are cultural mastery, interpersonal network development, early career support, strategy direction and immersion, governance, and administration.

After getting the data, in depth interviews are conducted to reconfirm the findings from questionnaires to Authorized Human Resources Officials of Bank Pelopor and to understand the Management point of view. The interview result is analysed using the Atlas.ti software. [9]

Table & Figure 4:  Respondent analysis by Gender

About 53% of total respondents are men (51 employees) and 47% are women (47%). Using the period of employee join in December 2022 to November 2023, about 55% men are recruited as new hire Employees. So that these number of respondents are considered to represent the Employee Experience during the onboarding period of Bank Pelopor.

Table 5 & Figure 5: Respondent analysis by Age

Based on working tenure, the majority of respondents participating in this survey are new hire employees working at the Bank in the range of 26-30 years old. Using the period of employee join in December 2022 to November 2023, about 53% (130 employees) in the age range 26 – 30 years old, is recruited as new hire Employee. So that these number of respondents are considered to represent the Employee Experience during the onboarding period of Bank Pelopor.

Table 6 & Figure 6 :  Respondent Analysis by Satisfaction

Series of questions on the questionnaire intended to respondents in relation to employee satisfaction experience during the onboarding period, about 58% (56 employees) feel satisfied. Only 3% (3 employees) feel dissatisfied with the onboarding experience in Bank Pelopor. Although the satisfaction rate is quite high, some employees share about their feedback and concern during the onboarding period.

As mentioned before, that this research is using mixed methods both quantitative and qualitative methods, Author divides the analysis into 2 sections.

1. Quantitative Results

Based on the theoretical foundation of the Strategic Onboarding Model [7] Author analyzes the feedback and concern from the new hire employee that gathered from the questionnaire. Dividing the feedback using 6 (six) onboarding pillars and analyzing using descriptive quantitative methods.

Although 58% employees feel satisfied with their experience during the onboarding period in Bank Pelopor as shown in Figure 4.3 Respondent Analysis by Satisfaction, they share their concern and feedback for improvement that help the Author to divide the issue using the Strategic Onboarding Model as shown in below table.

Table 7:  Feedback from New Hire Employee

(Source: Strategic Onboarding Model & Author Analysis). [7]

Figure 8:  Feedback from New Hire Employee

(Source: Strategic Onboarding Model &Author Analysis)

Table: 8 & Figure 9 : Feedback from New Hire Employee 

(Source: Strategic Onboarding Model & Author Analysis). [7]

From the above figure, Author focuses on the top 3 feedback that is the most concern from employees, which are administration, Early Career Support, and Governance.

1. Administration Pilar

The feedback and concern from new hire Employee in Bank Pelopor for administration is related to:

The arrangement of working infrastructure such as laptop / Personal computer that are not ready on the first working day.

• The arrangement of ID Card / Access cards that are not ready on the first day of working, hence limiting the employee access to explore the working environment on their first working day.

• Provision of Employee Insurance Card.

For the administration pillar, new hire employees need their ID card / Access card to be ready on their first working day, so they can access their working area without asking help from their colleagues or security staff every day, just to access their working station. New hire employees also need the insurance card to be received on their first working day as in their Offering Letter, Bank Pelopor commits to cover employee medical expenses since their first day working at the Bank to improve their experience as a new hire employee.

1. Early Career Support Pilar

The feedback and concern from new hire Employee in Bank Pelopor for Early Career Support related to:

• The induction training that focused with the Business needs

• Offline training and certification for employee to support their daily task

• Sharing Session with Managers regarding their daily job and activity

• Lingo and glossary module in related with Banking Industry

For the early career support pillar, new hire employees need induction training and also sharing sessions with the Manager to understand the role and expectation from their role in order to improve their experience as a new hire employee.

1. Governance Pilar

The feedback and concern from new hire Employee in Bank Pelopor for Early Career Support related to:

• Centralized Onboarding support & access

• Induction Program

• Comprehensive information of mandatory e learning

For the Governance pillar, a new hire employee needs a centralized onboarding process regarding the administration, access to system and learning platform to improve their experience as a new hire employee.

1. Qualitative Results

In depth interview process is conducted to reconfirm the findings gathered through the questionnaire filled by the new hire employee and to help the Author to find business solutions related to the onboarding program for new hire employees that meet with the needs of Bank Pelopor. In this semi structured interview, Author Atlas.ti software [9],

elaborates the question following the answer of the analysis of the Interviewee. Using interview results is shown in the table below.

Table Qualitative Analysis – Interview Result with Authorized Human Resources of Bank Pelopor (Source: Software Atlas.ti)

Figure 10: Qualitative Analysis – Interview Result with Authorized Human Resources of Bank Pelopor [8] 

From this research, Author recognizes that there are different expectations from the new hire employee with Management Human Resources, especially for Employee experience related to Onboarding Pilar: Career Support and Governance. The result collected from the questionnaire states that employees expect to have more support from Direct Manager to know about the expectation from their role and contribution. They also expect for the role of Governance that will oversee and monitor the onboarding process to be more seamless.

While from Management perspective, experience is not their major concern. They are more focused on the governance of the recruitment process and the correctness of new hire employees than on the Employee experience due to the resource constraint.

“From a management point of view, I am focusing on governance of the administration process, the risk, so we recruit the right people rather than focus on their onboarding experience. With limited resources, at the end of the day we must choose. Experience is the hope of employees. But experience is not the only factor to make the employee loyal to the organization.” – (Mr.J – Authorized Human Resources of Bank Pelopor – 2023) [11] “In companies that are large in terms of size, this is common. It is difficult to make “1 stop shopping onboarding”, it is very difficult if there is 1 person who can help all employees with all the questions. Unlike entering a small, lean startup company, this might be easy. But in a Company of this size of Bank Pelopor, I don't think we can have this. It can be coordinated, but our problem is in resources. But how strong can the team handle to prepare everything ready before employees join. But to make it happen, how much are we willing to invest in resources? The challenge is on the resources. “ – (Mr.J – Authorized Human Resources of Bank Pelopor – 2023) [11]

While for the administration process, both employees and Human Resources Management agree that the process still needs to be revamp and improved.

“We should be able to provide the ID Card, Access Card, and insurance card on the employee’s first working day. Actually, I already asked a related department under my supervision to provide these on the first working day, especially for ID Card, Access card, and Insurance Card should be provided on the first working day. In regard to the laptop, Because of the governance from our IT Department that requires the user activation process on the first working day, that is why this becomes a constraint. But for me, all working infrastructure should be complete on the employee’s first working day. Because it will provide a different experience for the new hire employee.”– (Mr.J – Authorized Human Resources of Bank Pelopor – 2023) [11]

From the Management perspective, experience during the onboarding period will only give a “temporary wow effect for the new hire employee” The long - term effect would be the relationship with the Direct Manager.

“In addition to being valued as a human being, what gives long term impact is the relationship with the line manager. When there is trust, owner, love will make employees eager to work extra mile even to not even consider the offer from another company. This is one of the biggest factors that determine how comfortable employees working in a company are. Many people stay in a company because of their relationship with the line manager. But I think maybe the results are different with the new generation, the Gen Z. This generation seems to be more about opportunities, how to climb up to different and higher career paths. So the line manager factor may not be that important for them. If you have trust and have a good line manager, it will become sort of stickiness for new hires. But at the end of the day the money factor also remains irreplaceable. It is related to needs. But if the needs are met, at least people will be considered to want to take offers at other companies if they have a good relationship with the line manager.” – (Mr.J – Authorized Human Resources of Bank Pelopor – 2023) [11]

From the Management perspective, the role of Direct Manager plays an important role during the onboarding Period. The Onboarding Pilar : Interpersonal Network Development especially

Related to Internal professional networks which define as the relationship that can support new hire employees to perform their roles and responsibility in the new organization.

“Back to the 4 pillars of onboarding, interpersonal network development, with a good relationship from the line manager with the employee, if they know the employee’s needs, the line manager will be able to create programs / projects for the development of the new hire employees. For small companies, maybe HR can engage with every employee. But in large company like Bank Pelopor, HR will engage with line manager” – (Mr.J – Authorized Human Resources of Bank Pelopor – 2023) [11]

Summary

From this research, It is concluded that:

1. The employee experience during the onboarding period is good. Although, there are several areas that need to be improved and become the concerns of new hire employees. These areas are administration, early career support, and the governance during the onboarding process.

2. New hire employees need the Human Resources to accelerate the administration process for new hire employees. They need their ID card / Access card to be provided at their first working day because the delay in handing over the access card is quite troublesome for them to access their working area. They also need the insurance card to be provided on their first working day as this is part of their benefit since Day 1 joining Bank Pelopor. Not only the administration process, new hires of Bank Pelopor also need the support from Managers to have a clear understanding about their work, their role, also the contribution expected from them. They need the support and guidance from the Manager’s to adapt in the new organization. New hire employees also need the role of Governance in the onboarding process to be more standardized.

3. As one of the the vision of Bank Pelopor is to be the most preferred Bank in Indonesia that gives meaningful changes in the lives of millions of people, especially with the support of digital technology, Bank Pelopor needs to improve their onboarding administration process with the support of Digital Technology – HR information system, Early Career support, and Governance in Onboarding process. Some employees still feel that the working infrastructure such as laptop / personal computer, ID and access card, insurance card should be provided on their first working day for a more seamless onboarding experience.

On the other hand, the point of view of Human Resources Management of Bank Pelopor, currently governance in terms of recruitment and onboarding process being the most important thing. To recruit the right person, in the right time, and in the right position, also to ensure the correctness of employee data are considered very important in the Bank – a highly regulated industry. From a management point of view, Human Resources is an enabler. People managers being the representative of Human Resources to have full commitment to give career support for the new hire employee during onboarding period. Onboarding is not only the responsibility of Human Resource. It takes the role and participation of the entire organization to support and ensure the success of the onboarding program. However, Human Resources of Bank Pelopor still have limited resources also limitation in the HR Information system that direct to many manual processes to be handled by the HR team, So it has not been possible yet to distribute the existing resources in HR to focus and to provide more services to ensure employee experience during the onboarding period.

Speculations Assessment for future research

This research might show different results if the data collected from employees in the Branch office or employees with executive level. It is suggested that future research could include the employee in the branch office to have a holistic perspective about the employee experience in Bank Pelopor as an organization.

It should include the outcome of the work, important findings and your view(s).

Although there are differences between the hope and expectation from new hire employees with the Management of this organization, using the Strategic Onboarding Model, Author recommends Bank Pelopor to do improvements as follows.

 Governance Pilar

1. The induction program for new hire employees should be coordinated by the Human Resources department on a regular basis with utilizing digital technology. Human Resources is the coordinator, but the program should involve the organization. Because if it only involved Human Resources, then there will be no difference with the traditional induction.

2. Conduct employee surveys to have feedback from new hire employees to assess and evaluate the effectiveness of the onboarding program.

3. Collaborate with Business Units to design the Onboarding procedure to revamp the onboarding program, ensuring it aligns with the specific needs of the organization.

4. Conduct regular reviews of the onboarding procedure in a timely manner.

5. Establish a centralized onboarding Department within Human Resources to encompass the monitoring and governance of the entire end-to-end onboarding process to ensure its efficiency and effectiveness.

 Administration Pilar

1. Improving the administration process, particularly in terms of providing ID cards and insurance cards to new hires on their first day of work. This improvement should be supported by the implementation of an HR Information system to minimize manual paperwork.
2. Collaborate closely with the insurance company to streamline the process for employee medical health insurance to ensure that the insurance cards are ready to be received on the employee’s first working day, at least for virtual cards.
3. Effective coordination and collaboration with the IT Department, which oversees the procurement process of working devices – laptop & personal computers.
4. Streamline the process of implementing new HRIS to improve the administration process and reduce manual paperwork, so that the existing resources in HR could be more focused on the strategic matters rather than the manual paperwork.

Early Career Support

1. Establish an early career support center for creating a support center specifically designed to assist new employees in their onboarding period.
2. Provide training for Leaders and Line Managers to encourage leaders to support the employee on the onboarding period.

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11. "As per an in-depth interview with Mr. J, the authorized Human Resources representative of Bank Pelopor in (2023), as part of qualitative data collection for this research."