MEDAN – USU PR: Human resource management in higher education is not merely about competence, but also about maintaining mental functionality, motivation, and a sense of meaning at work. This was emphasized by the Vice Rector II of Universitas Sumatera Utara (USU), Dr. Muhammad Arifin Nasution, S.Sos., M.SP., when he served as a keynote speaker at the National Scientific Discussion (DINA) of the Indonesian Association of Industrial and Organizational Psychology (APIO) 2025, held on Saturday (6/12/2025).

The discussion, organized by APIO in collaboration with the USU Faculty of Psychology, featured four other speakers: Dr. Sumaryono, M.Si., Psychologist, Chair of APIO; Professor of the Faculty of Psychology USU, Prof. Dr. Vivi Gusrini Rahmadani P., M.Sc., M.A., Psychologist; Dr. Thomas Subarso Isriadi, M.H., M.B.A., M.Th., M.Psi., Psychologist, a practitioner in human resources, law, and psychology; and the Director of Human Resources and Finance of Perumda Tirtanadi, Salman Farizi Sihotang, B.Comm., Ec., S.E., M.Si. The main theme discussed in this online forum was “Wellbeing at the Workplace: Solution-Oriented Thinking for Productive and Innovative Workers,” attended by lecturers, practitioners, and students.

In his presentation, Dr. Muhammad Arifin Nasution delivered material entitled “Mentally Healthy Human Resources for Superior Organizational Performance” (Best Practices and Performance at Universitas Sumatera Utara). He outlined a number of challenges faced in managing human resources within organizations and institutions, drawing examples from practices that have been implemented and are being developed at USU.

According to him, challenges in human resource management within higher education institutions include increasing workloads for lecturers and administrative staff, manual bureaucratic processes that are prone to triggering work-related stress, increasingly complex demands of the tridharma of higher education, and uneven levels of digital competence.

To address these challenges, Dr. Arifin explained that USU has implemented an Employee Wellbeing Policy, which consists of government-level regulations, internal university governance regulations, and regulations related to employee management and development. The employee management and development regulations cover recognition and human resource management, career and competency development, financial wellbeing (remuneration), physical wellbeing (leave), as well as psychological and social wellbeing. These measures are expected to encourage human resources to develop optimally in all aspects.

“The target of Workspace Wellbeing at USU is expected to have a positive impact on productivity and performance, strengthen loyalty, and enhance innovation. There are three pillars that form the USU human resource management model and support improvements in financial, professional, social, psychological, and physical aspects of human resources. These three pillars are the digitalization of HR services, enhancement of competencies and wellbeing, and monitoring of workload alongside a humane service culture. If these three pillars are implemented properly across all workflows, the outcomes will include fair and adequate remuneration, career support and development, harmonious working relationships, controlled stress levels, maintained emotional balance and motivation, as well as sustained health and work energy among human resources,” he explained.