TRANSFORMASI SDM PIALANG ASURANSI NON-LIFE: KOMPETENSI, REGULASI OJK, DAN STRATEGI ADAPTASI

Abstrak

Penelitian ini mengkaji transformasi dan tantangan strategis sumber daya manusia (SDM) pada perusahaan pialang asuransi non-life dan reasuransi di Indonesia di era digital dan di bawah regulasi OJK terbaru. Permasalahan utama yang diidentifikasi meliputi gap kompetensi tenaga kerja, rendahnya proporsi staf tersertifikasi, serta stagnasi kontribusi pialang terhadap distribusi premi nasional. Digitalisasi proses bisnis, tuntutan penguatan leadership agile, dan tekanan compliance OJK, khususnya POJK 34 Tahun 2024 tentang investasi pelatihan SDM, makin menantang proses adaptasi internal perusahaan. Studi ini menggunakan pendekatan kualitatif-deskriptif berbasis tinjauan literatur dan data sekunder (statistik OJK, AAUI, BPS 2022–2025), serta benchmarking dengan praktik global dan hasil studi empiris. Hasil kajian menunjukkan bahwa kekuatan kompetensi digital, tata kelola HR yang adaptif, dan sinergi program pelatihan berkelanjutan adalah faktor utama pendorong transformasi SDM pialang lokal menuju standar internasional. Rekomendasi strategis meliputi redesign rekrutmen digital, implementasi audit SDM berbasis compliance, pembinaan budaya kerja agile, serta kolaborasi lintas asosiasi dan mitra global. Penelitian ini menyimpulkan bahwa agility, literasi digital, dan governance SDM merupakan kunci daya saing perusahaan pialang dan reasuransi Indonesia agar sustainable di pasar regional maupun global.

This study explores the transformation and strategic challenges of human resources (HR) in non-life insurance brokerage and reinsurance companies in Indonesia, considering the digital era and current OJK regulations. The main issues identified include competency gaps among personnel, the low proportion of certified staff, and stagnating broker contributions to national premium distribution. The digitalization of business processes, the need to strengthen agile leadership, and increasing compliance pressure—especially with OJK Regulation Number 34 of 2024 regarding HR development investment—intensify the adaptation processes within organizations. A qualitative-descriptive approach was employed, combining literature review and secondary data analysis (OJK, AAUI, and BPS statistics 2022–2025), as well as benchmarking with international best practices and empirical studies. The results show that digital competency, adaptive HR governance, and synergistic ongoing training programs are pivotal drivers of HR transformation in local brokers towards global standards. Strategic recommendations encompass digital-based recruitment redesign, the implementation of compliance-driven HR audits, agile work culture development, and cross-association and global partnership collaboration. This study concludes that agility, digital literacy, and robust HR governance are the keys to ensuring the competitiveness and sustainability of Indonesian brokerage and reinsurance companies in regional and global insurance markets.