Strategi Manajemen Sumber Daya Manusia Pendidikan Islam dalam Menghadapi Era Disrupsi

Abstract

The era of disruption has fundamentally changed the landscape of education, including Islamic education. Human resource management in Islamic educational institutions such as madrasahs and pesantren faces unprecedented challenges, ranging from digital competence gaps, uneven teacher distribution, regeneration crises, low welfare, to increasing accountability pressures. This study aims to identify the main challenges faced by Islamic education HR management in the era of disruption, formulate adaptive strategies for each HR management function, and integrate Islamic values into HR management practices. This research employs a library research method with a qualitative-descriptive approach. Primary data sources include the Qur'an, Hadith, and classical Islamic texts relevant to education and management. Secondary data sources were obtained from scientific journals, books, and research reports on Islamic education HR management, digital disruption, and teacher professional development published between 2015 and 2025. Data analysis was conducted using content analysis with data reduction, presentation, and verification stages. The main findings of this study indicate that Islamic education HR management faces at least six major challenges: digital competence gaps, changing teacher roles, uneven teacher distribution, regeneration crises, low welfare, and increasing accountability pressures. To address these challenges, adaptive strategies are offered in two key areas. In recruitment and selection, recommended strategies include digital competence-based recruitment, value and culture-based recruitment, technology utilization in recruitment processes, talent pool development, and partnership scheme recruitment. In professional development and retention, recommended strategies include continuous professional development programs, professional learning communities, incentive provision and clear career paths, creating a supportive and Islamic work environment, and structured regeneration and succession programs. All strategies are integrated with Islamic values such as justice ('adl), trustworthiness (amanah), deliberation (syura), and excellence (ihsan). This research contributes to the development of Islamic education management theory while providing practical guidance for madrasah principals, pesantren leaders, and policymakers at the Ministry of Religious Affairs