Strategies For Human Resource Development to Enhance Community-Based Tourism in Bonjeruk Village, Jonggat Sub-District, Central Lombok Regency

Studies Management and Finance Economics, of Journal 0504-2644 (online): ISSN 0490,-2644 (print): ISSN 5202 November 11 Issue 80 Volume 8.317 Factor: Impact ,10-i11-10.47191/jefms/v8 DOI: Article 3272 -7215 No: Page JEFMS, Volume 08 Issue 11 November 2025 www.ijefm.co.in Page 7215 Strategies For Human Resource Development to Enhance Community-Based Tourism in Bonjeruk Village, Jonggat Sub-District, Central Lombok Regency Senja Kirana Mayang Zachrie1, Iwan Harsono2, Sahri3 1,2,3 Faculty of Economic and Business, University of Mataram, Indonesia ABSTRACT: This study aims to identify training needs, development strategies, and challenges faced by the community in managing community-based tourism in Bonjeruk Village. The research employed a qualitative approach using in-depth interviews, participatory observation, and documentation. The findings reveal that the community requires training in guiding, local cultural storytelling, homestay management, digital marketing, micro, small, and medium enterprise (MSME) entrepreneurship, as well as basic English proficiency. Human resource development strategies were carried out through tourism awareness campaigns, productive skill training, culinary training, and village evaluation forums. However, these efforts still face obstacles such as low community self-confidence, limited training facilities, and weak inter-institutional coordination. This study recommends the design of contextual, sustainable, and participatory training programs, along with the integration of human resource development into the village’s Medium-Term Development Plan (RPJMDes). The findings are expected to serve as a foundation for formulating effective and sustainable human resource capacity-building policies in strengthening tourism villages. KEYWORDS: Human Resources, Tourism Village, Community Empowerment, Community-Based Tourism. I. INTRODUCTION Indonesia is an archipelagic country rich in cultural, ethnic, and linguistic diversity, where each region possesses unique local characteristics in terms of culture, language, customs, and historical heritage. This richness not only shapes national identity but also serves as a key potential for the development of sustainable tourism. From the perspective of the creative economy, tourism is not merely a service sector but also a medium of social transformation that can improve community welfare, particularly in rural areas endowed with cultural and natural wealth. Through a community-based approach, tourism can stimulate local economic growth, preserve cultural heritage, and optimize local resources. Therefore, human resource development strategies play a crucial role in accelerating the advancement of community-based tourism, such as in Bonjeruk Village, Central Lombok Regency. This is relevant since the tourism sector contributes approximately 4.1% to the national Gross Domestic Product (GDP) and generates more than 12 million jobs (Rahma, 2020), underscoring its strategic role in national development as well as in expanding access to infrastructure, education, and community empowerment (Ramdhan Kurniawan et al., 2024). In recent years, the concept of village tourism or community-based tourism (CBT) has gained popularity as an alternative model for more inclusive and equitable tourism development. This model emphasizes the active participation of local communities as the main actors in managing tourist destinations, with the principle that the economic, social, and cultural benefits of tourism should return to the community itself. Moreover, CBT prioritizes environmental preservation, the strengthening of cultural values, and the development of local economies based on village potential (Nadhifatur Rifdah & Kusdiwanggo, 2024). Along with the growing awareness of sustainability and authentic experiences among tourists, CBT-based village tourism has become increasingly attractive in the global market, particularly after the COVID-19 pandemic, when travelers sought experiences closer to local communities and natural environments (Kurniasari et al., 2023). Therefore, developing CBT-based village tourism is becoming increasingly relevant to create tourism that is inclusive, participatory, and sustainable. Strategies for Human Resource Development to Enhance Community-Based Tourism in Bonjeruk Village, Jonggat Sub-District, Central Lombok Regency JEFMS, Volume 08 Issue 11 November 2025 www.ijefm.co.in Page 7216 The development of tourism villages in Indonesia still faces significant challenges, particularly regarding human resource (HR) readiness. Out of 74,953 villages in Indonesia, only around 1,734 have developed into tourism villages, despite many possessing considerable potential. Limited community capacity in tourism management remains a major obstacle, while village institutions such as Village-Owned Enterprises actually hold a strategic role in driving the local economy. By 2022, there were 45,223 active as Village-Owned Enterprises absorbing more than 20 million workers and contributing IDR 4.6 trillion to the village economy. However, only about 10% have legal entity status, reflecting institutional weaknesses at the local level. In terms of education, most tourism workers, especially in rural areas, lack formal academic backgrounds in tourism and therefore require practical training tailored to local needs. The Ministry of Tourism and Creative Economy’s target of producing 2,200 vocational tourism graduates annually by 2024 is an important step, yet it remains insufficient to meet the actual demand in frontline tourism villages such as Bonjeruk. This limitation in human resources is increasingly critical as rural tourism grows into a primary alternative to meet tourist demand for unique, educational, and sustainable experiences. Tourism villages offer distinctive attractions such as serene rural settings, clean air, and direct interaction with the social and cultural life of local communities. They also provide natureand culture-based activities, including organic farming, handicrafts, traditional cuisine, and preserved local ceremonies. Thus, tourism villages possess not only strong economic potential but also serve as a means of preserving traditional values amid rapid modernization. The key factors influencing their development include unique natural and cultural resources, a clean and tranquil environment, and the community’s need to improve livelihoods through economic diversification. Nevertheless, the success of tourism villages strongly depends on human resource preparedness, institutional support, and effective promotional strategies. Therefore, planning and implementing tourism village development must be based on local needs and carried out collaboratively among government, communities, and stakeholders to ensure sustainable benefits. Central Lombok Regency holds significant potential for the development of community-based tourism, enriched by the cultural heritage of the Sasak people, natural beauty, and local products such as woven ikat textiles, roasted coffee, and jamu serbat. Bonjeruk Village, located in Jonggat District, is one of the villages with distinctive tourism appeal through its rice field landscapes, hills, cultural arts, and traditional culinary experiences. However, this potential has not been fully optimized due to the community’s low awareness of the economic value of tourism, limited literacy and skills in hospitality and marketing, as well as inadequate supporting infrastructure. These conditions call for a human resource development strategy that can enhance active community participation in the management of the tourism village. This study focuses on formulating human resource development strategies in Bonjeruk Village through a participatory approach based on the community’s real needs. The novelty of this research lies in the integration of competency mapping, gap analysis, and the SWOT framework in designing relevant interventions, including aspects of local entrepreneurship and digital promotion. Thus, the community is positioned not merely as an object, but as the primary subject in inclusive and sustainable tourism management. The findings are expected to strengthen the capacity of Bonjeruk Village residents in managing tourism potential professionally and to serve as a reference for local government, educational institutions, and stakeholders in designing empowerment programs that directly contribute to improving community welfare. II. LITERATURE REVIEW A. Human Resource Development Strategy According to Yulianah (2021), strategy can be defined as a program to determine and achieve organizational goals and to carry out its mission—in other words, an organization’s response to its environment over time or a tool to translate organizational goals, vision, and mission into organized and systematic operational activities. In line with this, Zakiyah Zulfa Rahmah, Yusriyah Rahmah, Chamdan Purnama, and Dinda Fatmah (2022) describe strategy as a process of determining plans by top leaders that emphasizes the organization’s long-term objectives, accompanied by the formulation of ways or efforts to achieve those goals. Furthermore, Budio (2019), Juliansyah (2017), and Mustofa (2021) define strategy as a form or plan that integrates the main objectives, policies, and courses of action within an organization into a unified whole. Kusumawati (2022), Pratiwi et al. (2022), and Syukron et al. (2022) argue that human resource development is an effort to improve the technical, theoretical, conceptual, and moral capabilities of employees in accordance with job requirements or positions. Similarly, Bariqi (2020) and Taufik & Muhamad Badar (2023) define human resource development as a process of preparing individuals to assume different or higher responsibilities within an organization, usually related to enhancing intellectual abilities to carry out more complex tasks. Rohman & Hidayah (2022) further explain that human resource development is an activity that must be carried out by organizations to ensure that employees’ knowledge, abilities, and skills meet the demands of their work. Human resource development plays a central role in the success of any initiative, including Strategies for Human Resource Development to Enhance Community-Based Tourism in Bonjeruk Village, Jonggat Sub-District, Central Lombok Regency JEFMS, Volume 08 Issue 11 November 2025 www.ijefm.co.in Page 7217 community-based tourism. Conceptually, human resources encompass individuals who serve as drivers, planners, and implementers of organizational activities. According to Maulyan (2019), the definition of human resources is distinguished between, at the micro level, the workforce employed within an organization, and at the macro level, the entire working-age population, both employed and unemployed. Thus, human resource development does not only focus on enhancing technical capabilities but also on shaping work ethic and adaptive capacity to support the achievement of shared goals. B. Community-Based Tourism Experts define tourism from various perspectives, yet essentially share similar meanings. According to Tati Haryati and A. Gafar Hidayat (2019), tourism refers to a series of activities that include the provision of services to support travel needs, such as tourist attractions, transportation, accommodation, and other services aimed at fulfilling the needs of travelers, whether individually or in groups. Such travel is temporary in nature and is undertaken for purposes of leisure, business, or other specific interests. In practice, the concept of Community-Based Tourism (CBT) has been widely implemented in developed countries as a strategic approach to tourism development that is community-oriented. One tangible form of CBT implementation is the establishment of tourist villages, where local communities serve as the main actors in every stage of tourism development, from planning to evaluation. Tamianingsih and Eprilianto (2022) argue that tourist villages not only contribute to improving the community’s economic conditions but also serve as a medium for self-actualization and the enhancement of local social quality. Beyond that, CBT also functions as a means of strengthening community organizations, positioning the local community as the primary manager of all tourism activities in their area. Therefore, community empowerment through the CBT approach encompasses social, economic, and cultural preservation aspects in an integrated manner. C. Development Strategy Based on SWOT Analysis One of the strategic approaches in formulating effective human resource development is the use of SWOT analysis (Strengths, Weaknesses, Opportunities, Threats). This analysis serves as a tool to identify internal and external conditions that influence a program or policy (Hadiyat et al., 2024). In the context of this study, SWOT analysis is employed to understand the dynamics of human resource development in the community-based tourism sector in Bonjeruk Village. As a conceptual foundation, SWOT analysis assists researchers in identifying key factors that need to be considered before formulating strategies, with the aim of ensuring that the resulting strategies are realistic, applicable, and aligned with field conditions. The analysis reveals that community-based tourism development in Bonjeruk Village possesses strengths in the form of authentic natural, cultural, and traditional tourism potential, supported by community enthusiasm and initial commitment from the village government. However, the weaknesses include limited access to formal training, underdeveloped local institutions, and a lack of awareness regarding tourism service standards. On the other hand, opportunities arise from the growing interest in community-based and eco-tourism, the support of government and non-government programs, and the utilization of information technology for promotion. The main threats, however, involve competition with more established destinations, dependency on external policies, and the risk of environmental and cultural degradation due to unsustainable tourism management. III. METHODOLOGY This study employs a descriptive qualitative approach aimed at illustrating the phenomenon of community-based tourism human resource (HR) development in a factual and contextual manner (Sugiyono, 2022). Data were collected through participatory and non-participatory observation, semi-structured interviews, documentation studies, and focus group discussions (FGDs). The research informants were selected using purposive sampling, consisting of 13 individuals categorized into three groups: key informant (the Head of Bonjeruk Village); main informants (five individuals, including the head of the village-owned enterprise, micro, small, and medium enterprise [MSME] actors, homestay managers, local trainers, and community leaders); and supporting informants (five individuals from the tourism awareness group, housewives, village youth, and one local teacher). Primary data were obtained directly from community activities, while secondary data were derived from official documents, tourism village activity reports, village profiles, and relevant scientific references. Data analysis was conducted interactively using the Miles, Huberman, and Saldaña model, which includes data reduction, data display, and conclusion drawing and verification. Data validity was strengthened through source triangulation, method triangulation, and member checks, supported by adequate references from field data and scientific literature. To identify human resource development needs, the study applied needs analysis through competency mapping, gap analysis, and training Strategies for Human Resource Development to Enhance Community-Based Tourism in Bonjeruk Village, Jonggat Sub-District, Central Lombok Regency JEFMS, Volume 08 Issue 11 November 2025 www.ijefm.co.in Page 7218 prioritization based on the local context. Furthermore, the findings were examined using SWOT analysis to formulate alternative strategies relevant to the strengths, weaknesses, opportunities, and threats faced by Bonjeruk Village in developing sustainable community-based tourism. IV. RESULT AND DISCUSSION A. Human Resource Development Needs in Community-Based Tourism Sector The research findings indicate that the need for human resource development in Bonjeruk Village is a fundamental aspect that must be addressed immediately to support the sustainable management of tourism destinations. Based on in-depth interviews with the village head, the head of the Village-Owned Enterprise, local micro, small, and medium enterprises (MSMEs), and youth leaders, various challenges were identified regarding the community’s role as the main actors in village tourism development. The Village Head of Bonjeruk stated that although the community has begun to recognize the economic potential of the tourism sector, there are still limitations in knowledge and technical skills. He remarked, "We realize that tourism can become a new pathway to improve the community’s economy, but many of our residents still do not understand how to manage guests and are not confident in acting as hosts." This highlights the need for basic training in tourism services and in fulfilling the role of host. Similarly, the Head of the VillageOwned Enterprise emphasized the lack of access to relevant training, stating, "There has never been training that truly equips the community with skills on how to manage homestays or how to promote village tourism through social media. We urgently need such training." This statement indicates that homestay management and digital promotion are priority needs. Local micro, small, and medium enterprises actors also face similar challenges. One entrepreneur explained, "I produce roasted coffee and traditional herbal drinks. In the past, I only sold them to neighbors. Now they are being offered to tourists, but we do not yet know how to package them properly and we do not understand digital marketing." This suggests the need for training in product packaging and digital marketing strategies to support the involvement of micro, small, and medium enterprises in the tourism ecosystem. Meanwhile, a village youth leader expressed the readiness of young people to support tourism promotion but stressed the need for technical support: "The young people here are ready to help promote the village through social media, but we need specific training. If possible, the training should be regular and adapted to our conditions." This emphasizes the importance of continuous, locally oriented training programs. From interviews with the Village Head, it was also revealed that residents still have limited basic understanding of community-based tourism. He reiterated, "We realize that tourism can become a new pathway to improve the community’s economy, but many of our residents still do not understand how to manage guests and are not confident in acting as hosts. This indicates that the general community requires basic tourism awareness training and the Sapta Pesona (seven charms) program, so that they can become more confident in welcoming guests and embrace their role as hosts. An interview with a roasted coffee micro, small, and medium enterprises owner further confirmed limitations in marketing, as he said, "Now it is already being offered to tourists, but we do not yet know how to package it properly and we do not understand digital marketing." This finding implies that local micro, small, and medium enterprises require training in product packaging, branding, digital marketing, and access to online markets so that their products can be better accepted by tourists and broader markets. Meanwhile, the village youth leader reaffirmed the enthusiasm of the younger generation in supporting village promotion, stating, "The young people here are ready to help promote the village through social media, but we need specific training. If possible, the training should be regular and adapted to our conditions." This indicates the need for training in guiding, cultural storytelling, digital literacy, and foreign languages. With such support, village youth can be positioned as the driving force of digital promotion as well as local cultural tour guides. From an institutional perspective, the Head of the Village-Owned Enterprise highlighted the lack of technical training relevant to institutional needs. He explained, "There has never been training that truly equips the community with skills on how to manage homestays or how to promote village tourism through social media. We urgently need such training." Strategies for Human Resource Development to Enhance Community-Based Tourism in Bonjeruk Village, Jonggat Sub-District, Central Lombok Regency JEFMS, Volume 08 Issue 11 November 2025 www.ijefm.co.in Page 7219 This points to the necessity of training in homestay management, event planning, institutional governance, and cross-sectoral coordination, enabling village institutions such as Pokdarwis (Tourism Awareness Groups) and Village-Owned Enterprise to perform more professionally. Overall, the interviews demonstrate that community-based village tourism development in Bonjeruk still faces major challenges in human resources. The general community needs basic tourism awareness; MSME actors require support in marketing and branding; village youth are ready to lead digital promotion but need continuous training; and local institutions require strengthened managerial and technical capacity. These findings underline the need for a comprehensive, targeted, and participatory human resource development strategy to ensure sustainable village tourism development that delivers real benefits to all layers of the community. The qualitative findings are reinforced by quantitative data showing that guiding and local cultural storytelling training is the most urgent need, with an urgency level of 88%. This is followed by homestay management training (76%), hospitality training (68%), and digital marketing training (64%). Figure 1 below illustrates the distribution of community training needs: Figure 1. Priority Training Needs for Human Resource Development in Bonjeruk Village In addition to these technical skills, the community also expressed the need for entrepreneurship training to further develop local products such as roasted coffee and traditional herbal drinks (jamu serbat). Although these products are already recognized within the local area, limitations in packaging, promotion, and distribution remain major obstacles in accessing the tourism market. Regarding training methods, the community prefers a practical, adaptive, and sustainable approach. They expect training not to be limited to one-time sessions but to take the form of tiered programs with direct mentoring from practitioners or competent institutions. This highlights the importance of multi-stakeholder collaboration among village authorities, the tourism office, higher education institutions, and civil society organizations in designing and implementing contextual training programs that are oriented toward strengthening local capacities. Therefore, the need for human resource development in Bonjeruk Village not only encompasses improving technical competencies in tourism but also involves shaping the community’s mindset as the primary actors in community-based tourism development. This holistic approach is expected to establish a tourism ecosystem that is professional, inclusive, and sustainable, while simultaneously empowering the local community economically, socially, and culturally. To provide a comprehensive overview of the strengths, weaknesses, opportunities, and threats related to human resource development needs in the context of community-based tourism in Bonjeruk Village, the following SWOT analysis was prepared. Table 1. SWOT Analysis Strengths Weaknesses Growing community awareness of the importance of tourism training. Limited understanding of the basic concept of communitybased tourism. Enthusiasm for practical training such as guiding, storytelling, and local culinary skills. Lack of self-confidence, particularly in serving foreign tourists. Existence of MSME actors who already have potential local products such as herbal drinks (jamu) and coffee. Limited training infrastructure (learning spaces, internet, visual aids). Strong support from community leaders and local Lack of continuous training programs and absence of post- Strategies for Human Resource Development to Enhance Community-Based Tourism in Bonjeruk Village, Jonggat Sub-District, Central Lombok Regency JEFMS, Volume 08 Issue 11 November 2025 www.ijefm.co.in Page 7220 institutions (BUMDes, Pokdarwis). training mentoring. Opportunities Threats Access to training programs from local government, universities, and NGOs. Dependence on external programs without local initiative may weaken self-reliance. Potential for developing e-commerce and digital marketing for local products. Competition with other tourist villages that are more advanced in terms of human resources and promotion. Increasing trend of community-based tourism and local cultural tourism (CBT). Low digital and foreign language literacy, limiting promotional reach and tourism services. Opportunities to establish collaborations with professional training partners. Fragmentation among local institutions (BUMDes, Pokdarwis, village authorities) in preparing a coherent training roadmap. The SWOT analysis illustrates that the potential of Bonjeruk Village’s community in developing human resources for tourism is quite significant, yet it remains constrained by structural limitations and personal capabilities. Strengths such as high interest in practical training and strong community support can serve as an entry point for human resource development. However, fundamental weaknesses, including a lack of basic understanding, low self-confidence, and inadequate training infrastructure, must be addressed immediately to ensure that opportunities can be utilized optimally. The wide-ranging opportunities, such as government support and the growing trend of local tourism, can be leveraged to design training programs that align with the community’s needs. Nevertheless, the success of this strategy may be undermined if there is no institutional synergy and if the community continues to rely on ceremonial training without sustainability and proper evaluation. B. Human Resource Development Strategies to Enhance Community Involvement in Community-Based Tourism Management Human resource development strategies to support the involvement of Bonjeruk Village’s community in managing community-based tourism require a systematic, participatory, and needs-based approach. Based on the research findings, various training and community empowerment programs have been implemented, serving as an important foundation for designing future strategies to strengthen human resources. These programs include tourism awareness campaigns, creativity training, training for Micro, Small, and Medium Enterprises (MSMEs), waste management, tour guiding, digital promotion, and culinary skills. However, the effectiveness of these programs still faces several challenges, particularly regarding sustainability, broader participation, and impact evaluation. One of the initial strategies applied is the tourism awareness program, aimed at fostering community understanding of the benefits of tourism as well as the elements of Sapta Pesona (seven charms of tourism). Residents who participated in this program were expected to recognize the importance of hospitality, cleanliness, and safety in creating tourist attractions. During an interview, the head of Pokdarwis (Tourism Awareness Group) stated: “This awareness program helps residents realize that tourism can be profitable, but they must still preserve the village’s cultural values and environment.” The next strategy involves creativity and productive skill training, such as batik-making and embroidery, which specifically target women and youth. These trainings not only enhance individual skills but also open up opportunities for local handicraft businesses. The head of Pokdarwis explained: “The creativity training involved village tourism managers and local residents, especially women and youth. The training was carried out by teaching basic techniques of batik and embroidery, as well as providing knowledge on how to develop handicraft businesses. The outcomes of this training include improved skills in making batik and embroidery, as well as the emergence of new business opportunities in the handicraft industry of Bonjeruk Village.” To enhance household economic capacity, the next strategy is the development training of Micro, Small, and Medium Enterprises, particularly targeting housewives. This training covers techniques for processing liquid herbal drinks into powder, packaging, and product marketing. As expressed by a resource person from Pokdarwis, The implementation of the micro, small, and medium enterprises development program involves various stakeholders with expertise in the field, including experienced trainers in microenterprise development. In addition, the training is supported by institutions such as universities, the local Tourism Office, and the regional government, which play a strategic role in providing support. The participants consisted mainly of local communities, especially housewives, who are the primary target in capacity Strategies for Human Resource Development to Enhance Community-Based Tourism in Bonjeruk Village, Jonggat Sub-District, Central Lombok Regency JEFMS, Volume 08 Issue 11 November 2025 www.ijefm.co.in Page 7221 building. The training was conducted face-to-face, and the results indicated an increase in participants’ knowledge, particularly in developing more innovative and marketable micro, small, and medium enterprises products. The strategy for strengthening ecotourism and environmental cleanliness has also been realized through waste management training, covering both organic and inorganic waste processing. Training participants came from various age groups and backgrounds. According to interview results, the training method was conducted directly through a combination of lectures, discussions, and practice. This training effectively raised community awareness about maintaining the environment as part of the tourism attraction. In terms of tourism services, tour guiding training has been carried out. This activity provided local youth with knowledge of basic guiding techniques, tourist service ethics, and field practice. Participants were directly guided by facilitators to understand the role of a tour guide as the face of the tourism village. As stated by the Chairman of Pokdarwis, “Regarding the guiding training held in Bonjeruk Village, the parties involved included tourism village managers, local communities, and Bonjeruk youth. The training was carried out by inviting participants, giving them an understanding of proper guiding methods, and engaging them in direct practice. As a result, the training helped participants become more skilled, and some youths are now permanent guides for visiting tourists.” Furthermore, digital promotion training has become a key strategy in the technological era. Residents were taught how to create digital content, design promotional plans, and use social media platforms to showcase the village’s potential. An interview with a manager revealed, “Young people had already started making TikTok and Instagram videos, but with this training, their work became more structured. They learned what message they wanted to deliver.” In the culinary sector, training on food and beverage product development was also carried out. Participants were directly trained by professional chefs, covering topics such as beverage mixing, food plating, and local menu innovation. According to one participant from Pasar Bambu Bonjeruk, “We were taught how to make desserts and herbal drinks that attract tourists. These have now become favorite menu items in our food stalls.” Finally, to strengthen coordination and ensure the sustainability of human resource development strategies, the village holds monthly evaluation meetings for tourism activities. These meetings serve as a discussion forum among managers, community leaders, and tourism entrepreneurs. The outcomes of these forums are not only reflective but also generate new strategic ideas sourced directly from the community. As stated by Ms. Rahmi, a food stall owner: “Although I am not directly involved in tourism activities, I still had the opportunity to participate in various training programs, such as MSME development and other practical skills training. Through these programs, I was able to open a food stall that provides both basic necessities for the locals and services for visiting tourists.” Overall, the human resource development strategies in Bonjeruk Village have progressed in a positive direction. However, to ensure sustainability, improvements are needed in post-training evaluations, more regular scheduling, and systemic support from policymakers. Synergy between village governments, village-owned enterprises, Pokdarwis, universities, and nongovernmental organizations is crucial to ensure that capacity-building efforts are not merely ceremonial but become the main driving force in strengthening competitive community-based tourism villages. The human resource (HR) development strategies in Bonjeruk Village are directed toward increasing the active involvement of the community in managing community-based tourism. Various strategies have been implemented, including tourism awareness campaigns, productive skills training, micro, small, and medium enterprises training, tour guiding training, digital promotion training, and institutional strengthening through monthly forums. These strategies have proven effective in enhancing the capacity of both individuals and the community to contribute directly to village tourism activities. Nevertheless, the implementation of these strategies also faces several challenges, ranging from unequal community participation, limited professional trainers, to suboptimal inter-agency coordination. On the other hand, support from local governments, the enthusiasm of the younger generation, and the growing trend of culture-based tourism present significant opportunities to be maximized. Therefore, a SWOT analysis is required to identify the strengths, weaknesses, opportunities, and threats of these HR development strategies in a more structured way. Strategies for Human Resource Development to Enhance Community-Based Tourism in Bonjeruk Village, Jonggat Sub-District, Central Lombok Regency JEFMS, Volume 08 Issue 11 November 2025 www.ijefm.co.in Page 7222 Table 2. SWOT Analysis: Human Resource Development Strategy for Community Engagement Aspect Analysis Content Strengths • Integrated training initiatives already implemented by Pokdarwis and BUMDes • Strong support from community leaders and the village head • Active participation of youth in digital marketing and guiding training • Training programs are based on local potential Weaknesses • Unequal community participation (not evenly distributed) • Limited professional trainers and training resources • Weak follow-up after training sessions • Suboptimal coordination among institutions Opportunities • Support from the local government and Tourism Office (Dispar) • Potential collaboration with universities and non-governmental organizations • Growing market demand for cultureand nature-based tourism • Availability of village funds that can be allocated for sustainable training Threats • Dependence on external programs without strengthening internal empowerment • Shifting interest of young generations toward non-tourism sectors • Limited training infrastructure (internet access, training facilities) • Risk of training being ceremonial and unsustainable Based on the results of the SWOT analysis, it is evident that the human resource development strategy in Bonjeruk Village possesses significant strengths, particularly in terms of institutional commitment and community involvement, especially among youth groups. The existence of training programs that focus on strengthening capacity based on local potential indicates that the village is on the right track in building a participatory foundation for tourism management. Nevertheless, this strategy still faces several structural and technical weaknesses. The lack of professional trainers, unequal community participation, and weak post-training evaluations are challenges that must be addressed immediately to ensure program sustainability. In addition, the absence of cross-institutional integration has caused some programs to run partially and lack coordination. On the other hand, opportunities for collaboration with external parties such as universities, non-governmental organizations, and support from local government create substantial room for improving the quality and outreach of training. The growing demand for cultureand nature-based tourism also provides a strategic incentive to expand the benefits of training for the community. Meanwhile, threats such as dependency on external programs and the low interest of younger generations in the tourism sector could undermine the strategies that have already been designed. Therefore, an approach that is not only technical but also transformative is required—one that can foster collective spirit and awareness among the community to become active subjects in village tourism management. Overall, the human resource development strategy in Bonjeruk Village will be more effective if implemented collaboratively, sustainably, and based on a genuine mapping of community needs. By leveraging existing strengths and opportunities while systematically mitigating weaknesses and threats, the village can establish a tourism human resource ecosystem that is resilient, independent, and highly competitive in the long term. C. Barriers to Human Resource Development in Realizing Sustainable Community-Based Tourism Management Although various human resource development strategies have begun to be implemented in Bonjeruk Village to support community involvement in community-based tourism management, their execution still faces several significant obstacles. These barriers are structural, cultural, and technical in nature, directly affecting the effectiveness and sustainability of the empowerment programs that have been carried out. One of the fundamental barriers is the community’s limited understanding of the concept of community-based tourism. Based on an interview with the Village Head of Bonjeruk, it was revealed that most residents have not yet realized the importance of their active role in ensuring the success of village tourism. He stated, “We understand that tourism can open new opportunities to improve the community’s economy, but many of our residents still do not know how to manage guests and lack Strategies for Human Resource Development to Enhance Community-Based Tourism in Bonjeruk Village, Jonggat Sub-District, Central Lombok Regency JEFMS, Volume 08 Issue 11 November 2025 www.ijefm.co.in Page 7223 the confidence to act as hosts.” Field observations confirmed that community involvement remains passive, especially during tourist visits. Many residents hesitate to greet or welcome tourists because they feel they lack sufficient knowledge and skills. Another obstacle is the limited access to continuous training and mentoring. The head of the village-owned enterprise explained that the training provided so far tends to be one-way, ceremonial, and not tailored to the real needs of the villagers. He noted, “There has not been any training that truly equips the community on how to manage homestays or promote village tourism through social media. We really need that kind of training.” Observations showed that the training sessions conducted had not addressed practical aspects and were not followed up with field mentoring, which hindered participants from developing their skills to the fullest. Another major challenge is the community’s low level of self-confidence and lack of professionalism in serving tourists. A local youth leader shared, “The young people here are ready to help promote the village through social media, but we need special training. If possible, the training should be regular and adapted to our conditions.” The lack of direct experience has made residents feel awkward and anxious about making mistakes when interacting with tourists. This has weakened the village’s readiness to project its image as a friendly and professional destination. The limitation of training support facilities is also a technical obstacle that cannot be overlooked. During observations at the village office and other public facilities, it was found that meeting spaces are very limited and not equipped with learning aids such as LCD projectors, stable internet, or other practical tools. A village official stated, “We don’t have a proper training venue, especially when training requires computers or internet access.” This condition clearly restricts digital-based training and technical skill development that requires adequate facilities. In addition, the lack of coordination and synergy among stakeholders worsens the situation. The head of the village-owned enterprise added, “External programs come independently without coordination. Sometimes the training provided does not match our needs.” Observations revealed that there has not yet been a collaborative forum that brings together the village government, tourism office, universities, and community institutions to jointly develop a structured and integrated roadmap for tourism human resource training. Finally, a crucial obstacle lies in the community’s low level of digital literacy and foreign language proficiency, particularly in the context of digital promotion and serving international tourists. A local micro, small, and medium enterprise (MSME) actor shared, “I produce roasted coffee and herbal drinks. They are now being offered to tourists, but we don’t know how to package them properly, nor do we understand digital marketing.” Meanwhile, village youth also complained about their limited ability to create engaging promotional content, and nearly all informants admitted they lacked even basic English communication skills. Observations confirmed that village promotion activities through social media were still carried out sporadically and lacked effective communication strategies. Thus, the barriers to human resource development in Bonjeruk Village are not only limited to the absence of training, but also extend to the quality of training, program sustainability, residents’ mental readiness, and weak support systems. Overcoming these barriers is key to building a human resource development strategy that is more responsive, participatory, and sustainable. Cross-sectoral collaborative efforts are needed to strengthen synergy among stakeholders and to develop a locally tailored training system that not only focuses on knowledge transfer, but also on transforming community mindsets and character as the main actors in community-based tourism. To gain a comprehensive understanding of the challenges faced in community-based tourism human resource development in Bonjeruk Village, as well as the strategies that have been or could be implemented as solutions, a mind mapping diagram has been created. This diagram visually illustrates the two key aspects of human resource development: barriers (obstructing factors) on one side and strategies (solution efforts) on the other. The visualization is intended to facilitate the identification of relationships between problems encountered in the field and the intervention strategies needed in a more focused and integrated manner. Strategies for Human Resource Development to Enhance Community-Based Tourism in Bonjeruk Village, Jonggat Sub-District, Central Lombok Regency JEFMS, Volume 08 Issue 11 November 2025 www.ijefm.co.in Page 7230 professional attitudes, and adaptive abilities toward technological developments and tourist demands. Therefore, strengthening community capacity through thematic and contextual training constitutes a strategic step in building competent and competitive tourism human resources in the village. 2. Strategies for Human Resource Development to Enhance Community Engagement The human resource development strategies implemented in Bonjeruk Village encompass various approaches, ranging from tourism awareness campaigns to technical skill training and productive economic activities. These strategies reflect a participatory pattern that involves diverse community groups, including youth, women, and MSME actors. Training in tour guiding, digital promotion, and local culinary processing have become essential instruments in strengthening community engagement. Furthermore, evaluation forums and coordination among stakeholders have served as supporting elements in ensuring program sustainability. These strategies demonstrate that contextual and locally-based approaches are effective in encouraging communities to actively participate in village tourism development. Therefore, efforts to strengthen human resources must continue to be developed systematically and inclusively. 3. Challenges in Human Resource Development for Tourism in Bonjeruk Village The development of human resources for tourism in Bonjeruk Village faces various challenges that include psychological, technical, institutional, and structural aspects. The main challenges consist of the community’s limited understanding of community-based tourism concepts, low self-confidence, as well as limited facilities and access to quality training. In addition, low digital literacy and foreign language proficiency further hinder the community’s capacity to interact with tourists. These challenges are exacerbated by weak institutional coordination and the absence of an integrated training roadmap. 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