The circular economy concept needs to be part of the performance management system so that it is in line with a company’s vision and mission. Thus, the circular economy will play an important role at the operational level of companies. The circular economy needs to be internalized, starting by formulating the company’s vision and mission, establishing strategic objectives and performance indicators, and creating resource allocation policies. This research aims to design a sustainable performance management system in the context of a circular economy for state-owned plantation enterprises (SOPEs). This study used a qualitative research coding method that was validated in three SOPEs in Indonesia. Validation was performed by comparing the framework based on the conceptual formulation with the data and information obtained during field assessment. Primary data came from interviews with 15 managers, while secondary data came from official company documents. The research results show that the initial framework that was built is in accordance with the results of the exploration of the circular economy strategic objectives in the three SOPEs. The results of the 100 percent validation and perception test of managers on the range of values are important. Therefore, the proposed framework can be used in SOPE.

The crisis of high labor cost leads companies to evaluate the number of employees in the head office. This study aims to determine the workload and needs of employees in the Directorate of Operations PT Perkebunan Nusantara VIII Head Office. The method used in this research is the analysis of the workload with the calculation of Full Time Equivalent (FTE) and work sampling using purposive sampling techniques. The ideal number of employees at the Directorate of Operations is 40 employees consisting of 21 employees of the Plant Department and 19 employees of the Engineering and Processing Department. Based on teh observation, employee working time in Directorate of Operations shows that the average of employee working time is 87,8 4percent fairly productive because it meets the standard that is above 85 percent.Keywords: workload analysis, job description, work sampling.ABSTRAKKrisis biaya tenaga kerja yang tinggi membuat perusahaan perlu mengevaluasi jumlah karyawan yang ada di kantor pusat. Penelitian ini bertujuan untuk mengetahui beban kerja dan kebutuhan karyawan pada Direktorat Operasional PT Perkebunan Nusantara VIII. Metode yang digunakan dalam penelitian ini adalah analisis beban kerja dengan perhitungan Full Time Equivalent (FTE) dan work sampling dengan penarikan sampel yang menggunakan teknik purposive sampling. Hasil penelitian menunjukkan bahwa jumlah karyawan ideal pada Direktorat Operasional sebanyak 40 karyawan yang terdiri dari 21 karyawan Bagian Tanaman dan 19 karyawan Bagian Teknik dan Pengolahan. Berdasarkan pengamatan penggunaan waktu kerja karyawan pada Direktorat Operasional menunjukkan bahwa rataan persentase waktu produktif karyawan sebesar 87,84 persen. Hal ini menunjukkan bahwa penggunaan waktu kerja karyawan sudah optimal karena sudah memenuhi standar yaitu di atas 85 persen.Kata kunci: analisis beban kerja, uraian pekerjaan, work sampling.

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PT MSIG move in the field of damage insurance and it is trying to design a system of measurement of performance comprehensive. The purpose of this research is to identify indicators used in employee performance measurement in PT MSIG, formulating concept of balanced score card (BSC) system that is suitable to the company performance measurement, and to develop BSC simulation which is in accordance to company vision, mission, and strategy. The results of this research indicate that financial performance measurements are classified as good. In BSC formulation, it is showed that customer perspective is the most important perspective in the performance evaluation with the score of 29%. In BSC simulation, it is showed that performance measurement is classified as good based on csale of 75%. Data used in this research was primary and secondary data. While data analysis method used was BSC analysis, Analytical Hierarcy Process (AHP) analysis, and Strengths, Weakneass, Opportunities, and Threaths (SWOT) analysis. Keywords: analytical hierarcy process, balanced scorecard, measurement systems. ABSTRAKPT MSIG bergerak dalam bidang asuransi kerugian dan berupaya merancang sistem pengukuran kinerja yang komprehensif. Tujuan dari penelitian adalah mengidentifikasi indikator-indikator yang digunakan PT MSIG sebagai pengukuran kinerja karyawan, menyusun rancangan konsep sistem balanced scorecard yang sesuai dengan pengukuran kinerja perusahaan, dan menyusun rancangan simulasi balanced scorecard yang sesuai dengan visi, misi, dan strategi pada PT MSIG. Hasil penelitian menunjukkan bahwa indikator-indikator pengukuran kinerja keuangan dapat dikategorikan baik. Pada rancangan BSC menunjukkan perspektif pelanggan merupakan perspektif yang paling penting dalam pengukuran kinerja dengan nilai skor sebesar 29%. Pada simulasi BSC menunjukkan pengukuran kinerja dapat dikategorikan baik, berdasarkan skala penilaian sebesar 75%. Data yang digunakan dalam penelitian ini adalah data primer dan data sekunder. Metode pengolahan dan analisis data yang digunakan adalah analisis analysis Balance Scorecard, Analytical Hierarcy Process (AHP), and Strengths, Weakneass, Opportunities, and Threaths (SWOT). Kata kunci : analytical hierarcy process, balanced scorecard, sistem pengukuran.