The quality of food and drug is a part that determines the level of public health in Indonesia. Nevertheless, several problems must be faced that cause food and drug control to be considered ineffective in the implementation, involve the weakness of the human resources of food and drug control competencies. This study aims to develop a learning and development strategy at the Indonesian Food and Drug Authority (Indonesian FDA) to strengthen human resources for solving the problem of food and drug control in Indonesia. The study was carried out through survey, focus group discussion, interview, dan literature study to get the data analyzed and the conclusion. The result findings showed that Corporate University with college and school strategy and digital learning relevant to human resources of food and drug control condition that spread in all Indonesia, in the Indonesian FDA office or other government agencies of central and regional government. This strategy is a new approach in learning and development for strengthening human resources of food and drug control to support improved public health through quality food and drug control and support for increasing competitiveness of Indonesian food and drug industries. This study can be helpful for public officials or policymakers in human resources development, particularly in learning and development program designing.

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The employee engagement is one key success to make employee working as best as they can and it must be built to create great working condition. High level of engagement from employee can make more revenue and profit because the employees will work hard for themselves and for their company. PT ISAT employees are in transition period for the ways of working and it is the adaptation from the covid-19 pandemic and the introduction of the digital transformation. The uncertainty of the result for new ways of working has a risk because it can make employee more engage or employee become disengage. The working type or working pattern of each employee in the new ways of working is determined by company based on the role and responsibility. There is not much employee preference influence for the assignment of the working pattern for each employee because the working pattern is determined by company. Company believe that the arrangement should be the best working arrangement to make employee be more engage to company because it accommodates business needs and the feedback from employee on the internal survey. This study is to measure and determine the level of employee engagement in Inmarsat for the implementation of the new ways of working. The assessment of engagement level is using Peakon employee engagement model. In the survey, respondent has also been requested to answer the questions for the perception and the suggestion for the improvement. The sample used in this study is simple random sampling with the total respondents of 40 people. Distribution of the questionnaire addressed in accordance with the total number of the PT ISAT employees. From the employee engagement survey, it is found out that the engagement level has not much different compared to the internal survey prior the implementation of the new ways of working. And from the survey result, the new ways of working contribute high level of the engagement and most employees agree and support the implementation of the new way of working. Many inputs and feedback have been received from employee to improve the implementation of the new ways of working and the proposed solutions have been provided based on the input and feedback from employee.

The era of digitalization requires State-Owned Enterprises (SOE) in Indonesia to carry out digital transformation. PT. XYZ is a state-owned company engaged in Electronics for Industry and Infrastructure in Indonesia. The Ministry of SOE has implemented the Seven Elements of Human Capital Architecture to increase competitiveness in the face of current digitalization. One of the architectural elements that is carried is the Performance Management and Rewarding System. Currently PT. XYZ still uses the traditional performance management system whose use is ineffective due to several factors including non-integrated data; manual processing takes a lot of time only for administrative functions and does not have a major impact on employee development. This bring a question whether the performance management used by PT. XYZ is currently in accordance with the SOE company plan to move toward becoming a digital company. In carrying out digital transformation, a broader is needed culture in companies that instill a digital mindset in the company's values. Based on the digital cultural framework promoted by CIGREF, the authors adapted this framework to measure the readiness of digital culture and the effectiveness of PT XYZ's performance management system. The seven dimensions measured in PT XYZ's digital culture are Viability, Openness, Knowledge, Agility, Trust, Interdependence, and Responsibility. Three dimensions measured in the Performance Management System of PT. XYZ stands for Openness, Knowledge, and Agility. Primary data to analyze and research this question were collected from the results of an interview with one of the HR and GA employees of PT. XYZ as well as the distribution of questionnaires. The survey also shows that the effectiveness of PT. XYZ's performance management system in moving towards a digital company is at a medium level with levels for the dimensions of Openness, Knowledge, Agility as well as medium. The recommendation to improve the effectiveness of the current performance management system is to digitize a performance management system that supports the needs of a performance management system as well as improvements in each cycle of the performance management system.