Employer Brand for Millennials on Indonesia's State-Owned

Enterprises: Study at Mandiri Bank

Wita Adelina Noer Putri and Firman Kurniawan Sujono

Faculty of Social and political science, University of Indonesia, Depok, Indonesia

Keywords: Employer Brand, Corporate Brand, Social Identity Theories, Communications, Millenial.

Abstract: Based on the research conducted by the Badan Pusat Statistik (BPS) or Central Statistics Agency, the number

of millennial generations will increase rapidly. In a short time, this generation will dominate the number of

employees in Indonesia. The millennial generation has a number of character that are quite different compare

to the previous generation, namely generation X. There is a survey conducted by Dale Carnegie to millennial

in Indonesia, and the results of that research show that only 25 percent of the millennial employees are fully

engaged with the companies they work for. This makes the employer branding for millennials is important to

be applied. In the middle of the millennial generation characters who are considered to be less loyal, one of

the State-Owned Enterprises in Indonesia namely Mandiri Bank managed to receive an award as a company

with the best brand employer. Companies that are members of State-Owned Enterprises have stigmas that are

stiff and old, but Mandiri Bank has won this award with its employees who are more than 60% of millennials.

This article will discuss the evaluation of the application of employer branding communication strategies

implemented by Mandiri Bank, especially for the millennial generation. This research is also expected to be

a reference for companies in Indonesia, especially State-Owned Enterprises (BUMN) to be able to effectively

implement communication strategies to implement employer branding to millennials because these people

will soon dominate the number of productive age.

1 BACKGROUND

Millennials are currently become the spotlight. Based

on the research conducted by the Badan Pusat

Statistik (BPS) or Central Statistics Agency, in 2018

the population of Indonesia is at 265 million and

23.95% or one-fifth of them are millennials. It cannot

be denied that labor is an important thing in economic

growth in Indonesia, and in the blink of an eye, the

millennial generation will dominate the number of

employees in Indonesia.

There are various definitions of the millennial

generation. The Pew Research Center classifies the

millennial generation as a generation born above

1980 or in the age range of 18-29 years (Pew

Research Center, 2010). Meanwhile, the Badan Pusat

Statistik or Central Statistics Agency in Indonesia

simply classifies millennial generations as those in

the age range of 20-34 years in 2018, or those who

born in 1984-1998 (bps.go.id). Millennials are also

defined as those who born in 1977-1997. This group

is the first generation to be raised with binary

numbers (bits), which is the basis of digital

technology and the internet (Tapscott, 2009). This

division is usually based on the year of birth. The

range of years is defined differently according to a

number of experts, but not too far.

This millennial generation has a number of

characters that are quite different compared to the

previous generation, namely generation X. They are

often referred to as a generation that is less loyal to

the company. In Indonesia, there is a survey

conducted by Dale Carnegie in 2016 regarding the

attachment of millennial employees to a company.

This survey was conducted in six major cities in

Indonesia with approximately 900 millennial

workers. The results of that research show that only

25 percent of the millennial employees are fully

engaged with the companies they work for (Dale

Carnegie, 2016). Nine percent of millennial

employees refuse to be involved or disengaged with

the company. Even greater, there is 66 percent,

millennial labors are only partially involved or

partially engaged.

The engaged employees tend to be loyal and

willing to survive for a long period of time, contribute

Putri, W. and Sujono, F.

Employer Brand for Millennials on Indonesia’s State-Owned Enterprises: Study at Mandiri Bank.

DOI: 10.5220/0008432104230430

In Proceedings of the 2nd International Conference on Inclusive Business in the Changing World (ICIB 2019), pages 423-430

ISBN: 978-989-758-408-4

423

to company profits, and work productively and with

quality. Meanwhile, those who are partially engaged

concentrate more on assignment (as long as it is

finished) - not the quality of results, reluctant to

accept input, and salary-oriented. The disengaged

category can even spread negative influences, show

distrust and hostility, willing to sabotage work and

even company progress. (Dale Carnegie, 2016).

Some research results also show that the trend of

millennial workers in Indonesia to do their own

business or entrepreneurship or freelance tends to

increase. This happens especially on millennials in

urban areas. Based on data taken from BPS, it was

noted that Indonesians who were interested in

working in the informal sector (self-employed and

freelance) at the age of 20-34 years continued to

increase since 2014. In 2016, the number of

millennial workers working in the informal sector

increased 16.26 percent since 2014. This is

inseparable from millennial characters, including in

Indonesia, who like flexibility. (Tirto.id, 2017).

Based on the research mentioned above, it is the

time for companies in the formal sector to do

something. Especially in the near future, the

millennial generation will dominate the number of

workers in Indonesia. One way that can be done to

keep attracting prospective employees and retaining

the existing employees in a company is the employer

brand.

The concept of the employer brand itself was first

introduced by Simon Barrow and Tim Ambler in

1996. They define the employer brand as a form of

marketing of the company's core values and company

excellence as part of an effort to advance the company

in the fields of marketing and human resources.

(Ambler & Barrow, 1996). Employer brands

themselves are also considered to be able to provide

or show an employer's reputation, in this case the

company, and the values brought by its employees.

(Mosley, 2015). Employer brands are considered

important because they relate to the image of an

organization as a pleasant workplace in the minds of

employees and key stakeholders from external parties

such as customers and prospective employees.

Through the employer brand, it can be explained how

nice it is to work in the organization and can be used

to convince potential talents to work in a company,

reduce the level of entry and exit for internal

employees, increase motivation, and have ownership.

(Minchington, 2016).

In the middle of millennial characters that are

quite unique and known to be less loyal, different

things happen to one of the banks that are part of a

State-Owned Enterprise (BUMN), PT Bank Mandiri

(Persero). Mandiri Bank was successfully ranked

11th and became the best in Indonesia in the Forbes

version of "The World Best Employers 2018". The

assessment carried out in this event was an

assessment carried out in the work environment and

employee comfort. This is of course interesting

because 68% or most of Mandiri Bank's employees

are millennial generations. (liputan6.com, 2018).

In addition to its internal achievements or from its

work environment, Mandiri Bank also has a fairly

good reputation among millennials on the external

side. This can be proven by almost half or 43 percent

of Mandiri Bank customers in 2018 are millennials.

(kompas.com, 2018). In addition, in the middle of a

stretch of start-up companies that are quite fast and

also targeting millennials as its employees, Mandiri

Bank still occupies the second position as the most

attractive company for millennial job seekers in 2016.

(swa.co.id, 2016). This is quite interesting because

Mandiri Bank can be said not to offer flexibility in

working hours, as what the Indonesian millennials

want in some researches. In addition, Mandiri Bank

is also part of a BUMN that is still considered to have

a rigid order that is applied in the world of work.

Based on these matters, it is interesting to know

the planning process of employer branding

communication programs for millennials at Mandiri

Bank is carried out. In addition, this article also

evaluates the process of the implementation of

employer branding communication programs for

millennials at Mandiri Bank. This research is also

expected to be a reference for companies in

Indonesia, especially State-Owned Enterprises

(BUMN) to be able to effectively implement

communication strategies to implement employer

branding to millennials because these people will

soon dominate the number of productive age.

2 LITERATURE REVIEW

2.1 Employer Brand

Employer brand can be defined as a targeted strategy

and takes place over a long period of time to organize

the employees’ awareness and perception,

prospective employees and stake holders of a

particular company (Sullivan in Backhaus and Tikoo,

2004). Employer brand can also be defined as an

effort to make the company's identity as a benchmark.

This includes the values of a related company,

system, regulation and company's performance that is

packaged to attract, motivate, as well as retain both

ICIB 2019 - The 2nd International Conference on Inclusive Business in the Changing World

424

existing employees and potential prospective

employees (Dell. D. & Ainspan, 2001).

The viewpoint of measurement concerning the

employer brand can facilitate every company to

assess if employer branding of their companies run

effectively. There are several important components

that must be considered to create a successful

employer brand, as follows:

a. The culture to keep sharing knowledge and

conducting a development to the employees

permanently.

b. The public recognition that the company has a

good reputation.

c. The employees become a part of employer

brand process, this can be done by making the

employees as ambassadors.

d. The presence of a company to the pers.

e. Becoming a benchmark organization.

f. The accurate communication with the

prospective employees to increase awareness.

g. Brand evaluation (Sullivan, 2004).

Employer brand that is implemented effectively

and involves personal commitment can provide a

significant contribution to the successful of a

company (Mosley S. B., 2005).

2.2 Social Identity Theories

Employer brand can be said to be closely related to

the sense of unity and belonging owned by both the

employees who have joined with a company and the

employees who potentially join a company. This can

be said to be related to what social identity theories

say.

Social identity theory states that a human has

natural needs to connect oneself with social groups in

which these social groups have similar social

identities (Edwards, 2010).

Ashfort and Mael say that this theory can be

related to things found in an organization. They say

that an organization can be seen as a social group. The

identification of this group happens when someone

includes the organization identity as a part of their

own identities. This theory then is called as Social

Identity Approach to Organizational Identification

(SIA) theory (Ashfort, 1989).

In the principles of SIA, there are value

differences that will be obtained by the employees

who have joined and the prospective employees

through employer branding. With a good employer

brand, the employees who have joined with related

companies will show that their companies are

"different from" or "better than" other companies.

They will spread the attributes and values of the

companies that are in accordance with the values they

believe. Therefore, the companies' attributes and

values being spread by the employees are different

(Tajfel and Turner, 1979).

If a company has a good reputation and an image

wanted by both the employees and potential

prospective employees to join, an individual has a

greater possibility to be related and identified their

self with a company or related organization. They will

tend to choose to join with an organization that can

improve their self-images being promised by joining

the membership. The employees will be happy and

proud to enjoy the reputation of a company where

they work (Backhaus & Tikoo, 2004).

2.3 Millennial Generation in the Work

Environment

There are various definitions of millennial generation.

Some of them say that the generation is the generation

who was born in the year range of 1980-2000 (Pew

Research Center, 2010). Indonesian Central Bureau

of Statistics also groups this generation as they who

were born in 1984-1998 (Tirto.id, 2018). The year

range being defined is different but these differences

is not so far or significant.

A number of stereotypes are closed to the

characters of the millennial generation, some of them

are about their behavior in the work world. They are

closely related to the claim as a selfish, disloyal

generation as well as do not want to do many

contributions in the company (Myers, 2010). This is

reasonable based on the survey that only 25% of

millennial who are loyal to their companies (Dale

Carnegie, 2016).

There several differences of values owned by a

millennial with the previous generation when they are

in the workforce. One of them is that the millennial

wants more flexible conditions and hours of work

(this includes the possibility of long-distance work or

flexible hour of work, for instance not starting from

the morning) (Simmons, 2018).

Another empirical study also states that baby

boomers generation tends to be more ambitious and

hard-working, this is different from the millennial.

Millennial is often to be more ‘lazy’ than the previous

generation, but the actual fact is not as it is. Millennial

is only highly uphold work-life balance, so that the

work flexibility in the workforce is very desirable

(Martin, 2005). Millennial is also the generation that

can be said as tech-savvy, they really support and like

the workplaces which also follow the technological

development (Gorman & Nelson, 2004).

Employer Brand for Millennials on Indonesia’s State-Owned Enterprises: Study at Mandiri Bank

425

In running a work, millennial generation does not

only see and consider financial factor. More than that,

the millennial generation really concern and see the

values embraced by their companies. Overall,

millennial also claims that the leaders or

managements with a sense of care are more important

than any qualities. By showing a sense of care and

offering progress opportunities, the organizations can

also maintain their millennia. The opportunities to

improve their selves becomes an important thing for

the millennial, therefore the training and development

sessions can be highly considered motivation (Smith,

2015).

3 RESEARCH OBJECTIVES AND

DATA COLLECTION

METHODS

This research is constructivist paradigm research with

qualitative approach, descriptive nature and used

evaluation research as the research strategy.

Qualitative research can offer detail and rich

descriptions and can capture version variations

between events. This also applies to the study of

evaluation in the qualitative approach. According to

Patton, evaluation study can give an important

description about the programs as a whole. These

programs are: detail description of the program

implementation, an analysis of the program

implementation process, the differences between

types of participants and participations, as well as

program changes including the participants and

weaknesses analysis and strengths of the program

(Patton, 2002).

The data collection method used in this research

was by collecting data from the interview with

Corporate Communications of Mandiri Bank, Kasyfil

Farits. There are also secondary data from the related

corporations, and literature review to see how the

communication strategy of employer brand

implementation in Mandiri Bank can run well

effectively.

The analysis result of this research gave a

description of how employer brand strategy of

Mandiri Bank for the millennial conducted so that it

can be used as a reference for other parties, especially

State-Owned Enterprises (BUMN) which have a stiff

stigma.

4 FINDINGS

Based on the explanations from Corporate

Communications of Mandiri Bank, Kasyfil Farits, the

programs specifically aimed to the millennial began

with a decree issued by the Ministry of BUMN and

appointed CEO of Mandiri Bank, Kartika

Wiroatmodjo as project leader. This project was also

called as “Spirit of Millennial”. In this program, the

Ministry of BUMN expects a change of the image of

BUMN that is known as stiff to be a pleasant and

flexible company. This was done to make the young

workers wanted to join State-Owned Enterprise.

Being appointed as project leader, then he

implemented several programs which were

considered close by millennial, especially to Mandiri

Bank, either internally or externally. Some of the

programs credible to Mandiri Bank to reach the

millennial were as follows:

4.1 Special Program for Millennial

4.1.1 Internal

 Mandiri Internal Buzzer

"Since the beginning of 2018, Mandiri Bank has

created an Internal Buzzer program. As it was created

by realizing that 60% of Mandiri Bank employees

were millennials and the effect of social media to

these people was very high. Therefore, there were

millennials chosen or submitted by each division of

Mandiri Bank to join Buzzer Mandiri. It usually

included the ones whose followers on their social

media high," said Kasyfil.

Internal Buzzer itself was in charge of 'covering'

the things which they found interesting in Mandiri

Bank on their private social media, especially

Instagram. However, millennials who joined this

program did not have coercion in raising this

coverage on their private social media.

According to Kasyfil, Internal Buzzer Millennial

has 1.200 people coordinated to several Whatsapp

groups. On each group, there were also the teams of

Corporate Communications and external consultant.

The external consultant who joined the group was on

duty to share the interesting news about Mandiri and

changed it first with interesting form to be shown on

Instagram.

Kasyfil pointed out that Mandiri Bank itself

provided the training on the use of social media to all

Mandiri Bank employees in Indonesia through the

roadshow conducted regularly. "More people gave

the information of Mandiri Bank on their social media

ICIB 2019 - The 2nd International Conference on Inclusive Business in the Changing World

426

voluntarily, more communities or circles would be

bound to Mandiri Bank.”

 Re-arrangement of Mandiri Bank Jingle

There were some changes on the jingle done by

Mandiri Bank in 2018. Previously, Mandiri jingle was

made in magnificent and orchestra nuance and

arranged by Addie MS. Meanwhile on the latest

jingle, Mandiri Bank cooperated with J-Flow and

RnB music.

 Millennial Company Profile

Besides the formal form, company profile which was

launched on the 20

Anniversary of Mandiri Bank,

non-formal form was also made at the same time.

This corporate material was made in the form of video

following James Cordon’s Carpool Karaoke and

adapted as well by “Indonesia millennial” Boy

William on his YouTube channel entitled

#NebengBoy.

On this vide, the CEO of Mandiri Bank, Kartika

Wirjoatmodjo was interviewed about the

performance of Mandiri Bank while she was going

around by car with #NebengBoy host, Boy William.

 Borderless Working Space

Gradually since 2017, the Head Office of Mandiri

Bank located in Plaza Mandiri, Gatot Subroto,

Central Jakarta was changed in such way to get a

millennial friendly impression. Working room was

arranged without any partitions along with colorful

furniture. There was also a corner on each side which

was used as a playroom. On this corner, musical

instrument, playstation, as well as coffee maker, were

provided to make the employees comfortable.

4.1.2 External

 Millennial Celebrity for Endorsement

Currently, on several sale activities of Mandiri Bank,

it did not only have the ordinary artists, but the ones

who were familiar that millennial liked. "Based on

several considerations, we had Jonathan Christy as

the brand ambassador of Mandiri campaigns

externally. One of them which is being carried out is

KPR Millennial," said Kasyfil. The considerations

made by Mandiri in having Jonathan Christy was that

he was an active young and talented figure as he was

suitable as a role model for the millennials.

 Social Media

As mentioned by Kasyfil, several things to approach

the millennials were also done through social media

carried out by Mandiri. "We had flat-lay photos,

covering the latest gadget as well, we needed to give

the impression that the product and company were

going along with the technology. There would be

Tech-Savvy we got by doing it on our social media."

Said Kasyfil.

 Mandiri Young Entrepreneur

Mandiri Bank created an entrepreneur competition

for the millennials. Over 800 participants from 30

universities in Jakarta decided to participate on this

event.

 Sponsorship

Mandiri Bank also participated on the millennials

events. They were Garuda Travel Fair, the biggest

travel festival in Indonesia and Jakarta City Marathon

or marathon event in Jakarta. Another event was

Jakarta Coffee Week, in which it was a meeting of

various segments of the coffee industry from different

backgrounds. On this festival, Mandiri opened a sale

stand as well through cashless as the payment method

(using Mandiri e-money).

4.2 Evaluation

Once or more in a year, Corporate Communications

of Mandiri Bank were in collaboration with Human

Capital division which also did the evaluation to what

extent the corporate value of Mandiri Bank was

accepted. Since 2018, the focus was on the millennial

segment, the campaign evaluation and corporate

value #SpiritOfMillenial was also done gradually,

either internally or externally. It was considered as a

reference of an activity program which will be done

in the future.

5 DISCUSSION

Mandiri Bank is a bank established on October 2,

1998, and is currently 20 years old. It is one of the

banks whose existence is quite senior in Indonesia,

Mandiri Bank certainly needed some adjustments in

adapting to any changes from time to time. This time,

the millennial generation will dominate the active

workforce. Hence, changing the image of the

company is required by Mandiri Bank by

implementing several strategies of employer brand to

be able to adjust to the millennial share. This thing

was done to make the millennial employees tied to the

company more internally, and millennials that are

outside of Mandiri Bank would consider that Mandiri

Bank was a pleasant place to work.

Employer Brand for Millennials on Indonesia’s State-Owned Enterprises: Study at Mandiri Bank

427

Mandiri Bank's business was not in vain as it

ranked on the top 20 companies with the best brand

in the world, in which most of its employees were

millennial. It showed that public recognized Bank

Mandiri as a Bank which had good reputation since

the assessment was carried out both by company

employees and other company employees. There

were several factors that made an employer brand

successful; according to Sullivan, one of them is

public recognition in which a company has good

reputation. (Sullivan, 2004). This achievement

proved that there was suitability of the values applied

by Mandiri Bank with the millennial share.

Besides, to improve a good employer brand, there

also needed to spread communication that the

company had a culture to give development and

knowledge continually. (Sullivan J.i., 2004). This

was also what Mandiri Bank showed to their external

share. The company conducted an event entitled

Mandiri Bank Entrepreneurship as the actualization

of their consistency to develop the potential of young

entrepreneurship around the millennial. This can be

seen to give the effect of good employer brand

because, according to millennial, the factor of

development and appropriateness of a company is a

considerable motivation. (Smith, 2015)

Based on one of the factors mentioned by

Sullivan (2004), other factors to keep the success of

employer brand in a company is the involvement of

the employer to spread the values within the related

organization. Mandiri Bank has a program called

Internal Buzzer. Internal Buzzer spread in some areas

has responsibility to cover some things that they

privately consider as interesting about Mandiri Bank.

The result of this coverage is put into their Instagram

social media. There is also freedom for millennials

which join internal Buzzer to spread their content.

They have a choice to spread or not their content and

the information in a form which appropriate with their

personality.

In the program of Internal buzzer, there were

some personalize element that strongly emerged by

Mandiri Bank to their employer. The millennial

employer is given a chance to show that their

company is “different from” the other or “better than”

the other company by their own version. This is what

explained in the theory of Social Identity Approach to

Organizational Identification (SIA). (Tajfel, 1979). In

this theory, it has also been explained that eventually

every employer who spread information about things

or different attribute based on their own interest.

If a company has good reputation and image

which is wanted by the employer or potential

employer candidate who wants to join, the individual

is likely to have a great possibility to be attached and

self-identify with the company or related

organization. (Backhaus & Tikoo, 2004). The

millennial has different characteristics and very

consider the appropriateness of company value with

their self-value (Smith, 2015), the personalization in

spreading the information about this Internal Buzzers

can reach the possible peer group that has the same

characteristics with Mandiri Bank’s millennial who

spread the information. The element of this

personalization has made many millennial feels that

the values embraced by Mandiri Bank are appropriate

with their values.

Accurate communication with the targeted party

is also one important point spread by Sullivan (2004)

to make an employer branding successful. Mandiri

Bank mostly used social media channel to

communicate with millennial, especially on

Instagram. Based on the survey of Internet

penetration by Asosiasi Penyelenggara Jasa Internet

(APJII), internet penetration for millennial or those

who aged from 19-34 years old reached 49,94% or

almost half of Indonesian citizen who uses the

internet. (APJII, 2017).

It does not only present in social media, Mandiri

Bank also has special strategy in managing this

platform. They awares that millennial likes friendly

work environment which support the development of

technology. Therefore, in instagram account of

@bankmandiri, the content is displayed through the

usual poster. The programs of Mandiri bank are

displayed to appear in gadgets like handphone,

laptop, and iPad. This seems to prove that Mandiri

Bank keeps up with the development of the century

by presenting programs in online platform that can be

accessed through gadget every day. Now, millennial

tends to like work space that is consciously follow the

development of technology. (Gorman & Nelson,

2004).

In social media and other media, Mandiri Bank

also uses the strategy of celebrity endorsement or

influencer. In one version of the company profile,

Mandiri Bank cooperates with Boy William to cover

and interview the CEO of Mandiri Bank. Some

advertisements present in social media as well as in

commercial media, Mandiri Bank collaborates with

Jonathan Christy as their ambassador.

"Mandiri Bank invited Jonathan Christy as their

ambassador. They feel like Jonathan Christy is an

appropriate figure to represent Indonesia active

millennial.,"

A content made by involving influencer actively

has been proved to attract and gain the trust of their

followers in social media. (Lou, 2018). Thus, the

ICIB 2019 - The 2nd International Conference on Inclusive Business in the Changing World

428

strategy done by Mandiri Bank is appropriate to do if

we want to get an image as a lovely company and

create a millennial-friendly atmosphere.

Based on the result of the survey done by Delloite

to millennial (2016), there are some interesting

activities to be done by milennial. This generation is

represented as having the interest to do a travelling

activity, having awareness toward healthy life by

doing sports (jogging or going to the gym), going and

sitting to the coffee shops, watching through

streaming, as well as playing online games. (Delloite,

2016).

To run an employer brand to millennial, Mandiri

Bank actively participated in a great event with the

target of millennial segmentation. Mandiri Bank

became one of the main sponsorship in the biggest

level event in Indonesia Garuda Travel Fair, also the

executive of Jakarta Coffee Festival event in Jakarta.

Mandiri bank regularly conducts an event of a

marathon or become the sponsorship in sports activity

like Jakarta City Marathon. Moreover, there was also

Cocofest 2018 or the competition of content creator

of millennial which held in Surabaya with the prize

million rupiah cash and traveling to Labuan Bajo.

Employer Brand can be said to have a strong

relation with the sense of unity as well as sense of

belonging owned by the employer who has joined

with a company or the employer candidate who is

potential to join, this can be said as related with what

is mentioned in the theory of social identity (Social

Identity Theories). This theory states that human has

natural needs to connect with social groups where the

group has the same social identity with them.

(Edwards, 2010).

As explained by the survey of Deloitte (2016), it

is said that millennial has an interest in the field of

travel, coffee, and sports. The events conducted by

Mandiri Bank seemed to fit what millennial wants. By

having this event regularly, a good milennial who has

joined as the member of Mandiri Bank as well as

those who still becomes an external party would

directly connect with the brand made by Mandiri

Bank. This was because there was a similarity of

values with social identity owned by Mandiri Bank

These events were not only left known by

particular segments but also Mandiri Bank had

successfully made some national media like online

media, television, or printed covered these millennial

activities. In line with Sullivan (2004), other factor

that can make employer brand successful is the

presence of a company in pers.

6 CONCLUSIONS

There are some factors that must have by the

company to make the implementation of employer

brand success. They are: (1) Culture to keep sharing

knowledge and doing development to the employer

permanently, (2) Public acknowledgment that the

company have a good reputation, (3) The employer

becomes part of employer brand process, (4) the

presence of company in pers, (4) Become benchmark

organization (5) Accurate communication with

employer candidate to improve awareness, (6) Brand

evaluation (Sullivan, 2004).

As what has been explained above, Mandiri bank has

done all the factors that can succeed in the strategy of

communication of employer brand, especially with

millennials. This can be made as motivation for other

company who participates in Badan Usaha Milik

Negara (BUMN) to be able to invite millennials and

make them see Mandiri Bank as a lovely company

which has a social identity as well as same values with

them. There are some main points that can be

proposed to other company, especially which

participate in BUMN to change the stigma of the

company to millennial-friendly and run the employer

brand to milennial optimally:

1. Using social media effectively as the main

platform to spread a message. Mandiri Bank

implemented it to send signs that their

company is please for millennial through

this platform. They also strengthen it by

making their employer voluntarily spread

the information about the company in social

media.

2. Knowing well the target's interest, in this

case, is millennial generation. Mandiri Bank

truly learned that millennial has an interest

in travel, coffee, and sports. This underlies

the decision making of Mandiri Bank to

create an event or participate as sponsorship

of external activities.

3. Regular evaluation. Mandiri Bank conducts

evaluation upon programs that have been

made to invite share of millennial. This is

also done to keep monitoring the program so

that it does not deviate from corporate value

from Mandiri Bank that is Satu Hati Satu

Mandiri or One Heart One Mandiri, or the

value which put collaboration forward.

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429

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