Analysis on the Impact of Company Employer Branding with the Desire of Generation Z in Choosing Their Workplace: A Case Study of PT BRI

: Generation Z's entry into the workforce has shifted perspectives on work. They have clear job expectations and are more demanding, seeking fulfillment, purpose, and a better quality of life. Employers who prioritize these needs will attract and retain Generation Z, shaping the future of work. They are technologically adept, socially aware, and engaged in global issues. Despite uncertain times due to the pandemic, rapid technological growth, and potential economic recessions, Gen Z enters the workforce with clear job expectations. The primary research objective is to develop employer branding strategies that align with the values and expectations of Gen Z. The methodology used in this research is Interactive Model Analysis to know what the important factor for Gen Z is according to Employer Attractiveness Scale (EmpAt). Primary data are acquired by doing an in-depth interview with several employee of PT BRI and also from external that is Gen Z who are currently working in a startup. This research revealed that from 5 dimensions of EmpAt, the most important one to explore is Safety Values because it is one of the benefits of working in BUMN company.


Accountability on the environment, sustainability, and social responsibility
Gen Z seeks meaningful work aligned with their values and a broader mission. They prioritize making an impact over money and are passionate about social and environmental issues. They encourage corporations to have strong social responsibility programs.

Employer Attractiveness Measurement Scale (EmpAt)
An employer attractiveness scale is a tool that measures how appealing an employer is to potential employees based on factors like reputation, work environment, compensation, career growth, work-life balance, and organizational culture. It helps individuals rate and rank employers for their attractiveness. (Berthon, 2005). There are 5 dimensions of employer attractiveness scale:

Social Value (SOC)
This dimension relates to the level of attraction an individual feels towards an employer based on a positive work environment, strong working relationships, and a team-oriented atmosphere. Social value refers to the appeal of a business that offers a fun, happy work environment, good working relationships, and positive team dynamics.

Development Value (DEV)
This dimension pertains to the attractiveness an individual feels towards an employer based on factors such as recognition, professional engagement, and opportunities for future growth. Developmental values, including growth opportunities and confidence-building experiences, motivate employees to excel. Social exchange theory suggests that the exchange between employers and employees includes material and social benefits.

Application Value (APP)
This dimension relates to the attraction individuals feel towards employers that provide opportunities to apply their knowledge and skills in a humanistic and customer-oriented work environment.

Safety Value (SAF)
This dimension reflects the attraction individuals have towards employers that prioritize safety and security at work. Ethical leadership style and employee awareness contribute to increased engagement within the organization.

Economic Value (ECO)
This dimension represents the attraction individuals have towards companies that offer competitive compensation, benefits, and bonus packages in terms of average wages. From those 5 values an interview questions were made.

Figure 1. Conceptual Framework
The five values contributing to employer attractiveness vary in importance for individuals. The dimensions of attractiveness depend on employees' needs and expectations. For instance, those seeking a high-paying job prioritize economic value over social value. Selected values serve as the basis for creating the most suitable employer attractiveness factor that contributes to a company's employer branding.

METHODOLOGY
Data for this research will be collected through primary sources using in-depth interviews and secondary sources through literature study. In-depth interviews involve unstructured, face-to-face conversations to explore participants' motivations, beliefs, attitudes, and emotions on a specific topic. The focus is on open-ended dialogue and interpreting participant discourse for meaningful insights, rather than seeking factual information. Interviewee criteria were established in advance to align with the research objectives and achieve optimal outcomes. The criteria include selecting interviewees from Gen Z (below the age of 27) and representing diverse genders, divisions, and lengths of work or positions within the company. Additional respondents from outside the company, working in startups, were also included. The interview questions were constructed using the Employer Attractiveness Scale as a benchmark.
The most suitable data analysis method for the collected data is the Interactive Analysis Model, which consists of four parts: data collection, data condensation (coding), data display, and conclusion. Qualitative data will be processed using manual coding, where meaningful segments are identified and labeled. Prior steps include establishing research questions and design, conducting a literature review, and systematically collecting data. The interview results will be transcribed, coded, and analyzed by the researcher.

RESULTS AND DISCUSSION
To analyze the interview results of BRI Employees and external employees is by using framework by Berthon that consists of 5 Value; Social, Development, Application, Safety, and Economic.

Social Value (SOC)
Interviews showed positive relationships, support, open communication, collaboration at BRI. One interviewee mentioned slower pace due to being state-owned. Overall, BRI fosters good relationships and support. And the interview results from startup employee reveal almost the same answer with all of them having a good relationship with their coworkers with some of them having supportive work environment and there are some of them who have a competitive and challenging work environment.

Development Value (DEV)
Interviews indicate that working at BRI boosts confidence and promotes career growth. State-owned status and assessments/certifications enhance confidence. Structured progression and learning opportunities are valued. Overall, BRI positively impacts confidence and careers. Meanwhile for the startup employees interviews reveal increased confidence through skill acquisition. Career advancement opportunities mentioned, but some seek clearer progression paths.

Application Value (APP)
The interviews show that some individuals in the IT department at BRI have had opportunities to teach and share knowledge. This has helped them feel connected to the organization. However, experiences vary, with some not having the chance to teach and feeling less connected as a result. Overall, teaching opportunities influence their sense of belonging at BRI. And the interview results with startup employees suggest that interviewees had teaching opportunities, felt valued due to organizational culture and values.

Safety Value (SAF)
Interviews reveal a sense of job security and safe working environment at BRI, attributed to being a state-owned enterprise. Quite difference from the interview of BRI employees, the interview results with startup employees suggest that most of them doesn't feel secure with their job security due to uncertainty in the company stability although there are believe that they could still stay there for the next few years. The work environment is considered as safe for all interviewee.

Economic Value (ECO)
Interviews show mixed views on compensation at BRI, with some finding it satisfactory while others have concerns about salary growth and negotiation. While all the startup employees are satisfied with the current compensation that they received From the interview of Gen Z who are currently working in startup in general most of them are satisfied in Social, Development, Application, and Economic Values. However, despite their overall satisfaction, there is a notable concern among Gen Z employees in startups regarding the safety value of their jobs. Many view their positions as less secure and stable in the long term compared to established companies.

Business Solution Improve Social Media Employer Branding
Social media has become crucial for companies to enhance their employer branding, especially with the rise of Generation Z. Platforms like Instagram and TikTok provide a unique opportunity to engage with this tech-savvy generation. Over half of Generation Z individuals spend at least four hours per day on social media, with 38% spending even more time. Gen Z uses social media for online shopping, video consumption, and following influencers. BRI has effectively utilized social media for employer branding on their Instagram account, but there is room to expand the content to include the professional aspects of working at BRI. 72% of job seekers use social media to research companies before applying. To attract Gen Z, BRI can create engaging content on TikTok showcasing the work environment and employee experiences, following the success of campaigns like Shopee's. Provide Free Educational or Skill Class BRI can boost awareness of BRI's commitment to employee development and attract talent by offering free skill classes taught by its own employees. BRI can collaborate with experienced online learning platforms to conduct the classes.

CONCLUSION AND RECOMMENDATION Conclusion
Several factors influence employer branding, including Social Value, Development Value, Application Value, Safety Value, and Economic Value. The interviews with BRI employees indicate overall satisfaction across all dimensions. However, external respondents express concerns about the safety value, as job security in startups is seen as less guaranteed in the long term. Career growth is a priority for respondents in their current age, but they consider joining BUMN in the future due to the perceived job security.
There are 2 proposed solutions to develop employer branding strategies that align with the values and expectations of Gen Z, the first one is by improving social media employer branding to captivate Gen Z's attention and effectively demonstrate the BRI work environment, it is essential to create captivating and relatable content and the second one is by providing free educational or skill classes, this could raise awareness about the continuous growth opportunities available at BRI, it's crucial to highlight that the company encourages and supports employee skill enhancement. BRI facilitates this by offering access to courses and financing for desired skill classes.