Analyzing Current Trends in Career Choices and Employer Branding from the Perspective of Millennials within the Indonesian Energy Sector

Abstract

This study aims to investigate the factors that influence millennials’ perceptions and preferences in regard to career choices within the state-owned energy sector in Indonesia. The research objective is to understand how to remain competitive in the current disruptive job market by examining a company’s recruitment and retention strategies, and analyzing data collected through econometric surveys. Factors significantly affecting the willingness to work at PLN include its past and present reputation, product societal impact, CSR efforts, and the individual’s gender, age, and job-seeking status, with positive views on PLN and its CSR activities encouraging the inclination to work there. Income expectations are influenced by similar aspects—PLN’s reputation, its product’s societal role, and CSR initiatives—alongside gender and education level, particularly for those with undergraduate or Master’s degrees. Notably, favorable perceptions of PLN and higher educational attainment are linked to increased salary expectations. The results from the survey indicate that a significant proportion of respondents, over 80%, expressed a desire to work at one of Indonesia’s state-owned energy companies (PLN), with a desired monthly salary of IDR 7,466,905. Furthermore, when compared to other state-owned energy companies in Indonesia, PLN holds a strong position, ranking second among this type of companies. This study provides valuable insights for energy companies in Indonesia, by understanding the career preferences of millennials and aligning their employer branding strategies accordingly, in order to remain competitive in the current job market.

1. Introduction

The labor market has undergone significant changes in recent decades, with a shift in the dominant generational groups. Historically, the labor market was dominated by the Generation X demographic (people born between 1965 and 1980) [1]. However, as we enter the second decade of the 21st century, the labor market structure has evolved, with Generation X occupying leadership positions, and the millennial generation (Generation Y, born between 1981 and 1996) occupying entry-level positions [2]. The emergence of the millennial generation in the workforce has brought about notable differences in labor supply and demand. As a result of growing up during a period of rapid technological advancements and changes in the educational system, millennials possess distinct characteristics that differentiate them from their predecessors in Generation X [3,4]. These characteristics have led to a new set of expectations and preferences from the labor market, particularly on the supply side. On the other hand, the older generation, including Generation X and baby boomers (born between 1946 and 1964) now occupy the demand side as employers [5].

The alignment between employment preferences of different generations is crucial for a company’s success, as human resources are a key indicator of a company’s economic performance [6]. This is particularly important for companies in Indonesia, including state-owned energy companies, as they play a vital role in driving economic growth and development. In order to attract and retain the best talent, it is important for an energy company to understand the career preferences of job seekers, particularly the millennial generation, which is the dominant generation in the current workforce [7,8]. By gaining insight into the values, expectations, and motivations of this generation, an energy company can align its employer branding strategies accordingly, attracting top candidates and retaining its existing employees [9,10]. This ultimately enables the company to achieve its goals and remain competitive in the market. Furthermore, understanding millennials’ perceptions is important for companies in Indonesia, especially energy companies, as it helps them to adapt to the changing workforce and make strategic decisions that will ensure their long-term success [11,12]. This research aims to provide valuable insights for energy companies in Indonesia, on how to align their recruitment and retention strategies with the career preferences of the millennial generation, in order to remain competitive in the current job market and drive economic growth and development.

This study aims to investigate the individual and employer factors that shape the career choices of college graduates belonging to the millennial generation, with a specific focus on a state-owned energy company (PLN) in Indonesia. The research objective is to understand how to effectively recruit and retain the best talent from this generation by examining the factors that influence their job selection, identifying the company’s current attractiveness to the millennial generation, mapping the millennial generation’s perception of the company’s employee brand, and formulating actionable recommendations for the company’s employer branding strategy. The specific research objectives of this study are as follows:

• To gain insight into the individual factors that influence the career choices of the millennial generation, including values, expectations, and motivations.
• To identify the company’s current level of attractiveness to the millennial generation, by assessing their perceptions of the company and its employee brand.
• To map the millennial generation’s perception of the company’s employee brand, in order to understand their views on the company’s culture, values, and reputation.
• To formulate actionable recommendations for the company’s employer branding strategy, in order to effectively recruit and retain the best talent from the millennial generation and remain competitive in the current job market.

Additionally, this research aims to provide valuable insights for other energy companies and state-owned companies in Indonesia to align their recruitment and retention strategies with the career preferences of the millennial generation, in order to remain competitive in the current job market and drive economic growth and development. The stakeholders of this research include the management of energy companies, human resource professionals, and college graduates from the millennial generation. By gaining insights from this research, these stakeholders will be able to make strategic decisions that will ensure the long-term success of their organizations by understanding the career preferences of the millennial generation and aligning their employer branding strategies accordingly.

One of the main pillars of Indonesia’s goals for sustainable and economic development is the energy industry. In this regard, PT. PLN (Persero) comes to light as both a key participant and a benchmark for assessing changes in generational job preferences and workforce trends. As the biggest state-owned energy firm in Indonesia, PT. PLN is anticipated to speak for both the energy industry and the nation’s overall state-owned enterprises (SOEs). This positioning highlights the importance of researching PT. PLN by elevating it above the parameters of its organizational structure to represent more general trends influencing people management in the energy industry and beyond. Therefore, the premise of this research is that knowledge gained from millennials’ viewpoints about working at PT. PLN can shed light on more general patterns influencing talent management in the energy industry and elsewhere. Thus, our focus on PT. PLN offers a view into the future of employment in vital infrastructure sectors rather than just a limited analysis of one company’s HR issues.

This study brings a unique perspective to the understanding of career preferences of the millennial generation in relation to state-owned energy companies in Indonesia, specifically PLN. The research fills a gap in the current literature by providing insight into the individual and employer factors that shape the career choices of college graduates belonging to the millennial generation in the context of the Indonesian labor market. Additionally, the research also provides valuable recommendations to energy companies in Indonesia on how to align their recruitment and retention strategies with the career preferences of the millennial generation, in order to remain competitive in the current job market and drive economic growth and development. The study is also novel in its focus on the millennial generation in three major cities in Indonesia, Jakarta, Bandung, and Yogyakarta, and by using the snowball sampling method, which is particularly useful in identifying sociometric patterns within a specific population.

2. Literature Review

2.1. Generation Comparison

A generation is defined as a group of individuals who share similar characteristics and experiences due to their shared birth year, age, and life span. Understanding these generational differences in the workplace is crucial for companies, as it allows them to develop motivational, compensation, work environment, and human resource policies that meet the unique needs of each generation [13]. The research of [14] suggests that generational differences can also reveal cultural differences, which can result in an adaptation process for each generation, and ultimately, a shift in values. Studies by [15] have found that individuals of the same generation who grew up during the same era tend to have similar characteristics and behavioral tendencies. These characteristics can result in different behaviors in the workplace, creating a challenge for businesses to create a welcoming environment for all generations [16]. As such, it is important for companies to understand these generational differences in order to create an inclusive and productive work environment for all employees.

Generation Y, also known as the millennial generation, currently dominates the beginner and intermediate managerial levels in the workforce. This generation, born between 1981 and 1996, is known for their technological savvy, adaptability, and desire for work–life balance [17,18]. On the other hand, Generation X, born between 1965 and 1980, is more represented at higher managerial levels. This generation is known for their independence, self-reliance, and entrepreneurial spirit.

Table 1. Comparison between Generation X and Generation Y.

	Generation X	Generation Y
Year of Birth	1965–1980	1981–2000
General Condition	Grows when social values change. Changes in social values include, for example, two-parent families, sandwich families, rising divorce rates, and low levels of economic growth [19].	Stable economic conditions, globalization, rapid technological changes, the development of social media, cell phones, and the internet, and living in ease and comfort allow Generation Y to accomplish a variety of tasks in a short period of time [20].
General Characteristics	Have a proclivity to become an entrepreneur [21] Pay close attention to the assurance of risks to be faced [22]; Independent [23]; Place a high value on freedom and responsibility [24].	Have high self-esteem, prefer individual treatment, and want to learn a lot of new things [25] Have a strong sense of self-assurance and optimism [26]; Have higher locus control [27]
Knowledge of Technology	Growing during a period of technological advancement and media development [28] The first generation of computer users [29]	Growing at a time when digital technology is rapidly evolving [30] Technology literate and able to adapt quickly [31] Highly dependent on technology [32].
Way of Communication	Dislike detailed communication [33]	Positive and open communication [16]
Weakness	Dislike micromanagement [34] Obsessed with work (Workaholic) [35] Individualistic [36]	Self-centered and possessing numerous desires [37] Low loyalty [38]; Frequently switch jobs [39] Difficult to manage [40]

illustrates the key differences between these two generations. However, it is important to note that these are generalizations and not all individuals within a generation will fit these characteristics. Additionally, it is also important to note that, as the workforce is constantly evolving, new generations are entering the workforce, such as Generation Z, and this will bring new characteristics and preferences to the workplace. It is crucial for companies to understand and adapt to these generational differences to create an inclusive and productive work environment for all employees.

2.2. Millennials at Work

According to [41], millennial workers are known for their ability to multitask and perform well in various roles. Furthermore, studies such as those by [42], have found that millennial workers have a preference for working in teams and require clear direction and guidance in their jobs. Additionally, these studies have also revealed that millennial workers are highly goal-oriented and enjoy taking on challenges [43]. Despite recognizing the importance of work in their lives, millennials prioritize a balance between work and personal life [44]. They view work not just as a means to earn a living but also as a means to pursue their aspirations and goals.

Furthermore, millennial workers place a high value on personal and professional development opportunities. According to a survey conducted by [44], 72 percent of millennial respondents expressed a desire for a work environment that motivates them to succeed. This is consistent with findings from other studies such as that by [43], which found that millennial workers prioritize personal and career development opportunities over wage increases. The rapidly advancing technological landscape, competitive work environment, and globalized economy all drive millennial workers to continuously seek opportunities for professional growth.

In addition, studies such as [6,45], have found that millennials value companies that view them as valuable assets and invest in their development. These factors contribute to millennial employee loyalty to the company. Companies that understand and align with the preferences of millennial workers are more likely to be successful in attracting and retaining millennial talent.

In terms of managerial positions, millennial workers tend to dislike traditional command-and-control leadership styles [46,47]. They prefer managers who are approachable and willing to answer their questions, and have a similar level of education to them. This millennial generation expects managers from the previous generation (Generation X) to be able to adapt and abandon outdated management practices. As a result, there is a need for effective communication and collaboration between Generation Y and Generation X in the workplace [48].

Being a generation that is highly tech-savvy, the internet has had a significant impact on millennial workers. Studies such as that by [43], have shown that over 40% of the millennial generation find and apply for jobs through the internet. In terms of employment preferences, Deloitte’s 2016 report on millennial workers in Canada indicates that a significant number of millennials still aspire to work in the government sector [49]. This is likely due to the perceived ability to balance work and personal life in the public sector, as well as the relatively low unemployment rate among millennial workers in this sector.

2.3. Millennial Workers in Indonesia

According to the 2017 Susenas report, as well as the 2018 Indonesian Millennial Generation Profile [50], the millennial generation represents a significant portion of the population, accounting for 33.7% or approximately 88 million people. This demographic is evenly distributed among both males and females, with 33.7% of the female population and 33.8% of the male population identifying as millennials. Additionally, the Labor Force Participation Rate (TPAK) of this generation was 67.24% in 2017, indicating that two-thirds of the millennial population are actively participating in the workforce.

Research conducted by CSIS [51] suggests that millennials tend to prefer formal sector employment over informal sector employment. This is influenced by a higher level of education and a preference for more selective employment opportunities. According to the Sakernas 2017 report [52], the formal sector employs 54.79% of the millennial generation. The wholesale and retail industry sector is particularly dominated by millennial workers, with 20.02% of this generation working in this sector in 2017. Additionally, in 2017, the majority of millennials (24.61%) worked as service and sales business personnel. These findings highlight the importance of understanding the preferences and characteristics of the millennial generation in order to effectively attract and retain this demographic in the workforce.

A study conducted by [53], found that millennials view work as an opportunity to gain experiences, with the ideal tenure in a job being 3–5 years. Furthermore, the study revealed that the primary factor that motivates millennials to stay in a job is the work environment, specifically how they are recognized and valued for their contributions and ideas.

The study also found that millennials have high expectations from their workplace environment and aspire for opportunities to grow and develop in their careers. This aligns with the findings of a study conducted by [54], on the perceptions of millennials in working in the public sector in Indonesia, which states that as a generation that grew up in a rapidly changing environment and understands technology, millennials require opportunities to grow and develop in their careers. These findings emphasize the importance of creating a positive and supportive work environment that caters to the preferences and aspirations of the millennial generation, in order to attract and retain this demographic in the workforce.

3. Research Methodology

3.1. Research Approach

This study utilizes both quantitative and qualitative research methods in order to achieve the stated objectives. The quantitative approach involves the analysis of primary data collected through surveys. The survey employs a descriptive and inferential statistical analysis. The main survey questions are analyzed using tabulation or cross-tabulation in the descriptive approach, while econometric data processing is performed in the inferential approach to determine the relationship between these questions and the decision to work at PLN and income expectations while working at PLN.

The qualitative approach involves conducting a comprehensive literature review on generational differences in career choice and the labor market. This literature review provides an in-depth understanding of the evolution of research in the areas of labor market dynamics, job selection, and the relationship between employers and employees in the context of generational differences. The study is divided into three main areas of focus: the supply side (characteristics of the ideal work environment for each generation), the demand side (characteristics of the ideal employer/work environment for each generation), and labor market balance (market dynamics). The findings from the literature review, particularly on the supply and demand sides, are used to refine the survey tool, specifically the interview questions, that are used in the study.

3.2. Sampling

A survey was conducted to gather information on individual factors and employer characteristics that may impact career choices among the millennial generation. The survey sample was carefully selected to ensure its representativeness of the population of interest. The sample comprised individuals who met the following criteria:

• Individuals who were currently studying or residing in one of the cities where the survey was being conducted. This ensured that the sample was representative of the millennial population in the specific geographic areas of study.
• Individuals who held a college diploma and were born between 1985 and 2000. This ensured that the sample represented the millennial generation in terms of educational attainment and age range, which are considered important factors in career choices.

To ensure survey time efficiency and increase the sample size, the snowball method was utilized for sampling. The snowball method is a non-probability sampling technique in which samples are obtained by rolling from one respondent to the next. This method is commonly used to study social or communication patterns (sociometric) within a specific community or group. As a result, the sample stratification was divided into quotas per category, including (but not limited to) the following:

• Scientific field and highest level of education (diploma, undergraduate, and postgraduate). This ensured that the sample was representative of the diverse educational backgrounds of the millennial generation.
• Current occupation if the respondent is already employed (private, state-owned company (SOE), or civil servant (PNS)). This ensured that the sample was representative of the diverse employment sectors that the millennial generation is engaged in.

Table 2. Sample target per province.

Province	Number of Samples
DKI Jakarta	400
Jawa Barat	300
DI Yogyakarta	300
Total	1000

illustrates the target distribution of samples per survey location. The total number of samples for this study is 1000, with a breakdown of 400 samples from DKI Jakarta, 300 samples from Jawa Barat, and 300 samples from DI Yogyakarta. This distribution of samples was chosen to ensure that the sample is representative of the population of interest in terms of age, gender, education level, and occupation. DKI Jakarta, Jawa Barat, and DI Yogyakarta are the main provinces in Indonesia, known for their high population density and economic potential. These provinces are also known for their high concentration of universities and educational institutions. This makes them ideal locations to conduct a survey on career preferences of the millennial generation as they are likely to have a large pool of college graduates and potential job seekers. By focusing on these provinces, this study aims to provide valuable insights into the career preferences of the millennial generation in the context of the Indonesian job market.

A statistical power study supported the selection of 1000 responders. The minimal sample size for this study was estimated using power analysis with G*Power ver. 3.1.9.7. The minimum sample needed was 614 respondents. This minimum sample was adequate to detect a meaningful effect size with an acceptable level of power 80%, at an alpha level of 0.05, and an effect size of 0.01 [55,56].

As of 2020, DKI Jakarta had a millennial population of 2,816,278, representing approximately 26.7% of its total populace of 10,562,088. DI Yogyakarta accounted for 859,386 millennials, about 23.4% of its total population of 3,668,719. Bandung comprised 622,796 millennials, making up roughly 24.8% of its overall population of 2,510,103. These numbers highlight the substantial representation of millennials in the urban areas that are the subject of the study, which supports the decision to examine career choices among this population [57].

The survey was conducted using the Computer-Assisted Personal Interviewing (CAPI) method on Android devices, which allows for real-time data entry and monitoring by enumerators. The skip pattern design, which was established prior to the survey, ensures the validity of the collected data and allows for the precise recording of the respondents’ GPS coordinates. The obtained data were analyzed using both descriptive and econometric methods. Descriptive statistics and cross-tabulation were used for the descriptive analysis, while an econometric analysis was employed to determine the impact of various demand- and supply-side factors on the career choices of the millennial respondents.

3.3. Questionnaire

The questionnaire in this study had six parts, including Identification, Filter Question, Demographic Information, Ideal Job, Risk Character, and Closing and Notes. The Identification section included the enumerator’s identity, the respondent’s identity, as well as the respondent’s address and contact information. The Filter Question section sought respondents who met the specified criteria, with questions about the respondent’s year of birth (1981–1996), possession of a college diploma, and employment status at PLN. If the respondent did not meet the criteria, the interview was terminated. The Demographic Information section included information about the respondent’s college, major, field of work, length of work experience, and internet usage. The Ideal Job section examined the respondent’s perceptions of ideal job conditions, as well as the supporting aspects and expectations that they believed would make a job ideal. The Risk Character section examined the respondent’s behavior when faced with work-related risks, particularly income risks. Finally, the Closing and Notes section included enumerator notes, as well as the GPS coordinates of the interview location and a photograph of the respondent.

The questionnaire used in this study was developed through a thorough review of the existing literature on employer branding indicators, such as those discussed by [58,59,60]. These variables were adapted to the Indonesian context to ensure that the majority of respondents could understand and relate to them. The questionnaire underwent pilot testing with a sample of respondents before being finalized and administered to the main sample. This helped to ensure that the questionnaire was clear and easy to understand, and captured the key variables of interest for the study. Additionally, the adaptation process helped to ensure that the questionnaire was culturally appropriate and relevant for the Indonesian context, as the study focuses on understanding the perceptions and preferences of millennials in Indonesia, specifically in regard to PLN and other energy companies in the country.

3.4. Econometric Approach

The econometric approach in this study aimed to examine the relationship between various individual demographic characteristics, such as education level, field of study, and work experience, and an individual’s perception of the ideal job (independent variable) on the decision to work for a specific type of organization, such as PT. PLN (Persero), specifically (dependent variable). This relationship was analyzed using regression analysis, specifically the Ordinary Least Squares (OLS) method, to determine the correlation between these variables. The regression equation used in this analysis takes into account multiple factors that may influence an individual’s career choice and decision to work for a specific organization. The regression equation applied in this study was:

$${PLN}_i={\alpha }_0+{{\left(X_p\right)}^{\prime }\delta +\left(X_i\right)}^{\prime }\beta +{\left(X_h\right)}^{\prime }\gamma +{\epsilon }_i$$

where:

PLN_i: (1) Decision to work at PLN; and (2) Expected income if working at PLN.

X_p: Perception vector of PT. PLN (Persero).

X_i: Individual characteristic vector.

X_h: Household characteristic vector.

3.5. Survey Implementation

The field survey took place between mid-October and November 2019. A comprehensive questionnaire was developed prior to the survey and was integrated into the Computer-Assisted Personal Interviewing (CAPI) program. Before the survey was conducted, the enumerators were thoroughly trained on the purpose of the survey and the questionnaire. The team went through each question in the questionnaire in detail to ensure that the enumerators had a clear understanding of the questions and to prevent any discrepancies in perception during the interview with the respondents. The enumerators also practiced using the CAPI program through role-playing exercises. To ensure the questionnaire and questions were suitable for the field conditions, a pre-test was conducted with a small sample of respondents in Jakarta, specifically in UI Salemba. This pre-test helped to identify any potential issues or adjustments that needed to be made before the main survey was conducted.

4. Results and Discussion

4.1. Research Finding

4.1.1. Profile of Respondents

The Figure 1 show the number of men and women interviewed in this survey was balanced, with almost an equal number of male and female respondents. Meanwhile, the majority of respondents were born in 1996 (9.3%) and 1981 (18.7%), respectively. This was done to ensure that the sample offers a good representation of the millennial generation, which is typically defined as those born between 1981 and 1996. This strategic selection of respondents allows for a deeper understanding of the career choices and preferences of the millennial generation in the context of PLN and the energy industry in Indonesia.

The Figure 2 show the majority of respondents in this survey had a D4/S1 education level, with a small percentage having a D3/D2/D1 education level. This is in line with the current demand for formal employment, where a D4/S1 education level is typically required. This is indicative of the respondents being well-educated and qualified for formal employment opportunities, which aligns with the focus of the survey being on the career choices and preferences of the millennial generation in the formal sector [61]. Furthermore, the distribution of education level among the respondents is representative of the current education landscape in Indonesia where a majority of the population holds a diploma or undergraduate degree. This can be seen as an indication that the sample is representative of the millennial population in the country.

The majority of respondents surveyed in this study had completed a D4/S1 level of education, which is in line with the current demand for formal employment that requires a higher level of education. Among the educational fields completed by respondents in Figure 3, the most common were Economics and Business, accounting for 27.0% of respondents, followed by Engineering at 7.9%. Other education fields such as Teacher Education and Religion were also represented in the sample.

In terms of current activities shown in Figure 4, the majority of respondents surveyed (74%) reported that their main activity in the previous week was work. A total of 16% reported that they were still looking for work, while the remaining respondents were engaged in other activities such as household responsibilities and school or college. This highlights the importance of providing suitable employment opportunities for millennials who are actively seeking work and have a specific level of education [62].

The Figure 5 show that the majority of respondents were employed as laborers or employees (73.3%), with a smaller percentage being self-employed (15.5%) or non-agricultural casual workers (8.1%). In terms of income shown in Figure 6, the majority of respondents reported earning between 1 and 5 million rupiah per month. The data suggest that respondents with a more stable income held positions in the civil sector (PNS), military (TNI), or police, or were employees of state-owned enterprises (SOE/BUMN) or regional government-owned enterprises (BUMD). However, the type of position and average income appear to be less stable for contract employees with less than a year of experience [63,64,65]. In contrast, contract employees with more than one year of service tended to have a more stable income.

4.1.2. Ideal Job

The section on the respondents’ ideal job and company in the questionnaire aimed to gather information on the characteristics that the respondents considered important in their ideal job and company. This section included questions on the type of work, working hours, compensation, benefits, and opportunities for career advancement. Additionally, the section also asked about the respondents’ perceptions of PLN as a potential employer, including their awareness of the company, their perceptions of the company’s reputation, and their likelihood of applying to work at PLN. This information was used to understand the factors that influence the respondents’ career choices and to identify potential areas of improvement for PLN to attract and retain millennial talent.

Table 3. Important factors to consider when choosing a job.

Aspect	Total	DKI Jakarta	Bandung	DIY
Certainty of wage payment	1	1	4	1
Working environment	2	5	8	7
Working hour and location flexibility (ability to work remotely)	3	3	3	2
Corporate legal entities	4	8	5	10
Take-home pay	5	6	6	5
Pension	6	7	7	6
Good corporate governance	7	2	1	3
Contract	8	4	2	4
Social status	9	10	10	11
Career path	10	11	9	8
Social security (health insurance for employee and family)	11	9	11	9

below shows the results of the survey on the respondents’ perceptions of their ideal job and company. From the table, it can be seen that the most important aspects for the respondents were salary payment certainty, work environment, and the flexibility of hours and work locations. These aspects were considered crucial by the respondents in making a decision on their career choices [65,66]. On the other hand, social status, career advancement, and social security were perceived as less important by the respondents. This indicates that the millennial generation places more value on a work–life balance and a flexible working environment [67]. This is consistent with several literature reviews that suggest that millennials prefer a work environment that is flexible and not limited by time and place, as well as the tendency for this generation to change jobs more frequently. As a result, the emphasis on career advancement and social security benefits may not be as high for them, due to the unstable nature of their employment status [68,69].

The survey results indicate that respondents in Jakarta and Yogyakarta placed a high importance on the certainty of salary payments when choosing a job, which aligns with the overall average among surveyed respondents. However, respondents in Bandung appeared to place a higher emphasis on the company’s governance when making job choices. Additionally, the survey results show that other factors, such as the work environment and flexibility of hours and work locations, were also considered important by respondents in all three locations, but their relative importance may vary. Overall, the survey results provide insight into the specific factors that are important to millennials in different regions when making job choices, and can be used to inform employer branding strategies and recruitment efforts.

Meanwhile,

Table 4. Important factors to consider when choosing a job (extended).

Aspect	Younger	Older	Male	Female
Certainty of wage payment	1	2	1	2
Working environment	2	1	2	1
Working hour and location flexibility (ability to work remotely)	3	4	3	3
Corporate legal entities	4	3	4	4
Take-home pay	5	8	7	7
Pension	6	6	6	6
Good corporate governance	7	5	5	5
Contract	8	7	8	8
Social status	9	11	10	10
Career path	10	9	9	9
Social security (health insurance for employee and family)	11	10	11	11

Notes: Older millennials are respondents born between 1981 and 1989; younger millennials are respondents born between 1990 and 1996.

below shows that the certainty of the frequency of salary payments is the most important factor for the older millennial generation. This is reasonable given that this generation has more dependents than previous generations, such as family financial responsibilities [70,71]. They also require a certain level of payment stability in order to be classified as bankable and obtain formal loan facilities from financial institutions, such as housing loans and automobiles [72,73]. In terms of gender, there was no statistically significant difference between the two groups. The only distinction found was in the first and second ranks, where good governance was the most important aspect for male respondents, followed by frequency certainty for female respondents. Additionally, the data suggest that the location of the respondents also played a role in determining their priorities, as the importance of company governance was found to be higher among respondents from Bandung compared to those from DKI Jakarta and DI Yogyakarta.

According to

Table 5. Media for job application.

Medium	Total	DKI Jakarta	Bandung	DIY
Company website	1	1	2	3
Social media (Facebook, Twitter, Instagram, etc.)	2	4	1	2
Job seeker website	3	2	3	1
Personal connection	4	3	5	4
Messenger (WhatsApp, line, BBM)	5	5	4	5
Newspaper	6	6	6	6

below, the Internet is the most effective medium for respondents looking for job vacancies. Company websites, social media, and job search portals are the media that are most commonly used by respondents to find job opportunities. This is in line with the trend of millennials being highly tech-savvy and relying heavily on the Internet for their daily activities, including job searching. On the other hand, newspapers are the least preferred medium for job seekers. This is consistent with the decline in the use of traditional media and the shift towards digital platforms [74,75]. These two factors also support the previous section’s description of how much time the millennial generation spends on the Internet, and highlights the importance for companies to have a strong online presence in order to reach and attract millennial job seekers.

Figure 7 below depicts the aspects of the company’s character deemed important by respondents when selecting a company to work for. Respondents were asked to give an assessment for each aspect, with one indicating that the aspect is not important at all and five indicating that the aspect is extremely important. Each point represents the average of all respondents’ responses. The figure shows that the most important aspect of a company to work for was the role of the product in society, followed by the company’s current image and communication between management and workers (union). It is worth noting that the respondents placed a high importance on the social responsibility and ethical behavior of the company, indicating that the millennial generation is more conscious of the impact of their work on society and the environment [76,77]. Additionally, good communication and transparency within the company were also highly valued, indicating a preference for a positive and open work culture [78,79].

There were significant differences in several aspects depending on the region. Respondents in DKI Jakarta valued the product’s role in the community the most, followed by respondents in Bandung City and DI Yogyakarta. This can be attributed to the fact that Jakarta is the capital city of Indonesia and a major center for business and commerce. Respondents in Jakarta may be more aware of the impact of a company’s products and services on the community as a whole. Additionally, the respondents in Jakarta may be more concerned with the company’s reputation and image, as they are living in the city where business activities are more intense. On the other hand, respondents in Bandung City and DI Yogyakarta placed more importance on the company’s strategy and policies. This could be due to the fact that Bandung is known as a city of education and DI Yogyakarta is known as a city of culture, which may influence the values and priorities of the respondents in those regions.

4.1.3. Perceptions of PT PLN (Persero)

Figure 8 below illustrates that the respondents’ overall perception of PLN was relatively positive, with the highest scores being given to the company’s products and services, followed by the company’s governance and the quality of its human resources. The lowest scores were given to the company’s social responsibility and environmental sustainability. It is important to note that these scores are based on the respondents’ perceptions and may not necessarily reflect the actual performance of the company in these areas. Additionally, there may be variations in the scores given by respondents depending on the region, as well as other demographic factors such as gender and age. Further analysis may be needed to fully understand these variations and their underlying causes.

Figure 8 above illustrates the respondents’ perception of key aspects of PLN. The figure shows that overall, respondents had a relatively positive perception of PLN, with all average scores being greater than 3.5, which is above the mean score. The figure also shows that the respondents’ views on PLN can be grouped into three main categories. The first category includes aspects related to worker welfare, which were perceived positively by the respondents. The second category includes aspects such as current corporate image, product role, the strategy and policy of PLN, leadership image, and financial report accountability, which were perceived positively but not as positively as the first category. The third category includes aspects such as the past image of PLN, the form and strategy of CSR, the role of PLN in combating climate change and environmental damage, and the role of PLN in improving the welfare of people in the company’s vicinity, which were perceived less favorably by the respondents.

In terms of regional comparisons, respondents in DI Yogyakarta scored lower than respondents in the other two cities, specifically Jakarta and Bandung. This suggests that respondents in DI Yogyakarta may have different perceptions or experiences with PLN compared to respondents in the other two cities. The data also show significant differences in how respondents from DI Yogyakarta rated certain aspects of PLN, such as the accountability of financial statements, the efforts of PLN concerning climate change and environmental damage, and the efforts of PLN in improving the welfare of the surrounding community. These differences in perceptions or experiences may be influenced by various factors such as the location and type of PLN operations, the level of communication and engagement with the community, and the level of awareness and understanding of PLN’s initiatives and programs.

Table 6. The position of PT. PLN (Persero) among state-owned enterprises.

Ranking	SOEs
1	Telkom
2	Perusahaan Listrik Negara
3	Bank Mandiri
4	Bank Rakyat Indonesia
5	Jasa Marga
6	Bank Negara Indonesia
7	Waskita Karya
8	Pembangunan Perumahan (PP)
9	Bank Tabungan Negara
10	Semen Gresik

below ranks the best state-owned enterprises (SOEs) based on respondents’ perceptions. In addition to PLN (Persero), respondents were given ten other BUMN (Badan Usaha Milik Negara; Indonesian for “state-owned enterprises”) alternatives. These alternatives were chosen based on the SOEs with the highest profits in the first quarter of 2019 as proxies for the largest SOEs in Indonesia. According to the table, PLN was ranked second, only behind PT Telkom Tbk. Despite this, considering its size and the range of its operations, PLN still ranked first among Indonesia’s largest SOEs. It is important to note that the ranking was based on the perceptions of the surveyed population and may not be representative of the general population.

Table 7. The position of PT. PLN (Persero) among energy-related companies.

Ranking	Energy-Related Companies
1	Pertamina
2	Perusahaan Listrik Negara
3	Perusahaan Gas Negara
4	Chevron
5	Pertamina EP
6	Petronas
7	ConocoPhilips
8	Medco
9	BP Berau Ltd. (Tangguh)
10	Premier Oil
11	PetroChina

below illustrates the perceptions of respondents towards the best energy-related companies in Indonesia. PLN, or PT PLN (Persero), was ranked second among the top SOEs, after PT Telkom Tbk. This ranking is reflective of PLN’s position as one of the largest SOEs in Indonesia. Additionally, the table also shows the ranking of alternative energy companies based on the largest lifting in the first half of 2018 as determined by SKK Migas data. PLN ranked second after Pertamina, and was considered superior to other foreign energy-related corporations such as Chevron, Petronas, and ConocoPhillips.

The most recent data, as of 2023, indicate that PLN has successfully retained its status as the second-largest entity in the sector. This enduring ranking highlights PLN’s persistent significance and resilience in the face of the industry’s evolving landscape, marked by significant global challenges and transformative events over the past few years. The ability of PLN to maintain such a prominent position amidst economic fluctuations, the global COVID-19 pandemic, and shifts toward renewable energy sources is testament to its strategic adaptability and the crucial role it continues to play in Indonesia’s energy infrastructure [80].

Table 8. Willingness to work at PT. PLN (Persero).

Education	Willingness to Work at PT PLN (Persero)	Take-Home Pay Expectation (IDR)
D1/D2/D3	78%	6,736,346
D4/S1	80%	7,663,704
S2	90%	18,100,000
Average expectation		7,466,905
Average expectation if respondents worked at ministries/government institutions		7,268,095
Average expectation if respondents worked at local companies		7,153,016
Average expectation if respondents worked at foreign companies		10,705,890
Average expectation if respondents worked at state-owned enterprises		7,913,234

below highlights the percentage of respondents who expressed a desire to work at PT PLN (Persero), one of the largest state-owned electricity companies in Indonesia, based on their level of education. Overall, more than 80% of respondents indicated that they would like to work for the company. The table also illustrates the expected income that respondents anticipated if they were to work at PLN, taking into account their educational background and work experience. Additionally, the table compares the income expectations for working at PLN to that of other state-owned enterprises (SOEs), regional SOEs, public service agencies (BLU), national private companies, and various ministries or institutions. In general, respondents’ income expectations were lower if they were to work at PLN than if they were to work in another SOE/regional-SOE/public service agency (BLU). However, if the respondent were to work in a national private company or a ministry/institution, the income expectation was higher. Respondents in DKI Jakarta, on average, had higher income expectations than respondents in Bandung and DI Yogyakarta. This may be influenced by the cost of living and the job market in these areas.

4.2. Econometric Approach to Job Selection

Table 9. Regression results on willingness to work at PT. PLN (Persero).

Variables	(1)	(2)	(3)
	Logit	Logit	Logit
Image of PT. PLN (Persero)
Previous goodwill	0.227 *	0.233 *	0.228 *
	(0.119)	(0.122)	(0.122)
Current goodwill	−0.238 *	−0.271 **	−0.252 *
	(0.127)	(0.130)	(0.130)
Product role	0.462 ***	0.460 ***	0.463 ***
	(0.118)	(0.116)	(0.118)
Strategy and policy	−0.0738	−0.0332	−0.0631
	(0.136)	(0.137)	(0.138)
Image of the BoD	0.0542	0.116	0.123
	(0.133)	(0.136)	(0.139)
Financial Statement	−0.0479	−0.0658	−0.0565
	(0.130)	(0.131)	(0.132)
Worker welfare	0.107	0.0456	0.0308
	(0.140)	(0.145)	(0.146)
CSR	0.401 ***	0.383 ***	0.386 ***
	(0.140)	(0.143)	(0.146)
Climate and environment	−0.0816	−0.0555	−0.0343
	(0.135)	(0.140)	(0.143)
Community welfare	−0.0296	−0.0528	−0.0722
	(0.140)	(0.148)	(0.151)
Demographics
Gender		−0.396 ***	−0.406 ***
		(0.135)	(0.141)
Age		−0.0703 ***	−0.0498 **
		(0.0169)	(0.0230)
Dummy 1 marriage		0.0182	0.0473
		(0.174)	(0.184)
Dummy 2 marriage		0.150	0.0491
		(0.758)	(0.792)
Education
Dummy S1			0.187
			(0.152)
Dummy S2			−0.273
			(0.766)
Dummy ITB			1.366
			(1.017)
Dummy UGM			−0.0502
			(0.608)
Dummy domestic uni			0.468
			(0.545)
Dummy foreign uni			1.396
			(0.987)
Experience			−0.0205
			(0.0270)
Dummy job seeker			0.545 **
			(0.213)
Dummy students			−0.240
			(0.345)
Dummy HH chores			0.597
			(0.363)
Dummy others			0.0783
			(0.700)
Internet			0.0153
			(0.0176)
Constant	−2.890 ***	−0.575	−1.835 *
	(0.534)	(0.718)	(0.998)
Observations	1.008	1.008	1.008

Robust standard errors in parentheses. *** p < 0.01, ** p < 0.05, * p < 0.1.

presents the results of a regression analysis that examines the relationship between various demographic characteristics and a respondent’s desire to work at PT. PLN (Persero). The main explanatory variable in this regression is the respondent’s perception of PLN. According to the table, the past good name/image of PLN, the role of PLN’s product in the community, and the form and strategy of PLN’s corporate social responsibility (CSR) all have a significant and positive correlation with the respondent’s desire to work at PLN. This suggests that respondents were more likely to want to work at PLN if they perceived these aspects positively.

However, the current good name of PLN is significant but in the opposite direction, which contradicts the findings of previous studies. This discrepancy is primarily driven by respondents in DKI Jakarta, as shown by the subsample regression based on area. The aspect of the company’s reputation is currently insignificant in the subsamples from the other two cities.

Additionally, the regression analysis also reveals that certain demographic characteristics, such as gender (with women being less likely to want to work at PT. PLN (Persero)), age (with older respondents being less likely to want to work at PT. PLN (Persero)), and groups who are currently looking for work, are also significantly correlated with the respondents’ desire to work at PLN.

The results of the regression analysis in

Table 10. Regression results on income expectations at PT. PLN (Persero).

Variables	(1)	(2)	(3)
	OLS	OLS	OLS
Image of PT. PLN (Persero)
Previous goodwill	0.0466 *	0.0496 *	0.0482 *
	(0.0281)	(0.0282)	(0.0276)
Current goodwill	−0.0798 ***	−0.0736 ***	−0.0722 ***
	(0.0276)	(0.0266)	(0.0255)
Product role	0.0433 *	0.0502 **	0.0496 **
	(0.0246)	(0.0245)	(0.0241)
Strategy and policy	0.0401	0.0308	0.0276
	(0.0322)	(0.0317)	(0.0307)
Image of the BoD	0.00306	0.00476	0.0157
	(0.0310)	(0.0313)	(0.0298)
Financial Statement	0.00703	0.00655	0.0115
	(0.0268)	(0.0264)	(0.0256)
Worker welfare	−0.0457	−0.0305	−0.0390
	(0.0312)	(0.0310)	(0.0308)
CSR	0.0849 ***	0.0951 ***	0.0944 ***
	(0.0300)	(0.0294)	(0.0280)
Climate and environment	−0.00407	−0.00561	0.00655
	(0.0301)	(0.0292)	(0.0275)
Community welfare	−0.00877	−0.00934	−0.00641
	(0.0317)	(0.0316)	(0.0303)
Demographics
Gender		−0.0871 ***	−0.0794 ***
		(0.0299)	(0.0297)
Age		0.0188 ***	0.00771
		(0.00369)	(0.00491)
Dummy 1 marriage		−0.0212	−0.0258
		(0.0385)	(0.0396)
Dummy 2 marriage		−0.322	−0.302
		(0.241)	(0.221)
Education
Dummy S1			0.128 ***
			(0.0317)
Dummy S2			0.718 ***
			(0.257)
Dummy ITB			0.121
			(0.197)
Dummy UGM			−0.193
			(0.171)
Dummy domestic uni			−0.237
			(0.156)
Dummy foreign uni			−0.214
			(0.231)
Experience			0.0174 ***
			(0.00622)
Dummy job seeker			−0.0438
			(0.0389)
Dummy students			−0.115 *
			(0.0608)
Dummy HH chores			−0.00160
			(0.0731)
Dummy others			−0.230 *
			(0.134)
Internet			0.00940 **
			(0.00377)
Constant	15.39 ***	14.78 ***	15.02 ***
	(0.136)	(0.166)	(0.239)
Observations	1.008	1.008	1.008

Robust standard errors in parentheses. *** p < 0.01, ** p < 0.05, * p < 0.1.

indicate that the respondents’ perception of PLN’s past reputation, role in the community, and corporate social responsibility strategies have a significant correlation with their income expectations if they were to work for the company. This suggests that those who had a positive perception of these aspects of PLN tended to have higher income expectations. However, it is important to note that the relationship between the current reputation of PLN and income expectations is more complex and nuanced. The results indicate that the current reputation of PLN is driven by a specific subset of respondents from DKI Jakarta, and thus may not be generalizable to the entire population. Additionally, other factors such as gender, work experience, current employment status, and internet usage also play a role in determining income expectations. It is important to consider all these factors when analyzing the relationship between PLN’s reputation and income expectations.

4.3. Discussion

The findings of this research align with previous studies that have looked into the preferences of millennials when it comes to their careers. The importance placed on the certainty of salary payments by older millennials can be attributed to the fact that this generation typically has more responsibilities and dependents, and therefore requires a stable source of income. The emphasis on a good work environment and the flexibility of hours and work locations further supports the idea that millennials value work–life balance and the ability to have control over their schedules. This is in line with the findings of [43,44], which suggest that a positive work environment can boost motivation and productivity. Additionally, the flexibility of working hours and locations allows millennials to better balance their personal and professional lives, and aligns with the idea that they prioritize a good work–life balance.

Several key aspects of a company’s character were considered important by respondents when choosing a company to work for. The most important aspect was the role of the company’s products or services in society, followed by the company’s current image, and communication between management and workers (union). The results of the survey indicate that PLN, being a state-owned electricity company, has a strong chance of attracting millennial job seekers. This is because several aspects of PLN’s character align with the aspects considered important by respondents, particularly the company’s current reputation, effective communication between management and labor unions to improve worker welfare, and the crucial role of electricity in society. These factors may make PLN an attractive career option for millennials.

PLN, being one of the most well-known state-owned enterprises in Indonesia, has a strong chance of attracting millennials to join the company. The survey results show that a significant percentage of respondents across all educational levels expressed their desire to work at PLN, with an especially high percentage of respondents with a Master’s degree expressing an interest. This can be attributed to several factors such as the company’s current image, good communication between management and labor unions, and the role of electricity in society. Additionally, the respondents’ average anticipated income when working at PLN, at IDR 7,466,905, is also a factor that can attract millennials to the company. These results indicate that PLN is an attractive option for millennials who are looking for a stable and well-paid job with a reputable company.

Additionally, PLN can focus on improving communication and transparency with labor unions, as well as worker welfare, in order to increase millennials’ perception of the company’s good governance. Furthermore, PLN can prioritize efforts in combatting climate change and environmental damage, as well as improving the welfare of the surrounding community, as these are areas where respondents’ perceptions were lower. This can help improve PLN’s overall reputation and attract more millennial job seekers. Furthermore, PLN can also consider offering more flexible working hours and locations to attract millennial job seekers who prioritize work–life balance. Overall, by addressing the key concerns and priorities of the millennial generation, PLN can improve its employer branding and attract a more diverse and talented workforce.

5. Conclusions and Recommendations

5.1. Conclusions

Based on the survey results, it is clear that the millennial generation places a strong emphasis on certain factors when considering a job or career. These include the certainty of salary payments, a good work environment, and flexibility in terms of working hours and locations. Additionally, the respondents in the survey valued a company’s commitment to having a positive impact on society, a good current image, and effective communication between management and labor unions.

As a state-owned enterprise, PLN has a unique opportunity to attract millennial job seekers. The company’s current image and efforts to improve worker welfare, as well as its role in the community, align well with the factors that are important to the millennial generation when choosing an employer. Furthermore, the survey results indicate that a large percentage of respondents from all educational levels expressed a desire to work at PLN, with an even higher percentages among those with higher levels of education.

To further improve its employer branding among millennials, PLN can focus on promoting its CSR programs and community development initiatives through online media such as social media and advertisements in other entertainment platforms. This can help to improve the company’s image among millennials and increase their desire to work at PLN. By understanding and catering to the unique characteristics and preferences of the millennial generation, PLN can position itself as a desirable employer and attract the best talent in the industry.

The survey results indicate that PLN was a favorable employer choice among the millennial generation, with more than 80% of respondents expressing a desire to work at the company. This is further reinforced by the fact that the average anticipated salary for respondents working at PLN was IDR 7,466,905, which is competitive when compared to other state-owned companies and energy-related companies in Indonesia. PLN’s position among these two types of companies was also favorable, coming in second place.

An econometric analysis of the survey data also supports these findings, revealing that PLN’s past reputation, role in the community, and corporate social responsibility strategies have a positive correlation with the respondents’ willingness to work at the company and their income expectations. Specifically, respondents who had a positive perception of PLN’s past reputation, role in the community, and CSR strategies were more likely to be willing to work at PLN and had higher income expectations. These findings suggest that PLN can continue to build on its reputation, community involvement, and CSR efforts in order to attract and retain top talent from the millennial generation.

This study’s examination of millennials’ career preferences within Indonesia’s energy sector, specifically PT PLN (Persero), has notable limitations. Firstly, the research exclusively targets millennials, potentially omitting varied career perspectives prevalent among other generational cohorts, such as Generation Z and Generation X. This focus might limit the findings’ applicability across the broader workforce. Secondly, by concentrating on three major Indonesian cities (Jakarta, Bandung, and Yogyakarta), this study may not encapsulate the diverse career aspirations found in rural or less urbanized areas, offering a primarily urban viewpoint. These limitations suggest that while this study provides valuable insights into urban millennials’ career preferences, extending the demographic and geographical scope could yield a more holistic understanding of the sector’s workforce dynamics.

5.2. Research Suggestions

Based on the findings of this study, one of the key recommendations for PLN to improve the effectiveness of its employer branding efforts is to focus on promoting its CSR programs and community development initiatives through online media platforms. This can include utilizing popular social media channels and other entertainment media to capture the attention of the millennial generation, who will soon dominate the labor market. By promoting its efforts in these areas, PLN can improve its current image among millennials and increase their desire to work for the company. Additionally, it is important to note that the preferences for different social media channels can vary among the millennial population, and thus it is recommended for PLN to experiment with different types of social media platforms in order to effectively reach and appeal to this demographic.

Furthermore, PLN can leverage the power of employee advocacy to improve its employer branding. By encouraging current employees to share positive testimonials or stories about their work experiences at PLN, the company can showcase the benefits and opportunities available to potential employees. This can be particularly effective in attracting millennials, who place a high value on personal and professional development, a fair salary and benefits package, and a positive work–life balance. Additionally, PLN can target its employer branding efforts in specific regions, such as DI Yogyakarta, by highlighting its efforts in areas that are important to millennials, such as environmental sustainability and community empowerment. To make this more effective, PLN can use various social media platforms and entertainment media to reach a diverse group of millennials and tailor the message to the expectations of the millennial generation.