PT. Gunanusa Eramandiri, Tbk

Dr. Rachmat Setyawan, CHCGM, is the Head of Human Resources at PT. Gunanusa Eramandiri Tbk, where he drives strategic initiatives in organizational development, talent management, and employee experience. With over 20 years of experience in both multinational and national companies—including Roche Indonesia, Niro Ceramic Group, McDermott, and Astra—he has led impactful transformations in culture and digital HR. He holds a doctorate in Human Resource Management from Jakarta State University

What is Employee Experience?

In today’s modern workplace, dominated by Generations Y and Z, building a strong employee experience is no longer optional—it is a strategic necessity.

Employee Experience (EX) refers to the overall perception and journey that employees go through during their time with an organization, from recruitment and onboarding to daily interactions to their eventual exit.

One expert argues that employee experience consists of three main elements:

1. Culture—How values, behaviors, and leadership influence the work environment. 2. Technology—How modern and userfriendly the available work tools are. 3. Physical Space – A comfortable and supportive physical workspace.

Meanwhile, another expert describes employee experience as a systematic company effort to design and align employee interactions to be positive, personal, and meaningful, with the goal of increasing engagement, retention, and performance.

A Strong Foundation: Purpose, Vision, and Values

From my time working in the HR field, particularly in organizations where over 80% of the workforce are from Gen Y and Z, I’ve seen firsthand that this generation doesn’t just want a job—they want a meaningful experience. They want to feel that their work matters, that their voices are heard, and that their growth is supported not only through formal systems but also through culture, communication, and community.

The shift starts with how we think about purpose. When people, especially younger professionals, see that their company is committed to a mission greater than profit, engagement becomes more organic. It’s no longer about enforcing compliance but creating alignment.

“Experience is not something you design once—it evolves with your people.”

One company in the food manufacturing sector starts with a strong company purpose: “To create a noble impact for the nation. This is not just a slogan but a guiding principle embedded into every strategic action. These values serve as a bridge to align Gen Y and Z’s desire for meaningful contribution. Socialization, training, and active internal promotion ensure that these values are internalized throughout every level of the organization, including in performance evaluations and promotions.

Adaptation to Younger Generations & Digitalization

Another powerful component is digital integration. Younger employees expect the same level of speed, simplicity, and personalization at work as they do in the apps on their phones. Digital HR systems, learning platforms, and even simple chatbased tools for communication and feedback make a significant difference in how supported they feel.

Such expectations can be reflected through:

• HRIS and LMS systems to streamline learning and HR administration and self-services.

• Friendly and responsive HR chatbot to meet daily employee needs quickly.     • Digital communication platforms to manage time, 1-on-1 discussions, recognition programs, weekly job monitoring, KPI tracking, and mid- and yearly performance.

A Culture of Collaboration and Communication

But digital tools alone aren’t enough. What truly transforms experience is a culture that values interaction, consistency, and inclusivity. Simple rituals like weekly check-ins, regular recognition, and cross-team collaboration sessions help foster a sense of community. In my experience, informal gatherings and open forums have often surfaced the most valuable insights, from both employees and leaders.

A Fun and Inclusive Workplace

Equally important is wellness—both physical and mental. I’ve observed that work-life balance isn’t just a perk anymore; it’s an expectation. Programs that create space for physical activity, mental health conversations, or just social bonding have become essential elements of employee experience.

As work-life balance is a major focus for Gen Y and Z, the company can provide national holiday celebrations, employee/ family gatherings, weekly sports, Friday morning workouts, etc.

Measuring Employee Engagement

Of course, measurement matters too. Surveys and engagement tools provide useful signals. But what’s more important is what we do with the feedback. Experience is not something you design once—it evolves with your people. In one year, we saw a major uplift in engagement simply by acting on what people told us: that they wanted more visibility on goals, more time to connect across teams, and more clarity in feedback.

Conclusion

Looking back, I believe that building employee experience is less about grand strategies and more about everyday intentionality. It’s about listening deeply, acting consistently, and trusting that even small efforts, done sincerely, can shape a workplace where people not only perform but thrive.

And if we get this right? We don’t just create better workplaces. We build better futures for our teams, our communities, and the generations that will follow.