[ ABSTRAKRINGKASAN EKSEKUTIFProfil PerusahaanBank Mandiri didirikan pada tanggal 2 Oktober tahun 1998 sebagai bagian dari program restrukturisasi perbankan yang dilaksanakan oleh pemerintah Indonesia Pada tahun 1999 empat bank pemerintah yaitu Bank Bumi Daya Bank Dagang Negara Bank Ekspor Impor Indonesia dan Bank Pembangunan Indonesia dilebur menjadi Bank Mandiri Saat ini Bank Mandiri tengah melaksanakan tahap transformasi lanjutan tahun 2010 2014 dengan melakukan revitalisasi visi yaitu Menjadi Lembaga Keuangan Indonesia yang Paling Dikagumi dan Selalu Progresif Sejalan dengan visi tersebut Bank Mandiri berambisi untuk masuk dalam jajaran Top 5 Bank di ASEAN pada tahun 2014Analisis Situasi1 Bank Mandiri bertransformasi menjadi perusahaan yang berbasis Strategic Business Unit SBU sehingga masing masing direktorat mempunyai target sendiri 2 Hal ini berdampak pada budaya kerja yang fulltime untuk mencapai target 3 Sementara itu penyebutan generasi X dan Y di lingkungan Bank Mandiri juga masih sangat terasa Sehingga menyebabkan kurangnya interaksi yang terjalin antar karyawan Bank Mandiri4 Diperlukan kegiatan internal relations untuk meningkatkan hubungan dan interaksi antar karyawan melalui beberapa programTujuan Program1 Meningkatkan hubungan baik dan interaksi antar karyawan Bank Mandiri terutama bagi para karyawan generasi X dan generasi Y 2 Menumbuhkan kedekatan antar karyawan yang dapat terjalin dengan baik sehingga penyebutan generasi X dan generasi Y di lingkungan kerja Bank Mandiri dapat dihilangkan Strategi ProgramMeningkatkan interaksi antar karyawan melalui beberapa kegiatan Internal RelationsKhalayak sasaranPublik internal Bank Mandiri di Gedung Plaza Mandiri Jl Jend Gatot Subroto Jakarta Selatan Pesan KunciProgram internal relations dapat menjadi wadah untuk menjalin kedekatan antar keryawan di Bank MandiriUsulan Program1 Employee Gathering2 Karnival Mandiri3 Mandiri NightAnggaranRp 1 261 050 000Jadwal KegiatanJuni Oktober 2015EvaluasiTahapan evaluasi yang digunakan adalah 1 Tahap Input2 Tahap Output3 Tahap OutcomesSetiap tahap memiliki tolak ukur dan instrumen masing masing

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ABSTRACTEXECUTIVE SUMMARYCompany ProfileBank Mandiri was established on 2 October 1998 as part of the bank restructuring program of the Government of Indonesia In July 1999 four state owned banks Bank Bumi Daya Bank Dagang Negara Bank Exim and Bapindo were amalgamated into Bank Mandiri Bank Mandiri are now embarking on the second stage of our transformation process for the 2010 2014 period by revitalizing our vision To be Indonesia 39 s Most Admired and Progressive Financial Institution Align with our vision we are determined to reach the ranks of the Top 5 Banks in ASEAN Situation Analysis1 Bank Mandiri has transformed into an Strategic Business Unit SBU company where each units has their own target 2 The transformation turns the company rsquo s working culture into target oriented which makes the employees work fulltime3 Meanwhile the gap between the X and Y generation has become one of the company rsquo s internal problem Moreover the gap caused the lack of interaction between employees4 Therefore internal relations activities are needed to increase relationship and interaction between employees through several programsPurpose of the Program1 To increase good relationship and interaction between employees especially between the X and Y generation 2 To create harmony between employees and to eliminate the gap between the X and Y generation Program StrategyTo increase interaction between employees through several internal relations programs Target AudienceInternal stakeholders Bank Mandiri at Gedung Plaza Mandiri Jl Gatot Subroto JakartaKey MessageInternal Relations program as a place of to create harmony between employees in Bank MandiriProgram Recommendation1 Employee Gathering2 Karnival Mandiri3 Mandiri NightBudgetRp 1 261 050 000TimelineJune October 2015EvaluationEvaluation stage used Input StageOutput StageOutcomes StageEach stage has its own measurement and instument ;EXECUTIVE SUMMARYCompany ProfileBank Mandiri was established on 2 October 1998 as part of the bank restructuring program of the Government of Indonesia In July 1999 four state owned banks Bank Bumi Daya Bank Dagang Negara Bank Exim and Bapindo were amalgamated into Bank Mandiri Bank Mandiri are now embarking on the second stage of our transformation process for the 2010 2014 period by revitalizing our vision To be Indonesia 39 s Most Admired and Progressive Financial Institution Align with our vision we are determined to reach the ranks of the Top 5 Banks in ASEAN Situation Analysis1 Bank Mandiri has transformed into an Strategic Business Unit SBU company where each units has their own target 2 The transformation turns the company rsquo s working culture into target oriented which makes the employees work fulltime3 Meanwhile the gap between the X and Y generation has become one of the company rsquo s internal problem Moreover the gap caused the lack of interaction between employees4 Therefore internal relations activities are needed to increase relationship and interaction between employees through several programsPurpose of the Program1 To increase good relationship and interaction between employees especially between the X and Y generation 2 To create harmony between employees and to eliminate the gap between the X and Y generation Program StrategyTo increase interaction between employees through several internal relations programs Target AudienceInternal stakeholders Bank Mandiri at Gedung Plaza Mandiri Jl Gatot Subroto JakartaKey MessageInternal Relations program as a place of to create harmony between employees in Bank MandiriProgram Recommendation1 Employee Gathering2 Karnival Mandiri3 Mandiri NightBudgetRp 1 261 050 000TimelineJune October 2015EvaluationEvaluation stage used Input StageOutput StageOutcomes StageEach stage has its own measurement and instument , EXECUTIVE SUMMARYCompany ProfileBank Mandiri was established on 2 October 1998 as part of the bank restructuring program of the Government of Indonesia In July 1999 four state owned banks Bank Bumi Daya Bank Dagang Negara Bank Exim and Bapindo were amalgamated into Bank Mandiri Bank Mandiri are now embarking on the second stage of our transformation process for the 2010 2014 period by revitalizing our vision To be Indonesia 39 s Most Admired and Progressive Financial Institution Align with our vision we are determined to reach the ranks of the Top 5 Banks in ASEAN Situation Analysis1 Bank Mandiri has transformed into an Strategic Business Unit SBU company where each units has their own target 2 The transformation turns the company rsquo s working culture into target oriented which makes the employees work fulltime3 Meanwhile the gap between the X and Y generation has become one of the company rsquo s internal problem Moreover the gap caused the lack of interaction between employees4 Therefore internal relations activities are needed to increase relationship and interaction between employees through several programsPurpose of the Program1 To increase good relationship and interaction between employees especially between the X and Y generation 2 To create harmony between employees and to eliminate the gap between the X and Y generation Program StrategyTo increase interaction between employees through several internal relations programs Target AudienceInternal stakeholders Bank Mandiri at Gedung Plaza Mandiri Jl Gatot Subroto JakartaKey MessageInternal Relations program as a place of to create harmony between employees in Bank MandiriProgram Recommendation1 Employee Gathering2 Karnival Mandiri3 Mandiri NightBudgetRp 1 261 050 000TimelineJune October 2015EvaluationEvaluation stage used Input StageOutput StageOutcomes StageEach stage has its own measurement and instument ]