WWW.UNIVERSUMGLOBAL.COM
click hereEmployer Branding: HR’s Responsibility Alone?8th May 2013
Rachele Focardi, SVP Employer Branding and Talent Strategy - APAC
1.
2
2. The Asian Talent Landscape
3. Understanding Employer Branding – What is it? Why is it necessary?
4. Who’s doing it best?
5. Employer Branding – Whose responsibility is it?
6. Approaching Employer Branding
Introduction to Universum
Agenda
3
WHO WE ARE
Present around the worldUniversum has been helping the world’s leading companies strengthen their Employer Brands for the past 25 years. We employ approximately 200 people with regional offices in New York City (Americas), Basel (Europe), Singapore (APAC) and Stockholm (Nordics).
Global leader in employer brandingWe serve more than 1,200 clients, including the majority of Fortune 100 companies, and annually publish the World’s Most Attractive Employers.
Provide insights and knowledgeWe survey over 400,000 students and professionals annually in close to 30 countries. The surveys are the foundation of our IDEAL Employer Rankings which are published around the world in partnership with the New York Times, Le Monde, BusinessWeek and other publications.
Spread the wordWe publish more than 150 career publications in 10 countries and have 10 career sites with over 1,500,000 visitors/month. We organize 40 events with over 3,000 participants in 14 countries.
INTRODUCTION TO UNIVERSUM
OUR GLOBAL REACH
INTRODUCTION TO UNIVERSUM
4
WHAT WE REPRESENT
Universum has close to 25 years of experience in employer branding research and consulting, built upon tested and proven frameworks.
Universum annually surveys over 400,000 students and young professionals to provide insights about their preferences, communications habits and perceptions of potential employers – through quantitative as well as qualitative research.
Universum is a trusted strategic partner that helps clients around the world develop, improve and implement employer branding strategies and activities with fully tailored solutions.
Universum is the thought leader in employer branding with local experts in research, consulting and communication solutions.
Universum’s unique global reach ensures the comparability of data across countries and offers high-quality local insights based on experience and market knowledge of our local experts.
Universum employs smart, friendly and professional experts and consultants who work with our clients in long-term partnerships.
,
INTRODUCTION TO UNIVERSUM
5
WHO WE WORK WITH
Some of the world’s most attractive employers
Some of the world’s most trusted publishers
6
INTRODUCTION TO UNIVERSUM
2.
7
3. Understanding Employer Branding – What is it? Why is it necessary?
4. Who’s doing it best?
5. Employer Branding – Whose responsibility is it?
6. Approaching Employer Branding
1. Introduction to Universum
The Asian Talent Landscape
Agenda
APAC – KEY SOURCE OF FUTURE TALENT
Over the next 3 years, employers are expecting significant recruitment growth in Asia Pacific, but many of them are not prepared and view those same markets as most challenging.
Southeast Asia will experience the largest recruitment growth over the next 3 years
Asia Pacific will be the most challenging region with respect to sourcing ideal talents
1/3 of employers do not have strong recruiting presence in those markets at this time
Future Expectations per region/market
8
THE ASIAN TALENT LANDSCAPE
TALENT: CRITICAL PRESSURE POINTS
THE ASIAN TALENT LANDSCAPE
Double the recruitment activity, but only half growth driven – higher in new emerging markets
Rising people costs
Hard to retain talent – one in five leaves after year one
Demographic shifts, particularly in Japan and Singapore
Large scale skills mismatch – outdated strategies for education and training
Shortage of qualified employees
HR functions are mainly operational and non-strategic
Millennial trends seen in Asian students and young professionals influence employer selection
SOURCE: PWC’S BREAKING OUT OF THE TALENT SPIRAL REPORT
COMPLEXITY
9
THE GLOBAL MILLENNIAL TAKEOVER
2.3 Billion Population worldwide! Turnover rate twice of older workers
For an organization of 1000s of people the cost of
replacing millennials could be millions annually
50 %
• Would rather have no job than a job they hate
80%
• Think they deserve more recognition than they get
75%
• Are not completely satisfied with their jobs
33%
• Choose recognition over higher pay
90%
• Think they deserve their dream job
THE ASIAN TALENT LANDSCAPE
10
1978 - 2002
Millenials born
Millenials enter university
Millenials enter the job force
Millenials born
Millenials enter university
Millenials enter the job force
Europe & APAC
United States
1996 - 2020
2000 - 2024
1986 - 2010
2004 - 2028
2008 - 2032
THE MILLENNIALS TIMELINE: US VS. EUROPE & APAC
THE ASIAN TALENT LANDSCAPE
11
Gen
erat
ion
XStrive for work/life balance
View work as “just a job”
Adoptive and responsive to change
Prefer informal workplace
Me attitude
Street Smart
Cautious in giving trust and loyalty
Pessimistic and critical of Government and Public Institutions
Look to their peers for advice
Techno savvy
Th
e M
illen
nia
ls
Assume they will have work/life balance
Believe that through their work they can make a difference and value creativity in their work
Used to plan everything and are not as comfortable with change and uncertainly
Like an informal workplace but not the lack of structure that comes with it
We attitude
Savvy
Teamwork oriented, optimistic and “no one left behind” attitude
Hopeful about the future and eager to take on the world through the public sector
Helicopter parents/ trophy children
Value social and corporate responsibility and high ethical standards
Career-minded and internet-connected
GenXerS vs. The Millennials
THE ASIAN TALENT LANDSCAPE
12
Technology-savvy
Ability to collaborate
Achievement-oriented
Multitasking capabilities
Confidence
Optimism
Morality/Civic duty
Need for supervision and structure
Inexperienced, particularly with handling difficult issues
Less likely to take career risks
Involvement of family
Lack of “resilience”
MILLENIALS’ CHARACTERISTICS
THE ASIAN TALENT LANDSCAPE
13
GEN Y IN SINGAPORE
They demand the curriculum to be interactive and fun
Gen Y’s are mostly intrinsically motivated
27% of Gen Y’s are undecided in profession of choice
Gen Y prefers an unconventional approach
The female gender, topping the male cohort by about 20,000
Gen Y makes up 22% of the population, working out to 833,300
THE ASIAN TALENT LANDSCAPE
14
OUR IMAGE FRAMEWORK
The attributes of the employer as an organization• Attractive/exciting products and services• Corporate Social Responsibility• Environmental sustainability• Ethical standards• Fast-growing/entrepreneurial• Financial strength• Innovation• Inspiring management• Market success• Prestige
The contents and demands of the job, including the learning opportunities provided by the job• Opportunities for international travel/relocation• Control over my number of working hours• Professional training and development• Flexible working conditions• High level of responsibility• Secure employment• Team oriented work• Variety of assignments• Challenging work• Client interaction
The monetary compensation and other benefits, now and in the future • Clear path for advancement• Competitive base salary• Competitive benefits• Good reference for future career• High future earnings• Leadership opportunities• Overtime pay/compensation• Performance-related bonus• Rapid promotion• Sponsorship of future education
The social environment and attributes of the work place• Enabling me to integrate personal interests in my schedule • Interaction with international clients and colleagues• Leaders who will support my development• A creative and dynamic work environment• Recognizing performance (meritocracy)• Recruiting only the best talent• Respect for its people• Support for gender equality• A friendly work environment• Acceptance towards minorities
THE ASIAN TALENT LANDSCAPE
15
DIFFERENCES BETWEEN BUSINESS AND ENGINEERING STUDENTS
! The Asian average includes the preferences of students in China, Hong Kong, India, Japan and Sinagpore.
Attribute Rank
Professional training and development 1
Good reference for future career 2
A friendly work environment 3
High future earnings 4
Market success 5
A creative and dynamic work environment 6
Recognizing performance (meritocracy) 7
Leaders who will support my development 8
Respect for its people 9
Challenging work 10
Business students Engineering students
Attribute Rank
Challenging work 1
A creative and dynamic work environment 2
Professional training and development 3
High future earnings 4
Respect for its people 5
Attractive/exciting products and services 6
Good reference for future career 7
A friendly work environment 8
Secure employment 9
Market success 10
Top attractive attributes 2012Asian weighted average
THE ASIAN TALENT LANDSCAPE
16
3.
17
4. Who’s doing it best?
5. Employer Branding – Whose responsibility is it?
6. Approaching Employer Branding
1. Introduction to Universum
2. The Asian Talent Landscape
Understanding Employer Branding
Agenda
IS EMPLOYER BRANDING PART OF YOUR HR STRATEGY?
Yes; 63%
No; 14%
Unsure; 23%
According to your responses to a pre-event survey:
UNDERSTANDING EMPLOYER BRANDING
18
IMPORTANCE OF A STRONG EMPLOYER BRAND
This is an example text. Go ahead and replace it with your own text
Employer Branding has become strategic
Communications integration, consistency and efficiency are key
Global sourcing on the rise
Securing a diverse workplace is crucial for business success
Lifelong relations with talent becoming the norm
1
2
3
4
5
Differentiation – difficult, yet crucial6
Over 83% of CEOs expected last year to change their firm’s talent management strategy by today
UNDERSTANDING EMPLOYER BRANDING
19
WHY ENGAGE IN EMPLOYER BRANDING?
Global sourcing on the rise
Over 83% of CEOs expected last year to change their firm’s talent management strategy by today
75% works with employer branding with a strategic perspective**(69% ROW)
*Linkedin Whitepaper, Why Your Employer Brand Matters, 2012**Talent Attraction Barometer 2012 Nordics vs. ROW, (How does you organization approach employer branding?)
The cost per hire is over 2 times lower for companies with strong employer brands*
Companies with a stronger employer brand have a 28 % lower turnover rate than companies with a weaker employer brand*
Research shows that a company’s employer brand is twice as likely to
drive job consideration as its company brand*
UNDERSTANDING EMPLOYER BRANDING
20
WHY ENGAGE IN EMPLOYER BRANDING?
Strategically develop a cohesive employer brand reflecting vision for the
future and long-term talent management needs
Engaged Workers
Increased Productivity and customer service
Greater Profitability
SOURCE: GALLUP CONSULTING, “EMPLOYEE ENGAGEMENT: WHAT’S YOUR ENGAGEMENT RATIO?”
Engaged Employees have 51% lower
turnover and 18% higher productivity.
Engaged workers result in 12% higher
profitability
Having employees live and breathe your employer
brand is the best way to raise brand
awareness
UNDERSTANDING EMPLOYER BRANDING
21
WHY ENGAGE IN EMPLOYER BRANDING?
2009 2010 2011
British Petroleum Chosen as Ideal Employer in the US
BP Oil Spill
-25%
2009 2010 2011 2012
British Petroleum Chosen as Ideal Employer in the US
BP Oil Spill
30%
UNDERSTANDING EMPLOYER BRANDING
22
LONG-TERM, STRATEGIC AND ALIGNED TO BUSINESS STRATEGY
SOURCE: UNIVERSUM TALENT ATTRACTION BAROMETER SURVEY 2012
Q. How does your organization approach employer branding?
Q. Is your talent strategy aligned to your business plan and recruitment needs?
UNDERSTANDING EMPLOYER BRANDING
23
EMPLOYER BRANDING IS A STRATEGIC PROCESS
To what extent does your long-term employer branding strategy help you:
Attract the right talent
More consistent communications
Retain the right talent
Define right people for culture fit
Build consistent employee experience
Increase your knowledge of talent market/segment preferences
Build engagement and increase per-formance
38%
25%
22%
22%
18%
17%
15%
41%
45%
39%
38%
37%
39%
40%
13%
20%
26%
29%
32%
30%
30%
Very Important 4 3 2 Not Important
UNDERSTANDING EMPLOYER BRANDING
24
WHY DO COMPANIES SUCCEED
Employers who find talent – success factors:
Our employer reputation and image are attractive
The people and culture of the organisation are attractive
We know how and where to target them
We have made them aware of us and our employer offerings
The characteristics of the job appeal to the target group
Our remuneration and advancement opportunities are compet-itive
76 %
61 %
54 %
52 %
52 %
34 %
UNDERSTANDING EMPLOYER BRANDING
25
WHY DO COMPANIES STRUGGLE
They are unaware of us and our employer offerings
Our employer reputation and image are not attractive enough
Our remuneration and advancement opportunities aren't competitive enough
We do not know how and where to target them
The characteristics of the job don't appeal to the target group
The people and culture of the organisation aren't attractive enough
54 %
46 %
32 %
18 %
16 %
12 %
Employers struggling to find and attract the right talent fail on:
UNDERSTANDING EMPLOYER BRANDING
26
4.
27
5. Employer Branding – Whose responsibility is it?
6. Approaching Employer Branding
1. Introduction to Universum
2. The Asian Talent Landscape
3. Understanding Employer Branding
Who’s doing it best?
Agenda
WHO’S DOING A GREAT JOB WITH EMPLOYER BRANDING?
According to your responses to a pre-event survey:
TOP EMPLOYER BRANDS
28
TOP EMPLOYER BRANDS IN SINGAPORE
Business Category Employer RankGoldman Sachs 2Singapore Airlines 3J.P. Morgan 4Credit Suisse 5Barclays 6Deutsche Bank 7MAS - Monetary Authority of Singapore 8Singapore Tourism Board 9DBS Development Bank of Singapore 10PwC 11Morgan Stanley 12HSBC 13Citi 14The Walt Disney Company 15OCBC Bank 16Unilever 17Bloomberg 18McKinsey & Company 19United Overseas Bank (UOB) 20
TOP EMPLOYER BRANDS
29
TOP EMPLOYER BRANDS IN SINGAPORE
Engineering / Natural Sciences Category Employer RankExxonMobil 2Singapore Airlines 3Google 4Rolls-Royce 5Defence Science & Technology Agency 6GSK - GlaxoSmithKline 7Ministry of Health 8Shell 9DSO Defence Science Organisation 10Keppel Corporation 11Microsoft 12Singapore Technologies Engineering 13Procter & Gamble 14Ministry of Education 15The Walt Disney Company 16Boeing 17Barclays 18Samsung 193M 20
TOP EMPLOYER BRANDS
30
TOP EMPLOYER BRANDS IN SINGAPORE
IT Category Employer RankMicrosoft 2Electronic Arts 3IBM 4Accenture 5Barclays 6Credit Suisse 7Lucasfilm 8Sony 9Intel 10Singapore Airlines 11J.P. Morgan 12Samsung 13Goldman Sachs 14The Walt Disney Company 15Cisco Systems 16Dell 17TECMO KOEI Singapore 18IKEA 19MediaCorp 20Full rankings are available at
http://www.universumglobal.com/IDEAL-Employer-Rankings/The-National-Editions
TOP EMPLOYER BRANDS
31
5.
32
1. Introduction to Universum
2. The Asian Talent Landscape
3. Understanding Employer Branding
4. Who’s doing it best?
Employer Branding – Whose responsibility is it?
Agenda
6. Approaching Employer Branding
HISTORICAL DEVELOPMENT OF EMPLOYER BRANDING
General EB
Demographic targeting
Personality/Fit evaluation
Time
Seg
men
tati
on
EMPLOYER BRANDING – WHOSE RESPONSIBILITY?
33
Dating
Employer branding is NOT…
EMPLOYER BRANDING – WHOSE RESPONSIBILITY?
34
DatingDating
Talking Asking out
Courting Marrying
Flirting
Re-marrying
EMPLOYER BRANDING = LONG-TERM RELATIONSHIP
Employer branding is …
EMPLOYER BRANDING – WHOSE RESPONSIBILITY?
35
HOW EMPLOYER BRANDING FIT INTO THE CORPORATE STRATEGY
Your overall corporate
mission and objective
Your overall brand
strategy
Your aspired culture
Your product strategies
Your people strategy
Your employer brand strategy
SO WHO RUNS EMPLOYER BRANDING?
EMPLOYER BRANDING – WHOSE RESPONSIBILITY?
36
WHOSE RESPONSIBILITY IS IT?
Other
Advertising
Internal / Employee Communications
Public Relations
Corporate Communications
Marketing / Marketing Communications
Human Resources
0% 20% 40% 60% 80% 100%
46%
30%
57%
48%
49%
51%
45%
11%
11%
17%
19%
28%
31%
51%
Primary ResponsibilityStakeholder
SOURCE: “THE GROWING VALUE OF EMPLOYER BRANDS”. BERNARD HODES GROUP. (APRIL 2012)
EMPLOYER BRANDING – WHOSE RESPONSIBILITY?
37
WHERE EMPLOYER BRANDING SITS IN AN ORGANIZATION
CEO & MANAGEMENT
MARKETING CORPORATE COMMUNICATIONS
HUMAN RESOURCES
EMPLOYER BRANDING /
RECRUITMENT MARKETING
ETC.
BUT… EVERY EMPLOYEE HAS TO PLAY THEIR ROLE AS THE EMPLOYER BRAND AMBASSADOR!
EMPLOYER BRANDING – WHOSE RESPONSIBILITY?
38
PROFILES OF THE EMPLOYER BRANDING TEAM
Global Lead – Employer Brand and Marketing
Previous experience:• Employer brand and marketing
consultant• Head of Employer Brand & Marketing –
Asia Pacific• Marketing and Communications
Manager
HR Director, Global Talent Acquisition & Employer Branding / Talent Development
Previous experience:• Global Supply Chain Internal
Communications Manager• HR Manager• Recruitment Specialist
EMPLOYER BRANDING = ART & SCIENCE OF HR AND BRANDING/MARKETING
EMPLOYER BRANDING – WHOSE RESPONSIBILITY?
39
EMPLOYER BRANDING EMPLOYER BRANDING
SHORT-TERM OPERATIONAL APPROACH
LONG-TERM STRATEGIC APPROACH
GLOBAL EMPLOYER BRAND MANAGEMENT
NATIONAL APPROACH
A COLLABORATIVE APPROACH
HR/MARKETING/CORPORATE COMMUNICATIONS
HR WORKING ALONE WITH EMPLOYER BRANDING
NOT BEING CLEAR ABOUT WHAT CAN BE EXPECTED
CLEARLY DEFINED EMPLOYER BRAND
PROPOSITIONS
NOT HAVING CLEAR EMPLOYER BRAND COMMUNICATION
STRATEGIES
GLOBAL AND LOCAL EMPLOYER BRAND COMMUNICATION
STRATEGIES
NATIONAL APPROACH
HR WORKING ALONE WITH EMPLOYER BRANDING
NOT BEING CLEAR ABOUT WHAT CAN BE EXPECTED
NOT HAVING CLEAR EMPLOYER BRAND COMMUNICATION
STRATEGIES
WIT
H B
UY
-IN F
RO
M M
AN
AG
EM
EN
T
AN
D A
LIG
NM
EN
T W
ITH
CO
RP
OR
AT
E
ST
RA
TE
GY
!
40
EMPLOYER BRANDING – WHOSE RESPONSIBILITY?
6.
41
1. Introduction to Universum
2. The Asian Talent Landscape
3. Understanding Employer Branding
4. Who’s doing it best?
5. Employer Branding – Whose responsibility is it?
Approaching Employer Branding
Agenda
INFLUENCE YOUR EMPLOYER BRAND IN THE RIGHT DIRECTION
ALL EMPLOYERS HAVE AN EMPLOYER BRAND.
Even if employers don’t actively control the brand, it exists and it influences whether or not students and young professionals choose the employer.
THE BRAND HAS AN INTERNAL AND EXTERNAL PERSPECTIVE.
Not only does a strong employer brand help attract future employees, it also creates an internal identity, and that increases loyalty, engagement and retention.
THE CORE OF THE BRAND IS THE EVP.
To influence the brand, employers need an Employer Value Proposition (EVP) that is attractive, true, credible, distinct and sustainable.
AN EFFECTIVE STRATEGY NEEDS A SOLID FOUNDATION.
It is important that the EVP is developed using in-depth research about current employees, management and external talent groups, in order to create a compelling, sustainable and effective brand
APPROACHING EMPLOYER BRANDING
*Employer branding is the strategy companies use to achieve their desired appeal on current and future ideal talent.
42
DEFINING THE EMPLOYER VALUE PROPOSITION
ProfileIdentity
Image
Profile
“Who you want to be”
What you are trying to communicate
IdentityThe image, career and
opportunities your company can offer
“Who you really are”
ImageThe external view and position
of your company
“Who people think you are”
UNIVERSUMYEARLY STUDENT
SURVEYS
43
APPROACHING EMPLOYER BRANDING
43
APPROACHING EMPLOYER BRANDING
DEFINING THE EMPLOYER VALUE PROPOSITION
WHAT IS THE EVP?
The EVP is a unique set of offerings, associations and values that will positively influence the most suitable target candidates and the internal target groups. The EVP provides attributes and themes that can be used as a long-term foundation and framework for your branding and creative approaches.
The EVP development is strategic.
WHAT IS IT NOT?
The EVP is not a tag line or a visual expression. It is the underlying content that is then transformed into messages, ads and a communication strategy targeted at different talent groups and countries. The choice of words, images and channels will depend on the target group and might vary across countries.
The EVP implementation is operational.
44
OUR APPROACH TO STRATEGIC EMPLOYER BRANDING
APPROACHING EMPLOYER BRANDING
Are your activities effectively building a strong brand? Are you attractive enough to meet your recruitment needs?
What is important and relevant to your target groups? What makes an employer attractive?
What impressions do current employees have? What are perceived as strengths and weaknesses?
How can you improve your career website and ads? Is your intended message being communicated effectively?
What should you emphasize in the communication to maximize its effectiveness? What do you need to reposition to create your desired employer image?
How should you communicate the employer offering to the target group? What channels are most effective?
45
APPROACHING EMPLOYER BRANDING
STAGES OF THE EMPLOYER BRANDING JOURNEY
DEFINE YOUR NEEDS AND WANTS
LOCATE YOUR TARGET GROUP
TEST AND VALIDATE YOUR INITIATIVES
ANALYZE THE COMPETITIVE LANDSCAPE
IMPLEMENT AND MONITOR YOUR
KPIS
UNDERSTAND YOUR PERCEIVED
EMPLOYER IMAGE
YOUR TARGET GROUPS MIND
COMMUNICATE EFFECTIVELY
SET YOUR UNIQUE SELLING POINTS
46
MY PROFILE
After six year of working with the Asian market, Rachele finally relocated to Singapore in 2011 to help global and local organizations
build, strengthen and localize their Employer Brand across the region.
Rachele discusses global and regional recruitment trends around the globe (most recently in China, Singapore, The Philippines, Thailand,
Dubai, UK, Sweden, India, Canada and the United States).
Rachele leads workshops with the HR, Marketing and Communications Executives helping them to redefine, strengthen and localize their Employer Value Proposition to better resonate
among all target audiences.
Rachele advises the largest organizations in the world helping them to maximize and leverage their strengths as an employer and to lay
the foundation for successful development of employer branding strategies.
47
WWW.UNIVERSUMGLOBAL.COM
Thank you