apac recruiter 2012: rachele ferri on employer branding
DESCRIPTION
Universum's Rachele Ferri made a great presentation on Employer Branding during the APAC Recruiter 2012 conference held in Singapore on 22nd March 2012.TRANSCRIPT
WORKING WITH EMPLOYER BRANDING2012/03/22, APAC Recruiter 2012 Conference
UNIVERSUMGLOBAL.COM
WHO ARE WE?1.2. THE ASIAN TALENT MARKET
3. NEW TREND – OVERSEAS TALENT SOURCING
4. WHY EMPLOYER BRANDING MATTERS
5. WHAT DO ASIAN STUDENTS WANT IN THEIR IDEAL EMPLOYER
6. HOW TO EFFECTIVELY WORK WITH YOUR EMPLOYER BRAND
WHO ARE WE?
3
Selection of our 1 200 clients:
• We have been working with employer branding and talent attraction for over 24 years
• We are present in 12 locations on 5 continents.
• The group head office is located in Stockholm, the regional head offices are located in New York (Americas), Basel (Europe) and Singapore (Asia).
• We serve more than 1,200 clients globally, including the majority of Fortune 100 companies.
• We survey over 500,000 students and professionals worldwide.
• We publish more than 150 career publications in 10 countries.
• We have 10 career sites with 1,500,000 visitors/month.
• We organize 40 events with over 3,000 participants in 14 countries.
Selection of our media partners:
THE UNIVERSUM BUSINESS
Act By reaching the talent
market through our communication solutions
Plan Their communication
activities
Know Their image, audience
and competitors
We help employers:
Universum helps companies improve their performance through more successful recruitment and retention by ensuring improvements to their
Employer Brand.
DecideTheir brand position
ALL AROUND THE WORLD5
3. NEW TREND – OVERSEAS TALENT SOURCING
4. WHY EMPLOYER BRANDING MATTERS
5. WHAT DO ASIAN STUDENTS WANT IN THEIR IDEAL EMPLOYER
6. HOW TO EFFECTIVELY WORK WITH YOUR EMPLOYER BRAND
1. WHO ARE WE
THE ASIAN TALENT MARKET2.
1. There is an increased demand for more skilled and multicultural talent 2. Hiring the right talent is the primary source of competitive advantage3. Recruiting the right talent is a critical business priority4. Having a strong global EVP that is localized to each key market is essential5. Implementing a targeted and cost effective sourcing strategy is crucial66%Of global
employerswill increase their hiring during 2012
92%Of Fortune 500 companieswill focus more on attracting the right talent during the next three years
Talent is often “not familiar” with Companies as employers.
Engineering and IT students are in high demand across industries
1/3 Have few resources on the ground in Asia Pacific, which will experience the largest recruitment growth over the next three years
57%Say the economic downturn has led to re-evaluate efficiency of recruitment efforts
They do not always know where to find them or how to attract them
83%Say their current access to top students at schools where they don’t have campus presence is limited or non-existent
Their offers don’t get accepted
They lose talent to other companies
They spend a lot of money on advertising to attract people and fail to get them
They use language and images that people don’t understand
IN TODAY’S SCARSE TALENT MARKET
34%
21%
17%
11%
9%
7%
42%
21%
13%
11%
6%
7%
Asia Pacific
Europe
North America
Latin America
Middle East
Africa
Future expectations by region/market
Most challenging
Largest recruitment growth expected
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. •China, India, Hong Kong, Indonesia, and Singapore 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
APAC – KEY SOURCE OF FUTURE TALENT
9
• INCREASING DIFFICULTY TO
RECRUIT TALENT ACROSS
APAC COUNTRIES – HIGH
DEMAND FOR SKILLED LABOR,
EXPERIENCED PROFESSIONALS
AND MANAGERS
• QUALITY OF CANDIDATES STILL
A CHALLENGE – MAJORITY OF
EDUCATIONAL INSTITUTIONS OF
POOR QUALITY
• EXPLOSIVE GROWTH IN ASIAN
NATIONALS STUDYING IN THE
WEST – GLOBAL SOURCING
BECOMING CRUCIAL FOR
MULTINATIONALS
• Multinational companies lose
ground to national champions
• National as well as
multinational companies in
investment and growth mode
– increasing the pressure on
the talent market
• Millennial trends are seen in
Asian students and young
professionals influence
employer selection
• Retention a persistent
problem
• Concern over “Job Hoppers”
(2 year average tenure –
attrition rate 20-30%, up to
50% in China)
• Monetary reward and future
career opportunities the
main driver in employer
selection
Talent Sourcing Employer attractiveness Cultural differences
APAC MAIN CHALLENGES FOR EMPLOYERS
…to 7 and 8 companies in the top 10 in 2010
China: From 2 and 3 companies in the top 10 in 2006…
BUSI
NES
S
10
CompanyRank 2006
Procter & Gamble 1
McKinsey 2
Citigroup 3
HSBC 4
China Mobile 5
Bank of China 6
PricewaterhouseCoopers 7
KPMG 8
Morgan Stanley 9
The Boston Consulting Group 10
CompanyRank 2010
Bank of China 1
China Mobile 2
Procter & Gamble 3
CICC 4
ICBC 5
HSBC 6
China Development Bank 7
Citi 8
China Merchants Bank 9
SGCC 10
Company Rank 2010
Google 1
ICICI Bank 2
Nokia 3
State Bank of India 4
Microsoft 5
HDFC 6
HSBC 7
Infosys 8
Air India 9
BMW 10
India: 5 companies in the top 10
Why aren’t international companies attractive to China’s top talent?
I do not feel the career opportunities are attractive enough The work environment is too competitive I do not perceive that I would develop at that employer
What are the strong factors that domestic companies have?
Financial strength and market success Secure employment and professional training and development Offer a comfortable physical work environment and a friendly work
environment Good prospects for high future earnings and competitive benefits
ASIA 2006 TO 2011 – THE RISE OF LOCAL FIRMS
1. WHO ARE WE
2. TALENT TRENDS IN APAC
NEW TREND – OVERSEAS TALENT SOURCING3.4. WHY EMPLOYER BRANDING MATTERS
5. WHAT DO ASIAN STUDENTS WANT IN THEIR IDEAL EMPLOYER
6. HOW TO EFFECTIVELY WORK WITH YOUR EMPLOYER BRAND
SOURCE: NOVA GLOBAL TALENT STRATEGY INDICATOR 2011Based on a survey sent to Fortune 500 companies and 2010 Deloitte Technology fast 500 globally
Top 5 countries where employers recruit international students:
1. UK2. USA3. China4. Germany5. France
Primary employment markets for which employers recruit international students:
6. China7. India 8. France 9. UK
Do you recruit international students for roles in their home countries?
More and more organizations attempt to bring international students back to their home countries! • 58% of employers say they recruit international students (occasionally or frequently) for roles in their home
countries
ASIAN STUDENTS STUDYING ABROAD IN HIGH DEMAND!
Plans for future employment Asian students abroad
13
THE MAJORITY OF ASIAN STUDENTS ABROAD PLAN TO RETURN HOME
Asian students in US
Asian students in Europe
Do you have enough information about career opportunities available for you in Asia?
Have you been approached by employers based in home country?
14
ASIAN STUDENTS ABROAD NOT INFORMED ABOUT OPPORTUNITIES BACK HOME
15
63 000 Indians study in US
on Graduate level10% plan to go back to India after graduation
50% consider to go back to India after graduation
20% study computer science
37% study engineering
EXAMPLE: HOW BIG IS YOUR TARGET GROUP?
Total potential sourcing base:
39 690
15% study business
27090 9 450 945 5670
1. WHO ARE WE
2. TALENT TRENDS IN APAC
3. NEW TREND – OVERSEAS TALENT SOURCING
WHY EMPLOYER BRANDING MATTERS4.5. WHAT DO ASIAN STUDENTS WANT IN THEIR IDEAL EMPLOYER
6. HOW TO EFFECTIVELY WORK WITH YOUR EMPLOYER BRAND
17
Employer Branding has become strategic
Securing a diverse workplace crucial for business success
Communications integration and efficiency crucial for impact
Lifelong relations with talent becoming the norm
Global sourcing on the rise
Differentiation - difficult and crucial
1
2
3
4
5
6
SIX GLOBAL TRENDS WITHIN EMPLOYER BRANDING
18
General EB
Demographic targeting
Personality/Fit evaluation
Time
Seg
men
tati
on
HISTORICAL DEVELOPMENT OF EMPLOYER BRANDING
“I’m committed to my employer”
“I’d love to be a part of that company”Attraction
Retention & engagement
50%
50%
19
EMPLOYER BRANDING SERVES TWO PURPOSES:
20
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
EMPLOYER BRANDING IS A STRATEGIC PROCESS
21
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 offer-ings
The characteristics of the job appeal to the target group
Our remuneration and advancement opportunities are competitive
76 %
61 %
54 %
52 %
52 %
34 %
WHY DO COMPANIES SUCCEED?
22
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:
WHERE DO COMPANIES STRUGGLE?
23
People with specific skills and experience, e.g. engineer-ing
People who are a fit/match with our company culture
People that are truly engaged in their work
People with skills and experience, holding degrees from reno
People who are interested in staying with our company long-t
57 %
14 %
9 %
9 %
8 %
Which of the following talent groups is most difficult to attract?
SECURING SKILLED TALENT IS THE BIGGEST CHALLENGE
24
Communication
Technical competence
Practical experience
Business acumen
Team leadership
Adaptability
Sales
Management
Financial expertise
Theoretical knowledge
Administration/Organisation
61 %
59 %
52 %
50 %
49 %
48 %
39 %
36 %
26 %
25 %
19 %
21 %
22 %
32 %
28 %
24 %
15 %
18 %
19 %
9 %
4 %
4 %
Skills MissingSkills Desired
What type of skills are you looking for in new hires? What are the skills that your new hires lack the most?
BUT THERE’S STILL A MISMATCH IN SKILLS DESIRED VS. CURRENT SKILLS
25
Does your company invest in talent attraction?
Have you reduced your recruitment cost-per-hire as a result of your talent attraction strategy?
INVESTMENT IN EB IS SECURED.. BUT NOT EVERYONE MEASURES THE RESULTS
• All employers have an employer brand. You may not be aware of it
and actively own it, but it is out there and it influences whether talent
choose you as an ideal employer or not.
• To influence the employer brand, employers needs an Employer Value
Proposition (EVP) targeted to internal and external talent groups.
• This proposition needs to be attractive, true, credible, distinct and
sustainable. In order to achieve this, it is extremely important that the
EVP is developed using in-depth research covering current
employees, management and external talent groups.
26
INFLUENCE YOUR EMPLOYER BRAND IN THE RIGHT DIRECTION
27
IF YOU DO NOT DEVELOP YOUR EVP CORRECTLY YOU RISK…
• Spending time and money communicating things that are not
attractive to your target group
• Having your communication diluted by contradicting messages
• Messaging that is not distinct from competitors
• Disappointing new hires when expectations are not met
• Risking sustainability due to a lack of buy-in from management and
staff
• Creating a negative influence on EVP as current and past
employees/interns communicate with prospective candidates
ProfileIdentity
Image
The Employer Branding process is the process of creating a stronger and more consistent Employer Brand
ProfileIdentity
Image
But what should be in the middle?The Employer Value Proposition is the tool you use to change your Employer Brand
“Who you want to be”
What you are trying to communicate
The image, career and opportunities your company can
offer
The external view and position of your company
“Who people think you are”
“Who you really are”
UNIVERSUMYEARLY STUDENT
SURVEYS
DEVELOPING YOUR EMPLOYER VALUE PROPOSITION
29
TargetCompetence Area
YOUR Global
Employer Value
Proposition
Geographical regions
SingaporeChina US Europe India Australia
Entry Level Eng./IT/Science
Entry LevelBusiness
Experienced Level Business
Experienced LevelEng./
IT/Science
Step 1: Define Global EVP Step 2: Make the global EVP locally adaptable, e.g. detect aspects to be highlighted for specific countries/target groups (highlights are visualized by the color differences in the smaller squares)
YOUR Local Employer Value
Proposition
LOCALIZING YOUR EMPLOYER VALUE PROPOSITION
1. WHO ARE WE
2. TALENT TRENDS IN APAC
3. NEW TREND – OVERSEAS TALENT SOURCING
4. WHY EMPLOYER BRANDING MATTERS
WHAT DO ASIAN STUDENTS WANT IN THEIR IDEAL EMPLOYER5.6. HOW TO EFFECTIVELY WORK WITH YOUR EMPLOYER BRAND
31
Banks and financial services firms going strong• While in the west ‘flight to safety’ and continuous search for work/life balance challenges the US banks and financial services firms – in Asia
banks and financial services are still industries of choice among business students
IT talent has its eyes set on banks and management consulting firms• IT professionals at banks tend to be paid more than employees in similar roles outside of the financial industry, and this fact doesn’t go
unnoticed by the IT students.• As banks and management consulting firms ramp up their investments in technology and increase their IT recruitment numbers, ‘IT pros’ select
banks as their ideal employers more frequently than in the past.
Shift in attitudes and priorities• With continuing high unemployment rates and a tough job market, the desire for job security is increasing among students. However To have
work/life balance is the most important career goal for business students in Asia.
Investing in the future• Like their counterparts in the West, Asian Students are gravitating towards employers that will help them acquire the professional training and
development needed to excel in their careers and make them more employable in the future recruitment market.
The Appeal of Local Players• The differences in employer brand image between international employers and state-owned companies are huge. State-owned companies are
highly associated with secure employment and good work/life balance, whereas international companies are highly associated with an international career, challenging and varied work as well as attractive and innovative products.
CSR and international career opportunities• After losing importance during the financial crisis, corporate social responsibility is back as an important attribute when choosing employer.
Students in Asia (especially HK and Singapore) prefer to work at a company with high level of CSR and strive to serve a greater good in their future career.
• Opportunities to be relocated abroad have also grown in importance for Asian students since last year, together with having an international career.
ASIAN STUDENT PREFERENCES
32
JapanHong Kong
China
Singapore
India
1. Banks2. Financial Services3. Auditing and Accounting4. Business services and operational consulting5. Travel and leisure
1. Banks2. Financial Services3. Auditing and Accounting4. Business services and operational
consulting5. Travel and leisure
1. Financial services2. Investment banking3. Accounting (public)4. Private banking5. Hotel/restaurant/tourism/hospitality
1. Banks2. Financial Services3. Auditing and Accounting4. Management consulting5. Public sector & Governmental Agencies
1. Banks2. Auditing and Accounting3. Financial Services4. Management consulting5. Business services and operational
consulting
THE MOST ATTRACTIVE INDUSTRIES TO BUSINESS STUDENTS
1. Engineering and manufacturing2. Automotive3. Telecommunication Services4. Aerospace and defense5. Hardware equipment
1. Engineering and manufacturing2. Banks3. Public sector and Governmental Agencies4. Educational and research institutions5. Construction and materials
1. Engineering and manufacturing2. Chemicals3. Aerospace and defence4. Industrial engineering5. Pharmaceuticals and biotech
1. Engineering/manufacturing2. Academic research3. Chemical/petroleum4. Engineering consulting5. Government/public service
33
Top Career Goal Trends in APAC
Local Differences – Business:
China: To be competitively and intellectually challenged
Japan: To be autonomous or independent
Hong Kong/Singapore: To be dedicated to a cause or to
feel that I am serving a greater good
India MBA: To be competitively and intellectually
challenged
What career goals do you hope to attain within three years of graduation?
Local Differences – Engineering:
China: To be entrepreneurial or creative/innovative
Japan: To have international career
Hong Kong: To be autonomous or independent
Singapore: To be dedicated to a cause or to feel that I
am serving a greater good
India Eng: To have international career
Business1. To have work/life balance
2. To be secure or stable in my job
3. To be a leader or manager of people
4. To have an international career
Differences do occur on a country by country basis in the ordering of the above career goals and the addition of country-specific career goals.
Engineering1. To have work/life balance
2. To be secure or stable in my job
3. To be a technical or functional expert
4. To be a leader or manager of people
33
THE MOST IMPORTANT CAREER GOALS
34
My IDEAL™ Firm is associated with. . .
Business1. Professional training and development (Job
Characteristics)
2. Good reputation (Employer Reputation & Image)
3. Will enable me to have good work/life balance (People & Culture)
4. Good prospects for high future earnings (Remuneration & Advancement Opportunities)
Differences do occur on a country by country basis in the ordering of the above and the addition of country-specific preferred industries.
Engineering1. Will enable me to have good work/life balance
(People & Culture)
2. Professional training and development (Job Characteristics)
3. Good reputation (Employer Reputation & Image)
4. Offers a creative and dynamic work environment (People & Culture)
34
Local Differences – Business:
China: Good reference for future career
(Remuneration & Advancement Opportunities)
Japan: Secure employment (Job Characteristics)
Hong Kong/Singapore: Has leaders who will support
my development (People & Culture)
India: Good reference for future career (Remuneration
& Advancement Opportunities)
Local Differences – Engineering:
China: Good prospects for high future earnings
(Remuneration & Advancement Opportunities)
Japan: Good reference for future career (Remuneration
& Advancement Opportunities)
Hong Kong: Challenging work (Job Characteristics)
Singapore: Good prospects for high future earnings
(Remuneration & Advancement Opportunities)
India: Challenging work (Job Characteristics)
ASIAN STUDENTS’ IDEAL EMPLOYERS
35
EXPECTED ANNUAL SALARY
36
SINGAPORE
Business/Commerce Engineering
Employer2010 2009
Rank Percent Rank
Singapore Airlines 1 17.71% 2
Barclays 2 17.14% 4
J.P. Morgan 3 15.78% 8
Goldman Sachs 4 15.65% 1
Credit Suisse 5 15.10% 6
Deutsche Bank 6 14.19% 3
Google 7 13.98% 9
PricewaterhouseCoopers 8 12.71% 10
The Walt Disney Company 9 12.70% new
MAS Monetary Authority of Singapore 10 11.42% 11
Procter & Gamble 11 11.10% 17
Ernst & Young 12 10.05% 16
Morgan Stanley 13 9.32% 14
KPMG 14 9.20% 24
Citi 15 9.14% 27
Employer2010 2009
Rank Percent Rank
Singapore Airlines 1 18.72% 3
ExxonMobil 2 18.71% 1
Shell 3 16.78% 4
Google 4 13.91% 2
GSK (GlaxoSmithKline) 5 12.49% 5
Ministry of Education 6 8.85% 10
Pfizer 7 8.49% 8
Procter & Gamble 8 7.81% 9
Keppel Corporation 9 7.35% 11
DSO Defence Science Organisation
10 7.34% 6
ST Engineering 11 7.14% 14
3M 12 6.73% 7
Microsoft 13 6.18% 12
IBM 14 6.02% 13
L'Oréal 15 5.92% 25
37
CHINA
Business/Commerce
Rank2007
Engineering
Employer2011 2010
Rank Percent Rank
Bank of China 1 16.09% 1
Procter & Gamble 2 12.48% 3
China Mobile 3 11.34% 2
China Development Bank 4 10.44% 7
ICBC 5 9.73% 5
CICC 6 9.24% 4
Citi 7 8.74% 8
SGCC 8 8.09% 10
HSBC 9 7.66% 6
PetroChina Company 10 7.62% 14
China Construction Bank 11 7.32% 11
Apple 12 7.29% 16
China Merchants Bank 13 6.96% 9
PricewaterhouseCoopers 14 6.27% 12
Morgan Stanley 15 6.16% 18
Employer2011 2010
Rank Percent Rank
SGCC 1 12.31% 2
China Mobile 2 11.00% 1
General Electric 3 9.13% 14
Google 4 8.53% 5
PetroChina Company 5 8.44% 4
Huawei 6 8.42% 7
Procter & Gamble 7 7.79% 11
Apple 8 7.13% 13
China FAW Group 9 6.89% 9
CGNPC 10 6.75% 3
Sinopec 11 6.50% 6
Baidu 12 6.11% 12
Microsoft 13 5.41% 10
Volkswagen 14 5.32% 22
Siemens 15 5.18% 17
38
HONG KONG
Business/Commerce
Rank 2007
Engineering
Employer2011 2010
Rank Percent Rank
HSBC 1 29.60% 2
HKSAR Government 2 27.10% 1
J.P. Morgan 3 18.01% 3
Morgan Stanley 4 16.43% 14
Swire Group 5 13.10% 16
KPMG 6 12.84% 5
Cathay Pacific Airways 7 12.71% 9
Bank of China (Hong Kong) Ltd. 8 12.45% 8
Goldman Sachs 9 11.99% 7
MTR Corporation 10 11.95% 11
Hang Seng Bank 11 11.41% 13
Hong Kong Monetary Authority 12 11.33% 4
Deloitte 13 10.80% 12
Google 14 10.65% 6
Airport Authority Hong Kong 15 9.71% 15
Employer2011 2010
Rank Percent Rank
HKSAR Government 1 48.41% 1
MTR Corporation 2 28.42% 2
Airport Authority Hong Kong 3 17.40% 6
Cathay Pacific Airways 4 15.07% 5
HSBC 5 14.54% 3
Google 6 12.96% 4
Swire Group 7 12.12% 8
Hongkong Electric 8 8.04% 48
Microsoft 9 8.04% 10
CLP Group 10 7.86% 16
Bank of China (Hong Kong) Ltd. 11 7.44% 43
Hong Kong Disneyland 12 6.50% 27
Hong Kong Monetary Authority 13 6.27% 18
Towngas 14 6.05% 11
The Hong Kong Jockey Club 15 5.80% 13
39
JAPAN
Business
Rank2007
Engineering
Employer2011 2010
Rank Percent Rank
Bank of Tokyo-Mitsubishi / UFJ Bank
1 13.12% 4
Mitsubishi Corporation 2 10.95% 1
Mizuho Bank 3 10.77% 8
Mitsui & Co. 4 8.16% 9
Sony 5 8.11% 5
Itochu Corporation 6 7.98% 10
Nintendo 7 7.92% 3
Suntory 8 6.74% 11
Panasonic Corporation 9 6.45% 6
Google 10 6.21% 2
KPMG 11 5.67% 16
Deloitte 12 5.67% 15
All Nippon Airways 13 5.65% 12
Ajinomoto 14 5.22% 29
Dentsu Incorporated 15 5.11% 20
Employer2011 2010
Rank Percent Rank
Panasonic Corporation 1 13.04% 1
Sony 2 12.75% 2
Toyota Motor 3 8.76% 6
Ajinomoto 4 8.56% 5
Suntory 5 8.06% 12
Sharp 6 8.01% 3
Hitachi 7 7.99% 14
Central Japan Railway 8 7.87% 13
East Japan Railway 9 7.61% 11
Canon 10 7.21% 9
Toshiba 11 7.20% 8
Otsuka Pharmaceutical 12 6.61% 19
Honda Motor Company 13 6.59% 4
Google 14 6.45% 7
Nintendo 15 5.66% 10
40
INDIA
Business/Commerce Engineering
Employer2011 2010
Rank Percent Rank
ICICI Bank 1 13.02% 2
Google 2 10.27% 1
State Bank Of India 3 9.92% 4
HDFC 4 9.40% 6
Microsoft 5 8.98% 5
BMW 6 7.62% 10
Infosys 7 7.62% 8
Reserve (Central) Bank Of India 8 6.82% 15
IBM 9 6.74% 11
KPMG 10 6.34% 50
Nokia 11 6.29% 3
Axis Bank 12 6.04% -
Tata Consultancy Services 13 5.77% 17
HSBC 14 5.61% 7
Wipro 15 5.32% 14
Employer2011 2010
Rank Percent Rank
Google 1 16.67% 1
Microsoft 2 13.83% 3
IBM 3 11.96% 2
Infosys 4 11.88% 4
Intel 5 9.12% 5
BMW 6 8.90% 11
Tata Consultancy Services 7 8.72% 8
L&T 8 7.78% 9
Wipro 9 6.98% 6
Accenture 10 6.75% 18
Nokia 11 6.56% 12
Oil & Natural Gas Corporation 12 6.46% 23
Indian Oil 13 6.26% 21
NTPC 14 6.25% -
Tata Motors 15 6.16% 19
1. WHO ARE WE
2. TALENT TRENDS IN APAC
3. NEW TREND – OVERSEAS TALENT SOURCING
4. WHY EMPLOYER BRANDING MATTERS
5. WHAT ASIAN STUDENTS WANT IN THEIR IDEAL EMPLOYER
HOW TO EFFECTIVELY WORK WITH YOUR EMPLOYER BRAND6.
42
Business plan
Workforce plan
Talent Strategy & Employer
Branding plan
• Growth +30%• Profit +35%• Geographic expansion• New service areas• From product focus to
solution focus
• +1.200 Engineers
• +300 Sales Reps
• +150 Developers
• ...in Brazil, Argentina and Chile
• Increase attractiveness of critical countries
• Increase focus on young professionals
• Repositioning towards innovation, growth and responsibility
• Increase retention in mature markets
WE ADVOCATE TO WORK STRATEGICALY
43
Market Intelligence
Strategy Development
Communi-cation plan
Strategy Execution
Performance Measurement
What is important and relevant for your target groups? What
makes an employer attractive?
What should you emphasize in the communication to maximize
its effectiveness? Where is a repositioning needed to create the desired employer image?
Are we attractive enough? Are our activities effective in building a
strong brand internally as well as externally?
How should we communicate the employer offering to the target group?
How can we execute effectively?
How can the strategy be translated into a compelling
creative concept?
EVOLVE FROM TACTICAL TO STRATEGICAL
44
HOW TO OWN YOUR EMPLOYER BRAND IN 7 STEPS
12
UNDERSTAND YOUR TARGET GROUP
SET YOUR UNIQUE SELLING POINTS
3 FIND OUT HOW TO COMMUNICATE
EFFICIENTLY
4 ANALYSE YOUR IMAGE AS AN EMPLOYER
5 DIVE INTO THE MIND OF YOUR TALENT GROUP
6 MEASURE YOUR ATTRACTIVENESS
7 IMPLEMENT AND MONITOR YOUR KPIS
45
EMPLOYER REPUTATION & IMAGEThe attributes of the employer as an organization• Attractive/exciting products and services• Fast-growing or entrepreneurial• Financial strength• Good reputation• High ethical standards• High level of Corporate Social Responsibility• Innovative products and services• Inspiring top management• Market success• Prestige
REMUNERATION & ADVANCEMENT OPPORTUNITIES The monetary compensation and other benefits, now and in the future • Clear path for advancement• Competitive base salary• Competitive benefits• Good possibilities for rapid promotion• Good prospects for high future earnings• Good reference for future career• Leadership opportunities• Overtime pay/compensation• Performance-related bonus• Sponsorship of future education
JOB CHARACTERISTICSThe contents and demands of the job, including the learning opportunities provided by the job• A variety of assignments• An attractive geographic location• Challenging work• Control over my working hours• Flexible working conditions• High level of responsibility• Opportunities for international travel• Opportunities for relocation abroad• Professional training and development• Secure employment
PEOPLE & CULTUREThe social environment and attributes of the work place• Has a culture that is accepting towards minorities• Has a culture that respects my individuality• Has a culture that supports equality between the sexes• Has leaders who will support my development• Offers a comfortable physical work environment• Offers a creative and dynamic work environment• Offers a friendly work environment• Offers interaction with international clients and
colleagues• Recruits only the best talent• Will enable me to have good work/life balance
1. UNDERSTAND YOURTARGET GROUP
46
IMAGE / PREFERENCESTHE EXTERNAL VIEW AND POSITION OF YOUR COMPANY
PROFILETHE IMAGE YOU ARE TRYING TO COMMUNICATE
IDENTITYTHE PERCEPTION OF YOU AS AN EMPLOYER BY YOUR CURRENT EMPLOYEES
STRENGTH OF YOUR
EMPLOYER BRAND
2.SET YOUR UNIQUE SELLING POINTS
RANKING GUIDES
EDITORIAL MAGAZINES
CORPORATE WEBSITES
& SOCIAL MEDIA
OFFLINE & ONLINE EVENTSVIDEO
THEME GUIDES &
STUDENTMAGAZINES
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3. FIND OUT HOW TO COMMUNICATE EFFICIENTLY
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Importance to the target
group
Associations
Average importance
of the attributes within
the driver
Average association for all employers
4. UNDERSTAND YOURIMAGE AS AN EMPLOYER
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5. DIVE INTO THE MIND OF YOUR TARGET GROUP
Test communication
materials
Validate your unique selling
points (internally & externally)
Understand why potential
candidates accept or decline your
offer
Understand in-depth some of your
& your competitor’s associations
Discover how talent perceives
your internships & trainee programs
6. MEASURE YOUR ATTRACTIVENESS
DO YOU HAVE YOUR TALENT GOAL SET?
DOES TALENT KNOW WHO YOU ARE?
WOULD THEY CONSIDER WORKING FOR YOU?
ARE YOU AN IDEAL EMPLOYER?
HAVE THEY APPLIED OR WILL THEY APPLY TO YOU?
ARE YOU MEETING YOUR ACCEPTANCE LEVELS?
DO YOU HAVE A RETENTION STRATEGY IN PLACE?
TALENT ATTRACTION STRATEGY
FAMILIARITY
CONSIDERATION
DESIRE
APPLICATION
ACCEPTANCE
RETENTION STRATEGY
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EMPLOYER BRANDING DASHBOARD
• Focus on Employer Branding KPIs only• Overall attractiveness, conversion through the
recruitment funnel and brand perception• Goals for all KPIs
• Additional KPIs based on internal data• Focus on Employer Branding and in
addition on rather operational KPIs regarding recruiting and communication channels
• Examples: Time to fill, candidates per channel etc.
EB DASHBOARD PLUS INTERNAL KPIs
7. IMPLEMENT AND MONITOR YOUR KPIS
WWW.UNIVERSUMGLOBAL.COM
RACHELE FERRI [email protected]
ARE YOU
READY
TO DIG DEEPER INTO YOUR EMPLOYER BRAND
?