employer branding - how to attract different generation

December 16, 2014

Employer branding HOW TO ATTRACT DIFFERENT GENERATIONS

Employer branding – how to attract different generation Iulia Kolesnicov

December 16, 2014

Agenda

1.  Employer branding – theoretical perspective

2.  Generational differences in the job search process

3.  Students in the job search process

4.  Advice for companies

Employer branding – how to attract different generation December 16, 2014 Iulia Kolesnicov

›  HR – competitive advantage

›  The “war for talent” (Michaels, 2001) ›  Globalization of the labor market ›  Brand and reputation are important for

product marketing

›  Apply marketing techniques to people management LinkedIn Talent Solutions Trends 2015 Report1

Is it difficult to attract talent?


›  Employer branding is the “communicative, relationship building and cross disciplinary process (…), which creates long-term relationships between an organization and its potential and existing employees” (Aggerholm et al., 2011, p. 106)9

Identity, image and reputation

Stakeholder engagement Co-creation

Linear perspective “the current state”


Why is it important?

›  In the job search process, applicants consider several organizations

›  Because applicants do not have complete information about an organization when they apply for a job, they interpret available information as signals about the organization’s working conditions (Turban and Cable, 2003)

›  Product/service branding ›  Corporate branding ›  Reputation (socially constructed) ›  Current/former employees


December 16, 2014

Study on employer branding, social media and Generation Y

›  Ballisager announced ›  20% increase in the use of LinkedIn in recruitment among the Danish companies (from 2011 to 2013)

›  12% of Danish companies are posting available jobs on Facebook

›  Why are companies using social media in recruitment and employer branding? ›  Reduced costs ›  Social media has become a primary source of information ›  One of the most conspicuous characteristics of Generation Y is the use of social media


December 16, 2014

Generational differences in the job search process

›  Study in Denmark ›  Online questionnaire ›  334 respondents – ages 19-63

›  Search for available positions ›  Information search ›  Social media features


December 16, 2014

›  Job search self efficacy

›  Job search methods

›  Ideal job

›  Ideal employer

Generational differences


Table 3: Two independent-samples t-test

Genera'on Y1 Other genera'on F t df Sig.

(2-‐ tailed) Mean

Difference Std. Error Difference

95% Confidence Interval

of the Difference

Mean SD Mean SD Lower Upper Job search self efficacy 3.14 .710 3.20 .740 .391 -‐ .664 296.706 .508 -‐ .053 .081 -‐ .212 .105 Job search method 4.05 1.180 4.03 1.332 3.828 .117 282.120 .907 .017 .141 -‐ .260 .293 Ideal job work-‐ life balance 4.32 .856 4.32 .911 .645 -‐ .010 292.981 .992 -‐ .001 .098 -‐ .195 .192 intellectually challanged 4.22 .757 4.29 .690 1.781 -‐ .814 317.756 .416 -‐ .065 .080 -‐ .221 .092 leadership 2.79 1.126 2.61 1.237 2.511 1.371 287.116 .171 .181 .132 -‐ .079 .440 greater cause 3.83 .973 3.75 .932 .834 .760 310.832 .448 .080 .105 -‐ .127 .287 job security 4.06 .845 3.85 .984 4.631 2.067 276.058 .040 * .212 .103 .010 .414 interna'onal career 3.37 1.263 2.68 1.328 1.130 4.769 295.210 .000 * .687 .144 .403 .970 expert 2.58 1.090 2.41 1.168 1.402 1.350 291.755 .178 .170 .126 -‐ .078 .417 autonomy 3.27 1.028 3.42 1.019 .038 -‐1.278 305.396 .202 -‐ .145 .113 -‐ .367 .078

innova've 3.16 1.218 3.13 1.125 1.899 .174 316.065 .862 .022 .129 -‐ .231 .276

Ideal employer employer reputa'on 3.68 .594 3.58 .597 .819 1.525 303.208 .128 .101 .066 -‐ .029 .230 job characteris'cs 3.81 .494 3.94 .517 .092 -‐2.331 296.306 .020 * -‐131 .056 -‐ .241 -‐ .020 interna'onal job 3.52 1.117 2.70 1.135 .276 6.602 301.357 .000 * .824 .125 .578 1.069 people and culture 3.85 .426 3.99 .404 1.610 -‐3.221 312.447 .001 * -‐147 .046 -‐ .238 -‐ .057

pay and advancement 3.72 .664 3.28 .731 1.029 5.557 286.818 .000 * .433 .078 .279 .586

* the results are significant at p<.05


Job search self-efficacy ›  The concept was first defined as one’s

ability to perform a determined behavior (Bandura, 1977)

›  Is considered a main determinant of whether an individual will attempt a specific behavior or not (Hackett & Betz, 1981)

›  Low levels of self-efficacy lead to reduced job search intensity and the use of less effective job search methods,


3.74%3.15% 3.15% 2.93% 2.74%

3.92%3.03% 3.11% 2.97% 2.61%

3.8%3.22% 3.35% 3.33%

2.84%

Cv%and%cover%le7er% Personalbrand% Crea;ve%job%search% Update%personal%brand%

Unsolicited%applica;ons%

Job$search$self$efficacy$under%35% 36%to%49% over%50%


Job search methods

›  Employment outcomes are a direct result of the job search behavior

›  Job search behavior - specific activities an individual engages in, in order to gain information about the job market (Blau, 1993; Brown, et al., 2006)

›  Usually measured as job search intensity – hear measured as the channels or methods an individual uses in his or her job search process


December 16, 2014

0"

45.5"

1.8"

65.5"

10.9"

10.9"

61.8"

85.5"

92.7"

78.2"

100"

1.1"

21.8"

1.1"

57.5"

11.5"

12.6"

48.3"

79.3"

86.2"

67.8"

97.7"

0.5"

16.1"

19.3"

30.7"

33.9"

34.9"

43.8"

76"

78.6"

79.2"

99.6"

unsolicited"applica9ons"

newspaper"

university"career"center"

recrui9ng"agency"

career"fairs"

Facebook"

aCkasse"

personal"network"

LinkedIn"

compay"website"

onlineboard"

Do#you#use#the#following#sources#to#search#for#available#jobs?#

under"35" 36"to"49" over"50"

5.2

4.83

5.53

under 35 36 to 49 over 50

On average how many sources of available positions do you

use?


00%#

00%#

00%#

49%#

58%#

89%#

98%#

00%#

00%#

02%#

51%#

59%#

82%#

92%#

00%#

01%#

01%#

52%#

66%#

70%#

97%#

I#don't#search#

I#contact#the#company#

other#

personal#network#

social#media#

search#engines#

company#website#

Do#you#use#the#following#sources#to#search#for#informa4on#about#a#poten4al#

employer?#under#35# 36#to#49# over#50#

97%$

70%$

66%$

52%$

01%$ 01%$ 00%$

Most%common%sources%of%informa/on%

company$website$

search$engines$

social$media$

personal$network$

I$contact$the$company$

other$

I$don't$search$


Career goals ›  Self-efficacy is a predictor for behavior in the job

search process ›  Career goals - predictor for the attitudes and actions of

job seekers as well as for their work motivation ›  based on Schein’s career anchors, the self-concept

that holds ones ideal career together even when the actual career suffers dramatic changes. (Schein, Academy & Executive, 1996)

›  autonomy/independence, ›  security/stability ›  technical-functional competences ›  general management ›  competences, entrepreneurial creativity ›  dedication to a cause ›  pure challenges, ›  life style. ›  INTERNATIONAL CAREER


4.32% 4.22% 4.06%3.83%

3.37% 3.27% 3.16%2.79%

2.58%

4.44%4.26%

3.74% 3.86%

2.63%

3.49%

3.08%

2.52%2.23%

4.15%4.33%

4.02%

3.58%

2.76%

3.29% 3.22%

2.75% 2.69%

work1life%balance% intelectual%challange%

job%securuty% greater%cause% internaAonal%career%

autonomy% innovaAon% leadership% technical%expert%

Career%goals%

under%35%

36%to%49%

over%50%


Ideal employer

›  Based upon the notion of employer attractiveness (Berthon et al. 2005)

›  the envisioned benefits that a potential employee sees in working for a specific organization

›  Berthon et al. (2005) identified five factors that are component parts of employer attractiveness:

1.  Interest Value

2.  Social Value,

3.  Economic Value 4.  Development Value

5.  Application Value. P-O FIT + self concept (career goals)


Genera'on Y Genera'on X Baby Boomers

Factors % Factors % Factors %

1 work-‐life balance 53,6 1 valued skills 60,5 1 valued skills 48,1

2 training 47,4 2 work-‐life balance 53,5 2 have their achievements promoted 46,3

3 valued skills 42,9 3 team work 48,8 3 varied assignments 46,3

4 good rela'onship with superiors 42,9 4 individual work 46,5 4 suppor've leader 42,6

5 sense of belonging 41,4 5 suppor've leader 44,2 5 individual work 42,6

6 good references for future job 41,4 6 training 43,0 6 apply previous knowledge 40,7

7 job security 40,8 7 apply previous knowledge 41,9 7 training 37,0

8 suppor've leader 39,3 8 have their achievements promoted 40,7 8 job security 35,2

9 equality 37,7 9 high responsibility 40,7 9 work-‐life balance 35,2

10 team work 37,2 10 equality 40,7 10 ethical employer 35,2

December 16, 2014

Students in the job search process


December 16, 2014

Student N=62

Graduates N=272 F t df

Sig. (2-‐ tailed)

Mean Difference

Std. Error Difference

95% Confidence Interval of the Difference

Mean SD Mean SD Lower Upper

Facebook use score (0-‐6) 2.63 1.83 1.29 1.71 .95 -‐5.49 332 .000 -‐1.334 .243 -‐1.814 -‐.856

LinkedIn use score (0-‐10) 6.82 282 6.61 3.17 2.60 -‐.49 332 .621 -‐.216 .437 -‐1.075 .644

Self efficacy mean (0-‐5) 3.29 .73 3.14 .72 .03 -‐1.50 332 .135 -‐.152 .102 -‐.352 .048

Job search intensity (0-‐7) 3.96 1.13 4.06 1.27 1.32 .54 332 .588 .095 .175 -‐.250 .440

Ideal job / career goals (1-‐5)

work-‐life ballance 4.45 .67 4.29 .92 6.39 -‐1.28 332 .203 -‐.157 .124 -‐.401 .086

intelectual challende 4.27 .68 4.25 .74 .18 -‐.27 332 .786 -‐.028 .103 -‐.230 .174

leadership 3.19 .97 2.60 1.19 7.99 -‐3.66 332 .000 -‐.594 .163 -‐.914 -‐.274

greater cause 3.90 .95 3.78 .96 .30 -‐.95 332 .343 -‐.127 .134 -‐.392 .137

job security 4.13 .78 3.93 .94 2.35 -‐1.55 332 .121 -‐.199 .128 -‐.451 .053

interna'onal career 3.65 1.04 2.95 1.36 7.80 -‐3.79 332 .000 -‐.697 .184 -‐1.059 -‐.335

technical expert 2.73 1.06 2.46 1.14 3.40 -‐1.71 332 .088 -‐.270 .158 -‐.580 .041

autonomy 3.42 .95 3.31 1.04 .31 -‐.74 332 .460 -‐.107 .144 -‐.391 .177

innova've 3.31 1.10 3.11 1.20 .34 -‐1.18 332 .237 -‐.196 .166 -‐.522 .130

Ideal employer (1-‐5)

employer reputa'on 3.87 .56 3.58 .59 .02 -‐3.47 332 .001 -‐.286 .083 -‐.449 -‐.125

job characteris'cs 3.91 .52 3.85 .51 .33 -‐.75 332 .451 -‐.054 .072 -‐.194 .087

interna'onal job 3.77 .98 3.03 1.20 3.96 -‐4.54 332 .000 -‐.741 .163 -‐1.063 -‐.419

people and culture 3.93 .35 3.90 .44 3.09 -‐.56 332 .576 -‐.033 .060 -‐.151 .084

pay and advancement 3.89 .65 3.45 .72 .74 -‐4.47 332 .000 -‐.443 .099 -‐.638 -‐.248


December 16, 2014

66.1

41.9 40.3 41.9

29.1

71.3

35.7 34.6 32.8 24.3

Write CV and applica'ons

Personal brand Find crea've solu'ons Update their profiles Write unsolicited applica'ons

Self-‐efficacy Students Graduates


December 16, 2014

64.5

51.6 48.4

43.5 41.9

33.9 33.9 27.4

17.7

28.7

20.2

34.2

19.9 21 18.4 14

21.3

51.8

Like pages Search for informa'on

Use 1-‐3 Facebook Features

Visit company pages

Join groups Use contacts to find informa'on

Use 4-‐6 Facebook features

Use contacts to find jobs

Do not use Facebook for job

search

Facebook use Students Graduates


December 16, 2014

93.5

79 69.4

61.3

43.5 41.9 40.3 32.3

21 16.1

0

98.5

75.4 80.5

87.9

19.9 21.3

5.1

46 54

23.9

0.7

online jobboards

Company website

Personal network

LinkedIn Career fairs Facebook Career center

Recruiting agency

a-kasse Newspaper Unsolicited qpplication

Search for available jobs

Students

Graduates

Advice for companies


Advice for companies

›  Employer brand communication should be tailored based on the intended audience

›  Information channel ›  Content

›  Social media and search engines are two of the most important sources of information in the job search process


›  Generation Y

1.  Use Facebook less than LinkedIn, but more than other generations

2.  Want to become leaders and travel 3.  A job ad that present the international

opportunities and pay and advancement characteristics is much more attractive for this group

4.  Top 3 characteristics they look for in a company:

›  Work-life balance ›  Training ›  To be valued

›  Other generations

1.  Use LinkedIn in a higher proportion 2.  Prefer autonomy and intellectual

challenges in their career 3.  In a job ad they are more interested in

information about specific job characteristics and organizational culture

4.  Most values characteristics in a company are:

›  Being valued ›  Work-life balance ›  Team work ›  Varied assignments

December 16, 2014

employer branding - how to attract different generation

Career

companies employer branding

job search process study

iulia kolesnicov table

generation y ballisager

available information

ideal job work life

reduced costs social

mean dierence