employer branding universum yves schneuwly
TRANSCRIPT
Strategic Employer BrandingLessons learned and key objectives now and in the future
2015-11-30 Yves Schneuwly, Managing Director Switzerland & CEE
Present in 60 countries with
regional offices in New York
City, Paris, Shanghai,
Singapore and Stockholm.
Serving more than 1 700
clients globally, including
Fortune 100 companies.
Full service Employer
Branding partner, taking
clients from identifying
challenges, engaging talent
to measuring success.
Helping the world’s leading
organizations strengthen
their Employer Brands for
over 25 years.
Surveying more than
1.3 million career-seekers,
partnering with thousands of
universities and
organizations.
Thought leaders in Employer
Branding, publishing content
on C-suite level subjects.
Our Employer Branding
content is published yearly in
renowned media, e.g. WSJ,
CNN, Le Monde,
BusinessWeek.
Why are Employer Brands and EVPs important?
2,4X
1,8X
Revenue
growth
Profit margin
increase
The employer brand matters more
(Research shows that a company’s employer brand is twice
as likely to drive job consideration as its corporate brand)*
Lower turnover
(Companies with a strong employer brand have a 28%
lower turnover rate than companies with a weak employer
brand)*
A competitive advantage(Only 69% of companies work with employer branding from
a strategic perspective)**
Lower cost per hire(The cost per hire is more than twice as low for companies
with strong employer brands)*
*Linkedin Whitepaper, Why Your Employer Brand Matters, 2012
**Talent Attraction Barometer 2012 (How does you organization approach employer branding?)
***Boston Consulting Group, Creating People Advantage 2012, Mastering HR Challenges in a Two-Speed World
The Benefits of a Strong Employer Brand
4
Global Trends
Strategic Employer Branding
9 Rules of Engagement for next steps
Agenda
5
Global Trends
6
Employer branding
is hot right now
In top firms, reactionary marketing has been replaced by more forward-thinking recruitment marketing strategies -employer branding in particular to better engage candidates
TOP PRIORITYTo strengthen employer brand
SECONDARY PRIORITYTo strengthen employer brand
TERTIARY PRIORITYTo strengthen employer brand
Source: Brandon Hall Group, 2014.
State of Talent Acquisition Study
Capturing the right talent and retaining it is the key to future growth and staying
ahead of the competition!
Källa: Juergen Daum, Ocean Tomo
Tangible assets
Intangible assets
Corporate Value Creation has Changed
40%
1982 2010
85%60% 15%
8
Global Talent Shortage
Source: Manpower Talent Shortage Survey - 2015
The % of employers reporting hiring difficulties is returning to its previous War for Talent high
point
Growing CEO Concern
2008
2009
2010
2011 201
2
2013
2014
61%
46%
51%
56%53%
58%
63%2015
73%
Source: PWC Annual Global CEO Survey - 2015
% of CEOs concerned over availability of key skills / talent
High demand for digital talent
9 of 10
CEOs have a
”pressing need”
Source: PWC Annual Global CEO Survey - 2015
of Swiss students use Social Media to learn about potential
employers.
47%
Hours per week online
Minutes per day on social media
Minutes per day with our pets
23
3940
http://www.emarketer.com/Article/Social-Usage-Involves-More-Platforms-More-Often/1010019
There is a social media land-rush happening now
with employers
YESTERDAY
WORK
GOAL
MANAGER
INSTRUCTIONS
DOGMA
AVOID MISTAKES
NATIONAL
HIERARCHY
DEPARTMENTS
TODAYLIFE
PURPOSE
MODERATOR
VALUES & CULTURE
CURIOSITY
GENERATE INSIGHTS
GLOBAL DIVERSITY
MERITOCRACY
NETWORKS
1616
L
C
Pu
Pr
I
S
Be data-led, human and purposeful.
“So what are you doing for a living?”
“I realize my great potential with a world leader. With drive and a spirit of collaboration, there are no limits
so together here at <insert random company name>we create a better and sustainable world.”
“So what are you doing for a living?”
“I do cool things that matter. I work for Google.”
of surveyed HR Leaders believe that differentiation is the
biggest challenge in their talent attraction work
Strategic Employer Branding
24
ALL EMPLOYERS HAVE
AN EMPLOYER BRAND
Even if employers don’t
actively manage the brand,
it exists and it influences
whether or not students
and young professionals
choose the employer.
THERE IS AN INTERNAL
AND AN EXTERNAL
PERSPECTIVE
A strong employer brand is
as relevant to employee
loyalty, engagement and
retention as it is to
attracting external talent.
THE CORE OF THE
BRAND IS THE EVP
To influence how talent
perceives and experiences
the employer brand,
organizations need an
Employer Value Proposition
(EVP).
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 and sustainable,
and effective brand.
2525
Influence Your Employer Brand in the Right Direction
Defining the Employer Value Proposition
What is an EVP?
The purpose of an Employer Value Proposition
(EVP) is to define the qualities an organization
would most like to be associated with as an
employer. It provides the key attributes and
themes that underpin your employer brand
communication and activities.
The EVP development is strategic.
What it is NOT?
The EVP is not a tag line or a visual expression. It
is the underlying content that is transformed into
messages and a communication strategy for
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.
E V P
Our strategic approach to Employer Branding
Are your brand building
activities actually attracting
the right talent and
enhancing your brand
perception?
What are their key career
drivers and how do those
align with their perceptions
of you and your key talent
competitors?
How do you successfully
activate your brand to
engage both current
employees and external
talent?
What are your current
engagement drivers and
key potential strengths
and differentiators as an
employer?
Where, when and how do
you communicate your key
messages using a
consistent voice to achieve
goals within your budget?
How are your
organizational purpose
and objectives impacting
your talent needs?
What unique selling points provide the most attractive, credible,
true, distinct and sustainable foundation for your employer brand?
- - - - - - - - - - - -
- - - - - -- - - - - -
- - -- - -
--
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Attractive
attributesStrategy &
internal identity
External image
1. What is sustainable in relation to
the strategy & what is the true
identity?
3. What is associated with this
specific employer?
2. What is attractive to the specific
talent target group?
4. What is differentiating compared
to the competitors?
How to define the Employer Branding strategy
28
EVPEMPLOYER
BRANDING
STRATEGY
• Degree of change?(Current strengths vs. Future aspirational stretch)
• Degree of consistency?(Global consistency vs. Local adaptation)
• Degree of differentiation?(Competitive parity vs. Competitive differentiation)
• Balance of expectation?(What you give employees vs. What you expect in
return)
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Attractive
True
Credible
Distinct
Sustainable
Key Strategic Questions and Balancing Acts
Strong and consistent profile
Universum recommends that employers develop one EVP to be used on a global level for
all target groups and business units.
Select the attributes that define the
Employer Brand and can be
communicated as the global EVP.
Tweak the actual communications
and messages (the examples,
stories and reasons to believe in
the organization, for example) for
the target groups.
The Global EVP
Tailored Messages
USA Sweden etc.
Engineering
Students
Business
Students
30
One Global or Many Local EVPs?
What are you looking for in an attractive employer?
What do you associate with Company X and its competitors?
EXTRINSIC INTRINSIC
HA
RD
SO
FT
Employer Reputation & Image
Job Characteristics
People & Culture
The attributes of the employer as an organisation
• Attractive/exciting products and services
• Corporate Social Responsibility
• Environmental sustainability
• Ethical standards
• Fast-growing/entrepreneurial
• Financial strength
• Innovation
• Inspiring management
• Market success
• Prestige
The social environment and attributes of the workplace
• A creative and dynamic work environment
• A friendly work environment
• Acceptance towards minorities
• Enabling me to integrate personal interests in my schedule
• Interaction with international clients and colleagues
• Leaders who will support my development
• Recognising performance (meritocracy)
• Recruiting only the best talent
• Respect for its people
• Support for gender equality
The contents and demands of the job, including the
learning opportunities provided by the job
• Challenging work
• Client interaction
• Personal control over my number of working hours
• Flexible working conditions
• High level of responsibility
• Opportunities for international travel/relocation
• Professional training and development
• Secure employment
• Team-oriented work
• Variety of assignments
Remuneration & Advancement
Opportunities
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
33
The Universum Image Framework
How to localize the EVP
Part of the Company X
EVP, but not attractive
and not associated with
Company X – no focus!
Part of the Company X
EVP, attractive and
associated with Company
X – is it differentiating
from your Competitors?
Part of the Company X EVP, not
attractive, but associated with
Company X – not too much focus!
Not part of the Company X EVP,
not attractive, but associated with
Company X – not too much focus,
but keep in mind that talents expect
this from Company X!
Not part of the Company X EVP,
attractive and associated with
Company X – more focus? Localize
the EVP?
Not part of the Company X
EVP, attractive and not
associated with Company
X – more focus? Localize
the EVP?
Part of the Company X EVP, attractive
and not associated with Company X –
More focus? Why is this not associated
with Company X? Is the communication
not conveying the intended message?
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Attractive
attributes
Company X
EVP
External
image of
company X
DISTINCTIVE
COMPETITIVE
THRESHOLD
The employer’s unique
selling points
Attributes where the
employer is as strong as
the peer group
Attributes where the
employer meets the
students’ general
requirements
On par with average
employers
On par with leading
talent competitors
Clearly differentiated
from key talent
competitors
DESCRIPTION GOAL
Competitive parity vs. Competitive differentiation
35
9 Rules of Engagement for next steps
36
1. Define your purpose
2. Have a clear EVP – that is attractive, credible, true, distinct and sustainable
3. Do not only base your strategy on internal
findings
4. Have management involvement
5. Localize/adapt – one size does not fit all
6. Dare to be different and clear in your messaging
7. Always be data-driven, human and purposeful in your communication
8. Leverage and master Social Media
9. Track the success/development – what gets measured gets done!