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Confidential
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ACI Asia-Pacific HR Excellence Awards 2014
Employer Branding for Airport Business
Submitted by
Changi Airport Group (Singapore) Pte Ltd
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Company Introduction Changi Airport Group (Singapore) Pte Ltd (CAG) was formed on 16 June 2009 and the corporatisation of
Singapore Changi Airport followed on 1 July 2009. As the company managing Changi Airport, CAG
undertakes key functions focusing on airport operations and management, air hub development,
commercial activities and airport emergency services. CAG also manages Seletar Airport and through its
subsidiary Changi Airports International, invests in and manages foreign airports.
Changi Airport is the world‟s most awarded airport with more than 450 accolades received since it opened
in 1981. To serve passengers and visitors from the world over, there are over 350 retail stores and 120
F&B outlets across the airport's three terminals. Changi Airport handled more than 52 million passenger
movements in FY12/13, serving about 100 airlines flying to more than 250 cities in about 60 countries and
territories worldwide. A flight takes off or lands at Changi roughly once every 90 seconds.
Our Vision To be the world‟s leading airport company, growing a vibrant air hub in Singapore and enhancing the
communities we serve worldwide.
Our Mission Exceptional People, Connecting Lives
Our Values
Our employer brand defines who we are as a company which represents our promise to our employees
and future hires. In the conceptualisation of our overall employer branding strategy, we were guided by
two key principles - brand authenticity and having an integrated approach for internal and external
branding.
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Defining our Employer Brand
In late 2011 and early 2012 when we embarked on reviewing our brand strategy, we started out by first
looking at the defining attributes that best described our Employer Brand and developed our Employee
Value Proposition.
To ensure the authenticity of the Employee Value Proposition, focus group discussions and surveys were
conducted with both employees as well as potential employees (the general public) to tease out the key
qualities that were authentic, appealing and differentiated CAG as an employer of choice. Inputs from
senior management team were also sought. The perception of potential hires was also tested to determine
the appeal and relevance of these attributes.
Taking on board the feedback gathered, and incorporating the organisation‟s Mission, Vision and Core
Values which describe the essence of our purpose, where we wanted to be and how we intended to get
there, we developed our Employee Value Proposition. The attributes (highlighted in blue) describes the
authentic and compelling experience we aspire to give our employees and potential hires alike, living and
breathing the values put forward by the organisation on a daily basis. The Employee Value Proposition
then guided the formulation of our branding strategy and communication of our employer brand to our
internal stakeholders as well as the general public through various branding initiatives.
Employee Value Proposition
As Changi Airport Group, we are, first and foremost, a service company. We operate Singapore Changi Airport, the world‟s most awarded airport, and help develop and manage airports worldwide. Our people are our most important asset in our mission to be the world‟s leading airport company, growing a vibrant air hub
in Singapore and enhancing the communities we serve worldwide.
We aspire to build a company where ordinary people achieve extraordinary results. Our people have a passion for service and are committed to teamwork, integrity and excellence. Working together with our
colleagues and partners to achieve the best outcome, we deliver innovative services and create a world-class experience for our customers.
Changi Airport Group offers a unique work environment in a global, vibrant and exciting airport community. With a set-up of multiple businesses, we present challenging work and diverse opportunities for our
employees to further their personal and professional growth, providing a platform for them to develop and see through their ideas and contributions, making an impact to our organisation and to the communities we serve
locally and globally.
Together, we are Changi Airport Group: Exceptional People, Connecting Lives
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Our Employer Brand Strategy As evidently shown in our vision statement and listed as one of our core values, CAG values our People,
whether they are at the frontline or backend of the business, as they work together as a team to deliver
exceptional results which led us to being the world‟s most awarded airport.
Therefore, we believe in building a strong talent pool by hiring, motivating and retaining the right people in
the organisation. Our brand strategy is built on the premise that companies with a successful employment
brand attract and retain top performers. In order to create a strong brand, we focus on building and
promoting our brand through two different groups of stakeholders – internal stakeholders (employees and
partners) as well as the external stakeholders (general public and prospective employees).
Internal Branding Initiatives
Employees are the first to live out and experience the brand promise of the organisation. Therefore, it is
important that we stay true to our brand promise in order to keep employees engaged and happy. If the
expectations are different from the actual work culture, new employees will soon feel disengaged and
demoralised and less likely to strive in the company which in turn lead to a poor performance culture.
At CAG, we are committed to engaging and developing our people as we know our people are responsible
for what truly makes Changi Airport great. We must function as one strong and committed team in order to
succeed. Therefore, we identified several areas on how we can promote our brand internally - (1)
Communication, (2) Recognition, (3) Engagement, (4) Reinforcement and lastly (5) Advocacy.
The various initiatives described below illustrate how we fulfil our internal brand promise while aligning to
CAG‟s mission and vision.
(1) Communication
Communication by CEO
Our CEO, Mr Lee Seow Hiang, has been highlighting the need to „Build Terminal H‟ which represents the
„heartware‟ and soul of the company in our organisation. We want to invest in our people and believe that
our people are the most important asset to help the business grow. This message was emphasised in our
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internal communication by CEO as it is important to demonstrate that the senior management of the
company is committed to this focus.
CAG Intranet and Newsletter
Employees are kept abreast of new initiatives, training programmes, team bonding activities through our
staff intranet (Changi Vine), email communications, work.play.cag (an employee newsletter – refer to
Appendix A). A dedicated section on Changi Vine announces new colleagues to the CAG family.
(2) Staff Recognition
The inaugural Annual Appreciation Awards was held on 6 November 2012 as a tribute to both CAG‟s long
serving staff as well as winners for the inaugural CAG Core Values Award.
The Long Service Award recognised CAG staff for their commitment and dedication while the Core Value
Awards acknowledges individuals and teams who exemplify CAG core values. The Core Values Award
comprises four categories - Best Buddy, Most Supportive Supervisor, Core Values and Open Category.
What is unique about the Core Value Awards is that staff can nominate anyone in the organisation who
demonstrated our Core Values in the areas of People, Customer, Business, Partner and Integrity. The
support and response has been overwhelming and we have seen a 50% increase in the number of
nominations from 240 in 2012 to 358 in 2013. A panel made up of management members evaluated and
established the final 17 award recipients in 2013. All nominees were invited to the CAG Annual
Appreciation awards where they are presented with the award by our CEO, Mr Lee Seow Hiang. The
heart-warming stories and testimonials were also shared during the award ceremony and published on the
staff intranet to recognise them for epitomising the core
values of the organisation.
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(3) Employee Engagement
Employee Orientation
First impression counts. Therefore, it is important to ensure that all new employees feel welcome on their
first day of work. New employees are required to go through a short briefing on their first day of work by
their HR Business Partner. They will then be introduced to their buddy who will help the individual to
assimilate well into the new environment.
All new employees will need to go through a compulsory 2-day orientation programme where they will
interact and meet other new employees from different divisions. They will also learn more about the
company through presentations by different divisions and tours around the various parts of the airport.
Employee Engagement Survey
CAG conducted its first Employee Engagement Survey (EES) in 2012 to take stock of the engagement
levels within the organisation. The survey provided valuable feedback into specific areas of focus to build
greater engagement both at the organisational and divisional levels. Communications sessions were held
to share the survey results and action plans so that there was clear understanding on the expectations
and steps taken to address issues that matters most to staff. The organisation had since implemented
changes after taking into consideration the feedback from the EES in areas such as career progression
and performance management. For example, a career development framework will be launched in 2014 to
provide a roadmap that will enable employees to plan their career. Reporting officers were also sent for
performance management training to equip them with the right performance appraisal skills.
As part of employee engagement, HR also organised events that allows staff to bring along their family
members and loved ones so as to build stronger bond among colleagues. One recent event would be the
CAG Family Day in February 2013. It was an evening of fun as the entire Universal Studios Singapore
was reserved exclusively for CAG staff and their family members.
HR introduced a „Bursary-cum-Families‟ Onboard‟ programme over the last two years whereby staff can
bring their family members to the airport and give them an opportunity to gain insights into the operations
of CAG. We feel that families also contribute in employee engagement as it makes a difference when an
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employee‟s family members appreciates and supports their work at CAG. As part of the event, CAG also
demonstrated care towards its employees by handing out a total of 68 bursary awards to their children.
CEO Challenge
CEO Challenge is an initiative for employees to get creative by submitting their ideas on profit generation,
cost savings and increase productivity. The winners receive monetary award and the satisfaction from the
impact of their idea benefitting the organisation. One idea that won was to use the horticulture displays in
the airport as advertising space to generate additional revenue. The idea came from our own employees
and stood out in terms of its originality and potential hype for the company.
(4) Reinforcement
Staff Development
A key thrust in CAG‟s efforts to forge ahead is the development of its leaders to steer their teams
effectively to face the challenges of the business. This is consistent with our internal brand strategy that
we are committed to staff development as we believe that it is our people who make CAG and Changi
Airport great. CAG defined its leadership competencies - CAG Leadership DNA in the areas of
Relationship, Enabler, Direction, Execution and Drive made up the core competencies needed to be
displaced by our leaders throughout the organisation. It guides our people to be good leaders and in turn
grow great people.
This newly developed CAG leadership DNA forms the foundation for a structured two-year leadership
milestone programme which was launched in 2013 for all managers to enhance their staff management
and leadership capabilities. The CAG leadership DNA is also integrated into employee development
planning and the annual performance appraisal exercise.
CAG continues to instil a learning culture. The third Learning Festival was recently held in September
2013. It was themed „Service through Design‟, as we embark on a Design Thinking journey as we
continue to serve not only our passengers, but also each other, better. As part of the Learning Festival,
learning tours to several top employers in Singapore including Macdonald‟s, American Express, Tan Tock
Seng Hospital, and Singapore Prisons were organised. Participants learnt about the best practices in
different industries and in CEO‟s speech on the closing of the Learning Festival, he reinitiated the
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importance of innovation and how we, as a company, must continue to design, ideate and redefine what
airport management is in order to remain as a world-class airport.
(5) Brand Advocacy
CAG Brand Ambassadors
CAG launched the CAG Ambassadors Programme in 2012. Some 56 managers from various divisions
were selected to be “CAG Ambassadors”. These individuals each have stories about how the Employee
Value Proposition was made alive in them. The programme includes training which equips them with skills
that they need to effectively position CAG as an employer of choice in forums such as career fairs.
These individuals also attended social media training conducted by our Corporate and Marketing
Communications Division to learn how to market CAG effectively on social media platforms. We continue
to involve our ambassadors in various recruitment and school engagement initiatives. This programme is
unique as it involves a careful selection and training of a core group of “CAG Ambassadors” who will not
only market the Employer Brand but also the Company‟s brand through social media.
CAG Jobs Connection
HR has implemented a job referral scheme known as the CAG Jobs Connection (CJC) for employees to
recommend suitable candidates for a specific position. Since it was introduced in April 2012, we received
over 200 staff referrals via CJC and we have seen good success through this. Each year, we are
recruiting more than 100 new employees. With several key development projects in the pipeline, our
recruitment numbers are bound to grow in the long-term. We believe that the job referral scheme is both
cost and time effective and the probability of hiring the right candidate is higher as the employee would
have done the first „screening‟ before recommending the person for the job. It is also a good indicator for
staff engagement when employees recommend their friend or family member to join the organisation.
External Branding Initiatives As a service company, CAG strongly believes that our people are our greatest assets in realising our
Vision. In order to remain competitive, we need to attract the best people in the market for the job.
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(C)(A)
External branding is very important as we need to position ourselves to be an employer of choice
leveraging on our brand uniqueness and diversity to attract the best talents.
We achieve this by identifying and reaching out to both the mass market as well as engaging young
talents in order to build a sustainable leadership and talent pipeline.
(1) Mass Market
Recruitment Campaign
A series of advertisements were developed as part of an overall branding campaign to showcase CAG
and what we do. We wanted our employers, both existing and future hires, to understand and appreciate
how their respective roles can contribute to the larger Changi Airport Group mission and vision. This
guided our advertisement development, where we created a link between the work that our employees did,
and how it translated into the outcome we desire and the difference it would make for our customers.
Each of the advertisements was developed for a specific target audience, seeking to bring out the relevant
element of our Employee Value Proposition. To illustrate, we developed images which depicted CAG
employees discussing plans for a new facility which would delight a passenger (A) or dreaming about new
flight paths into Singapore leading to the reunion between a father and his daughter (B). This creatively
articulates the link between what a CAG employee does (Exceptional People) and the positive outcome
for our passengers (Connecting Lives), thus fulfilling our vision. This differentiates our advertisements
from others that delinked the employer advertisement from the product. We also created an advertisement
for our Airport Emergency Service (AES). The picture depicts the bravery of our firefighting team which
makes the airport so serene and secure that a mother can doze off knowing her child is safe (C).
Please refer to Appendix C to view the enlarged version of the advertisements.
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The models used are our employees cast in their own jobs (e.g. Engineering, Air Hub and AES). It makes
our branding more authentic and gives our employees a sense of pride.
Staff Featured Articles
In addition to recruitment advertisements, we also feature our employees in the local newspaper, the Strait
Times Recruit Section, The New Paper Career Scope as well as selected scholarship and career guides.
Employees were interviewed to share not just about their work but also their passion for the company. We
want our readers to feel inspired and learn more about the company through the perspective of our
employees (refer to Appendix B).
Revamped Career Website
To inspire readers to join CAG, the career website was revamped to make it more personalised and
aligned with a look and feel that is consistent with our advertisement campaign and our corporate
branding. More importantly, the site also communicates our Employee Value Proposition. We asked our
staff, from top management to junior level, to write what they enjoy about working with CAG and we
published it on our career website as a „Meet our People‟ section1. This contributed to a friendlier and
more authentic feel to the entire brand image.
Corporate Social Responsibility (CSR)
At CAG, we believe in the potential of people. In particular, we are committed to supporting youths, to help
them be active contributors and leaders of tomorrow. Therefore, CAG launched the Changi Foundation in
April 2012. Through the Changi Foundation, we help disadvantaged youths transform their lives and
empower them to go achieve more than they thought was possible. CAG has injected an initial
contribution of 1 million dollars and will contribute a percentage of its net profits each year to Changi 1 http://www.changiairportgroup.com/cag/html/careers/learn-more-about-us/meet-our-people
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Foundation in support of youth community efforts thorough 3 main thrusts: Education, Skills Development
and Community Service. Changi Foundation has benefited more than 800 youths.
Everyone can play a role in enhancing the social responsibility of the company. Employees are
encouraged to volunteer and they are entitled up to 3 days of volunteer leave per year. The CSR
programmes are meaningful to both youths and volunteers alike as volunteers can share their expertise
and passion about their work. Workshops like „Be a Service Star‟ teaches youths on fundamental service
techniques and interpersonal skills. It also gives youths an appreciation of CAG‟s standards of service and
how we aim to deliver first class service experience to our customers. These programmes are aligned to
CAG‟s culture and vision and the sustainability of CAG‟s CSR efforts is a result from the continuous
support and dedication by our people to enhance lives and care for the communities we serve.
(2) Engaging Young Talents
Partnership with Universities and Polytechnics
Recruiting and nurturing young talents is necessary to building our talent pipeline. Therefore, HR works
closely with education institutions namely the Universities, Polytechnics and Junior Colleges (JCs) so that
we can reach out to students at an early stage to create awareness and promote CAG to them during
career fairs or talks or by inviting specific target groups to attend the following:
(a) Scholarship Engagement Event – top JC students and their parents are invited to attend a session of
presentation and networking as we recognise that parents are as much involved in the choice of
scholarships as the students. This session includes sharing by past scholars, networking with senior
management and scholars (who are also CAG Ambassadors), and culminates in a tour of the Airport.
(b) Student Engagement Session – top students from the universities are invited to attend an
engagement session in Changi Airport. It is an opportunity for them to learn more about CAG and also
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to network with CAG‟s CEO and senior management. The guests are also brought on an airport tour
to showcase CAG‟s unique work environment and initiatives that make Changi the world‟s most
awarded airport.
(c) Career Fairs and Talks – CAG also participates in campus-wide career and scholarship fairs
organised by the various educational institutions each year. It is a good platform to enhance our
branding and increase awareness of CAG and our business to graduating students. We also aim to
„sell‟ our employee value proposition through our CAG Ambassadors at the fairs and sharing their
experiences at talks. In addition to the generic fairs, we also participate in faculty-specific career fairs
or talks so that we can target and attract the right group of candidates that is aligned to our
recruitment needs. For example, we participated in an NTU Exchange Event in September 2013 that
is catered for engineering students as we are looking to recruit more engineers for several key
development projects in Changi Airport. Therefore, our employer branding efforts are also in sync with
our recruitment strategy and manpower needs.
Scholarship and Internship Programme
As mentioned, attracting the best talent is essential to cater to the growth of CAG‟s business in the long-
term. Through our scholarship and internship programme, CAG is building a steady pipeline of talents for
our future needs. Much time and resources are invested to do roadshows and talks at many Junior
Colleges (JCs) and universities throughout each year to promote these opportunities to the students. Over
320 applications were received for CAG‟s Internship Programme and more than 1,000 applications were
received for the CAG Undergraduate Scholarship. Reflecting the popularity of its scholarship, CAG was
ranked within the Top Five Scholarship Provider of Choice in Singapore for the past three years.
(Left) Q&A session with CEO, Senior Management and Scholar at Raffles Institution (RI) Scholarship Event (Right) Presentation by Mr Foo Sek Min, EVP, Corporate
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Results
Brand Perception
A Corporate Reputation Study presented in December 2012 showed that CAG has a very strong
reputation within Singapore, and that we are well ahead of benchmarks.
Awards
Our engagement and branding efforts and partnerships with schools paid off when we came in the Top
Employer in Singapore in a recent JobsCentral Employer of Choice Survey 20132 by undergraduates and
fresh graduates. In addition, CAG was ranked among Singapore‟s 100 Leading Graduate employers3 by
GTI Asia for the past three years.
In recognition of the strength of our Employer Brand, CAG was ranked fifth place by Randstad as the most
attractive employer in Singapore 20134. In addition, we were also conferred Asia‟s Best Employer Brand
Award by Employer Branding Institute in 2011.
2 http://community.jobscentral.com.sg/node/2574
3 http://singapores100.com/rankings/2013-rankings/
4 http://www.randstad.com.sg/the-randstad-award/randstad-award-country-winners/country-winners/2013-
singapore-winners
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Online Presence
CAG‟s social media team manages and develops content for popular social media channels like Changi
Airport‟s Facebook, Twitter, Instagram as well as Youtube. They keep the general public connected to the
Changi Airport brand and as at Dec 2013, our Facebook page, Fans of Changi, has one of the highest fan
numbers (over 300,000 fans) among the world‟s airports.
Iconic Changi Experience
Since our journey began in 1981, Changi Airport has won more “Best Airport” awards than any other
airport, with over 450 accolades to our name. As the world‟s most awarded airport, we are committed to
delivering the iconic Changi Experience to our passengers.
A key ingredient for our success is about having the right people who share the same dream. Therefore,
we must ensure that we have a strong employer brand that will differentiate us from other employers so
that we can attract, engage and retain the right talent in the company. To make this happen, we have
been guided by two key principles - brand authenticity and integration between our internal and external
branding strategies, which has helped us make the difference internally to our employees, and externally
in building our employer brand equity.
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Appendix A
Sample of monthly staff e-newsletter (December 2013 Issue)
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Appendix B
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Appendix C
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