Employer Branding by Rachele Focardi, Universum Asia

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click hereEmployer Branding: HR’s Responsibility Alone?8th May 2013

Rachele Focardi, SVP Employer Branding and Talent Strategy - APAC

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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

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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


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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.

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WHO WE WORK WITH

Some of the world’s most attractive employers

Some of the world’s most trusted publishers

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3. Understanding Employer Branding – What is it? Why is it necessary?




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

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THE ASIAN TALENT LANDSCAPE

TALENT: CRITICAL PRESSURE POINTS


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

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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


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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


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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


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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


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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


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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


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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


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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

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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

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Differentiation – difficult, yet crucial6

Over 83% of CEOs expected last year to change their firm’s talent management strategy by today


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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*


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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


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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%


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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?


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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


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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 %


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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:


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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

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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

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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

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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

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Employer Branding – Whose responsibility is it?

Agenda


HISTORICAL DEVELOPMENT OF EMPLOYER BRANDING

General EB

Demographic targeting

Personality/Fit evaluation

Time

Seg

men

tati

on

EMPLOYER BRANDING – WHOSE RESPONSIBILITY?

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Dating

Employer branding is NOT…


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DatingDating

Talking Asking out

Courting Marrying

Flirting

Re-marrying

EMPLOYER BRANDING = LONG-TERM RELATIONSHIP

Employer branding is …


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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?


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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)


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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!


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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


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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

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-IN F

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M M

AN

AG

EM

EN

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AN

D A

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T W

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!

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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.

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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

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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.

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OUR APPROACH TO STRATEGIC 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?

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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

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MY PROFILE

[email protected]

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.

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http://www.universumglobal.com/

mailto:[email protected]

mailto:[email protected]

WWW.UNIVERSUMGLOBAL.COM

Thank you