Henkel & university of cologne cems corporate partner benchmarking meeting 2013 part2

Corporate Partner Benchmarking MeetingSeptember, 2013

Best Practice in Attracting Talent to CorporatePartners in the Emerging Markets

Best Practice in Attracting Talent to CorporatePartners in the Emerging Markets2.2.

Michael MeierEgon ZehnderPartner

Michael MeierEgon ZehnderPartner

Feature Presentation

Attracting Emerging Market Talent:Challenges and Best Practice

Dr. Michael M. Meier - 26 September 2013

48© 2013 Egon Zehnder

Agenda

1 Emerging Markets challenges

2 Best practice

3 How Egon Zehnder works

Emerging Markets challengesSection 1


Overall challenges in Emerging Markets, particularlyAsiaPac• Diversity of markets brings complexity: which leadership style brings success across Asia Pacific

• Importance of cultural adaptability: local markets produce few truly regional / global leaders; lack ofmobility

• Language skills vs. business leadership competency

• Unsustainable war for talent: rapid progression vs. solid experience

• “ … is different”: don’t accept excuses (at least on business side)

• Order taker from HQ vs. independent, fact based opinion


Snapshot #1: How to fill the void on top

Top Executives’ Origin

Nationality Percentage

PR Chinese 44%

Overseas Chinese 36%

Returnees 8%

American 4%

German 2%

British 2%

Other 4%

Grand Total 100%

Nationality Percentage

Indian 92%

British 3%

American 2%

Other 3%

Grand Total 100%

Top Executives’ Origin

V.S.

Source: Egon Zehnder analysis of profiles of ~1,000 senior executives


Snapshot #2: The business challenge in China rests onrelatively younger shoulders

Average age by seniority: China vs. Europe

Seniority

Age

47

40

36

33

52

45

42

38

Source: Egon Zehnder analysis of profiles of ~1,000 senior executives


Snapshot #3: Stunning switching premium in China

Average pay rise per job switch

Note: Study based on 160 accepted offersSource: Egon Zehnder


Snapshot #4: More opportunities, less loyalty – the disturbingtrend

Average tenure per employer over time

Source: Egon Zehnder analysis of profiles of leading industrial CEOs and Managing Directors

Year


Surplus Surplus

Def

icit D

eficit

ChinaLocalTalentSupply

Talent economics in China: The outcome of high growth

Entry Level

Junior/Middle Managers

Country Level Executives

Regional Leadership

Skilled Labor &Experienced Technicalstaff

Talent Demand


Emerging markets: increasing supply / demandimbalance….Observations

•Large quantity of available talent but significant shortage of strong managerial skills(availability vs. employability)

•Demand for quality talent is fast outstripping supply, especially at the top levels

•Local companies have emerged as serious competitors for talent, poaching from MNC’s – a trendlikely to increase

•“Overseas locals” are increasingly more open to returning for the right opportunities


… in an increasingly tough environment

• Employee loyalty is on the decline: 3 – 4 job changes are seen as typical for senior executives

• Strong domestic growth is creating many new and exciting opportunities

• Executives’ cash compensation on par with overseas (global) standards; stock options and long termincentive pay are increasingly becoming tools for attracting and retaining talent

• High switching premiums to attract top local talent

• Social status is closely tied to career progression and titles

• Majority of executives not confident in quality of new hires, and not comfortable with their potentialsuccessors


Best practiceSection 2


Great People Decisions® for global companies

• Adapt mindset and processes to growth market environment

• Assess and benchmark your talent against well defined competencies – look beyond what’s on theresume

• Develop a healthy balance of local and expatriate talent; localization as a long term, phasedapproach

• Not only localize talent – localize the decision making

• Implement a systematic mentoring and coaching program for local managers: overinvest intraining and development; provide top level visibility

• Define appropriate succession programs for your organization

• Over-hire local talent and build up talent pipeline for the future

• Focus on integration (especially for the first 6 - 12 months)

• Understand and embrace the value of differences/diversity

• Plan international career moves early

Do


Great People Decisions® for global companies (continued)

• Don’t rely on salary surveys for your compensation strategy

• Don’t overestimate the motivational impact of international assignments – the action is here!

• Don’t send “Corporate Seagulls” to China/Asia – set high bar for expatriates

• Don’t overlook expatriates at the end of their expat terms – high risk of losing them!

• Don’t localize for the sake of localization

Don’t


Recruitment: Focus on competency and potential – beyondwhat is on the resume

Currentfocus ofglobalcompanies

Currentfocus of localcompanies

Focus ofbest-in-classrecruitment

Potential:What can they do in the future?

Competence:What can they do well?

Skill:What can they do?

Experience:What did they do?

Knowledge:What do they know


Profile of a leader in emerging markets

• Bi-cultural (e.g. China-born, US educated / India-born, UK educated), values driven, commerciallysavvy, global outlook, multi-lingual

• Used to working in environments with chaos and uncertainty

• Personal learning agility

• Can operate with speed and agility

• Able to drive above market growth – organically and inorganically

• Natural global relationship builder – internal / external

• Embraces diversity, sensitive to differences

• Demonstrate cross functional expertise

• Able to mentor and lead, build a high performance team

• Entrepreneurial, but highly ethical

• Open to global experiences but also committed to home country


How Egon Zehnder worksSection 3


We are a “boutique” firm with global reach

Size, reach, scopeEgon Zehnder is the largest privately held executive search firmworldwide. We are equally owned by 236 partners, with over 420consultants, working in 68 offices and 41 countries. Total staff isapproximately 1,650.

With nearly 50 years of experience, we hold the number one position inEurope, Asia-Pacific and South America, and are an industry leader inNorth America.

Highly collaborative “boutique” structureWe operate as a single unit, with a consistent methodology and a singleprofit center.

4168

420

countries

offices

consultants

Amsterdam Buenos Aires Houston Malmö SeoulAthens Calgary Istanbul Melbourne Oslo ShanghaiAtlanta Chicago Jakarta Mexico Palo Alto SingaporeBangalore Copenhagen Jeddah Miami Paris StockholmBarcelona Dallas Johannesburg Milan Prague StuttgartBeijing Dubai Kuala Lumpur Montreal Rio de Janeiro SydneyBerlin Düsseldorf Lisbon Moscow Tel AvivBogota Frankfurt London Mumbai TokyoBoston Geneva Los Angeles Munich Rome TorontoBratislava Hamburg Luxembourg New Delhi San Francisco ViennaBrussels Helsinki Lyon New York Santiago WarsawBudapest Hong Kong Madrid São Paulo Zurich


“Boutique" firm with global reach

Wider net and shortest possible time

"One-Firm" collaborative model

The best of our collective knowledge

Unleveraged

Senior consultants make all the calls

We hire only individuals with considerable industry experience

Knowledge provides insight

Fixed-fee retainer model

Our goal is to find the most qualified candidate not the highest-paid candidates

What sets us apart

10+

FounderPresidentPartner




Elizabeth BirdIntegration ConsultingHR Lead EMEA

Elizabeth BirdIntegration ConsultingHR Lead EMEA


68

HR Lead – Integration Europe

Today’s PresenterBio

69

Today’s PresentationObjective & Structure

Objective AGENDA

1

2

3

70


Objective AGENDA

1

2

3

Integration & Our Experience

Case Study – Recruiting inEmerging Markets

Summary of key points

71

Integration ConsultingWho we are

team track record credentials

250 1200 300consultants projects clients

OUR BACKGROUND

São Paulo Rio de Janeiro Mexico City

Buenos Aires Santiago London

72

Integration – Our ClientsIndustry leading clients

We work with our clients to address their most important challenges:

Emerging MarketsThe Scope

LatinAmerica Middle East Africa Asia

Entry Level

MBA

Experienced Hire

Board Level

“Recruiting Talent” & “Emerging Markets” are both broad terms. Integration has a specific set ofknowledge that we are able to share:

Emerging MarketsThe Scope

LatinAmerica Middle East Africa Asia

Entry Level

MBA

Experienced Hire

Board Level

“Recruiting Talent” & “Emerging Markets” are both broad terms. Integration has a specific set ofknowledge that we are able to share:

LatinAmerica

Entry Level Today’sFocus


Objective AGENDA

1

2

3




Case StudyRecruiting at entry level in Brazil

From a recruiting perspective, there are three key areas we have to understand to perform well inBrazil:

Universities Courses Students




Relationship with the right universities is key

Targeting the right areas inside universities is important




Background on courses

Courses are specialized by subject




Internship

Student Communication



We have found success with a focused strategy, concentrating our efforts on a few top universities.Amongst this group, we have a special attention with FGV – EAESP.

Our Recruiting Focus: FGV - AESP – Quick StatsOur Recruiting Focus: FGV - AESP – Quick Stats

Our Recruiting Focus: FGV - AESP – Quick StatsOur Recruiting Focus: FGV - AESP – Quick Stats


We have found success with a focused strategy, concentrating our efforts on a few top universities.Amongst this group, we have a special attention with FGV – EAESP.

83


Objective AGENDA

1

2

3




Similarities DifferencesWell documented university rankings No structured timeline for campus recruitment in

Brazil

Important to develop a relationship for the longterm

Recruitment is a lot more course specific

High competition for top students Relationship with Universities from a corporatelevel tends to be with the Faculty and the CentralUniversity rather than student clubs

Expectation of students is to engage with companyrepresentatives during attraction events

Greater proportion of students at privateuniversities (both undergraduate and graduate)

Brand awareness is important to attract topstudents to apply

Universities tend to operate with 2 Semesters(rather than 3 terms)

Students work alongside studies (internships)

Greater polarisation between top and bottomranked universities

Use of graduate recruitment websites (e.g.milkround.com and targetjobs) isn’t nearly asimportant as it is in Europe

Recruiting Analysts in BrazilKey Similarities & Differences


Best Practice in Attracting Talent to theCorporate Partners in the Emerging Markets

Best Practice in Attracting Talent to theCorporate Partners in the Emerging Markets2.2.

Mícaela SaeftelABBHead of Global Trainee Program

Mícaela SaeftelABBHead of Global Trainee Program


Attracting Talents in EmergingMarketsRecruiting for the ABB Global TraineeProgram in China

CEMS Corporate Partners Benchmarking Meeting, 26.09.2013

The ABB Global Trainee Programs

Attracting Talents in Emerging Markets

The ABB Global Trainee Program (GTP) is designed forgraduate students who are looking for an internationalcareer

Each year, ABB recruits a number of graduates to join thevarious programs(i.e. Finance, Supply Chain Managementor Information Systems) with intake dates in April andOctober

The program is managed centrally from our headquartersin Zurich, in collaboration with country HR units

Duration of the program 18 – 24 months

Purpose of the program is to train and develop potentialfuture leaders or functional experts for their respective

home countries

Global Trainee Program – General Information

© ABB Group

Attracting Talents in Emerging Markets

Candidates are selected according to the followingprofile:

Recent graduates (MSc level studies or equivalent)

No more than one and a half years’ professional workexperience (excluding internships)

Fluency in English (additional languages welcome)

Global mindset, with a passion to work in diverse cultures

Mature, balanced personality with good communicationskills

Team players who are flexible and open to new ideas

Ambitious personalities with a natural curiosity and realisticcareer/life goals

ABB Global Trainee Program – Recruitment Profile

© ABB Group

Recruiting in and for China

© ABB

Attracting Talents in Emerging MarketsGraduate Recruiting Process China

© ABB Group

Attracting Talents in Emerging MarketsRecruiting in China - Activities

© ABB

Campus Talks (13 talks in 10 cities)

1 – 2 hours

Senior Manager, Senior HR and Alumni

Microsite for “ABB 2014 Campus Recruitment”

Profiles of current trainees and graduates

Videos

Application process

Weibo – Chinese microblogging site

Attracting Talents in Emerging MarketsABB China Website

© ABB

Attracting Talents in Emerging MarketsUniversum Study – Top Three Career Goals

© ABB

CareerGoals

Average China India Germany

1 To have work/lifebalance

To havework/lifebalance



2 To be secure andstable in job

To be a leaderor manager ofpeople

To be secureand stable injob


3 To becompetitively orintellectuallychallenged


To be atechnical orfunctionalexpert

To becompetitivelyorintellectuallychallenged

Attracting Talents in Emerging MarketsRecruiting in China – Opportunities

© ABB

High investments in local education system

Strong focus on technical and functional competencies

Many international Universities open campuses in China

Many of the best students now decide to start studying in China orreturn for the Masters or postdoc studies

Good knowledge of local market and culture

Attracting Talents in Emerging MarketsRecruiting in China – Challenges

© ABB

Hukou System ( )

Changing expectations in an employer

Applicants accept more than one offer or are waiting for a“better” offer

Only approx.75% of the recent graduates accepted the joboffer

State Owned Enterprises(SOEs) starting to be more global

English-speaking competency

Independence

Opportunities:

399,600 Chinese studentsabroad (2012)

Expected 585,000 studentsin 2020 (India growing by40% to 296,000)

Good English skills

Maturity and independence

International experience

Intercultural sensitivity

Challenges

Unwillingness to return: Inthe past 30 years, only 37%of Chinese educatedoverseas have returned toChina

High salary expectations

Few local connections

“Reverse Culture Shock”

Source:http://blogs.wsj.com/chinarealtime/2013/03/27/chinese-students-struggle-for-returns-on-education-in-u-s/http://online.wsj.com/article/SB10001424127887324324404579042431034110744.html

Attracting Talents in Emerging MarketsRecruiting in Mature Markets for China – Haigui ( )

© ABB

http://blogs.wsj.com/chinarealtime/2013/03/27/chinese-students-struggle-for-returns-on-education-in-u-s/

http://online.wsj.com/article/SB10001424127887324324404579042431034110744.html

http://chinese.yabla.com/?define=%E6%B5%B7

http://chinese.yabla.com/?define=%E5%BD%92



Attracting Talents in Emerging MarketsApplicant / Employee Expectations

© ABB

Reasons for accepting job offer

High future earnings

Employer is a good reference for future career

Professional training and development offered

Attracting Talents in Emerging MarketsQuestions?

© ABB Group

Role of the Internet and Social Media

October 10, 2013© ABB

| Slide 102

Attracting Talents in Emerging MarketsInternet Users

© ABB

Country Population Users 2012 Penetration Facebook Facebook /Users

China 1,343,239,923 538,000,000 40.1% 633,300 0.1%

Hong Kong 7,153,513 5,329,372 74.5% 4,043,560 75.9%

India 1,205,073,612 137,000,000 11.4% 62,713,680 45.8%

Asia 3,922,066,987 1,076,681,059 27.5% 254,336,520 23.6%

Brazil 193,946,886 88,494,756 45.6% 58,565,700 66.2%

US 313,847,465 245,203,319 78.1% 166,029,240 67.7%

Germany 81,305,856 67,483,860 83.0% 25,332,440 37.5%

EU 503,824,373 368,021,986 73.0% 192,746,920 52.4%

Europe 820,918,446 518,512,109 63.2% 250,934,000 48.4%

World 7,017,846,922 2,405,518,376 34.3% 975,943,960 40.6%

Source: Internet World Stats – www.internetworldstats.com

Country SmartphonePenetration

Access Interneton Smartphone

Search for JobOffers

Access to SocialNetworks

China 47% 69% 43% 73%

India 13% 46% 43% 63%

Brazil 26% 46% 33% 76%

Germany 40% 61% 20% 62%

US 56% 67% 32% 72%

Attracting Talents in Emerging MarketsSmartphone Users

© ABB

Source: Google insights 2013 Q1

Attracting Talents in Emerging MarketsStatistics: Mobile vs. Desktop - Worldwide

© ABB Group

Attracting Talents in Emerging MarketsStatistics: Mobile vs. Desktop - China

© ABB Group

Attracting Talents in Emerging MarketsStatistics: Mobile vs. Desktop - India

© ABB Group

Attracting Talents in Emerging MarketsStatistics: Mobile vs. Desktop - Germany

© ABB Group

Attracting Talents in Emerging MarketsRole of Social Media

© ABB

Attracting Talents in Emerging MarketsStatistics: Social Media Sites - Worldwide

© ABB Group

Attracting Talents in Emerging MarketsStatistics: Social Media Sites - China

© ABB Group

Attracting Talents in Emerging MarketsStatistics: Social Media Sites - India

© ABB Group

Attracting Talents in Emerging MarketsStatistics: Social Media Sites - Germany

© ABB Group

Backup Slides

October 10, 2013© ABB

| Slide 114

Attracting Talents in Emerging MarketsABB 2014 Campus Recruitment

© ABB

Attracting Talents in Emerging MarketsABB China on weibo.com

© ABB

Attracting Talents in Emerging MarketsRecruiting for China – Challenges: Hukou ( )

© ABB

Hukou is the legal right to permanently reside in a provinceor city in China

Each person in China is born with a city or province ofpermanent registration

It places severe limits on their ability to settlepermanently and raise a family in any location otherthan the one inherited at birth

Persons without local hukou have a different andsmaller set of economic rights than native-born persons

Local governments set the rules for how immigrantscan acquire a local hukou

Sometime businesses are awarded a small number oflocal hukous to distribute to their employees, especially“highly skilled” individuals


• Jens Plinke• Johanna Griese• Olga Kotelnikova• Trine Hodal• Tina Thallinger

• Jens Plinke• Johanna Griese• Olga Kotelnikova• Trine Hodal• Tina Thallinger



Participant Workshop Outcomes


Contents

What are the main reasons emerging market talentchoose a CEMS CP as their first employer?What are the main reasons emerging market talentchoose a CEMS CP as their first employer?1.1.

What is currently done by Corporate Partners tospecifically attract emerging market CEMS students?What is currently done by Corporate Partners tospecifically attract emerging market CEMS students?2.2.

What do CEMS university career services do to activelypromote CPs to emerging market CEMS students?What do CEMS university career services do to activelypromote CPs to emerging market CEMS students?3.3.

What are the main hurdles in attracting emerging markettalents: - in emerging or in mature markets?What are the main hurdles in attracting emerging markettalents: - in emerging or in mature markets?4.4.

What are the best practices in attracting emerging markettalents to Corporate Partners in emerging markets?What are the best practices in attracting emerging markettalents to Corporate Partners in emerging markets?5.5.


1. What are the main reasons emerging markettalent choose a CEMS CP as their first employer?

• Shared values / cultural fit

• To stay in the CEMS community

• Transparency - What are the CPs looking for, what can they offer?

• Alignment of CEMS curriculum with CPs needs

• First-hand company insights beforehand

• CEMS students expect easier access to CPs

• Image of the CPs – cross-industry


• One EM/MM strategy while considering regional needs

• Traditional channels, e.g. career fairs, lectures, businesscases, practical insights, Management shadowing,internships

To improve:• More global career fairs, leveraging regional insights• Enhanced cross-country recruiting• Internships meeting EM talent needs

2. What is currently done by Corporate Partners tospecifically attract emerging market CEMS students?


3. What do CEMS university career services do to activelypromote CPs to emerging market CEMS students?

Problems

! Gap between academiceducation and “realbusiness”

! Knowledge of companies

! Return to home country ispercieved as a defeat

Solutions

Networking events

Funding

Promoting “Internationalconcept” in a different way


4. What are the main hurdles in attracting emerging markettalents: - in emerging or in mature markets?

• Unrealistic expectations, salary level

• Lack of educational system alignment

• Perception of corruption in emerging markets’ politicaland corporate systems

• Language barriers

• VISA applications, internships, national rules

• Difficult to attract local talents to go back to their homecountries


5. What are the best practices in attracting emerging markettalents to Corporate Partners in emerging markets?

• Communication with talents

• Check and compare expectations and realistic situation:

• Attractiveness of local organisations

• Old fashioned career expectations

• Show career paths different people from differentcountries have taken (real examples)

• Transfer Best Practices to emerging markets(Student challenges, events, etc.)


13M+

The Role of New Media in Engaging EmergingMarket Talent

The Role of New Media in Engaging EmergingMarket Talent3.3.

Alexander ZippLinkedInAccount Executive

Alexander ZippLinkedInAccount Executive


LinkedIn

Alexander ZippAccount ExecutiveDACH

The Role of New Media in EngagingEmerging Market Talent

+ 238 000,000Registered members (July 2013)

8M+Canada

84M+United States

13M+Brazil

4M+Australia

74M+EMEA

21M+India

Recruitment SolutionsRecruitment Solutions

THE FIRST GLOBAL PROFESSIONAL BUSINESS NETWORK...

tbaChina & Russia

EverywhereWork wherever our

members work

InsightsBe great at what you do

IdentityConnect, find and be found

THE VALUE LINKEDIN BRINGS TO MEMBERS



SOCIAL MEDIA RECRUITING

ActiveActive

PassivePassive238,000,000+

User generated database Passive candidates

Megan Jain

ACME systems

Sales Manager

Prior position

Megan Jain

New HireNew Hire

LinkedIn

Current position

Sales Manager

HIRING PROCESS EXAMPLE: LINKEDIN HIRES A SALES MANAGER


Sales ManagerPassive Candidate

LinkedInJobs

CareerPage

Talent AcquisitionTalent Acquisition

I love my job

Work WithUs

LinkedInRecruiter

EmploymentEmploymentBrandingBranding

HIRING AT SCALE WITH LINKEDIN TALENT SOLUTIONS

4 Products to attractyour ideal candidate:

-LinkedIn Career Page-Work with Us-Job Slots-Recruiter Seats


ProactiveSourcing

AutomatedEngagement

Strategic Sourcingand Pipelining

Metrics andAnalytics

PersonalizedJob Targeting

Talent BrandDevelopment

132

OUR JOB BOARD WEEKLY EMAIL MOBILEHOME PAGE

JOB SLOTS

LinkedInSales Manager

Juniper Networks

LiveOpsSales Manager

Sales Specialist

Sales ManagerProduct Marketing

ManagerJava Engineer

AmazonSr. Java Engineer

Java Engineer

JOBS YOU MAY BE INTERESTED IN

Product Marketing DirectorGap Inc.

LinkedInProduct Marketing Manager


LinkedIn


Bank of America

LinkedInSales Manager

Sales Manager

WORK WITH US ADS

134,916 monthly visitors

•Dynamic targeted content

•Targeted Jobs

•Employee testimonials

•Company cultural videos

•Tell us your story

•Links to other sites

... And more!

CAREER PAGE

RECRUITER

5055 followers

5055 followers

Veteran MobileTop Performer

Expand your reach toAccess the full network

Added to project

Met her. Ready to move in 6 months. Follow up in Oct.

Sales Manager

Sales Manager

Megan Jain

at Acme SystemsSan Francisco Bay Area I Internet I via Networking

Sales Manager

Engage candidatesdirectly with InMail

Manage your pipelineof talent

THANK YOU




Nadya Huang & Michaela PleskovaNational University of Singapore & WU ViennaCEMS students

Nadya Huang & Michaela PleskovaNational University of Singapore & WU ViennaCEMS students


138Introduction New Media in APAC & CEE Our Social Media Experience & CEMS

The Role of New Media inEngaging Emerging Market

Talent• By Nadya Y. Huang &• Michaela Pleskova


• We are not experts and these are just ourpersonal experiences and opinions.

• But we hope we can provide some insightsand get you excited about using new media toconnect with us!

Disclaimer


Agenda


Introduction


• Born in Bratislava, Slovakia– Studied & worked in 6 countries

• Vienna University of Economics &Business (CEMS)

• User of Facebook, YouTube,LinkedIn, Instagram, Spotify– PR Responsible of CEMS Club

Vienna (in charge of social mediastrategy)

Michaela Pleskova


• Singaporean born & bred– Chinese ethnicity

• National University of Singapore(CEMS)– Bachelor’s: Communications &

New Media

• Avid user of Facebook, Twitter,YouTube & Pinterest– LinkedIn, Google+ (& associated

features), Foursquare, Instagram

Nadya Y. Huang


Media Usage in APAC


Internet Usage in APAC


Social Media Usage in APAC


Popular Social Media in APAC


Media Usage in CEE


Internet Usage in CEE

CEE – formersocialistcountries, whichextend eastfrom the borderof Germany andsouth from theBaltic Sea to theborder withGreece


Social Media Usage in CEE


Popular Social Media & its Usage in CEE


Our Social Media Experience& CEMS


Nadya – Situation Analysis

• The first university in Asia; only one in SEA region;• Strong NUS brand name; doing master’s is not common.

– MSc <30; but CEMS <10.

• Awareness & Perceived value of CEMS: very low

154Introduction New Media in APAC & CEE Our Social Media Experience & CEMS10/10/2013 154

How I found out about CEMS?


• How social epidemics happen– The Law of the Few– The Stickiness of the Message– The Power of Context

– The Law of Immunity: Clutter

The Tipping Point


• Affects what we share, where we share,and how we share

• People in CEMS are enthusiastic about it– Cognitive dissonance because…

• People outside of CEMS are not.– Don’t know about it / don’t remember me

yabbering about it not relatable

– Don’t see the value of it get benefits thatare just as good as if they do CEMS CEMS isa backup!

The Law of Immunity & the Attitude towards CEMS


Law of the Few Stickiness of the Message

Nadya’s Social Media Experience

Power of Context


Michaela – Situation Analysis

• EU’s largest educational institution for business andeconomics, business law, and social sciences.

• Doing master’s is VERY common• Awareness & Perceived Value of CEMS: very high


How I found out about CEMS?

I am going to studyCEMS!

What is that?

International, corporate partners, business projects,pre-experience master etc. WOW !!!

R.

M.


CEMS & My Friends in Bratislava

• Bratislava is close to 3 CEMS schools (to Vienna 64km,to Budapest 200km, to Prague 340km)

• Studying International Management – GermanProgram at Comenius University: subjects in English,German, Slovak languages

• Manageria – organization for top 10 % studentsimproving soft& hard skills during studies, connectingstudents with successful Slovak business people

No knowledge about CEMS ??!!


CEMS & My Community in Vienna

• Vienna University of Economics and Business – one of the biggest CEMScommunities

• Amazing CEMS Club which “plans your life”Many various activities (social, with corporate partners, CSR etc.)Corporate Partners are actively engaged

• Very active Facebook group: main channel of communicationQuestions answered within few minutes (regarding activities, subjects)Events Platform (CEMS official & spontaneously organized by students)Accommodation platform etc.

CEMS is very known & active in Vienna


Do’s & Don’ts


CEMS Office: Do’s

1. Advertise CEMS community (CEMS is a brand, so use digital marketingstrategies that are used by successful brands)

2. Create message we can share with other people(example: Guardian Article)


Companies: Do’s

1.Make use of your CEMS alumni - the best brand ambassadors!

2. Find where active online CEMS communities are& connect CEMS students to your local offices


Companies: Do’s

3. Grow your CEMS community within your company(example: Henkel)


Don’t use generic messages!

while luring us with the promise of more information!


Conclusion


Social Media Globally

As fixed-broadband services becomemore affordable, penetrationincreases.


The Value of Reciprocity


Thank you for your attention!


• Nadya (CEMS Graduate)• Emir (CEMS Student)• Sarah (P&G)• Tara (CEMS Head Office)

• Nadya (CEMS Graduate)• Emir (CEMS Student)• Sarah (P&G)• Tara (CEMS Head Office)



Participant Workshop Outcomes


Contents

What do emerging market talents expect in terms of newmedia presence?What do emerging market talents expect in terms of newmedia presence?1.1.

What is the relevant new media in the emerging markets?What is the relevant new media in the emerging markets?2.2.

How are Corporate Partners currently interacting withemerging market talent via new media?How are Corporate Partners currently interacting withemerging market talent via new media?3.3.

What are the main hurdles to companies in makingeffective use of new media?What are the main hurdles to companies in makingeffective use of new media?4.4.

Which companies are currently most successfullymaking use of new media to attract EM talents?Which companies are currently most successfullymaking use of new media to attract EM talents?5.5.

What are the "don'ts" in using new media?What are the "don'ts" in using new media?6.6.

What are the best practices in the use of new media forattracting emerging market talent?What are the best practices in the use of new media forattracting emerging market talent?7.7.


1. What do emerging market talents expect in terms of newmedia presence?

• Concrete answers to questions they post on social media

• Targeted conversations (not generalised)

• Engagement and reciprocity

• Presence where the students are


Local markets:• Russia: vk.com, Yandex• China: Weibo, RenRen• DACH: Xing• France: Viadeo• Brazil: Orkut

Keep in mind:! Be quick in adapting to new media trends as they are

constantly evolving(eg. Pinterest, tumblr, Vine, Instagram…)! NB the target audience on each channel(e.g. Pinterest = more female based)

2. What is the relevant new media in the emergingmarkets?


• Social media presence is often created by employees in an uncontrolledmanner (eg. LinkedIn groups)

• Top management then realize the need for a strategy and a coordinatedapproach

• More and more employees are trained in social media• Few companies have regionally customized approaches• Local affiliates in emerging markets have their own approach• Should there be one corporate message or regionally differentiated

messages?• Specific content teams (coordinating role) for emerging markets

(eg. Reuters, Henkel)

! Question: the localized vs. centralized balanceWhat is best?

3. How are Corporate Partners currently interacting withemerging market talent via new media?


Reluctance (mind-set)Insecurity about compliance rulesFear of responsibility/time consumptionDifficulty to control what is posted in the name of the company versusposted as a personal statementLack of knowledge of local sites and how to use themLack of a corporate concept/strategy for social mediaLack of resourcesExpectation from students to interact

! If a decentralized approach is used, make sure the key valuesstill come across (eg. gatekeeper concept?)

4. What are the main hurdles to companies inmaking effective use of new media?


5. Which companies are currently most successfully makinguse of new media to attract emerging market talents?

• Heineken: “The Candidate”• P&G: “Thank you Mom” campaign• “there is a close link between marketing and employer branding”• McKinsey: have excellent consultants tweeting, creating valuable

content, giving back positive image to the company• Reuters: were effective in sharing content via social media• Deutsche Bank: “Unofficial guide to banking”

Deutsche Bank App for new employees

= creating content that will be shared (personalized and fun)= two-way communication / interaction (similar from marketing)


6. What are the "don'ts" in using new media?

Inactivity, if you are on social media

Generic messages (same content on all platforms)

Spend money on wrong channels

Be caught off guard (have a crisis plan)

Do not delete or censor (but train and clarify)


7. What are the best practices in the use of new media forattracting emerging market talent?

• Be timely, you can plan messages in the right timezones• Create sticky messages that are shared• Power of the context

Examples: P&G’s mothers supporting Olympic Games,Heineken’s “The Candidate”

• Post your content when most people are likely to read it• Sites like Glasdoor with user experience, intern reports should be in the

focus, comment and react• Appoint social media ambassadors, give trainings (Reuters has 700 social

media ambassadors)• Have a social media policy for your employees• Create a social media identity• Make sure Wikipedia is right• Adapt your message to the media being used

Eg. LinkedIn is more professional, Facebook more social


7. What are the best practices in the use of new media forattracting emerging market talent?

• Adapt your social media presence to mobile devices

• Engagement of alumni on social media to shareinternship offers

• Use brand marketing best practices for HR purposes(engagement)


Thank you!Thank you!

Name Country Group Company Job title

Anna Akhmedova Spain CEMS Alumna Aldo-union Manager, Business Development

Helen Jara Ureta Germany CEMS Alumna CEMS Alumna Key Account Manager

Wieteke Dupain Netherlands CEMS Alumna CEMS AlumniAssociation

Executive Director, CEMS AlumniAssociation

Ewa Penczek Germany CEMS Alumna Henkel AG & Co. KGaA Junior Controller

Wilma Huppertz Germany CEMS Alumna Henkel AG & Co. KGaA Senior Manager Corporate Talent

Florian Koelndorfer Germany CEMS Alumnus Amway Senior Brand Manager EuropeNutrition & Wellness

Matteo Cera Colombia CEMS Alumnus EOS Labs Sas / BocconiUniversity

Managing Director / Ex McKinseyalumnus

Torsten Röwekamp Germany CEMS Alumnus Henkel AG & Co. KGaA Purchasing Manager

Denisa Zichackova France CEMS HeadOffice CEMS Head Office Corporate Relations Manager

Nicole de Fontaines France CEMS HeadOffice

CEMS Head Office Secretary-General

Roland Siegers Germany CEMS HeadOffice

CEMS Head Office Executive Director

Tara Miller France CEMS HeadOffice

CEMS Head Office Corporate Relations Manager

Alexander Zipp Germany Consultant LinkedIn Germany GmbH Marketing &Account Executive DACH

Trine Hodal Denmark CorporatePartner A.P.Moller - Maersk Leadership Development Specialist

Micaela Saeftel Switzerland CorporatePartner ABB Head of Global Trainee Program

Cornelia Glock Germany CorporatePartner

ABB AG Head of HR Marketing

Nadine Herpers Germany CorporatePartner

Beiersdorf AG Talent Relationship Manager

Cristina Nunes de Abreu Portugal CorporatePartner

Daymon Worldwide HR Director EMENA & South America

Kristina Segura Switzerland CorporatePartner

EF Education First Recruitment & Development Director

Dr. Kourosh Bahrami Germany CorporatePartner Henkel AG & Co. KGaA Corporate Vice President - Global

Head of Sales

Jens Plinke Germany CorporatePartner Henkel AG & Co. KGaA Head of Employer Branding

Joana Adu Amponsah Germany CorporatePartner

Henkel AG & Co. KGaA Junior Employer Branding Manager

Johanna Griese Germany CorporatePartner

Henkel AG & Co. KGaA HR Executive Assistant

Katrin Steinbüchel Germany CorporatePartner

Henkel AG & Co. KGaA Corporate Vice President, HumanResources, Laundry & Home Care

Lena Rumjaneva Austria CorporatePartner

Henkel AG & Co. KGaACorporate HR Business PartnerConsumer Adhesives Regional HRBusiness partner Adhesives CEE

Melanie Zandona Germany CorporatePartner

Henkel AG & Co. KGaA Junior Product Line Manager -Automotive Adhesives

Simone Siebeke Germany CorporatePartner

Henkel AG & Co. KGaA Corporate Vice President HumanResources Beauty Care


Ellen Imasa China CorporatePartner

Henkel Asia Pacific Head, Regional Talent ManagementAsia Pacific

Tina Thallinger Austria CorporatePartner

Henkel Central EasternEurope

Human Resources CEE Recruitment &Employer Branding

Marwa Mohamed Egypt CorporatePartner

Henkel Middle East &Africa

Talent, Leadership & LearningManager - MEA Diversity & InclusionAmbassador for MEA

Elizabeth Bird UK CorporatePartner

Integration ManagementConsulting

HR Lead, EMEA

Matthew Suggett UK CorporatePartner

Integration ManagementConsulting Consultant

Marie Padberg Netherlands CorporatePartner

McKinsey Senior Manager EMEA Recruiting

Sarah Marie A. Bovbjerg Switzerland CorporatePartner Novo Nordisk Talent Attraction Specialist

Sarah Unkelbach Switzerland CorporatePartner

Procter & Gamble HR Associate Manager Global FabricCare

Vadim Gerstein Germany CorporatePartner

PwC, CEMS AlumniAssociation Board

Senior Consultant in Valuation &Strategy

Silvia Seiler Germany CorporatePartner Swiss Re Recruiter

Stefanie Weigelt Switzerland CorporatePartner

Swiss ReinsuranceCompany Ltd

University Marketing Manager

Bruno Bittis Germany CorporatePartner

Unibail-Rodamco / mfimanagement fürimmobilien AG

Head of Human Resources

Kim Tombarelli SpainCorporateRelationsManager

ESADE Business SchoolCareer Services Associate Director,Corporate Partnership & CEMS Corp.Relations Manager

Sandra Gilet BelgiumCorporateRelationsManager

Louvain School ofManagement

CEMS Corporate Affairs Manager

Frieda Franke TheNetherlands

CorporateRelationsManager

Rotterdam School ofManagement, ErasmusUniversity

CEMS Corporate Relations ManagerCareer Services Manager

Christa Leenen-Poser GermanyCorporateRelationsManager

University of Cologne CEMS Corporate Relations Manager

Burçak Çullu Turkey

CorporateRelations &ProgramManager

Koç University GraduateSchool of Business

CEMS Program and CorporateRelations Manager

Jana Belochova Austria

CorporateRelations &ProgramManager

Vienna University ofEconomics & Business CEMS Corporate Relations Manager

Christoph Sonnenschein Germany Faculty University of Cologne Head International Relations Center

Dr. Mark Elsner Germany Faculty University of Cologne Post-doc

Julia Monzel Germany Faculty University of Cologne Head of Career Service

Nawid Hoshmand Germany Faculty University of Cologne Research Assistant and PhD student

Prof. Dr. Martina Fuchs Germany Faculty University of Cologne Director Department of Economic andSocial Geography

Prof. Dr. Monika Trapp Germany Faculty University of Cologne CEMS Academic Director/ AssistantProfessor of Finance


Prof. Dr. Werner Mellis Germany Faculty University of CologneDean Faculty of Management,Economics and Social Sciences /CEMS Strategic Board Member

Susanne Schneider Germany Faculty University of Cologne Career Service Advisory

Maria Aluchna Poland Faculty Warsaw School ofEconomics

Associate Professor, CEMS AcademicDirector

Aurélie Civel Germany ProgramManager

University of Cologne International Programs Manager

Christoph Karl Germany ProgramManager University of Cologne Program Manager

Jutta Reusch Germany ProgramManager

University of Cologne CEMS Program Manager

Stefan Ewers Germany Social Partner CARE Deutschland-Luxemburg

Deputy National Director/BoardMember

Thomas Knoll Germany Social Partner CARE Deutschland-Luxemburg

Manager Volunteers and SchoolCampaigns

Sarah Möser Germany Social Partner CARE Deutschland-Luxemburg e.V.

Assistant Corporate Partnerships

Tamás Rolek Hungary Student Corvinus University ofBudapest Student

Kapoor Mrinal India Student

Corvinus University ofBudapest, IndianInstitute of ManagementCalcutta

Student

Jorge Federico Useche Cañon Germany StudentEscola de Administraçãode Empresas de SãoPaulo-FGV

Student

Paola Aguilera Brazil StudentEscola de Administraçãode Empresas de SãoPaulo-FGV

Student

Irina Zinoveva Russia Student

Graduate School ofManagement, Saint-Petersburg StateUniversity

Student

Olga Kotelnikova Russia Student

Graduate School ofManagement, StPetersburg StateUniversity

Student

Roman Shapurko Italy Student

Graduate School ofManagement, StPetersburg StateUniversity

Student

Nadya Huang Germany StudentHenkel / NationalUniversity of SingaporeCEMS

Talent, Learning, and Leadership (HRCIntern)

Benji Huo China Student HKUST Business School Student

Ankit Bhageria India Student IIM-A Student

Shivanshu Mishra India Student Indian Institute ofManagement Calcutta

Student

Srijan Sanket India Student Indian Institute ofManagement Calcutta Student

Kok Yip Soh Singapore Student National University ofSingapore

Student

Siew Hui Michelle Yap Singapore Student National University ofSingapore Student


Isabelle Ferreira USA Student Nova School of Businessand Economics

Student & Intern at Soros FundManagement

João Miguel Bragança Portugal Student Nova School of Businessand Economics Student and teaching assistant

Tomas Cordeiro Portugal Student Nova School of Businessand Economics

Student

Charlotte Ripke Ireland StudentSmurfit Business Schoolof University CollegeDublin

Student

Angelo Masullo Italy Student Università Bocconi Student

Alexander Nikolov Bulgaria Student University of Cologne Student

Ines Strohm Germany Student University of Cologne Student

Irina Pechotski Germany Student University of Cologne Student

Joana Greulich Germany Student University of Cologne Student Assistant

Lukas Held Germany Student University of Cologne Student

Oleg Nagaitsev Germany /Ukraine

Student University of Cologne PhD student

Pablo Krämer Germany Student University of Cologne Student Assistant

Phillip Schall Germany Student University of Cologne Student

Ruth Anna Hejtmanek Germany Student University of Cologne Student

Sanna Engell Germany Student University of Cologne Research Assistant

Kristina Möller Germany Student University of Cologne Student

Nancy Ge Germany Student University of Cologne Student

Michaela Pleskova Slovakia Student Vienna University ofEconomics & Business

Student & Henkel strategic brandingintern

Hannes Aigner Poland Student Warsaw School ofEconomics Student

Emir Çetinel Turkey Student Board Koç University GraduateSchool of Business

Student Board Representative

Philipp Sommer Germany Student Board University of Cologne Student


Thank you!Thank you!

Documents

Henkel & university of cologne cems corporate partner benchmarking meeting 2013 part2