2. 1.
2
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
3. 3
WHO WE ARE
Present around the world
Universum 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 branding
We 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 knowledge
We 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 word
We 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
5. 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.
,
INTRODUCTION TO UNIVERSUM
5
6. WHO WE WORK WITH
Some of the world’s most attractive employers
Some of the world’s most trusted publishers
6
INTRODUCTION TO UNIVERSUM
7. 2.
7
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
1. Introduction to Universum
The Asian Talent Landscape
Agenda
8. 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
8
THE ASIAN TALENT LANDSCAPE
9. TALENT: CRITICAL PRESSURE POINTS
THE ASIAN TALENT LANDSCAPE
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
9
10. 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
THE ASIAN TALENT LANDSCAPE
10
11. 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
THE ASIAN TALENT LANDSCAPE
11
12. GenerationX Strive 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
TheMillennials
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
THE ASIAN TALENT LANDSCAPE
12
13. 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
THE ASIAN TALENT LANDSCAPE
13
14. 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
THE ASIAN TALENT LANDSCAPE
14
15. 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
THE ASIAN TALENT LANDSCAPE
15
16. 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 2012
Asian weighted average
THE ASIAN TALENT LANDSCAPE
16
17. 3.
17
4. Who’s doing it best?
5. Employer Branding – Whose responsibility is it?
6. Approaching Employer Branding
1. Introduction to Universum
2. The Asian Talent Landscape
Understanding Employer Branding
Agenda
18. 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
18
19. 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
1
2
3
4
5
Differentiation – difficult, yet crucial6
Over 83% of CEOs expected last
year to change their firm’s talent
management strategy by today
UNDERSTANDING EMPLOYER BRANDING
19
20. 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*
UNDERSTANDING EMPLOYER BRANDING
20
21. WHY ENGAGE IN EMPLOYER BRANDING?
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
UNDERSTANDING EMPLOYER BRANDING
21
22. WHY ENGAGE IN EMPLOYER BRANDING?
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%
UNDERSTANDING EMPLOYER BRANDING
22
23. 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?
UNDERSTANDING EMPLOYER BRANDING
23
24. EMPLOYER BRANDING IS A STRATEGIC PROCESS
To what extent does your long-term employer branding strategy help you:
38%
25%
22%
22%
18%
17%
15%
41%
45%
39%
38%
37%
39%
40%
13%
20%
26%
29%
32%
30%
30%
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 performance
Very Important 4 3 2 Not Important
UNDERSTANDING EMPLOYER BRANDING
24
25. WHY DO COMPANIES SUCCEED
Employers who find talent – success factors:
76 %
61 %
54 %
52 %
52 %
34 %
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
competitive
UNDERSTANDING EMPLOYER BRANDING
25
26. WHY DO COMPANIES STRUGGLE
54 %
46 %
32 %
18 %
16 %
12 %
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
Employers struggling to find and attract the right talent fail on:
UNDERSTANDING EMPLOYER BRANDING
26
27. 4.
27
5. Employer Branding – Whose responsibility is it?
6. Approaching Employer Branding
1. Introduction to Universum
2. The Asian Talent Landscape
3. Understanding Employer Branding
Who’s doing it best?
Agenda
28. WHO’S DOING A GREAT JOB WITH EMPLOYER BRANDING?
According to your responses to a pre-event survey:
TOP EMPLOYER BRANDS
28
29. TOP EMPLOYER BRANDS IN SINGAPORE
Business Category Employer Rank
Goldman Sachs 2
Singapore Airlines 3
J.P. Morgan 4
Credit Suisse 5
Barclays 6
Deutsche Bank 7
MAS - Monetary Authority of Singapore 8
Singapore Tourism Board 9
DBS Development Bank of Singapore 10
PwC 11
Morgan Stanley 12
HSBC 13
Citi 14
The Walt Disney Company 15
OCBC Bank 16
Unilever 17
Bloomberg 18
McKinsey & Company 19
United Overseas Bank (UOB) 20
TOP EMPLOYER BRANDS
29
30. TOP EMPLOYER BRANDS IN SINGAPORE
Engineering / Natural Sciences Category Employer Rank
ExxonMobil 2
Singapore Airlines 3
Google 4
Rolls-Royce 5
Defence Science & Technology Agency 6
GSK - GlaxoSmithKline 7
Ministry of Health 8
Shell 9
DSO Defence Science Organisation 10
Keppel Corporation 11
Microsoft 12
Singapore Technologies Engineering 13
Procter & Gamble 14
Ministry of Education 15
The Walt Disney Company 16
Boeing 17
Barclays 18
Samsung 19
3M 20
TOP EMPLOYER BRANDS
30
31. TOP EMPLOYER BRANDS IN SINGAPORE
IT Category Employer Rank
Microsoft 2
Electronic Arts 3
IBM 4
Accenture 5
Barclays 6
Credit Suisse 7
Lucasfilm 8
Sony 9
Intel 10
Singapore Airlines 11
J.P. Morgan 12
Samsung 13
Goldman Sachs 14
The Walt Disney Company 15
Cisco Systems 16
Dell 17
TECMO KOEI Singapore 18
IKEA 19
MediaCorp 20
Full rankings are available at
http://www.universumglobal.com/IDEAL-Employer-
Rankings/The-National-Editions
TOP EMPLOYER BRANDS
31
32. 5.
32
1. Introduction to Universum
2. The Asian Talent Landscape
3. Understanding Employer Branding
4. Who’s doing it best?
Employer Branding – Whose responsibility is it?
Agenda
6. Approaching Employer Branding
33. HISTORICAL DEVELOPMENT OF EMPLOYER BRANDING
General EB
Demographic
targeting
Personality/Fit
evaluation
Time
Segmentation
EMPLOYER BRANDING – WHOSE RESPONSIBILITY?
33
36. 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?
EMPLOYER BRANDING – WHOSE RESPONSIBILITY?
36
37. WHOSE RESPONSIBILITY IS IT?
46%
30%
57%
48%
49%
51%
45%
11%
11%
17%
19%
28%
31%
51%
0% 20% 40% 60% 80% 100%
Other
Advertising
Internal / Employee Communications
Public Relations
Corporate Communications
Marketing / Marketing Communications
Human Resources
Primary Responsibility
Stakeholder
SOURCE: “THE GROWING VALUE OF EMPLOYER BRANDS”. BERNARD HODES GROUP. (APRIL 2012)
EMPLOYER BRANDING – WHOSE RESPONSIBILITY?
37
38. 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!
EMPLOYER BRANDING – WHOSE RESPONSIBILITY?
38
39. 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
EMPLOYER BRANDING – WHOSE RESPONSIBILITY?
39
40. 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
WITHBUY-INFROMMANAGEMENT
ANDALIGNMENTWITHCORPORATE
STRATEGY!
40
EMPLOYER BRANDING – WHOSE RESPONSIBILITY?
41. 6.
41
1. Introduction to Universum
2. The Asian Talent Landscape
3. Understanding Employer Branding
4. Who’s doing it best?
5. Employer Branding – Whose responsibility is it?
Approaching Employer Branding
Agenda
42. 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, disti
nct 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.
42
43. DEFINING THE EMPLOYER VALUE PROPOSITION
ProfileIdentity
Image
Profile
“Who you want to be”
What you are trying to
communicate
Identity
The image, career and
opportunities your company
can offer
“Who you really are”
Image
The external view and position
of your company
“Who people think you are”
UNIVERSUM
YEARLY STUDENT
SURVEYS
43
APPROACHING EMPLOYER BRANDING
43
44. APPROACHING EMPLOYER BRANDING
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.
44
45. OUR APPROACH TO STRATEGIC EMPLOYER BRANDING
APPROACHING 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?
45
46. APPROACHING EMPLOYER BRANDING
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
46
47. MY PROFILE
www.universumglobal.com
Rachele.Focardi@universumasia.
com
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.
47
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REPLACE WITH MOST RECENT ONE
Gen Y makes up 22% of the population, working out to 833,300The female gender, topping the male cohort by about 20,000Gen Y prefers an unconventional approach27% of Gen Y respondents have yet to identify their profession of choiceGen Y’s are mostly intrinsically motivatedThey demand the curriculum to be interactive and fun
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WHY ENGAGE IN employer branding? BP slide
Employer Branding – insurance for your reputationDo we have the actual case study on BP? I remember we had a slide that talked more specifically about what they did. Woudl
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The diagram shows the relationship between your employer brand and the organisation. As you can see from the below the employer brand should feed into the corporate strategy in the same way as the overall brand strategies do. Equally the relationship between the people strategy and the employer brand, can mirror that of the product strategy in relation to the overall brand strategy. Positioning employer branding in this way can help you and your key stakeholders to understand the benefits of placing focus on employer branding activity. *Use this slide to start asking the audience who drives employer branding?
ADD slide on boss and colleagues fron managing diverse workforce
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