Masterclass: Harmonizing A Multigenerational Workforce With One Employer Brand

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  • In pictures:Ho Kwon Ping, Executive Chairman, Banyan Tree HoldingsTan Su Shan, Group Head of Consumer Banking & Wealth Management, DBSKarl and Christopher Chong, CEO and Director of Groupon Singapore Have the participants move into the three groups before you start the presentation.
  • Mention how this correlates with our understanding of the different generations of talent.
  • Baby Boomers – use gold stickersGeneration X – use green stickersGeneration Y – use red stickers
  • Key milestones in each generation that impact on their beliefs and behaviors.Political developments in SEA – Vietnam War, Cambodia genocide, Singapore becoming independent from Malaysia etc
  • While a majority don’t find it hard to work with colleagues of a different generation, among those who did report some difficulty, the % is higher among Gen X and Gen Y respondents compared with the Baby Boomers.
  • Baby Boomers – use gold stickersGeneration X – use green stickersGeneration Y – use red stickers
  • Compare with options selected by participants – then and now
  • Find something newer more interesting to add

Transcript

  • 1. WWW.UNIVERSUMGLOBAL.COMclick hereMasterclass: Harmonizing A Multigenerational Workforce WithOne Employer BrandBy Rachele Focardi, SVP, Employer Branding andTalent Strategy - APAC
  • 2. Which Generation Do You Belong To?Baby Boomers(born between1946 and 1964)Generation X(born between1965 - 1980)Generation Y(born after 1980)2
  • 3. A31. Overview about Universum2. Understanding the Multigenerational Workforce• What are the differences between Generation Y talents and theirpredecessors• What are the challenges employers face in attracting andretaining them (especially the Generation Ys)3. Creating One Attractive Employer Brand to All Generations of Talent• What are the steps to go about develop the employer brand• How to ensure consistency in communicating the employer brandAgenda
  • 4. 1.42. Understanding the Multigenerational Workforce3. Creating One Attractive Employer Brand to All Generations of TalentOverview about UniversumAgenda
  • 5. With over 25 years of experienceresearching the field of employerbranding, Universum is a recognisedworld leader with tried and testedframeworks.Universum annually conductsquantitative and qualitative researchwith over 400.000 talented individualsto gather insights into their careerpreferences, communication habits andtheir perception of potential employers.For our clients around theworld, Universum is a trusted partnerproviding solutions and services todevelop, improve and implementtailored employer branding strategies.Universum is the thought leader inemployer branding, with local experts inresearch, consulting andcommunication solutions, offering high-quality insights.Universum’s unique global reachensures the comparability of researchresults across markets. We partner withmore than 1.700 of the top academicinstitutions in the world.Universum employs smart, friendly andprofessional experts andconsultants, who work with our clientsin long-term partnerships.WHO WE ARE5
  • 6. Attracting and recruiting the right people is a challenging task. If you fail to understand your targetaudience you risk spending time and money communicating things that are not resonating withcandidates.Universum conducts annual talent surveys – among students and professionals - in about 30 countriesaround the globe.NAMLATAMAPACSEAEMEAArgentinaBrazilCanadaCosta RicaDominican RepublicMexicoUSAAustriaBelgiumBulgariaDenmarkFinlandFranceGermanyHungaryItalyNetherlandsNorwayPolandRomaniaRussiaSpainSwedenSwitzerlandUKUkraineAustraliaChinaHong KongIndiaIndonesiaJapanMalaysiaPhilippinesSingaporeSouth KoreaVietnamThailandTaiwanNew ZealandAlgeriaCentral AfricaEgyptLebanonMoroccoPakistanSaudi ArabiaSouth AfricaTunisiaTurkeyUAEOUR GLOBAL FOOTPRINT6
  • 7. Our clients and media partnersSome of the world‟s most attractive employersSome of the world‟s most trusted publishers7
  • 8. 2.83. Creating One Attractive Employer Brand to All Generations of Talent1. Overview about UniversumUnderstanding the Multigenerational WorkforceAgenda
  • 9. EXERCISE: GOING BACK IN TIME…9
  • 10. Gen Y bornGen Y enter universityGen Y enter the job forceGen Y bornGen Y enter universityGen Y enter the job forceEurope& AsiaPacificUnitedStatesGeneration Y Timeline: US vs Europe vs Asia Pacific
  • 11. What Caused Generational Differences Among TalentsSources: “Harnessing the potential of Singapore’s multi-generational workforce”. TAFEP“Understanding and leveraging generational diversity for organizational success”. Kelly Services.11• Population boom afterWWII/Cold War• Widely associated withprivilege (in Europe andNorth America)• First generation to grow upwith the television• Idealism, rights(minorities, women etc.)Baby Boomers (born 1947-1964)• Decline in population growth• Era of politicalcorruption, economicinflation and recession• Political developments inSouth East Asia• Increasing racial and ethnicdiversity• Emergence of the first PC(1981) during theirchildhood/teenage yearsGeneration X (born 1965-1980)• First generation to grow upwith computers, followed bythe Internet (with the rise ofsocial media from late 90s)• Concerns over global issuessuch as globalwarming, terrorism• Technology pervadesenvironment (enhancesmobility), social habitschange• Smaller family nucleusGeneration Y (born after1980)
  • 12. What Are The Differences Across Different Generations of TalentsBaby Boomers Generation X Generation YOn Values andAttitudesPersonal growth andsocial involvement,personal gratification,optimismSelf-reliance andpragmatism, viewluxury goods as signof social status,cynicalGrew up in relativeaffluence; greaterspending power,optimism, morality,sociability, civic dutyOn Education Possible to work theirway up with little formaleducationPlaced moreemphasis oneducationPlaced importance onobtaining a degreeWork is… “An adventure”Hierarchical,regimented work style,Work and family life isunbalanced“A challenge”Believed in work-lifebalance, thoughhours rarelymattered as long aswork got done“A fulfillment”Work-life balance anecessity, usedtechnology tochallenge traditionalscheduleSources: “Harnessing the potential of Singapore’s multi-generational workforce”. TAFEP“Understanding and leveraging generational diversity for organizational success”. Kelly Services.What’s work-life balance?12
  • 13. GenerationX Strive for work/life balanceView work as “just a job”Adoptive and responsive tochangePrefer informal workplaceMe attitudeStreet SmartCautious in giving trust andloyaltyPessimistic and critical ofGovernment and PublicInstitutionsLook to their peers for adviceTechno savvyGenerationYAssume they will have work/lifebalanceBelieve that through their workthey can make a difference andvalue creativity in their workUsed to plan everything and arenot as comfortable with changeand uncertainlyLike an informal workplace butnot the lack of structure thatcomes with itWe attitudeSavvyTeamwork oriented, optimisticand “no one left behind” attitudeHopeful about the future andeager to take on the worldthrough the public sectorHelicopter parents/ trophychildrenValue social and corporateresponsibility and high ethicalstandardsCareer-minded and internet-connectedGenXers vs. GenYers
  • 14. What Employers in Asia Pacific Know & Feel about Differences WithinA Multigenerational Workforce0%10%20%30%40%50%60%70%80%90%100%Thailand China Australia India New ZealandIndonesia Malaysia SingaporeHong KongSource: “Understanding and leveraging generational diversity for organizational success”. Kelly Services.% of employerswho understandgenerationaldifferences% of employerswho believeddifferences ingenerationsmake theworkplace moreproductiveLET‟S LOOK DEEPER INTO THE DIFFERENT TALENT PREFERENCESAND CHALLENGES EMPLOYERS FACE…14
  • 15. Do you find it hard to work with colleagues of other age groups?What Different Generations Feel About Working Together29%35%32%24%19%47%47%47%46%45%22%16%19%29%35%0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%Overall resultsGen YGen XLate BoomersEarly BoomersYes, frequently Yes, sometimes No, rarely No, neverSource: “Harnessing the potential of Singapore’s multi-generational workforce”. TAFEP15
  • 16. What Different Generations Feel About Working TogetherSource: “Harnessing the potential of Singapore’s multi-generational workforce”. TAFEP16
  • 17. Why is Generation Y Difficult to Work With?DifficultyworkingwithGen Y Baby Boomers say• Short attention span; easilybored• Overconfident; impatient• Lack of commitment• Wants only promotion• Don’t show respect tosenior staff• Job-hoppers• Do it their own way• Not flexible etc.Gen X say• Lack of knowledge• Attitude problems; arrogant• Not open to feedback• Not mature, don’t knowhardship• Self-centred• Detached from work etc.Source: “Harnessing the potential of Singapore’s multi-generational workforce”. TAFEP17
  • 18. What Does Generation Y Say About Other Generations?Gen YsayDifficulty working with BabyBoomers• Not open to new ideas, not willingto learn• Think they have it all and actaccordingly• React based on old habits, notopen to looking from differentperspectives, stubborn in theirvalues and opinions• Unwilling to take risksDifficulty working with Gen X• Pre-formed mindset, want todo it their way• They think they know it alland are smarter than youSource: “Harnessing the potential of Singapore’s multi-generational workforce”. TAFEP18
  • 19. EXERCISE: COMING BACK TO REALITY19
  • 20. Universum student survey 2012 – Top attractive attributesWhat Gen Y Talents Are Now Looking For In Their Future EmployersAttribute RankProfessional training and development 1Good reference for future career 2A friendly work environment 3High future earnings 4Market success 5A creative & dynamic work environment 6Recognizing performance (meritocracy) 7Leaders who will support mydevelopment8Respect for its people 9Challenging work 10Business students Engineering studentsAttribute RankChallenging work 1A creative and dynamic workenvironment2Professional training and development 3High future earnings 4Respect for its people 5Attractive/exciting products & services 6Good reference for future career 7A friendly work environment 8Secure employment 9Market success 10Asian weighted average! The Asian average includes the preferences of almost 40,000 students in China, Hong Kong, India, Japan and Singapore.20
  • 21. Here comes the challengeNow that we understand differences inexpectations and preferences exist…How can employers createOne Employer Brandbe equally attractive to Generation Yas well as to the older generationsat one time?21
  • 22. 3.221. Overview about Universum2. Understanding the Multigenerational WorkforceCreating One Attractive Employer Brand to All Generationsof TalentAgenda
  • 23. Why Employer Branding MattersStrategically develop acohesive employmentbrand reflecting vision forthe future and long-termtalent management needsEngaged WorkersIncreased Productivityand customer serviceGreater ProfitabilitySOURCE: GALLUP CONSULTING, “EMPLOYEE ENGAGEMENT: WHAT’S YOUR ENGAGEMENT RATIO?”EngagedEmployees have51% lower turnoverand 18% higherproductivity.Engaged workersresult in 12% higherprofitabilityEmployer Branding begins during recruitment processes and feeds into employeemanagementHaving employeeslive and breatheyour employmentbrand is the bestway to raise brandawareness23
  • 24. Influence Your Employer Brand In The Right DirectionSOURCE: PWC’S BREAKING OUT OF THE TALENT SPIRAL REPORT• All employers have an employer brand. You may not be aware of itand actively own it, but it is out there and it influences whether talentchoose you as an ideal employer or not.• To influence the employer brand, employers needs an Employer ValueProposition (EVP) targeted to internal and external talent groups.• This proposition needs to be attractive, true, credible, distinct andsustainable. In order to achieve this, it is extremely important that theEVP is developed using in-depth research covering currentemployees, management and external talent groups.24
  • 25. Employer Branding Is A Strategic, Long-Term ProcessTo 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 talentMore consistent communicationsRetain the right talentDefine right people for culture fitBuild consistent employee experienceIncrease your knowledge of talent market/segment preferencesBuild engagement and increase performanceVery Important 4 3 2 Not Important25
  • 26. Risks Of Not „Localizing‟ Your EVP• Spending time and money communicating things that are notattractive to your target groups• Having your communication diluted by contradicting messages• Messaging that is not distinct from competitors• Disappointing new hires when expectations are not met• Risking sustainability due to a lack of buy-in from management andstaff• Creating a negative influence on EVP as current and pastemployees/interns communicate with prospective candidates26
  • 27. Developing Your Employer Value PropositionProfileIdentityImageBut what should be in the middle?The Employer Value Proposition is the tool you use to shape your Employer BrandProfile“Who you want to be”What you are trying tocommunicateIdentityThe image, career andopportunities your companycan offer“Who you really are”ImageThe external view and positionof your company“Who people think you are”UNIVERSUMYEARLY STUDENTSURVEYS27
  • 28. Developing Your Employer Value PropositionWHAT IS THE EVP?The EVP is a unique set of offerings, associations and values that will positivelyinfluence the most suitable target candidates and the internal target groups. TheEVP provides attributes and themes that can be used as a long-term foundationand framework for your branding and creative approach.The EVP development is strategicWHAT IS IT NOT?The EVP is not a tag line or a visual expression. It is the underlying content that isthen transformed into messages, ads and a communication strategy targeted atdifferent talent groups and markets. The choice of words, images and channels willdepend on the target group and might vary across markets.The EVP implementation is operational28
  • 29. Need To Adapt Your EVPSelect and defineattributes tocommunicate as theglobal EVP as the coreof the Employer Brand.Tweak and adjust theactual messages tocommunicate (theexamples, stories andreason to believe etc.)for the target groups.Universum suggests todevelop one EVP to beused on a global level andfor all target groups andbusiness units.However, market needsand internal differencesbetween entities oftenrequire adjustments of theproposition.
  • 30. OUR APPROACH TO STRATEGIC EMPLOYER BRANDINGAre your activitieseffective in building astrong brand? Areyou attractive enoughto meet yourrecruitment needs?What is importantand relevant to yourtarget groups?What makes anemployerattractive?How do currentemployees see you?What are perceivedas strengths andweaknesses?How can you improveyour career websiteand ads? Is yourmessage gettingacross as desired?What should youemphasize in thecommunication to maximizeits effectiveness? Where isa repositioning needed tocreate your desiredemployer image?How should youcommunicate theemployer offering to thetarget group? Whatchannels are mosteffective?30
  • 31. STAGES OF THE EMPLOYER BRANDING JOURNEYDEFINE YOURNEEDS AND WANTSLOCATE YOURTARGET GROUPTEST ANDVALIDATE YOURINITIATIVESANALYZE THECOMPETITIVELANDSCAPEIMPLEMENT ANDMONITOR YOURKPISUNDERSTAND YOURPERCEIVEDEMPLOYER IMAGEYOUR TARGETGROUPS MINDCOMMUNICATEEFFECTIVELYSET YOUR UNIQUESELLING POINTS31
  • 32. A32“A 60-something graduate recently reflected: „We wanted whatthey want. We just felt we couldn‟t ask.‟ Herein lies the truth:what young workers want isn’t so different from what everyoneelse wants. However, young workers are asking for it.”-- Karen Cates and Kimia Rahimi, “Mastering People Management”Takeaways For Today32
  • 33. Takeaways For Today33Discover fundamental differences between what pre-Gen Y and Gen Y talent want from their careerUnderstand and experience what it takes to make OneEmployer Brand appeal to different generations oftalentsLearn how to communicate One Employer Brand withoutsending mixed messages to different target groups
  • 34. UNIVERSUM CONSULTINGUniversum’s Consulting Department consists of a team ofexperienced Employer Branding consultants located around theworld, with the APAC members based in Singapore and Shanghai.The Consulting team helps clients on a local and globallevel, conducting over 100 projects a year. The team providesstrategic advice based on analysis of quantitative and qualitativeresearch in areas such as Employer Value Propositiondevelopment, communication strategy and university selection.For more information on how the Team can help yourorganization, do not hesitate to talk to your Universum contact.THANK YOURACHELE FOCARDISVP, EMPLOYER BRANDING AND TALENTSTRATEGY - APACRachele.focardi@universumasia.com+65.97297040SingaporeRachele advises the largest organizations in the world, maximizingtheir strengths as an employer and to develop employer brandingstrategies with business functions such as HR, Marketing andCommunications. Rachele has discussed global recruitment trendsin various conferences including China, the UK, Sweden, India andthe US. She relocated to Singapore in 2011 to run client strategyfor Universum across Asia.34
  • 35. WWW.UNIVERSUMGLOBAL.COMThank you