En kort gennemgang af den rejse vi har været på i Saxo Bank IT i løbet af 2014 på vores vej til at definere en Employer Branding strategi.

1. Saxo Bank
Our roadmap to an aligned and consistent
employer value proposition for Saxo Bank IT

2. 2
What we strive to achieve
To retain and engage our existing talent
The most powerful brand ambassadors we could wish for:
●offers a personal and public endorsement of the company he/she works for
●believe in our company’s products and service
●feel excited about going to work and performing their best
●will try to encourage their friends to join them i.e. brilliant people know other brilliant people
Understand Decide Plan Act
By building a strong brand based on a value proposition that is:
●Attractive
●True
●Credible
●Distinct
●Sustainable

3. 3
The employer value proposition: development process
Understand
Decide Implement
Research enables us to see
the reality of the employee
experience in Saxo Bank and
which employer attributes
they find attractive.
In order to know who to
research, we must ask
ourselves which
competencies we find most
relevant now and in the
future.
An Employer Value
Proposition is the foundation
for all external and internal
communication with talent.
Optimizing the EVP means
ensuring that it includes
attributes and communication
themes that are attractive,
credible, sustainable and that
allow for differentiation in the
long term
Based on the EVP and the
selected communication
channels, organizations now
need to develop
communication ideas that
will have the greatest
possible impact on the
target groups and set the
company apart from the
competition

4. 4
Understand: assessing the as-is
We surveyed Specialists, Technical Leads and Managers in IT
We asked for input on:
●what attributes they find to be important in order to attract and retain talent
●what is the current state within Saxo Bank IT with regards to the mentioned attributes.
●our top talent competitors and which attributes they associate with those
Aim was to:
●create a strong overlap between Identity, Profile and Image
●Ensure that our EVP would speak to our target talent pool
●Find out more about the EVP of our talent competitors to find out how to differentiate
●Ensure that our employees find us capable of delivering on our EVP effectively
Profile
What you are
trying to
communicate
Identity
The image,
career and
opportunities
your company
Understand can offer
Decide Plan Act
Image
The external
view and
position of
your company

5. 5
Decide: guiding principles
Based on the outcome of our survey we defined a number of principles to guide us when pin-pointing
short term initiatives and to form the basis for our people strategy
●Technical/Domain specialists have comparable career opportunities to management and will be equally
rewarded in terms of pay, benefits and respect
●We will focus more on leadership potential and motivation to lead rather than technical skills alone
when selecting future leaders
●We will safeguard internal development opportunities and give internal candidates priority over
external candidates for any upcoming vacancies
●We will make internal career choices independent of manager facilitation by committing ourselves and
our managers to posting all vacancies on the internal job portal
●We will focus our attention on retaining and developing our staff by creating more development
opportunities and targeted development initiatives
●We will support people in enhancing their ability to work in distributed teams and increase the level of
cultural awareness
●All employees will be evaluated against the same standards and we will ensure that good
behavior/performance is appropriately acknowledged and rewarded

6. 6
Implement: Aligning to guiding principles
Based on the guiding principles we aligned HR processes and communication initiatives
across IT
●Attraction, Referral Program and Recruitment
●Talent Management, Career Progression and Succession Planning
●Training, Learning and Development
●Performance Management, Compensation and Benefits
●Internal and External Communication

7. 7
Implement: Attracting the talent segment
Saxo Bank’s in-house trading systems
handles…
• over 25,000 concurrent online trading
clients 24 hours per day / 5.5 trading
days per week
• more than 160,000 unique monthly
users to our social trading portal
• in excess of 400,000 price feed
updates per second
• intraday execution and booking of up
to 900 trades per second
• over 500,000 trade transactions
processed daily

8. 8
Implement: Showcase our technology and innovation
• FedEx Day
• 24-hour Innovation Competition
• GOTO Copenhagen Platinum Sponsors
• Speaking Opportunities

9. 9
Implement: Showcase ourselves as employer
• Articles in relevant medias
• Offering our facilities for network
meetings and training sessions
• Social media: Twitter, Facebook,
LinkedIn

10. 10
Reflecting
• Any activities that affects existing employees have had the most
significant impact (on achieving our initial objectives) – especially
when we enable our employees to communicate it externally
• The above activities are also the most difficult and time consuming
to execute on
• We would never have been able to make any significant impact
without the buy in and active involvement of top management
• Same goes for cross functional collaboration between HR, PR and
Marketing

11. 11
It’s a journey!
www.saxoworld.com emh@saxobank.com