Brazil and the talent war (notes included)


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Talent is the single biggest challenge for companies to grow in Brazil. The economic boom + the education gap have caused a Talent War in Brazil. More than 75% of the companies are facing challenges to attract and retain people, employee turnover is one of the highest in the world and a salary bubble is about to burst. This presentation shows how companies need to change their talent acquisition strategies to be able to compete in the overheated market place, by applying strategic marketing concepts to HR.

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  • My name is Rob Brouwer and I am Dutch; was born close to Amsterdam in Holland. I have been in the off and on line recruitment industry virtually all my working life. I have worked in almost all countries in Europe for Monster and most recently I was responsible for leading our Europe operations. I am not really an example of the path the fast young talent is following as after being together with my wife for almost 20 years, 3 children with the same woman and being with Monster this month 10 years I feel more of baby boomer than a Generation X or Y talent. That as a matter a fact is touching what we are going to talk about today; Talent, or the lack of it and the challenge they are causing for the future of Brazil. You are going to find it very interesting as we are going to make it relevant to how you do you job today. We are going to talk about concepts that maybe is a little different than that you are normally talking about in HR or Human Capital. We are going to talk about on how to apply Strategic Marketing concepts to your Human Capital function. That is something a lot of Human Capital professionals today still not think about, but they should. You will start to see when we go through it that this is a trend that is developing around the world where Human Capital Professionals start to think about their talent more as customers. Just like a Marketer does and less as just an employer. Look at talent as customers that they want to attract, engage and develop. A strategic marketing view on Human Capital which is the probably the only way to stay successful as a company in the rapidly changing world of Talent in Brazil.
  • Before we step to Brazil, lets take a look at the global game for talent and we can see that the opportunity is quickly shifting. The world has very quickly turned upside down. Already today the developing markets have overtaken the developed markets as it goes for the contribution to the growth of the global economy. In 2011 82% of the global GDP growth came from China, Russia, India, Mexico, and especially Brazil, By 2025, the consuming class will swell to 4.2 billion people in emerging markets. Consumption in emerging markets will account for $30 trillion—nearly half of the global total. The strange thing is that global companies revenue share for emerging markets have not kept up with this pace of growth. An big steps need to be taken by these companies to turn this trend around and grab the opportunity where it is represented.
  • So let’s take a look at Brazil in this global environment. As one of the BRIC countries Brazil has made immense strides in the past years. Brazil has just become the 6th largest economy in the world overtaking the UK and you are also going to host the two most important events of the sport community. Brazil has been voted the most entrepreneurial country of the G20, according to Global Entrepreneurship Monitor (GEM 2010) ; President Dilma is the 3rd most powerful woman in the world, according to Forbes Magazine; Brazil is currently the biggest exporter of coffee, soybeans, beef, sugar cane, ethanol, and frozen chickens and Pre-salt will increase 5 times the actual country’s oil reserves, turning Brazil into one of the six major producers worldwide until 2020 So Brazil has become a mayor player in the global game
  • And although GDP growth has slowed down from its height in 2010, recent data shows the growth is picking up again and predicted to get back to a high and consistent level compared to the rest of the world.
  • Some notable achievements underline the growth and sustainability of the growth as the internal consumer market keeps getting stronger everyday. This is a big growth driver in many of the emerging markets and we see it happening here as well: 50 million people entered middle class since 2003 – a whole Spain and more than 10 million more are expected to enter between now and 2014 Brazil has added 6 new billionaires last year which puts Brazil in the top 10 countries and 19 new millionaires are added every day in Brazil All signs that Brazil is strenghtening its internal consumer market and increasing the buying power for the longterm.
  • At the same time unemployment is at a historical low rate and Brazil has been adding close to 2.5M jobs in 2010 and 2011. To compare this trend to the US, Brazil has created 15 million jobs since 2003 while in the US 2,5 million jobs were lost since 2001 Recent data shows the trend is slowing but still a decent 1.8M jobs are expected to be added in 2012 foreseeing the unemployement and to sta low for a while longer now at 6.2% Approximately 67% of the Brazilian workforce is employed in the service segment which indicates a mature and diverse economy comparable to the economies like the US and other Western so called mature countries. Major service sectors include Telecommunications, Banking/financial, Energy, Commerce, IT/computing, Transportation
  • But every good story always has a worrying part that could make things turn into bad. In the case of Brazil the economy has grown so fast that infrastructure and education haven’t been able to keep up with it.
  • Lets first take a look at Brazils Education budget. On the one hand, Brazil has increased the spend drastically since early 2000 from 3.8% of GDP to 5.2%. And this is really a lot as the GDP has been growing dramatically as well. But these developments take time and everything is relative. Because on the other hand, Brazil’s educational investment compared to other countries is still below the average.
  • And figures from the Ministry of education explain why there is still a long way to go: Between 1998 and 2008 35 million children and teenagers have gone through the elementary school. But only 9 million continued as secondary school students. The remaining 25 million are often functionally illiterate. In the computer age and in a mechanized world where simple tasks are done by machines, their job opportunities diminish. The numbers on the screen here speak for them selves: in Brazil only 30% of the population between 18-24 years is enrolled in college – In the Uk this is 59% and in the USA 82%. But a little closer to home in Argentina and Chile this percentage rises to 67% and 52% respectively SOURCE: Fonte: Relatório Unesco 2009, Análise Kroton - Diretoria de Relações com Investidores
  • And this is even becoming more clear through a study made by OECD/PISA which evaluated the global Student Performance in Reading, Mathematics and Science. Brazil was rated in 52th, a position which off course isn’t consistent with its place as the 6th largest economy worldwide. At the same time universities are not creating sufficient qualified people to satisfy the new demand. According to the 2007 Higher Education Census published by the Brazilian Ministry of Education, the country currently has: 2,281 higher educational institutions (academy degree). Only one of these institutions is ranked in the top 100 internationally. And 89%of these undergraduate and graduate institutions are made up of private organizations that do not offer the best quality education and are not free of charge. In the technological global ranking (133 countries) released by the World Economic Forum which is often used to measure a country’s sustainable growth potential, Brazil is ranked 61 th (last year 59 th ), just behind Mexico and well behind Chile (34 th ). The list is headed by Denmark, Sweden and Switzerland. Reason for not getting a higher position in the ranking according to the report is the quality of the education system.
  • Taking in to account it takes 24 years to grew a fully developed human being the educational but also social challenges ahead are significant and longterm.
  • So lets take a look at the consequences. With this growing economy you need a growing and specialized workforce. And you don’t have it! Compared to other countries 71% of the CEO’s in Brazil have trouble finding specialized talent. So for example in Brazil graduates about 40.000 engineers a year. Sounds like a lot? Look at Korea: 80.000, look at China 400.000, India 250.000. Brazil has only 2 engineers on every 10.000 inhabitant. Lowest rank in our study. The point there is that we have a shortage and it is something that is becoming more and more critical while the economy keeps growing. You probably feel it now when you want to find an engineer how hard it is, but you will probably feel it even more 5-6 years from now. Some Brazilian companies are trying to address the problem pro-actively themselves. They are creating universities or schools within their company where they can educate and develop the talent they need. Almost a sort of try before you buy it. So the employee gets the training and taste the company and the company can recruit that worker.
  • So the educational is causing a talent gap for companies Brazil
  • The talent gap is not a new phenomemen. There are enough people in Brazil. That doesn’t seem to be the issue. This pictures shows active population (15-59) shortage and excess by 2020. It assumes the ratio of working population as part of the total population needs to remain the same to have sustained growth. Unlike the US where there will be a 17mm shortage from a pure number perspective due to aging and China 10 million shortage most likely because of the 1 baby policy, Brazil has a surplus of 3 million. So it is not in the number of people that causes a problem. But everybody agrees there is a serious talent gap as the demand for qualified people is much greater than Brazil is capable of supplying. Although the country has enough people in working age, they don´t match the opportunities available. So the Gap is about qualified talent.
  • So,that lead us to two important facts: 1) Brazil is growing a lot now and it will keep growing in the next years – THIS IS THE NAME OF THIS GAME 2) We need to hire people to support this economic growth. – THIS IS THIS GAME’S MAIN CHALLENGE
  • And the challenge for hiring talent on all levels is real. The economic growth brings not only a promise of prosperity, but also new challenges. Brazil has a shortage of qualified labor. A Manpower Study shows that 71% employers in Brazil can’t find the skilled workers they need. And the country placed 2nd in a global RANKING OF COUNTRIES COPING WITH LABOR SHORTAGES. Petrobras’ CEO Jose Sergio Gabrielli explained it when he said: “not the lack of raw materials or investment is the biggest bottleneck for our growth, but the lack of young talent is”. He said they will struggle to fill the 73000 vacancies until next year. And the majority of the young generation wants to work abroad.
  • And when you finally get them they want to leave again. My boss read a research of Robert Half from last year which shows 40% of executives want to leave there jobs in the next 6 months. I ensured him I am definitely not one of them, but that’s 7 months ago now…. Kidding aside; Brazilian companies are fighting to keep their talent but are not succeeding. More than 4% of employees leave their jobs every month. This means more than 50% per year. An average company churns almost half of it’s total staff every year. Compare this for instance with the US where average churn is 0.7% per month or less than 10%. Can you imagine the cost and inefficiencies this brings. And the impact on competiveness with other countries in the world. Immense recruitment cost, cost of training and on boarding and don’t forget the loss of opportunity because there are not enough experienced people in the company. So what do companies to keep compete for talent and attract and retain people… TURN OVER: CHURN:
  • … the natural thing; Companies start to increase salaries and improve on the functional benefits. Something that is easy to copy by other employers and that’s exactly what they do. So slowly but surely we are getting to a situation of a salary bubble and it is becoming a bidding war for talent. And this is even increasing the turnover more, because people will jump to the next employer for significant increases to improve their lives. Already Brazilian salaries are exceeding salaries compared to most countries. And everybody understands that this bidding war for talent will be a road that has a dead end. This cannot go on as company’s national and international competitive position will be seriously hurt. And you can already see it at the executive level… SOURCE:
  • … where he bubble has already burst on the level of executives. It is now cheaper to import an executive from France or the US with his or her family and put them up in a condominium than hiring a local Executive. In 2011 I have hired 4 GM’s in Developing Markets in Turkey, South Africa, Brazil and Mexico. All of them are significantly better paid than their counter parts in Europe or the US. The result 60% more work visas for executives issued in the last four years SOURCE:
  • So the growing economy + the talent gap are creating a serious challenge for companies to attract and retain skilled talent. The heavy shortages and the extend to which companies need and are willing to go are causing signs of a Talent war. This is the first time in Brazil. We have seen the talent war in Europe and the US at the end of the nineties before the internet bubble and the fear of the exit of the baby boomers especially in the US. But this Talent War has a new scenario and companies aren’t ready to play it.
  • The Talent War is set in a new scenario. Four the first time in history 4 generations working together in a highly diversified media landscape. And all generations have different needs and need to be communicated to in different ways and above all through different media. We have gen Y, X, Baby boomers and the Schwarzkopf generation and Z is entering already. The oldest generation doesn’t know the PC and the youngest generations only chats and is findable online on their mobiles and social networks. All of them have different ways to find jobs or to be found. Is it through an email, and old fashioned online CV, a dynamic profile, or a social profile used everywhere. This makes defining a effective communicationstrategy very hard, especially in Brazil…
  • … which is the 5 th most connected country in the world, where the media landscape and audience is very diverse, mobile penetration is growing very fast, the population is highly social with and more than 50M people on Facebook while on the other hand off line newspapers are still being read by the majority of the work population … SOURCES:
  • The cards of the game have been dealt and this is your hand: Growing Economy, long-term Social and educational challenges, which creates a Talent Gap for companies Growing Economy + Talent Gap = Talent War for the first time in Brazil and companies are not ready. On top of that a new scenario with many different Generations working together which needs a sophisticated communication strategy, in a highly diversified media landscape which makes it complicated to reach them
  • The game for talent has changed for the long term and HR Departments are feeling this the most. Because a t the same time that you are trying to do your tactical day to day job, you are asked to do more as a function to help the company grow. Senior leadership is looking at Hr and is saying: “ What is the ROI for what you do?”. What are you giving me at the company, what are the hard cost or ways where I can see that you are making a difference. You are also being asked to be more strategic. So maybe before ago the HR role was more about processing payroll, recruitment, basic benefits on boarding, maybe some training. Now it is more help me plan for the future of my company, help me to understand what my workforce needs are going to be to reach our company goals, help me understand how I am going to retain my workforce and really be a strategic partner. So HR and Recruitment is being asked to the more strategic in the way they attract talent as well. How can you help grow the company and remove the obstacles of not enough skilled talent. And that is a big change. Many HR people are able to make the change very well, but there are also many that cannot… So I am going to show you what companies can do to change the way they strategically play the talent game and how they can win it. I believe you will find this really interessting.
  • In this game your company is a brand. The first thing companies need to do is to stop thinking in terms of tactical recruitment: I am a company, I have these jobs to fill, there are people out there who need jobs, if I offer them good benefits they will find me, join me and stay with me. We have seen that this doesn’t work anymore. This might not be you. But I am out there in the market every day talking to companies and you be surprised how many companies still have this mindset. Start by thinking of your company as a brand. And when I say Branding I don’t mean advertising. Certainly you can use advertising to communicate your message. But what I mean is really coming up with what it is that is different working at your company from your competition that makes it attractive for the talent to work at your company. What makes your company stand out. So a brand not for consumers but for talent; an employer brand. Think of your company as a marketer thinks of a consumer brand when he or she wants to market that brand. They first find out who their core target group is and learn everything there is to know about them, they also accept that they cannot reach everybody, then the build a messages and benefits that are appealing to the target group to make them wanting to engage with that brand, then they go where the consumer is to bring those attractive message to them to convince them to buy their product. They dont wait for the consumer to come to them. Marketeers will try to reach consumers who are currently without a brand, but the biggest effort goes to using all media channels to reach consumers who are currently who are currently engaging and buying other brands, the biggest group, to tell them about the benefits and good feeling they can get when they start to engage with their brand. A strategic and proactive approach companies should apply to talent acquisition to be sure to find and attract the right talent. So how do we do that...
  • We have identified four stages of an integrated recruitment approach: Who are your you trying to reach, attract and retain at you company. We call them the keepers. Many companies don’t know exactly. I will talk a bit about that… Can the target group consisting of different generations always find you through all the media channels. If you are not where they are with the right messages it is a non-starter When you reach them how do you bring them to your company in the most effective way When you brought them in how do you select the best candidates So let’s take a look at these approach step by step after which I will show you how this would work in practice.
  • In stage 1 we look at who are your keepers and what do they need to hear to join and stay at your company.
  • Who is the target group in the company for whom you build you employer brand. We are not building the attractiveness of our company around the CFO or the HR Manager but very much around our keepers. The group that companies cannot do without. The engineers at Intel, the journalist at Estadao, the nurses at Einstein, the guards at G4S and store workers at Santander and Drogerai. At Monster it is the sales and delivery people at Monster… So this means that your company doesn’t have to fight for all employees and you can pick your fight. Now that we know who they are we need to find out what they like…
  • That means finding out what is the right messaging: What are the messages you need to use for attracting and retaining the talent. Retention starts with attracting the right talent from the start. People that can match with your brand and culture will stay longer. And it is not only about functional benefits like salary and healthcare plans. Also sell the emotional benefits of your company: Today, the Maslow Pyramid is not a pyramid anymore: The primary needs are almost as important as being satisfied and pleased with your work and personal life. So emotional benefits must be an important part of your offer, as well as reasons to believe in the company. Is there anybody in the audience with Marketing background. So the following will probably sound familiar.
  • So what is a brand? Is there anybody in the audience who has a Marketing background? So this will probably sound familiar… So let me give you an example. You might drink soda. What soda do you drink and you might have a favorite for one reason or another. But let’s just be honest; they are all just sugar water. There is not a tremendous difference in the actual ingredients. But you probably have a favorite and there is a reason for that. A brand has always three things: Functional benefits; things that you concretely get or derive from the brand. So it tastes good or it gives you a little kick in the behind, because there is caffeine in it is what you like Then a brand has emotional benefits; how does it make you feel? Maybe the soda you drink gives a percentage of profit to the environment, you feel good because you are part of doing a good thing by drinking the soda. Most importantly the reasons to believe is the third piece of the brand that is necessary. That is the proof points, the authenticity of the experience. That is the most important piece of the brand and it needs to be consistent. Every time you drink the soda it needs to taste the same it cant be good one time and then taste differently the next time. Or flat one time and carbonated next time etc. You have to have those reasons to believe and consistency. The employer brand is a unique promise with: Functional benefits Pay, safe work environment, equipment, career development, pension, healthcare, etc. Emotional benefits – how do you feel about what you do Inherent value in work, how organization values their work, belief in organization values, achieving something that is meaningful to you Military, protecting your country, Hospital: helping people, Greenpeace: help the world, Monster: help people to advance their lives, Police: protect community Reasons to believe Daily work environment, is it real. Do people when they come in really see and feel the functional and emotional benefits. Des the company really deliver on its promise. Because from the outside it can look really fantastic, but if one day it is true and the other it isn't. Or one group of people confirm and the other deny your brand is not very strong Knowing these it is easy to set the right messages for you target group.
  • Now that you know who is your target group and you have the right messages to attract them in Step 2 you make sure your talent group can always find you.
  • It is all about unlock the power of the internet and make sure you can support the integration of mobile devices. You need to capture the value of the candidates that will organically find you. Don’t miss the opportunity of having a potential ambassador of your brand! How do you do that? First of all make sure you make have a career site and have that career site integrated to your social and professional network pages and make that the hub through which candidates can find out about you and they can communicate and engage with you. Make sure you are where the target group of candidates. Have hubs in all communication channels online, mobile and social. That’s the way your talent and potential employees will always find you!
  • You have now created an multichannel presence and people can always find you. Through effective campaigning using the right messages in the different channels you can also reach your talent. But how do you attract and engage them? So the question is when you reach them is it attractive and easy to join you? Nothing is more discouraging then a bad hiring process. Very often you go to company websites and you cannot find the career section where you can find information on the working at the company. Or if you find it, it is very hard to leave your resume or apply. You have to fill out 50 fields and half way you give up The trick is that your hiring process reflects your brand message and expectations people have about your company. The candidates have been convinced by your message and need to get reason to believe your message is through and you are a great company for them to work at. So make sure you have a front office where the messages are reflected which you have developed and they find a good experience. A front office can be your career site, but can also be temporary and specifically designed for recruitment campaigns to communicate a specific message like hot sites, landing pages which communicate messages or company profiles like fan pages on Facebook. The process of hiring needs to be fast, easy and fully integrated. Tahts why companies should continuously improve on it. When people decide to apply for a position at your company that should be possible in the careersite. It should be easy and during the process the communication should be professional and people should receive feedback all the time. There are good back-office systems out there big and sophisticated but also easy to implement and easy to use ones for smaller companies which can help with that process
  • So the question is when you reach them is it attractive and easy to join you? Nothing is more discouraging then a bad hiring process. Very often you go to company websites and you cannot find the career section where you can find information on the working at the company. Or if you find it, it is very hard to leave your resume or apply. You have to fill out 50 fields and half way you give up. The trick is that your hiring process reflects your brand message and expectations people have about your company. The candidates have been convinced by your message and need to get reason to believe your message is through and you are a great company for them to work at. So make sure you have a front office where the messages are reflected which you have developed and they find a good experience. A front office can be your career site, but can also be temporary and specifically designed for recruitment campaigns to communicate a specific message like hot sites, landing pages which communicate messages or company profiles like fan pages on Facebook. The process of hiring needs to be fast, easy and fully integrated. Tahts why companies should continuously improve on it. When people decide to apply for a position at your company that should be possible in the careersite. It should be easy and during the process the communication should be professional and people should receive feedback all the time. There are good back-office systems out there big and sophisticated but also easy to implement and easy to use ones for smaller companies which can help with that process
  • In the last step you have effectively attracted the right talent with the right messages through the right channels. The last step is to match, select and hire.
  • How do you bring the best players in? Make sure you have an Effective pre-selection process. In many cases you will get applies that don’t match and you need to shift them out. Use as much automation and tools to do this like screening questions, search tools through recruitment systems and recruitment sites etc. Empower your local teams to do the selection. Recruitment is very local and the selection is being done best by local teams in stead of centralized corporate teams Outsource pre-selection but in source selection. Nobody is better than your own recruitment team to select candidates who best fit your company's culture
  • So let’s quickly recap what companies can do from tomorrow. Target and brand message Engage and manage Reach and attract Match and Acquire
  • And this is what it looks like when
  • The world for talent is changing rapidly. In this new reality, there is only one option to keep growing your company and being competitive: Change… Because as we could see…
  • Because the talent Game has changed and if we want to compete we have to change too… Thank you!
  • Brazil and the talent war (notes included)

    2. 2. THE GLOBAL GAME... 1998 Developed countries: 63,5% of the global economic growth Emerging countries represent 36% of global GDP, but only 17% of leading global companies’ revenuesSources: IMF and Bradesco Bank ...HAS NEW PLAYERS!
    3. 3. WHERE DOES BRAZIL STAND IN THE GLOBAL MARKET PLACE? 6th largest economy The most entrepeneurial country of the G20 Dilma Roussef , president of Brazil, ranked 3rd most powerful woman in the world Pre-salt will turn Brazil into one of the six major oil producersSources: Forbes Magazine and GEM
    4. 4. A COUNTRY WITH CONSISTENT GROWTH GDP (US$bn, %YOY) Source: FSG analysis, MarketView, Consensus Economics, EIU 7,56,1 5,0 5,2 4,3 4,2 2,9 3,0 -0,32007 2008 2009 2010 2011 2012 2013 2014 2015
    5. 5. NOTEABLE ACHIEVEMENTS Number of billionaires per country: ► 7th – Hong Kong - 36 ► 8th – UK - 32 ► 9th – Brazil - 30 ► 10th – Japan - 26 19 NEW MILLIONAIRES EACH DAY 50 million people have joined the middle class since 2003 = the entire population of Spain! 10 million+ will join between now and 2014Sources: Forbes Magazine and FGV
    6. 6. HOW DOES THIS NEW ROLE IMPACT LABOR MARKET? BRAZIL ► has created 15 million new jobs since 2003 ► Unemployment has decreased 2,3 pts since 2008 USA ► has lost 2,5 million jobs since 2001 ► Unemployment has increased 2,8 pts since 2008 Brazil’s service sector employs 67% of the workforceSources: Brazilian Ministry of Labour and IPEA
    7. 7. BUT THERE IS APROBLEM!►Economy has seen rapid growth►Education has not progressed at the same pace
    8. 8. BRAZIL’S EDUCATIONAL CHALLENGEIncreased Spendingon Education…► 1999: 3,8% ► 2010: 5,2% 1 of GDP of GDP 2…but still below the grade► 5,9% of GDP is still considered below average according to the OECD studiesSource: OECD
    9. 9. Age 7 to 14: 99% in elementary Age 15 to 17: 50,6% in high school Age 18 to 24: 30% in college UK 59% USA 82% BRAZILIANS GOING TO SCHOOLSource: UNESCO
    10. 10. BRAZILIAN EDUCATION QUALITY GAPHIGH SCHOOLBrazil ranks 52nd place in PISA rankingbehind countries such as Singapore, Serbia,Colombia and Romania COLLEGE 2,281 higher educational institutionsBut only one in the top 100 Source: OECD/PISA and Times Higher Education Ranking
    11. 11. 1 in 5 brazilians are still living SIGNIFICANT beneath the poverty line CHALLENGE AHEAD 1 in 10 brazilians over 15 years old is illiterateSource: IBGE
    12. 12. THE CONSEQUENCES LACK OF SPECIALIZED PROFESSIONALS THE CONSEQUENCES Major problem for: Brazil has only 1.95 engineers/10,000 inhabitants 58% ► of global CEOslowest among countries in an OECD 35 nation study ► 71% of brazilian CEOs
    13. 13. BRAZIL IS FACING A TALENT GAP Economy Companies Talents Talent Gap
    14. 14. THE TALENT GAP THE TALENT GAP IS NOT NEW Czech Republic UK -2 -1 Japan 0 -3 -6 -17 Ireland Germany 2 Turkey Russia -9 US France -3 Spain -2 2 19 -10 China 5 -3 Italy Iraq 0 3 Philippines Pakistan Israel Iran 7 5 4 4 47 Bangladesh Vietnan Mexico Egypt India 1 Malaysia 3 5 Brasil Indonesia but h pe ople, Enoug tch: -1 a no m Australia lio n 1 ,7 mil bs o new j X illion 2,3 m loyed p unemSpirce: Active population shortage and excess by 2020 (M persons)
    16. 16. HOW ARE COMPANIES PLAYING THE GAME? 71% of employers in Brazil face difficulty in hiring Brazil is placed second in a global ranking of countries coping with labor shortagesSource: Manpower
    17. 17. DIFFICULT TO KEEP GOOD PROFESSIONALS HIGH TURNOVER Executives wanting to change jobs in the next 6 months ► 30% worldwide ► 40% in Brazil EMPLOYEE TURNOVER IN BRAZIL ► 45% in 2001 ► 53,8% in 2011Source: Robert Half and DIEESE
    18. 18. SALARIES HAVE BECOME THE ONLY RESOURCE TO RETAIN TALENTS SALARY BUBBLE ► Average salary paid in Brazil exceeds what’s offered in several countries COMMERCIAL DIRECTOR Spain R$ 19.891 Italy R$ 23.105 Mexico R$ 29.005 UK R$ 31.724 Brazil R$ 34.000Source: Ministry of Labour and Michael Page
    19. 19. SALARIES: THE ONLY RESOURCE TO RETAIN TALENTS SALARY BUBBLE ►Average salary paid in Brazil exceeds what’s offered in several► It’s more cost countries effective to import COMMERCIAL DIRECTOR executives than Spain R$ 19.891 hiring in Brazil Italy R$ 23.105► 60%Mexico R$ 29.005 more work visas issued in the UK R$ 31.724 last four years Brazil R$ 34.000Source: Ministry of Labour and Michael Page
    20. 20. Talent Gap + Booming Economy =TALENT WAR
    21. 21. NEW ► Many generations working together ► Different medias interacting togetherSCENARIO NEW RULES
    22. 22. MEDIALANDSCAPEIN BRAZIL► 5th most connected country in the world► 2nd highest in Facebook users
    24. 24. IN THIS GAME, YOURCOMPANY IS A BRAND BEFORE TODAY ► Job in Solid ► Job in Solid Company Company ► + Good ► + Good Benefits Benefits ► = Line of ► = Not enough candidates anymoreFrom a tactical recruitment……to a marketer mindset!
    25. 25. 4 STAGES OF INTEGRATED RECRUITMENTAPPROACH ALWAYS ON Who are your Can they always keepers? find you? 1 2 YOUR NEXT TALENTHow do you match When you reach and hire the best them, how do you players? attract them? 4 3 ON DEMAND
    27. 27. 1 WHO ARE YOUR KEEPERS? ► The people you build your brand for ► The people you can´t afford to loose ► Prepare your company to meet their expectations
    28. 28. 1 WHO ARE YOUR KEEPERS? WHAT DO THEY WANT? ► Pick the right brand messages to attract and engage the target group ► Sell functional and emotional benefits ► Ensure reasons to believe ► Different generations = Different ways of communicating your brand
    29. 29. Functional BenefitsPay Inherent value in work Daily workSafe work environment How organizations value their work EnvironmentEquipment Belief in organization values Alumni examplesCareer developmentPension BRAND Pleasant work environment Word-of-mouthHealthcare Emotional Reasons to Benefits Believe
    30. 30. 4 STAGES OF INTEGRATED RECRUITMENTAPPROACH Can they always find you? 1 2 4 3
    31. 31. CAN THEY ALWAYS 2 FIND YOU?► Always make sure you are where the candidate isUNLOCK THE POWEROF THE INTERNET!► Connect yourself through a career site► Integrate your site with social networks and mobile devices
    32. 32. 4 STAGES OF INTEGRATED RECRUITMENTAPPROACH 1 2 When you reach them, how do you attract them? 4 3
    33. 33. WHEN YOU REACH3 THEM, how do you attract them? Your hiring process must be consistent with your brand messages! ► Easy + Fast + Full Integrated ► Provide feedback during the process ► Evaluate your recruitment process constantly ► Infrastructure to capture value front office + back office
    34. 34. 4 STAGES OF INTEGRATED RECRUITMENTAPPROACH 1 2How do you match and hire the best players? 4 3
    39. 39. Rob