WORKING WITH EMPLOYER BRANDING  2012/03/22, APAC Recruiter 2012 Conference            UNIVERSUMGLOBAL.COM
1.     WHO ARE WE?     2. THE ASIAN TALENT MARKET     3. NEW TREND – OVERSEAS TALENT SOURCING     4. WHY EMPLOYER BRANDING...
WHO ARE WE?                                          Selection of our 1 200 clients:• We have been working with employer b...
THE UNIVERSUM BUSINESS     Universum helps companies improve their performance through more    successful recruitment and ...
ALL AROUND THE WORLD                       5
1. WHO ARE WE2.   THE ASIAN TALENT MARKET     3. NEW TREND – OVERSEAS TALENT SOURCING     4. WHY EMPLOYER BRANDING MATTERS...
IN TODAY’S SCARSE TALENT MARKET     1. There is an increased demand for more skilled and multicultural talent     2. Hirin...
APAC – KEY SOURCE OF FUTURE TALENTOver the next 3 years, employers are expecting significant recruitment growth in Asia Pa...
APAC MAIN CHALLENGES FOR EMPLOYERS             Talent Sourcing               Employer attractiveness             Cultural ...
ASIA 2006 TO 2011 – THE RISE OF LOCAL FIRMSChina: From 2 and 3 companies in the top 10 in 2006…                    India: ...
1. WHO ARE WE     2. TALENT TRENDS IN APAC3.   NEW TREND – OVERSEAS TALENT SOURCING     4. WHY EMPLOYER BRANDING MATTERS  ...
ASIAN STUDENTS STUDYING ABROAD IN HIGH DEMAND!     More and more organizations attempt to bring international students bac...
THE MAJORITY OF ASIAN STUDENTS ABROAD PLAN TO RETURN HOME      Plans for future employment   Asian students abroad 13
ASIAN STUDENTS ABROAD NOT INFORMED ABOUT OPPORTUNITIES BACK HOME               Do you have enough information about career...
EXAMPLE: HOW BIG IS YOUR TARGET GROUP?63 000 Indians study in US               10% plan to go back toon Graduate level    ...
1. WHO ARE WE     2. TALENT TRENDS IN APAC     3. NEW TREND – OVERSEAS TALENT SOURCING4.   WHY EMPLOYER BRANDING MATTERS  ...
SIX GLOBAL TRENDS WITHIN EMPLOYER BRANDING 1    Employer Branding has become strategic 2    Securing a diverse workplace c...
HISTORICAL DEVELOPMENT OF EMPLOYER BRANDING        Segmentation                                                Personality...
EMPLOYER BRANDING SERVES TWO PURPOSES:50%  Attraction         “I’d love to be a part of that company”50%  Retention &     ...
EMPLOYER BRANDING IS A STRATEGIC PROCESS To what extent does your long-term employer branding strategy help you:          ...
WHY DO COMPANIES SUCCEED? Employers who find talent – success factors:            Our employer reputation and image are   ...
WHERE DO COMPANIES STRUGGLE? Employers struggling to find and attract the right talent fail on:   They are unaware of us a...
SECURING SKILLED TALENT IS THE BIGGEST CHALLENGE  Which of the following talent groups is most difficult to attract?      ...
BUT THERE’S STILL A MISMATCH IN SKILLS DESIRED VS. CURRENT SKILLS  What type of skills are you looking for in new hires?  ...
INVESTMENT IN EB IS SECURED.. BUT NOT EVERYONE MEASURES THE RESULTS Does your company invest in talent   Have you reduced ...
INFLUENCE YOUR EMPLOYER BRAND IN THE RIGHT DIRECTION      • All employers have an employer brand. You may not be aware of ...
IF YOU DO NOT DEVELOP YOUR EVP CORRECTLY YOU RISK…      • Spending time and money communicating things that are not       ...
DEVELOPING YOUR EMPLOYER VALUE PROPOSITION                           The Employer Branding process is the process of creat...
LOCALIZING YOUR EMPLOYER VALUE PROPOSITION                                     Target                            Competenc...
1. WHO ARE WE     2. TALENT TRENDS IN APAC     3. NEW TREND – OVERSEAS TALENT SOURCING     4. WHY EMPLOYER BRANDING MATTER...
ASIAN STUDENT PREFERENCESThe Appeal of Local Players•   The differences in employer brand image between international empl...
THE MOST ATTRACTIVE INDUSTRIES TO BUSINESS STUDENTS                                     1.   Banks                        ...
THE MOST IMPORTANT CAREER GOALS                           What career goals do you hope to attain within three years of gr...
ASIAN STUDENTS’ IDEAL EMPLOYERS                               My IDEAL™ Firm is associated with. . .     Business         ...
EXPECTED ANNUAL SALARY                         35
SINGAPORE                   Business/Commerce                                                       Engineering           ...
CHINA                 Business/Commerce                                              Engineering                          ...
HONG KONG              Business/Commerce                                                                 Engineering      ...
JAPAN                         Business                                                      Engineering                   ...
INDIA             Business/Commerce                                                               Engineering             ...
1. WHO ARE WE     2. TALENT TRENDS IN APAC     3. NEW TREND – OVERSEAS TALENT SOURCING     4. WHY EMPLOYER BRANDING MATTER...
WE ADVOCATE TO WORK                STRATEGICALY                                                  Talent Strategy &        ...
EVOLVE FROM TACTICAL                           TO STRATEGICAL                                                             ...
HOW TO OWN YOUREMPLOYER BRAND IN 7 STEPS                                                               IMPLEMENT AND      ...
1. UNDERSTAND YOUR                          TARGET GROUPEMPLOYER REPUTATION & IMAGE                                JOB CHA...
2.SET YOUR UNIQUE IDENTITY THE PERCEPTION        SELLING POINTS OF YOU AS AN EMPLOYER BY YOUR CURRENT EMPLOYEES           ...
3. FIND OUT HOW TO COMMUNICATE EFFICIENTLY                                  EDITORIAL                                  MAG...
4. UNDERSTAND YOUR                IMAGE AS AN EMPLOYER                       Average association                        fo...
5. DIVE INTO THE MIND              OF YOUR TARGET GROUP                                             Understand in-      Te...
6. MEASURE YOUR                       ATTRACTIVENESSDO YOU HAVE YOUR TALENT GOAL SET?              TALENT ATTRACTION STRAT...
7. IMPLEMENT AND                     MONITOR YOUR KPISEMPLOYER BRANDING DASHBOARD                         EB DASHBOARD PLU...
ARE YOUREADYTO DIGDEEPERINTO YOUREMPLOYER BRAND?                         RACHELE FERRI                 RACHELE.FERRI@UNIVE...
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APAC Recruiter 2012: Rachele Ferri On Employer Branding

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Universum's Rachele Ferri made a great presentation on Employer Branding during the APAC Recruiter 2012 conference held in Singapore on 22nd March 2012.

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  • Kelly C. Guimarães De LucaScania Latin America Ltda.Helder Odilon LottoScania Latin America Ltda.
  • Media Partners, can include Fortune Forbes Businessweek
  • Media Partners, can include Fortune Forbes Businessweek
  • REPLACE THIS WITH 2011 DATA
  • This was from a HP presentation In 2008 can we substitute with 2011 data (2010 for singapore)
  • APAC Recruiter 2012: Rachele Ferri On Employer Branding

    1. 1. WORKING WITH EMPLOYER BRANDING 2012/03/22, APAC Recruiter 2012 Conference UNIVERSUMGLOBAL.COM
    2. 2. 1. WHO ARE WE? 2. THE ASIAN TALENT MARKET 3. NEW TREND – OVERSEAS TALENT SOURCING 4. WHY EMPLOYER BRANDING MATTERS 5. WHAT DO ASIAN STUDENTS WANT IN THEIR IDEAL EMPLOYER 6. HOW TO EFFECTIVELY WORK WITH YOUR EMPLOYER BRAND
    3. 3. WHO ARE WE? Selection of our 1 200 clients:• We have been working with employer branding and talent attraction for over 24 years• We are present in 12 locations on 5 continents.• The group head office is located in Stockholm, the regional head offices are located in New York (Americas), Basel (Europe) and Singapore (Asia). Selection of our media partners:• We serve more than 1,200 clients globally, including the majority of Fortune 100 companies.• We survey over 500,000 students and professionals worldwide.• We publish more than 150 career publications in 10 countries.• We have 10 career sites with 1,500,000 visitors/month. 3• We organize 40 events with over 3,000 participants in 14 countries.
    4. 4. THE UNIVERSUM BUSINESS Universum helps companies improve their performance through more successful recruitment and retention by ensuring improvements to their Employer Brand. We help employers: Know Decide Their image, audience Their brand position and competitors Plan Act Their communication By reaching the talent activities market through our communication solutions
    5. 5. ALL AROUND THE WORLD 5
    6. 6. 1. WHO ARE WE2. THE ASIAN TALENT MARKET 3. NEW TREND – OVERSEAS TALENT SOURCING 4. WHY EMPLOYER BRANDING MATTERS 5. WHAT DO ASIAN STUDENTS WANT IN THEIR IDEAL EMPLOYER 6. HOW TO EFFECTIVELY WORK WITH YOUR EMPLOYER BRAND
    7. 7. IN TODAY’S SCARSE TALENT MARKET 1. There is an increased demand for more skilled and multicultural talent 2. Hiring the right talent is the primary source of competitive advantage 3. Recruiting the right talent is a critical business priority 4. Having a strong global EVP that is localized to each key market is essential 5. Implementing a targeted and cost effective sourcing strategy is crucial66% Of global employers will increase their hiring 92% Of Fortune 500 companies 57% Say the economic downturn has led to re- evaluate efficiency of during 2012 will focus more on attracting the right talent recruitment efforts during the next three yearsThey lose talent to other companies They use language and images that Talent is often “notThey do not always know where to people don’t understand familiar” with Companiesfind them or how to attract them as employers.They spend a lot of money on advertising to Their offers don’t get acceptedattract people and fail to get them1/ Have few resources on 83% Say their current Engineering and IT 3 the ground in Asia access to top students at students are in high Pacific, which will schools where they don’t demand across industries experience the largest have campus presence is recruitment growth over limited or non-existent the next three years
    8. 8. APAC – KEY SOURCE OF FUTURE TALENTOver the next 3 years, employers are expecting significant recruitment growth in Asia Pacific, but many ofthem are not prepared and view those same markets as most challenging.•China, India, Hong Kong, Indonesia, and Singapore 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 by region/market 34% Asia Pacific 42% 21% Europe 21% 17% North America 13% 11% Latin America 11% 9% Most challenging Middle East 6% 7% Largest recruitment growth expected Africa 7%
    9. 9. APAC MAIN CHALLENGES FOR EMPLOYERS Talent Sourcing Employer attractiveness Cultural differences • INCREASING DIFFICULTY TO • Multinational companies lose • Retention a persistent RECRUIT TALENT ACROSS ground to national champions problem APAC COUNTRIES – HIGH DEMAND FOR SKILLED • National as well as • Concern over “Job Hoppers” LABOR, EXPERIENCED multinational companies in (2 year average tenure – PROFESSIONALS AND investment and growth mode attrition rate 20-30%, up to MANAGERS • QUALITY OF CANDIDATES STILL – increasing the pressure on 50% in China) A CHALLENGE – MAJORITY OF the talent market • Monetary reward and future EDUCATIONAL INSTITUTIONS OF • Millennial trends are seen in career opportunities the POOR QUALITY Asian students and young main driver in employer • EXPLOSIVE GROWTH IN ASIAN NATIONALS STUDYING IN THE professionals influence selection WEST – GLOBAL SOURCING employer selection BECOMING CRUCIAL FOR MULTINATIONALS 9
    10. 10. ASIA 2006 TO 2011 – THE RISE OF LOCAL FIRMSChina: From 2 and 3 companies in the top 10 in 2006… India: 5 companies in the top 10 Rank Company Rank Company 2006 2010 Procter & Gamble 1 Google 1 McKinsey 2 ICICI Bank 2 Citigroup 3 Nokia 3 HSBC 4 State Bank of India 4 China Mobile 5BUSINESS Microsoft 5 Bank of China 6 PricewaterhouseCoopers 7 HDFC 6 KPMG 8 HSBC 7 Morgan Stanley 9 Infosys 8 The Boston Consulting Group 10 Air India 9 BMW 10…to 7 and 8 companies in the top 10 in 2010 Why aren’t international companies attractive to China’s top talent? Rank Company 2010  I do not feel the career opportunities are attractive enough Bank of China 1 China Mobile 2  The work environment is too competitive Procter & Gamble 3  I do not perceive that I would develop at that employer CICC 4 ICBC 5 What are the strong factors that domestic companies have? HSBC 6 China Development Bank 7  Financial strength and market success Citi 8  Secure employment and professional training and development China Merchants Bank 9  Offer a comfortable physical work environment and a friendly work SGCC 10 environment  Good prospects for high future earnings and competitive benefits 10
    11. 11. 1. WHO ARE WE 2. TALENT TRENDS IN APAC3. NEW TREND – OVERSEAS TALENT SOURCING 4. WHY EMPLOYER BRANDING MATTERS 5. WHAT DO ASIAN STUDENTS WANT IN THEIR IDEAL EMPLOYER 6. HOW TO EFFECTIVELY WORK WITH YOUR EMPLOYER BRAND
    12. 12. ASIAN STUDENTS STUDYING ABROAD IN HIGH DEMAND! More and more organizations attempt to bring international students back to their home countries! • 58% of employers say they recruit international students (occasionally or frequently) for roles in their home countries Do you recruit international students for roles in Top 5 countries where employers their home countries? recruit international students: 1. UK 2. USA 3. China 4. Germany 5. France Primary employment markets for which employers recruit international students: 1. China 2. India 3. France 4. UKSOURCE: NOVA GLOBAL TALENT STRATEGY INDICATOR 2011Based on a survey sent to Fortune 500 companies and 2010 Deloitte Technology fast 500 globally
    13. 13. THE MAJORITY OF ASIAN STUDENTS ABROAD PLAN TO RETURN HOME Plans for future employment Asian students abroad 13
    14. 14. ASIAN STUDENTS ABROAD NOT INFORMED ABOUT OPPORTUNITIES BACK HOME Do you have enough information about career Have you been approached by employers opportunities available for you in Asia? based in home country? Asian students in US Asian students in Europe 14
    15. 15. EXAMPLE: HOW BIG IS YOUR TARGET GROUP?63 000 Indians study in US 10% plan to go back toon Graduate level India after graduation37% study engineering20% study computerscience 50% consider to go back to India after15% study business graduationTotal potential sourcing base:56709459 4502709039 690 15
    16. 16. 1. WHO ARE WE 2. TALENT TRENDS IN APAC 3. NEW TREND – OVERSEAS TALENT SOURCING4. WHY EMPLOYER BRANDING MATTERS 5. WHAT DO ASIAN STUDENTS WANT IN THEIR IDEAL EMPLOYER 6. HOW TO EFFECTIVELY WORK WITH YOUR EMPLOYER BRAND
    17. 17. SIX GLOBAL TRENDS WITHIN EMPLOYER BRANDING 1 Employer Branding has become strategic 2 Securing a diverse workplace crucial for business success 3 Communications integration and efficiency crucial for impact 4 Lifelong relations with talent becoming the norm 5 Global sourcing on the rise 6 Differentiation - difficult and crucial 17
    18. 18. HISTORICAL DEVELOPMENT OF EMPLOYER BRANDING Segmentation Personality/Fit Demographic evaluation targeting General EB Time 18
    19. 19. EMPLOYER BRANDING SERVES TWO PURPOSES:50% Attraction “I’d love to be a part of that company”50% Retention & “I’m committed to my employer” engagement 19
    20. 20. EMPLOYER BRANDING IS A STRATEGIC PROCESS To what extent does your long-term employer branding strategy help you: Attract the right talent 38% 41% 13% More consistent communications 25% 45% 20% Retain the right talent 22% 39% 26% Define right people for culture fit 22% 38% 29% Build consistent employee experience 18% 37% 32% Increase your knowledge of talent market/segment 17% 39% 30% preferences Build engagement and increase performance 15% 40% 30% Very Important 4 3 2 Not Important 20
    21. 21. WHY DO COMPANIES SUCCEED? Employers who find talent – success factors: Our employer reputation and image are 76 % attractive The people and culture of the organisation 61 % are attractive We know how and where to target them 54 % We have made them aware of us and our 52 % employer offerings The characteristics of the job appeal to the 52 % target group Our remuneration and advancement 34 % opportunities are competitive 21
    22. 22. WHERE DO COMPANIES STRUGGLE? Employers struggling to find and attract the right talent fail on: They are unaware of us and our employer offerings 54 % Our employer reputation and image are not 46 % attractive enough Our remuneration and advancement opportunities 32 % arent competitive enough We do not know how and where to target them 18 % The characteristics of the job dont appeal to the 16 % target group The people and culture of the organisation arent 12 % attractive enough 22
    23. 23. SECURING SKILLED TALENT IS THE BIGGEST CHALLENGE Which of the following talent groups is most difficult to attract? People with specific skills and experience, e.g. 57 % engineering People who are a fit/match with our company 14 % culture People that are truly engaged in their work 9% People with skills and experience, holding 9% degrees from reno People who are interested in staying with our 8% company long-t 23
    24. 24. BUT THERE’S STILL A MISMATCH IN SKILLS DESIRED VS. CURRENT SKILLS What type of skills are you looking for in new hires? What are the skills that your new hires lack the most? Communication 61 % 21 % Technical competence 59 % 22 % Practical experience 52 % 32 % Business acumen 50 % 28 % Team leadership 49 % 24 % 48 % Skills Desired Adaptability 15 % Skills Missing Sales 39 % 18 % Management 36 % 19 % Financial expertise 26 % 9% Theoretical knowledge 25 % 4% Administration/Organisation 19 % 4% 24
    25. 25. INVESTMENT IN EB IS SECURED.. BUT NOT EVERYONE MEASURES THE RESULTS Does your company invest in talent Have you reduced your recruitment cost- attraction? per-hire as a result of your talent attraction strategy? 25
    26. 26. INFLUENCE YOUR EMPLOYER BRAND IN THE RIGHT DIRECTION • All employers have an employer brand. You may not be aware of it and actively own it, but it is out there and it influences whether talent choose you as an ideal employer or not. • To influence the employer brand, employers needs an Employer Value Proposition (EVP) targeted to internal and external talent groups. • This proposition needs to be attractive, true, credible, distinct and sustainable. In order to achieve this, it is extremely important that the EVP is developed using in-depth research covering current employees, management and external talent groups. 26
    27. 27. IF YOU DO NOT DEVELOP YOUR EVP CORRECTLY YOU RISK… • Spending time and money communicating things that are not attractive to your target group • 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 and staff • Creating a negative influence on EVP as current and past employees/interns communicate with prospective candidates 27
    28. 28. DEVELOPING YOUR EMPLOYER VALUE PROPOSITION The Employer Branding process is the process of creating a stronger and more consistent Employer Brand Identity Profile The image, career and What you are trying toopportunities your company can communicate offer “Who you want to be” “Who you really are” Identity Profile UNIVERSUMYEARLY STUDENT SURVEYS Image Image The external view and position of your company “Who people think you are” But what should be in the middle? The Employer Value Proposition is the tool you use to change your Employer Brand
    29. 29. LOCALIZING YOUR EMPLOYER VALUE PROPOSITION Target Competence Area Entry Level Eng./ IT/Science YOUR Global Entry Level Business YOUR Local Employer Value Employer Value Experienced Level Proposition Proposition Eng./ IT/Science Experienced Level Business China US Europe Singapore India Australia Geographical regionsStep 1: Define Global EVP Step 2: Make the global EVP locally adaptable, e.g. detect aspects to be highlighted for specific countries/target groups (highlights are visualized by the color differences in the smaller squares) 29
    30. 30. 1. WHO ARE WE 2. TALENT TRENDS IN APAC 3. NEW TREND – OVERSEAS TALENT SOURCING 4. WHY EMPLOYER BRANDING MATTERS5. WHAT DO ASIAN STUDENTS WANT IN THEIR IDEAL EMPLOYER 6. HOW TO EFFECTIVELY WORK WITH YOUR EMPLOYER BRAND
    31. 31. ASIAN STUDENT PREFERENCESThe Appeal of Local Players• The differences in employer brand image between international employers and state-owned companies are huge. State-owned companies are highly associated with secure employment and good work/life balance, whereas international companies are highly associated with an international career, challenging and varied work as well as attractive and innovative products.Banks and financial services firms going strong• While in the west ‘flight to safety’ and continuous search for work/life balance challenges the US banks and financial services firms – in Asia banks and financial services are still industries of choice among business studentsShift in attitudes and priorities• With continuing high unemployment rates and a tough job market, the desire for job security is increasing among students. However To have work/life balance is the most important career goal for business students in Asia.CSR and international career opportunities• After losing importance during the financial crisis, corporate social responsibility is back as an important attribute when choosing employer. Students in Asia (especially HK and Singapore) prefer to work at a company with high level of CSR and strive to serve a greater good in their future career.• Opportunities to be relocated abroad have also grown in importance for Asian students since last year, together with having an international career.IT talent has its eyes set on banks and management consulting firms• IT professionals at banks tend to be paid more than employees in similar roles outside of the financial industry, and this fact doesn’t go unnoticed by the IT students.• As banks and management consulting firms ramp up their investments in technology and increase their IT recruitment numbers, ‘IT pros’ select banks as their ideal employers more frequently than in the past.Investing in the future• Like their counterparts in the West, Asian Students are gravitating towards employers that will help them acquire the professional training and development needed to excel in their careers and make them more employable in the future recruitment market. 31
    32. 32. THE MOST ATTRACTIVE INDUSTRIES TO BUSINESS STUDENTS 1. Banks 1. Engineering and manufacturing 2. Financial Services 2. Automotive 3. Auditing and Accounting 3. Telecommunication Services 4. Management consulting 4. Aerospace and defense 5. Public sector & Governmental Agencies 5. Hardware equipment1. Banks2. Auditing and Accounting 1. Banks3. Financial Services 2. Financial Services4. Management consulting China 3. Auditing and Accounting5. Business services and operational 4. Business services and operational consulting consulting 5. Travel and leisure Japan Hong Kong 1. Engineering and manufacturing 2. Chemicals India 3. Aerospace and defence 4. Industrial engineering 5. Pharmaceuticals and biotech Singapore 1. Banks 1. Financial services 2. Financial Services 2. Investment banking 3. Auditing and Accounting 3. Accounting (public) 4. Business services and operational consulting 4. Private banking 5. Travel and leisure 5. Hotel/restaurant/tourism/hospitality 1. Engineering and manufacturing 1. Engineering/manufacturing 2. Banks 2. Academic research 3. Public sector and Governmental Agencies 3. Chemical/petroleum 4. Educational and research institutions 4. Engineering consulting 5. Construction and materials 5. Government/public service 32
    33. 33. THE MOST IMPORTANT CAREER GOALS What career goals do you hope to attain within three years of graduation? Top Career Goal Trends in APAC Business Engineering 1. To have work/life balance 1. To have work/life balance 2. To be secure or stable in my job 2. To be secure or stable in my job 3. To be a leader or manager of people 3. To be a technical or functional expert 4. To have an international career 4. To be a leader or manager of people Differences do occur on a country by country basis in the ordering of the above career goals and the addition of country-specific career goals. Local Differences – Business: Local Differences – Engineering: China: To be competitively and intellectually challenged China: To be entrepreneurial or creative/innovative Japan: To be autonomous or independent Japan: To have international career Hong Kong/Singapore: To be dedicated to a cause or to Hong Kong: To be autonomous or independent feel that I am serving a greater good Singapore: To be dedicated to a cause or to feel that I am India MBA: To be competitively and intellectually serving a greater good challenged India Eng: To have international career33 33
    34. 34. ASIAN STUDENTS’ IDEAL EMPLOYERS My IDEAL™ Firm is associated with. . . Business Engineering 1. Professional training and development (Job 1. Will enable me to have good work/life balance Characteristics) (People & Culture) 2. Good reputation (Employer Reputation & Image) 2. Professional training and development (Job 3. Will enable me to have good work/life balance Characteristics) (People & Culture) 3. Good reputation (Employer Reputation & Image) 4. Good prospects for high future earnings 4. Offers a creative and dynamic work environment (Remuneration & Advancement Opportunities) (People & Culture) Differences do occur on a country by country basis in the ordering of the above and the addition of country-specific preferred industries. Local Differences – Business: Local Differences – Engineering:  China: Good reference for future career China: Good prospects for high future earnings (Remuneration & Advancement Opportunities) (Remuneration & Advancement Opportunities)  Japan: Secure employment (Job Characteristics) Japan: Good reference for future career (Remuneration &  Hong Kong/Singapore: Has leaders who will support Advancement Opportunities) my development (People & Culture) Hong Kong: Challenging work (Job Characteristics)  India: Good reference for future career (Remuneration Singapore: Good prospects for high future earnings & Advancement Opportunities) (Remuneration & Advancement Opportunities) India: Challenging work (Job Characteristics) 3434
    35. 35. EXPECTED ANNUAL SALARY 35
    36. 36. SINGAPORE Business/Commerce Engineering 2010 2009 2010 2009Employer Employer Rank Percent Rank Rank Percent RankSingapore Airlines 1 17.71% 2 Singapore Airlines 1 18.72% 3Barclays 2 17.14% 4 ExxonMobil 2 18.71% 1J.P. Morgan 3 15.78% 8 Shell 3 16.78% 4Goldman Sachs 4 15.65% 1 Google 4 13.91% 2Credit Suisse 5 15.10% 6 GSK (GlaxoSmithKline) 5 12.49% 5Deutsche Bank 6 14.19% 3 Ministry of Education 6 8.85% 10Google 7 13.98% 9 Pfizer 7 8.49% 8PricewaterhouseCoopers 8 12.71% 10 Procter & Gamble 8 7.81% 9The Walt Disney Company 9 12.70% new Keppel Corporation 9 7.35% 11MAS Monetary Authority of Singapore 10 11.42% 11 DSO Defence Science Organisation 10 7.34% 6Procter & Gamble 11 11.10% 17 ST Engineering 11 7.14% 14Ernst & Young 12 10.05% 16 3M 12 6.73% 7Morgan Stanley 13 9.32% 14 Microsoft 13 6.18% 12KPMG 14 9.20% 24 IBM 14 6.02% 13Citi 15 9.14% 27 LOréal 15 5.92% 25 36
    37. 37. CHINA Business/Commerce Engineering Rank 2011 2007 2010 2011 2010Employer Employer Rank Percent Rank Rank Percent RankBank of China 1 16.09% 1 SGCC 1 12.31% 2Procter & Gamble 2 12.48% 3 China Mobile 2 11.00% 1China Mobile 3 11.34% 2 General Electric 3 9.13% 14China Development Bank 4 10.44% 7 Google 4 8.53% 5ICBC 5 9.73% 5 PetroChina Company 5 8.44% 4CICC 6 9.24% 4 Huawei 6 8.42% 7Citi 7 8.74% 8 Procter & Gamble 7 7.79% 11SGCC 8 8.09% 10 Apple 8 7.13% 13HSBC 9 7.66% 6 China FAW Group 9 6.89% 9PetroChina Company 10 7.62% 14 CGNPC 10 6.75% 3China Construction Bank 11 7.32% 11 Sinopec 11 6.50% 6Apple 12 7.29% 16 Baidu 12 6.11% 12China Merchants Bank 13 6.96% 9 Microsoft 13 5.41% 10PricewaterhouseCoopers 14 6.27% 12 Volkswagen 14 5.32% 22Morgan Stanley 15 6.16% 18 Siemens 15 5.18% 17 37
    38. 38. HONG KONG Business/Commerce Engineering Rank 2007 2011 2010 2011 2010Employer Employer Rank Percent Rank Rank Percent RankHSBC 1 29.60% 2 HKSAR Government 1 48.41% 1HKSAR Government 2 27.10% 1 MTR Corporation 2 28.42% 2J.P. Morgan 3 18.01% 3 Airport Authority Hong Kong 3 17.40% 6Morgan Stanley 4 16.43% 14 Cathay Pacific Airways 4 15.07% 5Swire Group 5 13.10% 16 HSBC 5 14.54% 3KPMG 6 12.84% 5 Google 6 12.96% 4Cathay Pacific Airways 7 12.71% 9 Swire Group 7 12.12% 8Bank of China (Hong Kong) Ltd. 8 12.45% 8 Hongkong Electric 8 8.04% 48Goldman Sachs 9 11.99% 7 Microsoft 9 8.04% 10MTR Corporation 10 11.95% 11 CLP Group 10 7.86% 16Hang Seng Bank 11 11.41% 13 Bank of China (Hong Kong) Ltd. 11 7.44% 43Hong Kong Monetary Authority 12 11.33% 4 Hong Kong Disneyland 12 6.50% 27Deloitte 13 10.80% 12 Hong Kong Monetary Authority 13 6.27% 18Google 14 10.65% 6 Towngas 14 6.05% 11Airport Authority Hong Kong 15 9.71% 15 The Hong Kong Jockey Club 15 5.80% 13 38
    39. 39. JAPAN Business Engineering 2011 Rank 2010 2011 2010Employer 2007 Employer Rank Percent Rank Rank Percent RankBank of Tokyo-Mitsubishi / UFJ Panasonic Corporation 1 13.04% 1 1 13.12% 4Bank Sony 2 12.75% 2Mitsubishi Corporation 2 10.95% 1 Toyota Motor 3 8.76% 6Mizuho Bank 3 10.77% 8 Ajinomoto 4 8.56% 5Mitsui & Co. 4 8.16% 9 Suntory 5 8.06% 12Sony 5 8.11% 5 Sharp 6 8.01% 3Itochu Corporation 6 7.98% 10 Hitachi 7 7.99% 14Nintendo 7 7.92% 3 Central Japan Railway 8 7.87% 13Suntory 8 6.74% 11 East Japan Railway 9 7.61% 11Panasonic Corporation 9 6.45% 6 Canon 10 7.21% 9Google 10 6.21% 2 Toshiba 11 7.20% 8KPMG 11 5.67% 16 Otsuka Pharmaceutical 12 6.61% 19Deloitte 12 5.67% 15 Honda Motor Company 13 6.59% 4All Nippon Airways 13 5.65% 12 Google 14 6.45% 7Ajinomoto 14 5.22% 29 Nintendo 15 5.66% 10Dentsu Incorporated 15 5.11% 20 39
    40. 40. INDIA Business/Commerce Engineering 2011 2010 2011 2010Employer Employer Rank Percent Rank Rank Percent RankICICI Bank 1 13.02% 2 Google 1 16.67% 1Google 2 10.27% 1 Microsoft 2 13.83% 3State Bank Of India 3 9.92% 4 IBM 3 11.96% 2HDFC 4 9.40% 6 Infosys 4 11.88% 4Microsoft 5 8.98% 5 Intel 5 9.12% 5BMW 6 7.62% 10 BMW 6 8.90% 11Infosys 7 7.62% 8 Tata Consultancy Services 7 8.72% 8Reserve (Central) Bank Of India 8 6.82% 15 L&T 8 7.78% 9IBM 9 6.74% 11 Wipro 9 6.98% 6KPMG 10 6.34% 50 Accenture 10 6.75% 18Nokia 11 6.29% 3 Nokia 11 6.56% 12Axis Bank 12 6.04% - Oil & Natural Gas Corporation 12 6.46% 23Tata Consultancy Services 13 5.77% 17 Indian Oil 13 6.26% 21HSBC 14 5.61% 7 NTPC 14 6.25% -Wipro 15 5.32% 14 Tata Motors 15 6.16% 19 40
    41. 41. 1. WHO ARE WE 2. TALENT TRENDS IN APAC 3. NEW TREND – OVERSEAS TALENT SOURCING 4. WHY EMPLOYER BRANDING MATTERS 5. WHAT ASIAN STUDENTS WANT IN THEIR IDEAL EMPLOYER6. HOW TO EFFECTIVELY WORK WITH YOUR EMPLOYER BRAND
    42. 42. WE ADVOCATE TO WORK STRATEGICALY Talent Strategy & Employer Branding plan • Increase attractiveness of Workforce plan critical countries • Increase focus on young • +1.200 professionals Engineers • Repositioning Business plan • +300 Sales towards Reps innovation, growt • +150 h and Developers responsibility• Growth +30% • ...in • Increase• Profit +35% Brazil, Argentina retention in• Geographic expansion and Chile mature markets• New service areas• From product focus to 42 solution focus
    43. 43. EVOLVE FROM TACTICAL TO STRATEGICAL What is important and relevantAre we attractive enough? Are our for your target groups? What activities effective in building a makes an employer attractive?strong brand internally as well as externally? Performance Market Measurement Intelligence Strategy Strategy Execution Development How can the strategy be What should you emphasize in translated into a compelling the communication to maximize creative concept? its effectiveness? Where is a Communi- repositioning needed to create cation plan the desired employer image? How should we communicate the employer offering to the target group? How can we execute effectively? 43
    44. 44. HOW TO OWN YOUREMPLOYER BRAND IN 7 STEPS IMPLEMENT AND MONITOR YOUR KPIS MEASURE YOUR ATTRACTIVENESS DIVE INTO THE MIND OF YOUR TALENT GROUP ANALYSE YOUR IMAGE AS AN EMPLOYER FIND OUT HOW TO COMMUNICATE EFFICIENTLY SET YOUR UNIQUE SELLING POINTSUNDERSTAND YOUR TARGET GROUP 44
    45. 45. 1. UNDERSTAND YOUR TARGET GROUPEMPLOYER REPUTATION & IMAGE JOB CHARACTERISTICSThe attributes of the employer as an organization The contents and demands of the job, including the learning• Attractive/exciting products and services opportunities provided by the job• Fast-growing or entrepreneurial • A variety of assignments• Financial strength • An attractive geographic location• Good reputation • Challenging work• High ethical standards • Control over my working hours• High level of Corporate Social Responsibility • Flexible working conditions• Innovative products and services • High level of responsibility• Inspiring top management • Opportunities for international travel• Market success • Opportunities for relocation abroad• Prestige • Professional training and development • Secure employmentPEOPLE & CULTURE REMUNERATION & ADVANCEMENT OPPORTUNITIESThe social environment and attributes of the work place The monetary compensation and other benefits, now and in• Has a culture that is accepting towards minorities the future• Has a culture that respects my individuality • Clear path for advancement• Has a culture that supports equality between the sexes • Competitive base salary• Has leaders who will support my development • Competitive benefits• Offers a comfortable physical work environment • Good possibilities for rapid promotion• Offers a creative and dynamic work environment • Good prospects for high future earnings• Offers a friendly work environment • Good reference for future career• Offers interaction with international clients and • Leadership opportunities colleagues • Overtime pay/compensation• Recruits only the best talent • Performance-related bonus• Will enable me to have good work/life balance • Sponsorship of future education 45
    46. 46. 2.SET YOUR UNIQUE IDENTITY THE PERCEPTION SELLING POINTS OF YOU AS AN EMPLOYER BY YOUR CURRENT EMPLOYEES STRENGTH PROFILE OF YOUR THE IMAGE YOU ARE TRYING TO EMPLOYER COMMUNICATE BRANDIMAGE /PREFERENCESTHE EXTERNAL VIEWAND POSITION OFYOUR COMPANY 46
    47. 47. 3. FIND OUT HOW TO COMMUNICATE EFFICIENTLY EDITORIAL MAGAZINESRANKING GUIDES CORPORATE WEBSITES & THEME SOCIAL MEDIA GUIDES & STUDENT MAGAZINES OFFLINE & VIDEO ONLINE EVENTS 47
    48. 48. 4. UNDERSTAND YOUR IMAGE AS AN EMPLOYER Average association for all employers Average Importance importanceto the target of the group attributes within the driver Associations 48
    49. 49. 5. DIVE INTO THE MIND OF YOUR TARGET GROUP Understand in- Test depth some of your communication & your materials competitor’s associations Validate your Discover how unique selling talent perceivespoints (internally & your internships & externally) trainee programs Understand why potential candidates accept or decline your 49 offer
    50. 50. 6. MEASURE YOUR ATTRACTIVENESSDO YOU HAVE YOUR TALENT GOAL SET? TALENT ATTRACTION STRATEGYDOES TALENT KNOW WHO YOU ARE? FAMILIARITYWOULD THEY CONSIDER WORKING FOR YOU? CONSIDERATIONARE YOU AN IDEAL EMPLOYER? DESIREHAVE THEY APPLIED OR WILL THEY APPLY TO YOU? APPLICATIONARE YOU MEETING YOUR ACCEPTANCE LEVELS? ACCEPTANCEDO YOU HAVE A RETENTION STRATEGY IN PLACE? RETENTION STRATEGY 50
    51. 51. 7. IMPLEMENT AND MONITOR YOUR KPISEMPLOYER BRANDING DASHBOARD EB DASHBOARD PLUS INTERNAL KPIs • Focus on Employer Branding KPIs only • Additional KPIs based on internal data • Overall attractiveness, conversion through the • Focus on Employer Branding and in recruitment funnel and brand perception addition on rather operational KPIs • Goals for all KPIs regarding recruiting and communication channels • Examples: Time to fill, candidates per channel etc. 51
    52. 52. ARE YOUREADYTO DIGDEEPERINTO YOUREMPLOYER BRAND? RACHELE FERRI RACHELE.FERRI@UNIVERSUMASIA.COM WWW.UNIVERSUMGLOBAL.COM

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