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Employer Branding: HR's responsibility alone?

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Employer Branding: HR's responsibility alone?

  1. 1. WWW.UNIVERSUMGLOBAL.COMclick hereEmployer Branding: HR’s Responsibility Alone?8th May 2013Rachele Focardi, SVP Employer Branding and Talent Strategy - APAC
  2. 2. 1.22. The Asian Talent Landscape3. Understanding Employer Branding – What is it? Why is itnecessary?4. Who’s doing it best?5. Employer Branding – Whose responsibility is it?6. Approaching Employer BrandingIntroduction to UniversumAgenda
  3. 3. 3WHO WE AREPresent around the worldUniversum has been helping the world’s leadingcompanies strengthen their Employer Brands for thepast 25 years. We employ approximately 200 peoplewith regional offices in New York City (Americas), Basel(Europe), Singapore (APAC) and Stockholm (Nordics).Global leader in employer brandingWe serve more than 1,200 clients, including themajority of Fortune 100 companies, and annuallypublish the World’s Most Attractive Employers.Provide insights and knowledgeWe survey over 400,000 students andprofessionals annually in close to 30 countries.The surveys are the foundation of our IDEALEmployer Rankings which are published aroundthe world in partnership with the New YorkTimes, Le Monde, BusinessWeek and otherpublications.Spread the wordWe publish more than 150 career publications in10 countries and have 10 career sites with over1,500,000 visitors/month. We organize 40 eventswith over 3,000 participants in 14 countries.INTRODUCTION TO UNIVERSUM
  5. 5. WHAT WE REPRESENTUniversum has close to 25 yearsof experience in employerbranding research and consulting,built upon tested and provenframeworks.Universum annually surveysover 400,000 students andyoung professionals to provideinsights about their preferences,communications habits andperceptions of potentialemployers – through quantitativeas well as qualitative research.Universum is a trusted strategicpartner that helps clients aroundthe world develop, improve andimplement employer brandingstrategies and activities with fullytailored solutions.Universum is the thoughtleader in employer brandingwith local experts in research,consulting and communicationsolutions.Universum’s unique global reachensures the comparability of dataacross countries and offers high-quality local insights based onexperience and market knowledgeof our local experts.Universum employs smart,friendly and professionalexperts and consultants whowork with our clients in long-termpartnerships.,INTRODUCTION TO UNIVERSUM5
  6. 6. WHO WE WORK WITHSome of the world’s most attractive employersSome of the world’s most trusted publishers6INTRODUCTION TO UNIVERSUM
  7. 7. 2.73. Understanding Employer Branding – What is it? Why is itnecessary?4. Who’s doing it best?5. Employer Branding – Whose responsibility is it?6. Approaching Employer Branding1. Introduction to UniversumThe Asian Talent LandscapeAgenda
  8. 8. APAC – KEY SOURCE OF FUTURE TALENTOver the next 3 years, employers areexpecting significant recruitment growth inAsia Pacific, but many of them are notprepared and view those same markets asmost challenging.Southeast Asia will experience thelargest recruitment growth over the next3 yearsAsia Pacific will be the mostchallenging region with respect tosourcing ideal talents1/3 of employers do not have strongrecruiting presence in those marketsat this timeFuture Expectations per region/market8THE ASIAN TALENT LANDSCAPE
  9. 9. TALENT: CRITICAL PRESSURE POINTSTHE ASIAN TALENT LANDSCAPEDouble the recruitment activity,but only half growth driven –higher in new emerging marketsRising people costsHard to retain talent – one in fiveleaves after year oneDemographic shifts, particularlyin Japan and SingaporeLarge scale skills mismatch – outdatedstrategies for education and trainingShortage of qualified employeesHR functions are mainly operationaland non-strategicMillennial trends seen in Asianstudents and young professionalsinfluence employer selectionSOURCE: PWC’S BREAKING OUT OF THE TALENT SPIRAL REPORTCOMPLEXITY9
  10. 10. THE GLOBAL MILLENNIAL TAKEOVER2.3 Billion Population worldwide!Turnover rate twice of olderworkersFor an organization of 1000sof people the cost ofreplacing millennials couldbe millions annually50 %• Would ratherhave no jobthan a job theyhate80%• Think theydeserve morerecognitionthan they get75%• Are notcompletelysatisfied withtheir jobs33%• Chooserecognitionover higherpay90%• Think theydeserve theirdream jobTHE ASIAN TALENT LANDSCAPE10
  11. 11. 1978 - 2002Millenials bornMillenials enter universityMillenials enter the job forceMillenials bornMillenials enter universityMillenials enter the job forceEurope& APACUnitedStates1996 - 20202000 - 20241986 - 20102004 - 20282008 - 2032THE MILLENNIALS TIMELINE: US VS. EUROPE & APACTHE ASIAN TALENT LANDSCAPE11
  12. 12. GenerationX Strive for work/life balanceView work as “just a job”Adoptive and responsive to changePrefer informal workplaceMe attitudeStreet SmartCautious in giving trust and loyaltyPessimistic and critical of Governmentand Public InstitutionsLook to their peers for adviceTechno savvyTheMillennialsAssume they will have work/lifebalanceBelieve that through their work theycan make a difference and valuecreativity in their workUsed to plan everything and are not ascomfortable with change anduncertainlyLike an informal workplace but not thelack of structure that comes with itWe attitudeSavvyTeamwork oriented, optimistic and “noone left behind” attitudeHopeful about the future and eager totake on the world through the publicsectorHelicopter parents/ trophy childrenValue social and corporateresponsibility and high ethicalstandardsCareer-minded and internet-connectedGenXerS vs. The MillennialsTHE ASIAN TALENT LANDSCAPE12
  13. 13. Technology-savvyAbility to collaborateAchievement-orientedMultitasking capabilitiesConfidenceOptimismMorality/Civic dutyNeed for supervisionand structureInexperienced,particularly withhandling difficult issuesLess likely to takecareer risksInvolvement of familyLack of “resilience”MILLENIALS’ CHARACTERISTICSTHE ASIAN TALENT LANDSCAPE13
  14. 14. GEN Y IN SINGAPOREThey demand the curriculum to be interactive and funGen Y’s are mostly intrinsically motivated27% of Gen Y’s are undecided in profession of choiceGen Y prefers an unconventional approachThe female gender, topping the male cohort by about 20,000Gen Y makes up 22% of the population, working out to 833,300THE ASIAN TALENT LANDSCAPE14
  15. 15. 3.154. Who’s doing it best?5. Employer Branding – Whose responsibility is it?6. Approaching Employer Branding1. Introduction to Universum2. The Asian Talent LandscapeUnderstanding Employer BrandingAgenda
  16. 16. IS EMPLOYER BRANDING PART OF YOUR HR STRATEGY?Yes, 63%No, 14%Unsure, 23%According to your responses to a pre-event survey:UNDERSTANDING EMPLOYER BRANDING16
  17. 17. IMPORTANCE OF A STRONG EMPLOYER BRANDThis is an example text. Go ahead and replace it with your own textEmployer Branding has becomestrategicCommunications integration,consistency and efficiency are keyGlobal sourcing on the riseSecuring a diverse workplace is crucialfor business successLifelong relations with talent becomingthe norm12345Differentiation – difficult, yet crucial6Over 83% of CEOs expected lastyear to change their firm’s talentmanagement strategy by todayUNDERSTANDING EMPLOYER BRANDING17
  18. 18. WHY ENGAGE IN EMPLOYER BRANDING?Global sourcing on the riseOver 83% of CEOs expected lastyear to change their firm’s talentmanagement strategy by today75% works withemployer brandingwith a strategicperspective**(69% ROW)*Linkedin Whitepaper, Why Your Employer Brand Matters, 2012**Talent Attraction Barometer 2012 Nordics vs. ROW, (How does you organization approach employer branding?)The cost per hire is over 2 times lower forcompanies with strong employer brands*Companies with a strongeremployer brand have a28 % lower turnover ratethan companies with aweaker employer brand*Research shows that a company’semployer brand is twice as likely todrive job considerationas its company brand*UNDERSTANDING EMPLOYER BRANDING18
  19. 19. WHY ENGAGE IN EMPLOYER BRANDING?Strategically develop acohesive employer brandreflecting vision for thefuture and long-term talentmanagement 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% higherprofitabilityHaving employeeslive and breatheyour employerbrand is the bestway to raise brandawarenessUNDERSTANDING EMPLOYER BRANDING19
  20. 20. WHY ENGAGE IN EMPLOYER BRANDING?2009 2010 2011British PetroleumChosen as Ideal Employer in the USBP Oil Spill-25%2009 2010 2011 2012British PetroleumChosen as Ideal Employer in the USBP Oil Spill30%UNDERSTANDING EMPLOYER BRANDING20
  21. 21. LONG-TERM, STRATEGIC AND ALIGNED TO BUSINESS STRATEGYSOURCE: UNIVERSUM TALENT ATTRACTION BAROMETER SURVEY 2012Q. How does your organization approachemployer branding?Q. Is your talent strategy aligned to yourbusiness plan and recruitment needs?UNDERSTANDING EMPLOYER BRANDING21
  22. 22. EMPLOYER BRANDING IS A STRATEGIC 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/segmentpreferencesBuild engagement and increase performanceVery Important 4 3 2 Not ImportantUNDERSTANDING EMPLOYER BRANDING22
  23. 23. WHY DO COMPANIES SUCCEEDEmployers who find talent – success factors:76 %61 %54 %52 %52 %34 %Our employer reputation and image are attractiveThe people and culture of the organisation are attractiveWe know how and where to target themWe have made them aware of us and our employer offeringsThe characteristics of the job appeal to the target groupOur remuneration and advancement opportunities arecompetitiveUNDERSTANDING EMPLOYER BRANDING23
  24. 24. WHY DO COMPANIES STRUGGLE54 %46 %32 %18 %16 %12 %They are unaware of us and our employer offeringsOur employer reputation and image are not attractiveenoughOur remuneration and advancement opportunities arentcompetitive enoughWe do not know how and where to target themThe characteristics of the job dont appeal to the targetgroupThe people and culture of the organisation arent attractiveenoughEmployers struggling to find and attract the right talent fail on:UNDERSTANDING EMPLOYER BRANDING24
  25. 25. 4.255. Employer Branding – Whose responsibility is it?6. Approaching Employer Branding1. Introduction to Universum2. The Asian Talent Landscape3. Understanding Employer BrandingWho’s doing it best?Agenda
  26. 26. WHO’S DOING A GREAT JOB WITH EMPLOYER BRANDING?According to your responses to a pre-event survey:TOP EMPLOYER BRANDS26
  27. 27. TOP EMPLOYER BRANDS IN SINGAPOREBusiness Category Employer RankGoldman Sachs 2Singapore Airlines 3J.P. Morgan 4Credit Suisse 5Barclays 6Deutsche Bank 7MAS - Monetary Authority of Singapore 8Singapore Tourism Board 9DBS Development Bank of Singapore 10PwC 11Morgan Stanley 12HSBC 13Citi 14The Walt Disney Company 15OCBC Bank 16Unilever 17Bloomberg 18McKinsey & Company 19United Overseas Bank (UOB) 20TOP EMPLOYER BRANDS27
  28. 28. TOP EMPLOYER BRANDS IN SINGAPOREEngineering / Natural Sciences Category Employer RankExxonMobil 2Singapore Airlines 3Google 4Rolls-Royce 5Defence Science & Technology Agency 6GSK - GlaxoSmithKline 7Ministry of Health 8Shell 9DSO Defence Science Organisation 10Keppel Corporation 11Microsoft 12Singapore Technologies Engineering 13Procter & Gamble 14Ministry of Education 15The Walt Disney Company 16Boeing 17Barclays 18Samsung 193M 20TOP EMPLOYER BRANDS28
  29. 29. TOP EMPLOYER BRANDS IN SINGAPOREIT Category Employer RankMicrosoft 2Electronic Arts 3IBM 4Accenture 5Barclays 6Credit Suisse 7Lucasfilm 8Sony 9Intel 10Singapore Airlines 11J.P. Morgan 12Samsung 13Goldman Sachs 14The Walt Disney Company 15Cisco Systems 16Dell 17TECMO KOEI Singapore 18IKEA 19MediaCorp 20Full rankings are available at EMPLOYER BRANDS29
  30. 30. 5.301. Introduction to Universum2. The Asian Talent Landscape3. Understanding Employer Branding4. Who’s doing it best?Employer Branding – Whose responsibility is it?Agenda6. Approaching Employer Branding
  31. 31. HISTORICAL DEVELOPMENT OF EMPLOYER BRANDINGGeneral EBDemographictargetingPersonality/FitevaluationTimeSegmentationEMPLOYER BRANDING – WHOSE RESPONSIBILITY?31
  32. 32. DatingEmployer branding is NOT…EMPLOYER BRANDING – WHOSE RESPONSIBILITY?32
  33. 33. DatingDatingTalking Asking outCourting MarryingFlirtingRe-marryingEMPLOYER BRANDING = LONG-TERM RELATIONSHIPEmployer branding is …EMPLOYER BRANDING – WHOSE RESPONSIBILITY?33
  34. 34. HOW EMPLOYER BRANDING FIT INTO THE CORPORATE STRATEGYYour overallcorporatemission andobjectiveYour overallbrandstrategyYour aspired cultureYour productstrategiesYour peoplestrategyYour employerbrand strategySO WHO RUNS EMPLOYER BRANDING?EMPLOYER BRANDING – WHOSE RESPONSIBILITY?34
  35. 35. WHOSE RESPONSIBILITY IS IT?46%30%57%48%49%51%45%11%11%17%19%28%31%51%0% 20% 40% 60% 80% 100%OtherAdvertisingInternal / Employee CommunicationsPublic RelationsCorporate CommunicationsMarketing / Marketing CommunicationsHuman ResourcesPrimary ResponsibilityStakeholderSOURCE: “THE GROWING VALUE OF EMPLOYER BRANDS”. BERNARD HODES GROUP. (APRIL 2012)EMPLOYER BRANDING – WHOSE RESPONSIBILITY?35
  37. 37. PROFILES OF THE EMPLOYER BRANDING TEAMGlobal Lead – Employer Brand andMarketingPrevious experience:• Employer brand and marketingconsultant• Head of Employer Brand & Marketing –Asia Pacific• Marketing and CommunicationsManagerHR Director, Global Talent Acquisition &Employer Branding / Talent DevelopmentPrevious experience:• Global Supply Chain InternalCommunications Manager• HR Manager• Recruitment SpecialistEMPLOYER BRANDING = ART & SCIENCE OF HR AND BRANDING/MARKETINGEMPLOYER BRANDING – WHOSE RESPONSIBILITY?37
  39. 39. 6.391. Introduction to Universum2. The Asian Talent Landscape3. Understanding Employer Branding4. Who’s doing it best?5. Employer Branding – Whose responsibility is it?Approaching Employer BrandingAgenda
  40. 40. INFLUENCE YOUR EMPLOYER BRAND IN THE RIGHT DIRECTIONALL EMPLOYERSHAVE AN EMPLOYERBRAND.Even if employers don’tactively control the brand, itexists and it influenceswhether or not students andyoung professionals choosethe employer.THE BRAND HAS ANINTERNAL ANDEXTERNALPERSPECTIVE.Not only does a strongemployer brand help attractfuture employees, it alsocreates an internalidentity, and that increasesloyalty, engagement andretention.THE CORE OF THEBRAND IS THE EVP.To influence thebrand, employers need anEmployer Value Proposition(EVP) that isattractive, true, credible, distinct and sustainable.AN EFFECTIVESTRATEGY NEEDS ASOLID FOUNDATION.It is important that the EVP isdeveloped using in-depthresearch about currentemployees, management andexternal talent groups, in orderto create acompelling, sustainable andeffective brandAPPROACHING EMPLOYER BRANDING*Employer branding is the strategy companies use to achieve their desired appeal oncurrent and future ideal talent.40
  41. 41. DEFINING THE EMPLOYER VALUE PROPOSITIONProfileIdentityImageProfile“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 STUDENTSURVEYS41APPROACHING EMPLOYER BRANDING41
  42. 42. APPROACHING EMPLOYER BRANDINGDEFINING THE EMPLOYER VALUE PROPOSITIONWHAT IS THE EVP?The EVP is a unique set ofofferings, associations and values that willpositively influence the most suitable targetcandidates and the internal target groups. The EVPprovides attributes and themes that can be used asa long-term foundation and framework for yourbranding and creative approaches.The EVP development is strategic.WHAT IS IT NOT?The EVP is not a tag line or a visual expression. Itis the underlying content that is then transformedinto messages, ads and a communicationstrategy targeted at different talent groups andcountries. The choice of words, images andchannels will depend on the target group and mightvary across countries.The EVP implementation is operational.42
  43. 43. OUR APPROACH TO STRATEGIC EMPLOYER BRANDINGAPPROACHING EMPLOYER BRANDINGAre your activitieseffectively building astrong brand? Areyou attractive enoughto meet yourrecruitment needs?What is importantand relevant to yourtarget groups?What makes anemployerattractive?What impressions docurrent employeeshave? What areperceived as strengthsand weaknesses?How can you improveyour career websiteand ads? Is yourintended messagebeing communicatedeffectively?What should youemphasize in thecommunication to maximizeits effectiveness? What doyou need to reposition tocreate your desiredemployer image?How should youcommunicate the employeroffering to the targetgroup? What channels aremost effective?43
  44. 44. MY PROFILEwww.universumglobal.comRachele.Focardi@universumasia.comAfter six year of working with the Asian market, Rachele finallyrelocated to Singapore in 2011 to help global and local organizationsbuild, strengthen and localize their Employer Brand across theregion.Rachele discusses global and regional recruitment trends around theglobe (most recently in China, Singapore, ThePhilippines, Thailand, Dubai, UK, Sweden, India, Canada and theUnited States).Rachele leads workshops with the HR, Marketing andCommunications Executives helping them to redefine, strengthen andlocalize their Employer Value Proposition to better resonate among alltarget audiences.Rachele advises the largest organizations in the world helping themto maximize and leverage their strengths as an employer and to laythe foundation for successful development of employer brandingstrategies.44