1. WWW.UNIVERSUMGLOBAL.COM
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Masterclass: Harmonizing A Multigenerational Workforce With
One Employer Brand
By Rachele Focardi, SVP, Employer Branding and
Talent Strategy - APAC

2. Which Generation Do You Belong To?
Baby Boomers
(born between
1946 and 1964)
Generation X
(born between
1965 - 1980)
Generation Y
(born after 1980)
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3. A
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1. Overview about Universum
2. Understanding the Multigenerational Workforce
• What are the differences between Generation Y talents and their
predecessors
• What are the challenges employers face in attracting and
retaining them (especially the Generation Ys)
3. Creating One Attractive Employer Brand to All Generations of Talent
• What are the steps to go about develop the employer brand
• How to ensure consistency in communicating the employer brand
Agenda

4. 1.
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2. Understanding the Multigenerational Workforce
3. Creating One Attractive Employer Brand to All Generations of Talent
Overview about Universum
Agenda

5. With over 25 years of experience
researching the field of employer
branding, Universum is a recognised
world leader with tried and tested
frameworks.
Universum annually conducts
quantitative and qualitative research
with over 400.000 talented individuals
to gather insights into their career
preferences, communication habits and
their perception of potential employers.
For our clients around the
world, Universum is a trusted partner
providing solutions and services to
develop, improve and implement
tailored employer branding strategies.
Universum is the thought leader in
employer branding, with local experts in
research, consulting and
communication solutions, offering high-
quality insights.
Universum’s unique global reach
ensures the comparability of research
results across markets. We partner with
more than 1.700 of the top academic
institutions in the world.
Universum employs smart, friendly and
professional experts and
consultants, who work with our clients
in long-term partnerships.
WHO WE ARE
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6. Attracting and recruiting the right people is a challenging task. If you fail to understand your target
audience you risk spending time and money communicating things that are not resonating with
candidates.
Universum conducts annual talent surveys – among students and professionals - in about 30 countries
around the globe.
NAM
LATAM
APAC
SEA
EMEA
Argentina
Brazil
Canada
Costa Rica
Dominican Republic
Mexico
USA
Austria
Belgium
Bulgaria
Denmark
Finland
France
Germany
Hungary
Italy
Netherlands
Norway
Poland
Romania
Russia
Spain
Sweden
Switzerland
UK
Ukraine
Australia
China
Hong Kong
India
Indonesia
Japan
Malaysia
Philippines
Singapore
South Korea
Vietnam
Thailand
Taiwan
New Zealand
Algeria
Central Africa
Egypt
Lebanon
Morocco
Pakistan
Saudi Arabia
South Africa
Tunisia
Turkey
UAE
OUR GLOBAL FOOTPRINT
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7. Our clients and media partners
Some of the world‟s most attractive employers
Some of the world‟s most trusted publishers
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8. 2.
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3. Creating One Attractive Employer Brand to All Generations of Talent
1. Overview about Universum
Understanding the Multigenerational Workforce
Agenda

9. EXERCISE: GOING BACK IN TIME…
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10. Gen Y born
Gen Y enter university
Gen Y enter the job force
Gen Y born
Gen Y enter university
Gen Y enter the job force
Europe
& Asia
Pacific
United
States
Generation Y Timeline: US vs Europe vs Asia Pacific

11. What Caused Generational Differences Among Talents
Sources: “Harnessing the potential of Singapore’s multi-generational workforce”. TAFEP
“Understanding and leveraging generational diversity for organizational success”. Kelly Services.
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• Population boom after
WWII/Cold War
• Widely associated with
privilege (in Europe and
North America)
• First generation to grow up
with the television
• Idealism, rights
(minorities, women etc.)
Baby Boomers (born 1947-
1964)
• Decline in population growth
• Era of political
corruption, economic
inflation and recession
• Political developments in
South East Asia
• Increasing racial and ethnic
diversity
• Emergence of the first PC
(1981) during their
childhood/teenage years
Generation X (born 1965-
1980)
• First generation to grow up
with computers, followed by
the Internet (with the rise of
social media from late 90s)
• Concerns over global issues
such as global
warming, terrorism
• Technology pervades
environment (enhances
mobility), social habits
change
• Smaller family nucleus
Generation Y (born after
1980)

12. What Are The Differences Across Different Generations of Talents
Baby Boomers Generation X Generation Y
On Values and
Attitudes
Personal growth and
social involvement,
personal gratification,
optimism
Self-reliance and
pragmatism, view
luxury goods as sign
of social status,
cynical
Grew up in relative
affluence; greater
spending power,
optimism, morality,
sociability, civic duty
On Education Possible to work their
way up with little formal
education
Placed more
emphasis on
education
Placed importance on
obtaining a degree
Work is… “An adventure”
Hierarchical,
regimented work style,
Work and family life is
unbalanced
“A challenge”
Believed in work-life
balance, though
hours rarely
mattered as long as
work got done
“A fulfillment”
Work-life balance a
necessity, used
technology to
challenge traditional
schedule
Sources: “Harnessing the potential of Singapore’s multi-generational workforce”. TAFEP
“Understanding and leveraging generational diversity for organizational success”. Kelly Services.
What’s work-
life balance?
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13. GenerationX Strive for work/life balance
View work as “just a job”
Adoptive and responsive to
change
Prefer informal workplace
Me attitude
Street Smart
Cautious in giving trust and
loyalty
Pessimistic and critical of
Government and Public
Institutions
Look to their peers for advice
Techno savvy
GenerationY
Assume they will have work/life
balance
Believe that through their work
they can make a difference and
value creativity in their work
Used to plan everything and are
not as comfortable with change
and uncertainly
Like an informal workplace but
not the lack of structure that
comes with it
We attitude
Savvy
Teamwork oriented, optimistic
and “no one left behind” attitude
Hopeful about the future and
eager to take on the world
through the public sector
Helicopter parents/ trophy
children
Value social and corporate
responsibility and high ethical
standards
Career-minded and internet-
connected
GenXers vs. GenYers

14. What Employers in Asia Pacific Know & Feel about Differences Within
A Multigenerational Workforce
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Thailand China Australia India New ZealandIndonesia Malaysia SingaporeHong Kong
Source: “Understanding and leveraging generational diversity for organizational success”. Kelly Services.
% of employers
who understand
generational
differences
% of employers
who believed
differences in
generations
make the
workplace more
productive
LET‟S LOOK DEEPER INTO THE DIFFERENT TALENT PREFERENCES
AND CHALLENGES EMPLOYERS FACE…
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15. Do you find it hard to work with colleagues of other age groups?
What Different Generations Feel About Working Together
29%
35%
32%
24%
19%
47%
47%
47%
46%
45%
22%
16%
19%
29%
35%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Overall results
Gen Y
Gen X
Late Boomers
Early Boomers
Yes, frequently Yes, sometimes No, rarely No, never
Source: “Harnessing the potential of Singapore’s multi-generational workforce”. TAFEP
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16. What Different Generations Feel About Working Together
Source: “Harnessing the potential of Singapore’s multi-generational workforce”. TAFEP
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17. Why is Generation Y Difficult to Work With?
Difficulty
working
with
Gen Y Baby Boomers say
• Short attention span; easily
bored
• Overconfident; impatient
• Lack of commitment
• Wants only promotion
• Don’t show respect to
senior staff
• Job-hoppers
• Do it their own way
• Not flexible etc.
Gen X say
• Lack of knowledge
• Attitude problems; arrogant
• Not open to feedback
• Not mature, don’t know
hardship
• Self-centred
• Detached from work etc.
Source: “Harnessing the potential of Singapore’s multi-generational workforce”. TAFEP
17

18. What Does Generation Y Say About Other Generations?
Gen Y
say
Difficulty working with Baby
Boomers
• Not open to new ideas, not willing
to learn
• Think they have it all and act
accordingly
• React based on old habits, not
open to looking from different
perspectives, stubborn in their
values and opinions
• Unwilling to take risks
Difficulty working with Gen X
• Pre-formed mindset, want to
do it their way
• They think they know it all
and are smarter than you
Source: “Harnessing the potential of Singapore’s multi-generational workforce”. TAFEP
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19. EXERCISE: COMING BACK TO REALITY
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20. Universum student survey 2012 – Top attractive attributes
What Gen Y Talents Are Now Looking For In Their Future Employers
Attribute Rank
Professional training and development 1
Good reference for future career 2
A friendly work environment 3
High future earnings 4
Market success 5
A creative & dynamic work environment 6
Recognizing performance (meritocracy) 7
Leaders who will support my
development
8
Respect for its people 9
Challenging work 10
Business students Engineering students
Attribute Rank
Challenging work 1
A creative and dynamic work
environment
2
Professional training and development 3
High future earnings 4
Respect for its people 5
Attractive/exciting products & services 6
Good reference for future career 7
A friendly work environment 8
Secure employment 9
Market success 10
Asian weighted average
! The Asian average includes the preferences of almost 40,000 students in China, Hong Kong, India, Japan and Singapore.
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21. Here comes the challenge
Now that we understand differences in
expectations and preferences exist…
How can employers create
One Employer Brand
be equally attractive to Generation Y
as well as to the older generations
at one time?
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22. 3.
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1. Overview about Universum
2. Understanding the Multigenerational Workforce
Creating One Attractive Employer Brand to All Generations
of Talent
Agenda

23. Why Employer Branding Matters
Strategically develop a
cohesive employment
brand reflecting vision for
the future and long-term
talent management needs
Engaged Workers
Increased Productivity
and customer service
Greater Profitability
SOURCE: GALLUP CONSULTING, “EMPLOYEE ENGAGEMENT: WHAT’S YOUR ENGAGEMENT RATIO?”
Engaged
Employees have
51% lower turnover
and 18% higher
productivity.
Engaged workers
result in 12% higher
profitability
Employer Branding begins during recruitment processes and feeds into employee
management
Having employees
live and breathe
your employment
brand is the best
way to raise brand
awareness
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24. Influence Your Employer Brand In The Right Direction
SOURCE: PWC’S BREAKING OUT OF THE TALENT SPIRAL REPORT
• 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.
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25. Employer Branding Is A Strategic, Long-Term Process
To 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 talent
More consistent communications
Retain the right talent
Define right people for culture fit
Build consistent employee experience
Increase your knowledge of talent market/segment preferences
Build engagement and increase performance
Very Important 4 3 2 Not Important
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26. Risks Of Not „Localizing‟ Your EVP
• Spending time and money communicating things that are not
attractive to your target groups
• Having your communication diluted by contradicting messages
• Messaging that is not distinct from competitors
• Disappointing new hires when expectations are not met
• Risking sustainability due to a lack of buy-in from management and
staff
• Creating a negative influence on EVP as current and past
employees/interns communicate with prospective candidates
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27. Developing Your Employer Value Proposition
ProfileIdentity
Image
But what should be in the middle?
The Employer Value Proposition is the tool you use to shape your Employer Brand
Profile
“Who you want to be”
What you are trying to
communicate
Identity
The image, career and
opportunities your company
can offer
“Who you really are”
Image
The external view and position
of your company
“Who people think you are”
UNIVERSUM
YEARLY STUDENT
SURVEYS
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28. Developing Your Employer Value Proposition
WHAT IS THE EVP?
The EVP is a unique set of offerings, associations and values that will positively
influence the most suitable target candidates and the internal target groups. The
EVP provides attributes and themes that can be used as a long-term foundation
and framework for your branding and creative approach.
The EVP development is strategic
WHAT IS IT NOT?
The EVP is not a tag line or a visual expression. It is the underlying content that is
then transformed into messages, ads and a communication strategy targeted at
different talent groups and markets. The choice of words, images and channels will
depend on the target group and might vary across markets.
The EVP implementation is operational
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29. Need To Adapt Your EVP
Select and define
attributes to
communicate as the
global EVP as the core
of the Employer Brand.
Tweak and adjust the
actual messages to
communicate (the
examples, stories and
reason to believe etc.)
for the target groups.
Universum suggests to
develop one EVP to be
used on a global level and
for all target groups and
business units.
However, market needs
and internal differences
between entities often
require adjustments of the
proposition.

30. OUR APPROACH TO STRATEGIC EMPLOYER BRANDING
Are your activities
effective in building a
strong brand? Are
you attractive enough
to meet your
recruitment needs?
What is important
and relevant to your
target groups?
What makes an
employer
attractive?
How do current
employees see you?
What are perceived
as strengths and
weaknesses?
How can you improve
your career website
and ads? Is your
message getting
across as desired?
What should you
emphasize in the
communication to maximize
its effectiveness? Where is
a repositioning needed to
create your desired
employer image?
How should you
communicate the
employer offering to the
target group? What
channels are most
effective?
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31. STAGES OF THE EMPLOYER BRANDING JOURNEY
DEFINE YOUR
NEEDS AND WANTS
LOCATE YOUR
TARGET GROUP
TEST AND
VALIDATE YOUR
INITIATIVES
ANALYZE THE
COMPETITIVE
LANDSCAPE
IMPLEMENT AND
MONITOR YOUR
KPIS
UNDERSTAND YOUR
PERCEIVED
EMPLOYER IMAGE
YOUR TARGET
GROUPS MIND
COMMUNICATE
EFFECTIVELY
SET YOUR UNIQUE
SELLING POINTS
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32. A
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“A 60-something graduate recently reflected: „We wanted what
they want. We just felt we couldn‟t ask.‟ Herein lies the truth:
what young workers want isn’t so different from what everyone
else wants. However, young workers are asking for it.”
-- Karen Cates and Kimia Rahimi, “Mastering People Management”
Takeaways For Today
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33. Takeaways For Today
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Discover fundamental differences between what pre-
Gen Y and Gen Y talent want from their career
Understand and experience what it takes to make One
Employer Brand appeal to different generations of
talents
Learn how to communicate One Employer Brand without
sending mixed messages to different target groups

34. UNIVERSUM CONSULTING
Universum’s Consulting Department consists of a team of
experienced Employer Branding consultants located around the
world, with the APAC members based in Singapore and Shanghai.
The Consulting team helps clients on a local and global
level, conducting over 100 projects a year. The team provides
strategic advice based on analysis of quantitative and qualitative
research in areas such as Employer Value Proposition
development, communication strategy and university selection.
For more information on how the Team can help your
organization, do not hesitate to talk to your Universum contact.
THANK YOU
RACHELE FOCARDI
SVP, EMPLOYER BRANDING AND TALENTSTRATEGY - APAC
Rachele.focardi@universumasia.com
+65.97297040
Singapore
Rachele advises the largest organizations in the world, maximizing
their strengths as an employer and to develop employer branding
strategies with business functions such as HR, Marketing and
Communications. Rachele has discussed global recruitment trends
in various conferences including China, the UK, Sweden, India and
the US. She relocated to Singapore in 2011 to run client strategy
for Universum across Asia.
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35. WWW.UNIVERSUMGLOBAL.COM
Thank you