Claudia Tattanelli from Universum talks through the importance of a strong employer brand and reveals who are the top employers in MENA.
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The document discusses corporate-level strategies used in the ski industry, including vertical integration, horizontal integration, and strategic alliances. Vertical integration in the ski industry means resorts buying related businesses like hotels, transportation, and equipment rentals. Horizontal integration describes ski resort companies acquiring other resorts. Strategic alliances allow smaller resorts to benefit from larger companies' marketing and brand reputation. The document provides examples of large ski resort operators in North America and their acquisition strategies, and discusses the more fragmented ownership structure of resorts in Europe.
Unilever is a large multinational consumer goods company that provides products across multiple categories including household care, fabric cleaning, skin care, oral care, hair care, personal grooming, and tea-based beverages. It employs over 10,000 people in Pakistan and has a variety of local and global brands. The document discusses Unilever's recruitment and selection process, which includes job analysis, human resource planning, recruiting candidates, selecting employees, orientation and training, performance management, compensation and benefits, and career development. It details Unilever's goals of attracting passionate, motivated, creative, rigorous people to work in teams towards ambitious goals. The recruitment and selection process evaluates candidates based on competencies and assesses
ASOS aims to increase engagement on social media platforms like Facebook, Twitter, and Instagram to reach their target audience of young fashion lovers worldwide. Their strategy includes creating a fashion and style vlog on YouTube to interact directly with customers, provide look inspiration, and attract new followers. The goal is to gain 30,000 Twitter followers and 7 million Instagram followers within one month through paid social media advertising and search engine marketing. Careful analysis of the target audience and improving communication channels will be important for successfully implementing their digital marketing strategy.
SheNative is a start up high end hand bag label made for the modern women.
SheNative is more than just another handbag line. We are about empowering Native women in Canada through the design, production and fabrication of our goods, and our community cause fund for disadvantaged women.
Our bags are beautiful, classic, and timeless, with a native flair. We showcase the beauty of our cultures, with clean lines, luxurious materials, and we are locally made in the Saskatchewan prairies.
L’Oreal (case study) : Managing the Diversity - Describing the OB tools of a ...Romain Corraze
L'Oreal is a global leader in the cosmetics industry with over 51,000 employees worldwide. It manages diversity and individual growth in several ways. It offers career development and training, encourages mobility, and conducts annual performance reviews. It fosters internal communication and resolves conflicts. Diversity is a core value, and L'Oreal aims to reflect the diversity of its customers at all levels of the company. However, some critics argue that diversity may contrast with L'Oreal's value of autonomy and could be more of a recent strategic addition than fully integrated.
The document summarizes Baskin Robbins' plans to expand into Singapore. It discusses BR's background, vision, global presence and competitors. It analyzes Singapore's market environment and identifies it as a good expansion target due to factors like GDP, infrastructure and tourism. The document outlines BR's entry strategies, including importing and franchising. It proposes short and long term plans, and discusses implications and controls for cultural differences, pricing resistance and building brand awareness.
Rolex is known for its high quality watches. It has defined quality through rigorous testing at every stage of production. Rolex has a long history dating back to 1905 and is known for innovations like the waterproof Oyster case and self-winding movement. It maintains a strong brand image through exclusive distribution, high prices, and associations with athletes and explorers. Opportunities for Rolex include introducing new designs, targeting women customers, combating counterfeits online, and communicating the long-term value of its watches.
The document discusses corporate-level strategies used in the ski industry, including vertical integration, horizontal integration, and strategic alliances. Vertical integration in the ski industry means resorts buying related businesses like hotels, transportation, and equipment rentals. Horizontal integration describes ski resort companies acquiring other resorts. Strategic alliances allow smaller resorts to benefit from larger companies' marketing and brand reputation. The document provides examples of large ski resort operators in North America and their acquisition strategies, and discusses the more fragmented ownership structure of resorts in Europe.
Unilever is a large multinational consumer goods company that provides products across multiple categories including household care, fabric cleaning, skin care, oral care, hair care, personal grooming, and tea-based beverages. It employs over 10,000 people in Pakistan and has a variety of local and global brands. The document discusses Unilever's recruitment and selection process, which includes job analysis, human resource planning, recruiting candidates, selecting employees, orientation and training, performance management, compensation and benefits, and career development. It details Unilever's goals of attracting passionate, motivated, creative, rigorous people to work in teams towards ambitious goals. The recruitment and selection process evaluates candidates based on competencies and assesses
ASOS aims to increase engagement on social media platforms like Facebook, Twitter, and Instagram to reach their target audience of young fashion lovers worldwide. Their strategy includes creating a fashion and style vlog on YouTube to interact directly with customers, provide look inspiration, and attract new followers. The goal is to gain 30,000 Twitter followers and 7 million Instagram followers within one month through paid social media advertising and search engine marketing. Careful analysis of the target audience and improving communication channels will be important for successfully implementing their digital marketing strategy.
SheNative is a start up high end hand bag label made for the modern women.
SheNative is more than just another handbag line. We are about empowering Native women in Canada through the design, production and fabrication of our goods, and our community cause fund for disadvantaged women.
Our bags are beautiful, classic, and timeless, with a native flair. We showcase the beauty of our cultures, with clean lines, luxurious materials, and we are locally made in the Saskatchewan prairies.
L’Oreal (case study) : Managing the Diversity - Describing the OB tools of a ...Romain Corraze
L'Oreal is a global leader in the cosmetics industry with over 51,000 employees worldwide. It manages diversity and individual growth in several ways. It offers career development and training, encourages mobility, and conducts annual performance reviews. It fosters internal communication and resolves conflicts. Diversity is a core value, and L'Oreal aims to reflect the diversity of its customers at all levels of the company. However, some critics argue that diversity may contrast with L'Oreal's value of autonomy and could be more of a recent strategic addition than fully integrated.
The document summarizes Baskin Robbins' plans to expand into Singapore. It discusses BR's background, vision, global presence and competitors. It analyzes Singapore's market environment and identifies it as a good expansion target due to factors like GDP, infrastructure and tourism. The document outlines BR's entry strategies, including importing and franchising. It proposes short and long term plans, and discusses implications and controls for cultural differences, pricing resistance and building brand awareness.
Rolex is known for its high quality watches. It has defined quality through rigorous testing at every stage of production. Rolex has a long history dating back to 1905 and is known for innovations like the waterproof Oyster case and self-winding movement. It maintains a strong brand image through exclusive distribution, high prices, and associations with athletes and explorers. Opportunities for Rolex include introducing new designs, targeting women customers, combating counterfeits online, and communicating the long-term value of its watches.
Timberland experienced its first major financial loss in 1995 when it closed two U.S. manufacturing plants and laid off 540 employees. This case study examines Timberland's communication strategies around its $5 million pledge to City Year amid the layoffs. Timberland struggled to communicate the importance of community involvement to its key publics - employees, shareholders, and City Year. The company did not provide enough information to these groups about how community service would benefit Timberland's future. The document recommends Timberland implement media campaigns and increase internal communications to transparently explain the value of community involvement to each stakeholder.
The presentation covers Brand elements of Coca Cola, which are describe in detail. Information related to its Brand elements are shown here. I hope this will help you.
This document discusses marketing functions in the fast-moving consumer goods (FMCG) environment and brand building. It covers several key points:
1) The FMCG market is highly competitive and marketing plays an important role in category leadership, greater profitability, and higher investment and growth.
2) Developing a marketing strategy involves defining the market, segmentation, brand vision, category drivers, business goals, brand roles, strategic actions, detailed strategies and capabilities, targets and measures, and risks.
3) A case study on Unilever's 6P's model is presented which includes the six brand marketing levers of product, place, price, promotion, people, and physical evidence.
Kodak's 2004 strategy under CEO Daniel Carp had four pillars: 1) Slowly exiting the traditional film business, 2) Leading in distributed digital output like printing, 3) Growing the digital camera business, and 4) Expanding digital imaging services. However, this strategy failed because Kodak's core competencies in film became rigidities as the market shifted digital, they lacked market research, and were late entrants to digital photography. Under new CEO Antonio Perez, Kodak's current strategy focuses on outsourcing manufacturing, investing heavily in digital technologies, building a printer ink business, aggressive patent litigation, and brand licensing.
Globant is an IT outsourcing company based in Buenos Aires, Argentina that was founded in 2003. It has grown rapidly to over 240 employees with projected sales of over $12 million in 2006. Martin Migoya, the CEO, wants to further expand the company's sales system and address challenges around focus, competition, and structure of client relationships. Direct competitors include large Indian outsourcing firms like Tata and Infosys as well as Accenture. Globant focuses on the high tech, travel, and telecom industries based on past experience and aims to target both specific industries and geographic regions going forward.
Boost is a relatively new energy drink brand in the UK market. It differentiates itself from competitors by having a lower price point. The document outlines Boost's SWOT analysis, identifying its strengths in price and brand values but weaknesses in availability and a saturated market dominated by Red Bull. It then proposes launching a new product called Boost Air targeted at young active females, with a strawberry flavor and pink packaging. A social media campaign is suggested to generate buzz around videos of extreme sports and a viral video filmed at an indoor skate park to promote the new product. Objectives are to expand into new consumer sectors and create brand loyalty.
The document provides an overview of Amazon's marketing strategies. It discusses Amazon's history and business model. It then analyzes Amazon's strengths, weaknesses, opportunities, and threats using various frameworks like SWOT analysis, TOWS matrix, BCG matrix, value chain analysis, and PESTLE analysis. Finally, it discusses Amazon's customer relationship management, expansion strategies using different frameworks, e-marketing approach, and corporate social responsibility strategies. The key aspects covered include Amazon's diverse product offerings, focus on customer service, and strategies for global expansion into markets like China and India.
The document provides an industry analysis of The Body Shop using Porter's five forces model. It discusses the company's history and founding. For each of Porter's five forces - threat of new entry, bargaining power of suppliers, bargaining power of buyers, threat of substitute products, and competitive rivalry - the document analyzes how it applies to The Body Shop's industry. It finds that threat of new entry and competitive rivalry are high forces, while bargaining power of suppliers and buyers are low. The threat of substitute products is medium. The analysis suggests that while The Body Shop was once differentiated, increased competition has reduced its differentiation and market share over time.
The document discusses opportunities for growth and investment in developing economies beyond the BRIC countries. It notes that:
- Countries like Brazil, Russia, India and China have transformed rapidly in recent decades, reducing poverty and growing their economies.
- A new wave of countries is following a similar path of steady growth above 3% annually with improving business conditions.
- These emerging markets represent commercial opportunities in sectors like banking, agriculture, and renewable energy to serve their growing populations and economies.
- Successfully capturing these opportunities requires understanding local needs and partnering with key local players, while navigating environmental, social and governance risks.
Harley-Davidson has been a staple of American culture for over 100 years. While it struggled in the 1970s and 1980s, investments in new models and production efficiencies led to strong growth. However, the recession negatively impacted the heavyweight motorcycle industry. Currently, Harley-Davidson has over 50% of the North American market but faces challenges expanding abroad and attracting younger riders. It relies on its strong brand image and loyal customer base but will need to adapt to changing demographics and markets.
The document presents a brand equity model of Apple based on a presentation by Debasis Sahoo. It discusses how brand equity is determined by consumer perception and experience. It analyzes Apple's high brand awareness, identity as thinking differently, and performance imagery related to being user-friendly, having a unique operating system, and long battery life. It also examines the social status, loyalty, exclusivity, and imagery of Apple as a premium brand, as well as customers' judgments of high quality but high costs and feelings of loyalty, satisfaction, and pride associated with Apple products.
As a brand strategist and content marketing specialist, my clients hire me to be their brand champion and creative problem solver.
I am a highly-motivated, energetic, tech fluent, and passionate print and digital creator who works across multiple verticals including: interior design, home, healthcare, lifestyle, fashion, beauty, luxury, social good, automotive, ecommerce, technology, non-profit and education.
My work has been published in Yoga Journal, National Geographic, HGTV, Lonny, Better Homes and Gardens.
I’ve consulted on million dollar marketing programs, worked with Fortune 500 brands, and appeared as an influencer and brand expert for the New York Design Center, BRIDES Magazine, HGTV, Restoration Hardware, and The Architectural Home Show.
The document discusses how brands can use storytelling to engage consumers on an emotional level. It explains that humans are wired to think in stories and that stories spread ideas in a viral way. Great stories show human truths and the consequences of choices. The most effective stories involve conflict and resolution. Examples are provided of brands that have successfully used fictional and true stories about their products' origins to build emotional connections with customers.
Mashreq bank social media, activation strategyUsman Sheikh
The document provides an overview of a digital marketing agency called Boopin. It includes sections on their mission, vision, services offered, case studies of campaigns run for clients in various industries, and a social media proposal for a bank. The social media proposal outlines research conducted on digital banking customers, insights into the client bank's offerings and competitors, and a strategy for achieving objectives of increasing consideration, fostering engaged communities, and driving advocacy through influencers.
Studies the various aspects of growth and market study of The Virgin Group and how it can improve itself further.
Created by Priyanka Sahoo,IIT Kharagpur as part of marketing internship under Prof. Sameer Mathur,IIM Lucknow
This report summarizes the recruitment and selection process of Unilever Bangladesh Limited. It discusses that Unilever looks to attract the best graduates and passionate people to join their leadership. The recruitment and selection process focuses on three criteria: distribution roles evaluate physical skills, executive roles use competency-based interviews and case studies, and senior roles promote high performers internally. The report aims to provide information on Unilever's HR procedures to help students understand recruitment at multinational companies in Bangladesh.
Case study of FedEx for human resource managementrishi ram khanal
This presentation provides an overview of FedEx, including its background, recruitment and selection processes, training and development programs, compensation and benefits for employees, and main competitors. FedEx was founded in 1971 and has grown from 389 initial employees to over 400,000 today, delivering 7.5 million packages daily to more than 220 countries. The company focuses on developing and retaining talent through training, competitive pay, and comprehensive benefits to motivate employees and ensure high customer satisfaction and low turnover rates.
Employer Branding by Rachele Focardi, Universum AsiaHRBoss
This document discusses employer branding and responsibilities. It begins with an introduction to Universum, a company that helps other companies strengthen their employer brands. It then discusses the Asian talent landscape, noting the large millennial population and their preferences. Next, it defines employer branding and explains why it is important for attracting and retaining talent. Employer branding is shown to be most effective when approached strategically and aligned with business goals. The document discusses which companies are doing employer branding best according to surveys, such as Goldman Sachs, Microsoft, and ExxonMobil. It concludes by questioning whether employer branding is solely HR's responsibility.
Global Insights to Attracting and Engaging With Millennial Talent The HR Observer
Work-life balance, leading purpose-driven lives, making a difference are just a few of the preferences of the millennial generation that were observed in the 2014 Universum’s Student Survey, covering 36 countries globally and including 600,000 respondents. In this presentation, Claudia goes inside the minds of this generation of talent – who they are, what attracts them, what drives them, and how business can better understand, engage, recruit and retain this generation. You will not only look at results from Universum’s survey, with a particular focus on the Middle East, but we will also be inspired to develop your own communication strategy through best practice sharing and innovative, outside the box recruitment tactics.
Claudia Tatanelli, Chairman of Strategic Board, Universum
Timberland experienced its first major financial loss in 1995 when it closed two U.S. manufacturing plants and laid off 540 employees. This case study examines Timberland's communication strategies around its $5 million pledge to City Year amid the layoffs. Timberland struggled to communicate the importance of community involvement to its key publics - employees, shareholders, and City Year. The company did not provide enough information to these groups about how community service would benefit Timberland's future. The document recommends Timberland implement media campaigns and increase internal communications to transparently explain the value of community involvement to each stakeholder.
The presentation covers Brand elements of Coca Cola, which are describe in detail. Information related to its Brand elements are shown here. I hope this will help you.
This document discusses marketing functions in the fast-moving consumer goods (FMCG) environment and brand building. It covers several key points:
1) The FMCG market is highly competitive and marketing plays an important role in category leadership, greater profitability, and higher investment and growth.
2) Developing a marketing strategy involves defining the market, segmentation, brand vision, category drivers, business goals, brand roles, strategic actions, detailed strategies and capabilities, targets and measures, and risks.
3) A case study on Unilever's 6P's model is presented which includes the six brand marketing levers of product, place, price, promotion, people, and physical evidence.
Kodak's 2004 strategy under CEO Daniel Carp had four pillars: 1) Slowly exiting the traditional film business, 2) Leading in distributed digital output like printing, 3) Growing the digital camera business, and 4) Expanding digital imaging services. However, this strategy failed because Kodak's core competencies in film became rigidities as the market shifted digital, they lacked market research, and were late entrants to digital photography. Under new CEO Antonio Perez, Kodak's current strategy focuses on outsourcing manufacturing, investing heavily in digital technologies, building a printer ink business, aggressive patent litigation, and brand licensing.
Globant is an IT outsourcing company based in Buenos Aires, Argentina that was founded in 2003. It has grown rapidly to over 240 employees with projected sales of over $12 million in 2006. Martin Migoya, the CEO, wants to further expand the company's sales system and address challenges around focus, competition, and structure of client relationships. Direct competitors include large Indian outsourcing firms like Tata and Infosys as well as Accenture. Globant focuses on the high tech, travel, and telecom industries based on past experience and aims to target both specific industries and geographic regions going forward.
Boost is a relatively new energy drink brand in the UK market. It differentiates itself from competitors by having a lower price point. The document outlines Boost's SWOT analysis, identifying its strengths in price and brand values but weaknesses in availability and a saturated market dominated by Red Bull. It then proposes launching a new product called Boost Air targeted at young active females, with a strawberry flavor and pink packaging. A social media campaign is suggested to generate buzz around videos of extreme sports and a viral video filmed at an indoor skate park to promote the new product. Objectives are to expand into new consumer sectors and create brand loyalty.
The document provides an overview of Amazon's marketing strategies. It discusses Amazon's history and business model. It then analyzes Amazon's strengths, weaknesses, opportunities, and threats using various frameworks like SWOT analysis, TOWS matrix, BCG matrix, value chain analysis, and PESTLE analysis. Finally, it discusses Amazon's customer relationship management, expansion strategies using different frameworks, e-marketing approach, and corporate social responsibility strategies. The key aspects covered include Amazon's diverse product offerings, focus on customer service, and strategies for global expansion into markets like China and India.
The document provides an industry analysis of The Body Shop using Porter's five forces model. It discusses the company's history and founding. For each of Porter's five forces - threat of new entry, bargaining power of suppliers, bargaining power of buyers, threat of substitute products, and competitive rivalry - the document analyzes how it applies to The Body Shop's industry. It finds that threat of new entry and competitive rivalry are high forces, while bargaining power of suppliers and buyers are low. The threat of substitute products is medium. The analysis suggests that while The Body Shop was once differentiated, increased competition has reduced its differentiation and market share over time.
The document discusses opportunities for growth and investment in developing economies beyond the BRIC countries. It notes that:
- Countries like Brazil, Russia, India and China have transformed rapidly in recent decades, reducing poverty and growing their economies.
- A new wave of countries is following a similar path of steady growth above 3% annually with improving business conditions.
- These emerging markets represent commercial opportunities in sectors like banking, agriculture, and renewable energy to serve their growing populations and economies.
- Successfully capturing these opportunities requires understanding local needs and partnering with key local players, while navigating environmental, social and governance risks.
Harley-Davidson has been a staple of American culture for over 100 years. While it struggled in the 1970s and 1980s, investments in new models and production efficiencies led to strong growth. However, the recession negatively impacted the heavyweight motorcycle industry. Currently, Harley-Davidson has over 50% of the North American market but faces challenges expanding abroad and attracting younger riders. It relies on its strong brand image and loyal customer base but will need to adapt to changing demographics and markets.
The document presents a brand equity model of Apple based on a presentation by Debasis Sahoo. It discusses how brand equity is determined by consumer perception and experience. It analyzes Apple's high brand awareness, identity as thinking differently, and performance imagery related to being user-friendly, having a unique operating system, and long battery life. It also examines the social status, loyalty, exclusivity, and imagery of Apple as a premium brand, as well as customers' judgments of high quality but high costs and feelings of loyalty, satisfaction, and pride associated with Apple products.
As a brand strategist and content marketing specialist, my clients hire me to be their brand champion and creative problem solver.
I am a highly-motivated, energetic, tech fluent, and passionate print and digital creator who works across multiple verticals including: interior design, home, healthcare, lifestyle, fashion, beauty, luxury, social good, automotive, ecommerce, technology, non-profit and education.
My work has been published in Yoga Journal, National Geographic, HGTV, Lonny, Better Homes and Gardens.
I’ve consulted on million dollar marketing programs, worked with Fortune 500 brands, and appeared as an influencer and brand expert for the New York Design Center, BRIDES Magazine, HGTV, Restoration Hardware, and The Architectural Home Show.
The document discusses how brands can use storytelling to engage consumers on an emotional level. It explains that humans are wired to think in stories and that stories spread ideas in a viral way. Great stories show human truths and the consequences of choices. The most effective stories involve conflict and resolution. Examples are provided of brands that have successfully used fictional and true stories about their products' origins to build emotional connections with customers.
Mashreq bank social media, activation strategyUsman Sheikh
The document provides an overview of a digital marketing agency called Boopin. It includes sections on their mission, vision, services offered, case studies of campaigns run for clients in various industries, and a social media proposal for a bank. The social media proposal outlines research conducted on digital banking customers, insights into the client bank's offerings and competitors, and a strategy for achieving objectives of increasing consideration, fostering engaged communities, and driving advocacy through influencers.
Studies the various aspects of growth and market study of The Virgin Group and how it can improve itself further.
Created by Priyanka Sahoo,IIT Kharagpur as part of marketing internship under Prof. Sameer Mathur,IIM Lucknow
This report summarizes the recruitment and selection process of Unilever Bangladesh Limited. It discusses that Unilever looks to attract the best graduates and passionate people to join their leadership. The recruitment and selection process focuses on three criteria: distribution roles evaluate physical skills, executive roles use competency-based interviews and case studies, and senior roles promote high performers internally. The report aims to provide information on Unilever's HR procedures to help students understand recruitment at multinational companies in Bangladesh.
Case study of FedEx for human resource managementrishi ram khanal
This presentation provides an overview of FedEx, including its background, recruitment and selection processes, training and development programs, compensation and benefits for employees, and main competitors. FedEx was founded in 1971 and has grown from 389 initial employees to over 400,000 today, delivering 7.5 million packages daily to more than 220 countries. The company focuses on developing and retaining talent through training, competitive pay, and comprehensive benefits to motivate employees and ensure high customer satisfaction and low turnover rates.
Employer Branding by Rachele Focardi, Universum AsiaHRBoss
This document discusses employer branding and responsibilities. It begins with an introduction to Universum, a company that helps other companies strengthen their employer brands. It then discusses the Asian talent landscape, noting the large millennial population and their preferences. Next, it defines employer branding and explains why it is important for attracting and retaining talent. Employer branding is shown to be most effective when approached strategically and aligned with business goals. The document discusses which companies are doing employer branding best according to surveys, such as Goldman Sachs, Microsoft, and ExxonMobil. It concludes by questioning whether employer branding is solely HR's responsibility.
Global Insights to Attracting and Engaging With Millennial Talent The HR Observer
Work-life balance, leading purpose-driven lives, making a difference are just a few of the preferences of the millennial generation that were observed in the 2014 Universum’s Student Survey, covering 36 countries globally and including 600,000 respondents. In this presentation, Claudia goes inside the minds of this generation of talent – who they are, what attracts them, what drives them, and how business can better understand, engage, recruit and retain this generation. You will not only look at results from Universum’s survey, with a particular focus on the Middle East, but we will also be inspired to develop your own communication strategy through best practice sharing and innovative, outside the box recruitment tactics.
Claudia Tatanelli, Chairman of Strategic Board, Universum
Do you know how or where you are converting Talent to apply? Are you communicating the right things? Are you using the right channels? In this Webinar we look at the Talent Journey from Awareness to Application, looking at the benefits and pitfalls of different channels and how you can successfully communicate with your talent target groups.
Masterclass: Harmonizing A Multigenerational Workforce With One Employer BrandUniversum Global
This document discusses how to harmonize a multigenerational workforce through developing one attractive employer brand. It begins with an overview of Universum and their research on talent perceptions. It then explores differences between generations (Baby Boomers, Gen X, Gen Y) in terms of values, education views, and work preferences. While generations have misperceptions about each other, all want similar things from their career. The document outlines developing an employer value proposition through research to communicate a consistent brand. This involves understanding target groups, competitors, and adapting messaging while keeping the core brand intact. The goal is influencing the employer brand in an effective, sustainable way to attract and retain multigenerational talent.
Millennials Rising: Engaging and attracting Gen Y Talent Marielle Reussink
What makes millennials tick when it come to career in APAC and specifically Singapore? What can you do to attract them? Marielle Reussink speaking at HSBC Next Generation Event.
Nanyang Technological University (NTU) Talent Seminar Singapore 2014Marielle Reussink
Every day we read that the expectations of talent are changing; that what we did yesterday to attract and engage this talent may not necessarily work today, and that if we truly want to win their hearts and minds, we need to do more than offering an attractive compensation package.What is it that this generation wants? How can employers engage and attract this generation to join their organisations long-term? Leveraging data from the Universum Top 100 Ideal Employers Singapore student survey 2014, the keynote speaker Ms Marielle Reussink provides actionable insights on Engaging and Attracting Millennial Talent in Singapore through her presentation at the NTU Talent Seminar 2014.
Universum Top Ideal Employers Survey Results Singapore 2014Marielle Reussink
This document summarizes the key findings of the Universum Top 100 Ideal Employers Student Survey conducted in Singapore in 2014. Some of the main findings include:
- Students expect average salaries ranging from $37,182 to $55,967 depending on their field of study, with males expecting slightly higher salaries than females.
- Their top career goals are having work-life balance, job security, and feeling they are serving a greater good.
- Their preferred industries to work in are banks, management consulting, media/advertising, and the public sector.
- When choosing employers, students value a friendly work environment, training opportunities, career development prospects, and respect for employees.
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The document discusses employer branding and introduces Universum, a global employer branding firm. It provides an overview of Universum, including that it has been helping companies strengthen their employer brands for 25 years. It also discusses some key aspects of employer branding, including that it should be a strategic long-term process and responsibility of multiple functions, not just HR.
We all know that the competition for talent is fierce. More importantly, the rules of the game are changing. With the rise of social recruiting and shifts in what Millennials want out of their careers, it's more important than ever to be aware of the recruitment landscape and have a strategic plan when you arrive on campus this Fall.
Universum America's Vice President of Advisory Services, John Flato, will explore trends on:
- Winning your best hiring class through technology
- Adapting to a globalizing recruitment stage
- Aligning yourself with Millennial career preferences
This webinar will not just explore changing in campus recruiting, but how you can adapt.
What is the future of recruiting. Tips from global CEO Greg Savage from Firebrand Talent Search on how recruiters need to adapt to thrive in the world of recruitment.
Life Sciences professionals use a variety of channels to research job opportunities, including online job boards, company websites, recruitment firms, and word of mouth. They are active participants in online talent communities, which they use to connect with companies, access jobs and skills development resources. While satisfied with career development opportunities, Life Sciences workers intend to change employers in the next year and are not confident about long-term career prospects with their current employers. To attract and retain top talent, employers should focus on offering competitive compensation, a collaborative work environment, strong onboarding and career development programs, and engagement through multiple digital channels.
This document provides advice for attracting, retaining, and managing talent across multiple generations in the workplace. It discusses key factors for engagement like communication methods, career progression, training, working environment, and leadership styles. While these factors are important for all generations, organizations must tailor their approaches to individual needs and preferences to effectively engage employees. The document encourages challenging traditional models and adapting company culture to changing workforce expectations.
Samsung Malaysia (SME) - Special Presentation on Diversity & LeadershipRoshan Thiran
This document discusses insights on 21st century leadership for Samsung. It emphasizes that leadership must embrace diversity and inclusion to be effective in today's changing world. True leadership development involves a combination of nature and nurture - it requires both inherent qualities and learning over time through diverse experiences that provide feedback and opportunities to develop new skills. Learning is contextual and influenced by both content and the environment in which it takes place.
Employer Perspectives on Value of International Education in Global WorkforceMartin Tillman
This document summarizes a presentation given by Simon Kho of KPMG on employer perspectives on the value of international education. Kho discusses how globalization is driving companies to seek employees with advanced skills like foreign language ability and cultural competency. He provides examples of how KPMG develops globally competent employees through international internships, training programs, and global mobility assignments that are integrated with study abroad experiences. Kho argues that universities need to better align education abroad with career goals to close skills gaps important to employers.
The document summarizes the goals and activities of the Startup Academy Tirana. The academy aims to groom the next generation of startup CEOs through a world-class curriculum covering various industries like technology, agriculture, and tourism. The program is open to entrepreneurs, investors, and innovators to help them realize their dreams and create jobs. The academy provides mentoring, leadership training, fundraising assistance, and hands-on simulations. It also outlines the timeline for workshops covering topics like business planning, product development, and leadership.
World of Learning 2014 Closing Keynote: Linking Learning to BusinessLaura Overton
Laura Overton provided the closing keynote at World of Learning 2014 (Birmingham, UK), sharing why it's important to prioritise the alignment of learning to business needs instead of focusing on the latest fads and technologies.
Creating Corporate Value Through Sustainable Leadership, Employer Brand & Rep...Cielo
The UAE talent landscape continues to evolve in response to challenges prompted by the global pandemic. Organisations need to quickly pivot their executive leadership and employer brand strategies. Businesses must embrace agile decision-making, sustainable reputations and inspiring, localised candidate experiences to align with the quick-changing requirements of audiences.
In this webinar, Cielo experts will discuss the importance of developing an effective employer brand, acquiring the right executive leadership and curating the appropriate reputation for UAE-based companies. They will be joined by TA leaders in the region, and the group will discuss how TA teams are creating value for the business amid current world events – with a specific focus on what this means for the UAE region.
We will:
Explore the relationship between executive leadership, reputation and employer branding
Showcase how candidate and employee experiences can help organisations create value through talent
Demonstrate how agility, innovation and change management can help TA teams find success in the rapidly evolving and digitising world of work
Recent research says that the business environment for CPAs and their clients will be characterized by “unprecedented, massive and highly accelerated change” through 2025. To thrive in this new age of hyper-change and growing uncertainty, it is now an imperative to learn a new competency--how to accurately anticipate the future. The key to success in this fast-changing environment is to learn how to move from being reactive to proactive and flip from crisis manager to an opportunity manager. Tom will show how to explore new value added services and position their practices for success in a rapidly changing world.
VUCA stands for Volatility, Uncertainty, Complexity and Ambiguity and describes the fast-arriving future we are living in. This inspirational session will talk about how leadership, culture, and talent management are changing in these exponential times. Participants thru an exercise to leave with a person action plan.
Learning Objective:
Understand emerging trends and issues facing business and CPA Profession.
Learn about how leadership is changing to lead change in rapidly changing times.
Develop an action plan to take back and apply the principles learned.
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2. Universum’s Global Reach | Insights & Knowledge
Japan
China
India
RussiaGermanyItalyFrance
Turkey
Spain
Canada
USA
Brazil
Mexico
Singapore
Hong Kong
Norway Sweden Finland Denmark AustriaSwitzerlandPolandHolland
Australia
UK
Vietnam
Indonesia
Malaysia
Philippines
UkraineBelgium Czech RepublicLuxemburgIreland
ASIA/PACIFIC
EUROPE
AMERICAS
South Africa
UAE
universumglobal.com
Saudi Arabia Lebanon Egypt Kuwait Qatar
3. 1 Key Items On Companies Agenda 2014
2 The 9 Steps for Building a Strong Employer brand
3 Understanding Your Target Group
What are the key trends we see among Millenials preferences?
Who are their most attractive employers and why?
4 Going from Good to Great in 2014
Exploration of tactics and best practices to improve your employer
brand and activation strategy
universumglobal.com
4. universumglobal.com
Key Items on Companies Agendas
Public information
Attractiveness in your target audience
Challenges in the Recruitment Funnel
What is attractive within your target audience
Brand perception of you as an employer
Competitor analysis
What communication channels are most efficient
Translating complex
brands to the employer
branding space
Leveraging the strength of
a global brand locally
Understanding and capturing
Millennial´s- Differentiation
Developing Long-Term
Relationships with Millenial´s
Future Proofing the
company’s success with Top
Talent
Global workforce planning,
Creating your own Global
Talent Pools
Effectively Using Social
Media to Engage in
Conversations with
Millennial`s
Diversity and Inclusion
Assessing cultural fit
Translating complex brands
to the employer branding
space
5. The 9 STEPS to Building a
Successful Employer Brand
6. Road Map to Success: The 9 STEPS to Building a
Successful Employer Brand
universumglobal.com
7. 7
The world is changing at a
Rapid Pace….
And you need to keep up
Future-proof your brand
with top talent
9. Having talent with great ideas can make a big difference…
Founded 1889
$13.3 Billion Revenue
63,900 Employees
13 Employees
2003
Filed for
bankruptcy…
Founded 2010
Acquired for $1 Billion by
Facebook
30 Million Users
April 2012
20122012
or
Jan Apr
10. Locating your Talent - Repatriate Overseas Talent to Home
Markets
Global Mobility
- Enable talent diversity and broader perspectives
- Ensure stronger talent leadership and communication skills
- Build a sociocultural understanding of multiple markets
Shift from tactical to strategic
recruiting
- Acquire unique skillsets and competencies
- Global mindsets
- Securing top performers who tend to study
abroad
51%
Of the students
studying in their
home country plan to
go abroad to
continue studying
universumglobal.com
11. 1 Key Items On Companies Agenda 2014
2 The 9 Steps for Building a Strong Employer brand
3 Understanding Your Target Group
What are the key trends we see among Millenials preferences?
Who are their most attractive employers and why?
4 Going from Good to Great in 2014
Exploration of tactics and best practices to improve your employer
brand and activation strategy
universumglobal.com
12. Different
preferences
Different backgrounds & educations
Different
salary
expeactations
Different profiles and skills
Different perceptions
Different lives
and priorities
Gen Y, Millenial´s –
One Generation, but very different across the World
universumglobal.com
13. Millennials | Who are they?
2.3 Billion Population worldwide!
Turnover rate twice of
older workers
For an organization of
1000s of people the cost
of replacing millennials
could be millions annually
50 %
• Would rather
have no job
than a job
they hate
80%
• Think they
deserve more
recognition
than they get
75%
• Are not
completely
satisfied with
their jobs
33%
• Choose
recognition
over higher
pay
90%
• Think they
deserve their
dream job
universumglobal.com
14. universumglobal.com
Your target group’s mind | Let’s go back 10 years
Attractiveness in your target audience
Challenges in the Recruitment Funnel
What is attractive within your target audience
Brand perception of you as an employer
Competitor analysis
What communication channels are most efficient
In 2008, students wanted to...
“Feel dedicated to a cause” and Work
for a company with a “good reputation”
and a “friendly work environment”
Public informationIn 2003, students wanted to...
“Pursue education or certification”
“Become leaders or managers of
people”
“Build a sound financial base”
15. universumglobal.com
What is on Millenial’s mind
Attractiveness in your target audience
Challenges in the Recruitment Funnel
What is attractive within your target audience
Brand perception of you as an employer
Competitor analysis
What communication channels are most efficient
In 2008, students wanted to...
“Feel dedicated to a cause” and Work
for a company with a “good reputation”
and a “friendly work environment”
in 2014…
“Feel secure or stable in their job”
“Work for a company that is an inclusive,
friendly environment that has respect for its
people ”
A company who enables “innovative, creative
and dynamic thinking”
Want to work in true global challenging work
environments or for themselves
17. 17
WORK/LIFE Balance is # 1 Career
goal of students globally
An employer who is seen to provide
work life balance is seen to offer much
more than just flex time it´s more about
offering a friendly working enviroment
,respecting your employess and their
differences it´s all about providing an
inclusive enviroment
18. Attractive career goals per market | Business students
4
2 2
3
2
3
2
1 1
4 4
6
3 3
4
2
5 5
1
4
5
1 1 1
6 6
3
8
3
2
Saudi ArabiaLebanon Kuwait Egypt UAE Global
To be a leader or manager of
people
To be entrepreneurial or
creative/innovative
To have an international
career
To have work/life balance
To be secure or stable in my
job
universumglobal.com
19. Attractive career goals per market | Saudi vs. UAE
Nationals
2
44
2
3
7
1 1
5
3
Saudi or Saudi Arabian (Saudi Arabia)Emirati (United Arab Emirates)
To be entrepreneurial or
creative/innovative
To be a leader or
manager of people
To have an international
career
To have work/life
balance
To be secure or stable in
my job
universumglobal.com
20. What do Millennials mean when they think about work/life
balance?
Universum has identified these four
key areas within the Drivers of
Employer Attractiveness that
students associate with work/life
balance in their careers.
universumglobal.com
21. Diversity Best Practice – Danone
http://www.danone.com/en/for-you/candidates/meet-our-people/diversity-as-a-
source-of-performance/
22. Best Practice: Emirates NBD promoting Inclusive
Environment & Respect for its People
Emirates NBD
highlights its
employees on its
career page,
showcasing
diversity, respsect
for its people and
an inclusive
working
environment, all of
which are
extremely
important to talent
in the Middle East.
23. 23
YOUR TARGET GROUP’S MIND | ENTREPRENEURIAL SPIRIT | BUSINESS STUDENTS
26%
20% 20% 19%
17%
14% 14%
Countries with the highest
share of students who
would like to work for a
start up or start their own
business
UAE has a high share of
students who want to work for
a start up or start their own
business after graduating
1. OPTIMIZE EVP and
MESSAGING TO INCLUDE
CULTURE AND PURPOSE AND
CREATE TRUE
DIFFERENTIATION
2. STIMULATE
INTRAPRENEURSHIP,
EMPOWERMENT AND SOCIAL
RESPONSIBILITY
24. Ducati’s International
Program appeals to students
looking for innovation in their
career choices as well as
students interested in
international opportunities.
http://www.ducati.com/start_up_europe.do
Best Practice Example –AUDI ”Start Up Europe” Program
25. TOP OF MIND ASSOCIATIONS – TOP EMPLOYERS IN UAE
25universumglobal.com
95%of students are
interested in doing an
internship
Compared to others, Business Students Prefer:
• Job orientation/training
• Opportunity for full-time employment
• Good employer reference
Most Attractive Internship Opportunities to all
students:
1. Job orientation/training
2. Opportunity for full-time employment
3. Teamwork
4. International internship opportunities
5. Good employer reference
Compared to others, Engineering Students Prefer:
• Job orientation/training
• Opportunity for full-time employment
• Teamwork
What are students looking for in
an internship?
26. Coca Cola Internship Program Competition
universumglobal.com
NESTEA® The Recruit® competition consists
of several promotional challenges, marketing
presentations and interviews. Winners receive
internship with Coca-Coal, tuition for 1 year
and a band will perform at university.
• Competition resonated with men and
women students alike
• Received lots of PR buzz around
competition on facebook, careers page,
Twitter
28. Your target group’s mind | What makes an employer
attractive
in the region
x
“Do’s”
AND “DONT’S”
universumglobal.com
29. Business/Commerce Engineering/IT
Employer Rank Employer Rank
Google 1 Google 1
Saudi Aramco 2 Saudi Aramco 2
SABIC 3 Schlumberger 3
Microsoft 4 Microsoft 4
Procter & Gamble 5 SABIC 5
Zain 6 IBM 6
Ernst & Young 7 Qatar Petroleum 7
KPMG 8 General Electric 8
HSBC 9 Intel 9
Nestlé 10 Oracle 10
Kuwait Oil Company 11 Cisco Systems 11
PepsiCo 12 Dar Al-Handasah 12
Mobily 13 Sony 13
Unilever 14 Shell 14
Samba fgroup 15 General Motors 15
SABB 16 Kuwait Oil Company 16
Coca-Cola Company 17 ExxonMobil 17
PwC 18 Siemens 18
L'Oréal 19 HP 19
Al Rajhi Bank 20 Procter & Gamble 20
The most attractive employers in MIDDLE EAST - TOP 20
universumglobal.com
30. Business/Commerce Engineering/IT
Employer UAE Nationals Non Nationals Employer UAE Nationals Non Nationals
ADNOC 1 4 ADNOC 1 1
Emirates (Airline) 2 2 Mubadala 2 14
Mubadala 3 12 Etisalat 3 10
Emaar 4 6 Emirates (Airline) 4 8
Etihad Airways 5 3 Google 5 2
Etisalat 6 11 Emaar 6 5
Dubai Airport 7 10 Etihad Airways 7 13
Google 8 1 DUBAL 8 28
ADIB 9 14 ENOC 9 16
Microsoft 10 5 Microsoft 10 3
Al Futtaim 11 13 NPCC 11 26
Dubai Islamic Bank 12 26 Emal 12 55
Jumeirah Group 13 20 TOTAL 13 12
Emirates NBD 14 36 Abu Dhabi Aviation 14 33
ENOC 15 33 Dolphin Energy 15 37
Abu Dhabi Aviation 16 54 Dubai Airport 16 19
DUBAL 17 60 Schlumberger 17 4
Ernst & Young 18 6 Aldar Properties 18 35
IKEA 19 25 General Electric 19 18
KPMG 20 15 Intel 20 10
The most attractive employers in UAE - TOP 20
universumglobal.com
31. universumglobal.com
TOP 10 IDEAL EMPLOYERS FOR NATIONALS
1. ADNOC
2. Mubadala
3. Etisalat
4. Emirates (Airline)
5. Google
6. Emaar
6. Etihad Airways
8. DUBAL
9. ENOC
10. Microsoft
1. ADNOC
2. Mubadala
3. Etisalat
4. Emirates (Airline)
5. Google
6. Emaar
6. Etihad Airways
8. DUBAL
9. ENOC
10. Microsoft
1. Saudi Aramco
2. SABIC
3. Schlumberger
4. Google
5. General Electric
6. Microsoft
7. Baker Hughes
8. Qatar Petroleum
9. Intel
10. IBM
1. Saudi Aramco
2. SABIC
3. Schlumberger
4. Google
5. General Electric
6. Microsoft
7. Baker Hughes
8. Qatar Petroleum
9. Intel
10. IBM
UAE
NATIONALS
SAUDI
NATIONALS
32. 1 Key Items On Companies Agenda 2014
2 The 9 Steps for Building a Strong Employer brand
3 Understanding Your Target Group
What are the key trends we see among Millenials preferences?
Who are their most attractive employers and why?
4 Going from Good to Great in 2014
Exploration of tactics and best practices to improve your employer
brand and activation strategy
universumglobal.com
33. How Can My Organization Gain a Talent Advantage?
THEY USE THE RIGHT
ACTIVATION STRATEGY
To be able to communicate to
your target group your value
proposition, you need a
strong activation plan that
allows you to achieve your
goals, while being sure that
you cover your target group
(reach), that your message
resonates (impact) and that’s
it’s consistent (frequency).
THEY HAVE A STRONG
VALUE PROPOSITION
To influence the brand,
employers need an Employer
Value Proposition (EVP)
which should be attractive to
the target group, true – which
means that it’s recognized
internally, distinct – giving the
organization an edge, and
sustainable – meaning that
it’s supported by the top
management.
Successful Organizations build the right Employer Brand by succeeding in two
areas:
Successful Organizations build the right Employer Brand by succeeding in two
areas:
universumglobal.com
34. 34
Going from Good to Great
Your EVP and MESSAGING CONTENT:
How do I leverage my global brand locally?
How do I set myself apart from the
competition?
Which messages are more relevant to top
talent?
The importance of authenticity
35. Generation WHY – On a Quest for Reason
85%
of students globally say
that their job will be a
part of who they are
universumglobal.com
36. Projecting a Purpose Driven Brand
GOOGLE & UNILEVER PURPOSE DRIVEN EXAMPLES
universumglobal.com
Evolving from a culture driven brand to a purpose driven
brand…
Example: Google Email Signature & Unilever Linkedin Page
38. Best Practice: Johnson & Johnson
ACTIVATION – SOCIAL MEDIA
https://www.youtube.com/watch?v=yGS0H1fCdVw#t=89
J&J has a clear
message of purpose
–
“Feed your
passion” on its
careers Facebook
page and “Be Vital”
39. Microsoft: Best Practice in CSR Initiatives
http://www.microsoft.com/about/corporatecitizenship/en-us/youthspark/youthsparkhub/
“Microsoft YouthSpark is committed to helping
young people capture opportunity. Use our
programs to learn skills, to prepare for the jobs
of the future, even to start your own business.
YouthSpark was created for you.”
“YouthSpark helped
me recognize my
passion for computer
science,
and now I'm using my
skills to help other girls
discover theirs.”
40. Best Practice – Leadership
40http://www-03.ibm.com/systems/z/education/academic/masterthemainframe/index.html
42. universumglobal.com
2. Global values translated in local
messages
1. Differentiation
Relevance to Resonance: Going
from explaining to audience what
you do to why you do it
3.
Summary --- Developing your Messaging & EVP“
My ideal internship would
be with GE’s Health
Imagination Branch or the
Coca Cola Ethos Project….
I want the opportunity to be
part of an initiative that is
doing extraordinary things”
Student
1.
43. Moving from RELEVANCE TO RESONANCE
universumglobal.com
http://new.ted.com/talks/simon_sinek_how_great_leaders_inspire_actionXXX
Key Question
to Ask:
Why are we
Here?
All members of an organization know what they do, and some
know how they do it, but most don't know why they do it. Apple
RESONATES with people and with potential hires because they
focus on WHY.
44. 44
Going from Good to Great
Activation Strategies
How should you communicate with top
talent?
How do you stand out from your peers in
the recruitment process?
What is critical to embrace in the coming
year?
How do you increase awareness among the
target group?
45. The Universum Recruitment Funnel
ACTIVATION
• The awareness percentage is calculated as 100% minus the
share of students who are not familiar with your company as
an employer.
How
Visual Profile
Story telling
Clear EVP
Facts & Figures
Who
Why
What
Questions to ask Type of Communication
Awareness
Consideration
Desire
Application
Emotional
communication
Rational communication
Impact
Emotional
communication
49. The Universum Recruitment Funnel
• The awareness percentage is calculated as 100% minus the
share of students who are not familiar with your company as
an employer.
How
Visual Profile
Story telling
Clear EVP
Facts & Figures
Who
Why
What
Questions to ask Type of Communication
Awareness
Consideration
Desire
Application
Emotional
communication
Rational communication
Impact
Emotional
communication
50. BUDGET 2014
• Print channels ___
• Digital channels ___
• In-person channels ___
• Other channels ___
……………………………..100
%
BUDGET 2015
• Print channels ?
• Digital channels ?
• In-person channels ?
• Other channels ?
……………………………..100
%
You can optimise your communication budget by using the information. This means that
the final distribution of the budget across different channels and across different markets
is focused on addressing key challenges in the attraction and recruitment process.
An optimised communication budget secures optimal cost efficiency and focus.
WHAT IS YOUR
CHALLENGE?
Awareness
Consideration
Desire
Application
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51. The importance of Social Media
Public information
2013
Online and Social Media!
Will get a bigger pie of the
communication budget:
Online spend will increase from 29%
to 30% and Social media will get
26% of the budget (up from 16% in
2012)
2015
Corporate Website is King!
86% says it will use it to promote their
employer brand
Social Media Spend will jump
16%
Budget in 2012
26%
Budget in 2015
Which of the following communication channels will your organization use to promote its employer brand
during 2013?
How is your communication budget allocated this year? How will it be in 3 years time?
53. universumglobal.com
1. Global Internships
2. Interesting dinners – discuss relevant
topics with inspiring members of the
organization
3. Engage in Social media – an optimal
tool for storytelling and for spreading
authentic stories about the workplaces.
It is a necessary part of building and
maintaining relationships.
4. Case Competitions – give top talents
the opportunity to be intellectually
challenged
5. Tours of Corporate Offices – show
your innovations and corporate culture
through tours for talent to visit your
offices
2.
Go beyond traditional channels
to appeal to top talent and above
all… dare to be different
Tell them about the cool stuff
you are doing – they want to
know!
Utilize both a High Tech High
Touch approach
1.
3.
ACTIVATION Tactics for Attracting Top Talent
4. Adapt messages and channels to
your target audience !
55. Dare to support talent with game changing ideas…
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56. The Game-Changers care about your “stars” and what you
do…
Top talent like Rockstars & Causes
• Intel Rockstar - http://www.youtube.com/watch?v=tzsa4Byrso0
• GE Ecoimagination - http://www.ge.com/about-us/ecomagination
57. EY and Pepsi
Best Practice
Mobile optimized careers site points
directly to many important topics
right on its homepage.
There is also ways to INTERACT
with the company via Facebook,
Linkedin, Twitter and learn more via
alternate channels than career
website.
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59. Best Practice: Emirates Airlines, Localizing Messaging
59universumglobal.com
http://www.emiratesgroupcareers.com/fl
ash/mediaplayer/media_player.aspx?vid
eo=National_REC_update_Final.mp4
UAE National Career
Opportunities Website
Website dedicated to
career opportunities for
UAE Nationals at
Emirates Group. Best
Practice in Localizing
Message to Target
Audience and what is
appealing to specific
groups of students in
each country, area of
study, nationality and
age group.
60. universumglobal.com
There are some truly brilliant
people at these companies – I want
to interact with them”
Student, UK
“I am inspired by the individual
people at the companies – that’s
what makes an employer attractive.
The idea that I could be working
with these people.”
Student, Singapore
Employ your star players in the
recruiting process
By showcasing your A-players, you
will see that other top talent will come
to you.
4.
ACTIVATION Tactics for Attracting Top Talent (2/2)
“A-players are attracted to other A-players”
5. Build life long relationships-keep
engaged with your alums
61. THE 70-20-10 MODEL: A TRUE BEST PRACTICE
• *Source: Coca-Cola 2020. Initiative; Charles Jennings;
• Fuse Universal;
http://money.cnn.com/2005/11/28/news/newsmakers/sch
midt_biz20_1205/
10% Are we tracking
“what’s next”?
Are we staying
on the cutting-
edge of online
branding?
Are we
executing
against core
online and offline
activities?
IDEAL SHARE OF
BUDGET
THINK ABOUT
OVER
THE
HORIZO
N
INNOVATIVE
CORE
20%
70%
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