Cems Business Project - Innovating The Recruitment Process

Business Project - Natura

Carlijn Goossens, Jeanine Brockhoff, Vanessa Meyer

26/05/2011

Agenda
• The project
• Research process
• Problem identification and project objectives
• Integral Model integration and interpretation
• The Basics: Career Website and Application Tracking System
• Value-based recruitment
• Employer Branding
• Talent attraction
• Talent relationship building
• Conclusions

The Project

The primary aim of the project is to research and propose an innovative recruitment process using
Integral Theory as a basis

The project topics:
1. How to keep connected with potential Natura candidates despite the need of filling a
specific position.

2. How to keep an “alive channel” with the most important stakeholders like sales force,
partnership universities and cosmetic market consultants.

3. Suggest new tools or assessments that can support innovative way of recruitment
selection using Integral Theory as main insight.

Our research process

Ongoing literature research

Primary research Secondary
Research
Definition of Conclusion and
Problem recommendations
project scope Natura Job
identification Experts
and area Employees Seekers
Desktop
research
Interviews Interviews
Interviews
Interviews
Suvey Survey

Research Methods:
• 1 external survey (151 respondents)
• 1 internal survey (6 respondents)
• 3 expert interviews
• 10 interviews with Natura employees
• Extensive desktop research
• 18 case examples
• 100+ (academic) documents

Our research revealed eight major problem areas

Problem Identification:

1. Difficulty recruiting candidates who are competent and aligned with Natura values

2. Too many unfit and unqualified applicants with unrealistic expectations

3. Difficulty attracting certain groups (I.T., Engineers, etc.)

4. Lack of clear and consistent employer image

5. Poor communication and feedback during recruitment process

1. Weak talent relationships and network

2. Ad-hoc and reactive recruitment

3. Ineffective internal recruitment process

We established three objectives that would address all eight problems and
grouped them into three categories

Project Objectives:

1. To find more effective ways of assessing ‘Person-Organization’ and ‘Person-Job’ fit using Integral
Theory
2. To find innovative ways of attracting the right talent so as to minimize major recruitment and
retention problems
3. To find innovative ways of building and maintaining a strong talent network in order facilitate
proactive candidate sourcing

Value-based
recruitment

Employer
Branding &
Marketing

Talent
Relationship

We based our analysis and suggestions on a holistic model which assesses
candidate “fit” and helps identify target talent

Based on our research we indentified a need for a more holistic
assessment of the individual

This model is a holistic reflection of a person and covers all quadrants of
the Integral Model

• What do you know?
• Who are you? • What are your skills and
• What characteristics do abilities?
possess? Individual

Personality Know-how

Whole
Interior Exterior
person

Experience Behavior

• How do you exhibit
• What have you done?
your values and beliefs?
• Where are you going?
• How do you respond to
• How have others Collective
others?
impacted your life?

Eight steps will help you to recruit, retain and engage top talent

The value-based recruitment process

Employer Branding

Organizational
analysis A- Applicant
Talent Candidate Talent
playerprofili self- assessment
Attraction selection & selection Relationship
Job ng

Application
analysis

In order for our innovative suggestions to work, Natura must implement
certain basics

The Basics

• An improved career website
• A proprietary Applicant Tracking System (i.e. Talent Management System or ERP)

The career website is not only a key tool for companies to generate
applicants, it also contributes to value creation

The company career website

• The effectiveness of an organization’s website at communicating employment information is
a crucial determinant of an organization’s ability to successfully generate qualified applicants
(Cappelli,2001).

• The perceived usefulness of content presented and ease of use of a company career website
positively influences employer attractiveness (Williamson et al., 2003)

• A study of college students reported that 26% of students rejected potential employers from
job search consideration because of the poor design of their web sites (Karr, 2000)

• The richness of an organization’s website is positively related to attitudes towards the
organization and employment intentions (Allen et al., 2007)

Proactive candidate sourcing and time efficiency are key benefits of an
Applicant Tracking System

Benefits of an ATS:
• Helps recruit, select and analyze traits that are most predictive of success (based A-Player Profile)
• Provides feedback to applicant
• Track current employees and have their records available for internal recruitment
• Track recruitment needs, including the database of CV’s received and shortlisted, assessment results,
reasons for rejection, list of interviewees and those selected

Acquire
Best ATS Providers:
• SAP
• GradWeb
Talent
• Taleo Assess management Develop
Systems

Align

The career website is the #1 source of employment information

Online sources of employment information

Survey sample: 16,000
Potentialpark Communications AB, Trend Studies 2011

Top employers are recognized for their career websites and ATS systems

Top ATS Systems and Career Websites

Potentialpark Communications AB, TEWeB 2011

Great career websites are simple, informative, interactive and customizable

Features of a great career website and ATS
• It is easy to find the relevant content on the website
• It is easy to print, send and bookmark the website content
• Information about the company in general
• The advantages, benefits and development opportunities when you work for
this company
• Details and examples of the work and the people
• You can contact the recruiting team
• Fast answers to questions that you send via email
• Information about events and happenings where you can partake
• Advanced tools that give you more insights than plain text, for example videos
• Updates that make it interesting to visit the site more often
• Social Media interaction
• Information about jobs, positions and programs
• Information that you need to plan your application
• Room to leave an individual impression in your application
• Personalized notifications about the recruitment process

An improved career website and ATS will help address many of
Natura’s weaknesses

In your opinion, what are the major weaknesses in the Natura recruitment process?
Poor feedback and ability to contact recruiter directly.
When I applied for an internship at Natura, the company they had hired to conduct the process
was very inefficient: group dynamics were superficial, ambiguous and badly conducted.
Website failures and no response to the email they supplied to report any technical issues!
lack of clear communication
poor feedback
Natura says they focus on relationships yet provide no feedback during recruitment process

The majority of survey respondents who have participated in the Natura recruitment process
were…

• dissatisfied with the quality of the online application forms
• dissatisfied with the quality of the career website
• somewhat dissatisfied with assessment tools used

We based our analysis and suggestions on a holistic model which assesses
candidate “fit” and helps identify target talent

Traditional approach Value-based approach
Focus on knowledge, skills and abilities (KSAs) Focus on knowledge, skills and abilities (KSAs) AND
personality, values and interests

Person-Job fit Person-Job fit AND Person-Organization fit

“Hiring new hands or heads” (parts of people) “Hiring people” (the whole person)

Jobseekers care about values too and are also looking ways to assess value
“fit”

Jobseeker perspective

Prior research suggests that job seekers to a large extent base their job choice decisions on perceived
values congruence (Cable & Judge, 1996).

Importance of company values when selecting an employer Degree to which “fit” with Natura’s values influences decision
to apply

Source: CEMS Business Project Survey 2011



Employer Branding

Organizational
analysis Applicant
Talent Candidate
A-player Assessment Talent
self-
profiling Attraction selection and Relationship
Job Analysis Selection

Application

Drawing up a values blueprint is the first step towards hiring culturally
aligned employees

The values blueprint

A values blueprint (Rhoades, 2011):
• Is a profile that defines an organizations values in terms of actionable behaviors.
• Provides a basis for hiring, rewarding, recognizing and managing employees.

How to create your blueprint:
• Identify the company’s strategy and vision and define and assess work-environment in terms of
organizational characteristics.
• Identify the company’s core values and establish a set of key behaviors that exemplify each value in
action.
• Involve senior management as well as key individuals inside the organization that are knowledgeable
about the company culture .

Establishing a values blueprint is very important as this will allow the company to assess the degree of
cultural fit and values-congruence in later stages of the process



Employer Branding

Organizational
Analysis Applicant
Talent Candidate
A-player Assessment Talent
self-

Application

A job analysis is as important as any other step in the value-based
recruitment process

The purpose of a job analysis is to define the competencies required for success in order to select
appropriate candidates (Prient et al., 2009).

Identify:
• Knowledge, skills & attitudes (KSAs)
• Roles & responsibilities

Many job analysis techniques are avaiable: task inventories, position analysis questionnaires...

The job analysis is as important as any other step in the value-based recruitment process and
deserves an equal amount of attention when hiring new employees.



Employer Branding

Organizational
Analysis Applicant
Talent Candidate
A player Assessment Talent
self-

Application

A profile of success helps to identify A-players and to keep them once they
are hired

Profile of success

• Provides an image of the ideal employee for a specific position (A-player)
• Includes knowledge, skill and ability requirements AND personality and behavioral aspects

Advantages (Harris&Brannick, 1999):
• Helps to maximize fit between the person, the job and the organization
• Helps the company to know better the type of person it is looking for and to keep that person
after he or she is hired

Important:
• Stick to the profile of success; only hire A-players
 Do not hire “the best available” to quickly fill positions if
there are no A-players
 Do hire A-players (even) if there is no specific position
available forthem
• Let A-players hire A-players

CASE STUDY: Employee Success Profile at EMC2

The challenge
How to significantly increase staff levels without losing losing corporate identity?

The solution
EMC2 developed an Employee Success Profile (ESP) – a detailed definition of who succeeds at the
company. Their ESP is based on seven critical factors:

Technical competence Customer responsiveness
Goal orientation Cross-functional behavior
A sense of urgency Integrity
Accountability

The result
By focusing on these seven attributes, EMC2 managed to remain the same company that it was several
years ago, even though it has thousands of new employees.

Eight steps will help you to recruit, retain and engage ideal employees


Employer Branding

Organizational
Analysis Applicant
Talent Candidate
A player Assessment Talent
self-

Application

Self-selection tools assist in reducing the number of unsuitable candidates
applying and thereby help to save money, time and effort

Self-selection tools:
• Offer a possibility for applicants to perform an initial check on their fit with the company before they
enter Natura’s application process.
• Should discourage candidates that do not match Natura’s values and requirements from entering the
recruitment process.
• Help a company to save money, time and effort.

 Online self-selection test

An online self-selection test allows candidates to perform an initial check of
their fit with Natura before entering the formal application process

Focus on Natura’s values and corporate culture

Questionnaire:
• Short and sharp questions
• Values, interests, working style, working conditions and relationships

Two reports:
• Candidate feedback report
 Candidate’s preferred behaviors and preferred working styles
 Profile representing “ideal Natura employee”
 Candidate checks degree of fit

• HR report
 Areas of fit and misfit (sent to HR, can be stored in ATS)
 Background info on candidate that decided to apply
 Tool to proactively approach candidates that showed alignment but did not apply

Poorly suited candidates will refrain from applying whereas well-suited candidates are encouraged
to apply by positive feedback

CASE STUDY: Online Personality Assessment at KPMG

The Challenge
KPMG wanted new recruit to more feel comfortable in the KPMG business
environment and possess the values and competencies required

The solution
KPMG developed an online personality assessment that enables job applicants to understand their
personality according to the most important value dimensions.

The result
By providing individuals with insights into their personality, the assessment is proving a fast and efficient
self-selection measure.

CASE STUDY: Online Personality Assessment at KPMG

A strategy of multiplicity takes the task of candidate self-selection forward
and reduces the risk of “cheating”

A strategy of multiplicity:
• Involves multiple screening methods
• Involves multiple assessors

Why?
• Recommended by researchers as the best approach to hiring (Bowen et al., 1991)
• Takes the task of the candidate self-selectionforward (provides applicants with more information
about the work environment)
• Reduces the risk of “cheating”

Percentage of respondents who adapt their values during the Degree to which applicants would adapt their values if they
application process to better “fit” with those of the company knew “fit” with company values was key to getting the job

Source: CEMS Business Project Survey 2011

There are various value-focused assessment methods that can be
implemented

Value-focused assessment methods:

 Organizational Culture Profile

 Situational Judgment Tests

 Job Simulation Exercises

Use the Organizational Culture Profile (OCP) to assess P-O fit

Organizational Culture Profile (OCP)

The OCP is a widely used tool to assess P-O fit and has been advocated to investigate P-O fit in
organizational entry contexts (Cable & Judge, 1996).

How does itwork?
• 54 value statements
• 9 categories, ranging from
 “most desirable” to “most undesirable” (applicant)
 “most characteristic” to “most uncharacteristic” (company)
• Specified number of cards in each category: 2-4-6-9-12-9-6-4-2
• Incumbents familiar with the organization sort the value statements into categories (refer to
Organizational Analysis and A-player Profiling phases)
• Applicants sort the value statements into the categories
• P-O fit is calculated by correlating the profile of organizational values with the profile of the
applicant’s preferences

The OCP contains 54 value statements that can generically capture
individual and organizational values

Source: O’Reilly, Chatman & Caldwell, 1991

The OCP is a sound value-focused assessment tool and can also be used to
test the level of internal crystallization of your values

Advantages:
• Breadth and complexity of values are captured
• Personal relevance of values is reflected (the ordering of the items reflects the relative importance
of values for a specific applicant or for the organization).
• Comparisons between profiles are made possible (main focus: extremes).

Additional use:
• Test the level of internal crystallization of Natura’s values.

Natura could even make a customized version of the OCP by including value statements that are
particularly relevant to the company.

SJTs tap into a wide range of skills, abilities and personality traits and
provide a cost-effective way to deal with many applicants

Situational Judgment Tests (SJTs)

How does it work?
SJTs present an applicant with a number of hypothetical scenarios reflecting situtions they may face in
the job. It is the applicant’s job to chose which is the most effective course of action.

Advantages:
• SJTs tap into a wide range of skills, abilities and
personality traits (responses are drawn from previous
experience, knowlegde and training, personality and
innate abilities)
• Applicants gather more info about work environment
as they are provided with sample of realistic scenarios
• High volumes of unsuitable applicants can be filtered
out early on in the process
• Cost-effective and convenient in dealing with many
applicants

There are various SJT formats

Most and least effective Likely to do

Rated responses Ranked responses

Job Simulation Exercises (JSEs) are powerful assessment tools as they force
applicants to demonstrate critical behaviors that reflect your values

Job Simulation Exercises (JSEs)

JSEs are high-involvement tests in which an applicant performs a task that closely resembles those
that are performed in the real organizational environment.

Advantages:
• Allow organizations to assess a person’s KSAs, personality
traits and actual behavior
• Give applicants a realistic job preview
• JSEs help both the applicant and the organization to
assess fit

CASE STUDY: Job Simulation at Mars

The challenge
Mars places great emphasis on finding individuals who have the potential to
grow and develop within Mars over the long term. The company wants to
recruit people who have what it takes to fulfill a successful career within the
company, and not just recruit individuals for a specific job.

The solution
Mars designed assessment materials and exercises that would ask candidates to demonstrate critical
competencies within situations that mirrored working life in the company and which reflected the five
principles of Mars: Quality, Responsibility, Mutuality, Efficiency and Freedom.

The result
• Enabled Mars to select better quality candidates
• Selected candidates are better able to integrate themselves within the company and cope with a
steep learning curve when appointed.
• Through the different selection stages, the company is acquiring valuable quantitative information
that will be used to further analyze and improve the recruitment process (again: multiplicity).

Summary:

• Establish a values blueprint that defines critical organizational values in terms of actionable
behaviors

• Perform job analyses to identify the KSAs, roles and responsibilities required for success in specific
jobs

• Establish a profile of success that reflects the characteristics of an A-player

• Create an online test that allows candidates to perform an initial check on their alignment with
Natura’s values and gives them the opportunity to self-select out of the recruitment process

• Use a strategy of multiplicity to further inform candidates about the organizational environment
and to prevent candiates from “cheating”

• Use a combination of OCP, SJT and JSEs to evaluate a wide range of skills, abilitities, personality
traits and behaviors and to assess “fit”

This will allow Natura to hirepeople that are culturally and technicallysuitable, leading to long-term
employment contracts.

EMPLOYER BRANDING

Why Natura’s
Philips case
What is it? Natura Employer
study
needs it Brand

The Employer Brand should attract those who will thrive in your culture,
and retain and engage those who already do

The Employer Brand Defined :

50%
• The package of functional, economic and
psychological benefits provided by employment,
“I’d love to be a part of
and identified with the employing company Attraction
that company”
(Ambler, 1996)

• Building an image in the minds of the potential
labor market that the company, above all others,
is a great place to work (Berthon et al., 2005) 50%

• A set of attributes and qualities often intangible Retention and “I’m committed to my
– that makes an organization distinctive, Engagement employer”
promises a particular kind of employment
experience, and appeals to those people who
will thrive and perform to their best in its
culture (CIPD, 2007).

Employer Branding has many benefits, but none more important than the
loyalty, engagement and advocacy it creates

• Pride of individuals expected from being organizational members (Cable
& Turban, 2003)

• Applicant pool quantity and quality (Collins & Han, 2004)

• Stable and positive workforce attitudes and organizational performance
(Fulmer, Gerhart, & Scott, 2003)

• Higher valuation of human capital in financial markets

• Loyalty, engagement and advocacy

• Reduced recruitment & retention costs (Cable & Turban, 2003)

The Employer Brand will only be successful over the long term if the company aligns
all its management systems and processes to deliver on its employment promises

Culture
Internal communications
Employment Reward & Recognition
Performance Appraisal Learning & Development
Team Management Service Support
Recruitment & Induction Measurement Systems
Working Environment
Purpose
External Marketing
Values / CSR
Senior leadership

The Employer Brand

Developing a strong Employer Brand requires a deep understanding of
what drives attraction and engagement of top talent

• Senior management workshops
• Internal and external focus groups
Discovery •Employee survey (A-Player Profiling)
• Candidate journey audit
• Involve Marketing/PR/communications

Analysis, • Define brand attributes
interpretation and • Associate specific behavior with each brand attribute
creation •Define attractive attributes for each A-player talent segment
•Define employer value proposition
• Set creative brief and creative brand expression

Implementation • Test brand internally to ensure accuracy
and •Apply brand to entire employee life cycle:
communication • talent attraction programs/materials/website
• interview/assessment process
• orientation material
Measurement, • On-going internal testing
maintenance and • On-going external testing
optimization • Measure improvements in recruitment and retention

It is best to differentiate your Employer Brand based on symbolic
dimensions of employer attractiveness

Attraction is related to the envisioned benefits that a potential employee sees in working for a
specific organization, factors include:
• Interest Value: The extent to which an individual is
attracted to an employer because of the excitement and
creativity of the work environment. Interest
Value

• Social Value: Attraction based on a collegial work
environment with good team atmosphere. Symbolic
Social Value
Value
• Economic Value: Attraction based on salary and benefits.
“People are most attracted to organizations whose attributes are congruent with
Employer
their own personal characteristics (e.g., values, personality)” (Schneider, 1995)
• Development Value: Based on recognition of work and
attractivenes
s
career-enhancing opportunities.
Application Economic
• Application Value: The employee’s ability to apply what Value Value
they have learned to teach others and interact with
customers in a way that is positive and humanitarian
Developmen
t Value
* Symbolic Value: The employee’s need to maintain their self-
identity, to enhance their self-image, or to express
themselves

Source: Berthon, P., Ewing, M., and Hah, L. L.
(2005)

Define your Employer Value Proposition (EVP) using your target talent’s
preferred dimensions of attractiveness

The Employer Value Proposition:

•Whilst there is one Employer Brand, there are numerous Employer Value Propositions within an
organization, consistent with the number of jobs or roles within the organization.

• The EVP answer the question: “What’s in it for me to work here?”

•Using the dimensions of attractiveness, make a summary of everything employees experience and
receive while they are part of your organization

The EVP must observe three factors, It must:
1. Reflect reality - an EVP should not be excessively positive or leave out vital negative aspects.
2. Ensure consistency - the information candidates receive about the organization from different
sources must be consistent
3. Enable self-selection - an EVP should enable applicants to self-assess whether they are a good fit with
the organization.

Natura is experiencing many of the symptoms of a weak Employer Brand

• Too many unqualified applicants

• Some of the best employees are leaving after 18 months

• Workforce lacks the balance and diversity desired, with too many
applications coming from the same communities they’ve always
come from

• Recruitment agencies and consultants keep sending good on
paper candidates but who don’t “fit” with Natura’s culture

• Strong consumer and corporate brand image build
unrealistic expectations of the employment experience

• Current Employer Brand is not strongly associated with any
particular attributes

A misappropriation of Natura’s dominant consumer brand image results in
many applicants, but unrealistic and unfulfilled expectations

Accurate

1. Communication Breakdown 4. Sustained success

• Employees not attracted • Employees attracted
•Psych. contract fulfilled • Psych. contract fulfilled

Attractive
Unattractive

3. Long-term Disconnect 2. Strategic Mismatch

• Employees not attracted • Employees attracted
•Psych. contract unfulfilled •Psych. contract unfulfilled

Aspirational
Source: L. Moroko and M. D. Uncles, 2008

CASE STUDY – Developing the Philip’s Employer Brand

 Recruitment services were weak and needed to focus on proactive talent recruitment
 Identified inconsistent positioning of messages to prospective employees – not addressing
them as “One Philips”
 They weren’t reaching targets they’d set to attract and retain the best talent
 They also wanted to find out how potential employees regarded the company as an
employer

Research Objectives:
1. How company is perceived by target talent
2. What drives people to apply
3. What motivates people to stay and be engaged

 29 internal focus groups
 18 external focus groups
 3500 internal survey respondents
 1000 external survey respondents
 Both Sales/Marketing and R&D people, different ages, length of service
 Netherlands, Germany, France, UK, Poland, USA, India, China

Research Results:

 Target talent often feel no strong desire to apply. When asked what Philips stands for as an
employer, they see it as a large international technology company, but that’s all

 Philips could be too formal – there needed to be more personality in the way the brand was
communicated

Employees wanted Philips to be:
1. One company – all working together, united in one purpose
2. Proud and confident about what it does, passionate
3. People and products could have equal and united prominence
4. Offer great reasons for coming to work everyday
5. An “icon of innovation”
6. Global and diverse

Philips’ dimensions of attractiveness:

 Social Value: rewarding team-work, engaged and inspiring environment, depend on each other

 Economics Value: Competitive salary, pensions, medical insurance, housing allowance,
scholarships for children or childcare support

 Interest Value: Contact with products/technologies of the future

 Development Value: Learning and development strategically important, Ideas are encouraged,
Learning culture, on-the-spot recognition

 Application Value: Inspirational experiences, impact of actions is global

 Symbolic Value: Feelings of pride for creating great/innovative products that touch lives everyday

“touch lives everyday refers to the passion and pride of all of us working for Philips”
Jo Pieters, Global Vice President Recruitment, Philips

Employee Value Proposition Website

Philips Labor Market Ranking – Europe
Employer Brand launched Dec 2003

Business Discipline 2003 2004 2005
Rank Rank Rank

Familiar with Philips 24 14 9
Considered employer 6 5 3
Ideal employer 21 17 17

Engineering & Science 2003 2004 2005
Discipline Rank Rank Rank

Familiar with Philips 25 32 12
Considered employer 16 11 8
Ideal employer 65 62 53

Natura Employer Brand is attractive, but is it honest?

Job seekers do not strongly associate Natura with any particular attribute, but do
moderately associate it with spirituality, team-work, and continuous education

What Natura offers as an employer What Natura is associated with
Job Mobility Quality relationships

Infrequent overtime Sustainibility

Secure employment Conservative working…

Trainee programme Equality between the sexes

Team-based work High ethical standards

Increasingly challenging tasks Recruiting only the best…

Managerial responsibility Diversity among the employees

Variety of assignments Job Seekers A focus on spirituality Job Seekers

International career… Employees Good reputation Employees

Continuous education and … Good/ confidence-inspiring…

Mentoring(coaching) program Financial strength

Flexible working hours Innovative solutions

Speedy advancement Market success

Clear career path Guided by values

Competitive compensation Exciting products/ services

0 1 2 3 4 5 0 1 2 3 4 5

Job seekers perceive Natura’s employment experience as
balanced, unambiguous, relationship based, and transformative

Perceptions of Natura’s employment experience

A balanced environment with clear goals and tasks

Ambiguous work and constant change

Results are what matter most

The purpose justifies the means

Relationships as a basis for success Job Seekers
Employees
Emphasis on team work and shared decision making

Not an employment experience, a life experience

A company as a vehicle to transform society

From heaven to hell seven times a day

0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 5

Natura employees value the increasingly challenging tasks and company
culture above all other employment attributes

What Natura employees value most about their career

The influence of Natura’s values on decision to apply

Natura employees highlight values, care for others and innovativeness as
reasons for joining Natura

O protagonismo da empresa
Natura was my first choice in terms of companies to work. I believe that its values and purposes
are alligned with mine.
Pelo comportamento empresarial da empresa e pela descrição da vaga, bastante alinhada com
meu propósito.
we share the same values and beliefs, I was wanted to join a consumer goods company.
eu admirava a natura como empresa inovadora e com atenção a seus colaboradores e
consumidores.
Alinhamento ao meu propósito de vida / crenças e valores.

Past applicants were attracted to Natura functional benefits as well as values,
reputation and innovativeness

alinhamento de propósito de vida for their focus on sustainability, which is nowadays a big
competitive advantage
Os valores da empresa me agradam muito, e modelo comercial Bom slario e oportunidade de crescimento
e a inovação.
Company values and reputation. It sounds like a great company to work for (through case
studies at uni and through reputation from Brazilian friends).
It's a company that I admired as a consumer because of the successful growing business with inumerous challenges and
products offered and because the way the company positioned opportunities.
itself as very value-oriented and sustainably concerned.
Empresa de sucesso com boa reputação no mercado e People always says good things about working for Natura.
ambiente agradável de se trabalhar.
core values, innovative company É uma empresa sólida e que gera resultados positivos.
To work for a successful international company in Brazil. Social environment, open-minded company, sustainability.

That`s a big company on cosmitics area in Brazil, maybe is good The industry that it operates in is very interesting
enought to increase you CV for future employers.
Alignement with company values such as sustainability, respect important brazilian company;ethic;great ideas and
to diversity, deliver of high quality products, environment products;good career path
friendly business model, inovation, etc. Plus competitive
remuneration and possible clear path for my career.
Because it is a truly Brazilian company

Natura should differentiate its Employer Brand based on brand attributes and
the attractive dimensions that appeal most to target talent

Strong Transformative
Team
values work

Challenging
work Success Equality

Great
reputatio
Unique Innovativenes Employer
culture s Brand
n

The need for honesty and accuracy should drive the Natura Employer Brand

Accuracy: the Employer Brand Informs terms of mutual obligations and counters
misleading or misguided information conveyed by sources external to the firm

Honesty: the Employer Brand expresses what you are – which is not all things to all
people

Summary
• Your Employer Brand is a promise – it should greatly appeal to those who will thrive in your
organization, and less so to those who will not

• Make sure all management systems, as well as the consumer/corporate brand are are aligned with
and deliver on your Employer Brand promise

• Identify your dimensions of attractiveness and build your brand on the most distinctive dimensions
(often symbolic)

• Answer the question: “What’s in it for me to work here” by highlighting the dimensions that are
most attractive to your target talent

• Ensure your Employer Value Proposition is realistic, consistent and allows for candidate self-
selection

The best Employer Brand propels ideal talent to apply, prevents A-Players from leaving and raises the
level of engagement by all organizational members



Employer Branding

Organizational
analysis Candidate Applicant
A-player Talent assessment Talent
self- Relationship
profiling Attraction & selection
Job selection

Application
analysis

Changes in jobseeker behavior will drive recruitment process innovation

The Future of Job Search
1. Comprehensive: Job seekers will have access to every available position, including hourly or local jobs
rarely found online

2. Transparent: Job seekers will have perfect information—everything from office culture to industry
trends—to decide on a job opportunity

3. Social: Referral hiring will be streamlined as online social and professional networks converge with
job listings

4. Personal: Listings will be filtered by an individual’s job and lifestyle criteria, producing highly-
personalized results

5. Mobile: Mobile services will provide users with employment information based on their physical
surroundings

6. Efficient: Traditionally manual processes, such as filling out application forms, will become automated
Source: Simply Hired, 2010

Recruitment marketing activities should reflect the Employer Brand
promise and highlight the firm’s most attractive attributes

Word of
mouth

Media Referrals

Events Workshops

Website

Early recruitment activities affect job seeker’s application decisions
through general attitudes toward the company and perceived job
attributes
Recruitment marketing:
Preferred Recruitment activities
• Low-involvement
• Sponsorship
• Advertising
• Publicity
• Career website
• Social media
• Mobile media

• High-involvement
• Career events
• Company visit/presentation
• Advertising On-campus sources of career information
• Career website
• Courses/workshop/case study
• Contest/competition
• Word of mouth
• Social media
• Mobile media

Source: CEMS survey, 2011

DaimlerChrysler aligned the Employer Brand with the Consumer Brand to
simultaneously communicate a promise of quality

“As a successful car company there are
many things that make working for us an
attractive prospect. In addition to a
diverse range of career opportunities, we
also have 45 different company cars to
choose from…”

Source: Berthon, P., Ewing, M., and Hah, L. L. (2005)

Google’s high involvement recruitment advertisement appeals to and
elicits action by its target candidates

Source: Universum Report, 2010

Mobile Media provides time, location and context to recruitment marketing

SMS

email MMS

Short Code
QR Code
(Bluetooth)
Mobile
Media
Beluga AB contacts

Augmented
Apps
Reality

Job compass Contact Capture GoldRun Mobile
GPS
Web

In 2010 there were 175 million mobile subscriptions in Brazil, and 12
million people regularly accessing the web via their mobile devise

Mobile Media
• More time on social networks is spent via mobile devices than on laptops

• Mobile internet will soon account for half of all internet access (FOMR, 2010)

• In one year, Jobsite.co.uk saw an increase of 390% in mobile access to their site

• Nearly 11 billion mobile applications have been downloaded worldwide

Source: JobSite Report, 2010

SMS campaigns have enormous potential and reach

• SMS has a 94% open rate, versus
15% for email

• SMS has a 15-20% response rate,
versus 1% for traditional media

Source: “Mobile Recruiting –Are we there yet”, 2010

Social media allows candidates to participate in shaping your Employer
Brand by writing and sharing the message

Social
Networks

Professional
Microblogging
networks
Social
Media

Social Multimedia
Bookmarking Sharing

There is no denying the growth and influence of social media, but activity is
concentrated on only a few platforms

Global usage
mio/ 2010

1,000

0.7

People spend significantly more time on social media than they do email

Professional Networks are the online community of choice for talent
relationship building

Professional Networks: LinkedIn

• 80% of Fortune 500 companies use LinkedIn for recruiting (Social Wave Length, 2010)
• 51% of recruiters have successfully recruited through LinkedIn (Jobvite, 2010)

• Features (Premium Recruiter Account):
– Database access and candidate search engine
– Sourcing and direct contact with talent
– Project management and saved search

Facebook is great for building awareness of career opportunities and
maintaining on-going communication

Social Networks: Facebook
• More than 500 million active users, 250 million accessing via a mobile device
• Brazilians spend an average of 30.2 hours per month on Facebook (Many Eyes, 2008)
• 60% of respondents use social networks to find reviews on employers (CEMS Survey, 2011)
• 45% use social networks to follow news on employers (CEMS Survey, 2011)

• Someusefulapplications:
– ‘Work for Us’
– ‘Post jobs on Wall’

Social media is useful for recruitment marketing, Employer Branding and
for building and maintaining the talent network

Social Media summary

Employer Talent
Recruitment
Branding relationship

Candidate
Employer Discussion Recruiter2JobSeeke
sourcing Job ads Events r contact
profiles groups
& screening

Best choice

Alternative

Limited



Employer Branding

Organizational
analysis Candidate Applicant
A-player Talent assessment Talent
self-
profiling Attraction & selection Relationship
Job selection

Application
analysis

Natura needs to actively engage in talent networking to ensure a continuous
flow of qualified applicants

Networking

• Refers to the way how an enterprise approaches, creates and maintains contact with various
stakeholders.

Networking = public relations + cross-fertilization of contacts x doing something that adds value
to another person’s life.

Networking will preemptively put you in touch with your ideal candidates

• Maintaining relationship with current and ex-employees
• Meeting a new employee or colleague

• Good employees will become more selective and harder to find
• Getting referrals to new perqualified prospects

• Creating ambassadors who will tell about you and connect you
with the right prospects
• Door openings to people you won’t be able to reach on your own

• Receiving more visibility as an organisation
• Attracting the right organisations to form partnerships with

• Getting new ideas, new insights and new wisdom
• Insight into new trends

Source: Networking Coach (2011) and Sirona Consulting (2011)

Choose the appropriate media for your networking purpose

Mobile

Event Newsletter

Career
Referral
website
Online
Social Online/Offline
Media

The career website and business related networks are the preferred media for
networking

Interactingwithemployers online Advantages of interactingwithemployers online

•Company’s career website and business related networks are popular among respondents
• The interaction mainly serves to meet recruiters and get information about interesting career
opportunities
Source: CEMS Business Project Natura (2011)

Onsocial media, jobseekers look for contact details, links to company/career
websites and a realistic impression of a workday

Requested content for online communities

Source: Potentialpark Communication AB, Trend Studies (2011)

Natura’s current situation complicatesproactive and effective networking

Major Issues:

• Basics are missing
• No database to track, find and keep in touch with applicants
• Natura’s focus: filling positions, not keeping in touch
• 3rd party sites are main contact for potential candidates
• Recruitment is not a continuous effort => Ad-hoc hiring syndrome
• Weak coordination between HR department and hiring manager
• Naturaseems to take a passive attitude towards talent relationships

Natura is present on many different media, butthey are
notlinkedorintegratedeffectively

NATURA’S ONLINE MEDIA
Currently used Name
Company website (1) www.natura.net
(Micro) blogs (2) www.blogconsultoria.natura.net
www.twitter.com/naturanet
Communities (2) www.naturaconecta.com.br
www.wikihistorias.com.br
Career sites (3) www.vagas.com.br
www.jovenstalentosnatura.com
www.proximoslideres.com.br
Social Network (2) Orkut
Facebook
Professional Network (1) LinkedIn
Multimedia (1) YouTube

Natura’s current talent network lacks integration, consistency and a clear focus
on building talent relationships

Strengths:
• Some of the networks link different stakeholders and function as a
collaborative platform to exchange ideas and to improve the world
(NaturaConecta).
• Variety of media (blogs, discussion boards, podcasts, videos)
• Possibility of input by third parties (NaturaConecta)
• Having to become a member to participate in discussions
• The usage of Twitter as Q&A

Weaknesses:
• No clear focus on recruitment and talent sourcing
• There is no proper Natura career website
• Social media activities are all dispersed among unlinked websites
• No central page as link among the others
• Contact information is difficult to find
• Not all media are used to their full potential, e.g. LinkedIn
• No standardization of the websites and no technical coordination
• Some websites are better developed than others

The networking media used is numerous and varied,
but unfortunately is also dispersed and not optimally used

LinkedIn and Facebook are the best platforms for maintaining strong talent
relationships

Talent relationship

Recruiter2JobSeeker
Discussion groups Events contact

Best choice

Alternative

Limited


For talent networking, Facebook and LinkedIn offer the most diverse
features

• Not all platforms are suitable for Talent
Relationship purposes

• Identifying the strengths of each platform is
critical to successfully catering to job seeker
preferences

★= feature is available and can be used effectively


There are four levels of employer profiles on Facebook, level four being the
most effective for building and maintaining a successful talent network

1. Corporate profile: general company profile without a
careers-focus, but might include some career-related
Level 4: Versatility & Full information
Interaction
2. Basic employer profile: careers-specific profile with
updates about job offers and company activity
Level 3: Multimedia & Integration
3. Multimedia & Integration: includes multimedia, job
search section or discussions between fans and the
Level 2: Basic employer profile
employer
4. Versatility & Full Interaction: offers interactive content,
Level 1: Corporate profile applications, embedded content from many sources,
like Twitter feeds, YouTube channel, career website


Microsoft’s Facebook page is a great example of a professional
profile, making good use of the available features

Microsoft FACEBOOK PROFILE
Fans:35,289
Highlights:
• High interaction with Fans • Links to employee blogs
• Job search embedded from the • Interactive career FAQ
career website • YouTube channel embedded
Profile analysis:
Basic Profile information Update Contents

Link to career website ★ News about the company ★

Link to corporate website Employee testimonials ★

Basic information about company
Hints and tips ★
Interaction

Possibility to post on the wall ★ Jobs
Employer-job-seeker discussions ★ Posts ★
Comments on posts ★ Job search/dedicated section ★
Recruiter contact details Multimedia
Event section ★ Posts/embedded ★
Event updates and the wall ★
Video section ★
Other social media links ★
★
Photo album Potentialpark Communication AB, Trend Studies (2011)
Source:
Applications/interactive tools ★

Regarding networking with employers, candidates prefer professional
networks compared to social networks

Career-related activities on networking platforms


LinkedIn is the most powerful professional networking tool online

There are three levels of employer profiles on LinkedIn, level three being
the most effective for building and maintaining a successful talent network

1. Basic corporate profile: offers general
information about the company and its
Level 3: Integration and employees and allows discussions.
community Driven 2. Customized profile: includes customized
content, such as videos and statements
Level 2: Customization about the working environment, or has the
form of a discussion group.
3. Integrated and community-driven: delivers
Level 1: Basic corporate both space for community discussions and
profile customized content, with advanced look and
feel


General Electrics’sLinkedInprofile is a good example of a well-structured
page designedspecificallyforrecruitmentpurposes

LinkedIn Profile

Highlights

•Additional profiled page
Profile analysis:
•“Why work for us statements” Content
Testimonials

• Recruiter profiles Video ★
Link to career website ★
Link to corporate website
Link to other platforms ★
Recruiter profiles
Open jobs ★
Custom look and feel ★
Sponsored poll
Additional information ★

Source: Potentialpark Communication AB, Trend Studies
(2011)

With a 94% open rate, sms recrutiment campaigns are a great way to keep
in close contact with your talent network

Mobile Recruiting – SMS campaigns
• Benefits of mobile recruitment by text campaigns:
– Immediate
– Cost efficient
– Convenient
– Reaching a receptive audience, since candidates opt-in (HR
Technology, 2010)

• Example:
– Hewitt encouraged job fair attendees to SMS a
certainnumber in order to beentered in the draw forprizes,
eventually landing themon the company’scareer website

Hewitt used a contest SMS campaign to raised awareness of their diversity
program and career opportunities

Objective: Engage conference attendees via a Afer the “opt‐in”: Subscribers
raffle‐give‐away. Conference attendees were were provided a link to view the
Mobile URL:
encouraged to participate by sending an SMS raffle‐giveaway details, as well as
www.Hewdiversity.com
(text‐message) with the keyword learn more about Hewitt’s
HEWDIVERSITY to 77950. Diversity Program, and career
opportunities.

Source: Mobile & Recruitment: Are We There Yet? (2010)

With over 290 million smartphones sold globally in 2010, recruiting via
mobile applications is where the “war for talent” will be won

Mobile Recruiting – Job Apps
• Benefits of mobile recruitment via job Apps:
– Job seekers are looking for Apps
– Provides relevant information based on location and preferences
– Customizable
– Fun and interactive
– Convenient and low cost
– Can be linked to other media (Facebook, LinkedIn)

Example:
• AT&T job application

AT&T lead the mobile trend by being one of the first companies to
integrate a job App. intro their recruitment communication strategy

Features:

•News feed on company
• Location based search function
• Look at job details
• Forward to a friend
• Location specific career events
• Joining talent network for updates
• Customized job alerts
• Tweeter feed in application
• Day in the life videos

Source: All the top bananas (2010)

An ‘Instant Innovation Camp’ can link innovative talent and Natura through
problem solving and networking

Preferred Recruitment Activities

Instant innovation camp
• University course + Company contact + Workshop
• Solution to solve major challenges while getting to know potential applicants
• Only students with innovative mindset for a sustainable world
• Each group of students focussed during the course on one aspect of the topic and then had
four weeks to find theoretical documentation and spend one day actively with the company
on finding solutions.
CEMS external survey, 2011

The ‘Instant Innovation Camp’

The AlumNatura Network links Natura with new talent through current and
former employees

AlumNatura network

• Referrals are regarded as the best source of quality candidates (Jobvite, 2010)

• 41% of respondents believe it’s the best way for employers to assess candidate values and
personality (CEMS external survey, 2011)

• Facilitates re-hire and sourcing of new candidates

• Facilitates internal recruitment and job mobility
Preferred sources of employer and career related information
• How?
– Yearly social event to network
– LinkedIn Group

CEMS external survey, 2011

A Sourcing Manager is responsible for building a qualified talent pool so as
to facilitate proactive candidate sourcing

Sourcing Manager
• Uncovers universe of potential candidates
• Employee specifically concerned with communication and networking with talent
• Build database
• Proactive approach
• Provides pool of candidates
• Client is the recruiter Acquire

Talent
Assess management Develop
Systems

Align

Natura should create and maintain fruitful relationships with its talent
pool by choosing and optimizing the appropriate media

• Natura needs to actively engage in talent networking to ensure a continuous flow of qualified
applicants
• Grow your network and strengthen your Employer Brand by treating your talent network like
customers and maintaining awareness
• Make sure your Employer Brand and EVP are realistic and don’t pass up on A-players
• Suggestions for Natura’s talent relationships:
– Optimize your recruitment and networking efforts with a recruitment-focusedLinkedIn
and Facebook page
– Consider job apps and SMS campaigns as innovative ways of networking with talent
– The AlumNatura Network links Natura with new talent through current and former
employees
– A Sourcing Manager is responsible for building a qualified talent pool so as to facilitate
proactive candidate sourcing
– An ‘Instant Innovation Camp’ can link innovative talent and Natura through problem
solving and networking

Changes in the recruitment landscape require Natura to adopt a more
proactive approach to recruitment, assessment, attraction and
engagement
CONCLUSIONS AND RECOMMENDATIONS
Investing in a career website and a proper ATS is a fundamental first step in innovating the recruitment process
A profile of success, online self-selection test and value-focused assessment tools will enable Natura to hire its
ideal employees
Building Natura’s employer brand will help to attract, retain and engage only the candidates that will thrive and
perform to their best in your organization
The future of job search is changing, use employer brand advertising, social and mobile media to communicate your
employer value proposition and attract the right talent

Pro-active networking via social and mobile media, and face-to-face events will allow Natura to stay in touch with
its talent pool in an effective and efficient way
Employer Branding

Organizational
analysis A- Applicant
Candidate Talent
Playerprofili self- assessment
& selection Relationship
Job ng Talent selection
Attraction

Application
analysis

Cems Business Project - Innovating The Recruitment Process

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Editor's Notes