Since opening an Asia-Pacific practice in 2011, VMA Group conducted a survey of 111 corporate communications professionals in the region. The survey found that (1) demand is high for skilled communicators, especially internal communications specialists, (2) salaries and bonuses are rising but remain lower than Western counterparts, and (3) social media training is the most desired development area as the field continues to mature in Asia-Pacific.
Today, Asia-Pacific—and in particular the fast-emerging
nations in its midst—is once again taking centrestage in
the worldwide marketplace. This is the Asian century, and the region’s organisations—
as well as the talented individuals that lead them—
are going to need to adapt, fast.
The communications function in Asia is growing in influence and focus on reputation management. While over half of senior communicators have a seat on the executive team, employee engagement remains a lower priority compared to other regions. Most communicators expect their influence and budgets to increase in coming years. Measurement of communications impact is improving but still focuses more on outputs like media clippings rather than outcomes like audience understanding or behavior change. Adoption of principles for robust impact measurement set globally in 2010 is mixed in Asia.
Havas People Onboarding Whitepaper Sept 2015Fiona Morris
This document discusses onboarding Generation Z employees. It notes that onboarding is important for employers, new employees, and society. Generation Z differs from previous generations in that they have grown up with social media, are entrepreneurial, have a more casual relationship with employers, and want meaningful work. However, the education system does not adequately prepare them for the workforce and careers advice is lacking. Employers are also unprepared for Generation Z. Effective onboarding of Generation Z will need to address their skills gaps and expectations for flexible, socially-connected work that makes a positive impact.
If Asia's organisations are going to access enough 'value-creating' talent to capture the opportunities that are now in view, they're going to need to embrace better, smarter talent management and attraction strategies. They will need to embrace flexibility in their workforces in order to:
Fill critical skill gaps in a timely and efficient way
Keep talent engaged and retained, even across borders
Preparing the Poor and Vulnerable for Digital Jobs: Lessons from Eight Promis...The Rockefeller Foundation
This report profiles successful demand-driven training programs from across the globe. These programs intentionally configure curriculum and other design elements to meet the needs of potential employers. Demand-driven training programs are a key pillar of our strategy for Digital Jobs Africa Initiative because they help ensure that the skills people learn are right for the job they are seeking. The report includes key lessons from the profiled models that can be used as a guide to successful demand-driven training programs.
Networking: Is it Your Career Insurance Policy?Kelly Services
This document discusses the importance of networking for career success. It notes that between 60-80% of jobs are unadvertised and filled through employee referrals. Having a strong network gives candidates a 35 to 1 chance of getting hired compared to 500 to 1 for typical candidates. While technology has changed how people network, the importance of networking remains the same - cultivating quality relationships, marketing yourself, and leveraging your contacts. Both in-person and online networking are discussed.
Attracting and retaining the next generation of talentJennifer Falzon
It is clear that the dynamics and demographics of the Canadian workforce are changing. Currently, more than 50 per cent of the Canadian workforce is comprised of Millennials, those roughly born between 1980 and 2000. This is a staggering and important change for all industries in Canada.
The report aims to provide organizations with new approaches and opportunities to attract, engage and most importantly, retain these workplace game-changers. With high levels of student debt and a youth unemployment rate twice the national average, the next two generations of talent have new needs, expectations and are hungry for experience.
Learn how your organization can build a desirable employer brand by connecting and investing in students, foster talent despite the risk of mobility and create a nurturing environment for the next two generations of employees. There will be a direct correlation between the success and growth of your organization and its ability to attract and engage Gen Y & Z.
yconic owns and operates the largest youth market research panel in Canada. Over 550,000 youth between the ages of 13 and 30 have opted in to participate in our consumer surveys. We help our partners gain key insights into the youth demographic, leading to better marketing and product decisions for the teen and young adult market. For more information, visit we.are.yconic.com.
The document discusses how the role of recruiters is changing due to new technologies and the increased connectivity of professionals. It identifies three emerging roles for recruiters:
1) Super Recruiters who will focus on strategic talent planning and employer branding.
2) Talent Attractors who will build long-term relationships with potential candidates through social media and publishing career content.
3) Logistics recruiters who will manage day-to-day hiring processes like scheduling interviews. Most recruiters currently fall into this category.
Today, Asia-Pacific—and in particular the fast-emerging
nations in its midst—is once again taking centrestage in
the worldwide marketplace. This is the Asian century, and the region’s organisations—
as well as the talented individuals that lead them—
are going to need to adapt, fast.
The communications function in Asia is growing in influence and focus on reputation management. While over half of senior communicators have a seat on the executive team, employee engagement remains a lower priority compared to other regions. Most communicators expect their influence and budgets to increase in coming years. Measurement of communications impact is improving but still focuses more on outputs like media clippings rather than outcomes like audience understanding or behavior change. Adoption of principles for robust impact measurement set globally in 2010 is mixed in Asia.
Havas People Onboarding Whitepaper Sept 2015Fiona Morris
This document discusses onboarding Generation Z employees. It notes that onboarding is important for employers, new employees, and society. Generation Z differs from previous generations in that they have grown up with social media, are entrepreneurial, have a more casual relationship with employers, and want meaningful work. However, the education system does not adequately prepare them for the workforce and careers advice is lacking. Employers are also unprepared for Generation Z. Effective onboarding of Generation Z will need to address their skills gaps and expectations for flexible, socially-connected work that makes a positive impact.
If Asia's organisations are going to access enough 'value-creating' talent to capture the opportunities that are now in view, they're going to need to embrace better, smarter talent management and attraction strategies. They will need to embrace flexibility in their workforces in order to:
Fill critical skill gaps in a timely and efficient way
Keep talent engaged and retained, even across borders
Preparing the Poor and Vulnerable for Digital Jobs: Lessons from Eight Promis...The Rockefeller Foundation
This report profiles successful demand-driven training programs from across the globe. These programs intentionally configure curriculum and other design elements to meet the needs of potential employers. Demand-driven training programs are a key pillar of our strategy for Digital Jobs Africa Initiative because they help ensure that the skills people learn are right for the job they are seeking. The report includes key lessons from the profiled models that can be used as a guide to successful demand-driven training programs.
Networking: Is it Your Career Insurance Policy?Kelly Services
This document discusses the importance of networking for career success. It notes that between 60-80% of jobs are unadvertised and filled through employee referrals. Having a strong network gives candidates a 35 to 1 chance of getting hired compared to 500 to 1 for typical candidates. While technology has changed how people network, the importance of networking remains the same - cultivating quality relationships, marketing yourself, and leveraging your contacts. Both in-person and online networking are discussed.
Attracting and retaining the next generation of talentJennifer Falzon
It is clear that the dynamics and demographics of the Canadian workforce are changing. Currently, more than 50 per cent of the Canadian workforce is comprised of Millennials, those roughly born between 1980 and 2000. This is a staggering and important change for all industries in Canada.
The report aims to provide organizations with new approaches and opportunities to attract, engage and most importantly, retain these workplace game-changers. With high levels of student debt and a youth unemployment rate twice the national average, the next two generations of talent have new needs, expectations and are hungry for experience.
Learn how your organization can build a desirable employer brand by connecting and investing in students, foster talent despite the risk of mobility and create a nurturing environment for the next two generations of employees. There will be a direct correlation between the success and growth of your organization and its ability to attract and engage Gen Y & Z.
yconic owns and operates the largest youth market research panel in Canada. Over 550,000 youth between the ages of 13 and 30 have opted in to participate in our consumer surveys. We help our partners gain key insights into the youth demographic, leading to better marketing and product decisions for the teen and young adult market. For more information, visit we.are.yconic.com.
The document discusses how the role of recruiters is changing due to new technologies and the increased connectivity of professionals. It identifies three emerging roles for recruiters:
1) Super Recruiters who will focus on strategic talent planning and employer branding.
2) Talent Attractors who will build long-term relationships with potential candidates through social media and publishing career content.
3) Logistics recruiters who will manage day-to-day hiring processes like scheduling interviews. Most recruiters currently fall into this category.
Impact sourcing is a business process service delivery model that provides quality and cost at parity with traditional business process outsourcing (BPO) services, but with optimized enhancements, such as:
- A qualified, trained, and untapped talent pool with skillsets aligned to match client needs,
- Lower attrition rates and higher corresponding levels of employee engagement, and
- Opportunities to fulfill corporate social responsibility and diversity objectives while operating within a traditional BPO framework.
Financial Services: Career Development in Europe and AsiaKelly Services
This document summarizes the findings of a survey on career development in the financial services sector across Europe, Asia, and Africa. Some key findings include:
- Only around 30% of employees feel totally committed to their current employer and intend to stay loyal. Many intend to look for a new job within a year.
- While most employers provide training, under half of employees report having career development discussions. These discussions did not consistently help employees gain new skills or advancement opportunities.
- Overall, employees lack confidence in career prospects and pathways with their current employer. Less than half believe they have opportunities to advance or a clear career path.
- Training is the most commonly used career development resource, but satisfaction with
The business outlook across Asia for 2014 looks set for a positive trajectory, but there are a number of uncertainties that will have many business leaders watching over their shoulders.
The latest Executive Outlook Survey 2014 from KellyOCG shows that while there is widespread agreement about continuing economic and business improvement, it is not unbridled optimism.
Global economic events and local Asian business sentiment are coalescing in 2014 to produce a whirlwind of possible scenarios for the world economy.
Employers face challenges finding and retaining entry-level talent, yet rely on outdated hiring practices like requiring college degrees. This denies opportunity youth skills-building opportunities and ignores a potential talent pool. While employers value cultural fit, they lack objective assessment tools. Benefits should meet all workers' needs, like childcare for opportunity youth. Impact hiring could help employers access overlooked talent while improving opportunities for disadvantaged groups.
In this ebook, you will learn what innovative colleges, students, and employers are doing with their experiential practical learning to succeed in the 21st century.
Millennial Women Career Success Survey: Corporate Image Monitoring: Penn Sch...psbsrch123
As per survey conducted by PSB, it’s been found those two primary qualities as keys to workplace success are the ability to balance personal and professional lives and a job where women can make a difference.
This research brief intends to draw the attention of development studies and information & communication technology (ICT) scholars and practitioners who wish to better understand the labor market and in particular the potential of digital work within the ICT and services sub-sector. In particular, the brief examines Business Process Outsourcing (BPO) and whether this industry can have a lasting change on digital employment for youth and other marginalized groups in South Africa.
The document discusses employee retention and satisfaction based on findings from the 2013 Kelly Global Workforce Index. Some key points:
- 47% of employees worldwide changed jobs in the last year, with EMEA having the highest rate of job changing at 51%.
- While 52% of employees report being happy in their current roles, most are still looking for new jobs or intend to change employers within a year.
- Employees want career advancement, an engaging work environment, and a better work-life balance more than just compensation. However, changing jobs often does not lead to happiness.
- The document examines job change rates and satisfaction levels to understand what employees want from employers in order to improve retention. Understanding
The survey of 100 PR professionals in India found that:
1) Over half expect industry growth of over 20% in the next year, showing high optimism.
2) Most clients have left PR budgets untouched or increased them despite economic challenges.
3) A significant portion of new business is coming from existing clients, showing the strategic value of PR.
This document summarizes findings from the 2013 Kelly Global Workforce Index survey of over 120,000 people in 31 countries regarding workplace performance and compensation. Some key findings include:
- The adoption of performance-based pay that ties a portion of compensation to meeting performance targets is becoming more common globally, with 44% of respondents receiving some form of performance pay. The highest rates are in the Asia-Pacific region (59%).
- Younger generations (Gen X and Gen Y) are more likely to receive performance-based pay than older Baby Boomers. Performance pay is also more common for sales, marketing, IT and engineering jobs.
- Nearly half (46%) of respondents who do not currently receive performance pay
KGWI 2014: Workers Preferences and Workplace AgilityKelly Services
The document summarizes findings from the 2014 Kelly Global Workforce Index survey of over 230,000 workers across 31 countries. Some key findings include:
- 57% of workers globally said they would be willing to give up higher pay for opportunities to learn new skills, and 36% would give this up for a more flexible work schedule.
- 71% of workers said they would be willing to move for the right job, including 18% to another city/town and 14% to another continent.
- When choosing an employer, workers preferred mid-sized to large, global companies that are established, though 41% had no preference on company size.
- Europe was the most preferred region for reloc
KGWI: The Collaborative Work Enviroment in EuropeKelly Services
The document discusses how collaboration is becoming a key factor for companies to improve profitability and attract top talent. It finds that 60% of European workers cite a highly collaborative environment as a feature of their ideal work environment. However, only 47% feel their current workplace promotes collaboration. There are also differences in perceptions between generations and countries. Developing a truly collaborative culture requires effort from leadership to establish the right structures, train employees, and use technologies that facilitate collaboration.
The document discusses trends that hiring managers expect to see in the 2020 workplace based on a survey of over 2,000 managers. Some of the key findings include:
- 52% of managers expect to see more diverse, multigenerational teams consisting of multiple nationalities by 2020. 55% also foresee more workplace flexibility with options like schedule flexibility and virtual/mobile teams.
- 42% anticipate an increase in women in leadership roles by 2020. Developing markets like India (68%) expect more change in this area than mature markets like the UK (33%).
- Managers in countries like Malaysia (64%) and India (61%) were more likely to expect a rise in multigenerational teams compared
This document summarizes the challenges of youth employment in Tanzania. It finds that while Tanzania has experienced high GDP growth, it has failed to create enough productive jobs. With nearly 1 million new entrants to the labor market annually and low earnings, youth struggle to find meaningful employment. Formal sector jobs remain limited while the majority of youth work in low-skilled agriculture or the informal sector. Education quality is poor, resulting in a mismatch between the skills youth possess and the needs of the market. Current interventions to address youth unemployment lack coordination, evidence of effectiveness, and sufficient scale. The document identifies a need for further research to better understand effective policies and interventions.
This document discusses strategies for employers to attract and retain baby boomer employees. It provides statistics about the baby boomer workforce, such as 57% of baby boomers aged 65+ enjoy their work. It also notes challenges, such as many baby boomers feeling less confident in their market value and concerns about ageism. However, baby boomers also have strengths like loyalty, experience, and entrepreneurial skills. The document recommends employers implement policies to appeal to baby boomers, such as flexible work arrangements, skills training, and phased retirement, in order to benefit from this talented pool of workers.
From Diversity to Inclusion is a qualitative exploration of attitudes and experiences towards diversity issues impacting public relations.
Conducted by the CIPR's Diversity Working Group, the report delves deep into views of over 30 PR professionals who shared their views in an innovative digital research project and took part in roundtable discussions held in London and Leeds.
The findings point towards the need for Public Relations to adopt a mature approach to diversity and inclusion. The report reveals that PR must take ownership of the diversity agenda by delivering inclusive leadership and ensuring inclusive communications are factored into campaign planning.
Europe: The Rise of DIY Career Resilience Kelly Services
European workers are developing a do-it-yourself mindset when it comes to career development and seeking to learn skills that will enable them to thrive in any company. Over half of European workers surveyed say they are more concerned about their knowledge or skills becoming obsolete than possible layoffs. The vast majority of workers, across generations, skill sets, and regions, feel that continuously learning new skills and gaining knowledge is critical to long-term employment.
This document provides an overview of Nexgen Empowerment Solutions, a youth empowerment company that aims to address South Africa's high youth unemployment rate. It discusses (1) South Africa's unemployment crisis, particularly among youth, (2) Nexgen's approach of establishing call center incubators to provide training and jobs, and (3) the services and benefits Nexgen offers partners, including customized solutions, cost savings, and helping achieve social goals. The document also outlines Nexgen's recruitment, training and agent development process to prepare youth for call center careers.
This is the final quarterly report from 2015 CIPR President, Sarah Pinch, spotlighting progress towards her Presidential pledges:
- Making membership more meaningful to clients and employers
- Standing up for a profession confident in its high standards and able to demonstrate its value
- Building trust in our practice through the Code of Conduct and Continuing Professional Development
- Reaching audiences beyond the industry.
The president's third quarter report summarizes their busy summer engaging with PR colleagues around the world and across various CIPR events. Major initiatives include comprehensive reforms to the chartership process to make it more accessible and growing the number of chartered practitioners, as well as launching a corporate affiliate membership to strengthen employer relations. The CIPR has also defended professional standards by speaking out against misleading PR practices and will continue emphasizing ethics through their CPD program and events.
Corporate Communications: Can You Hear Me Now?Jevin Sackett
In earlier posts, I discussed some of the most vital skills required to be a successful Chief Executive Officer. As you may have noticed, the recurring theme in those columns—and many others that have pertained to successfully managing a growing company—was the absolutely essential need for clear and consistent corporate communications.
Closing the Gap: A Look At Technology in Corporate CommunicationsSocialChorus
The document discusses challenges that companies face with internal communications and the promise of mobile solutions. It summarizes the results of a survey of 331 communications and HR professionals. The survey found that while older methods like email and intranets are still used, 97% face challenges with their current tools, including poor integration and employees not being engaged. Other challenges include communicating with remote workforces and a lack of effective metrics. However, 97% expressed interest in using mobile apps for communications. The presentation argues that mobile solutions from companies like SocialChorus can help by providing customized internal mobile apps and analytics to better engage employees.
Impact sourcing is a business process service delivery model that provides quality and cost at parity with traditional business process outsourcing (BPO) services, but with optimized enhancements, such as:
- A qualified, trained, and untapped talent pool with skillsets aligned to match client needs,
- Lower attrition rates and higher corresponding levels of employee engagement, and
- Opportunities to fulfill corporate social responsibility and diversity objectives while operating within a traditional BPO framework.
Financial Services: Career Development in Europe and AsiaKelly Services
This document summarizes the findings of a survey on career development in the financial services sector across Europe, Asia, and Africa. Some key findings include:
- Only around 30% of employees feel totally committed to their current employer and intend to stay loyal. Many intend to look for a new job within a year.
- While most employers provide training, under half of employees report having career development discussions. These discussions did not consistently help employees gain new skills or advancement opportunities.
- Overall, employees lack confidence in career prospects and pathways with their current employer. Less than half believe they have opportunities to advance or a clear career path.
- Training is the most commonly used career development resource, but satisfaction with
The business outlook across Asia for 2014 looks set for a positive trajectory, but there are a number of uncertainties that will have many business leaders watching over their shoulders.
The latest Executive Outlook Survey 2014 from KellyOCG shows that while there is widespread agreement about continuing economic and business improvement, it is not unbridled optimism.
Global economic events and local Asian business sentiment are coalescing in 2014 to produce a whirlwind of possible scenarios for the world economy.
Employers face challenges finding and retaining entry-level talent, yet rely on outdated hiring practices like requiring college degrees. This denies opportunity youth skills-building opportunities and ignores a potential talent pool. While employers value cultural fit, they lack objective assessment tools. Benefits should meet all workers' needs, like childcare for opportunity youth. Impact hiring could help employers access overlooked talent while improving opportunities for disadvantaged groups.
In this ebook, you will learn what innovative colleges, students, and employers are doing with their experiential practical learning to succeed in the 21st century.
Millennial Women Career Success Survey: Corporate Image Monitoring: Penn Sch...psbsrch123
As per survey conducted by PSB, it’s been found those two primary qualities as keys to workplace success are the ability to balance personal and professional lives and a job where women can make a difference.
This research brief intends to draw the attention of development studies and information & communication technology (ICT) scholars and practitioners who wish to better understand the labor market and in particular the potential of digital work within the ICT and services sub-sector. In particular, the brief examines Business Process Outsourcing (BPO) and whether this industry can have a lasting change on digital employment for youth and other marginalized groups in South Africa.
The document discusses employee retention and satisfaction based on findings from the 2013 Kelly Global Workforce Index. Some key points:
- 47% of employees worldwide changed jobs in the last year, with EMEA having the highest rate of job changing at 51%.
- While 52% of employees report being happy in their current roles, most are still looking for new jobs or intend to change employers within a year.
- Employees want career advancement, an engaging work environment, and a better work-life balance more than just compensation. However, changing jobs often does not lead to happiness.
- The document examines job change rates and satisfaction levels to understand what employees want from employers in order to improve retention. Understanding
The survey of 100 PR professionals in India found that:
1) Over half expect industry growth of over 20% in the next year, showing high optimism.
2) Most clients have left PR budgets untouched or increased them despite economic challenges.
3) A significant portion of new business is coming from existing clients, showing the strategic value of PR.
This document summarizes findings from the 2013 Kelly Global Workforce Index survey of over 120,000 people in 31 countries regarding workplace performance and compensation. Some key findings include:
- The adoption of performance-based pay that ties a portion of compensation to meeting performance targets is becoming more common globally, with 44% of respondents receiving some form of performance pay. The highest rates are in the Asia-Pacific region (59%).
- Younger generations (Gen X and Gen Y) are more likely to receive performance-based pay than older Baby Boomers. Performance pay is also more common for sales, marketing, IT and engineering jobs.
- Nearly half (46%) of respondents who do not currently receive performance pay
KGWI 2014: Workers Preferences and Workplace AgilityKelly Services
The document summarizes findings from the 2014 Kelly Global Workforce Index survey of over 230,000 workers across 31 countries. Some key findings include:
- 57% of workers globally said they would be willing to give up higher pay for opportunities to learn new skills, and 36% would give this up for a more flexible work schedule.
- 71% of workers said they would be willing to move for the right job, including 18% to another city/town and 14% to another continent.
- When choosing an employer, workers preferred mid-sized to large, global companies that are established, though 41% had no preference on company size.
- Europe was the most preferred region for reloc
KGWI: The Collaborative Work Enviroment in EuropeKelly Services
The document discusses how collaboration is becoming a key factor for companies to improve profitability and attract top talent. It finds that 60% of European workers cite a highly collaborative environment as a feature of their ideal work environment. However, only 47% feel their current workplace promotes collaboration. There are also differences in perceptions between generations and countries. Developing a truly collaborative culture requires effort from leadership to establish the right structures, train employees, and use technologies that facilitate collaboration.
The document discusses trends that hiring managers expect to see in the 2020 workplace based on a survey of over 2,000 managers. Some of the key findings include:
- 52% of managers expect to see more diverse, multigenerational teams consisting of multiple nationalities by 2020. 55% also foresee more workplace flexibility with options like schedule flexibility and virtual/mobile teams.
- 42% anticipate an increase in women in leadership roles by 2020. Developing markets like India (68%) expect more change in this area than mature markets like the UK (33%).
- Managers in countries like Malaysia (64%) and India (61%) were more likely to expect a rise in multigenerational teams compared
This document summarizes the challenges of youth employment in Tanzania. It finds that while Tanzania has experienced high GDP growth, it has failed to create enough productive jobs. With nearly 1 million new entrants to the labor market annually and low earnings, youth struggle to find meaningful employment. Formal sector jobs remain limited while the majority of youth work in low-skilled agriculture or the informal sector. Education quality is poor, resulting in a mismatch between the skills youth possess and the needs of the market. Current interventions to address youth unemployment lack coordination, evidence of effectiveness, and sufficient scale. The document identifies a need for further research to better understand effective policies and interventions.
This document discusses strategies for employers to attract and retain baby boomer employees. It provides statistics about the baby boomer workforce, such as 57% of baby boomers aged 65+ enjoy their work. It also notes challenges, such as many baby boomers feeling less confident in their market value and concerns about ageism. However, baby boomers also have strengths like loyalty, experience, and entrepreneurial skills. The document recommends employers implement policies to appeal to baby boomers, such as flexible work arrangements, skills training, and phased retirement, in order to benefit from this talented pool of workers.
From Diversity to Inclusion is a qualitative exploration of attitudes and experiences towards diversity issues impacting public relations.
Conducted by the CIPR's Diversity Working Group, the report delves deep into views of over 30 PR professionals who shared their views in an innovative digital research project and took part in roundtable discussions held in London and Leeds.
The findings point towards the need for Public Relations to adopt a mature approach to diversity and inclusion. The report reveals that PR must take ownership of the diversity agenda by delivering inclusive leadership and ensuring inclusive communications are factored into campaign planning.
Europe: The Rise of DIY Career Resilience Kelly Services
European workers are developing a do-it-yourself mindset when it comes to career development and seeking to learn skills that will enable them to thrive in any company. Over half of European workers surveyed say they are more concerned about their knowledge or skills becoming obsolete than possible layoffs. The vast majority of workers, across generations, skill sets, and regions, feel that continuously learning new skills and gaining knowledge is critical to long-term employment.
This document provides an overview of Nexgen Empowerment Solutions, a youth empowerment company that aims to address South Africa's high youth unemployment rate. It discusses (1) South Africa's unemployment crisis, particularly among youth, (2) Nexgen's approach of establishing call center incubators to provide training and jobs, and (3) the services and benefits Nexgen offers partners, including customized solutions, cost savings, and helping achieve social goals. The document also outlines Nexgen's recruitment, training and agent development process to prepare youth for call center careers.
This is the final quarterly report from 2015 CIPR President, Sarah Pinch, spotlighting progress towards her Presidential pledges:
- Making membership more meaningful to clients and employers
- Standing up for a profession confident in its high standards and able to demonstrate its value
- Building trust in our practice through the Code of Conduct and Continuing Professional Development
- Reaching audiences beyond the industry.
The president's third quarter report summarizes their busy summer engaging with PR colleagues around the world and across various CIPR events. Major initiatives include comprehensive reforms to the chartership process to make it more accessible and growing the number of chartered practitioners, as well as launching a corporate affiliate membership to strengthen employer relations. The CIPR has also defended professional standards by speaking out against misleading PR practices and will continue emphasizing ethics through their CPD program and events.
Corporate Communications: Can You Hear Me Now?Jevin Sackett
In earlier posts, I discussed some of the most vital skills required to be a successful Chief Executive Officer. As you may have noticed, the recurring theme in those columns—and many others that have pertained to successfully managing a growing company—was the absolutely essential need for clear and consistent corporate communications.
Closing the Gap: A Look At Technology in Corporate CommunicationsSocialChorus
The document discusses challenges that companies face with internal communications and the promise of mobile solutions. It summarizes the results of a survey of 331 communications and HR professionals. The survey found that while older methods like email and intranets are still used, 97% face challenges with their current tools, including poor integration and employees not being engaged. Other challenges include communicating with remote workforces and a lack of effective metrics. However, 97% expressed interest in using mobile apps for communications. The presentation argues that mobile solutions from companies like SocialChorus can help by providing customized internal mobile apps and analytics to better engage employees.
This document outlines 12 truths about modern public relations and corporate communications in the age of social technology. It discusses how people consume content selfishly, attention spans are collapsing, digital storytelling is key, and PR and customer service are merging. It also notes that communication is becoming more female-focused on listening, Asian companies are increasingly going digital at a faster rate than Western companies, and complexity is making PR more difficult to manage.
The New Media Landscape - Edelman Ireland Martyn Rosney
A presentation delivered at the CIPR NI Conference on September 23rd, 2016. The presentation shares Edelman's viewpoint on the new influence landscape and focuses on the shift from marketing communications to communications marketing.
Communication is essential for successful healthcare management. It is defined as the exchange of thoughts, messages, or information through various modes like verbal, non-verbal, written, and electronic. There are different types of communication like interpersonal and organizational. Effective communication requires understanding potential barriers and utilizing strategies like active listening. In healthcare, communication must be timely, accurate, unambiguous and understood to prevent errors and ensure patient safety. Managers should assess communication and use clear, simple messaging through multiple channels.
What investors are looking for in your pitch deck Infocrest
For raising money for your business, having an
impressive pitch deck is an essential component. A great pitch deck gets potential investors excited about your idea and
engages them in a conversation about your business,
hopefully leading to investment. What are the key elements investors are looking in your pitch deck? Here is the answer
Frye Properties - 2016: Social Media & Digital Trends in MultifamilyErica Campbell Byrum
With the ever-changing climate of social media, it’s hard to know what’s “in” and what will help grow your business. Social media, digital marketing and new technology holds tremendous opportunities for companies looking to drive new business, retain customers, create engagement and increase revenue. So many changes have come through social media in the past few years, and no doubt that more are on their way in 2016. Interested in where it is all going? What should be in store for you for the next year? Join Erica Campbell Byrum, Director of Social Media for For Rent Media Solutions as she shares insight into social media trends to help you develop a social program that is proactive versus reactive.
Erica Campbell Byrum, Director of Social Media for For Rent Media Solutions presented this at the FRYE Properties Managers' Meeting event on 9/22/16.
Which will be the trends that David Mattin and his team at Trendwatching will define as the most important for 2017? Be among the first to know, what trend scouts all around the world found out about the next most relevant (as opposed to most hyped) trends in the world.
LUMA's State of Digital Media at DMS 16LUMA Partners
LUMA presents our annual State of Digital Media which covers our views on the market, the industry trends and the future of the ecosystem with a specific focus on digital media and marketing. We hope you enjoy it.
In the ever changing world, marketing strategies are changing fast. A new domain of marketing, digital marketing emerged with the rise of the internet and social media. New trends in digital marketing in the upcoming year can modify the face of marketing.
The document discusses crisis and issues communications strategies. It outlines several stages of a crisis including readiness, response, recovery/re-launch, and reassurance. The document was created by Burson-Marsteller in Hong Kong on July 15, 2010 and provides contact information for those seeking more details.
Business of all sizes spend a tremendous amount of money every year to carve a place for their products and services in the fragmented and highly competitive global marketplace. In this presentation, I explain corporate communications from the stakeholder's point of view. I contend that corporate communications should be seen as an ongoing, simultaneous, and overlapping conversation between companies and their audiences (both internal and external).
Trends in Corporate Communications and four new competencies for success: strategist, scientist, activist, artist. Based on lecture by Lois Kelly to Emerson College Integrated Marketing Communications graduate class.
This infographic from Asia-Pacific colourfully visualizes data about the top social networks and preferred social media channel types and by market in the Asia-Pacific Region by Zaheer Nooruddin
Presentation includes my considerations related to the Social Media Marketing on strategical and tactical levels, as well as some case studies for Armenian Market.
The presentation was prepared specifically for #1 Social Media Marketing Forum in Yerevan, July 2016. #SMMForum
The document discusses trends in financial communications for companies in Asia Pacific. It notes the rise of Asia Pacific as a center for capital raising and mergers and acquisitions. Transparency and real-time communication across multiple channels are increasingly important. The document then provides guidance on developing a financial communications plan, including defining objectives, identifying stakeholders, crafting messages, and planning communications channels and issue monitoring. It also offers two case studies showing how companies effectively responded to crises through coordinated communications with investors and other stakeholders.
This document summarizes a presentation on the challenges of corporate communications in the digital age. It notes that while communication is increasingly important for organizational success, communication budgets have not increased at the same rate. It also finds that CEOs value their own communication over professional communication functions. Additionally, most corporate communication focuses internally and on marketing, rather than external stakeholders like NGOs. Finally, it argues that corporate communication needs to move beyond outbound messaging to developing communication skills across the organization and having a holistic view of inbound and outbound communication to create long-term value.
The document discusses how social media is disrupting brand communications. It argues that social listening can provide insights into what audiences want and help brands understand audiences better. It advocates focusing on communication effectiveness over media efficiency by targeting the right people, contexts and times. The document also suggests ideating experiences that add value for audiences rather than just advertisements, and that social media will disrupt the entire marketing mix, not just advertising.
The document provides an overview of job market trends in Asia based on a survey of over 4,500 professionals. Some key findings include:
- Job mobility decreased in 2014 across markets like China, Hong Kong, and Singapore, with fewer professionals changing jobs and more accepting counteroffers to stay put.
- Compensation increases were more modest overall in 2014 compared to previous years, though some markets like China still saw sizable increases, especially in consumer sectors.
- Sentiment about the 2015 economic and job market outlook was cautiously optimistic in China but more pessimistic in Hong Kong and Taiwan. Singapore stood out as being more confident.
- By sector, professionals in life sciences felt most positive while consumer/re
Now in its seventh year, the CIPR State of the Profession survey is the largest and longest running survey of its kind. The survey takes into account the views of CIPR members and non-members, and aims to reveal the issues and challenges facing public relations professionals. It covers a broad range of key issues including professional background, skills, recruitment and diversity.
Etude PwC sur les femmes de la génération Y (mars 2015)PwC France
http://bit.ly/PwC-Female-Millennial A l’occasion de la Journée internationale de la femme le 8 mars prochain, le cabinet d’audit et de conseil PwC publie son étude « The female millennial : A new era of talent » qui chasse les idées reçues sur les femmes au travail. PwC a interrogé 8 756 femmes et 1 349 hommes appartenant à la génération Y (nés entre 1980 et 1995), issus de 75 pays, afin de révéler leur perception du monde du travail en général et de leur carrière en particulier.
The industry's most authoritative study returns for 2019. #StateofPR 2019 paints a picture of a commercially robust industry that isn't always the people-focussed profession it aspires to be.
Find out more: http:www.cipr.co.uk/stateofPR
This document is a report on the South African freelance media industry and rates in 2019. It provides data on demographics of freelancers such as location, age, gender, race, education level and income. Key findings include that most freelancers are under 40, located in Western Cape and Gauteng, and earn less than R22,387 per month. Graphic design is the most common specialization while online/digital provides the most work. The report also provides average rates for various freelance services by province.
This document is a report on the South African freelance media industry and rates in 2019. It provides data on demographics of freelancers such as location, age, gender, race, education level and income. Key findings include that most freelancers are under 40, located in Western Cape and Gauteng, and earn less than R22,387 per month. Graphic design is the most common specialization while online/digital provides the most work. The report also provides average rates for various freelance services by province. It aims to help freelancers and clients understand the industry landscape and negotiate fees.
This document discusses research conducted by PwC on female millennials. Some of the key findings include:
- Female millennials, born between 1980-1995, make up a large portion of the current and future workforce. They are more educated than previous generations and entering the workforce in larger numbers.
- Female millennials are more confident in their career progression than previous generations of women. However, a confidence gap still exists compared to male millennials.
- Opportunities for career progression is the most attractive employer trait and top reason female millennials have left employers.
- Flexible work arrangements and work-life balance are very important to female millennials. Employers will need to adapt practices to attract and
The female millennial: A new era of talentPlanimedia
This report aims to provide some insight
into the minds of female millennials and
how to position your organisation and
talent strategies towards the attraction,
retention, engagement and development
of this significant talent pool.
The female-millenial-a-new-era-of-talentPwC España
Las mujeres millennials, entre los 20 y los 30 años, creen que, todavía, las oportunidades que les ofrecen las empresas no son las mismas que para los hombres de su generación
The document summarizes research comparing UK teenagers' career aspirations to the reality of the jobs market. It finds that teenagers are optimistic about their career prospects but often unaware of actual job opportunities. Their aspirations frequently do not match predicted job demand and growth areas. Teenagers need better careers advice and exposure to employers to help them make informed choices that align with labor market needs.
The document summarizes research comparing UK teenagers' career aspirations to the reality of the jobs market. It finds that teenagers are optimistic about their career prospects but often unaware of actual job opportunities. Their aspirations frequently do not match predicted job demand and growth areas. Teenagers need better careers advice and exposure to employers to help them make informed choices that align with labor market needs.
Delivered in partnership with Survation, the seventh edition of ‘State of the Profession’ gives evidence to burgeoning cross-industry convergence between PR and marketing; the increasing demand for practitioners to be content creators and curators; and, unprecedented detail on industry issues, including an extensive breakdown of gender pay, found to be the most unequal at the most senior levels.
#StateOfPR 2016 reflects the views of more than 1500 practitioners who shared their thoughts on every aspect of public relations, delivering the most compelling snapshot of PR practice to date.
Trust in Asia Pacific, Middle East & Africa 2016Edelman APACMEA
This document summarizes the key findings from the 2016 Edelman Trust Barometer regarding trust levels in Asia Pacific, Middle East, and Africa (APACMEA). The main points are:
1) Trust in institutions has recovered to pre-Great Recession levels globally but developing economies in Asia and the Middle East have the highest levels of trust, occupying the top 6 spots in the Trust Index.
2) Within APACMEA, China has seen a large increase in trust and now has the highest level globally, largely propping up the regional average. Excluding China, the regional average drops significantly.
3) Business remains the least trusted institution in most areas surveyed except Japan, and there are
In 2013, in response to the opportunities presented by Africa’s rapidly growing youth population and the ubiquity of information and communications technologies across the continent, The Rockefeller Foundation launched its Digital Jobs Africa initiative. The initiative aims to enable young people to access jobs by providing them with in-demand technology-related and other employability skills. Now just past its two-year mark, the Foundation is taking stock of the rich learning that has emerged from the initiative.
The document provides an overview and analysis of the 2014 China labor market based on surveys of employees and employers. Key findings include:
- Job satisfaction in China is lower than the Asia Pacific regional average, though job security feelings are similar.
- China has the highest rate in the region of workers actively seeking new jobs or planning to do so in the next year.
- Over half of Chinese employers believe there are skills gaps, and most think these negatively impact business.
- Training and development is the most common method used by Chinese companies to maintain or grow talent levels.
The survey summarizes the results of the QS TopMBA.com Applicant Survey 2014, which polled over 5,600 MBA applicants. Key findings include:
1) For the first time, female MBA applicants outnumbered males in the US and Canada, which could represent a shift in the traditionally male-dominated MBA field.
2) Applicants continue to show conservatism in their career goals, with most wanting to stay in their current industries. However, interest is growing in entrepreneurship, technology careers, and flexibility in study locations.
3) Motivations for obtaining an MBA remain largely the same, with over 60% citing goals like career improvement, skills
Published on 21 February 2014.
The Chartered Institute of Public Relations' annual benchmarking report into the biggest trends and issues facing the PR profession.
Report 01_Profile of Singapore 2015_EmailKate Walrond
The document summarizes the findings of a survey of 710 people working in Singapore, predominantly in financial services and management consulting. Key findings include:
- The average worker is a 37-year-old Chinese or Indian male earning $131,059 per year in a technology or operations role at an investment bank.
- Women and younger workers earn less on average than men and older workers. There is also a gender imbalance with women representing only 19.7% of respondents.
- Workers are highly educated, with over 90% having at least an undergraduate degree. Religious diversity is also higher among respondents compared to Singapore's overall population.
This document is the 2013 World PR Report produced by the Holmes Report and the International Communications Consultancy Organisation (ICCO). It contains rankings of the largest PR firms globally, an overview of trends in the PR industry, opportunities and challenges facing the industry, and regional analyses. In the foreword sections, industry leaders note that while the PR industry continues growing, firms need to better develop digital and social media capabilities to take advantage of changes in communications and convince clients that PR can provide strategic services beyond traditional media relations. Regional differences also exist, and firms must examine results on a local level to understand varying attitudes and adoption rates of new techniques.
This document discusses trends in global talent mobility and how companies are adapting their mobility programs. Some key points:
- Demand for mobility is increasing as companies expand into new markets and look to develop a more global workforce. Short-term assignments and business travel will see the biggest increases.
- Mobility types are diversifying to include more talent-focused moves like talent swaps and developmental assignments. Companies are also moving toward more localized reward packages instead of tax-equalized home-based assignments.
- Managing global talent and mobility is becoming more complex as the typical assignee profile changes. Companies must tap into growing talent pools in emerging markets and develop a strong global employer brand to attract top talent.
Similar to Corporate communications in asia pacific (20)
AI Considerations in HR Governance - Shahzad Khan - SocialHRCamp Ottawa 2024SocialHRCamp
Speaker: Shahzad Khan
This session on "AI Considerations in Human Resources Governance" explores the integration of Artificial Intelligence (AI) into HR practices, examining its history, current applications, and the governance issues it raises. A framework to view Government in modern organizations is provided, along with the transformation and key considerations associated with each element of this framework, drawing lessons from other AI projects to illustrate these aspects. We then dive into AI's use in resume screening, talent acquisition, employee retention, and predictive analytics for workforce management. Highlighting modern governance challenges, it addresses AI's impact on the gig economy as well as DEI. We then conclude with future trends in AI for HR, offering strategic recommendations for incorporating AI in HR governance.
Building Meaningful Talent Communities with AI - Heather Pysklywec - SocialHR...SocialHRCamp
Speaker: Heather Pysklywec
Digital transformation has transformed the talent acquisition landscape over the past ten years. Now, with the introduction of artificial intelligence, HR professionals are faced with a new suite of tools to choose from. The question remains, where to start, what to be aware of, and what tools will complement the talent acquisition strategy of the organization? This session will give a summary of helpful AI tools in the industry, explain how they can fit into existing systems, and encourage attendees to explore if AI tools can improve their process.
Becoming Relentlessly Human-Centred in an AI World - Erin Patchell - SocialHR...SocialHRCamp
Speaker: Erin Patchell
Imagine a world where the needs, experiences, and well-being of people— employees and customers — are the focus of integrating technology into our businesses. As HR professionals, what tools exist to leverage AI and technology as a force for both people and profit? How do we influence a culture that takes a human-centred lens?
The Rules Do Apply: Navigating HR ComplianceAggregage
https://www.humanresourcestoday.com/frs/26903483/the-rules-do-apply--navigating-hr-compliance
HR Compliance is like a giant game of whack-a-mole. Once you think your company is compliant with all policies and procedures documented and in place, there’s a new or amended law, regulation, or final rule that pops up landing you back at ‘start.’ There are shifts, interpretations, and balancing acts to understanding compliance changes. Keeping up is not easy and it’s very time consuming.
This is a particular pain point for small HR departments, or HR departments of 1, that lack compliance teams and in-house labor attorneys. So, what do you do?
The goal of this webinar is to make you smarter in knowing what you should be focused on and the questions you should be asking. It will also provide you with resources for making compliance more manageable.
Objectives:
• Understand the regulatory landscape, including labor laws at the local, state, and federal levels
• Best practices for developing, implementing, and maintaining effective compliance programs
• Resources and strategies for staying informed about changes to labor laws, regulations, and compliance requirements
Your Guide To Finding The Perfect Part-Time JobSnapJob
Part-time workers account for a significant part of the workforce, including individuals of all ages. A lot of industries hire part-time workers in different capacities, including temporary or seasonal openings, ranging from managerial to entry-level positions. However, many people still doubt taking on these roles and wonder how a temporary part-time job can help them achieve their long-term goals.
Watch this expert-led webinar to learn effective tactics that high-volume hiring teams can use right now to attract top talent into their pipeline faster.
How to Leverage AI to Boost Employee Wellness - Lydia Di Francesco - SocialHR...SocialHRCamp
Speaker: Lydia Di Francesco
In this workshop, participants will delve into the realm of AI and its profound potential to revolutionize employee wellness initiatives. From stress management to fostering work-life harmony, AI offers a myriad of innovative tools and strategies that can significantly enhance the wellbeing of employees in any organization. Attendees will learn how to effectively leverage AI technologies to cultivate a healthier, happier, and more productive workforce. Whether it's utilizing AI-powered chatbots for mental health support, implementing data analytics to identify internal, systemic risk factors, or deploying personalized wellness apps, this workshop will equip participants with actionable insights and best practices to harness the power of AI for boosting employee wellness. Join us and discover how AI can be a strategic partner towards a culture of wellbeing and resilience in the workplace.
Accelerating AI Integration with Collaborative Learning - Kinga Petrovai - So...SocialHRCamp
Speaker: Kinga Petrovai
You have the new AI tools, but how can you help your team use them to their full potential? As technology is changing daily, it’s hard to learn and keep up with the latest developments. Help your team amplify their learning with a new collaborative learning approach called the Learning Hive.
This session outlines the Learning Hive approach that sets up collaborations that foster great learning without the need for L&D to produce content. The Learning Hive enables effective knowledge sharing where employees learn from each other and apply this learning to their work, all while building stronger community bonds. This approach amplifies the impact of other learning resources and fosters a culture of continuous learning within the organization.
Start Smart: Learning the Ropes of AI for HR - Celine Maasland - SocialHRCamp...SocialHRCamp
Speaker: Celine Maasland
In this session, we’ll demystify the process of integrating artificial intelligence into everyday HR tasks. This presentation will guide HR professionals through the initial steps of identifying AI opportunities, choosing the right tools, and effectively implementing technology to streamline operations. Additionally, we’ll delve into the specialized skill of prompt engineering, demonstrating how to craft precise prompts to enhance interactions between AI systems and employees. Whether you’re new to AI or looking to refine some of your existing strategies, this session will equip you with the knowledge and tools to harness AI’s potential in transforming HR functions.
Start Smart: Learning the Ropes of AI for HR - Celine Maasland - SocialHRCamp...
Corporate communications in asia pacific
1. Europe | Asia-Pacific | North America www.vmagroup.com
VMA
GROUP
Corporate Communications
in Asia Pacific
Career and Salary Report 2012 / 2013
in partnership with
2. Since VMA Group opened a practice
to serve the Asia-Pacific market
in September 2011, the corporate
communications landscape in the
region has changed considerably.
The demand for skilled communications
professionals is high and organizations
are restructuring to enable local
decision making, rather than having to
revert back to a global function, often
based in Europe or USA. There has
also been a significant demand for
internal communications specialists.
However, despite this surge in demand
it is still a market in its infancy. As
such, little information exists about
the recruitment and expectations
of corporate communications
professionals across the region. This
makes it difficult for both candidates
and clients to effectively benchmark
themselves or their organisation.
Furthermore, because it is a market unlike
any other, not least because of the great
cultural and language variations that exist
throughout the region, data from western
counterparts is often irrelevant. This is
why a study of this nature is so important.
VMA Group has become the leader
in contemporary analysis and data for
the communications profession. This is
our first dedicated study into corporate
communications in Asia-Pacific. In
doing so we wanted to present a market
overview to help candidates and clients
better understand the market and
effectively benchmark themselves and
their organisations. I am confident it will
not be our last as the market matures.
This study provides an overview
on a range of topics covering:
• Salary, bonus and benefits
• Remit and resources and;
• Training and development.
It concludes with some predictions
on what we expect from the market
over the next 6-12 months.
Should you have any questions about
the findings, please contact me or any
of the team located in the region.
Introduction
02 Corporate Communications in Asia Pacific
Career and Salary Report 2012 / 2013
Katrina Andrews
Director
VMA Group Asia-Pacific
kandrews@vmagroup.com
3. It is a most exciting time to be in Asia.
And to be in communications.
Despite slowing growth, Asia is still poised
to perform better than the developed
world and positive economic prospects
will continue to deliver successful
businesses, wealthy families, creative
communities and empowered societies.
In the midst of change and transformation
in Asia, communications has a critical
role to play. To tell stories that not only
inform, but more importantly empower,
engage, connect and inspire people.
The International Association of Business
Communicators (IABC), founded in 1970
in the US and established in Hong Kong
in 1985 to support a growing network of
professional communicators, partnered
with VMA to draw insights on the value
of our work as communicators.
In a world where communications
has become essential, we have a
real opportunity to use our skills
and strengths to drive the growth
of businesses, galvanise people
towards shared goals, or champion
sustainability for the greater good.
We hope you find this survey interesting
and useful as you chart your path
in this dynamic profession.
Laine Santana
Chapter President,
IABC Hong Kong
03Corporate Communications in Asia Pacific
Career and Salary Report 2012 / 2013
4. Background
Lo
04
Respondents worked across 19 different industries.
The most common industries were: professional
services (14%) and banking (13%), reflecting the
high populous of global organisations within the
region. Manufacturing (7%) and IT (7%) were also
popular and we expect this figure to rise.
Three quarters of respondents were educated to
Bachelors degree standard or above, highlighting
the great importance placed on education in the
region. Employers favour candidates with an
international education, in particular a Masters
qualification in communications is highly valued:
Notice periods typically fall between one and
three months. However, the law in Hong Kong
allows employers to ‘buy out’ employees from their
existing contracts and we are seeing this across
all notice periods, driven by the business needs of
employers:
55%
4%
29%
12%
1 month
3 months
2 months
3 months +
Bachelors degree or equivalent (BSc/BA)
MBA
Master degree (MA/MSc)
PHD
Other
75% 18% 13%
1%
10%
73%
female
27%
Respondents Notice Period
Respondents Level of Education
male
The online survey of corporate communications professionals based in Asia-Pacific was
conducted in partnership with IABC during July and August 2012.
Respondent overview:
111Respondents
62%
of respondents had worked in
communications for nine years or more.
Corporate Communications in Asia Pacific
Career and Salary Report 2012 / 2013
6. The Asia-Pacific economy has not yet felt the full
effect of the global economic crisis in the same
way as its western counterparts. This is reflected
in the steady increase in salaries for corporate
communications professionals across the region.
Two years ago over half (51%) of all respondents reported
having a salary below USD100k, compared with 33%
today. Similarly, 35% reported a salary between USD100-
150k two years ago, compared to 44% today. While 14%
earned over USD150k two years ago, rising to 25% today.
However, salaries are not the only indicator in this
market, with bonuses and other benefits a crucial
part of the overall remuneration package.
The average bonus was USD24,437, with 21% of
respondents reporting a bonus range between 1-10%
of their base salary and 34% between 11-20%; just
11% said their bonus was 30% of their base salary.
As the market matures we think bonus expectations of
candidates will need to adjust. Bonuses are a standard
and expected part of the remuneration package
across Asia-Pacific and are awarded regardless of
how an individual or a company has performed. As
the market matures, we believe employers will follow
the example of their western counterparts and award
bonuses on merit and/or company performance only.
An anomaly of the Asian (not seen outside Asia) market
is the benefit of a 13 month salary addition, where an
extra month’s salary is paid to employees. However,
our findings would suggest that its popularity is on the
wane as only 16% cited receiving such a benefit.
In addition to pay and bonuses, we found that
the most common benefits were: flexible working
arrangements (45%), pension contribution
(45%) and private healthcare (44%).
For western counterparts, flexible working arrangements
often equate to home working and a combined mix
of shorter and longer work days. Not so in Asia
where working from home is an unknown concept.
Flexible working arrangements are much more likely
to apply to the amount of travel undertaken in a role
and the ability to be at home during the weekend.
Holiday allowance is in line with European counterparts;
with 15-20 days as standard. However, 15% of candidates
reported receiving more than 25 days annual holiday.
Levels of satisfaction with the overall remuneration
package were high, with over half (59%) of respondents
saying they were adequately remunerated.
Salary, bonus
and benefits
06
of Asia-Pacific
respondents
feel they were
adequately
remunerated
59%
Corporate Communications in Asia Pacific
Career and Salary Report 2012 / 2013
7. In order to get a sense of what is happening in the
workplace for communicators in Asia-Pacific, we
asked respondents to rank the volume of time they
spent on communications activity by discipline.
Internal communications was cited as the number one
area of focus by exactly half of our respondents. This
was followed by just over a quarter (27%) citing media
relations, followed by external communications (20%).
Although surprising that internal communications featured
so highly above other more well-established disciplines, it
does indicate a broadening of communications disciplines
in this region. It also confirms the soaring demand for
mid to senior level internal communications professionals
that we’ve experienced over the past six months.
Furthermore, we note that internal communications is
starting to appear as a module on university curricula in
the region, and has done so in Australia for several years.
For a market in its infancy, it is no surprise that corporate
communications teams are small; seventeen per
cent of the sample said they were the only person
working in communications in their organisation.
Team sizes of between two and three people were
the most common, cited by 37% of respondents.
This was followed by team sizes of between four
and seven people (22%). While some 14% reported
team sizes of 16+, which is consistent with the large
multi-nationals we work with across the region.
Fifty-seven per cent of respondents reported that the size
of their team had increased by at least one person over
the past five years. While this growth might be considered
slow in comparison to other markets where the
corporate communications function is more developed,
it is a positive sign and a contrast to some western
countries where recruitment has declined or stalled.
However, we have found that some roles remain
unfulfilled because of the very specific needs
employers have for language skills and/or previous
Asia-Pacific experience, this is particularly true
in China. This is something for candidates to
bear in mind when considering a move.
Remit and resources
07
of respondents
reported that
their team size
had increased
of respondents cited
Internal Comms as the
number one area of focus
57%
50%
50%
27%
20%
Internal Communications
External Communications
Media Relations
Corporate Communications in Asia Pacific
Career and Salary Report 2012 / 2013
8. There’s certainly no lack of willingness amongst Asia-
Pacific communicators to work overseas; a very high
89% said they would consider a role in another country
for either their current employer or in a new role.
We regularly see candidates based in Beijing and
Shanghai willing to move to Hong Kong. Similarly
candidates also don’t see it as any great deal to
relocate between Hong Kong and Singapore.
We asked respondents to rank what was important
to them when considering a new salary package or
promotion. Both personal bonus (42%) and work-life
balance (39%) featured highly. It was interesting to note
that pension contribution was the most frequently cited
existing benefit amongst respondents (45%), yet only
6% said it was important to them when moving on.
When asked what the minimum percentage
increase in salary they would look for if moving
roles, respondents looked for an average 17%
increase, this is slightly higher than the market our
placements show that 12-15% is more realistic.
Moving on
08
89%
of candidates said they
were internationally
mobile - moving mostly
between Hong Kong
and Singapore
Corporate Communications in Asia Pacific
Career and Salary Report 2012 / 2013
9. This study also looked at training and
development; we asked respondents
to tell us the areas where they felt
training would be beneficial for
either themselves or their teams.
At 63%, social media development was
the most popular area. Considering it is
not a widely used business communication
tool in the Asia-Pacific market, we
were somewhat surprised by this.
However, a recent UK PR agency study
showed the massive growth of social
media in the consumer market throughout
the region over the past few years.
Interest may also have been
piqued by some recent high profile
examples of the disruption social
media can cause a business.
Towards the end of 2011, airline
Qantas appointed four dedicated
social media specialists to monitor
Twitter and Facebook, following a mid-
air engine explosion over Singapore.
The plane landed safely, but within
minutes of the explosion inaccurate
reports that a Qantas plane had
crashed were tweeted worldwide.
Other areas of interest for training and
development were: coaching/managing
senior leaders (52%) and communications
planning/strategy development (48%).
Both of these areas continue to be of
critical importance throughout Europe
and the US; they are also the subject
of much discussion in VMA Group’s
annual ground-breaking global study into
the communications market: Business
Leaders in Communications Study.
Training and
development
09
63%
social media
development
was the most
popular area
Corporate Communications in Asia Pacific
Career and Salary Report 2012 / 2013
10. While the Asia-Pacific region has
been sheltered from the economic
turbulence which has hindered
growth in the west, there are signs
of a continued slowing economy.
Standard and Poor’s has recently
lowered its economic growth
projections for Asia-Pacific. This
is due to the cooling off of the
Chinese economy and in reaction
to the continued turbulence in the
west, particularly in the eurozone.
However, despite this we
do expect to see continued
growth in the Asia-Pacific
corporate communications
market, albeit at a moderate
pace. In particular, we expect
the recent demand in internal
communications roles to continue.
It will also be interesting to
see if the western concept of
contract working will start to
be used in this market. It is
common for businesses in the
west to use contractors instead
of hiring permanent staff when
the work is short term and
expert skills are needed or,
where budgets are uncertain.
As the economic impact takes
hold, communicators across
Asia-Pacific can expect salary
increases and bonuses to be paid
at a much slower pace than they
have previously experienced.
It will also be interesting to
watch how companies and
communications professionals
embrace social media as
a way of creating business
opportunities and in managing
the pitfalls of the medium.
The Future
10
Additional Resource
VMA Group Blog
Six Predictions:
The Future for Communicators
www.vmagroup.com/blog
Corporate Communications in Asia Pacific
Career and Salary Report 2012 / 2013
11. London
23 Bedford Square,
London WC1B 3HH
T: +44 (0) 20 7436 4243
E: mail@vmagroup.com
Brussels
14b Rue de la Science,
1040 Brussels, Belgium
T: +32 (0) 2 808 9016
E: europe@vmagroup.com
Hong Kong
Wheelock House Level 18, 20
Pedder Street, Central, Hong Kong
T: +(852) 5808 2526
E: asia-pacific@vmagroup.com
Manchester
Suite 3C, Marsland House,
Marsland Road, Sale M33 3AQ
T: +44 (0) 161 905 5600
E: mail@vmagroup.com
Birmingham
One Victoria Square,
Birmingham B1 1BD
T: +44 (0) 121 309 0087
E: mail@vmagroup.com
Amsterdam
VMA Group, Netherlands,
Amsterdam WTC, Tower H,
Zuidplein 36, 1077 XV, Amsterdam
T: +31 20 (0) 808 3990
E: europe@vmagroup.com
Sydney
Level 33 Australia Square, 264-
278 George Street, Sydney,
NSW, 2000, Australia
T: + 61 (0) 2 8015 5639
E: asia-pacific@vmagroup.com
VMA Group US affiliate
partners, Patino Associates
T: UK - Oskar Yasar
+44 (0) 20 7436 4243
E: oyasar@vmagroup.com
About VMA Group
11
VMA Group is the global executive recruitment and
professional development partner for corporate
communications, PR and investor relations professionals
Since its inception as Vicky Mann Associates in 1978,
VMA Group has grown to be the leading global resourcing
and career partner for communications, PR and investor
relations.
Specialist practices cover internal communications,
external communications, financial services, investor
relations, healthcare, public affairs and marketing
communications professionals.
With a truly international reach, VMA Group has
offices in London, Hong Kong, Brussels, Amsterdam,
Sydney, Birmingham and Manchester. We also work
with an affiliate partner covering the USA with offices in
Washington and San Diego.
In 2010, it introduced VMA Enhance - a holistic approach
to professional development for communications and HR
professionals.
VMA Group has become the leader in contemporary
analysis and data for the communications profession.
VMA Group regularly publishes studies on the disciplines
and markets in which it specialises and these have
become invaluable resources for the communications
profession in planning and decision making.
Office locations
Corporate Communications in Asia Pacific
Career and Salary Report 2012 / 2013
12. VMA GROUP
Wheelock House
Level 18, 20 Pedder Street
Central, Hong Kong
T: +(852) 5808 2526
E: asia-pacific@vmagroup.com
W: www.vmagroup.com
Europe | Asia-Pacific | North America www.vmagroup.com
VMA
GROUP