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Employer Branding: HR’s Responsibility Alone?
8th May 2013
Rachele Focardi, SVP Employer Branding and Talent Strategy - APAC
1.
2
2. The Asian Talent Landscape
3. Understanding Employer Branding – What is it? Why is it
necessary?
4. Who’s doing it best?
5. Employer Branding – Whose responsibility is it?
6. Approaching Employer Branding
Introduction to Universum
Agenda
3
WHO WE ARE
Present around the world
Universum has been helping the world’s leading
companies strengthen their Employer Brands for the
past 25 years. We employ approximately 200 people
with regional offices in New York City (Americas), Basel
(Europe), Singapore (APAC) and Stockholm (Nordics).
Global leader in employer branding
We serve more than 1,200 clients, including the
majority of Fortune 100 companies, and annually
publish the World’s Most Attractive Employers.
Provide insights and knowledge
We survey over 400,000 students and
professionals annually in close to 30 countries.
The surveys are the foundation of our IDEAL
Employer Rankings which are published around
the world in partnership with the New York
Times, Le Monde, BusinessWeek and other
publications.
Spread the word
We publish more than 150 career publications in
10 countries and have 10 career sites with over
1,500,000 visitors/month. We organize 40 events
with over 3,000 participants in 14 countries.
INTRODUCTION TO UNIVERSUM
OUR GLOBAL REACH
INTRODUCTION TO UNIVERSUM
4
WHAT WE REPRESENT
Universum has close to 25 years
of experience in employer
branding research and
consulting, built upon tested and
proven frameworks.
Universum annually surveys
over 400,000 students and
young professionals to provide
insights about their preferences,
communications habits and
perceptions of potential
employers – through quantitative
as well as qualitative research.
Universum is a trusted strategic
partner that helps clients around
the world develop, improve and
implement employer branding
strategies and activities with fully
tailored solutions.
Universum is the thought
leader in employer branding
with local experts in
research, consulting and
communication solutions.
Universum’s unique global reach
ensures the comparability of data
across countries and offers high-
quality local insights based on
experience and market knowledge
of our local experts.
Universum employs smart,
friendly and professional
experts and consultants who
work with our clients in long-term
partnerships.
,
INTRODUCTION TO UNIVERSUM
5
WHO WE WORK WITH
Some of the world’s most attractive employers
Some of the world’s most trusted publishers
6
INTRODUCTION TO UNIVERSUM
2.
7
3. Understanding Employer Branding – What is it? Why is it
necessary?
4. Who’s doing it best?
5. Employer Branding – Whose responsibility is it?
6. Approaching Employer Branding
1. Introduction to Universum
The Asian Talent Landscape
Agenda
APAC – KEY SOURCE OF FUTURE TALENT
Over the next 3 years, employers are
expecting significant recruitment growth in
Asia Pacific, but many of them are not
prepared and view those same markets as
most challenging.
Southeast Asia will experience the
largest recruitment growth over the next
3 years
Asia Pacific will be the most
challenging region with respect to
sourcing ideal talents
1/3 of employers do not have strong
recruiting presence in those markets
at this time
Future Expectations per region/market
8
THE ASIAN TALENT LANDSCAPE
TALENT: CRITICAL PRESSURE POINTS
THE ASIAN TALENT LANDSCAPE
Double the recruitment
activity, but only half growth
driven – higher in new emerging
markets
Rising people costs
Hard to retain talent – one in five
leaves after year one
Demographic shifts, particularly
in Japan and Singapore
Large scale skills mismatch – outdated
strategies for education and training
Shortage of qualified employees
HR functions are mainly operational
and non-strategic
Millennial trends seen in Asian
students and young professionals
influence employer selection
SOURCE: PWC’S BREAKING OUT OF THE TALENT SPIRAL REPORT
COMPLEXITY
9
THE GLOBAL MILLENNIAL TAKEOVER
2.3 Billion Population worldwide!
Turnover rate twice of older
workers
For an organization of 1000s
of people the cost of
replacing millennials could
be millions annually
50 %
• Would rather
have no job
than a job they
hate
80%
• Think they
deserve more
recognition
than they get
75%
• Are not
completely
satisfied with
their jobs
33%
• Choose
recognition
over higher
pay
90%
• Think they
deserve their
dream job
THE ASIAN TALENT LANDSCAPE
10
1978 - 2002
Millenials born
Millenials enter university
Millenials enter the job force
Millenials born
Millenials enter university
Millenials enter the job force
Europe
& APAC
United
States
1996 - 2020
2000 - 2024
1986 - 2010
2004 - 2028
2008 - 2032
THE MILLENNIALS TIMELINE: US VS. EUROPE & APAC
THE ASIAN TALENT LANDSCAPE
11
GenerationX Strive for work/life balance
View work as “just a job”
Adoptive and responsive to change
Prefer informal workplace
Me attitude
Street Smart
Cautious in giving trust and loyalty
Pessimistic and critical of Government
and Public Institutions
Look to their peers for advice
Techno savvy
TheMillennials
Assume they will have work/life
balance
Believe that through their work they
can make a difference and value
creativity in their work
Used to plan everything and are not as
comfortable with change and
uncertainly
Like an informal workplace but not the
lack of structure that comes with it
We attitude
Savvy
Teamwork oriented, optimistic and “no
one left behind” attitude
Hopeful about the future and eager to
take on the world through the public
sector
Helicopter parents/ trophy children
Value social and corporate
responsibility and high ethical
standards
Career-minded and internet-connected
GenXerS vs. The Millennials
THE ASIAN TALENT LANDSCAPE
12
Technology-savvy
Ability to collaborate
Achievement-oriented
Multitasking capabilities
Confidence
Optimism
Morality/Civic duty
Need for supervision and
structure
Inexperienced, particularly
with handling difficult
issues
Less likely to take career
risks
Involvement of family
Lack of “resilience”
MILLENIALS’ CHARACTERISTICS
THE ASIAN TALENT LANDSCAPE
13
GEN Y IN SINGAPORE
They demand the curriculum to be interactive and fun
Gen Y’s are mostly intrinsically motivated
27% of Gen Y’s are undecided in profession of choice
Gen Y prefers an unconventional approach
The female gender, topping the male cohort by about 20,000
Gen Y makes up 22% of the population, working out to 833,300
THE ASIAN TALENT LANDSCAPE
14
OUR IMAGE FRAMEWORK
The attributes of the employer as an organization
• Attractive/exciting products and services
• Corporate Social Responsibility
• Environmental sustainability
• Ethical standards
• Fast-growing/entrepreneurial
• Financial strength
• Innovation
• Inspiring management
• Market success
• Prestige
The contents and demands of the job, including the learning
opportunities provided by the job
• Opportunities for international travel/relocation
• Control over my number of working hours
• Professional training and development
• Flexible working conditions
• High level of responsibility
• Secure employment
• Team oriented work
• Variety of assignments
• Challenging work
• Client interaction
The monetary compensation and other benefits,
now and in the future
• Clear path for advancement
• Competitive base salary
• Competitive benefits
• Good reference for future career
• High future earnings
• Leadership opportunities
• Overtime pay/compensation
• Performance-related bonus
• Rapid promotion
• Sponsorship of future education
The social environment and attributes of the work place
• Enabling me to integrate personal interests in my schedule
• Interaction with international clients and colleagues
• Leaders who will support my development
• A creative and dynamic work environment
• Recognizing performance (meritocracy)
• Recruiting only the best talent
• Respect for its people
• Support for gender equality
• A friendly work environment
• Acceptance towards minorities
THE ASIAN TALENT LANDSCAPE
15
DIFFERENCES BETWEEN BUSINESS AND ENGINEERING STUDENTS
! The Asian average includes the preferences of students in China, Hong Kong, India, Japan and Sinagpore.
Attribute Rank
Professional training and development 1
Good reference for future career 2
A friendly work environment 3
High future earnings 4
Market success 5
A creative and dynamic work environment 6
Recognizing performance (meritocracy) 7
Leaders who will support my development 8
Respect for its people 9
Challenging work 10
Business students Engineering students
Attribute Rank
Challenging work 1
A creative and dynamic work environment 2
Professional training and development 3
High future earnings 4
Respect for its people 5
Attractive/exciting products and services 6
Good reference for future career 7
A friendly work environment 8
Secure employment 9
Market success 10
Top attractive attributes 2012
Asian weighted average
THE ASIAN TALENT LANDSCAPE
16
3.
17
4. Who’s doing it best?
5. Employer Branding – Whose responsibility is it?
6. Approaching Employer Branding
1. Introduction to Universum
2. The Asian Talent Landscape
Understanding Employer Branding
Agenda
IS EMPLOYER BRANDING PART OF YOUR HR STRATEGY?
Yes, 63%
No, 14%
Unsure, 23%
According to your responses to a pre-event survey:
UNDERSTANDING EMPLOYER BRANDING
18
IMPORTANCE OF A STRONG EMPLOYER BRAND
This is an example text. Go ahead and replace it with your own text
Employer Branding has become
strategic
Communications integration,
consistency and efficiency are key
Global sourcing on the rise
Securing a diverse workplace is crucial
for business success
Lifelong relations with talent becoming
the norm
1
2
3
4
5
Differentiation – difficult, yet crucial6
Over 83% of CEOs expected last
year to change their firm’s talent
management strategy by today
UNDERSTANDING EMPLOYER BRANDING
19
WHY ENGAGE IN EMPLOYER BRANDING?
Global sourcing on the rise
Over 83% of CEOs expected last
year to change their firm’s talent
management strategy by today
75% works with
employer branding
with a strategic
perspective**
(69% ROW)
*Linkedin Whitepaper, Why Your Employer Brand Matters, 2012
**Talent Attraction Barometer 2012 Nordics vs. ROW, (How does you organization approach employer branding?)
The cost per hire is over 2 times lower for
companies with strong employer brands*
Companies with a stronger
employer brand have a
28 % lower turnover rate
than companies with a
weaker employer brand*
Research shows that a company’s
employer brand is twice as likely to
drive job consideration
as its company brand*
UNDERSTANDING EMPLOYER BRANDING
20
WHY ENGAGE IN EMPLOYER BRANDING?
Strategically develop a
cohesive employer brand
reflecting vision for the
future and long-term talent
management needs
Engaged Workers
Increased Productivity
and customer service
Greater Profitability
SOURCE: GALLUP CONSULTING, “EMPLOYEE ENGAGEMENT: WHAT’S YOUR ENGAGEMENT RATIO?”
Engaged
Employees have
51% lower turnover
and 18% higher
productivity.
Engaged workers
result in 12% higher
profitability
Having employees
live and breathe
your employer
brand is the best
way to raise brand
awareness
UNDERSTANDING EMPLOYER BRANDING
21
WHY ENGAGE IN EMPLOYER BRANDING?
2009 2010 2011
British Petroleum
Chosen as Ideal Employer in the US
BP Oil Spill
-25%
2009 2010 2011 2012
British Petroleum
Chosen as Ideal Employer in the US
BP Oil Spill
30%
UNDERSTANDING EMPLOYER BRANDING
22
LONG-TERM, STRATEGIC AND ALIGNED TO BUSINESS STRATEGY
SOURCE: UNIVERSUM TALENT ATTRACTION BAROMETER SURVEY 2012
Q. How does your organization approach
employer branding?
Q. Is your talent strategy aligned to your
business plan and recruitment needs?
UNDERSTANDING EMPLOYER BRANDING
23
EMPLOYER BRANDING IS A STRATEGIC PROCESS
To what extent does your long-term employer branding strategy help you:
38%
25%
22%
22%
18%
17%
15%
41%
45%
39%
38%
37%
39%
40%
13%
20%
26%
29%
32%
30%
30%
Attract the right talent
More consistent communications
Retain the right talent
Define right people for culture fit
Build consistent employee experience
Increase your knowledge of talent market/segment
preferences
Build engagement and increase performance
Very Important 4 3 2 Not Important
UNDERSTANDING EMPLOYER BRANDING
24
WHY DO COMPANIES SUCCEED
Employers who find talent – success factors:
76 %
61 %
54 %
52 %
52 %
34 %
Our employer reputation and image are attractive
The people and culture of the organisation are attractive
We know how and where to target them
We have made them aware of us and our employer offerings
The characteristics of the job appeal to the target group
Our remuneration and advancement opportunities are
competitive
UNDERSTANDING EMPLOYER BRANDING
25
WHY DO COMPANIES STRUGGLE
54 %
46 %
32 %
18 %
16 %
12 %
They are unaware of us and our employer offerings
Our employer reputation and image are not attractive
enough
Our remuneration and advancement opportunities aren't
competitive enough
We do not know how and where to target them
The characteristics of the job don't appeal to the target
group
The people and culture of the organisation aren't attractive
enough
Employers struggling to find and attract the right talent fail on:
UNDERSTANDING EMPLOYER BRANDING
26
4.
27
5. Employer Branding – Whose responsibility is it?
6. Approaching Employer Branding
1. Introduction to Universum
2. The Asian Talent Landscape
3. Understanding Employer Branding
Who’s doing it best?
Agenda
WHO’S DOING A GREAT JOB WITH EMPLOYER BRANDING?
According to your responses to a pre-event survey:
TOP EMPLOYER BRANDS
28
TOP EMPLOYER BRANDS IN SINGAPORE
Business Category Employer Rank
Goldman Sachs 2
Singapore Airlines 3
J.P. Morgan 4
Credit Suisse 5
Barclays 6
Deutsche Bank 7
MAS - Monetary Authority of Singapore 8
Singapore Tourism Board 9
DBS Development Bank of Singapore 10
PwC 11
Morgan Stanley 12
HSBC 13
Citi 14
The Walt Disney Company 15
OCBC Bank 16
Unilever 17
Bloomberg 18
McKinsey & Company 19
United Overseas Bank (UOB) 20
TOP EMPLOYER BRANDS
29
TOP EMPLOYER BRANDS IN SINGAPORE
Engineering / Natural Sciences Category Employer Rank
ExxonMobil 2
Singapore Airlines 3
Google 4
Rolls-Royce 5
Defence Science & Technology Agency 6
GSK - GlaxoSmithKline 7
Ministry of Health 8
Shell 9
DSO Defence Science Organisation 10
Keppel Corporation 11
Microsoft 12
Singapore Technologies Engineering 13
Procter & Gamble 14
Ministry of Education 15
The Walt Disney Company 16
Boeing 17
Barclays 18
Samsung 19
3M 20
TOP EMPLOYER BRANDS
30
TOP EMPLOYER BRANDS IN SINGAPORE
IT Category Employer Rank
Microsoft 2
Electronic Arts 3
IBM 4
Accenture 5
Barclays 6
Credit Suisse 7
Lucasfilm 8
Sony 9
Intel 10
Singapore Airlines 11
J.P. Morgan 12
Samsung 13
Goldman Sachs 14
The Walt Disney Company 15
Cisco Systems 16
Dell 17
TECMO KOEI Singapore 18
IKEA 19
MediaCorp 20
Full rankings are available at
http://www.universumglobal.com/IDEAL-Employer-
Rankings/The-National-Editions
TOP EMPLOYER BRANDS
31
5.
32
1. Introduction to Universum
2. The Asian Talent Landscape
3. Understanding Employer Branding
4. Who’s doing it best?
Employer Branding – Whose responsibility is it?
Agenda
6. Approaching Employer Branding
HISTORICAL DEVELOPMENT OF EMPLOYER BRANDING
General EB
Demographic
targeting
Personality/Fit
evaluation
Time
Segmentation
EMPLOYER BRANDING – WHOSE RESPONSIBILITY?
33
Dating
Employer branding is NOT…
EMPLOYER BRANDING – WHOSE RESPONSIBILITY?
34
DatingDating
Talking Asking out
Courting Marrying
Flirting
Re-marrying
EMPLOYER BRANDING = LONG-TERM RELATIONSHIP
Employer branding is …
EMPLOYER BRANDING – WHOSE RESPONSIBILITY?
35
HOW EMPLOYER BRANDING FIT INTO THE CORPORATE STRATEGY
Your overall
corporate
mission and
objective
Your overall
brand
strategy
Your aspired culture
Your product
strategies
Your people
strategy
Your employer
brand strategy
SO WHO RUNS EMPLOYER BRANDING?
EMPLOYER BRANDING – WHOSE RESPONSIBILITY?
36
WHOSE RESPONSIBILITY IS IT?
46%
30%
57%
48%
49%
51%
45%
11%
11%
17%
19%
28%
31%
51%
0% 20% 40% 60% 80% 100%
Other
Advertising
Internal / Employee Communications
Public Relations
Corporate Communications
Marketing / Marketing Communications
Human Resources
Primary Responsibility
Stakeholder
SOURCE: “THE GROWING VALUE OF EMPLOYER BRANDS”. BERNARD HODES GROUP. (APRIL 2012)
EMPLOYER BRANDING – WHOSE RESPONSIBILITY?
37
WHERE EMPLOYER BRANDING SITS IN AN ORGANIZATION
CEO &
MANAGEMENT
MARKETING
CORPORATE
COMMUNICATIONS
HUMAN
RESOURCES
EMPLOYER
BRANDING /
RECRUITMENT
MARKETING
ETC.
BUT…
EVERY EMPLOYEE HAS TO PLAY THEIR ROLE AS THE EMPLOYER BRAND AMBASSADOR!
EMPLOYER BRANDING – WHOSE RESPONSIBILITY?
38
PROFILES OF THE EMPLOYER BRANDING TEAM
Global Lead – Employer Brand and
Marketing
Previous experience:
• Employer brand and marketing
consultant
• Head of Employer Brand & Marketing –
Asia Pacific
• Marketing and Communications
Manager
HR Director, Global Talent Acquisition &
Employer Branding / Talent Development
Previous experience:
• Global Supply Chain Internal
Communications Manager
• HR Manager
• Recruitment Specialist
EMPLOYER BRANDING = ART & SCIENCE OF HR AND BRANDING/MARKETING
EMPLOYER BRANDING – WHOSE RESPONSIBILITY?
39
EMPLOYER BRANDING EMPLOYER BRANDING
SHORT-TERM OPERATIONAL
APPROACH
LONG-TERM STRATEGIC
APPROACH
GLOBAL EMPLOYER BRAND
MANAGEMENT
NATIONAL APPROACH
A COLLABORATIVE
APPROACH
HR/MARKETING/CORPORATE
COMMUNICATIONS
HR WORKING ALONE WITH
EMPLOYER BRANDING
NOT BEING CLEAR ABOUT
WHAT CAN BE EXPECTED
CLEARLY DEFINED
EMPLOYER BRAND
PROPOSITIONS
NOT HAVING CLEAR
EMPLOYER BRAND
COMMUNICATION
STRATEGIES
GLOBAL AND LOCAL
EMPLOYER BRAND
COMMUNICATION
STRATEGIES
NATIONAL APPROACH
HR WORKING ALONE WITH
EMPLOYER BRANDING
NOT BEING CLEAR ABOUT
WHAT CAN BE EXPECTED
NOT HAVING CLEAR
EMPLOYER BRAND
COMMUNICATION
STRATEGIES
WITHBUY-INFROMMANAGEMENT
ANDALIGNMENTWITHCORPORATE
STRATEGY!
40
EMPLOYER BRANDING – WHOSE RESPONSIBILITY?
6.
41
1. Introduction to Universum
2. The Asian Talent Landscape
3. Understanding Employer Branding
4. Who’s doing it best?
5. Employer Branding – Whose responsibility is it?
Approaching Employer Branding
Agenda
INFLUENCE YOUR EMPLOYER BRAND IN THE RIGHT DIRECTION
ALL EMPLOYERS
HAVE AN EMPLOYER
BRAND.
Even if employers don’t
actively control the brand, it
exists and it influences
whether or not students and
young professionals choose
the employer.
THE BRAND HAS AN
INTERNAL AND
EXTERNAL
PERSPECTIVE.
Not only does a strong
employer brand help attract
future employees, it also
creates an internal
identity, and that increases
loyalty, engagement and
retention.
THE CORE OF THE
BRAND IS THE EVP.
To influence the
brand, employers need an
Employer Value Proposition
(EVP) that is
attractive, true, credible, disti
nct and sustainable.
AN EFFECTIVE
STRATEGY NEEDS A
SOLID FOUNDATION.
It is important that the EVP is
developed using in-depth
research about current
employees, management and
external talent groups, in order
to create a
compelling, sustainable and
effective brand
APPROACHING EMPLOYER BRANDING
*Employer branding is the strategy companies use to achieve their desired appeal on
current and future ideal talent.
42
DEFINING THE EMPLOYER VALUE PROPOSITION
ProfileIdentity
Image
Profile
“Who you want to be”
What you are trying to
communicate
Identity
The image, career and
opportunities your company
can offer
“Who you really are”
Image
The external view and position
of your company
“Who people think you are”
UNIVERSUM
YEARLY STUDENT
SURVEYS
43
APPROACHING EMPLOYER BRANDING
43
APPROACHING EMPLOYER BRANDING
DEFINING THE EMPLOYER VALUE PROPOSITION
WHAT IS THE EVP?
The EVP is a unique set of
offerings, associations and values that will
positively influence the most suitable target
candidates and the internal target groups. The EVP
provides attributes and themes that can be used as
a long-term foundation and framework for your
branding and creative approaches.
The EVP development is strategic.
WHAT IS IT NOT?
The EVP is not a tag line or a visual expression. It
is the underlying content that is then transformed
into messages, ads and a communication
strategy targeted at different talent groups and
countries. The choice of words, images and
channels will depend on the target group and might
vary across countries.
The EVP implementation is operational.
44
OUR APPROACH TO STRATEGIC EMPLOYER BRANDING
APPROACHING EMPLOYER BRANDING
Are your activities
effectively building a
strong brand? Are
you attractive enough
to meet your
recruitment needs?
What is important
and relevant to your
target groups?
What makes an
employer
attractive?
What impressions do
current employees
have? What are
perceived as strengths
and weaknesses?
How can you improve
your career website
and ads? Is your
intended message
being communicated
effectively?
What should you
emphasize in the
communication to maximize
its effectiveness? What do
you need to reposition to
create your desired
employer image?
How should you
communicate the employer
offering to the target
group? What channels are
most effective?
45
APPROACHING EMPLOYER BRANDING
STAGES OF THE EMPLOYER BRANDING JOURNEY
DEFINE YOUR
NEEDS AND WANTS
LOCATE YOUR
TARGET GROUP
TEST AND
VALIDATE YOUR
INITIATIVES
ANALYZE THE
COMPETITIVE
LANDSCAPE
IMPLEMENT AND
MONITOR YOUR
KPIS
UNDERSTAND YOUR
PERCEIVED
EMPLOYER IMAGE
YOUR TARGET
GROUPS MIND
COMMUNICATE
EFFECTIVELY
SET YOUR UNIQUE
SELLING POINTS
46
MY PROFILE
www.universumglobal.com
Rachele.Focardi@universumasia.
com
After six year of working with the Asian market, Rachele finally
relocated to Singapore in 2011 to help global and local organizations
build, strengthen and localize their Employer Brand across the
region.
Rachele discusses global and regional recruitment trends around the
globe (most recently in China, Singapore, The
Philippines, Thailand, Dubai, UK, Sweden, India, Canada and the
United States).
Rachele leads workshops with the HR, Marketing and
Communications Executives helping them to redefine, strengthen and
localize their Employer Value Proposition to better resonate among all
target audiences.
Rachele advises the largest organizations in the world helping them
to maximize and leverage their strengths as an employer and to lay
the foundation for successful development of employer branding
strategies.
47
WWW.UNIVERSUMGLOBAL.COM
Thank you

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Employer Branding by Rachele Focardi, Universum Asia

  • 1. WWW.UNIVERSUMGLOBAL.COM click here Employer Branding: HR’s Responsibility Alone? 8th May 2013 Rachele Focardi, SVP Employer Branding and Talent Strategy - APAC
  • 2. 1. 2 2. The Asian Talent Landscape 3. Understanding Employer Branding – What is it? Why is it necessary? 4. Who’s doing it best? 5. Employer Branding – Whose responsibility is it? 6. Approaching Employer Branding Introduction to Universum Agenda
  • 3. 3 WHO WE ARE Present around the world Universum has been helping the world’s leading companies strengthen their Employer Brands for the past 25 years. We employ approximately 200 people with regional offices in New York City (Americas), Basel (Europe), Singapore (APAC) and Stockholm (Nordics). Global leader in employer branding We serve more than 1,200 clients, including the majority of Fortune 100 companies, and annually publish the World’s Most Attractive Employers. Provide insights and knowledge We survey over 400,000 students and professionals annually in close to 30 countries. The surveys are the foundation of our IDEAL Employer Rankings which are published around the world in partnership with the New York Times, Le Monde, BusinessWeek and other publications. Spread the word We publish more than 150 career publications in 10 countries and have 10 career sites with over 1,500,000 visitors/month. We organize 40 events with over 3,000 participants in 14 countries. INTRODUCTION TO UNIVERSUM
  • 5. WHAT WE REPRESENT Universum has close to 25 years of experience in employer branding research and consulting, built upon tested and proven frameworks. Universum annually surveys over 400,000 students and young professionals to provide insights about their preferences, communications habits and perceptions of potential employers – through quantitative as well as qualitative research. Universum is a trusted strategic partner that helps clients around the world develop, improve and implement employer branding strategies and activities with fully tailored solutions. Universum is the thought leader in employer branding with local experts in research, consulting and communication solutions. Universum’s unique global reach ensures the comparability of data across countries and offers high- quality local insights based on experience and market knowledge of our local experts. Universum employs smart, friendly and professional experts and consultants who work with our clients in long-term partnerships. , INTRODUCTION TO UNIVERSUM 5
  • 6. WHO WE WORK WITH Some of the world’s most attractive employers Some of the world’s most trusted publishers 6 INTRODUCTION TO UNIVERSUM
  • 7. 2. 7 3. Understanding Employer Branding – What is it? Why is it necessary? 4. Who’s doing it best? 5. Employer Branding – Whose responsibility is it? 6. Approaching Employer Branding 1. Introduction to Universum The Asian Talent Landscape Agenda
  • 8. APAC – KEY SOURCE OF FUTURE TALENT Over the next 3 years, employers are expecting significant recruitment growth in Asia Pacific, but many of them are not prepared and view those same markets as most challenging. Southeast Asia will experience the largest recruitment growth over the next 3 years Asia Pacific will be the most challenging region with respect to sourcing ideal talents 1/3 of employers do not have strong recruiting presence in those markets at this time Future Expectations per region/market 8 THE ASIAN TALENT LANDSCAPE
  • 9. TALENT: CRITICAL PRESSURE POINTS THE ASIAN TALENT LANDSCAPE Double the recruitment activity, but only half growth driven – higher in new emerging markets Rising people costs Hard to retain talent – one in five leaves after year one Demographic shifts, particularly in Japan and Singapore Large scale skills mismatch – outdated strategies for education and training Shortage of qualified employees HR functions are mainly operational and non-strategic Millennial trends seen in Asian students and young professionals influence employer selection SOURCE: PWC’S BREAKING OUT OF THE TALENT SPIRAL REPORT COMPLEXITY 9
  • 10. THE GLOBAL MILLENNIAL TAKEOVER 2.3 Billion Population worldwide! Turnover rate twice of older workers For an organization of 1000s of people the cost of replacing millennials could be millions annually 50 % • Would rather have no job than a job they hate 80% • Think they deserve more recognition than they get 75% • Are not completely satisfied with their jobs 33% • Choose recognition over higher pay 90% • Think they deserve their dream job THE ASIAN TALENT LANDSCAPE 10
  • 11. 1978 - 2002 Millenials born Millenials enter university Millenials enter the job force Millenials born Millenials enter university Millenials enter the job force Europe & APAC United States 1996 - 2020 2000 - 2024 1986 - 2010 2004 - 2028 2008 - 2032 THE MILLENNIALS TIMELINE: US VS. EUROPE & APAC THE ASIAN TALENT LANDSCAPE 11
  • 12. GenerationX Strive for work/life balance View work as “just a job” Adoptive and responsive to change Prefer informal workplace Me attitude Street Smart Cautious in giving trust and loyalty Pessimistic and critical of Government and Public Institutions Look to their peers for advice Techno savvy TheMillennials Assume they will have work/life balance Believe that through their work they can make a difference and value creativity in their work Used to plan everything and are not as comfortable with change and uncertainly Like an informal workplace but not the lack of structure that comes with it We attitude Savvy Teamwork oriented, optimistic and “no one left behind” attitude Hopeful about the future and eager to take on the world through the public sector Helicopter parents/ trophy children Value social and corporate responsibility and high ethical standards Career-minded and internet-connected GenXerS vs. The Millennials THE ASIAN TALENT LANDSCAPE 12
  • 13. Technology-savvy Ability to collaborate Achievement-oriented Multitasking capabilities Confidence Optimism Morality/Civic duty Need for supervision and structure Inexperienced, particularly with handling difficult issues Less likely to take career risks Involvement of family Lack of “resilience” MILLENIALS’ CHARACTERISTICS THE ASIAN TALENT LANDSCAPE 13
  • 14. GEN Y IN SINGAPORE They demand the curriculum to be interactive and fun Gen Y’s are mostly intrinsically motivated 27% of Gen Y’s are undecided in profession of choice Gen Y prefers an unconventional approach The female gender, topping the male cohort by about 20,000 Gen Y makes up 22% of the population, working out to 833,300 THE ASIAN TALENT LANDSCAPE 14
  • 15. OUR IMAGE FRAMEWORK The attributes of the employer as an organization • Attractive/exciting products and services • Corporate Social Responsibility • Environmental sustainability • Ethical standards • Fast-growing/entrepreneurial • Financial strength • Innovation • Inspiring management • Market success • Prestige The contents and demands of the job, including the learning opportunities provided by the job • Opportunities for international travel/relocation • Control over my number of working hours • Professional training and development • Flexible working conditions • High level of responsibility • Secure employment • Team oriented work • Variety of assignments • Challenging work • Client interaction The monetary compensation and other benefits, now and in the future • Clear path for advancement • Competitive base salary • Competitive benefits • Good reference for future career • High future earnings • Leadership opportunities • Overtime pay/compensation • Performance-related bonus • Rapid promotion • Sponsorship of future education The social environment and attributes of the work place • Enabling me to integrate personal interests in my schedule • Interaction with international clients and colleagues • Leaders who will support my development • A creative and dynamic work environment • Recognizing performance (meritocracy) • Recruiting only the best talent • Respect for its people • Support for gender equality • A friendly work environment • Acceptance towards minorities THE ASIAN TALENT LANDSCAPE 15
  • 16. DIFFERENCES BETWEEN BUSINESS AND ENGINEERING STUDENTS ! The Asian average includes the preferences of students in China, Hong Kong, India, Japan and Sinagpore. Attribute Rank Professional training and development 1 Good reference for future career 2 A friendly work environment 3 High future earnings 4 Market success 5 A creative and dynamic work environment 6 Recognizing performance (meritocracy) 7 Leaders who will support my development 8 Respect for its people 9 Challenging work 10 Business students Engineering students Attribute Rank Challenging work 1 A creative and dynamic work environment 2 Professional training and development 3 High future earnings 4 Respect for its people 5 Attractive/exciting products and services 6 Good reference for future career 7 A friendly work environment 8 Secure employment 9 Market success 10 Top attractive attributes 2012 Asian weighted average THE ASIAN TALENT LANDSCAPE 16
  • 17. 3. 17 4. Who’s doing it best? 5. Employer Branding – Whose responsibility is it? 6. Approaching Employer Branding 1. Introduction to Universum 2. The Asian Talent Landscape Understanding Employer Branding Agenda
  • 18. IS EMPLOYER BRANDING PART OF YOUR HR STRATEGY? Yes, 63% No, 14% Unsure, 23% According to your responses to a pre-event survey: UNDERSTANDING EMPLOYER BRANDING 18
  • 19. IMPORTANCE OF A STRONG EMPLOYER BRAND This is an example text. Go ahead and replace it with your own text Employer Branding has become strategic Communications integration, consistency and efficiency are key Global sourcing on the rise Securing a diverse workplace is crucial for business success Lifelong relations with talent becoming the norm 1 2 3 4 5 Differentiation – difficult, yet crucial6 Over 83% of CEOs expected last year to change their firm’s talent management strategy by today UNDERSTANDING EMPLOYER BRANDING 19
  • 20. WHY ENGAGE IN EMPLOYER BRANDING? Global sourcing on the rise Over 83% of CEOs expected last year to change their firm’s talent management strategy by today 75% works with employer branding with a strategic perspective** (69% ROW) *Linkedin Whitepaper, Why Your Employer Brand Matters, 2012 **Talent Attraction Barometer 2012 Nordics vs. ROW, (How does you organization approach employer branding?) The cost per hire is over 2 times lower for companies with strong employer brands* Companies with a stronger employer brand have a 28 % lower turnover rate than companies with a weaker employer brand* Research shows that a company’s employer brand is twice as likely to drive job consideration as its company brand* UNDERSTANDING EMPLOYER BRANDING 20
  • 21. WHY ENGAGE IN EMPLOYER BRANDING? Strategically develop a cohesive employer brand reflecting vision for the future and long-term talent management needs Engaged Workers Increased Productivity and customer service Greater Profitability SOURCE: GALLUP CONSULTING, “EMPLOYEE ENGAGEMENT: WHAT’S YOUR ENGAGEMENT RATIO?” Engaged Employees have 51% lower turnover and 18% higher productivity. Engaged workers result in 12% higher profitability Having employees live and breathe your employer brand is the best way to raise brand awareness UNDERSTANDING EMPLOYER BRANDING 21
  • 22. WHY ENGAGE IN EMPLOYER BRANDING? 2009 2010 2011 British Petroleum Chosen as Ideal Employer in the US BP Oil Spill -25% 2009 2010 2011 2012 British Petroleum Chosen as Ideal Employer in the US BP Oil Spill 30% UNDERSTANDING EMPLOYER BRANDING 22
  • 23. LONG-TERM, STRATEGIC AND ALIGNED TO BUSINESS STRATEGY SOURCE: UNIVERSUM TALENT ATTRACTION BAROMETER SURVEY 2012 Q. How does your organization approach employer branding? Q. Is your talent strategy aligned to your business plan and recruitment needs? UNDERSTANDING EMPLOYER BRANDING 23
  • 24. EMPLOYER BRANDING IS A STRATEGIC PROCESS To what extent does your long-term employer branding strategy help you: 38% 25% 22% 22% 18% 17% 15% 41% 45% 39% 38% 37% 39% 40% 13% 20% 26% 29% 32% 30% 30% Attract the right talent More consistent communications Retain the right talent Define right people for culture fit Build consistent employee experience Increase your knowledge of talent market/segment preferences Build engagement and increase performance Very Important 4 3 2 Not Important UNDERSTANDING EMPLOYER BRANDING 24
  • 25. WHY DO COMPANIES SUCCEED Employers who find talent – success factors: 76 % 61 % 54 % 52 % 52 % 34 % Our employer reputation and image are attractive The people and culture of the organisation are attractive We know how and where to target them We have made them aware of us and our employer offerings The characteristics of the job appeal to the target group Our remuneration and advancement opportunities are competitive UNDERSTANDING EMPLOYER BRANDING 25
  • 26. WHY DO COMPANIES STRUGGLE 54 % 46 % 32 % 18 % 16 % 12 % They are unaware of us and our employer offerings Our employer reputation and image are not attractive enough Our remuneration and advancement opportunities aren't competitive enough We do not know how and where to target them The characteristics of the job don't appeal to the target group The people and culture of the organisation aren't attractive enough Employers struggling to find and attract the right talent fail on: UNDERSTANDING EMPLOYER BRANDING 26
  • 27. 4. 27 5. Employer Branding – Whose responsibility is it? 6. Approaching Employer Branding 1. Introduction to Universum 2. The Asian Talent Landscape 3. Understanding Employer Branding Who’s doing it best? Agenda
  • 28. WHO’S DOING A GREAT JOB WITH EMPLOYER BRANDING? According to your responses to a pre-event survey: TOP EMPLOYER BRANDS 28
  • 29. TOP EMPLOYER BRANDS IN SINGAPORE Business Category Employer Rank Goldman Sachs 2 Singapore Airlines 3 J.P. Morgan 4 Credit Suisse 5 Barclays 6 Deutsche Bank 7 MAS - Monetary Authority of Singapore 8 Singapore Tourism Board 9 DBS Development Bank of Singapore 10 PwC 11 Morgan Stanley 12 HSBC 13 Citi 14 The Walt Disney Company 15 OCBC Bank 16 Unilever 17 Bloomberg 18 McKinsey & Company 19 United Overseas Bank (UOB) 20 TOP EMPLOYER BRANDS 29
  • 30. TOP EMPLOYER BRANDS IN SINGAPORE Engineering / Natural Sciences Category Employer Rank ExxonMobil 2 Singapore Airlines 3 Google 4 Rolls-Royce 5 Defence Science & Technology Agency 6 GSK - GlaxoSmithKline 7 Ministry of Health 8 Shell 9 DSO Defence Science Organisation 10 Keppel Corporation 11 Microsoft 12 Singapore Technologies Engineering 13 Procter & Gamble 14 Ministry of Education 15 The Walt Disney Company 16 Boeing 17 Barclays 18 Samsung 19 3M 20 TOP EMPLOYER BRANDS 30
  • 31. TOP EMPLOYER BRANDS IN SINGAPORE IT Category Employer Rank Microsoft 2 Electronic Arts 3 IBM 4 Accenture 5 Barclays 6 Credit Suisse 7 Lucasfilm 8 Sony 9 Intel 10 Singapore Airlines 11 J.P. Morgan 12 Samsung 13 Goldman Sachs 14 The Walt Disney Company 15 Cisco Systems 16 Dell 17 TECMO KOEI Singapore 18 IKEA 19 MediaCorp 20 Full rankings are available at http://www.universumglobal.com/IDEAL-Employer- Rankings/The-National-Editions TOP EMPLOYER BRANDS 31
  • 32. 5. 32 1. Introduction to Universum 2. The Asian Talent Landscape 3. Understanding Employer Branding 4. Who’s doing it best? Employer Branding – Whose responsibility is it? Agenda 6. Approaching Employer Branding
  • 33. HISTORICAL DEVELOPMENT OF EMPLOYER BRANDING General EB Demographic targeting Personality/Fit evaluation Time Segmentation EMPLOYER BRANDING – WHOSE RESPONSIBILITY? 33
  • 34. Dating Employer branding is NOT… EMPLOYER BRANDING – WHOSE RESPONSIBILITY? 34
  • 35. DatingDating Talking Asking out Courting Marrying Flirting Re-marrying EMPLOYER BRANDING = LONG-TERM RELATIONSHIP Employer branding is … EMPLOYER BRANDING – WHOSE RESPONSIBILITY? 35
  • 36. HOW EMPLOYER BRANDING FIT INTO THE CORPORATE STRATEGY Your overall corporate mission and objective Your overall brand strategy Your aspired culture Your product strategies Your people strategy Your employer brand strategy SO WHO RUNS EMPLOYER BRANDING? EMPLOYER BRANDING – WHOSE RESPONSIBILITY? 36
  • 37. WHOSE RESPONSIBILITY IS IT? 46% 30% 57% 48% 49% 51% 45% 11% 11% 17% 19% 28% 31% 51% 0% 20% 40% 60% 80% 100% Other Advertising Internal / Employee Communications Public Relations Corporate Communications Marketing / Marketing Communications Human Resources Primary Responsibility Stakeholder SOURCE: “THE GROWING VALUE OF EMPLOYER BRANDS”. BERNARD HODES GROUP. (APRIL 2012) EMPLOYER BRANDING – WHOSE RESPONSIBILITY? 37
  • 38. WHERE EMPLOYER BRANDING SITS IN AN ORGANIZATION CEO & MANAGEMENT MARKETING CORPORATE COMMUNICATIONS HUMAN RESOURCES EMPLOYER BRANDING / RECRUITMENT MARKETING ETC. BUT… EVERY EMPLOYEE HAS TO PLAY THEIR ROLE AS THE EMPLOYER BRAND AMBASSADOR! EMPLOYER BRANDING – WHOSE RESPONSIBILITY? 38
  • 39. PROFILES OF THE EMPLOYER BRANDING TEAM Global Lead – Employer Brand and Marketing Previous experience: • Employer brand and marketing consultant • Head of Employer Brand & Marketing – Asia Pacific • Marketing and Communications Manager HR Director, Global Talent Acquisition & Employer Branding / Talent Development Previous experience: • Global Supply Chain Internal Communications Manager • HR Manager • Recruitment Specialist EMPLOYER BRANDING = ART & SCIENCE OF HR AND BRANDING/MARKETING EMPLOYER BRANDING – WHOSE RESPONSIBILITY? 39
  • 40. EMPLOYER BRANDING EMPLOYER BRANDING SHORT-TERM OPERATIONAL APPROACH LONG-TERM STRATEGIC APPROACH GLOBAL EMPLOYER BRAND MANAGEMENT NATIONAL APPROACH A COLLABORATIVE APPROACH HR/MARKETING/CORPORATE COMMUNICATIONS HR WORKING ALONE WITH EMPLOYER BRANDING NOT BEING CLEAR ABOUT WHAT CAN BE EXPECTED CLEARLY DEFINED EMPLOYER BRAND PROPOSITIONS NOT HAVING CLEAR EMPLOYER BRAND COMMUNICATION STRATEGIES GLOBAL AND LOCAL EMPLOYER BRAND COMMUNICATION STRATEGIES NATIONAL APPROACH HR WORKING ALONE WITH EMPLOYER BRANDING NOT BEING CLEAR ABOUT WHAT CAN BE EXPECTED NOT HAVING CLEAR EMPLOYER BRAND COMMUNICATION STRATEGIES WITHBUY-INFROMMANAGEMENT ANDALIGNMENTWITHCORPORATE STRATEGY! 40 EMPLOYER BRANDING – WHOSE RESPONSIBILITY?
  • 41. 6. 41 1. Introduction to Universum 2. The Asian Talent Landscape 3. Understanding Employer Branding 4. Who’s doing it best? 5. Employer Branding – Whose responsibility is it? Approaching Employer Branding Agenda
  • 42. INFLUENCE YOUR EMPLOYER BRAND IN THE RIGHT DIRECTION ALL EMPLOYERS HAVE AN EMPLOYER BRAND. Even if employers don’t actively control the brand, it exists and it influences whether or not students and young professionals choose the employer. THE BRAND HAS AN INTERNAL AND EXTERNAL PERSPECTIVE. Not only does a strong employer brand help attract future employees, it also creates an internal identity, and that increases loyalty, engagement and retention. THE CORE OF THE BRAND IS THE EVP. To influence the brand, employers need an Employer Value Proposition (EVP) that is attractive, true, credible, disti nct and sustainable. AN EFFECTIVE STRATEGY NEEDS A SOLID FOUNDATION. It is important that the EVP is developed using in-depth research about current employees, management and external talent groups, in order to create a compelling, sustainable and effective brand APPROACHING EMPLOYER BRANDING *Employer branding is the strategy companies use to achieve their desired appeal on current and future ideal talent. 42
  • 43. DEFINING THE EMPLOYER VALUE PROPOSITION ProfileIdentity Image Profile “Who you want to be” What you are trying to communicate Identity The image, career and opportunities your company can offer “Who you really are” Image The external view and position of your company “Who people think you are” UNIVERSUM YEARLY STUDENT SURVEYS 43 APPROACHING EMPLOYER BRANDING 43
  • 44. APPROACHING EMPLOYER BRANDING DEFINING THE EMPLOYER VALUE PROPOSITION WHAT IS THE EVP? The EVP is a unique set of offerings, associations and values that will positively influence the most suitable target candidates and the internal target groups. The EVP provides attributes and themes that can be used as a long-term foundation and framework for your branding and creative approaches. The EVP development is strategic. WHAT IS IT NOT? The EVP is not a tag line or a visual expression. It is the underlying content that is then transformed into messages, ads and a communication strategy targeted at different talent groups and countries. The choice of words, images and channels will depend on the target group and might vary across countries. The EVP implementation is operational. 44
  • 45. OUR APPROACH TO STRATEGIC EMPLOYER BRANDING APPROACHING EMPLOYER BRANDING Are your activities effectively building a strong brand? Are you attractive enough to meet your recruitment needs? What is important and relevant to your target groups? What makes an employer attractive? What impressions do current employees have? What are perceived as strengths and weaknesses? How can you improve your career website and ads? Is your intended message being communicated effectively? What should you emphasize in the communication to maximize its effectiveness? What do you need to reposition to create your desired employer image? How should you communicate the employer offering to the target group? What channels are most effective? 45
  • 46. APPROACHING EMPLOYER BRANDING STAGES OF THE EMPLOYER BRANDING JOURNEY DEFINE YOUR NEEDS AND WANTS LOCATE YOUR TARGET GROUP TEST AND VALIDATE YOUR INITIATIVES ANALYZE THE COMPETITIVE LANDSCAPE IMPLEMENT AND MONITOR YOUR KPIS UNDERSTAND YOUR PERCEIVED EMPLOYER IMAGE YOUR TARGET GROUPS MIND COMMUNICATE EFFECTIVELY SET YOUR UNIQUE SELLING POINTS 46
  • 47. MY PROFILE www.universumglobal.com Rachele.Focardi@universumasia. com After six year of working with the Asian market, Rachele finally relocated to Singapore in 2011 to help global and local organizations build, strengthen and localize their Employer Brand across the region. Rachele discusses global and regional recruitment trends around the globe (most recently in China, Singapore, The Philippines, Thailand, Dubai, UK, Sweden, India, Canada and the United States). Rachele leads workshops with the HR, Marketing and Communications Executives helping them to redefine, strengthen and localize their Employer Value Proposition to better resonate among all target audiences. Rachele advises the largest organizations in the world helping them to maximize and leverage their strengths as an employer and to lay the foundation for successful development of employer branding strategies. 47

Editor's Notes

  1. Show Universum video before going into next slideI CHANGED THE AGENDA, PLEASE UPDATE ACCORDINGLY THROUGOUT THE DOC
  2. Show Universum video before going into next slideI CHANGED THE AGENDA, PLEASE UPDATE ACCORDINGLY THROUGOUT THE DOC
  3. REPLACE WITH MOST RECENT ONE
  4. Gen Y makes up 22% of the population, working out to 833,300The female gender, topping the male cohort by about 20,000Gen Y prefers an unconventional approach27% of Gen Y respondents have yet to identify their profession of choiceGen Y’s are mostly intrinsically motivatedThey demand the curriculum to be interactive and fun
  5. Find something newer more interesting to add
  6. Show Universum video before going into next slideI CHANGED THE AGENDA, PLEASE UPDATE ACCORDINGLY THROUGOUT THE DOC
  7. WHY ENGAGE IN employer branding? BP slide
  8. Employer Branding – insurance for your reputationDo we have the actual case study on BP? I remember we had a slide that talked more specifically about what they did. Woudl
  9. Find something newer more interesting to add
  10. Find something newer more interesting to add
  11. Show Universum video before going into next slideI CHANGED THE AGENDA, PLEASE UPDATE ACCORDINGLY THROUGOUT THE DOC
  12. Show Universum video before going into next slideI CHANGED THE AGENDA, PLEASE UPDATE ACCORDINGLY THROUGOUT THE DOC
  13. The diagram shows the relationship between your employer brand and the organisation. As you can see from the below the employer brand should feed into the corporate strategy in the same way as the overall brand strategies do. Equally the relationship between the people strategy and the employer brand, can mirror that of the product strategy in relation to the overall brand strategy. Positioning employer branding in this way can help you and your key stakeholders to understand the benefits of placing focus on employer branding activity. *Use this slide to start asking the audience who drives employer branding?
  14. ADD slide on boss and colleagues fron managing diverse workforce
  15. Show Universum video before going into next slideI CHANGED THE AGENDA, PLEASE UPDATE ACCORDINGLY THROUGOUT THE DOC