This document discusses how to harmonize a multigenerational workforce through developing one attractive employer brand. It begins with an overview of Universum and their research on talent perceptions. It then explores differences between generations (Baby Boomers, Gen X, Gen Y) in terms of values, education views, and work preferences. While generations have misperceptions about each other, all want similar things from their career. The document outlines developing an employer value proposition through research to communicate a consistent brand. This involves understanding target groups, competitors, and adapting messaging while keeping the core brand intact. The goal is influencing the employer brand in an effective, sustainable way to attract and retain multigenerational talent.
Claudia Tattanelli from Universum talks through the importance of a strong employer brand and reveals who are the top employers in MENA.
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn Talent Solutions page: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
Switch the passion back on. Discover how to engage your employees and hire for compatibility.
Checkout this slide deck or watch the free online MasterClass delivered at Google's Innovation Campus ☛ http://welcome.openelevator.com/optin/
Claudia Tattanelli from Universum talks through the importance of a strong employer brand and reveals who are the top employers in MENA.
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn Talent Solutions page: http://linkd.in/1cNvIFT
Tweet with us: http://bit.ly/HireOnLinkedIn
Switch the passion back on. Discover how to engage your employees and hire for compatibility.
Checkout this slide deck or watch the free online MasterClass delivered at Google's Innovation Campus ☛ http://welcome.openelevator.com/optin/
Working with and Managing Multiple generationsEvelyn Neale
We are now working in environments with a mix of 5 or more generations making for dynamic workplaces. Learn the generational characteristics and what motivates them. How to resolve conflicts and create an innovative and positive working environment.
Understanding Young Working Professionals
A discussion by Dr. Paul Englert, APAC Director of Psytech International, on how Gen Y professionals think and act in the workplace.
Startup Leadership Program 2015 OverviewBrian Bauer
Overview deck about the Startup Leadership Program for the 2014-2015 year. Applications close August 1, 2014 in 20 cities around the world - including New York, Boston, Chicago, Silicon Valley, San Diego, San Francisco, Seattle, Tel Aviv, London, Paris, Moscow, Melbourne, Beijing and Singapore.Singapore.
Difference between Baby Boomers, Generation X and Generation Y and their attitude towards work. How to manage Generation X & Y and what to expect from the three generation
The 'shift change' is underway as the retiring baby boom generation makes way for Generation X. The shift change is the transfer of the retiring baby boomers to the next generation of leaders that will be taking the helm in the next few years. This time what got you here won’t get you there.
The incoming shift will require a new set of skills and tools to continue the work of the prior shift. This time it is different.
Generational issues in the workplace are one of the biggest challenges facing organizations today. This presentation covers the latest research and ideas to successfully lead 4 generations in the workplace. The latest research on the new skills needed in the modern workforce and how leadership has changed. This session will cover the 5C’s of modern talent management – Culture, Career Path, Competencies, Curriculum, Cloud Learning and how these can be used to create a magnetic organization that attracts and retains the best talent. Participants will learn new approaches to engaging the next generation of workers to connect and collaborate in a way that maximizes their discretionary effort.
For more information on "success skills", curriculums development, strategic planning and facilitation visit us online at http://www.blionline.org
Leading Millenniums to Leadership GreatnessRoshan Thiran
This file contains the presentation slides on a session I conducted with PIKOM on "Leading Millennials" - it highlights what we need to do as leaders to grow our Millennials in our workforce to become great leaders. you can also go to www.leaderonomics.com for more articles and insights on leadership development
This SlideShare provides a framework for how companies can adopt new human resources management policies and work environments which will appeal to the unique values of Generation Y. It also serves as a reminder that satisfying the unique needs of Gen Y is essential for a company to recruit and retain talented employees. Because the number of Gen Ys is almost four times the size of the number of Generation X, it is in an organization’s best interest to take heed of the implications of this study.
How do you solve the issue of 4 Generations in the Workplace? MBSN - Management by Sticky Notes! That was the approach taken by the Maryland Association of CPAs as they convened a Generational Symposium on June 25th in Ellicott City, MD.
Bringing almost 100 CPAs representing all four generations and an almost even mix of Millennials, Gen-Xers, and Boomers together. MACPA designed a format built on dialog and collaboration with a backgounder on the generational research, a multi-gen panel featuring MACPA leaders representing the generations, and a final session asking particpants to collaborate at tables to help us identify Bold Actions we can use to solve the generational gap (Management by Sticky Notes.
The energy and dialog was off the charts and some real progress was made using the wisdom pf the crowd. Bottom-line is leverage the strengths of every generation and don;t generalize but focus on the individuals.
Is your organization and its leaders ready for the influx of the Millennial generation in the workplace? This presentation covers tips for recruiting and retaining Millennials and several "clashpoints" that appear among the four generations of employees today.
Maximize Workplace Collaboration with Visual CommunicationsVidyo, Inc.
Communication in workplace nowadays is taken over by digital communication and has transformed into electronically transmitted words. However, nothing beats visual communication on personal and inter-personal communications.
Read to know how to increase collaboration in workplace using video communication at workplace.
Know more about video conferencing solutions from www.vidyo.com
Working with and Managing Multiple generationsEvelyn Neale
We are now working in environments with a mix of 5 or more generations making for dynamic workplaces. Learn the generational characteristics and what motivates them. How to resolve conflicts and create an innovative and positive working environment.
Understanding Young Working Professionals
A discussion by Dr. Paul Englert, APAC Director of Psytech International, on how Gen Y professionals think and act in the workplace.
Startup Leadership Program 2015 OverviewBrian Bauer
Overview deck about the Startup Leadership Program for the 2014-2015 year. Applications close August 1, 2014 in 20 cities around the world - including New York, Boston, Chicago, Silicon Valley, San Diego, San Francisco, Seattle, Tel Aviv, London, Paris, Moscow, Melbourne, Beijing and Singapore.Singapore.
Difference between Baby Boomers, Generation X and Generation Y and their attitude towards work. How to manage Generation X & Y and what to expect from the three generation
The 'shift change' is underway as the retiring baby boom generation makes way for Generation X. The shift change is the transfer of the retiring baby boomers to the next generation of leaders that will be taking the helm in the next few years. This time what got you here won’t get you there.
The incoming shift will require a new set of skills and tools to continue the work of the prior shift. This time it is different.
Generational issues in the workplace are one of the biggest challenges facing organizations today. This presentation covers the latest research and ideas to successfully lead 4 generations in the workplace. The latest research on the new skills needed in the modern workforce and how leadership has changed. This session will cover the 5C’s of modern talent management – Culture, Career Path, Competencies, Curriculum, Cloud Learning and how these can be used to create a magnetic organization that attracts and retains the best talent. Participants will learn new approaches to engaging the next generation of workers to connect and collaborate in a way that maximizes their discretionary effort.
For more information on "success skills", curriculums development, strategic planning and facilitation visit us online at http://www.blionline.org
Leading Millenniums to Leadership GreatnessRoshan Thiran
This file contains the presentation slides on a session I conducted with PIKOM on "Leading Millennials" - it highlights what we need to do as leaders to grow our Millennials in our workforce to become great leaders. you can also go to www.leaderonomics.com for more articles and insights on leadership development
This SlideShare provides a framework for how companies can adopt new human resources management policies and work environments which will appeal to the unique values of Generation Y. It also serves as a reminder that satisfying the unique needs of Gen Y is essential for a company to recruit and retain talented employees. Because the number of Gen Ys is almost four times the size of the number of Generation X, it is in an organization’s best interest to take heed of the implications of this study.
How do you solve the issue of 4 Generations in the Workplace? MBSN - Management by Sticky Notes! That was the approach taken by the Maryland Association of CPAs as they convened a Generational Symposium on June 25th in Ellicott City, MD.
Bringing almost 100 CPAs representing all four generations and an almost even mix of Millennials, Gen-Xers, and Boomers together. MACPA designed a format built on dialog and collaboration with a backgounder on the generational research, a multi-gen panel featuring MACPA leaders representing the generations, and a final session asking particpants to collaborate at tables to help us identify Bold Actions we can use to solve the generational gap (Management by Sticky Notes.
The energy and dialog was off the charts and some real progress was made using the wisdom pf the crowd. Bottom-line is leverage the strengths of every generation and don;t generalize but focus on the individuals.
Is your organization and its leaders ready for the influx of the Millennial generation in the workplace? This presentation covers tips for recruiting and retaining Millennials and several "clashpoints" that appear among the four generations of employees today.
Maximize Workplace Collaboration with Visual CommunicationsVidyo, Inc.
Communication in workplace nowadays is taken over by digital communication and has transformed into electronically transmitted words. However, nothing beats visual communication on personal and inter-personal communications.
Read to know how to increase collaboration in workplace using video communication at workplace.
Know more about video conferencing solutions from www.vidyo.com
When working with multigenerational groups, it can be helpful to be aware of the cultural backgrounds, goals, life influencers and behaviours.
This infographic helps to summarise the differences between Traditionalists (the Silent Generation), Baby Boomers, Generation X and Generation Y (Millenials, Echo Boomers, Net Gen, Generation Why, Entitlement Generation)
Our goal is understand the strengths and differences of each generational groups to build successful organisations.
Of course, generalisations about generations are just that. Age defines a demographic, not a person. Ultimately, we need to get to know indviduals, not just make assumptions.
Motivation Best Practices for the Multi-Generational WorkforceO.C. Tanner
Employees of all ages need to be engaged, and there are several principles that will motivate workers of all ages. This SlideShare gives 5 tips that will motivate the multi-generation workforce, helping all employees feel recognized.
Generational Differences in the Workplacemiraclecln
Generational differences are perceived in the workplace, according to "Can You Trust Anyone Under Thirty?", a case study in Conrad and Poole's (2012) Strategic Organizational Communication (pp. 14-17). Levenson (2010) counters that perceived differences may not be actual differences, especially when stages of life cycles and environmental factors are considered.
Engaging 5 Generations in the WorkplaceElsa Velasco
For the first time, 5 generations will share workspace. We're talking about Traditionalists, Baby Boomers, Generation X, Millenials and Generation Z. Come and explore some tactics to engage each of these generations in a meaningful way.
ACTE VISION 2014 - Boomers to Zoomers: Managing and Educating Multiple Genera...TRI Leadership Resources
With five generations in today’s work force, the potential for productivity, innovation, conflict, and confusion has never been greater. In CTE, our role is to ensure today’s diverse learners are prepared for a positive multi-generational experience in their future careers. Join TRI Leadership Resources Director of Leadership Operations, Danielle Tolentino Tuason, as she takes participants on a unique and insightful journey of how members of each generation think, behave, engage and work. This session will provides participants with instructional tools, techniques, and methods that appeal to the workforce of today and tomorrow.
Presented at the 2014 ACTE VISION CONFERENCE in Nashville, TN
Talent attraction occurs when potential employees believe that your organization can provide them what they need to be happy.
Talent acquisition occurs when you prove those people that you can provide them with what they are looking for to be happy.
The question is, what makes professionals happy around the world?
Millennials Rising: Engaging and attracting Gen Y Talent Marielle Reussink
What makes millennials tick when it come to career in APAC and specifically Singapore? What can you do to attract them? Marielle Reussink speaking at HSBC Next Generation Event.
Melissa Murray Bailey (President - Americas) and Kevin Troy (Head of Research & Insights - Americas) share insight into what talent around the globe wants from their employers - what's similar in various regions, what differences exist, and what this means for building a global employer brand.
Millennials, Generation Y - born between 1980 - 2000, how they respond to work ethics, their behavior at the workplace, how they like to manage work-life balance, and how the organizations should manage in order to compete in future.
Do you know how or where you are converting Talent to apply? Are you communicating the right things? Are you using the right channels? In this Webinar we look at the Talent Journey from Awareness to Application, looking at the benefits and pitfalls of different channels and how you can successfully communicate with your talent target groups.
Differentiation is one of the biggest challenges employers have - learn why it's so important and what you can do to make your brand stand out from the crowd.
By 2030, many of the world's largest economies will have more jobs than skilled people to do those jobs. As a result, the talent market is going to be even more competitive than it is today. To prepare, Universum conducted the biggest Gen Z survey ever to help our clients predict their future workforce.
In this presentation from our EMEA webinar you'll come to understand the next cohort of employees, Generation Z, and learn how to future-proof your employer brand.
While dozens of research initiatives explore Generation Z’s values as consumers, few explore its attitudes about work. A new research study from Universum asks close to 50,000 high school graduates about their future careers, the necessity of higher education, and their attitudes to work and life – insights hiring companies can use to attract and retain the next generation of digital natives.
Emerging Markets Webinar Series: Eye on Latin AmericaUniversum Global
What university students look for in future employers and the implications for companies that seek to hire them.
It is widely believed that emerging market economies will be the engine that drives global growth into the 21st century and beyond. So it's not hard to see why all eyes are on the next generation of leaders from these regions.
In this unique webinar, Carly Creighton, Head of LATAM, presents key findings regarding talent attraction in Latin America.
"What can be taken for granted and what is effective in developed markets does not translate simply to emerging markets. From roads to running water, ‘social’ marketing to product distribution, middle class homes to ideal product size: a one-size-fits-all business plan will not do." - Euromonitor Internation
Storytelling and social media - your talent engagement toolkitUniversum Global
Kat Lynn, Associate Director Marketing & Communications, and Amelia Pardieu, Head of Digital Media, share how to use social media and storytelling to effectively boost your brand presence and communicate with talent in a meaningful way.
Un grupo de expertos comparte la forma en la reputación y la imagen de las empresas son los factores decisivos en la atracción y retención del mejor talento del millennial como dentro del contexto actual de la guerra por el talento.
Employer Branding in Brazil: Where We Are and Where We're GoingUniversum Global
Employer branding matters, is hard, and is changing. Understand the trends in employer branding and talent attraction around the globe, and how that affects how Brazilian employers should think about their jobs.
Understand what the Brazilian talent market wants from their employers, why you should be proactive about building out your employer brand, and how to tell the right story to this group.
Understand what the Brazilian talent market wants in their future employers, why you should proactively take charge of your employer brand, and how to tell the right story to your target group.
For many employers, a successful campus recruiting season is crucial in securing the best talent for their organization and fulfilling the year's hiring goals. But a growing number of companies are finding that “success” is becoming more and more elusive due to a number of factors -- and they are now beginning to ask some provocative questions about why their current school list is not actually delivering the results they need.
School selection can be an emotional discussion, and deep school relationships built over time can make change very challenging. That said, many leading companies are beginning to ask the hard questions about their return on the investment, and more importantly, about how they can gain a new competitive edge to position their company for success over the next 5-10 years.
In this webinar, Paul O’Shea, Head of Consulting at Universum Americas, will walk through common challenges employers face when it comes to developing a strong target school strategy, as well as what some of the best employers are doing to make sure they are bringing data to any school discussion and investing their company's resources in the most optimal way. The webinar will conclude with a Q&A session, so come prepared with the most pressing questions you want answered.
Universum, INSEAD and the HEAD Foundation wanted to better understand the stereotypes around Millennials (those born 1984 -1996). To get extra insights on this generation, we surveyed 16,000 Millennials in 42 countries.
In this infographic, we present how this generation in terms of its outlook and preferences can in fact be divided into two groups: the younger millennials (those born between 1990 and 1996) and the older millennials (those born between 1984 and 1989). Below we present some of the most striking differences between the two.
To learn more about the Millennials series, visit http://www2.universumglobal.com/slideshare
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It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
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Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
2. Which Generation Do You Belong To?
Baby Boomers
(born between
1946 and 1964)
Generation X
(born between
1965 - 1980)
Generation Y
(born after 1980)
2
3. A
3
1. Overview about Universum
2. Understanding the Multigenerational Workforce
• What are the differences between Generation Y talents and their
predecessors
• What are the challenges employers face in attracting and
retaining them (especially the Generation Ys)
3. Creating One Attractive Employer Brand to All Generations of Talent
• What are the steps to go about develop the employer brand
• How to ensure consistency in communicating the employer brand
Agenda
4. 1.
4
2. Understanding the Multigenerational Workforce
3. Creating One Attractive Employer Brand to All Generations of Talent
Overview about Universum
Agenda
5. With over 25 years of experience
researching the field of employer
branding, Universum is a recognised
world leader with tried and tested
frameworks.
Universum annually conducts
quantitative and qualitative research
with over 400.000 talented individuals
to gather insights into their career
preferences, communication habits and
their perception of potential employers.
For our clients around the
world, Universum is a trusted partner
providing solutions and services to
develop, improve and implement
tailored employer branding strategies.
Universum is the thought leader in
employer branding, with local experts in
research, consulting and
communication solutions, offering high-
quality insights.
Universum’s unique global reach
ensures the comparability of research
results across markets. We partner with
more than 1.700 of the top academic
institutions in the world.
Universum employs smart, friendly and
professional experts and
consultants, who work with our clients
in long-term partnerships.
WHO WE ARE
5
6. Attracting and recruiting the right people is a challenging task. If you fail to understand your target
audience you risk spending time and money communicating things that are not resonating with
candidates.
Universum conducts annual talent surveys – among students and professionals - in about 30 countries
around the globe.
NAM
LATAM
APAC
SEA
EMEA
Argentina
Brazil
Canada
Costa Rica
Dominican Republic
Mexico
USA
Austria
Belgium
Bulgaria
Denmark
Finland
France
Germany
Hungary
Italy
Netherlands
Norway
Poland
Romania
Russia
Spain
Sweden
Switzerland
UK
Ukraine
Australia
China
Hong Kong
India
Indonesia
Japan
Malaysia
Philippines
Singapore
South Korea
Vietnam
Thailand
Taiwan
New Zealand
Algeria
Central Africa
Egypt
Lebanon
Morocco
Pakistan
Saudi Arabia
South Africa
Tunisia
Turkey
UAE
OUR GLOBAL FOOTPRINT
6
7. Our clients and media partners
Some of the world‟s most attractive employers
Some of the world‟s most trusted publishers
7
8. 2.
8
3. Creating One Attractive Employer Brand to All Generations of Talent
1. Overview about Universum
Understanding the Multigenerational Workforce
Agenda
10. Gen Y born
Gen Y enter university
Gen Y enter the job force
Gen Y born
Gen Y enter university
Gen Y enter the job force
Europe
& Asia
Pacific
United
States
Generation Y Timeline: US vs Europe vs Asia Pacific
11. What Caused Generational Differences Among Talents
Sources: “Harnessing the potential of Singapore’s multi-generational workforce”. TAFEP
“Understanding and leveraging generational diversity for organizational success”. Kelly Services.
11
• Population boom after
WWII/Cold War
• Widely associated with
privilege (in Europe and
North America)
• First generation to grow up
with the television
• Idealism, rights
(minorities, women etc.)
Baby Boomers (born 1947-
1964)
• Decline in population growth
• Era of political
corruption, economic
inflation and recession
• Political developments in
South East Asia
• Increasing racial and ethnic
diversity
• Emergence of the first PC
(1981) during their
childhood/teenage years
Generation X (born 1965-
1980)
• First generation to grow up
with computers, followed by
the Internet (with the rise of
social media from late 90s)
• Concerns over global issues
such as global
warming, terrorism
• Technology pervades
environment (enhances
mobility), social habits
change
• Smaller family nucleus
Generation Y (born after
1980)
12. What Are The Differences Across Different Generations of Talents
Baby Boomers Generation X Generation Y
On Values and
Attitudes
Personal growth and
social involvement,
personal gratification,
optimism
Self-reliance and
pragmatism, view
luxury goods as sign
of social status,
cynical
Grew up in relative
affluence; greater
spending power,
optimism, morality,
sociability, civic duty
On Education Possible to work their
way up with little formal
education
Placed more
emphasis on
education
Placed importance on
obtaining a degree
Work is… “An adventure”
Hierarchical,
regimented work style,
Work and family life is
unbalanced
“A challenge”
Believed in work-life
balance, though
hours rarely
mattered as long as
work got done
“A fulfillment”
Work-life balance a
necessity, used
technology to
challenge traditional
schedule
Sources: “Harnessing the potential of Singapore’s multi-generational workforce”. TAFEP
“Understanding and leveraging generational diversity for organizational success”. Kelly Services.
What’s work-
life balance?
12
13. GenerationX Strive for work/life balance
View work as “just a job”
Adoptive and responsive to
change
Prefer informal workplace
Me attitude
Street Smart
Cautious in giving trust and
loyalty
Pessimistic and critical of
Government and Public
Institutions
Look to their peers for advice
Techno savvy
GenerationY
Assume they will have work/life
balance
Believe that through their work
they can make a difference and
value creativity in their work
Used to plan everything and are
not as comfortable with change
and uncertainly
Like an informal workplace but
not the lack of structure that
comes with it
We attitude
Savvy
Teamwork oriented, optimistic
and “no one left behind” attitude
Hopeful about the future and
eager to take on the world
through the public sector
Helicopter parents/ trophy
children
Value social and corporate
responsibility and high ethical
standards
Career-minded and internet-
connected
GenXers vs. GenYers
14. What Employers in Asia Pacific Know & Feel about Differences Within
A Multigenerational Workforce
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Thailand China Australia India New ZealandIndonesia Malaysia SingaporeHong Kong
Source: “Understanding and leveraging generational diversity for organizational success”. Kelly Services.
% of employers
who understand
generational
differences
% of employers
who believed
differences in
generations
make the
workplace more
productive
LET‟S LOOK DEEPER INTO THE DIFFERENT TALENT PREFERENCES
AND CHALLENGES EMPLOYERS FACE…
14
15. Do you find it hard to work with colleagues of other age groups?
What Different Generations Feel About Working Together
29%
35%
32%
24%
19%
47%
47%
47%
46%
45%
22%
16%
19%
29%
35%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Overall results
Gen Y
Gen X
Late Boomers
Early Boomers
Yes, frequently Yes, sometimes No, rarely No, never
Source: “Harnessing the potential of Singapore’s multi-generational workforce”. TAFEP
15
16. What Different Generations Feel About Working Together
Source: “Harnessing the potential of Singapore’s multi-generational workforce”. TAFEP
16
17. Why is Generation Y Difficult to Work With?
Difficulty
working
with
Gen Y Baby Boomers say
• Short attention span; easily
bored
• Overconfident; impatient
• Lack of commitment
• Wants only promotion
• Don’t show respect to
senior staff
• Job-hoppers
• Do it their own way
• Not flexible etc.
Gen X say
• Lack of knowledge
• Attitude problems; arrogant
• Not open to feedback
• Not mature, don’t know
hardship
• Self-centred
• Detached from work etc.
Source: “Harnessing the potential of Singapore’s multi-generational workforce”. TAFEP
17
18. What Does Generation Y Say About Other Generations?
Gen Y
say
Difficulty working with Baby
Boomers
• Not open to new ideas, not willing
to learn
• Think they have it all and act
accordingly
• React based on old habits, not
open to looking from different
perspectives, stubborn in their
values and opinions
• Unwilling to take risks
Difficulty working with Gen X
• Pre-formed mindset, want to
do it their way
• They think they know it all
and are smarter than you
Source: “Harnessing the potential of Singapore’s multi-generational workforce”. TAFEP
18
20. Universum student survey 2012 – Top attractive attributes
What Gen Y Talents Are Now Looking For In Their Future Employers
Attribute Rank
Professional training and development 1
Good reference for future career 2
A friendly work environment 3
High future earnings 4
Market success 5
A creative & dynamic work environment 6
Recognizing performance (meritocracy) 7
Leaders who will support my
development
8
Respect for its people 9
Challenging work 10
Business students Engineering students
Attribute Rank
Challenging work 1
A creative and dynamic work
environment
2
Professional training and development 3
High future earnings 4
Respect for its people 5
Attractive/exciting products & services 6
Good reference for future career 7
A friendly work environment 8
Secure employment 9
Market success 10
Asian weighted average
! The Asian average includes the preferences of almost 40,000 students in China, Hong Kong, India, Japan and Singapore.
20
21. Here comes the challenge
Now that we understand differences in
expectations and preferences exist…
How can employers create
One Employer Brand
be equally attractive to Generation Y
as well as to the older generations
at one time?
21
22. 3.
22
1. Overview about Universum
2. Understanding the Multigenerational Workforce
Creating One Attractive Employer Brand to All Generations
of Talent
Agenda
23. Why Employer Branding Matters
Strategically develop a
cohesive employment
brand reflecting vision for
the future and long-term
talent management needs
Engaged Workers
Increased Productivity
and customer service
Greater Profitability
SOURCE: GALLUP CONSULTING, “EMPLOYEE ENGAGEMENT: WHAT’S YOUR ENGAGEMENT RATIO?”
Engaged
Employees have
51% lower turnover
and 18% higher
productivity.
Engaged workers
result in 12% higher
profitability
Employer Branding begins during recruitment processes and feeds into employee
management
Having employees
live and breathe
your employment
brand is the best
way to raise brand
awareness
23
24. Influence Your Employer Brand In The Right Direction
SOURCE: PWC’S BREAKING OUT OF THE TALENT SPIRAL REPORT
• All employers have an employer brand. You may not be aware of it
and actively own it, but it is out there and it influences whether talent
choose you as an ideal employer or not.
• To influence the employer brand, employers needs an Employer Value
Proposition (EVP) targeted to internal and external talent groups.
• This proposition needs to be attractive, true, credible, distinct and
sustainable. In order to achieve this, it is extremely important that the
EVP is developed using in-depth research covering current
employees, management and external talent groups.
24
25. Employer Branding Is A Strategic, Long-Term Process
To what extent does your long-term employer branding strategy help you:
38%
25%
22%
22%
18%
17%
15%
41%
45%
39%
38%
37%
39%
40%
13%
20%
26%
29%
32%
30%
30%
Attract the right talent
More consistent communications
Retain the right talent
Define right people for culture fit
Build consistent employee experience
Increase your knowledge of talent market/segment preferences
Build engagement and increase performance
Very Important 4 3 2 Not Important
25
26. Risks Of Not „Localizing‟ Your EVP
• Spending time and money communicating things that are not
attractive to your target groups
• Having your communication diluted by contradicting messages
• Messaging that is not distinct from competitors
• Disappointing new hires when expectations are not met
• Risking sustainability due to a lack of buy-in from management and
staff
• Creating a negative influence on EVP as current and past
employees/interns communicate with prospective candidates
26
27. Developing Your Employer Value Proposition
ProfileIdentity
Image
But what should be in the middle?
The Employer Value Proposition is the tool you use to shape your Employer Brand
Profile
“Who you want to be”
What you are trying to
communicate
Identity
The image, career and
opportunities your company
can offer
“Who you really are”
Image
The external view and position
of your company
“Who people think you are”
UNIVERSUM
YEARLY STUDENT
SURVEYS
27
28. Developing Your Employer Value Proposition
WHAT IS THE EVP?
The EVP is a unique set of offerings, associations and values that will positively
influence the most suitable target candidates and the internal target groups. The
EVP provides attributes and themes that can be used as a long-term foundation
and framework for your branding and creative approach.
The EVP development is strategic
WHAT IS IT NOT?
The EVP is not a tag line or a visual expression. It is the underlying content that is
then transformed into messages, ads and a communication strategy targeted at
different talent groups and markets. The choice of words, images and channels will
depend on the target group and might vary across markets.
The EVP implementation is operational
28
29. Need To Adapt Your EVP
Select and define
attributes to
communicate as the
global EVP as the core
of the Employer Brand.
Tweak and adjust the
actual messages to
communicate (the
examples, stories and
reason to believe etc.)
for the target groups.
Universum suggests to
develop one EVP to be
used on a global level and
for all target groups and
business units.
However, market needs
and internal differences
between entities often
require adjustments of the
proposition.
30. OUR APPROACH TO STRATEGIC EMPLOYER BRANDING
Are your activities
effective in building a
strong brand? Are
you attractive enough
to meet your
recruitment needs?
What is important
and relevant to your
target groups?
What makes an
employer
attractive?
How do current
employees see you?
What are perceived
as strengths and
weaknesses?
How can you improve
your career website
and ads? Is your
message getting
across as desired?
What should you
emphasize in the
communication to maximize
its effectiveness? Where is
a repositioning needed to
create your desired
employer image?
How should you
communicate the
employer offering to the
target group? What
channels are most
effective?
30
31. STAGES OF THE EMPLOYER BRANDING JOURNEY
DEFINE YOUR
NEEDS AND WANTS
LOCATE YOUR
TARGET GROUP
TEST AND
VALIDATE YOUR
INITIATIVES
ANALYZE THE
COMPETITIVE
LANDSCAPE
IMPLEMENT AND
MONITOR YOUR
KPIS
UNDERSTAND YOUR
PERCEIVED
EMPLOYER IMAGE
YOUR TARGET
GROUPS MIND
COMMUNICATE
EFFECTIVELY
SET YOUR UNIQUE
SELLING POINTS
31
32. A
32
“A 60-something graduate recently reflected: „We wanted what
they want. We just felt we couldn‟t ask.‟ Herein lies the truth:
what young workers want isn’t so different from what everyone
else wants. However, young workers are asking for it.”
-- Karen Cates and Kimia Rahimi, “Mastering People Management”
Takeaways For Today
32
33. Takeaways For Today
33
Discover fundamental differences between what pre-
Gen Y and Gen Y talent want from their career
Understand and experience what it takes to make One
Employer Brand appeal to different generations of
talents
Learn how to communicate One Employer Brand without
sending mixed messages to different target groups
34. UNIVERSUM CONSULTING
Universum’s Consulting Department consists of a team of
experienced Employer Branding consultants located around the
world, with the APAC members based in Singapore and Shanghai.
The Consulting team helps clients on a local and global
level, conducting over 100 projects a year. The team provides
strategic advice based on analysis of quantitative and qualitative
research in areas such as Employer Value Proposition
development, communication strategy and university selection.
For more information on how the Team can help your
organization, do not hesitate to talk to your Universum contact.
THANK YOU
RACHELE FOCARDI
SVP, EMPLOYER BRANDING AND TALENTSTRATEGY - APAC
Rachele.focardi@universumasia.com
+65.97297040
Singapore
Rachele advises the largest organizations in the world, maximizing
their strengths as an employer and to develop employer branding
strategies with business functions such as HR, Marketing and
Communications. Rachele has discussed global recruitment trends
in various conferences including China, the UK, Sweden, India and
the US. She relocated to Singapore in 2011 to run client strategy
for Universum across Asia.
34
In pictures:Ho Kwon Ping, Executive Chairman, Banyan Tree HoldingsTan Su Shan, Group Head of Consumer Banking & Wealth Management, DBSKarl and Christopher Chong, CEO and Director of Groupon Singapore Have the participants move into the three groups before you start the presentation.
Mention how this correlates with our understanding of the different generations of talent.
Baby Boomers – use gold stickersGeneration X – use green stickersGeneration Y – use red stickers
Key milestones in each generation that impact on their beliefs and behaviors.Political developments in SEA – Vietnam War, Cambodia genocide, Singapore becoming independent from Malaysia etc
While a majority don’t find it hard to work with colleagues of a different generation, among those who did report some difficulty, the % is higher among Gen X and Gen Y respondents compared with the Baby Boomers.
Baby Boomers – use gold stickersGeneration X – use green stickersGeneration Y – use red stickers
Compare with options selected by participants – then and now