Helga s presentation

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Bali | July 5, 2018
employer branding:
the key to attracting the
right talent

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employer branding
introduction
facts on current workforce
Q&A
2018 global report
open dialogue and discussion
how to build an effective employer brand?
What we’ll cover today

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facts on current workforce

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Source: Randstad - Em ployer Brand Research, G lobal Report 2018

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Source: Randstad - Em ployer Brand Research, G lobal Report 2018

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Source: Randstad - Em ployer Brand Research, G lobal Report 2018

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Source: Randstad - Em ployer Brand Research, G lobal Report 2018

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so how?
• an employer brand perceived to offer those qualities is critical
during these times of talent scarcity and fierce competition.
• workers want to know they can count on their companies to
help achieve a sense of purpose in their jobs, grow
professionally and provide inspiration for their long-term goals.
• especially to the Millennial generation, an organization’s
intangible qualities such as its mission and culture can also play
a huge role in winning high-quality workers.
Source: Randstad - Em ployer Brand Research, G lobal Report 2018

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• about 58 % of global
Millennials live in Asia.
• India, China, the United
States, Indonesia, and
Brazil have the world’s
largest Millennial populations.
Together they account for
nearly half of the world’s
Millennials. Again, this is
unsurprising, as these five
countries are also the most
heavily populated.
Source: Where are the global millennials? By Erik R. Peterson, Courtney Rickert McCaffrey, and Ari Sillman, A.T. Kearney

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employer branding:
how to build an effective employer brand?

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what is an
employer
brand?
• the term commonly used to describe reputation as an employer, and its
value proposition to its employees
• the image of your organisation as a 'great place to work' in the mind of
current employees and key stakeholders in the external market (active and
passive candidates, clients, customers and other key stakeholders)
• it’s how the company differentiate and promote their identity to a group of
internal and external candidates
• it’s your unique selling points
• this is an Employee Value Proposition in action – and it is this, rather than
the brand itself, which you can influence and own
• the brand belongs to everyone

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Understand and audit
the current employer
brand – the employer
brand story and external
perception
Define the goals for your
company’s employer brand
– obtain through interview
leaders & employees to
understand their perception &
analyze the gaps and areas of
improvement
Understand your
competition & do
external market
analysis - career
motivations, drivers
Think about the cost &
ROI – find an efficient
ways
Create the Employee
Value proposition/brand
pillars
Develop the strategies,
programs/action plans
Launch employer brand
internally – gain feedback
– then activate
externally
Review, refine &
improve – your employer
brand is a living & evolving
entity, look after it
How
to
build
that?

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According to LinkedIn, a U.S. company of 10,000 employees with a poor employer
brand could pay up to $7.6 million in additional wages to acquire the talent it needs.
Companies that fail to invest in their employer brand spend up to $4,723 more per
hire than peers that do look after their brand.
More worrisome, nearly half of those surveyed by LinkedIn said they wouldn’t take a
job with a company with a bad reputation, regardless of the salary.
Now more than ever, an employer’s reputation is critical to attracting the right talent.
do you know?

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From The Savoy in London and The Plaza in New York to the stately elegance of
Quebec’s Le Château Frontenac and ocean-side splendor of Vancouver‘s Pacific Rim,
Fairmont’s hotels and resorts are some of the most iconic in Canada and worldwide.
Yet it’s the people within the company rather than the bricks and mortar that guests
remember. “Guests don‘t comment on room amenities, they want to share stories
about the warm and engaging service they received from our colleagues and how
special it made them feel,” says Carolyn Clark, Senior Vice President, Talent & Culture,
North & Central America.
The importance of people in fulfilling Fairmont‘s mission to turn “moments into
memories” is reflected in a rigorous proprietary selection process and the care the
group takes over its employees. This care and attention have helped Farmont Hotel &
Resorts to be one of Canada‘s most attractive employers in the Randstad Employer
Brand Research, an achievement that‘s all the more outstanding when set against the
lowattraction ranking for hospitality overall. So howdoes Fairmont create such an
appealing environment and career path for its people?
The Fairmont brand in Canada brings together 21 hotels and resorts, which range from
rural retreats to city center landmarks. The some 12,000 strong workforce stretches
fromreceptionists, servers and other ‘front of house’ teams to the less visible but
equally critical ‘heart of house’ roomattendants, culinary and laundry teams.
“To be truly successful, we need people with the motivation, engagement and training
to turn moments into memories for our guests. The key to this is creating an emotional
connection with our colleagues, so that they in turn create an emotional connection
with our guests. And this connection is as important for our heart of house as our front
of house colleagues. Each and every one of themtakes great pride in creating an
experience that guests will want to remember,” says Ms Clark.
“Howdo we achieve this? Our philosophy is actually quite simple. If we take
really good care of our colleagues, they will take really good care of our
guests, whichresults inguest loyalty and financial returnto our owners. A
great colleague experience is as important as a great guest experience.”
passionfor service
This connection starts with talent selection. “Great service cannever be prescriptive
or robotic –it requires people who have a natural passionfor delivering
exceptional service. The passion manifests itself in natural warmth, genuine kindness and
the ability to anticipate the needs of our guests. And this passion is in people‘s DNA rather
than being something that can be learned. So we‘ve developed a highly-structured
selectionprocess to identify people withthis passion,” says Ms Clark. “The
foundation for this process is the result of many years spent profiling our best people to
identify the characteristics of a great guest service agent or a great roomattendant.
Through our online Talent Meter assessment and subsequent interviews we can identify the
candidates who have the necessary passion and match the ideal profile. By applying this
rigorous selection criteria we benefit froma better talent fit and lower staff turnover. Even
when we face the recruitment pressure of opening a newhotel, our applicant-to-hire ratio is
still very low,” says Ms Clark.
feels like home
The other cornerstones of this connection are the working environment and care for staff.
While a reputation for long hours and lowpay deters a lot of people fromworking in
hospitality, Fairmont is living proof that the reality is often very different. “We‘re running
24/7 and therefore colleagues often have to work late in the evening and early in the
mornings. But for us hospitality provides anenergetic and funworking
environment. We provide competitive pay and benefits. This ranges fromhealthand
dental care to opportunities to unwind suchas yoga classes and beachvolley
ball. Our colleagues also get special discounts at all of our hotels and resorts around the
world, so they can enjoy the Fairmont experience for themselves. But I think what really
sets us apart is the sense of community we want to create and sustain within our
organization, which manifests itself as much in the small details of howwe relate to
eachother as formal benefits suchas healthcare. What we‘re about is summed up in
the words of a colleague who said: ‘Working withFairmont is like being part of a
family, it‘s like coming home’,” says Ms Clark.
case study : employer branding at
Fairmont Hotel & Resorts

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Fairmont runs extensive career and leadership development programs as part of its commitment to enabling everyone to realize their full potential. One of
the attractions for talent is the opportunity to work in different parts of the world. The underlying philosophy is that “our success as a company is their success as
colleagues”. Examples include the Summit Program, which works with people who are identified as aspiring leaders when they join the company through to high potential
managers and candidates for possible future executive positions. “We identify people with high potential through our annual talent review. But they still have to apply to join the
program rather than being assigned as we recognize that leaders need the aspiration as well as ability to grow within their careers. As a result of such programs, we‘re able to
promote two-thirds of senior positions internally on an annual basis. The remainder comes from other parts of the hospitality sector and further afield to ensure we have access to
new thinking and a broad range of experiences,” says Ms Clark.
A true test of this commitment to colleagues came with its recent acquisition by the AccorHotels group. Any such acquisition is very demanding. Yet the Chairman and CEO of
AccorHotels still found time to send a personal message to Fairmont‘s internal social media platform. “Rather than being anxious, our colleagues are excited about
the opportunities of working for a larger group, while still being able to sustain Fairmont‘s distinctive culture,” says Ms Clark.
So what can other organizations learn from Fairmont‘s success? We all know that if you take care of your staff that they will take care of your customers. Fairmont puts this
connection between employee and customer experience at the very center of its enterprise – everyone is valued and valuable, whatever they do. “The close correlation
between colleague and guest satisfaction rates defines our business and its success, and we know that if we get the first right, the other will follow,” says Ms Clark.
case study : employer branding at
Fairmont Hotel & Resorts
Source: Randstad em ployer branding case studies, 6/14/2017

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questions to consider
have you defined your
employee value
proposition? are you
investing in your
employer brand without
a strategy?
five considerations for building
an effective employer brand
§be genuine about your company
§promote transparency
§rely on employees and alumni
§pay attention to the internal
message
§paint the future
employer branding — employer branding was once an afterthought for talent leaders,
but that’s no longer true and employers need to focus on considered investments based
on a defined EVP.
Thoughts?

17. INSPIRA.
more info :
Helga Herawati
PT Inspira Tigas Konsultindo
The Plaza Office Tower, 41st
Floor
Jl. M.H. Thamrin, Kav. 28-30
Jakarta 10350
P : +62 21 2992 6660
F : +62 21 2992 6888
M : +62 812 100 6808
E : helga.herawati@inspira-id.com
thank you.