apac recruiter 2012: rachele ferri on employer branding

WORKING WITH EMPLOYER BRANDING2012/03/22, APAC Recruiter 2012 Conference

UNIVERSUMGLOBAL.COM

WHO ARE WE?1.2. THE ASIAN TALENT MARKET

3. NEW TREND – OVERSEAS TALENT SOURCING

4. WHY EMPLOYER BRANDING MATTERS

5. WHAT DO ASIAN STUDENTS WANT IN THEIR IDEAL EMPLOYER

6. HOW TO EFFECTIVELY WORK WITH YOUR EMPLOYER BRAND

WHO ARE WE?

3

Selection of our 1 200 clients:

• We have been working with employer branding and talent attraction for over 24 years

• We are present in 12 locations on 5 continents.

• The group head office is located in Stockholm, the regional head offices are located in New York (Americas), Basel (Europe) and Singapore (Asia).

• We serve more than 1,200 clients globally, including the majority of Fortune 100 companies.

• We survey over 500,000 students and professionals worldwide.

• We publish more than 150 career publications in 10 countries.

• We have 10 career sites with 1,500,000 visitors/month.

• We organize 40 events with over 3,000 participants in 14 countries.

Selection of our media partners:

THE UNIVERSUM BUSINESS

Act By reaching the talent

market through our communication solutions

Plan Their communication

activities

Know Their image, audience

and competitors

We help employers:

Universum helps companies improve their performance through more successful recruitment and retention by ensuring improvements to their

Employer Brand.

DecideTheir brand position

ALL AROUND THE WORLD5





1. WHO ARE WE

THE ASIAN TALENT MARKET2.

1. There is an increased demand for more skilled and multicultural talent 2. Hiring the right talent is the primary source of competitive advantage3. Recruiting the right talent is a critical business priority4. Having a strong global EVP that is localized to each key market is essential5. Implementing a targeted and cost effective sourcing strategy is crucial66%Of global

employerswill increase their hiring during 2012

92%Of Fortune 500 companieswill focus more on attracting the right talent during the next three years

Talent is often “not familiar” with Companies as employers.

Engineering and IT students are in high demand across industries

1/3 Have few resources on the ground in Asia Pacific, which will experience the largest recruitment growth over the next three years

57%Say the economic downturn has led to re-evaluate efficiency of recruitment efforts

They do not always know where to find them or how to attract them

83%Say their current access to top students at schools where they don’t have campus presence is limited or non-existent

Their offers don’t get accepted

They lose talent to other companies

They spend a lot of money on advertising to attract people and fail to get them

They use language and images that people don’t understand

IN TODAY’S SCARSE TALENT MARKET

34%

21%

17%

11%

9%

7%

42%

21%

13%

11%

6%

7%

Asia Pacific

Europe

North America

Latin America

Middle East

Africa

Future expectations by region/market

Most challenging

Largest recruitment growth expected

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. •China, India, Hong Kong, Indonesia, and Singapore 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

APAC – KEY SOURCE OF FUTURE TALENT

9

• INCREASING DIFFICULTY TO

RECRUIT TALENT ACROSS

APAC COUNTRIES – HIGH

DEMAND FOR SKILLED LABOR,

EXPERIENCED PROFESSIONALS

AND MANAGERS

• QUALITY OF CANDIDATES STILL

A CHALLENGE – MAJORITY OF

EDUCATIONAL INSTITUTIONS OF

POOR QUALITY

• EXPLOSIVE GROWTH IN ASIAN

NATIONALS STUDYING IN THE

WEST – GLOBAL SOURCING

BECOMING CRUCIAL FOR

MULTINATIONALS

• Multinational companies lose

ground to national champions

• National as well as

multinational companies in

investment and growth mode

– increasing the pressure on

the talent market

• Millennial trends are seen in

Asian students and young

professionals influence

employer selection

• Retention a persistent

problem

• Concern over “Job Hoppers”

(2 year average tenure –

attrition rate 20-30%, up to

50% in China)

• Monetary reward and future

career opportunities the

main driver in employer

selection

Talent Sourcing Employer attractiveness Cultural differences

APAC MAIN CHALLENGES FOR EMPLOYERS

…to 7 and 8 companies in the top 10 in 2010

China: From 2 and 3 companies in the top 10 in 2006…

BUSI

NES

S

10

CompanyRank 2006

Procter & Gamble 1

McKinsey 2

Citigroup 3

HSBC 4

China Mobile 5

Bank of China 6

PricewaterhouseCoopers 7

KPMG 8

Morgan Stanley 9

The Boston Consulting Group 10

CompanyRank 2010

Bank of China 1

China Mobile 2

Procter & Gamble 3

CICC 4

ICBC 5

HSBC 6

China Development Bank 7

Citi 8

China Merchants Bank 9

SGCC 10

Company Rank 2010

Google 1

ICICI Bank 2

Nokia 3

State Bank of India 4

Microsoft 5

HDFC 6

HSBC 7

Infosys 8

Air India 9

BMW 10

India: 5 companies in the top 10

Why aren’t international companies attractive to China’s top talent?

I do not feel the career opportunities are attractive enough The work environment is too competitive I do not perceive that I would develop at that employer

What are the strong factors that domestic companies have?

Financial strength and market success Secure employment and professional training and development Offer a comfortable physical work environment and a friendly work

environment Good prospects for high future earnings and competitive benefits

ASIA 2006 TO 2011 – THE RISE OF LOCAL FIRMS

1. WHO ARE WE

2. TALENT TRENDS IN APAC

NEW TREND – OVERSEAS TALENT SOURCING3.4. WHY EMPLOYER BRANDING MATTERS



SOURCE: NOVA GLOBAL TALENT STRATEGY INDICATOR 2011Based on a survey sent to Fortune 500 companies and 2010 Deloitte Technology fast 500 globally

Top 5 countries where employers recruit international students:

1. UK2. USA3. China4. Germany5. France

Primary employment markets for which employers recruit international students:

6. China7. India 8. France 9. UK

Do you recruit international students for roles in their home countries?

More and more organizations attempt to bring international students back to their home countries! • 58% of employers say they recruit international students (occasionally or frequently) for roles in their home

countries

ASIAN STUDENTS STUDYING ABROAD IN HIGH DEMAND!

Plans for future employment Asian students abroad

13

THE MAJORITY OF ASIAN STUDENTS ABROAD PLAN TO RETURN HOME

Asian students in US

Asian students in Europe

Do you have enough information about career opportunities available for you in Asia?

Have you been approached by employers based in home country?

14

ASIAN STUDENTS ABROAD NOT INFORMED ABOUT OPPORTUNITIES BACK HOME

15

63 000 Indians study in US

on Graduate level10% plan to go back to India after graduation

50% consider to go back to India after graduation

20% study computer science

37% study engineering

EXAMPLE: HOW BIG IS YOUR TARGET GROUP?

Total potential sourcing base:

39 690

15% study business

27090 9 450 945 5670

1. WHO ARE WE



WHY EMPLOYER BRANDING MATTERS4.5. WHAT DO ASIAN STUDENTS WANT IN THEIR IDEAL EMPLOYER


17

Employer Branding has become strategic

Securing a diverse workplace crucial for business success

Communications integration and efficiency crucial for impact

Lifelong relations with talent becoming the norm

Global sourcing on the rise

Differentiation - difficult and crucial

1

2

3

4

5

6

SIX GLOBAL TRENDS WITHIN EMPLOYER BRANDING

18

General EB

Demographic targeting

Personality/Fit evaluation

Time

Seg

men

tati

on

HISTORICAL DEVELOPMENT OF EMPLOYER BRANDING

“I’m committed to my employer”

“I’d love to be a part of that company”Attraction

Retention & engagement

50%

50%

19

EMPLOYER BRANDING SERVES TWO PURPOSES:

20

To what extent does your long-term employer branding strategy help you:

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 per-formance

38%

25%

22%

22%

18%

17%

15%

41%

45%

39%

38%

37%

39%

40%

13%

20%

26%

29%

32%

30%

30%

Very Important 4 3 2 Not Important

EMPLOYER BRANDING IS A STRATEGIC PROCESS

21

Employers who find talent – success factors:

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 offer-ings

The characteristics of the job appeal to the target group

Our remuneration and advancement opportunities are competitive

76 %

61 %

54 %

52 %

52 %

34 %

WHY DO COMPANIES SUCCEED?

22

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

54 %

46 %

32 %

18 %

16 %

12 %

Employers struggling to find and attract the right talent fail on:

WHERE DO COMPANIES STRUGGLE?

23

People with specific skills and experience, e.g. engineer-ing

People who are a fit/match with our company culture

People that are truly engaged in their work

People with skills and experience, holding degrees from reno

People who are interested in staying with our company long-t

57 %

14 %

9 %

9 %

8 %

Which of the following talent groups is most difficult to attract?

SECURING SKILLED TALENT IS THE BIGGEST CHALLENGE

24

Communication

Technical competence

Practical experience

Business acumen

Team leadership

Adaptability

Sales

Management

Financial expertise

Theoretical knowledge

Administration/Organisation

61 %

59 %

52 %

50 %

49 %

48 %

39 %

36 %

26 %

25 %

19 %

21 %

22 %

32 %

28 %

24 %

15 %

18 %

19 %

9 %

4 %

4 %

Skills MissingSkills Desired

What type of skills are you looking for in new hires? What are the skills that your new hires lack the most?

BUT THERE’S STILL A MISMATCH IN SKILLS DESIRED VS. CURRENT SKILLS

25

Does your company invest in talent attraction?

Have you reduced your recruitment cost-per-hire as a result of your talent attraction strategy?

INVESTMENT IN EB IS SECURED.. BUT NOT EVERYONE MEASURES THE RESULTS

• 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.

26

INFLUENCE YOUR EMPLOYER BRAND IN THE RIGHT DIRECTION

27

IF YOU DO NOT DEVELOP YOUR EVP CORRECTLY YOU RISK…

• Spending time and money communicating things that are not

attractive to your target group

• 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

ProfileIdentity

Image

The Employer Branding process is the process of creating a stronger and more consistent Employer Brand

ProfileIdentity

Image

But what should be in the middle?The Employer Value Proposition is the tool you use to change your Employer Brand

“Who you want to be”

What you are trying to communicate

The image, career and opportunities your company can

offer

The external view and position of your company

“Who people think you are”

“Who you really are”

UNIVERSUMYEARLY STUDENT

SURVEYS

DEVELOPING YOUR EMPLOYER VALUE PROPOSITION

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TargetCompetence Area

YOUR Global

Employer Value

Proposition

Geographical regions

SingaporeChina US Europe India Australia

Entry Level Eng./IT/Science

Entry LevelBusiness

Experienced Level Business

Experienced LevelEng./

IT/Science

Step 1: Define Global EVP Step 2: Make the global EVP locally adaptable, e.g. detect aspects to be highlighted for specific countries/target groups (highlights are visualized by the color differences in the smaller squares)

YOUR Local Employer Value

Proposition

LOCALIZING YOUR EMPLOYER VALUE PROPOSITION

1. WHO ARE WE




WHAT DO ASIAN STUDENTS WANT IN THEIR IDEAL EMPLOYER5.6. HOW TO EFFECTIVELY WORK WITH YOUR EMPLOYER BRAND

31

Banks and financial services firms going strong• While in the west ‘flight to safety’ and continuous search for work/life balance challenges the US banks and financial services firms – in Asia

banks and financial services are still industries of choice among business students

IT talent has its eyes set on banks and management consulting firms• IT professionals at banks tend to be paid more than employees in similar roles outside of the financial industry, and this fact doesn’t go

unnoticed by the IT students.• As banks and management consulting firms ramp up their investments in technology and increase their IT recruitment numbers, ‘IT pros’ select

banks as their ideal employers more frequently than in the past.

Shift in attitudes and priorities• With continuing high unemployment rates and a tough job market, the desire for job security is increasing among students. However To have

work/life balance is the most important career goal for business students in Asia.

Investing in the future• Like their counterparts in the West, Asian Students are gravitating towards employers that will help them acquire the professional training and

development needed to excel in their careers and make them more employable in the future recruitment market.

The Appeal of Local Players• The differences in employer brand image between international employers and state-owned companies are huge. State-owned companies are

highly associated with secure employment and good work/life balance, whereas international companies are highly associated with an international career, challenging and varied work as well as attractive and innovative products.

CSR and international career opportunities• After losing importance during the financial crisis, corporate social responsibility is back as an important attribute when choosing employer.

Students in Asia (especially HK and Singapore) prefer to work at a company with high level of CSR and strive to serve a greater good in their future career.

• Opportunities to be relocated abroad have also grown in importance for Asian students since last year, together with having an international career.

ASIAN STUDENT PREFERENCES

32

JapanHong Kong

China

Singapore

India

1. Banks2. Financial Services3. Auditing and Accounting4. Business services and operational consulting5. Travel and leisure

1. Banks2. Financial Services3. Auditing and Accounting4. Business services and operational

consulting5. Travel and leisure

1. Financial services2. Investment banking3. Accounting (public)4. Private banking5. Hotel/restaurant/tourism/hospitality

1. Banks2. Financial Services3. Auditing and Accounting4. Management consulting5. Public sector & Governmental Agencies

1. Banks2. Auditing and Accounting3. Financial Services4. Management consulting5. Business services and operational

consulting

THE MOST ATTRACTIVE INDUSTRIES TO BUSINESS STUDENTS

1. Engineering and manufacturing2. Automotive3. Telecommunication Services4. Aerospace and defense5. Hardware equipment

1. Engineering and manufacturing2. Banks3. Public sector and Governmental Agencies4. Educational and research institutions5. Construction and materials

1. Engineering and manufacturing2. Chemicals3. Aerospace and defence4. Industrial engineering5. Pharmaceuticals and biotech

1. Engineering/manufacturing2. Academic research3. Chemical/petroleum4. Engineering consulting5. Government/public service

33

Top Career Goal Trends in APAC

Local Differences – Business:

China: To be competitively and intellectually challenged

Japan: To be autonomous or independent

Hong Kong/Singapore: To be dedicated to a cause or to

feel that I am serving a greater good

India MBA: To be competitively and intellectually

challenged

What career goals do you hope to attain within three years of graduation?

Local Differences – Engineering:

China: To be entrepreneurial or creative/innovative

Japan: To have international career

Hong Kong: To be autonomous or independent

Singapore: To be dedicated to a cause or to feel that I

am serving a greater good

India Eng: To have international career

Business1. To have work/life balance

2. To be secure or stable in my job

3. To be a leader or manager of people

4. To have an international career

Differences do occur on a country by country basis in the ordering of the above career goals and the addition of country-specific career goals.

Engineering1. To have work/life balance

2. To be secure or stable in my job

3. To be a technical or functional expert

4. To be a leader or manager of people

33

THE MOST IMPORTANT CAREER GOALS

34

My IDEAL™ Firm is associated with. . .

Business1. Professional training and development (Job

Characteristics)

2. Good reputation (Employer Reputation & Image)

3. Will enable me to have good work/life balance (People & Culture)

4. Good prospects for high future earnings (Remuneration & Advancement Opportunities)

Differences do occur on a country by country basis in the ordering of the above and the addition of country-specific preferred industries.

Engineering1. Will enable me to have good work/life balance

(People & Culture)

2. Professional training and development (Job Characteristics)

3. Good reputation (Employer Reputation & Image)

4. Offers a creative and dynamic work environment (People & Culture)

34

Local Differences – Business:

China: Good reference for future career

(Remuneration & Advancement Opportunities)

Japan: Secure employment (Job Characteristics)

Hong Kong/Singapore: Has leaders who will support

my development (People & Culture)

India: Good reference for future career (Remuneration

& Advancement Opportunities)

Local Differences – Engineering:

China: Good prospects for high future earnings


Japan: Good reference for future career (Remuneration

& Advancement Opportunities)

Hong Kong: Challenging work (Job Characteristics)

Singapore: Good prospects for high future earnings


India: Challenging work (Job Characteristics)

ASIAN STUDENTS’ IDEAL EMPLOYERS

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EXPECTED ANNUAL SALARY

36

SINGAPORE

Business/Commerce Engineering

Employer2010 2009

Rank Percent Rank

Singapore Airlines 1 17.71% 2

Barclays 2 17.14% 4

J.P. Morgan 3 15.78% 8

Goldman Sachs 4 15.65% 1

Credit Suisse 5 15.10% 6

Deutsche Bank 6 14.19% 3

Google 7 13.98% 9

PricewaterhouseCoopers 8 12.71% 10

The Walt Disney Company 9 12.70% new

MAS Monetary Authority of Singapore 10 11.42% 11

Procter & Gamble 11 11.10% 17

Ernst & Young 12 10.05% 16

Morgan Stanley 13 9.32% 14

KPMG 14 9.20% 24

Citi 15 9.14% 27

Employer2010 2009

Rank Percent Rank

Singapore Airlines 1 18.72% 3

ExxonMobil 2 18.71% 1

Shell 3 16.78% 4

Google 4 13.91% 2

GSK (GlaxoSmithKline) 5 12.49% 5

Ministry of Education 6 8.85% 10

Pfizer 7 8.49% 8


Keppel Corporation 9 7.35% 11

DSO Defence Science Organisation

10 7.34% 6

ST Engineering 11 7.14% 14

3M 12 6.73% 7

Microsoft 13 6.18% 12

IBM 14 6.02% 13

L'Oréal 15 5.92% 25

37

CHINA

Business/Commerce

Rank2007

Engineering

Employer2011 2010

Rank Percent Rank

Bank of China 1 16.09% 1


China Mobile 3 11.34% 2

China Development Bank 4 10.44% 7

ICBC 5 9.73% 5

CICC 6 9.24% 4

Citi 7 8.74% 8

SGCC 8 8.09% 10

HSBC 9 7.66% 6

PetroChina Company 10 7.62% 14

China Construction Bank 11 7.32% 11

Apple 12 7.29% 16

China Merchants Bank 13 6.96% 9

PricewaterhouseCoopers 14 6.27% 12


Employer2011 2010

Rank Percent Rank

SGCC 1 12.31% 2

China Mobile 2 11.00% 1

General Electric 3 9.13% 14

Google 4 8.53% 5

PetroChina Company 5 8.44% 4

Huawei 6 8.42% 7


Apple 8 7.13% 13

China FAW Group 9 6.89% 9

CGNPC 10 6.75% 3

Sinopec 11 6.50% 6

Baidu 12 6.11% 12


Volkswagen 14 5.32% 22

Siemens 15 5.18% 17

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HONG KONG

Business/Commerce

Rank 2007

Engineering

Employer2011 2010

Rank Percent Rank

HSBC 1 29.60% 2

HKSAR Government 2 27.10% 1

J.P. Morgan 3 18.01% 3


Swire Group 5 13.10% 16

KPMG 6 12.84% 5

Cathay Pacific Airways 7 12.71% 9

Bank of China (Hong Kong) Ltd. 8 12.45% 8

Goldman Sachs 9 11.99% 7

MTR Corporation 10 11.95% 11

Hang Seng Bank 11 11.41% 13

Hong Kong Monetary Authority 12 11.33% 4

Deloitte 13 10.80% 12

Google 14 10.65% 6

Airport Authority Hong Kong 15 9.71% 15

Employer2011 2010

Rank Percent Rank

HKSAR Government 1 48.41% 1

MTR Corporation 2 28.42% 2

Airport Authority Hong Kong 3 17.40% 6

Cathay Pacific Airways 4 15.07% 5

HSBC 5 14.54% 3

Google 6 12.96% 4

Swire Group 7 12.12% 8

Hongkong Electric 8 8.04% 48


CLP Group 10 7.86% 16

Bank of China (Hong Kong) Ltd. 11 7.44% 43

Hong Kong Disneyland 12 6.50% 27

Hong Kong Monetary Authority 13 6.27% 18

Towngas 14 6.05% 11

The Hong Kong Jockey Club 15 5.80% 13

39

JAPAN

Business

Rank2007

Engineering

Employer2011 2010

Rank Percent Rank

Bank of Tokyo-Mitsubishi / UFJ Bank

1 13.12% 4

Mitsubishi Corporation 2 10.95% 1

Mizuho Bank 3 10.77% 8

Mitsui & Co. 4 8.16% 9

Sony 5 8.11% 5

Itochu Corporation 6 7.98% 10

Nintendo 7 7.92% 3

Suntory 8 6.74% 11

Panasonic Corporation 9 6.45% 6

Google 10 6.21% 2

KPMG 11 5.67% 16

Deloitte 12 5.67% 15

All Nippon Airways 13 5.65% 12

Ajinomoto 14 5.22% 29

Dentsu Incorporated 15 5.11% 20

Employer2011 2010

Rank Percent Rank

Panasonic Corporation 1 13.04% 1

Sony 2 12.75% 2

Toyota Motor 3 8.76% 6

Ajinomoto 4 8.56% 5

Suntory 5 8.06% 12

Sharp 6 8.01% 3

Hitachi 7 7.99% 14

Central Japan Railway 8 7.87% 13

East Japan Railway 9 7.61% 11

Canon 10 7.21% 9

Toshiba 11 7.20% 8

Otsuka Pharmaceutical 12 6.61% 19

Honda Motor Company 13 6.59% 4

Google 14 6.45% 7

Nintendo 15 5.66% 10

40

INDIA

Business/Commerce Engineering

Employer2011 2010

Rank Percent Rank

ICICI Bank 1 13.02% 2

Google 2 10.27% 1

State Bank Of India 3 9.92% 4

HDFC 4 9.40% 6

Microsoft 5 8.98% 5

BMW 6 7.62% 10

Infosys 7 7.62% 8

Reserve (Central) Bank Of India 8 6.82% 15

IBM 9 6.74% 11

KPMG 10 6.34% 50

Nokia 11 6.29% 3

Axis Bank 12 6.04% -

Tata Consultancy Services 13 5.77% 17

HSBC 14 5.61% 7

Wipro 15 5.32% 14

Employer2011 2010

Rank Percent Rank

Google 1 16.67% 1


IBM 3 11.96% 2

Infosys 4 11.88% 4

Intel 5 9.12% 5

BMW 6 8.90% 11

Tata Consultancy Services 7 8.72% 8

L&T 8 7.78% 9

Wipro 9 6.98% 6

Accenture 10 6.75% 18

Nokia 11 6.56% 12

Oil & Natural Gas Corporation 12 6.46% 23

Indian Oil 13 6.26% 21

NTPC 14 6.25% -

Tata Motors 15 6.16% 19

1. WHO ARE WE




5. WHAT ASIAN STUDENTS WANT IN THEIR IDEAL EMPLOYER

HOW TO EFFECTIVELY WORK WITH YOUR EMPLOYER BRAND6.

42

Business plan

Workforce plan

Talent Strategy & Employer

Branding plan

• Growth +30%• Profit +35%• Geographic expansion• New service areas• From product focus to

solution focus

• +1.200 Engineers

• +300 Sales Reps

• +150 Developers

• ...in Brazil, Argentina and Chile

• Increase attractiveness of critical countries

• Increase focus on young professionals

• Repositioning towards innovation, growth and responsibility

• Increase retention in mature markets

WE ADVOCATE TO WORK STRATEGICALY

43

Market Intelligence

Strategy Development

Communi-cation plan

Strategy Execution

Performance Measurement

What is important and relevant for your target groups? What

makes an employer attractive?

What should you emphasize in the communication to maximize

its effectiveness? Where is a repositioning needed to create the desired employer image?

Are we attractive enough? Are our activities effective in building a

strong brand internally as well as externally?

How should we communicate the employer offering to the target group?

How can we execute effectively?

How can the strategy be translated into a compelling

creative concept?

EVOLVE FROM TACTICAL TO STRATEGICAL

44

HOW TO OWN YOUR EMPLOYER BRAND IN 7 STEPS

12

UNDERSTAND YOUR TARGET GROUP

SET YOUR UNIQUE SELLING POINTS

3 FIND OUT HOW TO COMMUNICATE

EFFICIENTLY

4 ANALYSE YOUR IMAGE AS AN EMPLOYER

5 DIVE INTO THE MIND OF YOUR TALENT GROUP

6 MEASURE YOUR ATTRACTIVENESS

7 IMPLEMENT AND MONITOR YOUR KPIS

45

EMPLOYER REPUTATION & IMAGEThe attributes of the employer as an organization• Attractive/exciting products and services• Fast-growing or entrepreneurial• Financial strength• Good reputation• High ethical standards• High level of Corporate Social Responsibility• Innovative products and services• Inspiring top management• Market success• Prestige

REMUNERATION & ADVANCEMENT OPPORTUNITIES The monetary compensation and other benefits, now and in the future • Clear path for advancement• Competitive base salary• Competitive benefits• Good possibilities for rapid promotion• Good prospects for high future earnings• Good reference for future career• Leadership opportunities• Overtime pay/compensation• Performance-related bonus• Sponsorship of future education

JOB CHARACTERISTICSThe contents and demands of the job, including the learning opportunities provided by the job• A variety of assignments• An attractive geographic location• Challenging work• Control over my working hours• Flexible working conditions• High level of responsibility• Opportunities for international travel• Opportunities for relocation abroad• Professional training and development• Secure employment

PEOPLE & CULTUREThe social environment and attributes of the work place• Has a culture that is accepting towards minorities• Has a culture that respects my individuality• Has a culture that supports equality between the sexes• Has leaders who will support my development• Offers a comfortable physical work environment• Offers a creative and dynamic work environment• Offers a friendly work environment• Offers interaction with international clients and

colleagues• Recruits only the best talent• Will enable me to have good work/life balance

1. UNDERSTAND YOURTARGET GROUP

46

IMAGE / PREFERENCESTHE EXTERNAL VIEW AND POSITION OF YOUR COMPANY

PROFILETHE IMAGE YOU ARE TRYING TO COMMUNICATE

IDENTITYTHE PERCEPTION OF YOU AS AN EMPLOYER BY YOUR CURRENT EMPLOYEES

STRENGTH OF YOUR

EMPLOYER BRAND

2.SET YOUR UNIQUE SELLING POINTS

RANKING GUIDES

EDITORIAL MAGAZINES

CORPORATE WEBSITES

& SOCIAL MEDIA

OFFLINE & ONLINE EVENTSVIDEO

THEME GUIDES &

STUDENTMAGAZINES

47

3. FIND OUT HOW TO COMMUNICATE EFFICIENTLY

48

Importance to the target

group

Associations

Average importance

of the attributes within

the driver

Average association for all employers

4. UNDERSTAND YOURIMAGE AS AN EMPLOYER

49

5. DIVE INTO THE MIND OF YOUR TARGET GROUP

Test communication

materials

Validate your unique selling

points (internally & externally)

Understand why potential

candidates accept or decline your

offer

Understand in-depth some of your

& your competitor’s associations

Discover how talent perceives

your internships & trainee programs

6. MEASURE YOUR ATTRACTIVENESS

DO YOU HAVE YOUR TALENT GOAL SET?

DOES TALENT KNOW WHO YOU ARE?

WOULD THEY CONSIDER WORKING FOR YOU?

ARE YOU AN IDEAL EMPLOYER?

HAVE THEY APPLIED OR WILL THEY APPLY TO YOU?

ARE YOU MEETING YOUR ACCEPTANCE LEVELS?

DO YOU HAVE A RETENTION STRATEGY IN PLACE?

TALENT ATTRACTION STRATEGY

FAMILIARITY

CONSIDERATION

DESIRE

APPLICATION

ACCEPTANCE

RETENTION STRATEGY

50

51

EMPLOYER BRANDING DASHBOARD

• Focus on Employer Branding KPIs only• Overall attractiveness, conversion through the

recruitment funnel and brand perception• Goals for all KPIs

• Additional KPIs based on internal data• Focus on Employer Branding and in

addition on rather operational KPIs regarding recruiting and communication channels

• Examples: Time to fill, candidates per channel etc.

EB DASHBOARD PLUS INTERNAL KPIs

7. IMPLEMENT AND MONITOR YOUR KPIS

WWW.UNIVERSUMGLOBAL.COM

RACHELE FERRI [email protected]

ARE YOU

READY

TO DIG DEEPER INTO YOUR EMPLOYER BRAND

?