webinar - attracting high achievers

Attracting High Achievers

Presented by Rachele FocardiSenior VP of Employer Branding & Talent Strategy

WHAT DO THEY EXPECT AND SEEK FROM THEIR CAREERS?

Universum syndicated research in 2016

Universum bespoke research in 2016

Global Experts

Mexico

Canada

USA

Colombia

Costa Rica

PanamaArgentina

Chile

PeruBrazil

Russia

Germany ItalyFrance

UKSpainNorway Sweden

FinlandDenmark

SwitzerlandPolandNetherlands

Austria IrelandBelgium Czech Republic

Portugal

Bulgaria* *Hungary

*Romania

China

Singapore

Australia

India

Japan Thailand

Malaysia

Hong Kong

Vietnam

Indonesia

Kazakhstan

Pakistan

*Philippines

MoroccoAlgeria Egypt QatarLebanonKuwaitGhana Kenya Nigeria UAETurkeySouth AfricaSaudi Arabia

New in 2016*

*South Korea

• Introduction

• Understanding High Achievers

• Qualities of an Attractive Employer

• Communication Touchpoints with Employers

• Implications for Employers

What we will uncover today

4

Increasing difficulty to recruit talent. Quality of candidates still a challenge

Double the recruitment activity, but only half growth driven – higher in emerging

markets

The diversity and complexity across markets call for highly localized approach

It’s all about Talent!

Information is power! Talent consumes data and generates content.

The source of corporate value creation has changed

63%OF CEOs ARE

CONCERNED

ABOUT

AVAILABILITY OF

KEY SKILLS

Source: The talent challenge:

Adapting to growth (PwC)

40%+ARE ”UNABLE” OR

“BARELY ABLE” TO

HIRE TALENT TO

MEET THEIR

BUSINESS NEEDS

Source: UNIVERSUM

2020 Outlook Study

2

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BR

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EG

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QA

TA

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PE

RU

CO

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A R

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BA

HR

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UA

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ILLIP

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SA

UD

I A

RA

BIA

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AD

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MA

LA

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KU

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IT

OM

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BE

RM

UD

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INA

ME

XIC

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RU

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SP

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ITZ

ER

LA

ND

AU

ST

RIA

NE

TH

ER

LA

ND

S

SW

ED

EN

AU

ST

RA

LIA

NO

RW

AY

TH

AIL

AN

D

SIN

GA

PO

RE

GE

RM

AN

Y

FR

AN

CE

TU

RK

EY

UK

US

A CA

NA

DA

SO

UT

H K

OR

EA

GR

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CE

CH

ILE

ITA

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PO

LA

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JA

PA

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IWA

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Strongest trend talent surplus

Strongest trend talent deficit

Demand and supply for

talent in balance

THE MISMATCH: SUPPLY AND DEMAND FOR TALENT IN 2021Advances in technology, globalization as well as shifts in labor demographics and changing

customer needs will have the biggest impact on talent requirements for top firms.

Source: Oxford Group 2021 Talent Study

Numbers report the average annual % chance of the deficit/surplus

1.4%

1.3%

4.1%

5.6%

0.7%

0.9%

0.5%4.7%

0.3%

4.6%

7.3%

4.9%

0.4%

E7 COUNTRIES

BRAZIL

CHINA

INDIA

INDONESIA

MEXICO

RUSSIA

TURKEY

G7 COUNTRIES

CANADA

FRANCE

GERMANY

ITALY

JAPAN

UK

US

THE TALENT POOL IS MOVING FROM INDUSTRIAL TO EMERGING ECONOMIES

Over the next decade, the percentage of college-educated talent will rise to 60% in the E7 - some 217M workers, as opposed to 143M in the developed world.

Source: Oxford Group 2021 Talent Study

Contribution to total college-trained talent in the next

decade (2010-2021)

By 2025 Millennials and Gen Z will make more than 75% of the global workforce.

The Global Takeover

With the entry of Gen Z into the workplace, there will be up to 4 generations in

the workplace!

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

Boomers

Gen X

Millennials

Gen Z

The Millennials Timeline – East VS West

8

1978 - 2002

Millenials born

Millenials enter university

Millenials enter the job force

1996 - 2020

2000 - 2024

1986 - 2000

2004 - 2028

2008 - 2032

Millenials enter university

Millenials born Millenials enter the job force

USA

ASIA

‹#›

Employer Branding in 1913

How things have changed

In 2003, students wanted to...

“…build a sound financial base”

“…become leaders or managers

of people”

“…pursue education or

certification”

In 2016, students want to…

“...have work/life balance”

“…be secure or stable in my

job”

“…to be a leader or manager of

people” & “… to have an

international career”

In 2008, students wanted to...

“…feel dedicated to a cause”

“…work for a company with a

good reputation”

“…work for a company with a

friendly work environment”

‹#›

Would rather have no job

than a job they hate

50%

Work environment

more important than size of

their paycheck

80%

Say ability to learn/grow is essential to

their ideal job

87%

Think they deserve more

recognition than they get

80%

Are not completely

satisfied with their job

75%

Think they deserve their

dream job

90%33%

Choose recognition over higher

pay

A Cultural Revolution in the Workplace

Time

Decis

ion

Fa

cto

rs

IndustryBrand

Role

Environment

Change in Expectations of Employers

Remuneration is less important to talent

Competitive Base Salary has

been steadily declining

globally over the last 6 years

as a key attraction driver.

So… what would talent

never give up on no matter

how much money they are

offered?

• Introduction






The Universum Career Profiles

are future-oriented individuals who ultimately want to be managers and

leaders of groups of people in a business environment. They have no

problem starting from the bottom and learning what each rung on the ladder

is like. In fact, many Careerists consider this process imperative to being a

well-rounded leader later on in their careers. Careerists tend to be ambitious,

but are also team-oriented, so they often bring others up along with them

(riding their coattails so to speak). Careerists are also adaptable, meaning

they are not set on any one way of achieving success and will instead do

whatever they need to in order to adjust to a given situation.

are curious and creative individuals who are primarily focused on challenging

and innovative work. When searching for job opportunities, entrepreneurs

look for fast-growing companies that share their entrepreneurial spirit.

Entrepreneurs tend to be solution-focused, which means they are most

effective when there is an active problem to solve. They lean towards

leadership roles and are focused on team dynamics. Entrepreneurs can bore

quickly if they feel stagnant, which means they are always looking to lead

their team to new challenges.

are responsible and loyal individuals who are happy to take on

responsibilities for the good of the team. Their friendliness and comfort

around others makes them natural leaders, and their desire for harmony

makes them excellent in team-oriented settings. They are also very

successful when taking internships, as they find it easy to get along with

whomever they are working for. Their driver is happiness. They would like to

have a stable job where they are among nice colleagues.

are eager to search for new business opportunities and expect a competitive

compensation as well as career advancement and high future earnings. A

hunter is wired to be solution-focused, which enables him or her to provide

answers for customer problems, which is an important facet for salespeople.

Hunter personalities experience a continuous personal renewal. They are

able to show growth and project how their skill sets will most benefit an

organisation. This adaptive quality is a highly valued trait in dynamic

organisations.

want to work in organizations that value and respect their employees, while

taking an ethical stand on issues of corporate responsibility. As might be

expected, an idealist values environmental sustainability and wants to align with

companies that share the same values. Although idealists are dedicated to

causes for the greater good, they are not merely dreamers and can offer viable

solutions that often include creative experimentation. Idealists are fully capable

of envisioning a higher state while implementing and leading teams in task-

focused efforts.

tend to be “big-picture” individuals who focus primarily on the future instead of

day-to-day or historical situations. They usually (but not always) know relatively

early on in their lives that they want to have an international career and are

usually interested in building international connections. Companies that are

global in scope, or at the very least companies that have offices and/or

operations in multiple parts of the world, will be most appealing to

Internationalists. They are curious, open-minded and they value social

interaction.

are able to see the big picture in any situation, which helps them inspire both

their teams and themselves. They prefer the numerous benefits of working with

others in a team environment, rather than being a “lone-wolf”. Leaders aren’t

afraid of being responsible for situations. They see responsibility as something

to be desired and sought after. Because they understand that, their success or

failure is ultimately in their own hands. Leaders are also quite introspective; they

can look inward and assess themselves honestly and, when necessary, harshly.

Before starting their careers, leaders are often involved in various types of

organisations, and are often responsible for the founding and growth of projects.

CAREERISTS

ENTREPRENEURS

HARMONISERS

HUNTERS

IDEALISTS

INTERNATIONALISTS

LEADERS

Top 3 Profiles of High-Achievers: Careerist, Internationalist & Hunter

CAREERISTS INTERNATIONALISTSHUNTERS

Source: Universum’s Attracting High Achievers 2016

Each year, Universum gathers insights about the career expectations of more than 1,500,000 career seekers from 57 Countries. The following insights focus on business students and recent graduates from The Times Higher Education World University Rankings 2015–2016.

SCOPE

They tend to seek more international exposure, leadership and professional experiences

60%

54%

52%

51%

50%

48%

32%

31%

28%

27%

57%

58%

43%

48%

41%

36%

35%

26%

25%

18%

0% 20% 40% 60%

I have had a summer job in my home country

I have had part-time jobs outside my area ofstudy

I have travelled abroad

I have been a group leader in student events

I have had a leading role in studentorganizations

I have done internships/apprenticeship in myhome country

I have had part-time jobs within my area ofstudy

I have been a tutor (e.g. in math orlanguages)

I have been a team leader in a sport club

I have studied abroad High Achievers

Other Students

WHICH OF THE FOLLOWING EXPERIENCES DO YOU HAVE?High Achievers versus Other Students


Work/life balance is the top career goal

WHICH OF THESE CAREER GOALS ARE MOST IMPORTANT TO YOU?High Achievers versus Other Students


• Introduction



• Communication Touchponts with Employers



REPUTATION & IMAGE

JOB CHARACTERISTICS

PEOPLE & CULTURE

REMUNERATION &

ADVANCEMENT

EXTRINSIC INTRINSIC

SOFT

HA

RD

Drivers of Employer Attractiveness

• A creative & dynamic work environment

• A friendly work environment

• Commitment to diversity and inclusion

• Integrate personal interests in my schedule

• Interaction with international clients/colleagues

• Leaders who will support my development

• Recognising performance (meritocracy)

• Recruiting only the best talent

• Respect for its people

• Support for gender equality

• Challenging work

• Customer focus

• Flexible working conditions

• High level of responsibility

• High performance focus

• International travel/relocation

• Professional training and development

• Secure employment

• Team-oriented work

• Variety of assignments

• 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

• Attractive/exciting products and services

• Corporate Social Responsibility

• Corporate transparency

• Ethical standards

• Fast-growing/entrepreneurial

• Innovation

• Inspiring leadership

• Inspiring purpose

• Market success

• Prestige

2323

Beyond high future earnings, they look for leaders that support their development and crave creative and dynamic work that will challenge them

MOST ATTRACTIVE ATTRIBUTES

Employer Reputation & Image People & Culture

Remuneration & Advancement Opportunities Job Characteristics

CanadaHigh future earnings

Leaders who will support my development

Clear path for advancement

ChinaGood reference for future career

A creative and dynamic work environmentEnabling me to integrate personal interests in my

schedule

GermanyCompetitive base salary

High future earnings

Attractive/exciting products and services

Hong KongProfessional training and development

Good reference for future career

A friendly work environment

NorwayA friendly work environment

Corporate social responsibility

Variety of assignments

SingaporeA friendly work environment

Professional training and development


SwedenHigh future earnings


A creative and dynamic work environment

Switzerland Professional training and development


Variety of assignments

United KingdomHigh future earnings

Professional training and development


United StatesLeaders who will support my development

High future earnings


1. High future earnings

2. Leaders who will support my development

3. A creative and dynamic work environment

4. Professional training and development

5. Leadership opportunities

6. Good reference for future career

7. Clear path for advancement

8. A friendly work environment

9. Secure employment

10. Market success


WHICH ATTRIBUTES DO YOU PERCEIVE AS THE MOST ATTRACTIVE?High Achievers

Differences in Employer Preferences

BIGGEST DIFFERENCES BETWEEN HIGH ACHIEVERS AND OTHER STUDENTSHigh Achievers versus Other Students


High Achievers ranked prestige, variety of assignments and recruitment of best talents higher while placing lesser importance on a friendly and respectful work environment compared to other students

They are drawn to industries where salaries are generally higher and work is potentially more prestigious, strategic and challenging.

Most attractive industries:• Management and strategy consulting• Banks and Financial Services• Auditing and Accounting

Least attractive industries:• Agriculture• Shipping• Arts• Entertainment & Recreation


World’s Most Attractive Employers High achievers VS Non-High Achievers

Source: Universum’s 2016 World’s Most Attractive Employers

Employer 2016 2015 Employer 2016 2015

Google 1 1 IBM 26 26

EY (Ernst & Young) 2 2 Sony 27 20

Goldman Sachs 3 6 Barclays 28 23

PwC (PricewaterhouseCoopers) 4 3 Nestlé 29 22

McKinsey & Company 5 7 IKEA 30 29

Deloitte 6 5 LVMH Moët Hennessy Louis Vuitton 31 35

Apple 7 9 HSBC 32 28

KPMG 8 4 Credit Suisse 33 27

J.P. Morgan 9 8 Grant Thornton 34 33

The Boston Consulting Group (BCG) 10 10 GE 35 36

Microsoft 11 12 PepsiCo 36 34

L'Oréal Group 12 14 UBS 37 32

Morgan Stanley 13 13 Daimler/Mercedes-Benz 38 38

Procter & Gamble (P&G) 14 11 Intel 39 41

BMW Group 15 16 AB InBev 40 45

Bain & Company 16 15 Volkswagen Group 41 37

Unilever 17 18 Heineken 42 44

Bank of America (BofAML) 18 19 Oracle 43 54

Nike 19 - - Ford Motor Company 44 43

Deutsche Bank 20 17 General Motors 45 49

The Coca-Cola Co. 21 25 Dell 46 48

adidas group 22 31 Samsung 47 50

Johnson & Johnson 23 21 Shell 48 39

Citi 24 24 Toyota 49 52

Accenture 25 30 3M 50 46

Employer 2016 2015 Employer 2016 2015

Google 1 1 Bain & Company 26 25

Apple 2 7 Deutsche Bank 27 23

EY (Ernst & Young) 3 3 LVMH Moët Hennessy Louis Vuitton 28 34

Goldman Sachs 4 4 Accenture 29 33

PwC (PricewaterhouseCoopers) 5 2 Citi 30 28

Deloitte 6 6 Barclays 31 27

Microsoft 7 8 PepsiCo 32 30

KPMG 8 5 GE 33 35

L'Oréal Group 9 11 Grant Thornton 34 37

J.P. Morgan 10 9 HSBC 35 29

McKinsey & Company 11 12 Daimler/Mercedes-Benz 36 32

The Boston Consulting Group (BCG) 12 13 Heineken 37 38

Procter & Gamble (P&G) 13 10 Credit Suisse 38 31

Morgan Stanley 14 14 Intel 39 41

BMW Group 15 15 Volkswagen Group 40 36

Nike 16 - NEW AB InBev 41 43

Sony 17 16 Ford Motor Company 42 39

The Coca-Cola Co. 18 20 Oracle 43 52

adidas group 19 24 Toyota 44 48

Unilever 20 17 UBS 45 40

Johnson & Johnson 21 22 General Motors 46 45

Bank of America Merrill Lynch 22 19 Samsung 47 50

IKEA 23 26 Shell 48 42

IBM 24 21 Dell 49 47

Nestlé 25 18 3M 50 46

• Introduction






How many hours a day is talent spending on social media?

Bra

zil

More than you think.Average numbers of hours per day spent by social media users (16-64)

on all social media channels as of January 2015, by country

GlobalWebIndex; We Are Social | 16-64 years

4 4

44 4

44

33

33 3

33

3 3 32

22 2 2 2

22 2

22

1

1

Arg

entina

Phili

ppin

es

Mexic

o

Thaila

nd

UA

E

Mala

ysia

South

Afr

ica

Vie

tnam

Saudi A

rabia

Turk

ey

Indonesia

United S

tate

s

Russia

India

Italy

Sin

gapore

Glo

bal A

vera

ge

United K

ing

dom

Pola

nd

Canada

Austr

alia

Germ

any

Fra

nce

Spain

Neth

erlands

Hong

Kong

Chin

a

South

Kore

a

Japan

Bra

zil

1 in 3 minutes spent on a mobile device is spent on a

Facebook property(Facebook, Instagram, WhatsApp, etc.)

4Nielsen Link

http://www.apple.com/

WHICH CHANNELS DO YOU USE IN GENERAL TO LEARN ABOUT POTENTIAL EMPLOYERS?

Top Channels to research on Potential Employers

60%

52%

48%

44%

38%

38%

37%

35%

0% 20% 40% 60%

Employer websites

Career fairs

Social media

Employer presentations on campus

Job boards (sites where job openings are posted)

Career guidance websites

Lectures/case studies as part of curriculum

University press & student organisationpublications

Employer advertisements in social media

Career and job related appsHigh Achievers

61%

63%

9CHANNELS ARE THE

AVERAGE NUMBER OF

PLATFORMS HIGH

ACHIEVERS USED TO

RESEARCH EMPLOYERS

Source: Universum, Global Talent Survey, 2016

Top Online Networks


used by students in 2016

22.86%

22.88%

23.38%

25.14%

35.22%

35.62%

43.73%

55.85%

69.10%

87.28%

Snapchat

Skype

Online network/community from myuniversity/career center

WhatsApp

Google+

Twitter

LinkedIn

Instagram

YouTube

Facebook

GLOBAL AVERAGE

87%OF STUDENTS IN 2016

SELECTED FACEBOOK AS

THE MOST USED SOCIAL

MEDIA CHANNEL

STUDENTS

EMPLOYERS

SEARCHING FOR INFORMATION ABOUT EMPLOYERS

62%

85%

15%

41%

76% 83%

21%

48%54%

84%

11%

39%

73%85%

16%

39%

72%89%

21%

50%45%

86%

14%

40%

Facebook LinkedIn Instagram Twitter

Global APAC Europe LATAM Middle East NorthAm

FOLLOWING EMPLOYERS

APPROACHING STUDENTS

71%78%

62%75%72% 79%

53%68%64%

76%

56%

75%85% 84% 81% 85%

69%84%

56%67%

55%

79%

58%72%


47%

71%

9%

29%

64% 70%

12%

39%41%

69%

7%

28%

57%72%

7%24%

63%83%

16%

44%26%

70%

7%24%


Overview of Student-Employer interaction on Social Media


• Introduction






Source: Universum, Millennials’ 6-part series – You Got Us Wrong, 2014

Support their desire for work/life balance

WHAT DOES WORK/LIFE BALANCE MEAN TO YOU?Top 5, by region

Millennials across regions define work/life balance differently, but the main definition is to have enough leisure time for my private life

Source: Deloitte, The 2016 Deloitte Millennial Survey, 2016IDEAL VERSUS CURRENT NUMBER OF HOURS SPENT ON SPECIFIC TASKSNumber of hours currently/ideally spent on each task in a typical week

“Professional training and development”

& “Clear path for advancement” are

among the top 10 most important

attributes for High Achievers

Young professionals want significantly more time devoted to the development of their leadership skills and to coaching and mentoring.

Provide a Development Roadmap

Build an Employer Brand that resonates

ALL EMPLOYERS HAVE

AN EMPLOYER BRAND

THERE IS AN INTERNAL

AND AN EXTERNAL

PERSPECTIVE

THE CORE OF THE

BRAND IS THE EVP

AN EFFECTIVE

STRATEGY NEEDS A

SOLID FOUNDATION

Strategic framework to build TRUE, DISTINCT and ATTRACTIVE employer brands

38

An ideal employer profile

Flexible working

conditions

Attractive/exciting products and services

Support for gender equality

Team oriented work

Fast-growing/ entrepreneurial

Inspiring Leaders

Corporate Social Responsibility


Control over my number of working hours

A friendly work environment

Innovation

Source: Universum Talent Survey

Have a Purpose that Connects your EVP Themes

Companies that express their purposes and explain the

reasons why you should go to work every day build:

Stronger employer brands

Stronger corporate brands

The most effective way to communicate the purpose

and the employer value proposition is to humanize

the brand:

Use real employees to tell the stories

EVP

Theme 1

EVP

Theme 2

EVP

Theme 3

PURPOSE

Craft a Compelling Story of your Purpose

Connect your story with your Business Strategy

Share your stories based on what is true, distinct and attractive

#3 Most Important Attribute among High Achievers Globally A Creative & Dynamic Work Environment

Humanize your Employer Brand by empowering your employees to be your Brand Ambassador

Once you have identified your key communication themes, bring it to life through advertising-led messaging with a variety of personal, story-led

content.

Employee Attributes The Inside Story My Professional Life

I was you 12 months ago Work/life balanced Quiz Mondays

Conduct employee interviews for your content.

Universum research states that the majority of

social connections with employers are so that

talent can ‘see what it’s like to work inside”.

A series of interviews with middle and senior

managers in various divisions. Questions like:

Q: Give us your career story in a nutshell. We’d

love to hear what brought you to where you are

now?

Q: What are some of the current and future

challenges of your role?

Q: What has been the proudest

moment/achievement in your career thus far?

A full week inside the life of a young professional

at your company. The goal is to show more than

just the job - what does your life look like when

you’re employed? What does a pay check and a

great job do for you?

The audience can see what people like them are

doing, how they are enjoying their lives and relate.

The employer gains the positive halo effect from

these stories of empowerment.

A retrospective series of posts showing the

audience the personal, emotional, social and

professional growth an intern, trainee, or young

professional has had at your company.

The goal is to allow the audience to relate and be

inspired by the success of a talent just like them.

A casual look into the other half of your

employees lives. What are their passions? Where

do senior management do on their holidays?

A question and answer trivia around specific

practice areas. Marketing Mondays, Engineering

Tuesdays and other quiz days create regular

interaction and position you as a employer who

looks for high-achievers and a focus on

excellence

Concepts to bring your strategy to life

Go from Good to GREAT at Attracting High Achievers

Know your target talent persona Understand their goals and attitudes towards their career

Manage your Employer Brand Align your brand values to be true, distinct and attractive

Build a strong Social Presence Embrace storytelling to resonate with your target group in

your communication Be present at the channels where they are and share your

brand values

The best employer brands understand the unique, distinct and credible values of their company and build

this into all of their talent communications.

What is your organization doing to build its employer brand and stand out from the crowd?

Rachele Focardi

Global Employer Branding Advisor

[email protected]

Thank you!

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.

webinar - attracting high achievers

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