Employer Brand Week Universum Webinar

Employer Brand Week Webinar

15th of September, 2016

Before we begin…

• Housekeeping

– Mute

– Size of slides

– Submitting questions

– Time for Q&A

• Employer Brand Week

– #getnoticed

Employer Branding Now

Top Line Results from Universum’s Global Benchmark Survey

Richard Mosley – Global Head of Strategy

Universum

TOPICS

Foundations Territories Localization

Socializing Experience Metrics

GLOBAL PRACTICE SURVEY

GROUP 1 - SMALL

545

450

219

GROUP 2 - MEDIUM

GROUP 3 - LARGE

Companies with less than 1 000 full time employees

Companies with 1 000-10 000 full time employees

Companies with more than 10 000 full time employees

270

GROUP 4 - WMAE

World’s Most Attractive Employers –among the most attractive

employers in at least 6 of the 12 largest economies in the world

Conducted January-April 2016 among 2500+

managers responsible for Employer Brand

management at the global and local level

FOUNDATIONS - EVP

31%

39%

19%

10%

39%

34%

20%

6%

48%

31%

13%

6%

58%

26%

12%

3%

Employer Value Proposition/ EVP

Core Values Corporate BrandProposition

Customer BrandProposition

Small Medium Large WMAE

The majority of the World’s Most Attractive Employers have an EVP

Most others (65%) plan to develop an EVP

FOUNDATIONS – Typical Structure

Most EVPs incorporate a core positioning and pillars

BOLD: We’re not afraid to take risks

AMBITIOUS: We work with smart people to solve big problems

OPTIMISTIC: We can make the world better together

THRIVING: We’re just getting started

WELCOMING: We respect and embrace different people and

perspectives

TERRITORIES

The Seven Basic Plots The Nine Employer Brand

Positioning Territories

Teamwork

Performance

Career

Status

Learning

Purpose

Innovation

Reward

Empowerment

TERRITORIES

Teamwork

Performance

Career

Status

Learning

Purpose

Innovation

Reward

Empowerment

The most common EVP

ingredients for the WMAE

Training & Development 38% 29% Innovation

24% Creative / Dynamic Environment

Clear Path for Advancement 25% 25% High Responsibility

23% Diversity & Inclusion

30% Inspiring Purpose

CHANGING THE WORLD

MAKING AN IMPACT

MAKING THINGS POSSIBLE

WELCOMING DIVERSITY

TERRITORIES – Making it meaningful

TERRITORIES – Positioning vs. Student attraction drivers

Some mismatches but general attractiveness not the only factor

Employer Attributes (WMAE) EVP Inclusion Relative Attraction (RANK)

% Business Engineering / IT

Training & Development 38 2nd 4th

Inspiring Purpose 30 19th 17th

Innovation 29 17th 1st

Clear path for advancement 25 12th 13th

High level of responsibility 25

Creative / dynamic environment 24 5th 2nd

Diversity & inclusion 23

TERRITORIES – The Power of Purpose

1. Alignment with corporate purpose and values

Two good reasons to build Purpose into your EVP

28%

One of the most commonly shared characteristics

of the 18 enduringly successful companies that

Collins and Porras studied in ‘Built to Last’ was a

clear statement of purpose.


Two good reasons to build Purpose into your EVP

2. To attract purposeful people

28%

Purpose-Driven People (helping others / making things better

/ meaningful work)

Status-Driven People (Financial gain / getting ahead /

achieving higher status)

72%


2. Purpose-driven people perform better

Significantly more likely to:

• Achieve higher performance scores

• Build stronger relationships

• Be net promoters of the organization

• Rise to Director level positions

Source: Imperative Workforce Purpose Index Study - 2015

LOCALIZATION – Top 3 Attraction Drivers per Country

Source: Universum Survey - 2016

Australia Innovation

Canada Innovation

Germany Innovation

India Innovation

UK Innovation

USA Innovation

China

Italy

France

Russia

Brazil

Japan

Engineering / IT Attraction Drivers

TOTAL

1. Innovation




A creative and dynamic work environment

Canada Innovation


Germany Innovation

India Innovation


UK Innovation

USA Innovation


China A creative and dynamic work environment

Italy A creative and dynamic work environment


TOTAL

1. Innovation

2.

3. Creative / dynamic environment

France

Russia

Brazil

Japan




TOTAL

1. Innovation

2. High future earnings




Canada Innovation


High future earnings

Germany Innovation

Competitive base salary

India Innovation



UK Innovation

Professional training and development


USA Innovation




France High future earnings

Russia High future earnings

Brazil

Japan




TOTAL

1. Innovation



4 Professional training & development




Canada Innovation



Germany Innovation


India Innovation



UK Innovation



USA Innovation


Leaders who will support my development








Brazil Professional training and development

Japan




TOTAL

1. Innovation



4 Professional training & development




Canada Innovation



Germany Innovation


Secure employment

India Innovation



UK Innovation



USA Innovation


Leaders who will support my development



Good reference for future career



Challenging work


A friendly work environment

Challenging work



Market success

Brazil Professional training and development

Good reference for future career

Clear path for advancement

Japan Challenging work

Respect for its people

Attractive/exciting products and services

LOCALIZING – Global Local Content

WMAE – Campaign localization?

37%

47%

37%

23%

One global campaign

Targeted campaigns for graduates / experienced

hires

Targeted campaigns by region / country

Targeted campaigns by job function


68% of the WMAE have published Employer Brand Guidelines

94%

79%

79%

67%

65%

51%

1%

Definition of our employer brand promise/EVP

Creative identity / visual expression

Recruitment advertising headlines / taglines

Advertising / communication templates

Guidance on social media application

Guidance on internal communication

Other



9%

8%

7%

6%

5%

4%

3%

2%

1%

2000 2002 2004 2006 2008 2010 2012 2016

Digital advertising click-through rates are

approaching rock-bottom


Mobile Ad-blocking browsers have

now gone mainstream

29 universumglobal.com

2 billion people are now active social / mobile users

Up 17% (283 million people) since 2015


USA GERMANY CHINA


SOCIALIZING – Global Local Content


SOCIALIZING – Future channel investment

SOCIALIZING – Content development

92%

88%

66%

48%

46%

28%

Employer websites / career sites

LinkedIn

Facebook

YouTube

Twitter

Instagram

WMAE – Which of the following have you developed employer brand content for?

SOCIALIZING

WMAE content planning and creation

Content Creation Responsibility Content Planning for Social Media Channels

38%

41%

20%

2%

As and when needed

2-3 months in

advance

6-12 months in

advance

more than a year in

advance

56%

22%

12%

11%

A dedicated team within

Talent

Marketing/Employer

Branding

Various teams across the

business

Corporate marketing

Outsourced to an agency

or consultant

EXPERIENCE

72%

71%

54%

53%

44%

43%

41%

34%

31%

26%

24%

19%

15%

11%

Candidate management

Onboarding and orientation

Talent management

Career development

Leadership development and…

Flexible working

Learning programs

Performance management

Compensation & benefits

Physical working environment

Recognition schemes

Alumni programs

Organisation design

Exit management

WMAE application of EVP to experience management?

METRICS

70%

65%

61%

50%

42%

65%

60%

47%

44%

37%

37%

34%

30%

26%

23%

Preference ranking vs talent competitors

Brand awareness

Consideration

Employer brand image

Social brand engagement

Source of hire

Application volumes

Quality of hire

Conversion ratios

Time to hire

First year employee attrition levels

Cost per hire

Hiring manager satisfaction

Source of influence

First year employee performance evaluations

WMAE measures

Employer

Brand

Measures

Recruitment

Measures

To what extent are you decisions data-

driven?

Always 11%

Frequently 39%

Occasionally 38%

Rarely 11%

EMPLOYER BRAND INDEX

Brand

How attractive is your

brand to your external

target audiences?

How strongly associated

/ distinctive are your

EVP attributes?

Which attributes most

appear to be driving

brand preference?

How engaged are your

current employees?

How consistently

delivered / experienced

are your EVP attributes?

Which attributes most

appear to be driving

employee engagement?

EMPLOYER BRAND MATURITY MODEL

Traditional

Developing

Advanced

Leading

Talent Acquisition siloed

from HR

Close alignment between

TA and HR


HR & MarComms


HR MarComms & C-Suite

EVP driven recruitment

marketing

EVP driven, internal-

external, talent marketing

EVP driven talent

management &

experience

Consistently branded

career / social sites

Active content

management & social

engagement

Employee generated

content, advocacy &

referral

Recruitment metrics

(CPH / TTH etc.)

Integrated metrics across

the employee life-cycle

Predictive, performance

driven analytics

HRD takes ultimate

accountability

CEO takes ultimate

accountability

Inconsistent job-focused

advertising

Reactive over-reliance

on agencies / paid media

Partnership

Focus

Channels

Metrics

Ownership

SUMMARY

• EVPs increasingly the foundation for employer brand marketing

• Inspiring purpose has become a dominant feature of WMAE positioning

• Most leading employers deploy a consistent visual identity

• But this is increasingly balanced with targeted campaigns and rich local content

• Most WMAE now have a dedicated content team and calendar

• WMAE are generally committed to experience management, but not there yet

• “Integrated’ employer brand metrics also still work in progress for many

Questions?

Use the Q&A box to submit questions

Thank You

• Learn more about Employer Brand Week:

– lnkd.in/getnoticed

• Twitter Chat tomorrow at 2pm

– @HireOnLinkedIn