The Ferrero Employer Brand Journey
@DearKat
*The views expressed in this presentation are soley my own and do not represent the views or opinions of the Ferrero group*
“High pressure, lack of freedom (almost like a prison), lack of formal process but many unwritten norms and rules, lack of performance review and career development, WLB, not customer focused, no corporate culture (Brazil feels like a colony part of an empire; China that the company doesn't care about people), inadequate pay, jobs not well defined, missions don't correspond to promises, slow decisions”
Global Sourcing 2013/14
Candidates who will apply to Ferrero and get hired with no prompting
Baseline hires
ERP / Referrals/ Transfers
Direct Sourcing
Marketing**Third
party
Recruiter
s
Candidates who are known to current Ferrero employees
Candidates who are found by Ferrero Sourcers through media databases or social media
Candidates who are driven to Ferrero through Recruitment Marketing activities
No
/ Low
Cos
tHi
gh C
ost
XXX%
XXX%
XXX%
XXX%
XXX%
Candidates who are sourced by external recruitment agencies
** Total number of hires not accounted for as in some cases the source of the hire was unknown
• Leave trigger • Temporary
effects
• Leave trigger• Temporary effects
• Negative emotion
• Contagious
• Positive emotion• Long term benefit
LOVE HATE
MONEYPOWER
INCREASE
DECREASE
Anti-analysis
IdentifyMinimise
Manage out
Brand advocacyInternal pride
Candidate prideAlumni pride
Trade supportIndustry visibility
• Leave trigger • Temporary
effects
• Leave trigger• Temporary effects
• Negative emotion
• Contagious
• Positive emotion• Long term benefit
LOVE HATE
MONEYPOWER
To d
o:
Crea
te a
Fan
dom
An integrated approachEmployer Branding
Talent Acquisition
L&DTalent
Management Hiring
Managers Social
EVPA JOY TO
DISCOVER
This is the current output
11
3. PAPIRFLY
The system implementation: upload all approved toolkit materials ready for use.
2. TOOLKIT & GUIDELINES
A PDF document detailing logo usage and regulations in using the assets. This will also be available as an e book on my.ferrero
4. DIGITAL BRAND BOOK
An inspiration book of the employer brand. Aiming to make all employees feel proud to work at Ferrero
5. MOOD FILM
An inspiring video that can be understood in any language emotively expressing the new employer brand.
6. INTERNAL LAUNCH
All HR staff communication of the EVP. Alongside two all day workshops to train specific targets on the new brand.
11. MEASURING ROIThere is a solid KPI benchmark in place to ensure our effectiveness and ROI. Through measuring social sentiment analysis to in-house SWOT opinion to candidates perception.
Step 1:DRIVE
CONSISTENCY IN ATTRACTION
PROCESS
Step 2: ENFORCE A
UNIFORM EXTERNAL
PERCEPTION
Step 3: PUSH MASS AWARENESS
AND EDUCATION
Step 4: LEAD A DATA
DRIVEN APPROACH
CONFIDENTIAL
9. 2014/15: MEDIA PLANExternal strategy is high touch, high impact stunts responding to the target groups communication habits: millennial social & digital media will be bought
10. 2014/15: CAMPUS ACTIVITYExternal strategy is high touch, high impact stunts responding to the target groups communication habits.
7. CAREERS WEBSITE
A complete rebuild of ferrerocareers.com user responsive by content, language and device: mobile ready and scrollable content for the i-generation
1.EVP & CREATIVE BUILD
A PDF document detailing logo usage and regulations in using the assets. This will also be available as an e book on my.ferrero
STRATEGY CHANGESA large shift from paid media to earned
Summary of Ferrero Employer Branding Strategy 2014/15
Core objectives: Enhance competitiveness as employer to
attract and retain talents, especially in xxxx .
In year 2 the focus is to increase brand advocacy internally through
employee referrals and social reach. To increase earned media
and decrease paid media
Step 1:HELP
OURSELVES BY MAKING
EXISTING ATTRACTION CHANNELS
WORK HARDER
Step 2: INCREASE
SOCIAL MEDIA PRESENCE AND
ENCOURAGE EMPLOYEES
WOM & REFERRALS
Step 3: LOW COST GUERILLA
MARKETING ON CAMPUS FOR
XXXXXXAWARENESS
Step 4: LEAD A DATA
DRIVEN APPROACH. DRIVE THE
VISION 2020 HOLD HR
ACCOUNTABLEKPIS
Attract enough candidates for
Ferrero to meet DIRECT hiring
numbers
Enhance employer brand perception & increase quality of
applications
Increase understanding and
appreciation of Ferrero EVP values
To INCREASE the employer rankings especially XXXXX
It is envisioned extra European countries in PS5
will represent xxx of the growth.
In order to achieve this
goal developing a reputation as
abest employer of choice is a key business
need to attracting talent.
TRIUMPH?
16
Vision 2020Global KPIs
CPH
• By 2020 ..... of our hires will be a result of employer branding• By 2015 ....... of hires will be a result of employer branding
REACH
• By 2020 our combined reach as an employer will be.......• By 2015 our digital reach will be .......
TTF
• By 2020 our average time of hire will be .....weeks & .... touchpoints• In 2015 will be begin measurement of time to hire
RANK• By 2020 we will rank in ........ the ...........................• In 2015 we will gain positioning in each focus market
QOF
• By 2020 our staff turnover in extra Europe will be reduced to just ......• In 2015 we will begin destination employee to combat turnover
How we are measuringC
OST
per
hire
from
mar
ketin
g vs
3 p
arty
recr
uitm
ent • Monster ATS
• MediaCOM tracking
• Candidate survey via CEB RED dashboard
REA
CH
: How
man
y ca
ndid
ate
touc
hpoi
nts
do w
e ha
ve? • Google
analytics: website traffic
• Social traffic: via Linkedin
• Monster ATS via applications
• YouTube reach and videos viewed and shared
• Glassdoor analytics
• Media tracking TI
ME
to h
ire, a
stre
amlin
ed re
crui
tmen
t pro
cess • Monster ATS
• NB: Monster recommend recruiting standards such as job vacancies are posted 24 hours from notice to assist this KPI.
EXTE
RN
AL
per
cept
ion
& c
andi
date
rank
ing • Universums
World’s Top 50 Employers
• Employer awards: Randstad, best companies, trendence
• Klout competitor benchmark
• Market research such as Reputation institute
• Radian 6 to measure social sentiment
QU
ALI
TY o
f hire
and
impa
ct o
n re
tent
ion • CEB RED
dashboards new hire survey: both employee and hiring manager
• CEB departure view looking into exit information
• Retention rates via SAP reporting
• CSR report of turnover
• The Culture fit assessment
Some early results (2013-2014)
Before (day dot) After (current day)
34 612 Linkedin followers 100 000+ LI followers (organic)292% increaseMinimum 2.9% engagement
3 country EofC awards 21 individual country rankings#21 Forbes most reputable#55 Universums worlds most attractive#31 trendence Europes 500
5 target universities (Germany) 2000 target universities (9 markets)
Candidate campaign testing
Internal campaign testing
84.18% more than 7/10 likely to
recommend us
44.85% 9-10 likely to
recommend us
The fandom begins
“I would like to work at Ferrero a lot!!!! I believe and I see!!”
“As a former Employee (22 years since departure) I am thrilled to hear this News. I have often Boasted of the Amazing place Ferrero was to Work at in the 90's. I have missed being apart of the Ferrero Family & am
PROUD of its success”
“Is an honor working with a company the size of Ferrero that supports young people and contribute to
our continued growth and development. Also, is a company where you can feel like you're at home,
working with a beautiful family. Grazie mille Ferrero!”
“Glad I made the jump and came on board! :)”
“great brands, great products, fantastic company, congratulations”
I LOVE YOU !! Bravi e grazie mille
“I am very proud to be associated with a company which is doing great works for society”
“I love to work with Ferrero family”
#teamferrero
“Ferrero is the ultimate definition of joyful discovering of unique experience. It is unique to be with forever”
- Employee Survey – October 2014 -
*The views expressed in this presentation are soley my own and do not represent the views or opinions of the Ferrero group*