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Global Talent Trends
A look at student career aspirations around the world
Melissa Murray Bailey – President, Americas
Kevin Troy – Head of Research & Insights, Americas
1
Universum surveys students in 55 countries around the world
2
3
The data we’ll look at today comes from a number of sources:
• Global economic indicators (UNESCO, World Bank, etc.)
• Two annual surveys conducted by Universum• National talent surveys
• Global Communicating with Talent survey
• An ad hoc survey of Millennial attitudes conducted
globally by Universum last summer
4
Which of the following best describes your role?
• National responsibilities (i.e. one country)
• Multinational responsibilities (i.e. more than one
country, not an entire region)
• Regional responsibilities (i.e. Asia-Pacific or
Americas)
• Global responsibilities
5
1. Global economic trends related to employee
productivity
2. Employer and career preferences— the
broad view
3. Going deeper into key employer preferences
— what they mean to students and
employers
4. How students communicate with employers
across the globe
6
Differences between education and technology make a real
difference in worker productivity
$-
$10,000
$20,000
$30,000
$40,000
$50,000
$60,000
$70,000
GDP per person employed, 20-year trendNorth America (CAGR: 1.6%)
UK (CAGR: 1.5%)
Euro area (CAGR: 1.0%)
Europe & Central Asia (CAGR:1.6%)
Central Europe & Baltics (CAGR:3.6%)
Russia (CAGR: 2.1%)
Latin America (CAGR: 1.3%)
Mid East & N. Africa (CAGR: 0.8%)
East Asia & Pacific (CAGR: 4.5%)
South Asia (CAGR: 4.2%)
Sub-Saharan Africa (CAGR: 1.9%)
7
Participation in university-level education varies widely across the
world
91
7668 65 62
43
32 31
21
0
10
20
30
40
50
60
70
80
90
100
North America RussianFederation
Euro area Central Europeand the Baltics
United KingdomLatin America &Caribbean
World East Asia &Pacific
South Asia
Tertiary education enrollment as percentage of university-age population(Number of university students for every 100 people aged 18 to 24)
Source: UNESCOAmericas
Asia-Pacific
EMEA
8
The relative supply and demand for university graduates affects
the value they place on themselves
9
In most of the world, appealing to university graduates means
appealing to women…
145139 136
128 126120
109 108 107
78
64
0
20
40
60
80
100
120
140
160
Number of women enrolled in university-level education for every 100 men enrolledSource: UNESCO Americas
Asia-Pacific
EMEA
10
…however, in many regions, even university-educated women
are unlikely to stay in the labor force for very long
64%61%
54%57% 57% 56%
50% 49%
31%
22%
77%79% 80%
72%69% 69%
64% 64%
81%
75%
%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Sub-SaharanAfrica
East Asia &Pacific
LatinAmerica
Russia NorthAmerica
UnitedKingdom
Euro area CentralEurope &
Baltics
South Asia Middle East& N. Africa
Labor Force Participation by Region, 2013Source: World Bank
Female
Total
Male
11
1. Global economic trends related to employee
productivity
2. Employer and career preferences— the
broad view
3. Going deeper into key employer preferences
— what they mean to students and
employers
4. How students communicate with employers
across the globe
12
Strivers and
Climbers
Across the globe, we find students’ attitudes toward
work and careers fall into four main categories:
Work-Life
Balancers
Technical Experts,
Cautious About Fit
Socially Ambitious,
but Corporate
Pessimists
13
Strivers and
Climbers
• Seek traditional management-
track careers
• Attracted to “work hard, play
hard” cultures
• Greatest fear: getting stuck on
the ladder
• 33% of students globally• Majority of students in: Latin America
• Also prominent in: Russia, Italy, Middle
East
Work-Life
Balancers
• Unwilling to trade leisure time
for career advancement
• Believe the right job for them
will align w/ their personality
• 25% of students globally• Majority of students in: Northern
Europe, German-speaking countries
• Also prominent in: Western Europe,
USA, Canada, Indonesia, Vietnam
15
Technical Experts,
Cautious About Fit
• Highly attuned to company’s reputation• Most likely to be influenced by friends and
family in career choices
• See successful career as means to an
end, not an end in itself
• Concerned about being discriminated
against on basis of gender or ethnicity
• 24% of students globally• Majority of students in: India, Nigeria
• Also prominent in: Middle East, Indonesia,
China
Socially Ambitious,
but Corporate
Pessimists
• Not necessarily interested in becoming
a manager
• Greatest fear: not being taken seriously
by their organization
• Don’t believe they will achieve the same
standard of living as their parents
• 18% of students globally• Majority of students in: Japan
• Also prominent in: Australia, Hong Kong,
Thailand, Argentina, Ireland, Poland,
Russia
17
Strivers and
Climbers
Work-Life
Balancers
Technical Experts,
Cautious About Fit
Socially Ambitious,
but Corporate
Pessimists
18
Which of the career profiles we just described would your organization appeal to the most?
• Strivers and Climbers
• Work-Life Balancers
• Technical Experts, Cautious About Fit
• Socially Ambitious, But Corporate Pessimists
19
How we think about employer value propositions
CREDIBLE
TRUE
Your internal
identity
Your
external
image
What
talent
wants
ATTRACTIVE
20
Universum uses a 40-attribute framework to assess students’
preferences and their associations with individual employers
EMPLOYER REPUTATION & IMAGE
JOB CHARACTERISTICS
PEOPLE & CULTURE
The attributes of the employer as an
organization• Attractive/exciting products and services
• Corporate Social Responsibility
• Environmental sustainability
• Ethical standards
• Fast-growing/entrepreneurial
• Financial strength
• Innovation
• Inspiring management
• Market success
• Prestige
The social environment and attributes of the
workplace• A creative and dynamic work environment
• A friendly work environment
• Acceptance towards minorities
• Enabling me to integrate personal interests in my
schedule
• Interaction with international clients and colleagues
• Leaders who will support my development
• Recognizing performance (meritocracy)
• Recruiting only the best talent
• Respect for its people
• Support for gender equality
The contents and demands of the job, including
the learning opportunities provided by the job• Challenging work
• Client interaction
• Control over my number of working hours
• Flexible working conditions
• High level of responsibility
• Opportunities for international travel/relocation
• Professional training and development
• Secure employment
• Team-oriented work
• Variety of assignments
REMUNERATION & ADVANCEMENT OPPORTUNITIES
EXTRINSIC INTRINSIC
HA
RD
SO
FT
The monetary compensation and other
benefits, now and in the future • 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
universumglobal.com
21
Students in wealthier countries tend to be less focused on
remuneration & advancement
22
0% 10% 20% 30% 40% 50% 60%
High future earnings
A creative and dynamic work environment
Professional training and development
Leaders who will support my development
Good reference for future career
A friendly work environment
Leadership opportunities
Secure employment
Clear path for advancement
Recognising performance (meritocracy)
Most important attributes for business studentsG12 markets, GDP-weighted average
While business students are most focused on their advancement and
development, they’re also keenly interested in the work environment
Job
Characteristics
Employer
Reputation
& Image
Remuneration &
AdvancementPeople &
Culture
23
Globally, engineers value a creative and dynamic work
environment most highly
0% 10% 20% 30% 40% 50% 60%
A creative and dynamic work environment
Innovation
High future earnings
Professional training and development
Secure employment
A friendly work environment
Challenging work
Good reference for future career
Leaders who will support my development
Leadership opportunities
Job
Characteristics
Employer
Reputation
& Image
Remuneration &
AdvancementPeople &
Culture
24
The organizations that can best attract top talent are those with
learning and development “baked in” to their cultures
Color-codingindicates where each attribute is among the top 10 of the 40 attributes for:
Professional
training &
development
Leaders who
support my
development
Leadership
opportunities
Opportunities
for intl. travel/
relocation
Sponsorship
of future
education
Australia
Brazil
Canada
China
France
Germany
India
Italy
Japan
Russia
UK
US
Business
Engineering
Both
Sponsorship of education
wasn’t a top preference in any
of the G12 markets, and was in
the bottom 10 in many of them..
25
When it comes to your organization’s messaging around the globe, which of the following best applies?
• We have a global EVP that we implement
consistently in each local market
• Each market has its own unique EVP, to allow
for local differences
• We have a global EVP but work with each
market to localize the messaging
• We haven’t formally developed an EVP yet
• Other (please specify in the comments)
One Global EVP, or Many Local EVPs?
26universumglobal.com
Strong, clear and
consistent profileSelect and define attributes
that make up the core of
the Employer Brand, and
can be communicated as
the global EVP.
Tweak the actual
communications and messages
(the examples, stories and reasons
to believe in the organization, for
example) for the target groups.
Universum strongly recommends
that employers develop one EVP
to be used on a global level for all
target groups and business units.
However, market needs and internal
differences between entities often
require adjustments of the
proposition.
The Global EVP
Tailored Messages
USA Japan etc.
Engineering
Talent
Business
Talent
27
Across markets, students sometimes agree on what’s important…
The tight, linear
relationship indicates that
Australian and Canadian
students have similar
preferences
28
…but sometimes you really need to customize the employer brand for a
foreign market
The much looser
relationship indicates that
Australian and Japanese
students largely disagree
on what’s important
29
1. Global economic trends related to employee
productivity
2. Employer and career preferences— the
broad view
3. Going deeper into key employer preferences
— what they mean to students and
employers
4. How students communicate with employers
across the globe
30
How often do new graduates hired by your company relocate to a position in another country within four years?
• Never
• Rarely
• Sometimes
• Often
• Always/ this is mandatory in our
organization
31
Very few companies are strongly associated with a “creative and
dynamic work environment”
32
If you convince students that you’re innovative, will they think
your work environment is creative?
Association w/ “a creative and dynamic work environment” vs.
“reputation for innovation,” World’s Most Attractive Employers for
engineering students, G12 markets average
33
0%
10%
20%
30%
40%
50%
60%
Turk
ey
Egypt
Kazakhsta
n
Co
lom
bia
Arg
entina
Me
xic
o
Ch
ile
Alg
eria
Fra
nce
Austr
alia
Peru
Gre
ece
Spain
Irela
nd
Bra
zil
Co
sta
Ric
a
UK
Ma
laysia
Le
ban
on
Ho
ng K
on
g
Pakis
tan
Tha
iland
Indon
esia
Kuw
ait
Sw
itzerl
and
Saud
i A
rabia
India
Ita
ly
Mo
rocco
Pana
ma
Ukra
ine
Ca
nad
a
Lu
xe
mbo
urg
Czech R
epu
blic
Belg
ium
Port
ug
al
South
Afr
ica
Sin
gapo
re
Ru
ssia
UA
E
De
nm
ark
Sw
ede
n
Ne
therl
and
s
Austr
ia
Gha
na
Qata
r
Pola
nd
No
rwa
y
Fin
land
Germ
any
US
A
Nig
eri
a
Vie
tnam
Kenya
Ch
ina
Japa
n
Percentage of students selecting “opportunities for international travel and/or relocation” as important to them, 2015
MNCs recruiting in many developing markets must contend with
students seeing them as a way out
Americas
Asia-Pacific
EMEA
34
It’s better to be clear about what you really offer in terms of
“internationality” than to give recruits a false impression
Strongest
• Regularly recruit students from foreign countries to come work in office X
• Send recent hires on temporary reassignments to foreign locations for 1 to 6 months
Strong
• Recent hires may occasionally travel abroad for conferences, brief site visits, etc.
• Strong chance of foreign posting 4 to 8 years into career
Still Viable
• High level of interaction with foreign colleagues
• Prestigious, well-known MNC that will look good on US or European grad school applications and/or on resume when applying to other companies
35
Millennials define work-life balance primarily in terms of leisure time
0%
10%
20%
30%
40%
50%
60%
70%
80%
Global average Africa Asia-Pacific Eastern Europe Latin America Middle East NorthernAmerica
Western Europe
Top 6 Most Common Responses to the Question “What Does Work-Life Balance Mean to You?”
Universum Millenials Survey, summer 2014
Enough leisure time for private life
Flexible working hours (e.g. not limited to office hours)
Recognition and respect for employees
Flexible working conditions (e.g. home office)
Convenient work location
No interruption of leisure time (e.g. during holidays or weekends)
36
1. Global economic trends related to employee
productivity
2. Employer and career preferences— the
broad view
3. Going deeper into key employer preferences
— what they mean to students and
employers
4. How students communicate with employers
across the globe
37
More than half of students are using social media to interact with
employers in almost every market we survey
Americas
Asia-Pacific
EMEA
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Kuw
ait
Ca
nad
a
Co
sta
Ric
a
Austr
alia
UA
E
Ne
therl
and
s
Pana
ma
Indon
esia
Irela
nd
Pakis
tan
Gre
ece
Ma
laysia
Bra
zil
India
Ch
ile
Saud
i A
rabia
Tha
iland
Arg
entina
Turk
ey
Peru
Fin
land
Port
ug
al
Egypt
Co
lom
bia
Ho
ng K
on
g
De
nm
ark
No
rwa
y
Sw
ede
n
Qata
r
Belg
ium
UK
Mo
rocco
Spain
Kenya
Nig
eri
a
Austr
ia
US
A
Me
xic
o
Vie
tnam
Sin
gapo
re
Le
ban
on
Germ
any
Pola
nd
Alg
eria
Gha
na
Ita
ly
Czech R
ep.
Kazakhsta
n
Ru
ssia
Ukra
ine
Sw
itzerl
and
Fra
nce
Ch
ina
Japa
n
Percentage of Business Students Using Social Media to Interact with Employers, 2015
38
In many developing markets, however, social media connections
with employers aren’t made through “professional” channels
0%
20%
40%
60%
80%
100%
Vie
tnam
Egypt
Peru
Czech R
ep.
Bra
zil
Pola
nd
Qata
r
Tha
iland
Ma
laysia
Co
sta
Ric
a
Co
lom
bia
Me
xic
o
Ch
ile
Ukra
ine
India
Pana
ma
Arg
entina
Indon
esia
Kuw
ait
Le
ban
on
Austr
alia
Turk
ey
UA
E
Kazakhsta
n
De
nm
ark
Ho
ng K
on
g
Sin
gapo
re
Austr
ia
Ita
ly
Ne
therl
and
s
Fin
land
Saud
i A
rabia
Belg
ium
No
rwa
y
Sw
ede
n
Ire
land
Germ
any
Japa
n
Spain
UK
US
A
Fra
nce
Ru
ssia
Sw
itzerl
and
Percentage of Students Using Facebook for Career PurposesSource: Universum Communicating with Talent Survey 2015
Americas
Asia-Pacific
EMEA
39
The extent to which you need to localize your EVP will depend on the market for which you’re customizing:
• Economic factors• Social / cultural factors
In general, students are looking for employers that will:• Train them and develop them• Foster creativity and take their contributions seriously• Offer work-life balance
The communication channels you use to convey your employer value proposition need to “fit” the market
you’re in
Final thoughts
Interested in learning more about emerging
markets?
A few resources for you:
• Download the Talent in Emerging Markets ebook
(available at universumglobal.com)
• Register for the upcoming Emerging Markets
webinar series, September 2015
• Tell us which markets you’re most interested in
hearing more about
40
Please share your feedback!
41
CONTACTKevin Troy
Research Director, [email protected]
Melissa Murray Bailey
President, [email protected]