Research_on_Currents_trends_in_HR_marketing

Researchon Current Trendsin HR Marketingin the CzechRepublic 2015

Brand / Business / Design

year

nd2

e would like to thank all of the respondents who helped us map the area

of HR marketing in the Czech Republic this year. The 16-question on-line

research was conducted via a web platform between 9 February and 27

February 2015 and included 140 respondents, which was 40% more than last year.

The research focused on two concepts: HR marketing and the employer’s brand. Let’s

explain the concepts.

The employer’s brand captures a com-

pany’s basic philosophy, giving purpose to

the company’s name and providing a mea-

ning with which people can identify.

HR marketing focuses on communicat-

ing about and introducing a company

inwards and especially outwards. The em-

ployer’s brand gives shape to companies

and their corporate cultures, whereas HR

marketing ensures that the companies be-

come known.

About the research

W

1

Also this year, we prepa-

red the research in collaboration

with our partners: David Šimák, a research expert,

Hanka Smítalova, a specialist

in human relationships, and

Petr Skondrojanis, an HR

consultant.

“The group of the 11% of respondents is mostly composed of recruiters and HR generalists”

e would like to thank all of the respondents who helped us map the area

of HR marketing in the Czech Republic this year. The 16-question on-line

research was conducted via a web platform between 9 February and 27

February 2015 and included 140 respondents, which was 40% more than last year.

The research focused on two concepts: HR marketing and the employer’s brand. Let’s

explain the concepts.

The employer’s brand captures a com-

pany’s basic philosophy, giving purpose to

the company’s name and providing a mea-

ning with which people can identify.

HR marketing focuses on communicat-

ing about and introducing a company

inwards and especially outwards. The em-

ployer’s brand gives shape to companies

and their corporate cultures, whereas HR

marketing ensures that the companies be-

come known.

Respondent questions

1. What is the position of theHR team / department in your company?

2. What is your position in HR? 3. What is the proportion of operativeand strategic tasks in your work?

56%30%

14%

A part of topmanagementA part of broader

management

Not a partof management

58 % 31%

11%

HR director / manager / business partner

HRspecialist

Other

58%42 %

Operative (short-term) tasks

Strategic(long-term) tasks

“It seems that only 56% of the companies take the work of an HR specialist serious and consider it to be among the most important activities.”

“Will the 42% of the time and effort of HR specialists suffice for tasks such as building the employer’s brand and preparing a plan for building a corporate strategy?

2

3021 50 11

42 %

44%

9 %

1%4%

Quantity of candidates Quality of candidates (competences for a position) Personality of candidatesDuration of recruitment Cost of recruitment for a positionPoorly defined candidate profile

Recruitment questions

Alwaysa problem(%)

Sometimesa problem (%)

No problem(%)

Mostlyno problem(%)

1. We have listed several areas that areassociated with recruitment. Can you, using yourexperience, assess their level of demand in therecruitment process?

3. To what extent are corporate valuesa criterion when selecting new employees?

2. We have listed common methodsthat are used in recruitment.How often do you use them?

notat all(%)

Internet job portals Internal recruitmentRecommendations from current employeesRecruitment of university graduatesHR agency Targeted campaigns for specific positions Executive search

very little(%)

little(%)

quite often(%)

veryoften(%)

always(%)

“The quality and quantity of candidates are still the biggest problems. The problem concerning the personality of candidates jumped up to the third position.”

Corporate values arethe most important criterionin the selection

Identification of candidates with our corporatevalues is very important to us

It is one of the categoriesthat we assess just like allother criteria

“The importance of corporate values asa criterion when selecting new employeesgrew on a year-to-year basis by 12%. However, they remain important for 46% of the respondents in the selection of new employees.”

They playno role.

They have onlylimited weight inthe selection.

“The HR specialistsdo not see the costsof recruitment to bea problem.”

1414 89

295 83 1

621 32 20

375 68 6

611 32 22

622 20 23 22 24

226 37 25 13 10

616 4 7 17 22

317 29 30 24 13

201 17 21 40 18

126 20 31 23 25

173 6 15 46 30

“Job portal still dominate. How easy or difficult is it to find high-quality candidates here? Greater involvement in the recommendation program is associated with a strong employer brand, i.e. the music of the near future”.

3

HR marketing questions / Support and investment

1. Does your management supportHR marketing activities?

2. What will your investment in 2015 in HR marketingcompare to the previous year?

36 %

46 %

16 % 2%

Partial support

No support at all

Minimum support

Full support

27%

61%

12%

The same

Lower

Budou vyšší

A respectable proportion of 82% of the HR specialists receiveHR marketing support from their management. The figure has not changed on the year-to-year basis.

Investments in HR marketing will grow. 27% of all companies will have a bigger budget compared with12% of companies that will reduce their budget.

4

6HR marketing questions / Responsibility and cooperation

What team is responsible for HR marketing in your company?

With what teamsdo you cooperatethe most in the areaof HR marketing?

Brand teamCEO

Marketing teamBoard / executive tým

Other team

Marketing

Trade

Communication / PR

Finance

50%0% 100%

13%

17%

38%

Other18 %

45%

HR tým

83%

7 %2 %3 %

1 %

5 %

According to HR specialists, responsibility rests unambiguouslyon HR teams (83%). In the most recent research by Universum,60% of all company directors attributed the responsibilityto themselves.

In 83% of the cases, the partners of HR specialists in the area of HR marketing are colleagues from marketing, PR and communications. Only one respondent stated they had an Employer Branding team.

5

7 HR marketing questions / Benefits and measurements

According to what parameters do you measure or assess the success of your HR marketing activities?

63% 59% 57%

43%37%

31%27% 24% 22%

15%6%8%

14%

50%

60%

40%

30%

20%

10%

0%

70%

What benefits do HR management activities entail for you in particular?

Qualityof newemployees

Brandawareness

Fluctuationof employees(how manyleave)

Efficiencyof obtainingcandidates

Duration ofrecruitment

Retention ofemployees (how longthey stay)

Number ofcandidatesfor a position

Recruitmentcosts

Employeeengagement

Ranking inthe Employerof the Yearlist

Don´t know Candidate/new employeeratio

% ofemployeesobtained viathe program ofrecommendations

50%

60%

40%

30%

20%

10%

0%

70%

40%

Shorterrecruitment

44%

Highernumber ofcandidates fora position

24%

Lowerrecruitmentcosts

63%

Higherefficiency ofobtainingcandidates

56%

Higher qualityof newemployees

22%

Higherretention ofemployees (how longthey stay)

31%

Higheremployeeengagement

35%

Lowerfluctuation ofemployees(how manyleave)

53%

Higher brandawareness

9%

Better rankingin the Employerof the Year list

7%

Bettercandidate / newemployee ratio

11%

Higher %of employeesobtained viathe program ofrecommendations

Don´t know

8%

The quality of new employees and employee turnover are the most frequent KPIs in the Czech Republic. Abroad, the most frequently measured parameteris employee engagement. Costs of recruitment are seldom measured.

HR marketing activities have little effect on the reduction of employee turnover; only 35% of the respondents see benefits in this area.

6

Brand questions

Do you have a strategy for building the employer’sbrand or a plan for what associations should thecandidates have with your company’s name?

How often doyou conduct anemployeeengagementsurvey?

How often do you research how your companyis perceived by the candidates that you meet withinthe recruitment process?

56%

8%

31%

5%

No, we don’t need it We are currentlyworking on it

Yes, wehave it

I don’tknow

Everyother year

We don’t do it

27 %

7%

4%

31%

31%

Other

Annually

Semi-annuallyWe have never been interested

38%

37 %

5%

21%

Sometimes,rather circumstantially

Always

Very often

It seems that we will soon get to the level of the advanced West and 87% of the companies will have a strategy for building the employer’s brand. To us, this seems to be almost unbelievable.

“42% of the respondents state that they investigate the candidate´s opinion of their company at random or not at all.”

“38% of the respondents stated that either they did not conduct an engagement survey or they conduct it less than once every other year.Is it because the companies are not interested in knowing how they utilize the potentialof their people?”

7

Explanation of corporate values and their demonstration in practice

A separate Career section on a corporate website

Recruitment initiatives at universities (campus management)

An attractive welcome package for new employees

A plan for building a corporate culture

A separate career website (microsites)

A strategy for building the employer’s brand

A unique value proposition of the employer’s brand

Targeted recruitment campaigns for specific positions

Unique content of recruitment communication based on the brand strategy

Different (unique) recruitment ads

Video introduction of the corporate culture

Optimization of career website for display on mobile phones

Career profiles on social networks (Facebook, LinkedIn, YouTube, etc.)

BigData

Research of decision-making criteria of the candidates’ target group

Analysis of the competitors’ recruitment strategy

11

11

10

7

7

6

6

6

4

4

4

4

4

2

2

1

1

HR marketing tools / Used and working well (%)

2 %0 % 4 % 6 % 8 % 10 % 12 %

11

In this category, we have the first three positions. Explanation of corporate values; A separate Career section on a website; Recruitment of students at universities.It is quite surprising to us. This is because we know of only a few examples where corporate values are introduced in an attractive way, i.e. not only througha textual description.

8

Incorporation of game elements(gamification) in the recruitment process and communication

9

A strategy for building the employer´s brand
















BigData

15

9

8

7

7

7

6

6

5

5

4

4

3

3

3

HR marketing tools / To be introduced this year (%)

2 %0 % 4 % 6 % 8 % 10 % 12 % 14 % 16 %

9

And the no.1 HR marketing trend is... The strategy for building the employer´s brand defended its last year’s primacy. The “Plan of building corporate culture” and “Unique content” finally jumped to higher positions, whereas “Career profiles on social networks” finally fell. Without “Unique content”, social networks just do not work (or only work to a limited extent).

9







BigData












10

10

9

8

7

6

6

5

5

4

4

4

4

4

4

HR marketing tools / Unused (%)

2 %0 % 4 % 6 % 8 % 10 %

9

The most widespread instru-

ments that will not start to be

used this year are “Research

of decision-making criteria” and “Analysis

of recruitment communication of competi-

tors”. They do not make much sense by

themselves. However, they are the basic building blocks of the “Unique value proposition of the employer’s brand (EVP)” and therefore also of the “Strategy

for building the employer´s brand”. In the

Czech Republic, gamification is used neither

in HR marketing nor in marketing. “Video

presentation of the corporate culture” and

the “Career site optimization for display on

mobile phones” are a good basis worldwide...

10


20 % 40 % 45 %

BigData

















45

16

10

4

3

2

2

2

2

1

1

1

1

HR marketing tools / Unknown (%)

5 %0 % 10 % 15%

11

There is a road way ahead for BigData to enter the world of HR. And it is questionable whether its use is reasonable in the small Czech market. The “Research of the decision-making criteria of the candidates’ target group” may sound too noble. But it “only” means identifying what is important for the candidates when selecting an employer, what criteria they consider in making their decision – business persons, IT, technical engineers, truck drivers or waiters.

11


BigData

Research of decision-making criteria of candidates’ target group




A plan for building corporate a culture












Don’t know Don’t use We plan tostart to use

They worka little

They workwell

They workgreat

We don’t knowhow well they work

Current trends in HR marketing in the Czech Republic / Overview (%)

45

11

4

2

16

2

3

1

2

1

0

0

2

1

0

1

10

0

6

10

8

4

4

4

6

5

9

3

4

1

7

9

5

4

10

4

0

0

3

15

7

9

9

5

5

6

8

4

4

6

7

3

3

7

1

4

9

4

1

9

4

9

3

6

4

9

3

2

10

12

1

10

0

1

2

6

5

6

5

7

3

9

9

12

6

3

7

9

1

6

2

1

1

6

6

7

4

4

4

11

10

11

7

4

4

6

2

11

4

6

9

4

7

2

4

4

2

13

7

11

4

9

6

6

4

0

12


ong ago, a great competitive

advantage was found in facto-

ries and technologies, with

Henry Ford leading the way

with assembly-line production.

Then came the era of finance, patents,

and later, the knowledge era. The era of people, or talents as HR specialists

like to say, has now arrived. But what

can talents do in an environment that

does not encourage great perfor-

mance?

We, bakers, believe that building a cor-

porate brand while involving the com-

pany’s own people (employees) is a way

to attract, engage and maintain talents.

To build a corporate culture in which

people can utilize and develop their talent.

We consider people to be an energy

source (not a resource) that will drive the

business world in the years to come.

We are a young advisory company fo-

cusing exclusively on employer brands.

We bring our experience and knowledge

of HR management that we success-fully used as traders, marketers, rese- archers, and strategists.

Such people that not only possess

the competences that the company

wants and needs, but whose personali-

ties also fit in the corporate culture. We

help support their permanent level of

volition (engagement) and increase their

retention.

We build on three basic principles:

Sincerity (we believe in true, individual and not

instant solutions)

Simplicity (we always propose solutions that we

are able to implement in cooperation

with our clients)

True benefit (whatever we do needs to have at least

one of the following benefits for the

client: to earn or save money, increase

awareness of the employer’s brand or

change its perception in the right direc-

tion, to initiate positive changes inside a

company)

About us, bakers

L We helpcompanies attract the right people...

13

For us, building a brand is a long-term and never-ending process that cannot be faked. The employer’s brand is what candidates

as well as insiders, the employees, think about the company and how they feel about it. This is why they are always involved in the process

of brand building. We believe in systematic work based on solid foundations. This is why we always proceed in three steps:

• What do the client’s available data

say about the company, its brand and

target group?

• How is the company, its culture and

mission perceived by employees?

• How and according to what criteria do

candidates select their employer?

• What is the company’s current recruit-

ment process and communication

strategy?

• What do the main competitors offer

and how do they communicate?

• Characteristics of an ideal employer’s

brand for a company

• Communication strategies

• Strategies to transfer parameters of

a company’s brand into its recruitment

process as a branded experience

• BrandBook – a visualized document

that introduces the brand internally in

a clear way

• Content of recruitment communication

• Recruitment ads

• Career websites

• Printed and electronic documents

• Social networks

• Fairs

• Program of recommendations

• On-line and off-line campaigns

• and more

How we bake the employer’s brands

1. Insight 2. Strategy 3. Implementation

14

Brand / Business / Design

BrandBakersAnny Letenské 34/7

120 00 Prague 2

www.brandbakers.cz

The research of current trendsin HR marketing was baked for you by BrandBakers, bakers of charismatic brands.

Recruiting & HR

Research_on_Currents_trends_in_HR_marketing