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Masterclass: Harmonizing A Multigenerational Workforce With One Employer Brand

  1. WWW.UNIVERSUMGLOBAL.COM click here Masterclass: Harmonizing A Multigenerational Workforce With One Employer Brand By Rachele Focardi, SVP, Employer Branding and Talent Strategy - APAC
  2. Which Generation Do You Belong To? Baby Boomers (born between 1946 and 1964) Generation X (born between 1965 - 1980) Generation Y (born after 1980) 2
  3. A 3 1. Overview about Universum 2. Understanding the Multigenerational Workforce • What are the differences between Generation Y talents and their predecessors • What are the challenges employers face in attracting and retaining them (especially the Generation Ys) 3. Creating One Attractive Employer Brand to All Generations of Talent • What are the steps to go about develop the employer brand • How to ensure consistency in communicating the employer brand Agenda
  4. 1. 4 2. Understanding the Multigenerational Workforce 3. Creating One Attractive Employer Brand to All Generations of Talent Overview about Universum Agenda
  5. With over 25 years of experience researching the field of employer branding, Universum is a recognised world leader with tried and tested frameworks. Universum annually conducts quantitative and qualitative research with over 400.000 talented individuals to gather insights into their career preferences, communication habits and their perception of potential employers. For our clients around the world, Universum is a trusted partner providing solutions and services to develop, improve and implement tailored employer branding strategies. Universum is the thought leader in employer branding, with local experts in research, consulting and communication solutions, offering high- quality insights. Universum’s unique global reach ensures the comparability of research results across markets. We partner with more than 1.700 of the top academic institutions in the world. Universum employs smart, friendly and professional experts and consultants, who work with our clients in long-term partnerships. WHO WE ARE 5
  6. Attracting and recruiting the right people is a challenging task. If you fail to understand your target audience you risk spending time and money communicating things that are not resonating with candidates. Universum conducts annual talent surveys – among students and professionals - in about 30 countries around the globe. NAM LATAM APAC SEA EMEA Argentina Brazil Canada Costa Rica Dominican Republic Mexico USA Austria Belgium Bulgaria Denmark Finland France Germany Hungary Italy Netherlands Norway Poland Romania Russia Spain Sweden Switzerland UK Ukraine Australia China Hong Kong India Indonesia Japan Malaysia Philippines Singapore South Korea Vietnam Thailand Taiwan New Zealand Algeria Central Africa Egypt Lebanon Morocco Pakistan Saudi Arabia South Africa Tunisia Turkey UAE OUR GLOBAL FOOTPRINT 6
  7. Our clients and media partners Some of the world‟s most attractive employers Some of the world‟s most trusted publishers 7
  8. 2. 8 3. Creating One Attractive Employer Brand to All Generations of Talent 1. Overview about Universum Understanding the Multigenerational Workforce Agenda
  9. EXERCISE: GOING BACK IN TIME… 9
  10. Gen Y born Gen Y enter university Gen Y enter the job force Gen Y born Gen Y enter university Gen Y enter the job force Europe & Asia Pacific United States Generation Y Timeline: US vs Europe vs Asia Pacific
  11. What Caused Generational Differences Among Talents Sources: “Harnessing the potential of Singapore’s multi-generational workforce”. TAFEP “Understanding and leveraging generational diversity for organizational success”. Kelly Services. 11 • Population boom after WWII/Cold War • Widely associated with privilege (in Europe and North America) • First generation to grow up with the television • Idealism, rights (minorities, women etc.) Baby Boomers (born 1947- 1964) • Decline in population growth • Era of political corruption, economic inflation and recession • Political developments in South East Asia • Increasing racial and ethnic diversity • Emergence of the first PC (1981) during their childhood/teenage years Generation X (born 1965- 1980) • First generation to grow up with computers, followed by the Internet (with the rise of social media from late 90s) • Concerns over global issues such as global warming, terrorism • Technology pervades environment (enhances mobility), social habits change • Smaller family nucleus Generation Y (born after 1980)
  12. What Are The Differences Across Different Generations of Talents Baby Boomers Generation X Generation Y On Values and Attitudes Personal growth and social involvement, personal gratification, optimism Self-reliance and pragmatism, view luxury goods as sign of social status, cynical Grew up in relative affluence; greater spending power, optimism, morality, sociability, civic duty On Education Possible to work their way up with little formal education Placed more emphasis on education Placed importance on obtaining a degree Work is… “An adventure” Hierarchical, regimented work style, Work and family life is unbalanced “A challenge” Believed in work-life balance, though hours rarely mattered as long as work got done “A fulfillment” Work-life balance a necessity, used technology to challenge traditional schedule Sources: “Harnessing the potential of Singapore’s multi-generational workforce”. TAFEP “Understanding and leveraging generational diversity for organizational success”. Kelly Services. What’s work- life balance? 12
  13. GenerationX Strive for work/life balance View work as “just a job” Adoptive and responsive to change Prefer informal workplace Me attitude Street Smart Cautious in giving trust and loyalty Pessimistic and critical of Government and Public Institutions Look to their peers for advice Techno savvy GenerationY Assume they will have work/life balance Believe that through their work they can make a difference and value creativity in their work Used to plan everything and are not as comfortable with change and uncertainly Like an informal workplace but not the lack of structure that comes with it We attitude Savvy Teamwork oriented, optimistic and “no one left behind” attitude Hopeful about the future and eager to take on the world through the public sector Helicopter parents/ trophy children Value social and corporate responsibility and high ethical standards Career-minded and internet- connected GenXers vs. GenYers
  14. What Employers in Asia Pacific Know & Feel about Differences Within A Multigenerational Workforce 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Thailand China Australia India New ZealandIndonesia Malaysia SingaporeHong Kong Source: “Understanding and leveraging generational diversity for organizational success”. Kelly Services. % of employers who understand generational differences % of employers who believed differences in generations make the workplace more productive LET‟S LOOK DEEPER INTO THE DIFFERENT TALENT PREFERENCES AND CHALLENGES EMPLOYERS FACE… 14
  15. Do you find it hard to work with colleagues of other age groups? What Different Generations Feel About Working Together 29% 35% 32% 24% 19% 47% 47% 47% 46% 45% 22% 16% 19% 29% 35% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Overall results Gen Y Gen X Late Boomers Early Boomers Yes, frequently Yes, sometimes No, rarely No, never Source: “Harnessing the potential of Singapore’s multi-generational workforce”. TAFEP 15
  16. What Different Generations Feel About Working Together Source: “Harnessing the potential of Singapore’s multi-generational workforce”. TAFEP 16
  17. Why is Generation Y Difficult to Work With? Difficulty working with Gen Y Baby Boomers say • Short attention span; easily bored • Overconfident; impatient • Lack of commitment • Wants only promotion • Don’t show respect to senior staff • Job-hoppers • Do it their own way • Not flexible etc. Gen X say • Lack of knowledge • Attitude problems; arrogant • Not open to feedback • Not mature, don’t know hardship • Self-centred • Detached from work etc. Source: “Harnessing the potential of Singapore’s multi-generational workforce”. TAFEP 17
  18. What Does Generation Y Say About Other Generations? Gen Y say Difficulty working with Baby Boomers • Not open to new ideas, not willing to learn • Think they have it all and act accordingly • React based on old habits, not open to looking from different perspectives, stubborn in their values and opinions • Unwilling to take risks Difficulty working with Gen X • Pre-formed mindset, want to do it their way • They think they know it all and are smarter than you Source: “Harnessing the potential of Singapore’s multi-generational workforce”. TAFEP 18
  19. EXERCISE: COMING BACK TO REALITY 19
  20. Universum student survey 2012 – Top attractive attributes What Gen Y Talents Are Now Looking For In Their Future Employers Attribute Rank Professional training and development 1 Good reference for future career 2 A friendly work environment 3 High future earnings 4 Market success 5 A creative & dynamic work environment 6 Recognizing performance (meritocracy) 7 Leaders who will support my development 8 Respect for its people 9 Challenging work 10 Business students Engineering students Attribute Rank Challenging work 1 A creative and dynamic work environment 2 Professional training and development 3 High future earnings 4 Respect for its people 5 Attractive/exciting products & services 6 Good reference for future career 7 A friendly work environment 8 Secure employment 9 Market success 10 Asian weighted average ! The Asian average includes the preferences of almost 40,000 students in China, Hong Kong, India, Japan and Singapore. 20
  21. Here comes the challenge Now that we understand differences in expectations and preferences exist… How can employers create One Employer Brand be equally attractive to Generation Y as well as to the older generations at one time? 21
  22. 3. 22 1. Overview about Universum 2. Understanding the Multigenerational Workforce Creating One Attractive Employer Brand to All Generations of Talent Agenda
  23. Why Employer Branding Matters Strategically develop a cohesive employment brand reflecting vision for the future and long-term talent management needs Engaged Workers Increased Productivity and customer service Greater Profitability SOURCE: GALLUP CONSULTING, “EMPLOYEE ENGAGEMENT: WHAT’S YOUR ENGAGEMENT RATIO?” Engaged Employees have 51% lower turnover and 18% higher productivity. Engaged workers result in 12% higher profitability Employer Branding begins during recruitment processes and feeds into employee management Having employees live and breathe your employment brand is the best way to raise brand awareness 23
  24. Influence Your Employer Brand In The Right Direction SOURCE: PWC’S BREAKING OUT OF THE TALENT SPIRAL REPORT • All employers have an employer brand. You may not be aware of it and actively own it, but it is out there and it influences whether talent choose you as an ideal employer or not. • To influence the employer brand, employers needs an Employer Value Proposition (EVP) targeted to internal and external talent groups. • This proposition needs to be attractive, true, credible, distinct and sustainable. In order to achieve this, it is extremely important that the EVP is developed using in-depth research covering current employees, management and external talent groups. 24
  25. Employer Branding Is A Strategic, Long-Term Process To what extent does your long-term employer branding strategy help you: 38% 25% 22% 22% 18% 17% 15% 41% 45% 39% 38% 37% 39% 40% 13% 20% 26% 29% 32% 30% 30% Attract the right talent More consistent communications Retain the right talent Define right people for culture fit Build consistent employee experience Increase your knowledge of talent market/segment preferences Build engagement and increase performance Very Important 4 3 2 Not Important 25
  26. Risks Of Not „Localizing‟ Your EVP • Spending time and money communicating things that are not attractive to your target groups • Having your communication diluted by contradicting messages • Messaging that is not distinct from competitors • Disappointing new hires when expectations are not met • Risking sustainability due to a lack of buy-in from management and staff • Creating a negative influence on EVP as current and past employees/interns communicate with prospective candidates 26
  27. Developing Your Employer Value Proposition ProfileIdentity Image But what should be in the middle? The Employer Value Proposition is the tool you use to shape your Employer Brand Profile “Who you want to be” What you are trying to communicate Identity The image, career and opportunities your company can offer “Who you really are” Image The external view and position of your company “Who people think you are” UNIVERSUM YEARLY STUDENT SURVEYS 27
  28. Developing Your Employer Value Proposition WHAT IS THE EVP? The EVP is a unique set of offerings, associations and values that will positively influence the most suitable target candidates and the internal target groups. The EVP provides attributes and themes that can be used as a long-term foundation and framework for your branding and creative approach. The EVP development is strategic WHAT IS IT NOT? The EVP is not a tag line or a visual expression. It is the underlying content that is then transformed into messages, ads and a communication strategy targeted at different talent groups and markets. The choice of words, images and channels will depend on the target group and might vary across markets. The EVP implementation is operational 28
  29. Need To Adapt Your EVP Select and define attributes to communicate as the global EVP as the core of the Employer Brand. Tweak and adjust the actual messages to communicate (the examples, stories and reason to believe etc.) for the target groups. Universum suggests to develop one EVP to be used on a global level and for all target groups and business units. However, market needs and internal differences between entities often require adjustments of the proposition.
  30. OUR APPROACH TO STRATEGIC EMPLOYER BRANDING Are your activities effective in building a strong brand? Are you attractive enough to meet your recruitment needs? What is important and relevant to your target groups? What makes an employer attractive? How do current employees see you? What are perceived as strengths and weaknesses? How can you improve your career website and ads? Is your message getting across as desired? What should you emphasize in the communication to maximize its effectiveness? Where is a repositioning needed to create your desired employer image? How should you communicate the employer offering to the target group? What channels are most effective? 30
  31. STAGES OF THE EMPLOYER BRANDING JOURNEY DEFINE YOUR NEEDS AND WANTS LOCATE YOUR TARGET GROUP TEST AND VALIDATE YOUR INITIATIVES ANALYZE THE COMPETITIVE LANDSCAPE IMPLEMENT AND MONITOR YOUR KPIS UNDERSTAND YOUR PERCEIVED EMPLOYER IMAGE YOUR TARGET GROUPS MIND COMMUNICATE EFFECTIVELY SET YOUR UNIQUE SELLING POINTS 31
  32. A 32 “A 60-something graduate recently reflected: „We wanted what they want. We just felt we couldn‟t ask.‟ Herein lies the truth: what young workers want isn’t so different from what everyone else wants. However, young workers are asking for it.” -- Karen Cates and Kimia Rahimi, “Mastering People Management” Takeaways For Today 32
  33. Takeaways For Today 33 Discover fundamental differences between what pre- Gen Y and Gen Y talent want from their career Understand and experience what it takes to make One Employer Brand appeal to different generations of talents Learn how to communicate One Employer Brand without sending mixed messages to different target groups
  34. UNIVERSUM CONSULTING Universum’s Consulting Department consists of a team of experienced Employer Branding consultants located around the world, with the APAC members based in Singapore and Shanghai. The Consulting team helps clients on a local and global level, conducting over 100 projects a year. The team provides strategic advice based on analysis of quantitative and qualitative research in areas such as Employer Value Proposition development, communication strategy and university selection. For more information on how the Team can help your organization, do not hesitate to talk to your Universum contact. THANK YOU RACHELE FOCARDI SVP, EMPLOYER BRANDING AND TALENTSTRATEGY - APAC Rachele.focardi@universumasia.com +65.97297040 Singapore Rachele advises the largest organizations in the world, maximizing their strengths as an employer and to develop employer branding strategies with business functions such as HR, Marketing and Communications. Rachele has discussed global recruitment trends in various conferences including China, the UK, Sweden, India and the US. She relocated to Singapore in 2011 to run client strategy for Universum across Asia. 34
  35. WWW.UNIVERSUMGLOBAL.COM Thank you

Notas del editor

  1. In pictures:Ho Kwon Ping, Executive Chairman, Banyan Tree HoldingsTan Su Shan, Group Head of Consumer Banking & Wealth Management, DBSKarl and Christopher Chong, CEO and Director of Groupon Singapore Have the participants move into the three groups before you start the presentation.
  2. Mention how this correlates with our understanding of the different generations of talent.
  3. Baby Boomers – use gold stickersGeneration X – use green stickersGeneration Y – use red stickers
  4. Key milestones in each generation that impact on their beliefs and behaviors.Political developments in SEA – Vietnam War, Cambodia genocide, Singapore becoming independent from Malaysia etc
  5. While a majority don’t find it hard to work with colleagues of a different generation, among those who did report some difficulty, the % is higher among Gen X and Gen Y respondents compared with the Baby Boomers.
  6. Baby Boomers – use gold stickersGeneration X – use green stickersGeneration Y – use red stickers
  7. Compare with options selected by participants – then and now
  8. Find something newer more interesting to add
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