Выступление коллег FutureToday по международной сети OneAgent, Марка Болдуина и Фила Лейна из компании Oxus, с замечательной презентацией про Employer branding в Китае.

1. Adapting Global Employer Brands
in China
6th March 2013
Mark Baldwin
& Phill Lane
oneagentglobal.com

2. Who is Oxus China?
Full service agency based in Beijing & Shanghai
Founded in 2007 – but with over 18 years in China market
Local and Western founders
Member of the OneAgent Global Network
1. We identify and engage employer brands that engage talent
• Research, EVP development & strategy
1. We leverage those brands in strategic communications
• Creative expression and execution – design, copy, digital, events, social media
1. We facilitate better candidate journeys and recruiter efficiency
• Candidate relationship management platforms, metrics-based media strategies,
creative applications and screening tools
oneagentglobal.com

3. Oxus China - clients

4. MNCs in China
Why are MNCs starting to put such an
emphasis on Employer Branding in China?

5. How MNCs treat China
• Hugely important market – especially since GFC
• But one size does not fit all:
• China as manufacturer – made in China
• China as a market – sold in China
• China as innovator – made for China
• Increasingly sophisticated involvement requires increasingly
sophisticated approach to talent

6. Key drivers of EVP & EB in China
“We’re doing a global EVP project, you need to help out in China” - HQ
“We’ve re-done our marketing materials, you have to use these over
there.” – HQ
I don’t understand why we’re struggling to hire and hold onto top talent.
After all, we’re COMPANY X, everybody wants to work for us!” - HQ

7. MNCs aren’t as attractive as you think…
• Career progression is limited & slow in MNCs
• Major decisions are made “@ home”
• The interesting work doesn’t happen in China
• China is nothing more than a market for you
• The GFC really rocked confidence in the West
• You might make us work hard…
• PS – we don’t know who you are…and nor do our parents

11. Microsoft China – 2007-2011
The Challenge: To re-connect Microsoft with the younger generation,
in China
In 2007 Microsoft was struggling for recognition and understanding in key demographics,
needing a tailored, strategic approach to graduate recruitment and campus relations
at all levels to address declining attractiveness amongst the younger (campus and
early career) talent sectors.
EVP-based communications strategy focused on:
• Career Growth and Opportunity
• Cutting-Edge Technology (making an impact)
• Open, Team-oriented Working environment (people / culture)

12. 2007: First “new look” campaign:
‘See for yourself’
• A new generation “engaged”
• Real people, Real stories.
• Key EVP messaging delivered
with each local “story”
•Applied consistently on campus
collateral, careers website, bbs
boards, and recruitment events.

13. 2008-2011
2008 Campaign
View<myworld>
2009 Campaign refresh
Share<mypassion>

14. 2010-2011

15. Microsoft Academy of College Hires…
Elite program to attract and recruit MBA Graduates from China’s top full-time MBA schools
2009 – struggled to gain applications or conversions
2010 – more than 60% of all applications were qualified (500+ applications)
Over-offered by 50% (18 for 12 MBA roles) - acceptance rate 100%

16. 2011-12 – “GE works”
Post GFC campaign, US originated, instigated by a
need to revitalise & motivate employees…
…in America
US need: China need:
Reinvigorate flagging economy Maintain impressive growth
Motivate demoralised staff Engage staff with options
Focus on blue-collar roles Focus on high-tech roles
Create jobs in America Create jobs in China
Tell the American story Tell the China story

19. US-centric design

20. China stories – no local polish
GE China
Internal communications
Weibo #GE 中国
#
External communications

21. China-specific EVP
• Research
• Brand development
• Attributes
• EVP statement
• Local evidence
• Stories

22. China-specific communications

23. Video, ads, ERP, L&D materials

24. GE – Employer Brand Toolkit

25. Local feedback so far
“I must say that this core EVP Statement
…Sharing a Belief, Making it Real…
18,000 people in China really feel it sums up what
it feels like to work at this organisation.”
Geoff Lee – Director of Communications, GE China
Employer Brand Summit – Shanghai, Dec 2012

26. Starting with China?
• Where the immediate need is
• Core part of longer-term strategy
• Often little local understanding or existing precedent
• Established in Taiwan - starting to move the high-tech side to China
• Not well-known in China
• US HQ (and lead on the project)
• English as the business language

27. Challenges for MNCs in hiring Chinese staff
• Creative thinking & innovation
• Decision making, taking responsibility, being proactive
• Grey areas and ambiguity
• Saving face & harmony
• People who aren’t political
• English language ability
• Desired attributes can conflict fundamentally

28. Differences in messages
Western messages often focus on ideas like:
Empowering Individual Creative Responsibility
Accountable Collaboration Inspiring Proactivity
Chinese messages converge on harmony & ‘dreams’
梦想起航的地方 where dream sets
off
追梦之旅，请君同行 the journey to pursue dreams awaits your
boarding
我们信仰梦想 we believe in
dream
忠于信仰，实现梦想 hold on to faith, make real
(our) dreams

29. Two current (unanswered) questions in EB
To what extent should global businesses change the
message and adapt their culture to engage local talent?
To what extent should global businesses enforce a
culture that has worked elsewhere, using those
messages to filter out the wrong people?

30. Mix of messages, ideas & languages
Brand books:
Local language
Localised content
Materials:
Available for English-speaking
managers/employees too

31. But market-specific feel – including SM

32. Daimler – Mercedes Benz
• Hugely complicated talent challenges
• Business structures vastly different in China - JVs
• All divisions present – but not understood
• Long-standing business at home, relatively new in China
• Consumer brand too well-known
• Developing quickly – but huge lack of experience in the market
• Fixed term ex-pat contracts challenge continuity & trust
• Relatively new – high reliance on Headhunters
• Challenge in consistency across fragmented media channels
• Few benchmarks in place

36. Measures of improvement – strong EVP
20% increase in the pool of potential employees
Corporate Executive Board
McDonald’s UK “would consider applying or encourage application” rose by 41%
10% - 20% less in compensation premiums
Corporate Leadership Council
EVP viewed as unattractive requires a 21% premium to attract candidates
EVP viewed as attractive requires only an 11% premium
Employees up to 20% more productive
Hewitt Associates.
Human Capital Foresight Research.
Reduction in replacement costs (150% or more of salary)
Strategic HR Management/EMA Staffing Metrics Study

37. Direct measures of improvement
Ratio of offers accepted - compared to competitors
(Microsoft, GSK – increase from 83% - 96%)
Reduction in head-hunter spend
• Global pharma client reduction from 53% to 27% in 24 months following 2007 EVP
launch reduced hiring costs by c. $850,000
% senior roles filled locally
Referral rates
• McDonald’s recommendation rate went from 51% to 86% in 12 months
Successful at first sift – Consultancy increased success by 25%

38. Final thoughts
• Speed of growth in emerging markets requires more than BAU
• Multinational-Western-Global attitudes/perceptions are often
misaligned
• Early days to judge the impact of cultural clashes
• A clear EVP gives clients consistency & structure
• A tailored EVP gives them competitive advantage
• The bigger the market the bigger the potential for success…
…or for mistakes.

39. For more information please visit
www.oneagentglobal.com
oneagentglobal.com