5. GLOBAL PRACTICE SURVEY
GROUP 1 - SMALL
545
450
219
GROUP 2 - MEDIUM
GROUP 3 - LARGE
Companies with less than 1 000 full time employees
Companies with 1 000-10 000 full time employees
Companies with more than 10 000 full time employees
270
GROUP 4 - WMAE
World’s Most Attractive Employers –among the most attractive
employers in at least 6 of the 12 largest economies in the world
Conducted January-April 2016 among 2500+
managers responsible for Employer Brand
management at the global and local level
7. FOUNDATIONS – Typical Structure
Most EVPs incorporate a core positioning and pillars
BOLD: We’re not afraid to take risks
AMBITIOUS: We work with smart people to solve big problems
OPTIMISTIC: We can make the world better together
THRIVING: We’re just getting started
WELCOMING: We respect and embrace different people and
perspectives
8. TERRITORIES
The Seven Basic Plots The Nine Employer Brand
Positioning Territories
TeamworkPerformance
Career
Status
Learning
Purpose
Innovation
Reward
Empowerment
15. TERRITORIES – Positioning vs. Student attraction drivers
Some mismatches but general attractiveness not the only factor
Employer Attributes (WMAE) EVP Inclusion Relative Attraction (RANK)
% Business Engineering / IT
Training & Development 38 2nd 4th
Inspiring Purpose 30 19th 17th
Innovation 29 17th 1st
Clear path for advancement 25 12th 13th
High level of responsibility 25
Creative / dynamic environment 24 5th 2nd
Diversity & inclusion 23
16. TERRITORIES – The Power of Purpose
1. Alignment with corporate purpose and values
Two good reasons to build Purpose into your EVP
28%
One of the most commonly shared characteristics
of the 18 enduringly successful companies that
Collins and Porras studied in ‘Built to Last’ was a
clear statement of purpose.
17. TERRITORIES – The Power of Purpose
Two good reasons to build Purpose into your EVP
2. To attract purposeful people
28%
Purpose-Driven People
(helping others / making things better
/ meaningful work)
Status-Driven People
(Financial gain / getting ahead /
achieving higher status)
72%
18. TERRITORIES – The Power of Purpose
2. Purpose-driven people perform better
Significantly more likely to:
• Achieve higher performance scores
• Build stronger relationships
• Be net promoters of the organization
• Rise to Director level positions
Source: Imperative Workforce Purpose Index Study - 2015
19. LOCALIZATION – Top 3 Attraction Drivers per Country
Source: Universum Survey - 2016
Australia
Innovation
Canada
Innovation
Germany
Innovation
India
Innovation
UK
Innovation
USA
Innovation
China
Italy
France
Russia
Brazil
Japan
Engineering / IT Attraction Drivers
TOTAL
1. Innovation
20. LOCALIZATION – Top 3 Attraction Drivers per Country
Source: Universum Survey - 2016
Australia
Innovation
A creative and dynamic work environment
Canada
Innovation
A creative and dynamic work environment
Germany
Innovation
India
Innovation
A creative and dynamic work environment
UK
Innovation
USA
Innovation
A creative and dynamic work environment
China
A creative and dynamic work environment
Italy
A creative and dynamic work environment
Engineering / IT Attraction Drivers
TOTAL
1. Innovation
2.
3. Creative / dynamic environment
France
Russia
Brazil
Japan
21. LOCALIZATION – Top 3 Attraction Drivers per Country
Source: Universum Survey - 2016
Engineering / IT Attraction Drivers
TOTAL
1. Innovation
2. High future earnings
3. Creative / dynamic environment
Australia
Innovation
A creative and dynamic work environment
Canada
Innovation
A creative and dynamic work environment
High future earnings
Germany
Innovation
Competitive base salary
India
Innovation
A creative and dynamic work environment
High future earnings
UK
Innovation
Professional training and development
High future earnings
USA
Innovation
A creative and dynamic work environment
China
A creative and dynamic work environment
Italy
A creative and dynamic work environment
France
High future earnings
Russia
High future earnings
Brazil
Japan
22. LOCALIZATION – Top 3 Attraction Drivers per Country
Source: Universum Survey - 2016
Engineering / IT Attraction Drivers
TOTAL
1. Innovation
2. High future earnings
3. Creative / dynamic environment
4 Professional training & development
Australia
Innovation
A creative and dynamic work environment
Professional training and development
Canada
Innovation
A creative and dynamic work environment
High future earnings
Germany
Innovation
Competitive base salary
India
Innovation
A creative and dynamic work environment
High future earnings
UK
Innovation
High future earnings
Professional training and development
USA
Innovation
A creative and dynamic work environment
Leaders who will support my development
China
A creative and dynamic work environment
Professional training and development
Italy
A creative and dynamic work environment
Professional training and development
France
High future earnings
Russia
High future earnings
Professional training and development
Brazil
Professional training and development
Japan
23. LOCALIZATION – Top 3 Attraction Drivers per Country
Source: Universum Survey - 2016
Engineering / IT Attraction Drivers
TOTAL
1. Innovation
2. High future earnings
3. Creative / dynamic environment
4 Professional training & development
Australia
Innovation
A creative and dynamic work environment
Professional training and development
Canada
Innovation
A creative and dynamic work environment
High future earnings
Germany
Innovation
Competitive base salary
Secure employment
India
Innovation
A creative and dynamic work environment
High future earnings
UK
Innovation
Professional training and development
High future earnings
USA
Innovation
A creative and dynamic work environment
Leaders who will support my development
China
A creative and dynamic work environment
Professional training and development
Good reference for future career
Italy
A creative and dynamic work environment
Professional training and development
Challenging work
France
High future earnings
A friendly work environment
Challenging work
Russia
High future earnings
Professional training and development
Market success
Brazil
Professional training and development
Good reference for future career
Clear path for advancement
Japan
Challenging work
Respect for its people
Attractive/exciting products and services
24. LOCALIZING – Global Local Content
WMAE – Campaign localization?
37%
47%
37%
23%
One global campaign
Targeted campaigns for graduates / experienced
hires
Targeted campaigns by region / country
Targeted campaigns by job function
25. LOCALIZING – Global Local Content
68% of the WMAE have published Employer Brand Guidelines
94%
79%
79%
67%
65%
51%
1%
Definition of our employer brand promise/EVP
Creative identity / visual expression
Recruitment advertising headlines / taglines
Advertising / communication templates
Guidance on social media application
Guidance on internal communication
Other
37. SOCIALIZING – Content development
92%
88%
66%
48%
46%
28%
Employer websites / career sites
LinkedIn
Facebook
YouTube
Twitter
Instagram
WMAE – Which of the following have you developed employer brand content for?
38. SOCIALIZING
WMAE content planning and creation
Content Creation ResponsibilityContent Planning for Social Media Channels
38%
41%
20%
2%
As and when needed
2-3 months in
advance
6-12 months in
advance
more than a year in
advance
56%
22%
12%
11%
A dedicated team within
Talent
Marketing/Employer
Branding
Various teams across the
business
Corporate marketing
Outsourced to an agency
or consultant
39. EXPERIENCE
72%
71%
54%
53%
44%
43%
41%
34%
31%
26%
24%
19%
15%
11%
Candidate management
On-boarding and orientation
Talent management
Career development
Leadership development and…
Flexible working
Learning programs
Performance management
Compensation & benefits
Physical working environment
Recognition schemes
Alumni programs
Organisation design
Exit management
WMAE application of EVP to experience management?
40. METRICS
70%
65%
61%
50%
42%
65%
60%
47%
44%
37%
37%
34%
30%
26%
23%
Preference ranking vs talent competitors
Brand awareness
Consideration
Employer brand image
Social brand engagement
Source of hire
Application volumes
Quality of hire
Conversion ratios
Time to hire
First year employee attrition levels
Cost per hire
Hiring manager satisfaction
Source of influence
First year employee performance evaluations
WMAE measures
Employer
Brand
Measures
Recruitment
Measures
To what extent are you decisions data-
driven?
Always 11%
Frequently 39%
Occasionally 38%
Rarely 11%
41. EMPLOYER BRAND INDEX
Brand
How attractive is your
brand to your external
target audiences?
How strongly associated
/ distinctive are your
EVP attributes?
Which attributes most
appear to be driving
brand preference?
How engaged are your
current employees?
How consistently
delivered / experienced
are your EVP attributes?
Which attributes most
appear to be driving
employee engagement?
42. EMPLOYER BRAND MATURITY MODEL
Traditional
Developing
Advanced
Leading
Talent Acquisition siloed
from HR
Close alignment between
TA and HR
Close alignment between
HR & MarComms
Close alignment between
HR MarComms & C-Suite
EVP driven recruitment
marketing
EVP driven, internal-
external, talent marketing
EVP driven talent
management &
experience
Consistently branded
career / social sites
Active content
management & social
engagement
Employee generated
content, advocacy &
referral
Recruitment metrics
(CPH / TTH etc.)
Integrated metrics across
the employee life-cycle
Predictive, performance
driven analytics
HRD takes ultimate
accountability
CEO takes ultimate
accountability
Inconsistent job-focused
advertising
Reactive over-reliance
on agencies / paid media
Partnership
Focus
Channels
Metrics
Ownership
43. SUMMARY
• EVPs increasingly the foundation for employer brand marketing
• Inspiring purpose has become a dominant feature of WMAE positioning
• Most leading employers deploy a consistent visual identity
• But this is increasingly balanced with targeted campaigns and rich local content
• Most WMAE now have a dedicated content team and calendar
• WMAE are generally committed to experience management, but not there yet
• “Integrated’ employer brand metrics also still work in progress for many