Masterclass: Harmonizing A Multigenerational Workforce With One Employer Brand

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click hereMasterclass: Harmonizing A Multigenerational Workforce With One Employer Brand

By Rachele Focardi, SVP, Employer Branding and Talent Strategy - APAC

Which Generation Do You Belong To?

Baby Boomers (born between

1946 and 1964)

Generation X (born between 1965 - 1980)

Generation Y (born after 1980)

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A

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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

1.

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2. Understanding the Multigenerational Workforce

3. Creating One Attractive Employer Brand to All Generations of Talent

Overview about Universum

Agenda

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

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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

ArgentinaBrazil

CanadaCosta Rica

Dominican RepublicMexico

USA

AustriaBelgiumBulgariaDenmarkFinlandFrance

GermanyHungary

ItalyNetherlands

NorwayPoland

RomaniaRussiaSpain

SwedenSwitzerland

UKUkraine

AustraliaChina

Hong KongIndia

IndonesiaJapan

MalaysiaPhilippinesSingapore

South KoreaVietnamThailandTaiwan

New Zealand

AlgeriaCentral Africa

EgyptLebanonMoroccoPakistan

Saudi ArabiaSouth Africa

TunisiaTurkeyUAE

OUR GLOBAL FOOTPRINT

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Our clients and media partners

Some of the world’s most attractive employers

Some of the world’s most trusted publishers

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2.

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3. Creating One Attractive Employer Brand to All Generations of Talent


Understanding the Multigenerational Workforce

Agenda

EXERCISE: GOING BACK IN TIME…

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1978

1996

2000

2002

2020

2024

Gen Y born

Gen Y enter university

Gen Y enter the job force

1981

2000

2004

2010

2024

2032

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

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.

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• 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)

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?

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Gen

erat

ion

XStrive 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

Gen

erat

ion

Y

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

What Employers in Asia Pacific Know & Feel about Differences Within A Multigenerational Workforce

Thaila

nd

China

Austra

liaIn

dia

New Z

eala

nd

Indo

nesia

Mal

aysia

Singa

pore

Hong

Kong

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

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…

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Do you find it hard to work with colleagues of other age groups?

What Different Generations Feel About Working Together

Overall results

Gen Y

Gen X

Late Boomers

Early Boomers

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

29%

35%

32%

24%

19%

47%

47%

47%

46%

45%

22%

16%

19%

29%

35%

Yes, frequently Yes, sometimes No, rarely No, never

Source: “Harnessing the potential of Singapore’s multi-generational workforce”. TAFEP

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What Different Generations Feel About Working Together


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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.


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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


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EXERCISE: COMING BACK TO REALITY

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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

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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.

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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?

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3.

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2. Understanding the Multigenerational Workforce

Creating One Attractive Employer Brand to All Generations of Talent

Agenda

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

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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.

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Employer Branding Is A Strategic, Long-Term Process

To what extent does your long-term employer branding strategy help you:

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 per-formance

38%

25%

22%

22%

18%

17%

15%

41%

45%

39%

38%

37%

39%

40%

13%

20%

26%

29%

32%

30%

30%

Very Important 4 3 2 Not Important

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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

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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

IdentityThe image, career and

opportunities your company can offer

“Who you really are”

ImageThe external view and position

of your company

“Who people think you are”

UNIVERSUMYEARLY STUDENT

SURVEYS

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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

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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.

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?

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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

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“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

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Takeaways For Today

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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

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 FOCARDISVP, EMPLOYER BRANDING AND TALENTSTRATEGY - [email protected]+65.97297040Singapore

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.

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mailto:[email protected]

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Masterclass: Harmonizing A Multigenerational Workforce With One Employer Brand

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