Attracting High Achievers
Presented by Rachele FocardiSenior VP of Employer Branding & Talent Strategy
WHAT DO THEY EXPECT AND SEEK FROM THEIR CAREERS?
Universum syndicated research in 2016
Universum bespoke research in 2016
Global Experts
Mexico
Canada
USA
Colombia
Costa Rica
PanamaArgentina
Chile
PeruBrazil
Russia
Germany ItalyFrance
UKSpainNorway Sweden
FinlandDenmark
SwitzerlandPolandNetherlands
Austria IrelandBelgium Czech Republic
Portugal
Bulgaria* *Hungary
*Romania
China
Singapore
Australia
India
Japan Thailand
Malaysia
Hong Kong
Vietnam
Indonesia
Kazakhstan
Pakistan
*Philippines
MoroccoAlgeria Egypt QatarLebanonKuwaitGhana Kenya Nigeria UAETurkeySouth AfricaSaudi Arabia
New in 2016*
*South Korea
• Introduction
• Understanding High Achievers
• Qualities of an Attractive Employer
• Communication Touchpoints with Employers
• Implications for Employers
What we will uncover today
4
Increasing difficulty to recruit talent. Quality of candidates still a challenge
Double the recruitment activity, but only half growth driven – higher in emerging
markets
The diversity and complexity across markets call for highly localized approach
It’s all about Talent!
Information is power! Talent consumes data and generates content.
The source of corporate value creation has changed
63%OF CEOs ARE
CONCERNED
ABOUT
AVAILABILITY OF
KEY SKILLS
Source: The talent challenge:
Adapting to growth (PwC)
40%+ARE ”UNABLE” OR
“BARELY ABLE” TO
HIRE TALENT TO
MEET THEIR
BUSINESS NEEDS
Source: UNIVERSUM
2020 Outlook Study
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BIA
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Strongest trend talent surplus
Strongest trend talent deficit
Demand and supply for
talent in balance
THE MISMATCH: SUPPLY AND DEMAND FOR TALENT IN 2021Advances in technology, globalization as well as shifts in labor demographics and changing
customer needs will have the biggest impact on talent requirements for top firms.
Source: Oxford Group 2021 Talent Study
Numbers report the average annual % chance of the deficit/surplus
1.4%
1.3%
4.1%
5.6%
0.7%
0.9%
0.5%4.7%
0.3%
4.6%
7.3%
4.9%
0.4%
E7 COUNTRIES
BRAZIL
CHINA
INDIA
INDONESIA
MEXICO
RUSSIA
TURKEY
G7 COUNTRIES
CANADA
FRANCE
GERMANY
ITALY
JAPAN
UK
US
THE TALENT POOL IS MOVING FROM INDUSTRIAL TO EMERGING ECONOMIES
Over the next decade, the percentage of college-educated talent will rise to 60% in the E7 - some 217M workers, as opposed to 143M in the developed world.
Source: Oxford Group 2021 Talent Study
Contribution to total college-trained talent in the next
decade (2010-2021)
By 2025 Millennials and Gen Z will make more than 75% of the global workforce.
The Global Takeover
With the entry of Gen Z into the workplace, there will be up to 4 generations in
the workplace!
2.3 Billion Population worldwide!Turnover rate twice of
older workers
For an organization of 1000s of people, the
cost of replacing Millennials could be
millions annually
Boomers
Gen X
Millennials
Gen Z
The Millennials Timeline – East VS West
8
1978 - 2002
Millenials born
Millenials enter university
Millenials enter the job force
1996 - 2020
2000 - 2024
1986 - 2000
2004 - 2028
2008 - 2032
Millenials enter university
Millenials born Millenials enter the job force
USA
ASIA
‹#›
Employer Branding in 1913
How things have changed
In 2003, students wanted to...
“…build a sound financial base”
“…become leaders or managers
of people”
“…pursue education or
certification”
In 2016, students want to…
“...have work/life balance”
“…be secure or stable in my
job”
“…to be a leader or manager of
people” & “… to have an
international career”
In 2008, students wanted to...
“…feel dedicated to a cause”
“…work for a company with a
good reputation”
“…work for a company with a
friendly work environment”
‹#›
Would rather have no job
than a job they hate
50%
Work environment
more important than size of
their paycheck
80%
Say ability to learn/grow is essential to
their ideal job
87%
Think they deserve more
recognition than they get
80%
Are not completely
satisfied with their job
75%
Think they deserve their
dream job
90%33%
Choose recognition over higher
pay
A Cultural Revolution in the Workplace
Time
Decis
ion
Fa
cto
rs
IndustryBrand
Role
Environment
Change in Expectations of Employers
Remuneration is less important to talent
Competitive Base Salary has
been steadily declining
globally over the last 6 years
as a key attraction driver.
So… what would talent
never give up on no matter
how much money they are
offered?
• Introduction
• Understanding High Achievers
• Qualities of an Attractive Employer
• Communication Touchpoints with Employers
• Implications for Employers
What we will uncover today
The Universum Career Profiles
are future-oriented individuals who ultimately want to be managers and
leaders of groups of people in a business environment. They have no
problem starting from the bottom and learning what each rung on the ladder
is like. In fact, many Careerists consider this process imperative to being a
well-rounded leader later on in their careers. Careerists tend to be ambitious,
but are also team-oriented, so they often bring others up along with them
(riding their coattails so to speak). Careerists are also adaptable, meaning
they are not set on any one way of achieving success and will instead do
whatever they need to in order to adjust to a given situation.
are curious and creative individuals who are primarily focused on challenging
and innovative work. When searching for job opportunities, entrepreneurs
look for fast-growing companies that share their entrepreneurial spirit.
Entrepreneurs tend to be solution-focused, which means they are most
effective when there is an active problem to solve. They lean towards
leadership roles and are focused on team dynamics. Entrepreneurs can bore
quickly if they feel stagnant, which means they are always looking to lead
their team to new challenges.
are responsible and loyal individuals who are happy to take on
responsibilities for the good of the team. Their friendliness and comfort
around others makes them natural leaders, and their desire for harmony
makes them excellent in team-oriented settings. They are also very
successful when taking internships, as they find it easy to get along with
whomever they are working for. Their driver is happiness. They would like to
have a stable job where they are among nice colleagues.
are eager to search for new business opportunities and expect a competitive
compensation as well as career advancement and high future earnings. A
hunter is wired to be solution-focused, which enables him or her to provide
answers for customer problems, which is an important facet for salespeople.
Hunter personalities experience a continuous personal renewal. They are
able to show growth and project how their skill sets will most benefit an
organisation. This adaptive quality is a highly valued trait in dynamic
organisations.
want to work in organizations that value and respect their employees, while
taking an ethical stand on issues of corporate responsibility. As might be
expected, an idealist values environmental sustainability and wants to align with
companies that share the same values. Although idealists are dedicated to
causes for the greater good, they are not merely dreamers and can offer viable
solutions that often include creative experimentation. Idealists are fully capable
of envisioning a higher state while implementing and leading teams in task-
focused efforts.
tend to be “big-picture” individuals who focus primarily on the future instead of
day-to-day or historical situations. They usually (but not always) know relatively
early on in their lives that they want to have an international career and are
usually interested in building international connections. Companies that are
global in scope, or at the very least companies that have offices and/or
operations in multiple parts of the world, will be most appealing to
Internationalists. They are curious, open-minded and they value social
interaction.
are able to see the big picture in any situation, which helps them inspire both
their teams and themselves. They prefer the numerous benefits of working with
others in a team environment, rather than being a “lone-wolf”. Leaders aren’t
afraid of being responsible for situations. They see responsibility as something
to be desired and sought after. Because they understand that, their success or
failure is ultimately in their own hands. Leaders are also quite introspective; they
can look inward and assess themselves honestly and, when necessary, harshly.
Before starting their careers, leaders are often involved in various types of
organisations, and are often responsible for the founding and growth of projects.
CAREERISTS
ENTREPRENEURS
HARMONISERS
HUNTERS
IDEALISTS
INTERNATIONALISTS
LEADERS
Top 3 Profiles of High-Achievers: Careerist, Internationalist & Hunter
CAREERISTS INTERNATIONALISTSHUNTERS
Source: Universum’s Attracting High Achievers 2016
Each year, Universum gathers insights about the career expectations of more than 1,500,000 career seekers from 57 Countries. The following insights focus on business students and recent graduates from The Times Higher Education World University Rankings 2015–2016.
SCOPE
They tend to seek more international exposure, leadership and professional experiences
60%
54%
52%
51%
50%
48%
32%
31%
28%
27%
57%
58%
43%
48%
41%
36%
35%
26%
25%
18%
0% 20% 40% 60%
I have had a summer job in my home country
I have had part-time jobs outside my area ofstudy
I have travelled abroad
I have been a group leader in student events
I have had a leading role in studentorganizations
I have done internships/apprenticeship in myhome country
I have had part-time jobs within my area ofstudy
I have been a tutor (e.g. in math orlanguages)
I have been a team leader in a sport club
I have studied abroad High Achievers
Other Students
WHICH OF THE FOLLOWING EXPERIENCES DO YOU HAVE?High Achievers versus Other Students
Source: Universum’s Attracting High Achievers 2016
Work/life balance is the top career goal
WHICH OF THESE CAREER GOALS ARE MOST IMPORTANT TO YOU?High Achievers versus Other Students
Source: Universum’s Attracting High Achievers 2016
• Introduction
• Understanding High Achievers
• Qualities of an Attractive Employer
• Communication Touchponts with Employers
• Implications for Employers
What we will uncover today
REPUTATION & IMAGE
JOB CHARACTERISTICS
PEOPLE & CULTURE
REMUNERATION &
ADVANCEMENT
EXTRINSIC INTRINSIC
SOFT
HA
RD
Drivers of Employer Attractiveness
• A creative & dynamic work environment
• A friendly work environment
• Commitment to diversity and inclusion
• Integrate personal interests in my schedule
• Interaction with international clients/colleagues
• Leaders who will support my development
• Recognising performance (meritocracy)
• Recruiting only the best talent
• Respect for its people
• Support for gender equality
• Challenging work
• Customer focus
• Flexible working conditions
• High level of responsibility
• High performance focus
• International travel/relocation
• Professional training and development
• Secure employment
• Team-oriented work
• Variety of assignments
• Clear path for advancement
• Competitive base salary
• Competitive benefits
• Good reference for future career
• High future earnings
• Leadership opportunities
• Overtime pay/compensation
• Performance-related bonus
• Rapid promotion
• Sponsorship of future education
• Attractive/exciting products and services
• Corporate Social Responsibility
• Corporate transparency
• Ethical standards
• Fast-growing/entrepreneurial
• Innovation
• Inspiring leadership
• Inspiring purpose
• Market success
• Prestige
2323
Beyond high future earnings, they look for leaders that support their development and crave creative and dynamic work that will challenge them
MOST ATTRACTIVE ATTRIBUTES
Employer Reputation & Image People & Culture
Remuneration & Advancement Opportunities Job Characteristics
CanadaHigh future earnings
Leaders who will support my development
Clear path for advancement
ChinaGood reference for future career
A creative and dynamic work environmentEnabling me to integrate personal interests in my
schedule
GermanyCompetitive base salary
High future earnings
Attractive/exciting products and services
Hong KongProfessional training and development
Good reference for future career
A friendly work environment
NorwayA friendly work environment
Corporate social responsibility
Variety of assignments
SingaporeA friendly work environment
Professional training and development
Leaders who will support my development
SwedenHigh future earnings
Good reference for future career
A creative and dynamic work environment
Switzerland Professional training and development
Good reference for future career
Variety of assignments
United KingdomHigh future earnings
Professional training and development
Leaders who will support my development
United StatesLeaders who will support my development
High future earnings
A creative and dynamic work environment
1. High future earnings
2. Leaders who will support my development
3. A creative and dynamic work environment
4. Professional training and development
5. Leadership opportunities
6. Good reference for future career
7. Clear path for advancement
8. A friendly work environment
9. Secure employment
10. Market success
Source: Universum’s Attracting High Achievers 2016
WHICH ATTRIBUTES DO YOU PERCEIVE AS THE MOST ATTRACTIVE?High Achievers
Differences in Employer Preferences
BIGGEST DIFFERENCES BETWEEN HIGH ACHIEVERS AND OTHER STUDENTSHigh Achievers versus Other Students
Source: Universum’s Attracting High Achievers 2016
High Achievers ranked prestige, variety of assignments and recruitment of best talents higher while placing lesser importance on a friendly and respectful work environment compared to other students
They are drawn to industries where salaries are generally higher and work is potentially more prestigious, strategic and challenging.
Most attractive industries:• Management and strategy consulting• Banks and Financial Services• Auditing and Accounting
Least attractive industries:• Agriculture• Shipping• Arts• Entertainment & Recreation
Source: Universum’s Attracting High Achievers 2016
World’s Most Attractive Employers High achievers VS Non-High Achievers
Source: Universum’s 2016 World’s Most Attractive Employers
Employer 2016 2015 Employer 2016 2015
Google 1 1 IBM 26 26
EY (Ernst & Young) 2 2 Sony 27 20
Goldman Sachs 3 6 Barclays 28 23
PwC (PricewaterhouseCoopers) 4 3 Nestlé 29 22
McKinsey & Company 5 7 IKEA 30 29
Deloitte 6 5 LVMH Moët Hennessy Louis Vuitton 31 35
Apple 7 9 HSBC 32 28
KPMG 8 4 Credit Suisse 33 27
J.P. Morgan 9 8 Grant Thornton 34 33
The Boston Consulting Group (BCG) 10 10 GE 35 36
Microsoft 11 12 PepsiCo 36 34
L'Oréal Group 12 14 UBS 37 32
Morgan Stanley 13 13 Daimler/Mercedes-Benz 38 38
Procter & Gamble (P&G) 14 11 Intel 39 41
BMW Group 15 16 AB InBev 40 45
Bain & Company 16 15 Volkswagen Group 41 37
Unilever 17 18 Heineken 42 44
Bank of America (BofAML) 18 19 Oracle 43 54
Nike 19 - - Ford Motor Company 44 43
Deutsche Bank 20 17 General Motors 45 49
The Coca-Cola Co. 21 25 Dell 46 48
adidas group 22 31 Samsung 47 50
Johnson & Johnson 23 21 Shell 48 39
Citi 24 24 Toyota 49 52
Accenture 25 30 3M 50 46
Employer 2016 2015 Employer 2016 2015
Google 1 1 Bain & Company 26 25
Apple 2 7 Deutsche Bank 27 23
EY (Ernst & Young) 3 3 LVMH Moët Hennessy Louis Vuitton 28 34
Goldman Sachs 4 4 Accenture 29 33
PwC (PricewaterhouseCoopers) 5 2 Citi 30 28
Deloitte 6 6 Barclays 31 27
Microsoft 7 8 PepsiCo 32 30
KPMG 8 5 GE 33 35
L'Oréal Group 9 11 Grant Thornton 34 37
J.P. Morgan 10 9 HSBC 35 29
McKinsey & Company 11 12 Daimler/Mercedes-Benz 36 32
The Boston Consulting Group (BCG) 12 13 Heineken 37 38
Procter & Gamble (P&G) 13 10 Credit Suisse 38 31
Morgan Stanley 14 14 Intel 39 41
BMW Group 15 15 Volkswagen Group 40 36
Nike 16 - NEW AB InBev 41 43
Sony 17 16 Ford Motor Company 42 39
The Coca-Cola Co. 18 20 Oracle 43 52
adidas group 19 24 Toyota 44 48
Unilever 20 17 UBS 45 40
Johnson & Johnson 21 22 General Motors 46 45
Bank of America Merrill Lynch 22 19 Samsung 47 50
IKEA 23 26 Shell 48 42
IBM 24 21 Dell 49 47
Nestlé 25 18 3M 50 46
• Introduction
• Understanding High Achievers
• Qualities of an Attractive Employer
• Communication Touchpoints with Employers
• Implications for Employers
What we will uncover today
How many hours a day is talent spending on social media?
Bra
zil
More than you think.Average numbers of hours per day spent by social media users (16-64)
on all social media channels as of January 2015, by country
GlobalWebIndex; We Are Social | 16-64 years
4 4
44 4
44
33
33 3
33
3 3 32
22 2 2 2
22 2
22
1
1
Arg
entina
Phili
ppin
es
Mexic
o
Thaila
nd
UA
E
Mala
ysia
South
Afr
ica
Vie
tnam
Saudi A
rabia
Turk
ey
Indonesia
United S
tate
s
Russia
India
Italy
Sin
gapore
Glo
bal A
vera
ge
United K
ing
dom
Pola
nd
Canada
Austr
alia
Germ
any
Fra
nce
Spain
Neth
erlands
Hong
Kong
Chin
a
South
Kore
a
Japan
Bra
zil
1 in 3 minutes spent on a mobile device is spent on a
Facebook property(Facebook, Instagram, WhatsApp, etc.)
4Nielsen Link
WHICH CHANNELS DO YOU USE IN GENERAL TO LEARN ABOUT POTENTIAL EMPLOYERS?
Top Channels to research on Potential Employers
60%
52%
48%
44%
38%
38%
37%
35%
0% 20% 40% 60%
Employer websites
Career fairs
Social media
Employer presentations on campus
Job boards (sites where job openings are posted)
Career guidance websites
Lectures/case studies as part of curriculum
University press & student organisationpublications
Employer advertisements in social media
Career and job related appsHigh Achievers
61%
63%
9CHANNELS ARE THE
AVERAGE NUMBER OF
PLATFORMS HIGH
ACHIEVERS USED TO
RESEARCH EMPLOYERS
Source: Universum, Global Talent Survey, 2016
Top Online Networks
Source: Universum, Global Talent Survey, 2016
used by students in 2016
22.86%
22.88%
23.38%
25.14%
35.22%
35.62%
43.73%
55.85%
69.10%
87.28%
Snapchat
Skype
Online network/community from myuniversity/career center
Google+
YouTube
GLOBAL AVERAGE
87%OF STUDENTS IN 2016
SELECTED FACEBOOK AS
THE MOST USED SOCIAL
MEDIA CHANNEL
STUDENTS
EMPLOYERS
SEARCHING FOR INFORMATION ABOUT EMPLOYERS
62%
85%
15%
41%
76% 83%
21%
48%54%
84%
11%
39%
73%85%
16%
39%
72%89%
21%
50%45%
86%
14%
40%
Facebook LinkedIn Instagram Twitter
Global APAC Europe LATAM Middle East NorthAm
FOLLOWING EMPLOYERS
APPROACHING STUDENTS
71%78%
62%75%72% 79%
53%68%64%
76%
56%
75%85% 84% 81% 85%
69%84%
56%67%
55%
79%
58%72%
Facebook LinkedIn Instagram Twitter
47%
71%
9%
29%
64% 70%
12%
39%41%
69%
7%
28%
57%72%
7%24%
63%83%
16%
44%26%
70%
7%24%
Facebook LinkedIn Instagram Twitter
Overview of Student-Employer interaction on Social Media
Source: Universum, Global Talent Survey, 2016
• Introduction
• Understanding High Achievers
• Qualities of an Attractive Employer
• Communication Touchpoints with Employers
• Implications for Employers
What we will uncover today
Source: Universum, Millennials’ 6-part series – You Got Us Wrong, 2014
Support their desire for work/life balance
WHAT DOES WORK/LIFE BALANCE MEAN TO YOU?Top 5, by region
Millennials across regions define work/life balance differently, but the main definition is to have enough leisure time for my private life
Source: Deloitte, The 2016 Deloitte Millennial Survey, 2016IDEAL VERSUS CURRENT NUMBER OF HOURS SPENT ON SPECIFIC TASKSNumber of hours currently/ideally spent on each task in a typical week
“Professional training and development”
& “Clear path for advancement” are
among the top 10 most important
attributes for High Achievers
Young professionals want significantly more time devoted to the development of their leadership skills and to coaching and mentoring.
Provide a Development Roadmap
Build an Employer Brand that resonates
ALL EMPLOYERS HAVE
AN EMPLOYER BRAND
THERE IS AN INTERNAL
AND AN EXTERNAL
PERSPECTIVE
THE CORE OF THE
BRAND IS THE EVP
AN EFFECTIVE
STRATEGY NEEDS A
SOLID FOUNDATION
Strategic framework to build TRUE, DISTINCT and ATTRACTIVE employer brands
38
An ideal employer profile
Flexible working
conditions
Attractive/exciting products and services
Support for gender equality
Team oriented work
Fast-growing/ entrepreneurial
Inspiring Leaders
Corporate Social Responsibility
A creative and dynamic work environment
Control over my number of working hours
A friendly work environment
Innovation
Source: Universum Talent Survey
Have a Purpose that Connects your EVP Themes
Companies that express their purposes and explain the
reasons why you should go to work every day build:
Stronger employer brands
Stronger corporate brands
The most effective way to communicate the purpose
and the employer value proposition is to humanize
the brand:
Use real employees to tell the stories
EVP
Theme 1
EVP
Theme 2
EVP
Theme 3
PURPOSE
Craft a Compelling Story of your Purpose
Connect your story with your Business Strategy
Share your stories based on what is true, distinct and attractive
#3 Most Important Attribute among High Achievers Globally A Creative & Dynamic Work Environment
Humanize your Employer Brand by empowering your employees to be your Brand Ambassador
Once you have identified your key communication themes, bring it to life through advertising-led messaging with a variety of personal, story-led
content.
Employee Attributes The Inside Story My Professional Life
I was you 12 months ago Work/life balanced Quiz Mondays
Conduct employee interviews for your content.
Universum research states that the majority of
social connections with employers are so that
talent can ‘see what it’s like to work inside”.
A series of interviews with middle and senior
managers in various divisions. Questions like:
Q: Give us your career story in a nutshell. We’d
love to hear what brought you to where you are
now?
Q: What are some of the current and future
challenges of your role?
Q: What has been the proudest
moment/achievement in your career thus far?
A full week inside the life of a young professional
at your company. The goal is to show more than
just the job - what does your life look like when
you’re employed? What does a pay check and a
great job do for you?
The audience can see what people like them are
doing, how they are enjoying their lives and relate.
The employer gains the positive halo effect from
these stories of empowerment.
A retrospective series of posts showing the
audience the personal, emotional, social and
professional growth an intern, trainee, or young
professional has had at your company.
The goal is to allow the audience to relate and be
inspired by the success of a talent just like them.
A casual look into the other half of your
employees lives. What are their passions? Where
do senior management do on their holidays?
A question and answer trivia around specific
practice areas. Marketing Mondays, Engineering
Tuesdays and other quiz days create regular
interaction and position you as a employer who
looks for high-achievers and a focus on
excellence
Concepts to bring your strategy to life
Go from Good to GREAT at Attracting High Achievers
Know your target talent persona Understand their goals and attitudes towards their career
Manage your Employer Brand Align your brand values to be true, distinct and attractive
Build a strong Social Presence Embrace storytelling to resonate with your target group in
your communication Be present at the channels where they are and share your
brand values
The best employer brands understand the unique, distinct and credible values of their company and build
this into all of their talent communications.
What is your organization doing to build its employer brand and stand out from the crowd?
Rachele Focardi
Global Employer Branding Advisor
Thank you!
After six year of working with the Asian market, Rachele finally relocated to Singapore in 2011 to help global and local organizations build, strengthen and localize their Employer Brand across the region.
Rachele discusses global and regional recruitment trends around the globe (most recently in China, Singapore, The Philippines, Thailand,
Dubai, UK, Sweden, India, Canada and the United States).
Rachele leads workshops with the HR, Marketing and Communications Executives helping them to redefine, strengthen and localize their
Employer Value Proposition to better resonate among all target audiences.
Rachele advises the largest organizations in the world helping them to maximize and leverage their strengths as an employer and to lay the
foundation for successful development of employer branding strategies.