armstrong craven insight projects portfolio · 2017-11-30 · 05 insight into hr analytics our...

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Excerpts from XXXXX

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ARMSTRONG CRAVEN INSIGHT

PROJECTS PORTFOLIOA selection of Armstrong Craven Insight project work

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Armstrong Craven Insight Projects Portfolio

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Projects Portfolio Introduction 02

01 Best Practice Benchmarking 04

02 New Market Entry 10

03 Talent Pipeline Research 16

04 Competitor Insight 22

05 Gender Diversity 28

06 Employer Brand Perception 34

07 Female Talent Landscape 40

08 Confidential New Product Research 46

09 Location Feasibility 52

10 Functional Insight 58

11 Market insight 64

About Us 70

CONTENTS

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PROJECTS PORTFOLIO

INTRODUCTION

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A SELECTION OF ARMSTRONG CRAVEN INSIGHT PROJECT WORK

Armstrong Craven Insight builds a richer picture of your business markets and prospective markets. It all adds up to fuller understanding and better-informed business decisions.

We already have deep knowledge of key industry sectors around the world. In each, we go beyond the data and make it our business to keep abreast of trends and challenges in those markets, while identifying and tracking major players and emerging talents working in them. This kind of intelligence can add great value to a research project, but much of it can’t be found in data. Its source? People.

We gather the personal perspectives of influential figures working in those key industry sectors and put this knowledge to work for our clients. Informal channels such as these enable us to obtain discreet and unique insight not available from other sources. We do this quickly; gaining insights into markets that might take months to gather by traditional means. So you don’t just get the inside track, you get it faster and more cost effectively.

There is no one-size-fits-all approach to market intelligence. Every insight programme is crafted specifically for your business. We will build specific relationships in your business’ particular spheres of interest to bring you powerful intelligence in direct response to your particular needs. This is Armstrong Craven Insight.

What follows is an anonymised selection of our recent project work. Names have been changed and some company names removed in order to protect client confidentiality.

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EXCERPTS FROM

BEST PRACTICE BENCHMARKING

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INSIGHT INTO HR ANALYTICS

Our client, a global energy major, wanted to benchmark its HR analytics activity and strategy against the market. To ensure ongoing support at a senior level, there was a need to demonstrate the value case for continuing with HR analytics activity.

Our client needed to know how they compared against other progressive organisations in the market in terms of HR analytics strategy, team structure and output.

Through primary and secondary research we identified and investigated HR analytics teams, compiled best practices, and identified thought leaders in HR analytics. Armstrong Craven held in-depth interviews with a selection of key individuals in target organisations to gather insight on current activity and future people data strategy.

By undertaking a market investigation, our client has been able to remain ahead of the curve not only in strategy and implementation; they now know where to find this much sought-after HR analytics talent and how to best secure it.

In a time of turbulence within the energy industry, our key stakeholder has been able to demonstrate the value case for continuing with HR analytics and maintain buy-in for the development of the HR analytics team despite a spotlight on budgets for anything deemed non-core activity.

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WHERE HR ANALYTICS SITS WITHIN THE ORGANISATION

Within HR. Reporting line into Director of Talent

Within HR. Reporting line into Director, Workforce Management

Within HR. Reporting line into Global Head of Talent Development

Within HR. Reporting line into Group HR COO

Within HR. Reporting line into Chief Administration Officer, HR

SYSTEMS USED Workday. Cornerstone (cloud-based internal learning system)

MS Excel Oracle’s business intelligence Application (OBIA) and PeopleSoft

Oracle Business Intelligence Application (OBIA). HR technology solutions from SuccessFactors

PeopleSoft, SAP Business Objects

KEY CLIENTS Senior HR leaders and Executives

Global HRD, CFO, the Director of Workforce Management and the Line of Business HRDs

Senior HR leaders and Executives



TYPES OF OUTPUT • Market compensation comparison

• Global payroll cost analysis• Headcount analysis• Retention risk and impact

analysis• High performer analysis

• Critical analysis of total labour resource and total labour cost plans, detailed by line of business

• Restructuring projects • Workforce planning • Headcount projects

At present mainly supporting succession planning & recruitment. Aiming for:• Workforce productivity

metrics, ROI forecasts• Workforce demand & supply

forecasts, simulations on different strategic scenarios

• Keeping the business informed of joiners, leavers, absence, turnover and if they are getting good ROI

LEAD ROLE Head of HR, Risk, Governance, MI & Analytics (UK)

Head of Group Workforce Insight, Analytics & Reporting (UK)

Global Head of Workforce Analytics (US)

Global Head of HR Planning & Strategy, Human Capital Reporting & Analytics, HR Procurement (UK)

Group Head HR MI (UK) & Group Head, People Strategy, Insight & Change (UK)

MAIN BUSINESS-FACING ROLE

HR MI & Insight Partners (UK & Poland)

HR Analytics Managers (UK) VP Workforce Analytics (UK, US, Switzerland)

Relationship Managers, Global Reporting & Analytics (UK)

People Strategy & Insight Managers (UK)

LOCATION OF ANALYSTS UK Offshore Poland, US India UK

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Excerpts from Best Practice Benchmarking

RECRUITMENT INSIGHT

Throughout the engagement with key talent across the ten companies investigated, it was clear that expertise in HR analytics is recognised to be a new and evolving skillset. There were many references to needing a combination of technical expertise (being comfortable with data), commercial knowledge (to understand the business impact of the data) and highly advanced communication skills in order to interact effectively with senior stakeholders.

As a result of having already specialised in this area, most of the individuals engaged with wished to remain within the HR analytics space. The overall key attractor was the opportunity to work for a company within which the true value of HR analytics was appreciated at a very senior level. The desire to be involved in innovation and be part of a company which is taking HR analytics to the next level regarding predictive analytics also came across strongly.

COMPANIES HIGHLY RATED FOR HR ANALYTICSA wide variety of different companies were mentioned as being highly rated in HR analytics space. These views were informed by the respondents’ knowledge of, and direct interaction with, the companies in question. Respondents from seven out of ten companies mentioned Google as being at the forefront of HR analytics. Google was described as a ‘market leader’, progressive with an ‘analytical model nothing short of amazing’.

“ Google is setting the precedence in the HR industry for this function. Google has been very good at the predictive piece, developing this into a very engaging product” VP WORKFORCE ANALYTICS, CREDIT SUISSE

Other key findings are listed below:

• LinkedIn, Facebook and Amazon were the other online technology companies mentioned as possessing advanced HR analytics functions. They were deemed to be highly data-driven.

• Within the financial sector Bank of America, Deutsche Bank, Goldman Sachs and Standard Chartered were mentioned.

• Consultancies referenced included Aon Hewitt, Deloitte, Mercer, Accenture, and PwC.

• Apple and HP in the technology sector were also referred to as having good analytics functions.

Schneider Electric, United Health Corporation, Gap/Banana Republic, Boeing, Tesco, Coca-Cola, Boots, Merck Pharmaceuticals, Unilever and Proctor & Gamble were also referenced. One respondent also mentioned the NHS and the work they have been doing with PwC.

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CURRENT STRUCTURE OF HR ANALYTICSThe HR analytics function within Company A has recently gone through a restructure; it has been in its current form since July 2013 and is still going through transition, with the aim of this being in place by the end of October 2013. The function sits with HR and is headed by the Global Informatics Manager. He works closely with the Group HR Director, in terms of strategy, and he reports into the Global HR Shared Services Director.

The Global Informatics Manager team is global and is spread over three locations with two people in the US, one in Norway and three in the UK. Within this informatics team of six, there are four Data Single Points of Contacts (DSPOCs) and each is aligned to a sector that is most prevalent in their geography. In the US, Ms Shaw looks after Energy & Defence, in Norway Ms Green looks after Marine and in the UK there are two DSPOCS: one for Nuclear (open position), and the other is Mr Brown looking after CLE (Civil Large Engines) & CSME (Civil Small & Medium Engines).

The DSPOCs act in an account management capacity; they are fully immersed in their respective businesses and are client-facing so that they can understand the challenges.

Company A considers it beneficial to have the DSPOC team spread geographically: they can provide on-the-ground support to key business stakeholders as well as develop local knowledge relating to data privacy legislation. The exception to this model is that at present Asia Pacific is managed from the UK: they have not ruled out the possibility of having someone physically based in region in the future.

Whilst the DSPOCS are ‘front of house’, there is also a ‘back of house’ team supporting them who have more of a developer role, building technology in Excel in order to be able to create dashboards. This team has one person in the US and one person in the UK. The latter has a small Tools team reporting to him.

Global HR Shared Services Director

Global Informatics Manager

Informatics Specialist (USA)

DSPOC, Nuclear & GTSE functions (UK)

DSPOC CLE & CSME (UK)

Global Resourcing Operations MI Manager (UK)

Tools Team (UK)

DSPOC, Energy & Defence (USA)

DSPOC, Marine (Norway)

• DSPOC = Data single point of contact

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Excerpts from Best Practice Benchmarking

The deployment of HR analytics is at an early stage of developmentHuman Resources teams have had ‘HR Analytics’ teams for many years, but only now are they starting to rigorously correlate all this internal people-data to business data. Our working group research identified a four-stage maturity model for talent analytics, and we found that fewer than 8% of all companies are even close to stage 4. This means that most companies have barely started to tap into the huge reservoir of data they have about their employees.

JOSH BERSIN, BERSIN BY DELOITTE

The challenge to address a skills shortfall within the HR teamData analytics is where HR will go, I have no doubt. HR is grasping onto the concept of HR analytics because we are insecure as a profession. We are craving acceptance and respect from our business clients, and we think HR analytics is the way to get that because it’s got numbers in it. But we are woefully underprepared to take advantage of it. The basic maths and statistical skills just aren’t there in HR functions.

TIM PAYNE, PARTNER AND EUROPEAN HR DIRECTOR AT KPMG

What our research found is that the limitation is you. Only 6% of HR organisations feel that they have excellent analytic skills internally and most have not yet invested the time it takes to build a holistic analytics function. And our studies have shown that ultimately the talent analytics team should be part of the entire company-wide analytics function – because data about people, behaviours, customers, and products all relate to each other.

JOSH BERSIN, FROM BERSIN BY DELOITTE

How might HR analytics sit within an organisation?(It may be a scenario whereby) HR becomes slimmed down to an admin function and all the interesting data analytics goes elsewhere, to the COO’s office or even finance, which would be a shame as finance might have the crunching capability, but it doesn’t have the empathy or what it takes to manage people. Some HR functions will end up grasping the nettle, and others will fall by the wayside.

TIM PAYNE, PARTNER AND EUROPEAN HR DIRECTOR AT KPMG

Traditional financial data will always be an essential ingredient of transparent reporting, but we have finally reached the point where it is no longer enough to pay lip-service to the idea that HR analytics brings value. If organisations are to paint a full picture of their performance, shareholders and stakeholders must have access to information about the people and skills needed for survival today and success, tomorrow.

ROBERT BOLTON, PARTNER AND HEAD OF GLOBAL HR TRANSFORMATION CENTRE OF EXCELLENCE AT KPMG

The simple fact is that, if growth is to be stimulated, organisations need to re-skill, up-skill and reinvigorate their staff. Yet, only when HR teams capture and provide the Boardroom with metrics that clearly outline what action must be taken will it be possible to deliver HR programmes that build business results.

ROBERT BOLTON, PARTNER AND HEAD OF GLOBAL HR TRANSFORMATION CENTRE OF EXCELLENCE AT KPMG

SOUNDBITES

The challenges and developments in the HR analytics space is illuminated below by the expressions of some key protagonists in the field:

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EXCERPTS FROM

NEW MARKET ENTRY

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THE NIGERIAN TALENT LANDSCAPE

An existing global oil and gas client approached Armstrong Craven to provide advice on its planned expansion into a new African market from a talent perspective. Commercially, there was sound justification for moving into this market where exploration and production had vast potential.

Through our research based approach, Armstrong Craven provided intelligence on the market that included competitor information, a brand perception report through conversations with potential target talent, a profile of potential local and expat talent that the organisation could approach, recent project announcements, and market news.

Plus, we presented ideas for building relationships with local talent, relevant labour law requirements, job-seeking habits of the target population and recommendations on how to approach this market as well as the potential hurdles to be overcome.

As a result of this project, the organisation took the decision not to enter this market and instead, to extend operations in a neighbouring country, due to the high risks from a talent perspective that were highlighted by Armstrong Craven’s report.

By including talent insight in the strategic planning process, rather than the prevalence of talent being an after-thought, the organisation made substantial financial savings by thoroughly addressing people as a business risk.

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Armstrong Craven | Nigeria Talent Insight | Executive Summary 9

Challenges

SABOTAGE• ‘Bunkering’ (oil theft) is still prevalent in the Niger Delta; the practice has been

responsible for the majority of oil spills locally

• Increased pipeline vandalism, kidnappings and militant takeovers of oil facilities in the

Niger Delta have taken place since 2005

• The Movement for the Emancipation of the Niger Delta (MEND) is the main

group attacking oil infrastructure for political objectives, claiming to seek a redistribution

of oil wealth and greater local control of the sector

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Excerpts from New Market Entry

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Armstrong Craven | Nigeria Talent Insight | Executive Summary 29

The following chart ranks the most rated employers by number of mentions. The following companies were also mentioned, but only once: Agip, Apache, BG, Cosmo, fMC, Petrobras, Statoil, Talisman, Tullow.

Employers of choice0

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4

6

8

10

12

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16

0

2

4

6

8

10

12

14

16

18

20

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12

11

9

8

3SAUDI ARAMCO

AgIp,

ApAChE

bg

CoSmo

FmC

pETrobrAS

STAToIl

TAlISmAN

Tullow

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Excerpts from New Market Entry

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EXCERPTS FROM

TALENT PIPELINE RESEARCH

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TALENT PIPELINING FOR NICHE SKILLS

Having gone through a global reorganisation, a leading sportswear brand took the opportunity to benchmark, and potentially upgrade, its talent with key hires across three functions: design, development and product line management. They asked Armstrong Craven to create a pipeline of relevant talent for their two European hubs.

Having identified 700+ individuals from a wide spectrum of market-leading brands, we held in-depth career conversations with 82 qualified design, development and product leaders. 72% were open to considering roles with our client within the next 12 months.

We reported back our findings: what potential candidates wanted from an employer and how they perceived our client, what was changing in the market and anticipated future trends, and how competitors had structured themselves to best leverage their expertise.

With two key hires to date from the identified pool, our client continues to maximise the market and talent insight to boost the capability of the organisation whilst significantly reducing cost per hire.

S e a rc h & I n t e l l i g e n c eArmstrong Craven | Talent Planning for PumA 9

• Designanddevelopmentfunctionsarebecomingleanerandmoreagile

torespondtodemand

• Designanddevelopmentrequireacloseworkingrelationshipinthe

largerorganisationswithsomeof thesmallerorganisationscombining

theroletoensuredesignsaredrivenbothcreativelyandcommercially

• Withinretail,thefunctionsareheavilysiloedinordertoensurelead

timesaremettodeliverproducttostore.ForexampleZara’sproduct

linemanagementfocusesonatwoweektimetablefromconceptto

rangelaunch

• Geographicregionsthataregainingmarketshareintermsof

manufacturingareTurkey(quickerproductionandshorterdelivery

times)andBurma

• Productdevelopmentismovingatpaceandrequiringwider/outof

sectorproducttechnologies.Withthisinmind,largerbrandsareseeing

thisasacommoditised,outsourcedfunctionof thefuture

• Brandsfocusingontheirconsumercommunicationstrategieswithan

essentialneedtodeveloprobustsocialmediastrategiesasaresultof

consumersdrivinginnovation

• Sustainabilityandethicshigherontheagendaasconsumersarelooking

atthismoreso.However,thisismovingtomoreof anexpectation

fromconsumersratherthanaUSPforbrands

• Businessesaremovingtoaleanerandsimplifiedprocessinorderto

allowformoreinnovation

• Businessesareneedingtheagilitytorespondtodemand/trend

withinseasons

• Amovetowards‘Localforlocal’policies

The Changing World of Product Design and Development

Product line management

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nike (40%) • Innovation

• Quality

• Wellstructured

others mentioned on more than one occasion include:✓ Asos

✓ Tommy Hilfiger

✓ Urban Outfitters

✓ jCrew

✓ Timberland

✓ lulu lemon (particularly in reference)

ralph lauren (6)% • “Goodonsomanylevels”

Adidas (28%) • Innovative

• Trusted

Carhartt (6%) • Improvedasabrand

• Upliftedtheirimageinthe

last5years

Puma (9)% • Innovative

levi (5%) • Re-launcheditself

under Armour (6%) • “Makingsignificantinroads”

• Greatuseof technology

Paul smith (5%) • Greatdesign

Brand ranking: The Talent view

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Excerpts from Talent Pipeline Research

S e a rc h & I n t e l l i g e n c eArmstrong Craven | Talent Planning for Puma 12

Design Trends, the talent view:

Heritageandauthenticityremainingstrong

Amoveto1940sinspiredportfoliossignifyingsimplicity

Bolder,brightercolourpalettes,withcleanerandleanersilhouettes

Theincreaseofactive/sports/performancematerialsinmainstreamdesigns

Theteenagemarketdynamichasnecessitatedamovetosportsinfluenceddesign.Asaresultsocialmediaisintrinsicallylinkedtothesuccessof innovativedesigns.Theconsumeristhereforeabletodriveinnovationthroughsocialmedia

Mixof wearinghighendpieceswithsportswear,e.g.GivenchyandAdidas

Dramaticprintsandgraphics,asopposedtothewashedoutlook

Affordableexclusivitylinkinginwithprestigiousfashiondesigner/celebritycollaborations

Footballshirtsthatlookgoodonandoff thepitch,followingamoreclassictraditionaltailoredlook

Runningandcyclingfeaturingmoreinperformanceandlifestyleranges(Leeiscurrentlypromotingawaterandoilresistantdenimthatistargetedatpeoplewhorideabiketowork)

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TEAmsPorT Adidas Herzogenaurach,Germany

Portland,Oregon(USheadoffice)

Amsterdam,Netherlands(internationalmarketing)

Reebok Canton,MA

Hoogoorddreef,Netherlands(Europeanheadoffice)

Asics Kobe,Japan(BothHQandR&DCentre)

Hoofddorp,Netherlands(Europeanhq)

Astore Spain

Burrda Geneva,Switzerland

Doha,Qatar(middleeastregionaloffice)

DoYou

Football Germany

Erima Stuttgart,Germany

Errea Parma,Italy

Jako Baden-Wurttemberg,Germany

Joma Toledo,Spain

Kappa Turin,Italy

NewYork,US(USregionaloffice)

LeCoqSportif Paris,France(HQanddesign)

Lotto Treviso,Italy

Macron Crespellano,Italy

Mizuno Osaka,Japan

Norcross,Georgia(USHQ)

London,UK(mainEuropeanofficE)

Nike Beaverton(Portland),Oregon

Hilversum,Netherlands(EMEAHQ)

Pentland London,UK

NewYork,US(USregionaloffice)

HongKong(regionaloffice)

Spalding BowlingGreen,Kentucky

Uhlsport Balingen,Germany

UnderArmour Baltimore,MD

Amsterdam,Netherlands(Europeanhq)

Guangzhou,China(footwearandaccessorieshub)

Warrior Warren,MI

HQ GLOBALHUB

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Excerpts from Talent Pipeline Research

Company A

Company B

Company C

Company D

Company E

Company F

Company G

Company H

Company I

Company J

Company K

Company L

Company M

Company N

Company O

Company P

Company Q

Company R

Company S

Company T

Company U

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EXCERPTS FROM

COMPETITOR INSIGHT

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FMCG MARKET INTELLIGENCE

A leading FMCG client wanted to ensure they had the best operating structure for certain key functions in the UK. To enable them to benchmark their existing organisational design and glean new ideas from the market, Armstrong Craven investigated the sales, marketing, supply chain and manufacturing functions in three large competitors.

In addition to gathering information from the public and digital domain, we spoke to a range of individuals within these companies to understand not only the structure but also the reasoning behind it, the perceived positives and negatives and how the functions interact strategically on a country, regional, and global scale. We reported on key divisions, financials, management and executive moves, key UK locations and structures within each of the four functions including detailed organisational charts.

Following presentation of our findings to the UK CEO and the HR VP, the organisation made significant changes to its operating strategy for the UK. By making an informed decision based on people-intelligence, the business reduced risk and gained competitive edge.

Company BOn a global, regional and country level Company B keeps the four business divisions, Company B, Company Bi, Company Bii and Company Biii very distinct and each operates fairly autonomously with very little crossover. In the UK, each division has its own sales, marketing and supply chain functions and there is limited technical production activity in country. There is significant change happening at present within Europe and we were advised of several newly implemented organisational structures and talk of more restructuring to come. A specific example mentioned related to Company Bii who have just restructured to allow for improvements in commercial planning and e-commerce. There is little evidence as yet in the UK of the effect of proposed “multi-country management structures” although the most senior person with responsibility for the UK in Company Biv does hold the title of Regional Vice President, UK&I, North Europe, Australia & New Zealand.

Company CCompany C is divided into five main categories globally, Biscuits, Cheese and Grocery, Chocolate, Coffee and Gum and Candy. Chocolate has the most significant operations in the UK largely due to Team A’s acquisition of the Team B business in 2010. The talent population currently within Company C in the UK has been through significant change in the last few years as a result of the subsequent standardisation of operations following Team A’s acquisition of Team B. With the majority of the functions being managed from ‘centres of excellence’ in the European headquarters in Switzerland, the pan-European category-driven model allows for significant efficiencies but does impact the day-to-day cohesion of teams (who can be spread across any number of European countries) and there is a sense that the decision-makers are quite far removed from what is happening on the ground, particularly in the technical production function. It was noted that the ‘one size fits all’ approach did allow for easier communication with everyone “speaking the same language” but did not always meet the needs of smaller parts of the business.

We were also advised that as a result of this model, the categories compete with each other for sales resource in country which is seen by some as a challenge. One individual we spoke to mentioned that she felt that Company C were slower to react to market trends due to the centralised centre of excellence model. In light of the underlying customer-driven strategy, it was also noted that in addition to the sales function working closely with customers, there is a specific team within the Integrated Supply Chain organisation which focuses on ‘Customer Innovation & Supply Chain Development’, partnering with key customers to optimise the relationship solely from a supply chain perspective.

X FoodA private company headquartered from the US, X Food seems to have a more global rather than regional feel across the six main business segments, Chocolate, Drinks, Food, Petcare, XA and XB. Strategy appears to be decided at a global level and then implemented in country, although there does seem to be a fair amount of freedom in country relating to experimenting with new models or structures. Since X Food moved away from ‘the power of one’ organisational structure a few years ago they seem to have swung to the other extreme, with varied ways of structuring the functions in question within those segments. Whilst the segments operate fairly independently, there is some crossover in the UK with Chocolate, Food and Petcare all utilising shared logistics. There are some similarities between how the different segments structure their functions; for example, sales and marketing is structured in the same way in X Food and XA, and the sales structure in Petcare is similar to the equivalent structure in Chocolate.

One individual felt that XA, as a stand-alone business, had become a bit stagnant in recent years and change was needed in order to revitalise the functions. X Food is experimenting with a new structure in which they have organised the supply function into three ‘value streams’ relating to the different technology and supply chains for ‘Bars’, ‘Bitesize’ and ‘Moulded’.

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Excerpts from Competitor Insight

OverviewCompany B Ltd is the fresh dairy products division of Company B. As of December 31, 2011, the group had 77 production facilities operating under the fresh dairy products division. None of these production facilities are in the UK. Company B Ltd is the largest division within Company B: in 2011 the fresh dairy products division contributed 58.2% of total revenue for the Group. However, there are indications that profits have dropped in the last couple of years leading to a further review of strategy.

Marketing and sales sit together in acceleration units. These units are brand and marketing focussed. At an affiliate level, they work more on a cross functional basis than at global level where the focus is on fast tracking what works well in one country to another. At an affiliate level, strategic priorities are decided by the management team cross functionally. The rationale was to bring more shared responsibilities, different views and more pragmatism as well as bring together the different functions for launch. The strength of this approach is that it allows more effectiveness, ownership and empowerment. The weakness is that the sense of shared responsibility can dilute the sense of the individual’s responsibility.

Supply Chain & Technical Production: There is no production site in the UK. The Supply Chain operation for Company B Ltd in the UK is headed up by Mr Burgandy, and consists of 17 people. Reporting into him is Ms Lime, Head of Logistics Operations, which includes Demand Planning, S&OP and Order to Cash, a customer facing role and another responsible for logistics from suppliers. Ms Lime has seven direct reports in total.

Sales & Marketing: Mr Magenta is the General Manager of Company B Ltd. Reporting into him are Ms Scarlet, Commercial Director and Ms Lilac, the newly appointed Marketing Director. The commercial function is organised into category management, grocery and convenience. Marketing is organised according to the Dairy brands. Brand A has a dedicated marketing manager with their own team of brand managers. Research indicates that responsibility for the other brands sits with senior brand managers rather than marketing managers dedicated to one brand. The marketing director has recently been appointed and comes from the Company Bi business. In addition, we have been advised that Company B Ltd has been recruiting for a Head of Digital to support this function (stand-alone role). The intention behind this is to bring consumer insights closer to marketing and enable more interaction directly with the consumer.

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Supply Chain Director

Head, Supply Chain Operations

Head, Customer Supply Chain

SALES & MARKETING

General Manager

Route to Market ControllerTeam of x6

Impulse ControllerTeam of x6

Grocery Controller Team of x11

Head, Category DevelopmentTeam of 12 including Catergory Management, Shopper Marketing and 2 x Market Strategy & Planning

Commercial Director Marketing Director

Marketing Manager

3 x (Senior) Brand Managers

Marketing Manager

3 x (Senior) Brand Managers

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Excerpts from Competitor Insight

X FOOD OVERVIEW

The global food business segment’s offerings include rice, entrees, sauces and condiments under a number of brand names. Globally, X Food operates 11 manufacturing facilities. In the UK, X Food is a relatively small business in comparison to Chocolate or Petcare and only markets three main brands. Outside of the UK there is a marketing hub in Brussels that works on a European basis. They have recently acquired a new Italian brand, which is currently well established in Germany and they are aiming to market that further in other parts of Europe along with existing brands such as Dolmio. The summary below relates to the four functions specifically within X Food in the UK. We were advised that within X Food, sales and marketing are structured in the same way as in the Company Y business.

SALES: The food sales structure is fairly lean with the UK Sales Director leading the function. Reporting to him is the National Sales Manager. Reporting into the National Sales Manager are four national account managers. Their responsibilities are split by brand or by channel. Below this are teams of sales executives.

MARKETING: The Marketing Director of UK Food leads marketing in the UK. Reporting to her is the Marketing Manager for Food. A number of senior brand managers report into the marketing manager. Reporting into the senior brand managers are approximately 12 brand managers.

SUPPLY CHAIN & TECHNICAL PRODUCTION: The most senior person in supply chain in the UK is the Vice President, Supply for Food. He is based in the UK however as he manages all of the food production facilities in Europe he travels regularly to different sites. X Food has a single food production facility in the UK situated in the South with around 220 staff; this site produces ready to heat and ambient ready meals products. The Plant Manager manages this site and is the most senior person in technical production in the UK. He reports to the Vice President, Supply for Food. A number of managers responsible for different functions within the facility, such as engineering, operations and logistics, report into the plant manager. There is also an Operations Manager.

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EXCERPTS FROM

GENDER DIVERSITY05

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PROGRESSING FEMALES INTO SENIOR TECHNICAL ROLES

Our client needed to explore practical interventions that might enable them to keep more senior women on a technical (engineering-orientated) career path. To do that, they needed to know how women perceived their own career success, impediments to career development and which kinds of career activities are most effective.

Our solution involved first identifying a cohort of senior female engineers from the European talent market and engaging in deep career conversations with them. To allow for objective, unprompted responses we avoided talking about ‘female’ career issues and instead focused on career and talent matters.

The results of our conversations gave the client practical interventions they could implement, such as addressing communication skills and early career guidance, as well as insight that moved beyond some of the usual diversity clichés.

The client was also able to apply some of the findings to all employees (both men and women) as well as being able to use the candidate profile research material for hiring use by their internal talent team thus improving the hiring process, reducing costs and time to hire.

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Women in Senior ManagementGrant Thornton’s 2013 report on “Women in Senior Management”, rated the US in the bottom 10 of countries for women in senior management roles. According to the report, the percentage of women in these roles was 20%1.

California passed a state law in 2013 that calls for greater representation of women on corporate boards. Although the resolution is not legally binding, it encourages publicly traded corporations in California that have fewer than five seats to have at least one female director, corporations with five to eight board seats to have at least two female board members and those with nine or more seats to have at least three female directors. The state has also set a broad goal of having at least one woman on all publicly traded corporations by 2016.

Armstrong Craven in constructing a macro view of the United States has become aware that there is resistance to legislating for the inclusion of women on boards, as has been done elsewhere, as this contradicts the American culture of meritocracy, where what a person gains has been earned. Instead, the focus in the US has been on increasing gender diversity awareness and creating networks of female directors to provide guidance and assistance2. This approach is seen as more in keeping with the country’s prevalent culture of personal achievement.

Occupational AnalysisThe US Bureau of Census, on behalf of the Bureau of Labor Statistics, publishes an annual report, the ‘Current Population Survey’, which details the diversity breakdown of occupational categories across the United States.

Armstrong Craven has selected occupational categories from the most recent (2012) Current Population Survey and analysed those that most closely match Company C talent requirements.

Commercial RolesIn the US, women appear to be well represented at the management level of sales and marketing positions, holding around 45% of roles.

% Women 2012

Marketing & Sales Managers 45.2

Sales Reps, wholesale and manufacturing 27.0US BUREAU OF CENSUS, CURRENT POPULATION SURVEY, 2012

At sales representative level, women hold a much more unequal share at 27%.

Finance & AccountingWomen appear to be under-represented at the management level for finance roles, holding around 26.8% of positions.

% Women 2012

Accountants & Auditors 60.9

Financial Analysts 36.8

Financial Managers 26.8US BUREAU OF CENSUS, CURRENT POPULATION SURVEY, 2012

However women are well represented in the field of accountancy and auditing, making up 60.9% of these roles.

Logistics & ProcurementIn the US, women appear to be well represented at the managerial level of purchasing positions, occupying around 50.9% of these roles.

% Women 2012

Purchasing agents, except wholesale,

retail & farm products 55.1

Purchasing Managers 50.9

Logisticians 36.8US BUREAU OF CENSUS, CURRENT POPULATION SURVEY, 2012

In logistics roles, women in the US are not as well represented, accounting for 36.8% of these roles.

Information TechnologyOverall, women appear to be underrepresented in all fields of information technology. Only 26.8% of IT management roles are held by women.

% Women 2012

Database Administrators 36.6

Web Developers 33.7

Computer Systems Analysts 30.9

Computer Support Specialists 27.1

Computer & Information Systems Managers 26.8

Network & Computer Systems Administrators 25.0

Computer Programmers 22.5

Software Developers, Applications &

Systems Software 19.7

Information Security Analysts 15.1

Computer Network Architects 8.1US BUREAU OF CENSUS, CURRENT POPULATION SURVEY, 2012

The lowest level of female representation was as computer network architects where women account for just 8.1% of roles.

1 UNITED NATIONS STATISTICS DIVISION, 2011

31

Excerpts from Gender Diversity

UNITED ARAB EMIRATESThe Macro ViewStatistics from the United Nations put the number of women in the labour force in the UAE at 15% in 2011.1 Cultural challenges including female nationals not being able to travel alone, may impact on the low levels of participation by Emirati women in the workforce.

Grant Thornton’s International Business Report found that the UAE ranked in the bottom ten for women in senior management positions, with women accounting for only 11% of these roles. A report by Catalyst found that women comprised 1.2% of board roles within the UAE.

In 2012 the UAE government made it mandatory for businesses and government agencies to have female board members. This represents the first law of its kind in the Arab world. This proactive step by the UAE government puts it ahead of many countries, in that few globally have introduced such measures to promote boardroom diversity. This has led to the creation of a new index, currently being produced by the Arabian Gulf chapter of Women Corporate Directors in partnership with the Hawkamah Institute for Corporate Governance, that will be used to track the number of women on the boards of publicly listed companies across the region.

Corporate Diversity StatisticsAn analysis of some of the leading companies in the UAE shows that female representation on boards as well as in senior management positions is low by international standards. Only two companies DP World and Abu Dhabi Commercial Bank had at least one female on their board of directors, with the other companies having no female representation at this level.

Abu Dhabi Commercial Bank was the only organisation to publish employee gender diversity statistics.

UAE Board % Year Senior Mngt Year Mid to Senior Year Employees Year

Female % Female Mngt % Female % Female

Etisalat 0.0 2014 0.0 2014

National Bank of 0.0 2014 0.0 2014

Abu Dhabi

DP World 11.1 2014

First Gulf Bank 0.0 2014 9.0 2014

Abu Dhabi 8.3 2014 18.0 2014 45.0 2012

Commercial Bank

Average 3.9 6.8


32


Diversity InitiativesIn the UAE, diversity initiatives are generally focused towards nationality and the hiring of foreign-nationals, rather than on gender diversity. This focus on Emiritisation, the policy of employing citizens in a meaningful way, stems from the fact the UAE private workforce comprises mostly of international workers. This has led the government and businesses to focus on and promote policies to employ nationals. Despite these efforts, there is still a sense that cultural constraints may be limiting the growth in the employment of women.

Etisalat Group, across some of its Middle Eastern operations, provides nurseries for young children, to facilitate and support its female employees. It is an on-going initiative to support female employees while providing care for their families.

The National Bank of Abu Dhabi states its commitment to a female friendly workplace, through the creation of mobility paths, training, pay and promotion policies that ensure equal opportunities for its female staff as well as a workplace responsive to their needs.

Booz&Co, suggests that private sector employers should take a number of steps to promote gender equality in the United Arab Emirates.1 These suggestions include:

• A mentorship program that pairs less experienced women with women who have greater experience in the organisation. Focused mentoring could help women to navigate difficult stages in their careers.

• Provision of family-friendly work arrangements including flexible working hours and the opportunity for part-time work.

• Providing technical training, including business English, to help improve the calibre of a company’s workforce, while generating loyalty among the women who have received the training.

Gender Initiatives Companies undertaking initiatives

Diversity dept/unit/Committee

Career support/promotion National Bank of Abu Dhabi

Mentoring

Networks

Cultural change

Managerial training

Soft-skills training National Bank of Abu Dhabi

Family/worklife support Etisalat Group

Roundtable meetings

Summit/report sponsorship

Diversity training

Recruitment initiatives

33

Excerpts from Gender Diversity

SAUDI ARABIAThe Macro ViewStatistics from the United Nations put the number of women in the labour force in Saudi Arabia at 15% in 2011. 1 Booz&Co’s report on “Empowering the Third Million” states that Saudi Arabia is one of the most difficult countries for seeking the advancement of women in employment and although women comprise more than half of university graduates, they remain severely under-represented in the workforce. 2

In Saudi Arabia, the government is the biggest employer of women, with 95% of working Saudi female nationals employed in the public sector. Women comprise 30% of public sector employees. 3

% FEMALE EMPLOYMENT IN PUBLIC SECTORSOURCE: IDEATION CENTRE, 2010

According to a 2010 report produced by Ideation Centre, a Booz&Co think tank in the Middle East, only 5% of the total female workforce is employed in the private sector with limited roles in private businesses and banking. The report found that segregation, with regards to occupations, was still present in the Saudi labour market, with women largely restricted to traditionally female-orientated fields in the public sector, which creates a lack of opportunities in decision-making and management positions. 4

The Saudi government has taken steps that could benefit women in employment by granting every citizen the right to work and stipulating that employers should provide continuous training for all employees. Despite this, Saudi women do not have the right to work abroad, open a bank account or work without the permission of a male relative. These cultural factors all need to be considered when looking at the topic of gender diversity in Saudi Arabia.

The report by the Ideation Centre found that although the Saudi government had removed some barriers to women gaining employment, tradition had placed females into the role of wife and mother and attempts to change these traditional roles were being met with hostility and scepticism.

The country’s Saudisation program, the program to get nationals into work, has highlighted specific jobs deemed suitable for women such as receptionists, tailors, nutritionists, governesses, photographers and beauticians. 5 Arguably this may go a long way to addressing and rectifying the under representation of women in the workforce, but whether it will address female participation in senior management and board level roles remains unclear.

0 10 20 30 40 50 60 70 80 90 1000 10 20 30 40 50 60 70 80 90 100

Turkey

UAE

Saudi Arabia

4%

6%

15%


2 BOOZ&CO, EMPOWERING THE THIRD MILLION: WOMEN AND THE WORLD OF WORK IN 2012

3 IDEATION CENTRE, WOMEN’S EMPLOYMENT IN SAUDI ARABIA: A MAJOR CHALLENGE, 2010



34

EXCERPTS FROM

EMPLOYER BRAND PERCEPTION

06

35

INSIGHT FROM SENIOR EXECUTIVES

Our client, a major automotive manufacturer and retailer wanted to understand how it could boost the calibre of general managers for its retail business. The business found it could gain access to top talent proactively and wanted to re-position so this talent would migrate naturally.

Armstrong Craven was appointed to validate assertions the company had about the brand, and to build a pipeline of top talent for future GM positions to support the retail business. The manufacturer combines high-end luxury with volume sales and so the brief was to source talent with a blend of finesse to deal with polished customers and the skills to push sales volume.

Armstrong Craven spoke to 200 individuals and presented just ten since the client wanted the top 5% in the market. We asked about perceptions of the manufacturer as an employer, employers of choice in the sector, individuals’ propensity to move and salary.

As part of a long term talent pipeline project, the top ten met with senior executives from the client company over coffee. Armstrong Craven now manages regular contact with them and in time we fully expect to make hires.

Feedback from the client is that this project has given them access to talent they didn’t know about or couldn’t access through normal channels. It has also provided insight to assist with talent attraction. It validated the belief that the organisation is demanding and exacting - and revealed how attractive this is to top talent, who perceive the company as one that looks after its employees, is efficient, and raises the game.

36


EMPLOYER BRAND:80% of respondents had positive views of Company D as a potential employer. No negative opinions were expressed, with a small proportion (20%) having no formed opinion on the matter.

When asked, respondents valued Company D’s employer brand because the company sets high standards, looks after its staff and is efficient. “When people get into Company D they don’t seem to leave,

they grow with the business, which is promising”

“They’re not complacent, which is good”

“Forward thinking, innovative”

“ The partners that Company D is choosing have very good values”

“I imagine Company D to be very organised, very structured, very professional and very process driven. My friend works at an Company D dealership and he commented

that when they say a car will turn up on a particular day, the car turns up on that day - that is quite a novelty for the industry”

“I know about their assessment centre as I did a similar one with Company Z. I would expect them to be a good employer that is efficient and slick”

VIEWS ON COMPANY D

37

Excerpts from Employer Brand Perception

EMPLOYERS OF CHOICE

The premium car manufacturers received the most mentions when respondents were asked about attractive, prospective employers. Interestingly, respondents were more inclined to praise a company’s approach to marketing approach than its people values.

Team B: Presentation and new model introductions were perceived to be key strengths of Team B.

“I rate Team B for their presentation and customer loyalty”

“Team B are visibly pro-active in pushing new cars”

Team C: The brand was closely associated with customer loyalty, sleek and innovative presentation

“Team C as they are innovative and showrooms are increasingly interactive”

“Team C have a loyal customer base, even though the cars may not be best in class. They have a distinct brand, also the manufacturer reps were really professional and respectful,

which does make a difference”

Team A: Respondents commented on the company’s marketing edge:

“Team A is very clear in their approach”

“Their marketing is a little more far-reaching and better appearing – part of the same market

Company D targets but they are slightly ahead in my opinion due to their marketing edge”

Employers of choiceEmployers of Choice

BMW

Audi

Land

Rov

erVW

Oth

er

Inchc

ape

Jardin

e M

otor

s

Porsc

he R

etail

Mer

cede

s Ben

z Ret

ail

70%60%50%40%30%20%10%0%

Team A Team B Team C

Com

pany

D

Team

D

Team

B

Team

F

Team

A

Team

E

Team

C

Team

G

Team

H

38


WHERE IS THE BEST TALENT?Company D was ranked first by respondents in terms of employing top talent, alongside Team A. Outside of Company D, the majority of respondents felt that top candidates able to demonstrate Company D’s core criteria (i.e. ability to sell high volume as well as providing a premium customer service experience), were found primarily in Team A (40%), Team B (35%) and Team 3 (25%).

Interestingly, when asked who employed the best talent, the majority of the cohort named manufacturers rather than franchises, this would suggest that the manufacturing brands were a stronger attraction to potential employers than the actual franchises.

Our search in the market place confirmed the cohort’s views. Team A and Team B employed the most relevant profiles matching Company D’s top criteria. Individuals working for these brands were found to be more polished and customer focused compared to people working for mid-tier manufacturers.Individuals selling luxury brands scored high on finesse, attention to detail and excellence in customer service. It was worth noting that many had started their careers selling higher volume brands, and as such could demonstrate the blend of skills required through their career history. Furthermore, there was real openness from this specific cohort to consider opportunities with Company D. Given the campaign was deployed in September (car registration month), we would anticipate the level of engagement and ultimately interest to rise in quieter months.

10% 5% 0%

15%

20%

25%

30%

35%

40%

45%

Audi

Mer

cede

s

BMW

Land

Rov

er

Pend

rago

n

Inchc

ape

Jardin

e M

otor

s

Porsc

he R

etail

Com

pany

D

Team

D

Team

B

Team

F

Team

A

Team

E

Team

C

Team

G

39

Excerpts from Employer Brand Perception

In terms of communicating with top talent, Company D should emphasise, and not down play, the demanding culture of the business as it is seen as a positive attribute by top talent

Communicating clear career paths and development from the onset as well as ensuring that your compensation and benefits offering remain competitive are also two key factors that will help entice top talent

As personal networking was cited as the most frequent route to securing an opportunity, Audi should ensure that they maximise opportunities to develop its networking platform:

Develop an alumni network to reinforce the positive employer brand

and as a means to drive further referrals into the business

Ensure any referral scheme is maximised

As top talent was active on professional networking sites, ensure

that presence is highly visible on the likes of LinkedIn

Whilst not proactively looking, top talent responds well to direct approaches. When considering any future campaign, timing and prompt Audi engagement with the talent pool will be key ingredients for success. On the latter, as this talent pool is in high demand and attracted by brands, they will be expecting a quality candidate experience in line with Company D’s brand values: strong customer service and quality

To overcome the challenge of identifying top performing talent, Company D should reach out to nominees and winners of recognised industry or group awards, like ‘Top Gun’ at Pendragon. Once identified pro-active engagement along with existing attractive brand reputation was deemed helpful in maintaining interest from this cohort

As the cohort was more attracted by brands as opposed to the employers, Company D needs to highlight its strong links with the dealers

Lastly, Company D needs to ensure strong communication to help stand out from other car manufacturers. Emphasise breadth of range, exacting standards, raise awareness of achievements and promote Company D’s growth ambitions.

SUMMARY OF RECOMMENDATIONS

40

EXCERPTS FROM

FEMALE TALENT LANDSCAPE

07

41

UK FEMALE TALENT IN TECHNOLOGY

Our client was aiming to fill half of their UK vacancies with women and they needed an evidence-based, pioneering approach to achieve this outcome. The client also wanted to explore female perceptions of their employer brand (and their competitors) so they could be confident they were doing everything they could to achieve this target.

Armstrong Craven’s solution provided a State of the Nation view for senior female technical talent in the UK: the profiles of 500 qualified and engaged females, segmented by propensity to move, from which to hire now and in the future.

As well as profiles, the project yielded insight covering brand perceptions, career management and competitor activity. We were also able to draw conclusions about those companies leading the way in cohort hiring for diversity, and those lagging behind.

The client created a communications strategy with high touch to low touch approaches according to readiness to move, and created a talent community from the talent pipeline through the creation of a private network with high-profile, spin-off events. From the insight, the client was able to establish at which points in a person’s career they could make practical interventions to influence career choices. Importantly, for the first time, they had evidence that allowed them to judge how far they needed to go in the diversity stakes.

As well as making immediate hires, the client has worked to maintain the female talent community and continues to make hires three years later.

42


Insights into the UK Female Talent LandscapeIndustry Demographics

14

However, when the narrower sector of IT and telecommunications is taken

separately (as opposed to the broader sector split discussed above), 27% of

those working in IT and telecommunications companies in 2001 were women;

by the second quarter of 2011, this figure was down to 25%15.

The UKRC16 reports that in 2008, women represented only 12.3% of all

employees in SET occupations, an increase of 2 percentage points since 2003.

The gender gap was found to be most extreme in SET skilled trades, with

women making up approximately 1% of the workforce in these occupations.

When taken as a total of the female workforce (rather than the SET

workforce), only 5.3% of women were employed in SET occupations, compared

with 31.3% of all working men (see Figure 2 below).

Figure 2: male and Females in set occupations. source: uKrc and ons, 2008

The same report shows that in 2008, 10.7% of women of working age were

employed in SET industries (compared with 38.5% of men of working age).

While still a small proportion, it is more than double the proportion working in

SET occupations regardless of industry. Therefore most women working in

SET industries are not working in a SET occupation. Women are three

times more likely to work in SET industries than in a SET occupation. Men

are twice as likely to work in the SET industries than in SET occupations. The

majority of women working in SET industries are employed in manufacturing

(40.2%). 16.7% were in construction industries, 12.2% were in transport and

storage, while 10.5% were in information and communications. See Figure 3.

Figure 3: economic activity proFiles by gender, set and non-set industries. source: uKrc and ons, 2008

15 e-skills, 2011

16 Women and Men in Science, Engineering and Technology, the UK Statistics Guide 2010, UKRC, 2010

SET occupations

Non SET occupations

Women(N = 12.7 million)

Men(N = 15.4 million)



SET occupations

Non SET occupations

SET industries

Non-SET industries

Unemployed

Inactive

SET industries

Non-SET industries

Unemployed

Inactive

5.3% 94.7%

59.9%

10.7%

4.0%

25.9%40.0%

16.3%

38.5%

5.3%

31.3%

68.7%

SET occupations

Non SET occupations





SET occupations

Non SET occupations

SET industries

Non-SET industries

Unemployed

Inactive

SET industries

Non-SET industries

Unemployed

Inactive

5.3% 94.7%

59.9%

10.7%

4.0%

25.9%40.0%

16.3%

38.5%

5.3%

31.3%

68.7%

43

Excerpts from Female Talent Landscape

Insights into the UK Female Talent LandscapePersonal perspectives of our cohort

33

Which industry sectors did our UK Female Talent Network originate from?

The job seeking aspirations of the UK Female Talent NetworkWhilst this project was not positioned with an overt recruitment agenda, rather

we wanted to broadly engage with respondents for future female leadership

for roles, we have clearly engaged with a very ‘career hungry’ pool of people.

Not only do the majority of people expect to change jobs within six months

but, within this pool of people, 43% are actively looking now (amounting to 93

people), with a further 123 people about to start looking for a new job soon.

When do you expect to move from your current role?We asked all respondents when they plan to change roles, either by internal

move or by leaving their present company and we got the following results:

44


45

Excerpts from Female Talent Landscape

46

EXCERPTS FROM

NEW PRODUCT RESEARCH

08

47

GLOBAL MOBILE PAYMENTS

Our client, a global payments business, was looking to better understand the rapidly evolving and hugely diverse, disruptive, mobile payments sector and, to create a pipeline of future talent. This would inform not only strategic planning for the organisation’s own mobile strategy, but also future resourcing and succession planning activity.

Using an insight-led approach and by leveraging published sources of information and undertaking conversations with senior industry leaders across the globe, Armstrong Craven identified the businesses and individuals that excelled in mobile payment innovation.

We provided a broad overview of the global mobile payments market, which included details on the capabilities and geographical reach of leading companies, the identities of senior executives and key thought leaders and what innovation within mobile payments looked like. We were also able to create a pipeline of the best talent in the industry, to inform our client’s future recruitment activity.

By engaging key talent about future opportunities and building strong relationships, we were able to gain deep insight on individuals, markets and geographies, specifically within mobile payments. As a result, we were able to make a number of recommendations regarding potential target operating model and business strategy. The project also created a pipeline of senior external leaders for future mobile payments roles, ultimately reducing cost and time to hire.

48

Armstrong Craven Insight Projects Portfolio Global Mobile Payments research

06

The Global Mobile Payments Marketthere are a variety of methods for delivering mobile transactions and a multitude of companies, across varying sectors that enable the process. this report focuses on the three most commonly referenced mobile payment methods;

• near Field Communication (nFC) technology – a method most widely used

for point-of-sale transactions, typically enabled by mobile network operators

(Mno), banks, transaction processors and handset manufacturers.

• Mobile internet/wallet technology – a method utilising apps or online

storage of credit/debit account details.

• sMs/UssD technology – a method that utilises sMs/text message

functionality to enable both C2b and C2C payments. UssD (Unstructured

supplementary service Data) technology is a text activated form of mobile

data transfer.

each of these enabling technology types require specific macro-economic

conditions in which to flourish, which has so far resulted in the division of the

mobile payments sector into national and regional paths. because of significant

variations in economic infrastructure from region-to-region around the world,

it is expected that two broad types of mobile payment technology will continue

to prevail in relation to what could be broken down into two distinct markets;

• Developed markets – In markets where consumers have access to bank

accounts and smart phones, and where retailers are equipped with

point-of-sale technology, nFC and mobile wallet schemes are expected

to dominate, with the latter believed to be attracting the most investment.

Current developments in the mobile payments sector reflect this with

europe, north america, Japan and south Korea amongst the most

developed regions/markets for nFC implementations.

• emerging markets – In emerging markets, particularly those that can be

described as ‘underbanked’, yet with a high proportion of consumers

owning mobile phones, and with retailers having less point-of-sale

technology, nFC technology is not viable. In these markets pre-paid and

carrier-billed payments, particularly utilising sMs and UssD technology are

prevalent. Kenya and India are leading markets within this realm.

49

Excerpts from New Product Research

50


51

Excerpts from New Product Research

52

EXCERPTS FROM

LOCATIONFEASIBILITY

09

53

RECOMMENDING A NEW R&D LOCATION

Our client, a global pharmaceutical company, was entering a phase of transformation that would have a significant on its R&D footprint. To manage this major change, our client approached Armstrong Craven to gain insights on the R&D talent landscape and capabilities in four key locations.

Through our research based approach, Armstrong Craven provided comprehensive intelligence on each location that included major R&D hubs development and related latest news, major consumer healthcare players in R&D, competitor information, a brand perception, as well as recent R&D implementation and restructuring announcements.

In addition, we presented insights on the local R&D talent, employment rules, supply vs. demand, salary compensation benchmarking from manager to senior director level, their career aspirations and recommendations on how to approach this market as well as the potential hurdles to be overcome when recruiting and retaining R&D talent.

By undertaking this in-depth investigation, our client was able to understand the dynamics and challenges in attracting, cultivating and retaining R&D talent and will help draw comprehensive recruitment strategies specific to each location for the short, medium and long-term.

54


55

Excerpts from Location Feasibility

Singapore Haryana state, India Romandie region, Switzerland Parsippany area, NJ, USA

Summary of Confidential Insights - R&D Consumer Talent Landscape

Location

R&D talent retention

LOWVery high attrition rate, across all levels of seniority

LOWHigh attrition rate, at junior to middle level of seniority

GOODFairly stable talent pool

MODERATEAttrition rate varies between levels of seniority, higher at junior than at senior level

GOOD AVAILABILITYExperienced local talent pool, strong R&D capabilities, investment inflow and strong expat community

LOW AVAILABILITYLack of senior leaders and lack of junior talent in consumer healthcare

MODERATE AVAILABILITYContinued influx of foreign talent to compensate a shrinking locally

GOOD AVAILABILITYVast and experienced talent pool across all levels of seniority

MODERATE AVAILABILITYChallenges with reduced influx of foreign talent and the impact of rising cost of operating/living on future investments there

GOOD AVAILABILITYVast potential for growth and further investment in life sciences clusters

MODERATE AVAILABILITYChallenges with local talent pool shrinking locally, counterbalanced with influx of foreign talent

LOW AVAILABILITYChallenges at junior level, with strong competition for foreign talent to compensate a shrinking locally and lack of internationally-minded future

VERY HIGHPersistent salary and costly expat packages which include housing schooling and travel

LOWSignificant disparities between local and expat packages (incl. housing schooling and travel costs)

VERY HIGHHighly competitive market and strong competition from the pharmaceutical and biotechnology sectors

HIGHHighly competitive in comparison to other regions of the USA

HIGHStringent for non-managerial and entry-level roles

MODERATELY HIGHCumbersome bureaucratic procedure

HIGHCumbersome immigration rules

HIGHLow annual visa quota

R&D talentavailability short term

R&D talent availabilitymid to long term

Salary packages across junior, middle and senior levels

Visa requirements

CONFIDENTIAL INSIGHTS: R&D CONSUMER TALENT LANDSCAPE 9

Location 1 Location 3Location 2 Location 4

56


R

Daiichi Sankyo (150 employees)

Fresenius Kabi Oncology (60 employees)

Reckitt Benckiser (65 employees)

Danone (9 employees)

Ranbaxy (1,200 employees)

Sentiss Pharma (50 employees)

Stryker (250 employees)

3M

Mankind Pharma (15 employees)

Nestlé (130 employees)

Parabolic Drugs Ltd (100 employees)

LOCATION OF MAIN R&D OPERATIONS IN HARYANA

PHARMA & BIOTECH

CONSUMER HEALTHCARE

GENERIC

MEDICAL DEVICES

CHEMICAL & FMCG

CONFIDENTIAL INSIGHTS: R&D CONSUMER TALENT LANDSCAPE 40

COMPANY A

COMPANY B

COMPANY C

COMPANY D

COMPANY E

COMPANY F

COMPANY G

COMPANY H

COMPANY I

COMPANY J

COMPANY K

LOCATION 1

57

Excerpts from Location Feasibility

58

EXCERPTS FROM

FUNCTIONALINSIGHT

10

59

ASSESSING TALENT POOLS FROM OUT OF SECTOR

Our client, a world-leading beauty business, has an ongoing need to find the best talent. There was a sense that obvious talent from direct competitors was known, and the business preferred to search for, hire, and develop, their own talent.

However, this is not always possible and so the business wanted to assess other potential sources of talent within allied FMCG companies, as well as reinforce their preference for diversity. This was no straightforward route as even direct competitors had a different approach to product development.

Armstrong Craven took a deep brief to understand the client’s aesthetic-led approach to product development. We benchmarked organisations known for creative product development and innovation across skincare, haircare, luxury food, and spirits to understand if talent matched our client’s requirements in terms of approach, skills, experience, and above all, culture. We assessed and benchmarked structures, roles, and quality of people, sectors in which they were found, and which companies represented potential sources of talent.

From the external pool of candidates we confirmed the low availability of men at below 20% and specific talent pools were located for future hiring. The client’s brief and need for creative flair and behavioural fit was crystallised to inform onward resourcing. And as a result, efforts were approved for internal talent development as the potential external talent pools were small.

60


61

Excerpts from Functional Insight

Product development structure

Marketing Director,Sephora Brand

Axis Director,Make Up

Group Product Manager,

Eyes & Foundation


Lips & Nails

Senior Product Manager

Senior Product Manager

Product Manager,Make up

Product Manager,Lips


Skincare & Bath

Product Manager,Skincare & Bath

Senior Product Manager,

Skincare & Bath

Product Manager,Accessories

62


63

Excerpts from Functional Insight

64

EXCERPTS FROM

MARKET INSIGHT11

65

BREAKING THE REACTIVE RECRUITMENT CYCLE

A leading media company wanted to break the cycle of reactive recruitment, and had an area of the business with high attrition. Our brief was to build an external pipeline of senior sales talent so that they had warm engaged candidates to hire as vacancies arose on the east coast of the USA.

At the same time, they wanted to understand how competitors were poaching talent from the team; how to halt this, and ensure the best talent would be attracted to them in future through improved messaging.

We provided an initial talent pool for the client to meet, and from which to make selections for a talent pipeline. At this stage the client began onward socialisation of this group. We provided a report describing equivalent roles at competitors, sources of best fit talent, what people wanted from their next role, career aspirations, and ultimately; perception and awareness of our client and what they would need to do to make better hires.

Our research confirmed that whilst wider media corporation was well known, no one understood their employment proposition which deterred people from applying through normal channels. Our report enabled the corporation to revisit their employee value proposition and communications, helping to reduce cost and time to hire.

66


Background

Market insight

Views on sector

Views on Company A

Rated employers

Talent insight

Role attractors

Job seeking habits

Compensation table

Recommendations

Talent pipeline

Appendix – List of professionals identified for this project

About us

CONTENTS

12

18

22

21

16

5

17

23

27

30

39

4

6

67

Excerpts from Market Insight

Company A is changing with the times

MARKET INSIGHT

Authoritative source for financial information

Strong commitment to the magazine

Sets high benchmark

Bible for business news

We grew up with Company A

An iconic brand

Reliable source

Go to place for financial news

A tough competitor

Avant-garde

Premier provider of news

Well known, well respected and well established

Leading financial content and news publisher

Phrases used to describe Company A

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MARKET INSIGHT

EMPLOYERS OF CHOICE:A variety of employers were mentioned as attractive by the respondents. In addition to known news publishers, technology companies ‘which disseminate or share news/information rather than creating news material’ were mentioned by almost every individual.

Not inspired by complacent, ‘doing the same’ companies

All digital focused sales professionals engaged, regarded and as highly attractive employers, other highly rated organisations mentioned were:

Reasons for admiring the technology sector employers were that “they are the trend setters in digital ad sphere and where they are late adopters, they clearly take it to the next level up” – their culture of innovation and on-going positive change keeps talent motivated and continues to drive productivity. Generous compensation was also mentioned as a contributing factor to the respondents’ admiration for these employers.

Almost all print focused respondents shared concerns about the unsustainable reliance on print ad sales, integrated sales was deemed to be ‘the way forward’. Any print only firms not being ‘seen’ to be diversifying (except few exceptions) were thought to be “heading in the wrong direction”. Organisations like the Company B were mentioned to have “done a great job” by diversifying and successfully capturing the attention of multiple demographics.

“For their organic ‘deep rooted’ growth - they are seen as progressive, stable company” - “Would keep me in the know in terms of cutting

edge technological advances, huge resume boost!”

“Collaborative culture – investing a lot in technology” – “Aggressive growth behaviour, with pockets to acquire”

“Pays well – I know people who are very satisfied there”

“Exceptional benefits – move quite fast, less layers of management”

“Mature, industry leaders – trend setters for others”

“Great speciality content”

“Big brand - Trying to innovate”

“Great brand, back end resource like Company A – but opportunity to have consumer touch points”

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Excerpts from Market Insight

Ad Sales, WSJ Pipeline and Associated Insight North America | 20

TALENT INSIGHT

Career progression – Opportunity to grow and develop professionally was the biggest attractor for these ambitious individuals. Visible development paths would be ‘key’ to attract and retain them.

Role content & scope – Clearly defined goals with autonomy to make decisions, expansion of remit (geography or sectors), non-ambiguous remit with management support.

Organisation vision and direction – Highly regarded attributes were forward looking, progressive, innovative – agile decision making.

Company culture – Collaborative, pro-change, promoting from within, performance recognition, “work hard – play hard approach”, “fun-loving but not complacent attitude”.

Compensation – Complicated and “hard to untangle” bonus/commission structures were deemed as common industry issue, however Hearst media was mentioned to have rectified this issue recently by simplifying the bonus structure; received positively by employees.

Expectedly these sales focused professionals were money motivated but this was not on the top of the list – They were open for compensation to be linked with personal performance only or both company and individual performance as long the overall package is attractive.

Bonus jargon had negative effect on motivation and productivity - “unclear and uneasy to understand bonus takes a lot of time and effort – this time and effort should be directed towards sales”. A Yearly bonus was considered too long to wait for; this talent cohort prefer regular bonus payments throughout the year.

WHAT WOULD MAKE A ROLE ATTRACTIVE?

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ABOUT US

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To unlock real business potential, the answer lies with your people. Intelligent people improve performance by creating an intelligent business. Your data, forecasts and projections are based on the past, but your future business relies on your future people. Do you know where they are?

At Armstrong Craven we use people intelligence to give you a future business view. Your business success isn’t about yesterday, it’s about what you do today to secure the people you’ll need tomorrow. So Armstrong Craven digs deeper, travels further, looks longer, thinks harder – about what people want.

We provide insight, search, pipelining and leadership risk intelligence services to business leaders all over the world. We help organisations to better understand the markets they operate within and the markets they hope to enter. And we provide the people they need to make it work. Today, tomorrow and beyond.

We see what others don’t look for, we listen to what others can’t hear, we talk about things others don’t think to say. We illuminate. It’s a different perspective. It’s Armstrong Craven’s People Intelligence.

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[email protected]+44 (0) 203 701 2020

@armstrongcravenarmstrongcraven.com

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[email protected]+44 (0) 203 701 2020

@armstrongcravenarmstrongcraven.com

armstrong craven insight projects portfolio · 2017-11-30 · 05 insight into hr analytics our...

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