AGENDA FOR TODAY

Welcome – Simon Rogers

The economic forecast – Bryan Finn, Business Economics Ltd. A comprehensive analysis of the macro economic factors currently affecting graduate recruitment.

Brand – Getting it Right – Wayne Hemingway MBE Factors that affect well know brands’ ability to engage target audiences, from sustainability to

design.

The employer brand – An employers’ view – Carl Gilleard, CEO, AGR

Carl looks at the challenges employers have faced and the success they have had promoting their employer brands on campus this season.

Are you an employer of choice? – Marcus Body, Head of Research, Work Group

Examination of what matters to your target audience, and what actually motivates students to choose you over a competitor.

The McJob Myth – Jez Langhorn, Vice President, People at McDonald’s Restaurants UK

Jez explores the key initiatives which have been implemented to date – and their impact on the McDonald’s brand, its workforce, and its bottom-line.

2011 – a quality year for TARGETjobs

Our 2011 marketing objectives: Improve the quality of our database to decrease the cost per hire from TARGETjobs for our recruiters.

•  A million more visitors to targetjobs.co.uk, a 40% increase year on year

•  150,000 new active users added to the database, 50% from the top universities

•  Increased uptake of publications at the top universities

•  Employer Insights launched adding unique content to help students get hired

•  Fast growing graduate recruitment social sites with a 400% increase in Facebook fans

•  Investment in a new branding campaign resulting in the highest market share growth in the industry

•  Sponsorship of the largest London graduate recruitment fairs from the Careers Group

Here’s to 2012!

For more statistics visit gtimedia.co.uk or speak to your Account Manager.

UK economy: GDP growth

Annual % change

-6%

-4%

-2%

0%

2%

4%

6%

-60%

-50%

-40%

-30%

-20%

-10%

0%

10%

20%

-6%

-4%

-2%

0%

2%

4%

6% GDP

Recruit

UK economy: recruitment cycle Annual % change

$ per barrel

World economy: oil prices

0

10

20

30

40

50

60

70

80

90

100

110

120

130

0.0%

1.0%

2.0%

3.0%

4.0%

5.0%

6.0%

Annual % change

Target

Upper Limit

Lower Limit

UK economy: inflation

UK economy: squeeze on incomes

3,500

4,000

4,500

5,000

5,500

6,000

6,500

7,000

FTSE 100

UK economy: share prices

-6%

-4%

-2%

0%

2%

4%

6%

8%

10%

UK economy: retail sales Annual % change

UK economy: house prices

-25%

-20%

-15%

-10%

-5%

0%

5%

10%

15%

20%

25%

30%

Annual % change

-40

-35

-30

-25

-20

-15

-10

-5

0

5

10

UK economy: consumer confidence Balance

UK economy: employment

000s

-400

-300

-200

-100

0

100

200

300

Public Private

Annual change in 2011

4.0

4.5

5.0

5.5

6.0

6.5

7.0

7.5

8.0

8.5

9.0

UK economy: unemployment

% of workforce

World economy: unemployment

% of workforce

UK economy: graduate unemployment

0

2

4

6

8

10

12

14

16

18

% of workforce age 21-24

Graduates

Non Graduates

400

450

500

550

600

650

700

750

000s

UK economy: job vacancies

UK economy: job vacancies by sector Annual % change Nov 2011–Jan 2012

-2.0%-1.5%-1.0%-0.5%0.0%0.5%1.0%1.5%2.0%2.5%3.0%3.5%

2012

2013

Future prospects: GDP forecasts Annual % change

Remaining political

2007 Unicef study of child well-being

How well do you understand the concept and process of employer branding?

Who is primarily responsible for your business’s employer brand?

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How highly does the organisation’s employer brand rank in terms of your role and priorities?

How do you communicate your employer brand to potential employees?

Which of the following do you recognise as benefits that an effective employer brand can

give to employers?

Which of these benefits are you currently receiving from your employer brand?

How do you measure your employer brand?

We asked: Which of the following elements do you think students/graduates are most likely be attracted to?

1.  Professional Development

2.  Personal Development

3.  Belief in the business

4.  Work/ Life balance

5.  Remuneration

6.  Job Security

7.  Benefits

To what extent do you think the following scenarios can damage the employer brand?

•   When the business does not deliver on the promise

•   Industry reputation

•   Negative media coverage

•   When the brand is confused e.g. different parts of the organisation with different brands

•   Making people redundant

High

Very High

Moderate

Very High

Very High

A reminder from last year…

…with a modification

Calibre

The graduate path

Do I want a “graduate job” at all?

What kind?

Which one?

290,000 c.65,000

Let’s ask them

2,656 responses

Do I want a graduate job?

“I didn’t apply to any graduate schemes because…”

45% of final year students

Do I want a graduate job?

Are non-final year students planning to apply to any graduate schemes?

Only 35% have made the decision. And that’s not all

students…

How do I start?

Current applicants:

only 14% start with you

Most of those who applied began by picking a sector, or by picking a job role.

How do I start?

Future applicants:

only 8% will start with you

Most of those who will apply plan to pick a sector first, or pick a job role first.

Where will I start?

69% are going to begin in places which feature many employers, sectors and jobs.

How will they answer “why a grad scheme?”, “which sector?” or “which job?”

Joining “a community”

No Possibly Probably Definitely

Graduate careers

A grad employer

An industry

A profession

Facebook groups, membership websites or other talent communities

Graduate retention

High potentials* Male Female

1 year 92.1 % 93.4 % 92.6 %

2 years 65.4 % 72.7 % 67.0 %

3 years 42.7 % 51.4 % 43.7 %

4 years 33.4 % 43.2 % 37.5 %

*Definition of High Potentials: Outstanding academic achievement (Top 20%); Extracurricular activities; Internship within the country

The graduate path

Do I want a “graduate job” at all?

What kind?

Which one?

290,000 c.65,000

Your employer brand

The implications: I

1.  Being an employer of choice is partly offering more than your immediate competitors.

2.  It’s also being part of a sector that offers great careers for a lifetime.

3.  It’s also being part of a community of graduate employers who offer something that competes with non-graduate jobs.

Being an “employer of choice” is a tougher challenge than having a

strong graduate brand; there are more choices than “which scheme?”

The implications: II

1.  Most of your graduate recruits are going to leave. Quite rapidly.

2.  You can “backfill” some with more graduates. What about the rest?

3.  You are almost certainly going to be hiring from competitors.

“Successful” graduate recruitment isn’t just about you doing well;

you need your competitors to be helping your sector grab the talent.

The implications: III

1.  Students are starting their decision-making journey in places where graduate employers play a minor role.

2.  Both the “graduate job” proposition and your sector proposition are defined by people who can’t do it as well as you could collectively.

3.  If that could change, more students would be interested enough to find out more. You’ll benefit, and they’ll benefit.

Is the time right for graduate employers to start co-operating when it’s

in their interests to do so? It’s already happening in places…

In conclusion

Students have some very big decisions, and “which employer?” is

the last one.

“Employers of choice” need to help them make all those decisions.

Third party recognition

McJob n. an unstimulating, low-paid job with few prospects, esp. one created by the expansion of the service sector

People Strategy

What our

business needs

What our people value

Committed People

Customer Visits Sales Profits

Confidence

Competence

Employee Engagement Customer Loyalty Business Growth

Creating ‘fusion’

Cohesive, focused teams A sense of belonging

Flexible workforce Flexible working

Well-trained staff Recognised qualifications

Controlled wage costs Negotiated staff discounts

Meet emerging needs Develop emerging skills

Enhanced reputation Pride in the organisation

McDonald's ‘learning ladder’

Multi-disciplinary approach

Overarching strategy

2006: Not bad for a McJob

2007: Petition road-show

2008: Awarding body status

2008: New uniform

2008: “My McJob”

2009: Apprenticeship launch

2010: “Meet our People”

Committed People

Customer Visits Sales Profits

Commitment 77% 90% 2004 2011

Competence 86% 95% 2004 2011

Confidence 68% 86% 2004 2011

Business impact

Employee Engagement Customer Loyalty Business Growth

Customer service opportunities

Employee turnover

Crew Turnover

90-day Turnover

80.2%

24.5%

31.9%

3.7%

Employee pride & commitment

Pride

Commitment

77%

60%

90%

86%

Good employer score

‘Brand’ is in the eye of the beholder