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EBI provides research, advisory and thought leadership in employer branding through strategic consulting, conferences/training, publications, research and Global think‐tanks. EBI’s expert services are provided through an international network of expert employer brand Senior Associates. EBI’s Global Advisory Board consists of leading corporate professionals and academics from around the world.

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© 2012 Employer Brand International All rights reserved. No part of this publication may be reproduced, distributed, or transmitted in any form or by any means, including photocopying, recording, or other electronic or mechanical methods, without the prior written permission of the publishers, except in the case of brief quotations embodied in critical reviews and certain other non commercial uses permitted by copyright law. For permission requests, write to EBI, Publications Department, Box 614, Torrensville SA 5031 Australia The information contained herein is of a general nature and is not intended to address the circumstances of any particular individual or entity. Although we endeavour to provide accurate and timely information, there can be no guarantee such information is accurate as of the date it is received or it will continue to be accurate in the future. No one should act on such information without appropriate professional advice after a thorough examination of the particular situation.

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Table of contents Message from the Chairman/CEO................................................................................................................. 6

The Employer Brand International Team ...................................................................................................... 7

Research Partner Acknowledgements .......................................................................................................... 8

Executive Summary ...................................................................................................................................... 9

What’s important in an employment experience for candidates? ............................................................... 11

The reasons employees chose their current employer ................................................................................ 12

The reasons employees choose to stay with their current employer .......................................................... 12

The employment attributes employers could improve ................................................................................ 13

IMPLICATIONS FOR BUSINESS .................................................................................................................... 15

Connect with Employer Brand International ............................................................................................... 17

Objectives .................................................................................................................................................. 18

Method ..................................................................................................................................................... 18

Part 1: Global Survey Respondents: Demographics ..................................................................................... 19

Location ............................................................................................................................................................ 20

Figure 1: Which country/region do you mainly work from?........................................................................ 20

Gender .............................................................................................................................................................. 21

Figure 2: Gender .......................................................................................................................................... 21

Age Group ......................................................................................................................................................... 21

Figure 3: Age group ...................................................................................................................................... 21

Organisation type ............................................................................................................................................. 22

Figure 4: Organisation type ......................................................................................................................... 22

Level .................................................................................................................................................................. 22

Figure 5: What is the level of your current position? .................................................................................. 22

Headcount ........................................................................................................................................................ 23

Figure 6: What is the approx. number of employees in the total organisation? ......................................... 23

Industry Sector ................................................................................................................................................. 24

Figure 7: Industry sector .............................................................................................................................. 24

Tenure ............................................................................................................................................................... 25

Figure 8: How many years have you worked at your current company? .................................................... 25

Part 2: Employer Brand Attributes: Regional Analysis ................................................................................. 26

Communication effectiveness .......................................................................................................................... 27

Figure 9: Our internal and external communications reinforce our unique employment offerings ........... 27

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Socially responsible corporate citizen .............................................................................................................. 27

Figure 10: Our organisation is committed to improving the community in which it is located ................... 27

Developing talent ............................................................................................................................................. 28

Figure 11: We have a clearly defined strategy for developing talent ........................................................... 28

Delivery of brand promise ................................................................................................................................ 28

Figure 12: Our employees have received training in how to deliver our brand promise to our customers 28

Stimulating and challenging work opportunities .............................................................................................. 29

Figure 13: Our line managers are committed to the development of their teams, by providing stimulating and challenging work opportunities ............................................................................................................. 29

Mentoring ......................................................................................................................................................... 29

Figure 14: We have an active mentoring program in place across functional levels................................... 29

Employee advocacy .......................................................................................................................................... 30

Figure 15: I would recommend this company to others as a great place to work ...................................... 30

Working relationships ....................................................................................................................................... 30

Figure 16: Our employees have a good working relationship with their leaders and feel appreciated by management ................................................................................................................................................. 30

Performance management ............................................................................................................................... 31

Figure 17: Compensation and benefits are linked to achievement of performance targets ....................... 31

Work/life balance ............................................................................................................................................. 31

Figure 18: We respect and facilitate the need for all employees to maintain a healthy work/life balance 31

Part 3: Employer Value Proposition Attributes (Global Analysis) ................................................................. 32

Figure 19: The top 3 most important attributes in an employment experience for me are: ...................... 33

Top 5 responses ............................................................................................................................................ 33

Bottom 5 responses ...................................................................................................................................... 33

Figure 20: The top 3 reasons I chose to join my employer are: ................................................................... 34

Top 5 responses ............................................................................................................................................ 34


Figure 21: The top 3 reasons I choose to stay at my current employer are: ............................................... 35

Top 5 responses ............................................................................................................................................ 35


Figure 22: The top 3 employment attributes my current employer could improve are: ............................ 36

Top 5 responses ............................................................................................................................................ 36


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Part 4: Employer Value Proposition Attributes (Regional Analysis) .............................................................. 37

What’s important in an employment experience for candidates? ............................................................... 38

Table 1: The top 3 most important attributes in an employment experience for me are: ......................... 40

The reasons employees chose their current employer ................................................................................ 41

Table 2: The top 3 reasons I chose to join my employer are: ...................................................................... 42

The reasons employees choose to stay with their current employer .......................................................... 43

Table 3: The top 3 reasons I chose to stay at my current employer are: .................................................... 44

Employment attributes employers could improve ....................................................................................... 45

Table 4: The top 3 employment attributes my current employer could improve are: ................................ 47

Appendix A: Employer Value Proposition (EVP) Attributes (Regional) ......................................................... 48

Figure 23: The top 3 most important attributes in an employment experience for me are: ...................... 49

Regions: Asia, Australia, Colombia, Europe (other), New Zealand ............................................................... 49

Regions: Poland, Russia, Scandinavia, South Africa, South America ............................................................ 50

Regions: Spain, Turkey, UAE, UK, Ukraine .................................................................................................... 51

Region: USA/Canada ..................................................................................................................................... 52

Figure 24: The top 3 reasons I chose to join my employer are: ................................................................... 53




Regions: USA/Canada ................................................................................................................................... 56

Figure 25: The top 3 reasons I choose to stay at my current employer are: ............................................... 57





Figure 26: The top 3 employment attributes my current employer could improve are: ............................ 61





Appendix B: Employer Brand Excellence Framework .................................................................................. 65

Appendix C: Employer Brand Excellence Pathway ....................................................................................... 67

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Message from the Chairman/CEO It is with great pleasure I present Employer Brand International’s Employer Brand and Employer Value Proposition (EVP) Attributes Global Research Study Report. Our aim was to conduct a global study to better understand the key drivers of the employer brand and the value propositions candidates and employees seek in their employment experience. Employer Brand International (EBI) is committed to the advancement of the employer brand concept. We believe your employer brand is your competitive advantage where success in business is increasingly being determined by the value of your company’s intangible assets. This report provides a comprehensive insight into the key drivers of the employer brand across the entire employee lifecycle from talent attraction, engagement and retention. We believe the results of this survey will provide leaders with further clarity on how to develop and implement an employer brand strategy that contributes to competitive advantage. The world is in turbulent times that show no signs of easing anytime soon. The International Monetary Fund (IMF) forecast low growth rates in developed economies such as Europe, the USA and UK. Even in emerging economies including Brazil, Russia, India and China which have grown significantly over the past ten years, the forecast is for growth to ease. This will continue to put further pressure on talent acquisition and retention. The World at Work is becoming more complex and the demand and reach for talent is becoming increasingly global. The agility of an organisation and its ability to reach, engage and motivate talent will be its major source of competitive advantage. Consumers and candidates are also seeking a richer insider’s view of the organisation through social media networks such as Facebook, Linkedin and Twitter. As I have predicted in previous reports,

the role of the employer brand manager will become more commonplace in the coming years. In a recent whitepaper titled, ‘The rise of employer brand leadership,’ I analysed eighteen employer brand director and manager level job and person descriptions from companies such as Amazon, E&Y, Standard Chartered Bank and Google. The analysis found the role of employer branding is taking on a more strategic role in global companies. The future for employer branding looks bright! Over the past four years I have delivered conference keynotes and conducted employer brand masterclass events in more than 45 cities in 26 countries with thousands of managers and it is pleasing to learn that companies are becoming more sophisticated in their approach to employer banding. I have travelled to Russia on many occasions over the past two years and am amazed at the level of acceptance of employer branding amongst Russian companies and the demand for a strategic level approach to employer branding, even amongst late adopter companies. EBI will continue to push the boundaries of employer branding research to seek and find innovative ways to assist leaders create a ‘great place to work’ for all employees and to ensure a better balance between the financial objectives of the firm and its social objectives which contribute to improving the world we work and live. At EBI we look forward to providing strategic advice to global companies ready to take on the challenge of developing a global employer brand strategy that considers global needs and those of regional offices. I welcome your feedback on how employer branding is evolving inside your company and can be contacted at [email protected] Please enjoy the report,

Brett Minchington MBA Chairman/CEO Employer Brand International Twitter: @brettminch www.facebook/brett.minchington

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The Employer Brand International Team

Chairman/CEO Brett Minchington MBA

(Founder)

SENIOR ASSOCIATES USA

Ryan Estis Managing Director

Ryan Estis & Associates

David Parks Vice President of Business Development Bluepoint Leadership Development

Europe

Eugenio Amendola Managing Director Anthea Consulting

Véronique Frogé

Partner, Head of Employer Branding practice i&e Management

Birgitte Seldorf

Partner, Summit Consulting A/S

Radosław Knap Managing Partner, KNAPRO Consulting

Per Olof Hall

Managing Director, PlanetPeople

Australasia Steven Goodman Senior Lecturer (Marketing)

Program Director ‐ Higher Degrees by Research The University of Adelaide Business School

Ron Tomlian

Managing Director, Marketing Counsel

Sonja Visic Housing Stream Manager Cape York Partnerships

REGIONAL ADVISORY BOARD Sara Edling

Global Employer Brand Manager, Volvo Car Corporation

Heather Polivka

Director of Employer Branding UnitedHealth Group

Fabio Dioguardi Global Employer Branding &

Talent Acquisition Director, Ferrero

Stephen Fogarty Senior Manager‐Strategic Programs, adidas Group

Michael Holm

Employer Brand Manager, IBM

René Herremans Employer Branding Manager, Ahold

Kat Drum

Head of Employer Brand and Social Media Strategies Research in Motion

Birgitte Brix Andersen

Talent & Development, DONG Energy

Els van de Water Senior HR Manager, Microsoft

Matthew Jeffery

Head of EMEA Talent Acquisition and Global Talent Brand, Autodesk

Kerry None

Social Media Manager, SCS

Marta Najbert Regional Marketing & PR Manager

Pandora Jewelry CEE

Kellie Tomney Director, Employer Brand Works,

Former Executive Manager Recruitment and Branding Strategy, St.George Bank

Linda Halse

General Manager Human Resources Australian Wine Research Institute

Karen Nelson‐Field. PhD

Researcher, Ehrenberg‐Bass Institute for Marketing Science (UNISA)

Prenai Pillay

Talent Attraction Specialist, ABSA

Linda Downs Human Resources Director, Asia Pacific, ERM

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Research Partner Acknowledgements At EBI, we greatly value the level of support from individuals and organisations in the Employer Branding Global Community who are committed to furthering the science of employer branding to provide a workplace that is more aligned with the needs of employees and communities. I would like to thank the Senior Associates and Advisory Team of Employer Brand International who contributed to the development and distribution of the survey around the world. We also received tremendous support from Associations, Companies and Individuals to distribute the survey to their client networks around the world. Our sincere appreciation of their support is extended to: • HeadHunter – www.hh.ru • TMP Worldwide UK www.tmpw.co.uk • People Matters www.peoplematters.com • Zav Group www.zavgroup.com • Radosław Knap, KNAPRO Consulting • HR Future – www.hrfuture.net • Haines – NZ www.haines.co.nz • Evrim Kuran, Dinamo Training and Consulting ‐

www.dinamotraining.com • Ryan Estis – www.ryanestis.com We look forward to the ongoing support of the employer brand global community and our regional partners for our future research initiatives. Thank you! The Employer Brand International Team

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Executive Summary Employer Brand International (EBI) is committed to undertaking global research to assist companies and their leaders to better manage the employment experience and create a better place to work for employees, whilst assisting to enhance the communities they operate in. EBI’s previous global survey published in late 2011 found that less than twenty percent of firms around the world have a clearly defined employer brand strategy, and as expected developed markets are leading the way with U.S./Canada rates the highest (19.7 percent), followed by Asia (19.4 percent), Europe/UK (18.4%), Australia (15%), Turkey (12.3%), and Russia (7.6%). Clearly there is still alot of work to do! To support our mission and to provide clarity to leaders in developing and implementing an employer brand strategy, EBI conducted a global study to better understand the key strategic drivers of the employer brand, the most important value propositions people consider in an employment experience, why people join companies, why they stay and how organisations can improve the delivery of the employment experience. This report details the findings of our global study and presents the results from sixteen global regions which were part of the study. Implications for business as a result of the study findings are presented including a list of forty two questions for consideration by leaders and discussion with their teams. The complexity of the modern workplace and the dynamic and hyper competitive market environment continues to drive organisations such as Amazon, Google, Philips, Siemens, IKEA, UnitedHealth Group, Deutsche Bank, Unilever and IBM towards the adoption of the employer brand concept. Global talent acquisition has become increasingly complex and challenging. As a result it is necessary to better understand the employment needs of candidates and existing employees. It appears from research reports of lowering engagement and higher turnover many employers have lost touch with the needs of talent and new

models of talent acquisition and retention will continue to emerge. Minchington (2005) defines Your Employer Brand as “the image of your organization as a ‘great place to work’ in the mind of current employees and key stakeholders in the external market (active and passive candidates, clients, customers and other key stakeholders).” Employer branding is therefore concerned with the attraction, engagement and retention initiatives targeted at enhancing your company's employer brand. Understanding what’s important to people in the employment offering, why they choose particular employers, why they stay and why they leave is critical to the sustainability of organisations. For multinational and global companies the challenges can seem tenfold! This report will provide guidance for leaders around the world in all industries, organisation types and size into what candidates and employees are seeking from the employment experience across the employee lifecycle from hire to retire. The results will also inform leaders of the need to adopt a more targeted approach to attracting and retaining talent. The global survey was conducted during the period 17th April 2012 to 6th July 2012. A total of 1924 responses were received from respondents in sixteen regions across the world including Asia, Australia, Colombia, Europe (other), New Zealand, Poland, Russia, Scandinavia, South Africa, South America, Spain, Turkey, UK, UAE, Ukraine, USA/Canada. The findings provide detailed insights of the key drivers of the employer brand and the employer value propositions (EVP) companies should consider in talent attraction, engagement and retention strategies. Our consulting survey tool measures the key drivers of the employer brand across fourteen constructs including communications, corporate social responsibility, customer relationships, developing people, global perspective, innovation and re‐invention, internal business processes, leadership, measurement and evaluation, performance management, recruitment and induction, strategic intent, thought leadership, work environment.

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For this report we chose to publish a sample of responses to ten questions from a total of fifty six questions from EBI’s employer brand attributes survey used in the study. The sample reflects a combination of emotional and functional attributes of the employer brand. The findings include: Communication effectiveness The ability of an organisation to reinforce why people should join them and why they should stay is at the core of ‘best in class’ employer branding. At the regional level USA/Canada, Russia and Spain rated the highest (59%) for communication effectiveness. Scandinavia rated 10% below the global benchmark of 56%. South America and New Zealand (both 51%) and Australia (52%) also rated lower for communication effectiveness. Socially responsible corporate citizen An increasing amount of focus and resources is being applied to companies to improve the communities in which they operate. It is more common in some sectors (e.g. mining, banking) than others. At the regional level Europe (other) rated the highest (72%) followed by USA/Canada (70%), Turkey (69%), New Zealand and Spain (both 67%). Poland rated 11% below the global benchmark of 64%. Scandinavia (60%) and South America (61%) also rated lowest for improving communities they are located in. Developing talent Having effective strategies to develop talent will become increasingly critical for organisations who seek to attract and retain the best talent in the future. Candidates and employees seek to join and stay at companies where their skills can be developed. At the regional level Europe (other) rated the highest (66%) followed by Spain (62%) and Asia (61%). Poland rated 7% below the global benchmark of 55%. Ukraine (49%) and Russia (52%) also rated lowest for developing talent. Delivery of brand promise Training to support skill development in delivering the brand promise to customers is often overlooked leading to inconsistent service (or off brand) delivery by staff. Service expectations differ in the regions but will become increasingly

important in the future as the value of brand strength is better understood. At the regional level Turkey rated the highest (69%) followed by Russia (64%) and Ukraine (63%). Australia rated 11% below the global benchmark of 58%. Scandinavia (49%) also ranked lower. Stimulating and challenging work opportunities Line managers will need to ensure they allocate sufficient time to plan work for their teams. The impact of this is already showing up in high turnover rates of staff in countries where low wages are combined with routine and boring work. At the regional level Europe (other) rated the highest (69%) followed by Scandinavia (67%) and South America (64%). UAE rated 12% below the global benchmark of 60%. Ukraine (56%) and Poland (57%) also rated lowest for providing stimulating and challenging work opportunities for employees. Mentoring This attribute rated the lowest in the 56 survey questions. There is so much potential that lies dormant inside organisations due to a lack of mentor programs or the initiative to share knowledge, skills and experience across the organisation. At the regional level Russia rated the highest (54%) followed by Ukraine (52%). Turkey and Asia (51%). Colombia rated lowest, 6% below the global benchmark of 49%. Employee advocacy Employee advocacy is one of the most powerful talent attraction method, similar to how customer advocacy assists to drive sales of products and services. Beyond a company’s internal and external communications which many find portrays an unrealistic view of the actual employment experience, employee advocacy has become a key driver of employer brand strength. At the regional level Europe (other) rated the highest (80%) followed by New Zealand and Spain (75%). Poland (59%) rated lowest, 9% below the global benchmark of 68% followed by UAE (60%) and Ukraine (61%).

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Working relationships Relationships with leaders and feeling appreciated by management are a key driver of engagement – it keeps employees striving to achieve their best. At the regional level Europe (other) rated the highest (75%) followed by Russia (73%), USA/Canada, Turkey and Ukraine (66% each). UAE rated lowest, 15% below the global benchmark and 9% less than the second lowest rating country (Australia 60%). The UAE rating is significant when compared to the other regions. Performance management Rewarding employees for achieving performance outcomes is a win‐win strategy! In the absence of performance based rewards employees may feel the playing field is unfair if they see colleagues paid more for poor performance. At the regional level Asia, Scandinavia and Spain all rated highest (69% each) followed by Europe (other) and USA/Canada (66%). Ukraine rated the lowest, 8% below the global benchmark of 61%. Work/life balance Globally, work pressures are having an impact on divorce rates and the amount of quality time parents spend with their children. Companies will need to develop strategies to address this growing issue if they are to appeal to future talent and rate highly for employee advocacy At the regional level Scandinavia rated the highest (78%) followed by Europe (other) and New Zealand (73%). Ukraine rated lowest, a sizable 13% below the global benchmark of 62%. UAE (52%) and Russia (55%) also scored lowest for this attribute. Employer Value Proposition (EVP) Attributes (Regional) In its simplest form, your EVP is a set of associations and offerings provided by your organisation in return for the skills, capabilities and experiences an employee brings to your organisation. A unique, relevant and compelling EVP that is well defined, communicated and relevant can be the difference between why talent choose your organisation compared to any one of your competitors.

Your EVP is an employee centred approach that is aligned to existing, integrated workforce planning strategies because it has been informed by existing employees and your external target audience. What’s important in an employment experience for candidates? It is important to understand what’s important in an employment experience for your future employees. Many companies fail to survey the needs of their external audience mainly due to cost, access and time. They assume the needs of their future employees will be the same as their current employees. Our previous global research informs us that this is not the case. Without clear insights into what’s important in an employment experience for candidates it will be difficult to ensure your recruitment communications are relevant for them. This may impact on measures such as cost of hire, time to fill and talent/job matching. The most common EVP attributes Amongst all regions the most common attributes which are important in an employment package for future employees include:

EVP ATTRIBUTE Global Benchmark

Interesting work 35%

Career development 32%

Salary package 28%

Alignment with personal values 25%

Opportunities to grow with the business 24%

Friendly work environment 16%

A commitment to ethics and integrity 15%

Empowerment 15%

Work flexibility 14% Regional EVP variances Compared to the other regions, Scandinavians (61%) and New Zealanders (51%) rated ‘interesting work’ the highest in importance for this attribute. ‘Interesting work’ was included in the top three most important attributes in an employment experience in all regions except Turkey. ‘Career development’ rated more than twice the global benchmark in Scandinavia (72%) and it also rated higher than other regions in Colombia (53%).

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With a global benchmark of 28%, the ‘importance of salary’ in the employment experience rated highest in Turkey (57%) and Ukraine (41%). Companies often underestimate the performance and productivity gains by ‘aligning the employment experience with employee’s personal values’. Workers in the UK and Scandinavia rated this attribute the highest with 33% each. Other most important attributes sought in an employment experience include ‘opportunities to grow with the business’ and ‘a friendly work environment.’ Employees in Russia (31%), the UAE (30%) and Ukraine (30%) want ‘opportunities to grow with the business,’ whilst for employees in Poland (34%) ‘a friendly work environment’ is important to them. The reasons employees chose their current employer Amongst all regions the most common EVP attributes why employees chose to work at their current employer include:




Salary package 29%




Work flexibility 13%

Regional EVP variances Compared to the other regions, Scandinavians (61%) and South Africans (59%) rated ‘interesting work,’ the highest in importance for choosing their current employer. ‘Interesting work’ was included in the top three most important attributes in all regions except Turkey and the UAE. ‘Career development’ rated 25% more than the global benchmark in Turkey and Colombia (both 60%) and also rated higher than other regions in South America (58%), Poland and Scandinavia (both 56%).

With a global benchmark of 29%, the ‘importance of salary’ as a motivator for choosing an employer rated highest in Ukraine (44%) and Turkey (37%). Workers in Colombia rated ‘alignment with personal values’ the highest (26%). It was also one of the main reasons why employees in New Zealand, Russia and the UK (23% each) chose their current employer. Choosing an employer based on their corporate reputation was more than three times the global benchmark in the UAE (40%). ‘Work flexibility’ is an important choice in only four regions including Poland (24%), Scandinavia (22%), South Africa (18%) and the UAE (20%). The reasons employees choose to stay with their current employer Amongst all regions the most common EVP attributes why employees choose to stay with their current employer include:



Salary package 29%



Job stability 22%




Empowerment 17%

Regional EVP variances Compared to the other regions, Scandinavians (56%) and Australians (45%) rated ‘interesting work’ the highest in importance for this attribute. ‘Interesting work’ was included in the top three most important attributes why employees stay with their employer in all regions except Turkey and the UAE.

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With the second highest global benchmark of 29%, the ‘importance of salary’ as a reason for employees staying with their current employer was highest in Ukraine (35%), Russia (34%) and Turkey (33%). ‘Career development’ rated twice the global benchmark in Scandinavia (50%) and also rated higher than other regions in Turkey (47%), which is 10% higher than the next highest (Colombia 37%). Workers in USA/Canada rated ‘opportunities to grow with the business’ highest (36%) for this attribute. It is also one of the main reasons why employees in Turkey and the UAE (30% each) choose to stay with their current employer. Choosing to remain with an employer based on ‘job stability’ was nearly more than twice the global benchmark in Poland (42%) and Spain (41%). A ‘friendly work environment’ was also an important reason for employees to remain with their current employer in only five regions including Poland (31%), Russia (29%), Ukraine (28%), Turkey (27%) and South America (23%). The employment attributes employers could improve Amongst all regions the most common EVP attributes employees suggest their employers could improve include:


Salary package 25%

Staff benefits program 22%

Career development 20% Access to modern technology and equipment 17%

The quality of senior leadership 17%

The quality of managers 16%

Strong employer reputation 15%


Quality of co‐workers 13%


Regional EVP variances Responses to which EVP attributes employers could improve provided the highest level of diversity in responses compared to responses to why people join, stay or leave.

Sometimes these attributes can be deal breakers and lead to turnover if employees desire the attributes as part of their employment experience and it remains unfulfilled. This is a key reason why employees in lower wages countries such as India and Indonesia move frequently amongst employers based on who offers more money. The risk in countries such as Russia and Ukraine is that as they become more connected to the global economy; they will be less able to rely on salary as a key driver of talent attraction and retention – the costs will become unsustainable. We are already seeing the impact of wage growth in developed economies such as the USA or in Australia where currently there is a risk of further work being off‐shored in the car industry for the offer of low wages in Thailand where the competitive rate is only AUD$1.22 per hour. Compared to the other regions, employees in Turkey (43%) and Scandinavians (39%) rated ‘salary package’ the highest in areas their employer could improve. ‘Salary package’ was included in the top three most important attributes to improve in all regions except New Zealand, South Africa, UAE, UK and USA/Canada. Employees in the UAE rated ‘career development’ (40%) twice the global benchmark as a main attribute employers could improve as part of the employment package. With the rate of technological change accelerating over the past five years it is clear this is having an impact on workplaces around the world. ‘Access to modern technology and equipment,’ ranked the fourth highest area employers could improve on. 40% of employees in the UAE rated this attribute more than twice the global benchmark and 31% of those in USA/Canada also rated it highly. The quality of mangers and senior leadership is becoming a major issue around the world. As key drivers of employee engagement and retention, organisations will need to ensure they have effective development programs in place to address the leadership issues which are likely to become more prominent with the exodus of baby boomers (born 1946‐1964) retiring from the workforce in the next five to ten years.

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The ‘quality of senior leadership’ rated highest in South Africa (35%) and New Zealand (31%). ‘The quality of managers’ rated highest in the UAE (40%) and also rated higher than other regions in Scandinavia (28%). Developing a strong employer reputation ranked the seventh highest global average compared to the other twenty attributes employers could improve on. This is supported by the growth in companies such as Google, Amazon, E&Y, Linkedin and Unilever, appointing dedicated employer branding leaders to manage their employer branding functions. With the increasing demands on people’s time and the challenges of finding the right work/life balance, employees are seeking a greater level of flexibility in their work. Companies such as IBM have been very successful in leveraging modern technology to improve worker flexibility whilst saving millions of dollars along the way! Compared to other regions Spanish employees rated ‘work flexibility’ highest (32%), well ahead of employees in Colombia, New Zealand and Turkey (all 23%). More staff benefits and a commitment to diversity were two others areas employees want their employers to improve. Russians ranked highest amongst the regions for staff benefits (36%) and South Africans rated highest for improving their commitment to diversity (29%). Localize the employer brand strategy Using the results of this study we encourage you to establish a framework for your employer brand strategy and ensure internal and external stakeholders are on the same page. In the book "Employer Brand Leadership — A Global Perspective" the author details how to apply the “Employer Brand Excellence Framework” (see appendix 2) to develop your employer brand from a stakeholder perspective. The Framework considers the role of stakeholders including employees, prospective candidates, customers, investors, and society in employer branding.

For global companies adapting a global employer brand strategy to local environments should begin with a focus on the employee experience. Not all employees are the same and while many companies like to use a “one‐size‐fits‐all” engagement strategy, the reality is that most employees want to have their own needs met before they consider those of their team members or the organization as a whole. The employer brand strategy has to be build from the ground up. Your employer brand strategy must align with your company’s overall business strategy. We encourage companies to apply the results of this survey and critically assess the regional differences to better understand the impact of culture and geographic location on their employer brand. At EBI we are inspired by the continual evolution of the employer brand concept in organisations around the world, most recently in Russia and Ukraine. We will continue to push the boundaries in our research to assist you and your teams to deliver a better employment experience for all stakeholders and one which contributes to improving the community in which you operate.

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IMPLICATIONS FOR BUSINESS

The findings of the Employer Brand and EVP Attributes Global Research Study have several implications for business. Below is a list of questions to consider when developing your employer brand strategy: 1. How do we gather insights from

employees and candidates about what’s important to them in an employment experience? How effective are we in addressing the gaps?

2. Have we defined our employer value propositions (EVP’s)?

3. How effective are we in communication our EVP’s to our target audience?

4. How do we differentiate our EVP compared to our competitors?

5. Do our EVP’s reflect the differences across employee segments such as job functions, locations, etc?

6. How can we align rewards and incentives to reduce the focus on the salary package as the key driver of why people join or leave our organisation?

7. What processes do we have in place to address the gaps in what we deliver and what employees are seeking in their employment experience?

8. How do we consider and adapt to the changing needs of employees as they move through the employee lifecycle from hire to retire?

9. How do we make leaders accountable for the engagement of their teams and align this to their bonus and incentives?

10. Have we identified the priority areas to focus and invest in to improve the employment experience for staff?

11. Have we considered the impact of technology on how work gets done and do we provide employees with access to modern technology and equipment?

12. How influential are our employer brand leaders in influencing the strategic direction of talent acquisition and retention in our organisation?

13. Do we adopt a strategic approach to employer branding? (see Employer

Brand Excellence Framework, appendix B).

14. Do we have a training program to ensure staff develop the skills to efficiently and effectively use modern technology?

15. How can we leverage mobile technology to build a stronger employer brand?

16. How often do we survey the needs of our internal and external target audience to understand which areas of the employment experience we need to improve? Is this frequency sufficient?

17. How could we develop a system to understand ‘real time’ how engaged our employees are about their employment experience? How could technology assist us with this objective?

18. Are we more focused on meeting the needs of customers than the needs of our employees?

19. What measures do we have in place to assess if we are delivering on the employment promises communicated in our recruitment communications?

20. Have we provided training for our managers and senior leaders in how to deliver and ‘on brand’ employment experience for their teams?

21. What are the top three areas we need to focus and invest to improve the employment experience which will have the most beneficial outcome for all stakeholders?

22. What are we doing to ensure the workplace is safe and employees have the equipment to perform their jobs safely and effectively?

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23. What systems do we have in place to improve our products and services for our customers?

24. What are we doing to ensure our employees work in an exciting and dynamic environment?

25. Do we know the strength of employee advocacy inside our organisation? Do we know what percentage of employees would recommend our company to others as a great place to work?

26. Do our stakeholders recognise us as a socially responsible corporate citizen?

27. Does our organisation have a clear Mission/ vision/values statement that is relevant and engaging?

28. What type of working relationship does our staff have with their leaders and do they feel appreciated by management?

29. What are we doing to ensure the employment experience is alignment with the personal values of our staff?

30. What are we doing to empower employees to take charge of their career and personal development?

31. What are we doing to support the career development of our employees?

32. How empowered do our staff feel to perform their jobs?

33. How do our leadership behaviours communicate our level of support for employees to spend quality time with friends and family?

34. What systems, policies and processes do we have in place to support a friendly work environment?

35. What are we doing to ensure employees their job functions are interesting, challenging and rewarding?

36. What opportunities are we providing for staff to grow with the business?

37. What strategies do we have in place to support retention of talent?

38. How effective is our staff benefits program in enhancing the employment experience?

39. How is the quality of managers and

senior leadership perceived by employees? What behaviours are evident to support these perceptions?

40. What are we doing to ensure alignment across the functions responsible for our corporate, consumer and employer branding initiatives?

41. Do we have clarity on which stage we are at in the Employer Brand Excellence Pathway? (see appendix C).

42. How effectively are we sharing our thought leadership and best practice across our organisation?

16

Connect with Employer Brand International Employer Brand International is committed to building a global community of leaders and vendors to continue

its research agenda and provide a focal point for knowledge in advancing the employer brand concept to create value for all stakeholders.

We invite you to join our EBI Employer Branding global Community of more than 2500 members on LinkedIn at http://www.linkedin.com/groupRegistration?gid=1338647 to stay abreast of latest developments in employer branding.

For the latest in employer branding developments around the world please visit www.employerbrandingonline.com

or join the EBO on Facebook community at https://www.facebook.com/pages/Employer‐Branding‐Online/115743318452966

17

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https://www.facebook.com/pages/Employer-Branding-Online/115743318452966�

Objectives Employer Brand International’s Senior Associates consulted with regional partners, companies and vendors to assist in defining objectives for this research project. The key objectives of the survey are: 1. To engage with employees and leaders from around the world

to discover insights which will contribute to and further the science of employer branding.

2. To assist leaders to better understand what’s important in the employment experience for employees, why they chose to join a company, why they stay and what are the areas their employers could improve.

3. To obtain the latest empirical data on employer branding to share with the global community to advance employer brand theory, principles and strategy development.

4. To assess and understand the expectations of the employment experience across different demographic variables including age, gender, organisation type, job function, employee number, industry sector and tenure.

Method The survey was conducted during the period 17th April 2012 to 6th

July 2012. Responses were collected via an online survey. The survey was also promoted in social media channels, via magazine and journal articles written by the Employer Brand International team, via blogs and banner ads on websites of distribution partners. A total of 1924 responses were collected from the following regions: Asia 91 UK 128 Australia 187 UAE 36 Colombia 52 Ukraine 325 Europe (other) 127 USA/Canada 67 New Zealand 41 Poland 162 Russia 418 Scandinavia 26 South Africa 46 South America (other) 58 Spain 118 Turkey 42 The survey consisted of 68 closed ended questions.

18

Part 1: Global Survey Respondents: Demographics

19

GLOBAL SURVEY RESPONDENTS

Location

Figure 1: Which country/region do you mainly work from?

© Employer Brand International

Employer Brand and EVP Attributes Global Research Study At Employer Brand International we have continued to develop the reach of our market research. We have a strong focus on furthering the science of employer branding to assist companies and practitioners to manage a strategic function which at times may seem complex. Our research provide insights into the development of employer branding around the world in markets such as Russia and Ukraine. We’re very proud to see these markets are the two highest responding markets in this survey, an indication there is a growing interest in employer branding in emerging markets. We welcomed survey participants from Colombia for the first time and the insights shared by employees in these regions add to the depth of our understanding of the evolution of employer branding around the world. Our research shows employer branding is now practiced around the world and has accelerated somewhat the past two years. EBI’s previous studies show most regions still report that they are in the early stages of development and this is also

evident from our employer branding events we conduct around the world where attendances are very high in emerging countries such as Russia, India and Ukraine. 22% of survey respondents are from Russia, 17% from Ukraine, 10% from Australia, 8% from Poland, 7% from UK and Europe (other) and 6% from Spain. The response rate of 1924 demonstrates the value our research partners bring into reaching employees in all corners of the world. The level of interest by companies and vendors in employer branding is very strong as many value it as a long term strategy for the attraction, engagement and retention of talent. However the challenge in many countries is to shift a leader’s mindset to invest in employer branding not only in times of economic growth.

1%2%2%2%2%3%3%3%

5%6%7%7%

8%10%

17%22%

ScandinaviaUAE

New ZealandTurkey

South AfricaColombia

South America (other)USA/Canada

AsiaSpain

Europe (other)UK

PolandAustraliaUkraineRussia

0% 5% 10% 15% 20% 25%

20


Gender

Figure 2: Gender


Employer Brand and EVP Attributes Global Research Study

65% of respondents are female and 35% male

Age Group

Figure 3: Age group



Respondents are spread across all age groups in the working age population (ages 18‐60+ years). The majority of respondents were received from the 30‐39 year aged group (37%) followed by 20‐29 years (34%), 40‐49 years (20%) and 50‐59 years (8%).

35%

65%

Males Females

34%

37%

20%

8%

1%

20‐29 30‐39 40‐49 50‐59 60+

21


Organisation type

Figure 4: Organisation type



89% of respondents are from the ‘for profit’ sector, 6% from government and 5% from not‐for‐profit sector organisations.

Level

Figure 5: What is the level of your current position?

© Employer Brand International Employer Brand and EVP Attributes Global Research Study

A broad range of job classification levels responded to the survey. The highest number of respondents were received from managers (32%) followed by Senior managers (19%), Officer level (14%), Team leader (9%), and CEO/Managing Directors (6%).

89%

5%6%

For profit Not for profit Government

1%

3%

3%

4%

4%

4%

6%

9%

14%

19%

32%

Chairman

Vice President

Supervisor

Executive

General Manager

Administrator

CEO/Managing Director

Team leader

Officer

Senior manager

Manager

22


Headcount

Figure 6: What is the approx. number of employees in the total organisation?



40% of responses were received from organisations that have more than 1000 employees. This includes 21% of responses received from companies with 5000+ employees and 19% from companies with 1001‐5000 employees. The Small to Medium Enterprises (SME) sector is also well represented with 60% of responses received from companies with fewer than 1000 employees.

11%

21%

28%

19%

21%

1‐10 11‐100 101‐1000 1001‐5000 5000+

23


Industry Sector

Figure 7: Industry sector


A diverse range of industry sectors are represented in the survey. The IT industry provided the highest number of responses (9%) followed by advertising & marketing (8%), manufacturing and consumer products‐durable (both 4%). The consulting, recruitment/staffing and banking also participated well providing 6% of respondents.

1%1%1%1%1%1%1%2%2%2%2%2%2%2%2%2%2%2%3%3%3%4%4%

5%6%6%6%7%

7%8%

9%

Property/Real EstateCommunity Services

LegalAgriculture, Forestry,Fishing & …Computer Software & Devices

ConstructionTourism

Financial ServicesConsumer Products‐Non Durable

Travel/Hospitality/LeisureInsurance

Media & EntertainmentEngineering

MiningProfessional Services

Electricity, Gas & WaterGovernment

PharmaceuticalsHealth Care

Transportation & StorageEducation Services

Communication ServicesTelecommunications

RetailBanking

Recruitment/StaffingConsulting

Consumer Products‐DurableManufacturing

Advertising & MarketingInformation Technology

24


Tenure

Figure 8: How many years have you worked at your current company?


Employer Brand and EVP Attributes Global Research Study EBI’s previous research shows that during 2009‐2011 there was a 209% increase in companies using social media in employer branding initiatives. Companies are also using social media for recruitment which has increased employee’s access to job vacancies. Once the sole domain of the USA, companies around the world are now using direct sourcing techniques along with more aggressive recruitment strategies to attract talent. Talented employees are now free to move around more than ever if their employment needs are not being met. Research also shows Generation Y’s (born 1980‐2000) can now expect to have at least 8‐10 jobs during their working life. The reduction in time employees are spending at one company is reflected in the survey results with 45% of respondents having worked at their company for less than three years.

The shift to mobile technology will accelerate the access your employees have to job vacancies and the way recruiters can approach them. Early adopter companies such as Sodexo, Pepsico and McDonalds are already benefiting from this new recruitment channel The highest number of responses to the survey was received from employees who have worked at their company for 1‐2 years (24% of responses). The next highest number of responses (21%) was received from employees who have been with their company for less than 1 year.

2%

7%

12%

14%

19%

21%

24%

21+

11‐20

7‐10

5‐6

3‐4

<1

1‐2

25

Part 2: Employer Brand Attributes: Regional Analysis

26

Employer Brand Attributes (Regional)

Communication effectiveness

Figure 9: Our internal and external communications reinforce our unique employment offerings



Global benchmark 56%The ability of an organisation to reinforce why people should join them and why they should stay is at the core of ‘best in class’ employer branding. At the regional level USA/Canada, Russia and Spain rated the highest (59%). Scandinavia rated 10% below the global benchmark, Australia (52%), South America and New Zealand (both 51%) and also rated lower for communication effectiveness.

Socially responsible corporate citizen

Figure 10: Our organisation is committed to improving the community in which it is located



Global benchmark 64%An increasing amount of focus and resources is being applied by companies to improve the communities in which they operate. It is most common in some sectors (e.g. mining, banking) than others. The survey results suggest there is still alot of work to be done in this area! At the regional level Europe (other) rated the highest (72%) followed by USA/Canada (70%), Turkey (69%) and Spain (67%). Poland rated 11% below the global benchmark. Scandinavia (60%) and South America (61%) also rated lowest for improving communities they are located in.

58%56%54%57%59%

51%46%

59%53%51%54%55%

59%52%

58%56%

UkraineUK

UAETurkeySpain

South AmericaScandinavia

RussiaPoland

New ZealandEurope (other)

ColombiaCanada/USA

AustraliaAsia

Global

62%65%

62%69%67%

61%60%

65%53%

67%72%

62%70%

62%66%

64%

UkraineUK

UAETurkeySpain


RussiaPoland


ColombiaCanada/USA

AustraliaAsia

Global

27


Developing talent

Figure 11: We have a clearly defined strategy for developing talent


Global benchmark 55%Having effective strategies to develop talent will become increasingly critical for organisations who seek to attract and retain the best talent in the future. Candidates and employees seek to join and stay at companies where their skills can be developed. At the regional level Europe (other) rated the highest (66%) followed by Spain (62%) and Asia (61%). Poland rated 7% below the global benchmark. Ukraine (49%) and Russia (52%) also rated lowest for developing talent.

Delivery of brand promise

Figure 12: Our employees have received training in how to deliver our brand promise to our customers



Global benchmark 58%Training to support skill development in delivering the brand promise to customers is often overlooked leading to inconsistent service (or off brand) delivery by staff. Service expectations differ in the regions but will become increasingly important in the future as the value of brand strength is better understood. At the regional level Turkey rated the highest (69%) followed by Russia (64%) and Ukraine (63%). Australia rated 11% below the global benchmark. Scandinavia (49%) also ranked low.

49%55%

59%60%62%

59%58%

52%48%

53%66%

57%56%

54%61%

55%

UkraineUK

UAETurkeySpain


RussiaPoland


ColombiaCanada/USA

AustraliaAsia

Global

63%54%

51%69%

60%53%

49%64%

58%51%

61%51%

57%47%

59%58%

UkraineUK

UAETurkeySpain


RussiaPoland


ColombiaCanada/USA

AustraliaAsia

Global

28


Stimulating and challenging work opportunities

Figure 13: Our line managers are committed to the development of their teams, by providing stimulating and challenging work opportunities



Global benchmark 60%Stimulating and challenging work opportunities assists to engage and retain talent. Line managers will need to ensure they allocate sufficient time to plan engaging work for their teams. At the regional level Europe (other) rated the highest (69%) followed by Scandinavia (67%) and South America (64%). UAE rated 12% below the global benchmark. Ukraine (56%) and Poland (57%) also rated lowest for providing stimulating and challenging work opportunities for employees.

Mentoring

Figure 14: We have an active mentoring program in place across functional levels



Global benchmark 49%This attribute rated the lowest across the 56 employer brand survey questions. There is so much potential that lies dormant inside organisations due to a lack of mentor programs or the initiative to share knowledge, skills and experience across the organisation. At the regional level Russia rated the highest (54%) followed by Ukraine (52%). Turkey and Asia (51%). Colombia rated lowest, 6% below the global benchmark.

56%60%

48%58%60%64%67%

63%57%58%

69%59%60%60%62%60%

UkraineUK

UAETurkeySpain


RussiaPoland


ColombiaCanada/USA

AustraliaAsia

Global

52%48%

44%51%

45%46%49%

54%45%45%48%

43%50%

45%51%

49%

UkraineUK

UAETurkeySpain


RussiaPoland


ColombiaCanada/USA

AustraliaAsia

Global

0% 25% 50% 75% 100%

29


Employee advocacy

Figure 15: I would recommend this company to others as a great place to work


Global benchmark 68%Employee advocacy is the most powerful talent attraction method just as customer advocacy is for products and services. Beyond a company’s internal and external communications which many find portrays an unrealistic view of the actual employment experience, employee advocacy has become a key driver of employer brand strength. At the regional level Europe (other) rated the highest (80%) followed by New Zealand and Spain (75%) (75%). Poland (59%) rated lowest, 9% below the global benchmark followed by UAE (60%) and Ukraine (61%).

Working relationships

Figure 16: Our employees have a good working relationship with their leaders and feel appreciated by management


Global benchmark 66%Relationships with leaders and feeling appreciated by management are a key driver of engagement – it keeps employees striving to achieve their best. At the regional level Europe (other) rated the highest (75%) followed by Russia (73%), USA/Canada, Turkey and Ukraine (66% each). UAE rated lowest, 15% below the global benchmark and 9% less than the second lowest rating country (Australia 60%). The UAE rating is significant when compared to the other regions.

61%73%

60%69%

75%70%74%

68%59%

75%80%

68%74%

69%71%

68%

UkraineUK

UAETurkeySpain


RussiaPoland


ColombiaCanada/USA

AustraliaAsia

Global

66%63%

51%66%65%63%64%

73%61%64%

75%63%66%

60%65%66%

UkraineUK

UAETurkeySpain


RussiaPoland


ColombiaCanada/USA

AustraliaAsia

Global

30


Performance management

Figure 17: Compensation and benefits are linked to achievement of performance targets


Global benchmark 61%Rewarding employees for achieving performance outcomes is a win‐win strategy! In the absence of performance based rewards employees may feel the playing field is unfair if they see colleagues paid more for doing less! At the regional level Asia, Scandinavia and Spain all rated highest (69%) followed by Europe (other) and USA/Canada (66%). Ukraine rated the lowest, 8% below the global benchmark.

Work/life balance

Figure 18: We respect and facilitate the need for all employees to maintain a healthy work/life balance


Global benchmark 62%Work pressures are having an impact on divorce rates and the amount of quality time parents spend with their children. Companies will need to develop strategies to address this issue if they are to appeal to future talent and rate highly for employee advocacy At the regional level Scandinavia rated the highest (78%) followed by Europe (other) and New Zealand (73%). Ukraine rated lowest, a sizable 13% below the global benchmark. UAE (52%) and Russia (55%) also scored lowest for this attribute.

53%57%58%

64%69%

63%69%

63%54%

58%66%65%66%

57%69%

61%

UkraineUK

UAETurkeySpain


RussiaPoland


ColombiaCanada/USA

AustraliaAsia

Global

49%69%

52%67%67%65%

78%55%58%

73%73%

65%70%

67%67%

62%

0% 25% 50% 75% 100%

UkraineUK

UAETurkeySpain


RussiaPoland


ColombiaCanada/USA

AustraliaAsia

Global

31

Part 3: Employer Value Proposition Attributes (Global Analysis)

32

Employer Value Proposition (EVP) Attributes (Global)

Figure 19: The top 3 most important attributes in an employment experience for me are:

Top 5 responses



#1 ‐ 35% choose Interesting work as one of their top 3 Globally, employees are seeking an employment experiences which offers interesting work and career development. Whilst important, salary is not the main attribute sought. Companies must also appeal to the personal values of employees and offer opportunities to grow with the organisation to appeal to talent. Failure to do so is likely to lead to higher levels of turnover.

Bottom 5 responses



Employees are less attracted by the physical location of their job; they are prepared to sacrifice travel time for the right job or even just to gain employment. A family oriented organisation and one that offers travel opportunities is less appealing to employees in what they are seeking in their employment experience. Likewise, retirement benefits is seen as a long term benefit to many and therefore ranks lower in importance in the job search.

24%

25%

28%

32%

35%

Opportunities to grow with the business

Alignment with personal values

Salary package

Career development

Interesting work

4%

4%

3%

1%

1%

The physical location of my job

Family oriented

A commitment to environmental health and sustainability

Travel opportunities

Retirement benefits

33

Employer Value Proposition (EVP) Attributes (Global)

Figure 20: The top 3 reasons I chose to join my employer are:

Top 5 responses


#1 ‐ 42% choose Interesting work as one of their top 3 Understanding the needs of your target audience will assisting in aligning your strategy to appeal to the right people. Globally, employees chose to join their companies for the same benefits they say are important to them in an employment experience to them and what they perceive the organisation can offer.

Bottom 5 responses



Globally, employee’s ranked similar attributes lower as they did when considering what is important to them in an employment experience. The only exception is that very few employees chose to join their employer for access to modern technology and equipment. Don’t overstate these attributes in your communications as they will have very little impact.

19%

25%

29%

35%

42%



Salary package

Career development

Interesting work

3%

3%

3%

2%

1%

Family oriented


Access to modern technology and equipment


Retirement benefits

34

Employer Value Proposition (EVP) Attributes (GLOBAL)

Figure 21: The top 3 reasons I choose to stay at my current employer are:

Top 5 responses


#1 ‐ 37% choose Interesting work as one of their top 3 Globally employees choose to stay at their current employer for the same reasons they joined them. The only exception is job stability which was chosen as a top 3 attribute by 22% of employees, replacing alignment with personal values as a top 5 choice.

Bottom 5 responses



Surprisingly, given the focus on this attribute by many companies around the world in regions such as the USA, a company’s commitment to diversity is not a key driver of why people stay at their current organisation.

22%

24%

24%

29%

37%

Job stability


Career development

Salary package

Interesting work

3%

2%

2%

2%

1%

A commitment to diversity




Retirement benefits

35

Employer Value Proposition (EVP) Attributes (GLOBAL)

Figure 22: The top 3 employment attributes my current employer could improve are:

Top 5 responses


#1 ‐25% chose Salary package as one of their top 3 Not surprisingly, globally employees believe their companies could improve their salary offering. As the global skills shortage becomes more prominent, talented people are free to choose where they work. At the lower wage scale high rates of turnover are being experienced. Both scenarios are not beneficial. Companies will need to ensure salary expectations are met if they are to appeal to future talent and hold onto those they have and want to retain.

Bottom 5 responses


There is an even distribution of the attributes employees ranked lowest for companies to improve. Often underrated as a serious issue, a commitment to environmental health and sustainability ranked lowest. Surprisingly most employees feel somewhat satisfied their companies are providing interesting work as only 6% chose it in their top 3 for attributes their company could improve.

17%

17%

20%

22%

25%

The quality of senior leadership


Career development

Staff benefits program

Salary package

6%

6%

6%

6%

5%



Interesting work

Family oriented


36

Part 4: Employer Value Proposition Attributes (Regional Analysis)

37

Employer Value Proposition (EVP) Attributes Regional Analysis What’s important in an employment experience for candidates? It is important to understand what’s important in an employment experience for your future employees. Many companies fail to survey the needs of their external audience mainly due to cost, access and time. They assume the needs of their future employees will be the same as their current employees. Our previous global research informs us that this is not the case. Without clear insights into what’s important in an employment experience for candidates it will be difficult to ensure your recruitment communications are relevant for them. This may impact on measures such as cost to hire, time to fill and talent/job matching. The most common EVP attributes Amongst all regions the most common attributes which are important in an employment package for future employees include:




Salary package 28%




A commitment to ethics and integrity 15%

Empowerment 15%




Regional EVP variances Compared to the other regions, Scandinavians (61%) and New Zealanders (51%) rated ‘interesting work’ the highest in importance for this attribute. ‘Interesting work’ was included in the top three most important attributes in an employment experience in all regions except Turkey. ‘Career development’ rated more than twice the global benchmark in Scandinavia (72%) and it also rated it higher than other regions in Colombia (53%).

With a global benchmark of 28%, the ‘importance of salary’ in the employment experience rated highest in Turkey (57%) and Ukraine (41%). Companies often underestimate the performance and productivity gains by ‘aligning the employment experience with employee’s personal values’. Workers in the UK and Scandinavia rated this attribute the highest with 33% each. Other most important attributes sought in an employment experience include ‘opportunities to grow with the business’ and a ‘commitment to ethics and integrity’. Russians (31%), Ukrainians and employees in the UAE (both 30%) want ‘opportunities to grow with the business,’ whilst for employees in South (41%) and UAE (40%), a company with a commitment to ethics and integrity’ are important to them. The standout Scandinavians are clear when it comes to expectations about the employment experience. They rated four attributes the highest compared to other regions including, ‘Interesting work’ (61%), ‘career development’ (72%), ‘alignment with personal values’ (33%) and ‘work flexibility’ (33%). The strongest regional EVP Scandinavians rated career development (72%) the highest attribute amongst all choices and regions. The highest global EVP benchmark 35% of employees chose ‘Interesting work’ as one of their top three most important attributes in an employment experience. The lowest global EVP benchmark 6% of employees chose ‘strong corporate reputation’ and a ‘visionary company’ as one of their top three most important attributes in an employment experience. The exceptions The ‘quality of senior leadership’ is an important attribute in New Zealand and Russia (both 21%) and Turkey (17%). In Poland, a ‘friendly work environment,’ rated 34% which is more than twice the global benchmark. A ‘visionary company’ rated 18% in South Africa, three times more than the global benchmark.

38

In Turkey, a company with a ‘strong corporate reputation’ (20%) is more than three times the global benchmark. In the UAE ‘job stability’ rated highly in importance (30%), nearly three times the global benchmark.

39

Table 1: The top 3 most important attributes in an employment experience for me are:

EVP ATTRIBUTE Global Asia Australia Colombia Europe (other) NZ Poland Russia Scandi

navia South Africa

South America Spain Turkey UAE UK Ukraine USA/

Canada

Interesting work 35% 36% 38% 23% 44% 51% 43% 29% 61% 41% 27% 40% 30% 37% 31% 27%

Career development 32% 45% 28% 53% 43% 33% 46% 72% 46% 41% 43% 29% 26% 25%

Salary package 28% 23% 21% 30% 26% 18% 29% 32% 22% 57% 41% 25%

Alignment with personal values 25% 28% 30% 20% 28% 29% 33% 24% 23% 33% 29% 29%

Opportunities to grow with the business 24% 22% 25% 31% 27% 30% 26% 30%

Friendly work environment 16% 34% A commitment to ethics and integrity 15% 37% 41% 27% 27% 40% 31%

Empowerment 15% 25% 19% 22% 24%

Work flexibility 14% 22% 33% 31% 25% 20% 23%

Job stability 11% 30% The quality of senior leadership 9% 21% 21% 17%

Strong corporate reputation 6% 20%

Visionary company 6% 18%


40

Employer Value Proposition (EVP) Attributes Regional Analysis The reasons employees chose their current employer Amongst all regions the most common EVP attributes why employees chose to work at their current employer include:




Salary package 29%







Regional EVP variances Compared to the other regions, Scandinavians (61%) and South Africans (59%) rated ‘interesting work,’ the highest in importance for choosing their current employer. ‘Interesting work’ was included in the top three most important attributes in all regions except Turkey and the UAE. ‘Career development’ rated 25% more than the global benchmark in Turkey and Colombia (both 60%) and also rated higher than other regions in South America (58%), Poland and Scandinavia (both 56%). With a global benchmark of 29%, the ‘importance of salary’ as a motivator for choosing an employer rated highest in Ukraine (44%) and Turkey (37%). Workers in Colombia rated ‘alignment with personal values’ highest (26%). It was also one of the main reasons why employees in New Zealand, Russia and the UK (23% each) chose their current employer. Choosing an employer based on their corporate reputation was more than three times the global benchmark in the UAE (40%). ‘Work flexibility’ is an important choice in only four regions including Poland (24%), Scandinavia (22%), UAE 20% and South Africa (18%).

The standout Whilst there is much more diversity in why employees chose to work for their current employer compared to why they stay or leave, the findings show employees in Colombia, Scandinavia and Turkey had highest ratings for two of the attributes each. All other regions rated highest in only one attribute. Colombians rated highest for ‘career development’ (60%), and ‘alignment with personal values’ (26%). Scandinavians rated highest for ‘interesting work (61%) and ‘visionary company’ (22%) whilst employees in Turkey choose career development’ (60%) and empowerment (27%) as main reasons they chose to work for their current employer. The strongest regional EVP Scandinavians rated ‘interesting work (61%) the highest attribute amongst all choices and regions. The highest global EVP benchmark 42% of employees chose ‘Interesting work’ as one of their top three reasons for choosing their current employer. The lowest global EVP benchmark 9% of employees chose ‘visionary company as one of their top three reasons for choosing their current employer. The exceptions A friendly ‘work environment’ is an important attribute in Russia (26%) and Poland (24%). More than twice the global benchmark, ‘a visionary company’ was only chosen by Scandinavians (22%) and employees in the UAE (20%) as a main reason for choosing their current employer. Asia was the only region where employees rated ‘the physical location of my job’ (15%) as a main reason for choosing their current employer.

41

Table 2: The top 3 reasons I chose to join my employer are:

EVP ATTRIBUTE Global Asia Australia Colombia Europe (other) NZ Poland Russia Scandina

via South Africa


Canada

Interesting work 42% 42% 53% 26% 48% 51% 45% 45% 61% 59% 42% 48% 42% 34% 29%

Career development 35% 29% 38% 60% 31% 41% 56% 56% 29% 58% 46% 60% 38% 24% 39%

Salary package 29% 26% 24% 28% 21% 23% 24% 32% 18% 19% 37% 20% 25% 44% 31%


25% 25% 25% 26% 22% 28% 24% 31% 29% 27% 20% 32% 22% 29%

Alignment with personal values 19% 18% 26% 20% 23% 23% 23% 20% 22%

Empowerment 15% 19% 27%

Job stability 27%

Friendly work environment 15% 24% 26%

Work flexibility 13% 24% 22% 18% 20%

Strong corporate reputation 12% 22% 29% 21% 37% 40%

The physical location of my job 12% 15%

Visionary company 9% 22% 20% © Employer Brand International Employer Brand and EVP Attributes Global Research Study

42

Employer Value Proposition (EVP) Attributes (Regional analysis)

The reasons employees choose to stay with their current employer Amongst all regions the most common EVP attributes why employees choose to stay at their current employer include:



Salary package 29%

Career development 24% Opportunities to grow with the business 24%

Job stability 22%




Empowerment 17%



Regional EVP variances Compared to the other regions, Scandinavians (56%) and Australians (45%) rated ‘interesting work’ the highest in importance for this attribute. ‘Interesting work’ was included in the top three most important attributes why employees stay with their employer in all regions except Turkey and the UAE. With the second highest global benchmark of 29%, the ‘importance of salary’ as a reason for employees staying with their current employer was highest in Ukraine (35%), Russia (34%) and Turkey (33%). ‘Career development’ rated twice the global benchmark in Scandinavia (50%) and also rated higher than other regions in Turkey (47%), 10% more than the next highest (Colombia 37%). Workers in USA/Canada rated ‘opportunities to grow with the business’ highest (36%). It is also one of the main reasons why employees in Turkey and the UAE (30% each) choose to stay with their current employer. Choosing to remain with an employer based on ‘job stability’ was nearly more than twice the benchmark in Poland (42%) and Spain (41%).

A ‘friendly work environment’ was an important reason for employees to remain with their current employer in only five regions including Poland (31%), Russia (29%), Ukraine (28%), Turkey (27%) and South America (23%). The standout Scandinavians are clear when it comes to reasons why they choose to stay with their current employer. They rated four attributes the highest compared to other regions. ‘Interesting work’ (56%), ‘career development’ (50%), ‘work flexibility’ (50%) and ‘alignment with personal values’ (28%). The strongest regional EVP Scandinavians rated ‘interesting work (56%) the highest attribute amongst all choices and regions. The highest global EVP benchmark 37% of employees chose ‘Interesting work’ as one of their top three reasons for choosing to stay with their current employer. The lowest global EVP benchmark 6% of employees chose ‘a commitment to ethics and integrity’ as one of their top three reasons for choosing their current employer. The exceptions The ‘physical location of a job’ is important to employees in the UAE (20%) and South Africa (18%). These were the only two regions that choose this attribute as one of their top three reasons why they remain with their current employer. More than four times the global benchmark, ‘a strong corporate reputation’ was chosen by employees in Turkey (30%) as one of the main reasons for staying. Employees in South Africa is the only other region to choose this attribute (24%) The ‘quality of co‐workers’ (22%) is chosen only by employees in Scandinavia and a ‘commitment to ethics’ and integrity was chosen only by workers in South Africa (29%) as one of their top three reasons for staying with their current employer.

43

Table 3: The top 3 reasons I chose to stay at my current employer are:

EVP ATTRIBUTE Global Asia Australia Colombia Europe (other) NZ Poland Russia Scandi

navia South America

South Africa Spain Turkey UAE UK Ukraine USA/

Canada

Interesting work 37% 40% 45% 30% 44% 38% 32% 36% 56% 42% 35% 42% 44% 29% 39%

Salary package 29% 23% 28% 26% 25% 23% 34% 23% 32% 33% 30% 35% 27%

Career development 24% 26% 26% 37% 29% 26% 34% 50% 31% 28% 47% 28% 32%


24% 23% 26% 19% 23% 26% 25% 26% 30% 30% 26% 36%

Job stability 22% 25% 42% 24% 41% 30% 23%

Friendly work environment 22% 31% 29% 23% 27% 28%

Work flexibility 20% 29% 18% 36% 29% 50% 20% 25% 29%


17% 26% 28% 23%

Empowerment 17% 26% 27% 23% The physical location of my job

12% 18% 20%

Quality of co‐workers 9% 22%

Strong corporate reputation 7% 24% 30% A commitment to ethics and integrity

6% 29%


44

Employer Value Proposition (EVP) Attributes Regional Analysis

Employment attributes employers could improve Amongst all regions the most common EVP attributes employees say their employer could improve include:


Salary package 25%

Staff benefits program 22%

Career development 20% Access to modern technology and equipment 17%

The quality of senior leadership 17%

The quality of managers 16%

Strong employer reputation 15%


Quality of co‐workers 13%




Regional EVP variances Responses to which EVP attributes employers could improve provided the highest level of diversity in responses compared to responses to why people join, stay or leave. Sometimes these attributes can be deal breakers and lead to turnover if employees desire the attributes as part of their employment experience and remains unfulfilled. This is a key reason why employees in lower wages countries such as India and Indonesia move frequently amongst employers based on who offers more money. The risk in countries such as Russia and Ukraine is that as they become more connected to the global economy; they will be less able to rely on salary as a key driver of talent attraction and retention – the costs will become unsustainable! We are already seeing the impact of wage growth in developed economies such as the USA or in Australia where currently there is a risk of further work being off‐shored in the car industry for the offer of low wages in Thailand where the competitive rate is only AUD$1.22 per hour. Compared to the other regions, employees in Turkey (43%) and Scandinavians (39%) rated

‘salary package’ the highest in areas their employer could improve. ‘Salary package’ was included in the top three most important attributes to improve in all regions except New Zealand, South Africa, UAE, UK and USA/Canada. Employees in the UAE rated ‘career development’ 40% twice the global benchmark as a main attribute employers could improve as part of the employment package. With the rate of technological change accelerating over the past five years it is clear this is having an impact on workplaces around the world. ‘Access to modern technology and equipment,’ ranked the fourth highest area employers could improve on. 40% of employees in the UAE rated this attribute more than twice the global benchmark and 31% of those in USA/Canada also rated it highly. The quality of mangers and senior leadership is becoming a major issue around the world. As key drivers of employee engagement and retention, organisations will need to ensure they have effective development programs in place to address the leadership issues which are likely to become more prominent with the exodus of baby boomers (born 1946‐1964) retiring from the workforce in the next five to ten years. The quality of senior leadership rated highest in South Africa (35%) and also rated higher than other regions in New Zealand (31%). ‘The quality of managers’ rated highest in the UAE (40%) and also rated higher than other regions in Scandinavia (28%) as one of three main areas employers could improve. Developing a strong employer reputation ranked the seventh highest global average compared to the other twenty attributes employers could improve on. This is supported with the growth in companies such as Google, Amazon, E&Y, Linkedin and Unilever, appointing dedicated employer branding leaders to manage their employer branding functions. With the increasing demands on people’s time and the challenges of finding the right work/life balance, employees are seeking a greater level of flexibility in their work.

45

Companies such as IBM have been very successful in leveraging modern technology to improve worker flexibility whilst saving millions of dollars along the way! Compared to other regions Spanish employees rated ‘work flexibility’ highest (32%), well ahead of employees in Colombia, New Zealand and Turkey (all 23%). More staff benefits and a commitment to diversity were two others areas employees want their employers to improve. Russians ranked highest amongst the regions for staff benefits (36%) and South Africans rated highest for improving their commitment to diversity (29%). The standout Employees in the UAE are very clear about the areas employers need to improve. Career development (40%) was chosen by employees as one of their top three areas their employer could do to improve the employment offering. ‘Access to modern technology and equipment’ (40%), the ‘quality of managers’ (40%) and strong employer reputation (20%) also rated highly in the UAE. The strongest regional EVP Turkish employees rated ‘salary package (43%) as the highest attribute amongst all choices and regions. The highest global EVP benchmark 25% of employees chose ‘salary package’ as one of their top three areas employers could improve. The lowest global EVP benchmark 7% of employees chose ‘friendly work environment’ as one of their top three areas employers could improve.

The exceptions Pride in performance was chosen by 20% of employees in Turkey as an area employers could improve. In the UAE employees (30%) want their employers to improve retirement benefits. Making the workplace more friendly ranked very high in importance in Colombia where 28% of employees choose this as one of their top three attributes employers could improve. Employees in European countries such as France and Italy believe their employers could be clearer about their vision (20%) whilst in Asia; employees seek more empowerment (19%).

46

Table 4: The top 3 employment attributes my current employer could improve are:

EVP ATTRIBUTE Global Asia Australia Colombia Europe(other) NZ Poland Russia Scandi

navia South Africa


Canada

Salary package 25% 21% 22% 30% 20% 38% 24% 39% 35% 20% 43% 30%

Staff benefits program 22% 26% 36% 24% 23% 18% 29%

Career development 20% 26% 21% 23% 27% 33% 27% 30% 40% 25% 18% 25% Access to modern technology and equipment 17% 29% 16% 20% 28% 28% 19% 40% 27% 31%

The quality of senior leadership 17% 22% 31% 17% 17% 35% 23% 16%

The quality of managers 16% 21% 26% 28% 18% 23% 40% 19% 15%

Strong employer reputation 15% 19% 19% 18% 16% 20% 17% 17%

Work flexibility 14% 23% 23% 18% 19% 32% 23% 20%

Quality of co‐workers 13% 19% 22% Opportunities to grow with the business 13% 21% 16% Job stability 12% 19% 19%

Empowerment 12% 19%

Visionary company 11% 20%

Pride in performance 9% 20%

A commitment to diversity 8% 28% 29% 20%

Retirement benefits 8% 30%

Friendly work environment 7% 28%


47

Appendix A: Employer Value Proposition (EVP) Attributes (Regional)

48

Figure 23: The top 3 most important attributes in an employment experience for me are:

Regions: Asia, Australia, Colombia, Europe (other), New Zealand

24% 28%15%

35% 32%22% 23% 25%

36%45%


Salary package Empowerment Interesting work Career development

Global Asia

28%14%

25%32% 35%

21% 22% 28% 28%38%

Salary package Work flexibility Alignment with personal values

Career development Interesting work

Global Australia

35%25% 28%

15%

32%23%

30% 30%37%

53%

Interesting work Alignment with personal values

Salary package A commitment to ethics and integrity

Career development

Global Colombia

15%25% 28% 32% 35%

19% 20%26%

43% 44%

Empowerment Alignment with personal values

Salary package Career development Interesting work

Global Europe (other)

28%

9%25%

32% 35%

18% 21%28% 33%

51%

Salary package The quality of senior leadership



Global New Zealand

49

Regions: Poland, Russia, Scandinavia, South Africa, South America

24% 28%16%

35% 32%25% 29% 34%

43% 46%


Salary package Friendly work environment

Interesting work Career development

Global Poland

15%25%

35%24% 28%

21%29% 29% 31% 32%


Interesting work Opportunities to grow with the business

Salary package

Global Russia

15%25%

14%

35% 32%22%

33% 33%

61% 72%


Work flexibility Interesting work Career development

Global Scandinavia

6%

25%15% 15%

35%

18%24% 24%

41% 41%

Visionary company Alignment with personal values

Empowerment A commitment to ethics and integrity

Interesting work

Global South Africa

25%15%

35%

14%

32%23% 27% 27% 31%

46%


A commitment to ethics and integrity

Interesting work Work flexibility Career development

Global South America

50

Regions: Spain, Turkey, UAE, UK, Ukraine

28%14%

24%35% 32%

22% 25% 27%40% 41%

Salary package Work flexibility Opportunities to grow with the business


Global Spain

9% 6%15%

32% 28%17% 20% 27%

43%57%


Strong corporate reputation


Career development Salary package

Global Turkey

14%

35%

11%24%

15%20%30% 30% 30%

40%

Work flexibility Interesting work Job stability Opportunities to grow with the business


Global UAE

14%24%

32%25%

35%23% 26% 29% 33% 37%

Work flexibility Opportunities to grow with the business

Career development Alignment with personal values

Interesting work

Global UK

32%25% 24%

35%28%26% 29% 30% 31%

41%

Career development Alignment with personal values


Interesting work Salary package

Global Ukraine

51

Region: USA/Canada

32% 28%35%

25%15%

25% 25% 27% 29% 31%

Career development Salary package Interesting work Alignment with personal values


Global USA/Canada

52

Figure 24: The top 3 reasons I chose to join my employer are:


12%25% 29% 35%

42%

15%25% 26% 29%

42%




Global Asia

19%29% 25%

35%42%

18%24% 25%

38%


Salary package Opportunities to grow with the business


Global Australia

19%

42%25% 29% 35%

26% 26% 26% 28%

60%



Salary package Career development

Global Colombia

19%29% 25%

35%42%

20% 21% 22%31%

48%




Global Europe(other)

19%29% 25%

35% 42%23% 23% 28%

41%51%




Global New Zealand

53


15%29%

13%

42%35%

24% 24% 24%

45%56%

Friendly work environment

Salary package Work flexibility Interesting work Career development

Global Poland

19% 25%15%

29%42%

23% 24% 26% 32%45%




Salary package Interesting work

Global Russia

12% 9% 13%

35%42%

22% 22% 22%


Visionary company Work flexibility Career development Interesting work

Global Scandinavia

29%13%

35%

8%

42%

18% 18%29% 29%

59%

Salary package Work flexibility Career development Strong employer reputation

Interesting work

Global South Africa

15%29% 25%

42% 35%19% 19%

31%42%

58%

Empowerment Salary package Opportunities to grow with the business



54


12% 15%25%

35%42%

21%27% 29%

46% 48%


Job stability Opportunities to grow with the business


Global Spain

15% 25% 29%12%

35%27% 27% 37% 37%60%

Empowerment Opportunities to grow with the business

Salary package Strong corporate reputation

Career development

Global Turkey

25% 29%

9% 13% 12%20% 20% 20% 20%

40%


Salary package Visionary company Work flexibility Strong corporate reputation

Global UAE

19% 29% 25% 35% 42%23% 25% 32% 38% 42%




Global UK

19%25%

35%42%

29%20% 22% 24%

34%44%



Career development Interesting work Salary package

Global Ukraine

55

Regions: USA/Canada

19%

42%

25% 29%35%

22%29% 29% 31%

39%




Global USA/Canada

56

Figure 25: The top 3 reasons I choose to stay at my current employer are:


24% 29%22% 24%

37%23% 23% 25% 26%

40%


Salary package Job stability Career development Interesting work

Global Asia

24% 24% 29%20%

37%26% 26% 28% 29%

45%

Career development Opportunities to grow with the business

Salary package Work flexibility Interesting work

Global Australia

24% 17%29% 37%

24%19% 26% 26% 30% 37%



Salary package Interesting work Career development

Global Colombia

20% 24% 29% 24%37%

18% 23% 25% 29%44%




29% 24% 24% 20%37%

23% 26% 26% 36% 38%

Salary package Career development Opportunities to grow with the business

Work flexibility Interesting work

Global New Zealand

57


20% 22%37%

24% 22%29% 31% 32% 34%

42%

Work flexibility Friendly work environment

Interesting work Career development Job stability

Global Poland

24%17% 22%

29%37%

25% 26% 29% 34% 36%


Empowerment Friendly work environment

Salary package Interesting work

Global Russia

9%17%

24% 20%

37%22% 28%

50% 50% 56%

Quality of co‐workers Alignment with personal values

Career development Work flexibility Interesting work

Global Scandinavia

22%29%

17%24%

37%23% 23% 27% 31%

42%


Salary package Empowerment Career development Interesting work


12%22%

7% 6%

37%

18% 24% 24% 29% 35%


Job stability Strong corporate reputation


Interesting work

Global South Africa

58


24% 24% 29%22%

37%26% 28% 32%

41% 42%


Career development Salary package Job stability Interesting work

Global Spain

22% 24%

7%

29% 24%27% 30% 30% 33%47%





Global Turkey

12%20% 22% 24% 29%

20% 20%30% 30% 30%


Work flexibility Job stability Opportunities to grow with the business

Salary package

Global UAE

17% 20% 24% 24%37%

23% 25% 26% 28%44%




Global UK

17% 22% 22%37%

29%23% 23% 28% 29% 35%

Empowerment Job stability Friendly work environment

Interesting work Salary package

Global Ukraine

59

Regions: USA/Canada

29%20% 24% 24%

37%27% 29% 32% 36% 39%

Salary package Work flexibility Career development Opportunities to grow with the business

Interesting work

Global USA/Canada

60

Figure 26: The top 3 employment attributes my current employer could improve are:


12% 13% 15%25% 20%19% 19% 19% 21% 26%

Empowerment Quality of co‐workers Strong employer reputation


Global Asia

15% 20% 25% 17% 17%19% 21% 22% 22% 29%

Strong employer reputation

Career development Salary package The quality of senior leadership


Global Australia

17% 13% 14% 7%25%

16% 21% 23% 28% 30%



Work flexibility Friendly work environment

Salary package

Global Colombia

17% 25%11% 16% 20%20% 20% 20% 21% 23%


Salary package Visionary company The quality of managers Career development


15% 14% 16% 17% 17%18% 23% 26% 28% 31%


Work flexibility The quality of managers Access to modern technology and equipment


Global New Zealand

61


25% 20% 22%12% 17%

38%27% 26%

19% 17%

Salary package Career development Staff benefits program Job stability The quality of senior leadership

Global Poland

15% 17% 13%25% 22%16% 17% 22% 24%

36%



Quality of co‐workers Salary package Staff benefits program

Global Russia

8%17% 16% 20% 25%28% 28% 28% 33% 39%



The quality of managers Career development Salary package

Global Scandinavia

16% 14%22%

8%17%18% 18% 24% 29% 35%

The quality of managers Work flexibility Staff benefits program A commitment to diversity


Global South Africa

14% 14%22% 17%

25%19% 19% 23% 23%35%

Job stability Work flexibility Staff benefits program The quality of senior leadership

Salary package


62


13% 17% 25% 20% 14%16% 19% 20% 27% 32%



Salary package Career development Work flexibility

Global Spain

9%16% 14%

20% 25%20% 23% 23%30%

43%

Pride in performance The quality of managers Work flexibility Career development Salary package

Global Turkey

15% 22% 16%25% 17%17% 18% 19% 25% 27%


Staff benefits program The quality of managers Salary package Access to modern technology and equipment

Global UK

15% 8%17% 20% 16%20%

30%40% 40% 40%


Retirement benefits Access to modern technology and equipment

Career development The quality of managers

Global UAE

16% 17% 20% 22% 25%15% 16% 18%

29% 30%

The quality of managers The quality of senior leadership

Career development Staff benefits program Salary package

Global Ukraine

63

Regions: USA/Canada

15% 8% 14% 20% 17%17% 20% 20% 25% 31%



Work flexibility Career development Access to modern technology and equipment

Global USA/Canada

64

Appendix B: Employer Brand Excellence Framework

65

Employer Brand Excellence FrameworkTM

Stak

eh

oldersMark

et For

ces

Customers

Prospective Employees

Corporate Brand

EBSP

EBEP

EVP

Employer Value Proposition

Employer Brand Employee PlatformTM (EBEP)� Recruitment and induction� Compensation and benefits� Career development� Employee research� Reward and recognition� Communication systems� Work environment

Employer Brand Strategic PlatformTM (EBSP)� Mission, vision, values� CSR� Leadership� Corporate reputation and culture� People management policies and practice� Performance management� Innovation

www.brettminchington.com66

Appendix C: Employer Brand Excellence Pathway

67

© www.brettminchington.com

• Employer branding for business transformation• Support of culture diversity across countries• Dedicated employer branding department with representatives

living in countries outside headquarters• Open lines of communication across borders• Systems integration to support global talent attraction,

engagement and retention strategy

• Support of employer brand strategy at Executive level• Integrating Employer Brand and EVP’s into company culture• Alignment of policies, systems, processes with EVP’s• Development and management of global careers site• Employer brand metrics developed and reported on• Employer branding across employee lifecycle

• Internal and external research to define EVP’s• Distinctive assets defined and promoted• Employer brand strategy developed• Cross functional collaboration on employer brand strategy• Training of line managers in employer brand management

• Company siloed with very little collaboration on employer branding between departments

• Above the line EVP development• Employer branding for recruitment• Knowledge of employer branding limited to a few people

in organisation• Lack of support for employer brand strategy at Executive level

• Technical skills focus• Cost control v quality of hire/talent• Recruitment disorganised, dysfunctional and highly operational• Web 1.0 career site• Absence of coordinated global talent attraction, engagement

and retention strategy

EMPLOYER BRAND EXCELLENCE PATHWAY

FOCU

S

68

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