Your competitive Edge in Talent Attraction

Transcription

1 Employer Branding: Your competitive Edge in Talent Attraction 2008

2 Agenda Today s Recruitment Challenges Designing the Recruitment Strategy Building your employer brand to attract & engage talent Data, Ideas and Trends you can use for the Future

3 Today s Recruitment Challenges

4 Jobseekers are feeling gloomier about the job market

5 The Growing Challenges of Talent Recruitment Survey run in November 2008 How do you think the economy will affect jobseekers like you in the next six months? * Jobseekers today is well aware of the current global economic worries and challenges. They are altering their behavior by the news of a slowing economy More than 85% respondents said that they expect a harder time when looking for new job opportunities

6 The Growing Challenges of Talent Recruitment Survey run in November 2008 Do you think this is a good time to change jobs? In good times, jobseekers tend to have great confidence in their abilities and choose to seek new opportunities in hopes of furthering their career. When times become difficult, people grow instinctively cautious

7 The Growing Challenges of Talent Recruitment Survey run in November 2008 How would you expect your next salary increment? More than 18% More than 18% don t expect any salary increment Pretty High!

8 The Growing Challenges of Talent Recruitment Survey run in November 2008 How would you expect your next bonus? Again a high Again a high number of >23% don t expect any bonus!

9 Jobseekers are feeling gloomier about What it means: the job market In these uncertain times, candidates grow hesitant to change jobs because they fear less opportunities will exist. It s natural and less risky if the new job doesn t work out for them. The good passive talent often grows even more inactive. As a result, it takes a greater recruiting effort to identify and persuade good candidates to join you

10 The good candidates that lose their jobs during the economic crisis may not join you, as they have choices Global choices The War for Talent has gone Global

11 The Hunted becomes the Hunter Malaysian Talent tends to outflow to Singapore Philippines Talent tends to outflow Middle East & USA Indian Talent tends to outflow Middle East & USA What is the Net Inflow/Outflow to Malaysia? Malaysia will outflow more Top Talent Malaysia will continue to inflow Laborers for 3-D jobs

12 The power of Internet & Online Recruitment 100% Channel Salience of Posted Jobs 90% 80% 70% 50% 41% 47% 33% 32% 34% 37% 36% 35% 30% 36% 38% 38% 39% 46% 41% 38% 36% 33% Average share of online channel is at ~62% 60% 50% 40% 30% 20% 50% 67% 68% 66% 63% 64% 65% 70% 64% 59% 62% 62% 61% 59% 62% 64% 67% 53% 54% 10% 0% Jan '07 Feb '07 Mar '07 Apr '07 May '07 Jun '07 Jul '07 Aug '07 Sep '07 Oct '07 Nov '07 Dec '07 Jan '08 Feb '08 Mar '08 Apr '08 May '08 Jun '08 Jul '08 Online Offline Universe: JobStreet, JobsDB, JenJobs, Monster, Star Jobs, Star, NST That phenomenon is due in large part to the Internet, which makes it much easier and a lot faster for people to promote themselves in the marketplace and to network with other people to find out what's available. The Web gives candidates power because of the access to information, and it transforms their sense of their ability to manage their career options Source: ICAS

13 Designing Recruitment Strategy

14 The Recruitment Environment External Environments Knowledge based econ, FDI, M&A, Globalizations Literacy Levels, Professionals ratios, urbanization, Population size Equality of Employment, Head Hunting Policies, Foreign Workers policy Lifestyles Generation X, and Y Technology Changes Web2.0, Video over Internet (YouTube), Blogs, Facebook etc Internal Environments Service Philosophies Business Requirements Industry Dynamics Reach of Traditional Media eg. Newspapers Business model of Recruitment Firms Online Recruitment growth Metness of Current Workforce Economic Climate and Work Motivation

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16 Analysis of Current Workforce Availability of Talent in Malaysia Over 100,000 graduates per year Starting Salary: Arts and Business Mean RM 1,800 Range RM1600 RM2200 Starting Salary: IT/Sciences/Engineering Mean RM 2000 Range RM1800 RM2400 2x India or China Managers cost the same as India and China

17 Regional Education Level Percentage 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Malaysia Singapore Philippines India Others Country Secondary Education Professional Certificate Diploma & Advanced/Higher/Graduate Diploma Bachelor's Degree, Professional Degree & Post Graduate Diploma Master's Degree & Doctorate

18 Regional Field of Study Grouping Percentage 50% 45% 40% 35% 30% 25% 20% 15% 10% 5% 0% Malaysia Singapore Philippines India Others Country Business Studies / Administration / Management Computer Science / IT Sciences Engineering Finance / Accounting / Banking Others

19 Regional Specialization Grouping Percentage 35% 30% 25% 20% 15% 10% 5% 0% Malaysia Singapore Philippines India Country Business Administration & Management Engineering Others Sales & Marketing IT & Computer Science

20 Advantages of MY Workforce Language skills - English Good English language skills Don t require Accent neutralization Regional Languages Mandarin Thai Japanese Indonesian Tagalog Smaller volumes of Korean Hindi

21 Advantages of MY Workforce Cultural fit Multicultural community Exposed to foreign cultures through movies, books, magazines About 10% of our graduates studied overseas Commercial society Most are exposed to advanced banking services, credit cards Users of hand phones Strong history of service culture Reduces amount of training required by the companies

22 Advantages of MY Workforce Lower attrition compared to India, Philippines Less competition for staff given we have fewer startups in Malaysia Additionally Strong government support Good infrastructure Stable political environment

23 Understanding the Key Elements Business Objectives Channels / Methods Partners Recruitment Strategy System

24 Understanding the Strategic Options AGGRESSIVE STRATEGIES BASIC STRATEGIES LONG-TERM STRATEGIES ADVANCED STRATEGIES Note: Strategies derived from Dr. John Sullivan article I Bet You Can't Name Your Firm's Recruiting Strategy; If Not, Pick One From This List, ( EXPANSION REALMS

25 Basic Strategy Butts/bums in chairs: Hire Cheapest and Release when pay is too expensive Hire at the bottom: Hire at entry level and Develop over time Campus hires: Hire a significant percentage of "actives" from college as entry-level professionals and develop them over time. Internship is a prime example. Flexible workforce: Hire on Contracts or Temps. Common in manufacturing line where demand fluctuates quickly and dramatically "Best source" strategy: Hire based on the Right Source. Best sources are usually "we find you" (also known as passive sources) Active strategy: Using a "they-find-us" approach, the primary focus of this strategy is seeking out the easy-to-find-and-sell "active job seekers" Traditional Print Ads, Job Fairs and Walk-Ins are prime examples 100% "Passive" strategy: Hire only Top performers. Referral and Events are prime examples

26 Aggressive Strategy Remote work recruiting: Hire the best individuals and allow them to work remotely (at home or away from headquarters). Practiced by some MNCs for regional set-up Counter-cycle hiring: Purposely hiring when your competitor isn't or during economic down-turn Hire to learn/hire to hurt: Hire to learn is a strategy that focuses on hiring in order to gain knowledge, best practices, or new skills. It is also used by more aggressive firms to target and to directly weaken a competitor. Guerilla recruiting: Primarily a poaching strategy, it focuses on hiring those trained by others. Practised by less than 5% of Fortune 500 firms

27 Advanced Strategy Prioritization: Used in Fast Growth businesses. Recruiter uses 80% of its time and resources into just 20% of a firm's mission-critical jobs. Best and Brightest: Hire only the smartest most talented people you can find. A strategy that is partly used by recruiting powerhouses Google and Microsoft. Pre-need: Continuous hiring and building up of a Talent Pool in order to fill openings rapidly. Magnet-hire strategy: Hire well-known people in key jobs and use them to attract others Narrowcasting for skills: Skill Based Hiring Low-wage, country-specific hiring: Placing your facilities and work in one or two low-cost countries is the basic premise of the strategy. Practiced by MNC. Practised by 25% of Fortune 500 firms

28 Long Term Strategy Talent management: New Buzz Word in the Hiring Industry Talent Management. An integration of HR functions like recruiting, retention, employment branding, internal redeployment, workforce planning, diversity, etc. into one coordinated function. New HR Positions created include Chief Talent Officer, Talent Director, Talent Advisor, & likes Employment branding strategy: Build company s image as a top place to work Energy is focused on winning awards, being talked about in the media, constant competitive survey, and spreading positive stories. Recruiting culture: Every employee is a recruiter." Borrowed from the Sports industry where everyone acts as a talent scout or "talent hawk. Primary tool is Referral Program. Recruitment Culture organizations: Southwest Airlines, Eaton, Google, Booz Allen, and Starbucks. General fault with Malaysian organizations is that they isolate HR development from their business strategies...j.s.bhar from Malaysian Institute of Quality Assurance 28.21% of Malaysian Companies surveyed found it hard to secure the leaders needed to guide them into the future Maria Galati, Hewitt Asian Leadership Centre It was reported that only 5% to 10% of Malaysian companies practiced succession planning Dr. Phil Harkins, Linkage Inc

29 Building your employer brand to Building your employer brand to attract & engage talent

30 Recruitment Attraction Strategies Matrix RECRUITMENT STRATEGY Build Talent Bank Hire Now X Executive Search X Walk-In Interview X Campus Recruitment X E-Recruitment Solution X Career Fairs X Mass Media Alliances X Targeted & SMS Blast X Online Job Posting X Online Banners X X Core Services Individual Value Added Services TARGET TO COMMUNICATE Mass

31 Online Recruitment is still Converting the Traditional Medias 100% Channel Salience of Posted Jobs 90% 80% 70% 60% 50% 50% 41% 47% 33% 32% 34% 37% 36% 35% 30% 36% 38% 38% 39% 46% 41% 38% 36% 33% Average share of online channel is at ~62% 40% 30% 20% 50% 59% 53% 67% 68% 66% 63% 64% 65% 70% 64% 62% 62% 61% 54% 59% 62% 64% 67% 10% 0% Jan '07 Feb '07 Mar '07 Apr '07 May '07 Jun '07 Jul '07 Aug '07 Sep '07 Oct '07 Nov '07 Dec '07 Jan '08 Feb '08 Mar '08 Apr '08 May '08 Jun '08 Jul '08 Online Offline Source: ICAS

32 Bursa Malaysia Companies

33 Best Practices in Employment Branding for Talent Attraction Online Recruitment branding Campus Attraction Referral Carrots Customized Recruitment Sites

34 JobStreet.com is committed to reach

35 Online Banners at JobStreet Portal Leaderboard Banner Various forms of banners to attract the attention of jobseekers at JobStreet.com. Panel Banner Proven rate of success as JobStreet.com has an average of 50 million page views each month one of the highest in Malaysia Medium Rectangle Banner Top Employer Banner Tower Banner

36 Branding you with Now everyone can do it with video.

37 & SMS Targeted Blast This service sends out dedicated and/or SMS message to targeted jobseekers Client can pre-define the criteria and select the target group of candidates to receive the / sms message This service can be used for: Walk-in invitations Special to attract target candidates to apply for a job Special invites for Careers Talk, Industry nights etc.

38 Sample Blast

39 Sample Blast

40 Fresh Graduate Programme Example

41 Blast A dedicated send to the targeted fresh graduates via our system based on the criteria selected. Subject: P&G Business Challenge Program When the is opened, the ad / message appear as per below.

42 Banner Medium Rectangle Eye Blaster Tower Banner

43 Internship Programme Example

44 JobStreet IMPACT Enterprise A Unified erecruitment Platform that provides an end-to-end recruitment services Sourcing Modules Corporate Career Website Staff Intranet Portal Graduate Program Website Recruitment Agency Portal Referrals (Family & Friends) Others Applicant Tracking System Requisition Advertisement & Source Management Application Management Onboarding Reports & Analytics Data Integration HRIS Job Boards Assessment Systems 44 JobStreet Enterprise vs JobStreet IMPACT

45 E-Recruitment System Example

46 JobStreet Career Microsite Solutions Framework Source via JobStreet.com & your own Corporate Career Website Sourcing Services Corporate Career Website JobStreet.com Applicant Tracking System Advertisement & Source Management Application Management Reports & Analytics Manage your advertisements & applications with enhanced SiVA features

47 Career Microsite Sample

48 Career Fairs JobStreet co-organize the largest career fair and training fair in Malaysia Malaysia Career & Training Fair (MCTF), and other Career Events The objective is to Provide a platform to capture the jobseeker s attention Facilitate companies in building a stronger corporate image in the market. Proven track record: Participation from over 120 top employers in MCTF 2008 Over 115 thousand jobseekers attended the event in MCTF 2008, by far the largest Career Fair in Malaysia

49 Other Ideas Surveys Survey Questionaires via blast to selected group to study & understand: the market/jobseeker perception of your company Comparison with other employers in the same industry Employment market survey a particular industry JobStreet collects result & provides reports. Amongst these companies, select the companies that you would like to work for ( can choose more than one ) When you choose your next employer, what would be the main factors for consideration? ( choose 3 only)

50 The Acid Test Overall a strong employer brand provides an answer to the question Why should I work for this company? The answer must be Unique: It is different from the messages sent by the strongest competitors in the labor market Consistent: All messages and communication measures consistently reflect the EVP Appealing: The EVP is attractive in the eyes of the most important target groups Realistic: The EVP must reflect what an employer realistically can offer

51 Conclusion: Strategy Mix / Tools Measure- ments Understand the Key trends, Have a Strategy. Know the Tools available and Use them well. Measure your strategies.

52 Thank You