Employee happiness goes beyond compensation. Today, the workforce wants to be inspired by their leadership, valued for their contributions and aligned with company objectives. Unfortunately, these needs mark a gap in the employer/employee relationship. Our 2015 North American workforce report, The greatness gap: The state of employee disengagement, uncovered that:
- 51% of employees are not happy at work.
- 61% of employees don’t know their company’s cultural values.
- 53% of employees don’t feel recognized for their achievements at work.
Aligning your consumer and employer brand may result in 36% greater shareholder return over 5 years according to a joint Lippincott and LinkedIn research paper, but it will require a new and well researched approach to realise these benefits in Asia. Considering the cultural nuances and differences in the region, it can be difficult for companies to successfully deploy their employer value proposition and employer brand strategy. Your corporate and employer brand values can be consistent globally. It is the subtlety of messaging, language and points of emphasis that should be well researched and adapted to align with the country’s cultural considerations that are often centuries in the making.
Is your EVP adapted to different cultures?
An effective EVP enables an organisation to become a magnet for talent, increase employee engagement and ultimately lead to stronger business results. We invite you to read Employer Value Proposition: Local Considerations for a Global Initiative, written by Matthew Bristow which outlines a number of cultural considerations to consider when localising your Employer Value Proposition using China as an example. Matthew is the Head of Consulting- APAC for Alexander Mann solutions. He has over 15 years consulting experience and has worked with clients across all major industries and countries through Asia.
Five Trends that Are Impacting Your Ability to Stay Competitive in the New Recruitment Climate
Part One of a Two-Part Series
What happens when record low unemployment rates mix with job growth opportunities? It puts job seekers in the driver’s seat. This new labor market allows potential employees to “shop around” and find the job that’s best for them.
As the talent landscape begins to experience a dramatic shift in demographics, competitive organizations must embrace the reciprocal shift in talent strategy.
By 2020, Millennials will comprise 46-percent of the workforce, which strongly implies that talent acquisition strategies should adapt to meet the needs of the upcoming workforce. Members of this new workforce generation are being referred to as “sophisticated jobseekers,” as they go about finding new employment opportunities in differing methods versus their generational counterparts.
These jobseekers follow and interact with companies they admire through social media platforms and they both search and apply to jobs directly from their mobile devices.
Having a superior workforce culture and inviting employment brand are the catchphrases of the moment, touted as the surest way to win the war for talent. Without a distinct culture, companies will fail to engage employees in a shared journey, resulting in a negative impact on profits. And without a compelling employment brand, the odds of hiring the wrong employees shoot up, causing unreliable workforce behaviors.
Certainly, there is much wisdom in the importance of a cultural alignment between an organization and its employees, as well as an employment brand that markets a company as a desirable place to work
In this renewed period of global economic growth, HR and talent management teams are engaged more actively than ever in the pursuit of sourcing the most valuable hires. As the overall talent pool shrinks, especially for highly specialized skill sets, organizations are beginning to adapt to these challenges by sourcing outside the box. Winning in this increasingly competitive recruitment environment requires the adaptation of fresh approaches to supplement traditional sourcing strategies. Please consider these innovative techniques in recruitment and strategic sourcing to master the current challenges existent in the talent landscape.
Many HR organizations are scouring the globe for particular skill sets that will set their companies apart from a competitive standpoint. Finding qualified workers with specialized technology, engineering and technical skill is becoming more difficult by the day, given the dearth of candidates and the intense rivalry to hire them. This challenge confronts HR with a pronounced responsibility, given the vital role played by human capital. Recruitment priorities insist that every potential channel be plied to ensure the right people are hired to bring strategic goals to fruition. In this regard, marketing a company’s brand as an employer-of-choice is just one tactic that is helping to win the war for talent.
In a complex and demand-driven employment market, enticing the best talent requires more than just a quality benefit package. A strong employer brand must go beyond an organization’s market position and include an environment that provides positive experiences and meaningful work. Gone are the days of long-term loyalty and pension plans. Only one in ten millennial generation job candidates are expected to stay with the same employer, according to a recent survey. To recruit best-in-class talent and keep them, companies must understand their differentiating brand value and learn how to accurately market it to candidates.
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