Universum - Brazil LinkedIn

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  • Employer Branding:

    Where We Are & Where Were Going

  • Complex

    Distinct

    Emotional

  • The concept of employer

    branding is relatively new.

    Weve got to focus on our employer brand

    in the same way we think about our

    consumer brand: as marketers

    How many of you have an employer brand?

  • Every company has an employer brand, whether they manage

    it or not.

    ALL

    EMPLOYERS

    HAVE AN

    EMPLOYER

    BRAND.

    THE BRAND HAS

    AN INTERNAL

    AND EXTERNAL

    PERSPECTIVE.

    THE CORE OF

    THE BRAND IS

    THE EVP.

    AN EFFECTIVE

    STRATEGY

    NEEDS A SOLID

    FOUNDATION.

  • EMPLOYER BRANDING

    MATTERS

  • 50% 28%

    Its worth the effort to invest in your employer brand.

    Savings per hire

    Turnover rates

    -28%+50%

  • 1982

    60% 40%Source: Juergen Daum, Ocean Tomo. Graphic by Deloitte University Press.

    15% 85%

  • EMPLOYER BRANDING

    MATTERS

    IS HARD

  • Source: The Talent Challenge: Adapting to Growth, 17th Annual Global CEO Survey, PwC

    CEOs are increasingly worried about finding talent

    with the right skills

  • and, as the data shows, with good reason.

    0%

    10%

    20%

    30%

    40%

    50%

    60%

    70%

    Russia Canada USA France Germany Peru Panama Costa Rica Colombia Chile Mexico Argentina Turkey Brazil Indonesia South Africa China

    Percentage of population aged 25+ with a college or university degree

  • v

    In 5 years

    3 of 4 of the S&P 500 are

    predicted to be companies

    we have not heard of yet

    Source: Professor Richard Foster , Yale University

    5 years ago

    Uber

    Amazon

    Whatsapp

    Netflix

    LinkedIn

    Snapchat

    Paypal

    Airbnb

  • 12

    Source: BI Intelligence http://thenextweb.com/mobile/2013/06/13/whatsapp-is-now-

    processing-a-record-27-billion-messages-per-day/#!sawFj

    See also: http://www.youtube.com/yt/press/statistics.html

    There is a lot of noise in the marketplace.

    of the worlds internet traffic is

    from mobile devices and we

    now buy more smartphones

    than dumb phones

    27 billionWhatsApp messages

    are sent every daypictures are

    shared on social

    media every day

    758million In early

    2014 nearly

    3 billionpeople

    were online

    20%

    6 billionhours of video are

    watched on YouTube

    every month

    Facebook

    has almost

    1.2 billionusers worldwide

  • Where are we today?

    SKILLS GAP

    INCREASED COMPETITION

    TALENT HAS MORE OPTIONS

    THAN EVER BEFORE

  • 15universumglobal.com

    And then theres Gen Z

    Mature Entrepreneurial

    Value diversityQuick communicators

    Self-Directed

    Connected Educated

    Make things happen

  • 16universumglobal.com

    Yesterday Today

    WORK

    GOAL

    MANAGER

    INSTRUCTIONS

    DOGMA

    AVOID MISTAKES

    NATIONAL

    HIERARCHY

    DEPARTMENTS

    LIFE

    PURPOSE

    MODERATOR

    VALUES & CULTURE

    CURIOSITY

    GENERATE INSIGHTS

    GLOBAL DIVERSITY

    MERITOCRACY

    NETWORKS

  • EMPLOYER BRANDING

    MATTERS

    IS HARD

    IS MANAGEABLE

  • You already have so many tools at your disposal:

    18

    Your Toolkit

    Ownership Knowledge Truth Storytelling

  • You already have so many tools at your disposal:

    19

    Your Toolkit

    Ownership

  • Simply understanding the importance of a strong

    employer brand doesnt lead to results

    20universumglobal.com

    75%Our employer brand has

    a significant impact on our

    ability to attract talent.

  • 60%of CEOs feel they own

    employer branding

    60% 30%of HR execs feel they own

    employer branding

    of marketing execs feel they

    own employer branding

    Who owns employer

    branding?

  • You already have so many tools at your disposal:

    22

    Your Toolkit

    KnowledgeOwnership

  • 23

    Brazil is unique.

  • -6%

    -4%

    -2%

    %

    2%

    4%

    6%

    8%

    10%

    2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

    Annual GDP growth, 10-year trend

    Colombia

    Chile

    Brazil

    United States

    Mexico

    After a few years of growth, the economy is lagging

    24

  • Overall, the

    hiring outlook

    is significantly

    lower than in

    previous

    years.

    Breakout copy to go here

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    to go here just like this.

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    just like this.

    2525

  • Overall, despite the state of

    the economy

    Brazilian students are

    optimistic about the future.26

  • %

    20%

    40%

    60%

    80%

    100%

    Brazil Spanish-speaking Latin America Rest of world

    Strongly agree Agree

    Neutral Disagree

    Strongly disagree

    Brazilian Millennials believe theyll have a higher

    standard of living than their parents.

  • 28

    2015 Brazil Rankings

    Top 10 Employers

    Business Undergraduates

    1. Google

    2. Banco do Brasil

    3. Governo Federal

    4. Apple

    5. Petrobras

    6. Banco Bradesco

    7. The Coca-Cola Company

    8. Ita Unibanco

    9. Rede Globo

    10. Ambev

    Top 10 Employers

    Engineering Undergraduates

    1. Petrobras

    2. Governo Federal

    3. Odebrecht

    4. Google

    5. Vale

    6. Apple

    7. Ambev

    8. Eletrobrs

    9. Camargo Corra

    10. Microsoft

  • 29

    Iceberg

  • 3030

    Although Petrobras still performs well in the rankings, its

    attractiveness has been on the decline

    0.0%

    10.0%

    20.0%

    30.0%

    40.0%

    50.0%

    60.0%

    20152014201320122011

    Engineering

    Business

    IT

    Percentage of Brazilian Students Choosing Petrobras as an Ideal Employer, Five-Year Trend 30

  • 3131Associations with Petrobras, 2014 v 2015 (sorted by biggest difference)

    And, students who chose Petrobras as an Ideal Employer are

    still associating it less with key qualities

    0 10 20 30 40 50 60 70 80 90

    Prestige

    Market success

    Inspiring management

    Corporate Social Responsibility

    Respect for its people

    Financial strength

    Ethical standards2014

    2015

  • 32

    32

    Things will

    happen, but

    we cant

    simply turn

    our backs.

  • Instead, we

    need to take

    ownership.

  • Best in Class Example: BP

  • 0%

    10%

    20%

    30%

    40%

    50%

    60%

    20152014201320122011

    % c

    ho

    osin

    g g

    oal a

    s o

    ne o

    f th

    eir

    to

    p 3

    To have work/life balance

    To be secure or stable in my job

    To be entrepreneurial or creative/innovative

    To be a leader or manager of people

    To have an international career

    To be competitively or intellectually challenged

    To be dedicated to a cause or to feel that I am serving a greater good

    To be a technical or functional expert

    To be autonomous or independent

    Career goals of Brazilian business students, 20112015

    35

  • Breakout copy to go here

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    to go here just like this.

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    just like this.

    3636

    1. Work / Life Balance

    2. To be secure or stable in

    my job

    3. To be entrepreneurial or

    creative/ innovative

    4. To be a leader or manager

    of people

    5. To have an international

    career

    Top career goals of Brazilian talent

  • 37

    Breakout session:

    What do YOU think Millennials mean by work/life balance?

    Financial support for parental

    leave

    Flexible working conditions

    (i.e. home office)

    No interruption of leisure time

    (i.e. weekends)

    Recognition and respect for

    employees

    Flexible working hours

    Offering external activities (i.e.

    events, sports)

    Consideration of private

    interests in holiday planning

    Offering child care

    Acceptance of parental leave

    Adequate time for recovery

    after

    No requirement for overtime

    work

    Opportunities for part-time

    work

    Convenient work location

    Enough leisure time for my

    private life

    Overtime compensation

  • How Brazilian Millennials define work/life balance

    38

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

    Enough leisure time for my private life

    Recognition and respect for the employees

    Flexible working hours (e.g. not limited to office hours)

    Convenient work location

    Overtime compensation (monetary or by leisure time)

    No interruption of my leisure time (e.g. on holiday or at the weekend)

    Flexible working conditions (e.g. home office)

    Offering external activities (e.g. sports, cultural events)

    Adequate time for recovering after working peaks

    Consideration of private interests in the holiday planning

    Financial support for parental leave

    Opportunities for part-time work

    No requirement for overtime work

    Acceptance of parental leave

    Offering child care

    What about FGV

    business students in

    their 3rd & 4