Feature Presentation Best Practice in Attracting Talent to Corporate Partners in the Emerging Markets
2. 2.
Michael Meier Egon Zehnder Partner
September, 2013
Corporate Partner Benchmarking Meeting
Attracting Emerging Market Talent: Challenges and Best Practice
Dr. Michael M. Meier - 26 September 2013
Agenda
1
Emerging Markets challenges
2
Best practice
3
How Egon Zehnder works
Š 2013 Egon Zehnder
48
Section 1
Emerging Markets challenges
Overall challenges in Emerging Markets, particularly AsiaPac
• Diversity of markets brings complexity: which leadership style brings success across Asia Pacific • Importance of cultural adaptability: local markets produce few truly regional / global leaders; lack of mobility • Language skills vs. business leadership competency • Unsustainable war for talent: rapid progression vs. solid experience • “ … is different”: don’t accept excuses (at least on business side) • Order taker from HQ vs. independent, fact based opinion
© 2013 Egon Zehnder
50
Snapshot #1: How to fill the void on top
Top Executives’ Origin
Top Executives’ Origin
Nationality
Percentage
PR Chinese
44%
Overseas Chinese
36%
Nationality
V.S.
Indian
Percentage 92%
British
3%
Returnees
8%
American
2%
American
4%
Other
3%
German
2%
British
2%
Other
4%
Grand Total
100%
Grand Total
100%
Source: Egon Zehnder analysis of profiles of ~1,000 senior executives
© 2013 Egon Zehnder
51
Snapshot #2: The business challenge in China rests on relatively younger shoulders Average age by seniority: China vs. Europe Seniority
47
40
45
36
33
52
42
38 Age
Source: Egon Zehnder analysis of profiles of ~1,000 senior executives
Š 2013 Egon Zehnder
52
Snapshot #3: Stunning switching premium in China Average pay rise per job switch
Note: Study based on 160 accepted offers Source: Egon Zehnder
Š 2013 Egon Zehnder
53
Snapshot #4: More opportunities, less loyalty – the disturbing trend Average tenure per employer over time Year
Source: Egon Zehnder analysis of profiles of leading industrial CEOs and Managing Directors Š 2013 Egon Zehnder
54
Talent economics in China: The outcome of high growth
Regional Leadership
Country Level Executives
Skilled Labor & Experienced Technical staff Entry Level
plu r u S
s
De fici t
t fici De
Junior/Middle Managers
Talent Demand
China Local Talent Supply
Sur
plu
s
Š 2013 Egon Zehnder
55
Emerging markets: increasing supply / demand imbalance…. Observations
•Large quantity of available talent but significant shortage of strong managerial skills (availability vs. employability) •Demand for quality talent is fast outstripping supply, especially at the top levels •Local companies have emerged as serious competitors for talent, poaching from MNC’s – a trend likely to increase •“Overseas locals” are increasingly more open to returning for the right opportunities
© 2013 Egon Zehnder
56
… in an increasingly tough environment • Employee loyalty is on the decline: 3 – 4 job changes are seen as typical for senior executives • Strong domestic growth is creating many new and exciting opportunities • Executives’ cash compensation on par with overseas (global) standards; stock options and long term incentive pay are increasingly becoming tools for attracting and retaining talent • High switching premiums to attract top local talent • Social status is closely tied to career progression and titles • Majority of executives not confident in quality of new hires, and not comfortable with their potential successors
© 2013 Egon Zehnder
57
Section 2
Best practice
Š 2013 Egon Zehnder
58
Great People Decisions® for global companies Do
• Adapt mindset and processes to growth market environment • Assess and benchmark your talent against well defined competencies – look beyond what’s on the resume • Develop a healthy balance of local and expatriate talent; localization as a long term, phased approach • Not only localize talent – localize the decision making • Implement a systematic mentoring and coaching program for local managers: overinvest in training and development; provide top level visibility • Define appropriate succession programs for your organization • Over-hire local talent and build up talent pipeline for the future • Focus on integration (especially for the first 6 - 12 months) • Understand and embrace the value of differences/diversity • Plan international career moves early © 2013 Egon Zehnder
59
Great People Decisions® for global companies (continued) Don’t
• Don’t rely on salary surveys for your compensation strategy • Don’t overestimate the motivational impact of international assignments – the action is here! • Don’t send “Corporate Seagulls” to China/Asia – set high bar for expatriates • Don’t overlook expatriates at the end of their expat terms – high risk of losing them! • Don’t localize for the sake of localization
© 2013 Egon Zehnder
60
Recruitment: Focus on competency and potential – beyond what is on the resume
Potential: What can they do in the future?
Competence: What can they do well? Skill: What can they do? Experience: What did they do? Knowledge: What do they know
Focus of best-in-class recruitment Current focus of global companies Current focus of local companies
Š 2013 Egon Zehnder
61
Profile of a leader in emerging markets • Bi-cultural (e.g. China-born, US educated / India-born, UK educated), values driven, commercially savvy, global outlook, multi-lingual • Used to working in environments with chaos and uncertainty • Personal learning agility • Can operate with speed and agility • Able to drive above market growth – organically and inorganically • Natural global relationship builder – internal / external • Embraces diversity, sensitive to differences • Demonstrate cross functional expertise • Able to mentor and lead, build a high performance team • Entrepreneurial, but highly ethical • Open to global experiences but also committed to home country
© 2013 Egon Zehnder
62
Section 3
How Egon Zehnder works
Š 2013 Egon Zehnder
63
We are a “boutique” firm with global reach Size, reach, scope Egon Zehnder is the largest privately held executive search firm worldwide. We are equally owned by 236 partners, with over 420 consultants, working in 68 offices and 41 countries. Total staff is approximately 1,650. With nearly 50 years of experience, we hold the number one position in Europe, Asia-Pacific and South America, and are an industry leader in North America.
Highly collaborative “boutique” structure
41 68 420
countries
We operate as a single unit, with a consistent methodology and a single profit center. Amsterdam Athens Atlanta Bangalore Barcelona Beijing Berlin Bogota Boston Bratislava Brussels Budapest
Buenos Aires Calgary Chicago Copenhagen Dallas Dubai Düsseldorf Frankfurt Geneva Hamburg Helsinki Hong Kong
Houston Istanbul Jakarta Jeddah Johannesburg Kuala Lumpur Lisbon London Los Angeles Luxembourg Lyon Madrid
Malmö Melbourne Mexico Miami Milan Montreal Moscow Mumbai Munich New Delhi New York
offices Oslo Palo Alto Paris Prague Rio de Janeiro
consultants Rome San Francisco Santiago São Paulo
Seoul Shanghai Singapore Stockholm Stuttgart Sydney Tel Aviv Tokyo Toronto Vienna Warsaw Zurich
© 2013 Egon Zehnder
64
What sets us apart “Boutique" firm with global reach Wider net and shortest possible time
"One-Firm" collaborative model The best of our collective knowledge
Unleveraged Senior consultants make all the calls
Founder President Partner
10+
We hire only individuals with considerable industry experience Knowledge provides insight
Fixed-fee retainer model Our goal is to find the most qualified candidate not the highest-paid candidates
Š 2013 Egon Zehnder
65
Feature Presentation Best Practice in Attracting Talent to Corporate Partners in the Emerging Markets
2. 2.
Elizabeth Bird Integration Consulting HR Lead EMEA
September, 2013
Corporate Partner Benchmarking Meeting
Today’s Presenter Bio
HR Lead – Integration Europe
68
Today’s Presentation Objective & Structure
Objective
AGENDA
1
2
3
69
Today’s Presentation Objective & Structure
Objective
AGENDA
1
Integration & Our Experience
2
3
70
Case Study – Recruiting in Emerging Markets
Summary of key points
Integration Consulting Who we are
OUR BACKGROUND
S達o Paulo Buenos Aires
71
Rio de Janeiro Santiago
Mexico City London
team
track record
credentials
250
1200
300
consultants
projects
clients
Integration – Our Clients Industry leading clients
We work with our clients to address their most important challenges:
72
Emerging Markets The Scope
“Recruiting Talent” & “Emerging Markets” are both broad terms. Integration has a specific set of knowledge that we are able to share:
Latin America Entry Level
MBA
Experienced Hire
Board Level
Middle East
Africa
Asia
Emerging Markets The Scope
“Recruiting Talent” & “Emerging Markets” are both broad terms. Integration has a specific set of knowledge that we are able to share:
Latin America Entry Level
MBA
Experienced Hire
Board Level
Today’s Focus
Middle East
Africa
Asia
Today’s Presentation Objective & Structure
Objective
AGENDA
1
Integration & Our Experience
2
3
Case Study – Recruiting in Emerging Markets
Summary of key points
Case Study Recruiting at entry level in Brazil
From a recruiting perspective, there are three key areas we have to understand to perform well in Brazil:
Universities
Courses
Students
Case Study Recruiting at entry level in Brazil
From a recruiting perspective, there are three key areas we have to understand to perform well in Brazil:
Universities
Courses Relationship with the right universities is key
Targeting the right areas inside universities is important
Students
Case Study Recruiting at entry level in Brazil
From a recruiting perspective, there are three key areas we have to understand to perform well in Brazil:
Universities
Courses Background on courses
Courses are specialized by subject
Students
Case Study Recruiting at entry level in Brazil
From a recruiting perspective, there are three key areas we have to understand to perform well in Brazil:
Universities
Courses Internship
Student Communication
Students
Case Study Recruiting at entry level in Brazil
Case Study Recruiting at entry level in Brazil
We have found success with a focused strategy, concentrating our efforts on a few top universities. Amongst this group, we have a special attention with FGV – EAESP.
Our Recruiting Focus: FGV - AESP – Quick Stats
Case Study Recruiting at entry level in Brazil
We have found success with a focused strategy, concentrating our efforts on a few top universities. Amongst this group, we have a special attention with FGV – EAESP.
Our Recruiting Focus: FGV - AESP – Quick Stats
Today’s Presentation Objective & Structure
Objective
AGENDA
1
Integration & Our Experience
2
3
83
Case Study – Recruiting in Emerging Markets
Summary of key points
Recruiting Analysts in Brazil Key Similarities & Differences
Similarities
Differences
Well documented university rankings
No structured timeline for campus recruitment in Brazil
Important to develop a relationship for the long term
Recruitment is a lot more course specific
High competition for top students
Relationship with Universities from a corporate level tends to be with the Faculty and the Central University rather than student clubs
Expectation of students is to engage with company representatives during attraction events
Greater proportion of students at private universities (both undergraduate and graduate)
Brand awareness is important to attract top students to apply
Universities tend to operate with 2 Semesters (rather than 3 terms) Students work alongside studies (internships) Greater polarisation between top and bottom ranked universities Use of graduate recruitment websites (e.g. milkround.com and targetjobs) isn’t nearly as important as it is in Europe
Feature Presentation Best Practice in Attracting Talent to the Corporate Partners in the Emerging Markets
2. 2.
MĂcaela Saeftel ABB Head of Global Trainee Program
September, 2013
Corporate Partner Benchmarking Meeting
CEMS Corporate Partners Benchmarking Meeting, 26.09.2013
Attracting Talents in Emerging Markets for the ABB Global Trainee Recruiting Program in China
The ABB Global Trainee Programs
Attracting Talents in Emerging Markets Global Trainee Program – General Information The ABB Global Trainee Program (GTP) is designed for graduate students who are looking for an international career Each year, ABB recruits a number of graduates to join the various programs(i.e. Finance, Supply Chain Management or Information Systems) with intake dates in April and October The program is managed centrally from our headquarters in Zurich, in collaboration with country HR units Duration of the program 18 – 24 months
Purpose of the program is to train and develop potential future leaders or functional experts for their respective home countries © ABB Group
Attracting Talents in Emerging Markets ABB Global Trainee Program – Recruitment Profile Candidates are selected according to the following profile: Recent graduates (MSc level studies or equivalent) No more than one and a half years’ professional work experience (excluding internships) Fluency in English (additional languages welcome) Global mindset, with a passion to work in diverse cultures Mature, balanced personality with good communication skills Team players who are flexible and open to new ideas Ambitious personalities with a natural curiosity and realistic career/life goals © ABB Group
Recruiting in and for China
Š ABB
Attracting Talents in Emerging Markets Graduate Recruiting Process China
Š ABB Group
Attracting Talents in Emerging Markets Recruiting in China - Activities Campus Talks (13 talks in 10 cities) 1 – 2 hours Senior Manager, Senior HR and Alumni Microsite for “ABB 2014 Campus Recruitment” Profiles of current trainees and graduates Videos Application process Weibo – Chinese microblogging site
© ABB
Attracting Talents in Emerging Markets ABB China Website
Š ABB
Attracting Talents in Emerging Markets Universum Study – Top Three Career Goals Career Goals
Average
China
India
Germany
1
To have work/life balance
To have work/life balance
To have work/life balance
To have work/life balance
2
To be secure and stable in job
To be a leader or manager of people
To be secure and stable in job
To be secure and stable in job
3
To be competitively or intellectually challenged
To be secure and stable in job
To be a technical or functional expert
To be competitively or intellectually challenged
Š ABB
Attracting Talents in Emerging Markets Recruiting in China – Opportunities
High investments in local education system Strong focus on technical and functional competencies Many international Universities open campuses in China Many of the best students now decide to start studying in China or return for the Masters or postdoc studies Good knowledge of local market and culture Š ABB
Attracting Talents in Emerging Markets Recruiting in China – Challenges Hukou System (
)
Changing expectations in an employer Applicants accept more than one offer or are waiting for a “better” offer Only approx.75% of the recent graduates accepted the job offer State Owned Enterprises(SOEs) starting to be more global English-speaking competency Independence
© ABB
Attracting Talents in Emerging Markets Recruiting in Mature Markets for China – Haigui ( Source: http://blogs.wsj.com/c hinarealtime/2013/03/ 27/chinese-studentsstruggle-for-returnson-education-in-u-s/ http://online.wsj.com/ article/SB100014241 27887324324404579 042431034110744.ht ml
Opportunities:
Challenges
399,600 Chinese students abroad (2012)
Unwillingness to return: In the past 30 years, only 37% of Chinese educated overseas have returned to China
Expected 585,000 students in 2020 (India growing by 40% to 296,000) Good English skills Maturity and independence International experience Intercultural sensitivity
© ABB
High salary expectations Few local connections “Reverse Culture Shock”
)
Attracting Talents in Emerging Markets Applicant / Employee Expectations
Reasons for accepting job offer High future earnings Employer is a good reference for future career Professional training and development offered
Š ABB
Attracting Talents in Emerging Markets Questions?
Š ABB Group
Role of the Internet and Social Media
Š ABB October 10, 2013
| Slide 102
Attracting Talents in Emerging Markets Internet Users Country China
Population
Users 2012
Penetration
Facebook / Users
1,343,239,923
538,000,000
40.1%
633,300
0.1%
7,153,513
5,329,372
74.5%
4,043,560
75.9%
India
1,205,073,612
137,000,000
11.4%
62,713,680
45.8%
Asia
3,922,066,987 1,076,681,059
27.5%
254,336,520
23.6%
Hong Kong
Brazil
193,946,886
88,494,756
45.6%
58,565,700
66.2%
US
313,847,465
245,203,319
78.1%
166,029,240
67.7%
81,305,856
67,483,860
83.0%
25,332,440
37.5%
EU
503,824,373
368,021,986
73.0%
192,746,920
52.4%
Europe
820,918,446
518,512,109
63.2%
250,934,000
48.4%
7,017,846,922 2,405,518,376
34.3%
975,943,960
40.6%
Germany
World
Source: Internet World Stats – www.internetworldstats.com Š ABB
Attracting Talents in Emerging Markets Smartphone Users Country
Smartphone Penetration
Access Internet on Smartphone
Search for Job Offers
Access to Social Networks
China
47%
69%
43%
73%
India
13%
46%
43%
63%
Brazil
26%
46%
33%
76%
Germany
40%
61%
20%
62%
US
56%
67%
32%
72%
Source: Google insights 2013 Q1 Š ABB
Attracting Talents in Emerging Markets Statistics: Mobile vs. Desktop - Worldwide
Š ABB Group
Attracting Talents in Emerging Markets Statistics: Mobile vs. Desktop - China
Š ABB Group
Attracting Talents in Emerging Markets Statistics: Mobile vs. Desktop - India
Š ABB Group
Attracting Talents in Emerging Markets Statistics: Mobile vs. Desktop - Germany
Š ABB Group
Attracting Talents in Emerging Markets Role of Social Media
Š ABB
Attracting Talents in Emerging Markets Statistics: Social Media Sites - Worldwide
Š ABB Group
Attracting Talents in Emerging Markets Statistics: Social Media Sites - China
Š ABB Group
Attracting Talents in Emerging Markets Statistics: Social Media Sites - India
Š ABB Group
Attracting Talents in Emerging Markets Statistics: Social Media Sites - Germany
Š ABB Group
Backup Slides
Š ABB October 10, 2013
| Slide 114
Attracting Talents in Emerging Markets ABB 2014 Campus Recruitment
Š ABB
Attracting Talents in Emerging Markets ABB China on weibo.com
Š ABB
Attracting Talents in Emerging Markets Recruiting for China – Challenges: Hukou ( Hukou is the legal right to permanently reside in a province or city in China Each person in China is born with a city or province of permanent registration It places severe limits on their ability to settle permanently and raise a family in any location other than the one inherited at birth Persons without local hukou have a different and smaller set of economic rights than native-born persons Local governments set the rules for how immigrants can acquire a local hukou Sometime businesses are awarded a small number of local hukous to distribute to their employees, especially “highly skilled” individuals © ABB
)
Participant Workshop Outcomes Best Practice in Attracting Talent to Corporate Partners in the Emerging Markets
2. 2.
• • • • •
September, 2013
Jens Plinke Johanna Griese Olga Kotelnikova Trine Hodal Tina Thallinger
Corporate Partner Benchmarking Meeting
Contents
1. 1.
What What are are the the main main reasons reasons emerging emerging market market talent talent choose choose aa CEMS CEMS CP CP as as their their first first employer? employer?
2. 2.
What What is is currently currently done done by by Corporate Corporate Partners Partners to to specifically specifically attract attract emerging emerging market market CEMS CEMS students? students?
3. 3.
What What do do CEMS CEMS university university career career services services do do to to actively actively promote promote CPs CPs to to emerging emerging market market CEMS CEMS students? students?
4. 4.
What What are are the the main main hurdles hurdles in in attracting attracting emerging emerging market market talents: talents: -- in in emerging emerging or or in in mature mature markets? markets?
5. 5.
What What are are the the best best practices practices in in attracting attracting emerging emerging market market talents talents to to Corporate Corporate Partners Partners in in emerging emerging markets? markets?
September, 2013
Corporate Partner Benchmarking Meeting
1. What are the main reasons emerging market talent choose a CEMS CP as their first employer? • Shared values / cultural fit • To stay in the CEMS community • Transparency - What are the CPs looking for, what can they offer? • Alignment of CEMS curriculum with CPs needs • First-hand company insights beforehand • CEMS students expect easier access to CPs • Image of the CPs – cross-industry September, 2013
Corporate Partner Benchmarking Meeting
2. What is currently done by Corporate Partners to specifically attract emerging market CEMS students?
• One EM/MM strategy while considering regional needs • Traditional channels, e.g. career fairs, lectures, business cases, practical insights, Management shadowing, internships
To improve: • More global career fairs, leveraging regional insights • Enhanced cross-country recruiting • Internships meeting EM talent needs
September, 2013
Corporate Partner Benchmarking Meeting
3. What do CEMS university career services do to actively promote CPs to emerging market CEMS students?
Solutions
Problems
! Gap between academic
Networking events
education and “real business” Funding
! Knowledge of companies ! Return to home country is percieved as a defeat
September, 2013
Corporate Partner Benchmarking Meeting
Promoting “International concept” in a different way
4. What are the main hurdles in attracting emerging market talents: - in emerging or in mature markets?
• Unrealistic expectations, salary level • Lack of educational system alignment • Perception of corruption in emerging markets’ political and corporate systems
• Language barriers • VISA applications, internships, national rules • Difficult to attract local talents to go back to their home countries
September, 2013
Corporate Partner Benchmarking Meeting
5. What are the best practices in attracting emerging market talents to Corporate Partners in emerging markets?
• Communication with talents • Check and compare expectations and realistic situation: • Attractiveness of local organisations • Old fashioned career expectations • Show career paths different people from different countries have taken (real examples)
• Transfer Best Practices to emerging markets (Student challenges, events, etc.)
September, 2013
Corporate Partner Benchmarking Meeting
Feature Presentation The Role of New Media in Engaging Emerging Market Talent
3. 3.
Alexander Zipp LinkedIn Account Executive
13M+
September, 2013
Corporate Partner Benchmarking Meeting
The Role of New Media in Engaging Emerging Market Talent
Alexander Zipp Account Executive DACH
THE FIRST GLOBAL PROFESSIONAL BUSINESS NETWORK...
+ 238 000,000 Registered members (July 2013)
China & Russia
Canada
tba
8M+ United States 84M+
EMEA 74M+ Brazil 13M+
India 21M+ Australia 4M+
Recruitment Solutions
THE VALUE LINKEDIN BRINGS TO MEMBERS
Identity
Insights
Everywhere
Connect, find and be found
Be great at what you do
Work wherever our members work
Recruitment Solutions
SOCIAL MEDIA RECRUITING
User generated database
Passive candidates
Active 238,000,000+
Passive
Recruitment Solutions
HIRING PROCESS EXAMPLE: LINKEDIN HIRES A SALES MANAGER
Sales Manager Passive Candidate
Megan Jain
Megan Jain
Sales Manager
Sales Manager
ACME systems
New Hire Hire New
Prior position
Recruitment Solutions
Current position
HIRING AT SCALE WITH LINKEDIN TALENT SOLUTIONS
Proactive Sourcing
Strategic Sourcing and Pipelining
4 Products to attract your ideal candidate: -LinkedIn Career Page -Work with Us -Job Slots -Recruiter Seats Employment Branding
Metrics and Analytics Automated Engagement
Personalized Job Targeting
Talent Brand Development
Career Page
Work With Us
I love my job
LinkedIn Jobs
LinkedIn Recruiter
Talent Acquisition
Recruitment Solutions
JOB SLOTS JOBS YOU MAY BE INTERESTED IN
JOBS YOU MAY BE INTERESTED IN Product Marketing Manager
Java Engineer LinkedIn
Sr. Java Engineer
Product Marketing Director
Amazon
Sales Manager Bank of America
ting Product Marke Manager OUR JOB BOARD
Sales Manager LinkedIn
Gap Inc.
Java Engineer HOME PAGE
JOBS YOU MAY BE INTERESTED IN
Sales Manager WEEKLY EMAIL
MOBILE
Sales Manager LinkedIn Sales Specialist Juniper Networks Sales Manager LiveOps
132
WORK WITH US ADS
CAREER PAGE
134,916 monthly visitors •Dynamic targeted content •Targeted Jobs •Employee testimonials •Company cultural videos •Tell us your story •Links to other sites ... And more!
RECRUITER
Expand your reach to Access the full network
Megan Jain
Manage your pipeline of talent
Engage candidates directly with InMail
Sales Manager 5055 followers
Sales Manager at Acme Systems San Francisco Bay Area I Internet I via Networking
5055 followers
Top Performer
Veteran
Mobile
Met her. Ready to move in 6 months. Follow up in Oct. Added to project
Sales Manager
THANK YOU
Feature Presentation The Role of New Media in Engaging Emerging Market Talent
3. 3.
Nadya Huang & Michaela Pleskova National University of Singapore & WU Vienna CEMS students
September, 2013
Corporate Partner Benchmarking Meeting
The Role of New Media in Engaging Emerging Market Talent • By Nadya Y. Huang & • Michaela Pleskova
Introduction
New Media in APAC & CEE
Our Social Media Experience & CEMS
138
Disclaimer
• We are not experts and these are just our personal experiences and opinions. • But we hope we can provide some insights and get you excited about using new media to connect with us!
Introduction
New Media in APAC & CEE
Our Social Media Experience & CEMS
139
Agenda
Introduction
New Media in APAC & CEE
Our Social Media Experience & CEMS
140
Introduction Introduction
New Media in APAC & CEE
Our Social Media Experience & CEMS
141
Michaela Pleskova • Born in Bratislava, Slovakia – Studied & worked in 6 countries • Vienna University of Economics & Business (CEMS) • User of Facebook, YouTube, LinkedIn, Instagram, Spotify – PR Responsible of CEMS Club Vienna (in charge of social media strategy)
Introduction
New Media in APAC & CEE
Our Social Media Experience & CEMS
142
Nadya Y. Huang • Singaporean born & bred – Chinese ethnicity • National University of Singapore (CEMS) – Bachelor’s: Communications & New Media • Avid user of Facebook, Twitter, YouTube & Pinterest – LinkedIn, Google+ (& associated features), Foursquare, Instagram Introduction
New Media in APAC & CEE
Our Social Media Experience & CEMS
143
Media Usage in APAC Introduction
New Media in APAC & CEE
Our Social Media Experience & CEMS
144
Internet Usage in APAC
Introduction
New Media in APAC & CEE
Our Social Media Experience & CEMS
145
Social Media Usage in APAC
Introduction
New Media in APAC & CEE
Our Social Media Experience & CEMS
146
Popular Social Media in APAC
Introduction
New Media in APAC & CEE
Our Social Media Experience & CEMS
147
Media Usage in CEE Introduction
New Media in APAC & CEE
Our Social Media Experience & CEMS
148
Internet Usage in CEE
CEE – former socialist countries, which extend east from the border of Germany and south from the Baltic Sea to the border with Greece
Introduction
New Media in APAC & CEE
Our Social Media Experience & CEMS
149
Social Media Usage in CEE
Introduction
New Media in APAC & CEE
Our Social Media Experience & CEMS
150
Popular Social Media & its Usage in CEE
Introduction
New Media in APAC & CEE
Our Social Media Experience & CEMS
151
Our Social Media Experience & CEMS Introduction
New Media in APAC & CEE
Our Social Media Experience & CEMS
152
Nadya – Situation Analysis
• The first university in Asia; only one in SEA region; • Strong NUS brand name; doing master’s is not common. – MSc <30; but CEMS <10.
• Awareness & Perceived value of CEMS: very low Introduction
New Media in APAC & CEE
Our Social Media Experience & CEMS
153
How I found out about CEMS?
10/10/2013
Introduction
New Media in APAC & CEE
Our Social Media Experience & CEMS
154
The Tipping Point • How social epidemics happen – The Law of the Few – The Stickiness of the Message – The Power of Context – The Law of Immunity: Clutter
Introduction
New Media in APAC & CEE
Our Social Media Experience & CEMS
155
The Law of Immunity & the Attitude towards CEMS •
Affects what we share, where we share, and how we share
•
People in CEMS are enthusiastic about it –
•
Cognitive dissonance because…
People outside of CEMS are not. –
Don’t know about it / don’t remember me yabbering about it not relatable
–
Don’t see the value of it get benefits that are just as good as if they do CEMS CEMS is a backup!
Introduction
New Media in APAC & CEE
Our Social Media Experience & CEMS
156
Nadyaâ&#x20AC;&#x2122;s Social Media Experience
Law of the Few Introduction
Stickiness of the Message Power of Context New Media in APAC & CEE
Our Social Media Experience & CEMS
157
Michaela – Situation Analysis
• EU’s largest educational institution for business and economics, business law, and social sciences. • Doing master’s is VERY common • Awareness & Perceived Value of CEMS: very high Introduction
New Media in APAC & CEE
Our Social Media Experience & CEMS
158
How I found out about CEMS? I am going to study CEMS!
R.
What is that?
M.
International, corporate partners, business projects, pre-experience master etc. WOW !!! Introduction
New Media in APAC & CEE
Our Social Media Experience & CEMS
159
CEMS & My Friends in Bratislava •
Bratislava is close to 3 CEMS schools (to Vienna 64km, to Budapest 200km, to Prague 340km)
•
Studying International Management – German Program at Comenius University: subjects in English, German, Slovak languages
•
Manageria – organization for top 10 % students improving soft& hard skills during studies, connecting students with successful Slovak business people
No knowledge about CEMS ??!! Introduction
New Media in APAC & CEE
Our Social Media Experience & CEMS
160
CEMS & My Community in Vienna •
Vienna University of Economics and Business – one of the biggest CEMS communities
•
Amazing CEMS Club which “plans your life” Many various activities (social, with corporate partners, CSR etc.) Corporate Partners are actively engaged
•
Very active Facebook group: main channel of communication Questions answered within few minutes (regarding activities, subjects) Events Platform (CEMS official & spontaneously organized by students) Accommodation platform etc.
CEMS is very known & active in Vienna Introduction
New Media in APAC & CEE
Our Social Media Experience & CEMS
161
Do’s & Don’ts Introduction
New Media in APAC & CEE
Our Social Media Experience & CEMS
162
CEMS Office: Doâ&#x20AC;&#x2122;s
1. Advertise CEMS community (CEMS is a brand, so use digital marketing strategies that are used by successful brands)
2. Create message we can share with other people (example: Guardian Article) Introduction
New Media in APAC & CEE
Our Social Media Experience & CEMS
163
Companies: Doâ&#x20AC;&#x2122;s
1.Make use of your CEMS alumni - the best brand ambassadors!
2. Find where active online CEMS communities are & connect CEMS students to your local offices Introduction
New Media in APAC & CEE
Our Social Media Experience & CEMS
164
Companies: Doâ&#x20AC;&#x2122;s
3. Grow your CEMS community within your company (example: Henkel)
Introduction
New Media in APAC & CEE
Our Social Media Experience & CEMS
165
Donâ&#x20AC;&#x2122;t use generic messages!
while luring us with the promise of more information! Introduction
New Media in APAC & CEE
Our Social Media Experience & CEMS
166
Conclusion Introduction
New Media in APAC & CEE
Our Social Media Experience & CEMS
167
Social Media Globally
As fixed-broadband services become more affordable, penetration increases. Introduction
New Media in APAC & CEE
Our Social Media Experience & CEMS
168
The Value of Reciprocity
Introduction
New Media in APAC & CEE
Our Social Media Experience & CEMS
169
Thank you for your attention!
Introduction
New Media in APAC & CEE
Our Social Media Experience & CEMS
170
Participant Workshop Outcomes The Role of New Media in Engaging Emerging Market Talent
3. 3.
• • • •
September, 2013
Nadya (CEMS Graduate) Emir (CEMS Student) Sarah (P&G) Tara (CEMS Head Office)
Corporate Partner Benchmarking Meeting
Contents 1. 1.
What What do do emerging emerging market market talents talents expect expect in in terms terms of of new new media media presence? presence?
2. 2.
What What is is the the relevant relevant new new media in the the emerging emerging markets? markets?
3. 3.
How How are are Corporate Corporate Partners Partners currently currently interacting interacting with with emerging emerging market market talent talent via via new new media? media?
4. 4.
What What are are the the main main hurdles hurdles to to companies companies in in making making effective effective use use of of new new media? media?
5. 5.
Which Which companies companies are are currently currently most most successfully successfully making making use use of of new new media media to to attract attract EM EM talents? talents?
6. 6.
What What are are the the "don'ts" "don'ts" in in using using new new media? media?
7. 7.
What What are are the the best best practices practices in in the the use use of of new new media media for attracting attracting emerging emerging market market talent? talent?
September, 2013
Corporate Partner Benchmarking Meeting
1. What do emerging market talents expect in terms of new media presence?
• Concrete answers to questions they post on social media • Targeted conversations (not generalised) • Engagement and reciprocity • Presence where the students are
September, 2013
Corporate Partner Benchmarking Meeting
2. What is the relevant new media in the emerging markets? Local markets: • Russia: vk.com, Yandex • China: Weibo, RenRen • DACH: Xing • France: Viadeo • Brazil: Orkut Keep in mind: ! Be quick in adapting to new media trends as they are constantly evolving (eg. Pinterest, tumblr, Vine, Instagram…) ! NB the target audience on each channel (e.g. Pinterest = more female based) September, 2013
Corporate Partner Benchmarking Meeting
3. How are Corporate Partners currently interacting with emerging market talent via new media? • Social media presence is often created by employees in an uncontrolled • • • • • •
manner (eg. LinkedIn groups) Top management then realize the need for a strategy and a coordinated approach More and more employees are trained in social media Few companies have regionally customized approaches Local affiliates in emerging markets have their own approach Should there be one corporate message or regionally differentiated messages? Specific content teams (coordinating role) for emerging markets (eg. Reuters, Henkel)
! Question: the localized vs. centralized balance What is best? September, 2013
Corporate Partner Benchmarking Meeting
4. What are the main hurdles to companies in making effective use of new media? Reluctance (mind-set) Insecurity about compliance rules Fear of responsibility/time consumption Difficulty to control what is posted in the name of the company versus posted as a personal statement Lack of knowledge of local sites and how to use them Lack of a corporate concept/strategy for social media Lack of resources Expectation from students to interact
! If a decentralized approach is used, make sure the key values still come across (eg. gatekeeper concept?)
September, 2013
Corporate Partner Benchmarking Meeting
5. Which companies are currently most successfully making use of new media to attract emerging market talents?
• • • •
Heineken:
“The Candidate”
P&G:
“Thank you Mom” campaign
“there is a close link between marketing and employer branding” McKinsey:
have excellent consultants tweeting, creating valuable content, giving back positive image to the company
• Reuters: were effective in sharing content via social media • Deutsche Bank: “Unofficial guide to banking” Deutsche Bank App for new employees
= creating content that will be shared (personalized and fun) = two-way communication / interaction (similar from marketing)
September, 2013
Corporate Partner Benchmarking Meeting
6. What are the "don'ts" in using new media?
Inactivity, if you are on social media Generic messages (same content on all platforms) Spend money on wrong channels Be caught off guard (have a crisis plan) Do not delete or censor (but train and clarify)
September, 2013
Corporate Partner Benchmarking Meeting
7. What are the best practices in the use of new media for attracting emerging market talent? • Be timely, you can plan messages in the right timezones • Create sticky messages that are shared • Power of the context Examples:
• • • • • • •
P&G’s mothers supporting Olympic Games, Heineken’s “The Candidate” Post your content when most people are likely to read it Sites like Glasdoor with user experience, intern reports should be in the focus, comment and react Appoint social media ambassadors, give trainings (Reuters has 700 social media ambassadors) Have a social media policy for your employees Create a social media identity Make sure Wikipedia is right Adapt your message to the media being used Eg. LinkedIn is more professional, Facebook more social September, 2013
Corporate Partner Benchmarking Meeting
7. What are the best practices in the use of new media for attracting emerging market talent?
â&#x20AC;˘ Adapt your social media presence to mobile devices â&#x20AC;˘ Engagement of alumni on social media to share internship offers
â&#x20AC;˘ Use brand marketing best practices for HR purposes (engagement)
September, 2013
Corporate Partner Benchmarking Meeting
Thank you!
September, 2013
Corporate Partner Benchmarking Meeting
Name
Country
Group
Company
Job title
Anna Akhmedova
Spain
CEMS Alumna
Aldo-union
Manager, Business Development
Helen Jara Ureta
Germany
CEMS Alumna
CEMS Alumna
Key Account Manager
Wieteke Dupain
Netherlands
CEMS Alumna
CEMS Alumni Association
Executive Director, CEMS Alumni Association
Ewa Penczek
Germany
CEMS Alumna
Henkel AG & Co. KGaA
Junior Controller
Wilma Huppertz
Germany
CEMS Alumna
Henkel AG & Co. KGaA
Senior Manager Corporate Talent
Florian Koelndorfer
Germany
CEMS Alumnus
Amway
Senior Brand Manager Europe Nutrition & Wellness
Matteo Cera
Colombia
CEMS Alumnus
EOS Labs Sas / Bocconi University
Managing Director / Ex McKinsey alumnus
Torsten Röwekamp
Germany
CEMS Alumnus
Henkel AG & Co. KGaA
Purchasing Manager
Denisa Zichackova
France
CEMS Head Office
CEMS Head Office
Corporate Relations Manager
Nicole de Fontaines
France
CEMS Head Office
CEMS Head Office
Secretary-General
Roland Siegers
Germany
CEMS Head Office
CEMS Head Office
Executive Director
Tara Miller
France
CEMS Head Office
CEMS Head Office
Corporate Relations Manager
Alexander Zipp
Germany
Consultant
LinkedIn Germany GmbH
Marketing & Account Executive DACH
Trine Hodal
Denmark
Corporate Partner
A.P.Moller - Maersk
Leadership Development Specialist
Micaela Saeftel
Switzerland
Corporate Partner
ABB
Head of Global Trainee Program
Cornelia Glock
Germany
Corporate Partner
ABB AG
Head of HR Marketing
Nadine Herpers
Germany
Corporate Partner
Beiersdorf AG
Talent Relationship Manager
Cristina Nunes de Abreu
Portugal
Corporate Partner
Daymon Worldwide
HR Director EMENA & South America
Kristina Segura
Switzerland
Corporate Partner
EF Education First
Recruitment & Development Director
Dr. Kourosh Bahrami
Germany
Corporate Partner
Henkel AG & Co. KGaA
Corporate Vice President - Global Head of Sales
Jens Plinke
Germany
Corporate Partner
Henkel AG & Co. KGaA
Head of Employer Branding
Joana Adu Amponsah
Germany
Corporate Partner
Henkel AG & Co. KGaA
Junior Employer Branding Manager
Johanna Griese
Germany
Corporate Partner
Henkel AG & Co. KGaA
HR Executive Assistant
Katrin Steinbüchel
Germany
Corporate Partner
Henkel AG & Co. KGaA
Lena Rumjaneva
Austria
Corporate Partner
Henkel AG & Co. KGaA
Melanie Zandona
Germany
Corporate Partner
Henkel AG & Co. KGaA
Simone Siebeke
Germany
Corporate Partner
Henkel AG & Co. KGaA
Corporate Vice President, Human Resources, Laundry & Home Care Corporate HR Business Partner Consumer Adhesives Regional HR Business partner Adhesives CEE Junior Product Line Manager Automotive Adhesives Corporate Vice President Human Resources Beauty Care
Name
Country
Group
Company
Job title
Ellen Imasa
China
Corporate Partner
Tina Thallinger
Austria
Corporate Partner
Henkel Central Eastern Europe
Marwa Mohamed
Egypt
Corporate Partner
Henkel Middle East & Africa
Elizabeth Bird
UK
Corporate Partner
Integration Management HR Lead, EMEA Consulting
Matthew Suggett
UK
Corporate Partner
Integration Management Consultant Consulting
Marie Padberg
Netherlands
Corporate Partner
McKinsey
Senior Manager EMEA Recruiting
Sarah Marie A. Bovbjerg
Switzerland
Corporate Partner
Novo Nordisk
Talent Attraction Specialist
Sarah Unkelbach
Switzerland
Corporate Partner
Procter & Gamble
HR Associate Manager Global Fabric Care
Vadim Gerstein
Germany
Corporate Partner
PwC, CEMS Alumni Association Board
Senior Consultant in Valuation & Strategy
Silvia Seiler
Germany
Corporate Partner
Swiss Re
Recruiter
Stefanie Weigelt
Switzerland
Corporate Partner
Swiss Reinsurance Company Ltd
University Marketing Manager
Bruno Bittis
Germany
Corporate Partner
Unibail-Rodamco / mfi management für immobilien AG
Head of Human Resources
Kim Tombarelli
Spain
ESADE Business School
Career Services Associate Director, Corporate Partnership & CEMS Corp. Relations Manager
Sandra Gilet
Belgium
Louvain School of Management
CEMS Corporate Affairs Manager
Frieda Franke
The Netherlands
Rotterdam School of Management, Erasmus University
CEMS Corporate Relations Manager Career Services Manager
Christa Leenen-Poser
Germany
University of Cologne
CEMS Corporate Relations Manager
Burçak Çullu
Turkey
Koç University Graduate School of Business
CEMS Program and Corporate Relations Manager
Jana Belochova
Austria
Vienna University of Economics & Business
CEMS Corporate Relations Manager
Christoph Sonnenschein
Germany
Faculty
University of Cologne
Head International Relations Center
Dr. Mark Elsner
Germany
Faculty
University of Cologne
Post-doc
Julia Monzel
Germany
Faculty
University of Cologne
Head of Career Service
Nawid Hoshmand
Germany
Faculty
University of Cologne
Research Assistant and PhD student
Prof. Dr. Martina Fuchs
Germany
Faculty
University of Cologne
Director Department of Economic and Social Geography
Prof. Dr. Monika Trapp
Germany
Faculty
University of Cologne
CEMS Academic Director/ Assistant Professor of Finance
Corporate Relations Manager Corporate Relations Manager Corporate Relations Manager Corporate Relations Manager Corporate Relations & Program Manager Corporate Relations & Program Manager
Henkel Asia Pacific
Head, Regional Talent Management Asia Pacific Human Resources CEE Recruitment & Employer Branding Talent, Leadership & Learning Manager - MEA Diversity & Inclusion Ambassador for MEA
Name
Country
Group
Company
Job title Dean Faculty of Management, Economics and Social Sciences / CEMS Strategic Board Member
Prof. Dr. Werner Mellis
Germany
Faculty
University of Cologne
Susanne Schneider
Germany
Faculty
University of Cologne
Career Service Advisory
Maria Aluchna
Poland
Faculty
Warsaw School of Economics
Associate Professor, CEMS Academic Director
Aurélie Civel
Germany
Program Manager
University of Cologne
International Programs Manager
Christoph Karl
Germany
Program Manager
University of Cologne
Program Manager
Jutta Reusch
Germany
Program Manager
University of Cologne
CEMS Program Manager
Stefan Ewers
Germany
Social Partner
CARE DeutschlandLuxemburg
Deputy National Director/Board Member
Thomas Knoll
Germany
Social Partner
CARE DeutschlandLuxemburg
Manager Volunteers and School Campaigns
Sarah Möser
Germany
Social Partner
CARE DeutschlandLuxemburg e.V.
Assistant Corporate Partnerships
Tamás Rolek
Hungary
Student
Kapoor Mrinal
India
Student
Jorge Federico Useche Cañon
Germany
Student
Paola Aguilera
Brazil
Student
Irina Zinoveva
Russia
Student
Olga Kotelnikova
Russia
Student
Roman Shapurko
Italy
Student
Nadya Huang
Germany
Student
Benji Huo
China
Student
HKUST Business School
Student
Ankit Bhageria
India
Student
IIM-A
Student
Shivanshu Mishra
India
Student
Indian Institute of Management Calcutta
Student
Srijan Sanket
India
Student
Indian Institute of Management Calcutta
Student
Kok Yip Soh
Singapore
Student
National University of Singapore
Student
Siew Hui Michelle Yap
Singapore
Student
National University of Singapore
Student
Corvinus University of Budapest Corvinus University of Budapest, Indian Institute of Management Calcutta Escola de Administração de Empresas de São Paulo-FGV Escola de Administração de Empresas de São Paulo-FGV Graduate School of Management, SaintPetersburg State University Graduate School of Management, St Petersburg State University Graduate School of Management, St Petersburg State University Henkel / National University of Singapore CEMS
Student
Student
Student
Student
Student
Student
Student
Talent, Learning, and Leadership (HRC Intern)
Name
Country
Group
Company
Job title
Isabelle Ferreira
USA
Student
Nova School of Business and Economics
João Miguel Bragança
Portugal
Student
Nova School of Business and Economics
Tomas Cordeiro
Portugal
Student
Charlotte Ripke
Ireland
Student
Angelo Masullo
Italy
Student
Università Bocconi
Student
Alexander Nikolov
Bulgaria
Student
University of Cologne
Student
Ines Strohm
Germany
Student
University of Cologne
Student
Irina Pechotski
Germany
Student
University of Cologne
Student
Joana Greulich
Germany
Student
University of Cologne
Student Assistant
Lukas Held
Germany
Student
University of Cologne
Student
Oleg Nagaitsev
Germany / Ukraine
Student
University of Cologne
PhD student
Pablo Krämer
Germany
Student
University of Cologne
Student Assistant
Phillip Schall
Germany
Student
University of Cologne
Student
Ruth Anna Hejtmanek
Germany
Student
University of Cologne
Student
Sanna Engell
Germany
Student
University of Cologne
Research Assistant
Kristina Möller
Germany
Student
University of Cologne
Student
Nancy Ge
Germany
Student
University of Cologne
Student
Michaela Pleskova
Slovakia
Student
Vienna University of Economics & Business
Student & Henkel strategic branding intern
Hannes Aigner
Poland
Student
Warsaw School of Economics
Student
Emir Çetinel
Turkey
Student Board
Koç University Graduate School of Business
Student Board Representative
Philipp Sommer
Germany
Student Board
University of Cologne
Student
Nova School of Business and Economics Smurfit Business School of University College Dublin
Student & Intern at Soros Fund Management Student and teaching assistant Student Student
Thank you!
September, 2013
Corporate Partner Benchmarking Meeting