2018-如何倾听雇员的心声？（英文版）

Asia Pacific Consumer Markets Report 2015 Summary

Core Content

The Asia Pacific Consumer Markets Report 2015 highlights the growing importance of employer branding in attracting and retaining top talent in the region. With a tight talent market and low unemployment rates, companies must go beyond salary incentives to differentiate themselves in the eyes of potential employees. The report emphasizes that a strong employer brand is crucial for corporate success, as it helps attract the best people, enhance employee engagement, and improve business performance.

Main Points

• Talent Market Trends: The Asia Pacific region has a strong and competitive talent market due to its economic performance and low unemployment rates. In 2014, 30% of senior executives were considering leaving their jobs, with over half planning to do so within 18 months.

• Employer Branding Importance: A strong employer brand is a key differentiator for companies in the retail, consumer products, hospitality, and media and entertainment sectors. It is more influential than compensation in attracting talent.

• CEO Involvement: While 95% of CEOs recognize the importance of employer branding, only 20% believe it is effective in attracting talent. Most CEOs spend less than 10% of their time on employer branding, indicating a need for more strategic involvement.

• Cross-functional Approach: Successful employer branding requires a cross-functional team involving HR, marketing, and branding specialists. It is essential to avoid silo thinking and ensure a cohesive strategy.

• Employee Value Proposition (EVP): A clear and unique EVP is vital for employer branding. It should reflect the company's culture, values, and opportunities for growth and development.

• Work Culture: Company culture is a major factor in attracting top talent. 74% of executives believe that improving work culture is the most important step to create a better workplace.

• Diversity and Inclusion: Diversity of thinking is ranked as the most important factor in company culture. 98% of executives surveyed believe that a culture that respects and encourages diverse ideas is crucial.

• Transparency and Reputation: Transparency and corporate reputation play a significant role in shaping perceptions. Companies that communicate their values and culture effectively through various channels (e.g., social media, videos, and internal communications) are more likely to attract and retain talent.

• Corporate Social Responsibility (CSR): CSR initiatives are increasingly important to prospective employees. Companies that demonstrate a commitment to the community and sustainability are viewed more favorably.

• Case Studies: The report features case studies of companies like Unilever, Ogilvy & Mather, and MGM Macau, which have successfully implemented employer branding strategies.

Key Information

• Employer Branding Metrics: Only 54% of respondents have an employer branding strategy, 39% have reviewed it in the last 12 months, and 6% have designed a systematic method to measure ROI.

• Impact on Business Performance: Strong employer branding is linked to improved revenue growth and profit margins. Companies with effective strategies are more successful in attracting and retaining talent.

• Employee Priorities: Senior executives prioritize companies with credible and transparent leadership, strong financial performance, a good corporate reputation, and a strong company culture.

• Global vs. Local Adaptation: Companies must adapt their employer branding strategies to local markets. For example, MGM Macau had to develop a new brand identity to compete with local talent and align with regional values.

• Employer Branding as a Strategic Initiative: The report suggests that employer branding should be treated as a strategic initiative with the same level of senior management attention as other business strategies.

Recommendations

• CEOs and senior leaders should take an active role in employer branding.
• Companies should invest in cross-functional teams and ensure a clear, consistent EVP.
• Employer branding efforts should include metrics for measuring ROI and impact.
• Companies should focus on transparency, culture, and CSR to enhance their employer brand.

Conclusion

The report concludes that while many CEOs recognize the value of employer branding, there is a significant gap in implementation and strategy. To succeed in the competitive talent market of the Asia Pacific region, companies must develop and execute effective employer branding strategies that align with their corporate identity and values.