2021-09-14-Heidrick_Struggles-Getting_employer_branding_right_in_China_8页_1mb

ASIA PACIFIC AND MIDDLE EAST REGION: Getting Employer Branding Right in China

Key Findings:

1. Understanding Talent Needs: Chinese senior executives and talent prioritize factors beyond financial rewards for both attraction and retention. The top priority is high-quality senior leadership, followed closely by attractive culture (openness, diversity) and opportunities for individual learning and advancement. While salary and benefits are important, they are less critical than often perceived.

2. Leadership Matters:

   • Attributes: Charismatic, inspiring, credible leadership is viewed favorably. Diverse leadership teams are crucial, replacing the outdated "primarily importing international leaders" model.
   • Behaviors: Trust, transparency, fostering communication, embracing change and innovation are highly valued by executives seeking to retain talent.
   • CEO Role: CEOs are seen as celebrities and integral to brand image.

3. Company Culture & Business Model:

   • Culture: A clear vision/mission/strategy, recognition of high achievers, a friendly/collaborative workplace, and being results/driven are key cultural factors.
   • Business Model: Candidates prioritize high-growth industries, disruptive/innovative business models (new/original), and the potential for challenge/disruption. Agility is key.

4. Attraction vs. Retention Factors:

   • Attraction: Leadership quality, culture, business model/direction, brand (less dominant than previously), and reputation for innovation/being a disruptor.
   • Retention: Aspects of leadership (trust, transparency, communication) become even more critical for retention.

5. Employee Mobility & Churn:

   • Significant turnover exists; roughly 31% of surveyed executives were actively seeking new opportunities or looking within the next 1-2 years.
   • Job stability is valued but not the primary driver for most; they seek challenge and opportunity over long-term security.
   • Job security ranks low in importance within the Employee Value Proposition (EVP).

6. Employee Value Proposition (EVP):

   • The core components preferred in China are challenging roles (45%, challenging roles vs. 36% basic salary), career prospects/promotions (38%), expertise development (36%), and impact/autonomy (36%).
   • Traditional "perks" like overseas assignments and educational sponsorship rank lower.

7. Employer Branding Strategy:

   • Companies must build an authentic employer brand and consistently communicate core values effectively beyond just job postings.
   • Autonomy and speed of decision-making are critical attributes valued highly.
   • Employer branding should align with consumer branding where possible.

Conclusion

• Employer branding in China requires focusing on quality leadership, a vibrant and innovative culture, career growth opportunities, and the broader EVP (impact/challenge/expertise). While financial incentives matter, they are secondary to factors driving employee motivation and engagement.