如何倾听雇员的心声_（英文版）_13页_413kb

Asia Pacific Consumer Markets Report 2015 Summary

Core Content

The Asia Pacific Consumer Markets Report 2015 emphasizes the importance of employer branding in attracting and retaining top talent in a competitive market. It highlights that while many companies recognize the value of employer branding, the implementation and effectiveness of these strategies remain inconsistent. The report also underscores the role of CEO involvement, company culture, and diversity in shaping a successful employer brand.

Main Points

Employer Branding is Crucial for Talent Management

• Employer branding is essential for attracting and retaining high-quality talent, especially in the Asia Pacific region.
• Strong employer branding correlates with improved revenue growth, profit margins, and employee engagement.
• Companies with a strong employer brand may see candidates willing to accept up to 10% lower salaries to join them.

Key Findings from the Research

• Survey 1: 102 CEOs and HR directors from various sectors (consumer products, retail, etc.) were surveyed.
• Survey 2: 132 senior executives (director level and above) from similar sectors were also surveyed.
• Common trends:
  • Only 54% of respondents had an employer branding strategy.
  • Only 39% had reviewed their strategy in the previous 12 months.
  • Only 6.1% had a systematic method to measure ROI or impact.
  • CEO involvement is critical, with 70% of CEOs claiming responsibility for employer branding.

Factors Attracting Top Talent

• Leadership: Executives look for leaders who are credible, transparent, visionary, and trusting.
• Company performance: 93% of executives prioritize strong financial performance.
• Corporate reputation: Strong communication of vision, innovation, CSR, and industry awards enhances reputation.
• Work culture: 74% of respondents identified work culture as the most important area for improvement.

Key Strategies for Employer Branding Success

• Top-down approach: CEO involvement is vital for shaping and driving employer branding.
• Feedback mechanisms: Continuous feedback from staff and candidates helps identify and close gaps.
• Employee Value Proposition (EVP): A clear and unique EVP differentiates the company from competitors.
• Cross-functional leadership: Involving marketing, HR, and branding experts ensures a comprehensive approach.
• Culture and diversity: A culture that respects diverse thinking and new ideas is highly valued.
• Transparency: Clear communication of values and culture builds trust and enhances the employer brand.
• External and internal communication: Using platforms like LinkedIn, YouTube, and internal channels to convey the brand's message.

Case Studies

• Unilever: Established its employer brand in 2000, emphasizing strong leadership, diversity, and performance. By 2014, it was ranked third on LinkedIn's list of the world's most in-demand employers.
• Ogilvy & Mather (O&M): Known for its strong employer brand, which aligns with its corporate brand. It uses external communication (industry events, publishing) and internal engagement (training, intranet) to reinforce its values.
• MGM Macau: Successfully adapted its employer brand to the Macau market, emphasizing ethical commitment, environmental sustainability, and diversity. It adopted a "think global, act local" approach to attract and retain talent in a competitive environment.

Challenges and Recommendations

• Lack of metrics: Only 6% of companies have a systematic method to measure ROI of employer branding.
• Insufficient time investment: Most CEOs spend less than 5% of their time on employer branding.
• Recommendations:
  • CEOs should take a more active role in employer branding.
  • Companies should develop a clear measurement mechanism for ROI.
  • Focus on diverse thinking, ethical values, and strong culture to attract top talent.
  • Invest in cross-functional leadership and consistent communication of the employer brand.

Conclusion

The report concludes that while employer branding is a best practice, many companies in the Asia Pacific region are not fully leveraging it. CEO involvement and a clear strategy are essential to maximize the benefits of employer branding, which in turn can lead to better talent acquisition, retention, and overall business performance.

About the Author

• Karen Fifer is the Global Managing Partner of Heidrick & Struggles' Consumer Markets Practice, based in Hong Kong.

Heidrick & Struggles' Consumer Markets Practice

• Specializes in recruiting senior executives and non-executive directors for consumer-focused companies.
• Offers expertise in digital marketing, customer experience, e-commerce, product innovation, and online communities.
• Partners with functional experts and cross-sector consultants to provide innovative human capital solutions.