Insight
Attracting the Best Talent, the Secret Weapon for Businesses ......
As a business owner, human resource management is one of the key aspects of corporate governance, including the selection, nurturing, utilization and retention of talents. It is often said that "people are the most important asset of a business", but business owners often have the following problems:
"It's getting harder and harder to find talent nowadays?"
"Big companies have more money and better benefits, but we SMEs are not attractive to talents?"
Indeed, according to the National Development Council's population report, the demographic dividend will be shed in 2020 due to the impact of childlessness; that is to say, Taiwan will bid farewell to the golden age of labor for 20 years, in which the number of working population aged between 15-24 is decreasing year by year, and those aged between 25-44 is also decreasing from year by year to 2013 onwards. https://goo.gl/WHca1L
In addition, the results of Cheers' "2017 New Generation's Most Desirable Companies Survey" show that freshmen consider "making money" to be the most important meaning of a job, but "realizing oneself", "opening up one's horizons in life" and the desire to gain "independence and autonomy" through work are also the factors to be considered when choosing a job. https://goo.gl/8oT59J
How can small and medium-sized enterprises (SMEs), the mainstay of employment in Taiwan, stand out and win the favor of the new generation of workers in the face of the declining demographic dividend and the fact that their company visibility and salary and benefit packages are not as favorable as those of large enterprises? Employer brand management has become an important tool to promote competitive advantage.
What is Employer Branding?
According to Richard Mosley, vice president of global strategy at UHS, the authority on employer brand management:
"Define employer branding in terms of the kinds of thoughts and feelings that people associate with employers, whether positive or negative; real or unreal; clear or impressionistic; based on direct experience, intentional communication, unintentional communication, or hearsay."
From this perspective, every employer has an employer brand, whether or not they have defined the attributes and images with which they want to be associated. Therefore, companies should be proactive in defining and managing their employer brand, which promises a special employment experience through a set of attributes and traits that will set them apart and attract the best talent.
So, how should employer branding be developed?
First of all, the enterprise must first think about constructing the corporate brand from an overall perspective, i.e., the foundation of the development strategy, including mission and vision, brand purpose, brand positioning, customer value proposition, product/service advantages, brand personality, and core values, etc. On this basis, the enterprise should focus on the employer-employee relationship, sort out the elements of the enterprise that make the enterprise appealing to the employees, and develop strategies such as sub-positioning of employees, value proposition of employees, and setting guiding principles for employees in the enterprise behavior. On this basis, we focus on the employer-employee relationship, sort out the elements of the enterprise's attractiveness to employees, develop a sub-positioning for employees, employee value propositions, and define the guiding principles for employees in the enterprise's behaviors, and then extend and develop the employer brand's design and applications of all the contact points with potential/existing employees under the norms of the enterprise's identification system, so as to fully embody the employer brand image that the enterprise intends to define.
The Process ProZurich team has implemented the BKW For example, due to the transition from public to private sector, on one hand, we need to proactively gain household adoption, and on the other hand, we need to recruit new talents for the new business, so after the completion of the corporate rebranding project, we have developed the employer brand to articulate the value proposition that BKW can give to its current and future employees. the BKW corporate brand promise is "Safe to the future of energy! The BKW corporate brand promise is "Safely into the energy future!" and the employer brand promise extends to "Be part of this energy future! and the employer brand promise extends to "Be a part of this energy future! Through a dedicated communications platform, the employer brand also provides BKW with the content it needs for touchpoints such as job fairs, recruitment advertisements and job descriptions.
In Taiwan, Process Taipei has also assisted local companies in developing their employer brands. Through the process of sorting out corporate branding strategies, interviewing existing and potential employees, analyzing the employer brands of benchmark companies, and most importantly, gathering cross-departmental executives within the company, we gradually confirmed the foundation of the company's employer branding strategy through a consensus meeting, so as to prepare for the recruitment of the next generation of talent. Preparation.
In order to ensure that employees and potential talents are aware of the employer brand image of WALRUS pumps, Pro assisted in the implementation of the "Employer Branding" project to establish the strategic foundation and appearance of the employer brand, in order to recruit more talents who recognize the spirit of the employer brand in response to the expansion of its operations.The "Employer Branding" of WALRUS pumps is committed to "Dedicating all our efforts to make you excellent, the good life comes to you". A better life emerges from you". The theme of communication is "We're WALRUS", which shows that WALRUS is a family and a team. In the future, in response to the different occasions and mediums of use of the "Employer Brand", we're will be used as the beginning, so that the concept can be used as the starting point for both internal and external communication. The main visual of the recruitment campaign uses "We're hiring" as the title word, and the wave board symbolizes that WALRUS provides a safe platform for freshmen to display their talents, and that they are not afraid of challenges in the face of big waves and are willing to move forward with the company's ideals.
What is your company's relationship with your employees? What are the needs of your employees?
In the course of researching benchmark companies, we found an interesting phenomenon: the relationship and roles that companies play towards their employees vary in different environments and conditions. From "traditional patriarchal caregiver", "coaching and mentoring motivator", "we are all elites, heroes, and world-savers", to "employees are given the shoulders of giants who can realize their own power", all are relationship models that companies can consider when developing their employer brands. These are all relationship models that companies can consider when developing their employer brand.
From Maslow's Hierarchy of Needs theory, the relationships and roles described above are consistent with the multiple stages of physiological, safety, socialization, respect, and self-actualization needs. Responding to the values of the new generation of workers, after physiological and safety needs are satisfied, more needs related to socialization, respect and self-realization need to be met. At this point, developing an employer brand and value proposition that resonates with talents becomes the key to the success of a company's sustainable development.
As a final reminder, in the past, when talking about branding, it was generally thought that it was the responsibility of the marketing department only, and when it came to employer branding, it was the responsibility of the human resources department. processpro suggests integrating cross-departmental specialties, such as branding and human resources, in order to achieve synergy and to ensure that the branding experience is consistent among all internal and external stakeholders; and that, through employer branding, the employees can be made to become the best branding ambassadors for the company at the best results and the lowest costs. Through the construction and management of the employer brand, employees can become the most effective and least costly brand ambassadors of the company.
[Case Sharing]
primona dream chicken After nearly a year of brand optimization, based on the success of operating organic farms for as long as 25 years, primona Dream Chicken has fully mastered the first level of production, the second level of processing, and the third level of sales, and has become the benchmark brand of Taiwan's six-stage agricultural industry. Through this rebranding project, primona Dream Chicken has become the epochal leader of the global chicken essence brand. In the business opportunity of specialized service, the enterprise's human resource management and education system becomes very crucial. In order to let customers focus on service experience and products, primona Dream Chicken has made selection, talent nurturing, training, and even specialized service an independent part to give full play to the favorable basis of service for branding. The overall rebranding has not only been recognized by international brand design awards such as iF, K-Design, Asia Design, etc., but also attracted an 11-fold increase in the number of job applications compared to the same period in the year before the rebranding.
