Insight｜Event
Detonation! Employer brand power, the key to openly building brands in the future.
(Written by: Sze-Yin Hung / Interviewer)
In late May, Probrand Taiwan, a subsidiary of Switzerland, gathered many years of experience in assisting integrated enterprises and employer brands at home and abroad, and organized the "Employer Brand Power" Employer Brand Forum! Employer Branding Power" Employer Branding Forum in late May. In addition to the sharing of counseling experience, the forum also invited industry representatives to disclose the current state of practice and solutions, which attracted the participation of more than 60 enterprises, and the on-site exchanges and negotiations were very enthusiastic. The forum featured employer branding from the perspectives of enterprises, branding consultants, and human resource consultants in the industry, and concluded with a presentation by the Taiwan Brand Flare Program on the resources provided by the government to enterprises for upgrading their branding power.
Martin Kessler, founder of the Swiss company Pro Brand, has been observing brand development in Europe and Asia for a long time. He points out that "Employer Branding" is not a recent phenomenon, but a concept that has been around for more than 30 years. With the current global trend, we can already foresee that "talent" and "loyalty" will be another issue in the future.The key to business success.How to create a strategy for corporate branding and employer branding in parallel, then we will organize the "Detonation! Employer Branding Power" forum, with the sharing of the three aspects of enterprises, brand consultants and human resources, as well as the essence of the valuable seminar content. The forum will provide reference for enterprise partners who are committed to the road of brand building and continuous improvement.
Corporate - Anhou Construction Anhou Management Director and Executive Vice President Abel Liu
Recruiting talents is a "pain" for enterprises. As long as there are talents, there are companies willing to spend money to poach them, and Mr. Liu said jokingly, "I am so poor that I only have money left to poach them. However, besides salary, what are the key factors that can keep good talents to continue contributing to the enterprise? This is a question that companies need to ask over and over again.
Andrew Lau points out that HR departments must shift from the traditional execution script to setting new directions and goals. There are four key points in shaping HR for the new era: the experimental nature of solutions, the art and science of listening, the use of marketing techniques to optimize the employee experience, and the future of workforce planning as a new skill for HR.
As a further example, Anhou Jianye has implemented two cases to optimize work experience and psychological recognition:
1. Transportation fee request:
Whenever you travel, you often need to collect and keep receipts, and then submit an application after you have advanced the fare. In order to solve this pain point of the employees, we have signed a contract with two high market share multifunctional cabs so that the employees do not have to advance the fare or write off the fare, which greatly improves the satisfaction of the employees.
2. Online interaction during an outbreak:
The work mode of working from home due to health and safety considerations makes employees miss the sense of physical connection in the office. Therefore, we have organized an online sports meeting, where employees compete and support each other through competitions and rankings. There are also online tailgates, where many of the ideas come from employees, which are employee-oriented and effective in increasing employee loyalty.
(Mr. Andrew Lau, Director and Executive Vice President, KPMG Anhou Construction and Management)
Martin Kessler, Brand Consultant, Founder of the Pro brand
Branding is a part of our lives, and by organizing the impact of branding through the observations of a brand consultant, we are reminding brand managers that there is no end to branding, and that they need to be sensitive to ensure that their brand is following the guidelines and strategic objectives, and that they are maintaining the three key points of continuity, consistency and simplicity.
<brMartin observes that employer branding seems to be a new concept in Taiwan, but it has been practiced for more than 30 years in the visible operations of major brands. For example, in the past, we assisted BKW in Switzerland in the case of "Corporate Branding" and "Employer Branding", both are based on the same vision and strategy, and then divided into external and internal commitments to customers and employees, and then the actual implementation, and then the brand identity that continuously strengthens the impression.
Martin, the founder of Pro's, further suggested that talent is a key factor in business success, but business owners often ask the wrong question, "Where is the talent?"; the question to ask is "How do we attract the talent? Thinking in this direction is the first step in employer branding. Thinking about how to increase loyalty and reduce recruitment costs also requires a change in old thinking. Finally, Martin reminded us that in branding, it is important to stretch the antennae to stay alert, identify needs and respond in a timely manner, and maintain our competitiveness to differentiate ourselves from our competitors.
(Martin, founder of Process)
Angel Yang, General Manager of Probrand Taiwan, Brand Consultant
Ms. Sue-Yan Yang, General Manager of Promise, who has been accompanying Taiwanese companies in building their brands for a long time, systematically summarized the experience of employer brand counseling and put forward three major points, namely, the 8 positioning points for employer brand differentiation, the 5 steps for building an employer brand, and the 2 major practical case studies.
Echoing founder Martin's concluding remarks, Yeung pointed out that today's strong employer brands are characterized by a high degree of differentiation. Through the 8 positioning wheels, we can find the differentiated brand positioning and attract the right people to get on board. With many years of coaching experience, Pro has put together a structured 5-step approach to employer branding, namely analysis, strategy, concept, implementation and management. In particular, the case of Netflix is used to bring out the results of practical application of employer branding.
The development of an employer brand, like a corporate brand, requires a solid foundation to be built internally by the top management, human resources team, branding team, marketing team, and the co-creation of an external management company. The two iconic companies that have been working together to build employer brands in recent years, Shin-Ei Housing and Oi Pump, are the best examples.
(Angel, General Manager of Process Taiwan)
Human Resources (Management) - Ming Chou, Founder and General Manager, Comstock Management Consultants Ltd.
This forum specially invited the founder of Comstock Management Consulting Co., Ltd. to be the speaker, from the background of human resources to personal lecturer to the establishment of management consulting company. He has experienced the dual roles of being an employee of an organization and a bridge between employees and management, and has been invited to be a speaker at different organizations, as well as a consultant in solving problems for the organization. He emphasized that after going through a series of strategic thinking processes to find a solution, the most important thing is to put it into practice internally. Therefore, he kept mentioning the importance of generating corresponding value from the key results during the sharing process.
Chow Yau Man found that customers tend to have a misconception that corporate brand positioning is the product itself. It is important to think about the value that the product can bring to the customer, and then rethink the positioning of the corporate brand, which can be extended to the positioning of the employer brand. Therefore, business owners must realize that the goal of employer branding is not to recruit talent. Rather, it should focus on the real "value". After the employer brand is realized internally, new employees can feel the consistency between the expectation and the actual situation, and can really create self-worth in the company, thus responding to the vision and goal of the employer brand. In other words, the first step is to reshape the company's internal culture to create a common understanding and experience, and then to develop the ability to take action and drive cultural behaviors to achieve the desired key results.
(Comstock Management Consultants Limited) (Founder and General Manager, Mr. Chow Yau Man)
Highlights of the Seminar
The seminar opened up the floor for three questions: how to implement employer branding from corporate branding, who should be responsible for employer branding as answered by Martin, the founder of PLUS, and where should we start to regulate the brain drain? In addition to the founder, general manager, and honorary advisor of the Pro brand, there were also practical responses from Xinyi House and Oi Pump on the construction of a corporate brand and then the establishment of an employer brand.
Martin, the founder of Prosperity, asked who should do the employer branding, and first of all, he pointed out that salary is not the primary consideration of the new generation, and they care more about the living environment and the value of work that they can share with their family and friends. Therefore, he believes that employer branding should be done by the human resources department first, and then collaborate and discuss with the brand manager to make sure that it is in line with the vision and strategy of the company's brand, and then finally report back to the CEO, and Mr. Yang Baichuan, the Ethical Director and Human Resources Director of Xinyi Group, supplemented that they formed a project team to do the employer branding first, and said that the results of a survey conducted in mainland China indicated that the most important thing to freshmen is the management style of the supervisor, and then the salary. He said that the results of a survey in China showed that the most important thing for freshmen was the management style of their supervisors, and then the salary.
On the issue of brain drain, Mr. Yang Baichuan, Group Ethics Officer and Human Resources Director of Xinyi Enterprise Group, said, "From recruitment to joining the company, companies are faced with high recruitment costs. Xinyi Housing would like to allow all employees to try out the company first to confirm whether they are compatible with the company's values and concepts. The cost to the company of the whole process, from interview to formal employment of an employee, is about $600,000, not including time and management costs. Therefore, building a good employer brand image is even more important in an era of talent shortage. It not only attracts suitable talents, but also saves the recruitment marketing budget by offering competitive salaries and benefits, providing a good working environment and development opportunities, and establishing effective communication channels to let employees feel the company's values and culture. Through employer branding, companies are able to attract and retain talented people, further enhancing competitiveness and investment in long-term talent."
Mr. Huang Jinyun, General Manager of Dai-In Pumps, said, "Since 2018, we have been working with Pro Brand on a series of rebranding projects, and in the process, we have found that our employees value 'respect' and 'self-realization'. Oi Pumps has been a company for 56 years and originally had no plans to go public on the stock exchange. However, after working with Pro on the employer brand, I began to think about attracting top talent and what they wanted. Could I give them a projection of self-worth that they could feel externally, that they could say to their friends and family, "I work at Oi Pump, which is listed on the stock exchange? This motivated me to go public, and I am determined to make our company sustainable and become a 100-year enterprise."
From the exchanges and sharing at this forum, we can see that domestic enterprises have realized the post epidemic era, the flow of talents and the visible trend of the new generation becoming less and less productive. External corporate brands need to be more vigilant, and employer brands need to step up their efforts to keep up. The number of registrations and participants of this forum also shows the high concern and potential demand for employer branding from the media and enterprises.
(Exciting interactions during the business seminar, from left: Sue-Yen Yang, General Manager of Pro-Brand Taiwan / Martin, Founder of Pro-Brand / Jin-Yun Huang, General Manager of Dai-Jing Pump Industry Co.)
If you need government resources to help build your corporate brand or employer brand, you can apply for a corporate diagnostic project at the Taiwan Institute of Economic Research's "Taiwan Brand Flare Program" by June 30th.Please click this link。
If you would like to learn more about the brand counseling services offered by SwissPro Brands Taiwan, please feel free to contact us directly.
