employer brand & sourcing strategy electrabel 2011
TRANSCRIPT
TITRE PRESENTATION 11
Recruitment
• Short term• Segmented
approach• based on
open vacancies
Internal: Jobposting, GSIMMB, PAD screens
External: Jobposting, career website, Jobfairs, specialised print media, Mobile internet, …
Quantity
Employer Branding
• Long term• broad audience• based on
employer values
Internal: referral program, training ask force members, internal comm. Publications, Facebookexternal: general Print media, online bannering, sponsoring, partnerships, Jobfairs, Brandwatch Radiant6…
Quantity
Talent Relationship Management
• Long term• 1 on 1• based on
relationshipInternal: internal sourcing project
External: relational recruitment, Social Search (LinkedIn, employees as emabssadors), Boomerang candidates, 6th Sense
Quality
JOURNEY TO EMPLOYER MARKETING
2
Step 1 Step 2
EMPLOYER BRANDING TEMPLE
4
Creative Concept
Media Mix
Campaign Strategy
External MarketRandstad Award, Go Media study, Vacature Ranking, In silencio, Hirees inquiries…
Internal MarketInternal inquiries, Welzijns enquete, exit gesprekken, mood workshops, …
Employer Value
PropositionAligned with Corp & MKT brand, Authentic, deliverable promise
Target GroupsRelevant
EB Campaig
n
StrategyKnow
Implem
ent
TARGET GROUPS
5
STRATEGIC POSITIONING
6
Leader: innovative channels and differentiating communicationFollower: use all known channelsAd hoc: only communicate when vacancies to fillUnknown: not known in the market as employer of these profiles
Target group Current situation
Positioning with current budget
Ideal positioning
Engineers Leader Follower LeaderTechnicians Follower Follower LeaderICT Unknown Follower FollowerFinance Unknown Ad hoc FollowerYoung Graduates
Follower Follower Leader
Commercial Follower Ad hoc Ad hocAdministrative follower Ad hoc Ad hoc
THEY ARE DIFFERENT
In the channels where we find them
7
Profile Jobboards Top 4 ChannelsEngineers Stepstone, Monster Direct Mail, own Website,
Jobboard, ReferralTechnicians Hotjobs, Stepstone,
VDAB, Jobat, Monster, Vacature
Jobbaord, Own Website, Referral, Direct mail
ICT Stepstone, Monster, IT Jobbaord, Jobat
Job Board, Own Website, referral
Finance Stepstone, Monster, Jobat
Job Board, Direct Mail, Own Website, Newspapers
Young Graduates VDAB, Stepstone, Jobat, Monster, Hotjob
Jobboard, own website, referral, direct mail
Commercial VDAB, Stepstone, Jobat, Monster, Vacature, FOREM
Job Boards, Own Website, Referral, Direct Mail
Administrative Stepstone, Monster Own Website, Job Board, Direct Mail
THEY ARE DIFFERENT
In the channels where we find the hired candidates
8
Profile Jobboards Top 4 ChannelsEngineers - Referral, Direct MailTechnicians VDAB, Jobs & Careers Referral, Own WebsiteICT Stepstone, Monster Referral, Dircet Mail, Own
WebsiteFinance Stepstone, Vacature Referral, Own WebsiteYoung Graduates - School actions, referralCommercial VDAB, Stepstone,
Hotjob, Jobat, MonsterReferral, Own Website, Job Boards, dircet Mail, career fairs
Administrative VDAB, Stepstone Job Board, Referral, own website
THEY ARE DIFFERENT
In the messages that we use to convince themProfile Key message Sub MessagesEngineers
Career Possibilities
- Internal Jobmarket
- Training Portfolio
- GDF SUEZ
University
- Networking
Possibilities
Innovation, InternationalTechnicians Close to Home, TeamworkICT Work – Life Balance, Fringe
BenefitsFinance Financially stable
organisation, many careers in one company
Young Graduates Develop yourself, traineeships
Commercial -Administrative -
3 TYPES OF JOBSEEKERS
10
• Active Jobseekers: 30% and decreasing Reachable through classic channels such as
jobboards Willing to invest time (e.g. subscribe)
• Latent Jobseekers: 60% Only interested if WIIFM is appealing enough Have to be found through referral programs or social
media Have to be convinced (eventually by peers)
• Passive Jobseekers: 10% Very difficult to convince and to find
CAMPAIGN STRATEGY
11
EB STRATEGY
12
• ONE BRAND, ONE VALUE PROPOSITION: · Coporate branding, marketing, employer branding &
employee branding have to be aligned· But:
– not the same message…– More emotionally looking for a future job than to buying
a beer!– Be aware of local differences
· And: Don’t change to quickly, but keep track of the market
General Guidelines
EB STRATEGY
13
• Messages have to be AUTHENTIC in order to be believed by all stakeholders
Involve the employees from the start and check with the candidates afterwards Perception is key!
• If they see it other than you wanted it, you’re wrong!
• Brand = promise, has to be delivered afterwards
On all levels: website, telephonic contact, jobfairs, testing, first day
And after he/she started working
General Guidelines
EB STRATEGY
14
• Message has to be RELEVANT to your target group
Try to be as targetted as possible (internet) Try to differentiate from your competitors
• Your employer brand is an ASSET, treat it likewise
Increased spending increases need for measurement• ROI on Long term• ROI on Short term
Do not underestimate the power of social networks!
General Guidelines
SUSTAINABLE TALENT MANAGEMENT
15
• Electrabel is committed to achieve its growth strategy in a sustainable way by being committed to: Sustainable Technologies: Reducing CO² Live the Sustainable Values: Lived by the company
and its employees Diversity: Making a balanced and combined use of
all available talent Future Talent: Help future talent to develop their
skills, even before they start their professional career Own personnel: facilitate the development own
talents towards newly needed competences
Our employer promise has to be aligned externally and internally
EMPLOYEE VALUE PROPOSITION
16
UNIQUE SELLING PROPOSITION
TITRE PRESENTATION 17
YG VS EXP
18
• Remark: relative attractiveness higher when company has lower notoriety as only targetted candidates know them
RANDSTAD AWARD EVOLUTION
• Electrabel evolution
19
Notorety 1st place Relative attractiveness
1st place Absolute attractiveness
1st place
2008 % 86% 93% 23% 47% 21% 37%2008 # 12th Fortis Top 25 GSK 21st Fortis2009 % 83% 93% 22% 43% 19% 27%2009 # 16th Ikea Top 25 Jan De
Nul15th Ikea
2010 % 94% 98% 25,5% 49% 24% 27%2010 # 9th De Post Top 25 Jan De
Nul5th Coca
Cola2011% 87,5% 92,8% 28% 56% 24,6% 33, 3%2011# 9th Colruyt ??? Techspac
e Aero17th Coca-
Cola
September 2010
20 2011 Employer Branding: Perception being reality Electrabel
Visualisation 'leviers' principauxim
porta
nce
(% p
oint
s)
Electrabel vs la moyenne du ‘Top 50’ (2011)
différence entre Electrabel et la moyenne du ‘Top 50’
0%
2%
4%
6%
8%
10%
12%
14%
16%
18%
-0.2 -0.1 0 0.1 0.2
Sécurité d'emploi
Santé financièreAmbianceSalaire
EquilibreAvenirEmplois
Environnement/société
Formations
Management
BRAND TRACKER APRIL 2011Base: All
APPL
ICAB
ILIT
Y(t
o EB
L)IM
PORT
ANCE
(to
resp
onde
nt)
Strong points (more important and
applicable)Weak points
(more important but not applicable)
Electrabel is seen as a professional employer who offers career possibilities, which is of high importance for more than 40%. Compared to last wave, many of the indicators which are important to respondents decrease. The wages and commitment to environment remain weak points and the reliability was so negatively evaluated that it becomes also a weak point.
TOP2 = totally or rather agreeBOT2 = rather not or don’t agree at all
RESTRICTED - M&S/SMVC-MR
Significantly improved than previous waveSignificantly worsened than previous wave
Image of Electrabel as employer – TOTAL - Evolution
If you were looking for a new job, would you consider Electrabel as your new employer?
Base: All
A third of the respondents wouldn’t like to work for Electrabel. The main reason not to consider Electrabel as new employer is the fact that people don’t believe they have done the right studies, are not interested (24%) or because of the reputation of the company (20%).
Employer Branding April 2011
Why wouldn’t you consider Electrabel as employer? (Spontaneous)
RESTRICTED - M&S/SMVC-MR
Significantly improved than previous waveSignificantly worsened than previous wave
SOURCING CHANNELS STRATEGY
23
GENERAL GUIDELINES
• Channels have to be Sustainable
• No one shots, aim for the long run Efficient
• Measurable, reaching to not treated targets Differentiating
• Original, we want to stick out
24
BRANDING & SOURCING STRATEGY
25
ExperiencedYoung Graduates
Partnerships (1)
· CTT· Presentations· Jobfairs· Workshops· Sponsoring· Business games
Partnerships (1)
· CTT· Presentations· Jobfairs· Workshops· Sponsoring· Business games
Internships
Internal Mobility
Recr. MeetingGSIMMB
Internal Sourcing
Blue Box
A C T I V E W O R K S E E K E R S
Passive Workseekers
Employer Branding
Adverts in non recruitment
related mediaSocial Media
&Candidate
Relationship Mgt.
EMPLOYER BRANDING
BRAND
EXPERIENCE
SOCIAL MEDIA
26
SOCIAL MEDIA (WEB 2.0)
TITRE PRESENTATION 27
• Huge increase in last years, especially amongst Generation Y
• Hyper fast and ubiquitous Through internet, mobile phones, digital TV, …
• Communication through communities Peer to peer Potential enormous impact (if picked up)
• User developed content & applications (e.g. twitter) Information gathering is very individual and informal=> We don’t know what will be next
SOCIAL MEDIA TRENDS
28
• Social media will become less social Users will limit the accessibility of their profile
(Google+)• More companies start using social media
Re-enforcing the first trend• Social media will become more competitive
More social media with more companies = more difficult to stand out!
• More companies will allow social media as information tool for their employees Next evolution in communication
• Mobile internet Internet anywhere for anyone
WHAT DO WE DO?
29
• Step 1: Monitor Check the fanpages on facebook, follow the twitter
feeds about your company, check the blogs, … Use a brandwatch tool to determine your reputation
(GDF SUEZ)• Step 2: Interact
Don’t dictate! Facilitate … Give your employees some guidelines
• Step 3: Brand & Recruit Branding & Referrals through own employees
• Ensure they can put a link to your pages on their pages through widgets (vb. RecruitR)
Inform your audience• But make it relevant
• Search latent candidates through groups• Post vacancies though own profiles• Post vacancies on company profile • Activate collaborators through Electrabel group
Inform on HR initiatives• New video’s, facebook launch, specific vacancies, …
• Manage boomerang candidates through Electrabel Alumni Group
TITRE PRESENTATION 30
• Mainly for branding purposes• Give a flavor of how life is at Electrabel
Through videos, testimonials, …• Create a platform for interaction between own
employees and latent candidates Limited to HR/recruitment issues!!
TITRE PRESENTATION 31
• Central Communication platform for posting vacancies, articles, new movies and
jobfair announcements• Together with all other corporate
communications Relevancy?
• Limited reach & impact
TITRE PRESENTATION 32