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Dear participants, supporters and friends, On behalf of the University of Cologne, Henkel Headquarters and CEMS, we would like to sincerely thank you for your participation and the valuable contribution that each of you made to the Corporate Partner Benchmarking Meeting 2013,

ATTRACTING TALENT IN EMERGING MARKETS The diversity and perspectives that participants brought to the event were critical to making it a success and we were overwhelmed at the interest and commitment that was demonstrated by so many to making it one. In order to ensure that all stakeholders benefit most from the efforts that you all put in, we would like to share with you today the presentations and workshop results. They truly enriched our view on this very multi-faceted topic, which lies at the center of CEMS and so many of its stakeholders’ activities. We hope you too are able to take away many valuable insights, apply them to your own fields and generate even more ideas on attracting talents in or from the emerging markets. We hope to maintain close contact with you in the future as we continue to strengthen the global CEMS community together. Yours, Kourosh Bahrami Corporate Vice President Henkel AG & Co. KGaA

Christoph Sonnenschein Head International Relations Center University of Cologne

Nicole de Fontaines Secretary-General CEMS Head Office

Melanie Zandona CEMS Alumna Henkel AG & Co. KGaA

Christa Leenen-Poser CEMS Corporate Relations Manager University of Cologne

Denisa Zichackova Corporate Relations Manager CEMS Head Office


University of Cologne

Faculty of Management, Economics and Social Sciences

Attracting Talents in Emerging Markets CORPORATE PARTNERS BENCHMARKING MEETING Cologne and D端sseldorf, September 25th & 26th 2013


Day One!

Wednesday, September 25th 2013 Programme: 17:30 to 22:00 at the University of Cologne, building 106 (Seminargebäude) Location: Universitätsstraße 35, 50931 Cologne, Germany

© Universität zu Köln/Aleksander Perkovic


Day Two!

Thursday, September 26th 2013 Programme: 9:00 to 16:30 at Henkel Headquarter Location: Henkelstraße 67, 40589 Düsseldorf, Germany


University of Cologne Albertus-Magnus-Platz, 50931 Cologne, Germany Christa Leenen-Poser, christa.leenen-poser@uni-koeln.de

Henkel AG & Co. KGaA Henkelstraße 67, 40589 Düsseldorf, Germany Melanie Zandona, melanie.zandona@henkel.com

© KölnTourismus GmbH/Dieter Jacobi


Corporate Partner Benchmarking Meeting 2013


• Düsseldorf flyer image? Kourosh Bahrami • ATTRACTING TALENT IN EMERGING MARKETS Henkel Corporate Vice President 1. 1.

September, 2013

Roland Siegers CEMS Head Office Executive Director

Corporate Partner Benchmarking Meeting


Event Targets

Targets

Exchanging best practices Networking Action-oriented toolbox for stakeholders Identifying value-adding opportunities PR for CEMS – media coverage Generating buzz with content

September, 2013

Corporate Partner Benchmarking Meeting


Meeting Attendance At a glance

14 different different CEMS CEMS Corporate Corporate Partners Partners represented represented

1/3 ofof participants: participants:

17 different different partner partner Universities Universities are are represented represented

CEMS Alumni amount amount to to > 10 %

Asia Pacific

of of corporate corporate representatives representatives

(I)MEA

CEE Latin America are are all represented represented

September, 2013

Corporate Partner Benchmarking Meeting

•• Have Have 10+ 10+ years years of of experience experience •• Have Have << 55 years years of of experience experience •• Are Are students students CEMS CEMS Head Head Office Office participation participation = 4


Student Questionnaire Results at a glance International career career and and network network were were the the top top motivators motivators for for applying applying to to CEMS CEMS

92 current current CEMS CEMS students students submitted submitted responses responses

Lack Lack of of

46% of of respondents respondents represent represent nationals nationals of of China/Asia China/Asia Pacific Pacific

September, 2013

recognition

> 85% of of respondents respondents recommend recommend email as as the the primary primary channel channel for for employers employers to to engage engage them them

of CEMS byby

97% believe believe mature mature

employers employers the the primary primary

AND AND emerging emerging market market

factor factor for for not pursuing pursuing itit

experience experience is is value value adding adding

Corporate Partner Benchmarking Meeting


Attracting Talents in Emerging Markets Corporate Partners Benchmarking Meeting Student Questionnaire The questionnaire was distributed to 360 CEMS students whose home school is in one of the emerging markets. We received 92 responses in total, of which, 86% would be considered nationals of emerging market countries.

1. Nationality Nationality

Number

Percentage

Australian

1

1%

Austrian

1

1%

Belgian

1

1%

Brazilian

7

8%

Chinese

25

27%

Danish

1

1%

French

1

1%

German

5

5%

Indian

16

17%

Lithuanian

1

1%

Portuguese

1

1%

Russian

17

18%

South Korean

1

1%

Turkish

12

13%

Not specified

2

2%

Total

Student Questionnaire Results

92

100%

-1-


2. Gender Gender

Response

Percentage

Male

45

49%

Female

47

51%

Total

Student Questionnaire Results

92

100%

-2-


3. In applying to study CEMS, how did you expect to benefit most? (select 3) #

Answer

Response

%

1

International network

56

61%

2

Multinational company contact

32

35%

3

International career

60

65%

4

Recognition

25

27%

5

International course experience

23

25%

6

Privileged access to the recruitment pool of CEMS partners

24

26%

7

Experience in cultural diversity

39

42%

8

International education

37

40%

9

Academic and practical education in international management

11

12%

10

Top-ranked universities

40

43%

11

Benefiting from excellent reputation

23

25%

12

Studying amongst a highly educated peer group

23

25%

13

Improving your language skills

26

28%

14

Other (Please specify)

0

0%

Total

Student Questionnaire Results

92

-3-


4. Amongst your peers that did not apply for CEMS, what were the main reasons? (select 3) #

Answer

Response

%

1

Academic offering considered uninteresting

7

8%

2

Curriculum (academic and other modules) considered not attractive

14

16%

3

Curriculum (academic and other modules) considered too demanding

18

20%

4

Time investment considered too much

30

33%

5

Program (including international modules) not affordable

23

26%

6

Benefits of the program are not perceived to justify the costs

17

19%

7

Career opportunities not perceived to improve compared to regular home university masters study

35

39%

8

Networking opportunities not recognised/valued

8

9%

9

Corporate partners considered uninteresting as potential employers

4

4%

10

CEMS qualification not well-recognised or acknowledged among employers

36

40%

11

Home university masters degree already satisfies current educational aspirations

34

38%

12

Other (Please specify)

9

10%

Total

Student Questionnaire Results

90

-4-


#

Other

Response

%

Could not meet language requirements

5

6%

Not well known

2

3%

High academic standards

1

1%

Course timing (day/night)

1

1%

Student Questionnaire Results

-5-


5. What do you look for in a future employer? (select 3) #

Answer

Response

%

1

Accelerated career

42

46%

2

Growth opportunities

63

68%

3

Competitive salary

58

63%

4

Company prestige

32

35%

5

Job security

12

13%

6

Varied benefits package

12

13%

7

Sustainable business practices

12

13%

8

Ethical business practices

13

14%

9

Employee diversity

14

15%

10

Training & development offerings

32

35%

11

Strong commercial success

12

13%

12

Mentor programs

15

16%

13

International assignment opportunities

56

61%

14

Other

1

1%

Total

#

Other Industry where I can embrace the content of my job

Student Questionnaire Results

92

Response

%

1

1%

-6-


6.a. Do you think your career will benefit from gaining experience in both mature and emerging markets? #

Answer

Response

%

1

Yes

88

97%

2

No

3

3%

Total

Student Questionnaire Results

91

100%

-7-


6.b. If yes, how do you think your career will benefit most? (select 3) #

Answer

Response

%

1

More variety in the CV

25

27%

2

Unique experience compared to other candidates in the home employment market

57

63%

3

Networking within a company

17

19%

4

Improved intercultural competence

56

62%

5

Expanded language set

26

29%

6

Understanding of a different approach to work

30

33%

7

Broader employment market insights

28

31%

8

Gaining experience which is currently valued in your home employment market

12

13%

9

More interesting work opportunities

28

31%

10

Increased employment market value in terms of expected remuneration

13

14%

11

Accelerated career development opportunities

24

26%

12

Other (Please specify)

1

1%

Total

#

Other Connections

Student Questionnaire Results

88

Response

%

1

1%

-8-


7. What is the best way for future employers to engage you? (select 3) #

Answer

Response

%

1

Email

81

88%

2

LinkedIn

45

49%

3

Xing

2

2%

4

Facebook

13

14%

5

Twitter

0

0%

6

Other professional networks

12

13%

7

Other social networks

2

2%

8

Company websites

31

34%

9

University careers centers

41

45%

10

Local networking events

18

20%

11

Career fairs

35

38%

12

Virtual career events

5

5%

13

YouTube

6

7%

14

Webinars

3

3%

15

Classroom seminars/workshops

23

25%

16

Other channels (Please specify)

0

0%

Total

Student Questionnaire Results

92

-9-


1. 1.

Key Note Speech

1. 1.

Kathrin Menges Henkel Executive Vice President of Human Resources

September, 2013

Corporate Partner Benchmarking Meeting


Henkel & HR Strategy

Kathrin Menges CEMS Sept 2013


Henkel Strategy

We will outperform our competition as a globalized company with simplified operations and a highly inspired team!

2

Kathrin Menges - Henkel & HR Strategy


Strategy & financial targets 2016

3

Kathrin Menges - Henkel & HR Strategy


Henkel Strategy Outperform

Globalize

A global leader in brands and technologies

Strong leadership Talent & performance focus

Simplify

4

Kathrin Menges - Henkel & HR Strategy

Inspire Inspire

Diverse teams


Strengthen our global team 5

Kathrin Menges - Henkel & HR Strategy


1. 1. 1. 1.

Experiences in Attracting Talent to CEMS

2. 2.

Best Practice in Attracting Talent to the Corporate Partners in the Emerging Markets

3. 3.

The Role of New Media in Engaging Emerging Market Talent

September, 2013

Corporate Partner Benchmarking Meeting


Feature Presentation 1. 1. 1. 1.

Experiences in Attracting Talent to CEMS in Mature Markets Kim Tombarelli ESADE Business School Associate Director - CEMS Corp. Relations Manager

September, 2013

Corporate Partner Benchmarking Meeting


Experiences in Attracting Talent to CEMS - In mature markets

Feature Presentation #1 by Kim Tombarelli Thursday, Sept, 26th Henkel HQ


What makes a legacy CEMS Univ. like ESADE so attractive to students from emerging mkts.?

BRAND OPPORTUNITY PURPOSE GROWTH 4 points taken from Harvard Business Review Nov. 2008, «Winning the race for talent in emerging markets.»


THE ESADE & CEMS: BRAND Our BRAND for our students from emerging markets means… Quality in our service and attention to all of our students, particularly those who are non-EU which at times have special needs for their career search. Prestige from having a legacy of being a top European academic institution with international credentials and degrees such as CEMS. “Inspiring Futures” to those students who want to be in an institution that is multicultural and possesses a global mind set towards the future. Maximizing the synergies and relationships we have with high-caliber organizations like CEMS to reach mkts. untouched by ESADE.


THE ESADE & CEMS: OPPORTUNITY OPPORTUNITY for our students from emerging markets means… Attracting CEMS CPs and other recruiting companies who seek interest in their profiles. Connecting them effectively with the vast network of ESADE & CEMS alumni worldwide. Working side by side with our students to help them self-assess and prepare themselves to “go to market” with their own unique value-added proposition. Challenging them to have an open-mind towards their experiences at ESADE & CEMS and to apply what they have learned.


THE ESADE & CEMS: PURPOSE Our PURPOSE for our students from emerging markets meansâ&#x20AC;Ś Instilling our students with the ESADE & CEMS values for the pursuit of excellence and to consider the opportunity to give back to their society. Reminding our students that they are ultimately responsible to take ownership of the different tasks they need to undertake to influence their future. Respecting others from diverse backgrounds and to promote themselves in a growing global business world.


THE ESADE & CEMS: Approach to GROWTH Our approach to GROWTH for our students from emerging markets means… FEEDBACK: Listening and learning from them about their countries and their culture in order to grow effectively. Acting upon their input and adapting where it is feasible to their needs and desires. Sharing in the successes as well as the failure to continue to grow hand in hand with our students beyond the time they are physically at our campus. Capitalizing on the possibilities for them to continue to “give back” to their alma mater as CEMS & ESADE alumni.


THANK YOU! Contact details: kim.tombarelli.esade.edu


Feature Presentation 1. 1. 1. 1.

Experiences in Attracting Talent to CEMS in Emerging Markets (Turkey) Burรงak ร‡ullu Koรง University Graduate School of Business CEMS Program & Corporate Relations Manager

September, 2013

Corporate Partner Benchmarking Meeting


KOÇ UNIVERSITY “Experiences in Attracting Talent to Turkey”

www.ku.edu.tr


Invest in Turkey


Turkey: Destination of Global Talents

Source: TUBITAK: National Science, Technology and Innovation Statistics of Turkey


Strategic Framework

http://euraxess.tubitak.gov.tr/sti-policy-system-in-turkey


About Koรง University If we look around us today, we see that countries of the modern world are making rapid advances in all areas of science and are racing towards new discoveries in outer space. In order for us to close the gap and in preparation for the future, we must educate our young people in the best way possible.

VEHBI KOร‡ Founder of Koรง University


Key Figures • 5,180 Students • 464 Faculty Members • 8,014 Alumni • 6 Faculty, 1 College, 4 Institutes • 15 Doctoral Degree Programs • 31 Masters Degree Programs • 21 Undergraduate Degree Programs • More than 272 Student Exchange Partners • 77 Laboratories • 2,786 student dormitory capacity • 73% of students receiving some form of scholarship


Accreditation and Membership • • • • • • • •

EQUIS Accredit AACSB (The Association to Advance Collegiate Schools of Business) UNAOC (United Nations Alliance of Civilizations) DS (Diploma Supplement) Label ANCC (The American Nurses Credentialing Center) CEMS (One of the 28 full academic partners in CEMS MIM Program) GNAM (Global Network of Advanced Management)

• • • • • • • • • •

GBSN (Global Business School Network) UNGC (United Nations Global Compact) PRME (The Principles for Responsible Management Education) EMBA ranked among Financial Times global top 100 TPA (Turkish Psychologist Association) MUDEK (EUR-ACE, European Accreditation of Engineering Programs) EFMD CFA Law Schools Global League


Office of International Programs • Koç University values and actively pursues diversity, an enriched milieu where different thoughts, cultures, and values, not only co-exist, but also mutually contribute to the expansion of the individual and the collective

• As an institution of excellence, Koc University believes it is our responsibility to serve as a gateway into Turkey, to help the global collective embrace and understand this incredible

country, its culture and its dynamics—the home to expertise, vision and innovation Koç University has established international partnerships with 272 reputable institutions around the world that include exchange, specialized programming and beyond. These partnerships give Koç University students access to programs in such countries as:

Australia Austria Azerbaijan Belgium Bosnia&Herzegovin a Brazil Bulgaria Canada China

Costa Rica & Nicaragua Croatia Czech Republic Denmark Egypt England Estonia

Finland France Germany Greece Hong Kong India Ireland Israel Italy

Japan Krygyz Republic Kuwait Latvia Lebanon Lithuania Macedonia Mexico

Morocco Netherlands New Zealand Norway Pakistan Peru Poland Portugal Romania Russia Singapore

Slovakia Slovenia South Africa South Korea Spain Sweden Switzerland Taiwan Thailand USA


Attracting Exchange Students to Koç University CAREER DEVELOPMENT • Internship opportunities at Koc University • • • • •

as Research Assistants Internships at Turkish/International Companies and NGOs in Istanbul English Tutoring Babysitting Volunteering Jobs Resident Assistant positions in Dorms

SOCIAL ACTIVITIES • Chance to be active in clubs & organize •

events Attending organizations that International Student Society- ISS organizes (cultural activities, field trips to other parts of Turkey, etc.)


Attracting Exchange Students to Koç University • •

1 Mentor for each 5 exchange students During Orientation: – – – – – – –

Campus tours & Getting to know the surrounding area by the mentors Orientation Presentations Survival Turkish Training Authentic Turkish Brunch Beach Party/Ice Skating & Ice Cream/Pool Party Istanbul Field Trip Night –out

Throughout the year: – International Day/Festival – Halloween Party – Thanksgiving Dinner – Cultural Dinner – Beach Party – Cultural integration Activities organized by Dormitory (lunch at Historical places, A day in Turkish baths) – ESN Club Party – Seminars – Forums – SGKM Art Events – Festivals


Strategy in Attracting Talent to KOĂ&#x2021; University Graduate Programs


Tier 1 (1) Libya, Tunisia, Nigeria, Iran, Iraq, Oman, Jordan, Azerbaijan, Kazakhstan, Lebanon (2) Pakistan, India (3) Brazil, Chile, Colombia, Ecuador, Argentina (4) China Tier 2 (1) Balkans, Eastern Europe (Ukraine, Estonia), Uzbekistan, Georgia (2) Germany, Belgium, EU countries (3) Canada (4) Russia (5) Malaysia


Circulation of Talents in Emerging Markets â&#x20AC;&#x201C; CEMS Turkey


Circulation of Talents in Emerging Markets – CEMS Turkey

• “Dual Citizens” pilot project • Creativity: CEMS Turkey Exclusive Initiatives • Accumulating “Corporate Impact” in Attracting and Training Global Talents in Turkey; • Corporate Partners Steering Meeting and Annual Networking Event with the Friends of CEMS Turkey* • Social Media Coverage


Specific Focus to “Dual Citizens” “pilot project” Attracting "Born in Europe Turkish students" - “Turkish Students with dual citizenship” and increasing the quantity and visibility of GSB programmes with a specific focus to CEMS-MIM. Tasks and Action Plan • Task 1: Setting Up a Network of Students with Dual Citizenship and Bi/Tri-Lingual • Task 2: Information Multipliers • Task 3: Site Visits to the Target Groups and Career Fairs • Task 4: Developing Marketing Tools Appendices • Task 1: List of Turkish Student Associations abroad • Task 3: Links through Career Fair Participants


KOÇ University Exclusive Events Executive Seminars for Future Managers Brand new initiative; Brand new tradition; Brand new challenge; Brand new competency… Executive Seminars for Future Managers Qualitative Insights about Human Values by Prof. Zeynep Gürhan Canl , Fall 2013, Koç University Executive Education Programs Directorate Managing for Value Creation by Dr. Cüneyt Demirgüre , Spring 2013, Koç University Executive Education Programs Directorate


KOĂ&#x2021; University Exclusive Events CEMS Business Academy


Corporate Impact in Attracting & Training Global Talents


Corporate Impact in Attracting & Training Global Talents


Corporate Partners Steering Meeting and Annual Networking Event with the Friends of CEMS Turkey • CEMS Turkey organized a corporate partner meeting, which aimed at enhancing the strategies of CEMS Turkey and Master’s in International Management Program. • The first part of the meeting was dedicated to Corporate Partners and in the second part, the companies enjoyed the cocktail with the students, alumni, and Koç University Representatives.


• During the meeting, the corporate partners discussed the following questions; •How • Would you evaluate your previous experience with CEMS Master’s in International Management Program? • Do you have any further expectations to advance tbeneficiaries of CEMS, namely academic and corporate partners?

?


During the meeting, the corporate partners discussed the following questions; •CEMS Master’s in International Management blends academic knowledge and business acumen. In that respect, the contributions of the Corporate Partners are highly valued for the advancement of the CEMS Talents, who will most likely, work with you or your teams,at some point in the future. What would be your road-map for training and recruiting the future global leaders? • What is the highest return that you would expect from CEMS Network and CEMS Turkey Events?


At the end, all the companies agreed on several goals; • Reaching students who are talented and attractive for new emerging markets • The CEMS projects will be supported by the companies, • Directors will provide feedback to CEMS students, • Increasing the awareness of CEMS.


Barriers in Attracting Talents to CEMS Program

• Visa; • Work Permit; • Residence Permit Requirements


CEMS Turkey in Social Platforms


Te ekkür ederim… Burçak Çullu, Koç University CEMS Turkey Program and Corporate Relations Manager turkey@cems.org

Global Talent’s Destination Turkey


Participant Workshop Outcomes 1. 1. 1. 1.

Experiences in Attracting Talent to CEMS in Emerging Markets

â&#x20AC;˘ Roland Siegers

September, 2013

Corporate Partner Benchmarking Meeting


Contents 1. 1.

What What are are the the top top 55 reasons reasons that that emerging emerging market market talent talent study study CEMS? CEMS?

2. 2.

What What is is currently currently done done by by emerging emerging market market universities universities to to attract attract potential potential students students to to CEMS? CEMS?

3. 3.

What What hurdles hurdles do do the the emerging emerging market market universities universities face face in in attracting attracting students students to to CEMS? CEMS?

4. 4.

What What are are the the best best practices practices in in attracting attracting talent talent to to CEMS CEMS in in emerging emerging markets? markets?

5. 5.

What What else else could could be be done done as as applied applied other other fields? fields?

6. 6.

Proposals Proposals

September, 2013

Corporate Partner Benchmarking Meeting


1. What are the top 5 reasons that emerging market talent study CEMS? 1. IMC perspective: • Added international exposure • No extra time • Prestige • Salary opportunities • Global network (personal and professional) 2. Business education is business: save on tuition fees compared to MBA

3. Good opportunity to go to top business schools worldwide as an exchange opportunity

September, 2013

Corporate Partner Benchmarking Meeting


2. What is currently done by emerging market universities to attract potential students to CEMS? • Koc: communication with national media • Competition: underline the differentiation between CEMS and MBA • MBA: get great job but stay in Turkey • CEMS: go international, global citizenship • Going global, e.g. in Sydney: try to attract students from all over the world

• Singapore: not completely new programme, but combined courses with the MBA

• WU: Start with own undergraduates • IMC: CEMS not seen as a separate programme, but as a packagedeal Many different approaches (linked to unique contexts) September, 2013

Corporate Partner Benchmarking Meeting


3. What hurdles do the emerging market universities face in attracting students to CEMS? - Different labels for study programmes, M.Sc. not so well known - Should the M.Sc. be in competition with MBA programmes? â&#x20AC;˘ Work experience vs. no/little work experience - Students from emerging markets are interested in a shorter university programmes

- Distinct advantage of CEMS not so clear compared to other programmes

- Full-time degrees vs. part-time degrees â&#x20AC;˘ Part-time degrees are seen as more attractive in some regions - In some regions the market not yet ready? E.g. Brazil?

September, 2013

Corporate Partner Benchmarking Meeting


4. What are the best practices in attracting talent to CEMS in emerging markets? • Communicate the added value of CEMS MIM: “not just another Masters” • Different communication strategy in emerging markets: • • • • • •

Why CEMS and not another programme? Different added value for different regions Show development opportunities within the CEMS programme more clearly Importance of self-confidence: “Be loud to be heard” (in Asia) Social AND classical media Encourage the CEMS students to communicate more about CEMS Design common messages, proudly shared

September, 2013

Corporate Partner Benchmarking Meeting


4. (continued)

• Business education is business tuition fees • Selection: select students who already many of the desired skills • Tough selection: sign of quality and expectations management • Quality label of exclusivity • Know the region: many regional differences e.g. between Asia and Brazil

• Indicate CEMS affiliation in rankings “+ CEMS” CEMS would appear many times in each ranking

• Structured development of skills by the package of the CEMS programme

September, 2013

Corporate Partner Benchmarking Meeting


5. What else could be done, as applied in other fields? • Skills of the students: • More stringent evaluation criteria better self-reflection • Leadership potential • Company engagement • Mindset • Negotiation/presentation etc. skills • Out of the comfort zone! • Entrepreneurship/intrapreneurship?

September, 2013

Corporate Partner Benchmarking Meeting


6. Proposals

Differentiate CEMS more clearly and explicitly Articulate its added value: â&#x20AC;˘ Emphasize the global, long-term network (personal and professional): no local focus â&#x20AC;˘ Personal (character) development

September, 2013

Corporate Partner Benchmarking Meeting

Henkel & university of cologne cems corporate partner benchmarking meeting 2013 part1