Henkel & university of cologne cems corporate partner benchmarking meeting 2013 part2

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

2.

2.

Michael Meier Egon Zehnder Partner

September, 2013

Corporate Partner Benchmarking Meeting

Attracting Emerging Market Talent: Challenges and Best Practice

Dr. Michael M. Meier - 26 September 2013

Agenda

1

Emerging Markets challenges

2

Best practice

3

How Egon Zehnder works

Š 2013 Egon Zehnder

48

Section 1

Emerging Markets challenges

Overall challenges in Emerging Markets, particularly AsiaPac

• Diversity of markets brings complexity: which leadership style brings success across Asia Pacific • Importance of cultural adaptability: local markets produce few truly regional / global leaders; lack of mobility • Language skills vs. business leadership competency • Unsustainable war for talent: rapid progression vs. solid experience • “ … is different”: don’t accept excuses (at least on business side) • Order taker from HQ vs. independent, fact based opinion

© 2013 Egon Zehnder

50

Snapshot #1: How to fill the void on top

Top Executives’ Origin

Top Executives’ Origin

Nationality

Percentage

PR Chinese

44%

Overseas Chinese

36%

Nationality

V.S.

Indian

Percentage 92%

British

3%

Returnees

8%

American

2%

American

4%

Other

3%

German

2%

British

2%

Other

4%

Grand Total

100%

Grand Total

100%

Source: Egon Zehnder analysis of profiles of ~1,000 senior executives

© 2013 Egon Zehnder

51

Snapshot #2: The business challenge in China rests on relatively younger shoulders Average age by seniority: China vs. Europe Seniority

47

40

45

36

33

52

42

38 Age

Source: Egon Zehnder analysis of profiles of ~1,000 senior executives

Š 2013 Egon Zehnder

52

Snapshot #3: Stunning switching premium in China Average pay rise per job switch

Note: Study based on 160 accepted offers Source: Egon Zehnder

Š 2013 Egon Zehnder

53

Snapshot #4: More opportunities, less loyalty – the disturbing trend Average tenure per employer over time Year

Source: Egon Zehnder analysis of profiles of leading industrial CEOs and Managing Directors Š 2013 Egon Zehnder

54

Talent economics in China: The outcome of high growth

Regional Leadership

Country Level Executives

Skilled Labor & Experienced Technical staff Entry Level

plu r u S

s

De fici t

t fici De

Junior/Middle Managers

Talent Demand

China Local Talent Supply

Sur

plu

s

Š 2013 Egon Zehnder

55

Emerging markets: increasing supply / demand imbalance….

Observations

•Large quantity of available talent but significant shortage of strong managerial skills (availability vs. employability) •Demand for quality talent is fast outstripping supply, especially at the top levels •Local companies have emerged as serious competitors for talent, poaching from MNC’s – a trend likely to increase •“Overseas locals” are increasingly more open to returning for the right opportunities

© 2013 Egon Zehnder

56

… in an increasingly tough environment • Employee loyalty is on the decline: 3 – 4 job changes are seen as typical for senior executives • Strong domestic growth is creating many new and exciting opportunities • Executives’ cash compensation on par with overseas (global) standards; stock options and long term incentive pay are increasingly becoming tools for attracting and retaining talent • High switching premiums to attract top local talent • Social status is closely tied to career progression and titles • Majority of executives not confident in quality of new hires, and not comfortable with their potential successors

© 2013 Egon Zehnder

57

Section 2

Best practice

Š 2013 Egon Zehnder

58

Great People Decisions® for global companies Do

• Adapt mindset and processes to growth market environment • Assess and benchmark your talent against well defined competencies – look beyond what’s on the resume • Develop a healthy balance of local and expatriate talent; localization as a long term, phased approach • Not only localize talent – localize the decision making • Implement a systematic mentoring and coaching program for local managers: overinvest in training and development; provide top level visibility • Define appropriate succession programs for your organization • Over-hire local talent and build up talent pipeline for the future • Focus on integration (especially for the first 6 - 12 months) • Understand and embrace the value of differences/diversity • Plan international career moves early © 2013 Egon Zehnder

59

Great People Decisions® for global companies (continued) Don’t

• Don’t rely on salary surveys for your compensation strategy • Don’t overestimate the motivational impact of international assignments – the action is here!

• Don’t send “Corporate Seagulls” to China/Asia – set high bar for expatriates • Don’t overlook expatriates at the end of their expat terms – high risk of losing them!

• Don’t localize for the sake of localization

© 2013 Egon Zehnder

60

Recruitment: Focus on competency and potential – beyond what is on the resume

Potential: What can they do in the future?

Competence: What can they do well?

Skill: What can they do?

Experience: What did they do?

Knowledge: What do they know

Focus of best-in-class recruitment Current focus of global companies Current focus of local companies

Š 2013 Egon Zehnder

61

Profile of a leader in emerging markets • Bi-cultural (e.g. China-born, US educated / India-born, UK educated), values driven, commercially savvy, global outlook, multi-lingual • Used to working in environments with chaos and uncertainty • Personal learning agility • Can operate with speed and agility • Able to drive above market growth – organically and inorganically • Natural global relationship builder – internal / external • Embraces diversity, sensitive to differences • Demonstrate cross functional expertise • Able to mentor and lead, build a high performance team • Entrepreneurial, but highly ethical • Open to global experiences but also committed to home country

© 2013 Egon Zehnder

62

Section 3

How Egon Zehnder works

Š 2013 Egon Zehnder

63

We are a “boutique” firm with global reach Size, reach, scope Egon Zehnder is the largest privately held executive search firm worldwide. We are equally owned by 236 partners, with over 420 consultants, working in 68 offices and 41 countries. Total staff is approximately 1,650.

With nearly 50 years of experience, we hold the number one position in Europe, Asia-Pacific and South America, and are an industry leader in North America.

Highly collaborative “boutique” structure

41 68 420

countries

We operate as a single unit, with a consistent methodology and a single profit center.

Amsterdam Athens Atlanta Bangalore Barcelona Beijing Berlin Bogota Boston Bratislava Brussels Budapest

Buenos Aires Calgary Chicago Copenhagen Dallas Dubai Düsseldorf Frankfurt Geneva Hamburg Helsinki Hong Kong

Houston Istanbul Jakarta Jeddah Johannesburg Kuala Lumpur Lisbon London Los Angeles Luxembourg Lyon Madrid

Malmö Melbourne Mexico Miami Milan Montreal Moscow Mumbai Munich New Delhi New York

offices Oslo Palo Alto Paris Prague Rio de Janeiro

consultants Rome San Francisco Santiago São Paulo

Seoul Shanghai Singapore Stockholm Stuttgart Sydney Tel Aviv Tokyo Toronto Vienna Warsaw Zurich

© 2013 Egon Zehnder

64

What sets us apart “Boutique" firm with global reach Wider net and shortest possible time

"One-Firm" collaborative model The best of our collective knowledge

Unleveraged Senior consultants make all the calls

Founder President Partner

10+

We hire only individuals with considerable industry experience Knowledge provides insight

Fixed-fee retainer model Our goal is to find the most qualified candidate not the highest-paid candidates

Š 2013 Egon Zehnder

65

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

2.

2.

Elizabeth Bird Integration Consulting HR Lead EMEA

September, 2013

Corporate Partner Benchmarking Meeting

Today’s Presenter Bio

HR Lead – Integration Europe

68

Today’s Presentation Objective & Structure

Objective

AGENDA

1

2

3

69

Today’s Presentation Objective & Structure

Objective

AGENDA

1

Integration & Our Experience

2

3

70

Case Study – Recruiting in Emerging Markets

Summary of key points

Integration Consulting Who we are

OUR BACKGROUND

S達o Paulo Buenos Aires

71

Rio de Janeiro Santiago

Mexico City London

team

track record

credentials

250

1200

300

consultants

projects

clients

Integration – Our Clients Industry leading clients

We work with our clients to address their most important challenges:

72

Emerging Markets The Scope

“Recruiting Talent” & “Emerging Markets” are both broad terms. Integration has a specific set of knowledge that we are able to share:

Latin America Entry Level

MBA

Experienced Hire

Board Level

Middle East

Africa

Asia

Emerging Markets The Scope

“Recruiting Talent” & “Emerging Markets” are both broad terms. Integration has a specific set of knowledge that we are able to share:

Latin America Entry Level

MBA

Experienced Hire

Board Level

Today’s Focus

Middle East

Africa

Asia

Today’s Presentation Objective & Structure

Objective

AGENDA

1

Integration & Our Experience

2

3

Case Study – Recruiting in Emerging Markets

Summary of key points

Case Study Recruiting at entry level in Brazil

From a recruiting perspective, there are three key areas we have to understand to perform well in Brazil:

Universities

Courses

Students

Case Study Recruiting at entry level in Brazil

From a recruiting perspective, there are three key areas we have to understand to perform well in Brazil:

Universities

Courses Relationship with the right universities is key

Targeting the right areas inside universities is important

Students

Case Study Recruiting at entry level in Brazil

From a recruiting perspective, there are three key areas we have to understand to perform well in Brazil:

Universities

Courses Background on courses

Courses are specialized by subject

Students

Case Study Recruiting at entry level in Brazil

From a recruiting perspective, there are three key areas we have to understand to perform well in Brazil:

Universities

Courses Internship

Student Communication

Students

Case Study Recruiting at entry level in Brazil

Case Study Recruiting at entry level in Brazil

We have found success with a focused strategy, concentrating our efforts on a few top universities.

Amongst this group, we have a special attention with FGV – EAESP.

Our Recruiting Focus: FGV - AESP – Quick Stats

Case Study Recruiting at entry level in Brazil

We have found success with a focused strategy, concentrating our efforts on a few top universities.

Amongst this group, we have a special attention with FGV – EAESP.

Our Recruiting Focus: FGV - AESP – Quick Stats

Today’s Presentation Objective & Structure

Objective

AGENDA

1

Integration & Our Experience

2

3

83

Case Study – Recruiting in Emerging Markets

Summary of key points

Recruiting Analysts in Brazil Key Similarities & Differences

Similarities

Differences

Well documented university rankings

No structured timeline for campus recruitment in Brazil

Important to develop a relationship for the long term

Recruitment is a lot more course specific

High competition for top students

Relationship with Universities from a corporate level tends to be with the Faculty and the Central University rather than student clubs

Expectation of students is to engage with company representatives during attraction events

Greater proportion of students at private universities (both undergraduate and graduate)

Brand awareness is important to attract top students to apply

Universities tend to operate with 2 Semesters (rather than 3 terms) Students work alongside studies (internships) Greater polarisation between top and bottom ranked universities Use of graduate recruitment websites (e.g. milkround.com and targetjobs) isn’t nearly as important as it is in Europe

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

2.

2.

MĂ­caela Saeftel ABB Head of Global Trainee Program

September, 2013

Corporate Partner Benchmarking Meeting

CEMS Corporate Partners Benchmarking Meeting, 26.09.2013

Attracting Talents in Emerging Markets for the ABB Global Trainee Recruiting Program in China

The ABB Global Trainee Programs

Attracting Talents in Emerging Markets Global Trainee Program – General Information The ABB Global Trainee Program (GTP) is designed for graduate students who are looking for an international career Each year, ABB recruits a number of graduates to join the various programs(i.e. Finance, Supply Chain Management or Information Systems) with intake dates in April and October The program is managed centrally from our headquarters in Zurich, in collaboration with country HR units Duration of the program 18 – 24 months

Purpose of the program is to train and develop potential future leaders or functional experts for their respective home countries © ABB Group

Attracting Talents in Emerging Markets ABB Global Trainee Program – Recruitment Profile Candidates are selected according to the following profile: Recent graduates (MSc level studies or equivalent) No more than one and a half years’ professional work experience (excluding internships) Fluency in English (additional languages welcome) Global mindset, with a passion to work in diverse cultures Mature, balanced personality with good communication skills Team players who are flexible and open to new ideas Ambitious personalities with a natural curiosity and realistic career/life goals © ABB Group

Recruiting in and for China

Š ABB

Attracting Talents in Emerging Markets Graduate Recruiting Process China

Š ABB Group

Attracting Talents in Emerging Markets Recruiting in China - Activities Campus Talks (13 talks in 10 cities) 1 – 2 hours Senior Manager, Senior HR and Alumni Microsite for “ABB 2014 Campus Recruitment” Profiles of current trainees and graduates Videos Application process Weibo – Chinese microblogging site

© ABB

Attracting Talents in Emerging Markets ABB China Website

Š ABB

Attracting Talents in Emerging Markets Universum Study – Top Three Career Goals Career Goals

Average

China

India

Germany

1

To have work/life balance

To have work/life balance

To have work/life balance

To have work/life balance

2

To be secure and stable in job

To be a leader or manager of people

To be secure and stable in job

To be secure and stable in job

3

To be competitively or intellectually challenged

To be secure and stable in job

To be a technical or functional expert

To be competitively or intellectually challenged

Š ABB

Attracting Talents in Emerging Markets Recruiting in China – Opportunities

High investments in local education system Strong focus on technical and functional competencies Many international Universities open campuses in China Many of the best students now decide to start studying in China or return for the Masters or postdoc studies Good knowledge of local market and culture Š ABB

Attracting Talents in Emerging Markets Recruiting in China – Challenges Hukou System (

)

Changing expectations in an employer Applicants accept more than one offer or are waiting for a “better” offer Only approx.75% of the recent graduates accepted the job offer State Owned Enterprises(SOEs) starting to be more global English-speaking competency Independence

© ABB

Attracting Talents in Emerging Markets Recruiting in Mature Markets for China – Haigui ( Source: http://blogs.wsj.com/c hinarealtime/2013/03/ 27/chinese-studentsstruggle-for-returnson-education-in-u-s/ http://online.wsj.com/ article/SB100014241 27887324324404579 042431034110744.ht ml

Opportunities:

Challenges

399,600 Chinese students abroad (2012)

Unwillingness to return: In the past 30 years, only 37% of Chinese educated overseas have returned to China

Expected 585,000 students in 2020 (India growing by 40% to 296,000) Good English skills Maturity and independence International experience Intercultural sensitivity

© ABB

High salary expectations Few local connections “Reverse Culture Shock”

)

Attracting Talents in Emerging Markets Applicant / Employee Expectations

Reasons for accepting job offer High future earnings Employer is a good reference for future career Professional training and development offered

Š ABB

Attracting Talents in Emerging Markets Questions?

Š ABB Group

Role of the Internet and Social Media

Š ABB October 10, 2013

| Slide 102

Attracting Talents in Emerging Markets Internet Users Country China

Population

Users 2012

Penetration

Facebook

Facebook / Users

1,343,239,923

538,000,000

40.1%

633,300

0.1%

7,153,513

5,329,372

74.5%

4,043,560

75.9%

India

1,205,073,612

137,000,000

11.4%

62,713,680

45.8%

Asia

3,922,066,987 1,076,681,059

27.5%

254,336,520

23.6%

Hong Kong

Brazil

193,946,886

88,494,756

45.6%

58,565,700

66.2%

US

313,847,465

245,203,319

78.1%

166,029,240

67.7%

81,305,856

67,483,860

83.0%

25,332,440

37.5%

EU

503,824,373

368,021,986

73.0%

192,746,920

52.4%

Europe

820,918,446

518,512,109

63.2%

250,934,000

48.4%

7,017,846,922 2,405,518,376

34.3%

975,943,960

40.6%

Germany

World

Source: Internet World Stats – www.internetworldstats.com Š ABB

Attracting Talents in Emerging Markets Smartphone Users Country

Smartphone Penetration

Access Internet on Smartphone

Search for Job Offers

Access to Social Networks

China

47%

69%

43%

73%

India

13%

46%

43%

63%

Brazil

26%

46%

33%

76%

Germany

40%

61%

20%

62%

US

56%

67%

32%

72%

Source: Google insights 2013 Q1 Š ABB

Attracting Talents in Emerging Markets Statistics: Mobile vs. Desktop - Worldwide

Š ABB Group

Attracting Talents in Emerging Markets Statistics: Mobile vs. Desktop - China

Š ABB Group

Attracting Talents in Emerging Markets Statistics: Mobile vs. Desktop - India

Š ABB Group

Attracting Talents in Emerging Markets Statistics: Mobile vs. Desktop - Germany

Š ABB Group

Attracting Talents in Emerging Markets Role of Social Media

Š ABB

Attracting Talents in Emerging Markets Statistics: Social Media Sites - Worldwide

Š ABB Group

Attracting Talents in Emerging Markets Statistics: Social Media Sites - China

Š ABB Group

Attracting Talents in Emerging Markets Statistics: Social Media Sites - India

Š ABB Group

Attracting Talents in Emerging Markets Statistics: Social Media Sites - Germany

Š ABB Group

Backup Slides

Š ABB October 10, 2013

| Slide 114

Attracting Talents in Emerging Markets ABB 2014 Campus Recruitment

Š ABB

Attracting Talents in Emerging Markets ABB China on weibo.com

Š ABB

Attracting Talents in Emerging Markets Recruiting for China – Challenges: Hukou ( Hukou is the legal right to permanently reside in a province or city in China Each person in China is born with a city or province of permanent registration It places severe limits on their ability to settle permanently and raise a family in any location other than the one inherited at birth Persons without local hukou have a different and smaller set of economic rights than native-born persons Local governments set the rules for how immigrants can acquire a local hukou Sometime businesses are awarded a small number of local hukous to distribute to their employees, especially “highly skilled” individuals © ABB

)

Participant Workshop Outcomes Best Practice in Attracting Talent to Corporate Partners in the Emerging Markets

2.

2.

• • • • •

September, 2013

Jens Plinke Johanna Griese Olga Kotelnikova Trine Hodal Tina Thallinger

Corporate Partner Benchmarking Meeting

Contents

1.

1.

What What are are the the main main reasons reasons emerging emerging market market talent talent choose choose aa CEMS CEMS CP CP as as their their first first employer? employer?

2.

2.

What What is is currently currently done done by

by Corporate Corporate Partners Partners to to specifically specifically attract attract emerging emerging market market CEMS CEMS students? students?

3.

3.

What What do do CEMS CEMS university university career career services services do do to to actively actively promote promote CPs CPs to to emerging emerging market market CEMS CEMS students? students?

4.

4.

What What are are the the main main hurdles hurdles in in attracting attracting emerging emerging market market talents: talents: -- in in emerging emerging or or in in mature mature markets? markets?

5.

5.

What What are are the the best best practices practices in in attracting attracting emerging emerging market market talents talents to to Corporate Corporate Partners Partners in in emerging emerging markets? markets?

September, 2013

Corporate Partner Benchmarking Meeting

1. What are the main reasons emerging market talent choose a CEMS CP as their first employer?

• Shared values / cultural fit • To stay in the CEMS community • Transparency - What are the CPs looking for, what can they offer?

• Alignment of CEMS curriculum with CPs needs • First-hand company insights beforehand • CEMS students expect easier access to CPs • Image of the CPs – cross-industry September, 2013

Corporate Partner Benchmarking Meeting

2. What is currently done by Corporate Partners to specifically attract emerging market CEMS students?

• One EM/MM strategy while considering regional needs • Traditional channels, e.g. career fairs, lectures, business cases, practical insights, Management shadowing, internships

To improve: • More global career fairs, leveraging regional insights • Enhanced cross-country recruiting • Internships meeting EM talent needs

September, 2013

Corporate Partner Benchmarking Meeting

3. What do CEMS university career services do to actively promote CPs to emerging market CEMS students?

Solutions

Problems

! Gap between academic

Networking events

education and “real business” Funding

! Knowledge of companies ! Return to home country is percieved as a defeat

September, 2013

Corporate Partner Benchmarking Meeting

Promoting “International concept” in a different way

4. What are the main hurdles in attracting emerging market talents: - in emerging or in mature markets?

• Unrealistic expectations, salary level • Lack of educational system alignment • Perception of corruption in emerging markets’ political and corporate systems

• Language barriers • VISA applications, internships, national rules • Difficult to attract local talents to go back to their home countries

September, 2013

Corporate Partner Benchmarking Meeting

5. What are the best practices in attracting emerging market talents to Corporate Partners in emerging markets?

• Communication with talents • Check and compare expectations and realistic situation: • Attractiveness of local organisations • Old fashioned career expectations • Show career paths different people from different countries have taken (real examples)

• Transfer Best Practices to emerging markets (Student challenges, events, etc.)

September, 2013

Corporate Partner Benchmarking Meeting

Feature Presentation The Role of New Media in Engaging Emerging Market Talent

3.

3.

Alexander Zipp LinkedIn Account Executive

13M+

September, 2013

Corporate Partner Benchmarking Meeting

LinkedIn

The Role of New Media in Engaging Emerging Market Talent

Alexander Zipp Account Executive DACH

THE FIRST GLOBAL PROFESSIONAL BUSINESS NETWORK...

+ 238 000,000 Registered members (July 2013)

China & Russia

Canada

tba

8M+ United States 84M+

EMEA 74M+ Brazil 13M+

India 21M+ Australia 4M+

Recruitment Solutions

THE VALUE LINKEDIN BRINGS TO MEMBERS

Identity

Insights

Everywhere

Connect, find and be found

Be great at what you do

Work wherever our members work

Recruitment Solutions

SOCIAL MEDIA RECRUITING

User generated database

Passive candidates

Active 238,000,000+

Passive

Recruitment Solutions

HIRING PROCESS EXAMPLE: LINKEDIN HIRES A SALES MANAGER

Sales Manager Passive Candidate

Megan Jain

Megan Jain

Sales Manager

Sales Manager

ACME systems

LinkedIn

New Hire Hire New

Prior position

Recruitment Solutions

Current position

HIRING AT SCALE WITH LINKEDIN TALENT SOLUTIONS

Proactive Sourcing

Strategic Sourcing and Pipelining

4 Products to attract your ideal candidate: -LinkedIn Career Page -Work with Us -Job Slots -Recruiter Seats Employment Branding

Metrics and Analytics Automated Engagement

Personalized Job Targeting

Talent Brand Development

Career Page

Work With Us

I love my job

LinkedIn Jobs

LinkedIn Recruiter

Talent Acquisition

Recruitment Solutions

JOB SLOTS JOBS YOU MAY BE INTERESTED IN

JOBS YOU MAY BE INTERESTED IN Product Marketing Manager

Java Engineer LinkedIn

LinkedIn

Sr. Java Engineer

Product Marketing Director

Amazon

Sales Manager Bank of America

ting Product Marke Manager OUR JOB BOARD

Sales Manager LinkedIn

Gap Inc.

Java Engineer HOME PAGE

JOBS YOU MAY BE INTERESTED IN

Sales Manager WEEKLY EMAIL

MOBILE

Sales Manager LinkedIn Sales Specialist Juniper Networks Sales Manager LiveOps

132

WORK WITH US ADS

CAREER PAGE

134,916 monthly visitors •Dynamic targeted content •Targeted Jobs •Employee testimonials •Company cultural videos •Tell us your story •Links to other sites ... And more!

RECRUITER

Expand your reach to Access the full network

Megan Jain

Manage your pipeline of talent

Engage candidates directly with InMail

Sales Manager 5055 followers

Sales Manager at Acme Systems San Francisco Bay Area I Internet I via Networking

5055 followers

Top Performer

Veteran

Mobile

Met her. Ready to move in 6 months. Follow up in Oct. Added to project

Sales Manager

THANK YOU

Feature Presentation The Role of New Media in Engaging Emerging Market Talent

3.

3.

Nadya Huang & Michaela Pleskova National University of Singapore & WU Vienna CEMS students

September, 2013

Corporate Partner Benchmarking Meeting

The Role of New Media in Engaging Emerging Market Talent • By Nadya Y. Huang & • Michaela Pleskova

Introduction

New Media in APAC & CEE

Our Social Media Experience & CEMS

138

Disclaimer

• We are not experts and these are just our personal experiences and opinions. • But we hope we can provide some insights and get you excited about using new media to connect with us!

Introduction

New Media in APAC & CEE

Our Social Media Experience & CEMS

139

Agenda

Introduction

New Media in APAC & CEE

Our Social Media Experience & CEMS

140

Introduction Introduction

New Media in APAC & CEE

Our Social Media Experience & CEMS

141

Michaela Pleskova • Born in Bratislava, Slovakia – Studied & worked in 6 countries • Vienna University of Economics & Business (CEMS) • User of Facebook, YouTube, LinkedIn, Instagram, Spotify – PR Responsible of CEMS Club Vienna (in charge of social media strategy)

Introduction

New Media in APAC & CEE

Our Social Media Experience & CEMS

142

Nadya Y. Huang • Singaporean born & bred – Chinese ethnicity • National University of Singapore (CEMS) – Bachelor’s: Communications & New Media • Avid user of Facebook, Twitter, YouTube & Pinterest – LinkedIn, Google+ (& associated features), Foursquare, Instagram Introduction

New Media in APAC & CEE

Our Social Media Experience & CEMS

143

Media Usage in APAC Introduction

New Media in APAC & CEE

Our Social Media Experience & CEMS

144

Internet Usage in APAC

Introduction

New Media in APAC & CEE

Our Social Media Experience & CEMS

145

Social Media Usage in APAC

Introduction

New Media in APAC & CEE

Our Social Media Experience & CEMS

146

Popular Social Media in APAC

Introduction

New Media in APAC & CEE

Our Social Media Experience & CEMS

147

Media Usage in CEE Introduction

New Media in APAC & CEE

Our Social Media Experience & CEMS

148

Internet Usage in CEE

CEE – former socialist countries, which extend east from the border of Germany and south from the Baltic Sea to the border with Greece

Introduction

New Media in APAC & CEE

Our Social Media Experience & CEMS

149

Social Media Usage in CEE

Introduction

New Media in APAC & CEE

Our Social Media Experience & CEMS

150

Popular Social Media & its Usage in CEE

Introduction

New Media in APAC & CEE

Our Social Media Experience & CEMS

151

Our Social Media Experience & CEMS Introduction

New Media in APAC & CEE

Our Social Media Experience & CEMS

152

Nadya – Situation Analysis

• The first university in Asia; only one in SEA region; • Strong NUS brand name; doing master’s is not common.

– MSc <30; but CEMS <10.

• Awareness & Perceived value of CEMS: very low Introduction

New Media in APAC & CEE

Our Social Media Experience & CEMS

153

How I found out about CEMS?

10/10/2013

Introduction

New Media in APAC & CEE

Our Social Media Experience & CEMS

154

The Tipping Point • How social epidemics happen – The Law of the Few – The Stickiness of the Message – The Power of Context – The Law of Immunity: Clutter

Introduction

New Media in APAC & CEE

Our Social Media Experience & CEMS

155

The Law of Immunity & the Attitude towards CEMS •

Affects what we share, where we share, and how we share

•

People in CEMS are enthusiastic about it –

•

Cognitive dissonance because…

People outside of CEMS are not.

–

Don’t know about it / don’t remember me yabbering about it not relatable

–

Don’t see the value of it get benefits that are just as good as if they do CEMS CEMS is a backup!

Introduction

New Media in APAC & CEE

Our Social Media Experience & CEMS

156

Nadyaâ&#x20AC;&#x2122;s Social Media Experience

Law of the Few Introduction

Stickiness of the Message Power of Context New Media in APAC & CEE

Our Social Media Experience & CEMS

157

Michaela – Situation Analysis

• EU’s largest educational institution for business and economics, business law, and social sciences.

• Doing master’s is VERY common • Awareness & Perceived Value of CEMS: very high Introduction

New Media in APAC & CEE

Our Social Media Experience & CEMS

158

How I found out about CEMS? I am going to study CEMS!

R.

What is that?

M.

International, corporate partners, business projects, pre-experience master etc. WOW !!!

Introduction

New Media in APAC & CEE

Our Social Media Experience & CEMS

159

CEMS & My Friends in Bratislava •

Bratislava is close to 3 CEMS schools (to Vienna 64km, to Budapest 200km, to Prague 340km)

•

Studying International Management – German Program at Comenius University: subjects in English, German, Slovak languages

•

Manageria – organization for top 10 % students improving soft& hard skills during studies, connecting students with successful Slovak business people

No knowledge about CEMS ??!!

Introduction

New Media in APAC & CEE

Our Social Media Experience & CEMS

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CEMS & My Community in Vienna •

Vienna University of Economics and Business – one of the biggest CEMS communities

•

Amazing CEMS Club which “plans your life” Many various activities (social, with corporate partners, CSR etc.)

Corporate Partners are actively engaged

•

Very active Facebook group: main channel of communication Questions answered within few minutes (regarding activities, subjects) Events Platform (CEMS official & spontaneously organized by students) Accommodation platform etc.

CEMS is very known & active in Vienna Introduction

New Media in APAC & CEE

Our Social Media Experience & CEMS

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Do’s & Don’ts Introduction

New Media in APAC & CEE

Our Social Media Experience & CEMS

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CEMS Office: Doâ&#x20AC;&#x2122;s

1. Advertise CEMS community (CEMS is a brand, so use digital marketing strategies that are used by successful brands)

2. Create message we can share with other people (example: Guardian Article) Introduction

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Our Social Media Experience & CEMS

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Companies: Doâ&#x20AC;&#x2122;s

1.Make use of your CEMS alumni - the best brand ambassadors!

2. Find where active online CEMS communities are & connect CEMS students to your local offices Introduction

New Media in APAC & CEE

Our Social Media Experience & CEMS

164

Companies: Doâ&#x20AC;&#x2122;s

3. Grow your CEMS community within your company (example: Henkel)

Introduction

New Media in APAC & CEE

Our Social Media Experience & CEMS

165

Donâ&#x20AC;&#x2122;t use generic messages!

while luring us with the promise of more information!

Introduction

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Our Social Media Experience & CEMS

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Conclusion Introduction

New Media in APAC & CEE

Our Social Media Experience & CEMS

167

Social Media Globally

As fixed-broadband services become more affordable, penetration increases.

Introduction

New Media in APAC & CEE

Our Social Media Experience & CEMS

168

The Value of Reciprocity

Introduction

New Media in APAC & CEE

Our Social Media Experience & CEMS

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Thank you for your attention!

Introduction

New Media in APAC & CEE

Our Social Media Experience & CEMS

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Participant Workshop Outcomes The Role of New Media in Engaging Emerging Market Talent

3.

3.

• • • •

September, 2013

Nadya (CEMS Graduate) Emir (CEMS Student) Sarah (P&G) Tara (CEMS Head Office)

Corporate Partner Benchmarking Meeting

Contents 1.

1.

What What do do emerging emerging market market talents talents expect expect in in terms terms of of new new media media presence? presence?

2.

2.

What What is is the the relevant relevant new new media in the the emerging emerging markets? markets?

3.

3.

How How are are Corporate Corporate Partners Partners currently currently interacting interacting with with emerging emerging market market talent talent via via new new media? media?

4.

4.

What What are are the the main main hurdles hurdles to to companies companies in in making making effective effective use use of of new new media? media?

5.

5.

Which Which companies companies are are currently currently most most successfully successfully making making use use of of new new media media to to attract attract EM EM talents? talents?

6.

6.

What What are are the the "don'ts" "don'ts" in in using using new new media? media?

7.

7.

What What are are the the best best practices practices in in the the use use of of new new media media for attracting attracting emerging emerging market market talent? talent?

September, 2013

Corporate Partner Benchmarking Meeting

1. What do emerging market talents expect in terms of new media presence?

• Concrete answers to questions they post on social media • Targeted conversations (not generalised) • Engagement and reciprocity • Presence where the students are

September, 2013

Corporate Partner Benchmarking Meeting

2. What is the relevant new media in the emerging markets?

Local markets: • Russia: vk.com, Yandex • China: Weibo, RenRen • DACH: Xing • France: Viadeo • Brazil: Orkut Keep in mind: ! Be quick in adapting to new media trends as they are constantly evolving (eg. Pinterest, tumblr, Vine, Instagram…) ! NB the target audience on each channel (e.g. Pinterest = more female based) September, 2013

Corporate Partner Benchmarking Meeting

3. How are Corporate Partners currently interacting with emerging market talent via new media?

• Social media presence is often created by employees in an uncontrolled • • • • • •

manner (eg. LinkedIn groups) Top management then realize the need for a strategy and a coordinated approach More and more employees are trained in social media Few companies have regionally customized approaches Local affiliates in emerging markets have their own approach Should there be one corporate message or regionally differentiated messages?

Specific content teams (coordinating role) for emerging markets (eg. Reuters, Henkel)

! Question: the localized vs. centralized balance What is best?

September, 2013

Corporate Partner Benchmarking Meeting

4. What are the main hurdles to companies in making effective use of new media?

Reluctance (mind-set) Insecurity about compliance rules Fear of responsibility/time consumption Difficulty to control what is posted in the name of the company versus posted as a personal statement Lack of knowledge of local sites and how to use them Lack of a corporate concept/strategy for social media Lack of resources Expectation from students to interact

! If a decentralized approach is used, make sure the key values still come across (eg. gatekeeper concept?)

September, 2013

Corporate Partner Benchmarking Meeting

5. Which companies are currently most successfully making use of new media to attract emerging market talents?

• • • •

Heineken:

“The Candidate”

P&G:

“Thank you Mom” campaign

“there is a close link between marketing and employer branding” McKinsey:

have excellent consultants tweeting, creating valuable content, giving back positive image to the company

• Reuters: were effective in sharing content via social media • Deutsche Bank: “Unofficial guide to banking” Deutsche Bank App for new employees

= creating content that will be shared (personalized and fun) = two-way communication / interaction (similar from marketing)

September, 2013

Corporate Partner Benchmarking Meeting

6. What are the "don'ts" in using new media?

Inactivity, if you are on social media Generic messages (same content on all platforms) Spend money on wrong channels Be caught off guard (have a crisis plan) Do not delete or censor (but train and clarify)

September, 2013

Corporate Partner Benchmarking Meeting

7. What are the best practices in the use of new media for attracting emerging market talent?

• Be timely, you can plan messages in the right timezones • Create sticky messages that are shared • Power of the context Examples:

• • • • • • •

P&G’s mothers supporting Olympic Games, Heineken’s “The Candidate” Post your content when most people are likely to read it Sites like Glasdoor with user experience, intern reports should be in the focus, comment and react Appoint social media ambassadors, give trainings (Reuters has 700 social media ambassadors) Have a social media policy for your employees Create a social media identity Make sure Wikipedia is right Adapt your message to the media being used Eg. LinkedIn is more professional, Facebook more social September, 2013

Corporate Partner Benchmarking Meeting

7. What are the best practices in the use of new media for attracting emerging market talent?

â&#x20AC;˘ Adapt your social media presence to mobile devices â&#x20AC;˘ Engagement of alumni on social media to share internship offers

â&#x20AC;˘ Use brand marketing best practices for HR purposes (engagement)

September, 2013

Corporate Partner Benchmarking Meeting

Thank you!

September, 2013

Corporate Partner Benchmarking Meeting

Name

Country

Group

Company

Job title

Anna Akhmedova

Spain

CEMS Alumna

Aldo-union

Manager, Business Development

Helen Jara Ureta

Germany

CEMS Alumna

CEMS Alumna

Key Account Manager

Wieteke Dupain

Netherlands

CEMS Alumna

CEMS Alumni Association

Executive Director, CEMS Alumni Association

Ewa Penczek

Germany

CEMS Alumna

Henkel AG & Co. KGaA

Junior Controller

Wilma Huppertz

Germany

CEMS Alumna

Henkel AG & Co. KGaA

Senior Manager Corporate Talent

Florian Koelndorfer

Germany

CEMS Alumnus

Amway

Senior Brand Manager Europe Nutrition & Wellness

Matteo Cera

Colombia

CEMS Alumnus

EOS Labs Sas / Bocconi University

Managing Director / Ex McKinsey alumnus

Torsten Röwekamp

Germany

CEMS Alumnus

Henkel AG & Co. KGaA

Purchasing Manager

Denisa Zichackova

France

CEMS Head Office

CEMS Head Office

Corporate Relations Manager

Nicole de Fontaines

France

CEMS Head Office

CEMS Head Office

Secretary-General

Roland Siegers

Germany

CEMS Head Office

CEMS Head Office

Executive Director

Tara Miller

France

CEMS Head Office

CEMS Head Office

Corporate Relations Manager

Alexander Zipp

Germany

Consultant

LinkedIn Germany GmbH

Marketing & Account Executive DACH

Trine Hodal

Denmark

Corporate Partner

A.P.Moller - Maersk

Leadership Development Specialist

Micaela Saeftel

Switzerland

Corporate Partner

ABB

Head of Global Trainee Program

Cornelia Glock

Germany

Corporate Partner

ABB AG

Head of HR Marketing

Nadine Herpers

Germany

Corporate Partner

Beiersdorf AG

Talent Relationship Manager

Cristina Nunes de Abreu

Portugal

Corporate Partner

Daymon Worldwide

HR Director EMENA & South America

Kristina Segura

Switzerland

Corporate Partner

EF Education First

Recruitment & Development Director

Dr. Kourosh Bahrami

Germany

Corporate Partner

Henkel AG & Co. KGaA

Corporate Vice President - Global Head of Sales

Jens Plinke

Germany

Corporate Partner

Henkel AG & Co. KGaA

Head of Employer Branding

Joana Adu Amponsah

Germany

Corporate Partner

Henkel AG & Co. KGaA

Junior Employer Branding Manager

Johanna Griese

Germany

Corporate Partner

Henkel AG & Co. KGaA

HR Executive Assistant

Katrin Steinbüchel

Germany

Corporate Partner

Henkel AG & Co. KGaA

Lena Rumjaneva

Austria

Corporate Partner

Henkel AG & Co. KGaA

Melanie Zandona

Germany

Corporate Partner

Henkel AG & Co. KGaA

Simone Siebeke

Germany

Corporate Partner

Henkel AG & Co. KGaA

Corporate Vice President, Human Resources, Laundry & Home Care Corporate HR Business Partner Consumer Adhesives Regional HR Business partner Adhesives CEE Junior Product Line Manager Automotive Adhesives Corporate Vice President Human Resources Beauty Care

Name

Country

Group

Company

Job title

Ellen Imasa

China

Corporate Partner

Tina Thallinger

Austria

Corporate Partner

Henkel Central Eastern Europe

Marwa Mohamed

Egypt

Corporate Partner

Henkel Middle East & Africa

Elizabeth Bird

UK

Corporate Partner

Integration Management HR Lead, EMEA Consulting

Matthew Suggett

UK

Corporate Partner

Integration Management Consultant Consulting

Marie Padberg

Netherlands

Corporate Partner

McKinsey

Senior Manager EMEA Recruiting

Sarah Marie A. Bovbjerg

Switzerland

Corporate Partner

Novo Nordisk

Talent Attraction Specialist

Sarah Unkelbach

Switzerland

Corporate Partner

Procter & Gamble

HR Associate Manager Global Fabric Care

Vadim Gerstein

Germany

Corporate Partner

PwC, CEMS Alumni Association Board

Senior Consultant in Valuation & Strategy

Silvia Seiler

Germany

Corporate Partner

Swiss Re

Recruiter

Stefanie Weigelt

Switzerland

Corporate Partner

Swiss Reinsurance Company Ltd

University Marketing Manager

Bruno Bittis

Germany

Corporate Partner

Unibail-Rodamco / mfi management für immobilien AG

Head of Human Resources

Kim Tombarelli

Spain

ESADE Business School

Career Services Associate Director, Corporate Partnership & CEMS Corp.

Relations Manager

Sandra Gilet

Belgium

Louvain School of Management

CEMS Corporate Affairs Manager

Frieda Franke

The Netherlands

Rotterdam School of Management, Erasmus University

CEMS Corporate Relations Manager Career Services Manager

Christa Leenen-Poser

Germany

University of Cologne

CEMS Corporate Relations Manager

Burçak Çullu

Turkey

Koç University Graduate School of Business

CEMS Program and Corporate Relations Manager

Jana Belochova

Austria

Vienna University of Economics & Business

CEMS Corporate Relations Manager

Christoph Sonnenschein

Germany

Faculty

University of Cologne

Head International Relations Center

Dr. Mark Elsner

Germany

Faculty

University of Cologne

Post-doc

Julia Monzel

Germany

Faculty

University of Cologne

Head of Career Service

Nawid Hoshmand

Germany

Faculty

University of Cologne

Research Assistant and PhD student

Prof. Dr. Martina Fuchs

Germany

Faculty

University of Cologne

Director Department of Economic and Social Geography

Prof. Dr. Monika Trapp

Germany

Faculty

University of Cologne

CEMS Academic Director/ Assistant Professor of Finance

Corporate Relations Manager Corporate Relations Manager Corporate Relations Manager Corporate Relations Manager Corporate Relations & Program Manager Corporate Relations & Program Manager

Henkel Asia Pacific

Head, Regional Talent Management Asia Pacific Human Resources CEE Recruitment & Employer Branding Talent, Leadership & Learning Manager - MEA Diversity & Inclusion Ambassador for MEA

Name

Country

Group

Company

Job title Dean Faculty of Management, Economics and Social Sciences / CEMS Strategic Board Member

Prof. Dr. Werner Mellis

Germany

Faculty

University of Cologne

Susanne Schneider

Germany

Faculty

University of Cologne

Career Service Advisory

Maria Aluchna

Poland

Faculty

Warsaw School of Economics

Associate Professor, CEMS Academic Director

Aurélie Civel

Germany

Program Manager

University of Cologne

International Programs Manager

Christoph Karl

Germany

Program Manager

University of Cologne

Program Manager

Jutta Reusch

Germany

Program Manager

University of Cologne

CEMS Program Manager

Stefan Ewers

Germany

Social Partner

CARE DeutschlandLuxemburg

Deputy National Director/Board Member

Thomas Knoll

Germany

Social Partner

CARE DeutschlandLuxemburg

Manager Volunteers and School Campaigns

Sarah Möser

Germany

Social Partner

CARE DeutschlandLuxemburg e.V.

Assistant Corporate Partnerships

Tamás Rolek

Hungary

Student

Kapoor Mrinal

India

Student

Jorge Federico Useche Cañon

Germany

Student

Paola Aguilera

Brazil

Student

Irina Zinoveva

Russia

Student

Olga Kotelnikova

Russia

Student

Roman Shapurko

Italy

Student

Nadya Huang

Germany

Student

Benji Huo

China

Student

HKUST Business School

Student

Ankit Bhageria

India

Student

IIM-A

Student

Shivanshu Mishra

India

Student

Indian Institute of Management Calcutta

Student

Srijan Sanket

India

Student

Indian Institute of Management Calcutta

Student

Kok Yip Soh

Singapore

Student

National University of Singapore

Student

Siew Hui Michelle Yap

Singapore

Student

National University of Singapore

Student

Corvinus University of Budapest Corvinus University of Budapest, Indian Institute of Management Calcutta Escola de Administração de Empresas de São Paulo-FGV Escola de Administração de Empresas de São Paulo-FGV Graduate School of Management, SaintPetersburg State University Graduate School of Management, St Petersburg State University Graduate School of Management, St Petersburg State University Henkel / National University of Singapore CEMS

Student

Student

Student

Student

Student

Student

Student

Talent, Learning, and Leadership (HRC Intern)

Name

Country

Group

Company

Job title

Isabelle Ferreira

USA

Student

Nova School of Business and Economics

João Miguel Bragança

Portugal

Student

Nova School of Business and Economics

Tomas Cordeiro

Portugal

Student

Charlotte Ripke

Ireland

Student

Angelo Masullo

Italy

Student

Università Bocconi

Student

Alexander Nikolov

Bulgaria

Student

University of Cologne

Student

Ines Strohm

Germany

Student

University of Cologne

Student

Irina Pechotski

Germany

Student

University of Cologne

Student

Joana Greulich

Germany

Student

University of Cologne

Student Assistant

Lukas Held

Germany

Student

University of Cologne

Student

Oleg Nagaitsev

Germany / Ukraine

Student

University of Cologne

PhD student

Pablo Krämer

Germany

Student

University of Cologne

Student Assistant

Phillip Schall

Germany

Student

University of Cologne

Student

Ruth Anna Hejtmanek

Germany

Student

University of Cologne

Student

Sanna Engell

Germany

Student

University of Cologne

Research Assistant

Kristina Möller

Germany

Student

University of Cologne

Student

Nancy Ge

Germany

Student

University of Cologne

Student

Michaela Pleskova

Slovakia

Student

Vienna University of Economics & Business

Student & Henkel strategic branding intern

Hannes Aigner

Poland

Student

Warsaw School of Economics

Student

Emir Çetinel

Turkey

Student Board

Koç University Graduate School of Business

Student Board Representative

Philipp Sommer

Germany

Student Board

University of Cologne

Student

Nova School of Business and Economics Smurfit Business School of University College Dublin

Student & Intern at Soros Fund Management Student and teaching assistant Student Student

Thank you!

September, 2013

Corporate Partner Benchmarking Meeting