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Social+digital+mobile recruiting-and-employer-branding-in-china2

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Social+digital+mobile recruiting-and-employer-branding-in-china2

  1. 1. 社交化招聘和雇主品牌营销 主题课件二 @欧阳泽林 2014年6月
  2. 2. 一、主题概念导入、雇主品牌的WHAT/WHY/HOW 06、雇主品牌的项目立项和建设的常见流程(Research、Creative、Communication) 07、雇主品牌项目切入和推动的7个维度 08、EB和EVP以及EVP Message的获取逻辑(Qualitative Research & Quantitative Research) 09、Research/雇主品牌调研的方法论和模型(Interview & Focus Group) 10、Creative/雇主品牌创意和案例分享(Concept & Visual) 11、插播四家雇主的雇主品牌概念创意和视觉创意
  3. 3. 现状:EB-Employer Brand-雇主品牌, 即你期待被人理解成什么样一家雇主? 目标:EVP-Employer Value Proposition-雇主品牌价值主张, 即你期待被人理解成什么样一家雇主? 调研雇主品牌现状,通过视觉创意和概念创意策划出具体的线上线下活动,针对客户的目 标人才进行内部和外部的传播沟通! 雇主品牌的项目立项和建设的常见流程 Research Creative Research Creative Communication Communication
  4. 4. 雇主品牌的项目立项和建设的常见流程 调研 雇主品牌现状 领导层访谈(面对面形式) 按照Function(职能)来划分 按照Legal Entity(部门/BU/事业部)来划分 按照Location来划分 内部员工访谈 (线上线下问卷或面对面形式) 近3个月表现特别好的在职员工 在职时间特别长的员工 新入职不到1个月的员工 外部候选人访谈 (电话或面对面形式,了解市场上的候选人如何评估职业机会及对客户公司的认知等) 指定的同行业竞争对手员工 拒绝OFFER的一批人 离职3个月以上的一批人 近期3个月内被开除的员工 竞争对手分析(帮助客户了解其人才竞争对手所使用的招聘渠道, 招聘内容, 核心卖点等) 客户现有材料的分析(比如Global的雇主品牌价值主张等) 提炼 雇主品牌价值主张 公司品牌层面的愿景/价值观/使命 雇主品牌受众 (内部员工? 外部候选人? 是否有职能或者地域的细分?) 公司作为雇主可以提供的核心价值 公司作为雇主对于员工的期望 公司让受众确信其可以提供核心价值的理由及补充
  5. 5. 雇主品牌的项目立项和建设的常见流程 创意 基于雇主品牌价值主张的宣传主视觉及创意概念设计 视觉创意方面 概念创意方面 招聘渠道的建议与优化(包括传统的招聘渠道及创新性媒体与渠道) 传统的招聘渠道 创新性媒体与渠道 基于沟通渠道所使用的宣传工具的创意设计
  6. 6. 雇主品牌的项目立项和建设的常见流程 传播 推广 内部/外部 社招人群 校招人群 内部推广方面 Engagement survey Employee Referral Program Onboarding Program 外部推广方面 Social Media Footprint Job Board (包括行业网站等)Ads EB Sales Toolkit Campus Recruiting 校园招聘及相应的UR Campaign 更清晰的目标人群定位及细分 适用于人群特点的新媒体及工具的使用 (微博,人人,优酷,微信,二维码等) 基于社交属性的热门话题推广, 活动, 线上游戏 更有趣味或价值的校园宣讲会策划,组织 其他资源的应用: 比如非盈利机构,海外招聘等 如何更好提升学生的求职体验 如何提升学生的engagement level, 从而降低候选人turn down offer rate 企业员工推荐计划 深度-将内部员工推荐计划作为产品. 进行产品化的包装, 创意, 设计,推广 广度-除了内部员工, 推荐人的广度可以延展到离职员工, 面试过的候选人等 范围-除了传统的邮件及海报, 可以融入更多的宣传方式, 包括线下活动 社会化媒体营销/媒体整合(主动求职者、被动求职者) 全面梳理目标候选人的社交特征和偏好 ; 掌控覆盖社交网络/媒体是目标人才储量分布; 最大化使用SNS的Feature来和候选人Maintain关系 国内主流社交网络/媒体的的网站结构和人才储量分布(城市、行业、职能、工作年限等) 国内创新型招聘渠道(基于社交/用户技能/用户兴趣/垂直/用户层次/移动互联网/悬赏/其他)
  7. 7. 雇主品牌项目切入和推动的7个维度 •For Recruiting Result Driven & For Employer Branding Driven •按项目宏观目标(招聘结果导向或雇主品牌沟通导向)来 •For Active Candidates & For Passive Candidates •按目标人群属性1(主动求职者或被动求职者)来 •For Campus Audience & Professional Audience •按目标人群属性2(校园招聘或社会招聘)来 •Online Campaign& Offline Events •按项目实施方式(线上方式实施或线下方式实施)来 •Talent AttractionEmployee EngagementTalent Retention •按项目范畴(潜在人才吸引或在职员工关系或在职人才保留) •On boardingProbationReferral Demission Post-Retirement •按人力资源管理(入职环节、试用期转正环节、内部推荐计划、员工解聘、员工返聘) •For Former EmployeeWorkmateAlumni Returnee •按员工属性方式(已离职员工校友会或现在职员工校友会或在职人才保留)
  8. 8. Qualitative Research  定性研究  行为、及其理由(为什么加入我们公司) Quantitative Research  定量研究  获取数据和样本量(有多少因为这个原因加入我们公司) 思科的EVP 获取视频分享 EB和EVP以及EVP Message的获取逻辑
  9. 9. Employee Focus Groups + Viewpoint Survey Current experience Needs and aspirations Competitive Analysis Industry Competitor mapping Employment market view Leadership Interviews Aspirations Business context External Focus Groups Attraction drivers External Ford reputation Research/雇主品牌调研的方法论和模型
  10. 10. Target BU Target Levels Target Functions FMC 福特亚太总部 •Senior Executives •General Employees •Sales &Marketing •R&D Leadership view Employee View FCO 福特汽车(中国)有限公司 •Senior Executives •General Employees •Sales &Marketing •R&D Leadership view Employee View FMRE 福特汽车工程研究(南京)有限公司 •Senior Executives •General Employees •Sales &Marketing •R&D Leadership view Employee View FORDCREDIT 福特汽车金融(中国)有限公司 •Senior Executives •General Employees •Sales &Marketing •R&D Leadership view Employee View CFMA 长安福特汽车有限公司 •Senior Executives •General Employees •Sales &Marketing •R&D Leadership view Employee View CFME 长安福特马自达发动机有限公司 •Senior Executives •General Employees •Sales &Marketing •R&D Leadership view Employee View JIANGLING 江铃汽车股份有限公司 •Senior Executives •General Employees •Sales &Marketing •R&D Leadership view Employee View EVP Internal Research Research/雇主品牌调研的方法论和模型
  11. 11. Leadership view( Senior Executives Interviews ) We will conduct up to 20 one-on-one interviews with key stakeholders representing your target segments and locations, lasting 30-45 minutes, either in person or via telephone. The goal of these interviews is to gather buy-in from senior leadership and develop an aspirational view of your Employer Brand. An interview discussion guide will be designed and approved by your team in advance. Typically, the key topic areas include: •Company business objectives •Leadership perceptions of employment experience and aspirations for same •Critical talent pools and desired employee profile Employee View (Internal Focus Groups) We will conduct fifteen 90-minute focus groups with a cross section of employees from your target segments and locations. The aim of these focus groups will be to review current strengths and weaknesses of the employment experience, and identify potential points of employer brand differentiation. We will develop a discussion guide for your approval, moderate the focus groups and conduct the analysis of the output. EVP Internal Research Research/雇主品牌调研的方法论和模型
  12. 12. Candidate View(External Focus Groups) We will conduct four 90-minute professionally moderated sessions at an off-site research facility with 6 to 8 individuals who match your candidate profile, addressing your current reputation and appeal as a potential employer, the relative importance of different employment attributes, key competitors, and preferred message channels. We will develop a discussion guide and screening guide for your approval, recruit participants, and moderate the focus groups and conduct the analysis of the output. We assume these focus groups will be conducted in English. Market View (Search Agency Partner Interviews) We will conduct five 30-minute interviews with your search agency partners in key markets. We assume that ITW would determine appropriate search agency partners in each market and provide contact information and introductions. EVP External Research Research/雇主品牌调研的方法论和模型
  13. 13. Competitor EVP Message Mapping For competitor EVP message mapping, we will help to chose 3-5 employers in Ford industry, To observe each employers based on the external manifestation, take research in design, content, voice, consistency this four dimension. And analysis during Career development, Compensation &Rewards, Leadership, Training, Corporate Social Responsibility, Culture, People these information, We will come to a conclusion for Ford employer brand’s selling point. For example: Research/雇主品牌调研的方法论和模型
  14. 14. EVP Slogan Proposal A compelling Core Positioning – The one thing you most want to be famous for as an employer • The anchor point for your employer brand messaging • Under global branding statement “Go Further” For example Research/雇主品牌调研的方法论和模型
  15. 15. EVP Activation Guidelines Activation Guidelines • Developed as an internal document for HR Directors and their teams to provide guidance on: – The FORD employee value proposition – Messaging and localization – Target value proposition – Briefing recruitment partners Research/雇主品牌调研的方法论和模型
  16. 16. EVP internal & external research Senior Executives Interviews —12 individual Senior Executives Interviews —each Interview 30-45 mins each(face to face or by phone ) Internal View —8 Internal Focus Groups —6-8 participants each(each Interview 90 mins each) External View —4 External Focus Groups —6-8 participants each(each Interview 90 mins each) —inculudes recruitment of each participant Competitor EVP Message Mapping EVP Concept & Visual Development Ford'S EVP Development Workshop —inculudes facilitation of one day workshop —inculudes preparation and finalizing EVP One Insight Report of Ford'S EVP Ford EVP Communication Visual Toolkit Employer Brand Soft Launch / Research/雇主品牌调研的方法论和模型
  17. 17. Visual impression -Ford VS Competitor Design EngageDistracting Conservative Adventurous Fronts are typical, images tend to be inset as rectangles A distinct hierarchy of visual and copy elements exists. No hierarchy of content exists. Just long paragraphs of text. resulting in message confusion. Concept-based approach. Type and images are integrated based on objective. Information-based approach, heavily grid-oriented, relying primarily on vertical and horizontal alignment.
  18. 18. Consistency StrategicTactical Unified Disconnected Variety of mediums points to the same set of beliefs, creative concepts and textual themes. Consistently connected to the big picture. Task oriented, short sighted, little or no connection to other functions or broad goals within the organization. Mediums point to a wide variety of attributes, creative concepts and textual themes Visual impression -Ford VS Competitor Consistently connected less to the whole big picture.
  19. 19. Content Candidate focus Company focus About the work About the success Speaks to the focus of the organization from a product, service and mission perspective Clear introduction about works at compensation, career path etc.more oriented starting from candidate perspective with employee story, employee newsfeed, touch opportunity Addresses professional advancement, financial security, and policies and programs designed to affect employees success Speaks to the type of work done and the way in which it is accomplished including company culture influence Addresses achievements of the organization such as size, scope and history. Concept impression -Ford VS Competitor
  20. 20. Voice EmotiveRational Active Passive Claim Being a good choice of employer without proof points. Brief introduction without data or functional supports Provide sufficient reports to as proof points to Being a responsible employer of choice, statement driven approach. Statement-based information laden with clichés. requires the market to be interested already. Rarely use numbers to prove the facts. Built with imperatives and interrogatories that are action-oriented and thought- provoking. creates interest in the markets. Build up active impression by no strong data supported except company introduction part but some clear diagram helps people to better understand career path. Psychological and self-expressive information that allows the market to relate and become motivated Concept impression -Ford VS Competitor
  21. 21. Analysis and Ideal State Description Design Consistency Content Voice ★★★☆☆ ★★★☆☆ ★★☆☆☆ ★★☆☆☆ ★★★☆☆ ★★★★☆ ★★★☆☆ ★★★☆☆ ★★★☆☆ ★★★★☆ ★☆☆☆☆ ★☆☆☆☆ ★☆☆☆☆ ★☆☆☆☆ ★★☆☆☆ ★★★☆☆ ★★★★☆ ★★★☆☆ ★★★★☆ ★★★★☆ ★★★★★ ★★★★☆ ★★★★☆ ★★★★☆ ★★★★★
  22. 22. Career development Training Culture People Career development Compensation &Rewards Leadership Culture People Leadership Culture Career development Compensation &Rewards Leadership Training Corporate Social Responsibility Culture Career development Compensation &Rewards Leadership Training Corporate Social Responsibility Culture People Analysis and Ideal State Description
  23. 23. Internal communication External communication Objectives Challenges Approaches • Position the employer brand proposition in the company • Employees should understand, accept and buy in to the employer brand • Employees pass the band values on • Employer brand must be positioned long-term, not just once • Should be designed to address target audience • Employment brand proposition must be credible • Consistency of communications (layout, content) • Clear and regular communication • Involving employees in communication initiatives • Definition of communication channels • Gradual launch of employer brand • Emphasis on USP, not just functional benefits • Consistency of consumer and employer brand communication • Raise awareness of employer brand • Position employment brand proposition in the market Approach to communication roll out: • Start with internal communications and cascade downward and outward, enhancing positive mouth of word as well as credibility of Ford communicated messages. • Customize messages, activities and channels to key segment preference while maintaining consistency with overall regional EVP design and core message. Awareness Consideration Conversion Acceptance On-boarding General Internal & External Communication Approach
  24. 24. Main communication medium to utilize for communicating employer brand externally • Newspaper Recruitment Advert • Magazine Recruitment Advert • Employer Branding Advert • Graduate brochure • Posters • Online Banner • Job Posting Template • HTML Email • Career e-newsletter • e-Post Card • Employer Video • Graduate Video • Social Media • Referral cards • Brochures (professionals version) • Head Hunter Comm. Pack • Event invitations • Post cards • Job Fair Pack • Pull up banners and display system • HTML email • Social Media • Recruiter card • Offer Pack for middle management hires • HTML email • On Boarding Welcome Kit – graduate and professional version • HTML email • Post card from CEO/HR Awareness Consideration Conversion Acceptance On-boarding
  25. 25. Research/雇主品牌调研的方法论和模型
  26. 26. Research/雇主品牌调研的方法论和模型
  27. 27. Research/雇主品牌调研的方法论和模型
  28. 28. Research/雇主品牌调研的方法论和模型
  29. 29. Creative/雇主品牌创意和案例分享(Concept & Visual) EVP:The Power Of Big, And Small ——大与小的力量 EVP:Room To Be Yourself ——尽炫自我 EVP: Together We Move The World ——让我们共同推动世界
  30. 30. 亿滋(Mondelez) EVP:The Power Of Big, And Small——大与小的力量 Mondelēz International supports big thinking,in all its forms. One way to celebrate that belief could be to invite some seriously big thinkers on college campuses to a unique event. The floor could be opened up for anyone with an idea — big, small, or otherwise — to share it with the audience. However, each of our speakers would have just 60 seconds to explain their idea in full. People could build on each other’s ideas, or propose an original idea of their own. The event would become a collage of big, innovative thinking — all moving at the intense, hyper-speed of small. So bring the best idea you’ve got, because it just might be your ticket to a new career. 案例说明
  31. 31. 默沙东(MSD) EVP:Grow As We Grow, Help The World Be Well——与默俱进,福天下 人才发展体系与工作绩效管理系统犹如硬 币的两面,缺一不可。默沙东拥有一套完 善的工作绩效管理系统,用于有效地培养 和发展人才,帮助员工客观准确地评估自 身职业水平,了解在工作中的发展空间, 进而在公司的支持下不断学习和发展。 当员工的职业发展通过绩效管理系统得以 明确时,人才发展体系也同时启动。我们 运用多种途径来提高员工的专业能力和职 业素养。 案例说明
  32. 32. 洲际酒店集团(IHG) EVP:Room To Be Yourself——尽炫自我 在2020年中国要建成小康社会,大幅提高 城镇化率、人均出游率从目前的人均2次上 升到3-4次……这些对酒店的需求不言而喻, 中国酒店行业已经成为发展 速度最快的第 三产业之一,每年都以两位数的数字保持 增长。然而,酒店行业人才流失沉疴仍存, 尤其是管理人才的频繁跳槽,若要在激烈 的市场竞争中获得良好发 展,酒店企业急 需打造个性化的人才管理之道,洲际酒店 集团立足本土,不断培养和储备合格的人 力资源,打造专业化人才,为员工提供多 样化的发展机会,并为人才提供开放创新 的企业文化,鼓励员工劲炫自我,让员工 与企业一起开启未来的梦想之旅。 洲际酒店HR团队为公司打造关键岗位人才 库;同时加强企业雇主价值主张的推广, 增强洲际酒店集团的雇主品牌吸引力和社 会影响力。 http://www.ihgjobs.cn/ http://e.weibo.com/210104066 http://www.linkedin.com/company/3549 http://i.youku.com/u/UNTUyMDMxMjY0 案例说明
  33. 33. 案例说明 EVP: Together We Move The World——让我们共同推动世界 舍弗勒 (Schaeffler) 它是世界商最大的轴承制造商。例如,全 世界60%的汽车,都装配舍弗勒开发和 生 产的轴承。从印度的塔塔汽车到德国的奥 迪,从中国的比亚迪到英国的宾利。大品 牌?然而所有这些大品牌的产品最重要的 组成部分之一就是轴承,它们却无人问津。 真没天理!因为轴承的贡献是发动机显著 改善。 事实上,轴承是一切运行的重要部件,若 轴承故障,机器就停止了! 由于轴承是如 此重要,人们正在开发最先进的技术,没 多少,大约70,000个左右,是的没错,你 还在吗?⋯⋯ 舍弗勒的开发和生产主要集中 在德国和亚洲地区,尤其是在亚洲,舍弗 勒轴承的需求呈现两位数增长。当然,人 才紧缺的增幅也很快。 http://www.schaefflercareers-china.com/ http://www.workatschaeffler.com/ http://e.weibo.com/u/2204369454 http://schaeffler.51job.com http://schaeffler.zhaopin.com/
  34. 34. 通用电气(GE) EVP:GE&ME——同道,同行 GE专注于世界至关重要的需求,以卓越人 才和领先技术,致力解决最具挑战的议题, 提供包括能源、医疗、家庭、交通运输和 金融等广泛领域的解决方案,我们构建、 驱动、载运、医治,创想为本,行重于言。 GE,想到,做到。 2012年,GE中国宣布 了全新的雇主价值新主张“GE&ME”,并 发布新口号“同道,同行”。 与最优秀的人才同行 GE人纳源百川,彰显才华,尊崇诚信,我 们充满想象,致力行动。 与最伟大的公司同行 一百多年来,GE为世界创造所需,今天, 我们赋予创新更深内涵,打造行业领先业 务,载运、医治、驱动、构建,成就一个 更具生机的中国。 成就卓越的职业梦想 建立终生的学习能力,成长的舞台比梦想 更宽广。 案例说明
  35. 35. 默勃林格殷格翰(BI) EVP:Growth, Excellence, Trust——GET,绽放多彩未来 勃林格殷格翰丰富、优秀的产品线以及勃 林格殷格翰全球对中国这个最大新兴市场 的格外重视,确保了勃林格殷格翰(中国) 的巨大成长机遇。在“领先与学习”的文 化理念下,我们又为团队和每一位员工度 身定制了培训与发展计划,全方位支持大 家在公司的职业发展及个人成长。 勃林格殷格翰希望通过了解关键领域的趋 势,为应对21世纪健康准入的挑战作好充 分准备,包括:卫生保健服务,整合护理, 健康问题全球化,医疗保健提供者的 角色 转变,以及患者在全球各种条件下的角色。 我们寻求这些创新的起源,鼓励员工参与, 发挥员工的专知使之成为“改变缔造者”, 并连接到勃林格殷格翰的核心 业务。 勃林格殷格翰充满魅力的企业文化,和对 员工一如既往的关爱,使公司与员工、同 事之间积淀了如家人般彼此信赖的深厚情 感。在这里,大家工作安心并充满热情, 从而有很多同事选择在勃林格殷格翰(中 国)长久发展自己的事业。而管理层对员 工的信赖,也为大家创造了更多事业发展 的机遇。 案例说明
  36. 36. 未来五年门店数翻一倍,意味着星巴克将 需要数千人才加入。如此之多的招聘数量 已非常少见,更重要的是人才质量。那些 选择雇主品牌,而不是仅仅选择工作的人 才,就是我们想要吸引的高质量人才。 星巴克为每一个员工而骄傲,并把他们称 为伙伴。“我们叫做伙伴,这不仅是一份 工作,更代表了对工作的热爱和激情”。 每一个伙伴的工作都是从咖啡师开始,他 们满怀自豪地穿着绿色的围裙,代表着星 巴克给客户的第一印象。 一个简单易于识别和记忆的概念,从与消 费者沟通的角度来说,它也非常独特。在 这个招聘广告中,围裙就是每一个星巴克 员工,我们应用它创作了一系列的招聘广 告,去和目标人才沟通星巴克所能提供的 与众不同的和对职业成长的承诺。 案例说明 不仅要招聘最优秀的人才, 更要抓住最优秀的人才 星巴克(Starbucks)
  37. 37. 大都会人寿(MetLife) MetLife,Better Life——美好人生,尽在大都会人寿 就概念创意和视觉创意方面,我们 proposal和localized“meet the challenge”和”power for life”两个 concept大都会人寿对社交媒体作为雇主品 牌沟通渠道,以及移动化、社交化的上升 为抢占人才竞争先机的渠道拓展方面极具 洞察力和具有前瞻性。 大都会人寿选择我们作为雇主品牌的战略 合作供应商,于2013年6月率先在行业领域 内对社交媒体中的微信实施和投入,大都 会人寿和我们在以下方面达成共识: 微信作为移动互联网时代的一个明星产品, 覆盖人群广,用户使用频率高,用户体验 好;微信作为一个强关系的社交工具,行 业圈子,精准信息推送等特点对于内部推 荐招聘非常利好;在雇主品牌沟通,人才 社区建设等方面、和CareerSite、ATS互通 这一拓展性好,值得长期运营建设 http://careers.metlife.com.cn/ http://careers.metlife.com.cn/careers/camp us/ch/index.html http://metlife.vdresume.com/ 微信:MetLife_HR 案例说明
  38. 38. 在阿克苏诺贝尔,我们深信只有人才的成 长才能带来业务的增长。没有最杰出的人 才我们无法获得如此之大的影响力。我们 要做最好——凭借领先的市场地位造就最 杰出的表现——正是出于这样的原因,我 们需要最优秀的人才。 鼓励同事发挥潜能是阿克苏诺贝尔企业文 化的其中一项。我们的员工个人发展了, 我们公司业务才会发展。所以,我们重视 提高员工的业务水平和个人素质。我们全 力挖掘员工的现有才能,培训新技能,进 一步提高员工能力。通过这方面努力,我 们会留住并吸引高素质员工来投身公司发 展。 新媒体招聘渠道: http://weibo.com/akzonobelrecruitment http://www.akzonobelcampus.com http://www.akzonobel.com/cn/careers/ 微信:akzonobel-campus Tomorrow’s answers today 今日提交明日答案 阿克苏诺贝尔(AkzoNobel)案例说明
  39. 39. 小组1 小组2 小组2 任务:多快好省的创作一个EVP Message 小组3 小组4

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