1、employer brand research global report 2018. content. executive summary 1 what do workers want 2 switching behavior 3 sector attractiveness 4 appendix 5 randstad 2018 | employer brand research 2018, global report 2 | | executive randstad 2018 | employer brand research 2018, global report 3 summary. |

2、 | executive summary. the power of the randstad employer brand research to help you win the war for talent. Now more than ever, an employers reputation is critical to attracting the right talent. In the 2018 Randstad Employer Brand Research, an exhaustive survey of 175,000 working- age adults in 30

3、countries about their employment preferences, we see shifts in attitudes that indicate workers want more than just an attractive salary and benefits. A good work-life balance, career growth opportunities and flexible work arrangements are increasingly important qualities they seek in a potential emp

4、loyer. randstad 2018 | employer brand research 2018, global report 4 | | executive summary. randstad 2018 | employer brand research 2018, global report 5 An employer brand perceived to offer these prized qualities is critical during these times of talent scarcity. Workers want to know they can count

5、 on their companies to help achieve a sense of purpose in their jobs, grow professionally and provide inspiration for their long-term goals. Especially to the Millennial generation, an organizations intangible qualities such as its mission and culture can also play a huge role in winning high-qualit

6、y workers. | | executive summary. Our research also reveals that what attracts workers to an employer may not always be the reasons for them to stay. Even though compensation remains the most important consideration when choosing an employer, its impact is less of a factor in the decision to stay. I

7、n other words, salaries may help initially win talent, but job security, work-life balance and convenience of the office location convince them to stay. randstad 2018 | employer brand research 2018, global report 6 | | executive summary. So what does the survey data say about how employers should su

8、pport its employer brand internally and exter- nally? Fostering the employer brand has always been a complex task that too many companies oversimplify, believing that a universal message should resonate with all of its employees and prospective workers. The reality, however, is that brand strategy m

9、ust be directed at various stakeholders but supported by the same employer value proposition (EVP). Moreover, with the rise of independent workers and the gig economy, employers need to deliver relevant messaging to attract this growing segment of the workforce. randstad 2018 | employer brand resear

10、ch 2018, global report 7 | | executive summary. This years Randstad Employer Brand Research report can serve as a good start for companies seeking direction on how to enhance their employer brand. Youll find in the following pages detailed data on what workers want, segmented by region, generation,

11、sector and gender. These insights will help you identify strengths about your company and industry and the qualities most valued by the workers you hope to attract. And when youre ready to learn more about how your companys brand performs against competitors and peers, our employer brand specialists

12、 will be available to provide an analysis. randstad 2018 | employer brand research 2018, global report 8 | | executive summary. We hope you will make use of this years report to gain important insights into your companys ability to attract talent. At a time when power has clearly shifted to workers,

13、 you need every little advantage to help you get ahead of the competition in the war for talent. randstad 2018 | employer brand research 2018, global report 9 James Foley global SVP, employer brand talent innovation center randstad sourceright | what do randstad 2018 | employer brand research 2018,

14、global report 10 workers want. | | what do workers want top 10 reasons to choose an employer. randstad 2018 | employer brand research 2018, global report 11 The top reasons to choose an employer stay relatively consistent over time. Following a downward trend for both attractive salary however, data

15、 suggests it would not be advisable to base your employer branding strategy solely on this factor. 40% of respondents do not mention this attribute in their top 5 drivers, so building your employer brand on a wider, more diverse range of aspects remains integral. Furthermore, there is much for emplo

16、yers to capitalize on given that most needs are still generally not met as high- lighted in the gap analysis. To attract the 18-24 y.o. you may want to focus on factors like good training, career progression, very good reputation, giving back to society and diversity however, globally, a few drivers

17、 are slowly gaining importance on the longer term: diversity this is true for only 17% of the 45+ y.o employees. 28% of the 45 y.o find convenient location a more important reason to stay with an employer than the younger employees do (32% among the 18-24 y.o.). 43% of the higher educated employees

18、consider attractive salary only 39% of the lower educated employees do so. 47% of employees in APAC are more likely to stay with their employer for a good work-life balance; in Lat Am this is true for only 31% of employees. 48% age 18 24 higher education age 45+ region APAC of the male workforce fin

19、ds the employers financial health more important for staying, than women do (32%). 39% men of North Americans are 10% more likely to find strong management an important reason to stay with their employer than their EMEA counterparts (14%). 24% region north america 46% 45% 42% 40% 36% job security wo

20、rk-life balance salary only 36% for the lower educated do so. 47% of employees in EMEA are nearly 3 times more likely to leave their employer due to a poor relation- ship with their manager than employees in Lat Am (7%). 19% of men are slightly more likely than women (25%) to point to the lack of re

21、cognition/rewards as an important reason to leave an employer. 29% of women are more likely to leave an employer due to a limited career path. 45% age 45+ men higher education women region EMEA 44% 43% 30% 28% 27% compensation too low insufficient challenges limited career path work-life balance iss

22、ues lack of recognition/rewards | | switching behavior job search channels. Globally, the most popular channels used to look for a vacancy are job search engines and job boards. As the 18-24 y.o. employees make much more use of other online platforms such as Google, Twitter and Facebook, the trend t

23、owards online recruiting is expected to continue. Nevertheless, nearly 50% of the employees do not use online platforms, therefore it remains vital for employers to deploy a multi-channel strategy. An offline strategy for example remains especially important for the 45+ y.o. employees and those in L

24、atin America, who indicate personal connections/referrals to be their most used channel. top 5 channels used to look for a job* plans to change employer in the next 12 months have changed employer in the last 12 months *Based on those who have changed jobs/ planning to change in the next year randst

25、ad 2018 | employer brand research 2018, global report 24 | 57% 54% 51% 46% 44% 43% 44% 41% 36% 38% job search engines job boards personal connections / referrals company career site google | | switching behavior summary. Attractive salary & benefits is not perceived as important for staying with an

26、employer (45%) as it is when choosing one (60%). As switching behavior and reasons for staying with your current employer differ by regions and subgroups, a tailored retention dimension in the external and internal employer branding strategy is necessary. Key drivers of retention are even more diver

27、se for the 18-24 y.o. employees which may have to do with the fact that young people at the start of their career are not yet that outspoken in their needs and wants. For employers to meet their needs, a more personal approach is needed. While attractive salary & benefits is considered to be importa

28、nt for this group, to keep them from leaving, employers should put greater emphasis on career progression, good training and diversity & inclusion. randstad 2018 | employer brand research 2018, global report 25 | | switching behavior summary. Location is of much higher importance for employee retent

29、ion than it is for employee attraction. This is especially true for the 45+ y.o. employees. After having actually experienced it, a long commute can become a barrier to staying. For this target group, employers should focus more on other important drivers of retention such as a good work-life balanc

30、e and flexible arrangements. randstad 2018 | employer brand research 2018, global report 26 switching behavior - further reading. - How to stop your talent from quitting and reduce employee turnover - How to retain senior employees and stop brain drain | sector randstad 2018 | employer brand researc

31、h 2018, global report 27 attractiveness. | | sector attractiveness global. The ITC sector is perceived to be the most attractive sector, with more than 50% of the respondents willing to work for companies in this sector. ITC is particularly attractive among the younger, higher educated workforce. Th

32、e remainder of the top 4 are all on par with Automotive, FMCG and Life Sciences ranking equally as high (50%). Sectors which provide services are ranked lowest and thus least attractive. randstad 2018 | employer brand research 2018, global report 28 *The ITC sector relates to companies in IT, Techno

33、logy & Communications sector attractiveness IT&C* automotive FMCG life sciences engineering agriculture, forestry and fishing energy & utilities financial services logistics retail 53% 50% 50% 50% 47% 46% 43% 42% 41% 40% 39% 37% 36% services public services hospitality | | 51% 49% 45% IT&C* FMCG lif

34、e sciences engineering 44% 43% 41% 41% life sciences automotive FMCG IT&C* 40% 72% 62% 53% energy & utilities automotive engineering logistics 53% 67% 63% 63% automotive IT&C* logistics life sciences 61% 58% 57% 55% IT&C* automotive life sciences FMCG 55% sector attractiveness by region. randstad 20

35、18 | employer brand research 2018, global report 29 Life Sciences, ITC and Automotive top the rankings in 4 out of the 5 regions. Russia is the only region with a sector which is not in the top 5 globally: energy & utilities. In Russia this is the largest and most important sector, which contributes

36、 to its attractiveness as opposed to other regions. *The ITC sector relates to companies in IT, Technology & Communications north america EMEA russia lat am APAC | | top 5 values attributed to each sector. randstad 2018 | employer brand research 2018, global report 30 The ITC sector is the only sect

37、or where attractive salary & benefits is mentioned in the top 5 values attributed to companies. As attractive salary & benefits is what employees want most in an employer, this is one of the key reasons explaining the high overall attractiveness of the sector. On the flip side, ITC does not perform

38、strongly when it comes to offering job security. This and the fact that several lower ranked sectors are perceived to offer job security (e.g. Logistics and Financial services), it can be concluded that job security is not a strong attractiveness driver of this sector. global ITC #1 life sciences #4

39、 engineering #5 financial services #8 financially healthy uses latest technologies financially healthy financially healthy financially healthy uses latest technologies financially healthy uses latest technologies uses latest technologies job security very good reputation very good reputation very go

40、od reputation very good reputation career progression job security salary & benefits job security job security very good reputation career progression career progression career progression salary & benefits uses latest technologies | | sector attractiveness summary. Companies ranked in the most attr

41、active sectors (ITC, Automotive and FMCG) score higher across most EVP drivers when compared to companies ranked in the least attractive sectors. This shows that a strong and diverse employer brand directly influences the willingness to work for a company. Nearly all sectors are more attractive amon

42、g the younger workforce. Often not yet having to have made a decision on a certain work field, they are shown to be more open-minded. Energy & Utilities and Public services are the only exception, which appeal more to the 25+ y.o. employees. Similarly, the higher educated have a higher willingness t

43、o work for all sectors whilst this is less so for the lower educated. Possibly the benefit of a higher education gives them confidence in their ability to work for a wider range of sectors. randstad 2018 | employer brand research 2018, global report 31 | | sector attractiveness summary. Workforce in

44、 EMEA value job security more than global employees do (52% vs. 48%), pointing to an increased loyalty to their own sector and thus a high retention score. Job security is therefore an important driver to stress out in ones internal employer brand strategy in this region. Placing a higher value on s

45、taying with their current employer, the willingness to work for a company in a (different) sector is relatively low in EMEA. As a result sector attractiveness is in general lower in this region than in others. The need to develop a strong employer brand strategy to attract the best talent is most pr

46、essing in the sectors delivering services as willingness to work for companies in these sectors is significantly lower. The low attractiveness of these sectors (hospitality 36%, pu- blic services 37%, general services 39%) is also likely a result of the lower salary & benefits companies in these sec

47、tors are perceived to offer compared to other more attractive sectors. randstad 2018 | employer brand research 2018, global report 32 33 | appendix. randstad 2018 | employer brand research 2018, global report what do workers want country comparison 1 what do workers want trend analysis 2 switching b

48、ehavior by subgroups 3 about the research 4 | what do workers want randstad 2018 | employer brand research 2018, global report 34 country comparison. | | what do workers want by country. 1/3 randstad 2018 | employer brand research 2018, global report 35 argentina australia austria brazil belgium canada china czech rep. dubai france salary & benefits 60% 52% 62% 60% 65% 65% 60% 76% 59% 64% job security 54% 49% 59% 36% 55% 49% 50% 62% 47% 44% work-life balance 44% 54% 38% 31% 50% 49% 48% 34% 44% 51% work atmosphere 57% 39% 58% 48% 54% 45% 42% 52% 28% 60%