21 Jan Work-Life-Tech Balance Vital to Successful Employer Branding
One of our blogs discussed why global mobility managers, like human resource managers, should think like marketers. Employer branding is a powerful tool in their arsenal that can entice even hard-to-woo candidates to sign up, or at least consider what they have to offer. The next step is to craft a powerful global employer brand, and implement it accordingly.
The key word in that last sentence is “global.” Many assume that a strong employer brand that attracts the local candidates can do the same in the worldwide arena. However, the factors that can make a particular company more attractive to international candidates may not be the same for homegrown ones, and companies that have made it big on a national level but still have to make an impact on the world stage.
Global mobility managers who want to strengthen their corporate image for recruitment purposes will have to assess the universal qualities that draw in talents from all over the world, regardless of their ethnicity, gender, gender orientation, marital status and religion.
The first thing that global mobility managers have to check is how the industry or sector of their company is faring in business. They also have to determine if the talents see these sectors as a growth area or a fading one.
Citing a report from Universum Global, a Swedish market-intelligence company that also provide employer branding, TeleDevelopment highlights that talents all over the world do prefer some businesses to others.
While the the tech giants will always remain among the cream of the crop, automotive companies and fashion favorites have now risen to the list of World’s Most Attractive Employers in 2018.
Giving Google, Apple, and the other candidate magnets in Northern California a run for their money are icons like Adidas, BMW, Daimler/Mercedes Benz, and Nike. On the other hand, one industry that is sliding down the list is fast-moving consumer goods.
What does this mean for the global mobility manager? It will give them a preview of the kind of effort they have to invest in to make their brand shine in the global arena. If their company belongs to the current industry preferences of candidates, then they can leverage on that advantage. If it does not, then they might have to work a little harder.
Second, Mercer advocates a combination of flexibility and consistency in crafting a global employer brand that will elicit respect and admiration. Consistency comes in ensuring that policies of fairness, equality, and meritocracy, especially when it comes to reward and compensation, should be implemented rigorously in all areas, and in a spirit of transparency.
The assignees who sign up want to know that they are competing in a level playing field, and that everyone has access to the same opportunities. What will make them stand out and reap more than the usual benefits is their performance.
Flexibility, on the other hand, comes in the form of seasonal changes that the organization must be able to make, as needed. Global mobility managers and their leaders must keep their ear to the ground all the time to detect the trends that can spell an assignee’s onboarding or their departure.
The perks that were valued only five years ago, for example, may not be as desired by the growing talent pool of millennials today. Global mobility managers must be willing to re-examine their policies and plans every few years to see if they fit the demands of the times, and revise accordingly.
This flexibility also shows the candidates that their prospective employer is in touch with the era, and at the same time sensitive to their needs.
Finally, global mobility managers should focus with laser-like precision on what makes their brand stand out, and shout it out to the rest of the world.
Again, the operative word here is “world” and the assignees who are spread across them. As early as 2013, values like inclusivity and gender equality were the top employer qualities that the most sought-after global talents were looking for. In 2019, says the Emotive Brand, they have expanded to include technological competitiveness and work-life integration.
Global mobility managers must take a good hard look at their organization, and determine how it performs in these categories. Does the organization have an assignee policy that prohibits any kind of discrimination while encouraging inclusivity? How equal are the salary scales of men and women? How often does the company invest in its technological capabilities, and in what scale? Finally, does the company culture include programs that promote a 4-day workweek, health and sports activities, telecommuting, and parental leaves?
Creating a powerful global employer brand will not take overnight. But it is an investment in the right direction and can help fill the talent pipeline for the foreseeable future.