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Employer Branding and Generation Y in Turkey |
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Written by Brett Minchington MBA & Evrim Kuran MBA
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Monday, 23 August 2010 10:56 |
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The post Global Financial Crisis (GFC) landscape changed the business world in so many ways. Business models have had to be re-designed, credit has become harder to access and the world’s largest economy, the U.S., there is talk of a job-less recovery which is causing concern amongst many Americans. Many thought the GFC would bring an end (or at least a pause) to the talent shortage that was gripping the world during the years of protracted growth in the first ten years of this century.
Early research showed the talent shortage had slowed but not reversed as top talent choose to stay with their current employer rather than risk moving to a new employer when the economic environment was so fragile. Following the aftermath of a near global recession, economies in many regions are starting to show positive signs of grow now with China forecast to grow around 10 percent in the 2010/2011 year. The talent shortages are likely to be more evident this time around as companies are also faced with an exodus of baby boomer employees who will choose to retire over the next 5 years. This is likely in many countries except places such as Turkey where there is an abundance of young labour with more than half the population under the median age of 28 years.
It is apparent that talent management has become one of the most critical issues companies are facing in the new millennium. In a recent survey by PwC they asked 56 company representatives in Turkey about their projections on talent management in the next five years and 47 percent of the participants responded that the biggest challenge will be managing the expectations of Generation Y (people born between 1980-2000).
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Employer Branding 3.0 - Connecting employees and customers for a better society |
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Written by Brett Minchington
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Thursday, 10 June 2010 14:16 |
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 Article originally published in South Africa's leading HR publication, HR Future - Brett Minchington is an International monthly columnist on employer branding for HR Future.
This article provides some insights into Employer Branding 3.0 as featured in Brett's new book Employer Brand Leadership - A Global Perspective.
For the past two and half years I have been travelling the world interacting with leaders and sharing best practice in employer branding. Each new country provides an opportunity to learn about the local nuances and the challenges of delivering an employment experience which positively impacts on an employee’s ability to deliver a brand experience expected by their customers.
In each of the twenty countries I have travelled to, it is evident there are political, economic, social and technological forces confronting companies which will require a combined stakeholder effort to ensure business sustainability. However I find there is one common force that connects us all - the human will to create a better society. We hear political leaders talk about it in discussions on critical issues such as climate change, financial reform and labour practices. Future sustainability will require a collaborative effort to maintain a healthy balance of ‘what’s good for profit’ and ‘what’s good for society.’
A study by the US Federal Reserve Board showed the dramatic increase in the importance of intangibles such as brand to overall corporate value in the second half of the twentieth century. Today it is possible to argue that in general the majority of business value is derived from intangibles such as the employer brand.
Since its inception in the early 1990’s employer branding has evolved through three stages: employer branding 1.0, employer branding 2.0 and employer branding 3.0 (see table 1).
Employer branding 1.0 was characterised by one-way interactions between employers and their employees and customers. Employees were seen as an infinite resource and talent was in abundance during the industrial revolution. Jobs were for life and employer branding was used to fill jobs as companies experienced growth.
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The end of the office... and the future of work |
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Written by EBO Editor
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Tuesday, 19 January 2010 19:29 |
In an article by Drake Bennett on the online version of The Boston Globe he says, "By the end of the month, a company called txteagle will be the largest employer in Kenya. The firm, started in its original form in 2008 by a young computer engineer named Nathan Eagle and, as of this coming June, based in Boston, will have 10,000 people working for it in Kenya. Txteagle does not rent office space for these workers, nor do the company’s officers interview them, or ever talk to most of them."
The article continues.................The txteagle story is a variety of things: a tale of savvy social entrepreneurs taking advantage of the proliferation of cellphones in much of the developing world, an example of the ability of clever programming to chop big jobs up into tiny discrete chunks and to assess reliability by checking the answers of different workers against each other. But txteagle is also, at the most basic level, a story of how people are rethinking what work can be.
Editor's note: I'm sure we will see many more examples of these type of employers in the short-medium turn as the technology to support the start-up ventures improves and talented people laid off in the Global Financial Crisis decide to stay on their own or start a virtual community to make a living.
To read the full article please click here>
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Employer branding towards 2020....Consider |
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Written by Brett Minchington
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Monday, 18 January 2010 21:10 |
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Having spent the best part of the last decade researching, writing, speaking and consulting in the field of employer branding, I thought as this new decade begins now would be a good time to reflect and share my opinion on employer branding trends towards 2020 and how they will impact on the workplace.
My views have been shaped by leaders, practitioners and academics I have been fortunate to collaborate with over the past 10 years with the past 3 spent travelling to 30 cities in 20 countries as part of my Employer Brand Global Masterclass Tour.
Some of the trends below have already started and will gain momentum towards 2020. Whilst it is by no means a complete list, I hope it will provide insights, awareness and facilitate discussions into how I see employer branding evolving over the next decade and your preparedness to meet these challenges.
Global companies such as Google, Sodexo, Apple, McKinsey & Co, Southwest and Philips have been frequently spoken about as leading employer brands over the past decade. Whilst there are many lesser known or visible employer brands, they are in fact in all industry categories and in companies of all shapes and sizes. These companies consistently articulate a clearly defined employment proposition to their target audience and align systems, policies and processes to ensure an authentic employment experience for employees across the employment lifecycle. In short they care about the welfare of their employees and have leadership conversations to better understand what drives superior performance in their teams.
Companies who are judged as the leading employer brands over the next 10 years will be those who identify, react and adapt to the people and product/service challenges that lay ahead. These include:
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The Finance Sector: How can employer branding still attract graduates in the recession-battered banking sector? |
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Written by EBO Editor
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Friday, 11 September 2009 10:50 |
Originally published on managementtoday.com by Peter Crush
The financial sector has taken a battering, yet many banking groups still top the list of places graduates want to work. Why have these brands have stayed indestructible?
It was Brian Till, professor of marketing at Saint Louis University, who, in his 2008 book, The Truth About Creating Brands People Love, wrote: 'Nothing can destroy a brand more quickly than creating expectations, interest and promises about something that doesn't exist.' Writing specifically about maintaining brands in tight economic conditions, his sentiment is simple - no brand is indestructible.
But are the laws of employer branding in need of a rewrite? Exclusive research for HR by recruitment consultancy Freshminds throws up a fascinating paradox: despite 12 months of damaging headlines about the UK financial sector, most grads still want to work for it. The research finds specific firms' reputations seem to be bomb-proof - or at least credit crunch-proof. But how?
The tables come from two identical surveys conducted pre- and post the credit crunch. In 2008, Freshminds gave its Graduates to Watch list a free vote on the firms they most wanted to work for. In 2009 it was repeated. Staggeringly, the three top firms are the same in both surveys. Of note are repeated top three positions in 2009 for Goldman Sachs and Morgan Stanley - two of the mostly negatively reported of the investment banks. ('The halcyon days for staff are over at Goldman Sachs' - The Times). How is this so?
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