Randstad how to attract talent guide 2016_final
0 likes164 views
The document provides guidance on how employers can become more attractive to potential employees. It discusses focusing on employer branding and understanding what motivates different generations and demographics when seeking employment. Specific strategies suggested include emphasizing benefits like training, career progression, and work-life balance for younger workers, while highlighting salary, job security, and stability for older workers. The document also stresses the importance of actions aligning with messaging to build a strong, authentic employer brand across all communication channels and company levels.
Randstad how to attract talent guide 2016_final
- 1. randstad.co.uk How to become a more attractive employer Introduction Today’s ‘real Millennials’ – born 2000 – are already thinking about jobs and careers. Tomorrow’s employees, managers and business leaders are truly a new generation, unwilling in the words of ‘The Economist’ “to hang around if they do not get what they want”. And there’s the older, experienced generations who value job security,work-lifebalanceandpleasantworkingenvironments. How to attract – and keep – both This first Randstad ‘How To’ guide provides insights into what potential employees are looking for from employers. It draws on our expert knowledge of employer branding and the views of over 7,500 respondents in the annual UK Randstad Award survey – now in its sixth year – and measures the perceived attractiveness of companies and what potential candidates are looking for in a new employer. >
- 2. randstad.co.uk steps to success Becoming a more attractive employer #1 How attractive is your offer? > #2 What motivates today’s workers/ candidates? > #3 How to stand out in the competition for talent > #4 What you can learn from the most admired employers > #5 The long view: becoming an employer of choice > >>
- 3. randstad.co.uk It has never been more important to have a strong employer brand to attract key people and skills. A strong employer brand means your company is considered an attractive place to work, with distinctive values, work culture and career prospects. Every company has an ‘employer brand’ whether they know it, or like it, or not. It embodies your organisation’s reputation as a place to work. It includes everything an organisation says about itself, and everything that is said about it. Think VW – reliable engineering or dubious testing? – or Lidl, the first UK supermarket to introduce the new National Living Wage. FIFA may be the prime current example of total brand-damage across the board. It’s what people think of you, how they feel about you. The perception or image of your organisation by potential employees from any and all sources, often filtered through social networks. And it is as much about engagement and retention as it is about recruitment. what are they focused on? investing in their careers website social media presence & talent community management internal communication of their employer brand recruitment marketing events development of global EVP and core messages 64 62 55 49 44 82% are more focused on building their employer brand than two years ago % How attractive is your offer? Increasing focus on employer branding 82% are more focused on building their employer brand than two years ago employer branding: what are employers focusing on? the perception of potential employees and other stakeholders the views of your employees what the organisation says about itself culture: how you do things core purpose and values the psychological contract >>
- 4. randstad.co.uk Assessing brand attractiveness Social media gives everyone a voice in communicating employer brand value. In assessing the attractiveness of your offer to current and potential employees, ask the following questions: do you know what’s being said about you? are you doing enough to influence it? what can you do to respond to negative perceptions? Employer branding isn’t just a matter for HR or recruitment functions. Ensuring no gaps exist between the fine words of lofty mission statements and actual behaviours – do people look happy at work? Is there really any ‘passion’? – means active board-level engagement and walking the talk at every management level. Therearecompellingcommercialreasonstodoso.The2016GlobalRandstad Award research reveals that companies with strong employer brands report: 10% lower payroll costs 28% lower staff turnover 46% lower indexed cost-per-hire Even more relevant for recruitment is that eight out of ten respondents would leave their current job to work for a company with a better corporate reputation. “Employer brand is both external and internal, and the two have to be in sync. Today’s connected employees will naturally share their views about the company … the employer brand should provide a true reflection of what the company is really like” Rohit Thakur Head of Human Resources Microsoft (India) Top three investments in candidate experience provide training for hiring managers improve the candidate experience on your career website. improve internal and external communications standards and feedback mechanisms £ £ £ >>
- 5. randstad.co.uk What motivates today’s UK workers and job seekers? 1. salary & employee benefits 2. long-term job security 3. pleasant working atmosphere 4. good work-life balance 5. interesting job content 6. good training 7. career progression opportunities 8. financially healthy 9. strong management 10. environmentally & socially aware 1. financially healthy 2. strong management 3. good training 4. career progression opportunities 5. salary & employee benefits 6. long-term job security 7. interesting job content 8. pleasant working atmosphere 9. environmentally & socially aware 10. good work-life balance the top 10 things, in order, that potential talent seeks the top 10 things that talent thinks UK employers are good at (in order) address this perception gap and you can stand out: most important job attributes viewed by potential employees in UK what are the most important criteria to potential employees when choosing an employer? criteria most important top 5 most important 2016 2015 2014 salary & employee benefits long-term job security pleasant working atmosphere good work-life balance interesting job content conveniently located good training career progression opportunities financially healthy flexible working arrangements strong management quality products/services diversity management strong image/strong values environmentally & socially aware (CSR) international/global career opportunities uses latest technologies 57 52 51 47 40 40 34 33 32 28 17 14 13 13 11 9 9 22 16 8 9 8 8 4 4 5 5 2 2 2 2 2 1 1 62% 54% 49% 45% 44% 38% 30% 36% 30% 26% 17% 12% 12% 13% 11% 11% 9% 65% 56% 52% 46% 45% 38% 31% 36% 31% 30% 15% 11% 9% 11% 9% 8% 7% Pay, benefits and job security will always be top priorities 22% and 16% of this year’s Randstad Award respondents say salary and long-term job security are ‘most important’ while 57% and 52% cite them as one of their top five factors. But things are changing. Two years ago, salary and employee benefits were ranked 65% compared to this year’s 57%, in addition both pleasant working atmosphere and interesting job content have fallen in importance. Good training, flexible working arrangements, and convenient location are also more significant aspects today than last year. >>
- 6. randstad.co.uk Different strokes for different folks Our research shows significant differences between men and women, and younger/older employees in terms of motivational ‘pull’ factors reflecting perhaps surprising stereotypes. Career opportunities, strong management, and latest technologies were more important for men; women valued pleasant working atmosphere, flexible working and work-life balance more than men. People aged 45-65 rate salary and employee benefits some 17 points higher than 18-24 year olds, who rank the following higher than older colleagues: good training strong management diversity management strong image/values career opportunities using latest technologies So, if you want to appeal more strongly to applicants under 24 (or over 45) it makes sense to emphasise the aspects that resonate with people in these particular age groups. criteria viewed by gender – ranked by occurrence in top 5 0 10 20 30 40 50 60 70 80 salary & employee benefits long-term job security pleasant working atmosphere good work-life balance interesting job content conveniently located good training career progression opportunities financially healthy flexible working arrangements strong management quality products/services diversity management strong image/strong values environmentally & socially aware (CSR) international/global career opportunities uses latest technologies men women criteria viewed by age – ranked by occurrence in top 5 0 10 20 30 40 50 60 70 80 salary & employee benefits long-term job security pleasant working atmosphere good work-life balance interesting job content conveniently located good training career progression opportunities financially healthy flexible working arrangements strong management quality products/services diversity management strong image/strong values environmentally & socially aware (CSR) international/global career opportunities uses latest technologies 18 - 24 years 25 - 44 years 45 - 65 years ranked as a ‘top 5’ factor: men vs. women ranked as a ‘top 5’ factor: age groups >>
- 7. randstad.co.uk The 2016 Randstad Award survey also found: 62% of UK employees would like to work remotely or telecommute at least part of the week, with some marked variations by age, function and level of education Although 42% prefer a standard-hours working week, 34% would like to work variable hours every day Higher pay is the main motivator to work more, with promotion and personal development a significant factor for younger, university-educated employees A healthier work-life balance, less stress, and more leisure are the main motivators to work less for older employees. A more flexible approach to working The obvious conclusion is that between a third and two-thirds of employees would like more flexibility in the hours they work or where they work. So what can you do to accommodate employees while maintaining – or even increasing – productivity and staff morale? Flexible work schedules More than half the UK workforce wants some form of flexible working, especially those in the 45-65 age bracket and people with a masters or higher degree. If more of your present and future workforce is in this demographic, then it’s never been more important to be known as a ‘flexible employer’. Consider these actions: flexible working may attract talent that would otherwise not consider applying include details of flexible working in your organisation on your career web pages, including employees’ (genuine) testimonials managing teams that include flexible working times puts an extra burden on line managers – make sure they receive adequate training and coaching; employees have a legal right to request flexible working. The right is only a right to request – but it must be taken seriously by the employer some groups, such as older workers, may agree to continue working if they can change their work schedule to a more flexible one Research by Kingston University/Ipsos MORI found that workers on flexible contracts are emotionally more engaged and more satisfied with their work. >>
- 8. randstad.co.uk Who wants to work from home in 2016: the facts telecommute every workday work in the office every workday telecommute a fixed number of days weekly telecommute occasionally telecommuting, benefit or burden? 63% of UK employees want to work remotely at least part time % employees prefer… 35% of UK employees prefer to work from the office every day while 63% prefer telecommuting 14% prefer telecommuting every workday 34% prefer telecommuting occasionally and 14% prefer a fixed number of days total 35% 34% 14% 14% men women 38% 32% 34% 34% 12% 17% 15% 14% 18 - 24 years 25 - 44 years 45 - 65 years 32% 38% 30% 35% 33% 35% 20% 13% 14% 11% 13% 18% production office manager 36% 47% 42% 30% 30% 39% 14% 11% 11% 17% 10% secondary and lower bachelor master and higher 35% 35% 35% 31% 34% 38% 15% 15% 13% 16% 13% 12% Challenges and opportunities include: extra burdens on line management who will have to manage teams of remote and onsite staff trusting workers replaces control access to skilled workers who would otherwise not be able to take part in the world of work (carers, family commitments, older employees, etc.) ensure your career pages communicate how remote workers are supported not all functions are suitable for remote working – task-oriented work is considered more suitable for this type of working remote workers must be given the same rights as other employees in respect of development and promotion opportunities. telecommuting, benefit or burden? #1 the fast pace of change at work requires collaborative working in teams of like-minded individuals, often in stimulating workplaces #2 where technology permits, workers adopt a more flexible approach to their work without being bound to location or fixed office hours. Tele- or homeworking There are two main forces that influence the way we work today: 63% of UK employees want to work remotely at least part of the time >>
- 9. randstad.co.uk what is the most important personality trait to you when choosing an employer? what is your top five of most important personality traits when choosing an employer? personality traits most important top 5 most important 2016 2015 2014 honest reliable well respected secure sincere down-to-earth intelligent highly regarded strong exciting high status robust thrilling daring masculine 77 70 54 50 47 47 44 32 24 19 11 10 6 5 4 37 13 5 16 5 5 5 4 2 2 2 1 1 1 1 73% 66% 54% 54% 44% 43% 44% 34% 25% 21% 12% 12% 6% 6% 4% 76% 70% 53% 64% 44% 36% 41% 34% 24% 21% 11% 11% 6% 6% 3% Mutual attractions? In generalemployerbrandingterms,RandstadAward respondents said the most important employer ‘personalitytraits’arehonestyandreliability,butbeing sincere and down-to-earth are gaining importance, particularly for women. Younger people (under 45) are keener on qualities such as intelligent, exciting, thrilling, daring, high status, and down-to-earth. Over-45s put more emphasis on honest, reliable, sincere and highly regarded – what might be termed traditional values. The long-term trend for all workers to seek honest and reliable employers is not surprising. However looking closer at the results reveals some useful insights. For example, the importance of being seen a ‘secure employer’ has fallen significantly over the past three years. It’s still a ‘top five’ factor for half of all UK adults, but it shows how workforce UK’s expectations are changing. What is the most important personality trait to you when choosing an employer? What are your top five most important personality traits when choosing an employer? intelligent exciting thrilling daring high status down-to-earth under 45s over 45s honest reliable sincere highly regarded >>
- 10. randstad.co.uk 40% function salary most valued among finance workers, receptionists and employees with commercial function job security of highest importance among purchasing and production workers and receptionists strong management most important among people with consulting, life sciences, logistics or purchasing functions more likely than men to be looking for atmosphere, work-life balance and convenient location women young men older without degrees with degreestalent more oriented towards good training, career opportunities, flexibility and strong management more driven by atmosphere, job content and career prospects look more for financial health and career prospects seek more salary, job security and accessibility workforce more concerned with salary, job security, atmosphere and interesting job content vs vs vs Different profiles, different needs The challenge is to appeal simultaneously to such different expectations and aspirations. Trying to be attractive to all at the same time – young and old, men and women, with or without a degree – may be challenging. But there is rarely just one single brand quality – not one that simply states ‘money’ or ‘fun’. So narrow your employer brand messages to the demographics that you are most likely to recruit from and emphasise different brand attributes for different audiences. narrow your employer brand messages to the demographics that you are most likely to recruit from >>
- 11. randstad.co.uk Marketing and Media 35% Healthcare 32% Retail 34% FMCG 31% Professional Services 35% Investment Banking 33% Retail Banking 30% Electronic/Engineering 36% How to stand out in the competition for talent? Top 10 most attractive sectors in the UK in 2016 Among respondents who know one or more companies in a particular sector, the percentage who would like to work for companies within that sector. Our annual research also asks the 8,000 adults surveyed about the major companies they know, and how attractive these large companies are as potential employers. From the answers to these questions, we can map out a view of the sectors that have the most ‘pull’, and how the results vary across different regions, age groups and other demographics. The sectors considered to be the most attractive to work for in the UK in 2016 are automotive/aerospace (cited by 45%), pharma/life sciences (37%), and electronic/ engineering (36%). Both men and women, all age groups, education levels, and in all parts of the country rank automotive/aerospace the most attractive sector to work in. The sector is also rated first for good training, strong management, interesting job content, pleasant working atmosphere, and good work-life balance. It ranks third for salary and career opportunities. Given the automotive/aerospace sector employs less than 1% of the UK workforce, the significance of its top ranking is the reflection of the quality of employment it is perceived to offer. The sector’s success is a clear demonstration of the importance of perception when it comes to employer brand. Closer to home, it makes sense to look at your sector competitors: what do they offer that you do not, or may not be perceived to offer? Employer review sites can provide information on competitors’ recruitment site traffic as well as reveal what employees – and candidates – say about them; or about your organisation. Automotive/Aerospace 45% Pharma/Life Sciences 37% A sector which with a reputation for paying more isn’t automatically seen as a more attractive one. It’s about the mix of things you offer and how well you communicate these. >>
- 12. randstad.co.uk Bringing brands into focus Many employer brands can be a little fuzzy, and classic signs that some sharpening is needed include rising recruitment costs (particularly graduate); lost candidates during selection; and staff turnover rates, especially within 18 months of joining. Less measurably – employer branding can be as much an art as a science, and is often intangible – you may feel your organisation has more ‘just a job’ cynics than ‘love my job’ optimists. Any good manager will know such gut instincts. Similarly, if you feel your recruitment ads are not as good as others, this can be a signal that they do not have a clear proposition reflecting your organisation and what it offers. The alignment between recruits’ expectations and experience of the new job depends on an employer brand as an accurate reflection of reality. Mergers and acquisitions create their own challenges, but can be a golden opportunity to develop and communicate an employer brand to provide a sense of the new organisation’s employment culture. Again, true senior management buy-in rather than lip-service is crucial to success. For the elephant in the employer brand development room can be any gap between how senior management perceives the organisation’s values and employment experience, and the actual experience of those who work there. Selling employer branding to senior management can be summed up in the following words: “It will make our lives easier and deliver better candidates for less money.” financially healthy good training long-term job security career progression opportunities strong management interesting job content pleasant working atmosphere salary & employee benefits good work-life balance environmentally & socially aware (CSR) pharma life science professional services automotive aerospace automotive aerospace healthcare professional services pharma life science automotive aerospace healthcare pharma life science investment banking automotive aerospace automotive aerospace pharma life science professional services automotive aerospace pharma life science healthcare automotive aerospace retail healthcare investment banking professional services automotive aerospace automotive aerospace retail pharma life science healthcare automotive aerospace retail 1st position 2nd position 3rd position Randstad has specialists that can work with you to bring your employer branding strategy to life through market research, developing your employee value proposition (EVP), articulating the candidate experience and assisting with social media outreach. From such first contact, the application process should be one of growing familiarity and engagement as a candidate ‘joins’ the organisation, right through to any eventual, equally well-handled exit process. >>
- 13. randstad.co.uk The 2016 Randstad Award reveals that both full-time and part-time employees work on average two hours a week more than their contracted hours. As a result, we expect to see attractive employers offering more flexible, family-friendly work schedules, resulting in a better work-life balance. More than a third (34%) of adults in the UK would like to work variable hours, while 62% want to work remotely, either occasionally or more regularly for part of their working week. A significant minority (15%) would like to work longer days over shorter weeks. Organisations that offer such flexible arrangements are likely to reap the rewards. In a digital world of increasing automation and ‘softer skill’ requirements, organisations’ needs are changing faster than at any time in living memory. At a time of sluggish growth and a productivity conundrum, changing EVP ‘get’ expectations mean Millennials will be seeking a new, different work experience with maximum flexibility and personal growth opportunities. Average hours worked by full- and part-time workers in the UK average 38 hours average 32 hours > 40 hours 37-40 hours 31-36 hours up to 30 hours 22% 41% 25% 32% 13% 10% 40% 17% Prepare for a flexible future satisfied with their current schedule 51% work more hours to increase their pay 40% work more hours at the same pay 4% work less hours 5% Is flexible working becoming the new rule? How do employees perceive their work schedule? Telecommuting: benefit or burden? preferring standard hours workweek 42% would like to work variable hours, every day 34% a longer workday, shorter week 15% variable workdays, every week 7% prefer to work in the office every day 35% occasional telecommuting 34% telecommute on fixed days, every week 14% telecommute every working day 14% work less current schedule work more at same pay work more at higher pay% employees prefer… 51% of UK employees are happy with their current work schedule 40% would like to work and earn more while 5% would work more at same pay 5% would like to work less and are willing to earn less total 51% 40% men women 51% 51% 40% 39% 18 - 24 years 25 - 44 years 45 - 65 years 47% 52% 50% 46% 39% 39% production office manager 52% 51% 51% 43% 40% 35% 9% secondary and lower bachelor master and higher 52% 50% 50% 40% 42% 39% 51% 40% 5%4% 42% 7% 34% 15% 35% 14% 14% 34% >>
- 14. randstad.co.uk Think digital The combination of changing attitudes and more open communications from the Facebook and Twitter generations also reflects the rapid digitalisation of every aspect of life. The dominance of the web is reflected in estimates that the main channels for employer branding are websites (92%) and social media (80%). It’s important to get it right from the start. The first contact with a potential recruit, the first ad or webpage they see, is an opportunity to create a relationship with the ‘right’ people who feel an affinity with your organisation. On the other hand, poor candidate engagement inevitably creates a negative impression, with research suggesting 80% of candidates who experienced an unsatisfactory recruitment process would tell others about their negative experience. Today’s job seekers can research any company via their devices at any time. By applying the insights from this guide, it is now within every business’ scope to create a positive online impression. ‘The employer brand should seek to articulate and convey the rich and varied traits that make an organisation unique’ Jacques van den Broek, CEO Randstad digital talent attraction: your checklist review your online application process: can it be simplified (e.g. can candidates create a link to their profiles on social media instead of completing lengthy forms? career sites should include career paths, but don’t forget the basics: show what the first day/week in the job may look like; onboarding starts with the application and ends after the first weeks or months in the job – good use of technology will make this seamless and keep candidates/new recruits up-to-date and engaged take employer review sites seriously: sites like Glassdoor may have started out as an outlet for dissatisfied employees, they are now powerful engagement tools, crucial in spreading the employer brand; creating online ‘followers’ will tap into the otherwise hard- to-reach passive candidates, estimated to be half the potential total talent pool online video channels are increasingly important engagement and recruitment tools – interviews with real employees adds the authenticity potential recruits are looking for. >>
- 15. randstad.co.uk it’s a strategy, not a task Often organisations mistake employer brand building as a specific task such as planning a social network campaign. Instead, it is a long-term strategy, so make sure you approach it with a clear vision in mind clearly define your EVP Defining the employee value proposition requires a clear understanding of your corporate values and culture, and what drives and motivates your employees. Make sure you take the time to invest in internal surveys and external stakeholder feedback assign ownership Who is responsible for employer branding? Make sure your organisation is clear on who is the ultimate owner. Randstad’s view is that this should be led by the CEO throughout all levels of the company ensure buy-in at all levels From the receptionist who greets candidates, to the hiring manager – first impressions count apply and measure Once you have developed a strategy, make sure you measure your branding efforts and assess the results to ensure you are on the right track ask the experts If you don’t see the results you expected, or are not sure how and where to start, consider bringing in external employer branding expertise to help identify the gaps. If your budget (or your time) doesn’t run to this, find your local Randstad office on randstad.co.uk to arrange a full presentation of the detailed insights from our research. The long view: becoming an employer of choice Six steps for building an outstanding employer brand: ‘An employer brand is a set of attributes and qualities, often intangible, that makes an organisation distinctive, promises a particular kind of employment experience, and appeals to those who will thrive and perform to their best in its culture’ Chartered Institute of Personnel and Development (CIPD) >>
- 16. randstad.co.uk Building your magnetic employer brand Employer branding isn’t just about a new logo or recruitment campaign, although these are strong manifestations of a brand and crucial components of any ‘brand toolkit’. It’s about people and behaviours. Visual messages are important although, as in developing the brand itself, they should reflect the reality of your organisation: use photos and videos of real staff, both at work and play, wherever you can to illustrate your unique work experience. Limit your use of stock images: they don’t reflect reality. Employer branding is something an organisation must largely do for itself too, involving HR, recruiters, internal communications, marketing, and PR. Consultants can help, but the basic articulation of your employer brand must come from within, echoing the voices and feelings of the organisation. Building a good employer brand doesn’t happen overnight either, but should be a steady build-up, based on and honestly reflecting what it feels like to work for you. To help you on the journey, use research to guide you. Through six years and 50,000 surveys, Randstad has built up a unique view of what motivates people in the UK to work, where, and for how long. We will be ready to share our results with you, how, when and where you want them. Make a note for Spring 2017! make a commitment and get started find out how you compare with competitors review your vision, values, strengths & weaknesses work out where you stand today consider the entire talent pool bring the brand to life & start spreading the word decide who is responsible make sure you can deliver get a plan of attack keep evolving Consistent messages, style and tone are essential, all tied to and reflecting the employer brand. It can take time - at least a few months, probably much longer - to have a positive impact on an employer brand, and there is no end-point when you can say it’s done. It’s a long-term ongoing investment to improve performance in key areas of recruitment, retention and engagement, focusing on and accurately reflecting ‘the way we do things here’. The common theme is people, the values of the people who work for you and the people you’d like to work for you, the essential focus of employer branding. A step-by-step guide to building a powerful brand >>
- 17. randstad.co.uk What you can learn from the most admired employers The 2016 Randstad Award – part of the world’s largest survey on employer branding – identifies the UK’s most attractive companies, headed by Rolls-Royce, British Airways, and Marks & Spencer #1 “Our people are our power” is the Rolls-Royce message. #2 “Explore a world of opportunity” says British Airways. #3 “Passion for excellence… flexible… collaborating …camaraderie, a feeling of belonging…rich rewards” are key answers to the M&S question “why work for us?” >>
- 18. randstad.co.uk Never knowingly undersold…by its own brand ambassadors Learning from the best can only be useful, and top of the retail tree – and this year’s entry to the Randstad Award Hall of Fame, only the third organisation to receive the honour – is the John Lewis Partnership, ranked UK’s most attractive company 2012, 2013 and 2015. The first words you read on its recruitment website are “Want to be part of something extraordinary?” and the message is clear: “It isn’t what we do that makes us special. It’s the way we do it.” But John Lewis is more than just a Partnership in name: of course there are managers and managed, but every employee is a Partner in this co-owned business and gets the same proportion of salary as annual bonus (10% this year). Built on the principles of democracy, the emphasis is on the ‘how’ rather than the ‘what’ is to be done. Or as one (anonymous) partner puts it on a major employer review website: “Everyone is treated equally and it is a friendly environment to work in where everyone looks out for each other.” Fine words may butter few parsnips, but when there are many of them conveying consistent messages there are no more powerful advocates of employer brand than the people who want to work for you. >>
- 19. randstad.co.uk 16. Carnival UK 39.32% 17. Next 39.02% 18. GlaxoSmithKline 38.87% 19. Ford 38.12% 20. Debenhams 38.03% Never knowingly undersold…by its own brand ambassadors 4. BMW 51.82% 5. Jaguar Land Rover 48.48% 6. Boots 43.14% 7. BAE Systems 42.90% 8. Mondelez International 42.84% 9. Virgin Media 42.56% 10. PwC 42.52% 11. Diageo 41.17% 12. Sainsbury’s 40.52% 13. Philips 39.94% 14. Alstom 39.65% 15. AstraZeneca 39.40% 1. 2. 3. top 20 most attractive companies attractiveness: among respondents who know the company (minimum 10% name awareness), percentage who would like to work for the company 54.82% Rolls-Royce British Airways Marks & Spencer 54.12% 52.00% >>
- 20. randstad.co.uk top 3 most attractive companies by gender, age and education men women 18- 24 years 25- 44 years 45- 65 years Rolls-Royce Rolls-Royce Rolls-Royce Rolls-Royce Rolls-Royce Rolls-Royce Rolls-Royce BMW British Airways Marks & Spencer Boots British Airways BMW Mondelēz International British Airways BMW Marks & Spencer British Airways secondary and lower bachelor master and higher British Airways Marks & Spencer British Airways Marks & Spencer BMW British Airways 1st position 2nd position 3rd position top 3 most attractive companies by gender, age and education >>
- 21. randstad.co.uk How Randstad supports its customers Randstad began researching employer branding in the late 90s, to explore why some companies were much better at attracting talent, and launched the Randstad Award in 2000 to acquire hard data on the best way to develop employer brands. “Our clients tell us it’s especially useful to gauge their strengths and weaknesses against competitors, using these insights to shape their employer branding strategy and put together a strong business case for investment,” says Herman Nijns, CEO Randstad Group Belgium and Luxembourg. Randstad research also demonstrates how quickly companies can make a difference to their brand awareness and attractiveness as an employer of choice. Randstad is actively exploring the different ways new technology can enhance organisations’ ability to attract and engage talent, helping broaden the talent pool and interact with candidates all over the world more easily. Its new Innovation Fund invests in a range of exciting new technology areas including recruitment and employer branding applications to challenge traditional approaches and do things better, faster and cheaper. Discover the most relevant insights to build your employer brand To discuss how our research can help you to find the right staff, more often more quickly, speak to your Randstad Consultant or visit randstad.co.uk to find your local office. >
- 22. randstad.co.uk what are they focused on? investing in their careers website social media presence & talent community management internal communication of their employer brand recruitment marketing events development of global EVP and core messages 64 62 55 49 44 82% are more focused on building their employer brand than two years ago % Appendix 1 How attractive is your offer? Increasing focus on employer branding 82% are more focused on building their employer brand than two years ago > go back to report
- 23. randstad.co.uk most important job attributes viewed by potential employees in UK what are the most important criteria to potential employees when choosing an employer? criteria most important top 5 most important 2016 2015 2014 salary & employee benefits long-term job security pleasant working atmosphere good work-life balance interesting job content conveniently located good training career progression opportunities financially healthy flexible working arrangements strong management quality products/services diversity management strong image/strong values environmentally & socially aware (CSR) international/global career opportunities uses latest technologies 57 52 51 47 40 40 34 33 32 28 17 14 13 13 11 9 9 22 16 8 9 8 8 4 4 5 5 2 2 2 2 2 1 1 62% 54% 49% 45% 44% 38% 30% 36% 30% 26% 17% 12% 12% 13% 11% 11% 9% 65% 56% 52% 46% 45% 38% 31% 36% 31% 30% 15% 11% 9% 11% 9% 8% 7% Appendix 2 What motivates today’s UK workers and job seekers? most important job attributes viewed by potential employees in UK what are the most important criteria to potential employees when choosing an employer? > go back to report
- 24. randstad.co.uk Appendix 3 Different strokes for different folks ranked as a ‘top 5’ factor: men vs. womencriteria viewed by gender – ranked by occurrence in top 5 0 10 20 30 40 50 60 70 80 salary & employee benefits long-term job security pleasant working atmosphere good work-life balance interesting job content conveniently located good training career progression opportunities financially healthy flexible working arrangements strong management quality products/services diversity management strong image/strong values environmentally & socially aware (CSR) international/global career opportunities uses latest technologies men women > go back to report
- 25. randstad.co.uk Appendix 4 Different strokes for different folks ranked as a ‘top 5’ factor: age groups criteria viewed by age – ranked by occurrence in top 5 0 10 20 30 40 50 60 70 80 salary & employee benefits long-term job security pleasant working atmosphere good work-life balance interesting job content conveniently located good training career progression opportunities financially healthy flexible working arrangements strong management quality products/services diversity management strong image/strong values environmentally & socially aware (CSR) international/global career opportunities uses latest technologies 18 - 24 years 25 - 44 years 45 - 65 years > go back to report
- 26. randstad.co.uk Appendix 5 Who wants to work from home in 2016: the facts telecommuting, benefit or burden? telecommute every workday work in the office every workday telecommute a fixed number of days weekly telecommute occasionally telecommuting, benefit or burden? 63% of UK employees want to work remotely at least part time % employees prefer… 35% of UK employees prefer to work from the office every day while 63% prefer telecommuting 14% prefer telecommuting every workday 34% prefer telecommuting occasionally and 14% prefer a fixed number of days total 35% 34% 14% 14% men women 38% 32% 34% 34% 12% 17% 15% 14% 18 - 24 years 25 - 44 years 45 - 65 years 32% 38% 30% 35% 33% 35% 20% 13% 14% 11% 13% 18% production office manager 36% 47% 42% 30% 30% 39% 14% 11% 11% 17% 10% secondary and lower bachelor master and higher 35% 35% 35% 31% 34% 38% 15% 15% 13% 16% 13% 12% > go back to report
- 27. randstad.co.uk Appendix 6 Mutual attractions? what is the most important personality trait to you when choosing an employer? what is your top five of most important personality traits when choosing an employer? personality traits most important top 5 most important 2016 2015 2014 honest reliable well respected secure sincere down-to-earth intelligent highly regarded strong exciting high status robust thrilling daring masculine 77 70 54 50 47 47 44 32 24 19 11 10 6 5 4 37 13 5 16 5 5 5 4 2 2 2 1 1 1 1 73% 66% 54% 54% 44% 43% 44% 34% 25% 21% 12% 12% 6% 6% 4% 76% 70% 53% 64% 44% 36% 41% 34% 24% 21% 11% 11% 6% 6% 3% what is the most important personality trait to you when choosing an employer? what are your top five most important personality traits when choosing an employer > go back to report
- 28. randstad.co.uk financially healthy good training long-term job security career progression opportunities strong management interesting job content pleasant working atmosphere salary & employee benefits good work-life balance environmentally & socially aware (CSR) pharma life science professional services automotive aerospace automotive aerospace healthcare professional services pharma life science automotive aerospace healthcare pharma life science investment banking automotive aerospace automotive aerospace pharma life science professional services automotive aerospace pharma life science healthcare automotive aerospace retail healthcare investment banking professional services automotive aerospace automotive aerospace retail pharma life science healthcare automotive aerospace retail 1st position 2nd position 3rd position Appendix 7 Bringing brands into focus > go back to report
- 29. randstad.co.uk work less current schedule work more at same pay work more at higher pay% employees prefer… 51% of UK employees are happy with their current work schedule 40% would like to work and earn more while 5% would work more at same pay 5% would like to work less and are willing to earn less total 51% 40% men women 51% 51% 40% 39% 18 - 24 years 25 - 44 years 45 - 65 years 47% 52% 50% 46% 39% 39% production office manager 52% 51% 51% 43% 40% 35% 9% secondary and lower bachelor master and higher 52% 50% 50% 40% 42% 39% Appendix 8 Prepare for a flexible future > go back to report
- 30. randstad.co.uk Appendix 9 Prepare for a flexible future satisfied with their current schedule 51% work more hours to increase their pay 40% work more hours at the same pay 4% work less hours 5% Is flexible working becoming the new rule? How do employees perceive their work schedule? Telecommuting: benefit or burden? preferring standard hours workweek 42% would like to work variable hours, every day 34% a longer workday, shorter week 15% variable workdays, every week 7% prefer to work in the office every day 35% occasional telecommuting 34% telecommute on fixed days, every week 14% telecommute every working day 14% 51% 40% 5%4% 42% 7% 34% 15% 35% 14% 14% 34% > go back to report
- 31. randstad.co.uk Appendix 10 Building your magnetic employer brand make a commitment and get started find out how you compare with competitors review your vision, values, strengths & weaknesses work out where you stand today consider the entire talent pool bring the brand to life & start spreading the word decide who is responsible make sure you can deliver get a plan of attack keep evolving > go back to report