Adapting global brands in china 2013 — Mark Baldwin & Phill Lane, Oxus
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Transcript of Adapting global brands in china 2013 — Mark Baldwin & Phill Lane, Oxus
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Adapting Global Employer Brands
in China
6th March 2013
Mark Baldwin
& Phill Lane
oneagentglobal.com
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oneagentglobal.com
Who is Oxus China?
Full service agency based in Beijing & ShanghaiFounded in 2007 – but with over 18 years in China market Local and Western foundersMember of the OneAgent Global Network
1. We identify and engage employer brands that engage talent
• Research, EVP development & strategy
2. We leverage those brands in strategic communications
• Creative expression and execution – design, copy, digital, events, social media
3. We facilitate better candidate journeys and recruiter efficiency
• Candidate relationship management platforms, metrics-based media strategies, creative applications and screening tools
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Oxus China - clients
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MNCs in China
Why are MNCs starting to put such an emphasis on Employer Branding in China?
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How MNCs treat China
• Hugely important market – especially since GFC
• But one size does not fit all:
• China as manufacturer – made in China• China as a market – sold in China• China as innovator – made for China
• Increasingly sophisticated involvement requires increasingly sophisticated approach to talent
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Key drivers of EVP & EB in China
“We’re doing a global EVP project, you need to help out in China” - HQ
“We’ve re-done our marketing materials, you have to use these over there.” – HQ
I don’t understand why we’re struggling to hire and hold onto top talent. After all, we’re COMPANY X, everybody wants to work for us!” - HQ
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MNCs aren’t as attractive as you think…
• Career progression is limited & slow in MNCs• Major decisions are made “@ home”• The interesting work doesn’t happen in China• China is nothing more than a market for you• The GFC really rocked confidence in the West• You might make us work hard…
• PS – we don’t know who you are…and nor do our parents
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Microsoft China – 2007-2011
The Challenge: To re-connect Microsoft with the younger generation, in China
In 2007 Microsoft was struggling for recognition and understanding in key demographics, needing a tailored, strategic approach to graduate recruitment and campus relations at all levels to address declining attractiveness amongst the younger (campus and early career) talent sectors.
EVP-based communications strategy focused on:
• Career Growth and Opportunity
• Cutting-Edge Technology (making an impact)
• Open, Team-oriented Working environment (people / culture)
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‘See for yourself’
• A new generation “engaged”
• Real people, Real stories.
• Key EVP messaging delivered with each local “story”
•Applied consistently on campus collateral, careers website, bbs boards, and recruitment events.
2007: First “new look” campaign:
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2008-2011
2008 Campaign
View<myworld>
2009 Campaign refresh
Share<mypassion>
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2010-2011
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Microsoft Academy of College Hires…
Elite program to attract and recruit MBA Graduates from China’s top full-time MBA schools
2009 – struggled to gain applications or conversions
2010 – more than 60% of all applications were qualified (500+ applications)
Over-offered by 50% (18 for 12 MBA roles) - acceptance rate 100%
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2011-12 – “GE works”
Post GFC campaign, US originated, instigated by a need to revitalise & motivate employees…
…in America
US need:Reinvigorate flagging economyMotivate demoralised staffFocus on blue-collar rolesCreate jobs in AmericaTell the American story
China need:Maintain impressive growthEngage staff with optionsFocus on high-tech rolesCreate jobs in ChinaTell the China story
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US-centric design
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China stories – no local polish
GE China Weibo #GE中国 #
Internal communications
External communications
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China-specific EVP
• Research• Brand development• Attributes• EVP statement• Local evidence• Stories
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China-specific communications
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Video, ads, ERP, L&D materials
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GE – Employer Brand Toolkit
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Local feedback so far
“I must say that this core EVP Statement
…Sharing a Belief, Making it Real…
18,000 people in China really feel it sums up what
it feels like to work at this organisation.”
Geoff Lee – Director of Communications, GE China
Employer Brand Summit – Shanghai, Dec 2012
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• Where the immediate need is• Core part of longer-term strategy• Often little local understanding or existing precedent
• Established in Taiwan - starting to move the high-tech side to China• Not well-known in China• US HQ (and lead on the project)• English as the business language
Starting with China?
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Challenges for MNCs in hiring Chinese staff
• Creative thinking & innovation• Decision making, taking responsibility, being proactive• Grey areas and ambiguity• Saving face & harmony• People who aren’t political• English language ability
• Desired attributes can conflict fundamentally
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Differences in messages
Western messages often focus on ideas like:
Empowering Individual Creative ResponsibilityAccountable Collaboration Inspiring Proactivity
Chinese messages converge on harmony & ‘dreams’
梦想起航的地方 where dream sets off
追梦之旅,请君同行 the journey to pursue dreams awaits your boarding
我们信仰梦想 we believe in dream
忠于信仰,实现梦想 hold on to faith, make real (our) dreams
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Two current (unanswered) questions in EB
To what extent should global businesses change the message and adapt their culture to engage local talent?
To what extent should global businesses enforce a culture that has worked elsewhere, using those messages to filter out the wrong people?
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Mix of messages, ideas & languages
Brand books:
Local languageLocalised content
Materials:
Available for English-speaking managers/employees too
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But market-specific feel – including SM
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Daimler – Mercedes Benz
• Hugely complicated talent challenges• Business structures vastly different in China - JVs• All divisions present – but not understood • Long-standing business at home, relatively new in China• Consumer brand too well-known• Developing quickly – but huge lack of experience in the market• Fixed term ex-pat contracts challenge continuity & trust• Relatively new – high reliance on Headhunters• Challenge in consistency across fragmented media channels• Few benchmarks in place
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Measures of improvement – strong EVP
20% increase in the pool of potential employeesCorporate Executive Board
McDonald’s UK “would consider applying or encourage application” rose by 41%
EVP viewed as unattractive requires a 21% premium to attract candidatesEVP viewed as attractive requires only an 11% premium
Employees up to 20% more productiveHewitt Associates.
Human Capital Foresight Research.
Reduction in replacement costs (150% or more of salary)Strategic HR Management/EMA Staffing Metrics Study
10% - 20% less in compensation premiumsCorporate Leadership Council
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Direct measures of improvement
Ratio of offers accepted - compared to competitors
(Microsoft, GSK – increase from 83% - 96%)
Reduction in head-hunter spend• Global pharma client reduction from 53% to 27% in 24 months following 2007 EVP
launch reduced hiring costs by c. $850,000
% senior roles filled locally
Referral rates• McDonald’s recommendation rate went from 51% to 86% in 12 months
Successful at first sift – Consultancy increased success by 25%
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Final thoughts
• Speed of growth in emerging markets requires more than BAU• Multinational-Western-Global attitudes/perceptions are often
misaligned• Early days to judge the impact of cultural clashes
• A clear EVP gives clients consistency & structure• A tailored EVP gives them competitive advantage
• The bigger the market the bigger the potential for success…
…or for mistakes.
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