Issue link: https://www.e-digitaleditions.com/i/136276
Talent Management As globalisation brings about greater business opportunities, it too presents a new set of challenges to employers–especially those from the West–when building a global brand identity and work culture that takes their diverse global talent pool into consideration. Understanding the disparities and accepting that they are here to stay marks the first step in how organisations can build and communicate a relevant and attractive employer brand, which go a long way in attracting and retaining the right talents. Finding Balance Is Key Concerns with the existence of multiple generations within a workplace only surfaced in the recent decade, just as the first batch of Generation Y talents entered the workforce. These workers are the first to grow up with digital technology as a significant part of their lives. Their exposure to the networked world has created an "always on" mindset, which, at the same time, contributed to the development of skill sets and attitudes—such as being highly sociable and collaborative—that distinguish them from the preceding generations of talents. As we look into the social environment the Generation Ys at large grow up in, they are known to be brought up in a more "sheltered" manner as parents and relatives douse praises while avoiding direct criticisms. As a result, this "teacup" generation requires constant feedback and expects rewards much more readily than their predecessors and is not worried about being overt with their expectations. As they enter the workforce, the term work/life balance has also become the buzzword that brings about both opportunities and challenges to creating an attractive employment brand that appeals to a multigenerational workforce. According to a recent survey by Universum, the work/life balance is synonymous with Gen Y workers most important career goal. This generation thrives on flexibility, which does not necessarily refer to the ability to choose wherever or however they work but more so the ability to chart their future. exposure to the world of technology—can come in as "mediators" to help calm the tension and foster understanding as they now assume managerial and leadership positions. Appealing to All Understanding typical traits of the different generations within a workforce is the first step to creating a harmonious work environment which contributes to business success. To attract and retain talent requires ongoing efforts to keep abreast of their preferences and leveraging the insight not only to stay relevant but also on top of competition. According to Universum research, when employers globally were asked for reasons why they were not finding or attracting the right and competent people, almost 50 per cent alluded that their employer reputation and image was not attractive enough. So what does it take to create and maintain an employer brand that is deemed equally attractive by talents across different generations? The key lies in the development of an employer value proposition (EVP) with in-depth research covering existing employees, management as well as external talent groups. With changes in the social, political and economic environments that can impact talent preferences, as well as in preparation for the emergence of a new generation of talents (aka the Generation Z) in the near future, employers should keep in mind the importance of reviewing the EVP–every three to five years–to ensure that they are communicating things that are attractive to current and new talents. Just like how there is no "one-size-fits-all" talent strategy for a multinational company who recruits in different markets due to different talent preferences, adaptations too need to be made to the EVP targeted at different generations of talent with caution not to send mixed messages. On the contrary, Baby Boomers, who occupy most of the organisational leadership roles now, perceive work as a defining part of them and they "live to work." So work/life balance isn't top of mind for them. Actually Baby Boomers expect their younger counterparts to adopt the same work ethic in order to have organisational and individual success in life. With the likes of Google, Apple and Facebook occupying top spots in employer rankings globally, it is easy for employers to fall into the trap of emulating or aspiring to become these brands that have emerged with the digital age. However, part of their formula to being perceived as attractive employer brands – supported by their even stronger consumer brands - is simply keeping focus on what their specific talent groups want. In the competitive talent landscape of today, especially as businesses continue to expand overseas for new and sustained areas of growth, employers simply cannot afford to maintain the same management style or work culture if they want to attract new blood and retain them. This is where Generation Xs—brought up in the shadow of influential Baby Boomers yet with some degree of Rachele Focardi is senior vice president of employer branding and talent strategy APAC and global branding advisor for Universum. Rachele will be presenting on the topic "Harmonising a Multigenerational Workforce with One Employer Brand" at the HRO Today Forum APAC in Singapore on May 22nd 2013. Visit www.hrosummits.com for more information. SPRING 2013 | www.hroglobal.com [41]