Universum-2022年全球最具吸引力的雇主

World’sMost

Attractive

Employers

2022

ResearchfromUniversumrevealstheaspirationsofuniversitygraduatesas

theyentertheglobalworkforce—andhowagrowingmismatchbetween

studentexpectationsandeconomicheadwindsmayrequirere-evaluationon

bothsidesoftheemploymentdeal.

CONTENTS

1KeyFindings3

2StudyMethodology6

3Re-evaluatingtheEmploymentDeal11

4TheCaseforStrongerPerformanceOrientation13

5TargetingCriticalTalentandLocalDifferences17

6World’sMostAttractiveEmployersRankings21

Eachyear,Universumsurveysoveronemillioncareerseekersglobally.Thestudyasks:Whichemployersdostudentsholdinhighestregard?

Andwhatfactorsmostinfluencethatdecision?

3

Key

Findings

Re-evaluatingtheEmploymentDeal

TheCaseforStronger

PerformanceOrientation

World’sMostAttractiveEmployersRankings

5

Studymethodology

KeyFindings

TargetingCriticalTalent

andLocalDifferences

Key

Findings

Itmaybetimeto

re-evaluatethe

employmentdeal.

Givenrecordtalentshortagesinmostmarkets,hiringhasbeenverycandidate-drivenoverthelast12months(withhigherexpectationsforpay,benefits,andqualityoflifeamongyoungtalent).Nowmostregionsfacesignificanteconomicheadwindsandemployersarepullingbackonhiring.Willcompaniesregainmorecontrolintheemployer-employeerelationship?Attheveryleast,itmaybetimeforemployerstore-evaluatethe“giveandget”dealattheheartoftheircompanies’

Employer

ValuePropositions

(EVPs)andrecruitmentmarketing.

Youngpeopleare

highlyfocusedon

compensation.

Acrossbusiness,engineering,andITstudentgroupssurveyedbyUniversum,youngpeopleputamajoremphasisoncompensationwhenchoosingtheiridealemployers.“Competitivesalaries”and“highfutureearnings”makeuptwoofstudents’top-threepriorities,andbothwereamongthefastest-growingprioritiesacrossallvariables.Giventhefrictionbetweenhighinflationandcoolingeconomicgrowth,employerswillneedtorethinkstartingsalariesforrecentgraduates,balancingstudents’highexpectationsagainstprotectingthebottomline.

Thedemandfor

work-lifebalance

andflexibleworking

accelerates.

Fromalistof40attributes,“work-lifebalance”rose6placestorankas#8mostimportantin2022,and“flexibleworkingconditions”rose7places,landingat#10.ThisrisewasparticularlyevidentamongengineeringandITstudents.Thekeyquestion:Canemployersdeliveronthequality-of-lifebenefitsyoungpeoplehavecometoexpect,evenwhilethereisgrowingpressuretodomorewithless?

Re-evaluatingtheEmploymentDeal

TheCaseforStronger

PerformanceOrientation

World’sMostAttractiveEmployersRankings

6

Studymethodology

KeyFindings

TargetingCriticalTalent

andLocalDifferences

Key

Findings

Students’performanceexpectationsfallshortofwhatmayberequired.

Whenaskedtoranktheirtopprioritiesinafutureemployer,youngpeopleweresignificantlylesslikelytochoose“challengingwork”in2022.Thisattributeregisteredthelargestone-yeardropofanypriorityin2022—andmaybeyetanothersignofagrowingmismatchbetweenstudentexpectationsandthedemandingeconomicenvironmentmostcompanieswillneedtonavigateinthecomingyear.

Studentcareerpreferencesareincreasinglypolarized.

Thisyear,twocareerprofiles—“Balance-Seekers”and“Go-Getters,”whichareoppositeextremesofthehigh-performancemindset—arebothgrowinginsize(seepage10foramoredetaileddescriptionofUniversum’sfivemajortalentpersonas).Shouldcompaniescontinuetostresstheinclusive,“comeasyouare,dowhatyoulove”positioning(i.e.,Balance-Seekers)towinnewtalent,orswitchtoamorerealisticperformance-drivenpositioninggiventheeconomicdownturn?

Re-evaluatingtheEmploymentDeal

TheCaseforStronger

PerformanceOrientation

World’sMostAttractiveEmployersRankings

7

Studymethodology

KeyFindings

TargetingCriticalTalent

andLocalDifferences

Key

Findings

Top-rankedcompaniesare

mostassociatedwithhigh

performance.

Amongthetop10rankedemployerswithinthethreekeytargetgroupscoveredinourstudy(business,engineering,andIT students):“highperformance,”“recruitingthebesttalent,”and“challengingwork”stoodoutasleadingdifferentiatorscomparedwiththerestoftheWMAE.Inotherwords,studentsexpressahighlevelofpreferenceforemployersknowntobeperformance-oriented.

It’simportanttobalance

globalpositioningwithlocal

messaging.

Whiletheabovefindingshaveimplicationsforcompanies’overallemployerbrandpositioning,it’sstillcriticaltounderstandattractiondriversatthelocallevel.Therelativeimportanceofkeyattributesvariessignificantlybycountryandtargetgroup.Forexample,amongITstudents,flexibleworkingconditionsrankasa#4priorityintheUS,but#28inChina.GlobalcompaniesmustweighthesedifferencesandflextheirEVPsandrecruitmentmessagingtomatchlocalpreferences.

8

“Weexpectthat2023willbeayearof

rebalancing.Overthepast12months,when

talentdemandoutpacedsupplyinmanyregions,

employersinflatedtheiremploymentpromisesto

attractyoungpeople.Giventhelikelyreduction

inhiringandincreasedpressureoncompany

resourcesinthecomingyear,weexpectareturn

tomorebalancedemploymentdeals,where

whatyou‘get’asanemployeeismoreevenly

balancedagainstwhatyou’reexpectedto‘give’.“

MatsR?jdmark,ChiefExecutiveOfficer,Universum

8

8

Student

Backgrounds

WMAE2022

Business(89,189)

Engineering(69,817)

IT(26,061)

Research

Regions

WMAE2022

9

WMAEStudy

Methodology

Universumsurveyed185,067business,engineering,andITstudentsacrossnineoftheworld’slargesteconomies.ThestudywasconductedfromSeptember2021toMay2022.Thestudentswereasked:(a)whichemployercharacteristicsaremostinfluentialastheyconsiderfutureemployment,and(b)whichemployerbrandstheymostadmire.Tobeconsidered,companiesmustrankinthetop90%amongthemostattractiveemployersinatleast4ofthe9countries.

Acrossthesestudentgroups,Universumalsoidentifiesfivemajorattitudinal“careertypes.”Thesegroupings,shownonthefollowingpage,provideavaluableindicationofthediversityofattitudesandpreferencesthatexistwithinthisGenZpopulation.

Key

Findings

Studymethodology

Re-evaluatingtheEmploymentDeal

TheCaseforStronger

PerformanceOrientation

TargetingCriticalTalentandLocalDifferences

World’sMostAttractiveEmployersRankings

Universum

CareerTypes

Go-Getters

Haveastrong

performanceorientation.They’reambitiousachievers,hungrytomaketheirmarkinsuccessfulcompanieswithareputationfortoptalent.They’recomfortabletakingonhighlevelsofresponsibilityandtoughchallenges.Inreturnfortheirdedicatedeffortandabilitytomakethingshappen,Go-Gettersexpecthighlevelsofrecognitionandfast-trackcareerprogress.

Globe-Trotters

Haveacosmopolitan

outlook,seekingtobroadentheirhorizonsinamultinationalcompanythatwillprovideopportunitiestotravelabroadandinteractwithadiverseinternationalcommunityofcolleagues,clients,andcustomers.Theyseeconstantchangeasapositive,broadeningtheirexperienceandstimulatingtheirlearning.

Ground-Breakers

Haveastrong

entrepreneurialorientation.

They’dideallypreferto

workwithinadynamic,

team-oriented,start-up

environment,withastrong

focusoninnovation.They’re

lessinterestedinworkingfor

anestablishedplayer,andmorefocusedonembracingthelatesttechnologiestocreatenewandexcitingproducts,andleaddevelopmentsintheirchosenfield.

Change-MakersBalance-Seekers

HaveastrongHaveastrongwork-lifebalance

purposeorientation.They’reorientation.Theygenerally

altruisticbynatureandseekseekwell-established,small-to

organizationsthatservethemedium-sizedorganizations

commongood,throughpublicwithafriendly,familyfeel,

vidingadecentsalaryandthe

They’restrongbelieversinflexibilityforpeopletobalance

diversity,equity,andinclusion,theirresponsibilitiesatwork

andfeelmostengagedwhenwiththeirwiderinterestsand

they’reservingahigherpurposeresponsibilitiesoutsideofwork.

orsimplyhelpingpeople.

KeyFindings

Study

methodology

Re-evaluatingtheEmploymentDeal

TheCaseforStronger

PerformanceOrientation

TargetingCriticalTalent

andLocalDifferences

World’sMostAttractive

EmployersRankings

10

Re-evaluating

Deal

theEmployment

Re-evaluatingtheEmploymentDeal

TheCaseforStronger

PerformanceOrientation

World’sMostAttractiveEmployersRankings

12

Studymethodology

KeyFindings

TargetingCriticalTalent

andLocalDifferences

Theglobaltalentmarketis

atacriticalinflectionpoint

Earlyindicatorssuggestcompaniesarepullingbackonhiringduetoinflationandsofteningdemand.PwC’sannualCEOsurveyfound50%ofcompaniesareplanningtoreduceheadcount.1AndinOctober,theUKRecruitmentandEmploymentConfederationreportedhiringgrowthwasthelowestseeninmorethanayearandahalf.2

Yettopexecutivesalsoreportthattheyarestillinanall-outbattleforspecifictalentgroups.PwC’sglobalCEOsurvey,fieldedinthesecondhalfof2022,foundoneinthreeexecutivescite“talentacquisitionandretention”asaseriousriskdespiteareductioninoverallhiringexpectations.Inalistof15criticalchallengesfacingcompaniesin2022,onlycyberattacksscoredhigher.

Forcompaniesslowingdownhiring,thepausepresentsanopportunitytorethinktheiremployerbrandingandrecruitmentstrategyinthreeimportantways:

1.EVP:IsyouroverallemployerbrandpositioningandEVPstillrelevantgiventhechangingeconomicenvironment?Isthereaneedtore-evaluatethe“giveandget”expectation-settingattheheartoftheemploymentdeal?

2.Criticaltalentstrategy:Areyouclearaboutwhichtalentgroupsaremostcriticaltoyourcurrentandfuturesuccess,particularlythoseforwhichthereisalimitedsupplyand/orahighlevelofcompetition?

3.Hiringattractorsandoffer:Areyouinastrongpositiontoattractcriticaltalentgroups?Areyouintunewiththespecificneedsandexpectationsoftheseaudiences,andpreparedtotranslatetheseinsightsintotargetedrecruitmentcampaigns?

“Withfearsofarecession

looming,workerswhowereflush

withopportunitiesarebeginning

tofeeltheanxietiesoftightened

corporatebudgets.”3

“TheJobMarketHasBeenLikeMusicalChairs.

WilltheMusicStop?”

TheNewYorkTimes,October2022

1PwC:“PwCPulseSurvey:Managingbusinessrisks,”August2022./us/en/library/pulse-survey/managing-business-risks.html

2Reuters:“UKrecruitersreportweakesthiringgrowthin19months,”O(jiān)ct.6,2022./markets/europe/uk-recruiters-report-weakest-hiring-growth-19-months-2022-10-07/

3TheNewYorkTimes:“TheJobMarketHasBeenLikeMusicalChairs.WilltheMusicStop?”O(jiān)ct.7,2022./2022/10/07/business/job-market-tightening.html

Forcompaniesslowingdowntheirhiring,thepausepresentsanopportunitytorethinktheiremployerbrandingandrecruitmentstrategy.

13

Manyyoungpeople

areinsearchofhigh

earningsandhigh

qualityoflife.

Isthispairingarealisticexpectation?

AttributesGrowinginImportance(from2021to2022)

CompetitiveSalary

from

#8to#3

Work-lifeBalance

from

#14to#8

FlexibleWorking

from

#17to#10

4TheNewYorkTimes:“Facebook’sParentCompanyWillMakeEmployeesDoTheirOwnLaundry,”March11,2022./2022/03/11/technology/facebook-meta-perks.html

5Mercer:“MercercompensationdatarevealsUSemployersarestrugglingtokeepupwithemployeeexpectationswithhighinflation,”Sept.30,2022.https://www.mercer.us/newsroom/mercer-compensation-data-reveals-us-employers-are-struggling-to-keep-up-with-employee-expectations-with-high-inflation.html

Key

Findings

Studymethodology

Re-evaluatingtheEmploymentDeal

TheCaseforStronger

PerformanceOrientation

TargetingCriticalTalentandLocalDifferences

World’sMostAttractiveEmployersRankings

Acrossallgroups,compensationisagrowingpriority.Likewise,overthelastthreeyears,work-lifebalanceandflexibleworkingconditionshavebothboundedquicklyuptheattributepreferencerankingstobecomesignificantpriorities.Work-lifebalancerose6rankingpositionsto#8,andflexibleworkingrose7placesto#10.InsomecountrieslikeCanada,Germany,andtheUS,quality-of-lifefactorsrankintheTop5.

Forcompaniesnavigatinghiringslowdownsandcost-cuttingmeasuresin2023,cantheycontinuetobegenerouswithbothcompensationandquality-of-lifebenefits?

EarlysignssuggesttopcompaniesintheWMAErankingsarerollingbacksomelifestyleperks.Metarecentlyannouncedtoemployeesitwilleliminatemostlaundryanddrycleaningservicesandcutbackonfreemealsinthecompanydiningroom.TheNewYorkTimesexplains,“Thechangescouldbeawarningshotforemployeesatothercompaniesthatarepreparingtoreturntotheofficeaftertwoyearsofthecoronaviruspandemic.”4Whenitcomestosalaryincreases,however,concessionswillbemuchhardertoextract.AUS-basedstudyfromMercerfoundemployersareplanningpayincreasesfor2023—specifically,anaveragemeritincreaseof3.8%comparedtothe3.4%actuallydeliveredin2022.5Theseincreasesareunlikelytokeeppacewithinflation,meaningevenahigherrateofwagegrowthmaybreeddissatisfactionamongemployees.

14

CompetitiveSalaryFlexibleWorkingWork-LifeBalance

#70

#79

#66

#36

#69

#64

#65

#15

#68

#62

1GoldmanSachs

2UBS

3Bain&Co

4Ericsson

5MorganStanley

6BostonConsultingGroup

7JPMorganChase&Company

8ExxonMobil

9CreditSuisse

10McKinsey

#72

#74

#76

#2

#64

#71

#68

#17

#66

#70

CompetitiveSalary

#11

#13

#21

#18

#23

#82

#16

#34

#57

#43

Google

Facebook

SAP

Microsoft

Amazon

Nike

Apple

Accenture

Oracle

Bosch

1

2

3

4

5

6

7

8

9

10

FlexibleWorking

EmployersMost

AssociatedwithHigh

Pay,Flexibility,and

Work-LifeBalance.

Despitetheincreasedfocusonhighpay,flexibility,andwork-lifebalance,oursurveysuggestsitisraretofindacompanythatoffersallofthese—withtheexceptionofasmallgroupofBigTechfirms.TheperceptionthatBigTechoffersbothhighpayandquality-of-lifebenefitsisnodoubtoneofthereasonstheycontinuetodominatetheemployerrankingsacrossallstudentgroups.

Work-lifeBalanceCompetitiveSalary

1Google

2Ericsson

3VolvoCars

4Nike

5Facebook

6TexasInstruments

7Mars

8Toyota

9SAP

10Ford

#11

#4

#37

#82

#13

#62

#70

#48

#21

#35

KeyFindings

Study

methodology

Re-evaluatingtheEmploymentDeal

TheCaseforStronger

PerformanceOrientation

TargetingCriticalTalent

andLocalDifferences

World’sMostAttractive

EmployersRankings

15

Areyoungpeople’s

attitudesabout

challengingworkfalling

shortofemployers’

expectations?

Whenaskedtoranktheirtopprioritiesinafutureemployer,youngpeoplewerelesslikelytochoosechallengingworkin2022;thatfactordropped2.5placesintermsofrelativeimportance,thelargestone-yeardropin2022.ThisgeneraltrendwasalsoreflectedintheincreasingsizeofUniversum’sBalance-Seekercareertype(i.e.,studentswhoarelookingforacombinationofjobsecurityandwork-lifebalanceratherthanchallenging,highperformancework).

Itistemptingtoseetheloweremphasisonchallengingworkand/orhighperformanceasanextensionof“quietquitting”—awayforpeoplewhofeelundervaluedatworktoexpresstheirdissatisfactionbyquittingoutrightorpushingbackonunreasonableemployerdemandsby

doingthebareminimum.AGalluppollpublishedinSeptember2022foundatleasthalfofallU.S.workersarequietquitting,whichGallupdefinesas“notengaged”atwork,or“peoplewhodotheminimumrequiredandarepsychologicallydetachedfromtheirjob.”6

Someemployershaveevenaddressedtheissueheadon.InatownhallmeetingwithMetaemployees,Zuckerbergannounced,“Andpartofmyhopebyraisingexpectationsandhavingmoreaggressivegoals,andjustkindofturninguptheheatalittlebit,isthatIthinksomeofyoumightjustsaythatthisplaceisn’tforyou.”SundarPichaifromGooglemadeasimilarstatement,warningemployeeswouldneedtoshow“morehungerthanwe’veshownonsunnierdays.”7

6Gallup:“IsQuietQuittingReal?”Sept.6,2022./workplace/398306/quiet-quitting-real.aspx

79to5Google:“GoogleslowshiringasPichaicallsforconsolidatinginvestments,moreproductivity,Aug.11,2022.https://9/2022/08/11/google-hiring-slow-down/

KeyFindings

Study

methodology

Re-evaluatingtheEmploymentDeal

TheCaseforStronger

PerformanceOrientation

TargetingCriticalTalent

andLocalDifferences

World’sMostAttractive

EmployersRankings

16

Buttheremaybeamorepositiveinterpretationofthistrend.Whiledoubtlesslysometookadvantageofleniencyshownduringthepandemic,formostyoungtalent,theshiftawayfromchallengingworkmaybemuchmoreaboutsettingclearexpectationsaboutthe“whereandwhen”ofwork.ArianaHuffington,founderofThriveGlobal,explains,“Asanemployer,I

reallylovewhenpeopleininterviewssay,‘Igive100%whenI’mworking,andthesearemyboundaries.’That’sverydifferentfrom,‘Idothebareminimumtogetby.’”8

Anotherinterestingqualificationtothisgeneraltrendawayfrom“challengingwork”isthatourresearchindicatesthatthecareertypesatbothendsoftheperformanceorientationspectrum—Balance-SeekersandGo-Getters—aregrowinginsize.Thisisgoodnewsforthoseemployerstargetingthemorechallenge-seeking,results-orientedGo-Getterswithinthegeneralstudentpopulation.

Whetherstudentsarelookingforalessdemandingworklifeorsimplyahealthywork-lifebalance,therealityisthattheworkingenvironmentislikelytogettougher,withfewerresourcesandhigherperformanceexpectations.Thismeansmostcompanieswillneedtobecarefulaboutpositioningthemselvessolelyintermsofwhatpotentialrecruitscanexpectto“get”fromtheiremployer,andinsteadtipthebalancemorerealisticallytowardwhattheyareexpectedto“give”inreturn.

8/posts/ariannahuffington_joyfuljoining-work-culture-activity-6965397668625805312-wsOR/?utm_source=share&utm_medium=member_desktop

Key

Findings

Studymethodology

Re-evaluatingtheEmploymentDeal

TheCaseforStronger

PerformanceOrientation

TargetingCriticalTalentandLocalDifferences

World’sMostAttractiveEmployersRankings

17

TheCase

PerformanceOrientation

forStronger

Thecaseforstronger

“performance”positioning

Whilethemostfavoredpre-pandemicpositioningamongleadingglobalemployerswaspurpose-ledperformance(“MakinganImpact”),inthelasttwoyears,companieshaveputagrowingemphasisonemployee-centric,“BeYou”inclusivity.Employersshouldofcoursecontinuetorecruittalentwithaneyetowarddiversity,equity,andinclusion,buttheymaywanttopushbackagainstabroadermovementtoacceptallattitudes,mindsetsandworkstyles.Weatheringadownturnwillrequireagreaternumberofambitious,performance-orientedstudentswhoareupforachallenge,andfewerstudentswhoareinflexibleaboutthetime,place,andpaceofwork.

Ourresearchcertainlysuggeststhisequationworksforthetop10mostattractiveemployersidentifiedbybusiness,engineering,andITstudents.Theattributesbelowarethosethatmostdifferentiatethebest(Top10employers)fromtherest—andthemostattractiveamongthemareseenasperformance-oriented,future-focused,andofferingcompetitivepayandgooddevelopmentopportunities(inthatorder,withhighperformancethemostdifferentiatingattributecomparedwithotherWMAE).

1

2

3

4

5

6

7

8

9

10

Highperformancefocus

Recruitingonlythebesttalent

Goodreferenceforafuturecareer

Challengingwork

Embracingnewtechnologies

Innovation

Highfutureearnings

Competitivebasesalary

Professionaltraininganddevelopment

Prestige

KeyFindings

Study

methodology

Re-evaluatingtheEmploymentDeal

TheCaseforStronger

PerformanceOrientation

TargetingCriticalTalent

andLocalDifferences

World’sMostAttractive

EmployersRankings

19

Employersassociatedwith

ChallengingWork

EmployersthatimprovedmostintheWMAErankingsthisyearweremosthighlyassociated

withchallengingwork—likelyawinningformulafor2023aswell.Forexample,among

thetopfive“risers”amongbusinessstudents(Sony,Pfizer,Nike,MercedesandUBS),

challengingworkwasthestrongestassociationcomparedtootheremployers.

EngineeringRank2022

ITRank2022

Employer

Employer

Employer

Business

Rank2022

Apple

Google

Microsoft

Amazon

L'OréalGroup

Deloitte

JPMorganChase&Company

GoldmanSachs

EY(Ernst&Young)

KPMG

Google

Microsoft

Apple

BMWGroup

Siemens

VolkswagenGroupDaimler/Mercedes-BenzGE-GeneralElectricIntel

Amazon

1

2

3

4

5

6

7

8

9

10

1

2

3

4

5

6

7

8

9

10

1

2

3

4

5

6

7

8

9

10

Google

Microsoft

Apple

Amazon

IBM

Intel

Sony

Oracle

Samsung

BMWGroup

KeyFindings

Study

methodology

Re-evaluatingtheEmploymentDeal

TheCaseforStronger

PerformanceOrientation

TargetingCriticalTalent

andLocalDifferences

World’sMostAttractive

EmployersRankings

20

Flexibility:Aquality-of-lifeindicatorandadriverofhighperformance

Aswesawonpage15[employersmostassociatedwithflexibility,work-lifebalance],companieslikeGoogle,Apple,Microsoft,andAmazoncontinuetodominatethetopendofourstudentrankingsbecausetheycombineanentrepreneurial/highperformancepositioningwithanequallystrongassociationwithflexibleworking.

It’simportanttonotethattheemphasisonflexibleworkingdoesnotconsistentlyextendtowork-lifebalance,withtheexceptionofGoogle.Thissuggeststhatflexibleworkingcanplaybothwaysbyenhancingwork-lifebalanceandproductivity.Recentmessagingfromtoptechcompaniesbearsthisout:

Key

Findings

Studymethodology

Re-evaluatingtheEmploymentDeal

TheCaseforStronger

PerformanceOrientation

TargetingCriticalTalentandLocalDifferences

World’sMostAttractiveEmployersRankings

?GoogleCEOSundarPichai:“Thefutureofworkisflexible.Empoweringpeoplewithflexibilitywillbringoutthebestinthem,personallyandprofessionally.”(Notetheemphasison“bringingoutthebest.”)

?TwitterCEO,ParagAgrawal,toemployees:“Whereveryoufeelmostproductiveandcreativeiswhereyouwillwork,andthatincludesworkingfromhomefulltimeforever.”

?Microsoft’scareersite:“AtMicrosoft,wevalueandsupportflexibilityaspartofourhybridworkplacewhereeveryemployeecandotheirbestworkbyworkingthewaytheyworkbest.”

Foremployers,it’simportanttoconsiderthe“giveandget”balancewhendevelopingpositioningaboutflexibleworking.FlexibilityisnolongeraCovid-drivensafetymeasure,norisitsolelyaboutwork-lifebalanceorwellness.Witheconomicheadwindsgrowing,flexibleworkcanbeawaytoempoweremployeesandgivethemautonomytochoosetheworksettingthatismostproductiveforthem—awinforemployeesandemployersalike.

21

Differences

TalentandLocal

TargetingCritical

TargetingCriticalTalentandLocalDifferences

Whilethisreportprovidesanoverviewofstudenttalenttrends,itisofcourseimportanttoconsiderregionalvariationsanddifferencesbetweentargetgroups.Universum’sresearchhighlightssomequitesignificantdifferencesinattributepreferencesbetweencountriesForexample:

?CSRcredentialsareveryimportantforyoungjobseekersinChina,butmuchlesssoinItaly.

?ProfessionaltraininganddevelopmentopportunitiesarecriticalwhenrecruitinginBrazil,butlesssoinFrance.

?PerformancerecognitionisabigdealinCanada,butlesssoinIndia.

?FutureeducationsponsorshipisatopattractiondriverinGermany,butlesssointheUSA.

Likewise,thereareimportantdifferencesbetweenstudentgroupsaccordingtotheirmainfieldsofstudy.

Forexample:

?Engineeringstudentsplaceamuchhighervalueoninnovationthanbusinessstudents.

?ITstudentsaremostattractedtoflexibleworkingconditions.

?Businessstudentsarethemostlikelytoprioritizeleadershipopportunities.

Ifyouwantmoredetailonthesedifferencestoguideyourlocalmessagingandrecruitmentmarketingtospecifictargetgroups,Universumcanprovidethedataandinsightsyouneedtotune-intothesemorespecificneedsandpreferences.

Contactustoknowmore.

Key

Findings

Studymethodology

Re-evaluatingtheEmploymentDeal

TheCaseforStronger

PerformanceOrientation

TargetingCriticalTalentandLocalDifferences

World’sMostAttractiveEmployersRankings

23

World’sMost

Attractive

Employers

Rankings

2022World’sMostAttractiveEmployersRankings

Eachyear,Universumasksstudentsacrosstheglobewhichcompaniestheymostwanttoworkfor.Basedonthissurvey,UniversumrankstheWorld’sMostAttractiveEmployers.

BusinessStudentRankings:

AlltheBigFouraccountingfirmsdropped1–2placesintherankingsthisyear—thisdespitestudentschoosingtheauditingandaccountingindustrymoreoften.Why?Wesuspectthatasstudentsincreasinglyprioritizeflexibilityandwork-lifebalance,theyaremorelikelytofindbalanceatmid-tierfirmsorworkinginindustry.Asonerecentgraduatewhochoseamid-tierfirmexplained,“KnowingIwon’tbeworking85hourweeksisabsolutelywonderful.”

UnliketheBigFour,thethreeleadinginvestmentbanks,GoldmanSachs,JPMorganChase&CompanyandMorganStanley,improvedtheir