2023年雇主品牌報告（英）

Employer

BrandingN

OW

202

3Asurvey

of

over

1,700

talent

leaders

–focused

onhow

companies

competeinaworld

of

talent

shortages

andthespeci?cstrategies

used

by

the

World’sMost

Attractive

Employers.Table

of

ContentsTheRace

is

onto

RethinkEVPs

for

aPost-PandemicWorkforceMethodologyCareer

MobilityaKey

Partof

Employee

ExperienceTrendsWorth

WatchingCompaniesStill

FaceTalent

ShortagesforKey

RolesData-DrivenRecruitingEmployer

BrandingEvenMore

Criticalin2023Lessons

from

the

World’sMost

Attractive

EmployersEmployerBrandingNOW

2023MethodologySurvey

FieldPeriodTheWMAECohortFebruary2023

–March

2023Includes1,718respondentsfrom

75countriesThisdata

represents

the

responses

from

60outof

the

90World’s

Most

Attractive

Employers

(WMAEs).Universum,oneoftheworld’sleadingEmployerBrandingagencies,surveyed1,718talentleadersfrom

75countriesbetweenFebruary

15andMarch

31,2023.Theaimwasto

gatherinsightsaboutcurrent

EmployerBrandingpracticesaswellasto

learnfrom

theWorld’s

MostAttractiveEmployers(WMAEs).Survey

RespondentsTotal

Respondents:

1,718;Industries:

35,

Countries:

75Thisincludes:Why

follow

the

WMAEs?795

responsesfrom

small-to

medium-sizedenterpriseswithfewer

than1,000employees(SMEs)TheWorld’s

MostAttractiveEmployers(WMAEs)are

90organizationsthathavebeenidenti?edasthemostattractiveemployersacross10leadingglobaleconomies:Brazil,Canada,China,France,

Germany,

India,Italy,

Russia,theUK,andtheUS.To

benamedaWMAE,companiesneedto

rankamongthetopemployersinatleast5ofthese10majoreconomiesintheeyesofthose

whoparticipateinUniversum’s

globalstudentsurvey.

In

thisEmployerBrandingNOWstudy,

wehavehighlightedtheEmployerBrandingstrategiesofthemostattractiveglobalemployersto

understandwhattheydodifferentlyandwhatotherorganizationscandoto

emulatetheirbestpractices.446

responsesfrom

organizationswith1,000to

10,000employees(Large)451

responsesfrom

organizationswithmore

than10,000employees

(Very

Large)3Trends

Wor

thWatchingTrends

Worth

WatchingA

global

economic

slowdown

is

not

improving

criticaltalent

shortagesResearch

showstalentshortagesare

ata17-yearhigh,and80%of

students

we

surveyed

say

they

are

either

very

con?dent

orsomewhat

con?dent

about

securing

a

job

this

year.

Fo

rstudentsandprofessionalsinSTEM?elds,layoffsamongBigTech

brandshavebeencounterbalancedby

hiringintraditionalindustriesthattypicallystruggleto

attracttop

techtalent.Some

companies

are

“l(fā)abor

hoarding,”

taking

await-and-see

approachDespitethedownturn,manycompaniesfear

layingoffemployees—bothbecausetheeconomymay

bouncebackquickly,

andbecausetheydon’t

wantcompetitorspoachingvaluabletalent.Asigni?cantnumberare

takingawait-and-see

approach,hangingonto

criticaltalentgroups

aslongaspossibleto

preventascrambletorehire

them.Compensation

mix

is

shifting;

employers

take

noticeIn

thepastfew

years,whenstockpriceswere

risingquickly,

manycompanieswere

issuingequityaspartoftheircompensationpackageto

recruittop

talent.Withstockpricesslowing—andevendropping—companies

will

need

to

think

clearly

about

how

themarket

affects

their

total

reward

offer.5Trends

Worth

WatchingDiversifying

talent

pipelines

is

key

for

2024Organizationsare

tryingoutawidenumberofnew

tactics

to

keeptheirtalentpipelinesfull,includingupskilling,recruiting“new

collar”workers,andturningto

automationandAIto

?llgaps.Employer

Branding

is

critical

to

standing

out

amidst

talentdisruptionThelargemajorityofcompaniesintheWMAEsay

EmployerBrandingisatop

priority(78%).Alsocritical:differentiation.Asmore

companiesfocus

onDE&Iandnormalizehybrid,remote

and?exibleworkplaces,they

should

revisit

whether

DE&I

and

?exible

working

should

beleading

areas

of

focus

in

their

employer

brand

messaging.

Flexibleworkingisnowwidelyconsideredanexpectation,soemployerswhouseitaspartoftheiremployerpromiseshouldattheveryleastrevisittheideaandensure

itstillmakes

senseto

highlightitin2023,”

saysTinaSmetana,ManagingDirector

EMEA.Data-driven

decision

making

is

now

the

norm88%ofcompaniesintheWMAEsay

they“frequently”or“always”

usedatato

drivedecisions,withanincreasinguseofmetricsdashboardsto

monitortherecruitmentfunnelfrom

brandawarenessto

candidateconversionandemployeeengagementandretention.We

alsoexpectthesedata-drivenEmployerBrandsto

beearlyadoptersofgenerativeAIapplications—using

new

technologies

for

work?owautomation,candidatesourcing,employeeengagementandmanymore.Companies

StillFace

TalentShor

tagesfo

rKey

RolesCompaniesStillFaceTalent

Shortagesfor

Key

RolesDespiteaglobaleconomicslowdown,research

from

Universumshowsorganizationsstillfacecriticalchallengeshiringknowledgeworkersinmanyregions.The

majority

of

students

and

professionals

claim

tobe

con?dent

about

securing

a

job,withasizeableproportion“verycon?dent.”Somewhatcon?dentNotatallcon?dentVerycon?dentHow

con?dent

doyoufeelaboutsecuringa

job?Students23%57%20%“Notwithstandinga?urryofnewsaboutlayoffsandeconomiccontraction,mostcompaniesare

stillstrugglingwithatalentshortfall,andtheproblemisn’t

goingto

improveanytimesoon,”

explainsYusuf

Azoz,

CEO

ofUniversum.“Some

companies

are

even

‘laborhoarding’

—hangingonto

criticaltalentdespiteclearsignalsofaslowdown.Talent

leadersrememberthehiringcrisistheyfacedin2020-21,whentheylaidofflargenumbersofworkers,onlyto

havetohire

thembackwithinayear.”1,2Incaseofa

layo?,how

con?dentareyouin

securinganotherjob?Professional38%51%11%How

con?dent

doyoufeelaboutretainingyourjob?Professional44%48%8%Universum’s

talentshortage?ndingsare

backedupbyManpower’slatestresearch.

Thecompany?ndsthatnearly4

in5

employers

globally

are

reportingdif?culties?ndingthetalenttheyneedin2023—uptwopointssince2022,andup46pointssince2010.31.

The

job

market

is

(still)

weird

()2.

Expect

the

eurozone

labour

market

to

remain

tight

despite

recession

|

Article

|

ING

Think3.

MPG_TS_2023_Infographic_FINAL.pdf

()8CompaniesStillFaceTalent

Shortagesfor

Key

RolesGlobalTalent

ShortagesReach

17-Years-HighNearly4in5employersgloballyreport

dif?cultythetalenttheyneedin2023,strengthening+2percentagepointsyear-over-year

andmore

thandoublethedif?cultyin2010(31%).GlobalTalentShortages(2010-2023)77%75%69%54%45%40%35%

38%35%34%

34%31%2010

2011

2014

2013

2014

2015

2016

2018

2019

2021

2022

20239CompaniesStillFaceTalent

Shortagesfor

Key

Roles“Companiesare

tryingawiderangeofnovelideasto

reduce

theshortfall,including:LinkedIn’s

datashowsthatdespiteeconomicuncertainty,candidateswiththerightskillshavejobopportunities.EmployersthroughoutEurope

arerecruitingpeopleto

helpthemtacklethebigissuesfacingbusinesses.““New-collar

hiring:

Taking

askills-?rstapproachto

hiringtalent,nolongermandatingabachelor’sdegree

inrolesthattraditionallyrequired

auniversitydiploma.6–

Josh

Graff,

Managing

Director,

EMEA

&LATAM,

at

LinkedIn4Automations

and

generative

AI:

Deployingautomationsfor

repetitivetasks,andgenerativeAItoolsto

augmentorreplace

workers.Thetalentgapremainsparticularlyacute—andexpensivetosolve—inspeci?cniche?elds,from

cybersecurityandroboticsto

auditingandcompliance.Andtheproblemisnotlimitedto?llingentry-levelpositions.Manymanager-

andleadership-levelroles

remain

un?lledfor

longperiods,andthosegapsinthetalentdevelopmentpipelinecanhavelastingeffects—holdingdowngrowth

andinnovationfor

years.Oneanalystexplainstheprobleminthecybersecurityindustry:Aninterestingdevelopment:Tech

innovationssuchasroboticsandgenerativeAIpromiseto

reduce

thetalentgapby

solvingproblemswithtechthatwere

previouslysolvedby

humans—butasevereengineeringandtechtalentshortageare

stymyingthatindustry,slowing

the

automation

disruption

that

will

ultimately

mitigate

talentshortages.7“Rolesinleadership,includingCISOsandCSOs,arevacant.Andwithouttalentinplaceto

learntheropes,

future

securitymanagementcouldbecomeplaceholdersratherthanactiveleaders.54.

Future-of-recruiting-2023.pdf

()5.

How

the

Talent

Shortage

Impacts

Cybersecurity

Leadership

()6.

The

New-Collar

Workforce

()7.

How

the

Talent

Shortage

Is

Helping

and

Hindering

the

Field

of

Robotics

|

RoboticsTomorrow10Employer

BrandingEven

MoreCritical

in

2023EmployerBrandingEven

More

Criticalin2023Employer

Brandingstill

aTo

pPriorityWhere

does

EmployerBrandingrankamong

yourorganization’sHR/talent

managementpriorities?WMAEAmongtheWorld’s

Most

Attractive

Employers

(WMAE),78%

say78%20%2%2%3%5%EmployerBrandingisatop

priority—up

11

points

in

two

years.

Evenfor

SMEs,themajoritysay

EmployerBrandingisacriticalarea

ofHRinvestment.Verylargecompanies(1-10kemployees)68%30%Why

the

rapid

shift

to

supporting

strong

Employer

Branding?“Companyleadersknowthattheirabilityto

delivergrowth

andinnovationrests

onthestrengthoftheirtalentpipelineandtalentmanagement,”

saysYusuf

Azoz,

CEO

ofUniversum.“And

thebestcompaniesunderstandthatemployerbrandingisaninvestmentintheirtalentpipeline—notjustfor

openpositionsthisyear,

buttodeveloprelationshipsfor

roles

thatneedto

be?lledinoneto

threeyears.”Largecompanies(1-10kemployees)67%31%SME(<1kemployees)62%32%ImportantbutnotatoppriorityOneoftopprioritiesNotatprioritySource:

EB

Now

Survey

202312EmployerBrandingEven

MoreCriticalin2023Thebigchallengefor

employersisto

craftanEmployerBrandthatisclearlyde?ned,differentiatedandtrueto

thelivedexperiencesofemployees.Aviv

Weizmann,anexpertinEmployerBranding,writesinCTech,

“Companies’recruitmentprocessesoftensuffer

fromunde?nedandunintentionaldirections.Even

whentheorganizationsare

well-knownbrands,theycanfallshortinthepursuitofattractingandrecruitingpotentialemployees.Organizationsneedto

haveaclearandbrightvitalNorthStarto

attractandretain

therightemployees.”8RecruitmentMarketing

BudgetincreasesHow

does

your

recruitment

marketing

budgetforthiscomingyear

comparewithlastyear?GlobalsampleIthasincreased18%signi?cantlyAddto

that,companiesare

strugglingto

meetemployees’newexpectationsandvaluesrelated

to

career

priorities,work-lifebalanceandhybrid/remoteworking—allwhiletakingintoaccountacompany’s

businessneeds.“It’s

adelicatebalance,”

saysRichardMosley,

UniversumGlobalClientDirector.

“Yes,

employerswantto

signalthattheirorganizationsare

employee-friendly,?exibleworkplaces,buttheyneedto

alsosetexpectationsfor

productivityandaccountability.”Ithasincreasedbut69%30%notsigni?cantlyIthasremainedthesame32%Ithasbeencutbackbutnotsigni?cantly13%Ithasbeencutbacksigni?cantly8%Overall,recruitmentmarketingbudgetsare

strong

in2023despitethelargerslowdown;48%

report

theirbudgethasincreasedsince2022,andjust21%

say

theirbudgethasdecreased.Source:

EB

Now

Survey

20238.

Want

to

attract

and

retain

the

best

employees?

Shine

light

on

your

Employer

Value

Proposition

-CTech

()13“WhenyouthinkaboutEmployeyourcultureto

attract,engagebeyond

the

performative.

Catappingintotheirnetworksto

ubeyondwhatyourcareer

sites–

John

Graham

Jr.,

VP

of

EmCulture

at

Shaker

Recruitme/content/dsources/pdfs/future-of-recruiting-2023TheRa

ce

is

ontoRethink

EVPs

fo

raPost-PandemicWorkforce60%TheRace

isonto

Rethink

EVPs

for

aPost-Pandemic

WorkforceMost

talent

professionalssay

differentiating

theirEmployerBrandsandEVPs

fromcompetitorswillbeakey

objectiveinthecomingyear—25%moreorganizationssay

thisin2023comparedto

2020.55%More

thanhalfof

employersemphasize“inspiring

purpose”

asakey

elementoftheirEVP—andthatpresentsaproblem.Whensomanycompaniesciteitaspartoftheiremployerpromise,itbecomeshard

to

standoutfrom

thecrowd.Employeewell-beingand?exibleworkingconditions—areas

offocusduringthepandemicyears—are

emphasizedby

fewer

than1in3.Thereason

may

bethatthesehavebecomebaselineexpectations,not“perks”

providedby

anemployer.

MichaelaSchütt,HeadofGlobalTalent

AcquisitionandEmployerBrandingatSiemens,explains,“Goodpay,

balanceand?exibility—they’re

essentialandweabsolutelyprovidethat.Buthonestly,it’s

notwhatmakes

usstandout.In

today’sjobmarket,offeringthosebene?tsisexpected.In

ouremployerbranding,weprefer

to

emphasizewhatmakes

usunique.”99.

Future-of-recruiting-2023.pdf

()16TheRace

isonto

Rethink

EVPs

for

aPost-Pandemic

WorkforceEVPAttributes

amongWMAEWhichofthefollowingbestdescribethekey

elementsincludedinyourEVP/employmentpromise?

(Max.5)Does

“inspiring

purpose”

help

to

differentiate

your

EVP?Withsomanycompanieschoosing“inspiringpurpose”asakey

EVPattribute,somemay

questionwhetherit’s

differentiatedenoughtostandoutfrom

peers.Howcanacompanygivetheconceptnewmeaning?Inspiringpurpose55%StatusPurposeCommitmenttodiversityandinclusion38%31%PerformanceTeamworkInnovationNellDerickDebevoise,aleadershipstrategyconsultant,sayscompaniesshouldfocus

lessononeindividual’ssenseofpurposeatwork(abigfocus

area

duringthepandemic),andpivotto

focus

ontheemployeeasaglobalcitizen.Debevoiseexplains,“Covidforcedashiftto

the‘Me’

dimension,ensuringindividualsprioritizedtheirwellbeingandcompaniesaccommodatedtheshifttoward

remotework.What’snextisto

lookoutwardto

the‘World’

dimensionandtheimpactthatyourcompanyhasonsocietyandtheenvironment,beyondyouremployeesorcustomers.”10Professionaltraininganddevelopment31%31%RewardCareerCareOpportunitiestomakepersonalimpactEmployeewell-being29%26%EmpowermentFlexibleworkingconditionsRespectforpeopleLearningInnovation21%17%Challengingwork10.

The

Next

Frontier

In

Employee

Experience

()Source:

EB

Now

Survey

202317Career

MobilityaKey

Par

tof

EmployeeExperienceCareerMobilityaKey

Part

of

EmployeeExperienceTheWorld’s

MostAttractiveEmployersare

strivingto

ensure

theirEVPAttributes

AmongWMAEEmployerBrandisintegratedacross

employees’workexperiences,from

recruitingandonboardingto

traininganddevelopment.Whichoftheseprocesseshavebeenin?uencedbyyourEmployerBrandstrategy?60%

of

talent

leaders

say

their

Employer

Brand

in?uencesonboarding

and

orientation,

up

12

points

in

four

years.Onboarding&orientation48%60%Ourresearch

alsoshowscompaniesare

investinginemployeeexperience,withastrong

focus

oninternalcareer

mobility.42%say

internal

mobility

is

a

major

priority,up4pointsoverlastyear.

According

to

astudyfrom

McKinsey,

organizationsthatenablemobilityare

2.6xmore

likelyto

be“effective

organizations.”11Candidateexperience52%52%48%Careerdevelopment50%33%Leadershipdevelopment48%One

point

of

caution:

Companiesmustbeintentionalaboutdevelopinganinternalpipelineoftalentfor

hard-to-hire

roles.

Todoiteffectivelyrequires

buy-infrom

multiplestakeholders—HR,recruitingandleadership/development.Astudyfrom

LinkedIndescribesthechallenge:“A

srecruitingleaders’portfoliosexpandtoincludethingslike

internalmobility,skills-?rsthiring,andemployeeretention,they’llneedto

cooperatemore

withL&Dto

prepare

internaltalentfor

newroles,

identifyskillgaps,andensure

yourcompanyisaplacepeoplecangrow

theircareers.”1241%45%Flexibleworking35%38%Learningprograms33%38%2023Compensation&

bene?ts201911.

Reimagining

people

development

to

overcome

talent

challenges

|

McKinsey12.

Future-of-recruiting-2023.pdf

()19CareerMobilityaKey

Part

of

EmployeeExperienceImproving

InternalMobilityHowbigafocusisimprovinginternalcareermobilitywithinyourorganizationoverthecoming12months?WMAE202342%48%10%WMAE202238%50%12%Verylarge(>10,000)202329%53%11%Verylarge(>10,000)202229%55%12%ThisisamajorpriorityWeareseekinggeneralimprovementsThisisnotafocusforusrightnowSource:

Universum

Employer

Branding

Now

Survey

202320Data-DrivenRecruitingData-DrivenRecruitingOverthelast5+years,wehaveobservedasigni?cantshiftincompanies’useofdatato

drivedecisionmakinginrecruitingandtalentmanagement.In

2023,40%

say

they“always”

make

data-drivendecisions—amore

thantwofoldincreaseinfour

years.Andthisyear,

anadditional48%

say

they“frequently”make

decisionsbasedondata(meaningatotalof88%

are

“always”

or“frequently”Applicationsfor

Generative

AI74

%Automate

repetitive

tasksdoingthis).““Inourworkwithtop

EmployerBrandsacross

the67

%globe,weseethattalentleaderswhotakeadata-drivenapproachalsohaveamuchmore

strategicrole

insidetheorganization,withadirect

lineto

theC-suite,”

saysRichard

Mosley,

Global

Client

Director

at

Universum.“Theseare

companiesthatare

highlyagileduringperiodsofgrowth,andresilientduringdownturns.”Sourcecandidates

more

e?ciently“59

%Engagecandidates

more

e?cientlyWe

expectdata-drivencompanieswillalsobe?rstto

embracegenerativeAIandautomation.ManyanalystspredictthatHRwillbeLinkedIn:

The

Future

of

Recruiting

202314atop

bene?ciaryofAI-driventechnology.

Areport

from

McKinsey13notes,“Companiesare

alreadyusingAIto

create

sustainabletalentpipelines,drasticallyimprovewaysofworking,andmake

faster,

data-drivenstructuralchanges.”13.

From

“Hi”

to

“Hired”:

How

ChatGPT

is

Revolutionizing

Recruitment

Strategies

()14.

Future-of-recruiting-2023.pdf

()22TheNew

Normal:Data-Driven

DecisionMakingHowoftenwouldyoudescribeyourEmployerBrandmarketingdecisionsasbeingdata-driven?WMAE23%

Always/

Frequently

data-driven40%48%7%WMAE2227%42%19%8%WMAE88%WMAE21LargeCompanies23%50%23%3%66%WMAE19MediumCompanies55%15%39%31%7%SmallCompaniesWMAE1747%14%39%35%13%AlwaysFrequentlyOccasionallyRarelySource:

EB

Now

Survey

2023:

WMAE

=

companies

identi?ed

as

the

World’s

MostAttractive

Employers23Lesso

n

sfrom

theWorld’s

M

ostAtt

ra

cti

veEmployersELemsps

ol

onysefrr

oBmrant

hdei

nWg

o|

rClda’sseMSotsutdAyttractive

EmployersEachyearweexaminethespeci?clessonsEmployerBrandleaderscanextractfrom

thebehaviorsandstrategiesoftheWorld’s

MostAttractiveEmployers.Thisyear,

manycompaniesarein“wait-and-see”

mode,tryingto

assesswhetherthecurrenteconomicdownturnwilldeclinefurtherorrebound.Here

are

our

takeaways

from

the

research:Data-driven

talent

management

is

an

imperative

for

2023Companiesmustinvestinalltheelementsthatmake

adata-drivenprocess

effective:talent,technology,

traininganddatamanagement.Dataismerely

theraw

material,butorganizationsneedarobust

frameworkto

convertdatato

insightsandaction.Rethink

what

“purpose”

means

for

your

organizationIf

youare

oneofthecompaniesthatfocuseson“purpose”inyouremployervalueproposition,take

timeto

revisitwhatpu