Author: Ryan Carroll, Country Manager, Randstad
Malaysia
Malaysia
With the unemployment rate hovering around 4%,
it’s no surprise that companies are once again competing for high performing
talent who can leverage the strong economic conditions to maximise their
profits.
it’s no surprise that companies are once again competing for high performing
talent who can leverage the strong economic conditions to maximise their
profits.
This year, we saw companies engage in a ‘salary
war’ to retain their people or poach experts from rival firms as a result of
market growth. Good candidates may have received multiple offers from companies
that promise them a higher salary, better employee benefits, or both. Companies
are also seen to be offering employees fast-tracked promotions or higher
bonuses to minimise turnover.
war’ to retain their people or poach experts from rival firms as a result of
market growth. Good candidates may have received multiple offers from companies
that promise them a higher salary, better employee benefits, or both. Companies
are also seen to be offering employees fast-tracked promotions or higher
bonuses to minimise turnover.
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Ryan Carroll, Country Manager, Randstad Malaysia
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According to the Randstad’s Employer Brand Research this
year, financial remuneration still ranks highly for the Malaysian workforce.
This indicates that there is a high chance that both passive and active job
seekers will jump on a lucrative job offer once it presents itself.
year, financial remuneration still ranks highly for the Malaysian workforce.
This indicates that there is a high chance that both passive and active job
seekers will jump on a lucrative job offer once it presents itself.
Despite these efforts led by companies and
according to our quarterly work mobility survey coined as ‘Workmonitor’,
48% of 400 people in Malaysia said that they had switched jobs in the last six
months. Out of which, 43% decided to make the switch for better employment
conditions and another 30% were ready to take up management positions.
according to our quarterly work mobility survey coined as ‘Workmonitor’,
48% of 400 people in Malaysia said that they had switched jobs in the last six
months. Out of which, 43% decided to make the switch for better employment
conditions and another 30% were ready to take up management positions.
This mobility trend shows that Malaysian employees
seek more than just financial benefits and begs the question, “If people are
not only chasing the money, what exactly are they looking for in an ideal
employer?”
seek more than just financial benefits and begs the question, “If people are
not only chasing the money, what exactly are they looking for in an ideal
employer?”
Your employees
have a direct impact on your employer brand.
have a direct impact on your employer brand.
Employees show up at work every day, expecting
and wanting to be productive and check tasks off their to-do lists. They want
to work with managers who motivate and inspire them, interact with technology
that can enable them to be more productive, and be recognised fairly for their
work – in ways that go beyond just pay.
and wanting to be productive and check tasks off their to-do lists. They want
to work with managers who motivate and inspire them, interact with technology
that can enable them to be more productive, and be recognised fairly for their
work – in ways that go beyond just pay.
When their expectations are not met, employees
will start to explore other job opportunities. They will also start to share
their negative experience with their friends or even on their social media
channels. If a number of your employees and alumni speak out about their
discontent or of their negative experience with you, it is likely to cause
irreparable damage to your employer brand and discourage good talent from
working for you.
will start to explore other job opportunities. They will also start to share
their negative experience with their friends or even on their social media
channels. If a number of your employees and alumni speak out about their
discontent or of their negative experience with you, it is likely to cause
irreparable damage to your employer brand and discourage good talent from
working for you.
In a recent poll conducted by Betterteam.com,
50% of workers said they wouldn’t work for a company with a bad reputation –
even with a pay increase. This is a vicious cycle that all HR professionals
either want to prevent or get out of, and the crux of the solution lies in the
power of the employer brand.
50% of workers said they wouldn’t work for a company with a bad reputation –
even with a pay increase. This is a vicious cycle that all HR professionals
either want to prevent or get out of, and the crux of the solution lies in the
power of the employer brand.
How can you
change the perception of your employer brand?
change the perception of your employer brand?
Companies with strong
employer brands like PETRONAS or Shell usually have no problems
attracting and retaining good talent, no matter how the economy is tracking.
These companies have chosen to play the long game, by focussing their resources
on building a powerful employer brand. They invest to better understand what
motivates people to apply for a job with them, stay with them, or why their
employees leave. They also seek find out what people are talking about them and
how the business is perceived by the public.
employer brands like PETRONAS or Shell usually have no problems
attracting and retaining good talent, no matter how the economy is tracking.
These companies have chosen to play the long game, by focussing their resources
on building a powerful employer brand. They invest to better understand what
motivates people to apply for a job with them, stay with them, or why their
employees leave. They also seek find out what people are talking about them and
how the business is perceived by the public.
The employee’s expectations of an employer
constantly changes. As an employer, it is your responsibility to find out what
are the changing expectations and motivations of your candidates and employees,
so that you can develop an agile attraction and retention strategy that plays
to your strengths.
constantly changes. As an employer, it is your responsibility to find out what
are the changing expectations and motivations of your candidates and employees,
so that you can develop an agile attraction and retention strategy that plays
to your strengths.
As a start, employers need to acknowledge that
a high salary and bonus is not the only way to attract and retain good people.
Essentially, employees want to have the opportunity to grow and develop, inside
and outside of the workplace. They may lean on you to support them through
learning and development programmes, progression opportunities and care for
their well-being.
a high salary and bonus is not the only way to attract and retain good people.
Essentially, employees want to have the opportunity to grow and develop, inside
and outside of the workplace. They may lean on you to support them through
learning and development programmes, progression opportunities and care for
their well-being.
Most importantly, companies need to ensure that
their staff realise the full value of these investments, since they typically
don’t come cheap or happen overnight. This can be achieved through constant
communication between the employer and the staff. Employees should also have a
channel where they can share feedback with the management team – which is
critical to help employers gain better visibility and perspective on what works
and what doesn’t, as well as insights on how you can improve your policies and
initiatives for a more engaged and productive workforce.
their staff realise the full value of these investments, since they typically
don’t come cheap or happen overnight. This can be achieved through constant
communication between the employer and the staff. Employees should also have a
channel where they can share feedback with the management team – which is
critical to help employers gain better visibility and perspective on what works
and what doesn’t, as well as insights on how you can improve your policies and
initiatives for a more engaged and productive workforce.
The key to
a strong employer brand is your people.
a strong employer brand is your people.
When companies hire for a role, they are not
just looking for specific technical skills and experience. Some of the most
exceptional companies we work with are constantly seeking talent who have the
potential to take the company to new heights – either by upskilling themselves
or to be groomed for leadership positions.
just looking for specific technical skills and experience. Some of the most
exceptional companies we work with are constantly seeking talent who have the
potential to take the company to new heights – either by upskilling themselves
or to be groomed for leadership positions.
When your people appreciate the investments
that you have put into their career and well-being, they will start sharing
their positive experiences with their friends and families. Ultimately, you
should aim to convert every employee into your brand ambassador. Hearing how an
employee feels about working for an employer carries significantly more weight
than a polished corporate video. When candidates read positive reviews of your
company online, they will be more inclined to apply for a job with you.
that you have put into their career and well-being, they will start sharing
their positive experiences with their friends and families. Ultimately, you
should aim to convert every employee into your brand ambassador. Hearing how an
employee feels about working for an employer carries significantly more weight
than a polished corporate video. When candidates read positive reviews of your
company online, they will be more inclined to apply for a job with you.
The 2017 Randstad Employer Brand Research
backed this trend reporting that 52% of job seekers in Malaysia are influenced
by the opinions of friends and family when they are evaluating the reputation
of potential employers.
backed this trend reporting that 52% of job seekers in Malaysia are influenced
by the opinions of friends and family when they are evaluating the reputation
of potential employers.
This further illustrates the far-reaching
effects of an employer brand and the need for companies to continuously invest
in their employees’ experience. Employers that take care of their people will
be able to stand out from the competition and have an easier time attracting
quality candidates without having to engage in a ‘salary war’.
effects of an employer brand and the need for companies to continuously invest
in their employees’ experience. Employers that take care of their people will
be able to stand out from the competition and have an easier time attracting
quality candidates without having to engage in a ‘salary war’.
With the employee’s experience in mind, the ‘Enriching the Employee Experience‘
white paper explores what constitutes an experience and how companies can
influence their workers’ attitudes and behaviours throughout their employment
journey and beyond. When we look at the employee’s journey, we should focus our
efforts on the key milestones that have the highest impact on the experience,
starting from candidate attraction all the way through to them being alumni of
the organisation. Each of these milestones is then further explored in three
broad categories – cultural, physical and technological. How well companies
perform in these three categories will determine how positive or negative the
experience will be and the power of the employer brand to be the company people
most want to work for.
white paper explores what constitutes an experience and how companies can
influence their workers’ attitudes and behaviours throughout their employment
journey and beyond. When we look at the employee’s journey, we should focus our
efforts on the key milestones that have the highest impact on the experience,
starting from candidate attraction all the way through to them being alumni of
the organisation. Each of these milestones is then further explored in three
broad categories – cultural, physical and technological. How well companies
perform in these three categories will determine how positive or negative the
experience will be and the power of the employer brand to be the company people
most want to work for.
