TITRE PRESENTATION 11

Recruitment

• Short term• Segmented

approach• based on

open vacancies

Internal: Jobposting, GSIMMB, PAD screens

External: Jobposting, career website, Jobfairs, specialised print media, Mobile internet, …

Quantity

Employer Branding

• Long term• broad audience• based on

employer values

Internal: referral program, training ask force members, internal comm. Publications, Facebookexternal: general Print media, online bannering, sponsoring, partnerships, Jobfairs, Brandwatch Radiant6…

Quantity

Talent Relationship Management

• Long term• 1 on 1• based on

relationshipInternal: internal sourcing project

External: relational recruitment, Social Search (LinkedIn, employees as emabssadors), Boomerang candidates, 6th Sense

Quality

JOURNEY TO EMPLOYER MARKETING

2

Step 1 Step 2

TITRE PRESENTATION 3

Employer Branding

EMPLOYER BRANDING TEMPLE

4

Creative Concept

Media Mix

Campaign Strategy

External MarketRandstad Award, Go Media study, Vacature Ranking, In silencio, Hirees inquiries…

Internal MarketInternal inquiries, Welzijns enquete, exit gesprekken, mood workshops, …

Employer Value

PropositionAligned with Corp & MKT brand, Authentic, deliverable promise

Target GroupsRelevant

EB Campaig

n

StrategyKnow

Implem

ent

TARGET GROUPS

5

STRATEGIC POSITIONING

6

Leader: innovative channels and differentiating communicationFollower: use all known channelsAd hoc: only communicate when vacancies to fillUnknown: not known in the market as employer of these profiles

Target group Current situation

Positioning with current budget

Ideal positioning

Engineers Leader Follower LeaderTechnicians Follower Follower LeaderICT Unknown Follower FollowerFinance Unknown Ad hoc FollowerYoung Graduates

Follower Follower Leader

Commercial Follower Ad hoc Ad hocAdministrative follower Ad hoc Ad hoc

THEY ARE DIFFERENT

In the channels where we find them

7

Profile Jobboards Top 4 ChannelsEngineers Stepstone, Monster Direct Mail, own Website,

Jobboard, ReferralTechnicians Hotjobs, Stepstone,

VDAB, Jobat, Monster, Vacature

Jobbaord, Own Website, Referral, Direct mail

ICT Stepstone, Monster, IT Jobbaord, Jobat

Job Board, Own Website, referral

Finance Stepstone, Monster, Jobat

Job Board, Direct Mail, Own Website, Newspapers

Young Graduates VDAB, Stepstone, Jobat, Monster, Hotjob

Jobboard, own website, referral, direct mail

Commercial VDAB, Stepstone, Jobat, Monster, Vacature, FOREM

Job Boards, Own Website, Referral, Direct Mail

Administrative Stepstone, Monster Own Website, Job Board, Direct Mail

THEY ARE DIFFERENT

In the channels where we find the hired candidates

8

Profile Jobboards Top 4 ChannelsEngineers - Referral, Direct MailTechnicians VDAB, Jobs & Careers Referral, Own WebsiteICT Stepstone, Monster Referral, Dircet Mail, Own

WebsiteFinance Stepstone, Vacature Referral, Own WebsiteYoung Graduates - School actions, referralCommercial VDAB, Stepstone,

Hotjob, Jobat, MonsterReferral, Own Website, Job Boards, dircet Mail, career fairs

Administrative VDAB, Stepstone Job Board, Referral, own website

THEY ARE DIFFERENT

In the messages that we use to convince themProfile Key message Sub MessagesEngineers

Career Possibilities

- Internal Jobmarket

- Training Portfolio

- GDF SUEZ

University

- Networking

Possibilities

Innovation, InternationalTechnicians Close to Home, TeamworkICT Work – Life Balance, Fringe

BenefitsFinance Financially stable

organisation, many careers in one company

Young Graduates Develop yourself, traineeships

Commercial -Administrative -

3 TYPES OF JOBSEEKERS

10

• Active Jobseekers: 30% and decreasing Reachable through classic channels such as

jobboards Willing to invest time (e.g. subscribe)

• Latent Jobseekers: 60% Only interested if WIIFM is appealing enough Have to be found through referral programs or social

media Have to be convinced (eventually by peers)

• Passive Jobseekers: 10% Very difficult to convince and to find

CAMPAIGN STRATEGY

11

EB STRATEGY

12

• ONE BRAND, ONE VALUE PROPOSITION: · Coporate branding, marketing, employer branding &

employee branding have to be aligned· But:

– not the same message…– More emotionally looking for a future job than to buying

a beer!– Be aware of local differences

· And: Don’t change to quickly, but keep track of the market

General Guidelines

EB STRATEGY

13

• Messages have to be AUTHENTIC in order to be believed by all stakeholders

Involve the employees from the start and check with the candidates afterwards Perception is key!

• If they see it other than you wanted it, you’re wrong!

• Brand = promise, has to be delivered afterwards

On all levels: website, telephonic contact, jobfairs, testing, first day

And after he/she started working

General Guidelines

EB STRATEGY

14

• Message has to be RELEVANT to your target group

Try to be as targetted as possible (internet) Try to differentiate from your competitors

• Your employer brand is an ASSET, treat it likewise

Increased spending increases need for measurement• ROI on Long term• ROI on Short term

Do not underestimate the power of social networks!

General Guidelines

SUSTAINABLE TALENT MANAGEMENT

15

• Electrabel is committed to achieve its growth strategy in a sustainable way by being committed to: Sustainable Technologies: Reducing CO² Live the Sustainable Values: Lived by the company

and its employees Diversity: Making a balanced and combined use of

all available talent Future Talent: Help future talent to develop their

skills, even before they start their professional career Own personnel: facilitate the development own

talents towards newly needed competences

Our employer promise has to be aligned externally and internally

EMPLOYEE VALUE PROPOSITION

16

UNIQUE SELLING PROPOSITION

TITRE PRESENTATION 17

YG VS EXP

18

• Remark: relative attractiveness higher when company has lower notoriety as only targetted candidates know them

RANDSTAD AWARD EVOLUTION

• Electrabel evolution

19

Notorety 1st place Relative attractiveness

1st place Absolute attractiveness

1st place

2008 % 86% 93% 23% 47% 21% 37%2008 # 12th Fortis Top 25 GSK 21st Fortis2009 % 83% 93% 22% 43% 19% 27%2009 # 16th Ikea Top 25 Jan De

Nul15th Ikea

2010 % 94% 98% 25,5% 49% 24% 27%2010 # 9th De Post Top 25 Jan De

Nul5th Coca

Cola2011% 87,5% 92,8% 28% 56% 24,6% 33, 3%2011# 9th Colruyt ??? Techspac

e Aero17th Coca-

Cola

September 2010

20 2011 Employer Branding: Perception being reality Electrabel

Visualisation 'leviers' principauxim

porta

nce

(% p

oint

s)

Electrabel vs la moyenne du ‘Top 50’ (2011)

différence entre Electrabel et la moyenne du ‘Top 50’

0%

2%

4%

6%

8%

10%

12%

14%

16%

18%

-0.2 -0.1 0 0.1 0.2

Sécurité d'emploi

Santé financièreAmbianceSalaire

EquilibreAvenirEmplois

Environnement/société

Formations

Management

BRAND TRACKER APRIL 2011Base: All

APPL

ICAB

ILIT

Y(t

o EB

L)IM

PORT

ANCE

(to

resp

onde

nt)

Strong points (more important and

applicable)Weak points

(more important but not applicable)

Electrabel is seen as a professional employer who offers career possibilities, which is of high importance for more than 40%. Compared to last wave, many of the indicators which are important to respondents decrease. The wages and commitment to environment remain weak points and the reliability was so negatively evaluated that it becomes also a weak point.

TOP2 = totally or rather agreeBOT2 = rather not or don’t agree at all

RESTRICTED - M&S/SMVC-MR

Significantly improved than previous waveSignificantly worsened than previous wave

Image of Electrabel as employer – TOTAL - Evolution

If you were looking for a new job, would you consider Electrabel as your new employer?

Base: All

A third of the respondents wouldn’t like to work for Electrabel. The main reason not to consider Electrabel as new employer is the fact that people don’t believe they have done the right studies, are not interested (24%) or because of the reputation of the company (20%).

Employer Branding April 2011

Why wouldn’t you consider Electrabel as employer? (Spontaneous)

RESTRICTED - M&S/SMVC-MR

Significantly improved than previous waveSignificantly worsened than previous wave

SOURCING CHANNELS STRATEGY

23

GENERAL GUIDELINES

• Channels have to be Sustainable

• No one shots, aim for the long run Efficient

• Measurable, reaching to not treated targets Differentiating

• Original, we want to stick out

24

BRANDING & SOURCING STRATEGY

25

ExperiencedYoung Graduates

Partnerships (1)

· CTT· Presentations· Jobfairs· Workshops· Sponsoring· Business games

Partnerships (1)

· CTT· Presentations· Jobfairs· Workshops· Sponsoring· Business games

Internships

Internal Mobility

Recr. MeetingGSIMMB

Internal Sourcing

Blue Box

A C T I V E W O R K S E E K E R S

Passive Workseekers

Employer Branding

Adverts in non recruitment

related mediaSocial Media

&Candidate

Relationship Mgt.

EMPLOYER BRANDING

BRAND

EXPERIENCE

SOCIAL MEDIA

26

SOCIAL MEDIA (WEB 2.0)

TITRE PRESENTATION 27

• Huge increase in last years, especially amongst Generation Y

• Hyper fast and ubiquitous Through internet, mobile phones, digital TV, …

• Communication through communities Peer to peer Potential enormous impact (if picked up)

• User developed content & applications (e.g. twitter) Information gathering is very individual and informal=> We don’t know what will be next

SOCIAL MEDIA TRENDS

28

• Social media will become less social Users will limit the accessibility of their profile

(Google+)• More companies start using social media

Re-enforcing the first trend• Social media will become more competitive

More social media with more companies = more difficult to stand out!

• More companies will allow social media as information tool for their employees Next evolution in communication

• Mobile internet Internet anywhere for anyone

WHAT DO WE DO?

29

• Step 1: Monitor Check the fanpages on facebook, follow the twitter

feeds about your company, check the blogs, … Use a brandwatch tool to determine your reputation

(GDF SUEZ)• Step 2: Interact

Don’t dictate! Facilitate … Give your employees some guidelines

• Step 3: Brand & Recruit Branding & Referrals through own employees

• Ensure they can put a link to your pages on their pages through widgets (vb. RecruitR)

Inform your audience• But make it relevant

LINKEDIN

• Search latent candidates through groups• Post vacancies though own profiles• Post vacancies on company profile • Activate collaborators through Electrabel group

Inform on HR initiatives• New video’s, facebook launch, specific vacancies, …

• Manage boomerang candidates through Electrabel Alumni Group

TITRE PRESENTATION 30

FACEBOOK

• Mainly for branding purposes• Give a flavor of how life is at Electrabel

Through videos, testimonials, …• Create a platform for interaction between own

employees and latent candidates Limited to HR/recruitment issues!!

TITRE PRESENTATION 31

TWITTER

• Central Communication platform for posting vacancies, articles, new movies and

jobfair announcements• Together with all other corporate

communications Relevancy?

• Limited reach & impact

TITRE PRESENTATION 32