Knowing each region’s specific drivers is the key!
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The segmentation of employees and candidates, to better understand their primary work motivations, is something we strongly advocate and practice at Resource Central. It’s at the very core of our EVP methodology. And it would appear that we’re in good company, with the latest report from EY putting employee segmentation at the centre stage for companies operating across some of the most diverse countries in the world.
The study ‘Differentiating for Success’ clearly demonstrates that “understanding what employees value from employers is key to companies being more successful” – taking as examples the BRIC (Brazil, Russia, India and China) countries.
The study – which surveyed more than 1,100 professionals in the BRICs, – urged businesses to focus recruitment and retention tactics on indigenous talent, and not rely on a one-size fits all solution. Across each of the countries, the following drivers are outlined as particularly relevant:
EY’s human capital division global talent and reward leader Bill Leisy said multinational companies have the best chance of recruiting top talent when they adapt their strategy to fit with cultural preferences: “Understanding cultural differences and professional preferences will position an organisation to develop an employer brand that not only attracts the best people in the first place, but also implements a strategy to engage and retain them”.
“It’s clear from our research that each market presents different challenges, and it is crucial to understand people’s cultural and professional differences. If companies are to be more sophisticated in their approach to talent attraction and retention — beyond simply spending more money — they need to understand what professionals value from their employers, by country and by profession.”
The report also found significant differences in attitudes to career goals.
While Brazilians favour job stability (ranking it 2 out of 9 – with 1 being most important); for the Chinese, that particular attribute scored only 4.5. Russians rank entrepreneurialism at a low 8, compared to Brazil and India, where workers rank it 4.
Leisy argues that this dramatically reveals how companies need to understand local markets more – and position themselves accordingly. He went on to say:
“People are attracted to one organisation over another for different reasons, but they stay for one key reason: the ability of the employer to develop and enhance their careers through effective leadership development, performance management, learning and development, mobility, and succession planning. How well organisations execute their talent strategy will determine how quickly they establish competitive advantage and experience fast growth in emerging markets.”
We couldn’t agree more. The Resource Central team recruits in, from and across countries as diverse as Albania, Bosnia Herzegovina, Bulgaria, Czech Republic, Croatia, Estonia, Finland, Germany, Hungary, Latvia, Lithuania, Poland, Romania, Russia, Serbia, Slovenia, Turkey and the UK – and it’s self-evident to us that a rigorous but nuanced employee segmentation, adapted to localised talent strategies, is the key to recruiting and retaining the ‘right’ skillsets and mindsets on a sustainable basis – wherever you just so happen to be in Europe or anywhere else in the world.
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