topics include Employer Brand, OneAgent, Research
Although the employer brand has not been a feature of business management for over 20 years as it has in the West, the concept of the employer brand was introduced into China in an already advanced state by US and European multinationals over a decade ago.
Its use is expanding at a rapid rate as more new organisations from both outside and inside the country vie for the attention of the rare skills they need to thrive.
There is a recognition that a strong employer brand is a very important attribute. The highly competitive nature of some skills markets means that even well-established and well-known global brands can suddenly find themselves losing ground to new and more exciting entrants into the market, whether from outside or inside the country.
It would be wrong to suggest, however, that there is anything like the overall level of understanding of the concept among the majority of Chinese companies, or the infrastructure in terms of consultancies and communications agencies to provide the range of specialist services which participants in the international survey commonly used.
Europe the US and Australasia have a plethora of organisations which are focussed on this area of activity. However, there are, as yet, remarkably few sources of advice and assistance available in-country, although this capability is growing as demand increases.
Perhaps unsurprisingly, one of the greatest barriers to employer brand development is proving to be language, and the Chinese market is one of the very few where considerable efforts have to be made to develop communications outputs such as careers websites in the national language.
In China, there is a greater tendency for organisations to rely on league table positioning or the results of external research amongst potential employees, rather than seeing the development of an employer brand as an ‘inside-out’ activity.
The Chinese market is subject to rapid and dramatic change with new organisations appearing daily. Many Chinese are attracted to the ‘Sunrise’ companies, those that have plenty of development left in them and there is an acknowledgement of the value of getting into a company early in its development.
Overseas companies which used to have strong appeal have begun to lose some of their desirability in recent years. Originally they were attractive because they provided the opportunity to learn new skills and be exposed to international practices and thinking.
For many, particularly in the increasingly expensive major cities, the most attractive employers now are those that provide the best reward. As one interviewee put it “Everyone cares about compensation and benefits but in China they care more.”
Interestingly Chinese-owned organisations are offering increasingly better packages and, since multinationals are likely to be less trusted than nationally owned organisations, domestic companies are becoming increasingly attractive to those with rare skills.
It is clear that for any organisation wishing to develop long-term in China, paying attention to the development of a strong, locally-focused employer brand is a major priority.
This is certainly an achievable goal. We came across a number of examples of both international and domestic employers which had developed strong brands in China in recent years, as well as those who were about to embark on the process.
What is particularly clear about this market, however, is that no employer can afford to rest on their laurels. Their appeal as an employer needs to be constantly promoted and regularly refreshed to avoid being overwhelmed by newer and seemingly brighter alternatives.