The UAE talent landscape continues to evolve in response to challenges prompted by the global pandemic. Organisations need to quickly pivot their executive leadership and employer brand strategies. Businesses must embrace agile decision-making, sustainable reputations and inspiring, localised candidate experiences to align with the quick-changing requirements of audiences. In this webinar, Cielo experts will discuss the importance of developing an effective employer brand, acquiring the right executive leadership and curating the appropriate reputation for UAE-based companies. They will be joined by TA leaders in the region, and the group will discuss how TA teams are creating value for the business amid current world events – with a specific focus on what this means for the UAE region. We will: Explore the relationship between executive leadership, reputation and employer branding Showcase how candidate and employee experiences can help organisations create value through talent Demonstrate how agility, innovation and change management can help TA teams find success in the rapidly evolving and digitising world of work

1. Creating corporate value
through leadership, employer
brand & reputation in
challenging times
September 2020

2. 2
AGENDA & SPEAKERS
INTRODUCTIONS
SETTING THE SCENE
• THE REPUTATION ECONOMY
• HOW IS CORPORATE VALUE DEFINED TODAY
• WHAT IS EMPLOYER BRANDING & EXPERIENCE MARKETING
AMGEN STORY
ASTER DM HEALTHCARE STORY
A QUICK LENS ON CURRENT EVENTS
3 THINGS TO DO TOMORROW
Q&A

3. 3
GLOBAL CAPABILITY, LOCAL INSIGHT
GLOBAL RECOGNITION OF EXCELLENCE
MILWAUKEE
BUENOS AIRES
MANCHESTER
LONDON
COLOGNE
BUDAPEST
PARIS
DUBAI
HONG KONG
MANILA
SINGAPORE
103 Countries
176 Clients
39 Languages
2k Employees
14 Offices
162k Annual Hires
GUANGZHOU
SHANGHAIWUHAN

4. 4
CIELO EMPLOYER BRAND & MARKETING
Best Use of Social Media
2016 (finalist) 2015 (winner)
Excellence in Employer Branding (2017) Best creative offline
marketing
 2019 (winner)
2019
(winner)
2019
(winner)
200M
People interactions per annum
400+
Premium
Campaigns
per annum
150m
Digital
impressions
per annum
42EVPs
created
38
Managed
websites
150+
Social Profiles
managed by
Cielo on behalf
of clients
39
Social Media
Programs
72
Countries
covered by
websites
25k
BAU
Campaigns
per annum
 8 clients awarded
CandE’s in 2018 & 2019
BRAND
Insight & Research
Digital
Content & Creative
Managed Services &
Social Media
Consulting: Strategy,
DEI, Brand & EVP

5. CORPORATE VALUE & THE
REPUTATION ECONOMY

6. 6
Creating sustainable corporate value has never been more
important yet challenging than in today’s changing world.
The future of work is accelerating on the back of
COVID-19, digitization and the reputation economy.
With company valuations increasingly weighted towards
intangible assets such as reputation, culture and people,
organisations need to focus on their leaders, employer
brands and reputation for competitive advantage.
The right blend of these components will enable a future
focussed business strategy built upon differentiated
products/services and memorable experiences for all
stakeholders, especially customers.
SUSTAINABLE ADVANTAGE IN THE REPUTATION ECONOMY
Reputation Defines Company Valuation
Intangible value is much more critical to the valuation of businesses today
84% of market value

7. 7
EMPLOYER REPUTATION DAMAGE IMPACT

8. WHAT DO WE MEAN BY
EMPLOYER BRANDING &
EXPERIENCE
MARKETING

9. 9
CHANGING TIMES
War for Talent Talent Pools Communities Glocal EVP
One Brand Candidate Experience Authentic Social Mobility
Automation Machine Learning Artificial intelligence Future of Work
Consumer Grade Agile Sustainable PANDEMIC

10. 10
Strategic business activation and future proofing
WHAT THIS MEANS FOR TALENT

11. 11
YOUR TALENT BRAND MATTERS
Your message – via the company website, social
media platforms, emails, reputation websites, etc. –
should all come together in a cohesive employer
brand story that separates itself from competitors
and engages people to want to spread the word.
94% of people are more likely to apply to a job at a
company that actively maintains its talent brand.
(Indeed Talent Attraction Study)
When making a decision on where to apply for a
job, 84% of job seekers say the reputation of a
company as an employer is important.
(TalentNow)
(LinkedIn)
(Corporate Executive Board)

12. THE GOAL - TALENT MAGNETISM
Experience
Using technology, creativity, data
and human interactions to build a
differentiated experience for talent,
whether they are successful or not.
Candidates expect experiences to
be consumer-grade and
increasingly simple, mobile-
enabled and personalised
Reputation
Understanding and leveraging
current perceptions of your global
brand and how to build more local
advocacy and brand presence to
improve reputation and attraction
in your target markets
Demand
Crafting demand for your careers
and increasing your reach, fully
leveraging data and talent
intelligence to improve the
accuracy of that reach
All activities by which we generate enough relevant candidates
(Qualified, Interested & Available) to fill the top of the funnel to
achieve the right conversions into hires and into engagement
CANDIDATE GENERATION

13. 13
Employer Brand = Company Reputation
These both depend on experience
85% of people are more likely
to stick with a brand through a crisis
if that brand is transparent.

14. 14
TALENT MARKETINGCONSUMER MARKETING
EMPLOYER BRANDING REDEFINED
The sole purpose of marketing is to sell
more stuff to more people, more often,
at higher prices and more efficiently.
There is no other reason to do it.
The sole purpose of Employer Branding is to
match more jobs to more people, more often, at
greater mutual value and more efficiently.
There is no other reason to do it.

15. 15
Designing your offer for talent in the 21st century
SO WHAT IS AN EVP?
Brand Reputation
Location / Environment
Underpinned by Leadership Vision / Story
Lifestyle
.
+
+
Is it financially stable?
Is it a leader in the marketplace?
Is it growing and does it have a plan for the future?
Is it a well-known and respected business?
Does it have kudos?
Are its products and services respected and/or loved?
How desirable/convenient is the location?
Would I feel proud to show it to my friends and associates?
Would I enjoy spending time here?
Is it interesting and stimulating?
Would I be making a meaningful contribution / making a
difference?
Is it a good match for my skills and talents?
Can the organisation support my future ambitions?
Will I get the training and coaching I need to progress?
How easy is it to be promoted/move within the organisation?
How flexible are the working arrangements?
Will I be able to balance my work and personal commitments?
How progressive is the business in terms of enabling new ways
of working through technology etc?
EXTRINSIC
“Money, Status & Power”
INTRINSIC
“Satisfaction, Fulfilment & Enjoyment”
Rewards
Organisation Opportunities
Work+
Are the salary and benefits competitive?
What is given that others do not?
Is there a genuine link to performance?
What are the formal and informal recognition pathways?
Culture / People
“THE RIGHT DEAL”
Is there a clear and compelling story about where the business is heading?
Is it backed up by a sound strategy and owned by strong leaders?
Is this a journey I want to be part of? (Where do I fit in and what’s in it for me?)
What are the true values and do they match mine?
What’s the management style? Inclusive or distant?
Will I feel values, respected and empowered?
+

16. 16
EXAMPLE - COUNTRY BRANDING

17. 17
A candidate experience framework and financial model for assessing and prioritizing investments
THE CANDIDATE EXPERIENCE

18. DIGITAL
ANTHROPOLOGY
THE APPROPRIATE RELATIONSHIP
BETWEEN HUMANS AND DIGITAL-ERA TECHNOLOGY

19. 19
Technology roll out and adoption
EXAMPLE – WORKDAY COMMUNICATIONS

20. 20
EXPERIENCE MARKETING
KEY STAKEHOLDERS
TODAY AND TOMORROW
BOTS, ROBOTS &
ALGORITHMS
CEO & COO CFO CMO &
COMMS
BUSINESS
LEADERS
PEOPLE
MANAGERS
TALENT
LEADERS
TALENT
INSIDE & OUT
CTO &
DIGITAL
RISK GROWTHCOST
THE CUSTOMER & THE PLANET

21. 21
Surgical Care Affiliates
EXAMPLE - REBRANDING HR
Excellence in Employer Branding
 2017 (winner)

22. 22Amgen Proprietary—Internal Use Only
Born in Turkey
Almost 25 years of professional life. Arthur Andersen, Pfizer,
ING and now in Amgen. I love learning new things every day!
Hold a double major of Business and Economics from Koc
University. Completed certificate programs in Wharton,
Kellogg, Harvard and University of Michigan.
The best learning journey for me has been becoming a
mother!
Traveler, reader, coffee and food lover.
Love being a part of Amgen and serve our mission.
Passionate about HR and aim to develop a better version of
myself, my team and organization everyday.
‘’I am at my best when
I can find a spot to
trigger minds and
hearts.
I am at my worst if
I find my self
questioning my
values.’’
Bahar Ozen
MEA HRD Amgen

24. Amgen
Who are we, what makes
us unique?
EVP
Our promise, branding
MEA
Where are we? Where do
we want to go?
agenda
24Amgen Proprietary—Internal Use Only

25. 25Amgen Proprietary—Internal Use Only
AMGEN FOUNDED IN 1980S IN THOUSAND OAKS
Photo courtesy of Ed Lawrence

26. 26Amgen Proprietary—Internal Use Only
IT’S A STORY OF A STARTUP

27. 27Amgen Proprietary—Internal Use Only
One of the world’s
leading independent
biotechnology
companies
~ 100 countries
Reached millions of
patients
AMGEN TODAY

28. 28

29. 29Amgen Proprietary—Internal Use Only
WHAT DISTINGUISHES US
Pioneering Medicines Innovative Research
World-Class
Biomanufacturing

30. Amgen
Who are we, what makes
us unique?
EVP
Our promise, branding
MEA
Where are we? Where do
we want to go?
agenda
30Amgen Proprietary—Internal Use Only

31. 31Amgen Proprietary—Internal Use Only
3 PILLARS OF EVP
• We LIVE the Mission.
• We WIN Together.
• We THRIVE on Continual Challenge.

32. 32Amgen Proprietary—Internal Use Only
We Live the Mission
It is about patient now
& forever!
We WIN Together
Compete to win, but our
game is a team sport!
We Thrive on
Continual Challenge
Mediocre is easy; we fight for
what’s hard​
Result: We make a difference in
the world​!

33. 33Amgen Proprietary—Internal Use Only
THE AMGEN ANTHEM
ENCAPSULATES OUR EVP

34. 34Amgen Proprietary—Internal Use Only Substance Global
OUR TONE OF VOICE

35. 35Amgen Proprietary—Internal Use Only
3 PILLARS OF EVP
• We LIVE the Mission.
• We WIN Together.
• We THRIVE on Continual Challenge.
3 LEADERSHIP ATTRIBUTES
• Deliver RESULTS
• Build the BEST TEAMS
• Shape the FUTURE
LINKING EVP TO LEADERSHIP ATTRIBUTES

36. Amgen
Who are we, what makes
us unique?
EVP
Our promise, branding
MEA
Where are we? Where do
we want to go?
agenda
36Amgen Proprietary—Internal Use Only

37. SO FAR IN MEA WE’VE ENGAGED 4.9% OF TALENT POOL

38. OUR STRATEGY

39. 1. RAISE AWARENESS WITH DYNAMIC ADS

40. 2. ENGAGE TALENT POOL WITH CONTENT
The people The science The mission

41. CANDIDATE JOURNEY

42. Amgen
Who are we, what makes
us unique?
EVP
Our promise, branding
MEA
Where are we? Where do
we want to go?
42Amgen Proprietary—Internal Use Only
The Mission
The Science
The People
LIVE-WIN-THRIVE
Defy Imagination
We’ve just started! We
know where we are and
how to get there.

45. A Brand is a promise
A Brand is a Promise

46. We’ll treat you well
- Our Promise
*August 2020

47. 2030
Be among the Global Best Employers where
every Asterian finds purpose and aspires to be
the best in providing care for our customers
While staying
true to our
promise we
aspire to

48. Top 3 enablers to achieve our mission and deliver on our promise
Great People Meaningful Work Diverse Opportunities

49. Attracting through Diversity
People are at the heart of every relationship we build
Our brand promise of ‘We’ll Treat You Well’ extends to our colleagues, patients and customers
60%represent our female workforce
We are 19,000+ strong
2,500 + doctors 6,900+ nurses
70 + nationalities
70 % talent below 40 years
Paving the way for the millennials and Gen Z
67% of job seekers said a diverse workforce is
important when considering job offers - Glassdoor
Great People

50. Leading with Empathy
Creating a Safe work
Environment
Counselling support and
Mental Health programs
Career Transition assistance

51. We are here to make a difference,
Meaningful Work
Touched 19mn patient lives and counting…
What goes in the mix?
▪ Exceptional group of colleagues passionate about developing
services and solutions that differentiate us in the healthcare sector
▪ Leadership connects, communication and vision that inspires
▪ State of the Art facilities and specialized Centres of Excellence –
across clinical and non-clinical functions
▪ AGILE & Innovative business opportunities powered by a culture of
Digitization & Automation

52. Impacting
Communities
2 mn+ lives touched

53. We grow as our employees find new paths
Diverse Opportunities
Encouraging movement of talent across roles
What goes in the mix?
▪ Focus on core – upskilling programs for nurses , within and
across functions
▪ Continued focus on Leadership Development and building
managerial capabilities to lead through crisis
▪ Continuous feedback conversations and curated programs
to build resilience, improve decision making across levels

54. To Recap our recipe
✓ Great People
✓ Meaningful Work
✓ Diverse Opportunities

55. Our Brand
Ambassadors
Candidates trust company's
employees 3x more than
the company to provide
credible information on
what it's like to work there
- LinkedIn

56. A LENS ON THE
CURRENT PANDEMIC

57. 57
• Unprecedented change in both customer and talent markets
• Brands are most likely to be made or broken at the top of a boom or bottom of a bust
• Inclusive and collaborative cultures proving more agile than traditional command/control hierarchies
• Personalization and speed key
• The need for advanced careers websites and CRM experiences is further highlighted with careers traffic soaring and the need
to nurture & engage much larger talent pools and communities of people, for longer and with highly nuanced messaging
• In addition to the strategy and machinery of employer branding and talent acquisition infrastructure, the oil that that must keep
the engine running smoothly is content and reputation management
• Those with robust social media, reputation management and content strategies, especially user generated, are standing out –
across awareness, perception and conversion
CURRENT TRENDS
70%
61% increase in social
media engagement including
40% WhatsApp and 58%
across Wechat and Weibo
(Kantar, April 03 2020)
70% increase in web
browsing
(Kantar, April 03 2020)
67% of KSA and UAE nations saw a significant
increase in their social media browsing
during COVID; spending most time of their time
WhatsApp and Twitter. KSA and UAE have the
highest penetration rates of WhatsApp at 86%;
and 95% respectively.

58. 58
APPROPRIATE BRAND MESSAGING

59. 59
APPROPRIATE BRAND MESSAGING

60. 3 THINGS TO DO
TOMORROW

61. 61
Make content relevant,
accurate and appropriate for
your audience
Are you finding the right balance
between the head and the heart?
And is it localized fully?
Reflect your brand’s
mission, vision and values
Don't become something you
weren't before – speak to who your
organization is
Know your audience
Current employees and future
candidates, employees
and alumni
Who will see your message?
How will they feel about it?
What are their intrinsic & extrinsic drivers?
3 STEPS TO ADAPT YOUR EMPLOYER BRAND
1 2 3

62. 62
Ooh look at that
CREATE CONTENT THAT DIFFERENTIATES

63. Q&A

64. 64