The global talent landscape continues to evolve in response to COVID-19, and organisations need to pivot their strategies. From nationwide lockdown in India to the extension of ‘circuit breaker’ measures in Singapore and gradual opening of markets in China, employer brand communications need to align with the fast-changing needs of audiences now – but were you ready before this started? In this webinar, Cielo experts will discuss the importance of employer branding and experience marketing from the perspective of current world events. Joining them will be James Williams, SEA Head of Talent Acquisition at Johnson & Johnson and Nikhilesh Mathur, APAC Head of Talent Acquisition at RELX Group, who will share their journeys and what they are considering next. We will: • Consider how traditional employer branding mostly focuses on the basic processes of talent engagement • Demonstrate the need for agile organisations to implement new levels of engagement and change management for the rapidly digitising world of work • Showcase how organisations can differentiate through experience marketing for success now and moving forward Being timely, topical and using the appropriate tone are keys to success in employer branding. Join us as we talk through steps to strengthen and stabilize your employer brand during these uncertain times.

1. EMPLOYER BRANDING &
EXPERIENCE MARKETING
May 2020

2. BEFORE WE BEGIN…
THANK YOU

3. 3
Snr Vice President, Cielo
Employer Brand & Digital - Global
Andy Curlewis
Vice President, Cielo
Client Solutions - APAC
Kumar Bhaya
AGENDA & SPEAKERS
INTRODUCTIONS
SETTING THE SCENE - EMPLOYER BRANDING &
EXPERIENCE MARKETING
JOHNSON & JOHNSON JOURNEY
RELX JOURNEY
LENS ON THE CURRENT SITUATION
Q&A
Head of Talent Acquisition, Johnson & Johnson
SEA
James Williams
Head of Talent Acquisition, RELX Group
APAC
Nikhilesh Mathur

4. 4
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

5. 5
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,
Brand & EVP

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

7. 7
BUZZWORD BINGO
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

8. 8
Strategic business activation and future proofing
WHAT THIS MEANS FOR TALENT

9. 1.0
EMPLOYER BRANDING
THE JOURNEY
2.0
TALENT MAGNETISM
3.0
EXPERIENCE MARKETING

10. 10
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.

11. 11
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.

12. 12
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

13. 13
Surgical Care Affiliates
EXAMPLE - REBRANDING HR
Excellence in Employer Branding
 2017 (winner)

14. DIGITAL ANTHROPOLOGY
THE APPROPRIATE RELATIONSHIP BETWEENHUMANS
AND DIGITAL-ERATECHNOLOGY

15. 15
Technology roll out and adoption
EXAMPLE – WORKDAY COMMUNICATIONS

16. TALENT ACQUISITION
May 2020
J&J Candidate Experience
& Employer Brand Journey

17. TALENT ACQUISITION

18. “We believe our first responsibility is . . . To mothers,
fathers and all others who use our products and
services.”
Our Candidates are also our Customers
A bad candidate experience not only has an impact on
our employer brand, but also on the bottom line.
42% of unhappy candidates are less likely to
purchase your product again
63% of unhappy candidates are more likely to
actively tell others about a bad experience they
had with J&J
THIS IS A
CREDO
ISSUE AT
ITS HEART

19. TALENT ACQUISITION 19
To successfully launch our Employer Brand, we first needed to ensure we
could provide the best candidate experience
Our Journey So Far…
2018 2019
Launch of our candidate experience
portal….SHINE
Implementing our fit-for-purpose
recruitment model

20. The Race for Talent
is More Competitive
Than Ever Before
In the digital
transformation era,
talent is attractedby
companiesthat are
perceivedas
innovativeandhaving a
vibrant culture.
Companiesthat are
perceivedas Bold
Innovators andFun
& Friendly will win
the racefor talent.
Johnson&Johnson has
earnedthe privilege to be
at the topof the Ethical
Employers &Good
Citizen categories, yet we
arenot associatedwith
the most desirable
employer traits.
Weareperceivedas a
traditional andstodgy
employer that takes careof
its employees
andthe world.
The Challenge The Hard
Truth

21. We needed to evolve how we present J&J as
an employer….

22. TALENT ACQUISITION
J&J Employer Brand Promise
When You Join J&J,
Your Next Move
Could Mean Our
Next Breakthrough

23. TALENT ACQUISITION

25. THE
RELX GROUP
STORY

26. RELX
Global provider of information-based analytics and decision tools with offices in 40 countries and serving customers in
more than 180 countries. It employs over 33,000 people and has market capitalisation of almost US$ 50 Bn.

27. Our journey to improve experience
Thinking like a candidate -
• What information might they need
• Addressing our behaviours
• Fine tuning processes

28. Information
• Important to have a clear and consistent EVP. Each RELX division has
invested in their unique proposition that connects to the group, but
also recognises divisional contributions and strengths.
• We highlight our culture, values, inclusion and diversity to attract
talent.

29. Targeted content for major skillsets

31. LexisNexis

32. COVID response

33. Processes and Behaviours
• Talent attraction training
• Talent attraction is a shared goal, not just HR
responsibility
• Roles and responsibilities are defined and
communicated
• Covers a range of topics from interviewing
behaviour, response time, quality of
communication, shared ownership of process
etc.
• Also helps our Managers since most of them
struggle with interviews and the programme will
offer clarity and structure
• What, When, Why, Where, How
• What can be automated?
• What needs to be done in person?
• What information do we have already?
• Why do we need the process in the first place?
• Where do processes interlay?
• What are the handoffs between processes and teams?
• How can we simplify the process?
• When does the process start? Can it be managed
earlier?

34. A LENS ON THE
CURRENT PANDEMIC

35. 35
• Unprecedented change in both their 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)

36. 36
APPROPRIATE BRAND MESSAGING – LIFE SCIENCES

37. 37
APPROPRIATE BRAND MESSAGING - HEALTHCARE

38. 38
APPROPRIATE BRAND MESSAGING – LIFE SCIENCES

39. 39
COMMUNITY-FIRST BRANDING

40. 40
TAKE CARE OF YOUR EMPLOYEES

41. 41
GRATITUDE
SECURITY
FLEXIBILITY
SAFETY
CHANGING HOW WE CONNECT ONLINE

42. 42
A TALE OF TWO FAST-FOOD COMPETITORS

43. 3 THINGS TO DO
TOMORROW

44. 44
Make content relevant,
accurate and appropriate for
your audience
Are you finding the right balance
between the head and the heart?
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?
3 STEPS TO ADAPT YOUR EMPLOYER BRAND
1 2 3

45. 45
Ooh look at that
CREATE CONTENT THAT DIFFERENTIATES

46. 46
NEW CO-WORKERS AND UNEXPECTED WAYS OF WORKING

47. Q&A

48. 48