Talent Attraction and Employer Branding presentation. Case histories drawn from my first-hand experience at GE, Fiat, Indesit, Areva

1. TALENT ATTRACTION & EMPLOYER BRANDING:
CONCEPTS, CASE HISTORIES AND DEBATABLE IDEAS
Francesco Picconi
EXECUTIVE COURSE IN ADVANCED HR MANAGEMENT
MIP SCHOOL OF MANAGEMENT
POLITECNICO DI MILANO
Milan, January 22nd, 2011

2. TALENT ATTRACTION & EMPLOYER BRANDING
A possible definition of Employer Branding:
A consistent and long-term strategy to increase the perception of my
company by existing and potential employees as a “great place to
work”.
It aims at attracting, retaining, motivating existing and potential employees.
Focusing on Talent Attraction, Employer Branding:
 attracts the best talents on the market to my company
 avoids that best talents go to competition
 makes the hiring process more effective by increasing the offer
acceptance rate and by attracting the candidates who are more in
synthony with the company culture and leadership style I want to
promote

3. TALENT ATTRACTION & EMPLOYER BRANDING
Key issue: manage all communication channels in a consistent way
For example:
1. Careers site must:
 Emphasize the cultural aspects and leadership styles that are important to my
company, in order to attract potential employees who feel a good fit
 Be easy to use
 Obviously…contain al lot of job opportunities and/or attractive Entry-Level Programs
• Recruitment marketing materials must:
 Raise immediate interest
 Be updated (beware of documents and leaflets containing information which are older
than a year)
3. Web 2.0:
 Employer branding 2.0 is a conversation, not a monologue
 Build communities on social network (LinkedIn, Twitter, Facebook)
 Use the social network to post jobs (f.i. LinkedIn) and scout talents

4. TALENT ATTRACTION & EMPLOYER BRANDING
4. Become a recognized Best Place to Work: How?
 Employment Branding is too important to be left to HR: involve the CEO and the
Senior Managers in a communication strategy finalized to best talents attraction
 Involve Senior Managers in University events as speakers / subject matter
experts
 Participate to Career Fairs not only as HR, but also involving Line Managers
 Increase my company brand awareness on traditional and new media
(interviews with the CEO, writing articles, be a testimonial in a Master program,
…)
 Get press attention in order to become the benchmark on relevant (trendy?) HR
initiatives (f.i. creating a nursery, introducing flexible hours, allowing home office
policies, introducing flexible benefits plans,…)
 Engage existing employees to become “All Ambassadors” of the company
 Enter in “best place to work” ranks

5. TALENT ATTRACTION & EMPLOYER BRANDING
5. Target young graduate with specific programs and strategies:
 Sponsor University / Master programs to brand my company
 Create and leverage long-term partnerships with academics in order to promote
my company with their best students
 Partner with academic institutions to raise the awareness of my company with
graduates and students
 Offer internships in my company’s core functions
 Create and institutionalize Entry-Level Programs to attract the best young
talents (f.i. GE….)

6. GE ENTRY-LEVEL LEADERSHIP PROGRAMS
FIELD OF EXCELLENCE
Attracting tomorrow leaders by enrolling undergraduates / Masters & MBA in Entry-Level
Programs (ELP) which put them on a career fast track. The power of attraction of ELP’s
which over the decades have shaped large part of GE’s senior management is unparalleled.
The company
GE is a diversified infrastructure, finance and media company taking on the world’s toughest
challenges. From aircraft engines and power generation to financial services, medical imaging,
and television programming, GE operates in more than 100 countries and employs about
300,000 people worldwide.
GE has a strong set of global businesses in infrastructure, finance and media aligned to meet
today’s needs, including the demand for global infrastructure; growing and changing
demographics that need access to healthcare, finance, information and entertainment; and
environmental technologies.
In 2009, GE delivered solid results despite the tough economic climate with earnings of $ 11.2
billion. Industrial cash flow from operating activities for the year remained strong at over $ 16.6
billion. Source: www:GE.com

7. GE ENTRY-LEVEL LEADERSHIP PROGRAMS
FEEL THE DIFFERENCE !
Undergraduate Leadership Programs
“GEs Corporate Entry-Level Leadership Programs combine responsible
and important job assignments with formal classroom studies. The
rotational assignments cut across different aspects of a GE business,
providing you with broad and valuable experience in a relatively short
amount of time.”
Masters & MBA Leadership Programs
“At GE, your investment in education pays off. You can work on
extraordinary projects with exceptional people, helping solve some of
the world’s most pressing problems, while your Masters & MBA
Leadership Programs can help you advance your career quickly.”

8. GE ENTRY-LEVEL LEADERSHIP PROGRAMS
UNDERGRADUATE LEADERSHIP PROGRAMS
 Communications
The Communications Leadership Development Program (CLDP) is a challenging, rotational program focused on
developing top potential communications and public relations talent. Rotations may include (but are not limited to)
public relations, marketing communications, employee communications, and executive communications, among
others.
 Corporate Audit Staff
Corporate Audit Staff (CAS) is an audit and leadership program designed to expose high potential employees to
intensive on-the-job development in the different businesses within GE, providing valuable hands-on experience and
networking opportunities. Regional Auditors focus on a particular region to gain depth and expertise.
 Engineering
The Edison Engineering Development Program (EEDP) develops technical problem-solving skills through advanced
courses in engineering and technical projects and presentations to senior leadership that are aligned with business
objectives. Diverse experiences may include: systems, analysis, design, quality, reliability, integration and testing.
 Finance
The Financial Management Program (FMP) develops leadership and analytical skills through classroom training and
key assignments. Hands-on experience may include financial planning, accounting, operations analysis, auditing,
forecasting, treasury/cash management, and commercial finance.

9. GE ENTRY-LEVEL LEADERSHIP PROGRAMS
 Information Technology
The Information Management Leadership Program (IMLP) develops strong technical and project management skills
through a combination of coursework and challenging technical assignments. The program consists of four six-month
assignments through one of GE's major business units.
 Manufacturing/Operations
The Operations Management Leadership Program (OMLP) is an ideal entry point for engineers with the energy and
drive to define and deliver world-class manufacturing processes, products and services. Possible assignments include
shop operations, process engineering, lean manufacturing, global supply chain management, materials management,
and environmental health and safety implementation.
 Sales & Marketing
The Commercial Leadership Program (CLP) offers a core curriculum that fosters the development of commercial skills
and techniques that are critical to success in all GE businesses. The program prepares candidates for a successful
career in sales or marketing by providing the opportunity to learn about our products, industry, and customers while
simultaneously making valuable contributions to the organization.
 Business Specific Programs
In addition, various GE businesses have special training programs geared to their businesses.

10. GE ENTRY-LEVEL LEADERSHIP PROGRAMS
MASTERS & MBA LEADERSHIP PROGRAMS
 Engineering
The Edison Engineering Development Program (EEDP) develops technical problem-solving skills through advanced
courses in engineering and technical projects and presentations to senior leadership that are aligned with business
objectives. Diverse experiences may include: systems, analysis, design, quality, reliability, integration and testing.
 Human Resources
The Human Resources Leadership Program (HRLP) is a challenging rotational program focused on accelerated
development of top potential human resources talent, with the purpose of creating a pipeline for HR leadership roles
across GE. HRLP is an intensive two-year program consisting of three, eight-month rotational assignments in the
human resources functions of a GE business. The program combines job assignments with focused training and
leadership opportunities to prepare you for a career at GE.
 Sales & Marketing
The Experienced Commercial Leadership Program (ECLP) is an intensive two-year program for commercial savvy
talent consisting of three, eight-month rotational assignments in the sales and marketing functions of a GE business.
The program combines job assignments with focused training and leadership opportunities to prepare you for a career
at GE.
 Business Specific Programs
In addition, various GE businesses have special training programs geared to their businesses.

11. GE ENTRY-LEVEL LEADERSHIP PROGRAMS
LESSONS LEARNED FOR EMPLOYER BRANDING
• “Walk the talk” on career progression when the ELP is over.
This boosts my Company attractiveness in terms of employer
branding.
For example, at GE:
 A large part of GE senior managers comes from the GE ELP
ranks
 The GE ELP story is so successful that fresh undergraduates
consider joining one of its programs as an alternative to a top-
ranked Master or MBA

12. GE ENTRY-LEVEL LEADERSHIP PROGRAMS
LESSONS LEARNED FOR EMPLOYER BRANDING
2. Make ELP an integral part of my Company employee branding strategy
and ensure the added value is properly communicated and
understood via the media, the company website, the main social
networks, at career fairs, at University events

13. GE ENTRY-LEVEL LEADERSHIP PROGRAMS
LESSON LEARNED FOR EMPLOYER BRANDING
• Be focused on the type of talents my Company wants to
attract.
This means:
 Always strive for excellence and don’t compromise on quality:
weak programs can put my whole employer branding strategy at
risk (word of mouth, blogs etc…)
 Launch only the ELP’s for which my Company can ensure
adequate resources (money, people, time): don’t eat more than
you can chew !
 Focus on my Company key functions (technology, sales, finance,
HR,…)

14. CASE HISTORIES AND DEBATABLE IDEAS

15. CASE HISTORIES AND DEBATABLE IDEAS:
GE
“Creating leaders is one area where GE’s reputation remains unparalleled. Year after
year the world sees it as the golden standard for talent. In a recent global survey of
the best companies for leadership by Hay Group, GE ranked no. 1”.
“CEO Jeff Immelt says his company trains the best business leaders in the world”.
BUT…..
“Yet they haven’t saved him from a hellish decade that cut GE’s value in half”
(source: Can GE still manage? Bloomberg Business Week, 15/4/2010, Diane Brady).
DEBATABLE IDEA: How could GE continue to be attractive and remain “the
golden stardard for talent” while at the same time the Company looses value?
Through first-class Employer Branding!

16. CASE HISTORIES AND DEBATABLE IDEAS:
INDESIT COMPANY
“Andrea Guerra, former CEO, was named at 34, one of the youngest executives to
hold such a position in a public company in Italy”
(source: Indesit Company website).
One of the main attractiveness issues for Indesit Company is probably given by the
remote location of Corporate and local HQ (examples: Fabriano in Italy,
Peterborough in the UK, Lipetsk in Russia…).
DEBATABLE IDEA: How can Indesit have become no. 2 household appliances
in Europe in recent years and still attract great talents, even though it is largely
based in remote locations? Through an Employer Branding strategy centered
on a peculiar Company culture and leadership style !

17. CASE HISTORIES AND DEBATABLE IDEAS:
FIAT GROUP
“Those who have been defined by the media as “Marchionne Boys”, are mostly
managers between 40 and 50 years old, who have been remotivated and who have
gotten the key jobs”
(source: Fabio Ricceri, Employer Branding & Recruiting 2.0, 5/11/2007)
“I have promoted people who have been here for many years, but who were
suffocated by their bosses…I am in favor of recognizing the capabilities of
individuals…when I arrived at Fiat I was astonished by employees working
conditions and I committed to “humanize” the workplace. We start to see the results
with the nursery, but also with the new cafeteria, the bathrooms and the dressing
rooms, and we intend to open a supermarket at Mirafiori. We heartily care about our
employees working conditions”
(source: Sergio Marchionne, La Repubblica, 15/10/2007).
DEBATABLE IDEA: In a survey of graduates in 2007, Fiat moved up the ranks
of the “best 100 companies to work for” from the 14th to the 3rd place in 3
years. How? Employer Branding starts at CEO level or simply does not work !

18. CASE HISTORIES AND DEBATABLE IDEAS:
AREVA
On 12/02/2008, Areva participated with other 5 “pioneer” companies to the first “Neo
Job-Meeting”, a virtual career fair on Second Life, in order to recruit engineers and
technicians.
In 2008 Areva reached the peak of an aggressive multi-year recruitment campaign
by hiring 10,000 employees worldwide, 50% of which engineers.
After a pre-selection phase in which an external partner company screened the
candidates resumes in the traditional way, interesting candidates’ Avatar had a
virtual interview on Second Life with technology-skilled Areva recruiters.
What do you think have been the resuls?
DEBATABLE IDEA: Does Employer Branding on Second Life work or is it just
the last fad? And how about the return in terms of image?