How can established organisations adjust their employer brands to attract younger recruits?
Managing Director for Global Markets
To attract young talents, as an established organisation, we have to first acknowledge that the career aspirations of young people today are very different from in the past.
These days, they are looking for a more mobile career with a set of options where they can build their future. They are looking for experience and a learning curve of over three years which they can then apply in the next phase of their work lives.
That being said, one of Peak Re’s ambitions is to modernise the reinsurance industry. We are only going to be able to modernise when we have younger, dynamic-minded people, and open and liberal minds who can be thought leaders within the company.
At Peak Re, employees are encouraged and empowered to make decisions, to lead as well as contribute to the growth of the company.
Age is not a factor in the selection process. Instead we focus on the employee’s capability. If the candidate demonstrates competence and maturity beyond their age, the company will be very happy to entrust these employees with new responsibilities and challenges, often an experience that will be rewarding and satisfying to the right candidate.
The office environment also plays a big part in attracting young talent. The success of the company is built on the diverse exchange of ideas and active team collaboration; having an open concept layout and a flat hierarchy are thus key to that process.
Peak Re values the group of individuals working together with the right approach – where success is measured by the achievement of the team, rather than the outstanding performance of an individual.
Finally, Peak Re believes the top-down approach should be eradicated in order to give more voice to young talents and their aspirations, all of which will be the lifeblood of established organisations – for the present and future.
Senior Vice President and Managing Director, Asia-Pacific
Millennials form more than half of Herbalife Nutrition’s workforce in Asia-Pacific and their influence on company culture continues to grow. Their strong sense of purpose, and ability to adapt to technological change and thrive under pressure, make millennials a unique generation that has the potential to bring immense value to all organisations. While our established ways of building the business have served us well, we need to continue to evolve in order to be relevant to a new generation of millennials poised to become key drivers of change in the future workplace.
This is why we take a holistic approach to transforming our brand – beginning with fostering a strong corporate culture that emphasises innovation and authenticity between the company and our brand values. This then extends to product development and the kind of actions we take and language we speak when marketing our brand to millennials.
At Herbalife Nutrition, our purpose is to make the world healthier and happier through inspiring healthy active living and positive nutrition habits. By building a strong corporate culture, we have since fostered an environment where employees can be a living example of our brand mission.
Employee-engagement initiatives like our Team Herbalife Healthy Active Lifestyle Challenge – a task-based game encouraging our employees to compete in a series of healthy lifestyle challenges – was extremely well-received among the millennials.
Additional employee benefits, such as subsidised gym membership, have been introduced to meet the desires of the millennial generation for a balanced lifestyle that includes healthy, active living.
To help instill a greater sense of purpose in millennials’ career aspirations, we introduced initiatives aimed at encouraging innovation, a key growth driver for our company; and on the marketing front, we expanded the range of communication channels we use to incorporate social media platforms such as Facebook, Instagram and WhatsApp to deepen our connection with digital-savvy millennials.