2017 HR Directors Event, Hanoi

March 9, 2017

Hanoi, 28th February 2017

Harvey Nash unveiled findings from its 2017 HR Survey, highlighting recruitment, HR systems and labour trends, in events held on 28th February 2017 in Hanoi and 2nd March 2017 in Ho Chi Minh City. Over 150 attendees comprising HR leaders and HR professionals from leading companies in Vietnam participated in these events.

The shifting political and economic landscape makes attracting a decreasing pool of available talent increasingly problematic. The talent pipeline, its development, emigration and immigration of the workforce will be pushed to the forefront of the HR agenda.

Human resource professionals are riding a wave of transformation brought on by changes in technology, an ageing population and instabilities in the wider economy. As digitisation and automation replace existing skill sets at an ever-increasing rate, HR professionals will be required to develop their ‘ability to adapt’ as a core skill.

Top three business issues that the board is looking for HR to address are:

1.Leadership capability (58%)
2.Talent management (57%)
3.Employee engagement (56%)
1.Employee retention & motivation (71%)
2.Recruitment (69%)
3.Talent management (66%)

Retention and recruitment are on top of Vietnam’s board HR priorities. It means employers face more competition to recruit top talent for their organisations. It also means that they are making the effort to stay on top of the game, build programs to not only attract new talents but also retain the current employees from leaving for competitors.

  • More than haft our respondents cite continually evolving products and services as crucial to their organisations, and a further one in four believe it is quite important. The large majority of our HR respondents (86%) feel that they actively support innovation within their organisations. More than one in ten responded that they lead the way in promoting and supporting innovation.
  • More than half acknowledge the march towards digitization and recognise that new technologies, artificial intelligence and automation will be affecting their workforce planning in less than five years’ time.
  • 67% cite employer branding as very important to the recruitment process. Online recruitment up significantly: social media (up 15%), LinkedIn (up 7%), job boards (up 3%) and corporate website (up 2%)

PANEL DISCUSSION – Employer Value Proposition

  • Co Thi Hoa – Deputy General Director, Capital House Company
  • Tran Thanh Mai – Country HR Manager, IBM Vietnam 
  • Tam Truong – Director, Executive Search & HR services, Harvey Nash 
  • Alistair Copeland – Managing Director, Emerging Markets, Harvey Nash

From left to right: Tam Truong, Tran Thanh Mai, Co Thi Hoa, Alistair Copeland, Dao Duy Anh

The differences between Employer Value Proposition (EVP) and Employer Branding (EB)
The work of the EB or EVP often lives within the Human Resources function of the organization. This work is more or less outside of the traditional perception of HR practice in the area of managing people. It requires an understanding of branding and communication. EB and EVP are two sides of the same conversation. One side represents the intent of the company, while the other side represents the understanding of the employees.

How to build EVP with a limit budget?
EVP requires not only the investment in term of budget but more important is the consistent understanding and support from top level management. The EVP is a unique set of offerings, associations and values to positively influence target candidates and employees. The EVP will offer messages that address the rewards, the culture, the career, and the work environment. With a limit budget, HR function could consider to build a longer term plan with clear objectives and milestones to step by step address and achieve one after another of the above set of offerings. It is useful to make your EVP offerings appealing, true, unique and sustainable.

How to effectively communicate your EVP?
Similar to brand communication, EVP communication also requires segmentation of target audiences. Messages targeted to current employees will be different with messages to appeal to prospective employees. The message also different to attract new employees at junior level versus mid-career level or top management level. Communication tools is diverse by groups of audiences from internal website to career landing page, social media, blog post, internal thought leaders and company news.