Employer of choice

Employer of choice - Target 1

We have a key university strategy which is an important part of our overall employer of choice activities. Our target is to identify, build and foster relationships to key universities around the world (e.g. Hochschule St. Gallen, ESADE Barcelona, RSM Rotterdam, Hong Kong University, Babson College Boston).

Why was this target chosen?

The expected outcome is a positive impact on our employer branding and recruiting activities, for example increasing the number of applications by top graduates from top universities globally. We need the best graduates to fuel our talent pipeline for the Group.

To become employer of choice and top recruiter are two of the cornerstones of the overall HR strategy. Therefore this target delivers right into the general HR strategy and our strategic business plan.

What was the approach taken?

Based upon existing university liaison activities we decided to create a new global key university strategy, which was started in 2008. The steps to reach our target were:

  • Identifying key universities
  • Establishing contacts or fostering already existing contacts
  • Organising events with extended Board members (25 events around the globe at 12 universities) with approximately 2,000 students and graduates participating. We also reached approximately 10,000 students and graduates with our marketing campaign
  • Participating in career fairs, case studies, etc.
  • Following up with universities to discuss our cooperation and to plan the activities for 2009 to ensure sustainable development
  • Following up with students to ensure sustainable employer branding and recruiting (for example, mailings about career options at the adidas Group).

Score

75 percent

Barriers encountered along the way

It takes time to establish and maintain strong and effective relationships with universities.

Conclusion

One outcome was a positive impact on our employer branding as measured by rankings, student surveys, etc.

In addition we have already experienced a positive impact on our recruiting activities for internships, trainees and the Business Management Programme.

Lessons learnt in 2008

  • We learnt how to set up effective and efficient cooperation with the participating universities to ensure smooth planning, execution and follow-up.
  • It was clear how important it is to establish and foster a personal contact and to build a great relationship with the university counterpart.
  • A further learning is that the key for sustainable success is long-term, ongoing cooperation.
  • To ensure an excellent outcome it is necessary to track and evaluate the results of our cooperation and to use this as a basis for the ongoing selection of our partners.

New target for 2009

Based on our experiences during 2008 we plan to go ahead with our key university strategy during 2009.

Employer of choice - Target 2

We want to become the employer of choice not only for external potential talents but equally important for all our current employees who carry our brands and business with great passion.

To get there, we need to listen to our employees, understand what is important to them and how they feel about the most relevant 'engagement drivers'.

Why was this target chosen?

Satisfaction drives commitment, commitment drives engagement, engagement drives performance!

If we understand how engaged our global workforce is and what needs to be done to further improve engagement in every business unit, division and department, we will be able to measure how we are doing as an 'employer of choice' while also measuring the strength of our performance culture.

What was the approach taken?

We launched engagement surveys starting in 2006 and by the end of 2008 we had covered almost all brands, regions and functions worldwide, learning how our employees rate us on engagement drivers such as:

  • Career opportunities
  • Recognition
  • Senior leaders
  • Learning and development.

Following the survey, our HR department will analyse the results and with our employees create 'result to action' plans to improve engagement.

Score

75 percent

Barriers encountered along the way

None

Conclusion

We had to learn that the work starts 'after' the survey, to implement the 'results to action' as part of the process.

Engagement will be a focus point for our people and performance management going forward.

Lessons learnt in 2008

Having a clearer understanding of the common themes for key engagement opportunity drivers - as well as threats - we geared our HR strategy towards supporting those positive areas.

New target for 2009

With regards to engagement, 2009 will be focused on the 'result to action' execution worldwide. We are planning the next global engagement survey for 2010.

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Within this report
KEY
  • 0%: no progress
  • 10%: initiated
  • 25%: partly complete
  • 50%: good progress
  • 75%: substantially complete
  • 100%: fully complete