That is according to the latest research from talent acquisition and management consultancy, Alexander Mann Solutions: The Next Chapter: Your New Global Graduate Programme.
The white paper, which is based on quantitative research and in-depth interviews with global brands including Rolls-Royce, GE, HSBC and Citi, amongst others, also highlights how many firms rely on ‘volunteer armies’ to disseminate EVP messages internationally.
While most organisations which took part in the research have a relatively small central team - usually based at their international headquarters which sets policy and direction - all recruitment teams rely very heavily on local, non-HR personnel for face-to-face engagement with potential hires.
The research also reveals a very wide divergence of thought on necessity for, and the implementation of, a truly global EVP. While some organisations are firmly committed to a very definite corporate culture, guidance from other firms is often vague, with central teams even turning a ‘blind eye’ to actions of local operators. However, all agreed there needs to be tailoring of messages, and their delivery, to take into account local cultures, regulatory environments and education systems.
Sandrine Miller, Global Head of Emerging Talent Consulting, Alexander Mann Solutions, adds:
“While a global EVP still appears to be regarded as important, there seems a growing trend towards honing in to essential elements and then allowing for local tailoring to ensure that it remains relevant and impactful.
“All of the organisations involved in the research were committed to the idea that the calibre of individual that entered an international emerging talent programme and the quality of work and training they would subsequently experience should be consistent around the globe. However, most
habitually define what messages can be amended outside of core values, particularly those which have varying identities in different countries or regions which mandates the need to shape a local message to resonate with that identity.
“It’s also clear from our research how important it is to actively engage colleagues to disseminate these tailored messages: not only to divide labour, but also to allow teams on the ground to build the workforce that they want, rather than one which is imposed on them from head office.”
