Handout Advance StrategyMBA - M14

Employer Branding Strategy based on TheTalent Compact Framework for Takata

Corporation

Betreuer:Solène ChaffarodAlejandra Orejas Albert Wessling

Seite ii Inhaltsverzeichnis

Vaibhav JainJose Luis Araya Leipzig, 21.02.2014

Summary

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Inhaltsverzeichnis Seite

1 Introduction............................................31.1 Problem.............................................31.2 Objective...........................................31.3 Method..............................................3

2 General Informations....................................52.1 Facts about Hungary.................................5

2.1.1General Information............................52.1.2Economic Facts.................................5

2.2 Facts about Miskolc.................................62.2.1General Information............................62.2.2Economic Facts.................................6

2.3 Job Market in Miskolc...............................62.3.1Available Workforce............................6

2.4 Miskolc Education...................................72.5 How to apply in Hungary (Famous Job portals)........82.6 Universities in Hungary.............................8

3 Analising the problem...................................93.1 Competitor Analisis.................................93.2 Main Competitors of Takata in Hungary...............93.3 What is Bosch doing to atract employees?...........10

4 Conclusion and suggestion..............................11

Introduction Seite 3

1 IntroductionTakata Corporation is about to open a new production sitein Miskolc Hungary, for this matter there is a need toemploy 1000 new workers in a time frame of 5 years.

1.1 ProblemIn order to successfully recruit that amount of employeesand to assure the quality which is required, a goodbranding strategy is going to be needed. Takata iscompeting with other engineering companies in the regionwhich are settled there for a longer time. The best talentshave a couple of choices and takata is not a popular well-known brand amongst university graduates in Hungary.

1.2 ObjectiveEstablish a working Employer Branding Strategy to achievethe set goal and to succesfully retain the high skilledtalents for a longer relationship with Takata.

1.3 MethodThe work is mainly based on The Talent Compact Framework byDouglas A. Ready, Linda A. Hill, and Jay A. Conger. Alsothere will be provided data about the region and a generalproposal about a possible action plan.

Brand

Purpose

Opportunity

Culture

Seite 4 Kapitel 3

Opportunity

Introduction Seite 5

2 General Informations

2.1 Facts about Hungary

2.1.1 General InformationLocation: East-Central Europe

Time zone: GMT+ 1 hour

Population: 9.99 million (2011); 9.98 million (2012 forecast)

Participation in international organizations: United Nations, NATO, European Union, OECD, IMF, Visegrad Group, Organization for Security and Co-operation in Europe (OSCE), Conseil Européenne pour la Recherche Nucléaire (CERN), Duna Committee, Schengen Agreement, World Meteorological Organization, Bank for International Settlements, International Atomic Energy Agency, Wassenaar Arrangement on Export Controls for Conventional Arms and Dual-Use Goods and Technologies

Main industries: automotive, electronics, pharmaceuticals, ICT, food

Currency: HUF (forint) - (Exchange rate used: 300 HUF/EUR)

2.1.2 Economic FactsLabour force: 4.284 million (2011)

Employment: 3.82 million (2011); 3.86 million (2012 forecast)

Unemployment rate: 11% (2011); 11% (2012 forecast)

Gross domestic product (mil USD, PPP): 195,100 (2011)

Consumer Price Index: 3.9% (2011); 4.9% (2012 forecast)

FDI – Inward direct investment: USD 2 billion (2011); USD 2billion

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(2012 forecast)

Export growth: 9.1% (2011); 6% (2012 forecast)

Current account balance (% of GDP): 1.5% (2011); 1.1% (2012forecast)

2.2 Facts about Miskolc

2.2.1 General InformationLocation: Northern Hungary

Population (City): 167.754

Population (Urban): 316.000

Transportation: Train, Airport, Motorway

2.2.2 Economic FactsUnemployment rate: 16%

Number of registered unemployed people: 19.750

2.3 Job Market in Miskolc

2.3.1 Available Workforce

Introduction Seite 7

Image 1-1: Invest in Miskolc http://www.investinmiskolc.eu/english/

Image 1-2: Invest in Miskolc http://www.investinmiskolc.eu/english/

2.4 Miskolc Education

Vocational Schools

Seite 8 Kapitel 3

Image 1-3: Invest in Miskolc http://www.investinmiskolc.eu/english/

Image 1-4: Invest in Miskolc http://www.investinmiskolc.eu/english/

2.5 How to apply in Hungary (Famous Job portals)

Work means "munka" so just search for munka and you will find.

http://www.profession.huhttp://www.monster.hu/http://www.workania.hu/http://www.jobinfo.hu/http://www.jobmonitor.huhttp://www.careerjet.hu/

Introduction Seite 9

2.6 Universities in Hungary

Best Universities in hungary according to QS Ranking

1. the University of Szeged (ranked 501-550)

2. Eötvös Loránd University (551-600),

3. University of Debrecen (601-650) and

4. Corvinus University of Budapest (651-700)

Universities in Hungary

Who are they in contact with

Which are the mayor employers

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3 Analising the problem

3.1 Competitor Analisis

3.2 Main Competitors of Takata in HungaryBosch

ZF AG

Knorr-Bremsen AG

3.3 What is Bosch doing to atract employees?

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Campaign with slogan: "Minden sikernek megvan a maga története." this means "Each has their own

success story”

3.4 Developing the Talent Compact Framework

3.4.1 BrandEmployees want personal advancement, they want to haveinspirational leadership which Challenges them and inspiresthem to build a Company that plays on a global stage.

3.4.2 OpportunityChallenging work, continual training and competitive payare common factors in developed and developing countries.In emerging markets accelerated career tracks towardssenior positions are important. High potentials do notfocus on climbing the ladder, lateral movements togetherwith the growth of skills and experience are more important

3.4.3 PurposeIn emerging markets job candidates want to feel that theircompany’s business model has some real Influence in thenation’s economy. Also a strong Mission Statement makes thedifference for job candidates

3.4.4 CultureThe Brands promise („Story“) has to be authentic, talentswant to be recognized for their individual achievements.

Seite A-13

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4 Conclusion and suggestion

Appendix