Research from Brand Finance finds employers throughout the EMEA, APAC, and North American regions must move beyond a one-size-fits-all approach to talent.
By Maggie Mancini
The factors influencing job choice vary widely across generations and regions, according to new global data from Brand Finance, the world’s leading brand valuation consultancy. Although there are variations on what talent prioritise when considering joining or leaving a company, there are commonalities, as the new study reveals that “enjoyable work” is a dealbreaker for talent of all generations.
Employees in the EMEA Region Prioritise Employer Reputation and Enjoyable Work
Employer reputation and being a prestigious brand are the top two drivers of prospective employees considering their next employer in the U.K., comprising 9.7% and 8.3% of decision-making. Once in a place of work, these drop down to 5.9% and 1.8%, respectively. Although brands and reputation will get people in the door, salary is what makes them stay. Other European countries, like France and Germany, prioritise rewarding work and positive internal culture.
In Saudi Arabia, key drivers of talent acquisition are fulfillment of work and the presence of inspiring vision. Once employed, the significance of these factors increases, with job satisfaction remaining at the forefront. Training and development are also important for employees. In the UAE, excellent salaries and remuneration are significant factors both when considering joining a company and when deciding to remain in it. However, the significance of training opportunities declines once an employee is already working for a company.
In South Africa, perceptions of employing top talent and “enjoyable and rewarding work” are the top drivers of consideration. Positive internal culture is the most critical driver of employee retention.
Still, workplace priorities differ among generations throughout the EMEA region. Some of these distinctions include the following.
- Environmental sustainability is a high-ranking priority for Gen Z talent in the Middle East, driving 14.9% of decision-making. Gen Z workers in Europe value an inspiring vision and employer brand prestige, at 8.8% and 8.5%, respectively.
- Millennials place a strong emphasis on salaries. Millennials in Europe and the Middle East also care about employer vision, at 8.4% and 8.1%. Environmental sustainability ranks low in Europe and the Middle East, averaging 4.2%.
- Gen X prioritises brand prestige, employer reputation, and inspiring leadership.
- Though nearing retirement age, baby boomer workers consider most highly inspiring leadership, employer reputation, rewarding work, and fair pay. European baby boomers care about a prestigious brand, at 12.8%.
APAC Employees Emphasise Work-Life Balance and Competitive Salaries
Chinese individuals prioritise factors like work-life balance, engaging work, and competitive salaries when considering joining a company. These shift over time, with well-managed and governed organisations becoming the top priority for long-term commitment.
When deciding to join a company, Indian professionals prioritise top industry talent, flexibility, and competitive salaries. When it comes to retention, the key drivers are fulfilling roles and being part of an organisation with an inspiring vision.
In Japan, candidates weigh enjoyable work, competitive salaries, and flexibility when considering whether to join a company, though salary becomes less important as they determine whether to remain with an employer. Employees in other Asian countries, like Malaysia, prioritise enjoyable work and attracting top talent in the industry.
When it comes to different generations in the workforce throughout the APAC region, priorities continue to shift. Some of these distinctions include the following.
- Gen Z talent around the world—including in the APAC region—prioritises training and development opportunities in addition to enjoyable work.
- In Asia, millennials want a strong team and prioritise working with top talent (9%). Asian millennials are less focussed on governance and brand prestige, both at 3.9%.
- Gen X in Asia has a different view than Gen X in the United States, and place high consideration on flexible work arrangements, at 8.3%, and accommodating staff, at 9.5%.
- While European baby boomers care about a prestigious brand, Asian baby boomers care more about accommodating staff (9.5%).
American Employees Focus on Employer Brand and Rewarding Work
When individuals consider joining a company in the United States, the allure of being associated with a prestigious brand often holds major influence. Once employed, the appeal of the employer brand diminishes. An inspiring vision and reputation as an employer lose prominence once employees have joined a company. Instead, what emerges is the quality of the work itself—having a job that is enjoyable and rewarding. This is followed by competitive salaries and access to training and development.
U.S. employees in each generation have different priorities. These include the following.
- Environmental sustainability is less of a concern among Gen Z in the United States (3.3%) compared to the EMEA region.
- Much like the APAC region, U.S. millennials want a strong team and prioritise working with top talent (8.6%). Still, environmental sustainability ranks low among American millennials (6.8%).
- American Gen X employees want to work with top talent and for a company with an inspiring vision, at 9.6% and 10.7%, respectively, and are less focussed on flexibility (4.2%).
- Much like their counterparts in Europe, American baby boomers care about a prestigious brand (12.8%).
“To attract and retain top talent, employers must move beyond a one-size-fits-all approach,” says Rebecca Harrop, associate director at Brand Finance. “The Employer Brand Index enables HR leaders to tailor their strategies to meet the different preferences of all generations. Although there is variation between generations, this new data indicates that enjoyable work is highly valued across all respondents, underscoring the growing importance of a positive work environment as a universal preference for employees of all ages and in all regions.”
