Winning Secrets: How ResMed Asia upped its employer branding through a new learning space, employee referral scheme, and more

Winning Secrets: How ResMed Asia upped its employer branding through a new learning space, employee referral scheme, and more

In just the last one year, ResMed Asia's People team has accomplished milestones such as moving to a new system, activation of a new employee engagement tool, and the introduction of a Global Wellbeing Holiday for all ResMedians in November.

With a silver win for Excellence in Employer Branding at HR Excellence Awards 2020, Singapore, Clement Chew, APAC Talent Acquisition Lead, ResMed Asia reveals the phases of the team’s successful EVP launch amidst the pandemic.

Q What is your organisation’s winning HR strategy, and what are some milestones you’ve accomplished along this journey?

Our People strategy revolved around enabling our high performing, diverse and entrepreneurial team to be the best they can be. There were a lot of milestones within the People team in the last year and it’s difficult to list them all. Some key ones would be moving to a new people system Workday, activation of our new employee engagement tool Glint, launch of our very own Leadership & Culture learning space as well as various other initiatives to look after employee wellness at ResMed. In fact, we’re going to have a Global Wellbeing Holiday for all ResMedians in the month of Nov.

Within the talent acquisition space, key milestones in the past year included the revamp of our employee referral scheme, creation of a recruitment partnership portal for our hiring managers and the development & launch of our employer brand globally.

We are also in the early stages of building a global sourcing team to enable our long term talent strategy.

Q How have these strategies helped you achieve your HR priorities, and what role has the leadership played in helping make this initiative a reality?

The strategy helped us focus on our People priorities, which were:

  1. Building and fostering an inclusive culture,
  2. Developing and attracting agile leaders with a growth mindset who will enable transformative change to drive our success,
  3. Creating an exceptional employee experience through learning, career experiences, flexibility and digitally enabled ways of working, and
  4. Using tech-enabled, data-driven insights to guide people decisions and business outcomes.

We developed our initiatives based on the People priorities and made sure we didn’t lose sight of our priorities. The leadership team gave immense support and valuable feedback for the different People initiatives that were developed.

We were encouraged to experiment, innovate and not be afraid of failing. This greatly empowered the Talent Acquisition team to pilot new initiatives and devise creative ways to solve business problems.

Q Unexpected roadblocks are part and parcel of executing any initiative. What were some of the barriers that you and your team experienced while rolling this out, and how did you successfully get past them?

We launched our employer brand in the midst of the pandemic. A number of pre & post-launch activities that were planned had to be done in a virtual environment instead of the planned face-to-face setting. With the support from our L&D team, the talent acquisition team went through trainings on effective virtual facilitations and adapted our launch activities accordingly.

We were also helped by high engagement levels, enthusiasm and support from our employees during our EVP launch. This was largely in part due to strong employee involvement during the EVP development phase which resulted in a huge sense of ownership, pride and support at launch.

Q As evidenced by the win, this initiative clearly delivered some amazing results. What was your gameplan for measuring ROI? What are some proud achievements you can share with us on this front?

From the onset, we felt the employer brand could help us deliver on driving talent attraction and conversion externally via our recruitment marketing and media channels as well as enhancing retention and engagement internally via our employee communications.

For talent attraction and conversion, we looked at metrics such as followership on social media platforms; volume of applicants; offer acceptance rate as well as traffic/unique visitors to our career sites etc.

Views and followership on our LinkedIn Page and career site grew significantly. For example, just from unique visitors alone on Linkedin, we outpaced some of our identified talent competitors by at least 2x in the same period and have observed significant upticks in applications received.

For retention and engagement, overall attrition rate decreased over the period from 2019 to present. In a latest internal employee survey, the Singapore team showed strong scores on belonging & inclusion as well as pride & support. We are confident that continuous internal engagement via the employer brand would contribute to retaining our top talent and further reinforcing their reasons for joining and staying at ResMed.

Besides the above, I’m personally very happy to see these efforts cascade across the entire organisation. We had numerous ResMedians came forth volunteering as active brand ambassadors. Post-launch, ResMedians from all across the business formed a local EVP project group to look at ways we can continue to articulate and build our employer brand presence here.

Our goal is to continue to strive and become THE Employer of Choice in Singapore and we’re not resting on our laurels!

Q What are the biggest business drivers or game changers that have pushed you to constantly come up with new ideas and raise the bar for your employer branding?

The world around us is rapidly evolving but one thing that has been a constant for us is the recognition that talent is our key differentiator and business enabler. Singapore is a strategic site for us and we have strong growth plans here.

In Singapore, we have global and regional teams in manufacturing, product development, operations, corporate and commercial functions. We are also moving to a new state-of-art manufacturing facility in late 2020/early 2021 that is double our current size.

We definitely want to continue to raise the bar for how we attract and retain the talent that would help us achieve our business goals and create positive impact for millions of patient globally!

Photo / Provided

Read more interviews on why organisations have won trophies for their HR practices - head over to our Winning Secrets' section! 

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