Nanyang EMBA Professors Share Their Most Memorable Teaching Moments

Nanyang EMBA Professors Share Their Most Memorable Teaching Moments

by | Aug 28, 2024 | Nanyang Executive MBA

Graduate Studies Blog

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NANYANG EXECUTIVE MBA

Nanyang EMBA Professors Share Their Most Memorable Teaching Moments

To be a Nanyang EMBA professor, one would not expect a teaching approach based on the traditional teacher-student relationship. After all, each Nanyang EMBA class assembles a cohort of experienced, senior-level executives who are also seasoned professionals with extensive knowledge and experience.

This creates a dynamic, reciprocal learning environment – where professors often learn something from EMBA participants.

In the face of our Nanyang EMBA professors’ diverse expertise, we found that they had plenty of anecdotes and insights in common, derived from long years of experience teaching some of the brightest executives in the region and beyond.

We asked them about their favourite moments from teaching, what they’ve learned about Nanyang EMBA participants over the years, and what future participants should expect when they enter their classrooms.

 

Holding their own with expert participants

The Nanyang EMBA’s part-time nature has proven suitable for high-level executives, many of whom must balance their search for professional growth with personal responsibilities. Each hour spent with one another is highly fruitful, at the C-suite level, participants enrolling in such programmes wish to learn, not just earn a certificate.

Secondly, Nanyang EMBA participants tend to be domain experts – willing to share their deep, domain-centric experiences in vigorous discussions inside and outside the classroom.

“The participants in the programme are seasoned industry professionals who have years of experience, and they often have many stories to share,” explains Prof. Sharon Ng, NBS Deputy Dean and Professor in the Marketing Division.

“I teach Asian Branding and many (if not all) of the participants in the course have worked or collaborated with colleagues in other countries. They bring a wealth of knowledge that facilitates sharing and learning in the classroom,” Prof. Sharon tells us.

 

Assoc Prof Lum Kit Wye Quote

 

Facilitators, not lecturers

Nanyang EMBA professors understand very early on that participants in the programme expect a more egalitarian approach to classes.

“You’re looking at very senior participants who have a lot of work experience,” explains Prof. Goh Kim Huat, Associate Dean and Professor of Information Systems. “So we’re not teaching so much as we’re facilitating. We have all the participants interact and summarise all the learnings we get – from theories and from their own experiences.”

To add greater context to discussions, professors introduce guest speakers who can provide specific, industry-based inputs – and hold their own under intense questions from participants.

“I engage external industry speakers, to share how we use neuro-technologies to address clients’ questions,” says Prof. Gemma Calvert, Professor for Marketing. “This is extremely useful for Nanyang EMBA participants, as many are keen to learn how to apply these solutions in their own companies.”

Each professor adapts their classroom style to encourage discussion and sharing. “I try teaching HR using a story-telling approach,” says Prof. Sasha Chernyshenko, Associate Professor for Organisational Behaviour and Human Resource Management. “It is a dry topic, so I sprinkle some jokes and examples to keep students engaged in the course material.

“In addition, executives always have questions about “people challenges” they are currently dealing with. We can talk through these issues in real time,” explains Prof. Sasha.

“The whole idea is that you are interacting with very mature and experienced people. I think it’s more important to listen than to talk,” adds Prof. Goh Kim Huat. He jokes, “Although, as faculty, talking too much is an occupational hazard!”

 

Learning more from the discussion than the material

In addition to the material being covered, incoming Nanyang EMBA participants should expect to have a rich learning experience in the discussions with their fellow Nanyang EMBA cohort.

Prof. Lum Kit Wye relishes the fact that participants are so advanced. “We can move beyond basic topics – I often try to encourage the discussion of difficult, perhaps even controversial, issues.”

The discussions themselves offer realistic experiential learning of decision-making at the C-suite level as well.

 

Assoc Prof Ho Kim Wai Quote
 

Continuing support beyond the programme

Nanyang EMBA graduates get support from professors and alumni, long after they’ve moved on to their careers post-programme. Prof. Sharon Ng has stayed connected with former Nanyang EMBA students – some want advice on marketing issues or personal goals. In contrast, others want to arrange a collaboration between their organisation and the school.

To this day, Prof. Ho Kim Wai still helps any alumnus seeking help. Recently, he connected two alumni from different cohorts to collaborate on a business opportunity. Two alumni sought his advice on a takeover offer for their business; he gladly shared his views on important considerations of the proposed deal.

Of course, alumni can also return to the classroom to help the latest generation of students with their insights, giving back to the Nanyang EMBA programme in their unique way. Prof. Sharon explains that such collaborations are mutually beneficial as the students get to work on real industry challenges while the alumni get fresh ideas and different perspectives from the current participants.

 

Conclusion: Adapting to digital and technological changes through the Nanyang EMBA

This fruitful, ongoing exchange between our Nanyang EMBA professors, the cohort and alumni are unique strengths of the Nanyang Executive MBA, a part-time 13-month programme designed for senior leaders aspiring to transform the way they lead.

The Nanyang EMBA provides seasoned business leaders with the essential tools for purposeful leadership in today’s hyper connected economy. The programme’s flexibility, spanning from 13 months to two years, caters to diverse professional demands, ensuring no compromise on career advancement.

Embrace the connection between business, technology, and innovation. Contact us today to learn how the Nanyang EMBA can help you excel in global environments and adapt to digital change.

Visit our website at https://bit.ly/NanyangExecMBA or download the brochure to learn more about the programme and available funding options.

 

About the Nanyang Executive MBA 

The Nanyang EMBA provides seasoned business leaders like Masato with the essential tools for purposeful leadership in today’s hyper connected economy. Its part-time format allows for integration with work commitments, enabling focused attention on both career and education. The programme’s flexibility, spanning from 13 months to two years, caters to diverse professional demands, ensuring no compromise on career advancement.

 

Download the Nanyang Executive MBA brochure

Click here to learn more about the Nanyang Executive MBA programme or contact us at execmba@ntu.edu.sg.

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Becoming A Culturally Intelligent Leader In Commodities Trading: Eddie Sng Shares His PMBA Journey

Becoming A Culturally Intelligent Leader In Commodities Trading: Eddie Sng Shares His PMBA Journey

by | Aug 15, 2024 | Nanyang Professional MBA

Graduate Studies Blog

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Becoming A Culturally Intelligent Leader In Commodities Trading: Eddie Sng Shares His PMBA Journey

As Eddie Sng moved up the career ladder from commodities trader to director, he realised he needed to adopt a fundamentally different mindset.

A base metals trader by training and background, Eddie was skilled in negotiating commercial contracts, managing key supplier/customer relationships, and making profit and loss decisions. But managing and leading internal teams, he realised, was an entirely new ballgame.

“Trading is about minimising loss and maximising profit; we need a more aggressive mindset,” Eddie reflects. “However, being a manager and leader requires a more balanced approach. I felt that my skill sets and knowledge were lacking.”

As Director and Co-Head at Sorin Corporation Singapore, Eddie currently heads the Global Marketing and Trading team and the Trade Operations team. His position requires him to communicate effectively with diverse employees and colleagues across Southeast Asia, South Korea, China, India, and the Middle East.

To fill the gaps in his leadership know-how, Eddie decided that an MBA programme would give him the proper technical foundation. “An MBA teaches the fundamental theories of management,” he says. “Knowing that each theory is grounded in research would give me the confidence to apply it at work.”

 

A training that “packs a punch”

Given his trading background, Eddie was drawn to Nanyang Business School (NBS)’s Professional MBA (PMBA) programme for its International Trading track. This specialised track is designed to develop trading professionals into effective leaders, combining industry-specific modules with networking opportunities from leading trading firms.

“I felt that the International Trading track would be a good chance to network with people in my industry, giving me greater value from the Nanyang PMBA,” Eddie shares. “I also wanted to interact with my industry peers and gain their insights on handling certain situations.”

Returning to his alma mater was just the icing on the cake. “I did my Bachelor of Accountancy at NBS,” he reveals. “I know how rigorous the standard is!”

Most importantly, the Nanyang PMBA offered a flexible schedule of alternate weekend classes, allowing Eddie to pursue his studies without sacrificing work and family life. “As a trader, I travel heavily during the week,” he explains. “With weekend classes, I can reach home by Saturday morning and still get to class.”

Undoubtedly, this packed schedule can be demanding to adapt to. Eddie candidly describes his first two months in the programme as “physically and mentally draining”. “The PMBA packs a punch. By the end of the second week, you’ll be thoroughly exhausted,” he reveals. “But it gets better after the first few months of adapting.”

 

Becoming a culturally intelligent leader

These sacrifices have borne fruit for Eddie. His PMBA experience has transformed his understanding of intercultural relationships, giving him the tools to successfully manage teams of diverse cultures.

“Prior to the PMBA, I never really appreciated that cultural difference needs to have a big impact on my management approach,” he recalls. “Obviously, I recognised that our team in Dubai thinks and works differently from our team in Thailand, for example. But I didn’t consciously try to change my approach when communicating with them.”

One core module on Cultural Intelligence opened his eyes. Pioneered by NBS’s Professor Soon Ang, Cultural Intelligence (CQ) is a globally recognised model that defines a person’s capability to function effectively in multicultural situations. By learning to assess and improve their CQ, leaders can develop their ability to enter new cultural settings and adapt their actions appropriately.

This conceptual framework, coupled with hands-on exercises in class, has given Eddie the confidence to lead diverse teams and engage in commercial negotiations more effectively.

“Now that I have the foundation to adapt my approach, I feel much more comfortable talking to my teams and negotiating contracts with clients of different cultures,” he shares. “While I can’t measure the outcome, I feel more confident in my decisions.”

 

Broadening horizons with immersive learning

Beyond the classroom, Eddie’s practical experiences in the Nanyang PMBA have sharpened his cross-cultural capabilities.

For him, one of the programme’s most memorable experiences was the overseas study trip to Geneva – a global hub for commodities trade. Designed for​​ International Trading track participants, this one-week trip offers immersive lessons on international trade, sustainable finance, and cross-cultural interaction at the University of Geneva.

“We were able to come face-to-face with a European perspective, which is very different from the worldview of an Asia-based commodities trader,” Eddie explains. “During that week, our class had very robust discussions with the professors – I think they were shocked at how much we engaged and challenged their perspectives! It was probably the most engaging class that we and the professors had ever had.”

Eddie’s class also visited the United Nations Office in Geneva, where they debated ethical responsibilities in commodities trading across different contexts. “Europe is very developed, and one of their most current and widely debated topics is ESG,” he shares. “But for developing Asian countries, for example, there are other key priorities such as income inequality and energy security. We had an exceptionally engaging discussion trying to balance the two perspectives.”

It certainly helped that his course mates had a wide variety of perspectives to offer, hailing from a broad spectrum of industries: healthcare, e-commerce, tech and more. Often, Eddie found himself surprised by their answers and solutions.

“The commodities trading industry is a specialised industry, so the knowledge we have can be narrow due to our work experiences,” he says. “Having the chance to work closely with my course mates has broadened my horizons and made me more balanced.”

 

An investment with lifelong benefits

Looking ahead, Eddie predicts that he’s only just starting to reap the returns on his PMBA journey. While the benefits may not be immediately measurable, he points out that he will continue to realise increasing value from his PMBA learnings and network over the next 20 years.

“I always tell people: don’t be too focused on the ROI of an MBA over the next two years,” he advises. “I can feel the benefits but can’t quantify them in dollars. For instance, I frequently consult and seek advice from my classmates and professors, who provide valuable advice and recommendations from their individual experiences and networks. You can’t quantify the value of these relationships.”

As a leader who grapples with perpetual uncertainty in a volatile market, Eddie foresees that the confidence instilled in him through the Nanyang PMBA will give his career longevity. “Maybe in 20 years’ time, I’ll still be able to do a good job, connect the dots better, and make wiser decisions because of the concepts I learned and the perspective I gained,” he says. “I am actually confident of this snowball effect.”

 

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How The Nanyang PMBA Let Akira Sasaki Balance Family With Work Success

How The Nanyang PMBA Let Akira Sasaki Balance Family With Work Success

by | Aug 15, 2024 | Nanyang Professional MBA

NANYANG PROFESSIONAL MBA

How The Nanyang PMBA Let Akira Sasaki Balance Family With Work Success

Between being a father of young children and sustaining a fast-moving career as a Senior Vice President in a major Japanese bank, Akira Sasaki has his hands full every day of the week.

Until recently, Akira led the corporate finance team and fund management for agricultural revitalisation at the Singapore office of Norinchukin Bank, a private financial institution founded by Japanese agriculture, fishery and forestry cooperatives. Akira is also a devoted husband and father, fully committing his weekends and downtime to his wife and two young children.

Between excelling at his high-flying job and meeting the demands of his young family, he already had a full plate – how could he pursue the continuing education he needed for further career advancement?

 

Akira’s need to upskill

Even with his senior position, Akira was conscious that further professional development was in the cards. “After two years at my job, I hoped to deepen my understanding of diversity in Asia and update my knowledge on management theories and technology trends,” he explains.

“I completed my bachelor’s 20 years ago, so the business environment has dramatically changed since.”

Beyond business theory, Akira wanted to upgrade his ability to oversee a culturally diverse team. “Japanese culture is different from other Asian countries – we don’t argue or discuss,” he explains. “Silence is gold.”

However, his Singapore posting also put him in charge of international staff from Indonesia, Malaysia and other countries, creating unavoidable, if occasional, cultural friction. Further education, Akira felt, would help enhance his leadership and management skills in a cross-cultural environment, allowing him to lead a larger team effectively and expand business across Asia.

After weighing his options, Akira decided that Nanyang Business School (NBS)’s Professional MBA (PMBA) programme represented the best fit for further education. “I chose Singapore for its diversity and Nanyang Business School for its focus on leadership in a global context and its reputation for tech and innovation,” he explains.

 

Invaluable family support

The PMBA’s 18-month, alternate-weekend programme was a deciding factor for Akira.

“The Nanyang PMBA fit my schedule and allowed me to continue my career without interruption,” Akira tells us. “My extensive weekday business travel meant that only a weekend programme like the Nanyang PMBA could accommodate my schedule, allowing me to attend every module without fail.”

The alternate weekend schedule was particularly important considering the priority Akira gave his family. “Balancing the demands of the PMBA programme, work responsibilities, and family life was immensely challenging,” he explains. “The challenge was in striving to excel in each aspect without compromising the quality of my involvement.”

Akira’s wife supported his decision to take on the PMBA despite the additional workload it meant for her. “My family’s understanding and encouragement were pivotal throughout my PMBA journey,” he tells us.

Picking up the slack at home wasn’t always easy for his wife. “During my MBA, she was sometimes stressed,” he recalls. “After I graduated, I gave her presents to show my appreciation.”

He refuses to tell us what the presents were, simply saying: “They were super expensive!”

 

Collaborating across cultures

The PMBA curriculum took Akira on a deep dive into global business practices and cultural diversity, which he felt he needed to take on higher leadership roles on an international stage.

The regular discussions, for example, were “very good practice for me to understand diversity – they taught me how to negotiate,” he tells us. His diverse cohort showed Akira how peers from different cultures bargained in an almost diametrically opposed style from his own, which taught him to adjust his negotiating strategy to the cultural backgrounds of his peers.

“I have to know their culture and basic strategy beforehand, so it’s effective for me to negotiate or collaborate with my business partners,” he says. “Now I know the difference in decision-making between Japanese companies and from other countries.”

Akira compares his PMBA experience favourably against his previous experience seeking his bachelor’s degree in Japan. “My previous university experience offered limited opportunities for group work and discussions with diverse students,” he says. “The Nanyang PMBA provided ample chances to collaborate, especially with international companies.”

He particularly appreciated the case studies they explored in class, which “were about real Asian companies, some of which I had interacted with as a Japanese banker,” he says. “I gained insights into their culture and business operations, leading to more fruitful discussions in my professional encounters.”

 

Akira’s post-PMBA success

For Akira, the most significant lesson learned in the PMBA was the importance of diverse experiences and perspectives; it “profoundly influenced my approach to leadership and strategic decision-making,” he says.

These new skills came in handy when he joined the Norinchukin Bank team that secured a partnership with Temasek Holdings for the Seviora T3F fund.

“Being part of the project team that collaborated with Temasek Holdings for a US$173 million green agri-fund was a significant achievement,” he tells us. “My contribution to the success of this strategic partnership highlights the intersection of my PMBA learnings and practical application in a major initiative.”

With his MBA now in hand, Akira will soon return to Tokyo to take up corporate strategy management for Norinchukin Bank. “Equipped with enhanced leadership skills and a deeper understanding of global business dynamics, I am ready to lead Norinchukin Bank’s corporate strategy management in Tokyo,” he tells us.

Is Akira’s family also happy to be moving back to Japan? “They want to stay; they love Singapore so much,” he confesses.

 

Nanyang PMBA’s wellspring of deep cultural understanding

Akira never wavered on his PMBA through it all and is now reaping its rewards. “It’s a great opportunity to get a deep understanding of Singapore and also Southeast Asian countries’ culture and networking with diverse cohorts,” he tells us. “This has transformed me into a more adept leader, equipped to navigate the complexities of the global market.”

Beyond the lessons and ensuing experiences, Akira also believes the professors and classmates he met were a key component of the programme’s impact on his career advancement. “These interactions have broadened my perspective and approach to problem-solving in the professional world,” he tells us.

Success in the Nanyang PMBA programme is not guaranteed; he advises potential participants to actively break out of their comfort zone when they get on board. “I’m Japanese, so I’m very comfortable in a Japanese community,” he says. “Joining Nanyang PMBA’s different communities in a different environment may be very tough at first, but it’s rewarding in the long run.”

 

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Learning It All Systematically: Why This Maritime Leader Took The Plunge With The Nanyang PMBA

Learning It All Systematically: Why This Maritime Leader Took The Plunge With The Nanyang PMBA

by | Aug 15, 2024 | Nanyang Professional MBA

NANYANG PROFESSIONAL MBA

Learning It All Systematically: Why This Maritime Leader Took The Plunge With The Nanyang PMBA

It’s not too often that an accounting manager jumps into a new role as a marketing leader. It’s also rare that she’s wearing both hats simultaneously – a feat that Cathy Zhan is doing with aplomb.

This year marks Cathy’s tenth anniversary with HatchTec Marine Service Limited, a maritime solutions provider for ship deck machinery maintenance with bases in Shanghai, Guangzhou, Hong Kong, and Singapore. Starting as an accountant, she rose to Assistant Accounting Manager before taking on the role of Marketing Manager in 2018.

“Accounting is all about sitting at your desk and looking at numbers. I wanted to go out and meet people,” Cathy quips. “As Marketing Manager, I travel often to meet clients and develop strategies to win over new market segments.”

This unusual career trajectory gave her functional knowledge of diverse aspects of business – from marketing to global markets, and finance to leadership. But while she had bits and pieces of the puzzle, she felt she was missing the systematic and strategic knowledge that could help her see the whole picture.

“I got experience here and there, but I didn’t have a general framework to guide my thinking,” she recounts. “I wanted to learn it all systematically, combining all that I had gained from the past few years.”

 

Gaining all-round knowledge with a PMBA

Pursuing an MBA programme had already been Cathy’s goal for some years. When she relocated from Guangzhou to Singapore in 2019 to set up the company’s Singapore marketing branch, she weighed the benefits of doing an MBA abroad to add value to herself.

“As an employee located outside China, I can gain more global knowledge and opportunities,” she explains. “This enables me to advise my company from an outside perspective and bring more value to HatchTec.”

Despite the advantages of venturing abroad, Cathy’s parents were harder to convince. “My parents were a bit worried because it was my first time going away by myself for so long,” she recalls. Luckily, Singapore’s reputation for safety ultimately won them over. “My mum said something that moved me: ‘Whatever happens, you can always come back home. Home is your last destination.’”

Her research into various graduate programmes reaffirmed her belief that an MBA would help her in the next stage of professional growth. In particular, the Professional MBA (PMBA) programme by Nanyang Business School (NBS) fits well with her career in the maritime industry.

“NBS focuses on harnessing technology in business, and the maritime industry is becoming increasingly high-tech,” she shares. Given HatchTec’s secondary business in wholesale trade, the International Trading track designed for trading professionals also appealed to her.

What sealed the deal was the PMBA’s alternate weekend schedule, enabling her to juggle a demanding work calendar with weekend classes. “My company was very understanding that I had to study on weekends and some weeknights,” she says. “But thanks to this flexible schedule, I could manage all my work during the weekdays.”

 

Making better business decisions

By giving her a comprehensive foundation in different facets of business, the PMBA training has honed Cathy’s ability to evaluate business problems and make better decisions – something that has won her kudos from her company’s leaders.

“As I picked up knowledge and theories from my professors and peers, I would share them with upper management,” she says. “Some of these learnings have helped my leaders see perspectives or possibilities that they had never thought of.”

In one memorable instance, she was able to advise her company on the crucial question of whether to set up a service station in Singapore. Before the COVID-19 crisis, HatchTec had planned to establish a Singapore base to service ASEAN maritime customers. With business models shifting post-pandemic, they had to rethink their whole game plan.

“We had to decide whether to expand our Singapore branch; grow our Europe branches in Athens, Hamburg, and Rotterdam; or focus on our service stations in mainland China,” Cathy explains. “It sounds simple, but we had to consider the profit and loss of setting up a team of engineers and technicians, including the necessary equipment. In addition, we had to analyse the international situation here in various industries, such as maritime, transportation, and logistics.”

Cathy drew on theories and experiences learnt in class to help HatchTec make a more informed decision. “In the past, I didn’t know how to express my thinking confidently,” she shares. “Through modules like Strategic Management, I learnt to measure key factors and communicate my insights better to leaders.”

 

Setting sail towards sustainability

The maritime industry is collectively steering toward a more sustainable future, as an increasing number of shipping companies commit to tracking and reporting carbon emissions. Cathy’s experience in the Nanyang PMBA has strengthened her ability to create business value through sustainability and keep her company ahead of the curve.

“I think ESG is mandatory in the future, and if HatchTec makes ESG a priority, we can get the edge over our competitors,” she says. “I learnt a lot of sustainability frameworks in the PMBA, which will help our company go a step further than other companies.”

Beyond the textbook, Cathy gained hands-on experience in driving sustainable practices through the Strategy Projects At Nanyang (SPAN) programme. A capstone course in the Nanyang PMBA, SPAN enables participants to work on a real-world consulting project with a sponsor organisation.

Cathy’s project focused on fostering sustainable lifestyle habits in Singapore’s public housing estates. Her team performed in-depth studies on Singapore’s neighbourhoods to discover successful practices and develop methods to encourage adoption of sustainable innovations.

“The challenge of the project lies in meeting the requirements of our sponsor organisation, while communicating the limits of our scope to them,” she reflects. “I’ve learnt more about managing clients’ expectations through SPAN.”

These learnings have come in handy when managing her own clients at work. “Now, I’m able to deal with my European clients better,” Cathy says. “They know that I have knowledge about sustainability, and they’re more open to communicating with me.”

 

Unexpected benefits, lifelong value

Despite her impressive skill sets, Cathy candidly shares that she struggled with self-doubt throughout her PMBA journey.

“The less confident part of me was afraid of not being as smart as my course mates,” she admits. “I was worried about dragging my team behind on group projects, because my teammates are so capable.”

Thankfully, the supportive and collaborative atmosphere created by her course mates soon put her at ease and helped her to realise her own capabilities. “Once we got to know one another, we started to share our strengths and weaknesses,” she recalls. “We worked together to do what we’re best at and build a good chemistry.”

For Cathy, these connections with her diverse cohort have been an unexpected benefit from the Nanyang PMBA. “Since HatchTec is involved in trading, we deal with all sorts of companies and industries,” she explains. “Thanks to the PMBA, I’ve built connections with people across different industries, which can help me and my company to explore future opportunities.”

For young leaders like herself who might be considering an MBA, Cathy’s advice is to be open to the unexpected. “You never know what kinds of people you’ll meet, and you can learn different things from different people,” she says. “The PMBA will give you very valuable lessons that will stand the test of time.”

 

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Employer Branding: Build an Image that Attracts Top Talent

Employer Branding: Build an Image that Attracts Top Talent

by | Aug 12, 2024 | Nanyang Executive MBA, Nanyang Fellows MBA, Nanyang MBA, Nanyang Professional MBA

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Employer Branding: Build an Image that Attracts Top Talent

NANYANG EXECUTIVE MBA, NANYANG MBA, NANYANG PROFESSIONAL MBA, NANYANG FELLOWS MBA

Employer Branding: Build an Image that Attracts Top Talent

There’s a “talent crunch” underway: a widening gap between the supply and demand of skilled labour in the Asia-Pacific region (APAC), where employers increasingly find it difficult to hire top talent. This dovetails with an increasing discernment among today’s talented hires, who prioritise bosses that share their values.

Companies need to build a compelling employer brand image to overcome scepticism and attract top talent amid these factors.

“How can employers connect with the minds and hearts of talent?” asks Prof Trevor Yu, Associate Professor in the Division of Leadership, Management & Organisation at the Nanyang Business School. “That is the key question that underlies all employer branding efforts.”

 

What is employer branding?

Prof Trevor has built a solid corpus of research from his long-time interest in employer-employee relationship dynamics – and shares his findings in the modules he teaches at the Nanyang Executive MBA (EMBA) programme.

“It all begins in the hiring process,” he explains. “A lot of factors lead up to that key decision of employers making the job offer, or whether the talent accepts it.”

Branding is one of those factors. Prof Trevor defines employer branding as “how the employer wants to be known to the public and potential talent”.

This simple definition belies its complexity in practice. For one thing, social media has democratised the flow of information: “It’s no longer just one-way communication from the employer to the audience,” Prof Trevor tells us. “Therefore, differing messages can come from different sources.”

These “differing messages” might come from the employer itself, as separate insiders independently send vastly different impressions of the employer brand.

 

Building your brand as an employer

In this complicated communications environment, with multiple message gatekeepers and multiple channels, a distinct employer brand can help enforce consistency over extended periods.

“Effort, coordination, and leadership are needed to ensure that a consistent message is being put out there,” Prof Trevor explains. “The candidate, no matter who they are interacting with, gets the same message – and receives it consistently over time. As it gets reinforced, they become more convinced about the employer.”

A consistent employer brand can also help attract the most compatible talent for the job – improving “person-organisation fit” (P-O fit) or aligning a candidate’s beliefs and principles with the employer’s mission, ethics and values.

“Employer branding gives employers a better chance of hiring people who can support and even champion their company’s unique qualities or characteristics,” Prof Trevor says.

Every employer branding journey is different – but Prof Trevor offers a few suggestions for companies starting their brand-building journey. 

Starting your company's brand-building journey

1. Define your employer brand: start from first principles

“Employer branding requires you first to determine who you are and what you want to be known to potential talent,” advises Prof Trevor.

To determine this, Prof Trevor suggests starting at the core of the company’s values and processes. “Ask essential questions like: ‘What are you now? Does it correspond with what you want to be? What is our current standing among other people or other companies in the same line of business?’”

Boil the answers down to a simple, compelling positioning statement: a brief explanation of your benefit to the talent as an employer and how this sets you apart from other employers.

“When we think about successful branding efforts, it’s just about two or three concepts at the most,” Prof Trevor explains. You might take your cues from Nanyang Business School, which boils down to “Innovate. Lead. Transform”.

2. C-suite should lead, then “co-create” brand with all stakeholders

Prof Trevor places the burden of leading the branding process on the company’s top leader – the founder or CEO should take the initiative in defining the employer brand. “The CEO sees things strategically,” Prof Trevor explains. “The company culture also flows down from the leader – they set the tone.”

The CEO, however, cannot monopolise the branding process: they need to “co-create” the brand, aligning their ideas with talent’s or employees’ perception and lived experience.

For example, employers can actively engage on social media platforms, “to find out what people have been experiencing in terms of their interactions with the employer,” Prof Trevor explains. “You must have both sides – employer and talent – communicating in good faith.”

3. Align employer branding roles throughout the organisation

Beyond the C-suite, leaders should formalise internal roles and responsibilities for engaging with stakeholders and maintaining the employer brand. Write the brand management role into formal job descriptions or set a specific team to monitor and respond to these comments on social media.

“The leadership sets the tone for employer branding, strategically thinking about the company’s image and culture,” Prof Trevor tells us. “Other team members can ensure consistent messaging across all channels and touchpoints.”

 

What gets measured, gets managed

The outside world’s perception of your employer brand is a moving target. Branding should also be an ongoing process: leaders should adjust the brand based on regular measurements and respond to new developments or perceptions.

1. Measure the effectiveness of employer branding afterward

Don’t just rely on gut feel alone to manage your employer branding. “Use survey-based and interview-based metrics to evaluate employer branding effectiveness,” Prof Trevor tells us. “Some companies engage in regular brand audits, unlike from consumer products. It’s a similar process.”

Businesses with a budget to spare can deploy social listening tools. These apps “involve machine learning, AI, and natural language processing that do a sophisticated analysis of key themes that people are saying about us on these platforms,” Prof Trevor says.

Not that you need to pay to get the job done – “Technology nowadays makes it pretty much costless to get online to begin with,” Prof Trevor says. “You can start with monitoring LinkedIn and Facebook, which are free!”

2. Align your values with your ideal talent – and show those values in action

To maximise P-O fit among potential talent, define your brand in line with their values. “They want to be part of companies that show their values are really important to them,” Prof Trevor says.

This means constantly reviewing your practices against your values and publicising your successes. “Look at how you are managing your people, evaluate their progress, and the type of people that you have already hired,” Prof Trevor explains. “If there are certain things that we are doing well, how can we bring that up to light more? How can we spread that throughout the organisation? And how do we communicate our successes to potential talent?”

Assoc Prof Trevor Yu's quote

Conclusion: priceless authenticity

Over time, Prof Trevor explains, the employer brand will evolve beyond simply a guide to messaging. “It will be a core guide to managing your talent,” he tells us. “How you hire, how you onboard, how you train, how you motivate and engage, how you manage the performance, how you evaluate.”

In the face of an ongoing talent crunch, employer branding can be a competitive advantage for hiring – not merely by enforcing a consistent, relevant message, but also by enabling you to present your company at its most authentic.

“Once it becomes part of your culture, it becomes easier for you to talk and communicate sincerely and authentically,” concludes Prof Trevor, “because that’s who you are.”

Assoc Prof Trevor Yu
Division of Leadership, Management, and Organisation
Co-Director, CRADLE (Centre for Research and Development in Learning)
Nanyang Business School

Trevor Yu is a faculty member at the Nanyang Business School and a co-director at NTU Centre for Research and Development in Learning (CRADLE). He teaches undergraduates to PhD levels involving strategic human resource management, talent management, total rewards management, change management, consulting research methodology, and organisational behaviour and design. He has consulted with several US and Singapore-based organisations on employer branding, talent and career management, adult learning and development, and employee engagement.

 

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