Employer branding, attraction and      employer of choice       by Toronto Training and HR             January 2012
3-4     Introduction to Toronto Training and HR           5-6     Emotionally intelligent organizationsContents   7-8     ...
Introduction     Page 3
Introduction to Toronto Training            and HR• Toronto Training and HR is a specialist training and human  resources ...
Emotionally intelligent   organizations          Page 5
Emotionally intelligent          organizationsCommitment to work-life balanceOpenness and high-trust working relationships...
Need for personality         Page 7
Need for personalityIndividualityBackstoryRelationshipsPolicyLanguageSpokespeople                Page 8
Labour market strategy          Page 9
Labour market strategy               High rewards         Low rewardsHigh culture   Employer of choice   Employer of value...
Job specifications       Page 11
Job specificationsMake it enticingMake it informativeMake it clearMake it actionableGet your job specification online     ...
Social media    Page 13
Social media 1 of 2Young people only?FacebookTwitterLinkedIn                     Page 14
Social media 2 of 2USING SOCIAL MEDIAExpand your employee pipelineEngage top performers and join in with theconversationBe...
Hiring through social        media         Page 16
Hiring through social media 1 of 3 The cornerstone of an effective social recruitment strategy is a well defined employer ...
Hiring through social media 2 of 3 It’s not the tool that matters; it’s how you use it The digital world is powerful, and ...
Hiring through social media 3 of 3 IMPLEMENTING AN EFFECTIVE STRATEGY Research Don’t restrict yourself to one outlet only ...
Niche diversity sites         Page 20
Niche diversity sitesCanadianImmigrant.caInclusionnetwork.caJobabilities.caBPW.caEquitek.ca                   Page 21
What merits do brands       have?         Page 22
What merits do brands have?            1 of 2A strong brand signifies a product or service ofrecognizable quality, reliabi...
What merits do brands have?            2 of 2Customers have a tendency to become loyal tobrands, reducing the likelihood t...
Keeping brand passion        alive         Page 25
Keeping brand passion alive 1 of 2 Get the basics right-it’s about delivering good quality, being reliable and consistent ...
Keeping brand passion alive 2 of 2 It’s about making sure employees understand what the brand is about and ensuring everyo...
Four core types of employer brand       Page 28
Four core types of employer brand Prestige Cause High risk/big potential Work-life balance                           Page 29
Employer brand strategy          Page 30
Employer brand strategy 1 of 2Identify the labour market in which theorganization is going to compete, consider thepotenti...
Employer brand strategy 2 of 2Formulate the marketing mix to support ‘theproduct’ with use of the product elements, thepri...
Key components of an   employer brand        Page 33
Key components of an employer           brandTransparencyPut a human face on itConsistency and timeAlign the employer bran...
Creating a successful  employer brand         Page 35
Creating a successful employer            brandResearchTop-level buy-inAlignment to corporate strategyCommunicate with mor...
Things to consider with  employer branding          Page 37
Things to consider with employer         branding 1 of 5What?Why?How?Where?When?Who?              Page 38
Things to consider with employer         branding 2 of 5It’s   about   the synthesisIt’s   about   presentationIt’s   abou...
Things to consider with employer         branding 3 of 5Brand messages coherent with the brand realityare required to buil...
Things to consider with employer         branding 4 of 5It’s   about   the synthesisIt’s   about   presentationIt’s   abou...
Things to consider with employer         branding 5 of 5BlogsVideosCell phonesExisting employee profilesHeadhunting target...
What must an employer of    choice promise?          Page 43
What must an employer of choice       promise? 1 of 2 Provide an environment where colleagues can thrive and shine Support...
What must an employer of choice       promise? 2 of 2 Acknowledge and celebrate success-make work a joy as well as a job B...
Attraction drivers       Page 46
Attraction drivers 1 of 2Competitive base payVacations and time offHealthcare benefitsOpportunities for career advancement...
Attraction drivers 2 of 2Organization’s reputation as an employerReasonable workload                     Page 48
Presenting a compelling    case for action          Page 49
Presenting a compelling case for             actionApproach the senior teamInvite the HR department to act as enabler of t...
Case study A    Page 51
Case study A    Page 52
Case study B    Page 53
Case study B    Page 54
Case study C    Page 55
Case study C    Page 56
Case study D    Page 57
Case study D    Page 58
Conclusion & Questions         Page 59
ConclusionSummaryVideosQuestions               Page 60
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Employer branding, attraction and employer of choice January 2012

  1. 1. Employer branding, attraction and employer of choice by Toronto Training and HR January 2012
  2. 2. 3-4 Introduction to Toronto Training and HR 5-6 Emotionally intelligent organizationsContents 7-8 9-10 Need for personality Labour market strategy 11-12 Job specifications 13-15 Social media 16-19 Hiring through social media 20-21 Niche diversity sites 22-24 What merits do brands have? 25-27 Keeping brand passion alive 28-29 Four types of employer brand 30-32 Employer brand strategy 33-34 Key components of an employer brand 35-36 Creating a successful employer brand 37-42 Things to consider with employer branding 43-45 What must an employer of choice promise? 46-47 Attraction drivers 49-50 Presenting a compelling case for action 51-58 Case studies 59-60 Conclusion and questions Page 2
  3. 3. Introduction Page 3
  4. 4. Introduction to Toronto Training and HR• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR are: - Training event design - Training event delivery - Reducing costs - Saving time - Improving employee engagement & morale - Services for job seekers Page 4
  5. 5. Emotionally intelligent organizations Page 5
  6. 6. Emotionally intelligent organizationsCommitment to work-life balanceOpenness and high-trust working relationshipsCreativity and innovation formed throughcollaborative workingWillingness to share ideas and resourcesA supportive as opposed to a competitive culture Page 6
  7. 7. Need for personality Page 7
  8. 8. Need for personalityIndividualityBackstoryRelationshipsPolicyLanguageSpokespeople Page 8
  9. 9. Labour market strategy Page 9
  10. 10. Labour market strategy High rewards Low rewardsHigh culture Employer of choice Employer of valuesLow culture Employer of cash Employer of churn Page 10
  11. 11. Job specifications Page 11
  12. 12. Job specificationsMake it enticingMake it informativeMake it clearMake it actionableGet your job specification online Page 12
  13. 13. Social media Page 13
  14. 14. Social media 1 of 2Young people only?FacebookTwitterLinkedIn Page 14
  15. 15. Social media 2 of 2USING SOCIAL MEDIAExpand your employee pipelineEngage top performers and join in with theconversationBe prepared to be transparentRole of HRLink between recruitment process and social media Page 15
  16. 16. Hiring through social media Page 16
  17. 17. Hiring through social media 1 of 3 The cornerstone of an effective social recruitment strategy is a well defined employer brand The more a recruitment process uses technology, the more personalized it should be A recruitment process should be fast, effective and comprehensive An effective recruitment process should reflect who you are Page 17
  18. 18. Hiring through social media 2 of 3 It’s not the tool that matters; it’s how you use it The digital world is powerful, and its power can be quantified Online technologies are becoming integrated Page 18
  19. 19. Hiring through social media 3 of 3 IMPLEMENTING AN EFFECTIVE STRATEGY Research Don’t restrict yourself to one outlet only Create a network Be relevant Engage Page 19
  20. 20. Niche diversity sites Page 20
  21. 21. Niche diversity sitesCanadianImmigrant.caInclusionnetwork.caJobabilities.caBPW.caEquitek.ca Page 21
  22. 22. What merits do brands have? Page 22
  23. 23. What merits do brands have? 1 of 2A strong brand signifies a product or service ofrecognizable quality, reliability or value for moneyBrands help to differentiate a product or servicefrom others being offered by competitorsBrands convey familiarity on a product or service,attracting customers away from offerings ofcompetitors Page 23
  24. 24. What merits do brands have? 2 of 2Customers have a tendency to become loyal tobrands, reducing the likelihood that they willswitch to products or services offered bycompetitorsCustomers will pay a premium price for brandswith which they identifyFewer dollars have to be spent on advertisingwhen there is already strong brand recognition Page 24
  25. 25. Keeping brand passion alive Page 25
  26. 26. Keeping brand passion alive 1 of 2 Get the basics right-it’s about delivering good quality, being reliable and consistent Understand the audience and be clear who the customer is Be true to yourself and don’t pretend to be anything else Place marketing at the heart of the business, but that’s more than a fluffy logo and a marketing campaign Page 26
  27. 27. Keeping brand passion alive 2 of 2 It’s about making sure employees understand what the brand is about and ensuring everyone uses the same message Have a long-term vision of where you want the organization to go and share this with your employees Hire people who are going to be faithful to the idea as they are going to be the strongest asset Be distinctive, don’t just be different…be really different Page 27
  28. 28. Four core types of employer brand Page 28
  29. 29. Four core types of employer brand Prestige Cause High risk/big potential Work-life balance Page 29
  30. 30. Employer brand strategy Page 30
  31. 31. Employer brand strategy 1 of 2Identify the labour market in which theorganization is going to compete, consider thepotential for sources of labour, and identify whichgroups of people are likely to want to buy intoemployment with the organizationPrepare the marketing objectives and strategy Page 31
  32. 32. Employer brand strategy 2 of 2Formulate the marketing mix to support ‘theproduct’ with use of the product elements, thepricing elements and the promotion elementsProduct promotion in terms of public relations, in-house promotions, direct mail and advertising Page 32
  33. 33. Key components of an employer brand Page 33
  34. 34. Key components of an employer brandTransparencyPut a human face on itConsistency and timeAlign the employer brand with the consumer brandHave a personality!Make it part of the cultureCorporate philanthropy at a grassroots levelInvest in high quality design Page 34
  35. 35. Creating a successful employer brand Page 35
  36. 36. Creating a successful employer brandResearchTop-level buy-inAlignment to corporate strategyCommunicate with more than just wordsWalk the walk and talk the talk Page 36
  37. 37. Things to consider with employer branding Page 37
  38. 38. Things to consider with employer branding 1 of 5What?Why?How?Where?When?Who? Page 38
  39. 39. Things to consider with employer branding 2 of 5It’s about the synthesisIt’s about presentationIt’s about authenticityIt’s about word of mouth Page 39
  40. 40. Things to consider with employer branding 3 of 5Brand messages coherent with the brand realityare required to build trustSeek first to understand and then to beunderstoodEmployer brands are crucial to business success sotop leadership needs to be involved Page 40
  41. 41. Things to consider with employer branding 4 of 5It’s about the synthesisIt’s about presentationIt’s about authenticityIt’s about word of mouth Page 41
  42. 42. Things to consider with employer branding 5 of 5BlogsVideosCell phonesExisting employee profilesHeadhunting targetsEmployee referrals Page 42
  43. 43. What must an employer of choice promise? Page 43
  44. 44. What must an employer of choice promise? 1 of 2 Provide an environment where colleagues can thrive and shine Support and challenge them to access the best in themselves Set strong standards and be rigorous in performance appraisals Build strong relationships; understanding the talents, strengths and needs of other people Page 44
  45. 45. What must an employer of choice promise? 2 of 2 Acknowledge and celebrate success-make work a joy as well as a job Build high trust throughout the organization-it is the only way to get the best from people Be a model in your own work-stretch yourself, live the organization’s principles, have fun, work hard and celebrate your success Page 45
  46. 46. Attraction drivers Page 46
  47. 47. Attraction drivers 1 of 2Competitive base payVacations and time offHealthcare benefitsOpportunities for career advancementRetirement benefitsConvenient work locationFlexible scheduleChallenging workLearning & development opportunities Page 47
  48. 48. Attraction drivers 2 of 2Organization’s reputation as an employerReasonable workload Page 48
  49. 49. Presenting a compelling case for action Page 49
  50. 50. Presenting a compelling case for actionApproach the senior teamInvite the HR department to act as enabler of thegreat organization cultureBuild critical mass from your current positionWork with your own teamPlough a lone furrow Page 50
  51. 51. Case study A Page 51
  52. 52. Case study A Page 52
  53. 53. Case study B Page 53
  54. 54. Case study B Page 54
  55. 55. Case study C Page 55
  56. 56. Case study C Page 56
  57. 57. Case study D Page 57
  58. 58. Case study D Page 58
  59. 59. Conclusion & Questions Page 59
  60. 60. ConclusionSummaryVideosQuestions Page 60

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