Your SlideShare is downloading. ×
Protecting the Employer Brand You May or May Not Have 2014
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Protecting the Employer Brand You May or May Not Have 2014

232
views

Published on

Great companies attract great people. And there has never been a better way to improve your employer brand. Employer branding is key to letting your audience know who you are and why people love …

Great companies attract great people. And there has never been a better way to improve your employer brand. Employer branding is key to letting your audience know who you are and why people love working in your organisation.


0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
232
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
0
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. Protecting the Employer Brand you may or may not have Employer Branding Workshop #1
  • 2. • “.. communicates the employment experience you offer. It is not just a look, statement, style or a list of jobs with good creative. An employer brand is the essence of what your organisation stands for. It communicates your culture, values and beliefs. It reflects the personality of your organisation. It defines what makes you unique and what you stand for. It attracts the people you would like to hire, and makes them want to engage with you” – The Value of a Managed Employer Brand in an increasingly Competitive Landscape (TMP Worldwide) Employer Brand – What is it?
  • 3. • Greater numbers of higher quality applicants including referrals • Higher performing employees & increased retention rates • Stronger reputation in the marketplace • Increased ability to attract specialist talent in a difficult market • 42% reduction in third party recruiter spend* • Decrease in cost per hire *The Value of a Managed Employer Brand in an increasingly Competitive Landscape (TMP Worldwide) Benefits
  • 4. Employer Brand The unique and differentiating promise a business makes to its employees and potential candidates Employer Brand The unique and differentiating promise a business makes to its employees and potential candidates Employee Experience Actual delivery of the promise throughout the employee lifecycle Employee Experience Actual delivery of the promise throughout the employee lifecycle Brand strength Attraction of the right candidates Employee engagement and retention Differentiation from competitors Customer engagement and retention Brand strength Attraction of the right candidates Employee engagement and retention Differentiation from competitors Customer engagement and retention +  Word of Caution: The Employer Brand and Employee Experience must correlate with each other – otherwise it is an empty promise Employer Brand Strength Bernard Hodes Group
  • 5. • The development of an employee value proposition (EVP) • EVPs seem to fall into two categories. The first is a set of reward/value statements about the attractiveness of the employer in terms of pay, benefits, career development, training etc. The second is a statement about what the company believes in. • Both attract employees, but one will provoke applicants who want good pay and training and the other will encourage people to join who believe in what the company believes in. Where to start?
  • 6. • It is a long term investment, do not underestimate! • Stage 1 Tactical Organisations (~ 33%) – Little progress in defining the coherent set of factors that make up the value proposition to employees and candidates – Provide rewards and have cultures, but employees and candidates are on their own to understand and interpret these • Stage 2 Integrated – Have a formal EVP and integrated Talent/Reward Programs • Stage 3 Communicating and Delivering – Communicating and delivering the promise consistently • Stage 4 Differentiation and Segmenting – Customised EVPs for workforce segments How to Start? The 4 Stages of the Employee Value Proposition – Thomas Davenport
  • 7. Protect the Employer Brand you may or may not have! • We are going to start with the Candidate Experience – 83% of candidates will tell their friends and family about a poor recruitment process experience and 64% will also share on social media – ~ 19 touch points where the employer brand is revealed • From application through to interview through to offer and onboard – 58% of candidates did not receive regular updates – 52% felt they were not treated like individuals – Only 36% of new joiners felt the recruiting process accurately reflected the working environment they entered Employer Brand – Tactics! The Candidate Experience(TMP Worldwide)
  • 8. Mystery Applicant Infographic
  • 9. Employer Brand Drift • The parts of the recruitment process that can be totally controlled (website, job adverts etc) are best aligned to the brand • However, the further along the recruitment process a candidate progress and the more human interaction there is, the more likely the experience drifts away from the brand • The effort and cost of attracting and converting candidates becomes at risk • The proposition that has attracted the candidate to the company dissipates the further the candidate progresses • The further they progress the more likely they are to be relevant and talented individuals • 94% of candidates agree that the way they are treated during the process will ultimately effect whether they want the job or not
  • 10. The Human Factor – Face to Face • 93% of people going through the application process say the person conducting the interview influences their view of the organisation as an employer (this extends to the recruitment partners as well) • 83% of companies believe the Line Managers are critical to communicating the employer brand • Candidates who get to interview are likely to be very relevant for the role yet Line Manager access and preparedness is always a pressure point The Candidate Experience(TMP Worldwide)
  • 11. The Human Factor – Feedback • Candidates want feedback yet just over 50% of candidates received it and just over 50% of those found it useful! • Only 11% of companies ask candidates for feedback yet this actually improves a candidate’s feeling towards an organisation The Candidate Experience(TMP Worldwide)
  • 12. The Human Factor – On-boarding • Almost 60% of candidates feel doubt between offer acceptance and start date! • Counter offers and other offers become attractive! • Keep in contact! The Candidate Experience(TMP Worldwide)
  • 13. What to do? Focus on the human beings! • Find out what your employer brand is – Ask your employees why they chose you and why they stay – Ask your candidates what attracted them to you at the beginning and how do they feel at the end of the process. Include rejected candidates as well as new hires! • Share your employer brand – Educate your hiring managers and your recruitment partners on your employer brand – Educate your hiring managers about the consequences of a poor candidate experience • Design feedback into your recruitment process • Do the simple things well and all the time – Be welcoming, be organised, be prepared
  • 14. The Broken Glassdoor • 53% of candidates begin job search focusing on companies they know or respect • 63% of candidates research a company prior to application • 52% research a company before an interview • 33% research a company before accepting an offer • 67% would accept an offer from a company at 5% lower salary level if the company had exceptionally positive online reviews • So what do you do when things go wrong! CareerBuilder 2013 Candidate Behaviour Study
  • 15. Fixing the Glassdoor • Don’t panic and don’t argue • Accept the criticism as valid – perception is reality • Respond as an individual, not as a nameless corporation • Demonstrate you care, express regret, ask for more feedback, engage and publically close the loop “Thanks James for the feedback, glad we were able to talk” • Be transparent within your organisation – let your team know and ask for support, because negative reviews are best countered with positive reviews from peers within the company
  • 16. Telling your story – the importance of your personality • “For people like me” is one of the most important factors for potential applicants in considering a company (Using Branding to Attract Talent, McKinsey Quarterly, 2005 No 3) • People want to work with people • No need for perfection – sometimes organisations try too hard to seem perfect. People motivated to contribute can’t easily see themselves making an impact in a perfect environment • Great Employer Brands are linked to great personalities – Virgin / Richard Branson – EngineYard / Eamonn Leonard – Google / Larry Page
  • 17. Using your personality to build your EVP • Creating an EVP and expressing those intangible aspects including what is unique about you is difficult, will take time and evolve over time • Yet every company’s has a unique story to tell through their key people’s stories • Use those people’s stories as the foundation for your EVP • Stories should be on how they’ve gotten to where they are not why they are there!

×