Interbrand Employer Branding (EN) - White Paper


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Interbrand Employer Branding (EN) - White Paper

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Interbrand Employer Branding (EN) - White Paper

  1. 1. Employerbranding –hit or miss?Boost the value of your brand byclearly positioning your companyon the job market.
  2. 2. Employer branding – hit or miss? | Boost the value of your brand by clearly positioning your company on the job market.Employer branding –hit or miss?Boost the value ofyour brand by clearlypositioning yourcompany on the jobmarket.Highly qualified and motivated emplo­yees are a key, yet increasingly scarceresource in nearly all areas – from indus­trial to service-related sectors. Onlythe most attractive brands can draw andkeep the best professionals and mana­gers. Companies today face a majorchallenge, with a decline in loyalty,a growing willingness to change jobs andincreasing demands in the workplace.For years, employees have not beencontent to take jobs simply because of theattractive salaries and benefits offeredto them. A good working atmosphere, anextremely positive image of the employerand an equal work-life balance arebecoming increasingly important whenchoosing an employer.One trend that has been observed is thatcompanies with especially strong brandsalso top the rankings of the best emplo­yers.Automobile manufacturers like BMW,Daimler and Audi as well as giants likeLufthansa, Siemens and SAP top the listof the most sought-after employers.These are exactly the same companiesthat lead the annual Interbrand BestGlobal Brands Ranking – the ranking ofthe 100 most valuable brands. In otherwords, the brand plays a decisive role inchoosing an employer. As a result, it isall the more important for companies toclearly position their brands on the jobmarket – brands that are truly unique,relevant to their target audiences and withpromises that people can believe.A clearemployer positioning sets the companyapart from the competition and streng­thens the overall image of the brand.But how can companies with strongbrands communicate what they stand foras employers? And how can companieswithout strong consumer brands positionthemselves as attractive employers?Definition ofemployer branding:Employer branding refers to the conscious positio­ning of a company as a top-class employer. Themain purpose of employer branding is to managethe perception as an employer – with the aimof attracting the right employees to the company.▸
  3. 3. Employer branding – hit or miss? | Boost the value of your brand by clearly positioning your company on the job market.In the process of helping several cus-tomers build and maintain attractiveemployer brands, it has been possibleto identify decisive factors for successfulemployer branding:Defining the role of the employer –employer value propositionThe brand positioning is frequentlybased on customer insights, brand values,a value proposition as well as a brandpromise. The definition is strongly alignedwith the company’s areas of expertise andcustomer groups. In order to target poten­tial and existing employees, it is essentialto translate the brand positioning into anemployer value proposition and interpretthe values from the employers perspective.There can only be one brand – a clear brandpositioning provides the central basis forcreating a voice as an employer.Aligning communication and activitiesOnce a shared basic understanding hasbeen defined, the implementation processbecomes very significant. Many examplesshow that recruiting ads or employercampaigns are simply not enough. It isessential to create a consistent overallimage – from the positioning and communi­cation to the definition of processes, struc­tures and offerings. When it comes tothe target audience of potential employees,it is especially important to implementthis proposition in a relevant, credible wayin all communication, offerings and pro­grams, as well as in the corporate cultureand behavior. Employees need to know,understand and exemplify the employer’sbrand promise.The continuous and consistent alignment ofall communication and offerings in the area ofHuman Resources creates a sense of credibility.The interplay between Human Resourcesand MarketingPeople make brands. As an element of anintegrated and continuous brand mana­gement strategy, one decisive factor forsuccess in implementing employer bran­-ding is a close working relationship betweenHuman Resources and Marketing. Com­panies need to define platforms and forumsto allow these departments to communi­cate regularly with each other and ensurethat these practices are well establishedwithin the organization.A shared understanding and solid establish­ment of the brand in the organization areimportant factors for success.Increase the value of your brand witha clear positioning on the job market:At Interbrand, we know that employerbranding not only boosts the image ofthe company, but also plays an impor­-tant role in continuously increasing thevalue of the brand and its contributionto the companys success. At the sametime, employer branding underscores anorganizations commitment to its brandand supports the focus, involvementand investments in brand development.Over 20% of employees under the age of 30 saythat they would prefer to have a lower-payingjob with a brand that they believe in.For many years, Interbrand has helpedbrands implement employer branding asan integrated aspect of value-orientedbrand management.Definition ofemployer value proposition:The employer value proposition describes theunder­standing of the brand from the employer’sperspective. The statement formulates a sharedbasic understanding as an employer and addressestopics such as the working environment, team­work, management style and development.It provides the basis for aligning communicationand offerings in the scope of employer branding.▸
  4. 4. Thomson Reuters Deutsche Telekom WrigleyEmployer branding – hit or miss? | Boost the value of your brand by clearly positioning your company on the job market.ReferencesThomson ReutersThomson Reuters also faced the challengeof having to unite employees from variouscorporate cultures under a single brand.The aim was to have existing employeescontinue to identify themselves withthe brand while attracting new high poten­tials to the company.Interbrand helped Thomson Reuters de­fine an employer value proposition basedon the idea of“intelligent information".The employer value proposition has sinceprovided the strategic basis for internalbrand management, staff developmentand recruiting activities in the form ofvarious communication measures, e.g.a new intranet platform and incentivesto promote employee identification withthe brand.Deutsche TelekomDeutsche Telekoms strategic realignmentin becoming an experience brand is evi­dent in more than just the Telekom Shopsand its product and service communica­tion. Instead, Deutsche Telekom realizedthat a clear and relevant positioning onthe job market can make a significant con­tribution to its overall process of change.Telekom is attracting a great deal of atten­tion with its employer image campaign,which specifically addresses new targetaudiences. This communication is based onan employer value proposition, clearlydefined in line with the brand positioningand internal guidelines in collaborationwith Interbrand. In addition to implemen­ting the employer value proposition in com­munication campaigns, it is essential thatall programs and offers be aligned consis­tently in order to have a credible image onthe market – a must for employer branding.This approach has proven successful forTelekom so far. Since the brand has beenclearly positioned on the job market, itsreputation has improved among studentsand graduates. The brand has becomemore popular among economists, engineersand IT specialists alike, reaching 12thplace in the ranking of the top 100 emplo­yers. When asked to rate the best careerwebsites of 100 major German companies,participants ranked Telekom number 2behind Bertelsmann.Wrigley"Its not always what you do that makesa difference. Its who you are as an orga­nization that makes everything possible,"said Bill Wrigley Jr. in describing Wrigley’ssuccessful change process.After Mars took over in 2008, the manage­ment was focused on the internal changeprocess. In order to avoid a decline inemployee identification with the com­pany, an extensive internal transition wastriggered in addition to the repositioningof the brand.Together with Interbrand, Wrigleydeveloped the "platform of change" thatfocused on promoting the transfer ofknowledge between employees, develo­ping a lasting culture of positive accom­plishment and motivation, and rewardingthe staff for their efforts.
  5. 5. Employer branding – hit or miss? | Boost the value of your brand by clearly positioning your company on the job market.Your employer brandingexperts at InterbrandNina OswaldManaging Director CologneMember of the Board Central &Eastern EuropeAs Managing Director Nina is responsible­for the strategic and operational mana­­gement of the Cologne office and is memberof the Interbrand Board for Central &Eastern Europe.Nina has 10 years experience in the develop­ment, management, and implementation ofbrands and has worked for many nationaland international brands including DeutscheTelekom andTUI.She manages the DeutscheTelekom clientaccount for many years and was involved inthe rebrandings for DeutscheTelekomin Central & Eastern Europe.Phone +49 221 951 72 124Mail Nina.Oswald@interbrand.comLinda MarquardtSenior ConsultantLinda Marquardt is Senior Consultantand primarily responsible for the DeutscheTelekom account. She has worked atInterbrand since 2007 and is involved ina variety of branding projects, includingverbal identity, brand acoustics andemployer branding.Prior to joining Interbrand, Linda Marquardtworked in the brand management depart­ments at E.ON and Heineken. Her responsi­bilities included being involved in the launchof a sub-brand at E.ON and repositioningthe Amstel brand on the Spanish market.Since 2010, Linda Marquardt has beenresponsible for all issues and projects relatedto employer branding.Phone +49 221 95 172 120Mail
  6. 6. We’re there for youInterbrand worldwideAmericaBuenos AiresCincinnatiDaytonMexico CityNew YorkSan FranciscoSao PauloTorontoEuropeAmsterdamHamburgCologneLisbonLondonMadridMilanMoscowParisZurichAfricaJohannesburgCape TownLagosNairobiAsia-PacificAucklandBeijingDubaiGuangzhouJakartaKuala LumpurMelbourneOsakaSeoulShanghaiSingaporeSydneyTokyoInterbrand is a part of the Omnicom Group, a leadingglobal advertising and marketing communicationscompany. Our dedicated employees at our four offices ofInterbrand Central and Eastern Europe, as well as thosein our worldwide network, are proven experts in the fieldsof design, consulting, architecture, communications,information technology and business administration.We are happy to advise you in your home market andcan provide you with expert guidance for your brand‘sglobal presence.InterbrandCentral and Eastern EuropeHamburgZirkusweg 120359 HamburgPhone +49 40 355 366 0Fax +49 40 355 366 66CologneWeinsbergstrasse 118a50823 ColognePhone +49 221 951 72 0Fax +49 221 951 72 100MoscowInterbrand Zintzmeyer & LuxZAO Brand Development SystemsStolyarniy lane, 3, bld. 6122023 MoscowPhone +7 495 787 4600Fax +7 495 787 4600ZurichKirchenweg 58008 ZurichPhone +41 44 388 78 78Fax +41 44 388 77 90www.interbrand.comOur disciplines– Employer Branding– Analytics– Brand Engagement– Brand Strategy– Brand Valuation– Corporate Design– Digital Branding– Digital Brand Management– Health– Naming– Packaging Design– Retail Design– Verbal Identity