The State ofEmployer BrandingA global report on the hottest topic in talent acquisition
Introduction & Big Picture Findings 03Executive Summary 05Global Results 10Conclusion 21Appendix I: Results by Country 23A...
Employer branding is the new black. Articles, white papers, andconference panels are popping up everywhere while discussio...
Employer branding is seen as important everywhere; 83percent of global recruiting leaders agree it’s a criticaldriver of t...
Executive SummaryTA leaders know employer branding is important and are investing more –but strategy, listening and metric...
MethodologyAll respondents: work in a corporate HR/recruiting setting represent an even mix of small, midsize and large ...
High awareness of employer brand’s impact
Talent acquisition (TA) leaders are highly aware that employer branding iscritical to hiring success83%Agree that employer...
1. Utilizing social and professional networks2. Finding better ways to source passive candidates3. Upgrading employer bran...
Employer branding is a top priority for companies worldwideTA leaders who agree employer brand is a top priority (by count...
1 Competition 1 Invest in their employer brand 1Utilizing social and professionalnetworks2 Compensation 2Build and nurture...
Investing more, with Talent Acquisition often leading
Employer brand investment is rising in 2012, primarily due to a greaterawareness of its impact91%Companies that are spendi...
TA leaders are organizing for success by partnering with Marketing andCommunications39% 22%TA shares ownership TA has prim...
Viral channels thought to be highly effectivefor employer brand delivery
While websites are seen as most effective, viral channels play importantrole in promoting employer brandFive channels seen...
Almost half already find social professional networks highly effective foremployer branding58% 57% 53% 48% 47% 47% 45% 44%...
Disconnect between awareness and action
Despite recognizing its power, many companies don’t take a strategic approachto employer brandRecognize employer brand imp...
Not many say they regularly measure their employer brand in a quantifiable way20only one out of three
We know that talent acquisition leaders around the world understand the importance ofemployer branding. Theyre increasing ...
“Today your messaging is being consumed,supplemented and amplified – orquestioned aloud – in real time based ontalent’s ac...
Appendix
Appendix I: Findings by CountryAMERICAS EMEA ASIA PACIFIC 45% of Brazilian TA leadersmeasure their brands (vs.33% globall...
Australia and the emerging markets lead the way in doubling down onemployer brand61% 58% 57% 57% 56% 53% 53% 48% 45% 45% 4...
2672% 70% 66% 65% 61% 59% 58% 57% 56% 56% 56% 51%SPAININDIAGERMANYBRAZILAUSTRALIACANADAFRANCEITALYNORDICSUNITEDSTATESUNITE...
2767% 62% 57% 54% 54% 52% 52% 51% 50% 46% 44% 41%BRAZILINDIANETHERLANDSFRANCECANADANORDICSUNITEDKINGDOMSPAINAUSTRALIAUNITE...
2850% 45% 42% 35% 33% 32% 32% 30% 29% 23% 22% 20%INDIABRAZILNORDICSCANADAAUSTRALIANETHERLANDSUNITEDKINGDOMFRANCEUNITEDSTAT...
Most don’t survey new hires to understand employer brand perceptions;wide geographic differences2952% 46% 45% 39% 36% 35% ...
Even fewer organizations survey candidates; again, wide geographic variance30More organizations survey newhires in FRANCE ...
Appendix II: Findings by IndustryCONSUMERGOODS Consumer Goods TAleaders are ahead of thecurve, with 72% havingprimary or ...
Appendix III: Findings by Company Size Employer brand is moretop of mind asorganizations grow in size;78% of TA leaders a...
The third annual LinkedIn Global Recruiting Trends Surveywas conducted online between May 2012 and July 2012.Recruiting pr...
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LINKEDIN Talent Solutions The State of Employer Branding, Whitepaper - Oct. 2012

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LINKEDIN Talent Solutions The State of Employer Branding, Whitepaper - Oct. 2012

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  1. 1. The State ofEmployer BrandingA global report on the hottest topic in talent acquisition
  2. 2. Introduction & Big Picture Findings 03Executive Summary 05Global Results 10Conclusion 21Appendix I: Results by Country 23Appendix II: Results by Industry 30Appendix III: Results by Company Size 31Contents
  3. 3. Employer branding is the new black. Articles, white papers, andconference panels are popping up everywhere while discussionsand debates take place daily in the hallways, conference rooms,and executive suites of companies around the world. Strongcompetition for knowledge workers in particular and theproliferation of social media have augmented the importance ofemployer reputations in acquiring talent, particularly for the 80percent of the labor market who are passive candidates1. Whetheror not a company is considered a great place to work can make allthe difference in attracting and retaining this top talent.The hype isn’t just fueled by large corporations or household namebrands: employer branding is a hot topic among companies with100 employees or 100,000, from Canada to India and everywherein between, and regardless of industry. So what’s really going on,and what are companies doing about it? We took a closer look atemployer branding as part of our third annual Global RecruitingTrends Survey. Our large and diverse sample of over 3,000 talentacquisition leaders means our results are packed with powerfuldata points and interesting insights for just about everyone.Introduction
  4. 4. Employer branding is seen as important everywhere; 83percent of global recruiting leaders agree it’s a criticaldriver of their ability to hire top talent.Over half (51 percent) of companies have increased theiremployer brand investment in 2012 and a further 40percent have maintained their spend.Talent Acquisition is often at the helm, leading or co-leading employer branding 61 percent of the time.While career sites are viewed as a most effective employerbranding vehicle, viral channels – including word of mouthand online professional networks – play a significant role inbuilding a company’s talent brand.Despite the importance of employer brand, almost half donot have a proactive strategy, and only one-third say theyregularly measure employer brand in a quantifiable way.The Big Picture4
  5. 5. Executive SummaryTA leaders know employer branding is important and are investing more –but strategy, listening and metrics are often missing1. AWARENESS 2. INVESTMENT &ORGANIZATION3. DELIVERY 4. STRATEGY &MEASUREMENT 83% agree that anemployer brandsignificantly impacts theirability to hire top talent,and 69% consider it a toppriority for theirorganization. The #1 action that TAleaders are afraidcompetitors will do is investin employer brand, andlack of employer brandawareness is consideredone of the top threeobstacles in recruiting. Globally, upgradingemployer branding isconsidered the secondmost essential and long-term trend in the industry. A whopping 91% ofcompanies are investingmore or the same in 2012compared to 2011,primarily due to a greaterawareness about employerbranding’s impact. While the increase is astep in the right direction, ithasn’t been enough todate: only 39% of TAleaders report that theyhave the resources neededfor success. 61% of TA leaders have aprimary or sharedemployer brandresponsibility withMarketing or CorporateCommunications, with co-ownership (39%) the mostcommon structure. 78% of TA leaders viewtheir company website astheir most effective channelfor employer brand. Of the remaining highlyeffective channels, onlyone – traditional job boards– is fully controlled by thecompany. Instead, employer brand iscoming to life in channelsthat companies influencewithout controlling: word ofmouth, social professionalnetworks and generalsocial media. These channels have thebenefit of touching passivecandidates in ways thatcompany-controlledchannels usually do not. Only 54% of respondentshave a proactive employerbrand strategy. 53% claim to have a goodunderstanding of how theiremployer brand varies bydifferent talent populations. Most companies are notlistening to the appropriatestakeholder mix: only 37%regularly survey new hiresand even fewer (32%)regularly surveycandidates. Measurement is the keyarea of weakness. Only38% measure their brandrelative to the competition,and just 35% prioritizetheir spend to shore upkey weaknesses.TA leaders say employerbranding is key to hiringsuccess and an importantlong-term trend.Companies are starting toinvest more in employerbranding, with TA leadersoften directly responsible.Effective employer branddelivery occurs as muchthrough viral channels as viacompany-controlled ones..Many companies are notadopting a strategicapproach and even fewerare measuring for success.
  6. 6. MethodologyAll respondents: work in a corporate HR/recruiting setting represent an even mix of small, midsize and large enterprises have at least some budget authority focus solely or primarily on recruitmentSurveyed 3,028 recruiting professionals globally with a LinkedIn profileUNITED STATES 755 CANADA 299 BRAZIL 226 SPAIN 100 UK 334 ITALY 99 GERMANY 97 NETHERLANDS 226 NORDICS 113 INDIA 255 AUSTRALIA 2806Respondents by country:
  7. 7. High awareness of employer brand’s impact
  8. 8. Talent acquisition (TA) leaders are highly aware that employer branding iscritical to hiring success83%Agree that employer brandhas significant impact onability to hire great talent8
  9. 9. 1. Utilizing social and professional networks2. Finding better ways to source passive candidates3. Upgrading employer branding< 1,000 Employees> 1,000 Employees9Prioritization of employer brand(by company size)69%Agree that employerbrand is a top priorityfor their organization67%70%67%78%< 500 Employees501-1,000 Employees1,000-10,000 Employees> 10,000 EmployeesTop 3 long-term trends in recruitingprofessionals (by company size)Large organizations lead the way in prioritizingemployer brand, but smaller companies are catching on1. Utilizing social and professional networks2. Upgrading employer branding3. Finding better ways to source passive candidates
  10. 10. Employer branding is a top priority for companies worldwideTA leaders who agree employer brand is a top priority (by country)Significantly more INDIANorganizations prioritize employer brandSignificantly fewer GERMANorganizations prioritize employer brand1077% 75% 75% 74% 73% 71% 70% 69% 68% 64% 61% 47%GLOBAL AVERAGE69%INDIAUNITEDKINGDOMCANADABRAZILAUSTRALIAFRANCEITALYSPAINUNITEDSTATESNORDICSNETHERLANDSGERMANY
  11. 11. 1 Competition 1 Invest in their employer brand 1Utilizing social and professionalnetworks2 Compensation 2Build and nurture strong talentpools or pipelines2 Upgrading employer branding3Lack of awareness or interestin our employer brand3Learn to use social networking andsocial media more effectively3Finding better ways to sourcepassive candidates4 Location 4 Improve their candidate experience 4 Boosting referral programs5 Recruiting team too small 5 Improve their referral program 5Training recruiters and hiringmanagers6Recruiting team doesnt have theright tools/systems6Further invest in their existingrecruiting tools6 Recruiting globally7Lack of awareness that werehiring7 Invest in new recruiting tools 7 Optimizing your career site8Inability to effectively use data toimprove our approach8Hire recruiters to strengthen theirteam8Measuring quality of hire moreconsistently9Quality of talent currently at ourcompany9Negotiate better pricing withvendors9 Reducing spend on staffing firms10 Company performance 10Improve ways to track quality ofhire10Using CRM technology to managetalent leadsIn fact, employer branding rises to the top, regardless of the question11Top obstacles to attractingthe best talentBiggest concern is thatcompetitors will… Top long-lasting trends
  12. 12. Investing more, with Talent Acquisition often leading
  13. 13. Employer brand investment is rising in 2012, primarily due to a greaterawareness of its impact91%Companies that are spendingmore or the same on employerbrand in 2012 compared to 201151% 40% 9%Spending More Spending Same Spending Less1. Increased belief in the impact of employer brand 49%2. Need to raise general awareness 48%3. Difficulty recruiting quality candidates 47%4. Increased competition 37%5. Difficulty recruiting candidates in specific sectors 32%Why spend more on employer brand?13
  14. 14. TA leaders are organizing for success by partnering with Marketing andCommunications39% 22%TA shares ownership TA has primaryownership15%TA has noownership14%TA is acontributor10%Company doesn’tthink about EBMost common departments that own employerbrand outside of Talent Acquisition1. Marketing2. Corporate CommunicationsWho owns employer brand?14
  15. 15. Viral channels thought to be highly effectivefor employer brand delivery
  16. 16. While websites are seen as most effective, viral channels play importantrole in promoting employer brandFive channels seen as most effective to promote employer brand78% 56% 46%38% 34%Company website Word of mouth Social professionalnetworksSocial media Traditional job boards16
  17. 17. Almost half already find social professional networks highly effective foremployer branding58% 57% 53% 48% 47% 47% 45% 44% 43% 40% 37% 35%Organizations that find social professional networks highly effective for promoting employer brand (by country)FRANCECANADAINDIANETHERLANDSUNITEDSTATESUNITEDKINGDOMAUSTRALIAITALY*SPAINBRAZILNORDICSGERMANY*More organizations in FRANCE andCANADA consider social professionalnetworks to be highly effectiveFewer organizations in GERMANY and theNORDICS consider social professionalnetworks to be highly effective17 * Low base size (< 80 respondents)GLOBAL AVERAGE46%
  18. 18. Disconnect between awareness and action
  19. 19. Despite recognizing its power, many companies don’t take a strategic approachto employer brandRecognize employer brand impactHave a proactive employer brand strategyUnderstand employer brand strength across different populationsFeel they have the resources to succeedMeasure employer brand strength relative to competitors for talentRegularly survey new hires to understand employer brand perceptionsPrioritize spend on audiences where employer brand relatively weakRegularly survey candidates to understand perceptions54%53%39%38%37%35%32%83%19
  20. 20. Not many say they regularly measure their employer brand in a quantifiable way20only one out of three
  21. 21. We know that talent acquisition leaders around the world understand the importance ofemployer branding. Theyre increasing investment—even at a time when doing more withless is the norm—because they see it as a critical foundation for attracting the best hires.However, two-thirds of talent acquisition leaders today admit that they dont consistentlyand quantifiably measure the health of their employer brands, and almost half say theylack a proactive strategy. Management cant succeed without measurement and focus.In the end, the key opportunity isnt simply to improve awareness of your company as agreat place to work, its to upgrade your strategy: by listening to key audiences andobserving how they interact with your employer brand; by assessing how you fare versusyour competitors for talent; and by investing differentially in engaging candidatepopulations where you have the most to gain.This is particularly true in an era in which social platforms have changed the game forwhere and how identities – both corporate and personal – form and evolve. There was atime when your employer brand consisted of the messaging that your company deliveredout into the marketplace and periodically refreshed. Today your messaging is beingconsumed, supplemented and amplified – or questioned aloud – in real time based ontalent’s actual experience with your brand across multiple touch points, including socialplatforms where prospective talent engages with you on a daily basis. And what oftenrises to the top now, louder and clearer than your own messaging, is your talent brand –your employer brand as seen through the social lens, incorporating what prospectivetalent thinks, feels and says about your company as a place to work.The good news is that, thanks to the reams of Big Data that are generated through billionsof interactions on social platforms like LinkedIn, it’s easier than previously to assess howyou’re really doing . And the companies that effectively assess their talent brands will beable to prioritize spend, shore up areas of weakness, build out competitive advantage,and ultimately engage target talent to greatest effect.Conclusion21
  22. 22. “Today your messaging is being consumed,supplemented and amplified – orquestioned aloud – in real time based ontalent’s actual experience with your brandacross multiple touch points.“
  23. 23. Appendix
  24. 24. Appendix I: Findings by CountryAMERICAS EMEA ASIA PACIFIC 45% of Brazilian TA leadersmeasure their brands (vs.33% globally,), which is likelywhy they claim to understandemployer brand strengthacross populations more often(67% vs. 53% globally). Canada ranks second in citingeffectiveness of professionalsocial networks for employerbranding (57% vs. 46%overall), otherwise they are inthe middle of the pack ininvestment and organization. US TA leaders report aboveaverage employer brandinvestment, yet they aresignificantly below average onmeasurement (21% surveycandidates vs. 32% overall;31% survey new hires vs.37% overall). France leads the way in gauging stakeholders:surveying new hires (46%) and candidates (45%)are well above the global averages (37% and32%, respectively). UK Employer brand prioritization is well aboveaverage, as is investment, yet UK TA leaders areaverage or worse in measuring for success. Germany has the fewest percentage of TA leaderswho consider employer branding a top priority(47% vs. 69% globally); TA leads most often (66%co-own or own employer brand vs. 61% globally). Spanish TA leaders set a high bar for othercountries in calling the employer brand shots, with72% of TA leaders owning or co-owning employerbrand, far above the 61% global average. In Italy, acknowledgment of employer brandsignificance is on par with other countries, yet itsinvestment and measurement tend to be wellbehind most other countries. Netherlands TA leaders are well below average interms of investing in employer brand and TAowning it, yet they are more likely to measureemployer brand and use viral channels such asonline professional networks effectively. TA leaders in the Nordics lag on most dimensions,except in measuring the health of employer brand(42% vs. 33% globally). India is the sole country thatranks consistently well aboveaverage on employer brandprioritization, strategic action,and measurement. Australia is investing inemployer branding moreaggressively than any otherregion (61% citing spendincrease versus 51% globally),yet on all measurementmetrics, Australia is eitheraverage or below averagecompared to other countries.Employer branding winneracross the board: INDIA24
  25. 25. Australia and the emerging markets lead the way in doubling down onemployer brand61% 58% 57% 57% 56% 53% 53% 48% 45% 45% 43% 38%Organizations spending more on employer brand in 2012 vs. 2011 (by country)AUSTRALIAINDIABRAZILUNITEDKINGDOMUNITEDSTATESFRANCECANADAGERMANY*NORDICSSPAIN*NETHERLANDSITALY*Organizations in AUSTRALIA andINDIA increasing spend moreoften than the global averageOrganizations in ITALY and theNETHERLANDS increasing spendless often than the global average25 * Low base size (< 80 respondents)GLOBAL AVERAGE51%
  26. 26. 2672% 70% 66% 65% 61% 59% 58% 57% 56% 56% 56% 51%SPAININDIAGERMANYBRAZILAUSTRALIACANADAFRANCEITALYNORDICSUNITEDSTATESUNITEDKINGDOMNETHERLANDSTA leaders most empowered todrive employer brand in SPAINand INDIATA leaders significantly less likely toown or co-own employer brand in theUK and the NETHERLANDSThere is significant geographic variation in Talent Acquisition’s role inemployer brandingOrganizations where TA has total or shared control of employer brand (by country)GLOBAL AVERAGE61%
  27. 27. 2767% 62% 57% 54% 54% 52% 52% 51% 50% 46% 44% 41%BRAZILINDIANETHERLANDSFRANCECANADANORDICSUNITEDKINGDOMSPAINAUSTRALIAUNITEDSTATESGERMANYITALYINDIA and BRAZIL significantly more likely tounderstand their employer brand strengthacross different talent populationsEmerging markets lead the pack with the most understanding of employerbrand strength by populationPercentage understanding employer brand strength across different talent populations (by country)GLOBAL AVERAGE53%
  28. 28. 2850% 45% 42% 35% 33% 32% 32% 30% 29% 23% 22% 20%INDIABRAZILNORDICSCANADAAUSTRALIANETHERLANDSUNITEDKINGDOMFRANCEUNITEDSTATESSPAINITALYGERMANYINDIA and BRAZIL more likely toconsistently measure employer brandThere is wide geographic variation in measuring the health of employer brandsQuantifiable measurement of employer brand (by country)GERMANY, ITALY, and SPAIN less likelyto consistently measure employer brandGLOBAL AVERAGE33%
  29. 29. Most don’t survey new hires to understand employer brand perceptions;wide geographic differences2952% 46% 45% 39% 36% 35% 34% 34% 33% 31% 30% 23%INDIAFRANCEGERMANYBRAZILAUSTRALIASPAINNETHERLANDSCANADAUNITEDKINGDOMUNITEDSTATESNORDICSITALYMore organizations survey newhires in INDIA and FRANCEFewer organizations survey new hiresin the NORDICS and ITALYOrganizations that regularly survey new hires to understand brand position (by country)GLOBAL AVERAGE37%
  30. 30. Even fewer organizations survey candidates; again, wide geographic variance30More organizations survey newhires in FRANCE and INDIAFewer organizations survey candidates inAUSTRALIA and the UNITED STATESOrganizations that regularly survey candidates to understand brand position (by country)45% 45% 39% 36% 34% 32% 31% 28% 26% 25% 25% 21%FRANCEINDIAGERMANYSPAINBRAZILNORDICSITALYNETHERLANDSUNITEDKINGDOMCANADAAUSTRALIAUNITEDSTATESGLOBAL AVERAGE32%
  31. 31. Appendix II: Findings by IndustryCONSUMERGOODS Consumer Goods TAleaders are ahead of thecurve, with 72% havingprimary or sharedownership of employerbrand compared to 61%overall. They are also morelikely to feel they have theresources needed forsuccess (48% vs. 39%overall). Finance appears to beone of the more strategicindustries as morerespondents (61% vs. 53%overall) report a goodunderstanding of theiremployer brand acrosstalent populations, likely dueto better measurement: 46%of Finance TA leadersquantifiably measure theiremployer brands versus33% overall. Marketing/PR/Consultingare much more likely tohave a proactive employerbrand strategy (64% vs.54% overall), and morelikely to leverage onlineprofessional channels suchas LinkedIn (64% of thisgroup cite effectiveness, vs.46% overall). Manufacturing TA leadersare just as aware of employerbranding’s importance asother industries, yet they aremuch less likely to make it atop organization priority (59%vs. 69% overall). High-tech TA leaders(59% vs. 46% overall) arealso more likely to usenewer communicationchannels such as onlineprofessional networks andsocial media, and they areabove average when itcomes to regularlysurveying new hires (41%vs. 37% overall). Non-profit TA leaders citethe effectiveness of socialmedia more than otherindustries (47% vs. 38%overall), but they are not yetcapitalizing on other low-cost ‘passive candidate’channels such as onlineprofessional networks (34%vs. 46% overall). More than all otherindustries, Medical andHealthcare TA leaders haveincreased investment inemployer brand due tohigher awareness of itsimpact. Yet, the industry isbelow average in surveyingnew hires (29% vs. 37%overall) and surveyingcandidates (24% vs. 32%overall). Education TA leadersconsider investing in employerbranding to be the #1competitive threat, more thanany other industry. At the sametime, they tend to over-rely oncompany websites (84%) tocommunicate their brands,resulting in missedopportunities to engage withpassive talent. Education TAleaders in particular have notyet fully realized the potential ofprofessional and socialnetworks.MARKETING/PR/CONSULTINGHIGH TECH MANUFACTURINGFINANCEMEDICAL/HEALTHCARENON-PROFITEDUCATION31
  32. 32. Appendix III: Findings by Company Size Employer brand is moretop of mind asorganizations grow in size;78% of TA leaders at largecompanies consideremployer branding a toppriority (vs. 67% for thesmallest companies and69% overall). TA leaders at smallercompanies recognizeemployer brand’s long-termimportance; they rank itone of the most essentialand long-term trends in theindustry, even higher thanTA leaders at largercompanies. TA leaders are largercompanies are moreinvolved in employerbrand, with 67% owning orco-owning it compared to51% for the smallestcompanies and 61%overall. Those from smallercompanies report investingmore in 2012 due to the anincrease in hiring, whilethose from largercompanies are investingmore due to a greaterawareness of employerbranding’s impact. 54% of larger companiesconsider channels such asLinkedIn effective (vs. 47%smaller) and 47% citesocial media as effective(vs. 38% smaller). Smaller companies stilltend to rely more heavilyon word-of-mouth (62%small vs. 49% large), likelydue to more limitedresources. Larger companies aremuch likelier to have anemployer brandingstrategy (68% vs. 54%overall and 49% for smallcompanies.) Larger companies (51%)regularly measureemployer brand relative tocompetitors, significantlymore than smallercompanies do (34%). Larger companies (45%)prioritize employer brandspend on audiences wheretheir brand is weaker,significantly more thansmaller companies do(29%).Large companies are ahead, butSMALLER ORGANIZATIONSare not far behind1. AWARENESS 2. INVESTMENT &ORGANIZATION3. DELIVERY 4. STRATEGY &MEASUREMENT32
  33. 33. The third annual LinkedIn Global Recruiting Trends Surveywas conducted online between May 2012 and July 2012.Recruiting professionals with a LinkedIn profile who opted into participate in research studies were sent an emailinvitation to participate. In order to qualify, respondents hadto focus solely or primarily on recruitment in a corporateHR/recruiting setting, and have at least some budgetauthority. Respondents represented an even mix of small,mid-size and large companies. 3,028 corporate respondentsqualified and successfully completed the questionnaire.Global statistics are reported as un-weighted averages ofcorporate recruiter responses from the following countries:Australia, Brazil, Canada, France, Germany, India, Italy,Netherlands, Nordics (Norway, Sweden, Denmark, Finland),Spain, UK, & US.For more information about this survey, please email:research@linkedin.com1. 2011 research on job-seeking behavior. For moredetails see lnkd.in/jobseeker-researchFounded in 2003, LinkedIn connects the world’sprofessionals to make them more productive and successful.With more than 175 million members worldwide, includingexecutives from every Fortune 500 company, LinkedIn is theworld’s largest professional network on the Internet. LinkedInoffers a full range of solutions to help organizations of allsizes find, engage and attract the best talent. 85 percent ofthe Fortune 100 use LinkedIn Talent Solutions.For employer branding best practices from industry leaders,go to: talent.linkedin.com/employer-brandFor a new way to measure your talent brand, seetalent.linkedin.com/talentbrandindexTo stay up to date on the latest research and insights fromLinkedIn, follow @hireonlinkedin on Twitter and subscribeto our blog: talent.linkedin.com/blogAbout This Survey About LinkedInAdditional Resources33Copyright © 2012 LinkedIn Corporation. LinkedIn, the LinkedIn logo, and InMailare registered trademarks of LinkedIn Corporation in the United States and/orother countries. All other brands and names are the property of their respectiveowners. All rights reserved.

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