My views have been shaped by lead­ers, 
practitioners and academics I have 
been fortunate to collaborate with over 
the p...
E m p l o y e r B r a n d i n g R e v i e w 
as an increasing number of academ­ics 
and s...
lists on retainers in order to keep up with 
the accelerating pace of market change. 
E m p l o y e r B r a n d i n g R e v i e w 
leading to redundant information and 
Certificate in 
Employer Brand Leadership 
About Employer Brand International 
EBI provides research, advisory and thought...
Welcome to the Certificate in 
Employer Brand Leadership 
Course – a contemporary 
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Employer branding towards 2020


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Employer branding towards 2020

  1. 1. My views have been shaped by lead­ers, practitioners and academics I have been fortunate to collaborate with over the past 10 years with the past 3 spent travelling to 30 cities in 20 countries as part of my Employer Brand Global Mas­terclass Some of the trends below have al­ready started and will gain momentum towards 2020. Whilst it is by no means a complete list, I hope it will provide in­sights, awareness and facilitate discus­sions into how I see employer branding evolving over the next decade and your preparedness to meet these challenges. Global companies such as Google, Sodexo, Apple, McKinsey & Co, South­west and Philips have been frequently spoken about as leading employer brands over the past decade. Whilst there are many lesser known or visible employer brands, they are in fact in all industry categories and in companies of all shapes and sizes. These companies consistently articulate a clearly defined employment proposition to their target audience and align systems, policies and processes to ensure an authentic employment experience for emplo­yees across the employment lifecycle. In short they care about the welfare of their employees and have leadership conversations to better understand what drives superior performance in their teams. Companies who are judged as the leading employer brands over the next 10 5 Tour. years will be those who identify, react and adapt to the people and product/service challenges that lay ahead. These include: 1) Time replaces money as the new currency. With increasing amounts of women entering the workforce and one parent working families’ being a thing of the past companies who can trade time for other rational benefits such as pay and career development by embracing flexible work practices and ensure work commitments align with social and fam­ily responsibilities will be highly sought after. The notion of ‘work’ will be re­placed by striving to provide an employ­ment experience which is closer aligned with living a rewarding life throughout all stages of the employment lifecycle (e.g. recruitment, induction, promotion, etc) rather than working towards retire­ment merely being seen as a reward at the end of a lifetime of work. 2) Functions will blend. Employer branding is not a HR function, it is a business philosophy and all functions have a role to play. The business envi­ronment is dynamic and moving way too fast for Human Resources, Market­ing and Communication professionals to continue driving the strategy in isola­tion whilst trying to achieve alignment between people, products and consum­ers. The study of employer branding will continue to make its way into the University syllabus in HR, Marketing and Communications courses and the sci­ence of employer branding will advance Employer branding towards 2020.... Consider Brett Minchington Having spent the best part of the last decade researching, writing, speaking and consulting in the field of employer branding, I thought as this new decade begins now would be a good time to reflect and share my opinion on employer branding trends towards 2020 and how they will impact on the workplace. Scenari e Nuove Tendenze
  2. 2. 6 E m p l o y e r B r a n d i n g R e v i e w as an increasing number of academ­ics and students undertake research in emplo­yer branding building upon the research previously undertaken in employee engagement, organisational psychology and brand management. 3) Less is more, small is big. As every dollar spent has come under closer scru­tiny during the Global Financial Crisis, this culture will continue towards 2020 and leaders will need to demonstrate a ROI of investment in employer branding and how it impacts on delivering the company’s mission and vision - two ar­eas the top company’s get right whilst others’ actions fall well short of their promise leading to disengagement and lack of trust amongst employees. There will be an increased focus on employer brand strategy development to avoid brand fragmentation and con­fusion which exists when the market produces innovative ways to attract, en­gage and retain talent faster than com­panies can keep up with. There will be less focus on creative communications and more focus on relevancy, customi­sation and authenticity as companies’ invest to build their brand from the in­side out and reward behaviours which reflect a defined employer brand posi­tioning and strategy which takes a ho­listic approach to the employee lifecycle and diverse employee segments. 4) The talent crisis becomes the matching crisis. Companies will tune into the global network of untapped talent in emerging economies such as India, China, Middle East and Turkey where technology and access is acce­lerating skill build in these regions. As organisations become more knowledge and technology reliant the demand for more diverse skill sets will result in com­panies building virtual teams of specia­
  3. 3. 7 lists on retainers in order to keep up with the accelerating pace of market change. Companies will leverage affordable, high quality technology to connect vir­tual teams and provide an environment where employed and contracted talent feel valued and a sense of belonging, - an experience much like the one today being enjoyed by millions on social net­working sites. The uptake of Talent Re­lationship Management (TRM) software will accelerate in much the same way as Customer Relationship Management (CRM) technology did in the 1990’s as companies strive to find competitive advantage in TRM – let’s hope the same mistakes aren’t made! The demand for specialist virtual consulting will accelerate towards 2020 as the demand for real-time access and transfer of explicit to tacit knowledge to optimise performance demands real time reflection, feedback and action. The game will be won by the companies who can match talent (from anywhere on the planet) to be up to speed on roles and re­sponsibilities much quicker than today’s 3-6 month onboarding period allows. 5) Relationships will replace reputa-tion. The key to sustainable business success has always been established in the relationships between the people involved, not just in a superior pro­duct or service. The cost of a bad hire or ven­dor selection is costly so companies will rely less on a ‘pitch for service, ’and‘ tender processes and choose partners based on a previous working relation­ship or referral when allocating resour­ces for employer branding initiatives. The key shift will come in defining, nurturing and evolving relationships based on a value return as opposed to the ‘bigger is better’ approach companies and agencies have strived for the past 20 years
  4. 4. 8 E m p l o y e r B r a n d i n g R e v i e w leading to redundant information and disen­chanted candidates and vendors. 6) Employer brands become global. In the past decade employer brands have been highly localised. That’s why an organisation that is judged a number 1 employer in the USA may only rank number 6 in Asia. The evolution for the world’s leading employer brands is to find closer alignment between the cul­ture nuances in attracting and retaining talent in different countries and cultures. This will require increased communica­tions between Head Office and Regional leaders. I am amazed of how many global brands talk about having a global em­ployer brand strategy and when I meet their regional leaders they advise, “What Global Strategy.” Technology will support improved global collaborations between regional offices but it is going to take a culture change of moving from a “com­mand and control employer brand leader­ship” at headquarters to a “collaborative and evolve” employer brand leadership” style to enact engagement across regions which enhances business performance. 7) Slow is fast. Information will be deliv­ered faster towards 2020 but the churn of redundant information will become slower. Technology and tools will get better at filtering out noise that has the tendency for employees to waste pro­ductive time online and on social net­working channels. Training will become a daily occur­rence inside organisations and tools will allow for knowledge to be requested, captured, customised and transferred to employees via their hand held communi­cation devices. Employees will receive real time updates aligned with their career de­velopment plans and leaders will be able to view real time updates on performance to plan and provide coaching and men­toring before or at the moment when it is most needed rather than 3-12 months later at a formal performance review. 8) Organisations will get naked. Just as reality TV shows have become the norm the past decade, reality workplace TV will become the norm towards 2020 as companies allow access into the cul­ture of the organisation through web streaming and reality shows about the day to day operations of what makes the company a success or a failure. View­ers will be encouraged to participate in and solve workplace problems simi­lar to how crowdsourcing works today. Job offers will be made and filled within hours as companies exploit the benefits of crowdsourcing. 9) Work becomes living. Companies will empower employees to come and go as they feel is required to deliver the outcomes of their role. The level of distrust in corporations today will be a tipping point for talent to move to an organisation that provides an employ­ment experience which is closer aligned with their lifestyle choices. Exiting baby boomers will pave the way for a new workplace dynamic where Gen X’s, Y’s and Z’s will provide a melting pot of skills, attitudes and a ‘can do’ at­titude with lower levels of bureaucracy. Just maybe, this reduction in bureaucra­cy will provide talent with an increased sense of ownership of time as efforts are focused on outcomes and performance rather than politics and bureaucracy. 10) Connected, cleaner and greener. The penetration rate of the internet is growing at rapid speed in emerging economies and along with the increasing speed and lower cost of delivery, compa­nies will increasing opt for greener con­sulting services which can be delivered over the web rather than in-person and in doing so, save on time (which will add value to #1 trend) and carbon emissions. This will add up to significant tangible sav­ings and market support for companies amongst all sections of the community. Top talent will choose between compa­nies who can demonstrate they care about making the world a better place to live rather than just maximising profits at the expense of society’s negative externalities. Some closing thoughts If the economic downturn has taught us one thing, it is the value of the three business performance pillars of trust, communication and leadership in building competitive advantage. The rate of technological innovation is in­creasing at rapid speeds and the great­est challenge for business will be to manage the needs of shareholders and employees to ensure that profit is re­turned in a manner that is both healthy for the environment and for employees. We should not forget these pillars have always been within our reach, the chal­lenge will be how we balance our focus on them whilst managing the complexi­ties of the workplace towards 2020. About the author Brett Minchington, Chairman/CEO of Employer Brand International and Managing Director of Collective Learning Australia is an International employer brand strategist, author and educator. Brett’s expertise in Employer Branding led him to author “Your Employer Brand attract-engage- retain” in 2006 which has since been sold in over 42 countries. Brett has delivered employer branding key note addresses, executive briefings, masterclass events and chaired Summits in 30 cities in 20 countries and has been published in HR, Marketing and Management magazines globally including ‘The Economist’ and ‘Business Week’. With a global perspective on employer branding he is also a regular commentator for the media.
  5. 5. Certificate in Employer Brand Leadership About Employer Brand International EBI provides research, advisory and thought leadership in employer branding through strategic consulting, conferences/training, publications, research and global think-tanks. EBI’s expert services are provided through an international network of expert employer brand Senior Associates. EBI’s Global Advisory Board consists of leading corporate professionals and academics from around the world. Why choose to study the Certificate in Employer Brand Leadership? • Study for an in demand leadership skill • Case study approach to support theoretical frameworks • Real world application • Flexible study options • Supportive learning environment • Access to the world’s most extensive employer branding learning resources • Alumni support 1. Since 2007 EBI has trained thousands of managers in employer branding in more than 50 cities in 28 countries. 2. Access to an employer branding global community of 3500+ members. 3. Course is supported by world class learning resources including books, handbooks and global research reports. 4. The first course of its kind offered in partnership with educational institutions, business and the community. 5. Accredited by EBI 5 QUICK FACTS Enrol Today!
  6. 6. WELCOME FROM THE CHAIRMAN/CEO Welcome to the Certificate in Employer Brand Leadership Course – a contemporary leadership program for managers around the world. Since 2007, Employer Brand International has conducted training for thousands of managers in employer branding in more than 50 cities in 28 countries including Australia, Belgium, Denmark, France, Germany, Italy, Russia, UAE, UK, and the USA. Employees are fast becoming central to the process of brand building and their behavior can either reinforce a brand’s advertised values or, if inconsistent with these values, undermine the credibility of your messages. Employer branding is a whole of business concept concerned with the attraction, engagement and retention initiatives targeted at enhancing your company’s employer brand. The contest amongst employers to attract and retain talented workers takes place in a world where changes in the political, economic, social and technological environments and concerns about a company’s environmental footprint is driving widespread change in employment patterns. Today, competition for the best employees is as fierce as competition for customers and market share. The course brings together a talented team of academics, strategists and corporate leaders to create an inspiring learning experience in the growing field of employer branding. Our emphasis is on assisting you to develop leadership, communication, problem solving and team building skills, which will enable you to better understand and deal with the complex issues of management in a changing business environment. In selecting students we look for high quality people with the potential to not only benefit but also contribute to the learning experience. Whilst practical in orientation, your learning experience will include networking with like minded professionals around the world to support a solid theoretical grounding in employer brand leadership. Organizations that can attract and retain the best minds by leveraging a unique, relevant and distinctive employer brand will have a competitive edge in the marketplace. We look forward to welcoming you and wish you the very best with your studies. Brett Minchington Chairman/CEO Employer Brand International PROGRAM STRUCTURE CORE MODULE A THE BUSINESS CASE FOR EMPLOYER BRANDING Study Unit 1: The Fundamentals Of Employer Branding (EBLFU) CORE MODULE B BEST PRACTICE IN EMPLOYER BRANDING Study Unit 2: Employer Brand Leadership Principles & Practices (EBLPP) Study Unit 3: Employer Brand Strategic Management (EBLSM) Study Unit 4: Employer Branding Mapping & Competitor Analysis (EBLCA) Study Unit 5: Employer Brand Analytics & Reporting (EBLAR) Study Unit 6: Contemporary Practices in Employer Branding & Social Media (EBLSM) Study Unit 7: Employee and Customer Experience (EBLCE) CORE MODULE C THE FUTURE FOR EMPLOYER BRANDING Study Unit 8: Employer Branding Social Responsibility (EBLSR) Study Unit 9: Future Trends in Employer Branding (EBLTD) Study Unit 10: Employer Branding Case Study Analysis (EBLCS) HOW TO APPLY Apply online at or to enquire please email Andrea at: Please direct all course enquiries to: Ms Andrea Fielding P +61 8 8443 4115 F +61 8 8443 4149 ALUMNI SUPPORT The EBI Employer Branding Global Community is an important part of the life and community of the School, as it forms an integral part of the School’s business relationships. The network is diverse, including students and graduates who work and live locally, interstate and overseas. With more than 3500 members, the EBGC supports members in various ways: • Fostering global networking opportunities • Informing the business community of latest trends in employer branding