Where to next for employer branding-Finland

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Article sample from the certificate in employer brand leadership, details at www.employerbrandinternational.com

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Where to next for employer branding-Finland

  1. 1. 12 Opinion leader 2011 | www.calcus.fi Brett Minchington, kansainvälisesti tunnettu Employer Branding-asiantuntija katsastaa alan tulevaisuutta. Kolumni on kirjoitettu varta vasten Opinion Leaderia varten ja julkaistaan tässä yksinoikeudella Suomessa. Where to next for Employer Branding? The business case for employer branding has become clearer for organisations. Prior to the global financial crisis (GFC) employer branding was mainly used to support recruitment functions. The impor-tance of leveraging the employer brand to engage and retain talent is now high on the leadership agenda as companies soon discovered during the GFC it was still difficult to recruit and retain talent. Brett Minchington MBA The maturing of employer branding with a compa-ny’s focus on the whole employee lifecycle from hire to retire has come at the right time as the economy in many countries has started to rebound, albeit at dif-ferent rates. Talent acquisition and retention has become in-creasingly complex. The need for systems integration, understanding of culture diversity, social changes, tech-nological advances, the threat of declining fertility rates, inequality in global education standards and the impact of ageing populations in many developed econ-omies has created multiple challenges for companies and show no signs of easing soon! Since 2006 I have witnessed the stages of the evolu-tion of employer branding inside companies and amongst cultures during my two global tours to more than 40 cities in 25 countries. Leaders I speak with around the world are saying where previously they could take 1-2 years to research, develop and implement their employer brand strategy the competitiveness for talent is demanding they react quicker and more decisively to stay ahead of the com-petition. The challenges of the jobless economic recov-eries being experience in countries such as the USA re-quire new applications of employer branding. With the talent challenges and complexities now facing companies it is not surprising we are yet to see many companies evolve to the status of a Tier 1 employ-er branding company (see figure 1). How to move forward The success of your employer brand strategy over the next 1-2 years will be determined by how well you: Establish a strategic framework for employer brand strategy: Ensure internal and external stake-holders are working to achieve the same strategy. In my new book ’Employer Brand Leadership-A Global Perspective,’ I detail the ‘Employer Brand Excellen-ce Framework’ which defines the employment expe-rience from a stakeholder perspective (see figure 1). The Framework considers the role of employees, pros-pective candidates, customers, investors and society in employer branding. Less than 20 percent of firms around the world have a clear employer brand stra-tegy and as expected developed markets are leading the way with USA/Canada rating the highest (19.7 percent), followed by Asia (19.4 percent), Europe/UK (18.4 [percent), Australia (15 percent), Turkey (12.3 percent) and Russia (7.6 percent). Clearly there is still alot of work to do! Allocate sufficient resources: To develop and manage the employer brand for the long term you need to appoint dedicated staffing who can focus on implementing and managing the strategy. There has been a 250 percent growth in employer branding job vacancies since 2006 and many of these are seeking professionals from a marketing and communications background so think broader than the human resour-ces department. Ensure collaboration between internal and exter-nal stakeholders: Ensure a consistent approach to ma-naging the company’s brand assets through a joined up approach amongst stakeholders responsible for the corporate, consumer and employer branding initiati-ves e.g. marketing, communications, human resources, PR, IT, etc. Build market reach: Employer branding initiatives should refresh employer value proposition (EVP) me-mory structures through authentic, relevant and dis-tinctive communications. About the author Brett Minchington MBA, Chairman/ CEO of Employer Brand Internatio-nal, is a global authority, strategist and corporate advisor on employer branding (www. brettminchington. com). His new book Employer Brand Leadership- A Global Perspective is available at www. collectivelearnin-gaustralia. com
  2. 2. Re-think your business model - The ability of orga-nisations to attract and retain talent who contribute to growth and profitability is no longer limited to drawing upon the local or national workforce – companies now have tools at their disposal to tap into the global talent pool and what I call ‘pockets of talent excellence,’ small clusters of highly talented individuals or small groups who are on top of global issues and trends, adaptable and agile enough to move in and out of companies on a project by project basis providing expertise at a speed far more superior to the hiring of full time employees. Manage employee differentiation: Understand the role of culture diversity in unlocking the potential of your workforce. Companies need to act now to put the systems, poli-cies and processes in place to ensure they are well po-sitioned to react to the environmental changes which will accelerate as the completion for talent across bor-ders becomes more competitive as companies seek to expand their global footprint in the pursuit of growth and profitability. Have patience - employer branding is an evolution-ary process! Figure 1 : Employer Brand Excellence Pathway ‘Employer Brand Leadership – A Global Perspective’ by Brett Minchington The world’s most comprehensive book on Employer Branding Written by International employer brand strategist Brett Minchington MBA (www.brettminchington.com) and compiled from two global tours to more than 40 cities in 25 countries. • Employer branding global trends • A strategic process to build employer brand equity • The role of leadership in employer branding • Measuring ROI • 9 global best practice case studies from companies including Deloitte, IBM, Sodexo, Phillips, UnitedHealth Group, Vestas, etc • The future for employer branding Brett Minchington (www.brettminchington.com) is the Chairman/CEO of Employer Brand International, a global authority, strategist and corporate advisor on employer branding. Order online at www.collectivelearningaustralia.com www.calcus.fi | Opinion leader 2011 13
  3. 3. 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! www.employerbrandinternational.com
  4. 4. 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 www.employerbrandinternational.com or to enquire please email Andrea at: andrea@employerbrandinternational.com 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 www.employerbrandinternational.com

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