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How to Build a Better Employment Brand

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  • We are competing for talent. And finding talent is only going to get harder… we have to be ready to identify the right candidates, cultivate interest, and leave those that are not ready to feed our future candidate pool.
  • We’ve never seen numbers like this before. 40% of employers say they have difficulty retaining CRITICAL skill employees. With the lack of employee engagement at work, this makes employers more and more susceptible to turnover issues and positions remaining unfilled.
  • Marketers have long had this figured out. We are very adept at thinking about the buying cycle of a customer. First they don’t know who we are or know about our products. Somewhere along the way, through our advertising, branding efforts, and more, they are exposed to us and learn to be aware we are in the market. Further in the cycle, they begin to be interested in the benefits our products offer THEN they finally take action and decide to commit and be our client.

    This same process applies to candidates.
  • In our third annual study on Candidate Behavior in partnership with Inavero, we found that 77% of full-time employed workers are either actively looking or open to new job opportunities – this number is an increase for 74% just a year ago. To further this “always on” mentality, we found that 4 in 10 workers actually search for jobs while they are at work. There is now no delineation between work and personal time when it comes to a job search.

    On average, candidates are consulting up to 16 different resources before applying to a job – that number was 14.5 last year. These increases show that candidates are continuing to conduct deep dive investigations on employers far before they ever apply.

    Every organization tries to find the formula that gets them what they want and in the past, what they’ve said they want is qualified, interested, and affordable candidates. But is that enough? Today organizations continue to be concerned about quality—whether it’s because of the lack of highly skilled candidates or if it’s because of being inundated with applications from unqualified candidates. Either way, quality continues to be something organizations pursue.

    But it’s more than that. In today’s media environment and in our economic state, employment brands have taken a hit similar to consumer brands. Employers need to reestablish the trust level, increase loyalty, and improve retention. Turnover is costly and when your talent market suffers, it becomes that much more important in order to keep the organization healthy.

    So if that’s the case, an you want to increase your access to quality talent, create an easy candidate experience. Only ask for what you need, when you need it. We’ll talk through this in more detail in just a few minutes. If you want to increase trust become more transparent. This doesn’t mean tell everything to everyone, but it does mean that our big black hole of communication needs to go away. And if we’re really serious about improving retention to the point of increasing loyalty, we’re going to have to be more relational in our approach. Top candidates demand that we recognize them as key decision makers and partners in this process.

    The easiest way to do this is to think about candidates more like how we think about consumers.
  • Job search requires a lot of research from a number of different sources according to this latest research—more than credit cards, health insurance, or investments. Employers need to take this seriously.

    Referenced from: Consumer behavior has changed. In fact A ground-breaking article to hit the HBR in the branding space was Branding in the Digital Age (2010). It tracked how consumers buy products, major ones in particular, cars, TVs, in a digital age.
    Old world, people would search for a specific set of products and research them. Now, people start on a search engine and widen their considerations set.

    Sub-Title: You’re Spending Your Money in All the Wrong Places.

    Google talks about the ZMOT or Zero Moment of Truth. The Moment of truth is defined by the big Consumer Package Goods companies of the world as the moment that a consumer walks up to the shelf at the grocery store and chooses a brand. That was the pivotal moment where all of the brand value defined their decision to purchase. Now, it happens well before they even get to the store.

    Caused us to wonder if the job-seeker was influenced by the same digital age tools and dynamics…

    Almost everyone begins their search on a search engine or a vertical site.
  • Competition for Talent Intensifies
    Metric-driven employee referral program
    Predictive metrics and the use of big data move from interesting to essential
    Employer Branding returns as the only long-term recruiting strategy!
  • 85%
  • Before – Picture of Ariens Career Site
  • Marketers have done a great job of integrating these disciplines/steps to acquire customers – to experience your product and services. The ground has been paved.

    The opportunity lies now, especially in scarce talent populations, to apply these disciplines to acquiring talent… the folks that create and deliver your products and services every day.
  • You have a presence on your website, YouTube, Face Book, but where else? If they are researching 16 sources, what are some of yours?
  • Remember once we talked about advertising and building brand advantage? Well, it means a lot to candidates. In fact 9 out of 10 said they believe the employment brand a company has plays a key role in their decision whether or not they apply. Not accept an offer – but APPLY to a job. So, your brand is affecting you far before they set foot in your door. So consider your online your presence your best first impression.
  • As organizations go, we have the consumer experience figured out. From Zappos to Amazon, all of us can relate as consumers. We have a standard set of expectations now. We want to purchase online with one click—it’s easy. We receive a shipping notice via email or if we wonder where our package is, we can log on and track the package—transparent. We relate to the brands we do business with. Dove connects with their female consumers in a powerful way.

    We can learn from the consumer experience and model that in our applicant experience. Bur what does that mean?
  • Because consumer goods and products have changed the way we purchase and consume online, candidates have developed three new great expectations: they want things to be easy, transparent and personal to them.
  • A story is something to be Discovered… take a holistic approach (360o)

    POINT: Emphasize that candidate data and research is critical to telling a great story.

    Target audience: Employees and Candidates – what is important to them?

    Reality: Where have our employees told us we’re strong – this is critical to having confidence these attributes will be validated thru user generated content in social media.

    Competition: We have confidence that we are unique from our actual competitors.

    Vision: What we say to the job-seeking public, will be supported long-term as part of the vision our leaders’ have for us as an employer.
  • First, build the brand from within. To gain competitive advantage for talent, you must, in fact, be a good workplace. You must be actively promoting a workplace culture that meets your employees’ needs. See Daniel Pink – Big three motivators… Autonomy, Mastery, Respect.

    This slide illustrates the important aspects of a clients culture that can be mapped and understood. To create an Engagement Strategy, we will map these elements and identify how we can leverage each of these cultural “Levers” to improve the culture and achieve engagement and retention goals.

    Values & Norms: What the culture values and what behaviors are “normal” and expected. These can be both formal and informal, helpful or unhelpful. I.e.. Candor is a value and a norm (good) – Sucking up the boss is expected (bad)
    Touch Points: If we wanted to communicate to your employees, what are the current touch points in use? Meetings, calls, boards, SharePoint, annual reviews, goal setting, etc.?
    Teams, Tribes and Hubs: Formal org chart = teams. Informal groups = tribes. Hubs are the places where informal communication happens. Every organization had tribes that are well known, but almost never documented. A softball team, a happy hour group, etc.
    Connectors and Influencers: These are people who are well known and respected, but not necessarily have a manager title.
    Interactions & Events: Where do people get together and interact? Meetings, picnics, holidays, games, training classes, etc.
    Communication Channels & Support: What are our formal communication patterns? Email, newsletters, conference calls. What kinds of support do we offer employees?
    Brand Personality: Formal, informal, hard-driving, competitive – what’s the style, tone of the office?

    Any organization’s culture can be understood on a simple cultural map. From there, it is easy to predict how people interact and behave. Culture can be both positive and negative, effective and ineffective. Creating an engagement strategy to boost engagement and performance is key to retaining top talent… and ultimately attracting more!

  • Marketers have done a great job of integrating these disciplines/steps to acquire customers – to experience your product and services. The ground has been paved.

    The opportunity lies now, especially in scarce talent populations, to apply these disciplines to acquiring talent… the folks that create and deliver your services every day.

    The first screen shot shows 6 Flags brand… all about fun and excitement.

    The second and third screen shots show how the careers are both consistent with, and contribute toward the overall brand. We’re the folks who make it fun for everyone else, and have fun ourselves.
  • Marketers have done a great job of integrating these disciplines/steps to acquire customers – to experience your product and services. The ground has been paved.

    The opportunity lies now, especially in scarce talent populations, to apply these disciplines to acquiring talent… the folks that create and deliver your services every day.

    The first screen shot shows 6 Flags brand… all about fun and excitement.

    The second and third screen shots show how the careers are both consistent with, and contribute toward the overall brand. We’re the folks who make it fun for everyone else, and have fun ourselves.
  • Marketers have done a great job of integrating these disciplines/steps to acquire customers – to experience your product and services. The ground has been paved.

    The opportunity lies now, especially in scarce talent populations, to apply these disciplines to acquiring talent… the folks that create and deliver your services every day.

    The first screen shot shows 6 Flags brand… all about fun and excitement.

    The second and third screen shots show how the careers are both consistent with, and contribute toward the overall brand. We’re the folks who make it fun for everyone else, and have fun ourselves.
  • This shows a design which emphasizes the people working there, not just the products. Also shows the personality… these are real employees in a real work setting.

    User Experience – no matter where you go, the job search is front and center…

    If you click the “Training” Tab, you still see the job search. This is, after all, the #1 reason why people visit your site… to search for jobs.
  • This shows a design which emphasizes the people working there, not just the products. Also shows the personality… these are real employees in a real work setting.

    User Experience – no matter where you go, the job search is front and center…

    If you click the “Training” Tab, you still see the job search. This is, after all, the #1 reason why people visit your site… to search for jobs.
  • Goal is to be where the candidates are with a strong, consistent presence. We need to shift our thinking from a Sourcing Strategy, where investment in Source A = X number of candidates, to cultivating a presence in a digital space.
  • This slide shows the “holy grail” of branding – to actually demonstrate a change in perception of a brand over time. The large quick-serve restaurant brand was able to change the way target talent thinks of working for them by consistently messaging the leading attributes of their employer brand:
    Great working environment
    Training & development
    Attractive compensation
    Advancement opportunities.

    This shift in perception means they are getting more of the kinds of candidates they want – folks already bought into their employment brand when they apply. In fact, in applicant experience, we’ve seen “Workplace Culture” overtake “Location” as their top differentiator.
  • This slide shows the “holy grail” of branding – to actually demonstrate a change in perception of a brand over time. The large quick-serve restaurant brand was able to change the way target talent thinks of working for them by consistently messaging the leading attributes of their employer brand:
    Great working environment
    Training & development
    Attractive compensation
    Advancement opportunities.

    This shift in perception means they are getting more of the kinds of candidates they want – folks already bought into their employment brand when they apply. In fact, in applicant experience, we’ve seen “Workplace Culture” overtake “Location” as their top differentiator.
  • This slide shows the “holy grail” of branding – to actually demonstrate a change in perception of a brand over time. The large quick-serve restaurant brand was able to change the way target talent thinks of working for them by consistently messaging the leading attributes of their employer brand:
    Great working environment
    Training & development
    Attractive compensation
    Advancement opportunities.

    This shift in perception means they are getting more of the kinds of candidates they want – folks already bought into their employment brand when they apply. In fact, in applicant experience, we’ve seen “Workplace Culture” overtake “Location” as their top differentiator.
  • It’s in our own best interests to be mindful of how we interact with candidates through this process.

    Preserves future candidacy
    Encourages more referrals
    Ensures health of future candidate pool
    Increases level of influence


    If we want to hire the best people and retain them, we have to set that in motion long before the offer. We are the ones who control the majority of the hiring experience. Let’s make it count.
  • 68% candidates say they would accept less than their minimum salary requirement for an organization that provided a good impression during the hiring process.

    15% candidates feel companies have been responsive during their search process.



    It’s clear that the talent market wants to partner in this process. That shift will only grow with time. You can set yourself apart from the competition and increase the quality of your hires by opening up your process to involve candidates and their decision making needs.
  • Improving the candidate experience is important to maintaining a positive reputation and brand presence in the talent industry. CareerBuilder reported that 56 percent of candidates who felt they had a positive hiring process experience said they would seek employment with the company again in the future, 37 percent would tell others to apply there, and 23 percent would be more likely to purchase products or services from that company.
  • So with this, I’ll leave you with 3 takeaways:

Transcript

  • 1. © 2014 CareerBuilder© 2014 CareerBuilder Presented by: Keith Hadley, Practice Leader, Employment Branding, CareerBuilder Jennifer Way, President, Way Solutions BUILDING A BETTER EMPLOYMENT BRAND #hrconnect
  • 2. © 2014 CareerBuilder OUR SPEAKERS 2 Keith Hadley Practice Leader, Employment Branding CareerBuilder @keithhadley Jennifer Way President Way Solutions @waysolutions #hrconnect
  • 3. © 2014 CareerBuilder© 2014 CareerBuilder WE ARE COMPETING! 3 #hrconnect
  • 4. © 2014 CareerBuilder COMPETITION FOR TALENT 4 40% of employers say they have difficulty retaining critical- skill employees. 70% of Americans are not engaged at the workplace. 59% of hiring managers are concerned about the growing skills gap. 5 in 10 H.R. managers say they have open positions for which they cannot find qualified candidates. #hrconnect
  • 5. © 2014 CareerBuilder TALENT SUPPLY & DEMAND ► 5 #hrconnect
  • 6. © 2014 CareerBuilder TALENT SUPPLY & DEMAND ► 6 #hrconnect
  • 7. © 2014 CareerBuilder #hrconnectTHINK LIKE A MARKETER 7
  • 8. © 2014 CareerBuilder THE CONSUMER CANDIDATE 8 search for jobs while at work. different resources are used on average before applying to a job. Of full-time employed workers are actively looking or open to new job opportunities. Source: CareerBuilder and Inavero Candidate Behavior Study 2013 #hrconnect
  • 9. © 2014 CareerBuilder RESOURCES USED IN A DECISION 9 Q15. How many different people/resources did you use for each type of resource. Source: Google/Shopper Sciences, ZMOT Macro Study, April 2011 www.google.com/think/insights Source: 2012 Inavero/CareerBuilder Candidate Behavior Study, April 2012 16 #hrconnect
  • 10. © 2014 CareerBuilder 10 10 #hrconnect
  • 11. © 2014 CareerBuilder In US/Canada: • 76% say their Career Site is the main communication medium for Employer Brand. • 44% Plan on increasing spending on EB Biggest Challenges: #1 – Obtaining budget #2 – EB messaging across departments EBI 2014 STUDY – NOTEWORTHY… 11 #hrconnect
  • 12. © 2014 CareerBuilder EBI 2014 STUDY 12 #hrconnect
  • 13. © 2014 CareerBuilder© 2014 CareerBuilder WHERE DO JOB SEEKERS GO TO RESEARCH YOU? 13 #hrconnect
  • 14. © 2014 CareerBuilder SEARCH ENGINE – 85% 14 engineering jobs in wisconsin #hrconnect
  • 15. © 2014 CareerBuilder15 #hrconnect
  • 16. © 2014 CareerBuilder COMPELLING EXPERIENCE 16 #hrconnect
  • 17. © 2014 CareerBuilder COMPELLING EXPERIENCE 17
  • 18. © 2014 CareerBuilder CAREER SITE – 83% 18 #hrconnect
  • 19. © 2014 CareerBuilder MOBILE (MORE THAN 50%) 19 #hrconnect
  • 20. © 2014 CareerBuilder SOCIAL MEDIA – 62% 20 #hrconnect
  • 21. © 2014 CareerBuilder BRAND MATTERS 21 of candidates believe employment brand plays a key role in their decision whether or not to apply. Key components that make a company attractive: for treating an employee well. Source: CareerBuilder and Inavero Candidate Behavior Study 2013 #hrconnect
  • 22. © 2014 CareerBuilder Think CONSUMER experience. Easy – “One click to buy online.” Transparent – “I know where my shipment is.” Personal – “I have a relationship with a company brand. CANDIDATE EXPECTATIONS 22 #hrconnect
  • 23. © 2014 CareerBuilder23 THE THREE CANDIDATE EXPECTATIONS Easy Transparent Personal #hrconnect
  • 24. © 2014 CareerBuilder© 2014 CareerBuilder HONE BRAND MESSAGING 24 #hrconnect
  • 25. © 2014 CareerBuilder POWERFUL BRAND STORY 25 BRAND Authentic Vision Unique Attractive To your employees From your competitors To your candidates Aligned with leaders #hrconnect
  • 26. © 2014 CareerBuilder CULTURE: ENGAGEMENT STRATEGY 26 Culture Discovery Values & Norms Touch points Teams, Tribes & Hubs Connectors & Influencers Interaction & Events Comm. Channels & Support Brand Personality #hrconnect
  • 27. © 2014 CareerBuilder What do employees like about your brand? STEP 1: EMPLOYEE PERCEPTION 27 #hrconnect
  • 28. © 2014 CareerBuilder IMPORTANCE VS. PERFORMANCE 28 65% 62% 53% 53% 51% 43% 27% 24% 20% 18% 17% 16% 15% 14% 12% 5% 4% 51% 70% 64% 63% 66% 77% 63% 72% 52% 79% 70% 72% 45% 64% 67% 58% 55% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Importance Ranking Agreement Rating INTERNAL CULTURE #hrconnect
  • 29. © 2014 CareerBuilder What is most appealing about your brand to your candidates? STEP 2: CANDIDATE PERCEPTION 29 #hrconnect
  • 30. © 2014 CareerBuilder IMPORTANCE VS. PERCEPTIONS 30 68% 58% 55% 53% 39% 38% 34% 31% 22% 20% 15% 15% 14% 14% 13% 6% 6% 44% 44% 41% 43% 54% 36% 60% 52% 49% 46% 38% 56% 53% 59% 37% 41% 44% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Importance Ranking Agreement Rating EXTERNAL BRAND #hrconnect
  • 31. © 2014 CareerBuilder What does executive leadership say about your brand? STEP 3: EXECUTIVE EXPECTATIONS 31 #hrconnect
  • 32. © 2014 CareerBuilder WHAT DOES YOUR MARKETING SAY? 32 #hrconnect
  • 33. © 2014 CareerBuilder WHAT DOES YOUR MARKETING SAY? 33 #hrconnect
  • 34. © 2014 CareerBuilder WHAT DOES YOUR MARKETING SAY? 34 #hrconnect
  • 35. © 2014 CareerBuilder STEP 4: BRAND DIFFERENTIATORS 35 How are you different from your competition? #hrconnect
  • 36. © 2014 CareerBuilder WHAT’S YOUR EMPLOYMENT VALUE PROPOSITION (EVP)? …a succinct statement of your employment promise. 36 #hrconnect
  • 37. © 2014 CareerBuilder DESIGN + PERSONALITY + USER EXPERIENCE 37 #hrconnect
  • 38. © 2014 CareerBuilder DESIGN + PERSONALITY + USER EXPERIENCE 38 #hrconnect
  • 39. © 2014 CareerBuilder DIFFERENTIATED MEDIA STRATEGY 39 MEDIA PRESENCESOURCING STRATEGY #hrconnect
  • 40. © 2014 CareerBuilder BUILD COMPETITIVE ADVANTAGE 40 Talent Advantage Workplace Culture Employment Brand #hrconnect
  • 41. © 2014 CareerBuilder MEASURING BRAND IMPACT 41 #hrconnect
  • 42. © 2014 CareerBuilder MEASURING BRAND IMPACT 42 #hrconnect
  • 43. © 2014 CareerBuilder MEASURING BRAND IMPACT 43 #hrconnect
  • 44. © 2014 CareerBuilder TRANSLATE BRAND INTO A POSITIVE EXPERIENCE 44 Every interaction affects future performance. #hrconnect
  • 45. © 2014 CareerBuilder CANDIDATE MOTIVATION/HIRING PROCESS MAP 45 Candidate Motive Candidate Process Goal for Interaction Hiring Process Unaware Orientation Offer Help None Aware Orientation Inspire Branding Interest Consideration Inspire Sourcing – Job Post Intent to Act Action Reassure Apply Engage Engagement Reassure/Affirm Screening/ Interviewing #hrconnect
  • 46. © 2014 CareerBuilder “EVERYTHING SHOULD BE MADE AS SIMPLE AS POSSIBLE, BUT NO SIMPLER.” -Albert Einstein 46 #hrconnect
  • 47. © 2014 CareerBuilder WHAT’S THE OPPORTUNITY? 47 of candidates feel companies have been responsive during the job search process. candidates say they would accept less than their minimum salary requirement from an organization that provided a good impression during the hiring process. Source: CareerBuilder 2013 Candidate Behavior Study 68% #hrconnect
  • 48. © 2014 CareerBuilder OF CANDIDATES WHO HAD A GOOD HIRING PROCESS EXPERIENCE… would tell others to apply. would be more likely to purchase products or services. would seek employment with the company again. Source: CareerBuilder 2012 Applicant Experience Study 48 #hrconnect
  • 49. © 2014 CareerBuilder KEY TAKEAWAYS 49 Tell your authentic brand story. Create and leverage brand differentiators to attract top candidates and retain your best employees. Craft a brand consistent, positive candidate experience: Easy, transparent and personal. #hrconnect
  • 50. © 2014 CareerBuilder© 2014 CareerBuilder50 Keith Hadley Practice Leader, Employment Branding CareerBuilder @keithhadley Jennifer Way President Way Solutions @waysolutions #hrconnect