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Why Employer Brands Matter!!
Why Employer Brands Matter!!
Why Employer Brands Matter!!
Why Employer Brands Matter!!
Why Employer Brands Matter!!
Why Employer Brands Matter!!
Why Employer Brands Matter!!
Why Employer Brands Matter!!
Why Employer Brands Matter!!
Why Employer Brands Matter!!
Why Employer Brands Matter!!
Why Employer Brands Matter!!
Why Employer Brands Matter!!
Why Employer Brands Matter!!
Why Employer Brands Matter!!
Why Employer Brands Matter!!
Why Employer Brands Matter!!
Why Employer Brands Matter!!
Why Employer Brands Matter!!
Why Employer Brands Matter!!
Why Employer Brands Matter!!
Why Employer Brands Matter!!
Why Employer Brands Matter!!
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Why Employer Brands Matter!!

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NHRDN Virtual Learning Session on Why Your Employer Brand Matters with Tim Grogan

NHRDN Virtual Learning Session on Why Your Employer Brand Matters with Tim Grogan

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  • Reminder of topic:Are You “Linked In”? Brand Storytelling To and Through Your EmployeesIn the heart of Silicon Valley with its fiercely competitive talent market, LinkedIn has tripled its employee base. LinkedIn’s VP of Talent will explore how the world’s largest professional network creates and conveys its corporate identity to more than 1,500 employees. Learn what it takes to inspire and enable a rapidly growing workforce to promote the brand promise.Steve Cadigan, Vice President, Talent, LinkedIn
  • People – does that same job ad speak to everyoneWhen you recruiting someone – who do you have in mind that you wantWe always hear people say we need another Joan How competitive is that job? What are your competitors doing?Why would someone join your organisation What attracts you to a company maybe different than what attracts me? We don’t all have to be google, a success story is powerful a turnaround can be just as appealing
  • RetailWikkepdiaSales Travel
  • So first then – everybody is ALL IN.
  • Transcript

    • 1. Employer Branding: Attracting quality talentTim GroganAugust 2012
    • 2. Which one is better to drink? 2
    • 3. What is an employer brand? A distinct and compelling way to express what makes you unique as an employer A compelling invitation to both external and internal talent, the reason people join and stay A reminder to the employee about what the organisation expects of them and what they can expect in return – the deal The link between employee satisfaction and productivity and the end customer Owned by the business, role-modelled by HR, driven through the line 3
    • 4. Who needs an employer brand? Global organisations - looking for a sense of “one” organisation across the world Organisations going through change - leaving much of the “old” behind, and creating a new world Well known brands - known by consumers but not understood by talent audiences Lesser known brands - often well kept secrets 4
    • 5. One Employer Brand 5
    • 6. How are you attracting quality talent? 6
    • 7. Three big web waves of change since1995 1995 ----|----|----|----|---- 2000 ----|----|----|----|---- 2005 ----|----|----|----|---- 2010 Portals Search Engines Job Boards Social Networks 7
    • 8. The value we bring to our members Identity Rolodex, Resume, Connect, find and be found Business Card LinkedIn Profile, Address Book, Search Insights Newspapers, Be great at what you do Trade Magazines, Events Homepage, LinkedIn Today, Groups Everywhere Work wherever our members work Desktop Mobile, APIs, Plug-Ins Opportunities that will transform the trajectory of your career 8
    • 9. Defining your message 9
    • 10. Understand your proposition 10 Source: Corporate Leadership Council | n = 58,000 employees worldwide
    • 11. Sourcing the right candidates Source: Corporate Leadership Council | n = 58,000 employees worldwide 11
    • 12. The LinkedIn Hiring Solutions Insights Team conducted 7,250 onlinesurveys of LinkedIn members worldwide 12
    • 13. Employee Engagement andCommitment Source: Corporate Leadership Council | n = 58,000 employees worldwide 13
    • 14. The Financial Imperative  Organizations with strong employer brands deliver better financial results than those with weak employer brands – Two to three times Total Return to Shareholders (TRS) over a five-year span8 – 10% increase in retention can mean up to US$160 million more to the bottom line for a FORTUNE 500 firm9 8Source: Watson Wyatt Human Capital Index, March 17, 2002 9Source: Staffing.org, February 14, 2007 14
    • 15. Ref: Adcorp 15
    • 16. 16
    • 17. 17
    • 18. A Case Study 18
    • 19. Key Objectives  “To be certain that we are able to attract, recruit and retain the sort of talent that will give our business competitive edge.”  “To be sure that our employer experience will enable and motivate our talent to work in a way that is „one Philips.‟ Providing maximum satisfaction for both the organisation and the individual.” 19
    • 20. „Touch Lives Every Day‟“Our promise to our potential and currentemployees is… “A working environment in which you can touch lives everyday. “We touch your life everyday, through meaningful programs, processes and opportunities.” 20
    • 21. „Touch lives every day‟ Creative 21
    • 22. Philips Labor Market Ranking – China*Employer brand launch Dec 2003 Engineering & Science Discipline 2003 2004 2005 Familiar with Philips 17 11 9 Considered employer 15 9 6 Ideal employer 14 8 4 Business Discipline 2003 2004 2005 Familiar with Philips 26 17 11 Considered employer 23 11 8 Ideal employer 20 9 5 22
    • 23. Thank you 23

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