• Share
  • Email
  • Embed
  • Like
  • Save
  • Private Content
SHRM India - Archived Webinar - Employer Branding
 

SHRM India - Archived Webinar - Employer Branding

on

  • 764 views

 

Statistics

Views

Total Views
764
Views on SlideShare
763
Embed Views
1

Actions

Likes
0
Downloads
8
Comments
0

1 Embed 1

http://www.linkedin.com 1

Accessibility

Categories

Upload Details

Uploaded via as Adobe PDF

Usage Rights

© All Rights Reserved

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment

    SHRM India - Archived Webinar - Employer Branding SHRM India - Archived Webinar - Employer Branding Presentation Transcript

    • Webinar - Employer Branding22nd June 2011
    • Structure1. Adil Malia – The what and why of employer branding – Building and communicating the employer brand2. Nishchae Suri – Best practices and challenges in employer branding – Measuring brand effectiveness3. Question and AnswerSlide 1
    • People as Unique value creators Only resource that creates value…from self and from others Only resource which comes with emotions and therefore need connections Only resource that can recognize patterns Only resource which decides continuity The best cost : value creatorsSlide 2 2
    • Employee the unit of influence…Only if we had a talent cornucopia, we would not need Employer Branding… !!!! Shrinking Talent Pool Increasing Talent Costs Reasons for Employer Rising Branding Attrition Fierce CompetitionSlide 3
    • What is an Employer BrandIt is a complex and distinct combination of promises,opportunities and experiences of current andpotential employees of the company that creates ahigh pull for that Employer to attract , engage andretain talent in a competitive talent landscape. Key Themes: Complex Distinct Opportunities Experiences Current employees Potential Employees High Pull Attract Engage retain Competitive talent landscapeSlide 4
    • 4 E’s of Brand Airtel Cadburys Sister Maa Occasions Emotional Old Teacher & Traditions Connectivity Value delivery Differentiation Accessibility (Price / Expenses) from clutter & reachUniqueness Ah-haan!!! Exclusivity 4 E’s of Experiences BrandEgo needs Repeats I am different Advocacy Fulfillment Recall My needs are unique Engagemen Outreach t Involvement in need identification Awareness Integration with need fulfillment & actual fulfillment Slide 5
    • Employer Brand Reputation Paradigm Employer Brand Value (EBV) = Internal/ Quality of Internal External BEHAVIOR Experiences (QIE) + EBV=QIE+ QEV Quality of External Visibility and Perception (QEV) Slide 6
    • Structure1. Adil Malia – The what and why of employer branding – Building and communicating the employer brand2. Nishchae Suri – Best practices and challenges in employer branding – Measuring brand effectiveness3. Question and AnswerSlide 7
    • Organization Talent and Life cycleSlide 8
    • Internal Marketing of services, Products & Programs Internal Market Research + Psychographics + Phased out view Segmental Insights Brand Marketing • Indentifying Brand Strategy • Determining Pack Strategy • Establishing Route to Market • Establishing Broadcasting channel, celebrity endorsements and Market communication • Contribution metrics Trade Marketing • Sampling • POP Material (Moments of Truth) • Offering and Rewards Broadcast Slide 9
    • Internal Talent Celebrity Endorsements Internal branding gets greatly influenced by the decision makers of the organization Management should Sr. Management motivate and educate CEO should act as employees should Mid Managementbrand champion of the work as brand identity employees to be a organization managers brand champion of HR product /process Slide 10
    • Market Research in Employer Branding Market Market Information Segmentation Market trendsSlide 11
    • CEEC : Competency - Experience - Engagement Classification Talent Markets are segmented on CEC basis Observable factors Examples Age Generation X; Generation Y Seniority Grades Junior manager; senior manager; board member Job type Technical /client facing / support services Performance Hiper – Hipo, low performer, average performer Employee lifecycles Applicant New starter/ current staff; Alumni Physical location Head office / subsidiaries; city /country/ region Outlook on life stages Young single; working family member; empty Desired career benefits Security / stability / growth/ opportunity Slide 12
    • Identifying USP’s as differentiator? Proposition must be one the competitor either cannot, or does not offer Let your potentialEmployees know about Proposition must be so the specific benefits of strong that it can move joining the Company your target audience which is unique “Call for Action” USP is the single most unique and meaningful attribute your employment offer possesses. It’s how your Employer brand is positioned and perceived not unto itself, but relative to competing Employer brandsSlide 13
    • Employer Branding Market Communication Media target Audience Looking for Datalinked to talent segments Audience Evidence Medium Message Message appears Message constructed in relevant media through the dataSlide 14
    • Managing Media and Market EuphoricsEnhancing brand broadcast reach through: Influencing Employer Brand positioning in potential Talent Market Stories & Talent Celebrity Endorsements Best Practices presentations at forums Building RASBIC Awards – Pink Slip Awards, best employer positioning Market Sustained recruitment Campaigns Perceptions Career Fairs Webinars Slide 15
    • Structure1. Adil Malia – The what and why of employer branding – Building and communicating the employer brand2. Nishchae Suri – Best practices and challenges in employer branding – Measuring brand effectiveness3. Question and AnswerSlide 16
    • What’s the connection? PRESENT EARNINGS FIRM VALUE INTANGIBLESSlide 17
    • Magnetic Brands & Their Pillars of IconicitySlide 18
    • 2011 Business environment CEOs rank talent as #2 business challenge: Business growth and Innovation both dependent on talentRank Score “Consensus among CEOs is clear: having the right talent will make a 1 Business growth 1.65 critical difference in executing against any of today’s business challenges” 2 Talent .74 Rebecca Ray, Ph.D., The Conference Board. 3 Cost optimization .72 “HR at GE is not an agenda item; it is the agenda.” Jeff Immelt, CEO, GE 4 Innovation .70 “Strategy and operational 5 Government regulation .59 decisions are important, but defining bets are made on people.”Importance-adjusted top three strategies Greg Summer, CEO. PerkinElmer Source: Conference Board 2011 global survey of 704 CEOs Slide 19
    • Bold Inspirational Growth Agenda Talent Growth Products Technology Finance TimeChallenge Sustainable approachSlide 20
    • Making of a great employer brand Organizing the world’s information DiverseGooglers employeefeel that demographics,their work from formercan 20% of neurosurgeons,change budgeted CEOs, US At puzzlethe world Google, time for Google still innovation gets a 100 champions to work and alligator fun are shows high applicants regard for for even wrestlers NOT mutually their open exclusive employees’ position creativity One of the top employer brands of the worldSlide 21
    • Challenge Post- Appraisal Pre- Process Appraisal Year-end Process Separation communication Performance Compensation Appraisal Management Process ‘Perceived’ Philosophy Employer Brand On - boarding Recruitment Benefits Communication Interview Sourcing Perceived ValueSlide 22
    • Structure1. Adil Malia – The what and why of employer branding – Building and communicating the employer brand2. Nishchae Suri – Best practices and challenges in employer branding – Measuring brand effectiveness3. Question and AnswerSlide 23
    • Measuring - What is recorded, gets managed &measured The Brand Experience Action Planning and How the customers would describe the Repeat Measurements brand? What are the goals to be set to bridge the How was the experience of past employees gap? with the company? How long would it take to bridge the gap? Do the current employees feel that what was promised to them has been fulfilled? How would we measure the efficacy? – interviews, informal feedbacks, surveys, Can the employees draw congruence metrics like attrition rate, offer acceptance between the perception of customers and rate, employee productivity? their belief? How easy do the recruiters find it to attract talent for the company? The Aspired Brand Gap Analysis Experience What is the gap between the actual and aspired brand experience in terms of What the organization would like to do if it customers, past employees, current had to be an employer of choice? employees and recruiters? What are the talent archetypes in the organization and what retains them?Slide 24
    • Investment in people must balance the need to deliver workforce energy and economics Values | Engagement | Culture ENERGY Ignite the passion and power of your people Cost | Performance | Risks ECONOMICS Deliver superior business and workforce performanceSlide 25
    • Sustainable approach It’s a two way street Energy Energy Economics Economics TheValues | Engagement | Culture deal Cost | Performance | Risks ENERGY ECONOMICSIgnite the passion and Deliver superior business andpower of your people workforce performance Slide 26
    • What it takes to connect economics and energy You need to do more with the same or less, so every choice you make matters Manage your people with the same rigor as your other assets Use powerful analytics to diagnose, evaluate, predict and make fact-based decisions Connect people investment choices to each other and to broader business strategy Use objective measures to assess the impact of people investments and decisions Do the right few things that will make the biggest difference – creating the business impact you needSlide 27
    • Questions ? thanks!Slide 28