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Employment Branding - Building Talent Market Equity

  1. 1. Copyright 2003 eBrands Pty Ltd EEmmppllooyymmeenntt BBrraannddiinngg BBuuiillddiinngg TTaalleenntt MMaarrkkeett EEqquuiittyy
  2. 2. Copyright 2003 OOvveerrvviieeww • Define Employment Brand equity • Reasons and outcomes • Component parts of the challenge • Trends • What is a successful platform – achieving one • Tips for implementation
  3. 3. Copyright 2003 Career Brand Attitude
  4. 4. Copyright 2003 AAbboouutt BBrraanndd EEqquuiittyy • Employment branding – Where HR meets marketing to build an effective communications solution • Brand equity – Investing in a brand and being in a position to capitalise on its value • Marketing – Matching product to the needs of the market • Branding – Creating a memorable and unique identity
  5. 5. Copyright 2003 AAbboouutt BBrraanndd EEqquuiittyy • At the core of all brands are the functional and the rationale – What the company can do – What you feel about the company • Intrinsically linked to – Performance – Desire to work – Pride
  6. 6. Copyright 2003 The fuss about employer branding?
  7. 7. Copyright 2003 WWhhyy EEmmppllooyyeerr BBrraannddiinngg?? • It’s impact on business has been qualified – Customer interaction with employees will equate to business performance – A financial co-efficient with Recruitment Costs vs. Recruitment Capability – Direct impact on a company’s overall brand model – The quest for advocacy
  8. 8. Copyright 2003 WWhhyy EEmmppllooyyeerr BBrraannddiinngg?? • Upside – Increase existing staff morale and commitment – Improve overall business performance – Increase candidate attraction volume and quality – Competitor hiring potential – Improve industry peer perception – Create a sense of employment value – Increased propensity to generate…
  9. 9. EEmmppllooyyeerr BBrraannddiinngg OOuuttccoommeess Copyright 2003 • Talent equity upside – More volume – More interest – Active candidate pools – Empowered recruitment channels – Lasting brand relationships – Recruitment resilience and self-sufficiency – Cost savings (compared with existing recruitment methods)
  10. 10. Copyright 2003 So why not just do it? Right now?
  11. 11. EEmmppllooyyeerr BBrraannddiinngg CChhaalllleennggee Copyright 2003 • The catch – Marketing meets HR successfully or un-successfully in many organisations – Sometimes the company’s product is opposed to the culture of the people they are seeking to hire – Existing brand defects are difficult to overcome – Products are financial transactions; careers are emotional transactions – The candidate is making the investment – Perception takes time to build
  12. 12. Copyright 2003 Sneezers are important because…
  13. 13. Copyright 2003 BBrraanndd HHiieerraarrcchhyy • Awareness • Trust • Transactions • Satisfaction • Commitment • Advocacy - Sneezers
  14. 14. Copyright 2003 BBrraanndd HHiieerraarrcchhyy
  15. 15. Copyright 2003 BBrraanndd HHiieerraarrcchhyy • The quest is for advocacy – Customers – Staff – Manifests in larger candidate pools generated by DESIRE and REFERAL • To get there needs awareness • Converting the talent market to advocacy is CAPITALISING ON YOUR TALENT MARKET EQUITY
  16. 16. Copyright 2003 EEmmppllooyyeerr BBrraannddiinngg TTrreennddss • Better research and understanding • Maturation of job boards and services • Traditional brand agency models becoming outdated • Internet deployment for cost effectiveness • Brand alignment practice • Cost effectiveness • Advertising • Innovation • Attempts to achieve advocacy
  17. 17. Copyright 2003 CCrreeaattiinngg AA PPllaattffoorrmm • Understanding your starting point • Managed stakeholders driven with effective outcomes • A plan • Impact assessment – For example, increasing the candidate pool might require a different recruitment management process • Professional, measured execution • The ability to capture results and monitor progress
  18. 18. Copyright 2003 PPllaattffoorrmm MMooddeell
  19. 19. Copyright 2003 CCoommppoonneennttss • Talent market equity consists of the following brand elements: – Consumer Brand Image – Business Reputation – Employer Reputation – Corporate/Sector visibility • Targeted strategies can overcome the 3rd and 4th elements as being simply by-products of the first
  20. 20. Copyright 2003 RReesseeaarrcchh • Investigate and support the business requirement for employer branding • Start from within by surveying and questioning internal staff including – Recent recruits – Cultural fit candidates – Departmental leaders • Survey the external market and suppliers – Your recruitment suppliers should do this for you
  21. 21. Copyright 2003 RReesseeaarrcchh -- EExxaammppllee • Leading global FMCG grocery client • 20 country survey to evaluate competitive employer brand position • Involved staff, management, recruitment supplier and graduates • It was suggested stability and career development would be the key driver • In fact ETHICAL PRACTICE was their key differentiator
  22. 22. Copyright 2003 RReesseeaarrcchh -- GGooaall • Your goals are to: – Understand the target talent market – Understand their drivers – Assess brand messages for corporate fit – Find the compelling career offering TRIGGER – Ensure the support of Internal staff
  23. 23. Copyright 2003 Listen to the target market
  24. 24. Copyright 2003 TTiipp ##11 • “No strategy whiteboard sessions until you have some real facts”. • Every client survey we have performed has altered our clients sense of perspective.
  25. 25. Copyright 2003 SSttrraatteeggyy • Use findings to back whiteboard study • Select stakeholders and MANAGE their buy-in • Consider the impact of all stakeholders and channels in the process • Deliver the vehicles – Message – Media – Advocacy tools
  26. 26. Copyright 2003 SSttrraatteeggyy -- EExxaammppllee • Leading Australian financial services • Looking for a more resilient recruitment strategy • Feedback found target market was a strong Internet user • Developed a plan involving brand, Internet and software in an integrated campaign • Reduced overall recruitment cost substantially while increasing capacity • Created and managed a fresh candidate pool
  27. 27. Copyright 2003 SSttrraatteeggyy -- GGooaall • A realistic and inspiring employment brand plan • Organisational support and buy-in • A COMPELLING CAREER OFFERING • Improved brand alignment tactics for the organisation • A platform for the business objective – Improved industry perception – Management of own recruitment function
  28. 28. “How to maximise your effort for reward?”
  29. 29. Copyright 2003 TTiipp ##22 • “Once the message is selected it must not be changed for the duration of the campaign, as all awareness will be lost”. • Try different mediums or channels, but don’t abandon your research or your findings for short-term gains unless your business really requires it.
  30. 30. Copyright 2003 EExxeeccuuttiioonn • Partnership selection criteria – Understand the business – Experience – Motivated by success – Cultural organisational match • Brand • Internet • Recruitment process • Internal brand alignment
  31. 31. Copyright 2003 EExxeeccuuttiioonn -- EExxaammppllee • Leading Australian call-centre recruiter • Unusable web interface prevented capitalisation of industry brand equity • Managed stakeholder project; scope, design, technology and implementation partners • Web site within 6 week timeframe processing over 15,000 candidates per month
  32. 32. Copyright 2003 EExxeeccuuttiioonn -- GGooaallss • Crystallize the strategy into an effective marketing mix • Maximise all channel strategies including – Brand – Intranet – Internet – Recruitment suppliers – Employee referral • Ensure that the internal initiatives that are required to support the marketing message are carried out
  33. 33. Copyright 2003 TTiipp ##33 • “Do not take to market a message that your current staff do not believe or support.” • That’s the quickest way to lose the path to advocacy.
  34. 34. Copyright 2003 BBeenncchhmmaarrkk • Benchmark – Set the KPI’s – Instigate verbal and electronic benchmarks – Create an ROI model
  35. 35. Copyright 2003 BBeenncchhmmaarrkk -- EExxaammppllee • Leading financial services company • Aggregation of electronic benchmarks – Web site & Intranet metrics – Recruitment performance source data – New employee orientation and expectation surveys – Centrally collated – Able to refine and add value to brand awareness layer
  36. 36. Copyright 2003 BBeenncchhmmaarrkk -- GGooaallss • Your goals are to: – Evaluate the employer brand strategy – Refine its execution – Ensure that the deliverables achieved are in line with the organisations overall goals
  37. 37. Copyright 2003 TTiipp ##44 “Be prepared to support your employer brand activity by delivering analysis for bottom line benefit”. The tie between a strong employer brand, corporate performance and recruitment performance is what will help you to sustain your employer branding efforts.
  38. 38. Copyright 2003 FFeeeeddbbaacckk • Feedback closes the circle and triggers an equity strategy turning point – Involve the stakeholders in the feedback – Consider the brand hierarchy weaknesses (awareness may be great but trust/commitment may be poor) – Initiate the strategy to improve those layers
  39. 39. Copyright 2003 FFeeeeddbbaacckk -- EExxaammppllee • Leading global FMCG grocery client • Global country representatives reported over single country data sets changes versus aggregate • Identified that the differences in advocacy levels varied widely to a single key factor • Client tackled this by ensuring the career development path and technique was its focus for the coming year
  40. 40. Copyright 2003 FFeeeeddbbaacckk -- GGooaall • Your goals are to: – Understand the target talent market – Understand their drivers – Assess brand messages for corporate fit – Find the compelling career offering TRIGGER – Ensure the support of Internal staff
  41. 41. Copyright 2003 TTiipp ##55 • “Adapt as your market adapts”. • Great messages survive the test of time. • Great strategies acknowledge corporate, market and personal change.
  42. 42. Copyright 2003 CCoonnttaaccttiinngg UUss • eBrands www.ebrands.com.au +61 2 8437 6366 Info@ebrands.com.au • Employer Branding presentation – http://www.ebrands.com.au/estrategic/employer.htm

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