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Employer Brand Metrics and Analytics

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An overview of the latest best practices and trends in employer brand measurement, helping you to identify the right metrics, linkages and and potential returns on
your employer brand marketing investments.

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Employer Brand Metrics and Analytics

  1. 1. Employer Brand Metrics and Analytics Identifying the Right Measures, Linkages and Returns on Your Employer Brand Marketing Investment Richard Mosley – Global VP Strategy @rimosley
  2. 2. Agenda • The difference between campaign evaluation and brand evaluation • Tracking employer brand perceptions through the full employment lifecycle • Why quality of hire is the pivotal measure of recruitment marketing effectiveness • Why measuring employer brand experience is critical to evaluating employer brand vitality • Why talent analytics and data linkages are crucial to securing employer brand investment
  3. 3. Data analysis is officially sexy “The sexiest jobs in the 21st Century will be in data science” Thomas Davenport and D.J. Patil, Harvard Business Review
  4. 4. Marketing Basics - The Musty Smell of Brand Decline Marketing Brand Performance Perception Old fashioned Old men’s aftershave Sales
  5. 5. The Sweet Smell of Success Marketing Brand Performance Image Contemporary / Hot The scent of a real man Sales Fresh Campaign More focused targeting More compelling idea More effective media
  6. 6. Three Key Types of Brand Measurement Marketing Measures Brand Measures Performance Measures How effective and efficient are your marketing activities? How well known and well regarded is your brand? How much impact does your brand have on performance? Targeting the right people With the right messages Through the right media Triggering the right response Brand awareness and familiarity Brand engagement and advocacy Brand perceptions / image / experience Brand preference and loyalty Sales premium & volume Customer loyalty Market share Profitability
  7. 7. Three Key Types of Brand Measurement Marketing Measures Brand Measures Performance Measures How effective and efficient are your marketing activities? How well known and well regarded is your brand? How much impact does your brand have on performance? Targeting the right people With the right messages Through the right media Triggering the right response Brand awareness and familiarity Brand engagement and advocacy Brand perceptions / image / experience Brand preference and loyalty Sales premium & volume Customer loyalty Market share Profitability Campaign cost: $11.4 million Campaign impressions: 1.4 billion You Tube Views: 20 million in 3 days (Launch ad now = 49 million views) Brand engagement Facebook interaction: + 800% Sales growth: +100% Market share: +5%
  8. 8. Campaign Measurement vs. Brand Measurement Marketing Measures Performance Measures How effective and efficient are your marketing activities? How much impact does your marketing have on performance? Targeting the right people With the right messages Through the right media Triggering the right response Brand awareness and familiarity Brand engagement and advocacy (BUZZ) Sales premium & volume Customer loyalty Market share Profitability • There is a difference between campaign measurement, which tracks the immediate response to marketing stimulus, and brand measurement.
  9. 9. Campaign Measurement vs. Brand Measurement Marketing Measures Performance Measures How effective and efficient are your marketing activities? How well known and well regarded is your brand? How much impact does your marketing have on performance? Targeting the right people With the right messages Through the right media Triggering the right response Brand awareness and familiarity Brand engagement and advocacy Brand perceptions / image / experience Brand preference and loyalty Sales premium & volume Customer loyalty Market share Profitability Brand Equity Future value (in addition to immediate campaign effect) • There is a difference between campaign measurement, which tracks the immediate response to marketing stimulus, and brand measurement. Companies like Apple have significantly decreased their spend on marketing as their brand equity has increased.
  10. 10. Employer Brand Measurement Marketing Measures Brand Measures Performance Measures How effective and efficient are your marketing activities? How well known and well regarded is your brand? How much impact does your brand have on performance? EXTERNAL Targeting the right people With the right messages Through the right media Triggering the right response EXTERNAL Brand awareness and familiarity Brand engagement and advocacy Brand perceptions / image Brand preference and loyalty EXTERNAL Quality / diversity of talent pool, applications and hires Conversion rate and premium Cost per hire / time to hire
  11. 11. Employer Brand Measurement Marketing Measures Brand Measures Performance Measures How effective and efficient are your marketing activities? How well known and well regarded is your brand? How much impact does your brand have on performance? EXTERNAL Targeting the right people With the right messages Through the right media Triggering the right response EXTERNAL Brand awareness and familiarity Brand engagement and advocacy Brand perceptions / image Brand preference and loyalty EXTERNAL Quality / diversity of talent pool, applications and hires Conversion rate and premium Cost per hire / time to hire INTERNAL Candidate management On-boarding People management INTERNAL Employer brand experience and perceptions INTERNAL Talent bench strength Engagement and retention Performance Advocacy and referral
  12. 12. Clarifying your objectives Performance General objectives: High quality, high engagement Specific objectives: Target Profile Quality and diversity objectives Key capabilities & culture fit Current vs desired Start Here Unlike consumer marketing you don’t want to attract everyone
  13. 13. Clarifying your objectives Brand Performance General objectives: Compelling reputation and experience General objectives: High quality, high engagement Specific objectives: Employee Value Proposition Define your desired brand associations Core positioning and pillars Specific objectives: Target Profile Quality and diversity objectives Key capabilities & culture fit Current vs. desired Current vs desired Start Hereand Work Backwards….
  14. 14. Clarifying your objectives Marketing Brand Performance General objective: Minimum spend, maximum impact General objectives: Compelling reputation and experience General objectives: High quality, high engagement Specific objectives: Marketing Mix Define your strategy The right content and media mix Specific objectives: Employee Value Proposition Define your desired brand associations Core positioning and pillars Specific objectives: Target Profile Quality and diversity objectives Key capabilities & culture fit Current vs. desired Current vs. desired Current vs desired Start Hereand Work Backwards….
  15. 15. Target Profile and Talent Pool • Let’s first assume you’ve defined the kind of people you’re looking for in terms of aptitude and culture fit • They’re out there. • You want to get their attention. • Build a positive relationship with your brand. • And ideally join and commit themselves to your organization as high performing employees.
  16. 16. Assessing Your External Talent Pool and Brand Engagement Levels • This target talent pool will have different relationships with your brand • The stronger your employer brand the more likely your target talent are to consider you • You need to clarify your starting point before you can assess your success Actively engaged Unaware / Disengaged
  17. 17. Assessing Your External Talent Pool and Brand Engagement Levels • The first step is to assess the current size, quality and level of engagement with your Talent Pool(s) o ATS data / LinkedIn members and followers Qualified candidates Immediate talent pool: Active followers Accessible talent pool: Accurate contacts Total talent pool: e.g. estimated number of qualified engineers
  18. 18. Assessing Your Potential Talent Pool and Employer Brand Image • Depending on the status and targeting objectives of your organization you can also commission research among students to assess awareness, consideration, preference and brand image. Innovation Attractive/exciting products Ethical standards Financial strength Prestige Inspiring management Market success Fast-growing / entrepreneurial Corporate Social Responsibility Environmental sustainability COMPANY A B C D E AWARENESS
  19. 19. Assessing Your Potential Talent Pool and Employer Brand Vitality • It’s more difficult / expensive to assess external image among the more general talent population. • However, you might consider: o Commissioning an ad hoc image survey focusing on key target groups o Adding employer image questions to corporate / customer image surveys o Adding image questions to your new joiner survey
  20. 20. Recruitment Marketing Effectiveness • Identifying the content / media mix that will help you maximize the size and quality of your talent pool, and build employer brand reputation and engagement Increasing the number and quality of qualified candidates Extending the reach of your immediate talent pool Extending the size of your accessible talent pool WHILE BUILDING BRAND REPUTATION AND ENGAGEMENT
  21. 21. Vendor Metrics Conversion (ATS) Extended Media Interaction Initial Media Interaction Tracking to Hire Recruitment Marketing Effectiveness - Campaign Measurement • It is now possible to track media interactions between first campaign interaction (e.g. click- through) and conversion to application / offer / hire • Enables companies to estimate the cost per hire of paid media investments and the potential role / influence of other owned and earned media
  22. 22. Recruitment Marketing Efficiency – Cost per Hire STRATEGY SUMMARY - CAMPAIGN TO DATE Type Cost Impressions Clicks Started Applications Applications CPA Interest Offers COST PER HIRE Ad Group 38,756.26 16,935,309 101,068 5,933 1,761 £22.01 151 24 1,614.84 Banner 21,962.14 4,699,786 45,493 4,461 1,749 £12.56 74 12 1,830.18 Blog £0.00 603 0 13 5 £0.00 0 0 - Careers Page £0.00 0 7,612 1,491 600 £0.00 22 4 0.00 Email 27,115.22 330 11,298 1,595 631 £42.97 29 5 5,423.04 Job Posting 228,315.05 0 62,604 25,840 12,838 £17.78 872 103 2,216.65 Profile 290.03 0 142 46 18 £16.11 0 0 - Skyscraper 183.99 562 3 0 0 - 0 0 - Grand Total 316,622.69 21,636,590 228,220 39,379 17,602 £17.99 1,148 148 2,139.34 • A key indicator of marketing efficiency • Cost per hire is a function of : o content effectiveness (right message) o media efficiency (right channel)
  23. 23. Recruitment Marketing Efficiency – Cost per Hire • A key indicator of marketing efficiency • However, CPH also depends on the underlying strength of the employer brand o Marketing investment has a long term effect on cost per hire, in addition to the more immediate ‘transaction’ o LinkedIn research indicates that overall cost per hire is 50% lower among organizations with strong employer brands o Strong brands • attract more attention and response per campaign impression (more bang per buck) • deliver higher levels of offer acceptance (brand preference in competitive bid situations) • enable offer acceptance at lower salary premium (50% lower on average according to CEB research)
  24. 24. Recruitment Marketing Effectiveness – Hire Quality & Performance • The ultimate goal, the most important measure and the most under-used • The focus of more sophisticated talent analytics companies like Google and Phillips • Generally a combination of: o Hiring manager satisfaction o First year attrition (indicating level of ‘fit’ & engagement) o First year (or 2 year) performance rating Media Interaction Conversion Hire Quality & Performance Which marketing activities delivered the best quality hires? Cost per hire? Requires a longer term view
  25. 25. The Role of Employer Brand Expectations and Experience • Since hire quality is determined by engagement (retention) and performance, it’s also essential to evaluate employer brand expectations and experience as well as your content / media mix Candidate Experience Media Interaction Conversion Hire Quality & Performance On-Boarding Experience New Joiners’ Survey Brand familiarity Competitive set Brand expectations Setting brand expectations Reinforcing brand expectations Building brand engagement Engaged and performing Process evaluation Gaps between expectation and experience Process evaluation Gaps between expectation and experience Impact on retention and engagement
  26. 26. Hire Quality, Brand Engagement and Experience • The true long term strength and vitality of the employer brand depends on the employment experience • Leading organizations increasingly developing an internal employer brand index to measure o The consistency with which the organization is delivering on the employer brand promise / EVP o Linkage between employer brand experience, employee engagement and business performance Conversion Sustained Performance On-Boarding Experience Employment Experience Candidate Experience Media Interaction New Joiners’ Survey Engagement Survey Incorporating EB Index Perceived delivery of the EVP / Employer Brand Promises
  27. 27. Employee Engagement Survey (% FAVOURABLE) Year 1 We demonstrate a Passion for Excellence 75 We can make a personal difference 77 We work together to win 70 We make our company a fun place to work 64 We enable people to realize their full potential 51 Employer Brand Index Example – European FMCG Yr 3 79 +4 85 +8 76 +6 71 +7 60 +9 Employer Brand Activation EVPPillars Employer Brand INDEX 75 Employee Advocacy (Recommend to others) 65 Employee Commitment (Intend to stay) 57 82 +7 74 +9 70 +13
  28. 28. Branches Employer Brand Index Employee Retention Top 10% 10% -2% 10 - 20% 4% -1% 20 - 40% 3% -1% 40 - 60% -2% 1% 60 - 80% -4% 3% 80 - 90% -8% 5% Bottom 10% -12% 5% Equal to / greater than the median Less than the median Retention Linkage Example – Global Retail Bank • LinkedIn found that employee turnover among companies with a strong employer brand is 28% lower on average than moderate to weak brands. • The average cost of turnover replacement ranges from 90-200% of an employee’s average salary. (Saratoga Institute). • The Dutch retailer Ahold’s employer brand led approach to engagement reduced employee turnover by 15% and saved 14 million Euros per year.
  29. 29. Branches Employer Brand Index Employee Engagement Customer Satisfaction Sales Performance Top 10% 10% 13% 3% 35% 10 - 20% 4% 7% 2% 19% 20 - 40% 3% 6% 2% 10% 40 - 60% -2% -2% 1% 2% 60 - 80% -4% -6% -1% -11% 80 - 90% -8% -10% -2% -22% Bottom 10% -12% -14% -2% -39% Equal to / greater than the median Less than the median Performance Correlation Employer Brand Index correlation with 0.45 0.41 Customer Satisfaction Sales 0.35 0.39 Customer Satisfaction Sales Engagement Index correlation with Performance Linkage Example – Global Retail Bank
  30. 30. Talent Lifecycle and Linkages • You need to be consistent across every link in the cycle to build a strong employer brand The right content through the right channels to the right targets Reinforcing a positive brand image among all applicants Selecting and converting the very best candidates Ensuring joiners feel they’ve made the right brand choice Building brand engagement, loyalty and advocacy Conversion High Quality Talent & Performance On-Boarding Experience Employment Experience Candidate Experience Media Interaction THE ULTIMATE GOAL Marketing Efficiency (cost per hire) Employer Brand Marketing Effectiveness - strong reputation, talent quality, engagement and performance
  31. 31. Current State of Talent Analytics • If you’re not there yet, don’t despair. • While many organizations are heading for the summit. • Most are still on the lower slopes.
  32. 32. Key Take-outs and Recommendations • You need to differentiate between (short term) campaign metrics and (longer term) brand and performance metrics to establish a fully effective measurement dashboard • Try and shift the focus from cost to value-add (hire quality, engagement and performance) • Consider New Joiner Surveys to better understand and improve: o Brand expectations (are they aligned with your EVP?) o Candidate and on-boarding experience (where are the gaps between brand expectations and intentions?) • Consider developing an Employer Brand Index to assess delivery against your EVP • Think like a data scientist – explore linkages and analyse connections to build you business case for the right future investment
  33. 33. Thank You I hope you now feel sexy and ready to measure.
  34. 34. And if you’re interested in reading more…. Now available for pre-order on Amazon “A highly practical guide to a management discipline we take very seriously at McDonalds. It’s also a highly enjoyable read, packed with stories and fresh ideas. If you want to shake things up a bit, I suggest you buy this book” David Fairhurst - Chief People Officer for McDonalds in Europe “This book demonstrates how and why employer brand management lies at the heart of the most effective talent strategies” David Henderson – Chief Talent Officer – Met Life “Highly informative and practical, this is the kind of book that breaks new ground to really make a difference” Kevin Lane Keller – Author of ‘Strategic Brand Management’ “By far the best documentation and analysis of current thinking around the evolution of recruiting I’ve ever seen” Gerry Crispin – Founder of CareerXroads "A clear and compelling guide to building a distinctive employer brand and the competitive edge you need to attract and engage the best available talent“ Simon Riis-Hansen - Senior Vice President, Executive HR
  35. 35. Richard Mosley is widely recognised as one of the leading world authorities on employer brand development and management. His first book, ‘The Employer Brand’ (Wiley) published in 2005 has become a global best-seller, and the sequel: ‘Employer Brand Management: Practical Lessons from the World’s Leading Employers’, published by Wiley in September 2014, tracks the evolution of the discipline over the last 10 years, highlighting the latest best practices and trends that are likely to shape the future of recruitment, employee engagement and HR / talent management. Richard’s thinking draws on over 25 years’ experience in both brand management and HR consulting. Richard has led global employer brand development projects for a host of leading companies including Bacardi, BP, Coca-Cola, Ferrero, GSK, HSBC, Lafarge, LEGO, L’Oreal, JTI, Met Life, Nokia-Siemens, PepsiCo, RBS, Santander, Unilever and Verizon.. Richard is a regular key note speaker and chairman at employer brand events around the world, and was recently awarded by the Asia-Pacific HR Congress in Mumbai for his contribution to Global HR Innovation. e: richard.mosley@universumglobal.com Twitter @rimosley uk.linkedin.com/in/richardmosley We offer a full range of talent research services including our annual Global Student and Young Professional Surveys (1.3m participants in 54 countries), bespoke employee surveys and internal / external focus groups and depth interviews. Our highly experienced global consulting team helps clients develop effective employer brand strategies, including EVP development, target group segmentation and personas, and integrated internal / external activation strategies. We offer a range of communication solutions from career site development (Gemini platform) and social media campaigns to print collateral and on-campus display materials. Our leading edge social media solutions utilize our proprietary social engagement tracking tool – Iris. We offer a range of measurement and tracking tools, including both employer brand awareness and reputation monitoring as well as more specific campaign measurement tools.

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