SlideShare a Scribd company logo
1 of 35
Download to read offline
Employer Brand Metrics and Analytics
Identifying the Right Measures, Linkages and Returns
on Your Employer Brand Marketing Investment
Richard Mosley – Global VP Strategy
@rimosley
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
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
Marketing Basics - The Musty Smell of Brand Decline
Marketing Brand Performance
Perception
Old fashioned
Old men’s aftershave
Sales
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
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
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%
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.
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.
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
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
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
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….
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….
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.
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
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
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
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
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
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
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)
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)
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
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
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
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
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.
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
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
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.
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
Thank You
I hope you now feel sexy and ready to measure.
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
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.

More Related Content

What's hot

Employer Branding 101
Employer Branding 101Employer Branding 101
Employer Branding 101Glassdoor
 
Employee Value Proposition. How and why your EVP plays a critical role in you...
Employee Value Proposition. How and why your EVP plays a critical role in you...Employee Value Proposition. How and why your EVP plays a critical role in you...
Employee Value Proposition. How and why your EVP plays a critical role in you...N. Robert Johnson, APR
 
Employer branding 101 power point
Employer branding 101 power pointEmployer branding 101 power point
Employer branding 101 power pointShawn Rogers
 
Employer Branding Presentation Coca Cola
Employer Branding Presentation Coca ColaEmployer Branding Presentation Coca Cola
Employer Branding Presentation Coca Colabrandbliss
 
E=Mc2 Talent Acquisition Model
E=Mc2 Talent Acquisition ModelE=Mc2 Talent Acquisition Model
E=Mc2 Talent Acquisition ModelFrank Pacheco
 
Employer Branding Presentation
Employer Branding PresentationEmployer Branding Presentation
Employer Branding PresentationJason Bahamundi
 
Human Resource Management Strategy Powerpoint Presentation Slides
Human Resource Management Strategy Powerpoint Presentation SlidesHuman Resource Management Strategy Powerpoint Presentation Slides
Human Resource Management Strategy Powerpoint Presentation SlidesSlideTeam
 
Simple Yet Strategic Ways of Building Your Employer Brand | Webcast
Simple Yet Strategic Ways of Building Your Employer Brand | WebcastSimple Yet Strategic Ways of Building Your Employer Brand | Webcast
Simple Yet Strategic Ways of Building Your Employer Brand | WebcastLinkedIn Talent Solutions
 
Talent Development PowerPoint Presentation Slides
Talent Development PowerPoint Presentation Slides Talent Development PowerPoint Presentation Slides
Talent Development PowerPoint Presentation Slides SlideTeam
 
Employee Value Propositions & Employer Branding
Employee Value Propositions & Employer BrandingEmployee Value Propositions & Employer Branding
Employee Value Propositions & Employer BrandingEngage Me
 
Freelancing in America: 2017
Freelancing in America: 2017Freelancing in America: 2017
Freelancing in America: 2017Upwork
 
Measuring roi of training ppt slides
Measuring roi of training ppt slidesMeasuring roi of training ppt slides
Measuring roi of training ppt slidesYodhia Antariksa
 
Workplace Engagement Survey - Presentation
Workplace Engagement Survey - PresentationWorkplace Engagement Survey - Presentation
Workplace Engagement Survey - PresentationKestly Development
 
Employee Branding
Employee BrandingEmployee Branding
Employee Brandingbrandbliss
 

What's hot (20)

Employer Branding 101
Employer Branding 101Employer Branding 101
Employer Branding 101
 
Employee Value Proposition. How and why your EVP plays a critical role in you...
Employee Value Proposition. How and why your EVP plays a critical role in you...Employee Value Proposition. How and why your EVP plays a critical role in you...
Employee Value Proposition. How and why your EVP plays a critical role in you...
 
Employer branding 101 power point
Employer branding 101 power pointEmployer branding 101 power point
Employer branding 101 power point
 
Employer Branding Presentation Coca Cola
Employer Branding Presentation Coca ColaEmployer Branding Presentation Coca Cola
Employer Branding Presentation Coca Cola
 
Employer Branding
Employer BrandingEmployer Branding
Employer Branding
 
Basics of Employer Branding
Basics of Employer BrandingBasics of Employer Branding
Basics of Employer Branding
 
E=Mc2 Talent Acquisition Model
E=Mc2 Talent Acquisition ModelE=Mc2 Talent Acquisition Model
E=Mc2 Talent Acquisition Model
 
Employer Branding Presentation
Employer Branding PresentationEmployer Branding Presentation
Employer Branding Presentation
 
Human Resource Management Strategy Powerpoint Presentation Slides
Human Resource Management Strategy Powerpoint Presentation SlidesHuman Resource Management Strategy Powerpoint Presentation Slides
Human Resource Management Strategy Powerpoint Presentation Slides
 
Simple Yet Strategic Ways of Building Your Employer Brand | Webcast
Simple Yet Strategic Ways of Building Your Employer Brand | WebcastSimple Yet Strategic Ways of Building Your Employer Brand | Webcast
Simple Yet Strategic Ways of Building Your Employer Brand | Webcast
 
Employee Engagement
Employee Engagement Employee Engagement
Employee Engagement
 
Talent Development PowerPoint Presentation Slides
Talent Development PowerPoint Presentation Slides Talent Development PowerPoint Presentation Slides
Talent Development PowerPoint Presentation Slides
 
Employer branding
Employer branding Employer branding
Employer branding
 
Employee Value Propositions & Employer Branding
Employee Value Propositions & Employer BrandingEmployee Value Propositions & Employer Branding
Employee Value Propositions & Employer Branding
 
Freelancing in America: 2017
Freelancing in America: 2017Freelancing in America: 2017
Freelancing in America: 2017
 
Measuring roi of training ppt slides
Measuring roi of training ppt slidesMeasuring roi of training ppt slides
Measuring roi of training ppt slides
 
Employer branding
Employer brandingEmployer branding
Employer branding
 
attrition analysis
attrition analysisattrition analysis
attrition analysis
 
Workplace Engagement Survey - Presentation
Workplace Engagement Survey - PresentationWorkplace Engagement Survey - Presentation
Workplace Engagement Survey - Presentation
 
Employee Branding
Employee BrandingEmployee Branding
Employee Branding
 

Viewers also liked

#FIRMday London 2nd November 2017 'Moving from monologue to dialogue; how Cap...
#FIRMday London 2nd November 2017 'Moving from monologue to dialogue; how Cap...#FIRMday London 2nd November 2017 'Moving from monologue to dialogue; how Cap...
#FIRMday London 2nd November 2017 'Moving from monologue to dialogue; how Cap...Emma Mirrington
 
LinkedIn Employer Brand Playbook
LinkedIn Employer Brand PlaybookLinkedIn Employer Brand Playbook
LinkedIn Employer Brand PlaybookAndy Solty
 
First Impressions: Candidate Attraction to Application
First Impressions: Candidate Attraction to ApplicationFirst Impressions: Candidate Attraction to Application
First Impressions: Candidate Attraction to ApplicationCielo
 
Linkedin global recruiting trends report 2017
Linkedin global recruiting trends report 2017Linkedin global recruiting trends report 2017
Linkedin global recruiting trends report 2017Pierre Bernard
 
HR is the new Marketing; the future of Employer Branding
HR is the new Marketing; the future of Employer BrandingHR is the new Marketing; the future of Employer Branding
HR is the new Marketing; the future of Employer BrandingTEDxMongKok
 
L'Oreal Employer Branding and Employee Value Proposition (EVP)
L'Oreal Employer Branding and Employee Value Proposition (EVP)L'Oreal Employer Branding and Employee Value Proposition (EVP)
L'Oreal Employer Branding and Employee Value Proposition (EVP)Link Humans
 

Viewers also liked (6)

#FIRMday London 2nd November 2017 'Moving from monologue to dialogue; how Cap...
#FIRMday London 2nd November 2017 'Moving from monologue to dialogue; how Cap...#FIRMday London 2nd November 2017 'Moving from monologue to dialogue; how Cap...
#FIRMday London 2nd November 2017 'Moving from monologue to dialogue; how Cap...
 
LinkedIn Employer Brand Playbook
LinkedIn Employer Brand PlaybookLinkedIn Employer Brand Playbook
LinkedIn Employer Brand Playbook
 
First Impressions: Candidate Attraction to Application
First Impressions: Candidate Attraction to ApplicationFirst Impressions: Candidate Attraction to Application
First Impressions: Candidate Attraction to Application
 
Linkedin global recruiting trends report 2017
Linkedin global recruiting trends report 2017Linkedin global recruiting trends report 2017
Linkedin global recruiting trends report 2017
 
HR is the new Marketing; the future of Employer Branding
HR is the new Marketing; the future of Employer BrandingHR is the new Marketing; the future of Employer Branding
HR is the new Marketing; the future of Employer Branding
 
L'Oreal Employer Branding and Employee Value Proposition (EVP)
L'Oreal Employer Branding and Employee Value Proposition (EVP)L'Oreal Employer Branding and Employee Value Proposition (EVP)
L'Oreal Employer Branding and Employee Value Proposition (EVP)
 

Similar to Employer Brand Metrics and Analytics

Mikepconway Construction Marketing 2010
Mikepconway Construction Marketing 2010Mikepconway Construction Marketing 2010
Mikepconway Construction Marketing 2010Camargue
 
Mikepconway Construction Marketing 2010
Mikepconway Construction Marketing 2010Mikepconway Construction Marketing 2010
Mikepconway Construction Marketing 2010Camargue
 
talentbrand-intersectionoftalentacquisitionandmarketingwebinarfinal-150608231...
talentbrand-intersectionoftalentacquisitionandmarketingwebinarfinal-150608231...talentbrand-intersectionoftalentacquisitionandmarketingwebinarfinal-150608231...
talentbrand-intersectionoftalentacquisitionandmarketingwebinarfinal-150608231...Sophia M
 
Talent Brand: The Intersection of Talent Acquisition and Marketing
Talent Brand: The Intersection of Talent Acquisition and MarketingTalent Brand: The Intersection of Talent Acquisition and Marketing
Talent Brand: The Intersection of Talent Acquisition and MarketingLinkedIn Talent Solutions
 
Develop your talent strategy toolbox
Develop your talent strategy toolboxDevelop your talent strategy toolbox
Develop your talent strategy toolboxUniversum Global
 
Online Test, Target and Measurement - Nancy Shaver, Experian Marketing Services
Online Test, Target and Measurement - Nancy Shaver, Experian Marketing ServicesOnline Test, Target and Measurement - Nancy Shaver, Experian Marketing Services
Online Test, Target and Measurement - Nancy Shaver, Experian Marketing ServicesOnline Marketing Summit
 
Talent Brand: The Intersection of Talent Acquisition & Marketing
Talent Brand: The Intersection of Talent Acquisition & MarketingTalent Brand: The Intersection of Talent Acquisition & Marketing
Talent Brand: The Intersection of Talent Acquisition & MarketingRebecca Feldman
 
CMOnow Deck (v07)
CMOnow Deck (v07)CMOnow Deck (v07)
CMOnow Deck (v07)Lk Gupta
 
Demand Generation - Best Practices & Lessons Learned
Demand Generation - Best Practices & Lessons LearnedDemand Generation - Best Practices & Lessons Learned
Demand Generation - Best Practices & Lessons Learnedmparin
 
The New 4 Ps of Marketing
The New 4 Ps of MarketingThe New 4 Ps of Marketing
The New 4 Ps of MarketingBrandMatters
 
Advertising
AdvertisingAdvertising
Advertisingmssd
 
Unlocking Success: The Key Role of Employer Branding in Top Talent Recruitment
Unlocking Success: The Key Role of Employer Branding in Top Talent RecruitmentUnlocking Success: The Key Role of Employer Branding in Top Talent Recruitment
Unlocking Success: The Key Role of Employer Branding in Top Talent Recruitmentguptashubhangi00
 
Channel your inner marketer - SF Breakfast 093014
Channel your inner marketer - SF Breakfast 093014Channel your inner marketer - SF Breakfast 093014
Channel your inner marketer - SF Breakfast 093014Nathan Phaneuf
 
Week 8: Campaign Planning
Week 8: Campaign PlanningWeek 8: Campaign Planning
Week 8: Campaign Planninglisahaggis
 
IPL- Bring your own Idea, Product lab pitch deck
IPL- Bring your own Idea, Product lab pitch deckIPL- Bring your own Idea, Product lab pitch deck
IPL- Bring your own Idea, Product lab pitch deckNanda Kumar
 
B2B Digital Marketing Strategy
B2B Digital Marketing Strategy B2B Digital Marketing Strategy
B2B Digital Marketing Strategy Jithesh Rajendran
 
Jump Social Media Blueprint
Jump Social Media BlueprintJump Social Media Blueprint
Jump Social Media BlueprintMike Jolley
 
How to apply Word-of-Mouth Marketing into Employer Branding
How to apply Word-of-Mouth Marketing into Employer BrandingHow to apply Word-of-Mouth Marketing into Employer Branding
How to apply Word-of-Mouth Marketing into Employer BrandingTalent Brand Vietnam
 

Similar to Employer Brand Metrics and Analytics (20)

Mikepconway Construction Marketing 2010
Mikepconway Construction Marketing 2010Mikepconway Construction Marketing 2010
Mikepconway Construction Marketing 2010
 
Mikepconway Construction Marketing 2010
Mikepconway Construction Marketing 2010Mikepconway Construction Marketing 2010
Mikepconway Construction Marketing 2010
 
talentbrand-intersectionoftalentacquisitionandmarketingwebinarfinal-150608231...
talentbrand-intersectionoftalentacquisitionandmarketingwebinarfinal-150608231...talentbrand-intersectionoftalentacquisitionandmarketingwebinarfinal-150608231...
talentbrand-intersectionoftalentacquisitionandmarketingwebinarfinal-150608231...
 
Talent Brand: The Intersection of Talent Acquisition and Marketing
Talent Brand: The Intersection of Talent Acquisition and MarketingTalent Brand: The Intersection of Talent Acquisition and Marketing
Talent Brand: The Intersection of Talent Acquisition and Marketing
 
Develop your talent strategy toolbox
Develop your talent strategy toolboxDevelop your talent strategy toolbox
Develop your talent strategy toolbox
 
Online Test, Target and Measurement - Nancy Shaver, Experian Marketing Services
Online Test, Target and Measurement - Nancy Shaver, Experian Marketing ServicesOnline Test, Target and Measurement - Nancy Shaver, Experian Marketing Services
Online Test, Target and Measurement - Nancy Shaver, Experian Marketing Services
 
Talent Brand: The Intersection of Talent Acquisition & Marketing
Talent Brand: The Intersection of Talent Acquisition & MarketingTalent Brand: The Intersection of Talent Acquisition & Marketing
Talent Brand: The Intersection of Talent Acquisition & Marketing
 
CMOnow Deck (v07)
CMOnow Deck (v07)CMOnow Deck (v07)
CMOnow Deck (v07)
 
Demand Generation - Best Practices & Lessons Learned
Demand Generation - Best Practices & Lessons LearnedDemand Generation - Best Practices & Lessons Learned
Demand Generation - Best Practices & Lessons Learned
 
The New 4 Ps of Marketing
The New 4 Ps of MarketingThe New 4 Ps of Marketing
The New 4 Ps of Marketing
 
Response Marketing Capabilities
Response Marketing CapabilitiesResponse Marketing Capabilities
Response Marketing Capabilities
 
Advertising
AdvertisingAdvertising
Advertising
 
Unlocking Success: The Key Role of Employer Branding in Top Talent Recruitment
Unlocking Success: The Key Role of Employer Branding in Top Talent RecruitmentUnlocking Success: The Key Role of Employer Branding in Top Talent Recruitment
Unlocking Success: The Key Role of Employer Branding in Top Talent Recruitment
 
Channel your inner marketer - SF Breakfast 093014
Channel your inner marketer - SF Breakfast 093014Channel your inner marketer - SF Breakfast 093014
Channel your inner marketer - SF Breakfast 093014
 
Business Plan Presentation
Business Plan PresentationBusiness Plan Presentation
Business Plan Presentation
 
Week 8: Campaign Planning
Week 8: Campaign PlanningWeek 8: Campaign Planning
Week 8: Campaign Planning
 
IPL- Bring your own Idea, Product lab pitch deck
IPL- Bring your own Idea, Product lab pitch deckIPL- Bring your own Idea, Product lab pitch deck
IPL- Bring your own Idea, Product lab pitch deck
 
B2B Digital Marketing Strategy
B2B Digital Marketing Strategy B2B Digital Marketing Strategy
B2B Digital Marketing Strategy
 
Jump Social Media Blueprint
Jump Social Media BlueprintJump Social Media Blueprint
Jump Social Media Blueprint
 
How to apply Word-of-Mouth Marketing into Employer Branding
How to apply Word-of-Mouth Marketing into Employer BrandingHow to apply Word-of-Mouth Marketing into Employer Branding
How to apply Word-of-Mouth Marketing into Employer Branding
 

Recently uploaded

14680-51-4.pdf Good quality CAS Good quality CAS
14680-51-4.pdf  Good  quality CAS Good  quality CAS14680-51-4.pdf  Good  quality CAS Good  quality CAS
14680-51-4.pdf Good quality CAS Good quality CAScathy664059
 
Psychic Reading | Spiritual Guidance – Astro Ganesh Ji
Psychic Reading | Spiritual Guidance – Astro Ganesh JiPsychic Reading | Spiritual Guidance – Astro Ganesh Ji
Psychic Reading | Spiritual Guidance – Astro Ganesh Jiastral oracle
 
NAB Show Exhibitor List 2024 - Exhibitors Data
NAB Show Exhibitor List 2024 - Exhibitors DataNAB Show Exhibitor List 2024 - Exhibitors Data
NAB Show Exhibitor List 2024 - Exhibitors DataExhibitors Data
 
Rakhi sets symbolizing the bond of love.pptx
Rakhi sets symbolizing the bond of love.pptxRakhi sets symbolizing the bond of love.pptx
Rakhi sets symbolizing the bond of love.pptxRakhi Bazaar
 
Darshan Hiranandani (Son of Niranjan Hiranandani).pdf
Darshan Hiranandani (Son of Niranjan Hiranandani).pdfDarshan Hiranandani (Son of Niranjan Hiranandani).pdf
Darshan Hiranandani (Son of Niranjan Hiranandani).pdfShashank Mehta
 
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdfGUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdfDanny Diep To
 
Planetary and Vedic Yagyas Bring Positive Impacts in Life
Planetary and Vedic Yagyas Bring Positive Impacts in LifePlanetary and Vedic Yagyas Bring Positive Impacts in Life
Planetary and Vedic Yagyas Bring Positive Impacts in LifeBhavana Pujan Kendra
 
Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...
Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...
Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...Aggregage
 
Driving Business Impact for PMs with Jon Harmer
Driving Business Impact for PMs with Jon HarmerDriving Business Impact for PMs with Jon Harmer
Driving Business Impact for PMs with Jon HarmerAggregage
 
WSMM Media and Entertainment Feb_March_Final.pdf
WSMM Media and Entertainment Feb_March_Final.pdfWSMM Media and Entertainment Feb_March_Final.pdf
WSMM Media and Entertainment Feb_March_Final.pdfJamesConcepcion7
 
Unveiling the Soundscape Music for Psychedelic Experiences
Unveiling the Soundscape Music for Psychedelic ExperiencesUnveiling the Soundscape Music for Psychedelic Experiences
Unveiling the Soundscape Music for Psychedelic ExperiencesDoe Paoro
 
EUDR Info Meeting Ethiopian coffee exporters
EUDR Info Meeting Ethiopian coffee exportersEUDR Info Meeting Ethiopian coffee exporters
EUDR Info Meeting Ethiopian coffee exportersPeter Horsten
 
Pitch Deck Teardown: Xpanceo's $40M Seed deck
Pitch Deck Teardown: Xpanceo's $40M Seed deckPitch Deck Teardown: Xpanceo's $40M Seed deck
Pitch Deck Teardown: Xpanceo's $40M Seed deckHajeJanKamps
 
How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...
How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...
How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...SOFTTECHHUB
 
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdfChris Skinner
 
Types of Cyberattacks - ASG I.T. Consulting.pdf
Types of Cyberattacks - ASG I.T. Consulting.pdfTypes of Cyberattacks - ASG I.T. Consulting.pdf
Types of Cyberattacks - ASG I.T. Consulting.pdfASGITConsulting
 
Introducing the AI ShillText Generator A New Era for Cryptocurrency Marketing...
Introducing the AI ShillText Generator A New Era for Cryptocurrency Marketing...Introducing the AI ShillText Generator A New Era for Cryptocurrency Marketing...
Introducing the AI ShillText Generator A New Era for Cryptocurrency Marketing...PRnews2
 
20200128 Ethical by Design - Whitepaper.pdf
20200128 Ethical by Design - Whitepaper.pdf20200128 Ethical by Design - Whitepaper.pdf
20200128 Ethical by Design - Whitepaper.pdfChris Skinner
 

Recently uploaded (20)

14680-51-4.pdf Good quality CAS Good quality CAS
14680-51-4.pdf  Good  quality CAS Good  quality CAS14680-51-4.pdf  Good  quality CAS Good  quality CAS
14680-51-4.pdf Good quality CAS Good quality CAS
 
Psychic Reading | Spiritual Guidance – Astro Ganesh Ji
Psychic Reading | Spiritual Guidance – Astro Ganesh JiPsychic Reading | Spiritual Guidance – Astro Ganesh Ji
Psychic Reading | Spiritual Guidance – Astro Ganesh Ji
 
NAB Show Exhibitor List 2024 - Exhibitors Data
NAB Show Exhibitor List 2024 - Exhibitors DataNAB Show Exhibitor List 2024 - Exhibitors Data
NAB Show Exhibitor List 2024 - Exhibitors Data
 
Rakhi sets symbolizing the bond of love.pptx
Rakhi sets symbolizing the bond of love.pptxRakhi sets symbolizing the bond of love.pptx
Rakhi sets symbolizing the bond of love.pptx
 
Darshan Hiranandani (Son of Niranjan Hiranandani).pdf
Darshan Hiranandani (Son of Niranjan Hiranandani).pdfDarshan Hiranandani (Son of Niranjan Hiranandani).pdf
Darshan Hiranandani (Son of Niranjan Hiranandani).pdf
 
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdfGUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
GUIDELINES ON USEFUL FORMS IN FREIGHT FORWARDING (F) Danny Diep Toh MBA.pdf
 
WAM Corporate Presentation April 12 2024.pdf
WAM Corporate Presentation April 12 2024.pdfWAM Corporate Presentation April 12 2024.pdf
WAM Corporate Presentation April 12 2024.pdf
 
Planetary and Vedic Yagyas Bring Positive Impacts in Life
Planetary and Vedic Yagyas Bring Positive Impacts in LifePlanetary and Vedic Yagyas Bring Positive Impacts in Life
Planetary and Vedic Yagyas Bring Positive Impacts in Life
 
Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...
Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...
Strategic Project Finance Essentials: A Project Manager’s Guide to Financial ...
 
Driving Business Impact for PMs with Jon Harmer
Driving Business Impact for PMs with Jon HarmerDriving Business Impact for PMs with Jon Harmer
Driving Business Impact for PMs with Jon Harmer
 
WSMM Media and Entertainment Feb_March_Final.pdf
WSMM Media and Entertainment Feb_March_Final.pdfWSMM Media and Entertainment Feb_March_Final.pdf
WSMM Media and Entertainment Feb_March_Final.pdf
 
Unveiling the Soundscape Music for Psychedelic Experiences
Unveiling the Soundscape Music for Psychedelic ExperiencesUnveiling the Soundscape Music for Psychedelic Experiences
Unveiling the Soundscape Music for Psychedelic Experiences
 
EUDR Info Meeting Ethiopian coffee exporters
EUDR Info Meeting Ethiopian coffee exportersEUDR Info Meeting Ethiopian coffee exporters
EUDR Info Meeting Ethiopian coffee exporters
 
Pitch Deck Teardown: Xpanceo's $40M Seed deck
Pitch Deck Teardown: Xpanceo's $40M Seed deckPitch Deck Teardown: Xpanceo's $40M Seed deck
Pitch Deck Teardown: Xpanceo's $40M Seed deck
 
How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...
How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...
How To Simplify Your Scheduling with AI Calendarfly The Hassle-Free Online Bo...
 
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf
20220816-EthicsGrade_Scorecard-JP_Morgan_Chase-Q2-63_57.pdf
 
Types of Cyberattacks - ASG I.T. Consulting.pdf
Types of Cyberattacks - ASG I.T. Consulting.pdfTypes of Cyberattacks - ASG I.T. Consulting.pdf
Types of Cyberattacks - ASG I.T. Consulting.pdf
 
Introducing the AI ShillText Generator A New Era for Cryptocurrency Marketing...
Introducing the AI ShillText Generator A New Era for Cryptocurrency Marketing...Introducing the AI ShillText Generator A New Era for Cryptocurrency Marketing...
Introducing the AI ShillText Generator A New Era for Cryptocurrency Marketing...
 
20200128 Ethical by Design - Whitepaper.pdf
20200128 Ethical by Design - Whitepaper.pdf20200128 Ethical by Design - Whitepaper.pdf
20200128 Ethical by Design - Whitepaper.pdf
 
Toyota and Seven Parts Storage Techniques
Toyota and Seven Parts Storage TechniquesToyota and Seven Parts Storage Techniques
Toyota and Seven Parts Storage Techniques
 

Employer Brand Metrics and Analytics

  • 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. 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. 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. Marketing Basics - The Musty Smell of Brand Decline Marketing Brand Performance Perception Old fashioned Old men’s aftershave Sales
  • 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. Thank You I hope you now feel sexy and ready to measure.
  • 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. 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.

Editor's Notes

  1. In previous presentations we’ve tended to focus on campaign measurement, but we thought it would be useful to take a wider look at employer brand metrics and linkages which we believe to be equally important but generally receive less attention.
  2. During this webinar I’d like to demonstrate the relationship between campaign measurement and other types of measure which we believe companies should also consider incorporating into their metrics dashboards. To fully understand the all round strength and value of your employer brand you need to follow it through the full employment lifecycle from first awareness to full employee engagement and advocacy. I’m going to be making the case for switching your attention from cost per hire to quality of hire, paying closer attention to brand experience and trying to make more use of data linkages to fully understand the role of the employer brand in driving value within the business.
  3. Data analysis has become a sexier subject over the last few years. Thomas Davenport and DJ Patil recently claimed in HBR that the sexiest 21st century jobs would be in data science. You should note that they are data scientists themselves, in which case this may well be blatant self promotion. Alternatively, you might conclude that they ran the numbers and reached the solid data driven conclusion that data nerds are now officially sexy.
  4. I’d like to start with the three categories I mentioned in the introduction. Old Spice like Data Science used to be thought of as rather musty, and decidedly unsexy.
  5. Then came the refresh. There was a new marketing campaign – ‘The man your man could smell like’ -> which resulted in a surge in brand engagement and more positive brand perceptions. In turn this produced a surge in brand performance. In other words they started to sell a lot more product.
  6. Of course marketing teams and their agencies generally claim success. Marketing people by nature are sunny side up kind of people. However, the money men who determine investment like to see the numbers, and the more diligent marketers also like to understand what has driven the success, so they can repeat it, and build on it. For this you need three kinds of measure – Investments made in different kinds of marketing activity. Measures that help you to evaluate the effect of these activities on brand perception. And finally, the impact that these changes in brand perception have made on the business.
  7. In Old Spice’s case, the campaign involved a significant financial investment. Unsurprising considering it was launched in a Super Bowl ad break. However, from a media efficiency perspective they hit gold as when the ad was posted on YouTube it generated more views in 3 days than Obama’s inauguration speech. It also generated significant levels of active brand engagement on Facebook and other social channels. And the ultimate brand engagement – product sales – rose sharply. This was truly the sweet smell of success.
  8. In many respects what I have shown you is still campaign measurement. Awareness, brand engagement and advocacy are ‘buzz’ metrics. They can be shown to generate sharp spikes in sales activity, but the big question from a brand perspective is what about the long term effect. Once you remove the campaign stimulus – what is left behind in terms of lasting brand perceptions and brand loyalty?
  9. What we are taking about here is brand equity - lasting perceptions of the brand (as opposed to the campaign) that will continue to deliver lasting value. Just think about Apple for a moment, a company that has generated an incredibly high level of brand equity. This means you seldom see advertising for new Apple products. It now takes very little to persuade people to buy apple products because they are already bought into the brand.
  10. So, how does this translate over the employer brand measurement? Well, the marketing measures and brand measures are very similar. The difference is in the performance measures. The ultimate goal is not loyal and frequent purchasers, but high quality and highly engaged talent.
  11. The other major difference is that there is a much bigger focus on measuring the brand experience. Your relationship with an aftershave is pretty simple. You either like the smell or you don’t. It either makes you feel fresh and manly or it doesn’t. It either finds favour among your target audience, or you make a change…
  12. The important starting point is to be clear about what you’re aiming for. Your can’t measure whether you’re hiring and engaging the right people until you’ve defined what the right kind of talent means within your organization.
  13. You also need to be clear about what you’d like people to associate with you as an employer and why. The one thing you most want to be famous for - your core positioning, and the other top of mind qualities you’d like to ensure are consistently associated with. Everyone wants to be seen positively. Be an employer of choice. What are you promising that makes you different?
  14. When you’re clear about who you want to attract and engage, and what you want them to think and feel, then it’s a lot easier to work out the kind of marketing content and media mix that will deliver on these objectives.
  15. So starting with your target profile – it pays to define the kind of people you’re looking for in terms of ability and culture fit, the latter being more general, but in some respects often overlaps with general aptitude such as open-mindedness, tenacity, ability to work in a team etc. It might of course include some key talent groups where technical ability is a key factor, such as engineers.
  16. The kind of people you will have different existing relationships with your brand, from close affinity to unawareness, or worse, active disregard. What the evidence suggests is that the stronger your employer brand reputation, the more likely it is that your target talent will consider your company to be a potential employer. CEB’s research suggests that with similar levels of awareness a strong employer brand will be able to access at least 20% more of the available talent pool than weak employer brands.
  17. It pays to estimate the current health of your talent pool, in order to judge the effect of your marketing efforts. Most companies have focused on the number of qualified candidates their marketing efforts produce, but you can’t really judge the wider value of your brand unless you look further.
  18. The problem with these general external brand engagement figures is that it only addresses your general objectives – to be known and well regarded. It doesn’t tell you what you’re known for, and how this might compare with your key talent competitors. For those leading companies who target students this kind of data is available through providers like Universum and Trendence. For company A above, they clearly have some way to go if they want to compete for student talent on the basis of being an innovation-driven organization.
  19. There are alternatives for mid-career talent, but they are generally more complex and expensive to administer.
  20. Turning to marketing effectiveness – the immediate aim may be to generate a healthy flow of high quality candidates, but there are other broader, more long term objectives that should also be considered.
  21. With the right software it is now possible to estimate not only the return of different media investments on applications and hires, but also the extended media interactions that may take place before an application is made. Through this kind of tracking you can now begin to evaluate the influence of your social media content on application and offer acceptance.
  22. The key indicator for most employers evaluating marketing effectiveness is cost per hire – which is of course important when your budgets are limited – however, it only provides part of the picture.
  23. Beyond the relative impact of different media, it’s also important to consider the wider effect of your employer brand on cost per hire.
  24. While cost is important – the ultimate test of your marketing success is quality. It’s a bit like the Old Spice campaign. Generating a lot of buzz may generate a lot of trial purchases, but unless you’re building longer term repeat purchase and loyalty, then you’re failing.
  25. The contribution of employer brand marketing to high quality talent and performance is clearly more complex than calculating cost per hire. There’s a lot more going on under the waterline than seeing an ad, visiting Facebook and making an application. You need to understand people’s brand perceptions and expectations, the quality of their candidate experience, the effectiveness of the selection process and the success of orientation before you can adequately judge what’s driving your success or failure in attracting, engaging and retaining high quality talent. Much of this information you can glean from a well constructed New Joiners Survey.
  26. And don’t forget the longer term picture, beyond the first year. The true strength and vitality of your employer brand ultimately depends on the quality of your employment experience, and your consistent ability to deliver against your employer brand promises. For this reason your employee engagement survey should be considered as a vital contributor to your employer brand metrics.
  27. Let me give you a couple of examples.. The first shows a simple set of questions relating to the core positioning and pillars of a leading FMCG company. The employer brand index is simply the aggregate positive score derived from these 5 questions. In year 1 you can see the employer brand index is reasonably strong overall, but the figures also show relative weakness in two of the 4 pillars. Following 2 years of focused employer brand communication and targeted improvements in people management relating to the EVP you can see a marked improvement in perceptions of the EVP. You can also see how this has translated into much stronger employee advocacy and retention.
  28. You can see a similar pattern here. In this case we are showing how different internal perceptions of EVP delivery (again measured by questions relating to each of the EVP elements) correlate with different levels of employee retention. The top 10% of all retail branches (with a 10% higher than average assessment of their employer brand experience) have a 2% lower than average employee turnover, and the bottom 20% have 5% higher levels of employee turnover.
  29. When the same bank conducted linkage analysis across its retail estate it also discovered that the locations with the highest internal employer brand delivery scores also had the highest levels of customer satisfaction and sales. In addition it discovered that the correlation between high employer brand delivery scores and customer / sales performance were significantly higher than for employee engagement alone.
  30. In summary, you should ideally be tracking employer brand strength across every step in the employment lifecycle from flirting to happy ever after.