Recruitment Marketing Meets Employer Branding Clair Bush, Marketing Director EMEA, Broadbean
•Download as PPTX, PDF•
1 like•339 views
Recruitment Marketing Meets Employer Branding Clair Bush, Marketing Director EMEA, Broadbean
Recommended
Recommended
More Related Content
Viewers also liked
Viewers also liked (20)
Similar to Recruitment Marketing Meets Employer Branding Clair Bush, Marketing Director EMEA, Broadbean
Similar to Recruitment Marketing Meets Employer Branding Clair Bush, Marketing Director EMEA, Broadbean (20)
More from TALiNT Partners
More from TALiNT Partners (20)
Recently uploaded
Recently uploaded (9)
Recruitment Marketing Meets Employer Branding Clair Bush, Marketing Director EMEA, Broadbean
- 1. 11/21/2016 © 2016 Broadbean Employer branding… The Broadbean Way Clair Bush, Marketing Director EMEA
- 2. 11/21/2016 © 2016 Broadbean 2 SOURCE: https://www.linkedin.com/pulse/how- measure-roi-employer-branding-rabi-safi
- 3. The Jobseekers Journey View an advert in the local press Watched video on mobile Download Job Board App – saw your ad on mobile Watch old video content on You Tube Visit your office for a networking session / interview Read reviews on Glassdoor Liked your page / clients page on FacebookViewed a You Tube Ad Applied for job via mobile Posted a comment on your blog Posted experience on Glassdoor, Yelp, Hire Scores or Recruiter Review Read something on the blog Phoned in to talk to a Recruiter Watched THAT video online Subliminally saw your logo on a job board Looked on your website
- 4. Moments of Truth Marketing Stimulus ZMOT FMOT SMOT UMOT 4 The noise… Zero moment of truth First moment of truth Second moment of truth Ultimate moment of truth Source: Google Squared Course 2014 Power of referral
- 6. Companies advertise jobs across an average of 7 channels • Broadbean data August 2016
- 7. A candidate will check with 14.5 sources before deciding to apply • http://badriravi.com/2013/10/15/zmot-key-to-successful-talent- acquisition/
- 8. 11/21/2016 © 2016 Broadbean
- 9. 11/21/2016 © 2016 Broadbean
- 10. 11/21/2016 © 2016 Broadbean 10
- 11. Stage 2: Zero moment of truth APPLICATION 11
- 12. 71% of candidates begin their journey on Google • CareerBuilder Candidate Survey 2015 UK
- 13. 13
- 14. 81% of candidates visit a company’s career site • CareerBuilder Candidate Survey 2015 UK
- 15. 11/21/2016 © 2016 Broadbean
- 16. 58% of employers say they don’t state how long the process will take • CareerBuilder Candidate Survey 2015 UK
- 17. 11/21/2016 © 2016 Broadbean17
- 18. 18
- 19. Stage 3: First moment of truth INTERVIEW 19
- 20. 52% of companies respond to less than half of the candidates that apply • CareerBuilder Candidate Survey 2015 UK
- 21. 11/21/2016 © 2016 Broadbean 21 http://on.inc.com/2cqyw6G
- 22. 11/21/2016 © 2016 Broadbean
- 23. 27% of candidates say an employer provided an explanation of why they didn’t get the job after interviewing • CareerBuilder Candidate Survey 2015 UK
- 24. Stage 4: Second moment of truth! GET TO WORK! 24
- 25. 11/21/2016 © 2016 Broadbean
- 26. Stage 5: Ultimate moment of truth BRAND AMBASSEDORS 26
- 27. 11/21/2016 © 2016 Broadbean 27
- 28. Companies who use employee referral programs have average retention rates of 46%, compared to the 33% retention rates of organizations that only use career sites. • http://theundercoverrecruiter.com/employee-referral-program/
- 29. 11/21/2016 © 2016 Broadbean • Keep it simple • Authentic value proposition • Communicate values • Know your audience • Adopt the right approach • Recognise and reward • Gather continuous feedback & check the data • Invest in your Employer Brand The right way to develop your employer brand 29
- 30. 11/21/2016 © 2016 Broadbean Thank You! Clair Bush, Marketing Director at Broadbean clairb@broadbean.com | @ClairBush | @BroadbeanEMEA | in/ClairBush Broadbean.com
Editor's Notes
- https://www.linkedin.com/pulse/how-measure-roi-employer-branding-rabi-safi Have a purpose – The ‘want / need’ to improve is there and driven from the top ROI of EB is made up of many elements – just like marketing Many elements involved in implementing a brand straegy – similarly there’s the same level of consideration that’s needed for EB strategies. Many lessons can be taken from Marketing – here’s a few ways in which we work our brand into our EB
- Last year I presented on the digital customer journey The diagram shows just how many touch points a candidate / potential employee could have access to you / your company before they join These are potentially all channels that you can harness to deliver your EB message
- In more detail, the DCJ is defined using Google’s version of MoT marketing. Stimulus… etc The theory explains that in the digital age, which we all now operate in, we have only a small number of moments where we can positively influence prospective buyers, or in our case employees. MoT goes in 5 stages, which are in fact, almost circular. UMOT & ZMOT are the 2 areas which I think we should focus our efforts to optimise the EB
- CHECK for Latest stats
- So in amongst all that noise – how do you optimise / amplify your employer brand? Audit – find out what you don’t know: Spend time getting to know what other people think - Employee questionnaires, Influencers, Competitors (mystery shopping), Employees, Leaders (Glassdoor) Data / stats also make C-suite pay attention Synergy between HR & Marketing - Internal resources review / Capability of recruiters? / Skills in terms of use of social media / Can they work within social media? Marketing can teach HR & Recruitment to attract & become brand ambassadors Line managers as active as they can be in the recruitment process. They know the most but the whole team is consulted interviews and candidates get invited to events, so they can feel what it’s like… so they experience an authentic view of the company
- Stage 1: Attraction – AUTHENTICITY, keeping it real EBVP should be consistent with the overall business proposition & then comes the Persona mapping & messaging Ask the questions: Where do we come from? What can we offer? What are our company values? What can a new employee add? Our external brand fuels our talent attraction. Consistency Tell the story: Inclusive & accepting workplace is where you are encouraged to be yourself Don’t fake it to make it by creating and sharing content that is overly corporate. Trust and empower your employees to tell their stories in their own way.
- Engage and involve your employees – they are your best advocates, storytellers and recruiters for your brand. Align your employer branding activities with your values, culture and employee value proposition for complete transparency. Use employee generated content to create transparent ‘show not tell’ visual content using photographs, video and live streaming to showcase your culture and work environment. Embrace social media and share content and proactively engage with candidates on the relevant social networks. Respect the culture, languages and styles of the different countries that you operate in
- This is a REALLY important stage and one you cant afford to be complacent about.
- How visible is your business?
- We’re still not getting this right but we are visible. We’re missing direct links to our career page – which is our Social Referral page We’re missing a link to our Glassdoor company page, Linkedin and other social pages Make sure your SEO / SEM specialists have your career page high up in their objectives for traffic / visibility and that your pages are fully optimised = Be Visible
- When a candidate gets there, what does your career site say abou the business, the role, others that work there? And is it MOBILE?
- Your career site should be: The hub of your employer brand activities, full of great content about your company, people, culture and values. Easy to navigate and simple to use, with prominent links to the popular content such as listed jobs and job search. Mobile, to enable candidates to access and apply for your jobs from any device they are using. Candidate focused, so applying for a role on your career site is easy, only asking for the practical information. Capture more information later when required.
- What would happen if you told a prospective employee just how long it would take to complete your application process?
- During the recruitment process offer great a candidate experience Show & tell – when we recruit we try to get the candidate into the role before they apply – show them what they could be doing = check fit from the start. Ensure jobs are visible to your target audience by posting them on relevant job boards, niche sites, social media etc You want to show candidates the journey ahead as much as possible. It provides motivation and shows that you want to build trust from the start. Your business is transparent.
- Leverage the real life experiences of your employees to demonstrate a transparent recruitment process by providing social proof of what it is really like via videos and blogs. Communicate with candidates during the entire process, with personal messages and configured auto-responders and updates, as it is better to keep them over-informed about their application. Everything we do – in all BB offices is posted on our social media channels – we have 10 administrators across 2 offices.
- This is where the first physical happens, but don’t think that the candidate has already made up their mind before stepping into the office for an interview. Every interaction, communication, piece of content – both directly and indirectly associated with your business will already have had an influence. = Reputation has been digested and this is where a candidate will look for proof.
- For many businesses, this is where they confirm the worst of the perceptions. Responding to each and every application shouldn’t be difficult. Technology – like ours and lots of other systems CRMs / ATS will enable you to flag and respond to each and every application, fast and effectively. What’s your response process? Is it effective and can you optimise it to create a better candidate experience, especially for those who aren’t currently suitable!
- A typical year of recruiting at Virgin Media means receiving around 150,000 applications, which translates into hiring around 3,500 people. In 2015, unfortunately that also equated to upsetting over 7,500 customer applicants enough to motivate them to cancel their contracts and sign up with competitors instead. These numbers were internally and externally validated and estimated to be worth over $6 million of lost revenue each year. PH: the challenge was simple: 'Make us famous for candidate experience.' This challenge quickly led to posing this new question: 'What if your candidate experience was so positive that it created new customer acquisition opportunities from the people we engaged with?'
- Interviews! All about the fit Culture #1 – accept only those that we know fit and thrive (don’t be scared to say no!) On-board candidates properly by giving them access to prospective team members and other employees during the interview process. Prospective employees meet peers in interview and in social settings before starting so they know what its really like working here – TRUST Make your recruiters accountable for candidate experience, by adding feedback received into their individual reviews/appraisals. Ask for candidate feedback at every stage, and be prepared to action any changes that are needed
- Take the time to turn people down properly, especially after interviews, by helping them with useful tips and links.
- All perspectives are valid = TRUST Get feedback. Measure, monitor and adjust Full disclosure Eg Monthly meetings / Stand ups / Celebrations / Collaboration: Social, CRM, ATS, Data analytics, marketing, Facebook, Twitter, Linkedin, Instagram, What’s App, Snap chat etc + SSO If your leaders tell the story well, get them to tell it continuously / everywhere Values: The family feel increases productivity / Be kind Empathy and compassion needs to be from the top down Invest in great tech - Better, easy to use tech gives employees their time back = happy Introduction email sent by the new starter, Welcome gift box, help them to feel one of us, Induction meetings with all departments Training programme from day 1, Directors lunch, Social club
- SocialReferral – referral and recommendation + loyalty, dedication, teamwork etc = AMBASSADORS No social media policies, ie we are all contributors Our EB is a company thing – every one of us own it. Stay on good terms with “graduates” / ex-employees eg BCG helps leavers to get new jobs, better contracts etc and asks the leavers to make referrals and talk to new recruits to share their experiences with new starters, even though they have left the business!
- Quicker than other channels – sourcing time shorter Quality hire better – productivity Retention longer Managing expectations from the start.
- Keep it simple Employer branding: creation of value proposition communication of the set of values influence to drive perception to target audience Adopt a grown up and lifestyle approach to people management = we’re all adults (Take the job seriously, not ourselves!) Establish and promote a good working, reward & recognition programme and celebrate more than top billers Measure and monitor the data but don’t forget the intangibles – travel, natural disasters = mood altering effects Extra Tip Use every candidate touch point to remind people of your values, culture and employer brand, by sharing real examples from your own employees.