2014 Employer Branding Global Trends Survey Report by Employer Brand International
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This document is a report from Employer Brand International (EBI) on their 2014 global employer branding trends study. Some key findings include: - HR and marketing are most commonly responsible for employer branding efforts. - Most companies plan to maintain or increase spending on employer branding in 2014. - Developing a clear employer brand strategy and using social media are widely seen as important to achieving talent attraction goals. - Attracting and retaining talent, improving employer perception, and increasing applicant quality are the top benefits companies report from employer branding.
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2014 Employer Branding Global Trends Survey Report by Employer Brand International
- 1. www.employerbrandinternational.com 2014 Employer Branding Global Trends Study Report Brett Minchington MBA Chairman/CEO Employer Brand International May 2014
- 9. Research partner acknowledgements At EBI, we value highly the level of support from individuals and organisations in the Employer Branding Global Community who are committed to furthering the science of employer branding to assist leaders develop a working environment that is more aligned with the needs of employees and customers. I would like to thank the Senior Associates and Advisory Team at Employer Brand International who contributed to the development and distribution of the survey around the world. We also received tremendous support from Associations, Companies and Individuals to distribute the survey to their client networks around the world. Our sincere appreciation of their support is extended to: • RoMarketing – www.romarketing.ro • HeadHunter – www.hh.ru • People Matters www.peoplematters.com • Radosław Knap, KNAPRO Consulting • HR Future – www.hrfuture.net • HainesAttract – NZ www.hainesattract.co.nz • Ryan Estis & Associates – www.ryanestis.com • Bluivy Group – www.bluivygroup.com We look forward to the ongoing support of the employer brand global community and our regional partners for our future research initiatives. Thank you! The team at Employer Brand International 8
- 10. Objectives Employer Brand International Senior Associates consulted with regional partners, companies and vendors to assist in defining objectives for this research project. The key objectives of the survey are: 1. To engage with leaders around the world to discover their opinions and insights on how employer branding is currently being applied inside their organisations to attract, engage and retain talent and their future plans for their employer branding program. 2. To better understand the regional differences in the evolution of employer branding around the world. 3. To obtain the latest empirical data on employer branding to share with the Global Community to advance employer brand theory, principles and practice. 4. To identify the key employer branding trends during the period 2009‐2014. Method The survey was conducted during the period 23rd October 2013 to 28th February 2014. Responses were collected via an online survey. The survey was also promoted in social media channels and in magazine and journal articles written by the Employer Brand International team. It was also promoted via blogs and banner ads on websites of our distribution partners. A total of 1143 responses were received from 18 countries and regions. Europe (other) includes all European countries except Poland, Romania and Spain which are included separately in this study. Responses have been weighted to remove bias when presenting the global results and the actual responses have been used to present the regional findings. Some totals or averages may not add up due to rounding. The survey consists of 20 closed ended questions. 9
- 11. 1.0: EXECUTIVE SUMMARY Employer Brand International (EBI) is committed to undertaking global research to assist companies and their leaders to better manage the employment experience and create a better place to work for employees, whilst assisting to enhance the communities they operate in. In support of this objective EBI conducted its third global study on employer branding trends and this report provides highlights of the study and insights into what’s changed during the period 2009‐2014. The differences in regions across the world which should be considered by leaders when managing their employer brand strategy is also presented. The workplace has changed somewhat since our first employer branding study published in 2009. Today the challenges facing many companies in their ability to attract, engage and retain talent who can contribute to their strategic objectives have become increasingly complex. In today’s borderless global environment companies are face with challenges such as: • Political instability • Social and technological changes • Immigration quotas • The need for people systems integration • Understanding of culture diversity • Jobless economic recovery in many countries • Declining fertility rates • Inequality in global education standards • Aging populations in many developed economies. These threats come at a time as companies are finding it increasingly difficult to match available jobs and talent with the skilsets required. Minchington (2005) defines Your Employer Brand as “the image of your organization as a ‘great place to work’ in the mind of current employees and key stakeholders in the external market (active and passive candidates, clients, customers and other key stakeholders).” Employer branding is therefore concerned with the attraction, engagement and retention initiatives targeted at enhancing your company's employer brand. This report will inform leaders around the world across all industries and company sizes on how employer branding is evolving around the world and presents implications for companies to consider in developing their employer brand strategic agenda. Employer Branding Global Insights and Regional Analysis The global survey was conducted during the period 23 rd October 2013 to 28th February 2014. A total of 1143 responses were received from respondents in nineteen regions across the world including Asia, Australia, Belarus, Canada/USA, Europe, India, New Zealand, Poland, Romania, Russia, Scandinavia, Spain, South Africa, South America, Turkey, UAE, UK, and Ukraine. The survey provides detailed insights into the current status of employer branding and future plans for organisations. It also details key trends over the past five years. Strategy ownership We discovered employer branding is no longer the sole domain of the HR department, the traditional custodians. Increasingly teams of HR, Marketing and Communication professionals are managing the employer brand strategy. 36% of employer brand strategies are now managed by HR departments compared to 31% in our 2009 study (43% in 2009). Investment plans Employer branding is continuing to receive a larger resource allocation with 38% of companies planning to increase their investment or maintain current expenditure levels (32%) for employer branding initiatives in 2014. 10
- 15. 2.0: IMPLICATIONS FOR BUSINESS The findings of this Employer Branding Global Trends Study have several implications for business. We present 65 Questions for consideration by your organisation: Strategy 1. Do we adopt a strategic approach to employer branding and consider all factors which impact on our employer brand (see appendix B). 2. Have we identified the priority areas to invest in our employer brand strategy over the next two years? 3. Have we allocated sufficient resources to effectively deliver our employer brand strategy? 4. How integrated is our customer engagement and employee engagement initiatives? 5. Are we prepared to meet our next phase of growth? How strong is our talent pipeline to support this growth? 6. Can we source the expertise internally to deliver our employer brand strategy or do we need to partner with external experts? How are we connected to these experts? 7. Do we have the right measures in place to measure the effectiveness of our employer brand strategy in the short, medium and long term? 8. How will the political environment in the regions we operate impact on our employer brand strategy? 9. Are we developing strategies to tap into the talent amongst the rising levels of youth unemployment in many countries? 10. Have we defined our employer value propositions (EVP’s)? 11. How effective are we in communicating our EVP’s to our target audience(s)? 12. How are we managing social changes which impact on our employer brand? How effective are we in supporting our employee’s need for a richer, fuller lifestyle? 13. How are we perceived by our external partners? Do we treat them any differently to our employees? 14. How distinctive is our employer brand and EVP’s? Have we identified our distinctive assets? 15. How do we differentiate our employment experience compared to our competitors? 16. How do we identify opportunities for innovation? 17. How do we know we are attracting and retaining the best latent? 18. How do we measure our corporate reputation? Is it a reliable measure? How does it impact our employer brand? 19. How engaged are the Executive team in our employer brand strategy? Are they assisting or hindering our progress? 20. How important is the support of our CEO to effectively deliver our employer brand strategy? 21. How integrated is our employer brand across online and offline touchpoints? 22. How much do we know about the employer brand strengths of our competitors? 23. How prepared are we to meet the challenges from market forces which will impact on our business over the next three years? 24. How well do we collaborate across functions to implement our employer brand strategy? 25. How will mergers or acquisitions impact on our employer brand? How effective are we in managing change and integrating cultures? 26. How will the uncertainty of the global economic environment impact on our employer brand program? What are the key initiatives we should focus on over the next five years? 27. Is our employer brand strategy aligned with our organisational objectives? 14
- 16. 28. Is our investment in employer branding consistent with achieving our objectives? 29. What are the challenges we need to address to ensure leaders in countries where we operate engage in the effective delivery of our employer brand strategy? 30. What are the key focus areas to ensure we address the priorities of our people policies, systems and processes which will have most impact on our employer brand? 31. What are we doing to communicate our employer brand objectives to line managers and how engaged are they in supporting the strategy? 32. What are we doing to improve the community we operate in? 33. What is the best team we can bring together based on our objectives and resources to deliver our employer brand strategy to the highest standard? 34. What is the connection between our corporate, consumer and employer brand strategies? Are we optimising the outcomes for each and investing efficiently? 35. What is the optimal staffing model for our company and how will contingent workforce planning benefit our employer brand? 36. What is the role of diversity in our company and how is it impacting on our employer brand? 37. What leadership skills, experiences and capabilities do we need to effectively deliver our employer brand strategy? Talent Acquisition 38. Do we collect feedback from candidates on their satisfaction with our recruitment process? 39. Have we assessed our most effective channels for recruiting talent? Are we allocating sufficient resources to optimise the quality of new hires? 40. How effective are we in developing our existing talent? Have we identified the skill and capability gaps? 41. How effective is our employer referral program? 42. What are we doing to mobilize our recruitment processes? 43. How effective are we in inducting new hires? What are three initiatives we can implement to enhance our employer brand during the induction process? Social media 44. How effective are we in using social media to better understand the needs of our target audience? 45. How effective is our social media content strategy and how does it enhance our employer brand? 46. How social is our company? Who are the key social media influences in our company? 47. Do our social media policies support or hinder our ability to become a social business? Technology 48. How capable are our employees in using mobile technology to support our employee engagement initiatives? 49. How can we leverage mobile technology to build a stronger employer brand? 50. How can we use technology to assist internal teams and external vendor collaborations to foster innovation and growth? 51. How well do we communicate our EVP’s on mobile devices? 52. How are we ensuring the privacy and integrity of our employee and candidate online data? 53. Do we provide employees with access to modern technology and equipment to enhance their workflow? 15
- 17. Talent retention 54. Have we provided training for our managers and senior leaders in how to deliver an ‘on brand’ employment experience for their teams? What should we include in the training program to maximise impact? 55. What is the most effective way to ensure all employees understand what behaviors are reflective of our brand promise? 56. How can we align rewards and incentives to reduce the focus on the salary package as the key driver of why people join or leave our organisation? 57. How do we consider and adapt to the changing needs of employees as they transition through the employee lifecycle from hire to retire? 58. How effective are we at managing employee engagement across the company? How do we make leaders accountable for engagement in their teams? 59. How effective are we in rewarding talent in an environment of low wage growth? 60. How effective are we in managing the diversity of generations in the workplace? 61. How effective does communication flow throughout our company? 62. What are the benefits to our employer brand in offering employees the opportunity to work virtually? 63. What are we doing to empower employees to take charge of their career and personal development? What are we doing to support the development of our employees? 64. What are we doing to support a family friendly workplace? 65. Can we realistically offer job security to our employees and what are we doing to ensure our talented employees have a future with us? 16
- 19. Demographics (Global) © Employer Brand International 2013 Employer Branding Global Insights Research Study 59% 41% Asia 44 • Australia 78 • Belarus 24 • Canada/USA 86 • Europe (other) 102 • India 36 • New Zealand 51 • Poland 78 • Romania 49 Russia 231 • Scandinavia 45 • South Africa 36 • South America 45 • Spain 78 •Turkey 30 • UAE 24 • UK 62 • Ukraine 44 18
- 20. Demographics (Global) Age Employee Number Organisation Type 14% 42% 29% 13% 2% <20‐29 30‐39 40‐49 50‐59 60 13% 15% 23%16% 33% 1‐10 11‐100 101‐1000 1001‐5000 5000 3% 5% 92% Government Not for profit For profit © Employer Brand International 2014 Employer Branding Global Trends Study 19
- 24. Table 1: Inside the regional data ‐ Departments responsible for managing the employer brand Top 3 responses –the % represents the highest response Asia Australia Europe (other) New Zealand Scandinavia Spain Canada/USA Human Resources 55% 35% 40% 73% 40% 60% 53% Marketing 2 2 2 2 CEO 3 2 Directors 3 3 HR, Marketing & Communications 3 Talent Management 3 3 HR & Communications 2 2 Communications 3 Belarus India Poland Romania Russia South Africa South America Human Resources 56% 31% 48% 2 2 56% Marketing 3 2 3 33% 2 Executive team 2 3 CEO 3 3 Directors 2 HR, Marketing & Communications 2 Branding 3 Human Resources & Communications 3 Human Resources & Marketing 27% 25% Turkey UAE UK Ukraine Human Resources 65% 2 35% 3 Marketing 3 CEO 38% 2 Talent Management 2 HR & Communications 2 3 2 HR & Marketing 25% 23
- 26. Table 2: Inside the regional data ‐ Investment plans for employer branding Top response ‐ the % represents the highest response Asia Australia Europe (other) New Zealand Scandinavia Spain Canada/USA An increase in the amount invested 46% 46% 59% 44% Approximately unchanged investment 37% 53% 45% Need to justify investment Unsure A decrease in the amount invested Belarus India Poland Romania Russia South Africa South America An increase in the amount invested 48% 33% 31% 45% Approximately unchanged investment 41% 44% Need to justify investment 44% Unsure A decrease in the amount invested Turkey UAE UK Ukraine An increase in the amount invested 45% 38% Approximately unchanged investment 36% 37% Need to justify investment Unsure A decrease in the amount invested 25
- 28. Table 3: Inside the regional data ‐ Status of employer brand strategy Top response ‐ the % represents the highest response Asia Australia Europe (other) New Zealand Scandinavia Spain Canada/USA Yes, we have a clear strategy Yes, but it can be further developed 41% 48% 41% 53% No, but we are working on it 32% 35% 42% No, we have not developed a strategy I don't know Belarus India Poland Romania Russia South Africa South America Yes, we have a clear strategy Yes, but it can be further developed 46% No, but we are working on it 39% 33% 31% 39% 47% 56% No, we have not developed a strategy I don't know Turkey UAE UK Ukraine Yes, we have a clear strategy Yes, but it can be further developed No, but we are working on it 40% 38% 29% 45% No, we have not developed a strategy I don't know 27
- 30. Table 4: Inside the regional data ‐ Which activities are you currently undertaking to enhance your employer brand? Top 3 responses ‐ the % represents the highest response Asia Australia Europe (other) New Zealand Scandinavia Spain Canada/USA Career website development 59% 2 2 76% 2 2 Defining employer value proposition(s) 3 3 Employee referral program 3 3 Recruitment ad./employer marketing 2 3 2 3 Social media 62% 67% 2 75% 55% 71% Alumni programs 3 Belarus India Poland Romania Russia South Africa South America Career website development 2 59% 2 Defining employer value proposition(s) 44% Developing employer brand strategy 3 Employer brand positioning 2 Employee referral program 3 Induction program 67% 3 64% 2 Leadership development program 3 Recruitment ad./employer marketing 83% 2 69% Recruitment branding 2 Social media 56% 3 3 FG with employees to define EB 3 2 Turkey UAE UK Ukraine Career website development 2 63% 2 Applicant tracking system 3 Induction program 55% Recruitment ad./employer marketing 62% 3 2 Social media 3 2 67% FG with employees to define EB 3 29
- 32. Table 5: Inside the regional data ‐ Achieving employer branding objectives Top response (rating out of 7) ‐ the % represents the highest response Asia Australia Europe (other) New Zealand Scandinavia Spain Canada/USA Having a clearly defined strategy 6.06 5.76 6.07 5.93 CEO engagement Senior management engagement 6.32 6.09 6.13 Belarus India Poland Romania Russia South Africa South America Having a clearly defined strategy 6.23 5.82 6.78 Senior management engagement 5.90 6.63 Communications planning 6.56 6.49 Turkey UAE UK Ukraine Having a clearly defined strategy 6.37 CEO engagement 6.50 Senior management engagement 6.09 Defining our EVP 6.13 31
- 34. Table 6: Inside the regional data – The most important employer brand attributes to attract talent Top response (rating out of 7) ‐ the % represents the highest response Asia Australia Europe (other) New Zealand Scandinavia Spain Canada/USA Compensation and benefits 6.32 6.17 Corporate reputation and culture 6.19 Leadership 6.25 5.96 6.33 Work environment 6.09 Belarus India Poland Romania Russia South Africa South America Career development 6.35 6.40 Compensation and benefits 5.90 5.27 Corporate reputation and culture 6.50 6.33 Recruitment and induction processes 6.67 Turkey UAE UK Ukraine Career development 6.50 Corporate reputation and culture 6.43 Leadership 5.97 Work environment 6.50 33
- 36. Table 7: Inside the regional data ‐ Challenges in managing the employer brand program Top response (rating out of 7) ‐ the % represents the highest response Asia Australia Europe (other) New Zealand Scandinavia Spain Canada/USA Being creative and innovative to distinguish our employment offering 5.17 Senior leadership engagement 4.70 4.38 Obtaining an adequate budget 4.99 4.71 4.91 Communicating key employer brand messages to potential recruits 5.32 Belarus India Poland Romania Russia South Africa South America Being creative and innovative to distinguish our employment offering 4.48 Senior leadership engagement 5.38 Obtaining an adequate budget 5.09 5.89 5.33 Communicating key employer brand messages to potential recruits 5.13 Co‐oordinating employer brand messages across different departments 5.45 Turkey UAE UK Ukraine Being creative and innovative to distinguish our employment offering 4.90 Obtaining an adequate budget 5.40 Co‐oordinating employer brand messages across different departments 5.25 5.07 35
- 38. Table 8: Inside the regional data ‐ What is important to people? Top 3 responses ‐ the % represents the highest response Asia Australia Europe (other) New Zealand Scandinavia Spain Canada/USA It is important to me that my friends know the company I work for 3 My friends’ perception of the company I work for is important 2 3 It is important to me that my family knows the company I work for My family's perception of the company I work for is important 2 3 3 3 2 It is important that other people want to work for my employer 46% 2 3 2 2 63% 53% Other people’s perception of the company that I work for is important to me. 3 46% 43% 47% 47% 2 Belarus India Poland Romania Russia South Africa South America It is important to me that my friends know the company I work for 3 2 My friends’ perception of the company I work for is important 3 3 3 2 3 It is important to me that my family knows the company I work for My family's perception of the company I work for is important 2 3 It is important that other people want to work for my employer 75% 67% 69% 67% 75% 67% 60% Other people’s perception of the company that I work for is important to me. 2 2 2 3 2 37
- 39. Turkey UAE UK Ukraine It is important to me that my friends know the company I work for 3 My friends’ perception of the company I work for is important 2 It is important to me that my family knows the company I work for My family's perception of the company I work for is important 3 2 3 It is important that other people want to work for my employer 72% 48% 72% Other people’s perception of the company that I work for is important to me. 2 68% 3 2 38
- 41. Table 9: Inside the regional data ‐ Metrics used to measure return on investment (ROI) of the employer brand strategy Top 3 responses ‐ the % represents the highest response Asia Australia Europe (other) New Zealand Scandinavia Spain Canada/USA Cost per hire 3 Employee engagement 37% 3 2 41% 53% 2 48% Employee referral rate of new hires 3 Number of applicants 2 Ranking in best employer awards 2 3 46% Retention rate 2 39% 3 2 3 2 Quality of hire 46% 3 Belarus India Poland Romania Russia South Africa South America Cost per hire 2 3 2 Employee engagement 2 3 2 2 Employee referral rate of new hires 3 3 3 Number of applicants 46% 3 Ranking in best employer awards 64% Retention rate 52% 3 48% Quality of hire 2 49% None, we haven't defined our metrics as yet 2 44% 52% Turkey UAE UK Ukraine Cost per hire 3 53% Employee engagement 68% 37% 2 Number of applicants 2 Ranking in best employer awards 45% Retention rate 3 Quality of hire 3 3 2 None, we haven't defined our metrics as yet 2 40
- 43. Table 10: Inside the regional data ‐ Communicating the employer brand in 2014 Top 3 responses ‐ the % represents the highest response Asia Australia Europe (other) New Zealand Scandinavia Spain Canada/USA Career fairs 3 Career website 59% 2 78% 2 2 76% Employee referral program 3 Internal newsletters (e.g. staff e‐news) 2 Online job boards 3 Social media 3 65% 2 70% 72% 57% 2 Training & development programs 3 3 3 Company brochures 2 Belarus India Poland Romania Russia South Africa South America Career fairs 59% 3 Career website 78% 69% 60% 2 67% Employee referral program 3 3 3 3 Induction process 2 Internal newsletters (e.g. staff e‐news) 2 Social media 2 2 Training & development programs 3 2 2 74% On campus activities 71% Company brochures 3 Turkey UAE UK Ukraine Career website 70% 62% 80% 70% Company events e.g. AGM, product launches Employee referral program 3 Online job boards 3 2 Social media 3 2 2 3 Training & development programs 2 42
- 45. Table 11: Inside the regional data – Most effective employer branding initiatives Top 3 responses ‐ the % represents the highest response Asia Australia Europe (other) New Zealand Scandinavia Spain Canada/USA Effective leadership development program 2 Career website development 18% 3 2 3 Defining our employer value propositions 2 3 Our ranking in Best Places to Work survey 16% Social media participation 3 2 2 22% Talent development strategy 2 30% 3 None identified as yet, too early to tell 3 16% 17% 38% 3 2 Belarus India Poland Romania Russia South Africa South America Effective leadership development program 3 2 2 Defining our employer value propositions 2 2 3 Employee referral program 2 3 3 Increased communications b/t int. depts. 3 3 2 Social media participation 22% Talent development strategy 33% 25% I don't know 2 None identified as yet, too early to tell 30% 23% 20% 41% 3 Turkey UAE UK Ukraine Career website development 2 Defining our employer value propositions 2 18% Employee referral program 3 Increased communications b/t int. depts. 2 Our ranking in Best Places to Work survey 2 Social media participation 20% 3 Talent development strategy 3 38% I don't know None identified as yet, too early to tell 2 38% 44
- 47. Table 12: Inside the regional data ‐ Main benefits of employer branding Top 3 responses ‐ the % represents the highest response Asia Australia Europe (other) New Zealand Scandinavia Spain Canada/USA Decrease in staff turnover 3 Ease in attracting candidates 36% 36% 43% 3 33% 3 34 Higher job acceptance rate 3 3 Increased employee engagement 2 2 2 47% Recognition as an employer of choice 3 2 2 Reduced recruitment costs 2 None identified as yet, too early to tell 35% 28% Setting a standard & framework for all HR activity 2 Belarus India Poland Romania Russia South Africa South America Decrease in staff turnover 2 Decreased time‐to‐fill 52% 33% Ease in attracting candidates 2 2 37% 3 30% Higher job acceptance rate 3 Increase in number of unsol. resumes 2 44% Increased employee engagement 3 62% 33% 2 3 2 Recognition as an employer of choice 3 3 None identified as yet, too early to tell 3 2 Turkey UAE UK Ukraine Decrease in staff turnover 2 2 55% Decreased time‐to‐fill 2 Ease in attracting candidates 38% 42% Higher job acceptance rate 60% 3 Increase in number of unsol. resumes 3 Increased employee engagement 3 Recognition as an employer of choice 2 None identified as yet, too early to tell 3 46
- 49. © www.brettminchington.com • Employer branding for business transformation • Support of culture diversity across countries • Dedicated employer branding department with representatives living in countries outside headquarters • Open lines of communication across borders • Systems integration to support global talent attraction, engagement and retention strategy • Support of employer brand strategy at Executive level • Integrating Employer Brand and EVP’s into company culture • Alignment of policies, systems, processes with EVP’s • Development and management of global careers site • Employer brand metrics developed and reported on • Employer branding across employee lifecycle • Internal and external research to define EVP’s • Distinctive assets defined and promoted • Employer brand strategy developed • Cross functional collaboration on employer brand strategy • Training of line managers in employer brand management • Company siloed with very little collaboration on employer branding between departments • Above the line EVP development • Employer branding for recruitment • Knowledge of employer branding limited to a few people in organisation • Lack of support for employer brand strategy at Executive level • Technical skills focus • Cost control v quality of hire/talent • Recruitment disorganised, dysfunctional and highly operational • Web 1.0 career site • Absence of coordinated global talent attraction, engagement and retention strategy EMPLOYER BRAND EXCELLENCE PATHWAY FOCUS
- 51. Employer Brand Excellence FrameworkTM Stakeh olders M arke tForces Cust om ers Prospective Em ployees Corporate Brand EBSP EBEP EVP Employer Value Proposition Employer Brand Employee PlatformTM (EBEP) Recruitment and induction Compensation and benefits Career development Employee research Reward and recognition Communication systems Work environment Employer Brand Strategic PlatformTM (EBSP) Mission, vision, values CSR Leadership Corporate reputation and culture People management policies and practice Performance management Innovation www.brettminchington.com
- 54. Certificate in Employer Brand Leadership About Employer Brand International EBI provides research, advisory and thought leadership in employer branding through strategic consulting, conferences/training, publications, research and global think- tanks. EBI’s expert services are provided through an international network of expert employer brand Senior Associates. EBI’s Global Advisory Board consists of leading corporate professionals and academics from around the world. Why choose to study the Certificate in Employer Brand Leadership? • Study for an in demand leadership skill • Case study approach to support theoretical frameworks • Real world application • Flexible study options • Supportive learning environment • Access to the world’s most extensive employer branding learning resources • Alumni support 1. Since 2007 EBI has trained thousands of managers in employer branding in more than 50 cities in 28 countries. 2. Access to an employer branding global community of 3500+ members. 3. Course is supported by world class learning resources including books, handbooks and global research reports. 4. The first course of its kind offered in partnership with educational institutions, business and the community. 5. Accredited by EBI 5QUICKFACTS Enrol Today! www.employerbrandinternational.com
- 55. WELCOME FROM THE CHAIRMAN/CEO Welcome to the Certificate in Employer Brand Leadership Course – a contemporary leadership program for managers around the world. Since 2007, Employer Brand International has conducted training for thousands of managers in employer branding in more than 50 cities in 28 countries since 2007 including Australia, Belgium, Denmark, France, Germany, Italy, Russia, UAE, UK, and the USA. Employees are fast becoming central to the process of brand building and their behavior can either reinforce a brand’s advertised values or, if inconsistent with these values, undermine the credibility of your messages. Employer branding is a whole of business concept concerned with the attraction, engagement and retention initiatives targeted at enhancing your company’s employer brand. The contest amongst employers to attract and retain talented workers takes place in a world where changes in the political, economic, social and technological environments and concerns about a company’s environmental footprint is driving widespread change in employment patterns. Today, competition for the best employees is as fierce as competition for customers and market share. The course brings together a talented team of academics, strategists and corporate leaders to create an inspiring learning experience in the growing field of employer branding. Our emphasis is on assisting you to develop leadership, communication, problem solving and team building skills, which will enable you to better understand and deal with the complex issues of management in a changing business environment. In selecting students we look for high quality people with the potential to not only benefit but also contribute to the learning experience. Whilst practical in orientation, your learning experience will include networking with like minded professionals around the world to support a solid theoretical grounding in employer brand leadership. Organizations that can attract and retain the best minds by leveraging a unique, relevant and distinctive employer brand will have a competitive edge in the marketplace. We look forward to welcoming you and wish you the very best with your studies. Brett Minchington Chairman/CEO Employer Brand International PROGRAM STRUCTURE CORE MODULE A THE BUSINESS CASE FOR EMPLOYER BRANDING Study Unit 1: The Fundamentals Of Employer Branding (EBLFU) CORE MODULE B BEST PRACTICE IN EMPLOYER BRANDING Study Unit 2: Employer Brand Leadership Principles Practices (EBLPP) Study Unit 3: Employer Brand Strategic Management (EBLSM) Study Unit 4: Employer Branding Mapping Competitor Analysis (EBLCA) Study Unit 5: Employer Brand Analytics Reporting (EBLAR) Study Unit 6: Contemporary Practices in Employer Branding Social Media (EBLSM) Study Unit 7: Employee and Customer Experience (EBLCE) CORE MODULE C THE FUTURE FOR EMPLOYER BRANDING Study Unit 8: Employer Branding Social Responsibility (EBLSR) Study Unit 9: Future Trends in Employer Branding (EBLTD) Study Unit 10: Employer Branding Case Study Analysis (EBLCS) HOW TO APPLY Apply online at www.employerbrandinternational.com or to enquire please email Andrea at: andrea@employerbrandinternational.com Please direct all course enquiries to: Ms Andrea Fielding P +61 8 8443 4115 F +61 8 8443 4149 ALUMNI SUPPORT The EBI Employer Branding Global Community is an important part of the life and community of the School, as it forms an integral part of the School’s business relationships. The network is diverse, including students and graduates who work and live locally, interstate and overseas. With more than 3500 members, the EBGC supports members in various ways: • Fostering global networking opportunities • Informing the business community of latest trends in employer branding www.employerbrandinternational.com