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Branding for Influence with CEB & LinkedIn
Who’s in the room?
Most Popular Most Endorsed
Earliest Adopter Most Connected
Ana Rosa
Alonso
Shane
Hicks
Sanjay
Razdan
Charlotte
Johns
9.00am: Introduction & Welcome
9.15am: Branding for Influence with Thomas Handcock,
Practice Leader at CEB
10.15am: Open Discussion & Break
11.00am: Influential Employer Branding on LinkedIn with
Aoife Morehead, Talent Brand Consultant
12.00pm: Close
Agenda
CEB Recruiting Leadership Council
Branding for Influence
A Framework for Member Conversations
The mission of The Corporate Executive Board Company (CEB) and its affiliates is to unlock the potential of organizations and leaders by advancing the science and practice of management.
When we bring leaders together, it is crucial that our discussions neither restrict competition nor improperly share inside information. All other conversations are welcomed and encouraged.
Confidentiality and Intellectual Property
These materials have been prepared by CEB for the exclusive and individual use of our member companies. These materials contain valuable confidential and proprietary information
belonging to CEB, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of CEB. CEB retains any and all
intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced.
Legal Caveat
CEB is not able to guarantee the accuracy of the information or analysis contained in these materials. Furthermore, CEB is not engaged in rendering legal, accounting, or any other
professional services. CEB specifically disclaims liability for any damages, claims, or losses that may arise from a) any errors or omissions in these materials, whether caused by CEB or its
sources, or b) reliance upon any recommendation made by CEB.
© 2014 CEB. All rights reserved. RR0433514SYN
Moving from Appeal to Influence p. 1
Focus Branding on Critical Talent p. 12
Create Messages That Consult p. 17
Build a Network of Brand Influencers p. 24
CONTENTS
© 2014 CEB. All rights reserved. RR0433514SYN
2014 EMPLOYMENT BRANDING EFFECTIVENESS SURVEY
Organization Survey
We interviewed more than 80 recruiting and branding executives and
thought leaders and surveyed nearly 2,000 recruiting staff from over 100
organizations globally to assess the impact of branding activities on the
quality of applicant pool.
Labor Market Survey
We surveyed nearly 4,700 passive and active labor market participants
from 15 countries globally to assess the impact of branding activities
on high-quality and low-quality potential applicants’ likelihood to apply.
Participating Organizations
Partial List
Participating Organizations
Partial List
1
© 2014 CEB. All rights reserved. RR0433514SYN
Moving from
Appeal to Influence
2
© 2014 CEB. All rights reserved. RR0433514SYN
Poor-quality applicants lead to…
…poor quality of shortlist
…low quality of hire
…more new hire turnover
…reduced new hire productivity
…lower business unit profitability
Between 2011 and 2014,
applicant volume rose by
33%, but applicant quality
remained low. Trend in Application Volume
Median Number of Applicants per Open Position
Average Quality of Applicant Pool
Percentage of Applicants for a Given Position Who
Are Considered High Quality (Likely to Become High-
Performing Employees) by the Recruiter
2011 2014
30
40
n = 572 (2011); 977 (2014).
Source: CEB 2011 Candidate Rules of Engagement Survey;
CEB 2014 Employment Branding Effectiveness Survey.
Source: CEB 2014 Employment Branding Effectiveness Survey.
28%
High-Quality Applicants
The Corporate Brand Effect
Organizations with well-known
corporate brands have 43% higher
application volume than those with
lesser-known brands, but applicant
quality is virtually identical.
PROBLEM 1: HIGH VOLUME, LOW QUALITY
3
© 2014 CEB. All rights reserved. RR0433514SYN
PROBLEM 2: NEW TALENT NEEDS STRAIN BRANDOrganizations are under
increasing pressure to attract
new types of talent, and
employment brands struggle to
keep up.
■ As organizations globalize at an
unprecedented rate, they enter labor
markets where they are unknown or
perceived differently than they are in
core markets.
■ As more organizations diversify their
products and services, Recruiting
must hire people with skills their
brands were never meant to attract.
■ Even when talent needs remain the
same, recruiting must still evolve its
employment brand to attract new
generations or people who can help
drive a culture change.
New Mind-Sets
Percentage of Organizations
Undergoing a Cultural Shift “Our business has been underperforming for
years, and the brand is a big driver of
our shift to a culture of innovation.”
Head of Recruiting
Technology
36%
n = 90.
Source: CEB 2014 Employment Branding Effectiveness Survey.
New Generations
Percentage of Organizations Forecasting an
Increase in Hiring Volume from Universities “Most of our workforce will retire soon, but
millennials don’t know who we are.”
Head of Recruiting
Insurance
2011 2014
49%
66%
n=45 (2011); 47 (2014).
Source: CEB 2011 Recruiting Forecast Survey; CEB 2014 Recruiting Forecast Survey.
New Skills
Projected Percentage of Growth in
US Employment, 2008–2018
“The talent we need for our biggest
growth area isn’t attracted to our
corporate brand.”
Employment Branding Director
Consumer Products
All
Occupations
STEMa
Occupations 19%
10%
Source: Robert D. Atkinson and Merrilea Mayo, “Refueling the U.S. Innovation Economy,”
The Information Technology & Innovation Foundation, December 2010.
a
STEM stands for science, technology, engineering, and mathematics.
New Locations
Percentage of Recruiters Attracting Candidates in
New or Different Labor Markets
Compared to Three Years Ago
“Since our business is still emerging in India,
it is hard to find candidates who
are proud to work here.”
Employment Brand Manager
Retail67%
n = 1,044.
Source: CEB 2014 Employment Branding Effectiveness Survey.
New Types of Talent Needed Employment Branding Challenge
4
© 2014 CEB. All rights reserved. RR0433514SYN
YOUR CURRENT GOAL: A MORE APPEALING BRAND
Elements of Today’s Typical Employment Branding Approach
Most organizations focus
employment branding efforts on
becoming better known as a
great place to work.
■ Many organizations have applied
marketing principles to their
employment brands to be as
appealing as possible.
■ The typical organization creates a
core brand with universally appealing
messages that sell the most
compelling aspects of the
organization and communicates
those messages through the most
popular channels.
■ When combined, these elements
lead to a “branding for appeal”
strategy.
Core Brand Focus Messages That Sell Channel-Driven Outreach
Core Brand
Customized Brands
“See our career
opportunities.”
“Be challenged
every day.”
“Our culture is very
collaborative.”
Choosing the appropriate overall brand
theme is rated the #1 most important
branding activity by recruiting and employment
branding leaders.
The average organization expects
to increase use of 6 different
brand channels this year alone.
64% of organizations focus their
brand messages on positive aspects of the
organization’s EVP.a
Branding for Appeal
Promoting the organization as a great place to work
Employment Brand:
The perceptions the labor market
has about an organization as an
employer
Employment Branding: The
efforts employers take to manage
labor market perceptions of the
organization
n = 74 (Core Brand Focus); 1,044 (Messages That Sell); 31 (Channel-Driven Outreach).
Source: CEB 2014 Employment Branding Effectiveness Survey; CEB 2014 Recruiting Forecast Survey.
a
Sixty-four percent includes respondents who strongly disagreed, disagreed, or somewhat disagreed that their employment branding messages emphasized the negative aspects of working at their
organizations.
5
© 2014 CEB. All rights reserved. RR0433514SYN
BRANDING FOR APPEAL ADDS TO INFORMATION
OVERLOAD
How Applicants Learn About Employers Today
Relative Influence of Information on Applicants’ Decision to Applya
In today’s information-rich labor
market, appealing employment
branding adds to the amount of
unhelpful information applicants
receive.
■ Potential applicants have access to
an unprecedented amount of
information to inform their application
decisions.
■ When applicants look to
organizational communications to
decide where to apply, appealing
branding tells them that many
organizations are great places to
work. Rise in Amount of (Low Quality)
Information from Other Sources
Source: Robin Dunbar, “The Social Brain Hypothesis,” Brain 9(10), 178-190; Stephen Wolfram, “Data Science of the Facebook World,” 24 April 2013, http:/ /blog.stephenwolfram.
com/2013/04/data-science-of-the-facebook-world/; LinkedIn, http:/ /www.linkedin.com; Glassdoor, http:/ /www.glassdoor.com; CEB Q4 2013 Global Labor Market Survey;
CEB Q3 2013 Global Labor Market Survey.
a
Organizational communications includes the organization’s careers website, social media presence, and job postings. Information from other sources includes friends and family, current and former
employees, news stories, etc.
n = 708.
Impact When Organizational
Communications Brand for Appeal
Core Brand Focus
Universally appealing branding themes go unnoticed when
experienced en masse.
Messages That Sell
Similar selling points across employers make them
indistinguishable from each other.
Channel-Driven Outreach
Broader presence augments the same unhelpful
information for applicants to consider.
130% Growth in number of contacts
available to the average applicant since 2006
35x The exponential growth of LinkedIn users
since 2006
22x The exponential growth of Glassdoor
membership since 2011
45% Employees who admit to being less than
honest when telling friends and family what it is like to
work at their organization
20%
Organizational
Communications
80%
Information from
Other Sources
n = 5,410.
6
© 2014 CEB. All rights reserved. RR0433514SYN
MORE INFORMATION MORE INFORMED
Applicant Uncertainty About Where to Apply
More Skepticism
Applicants struggle to make the
right decisions based on the
information available to them
about and from potential
employers.
■ Applicants are more skeptical about
the appealing things employers say
about themselves and, consequently,
less confident about where they
should apply.
■ Applicants in high-demand
segments are even more skeptical
of employers, yet they are more
likely to know which employers to
consider, which suggests high-
quality applicants are being
heavily targeted.
“Compared to three years ago, I am more
skeptical of what employers say about
themselves.”
“If I wanted to leave my current employer, I know
which other employers I would consider applying
to.”
Less Confidence
61%
Agree or
Strongly Agree
31%
Agree or
Strongly Agree
n = 4,663.
Source: CEB 2014 Employment Branding Effectiveness Survey.
a
STEM stands for science, technology, engineering, and mathematics.
n = 5,412.
Source: CEB Q4 2013 Global Labor Market Survey.
b
STEM stands for science, technology, engineering, and mathematics.
■ Applicants in Emerging Markets: 66%
■ STEMa
Talent: 61%
■ Millennials: 65%
■ Applicants in Emerging Markets: 43%
■ STEMb
Talent: 31%
■ Millennials: 35%
7
© 2014 CEB. All rights reserved. RR0433514SYN
PERSUADE THE BEST, DEFLECT THE REST
Strategic Employment Branding Shift Required Today
Branding for influence gives
applicants the trusted guidance
they need in today’s information-
rich labor market.
Branding for
Appeal
Promoting the
organization as a
great place to work
Branding for
Influence
Giving applicants
trusted guidance to make
better decisions about
whether to apply
Key Trade-Offs of a Branding for Influence Strategy
Influential Brands Help Applicants Make Better Decisions By…
Awareness of
the Employer
Attention to the
Employer
Perception of
the Employer
Consideration
of the Employer
Application
Submission
…focusing their attention, rather than increasing
awareness, in an environment in which it is easy to
identify potential employers.
…driving consideration of fit instead of improving
perceptions, because employers want the highest-
quality candidates to apply while dissuading poor-
quality candidates.
Source: CEB analysis.
8
© 2014 CEB. All rights reserved. RR0433514SYN
THREE STEPS TO BRANDING FOR INFLUENCE
Branding for Influence
Giving applicants trusted
guidance to make better
decisions about whether to
apply
1
Customized
Brands Focus
2
Messages That
Consult
3
Messenger-Driven
Outreach
Core Brand
Customized Brands
“Check out
this company that I
didn’t know hires
for…”
“Your work helps
achieve our mission
by…”
“Given your
interests, I think the
right job for you will
be…”
Source: CEB analysis.
Branding for Appeal
Promoting the
organization as a
great place to work
Core Brand
Focus
Messages
That Sell
Channel-Driven
Outreach
Core Brand
Customized Brands
“See our career
opportunities.”
“Be challenged
every day.”
“Our culture is very
collaborative.”
9
© 2014 CEB. All rights reserved. RR0433514SYN
10
40
70
LARGE POTENTIAL IMPACT OF INFLUENTIAL BRANDING
Quality of Applicant Pool by Organizationa
In Ascending Order
Shifting from appealing to
influential branding quadruples
the strength of your applicant
pool.
■ At organizations that
brand for influence, 43% of
applicants are considered high
quality—compared to
28% at organizations that brand
for appeal and 24% at
organizations that do not
manage their brands.
n = 1,044 recruiters.
Source: CEB 2014 Employment Branding Effectiveness Survey.
a
The percentage of applicants for a given position who are considered high quality (likely to become high-performing employees) by the recruiter.
43%
70%
10%
24%
28%
QualityofApplicantPool
On average, branding for appeal increases
applicant quality only slightly, from 24% to
28%.
Branding for influence drives a much bigger
increase in applicant quality— to 43%, on
average.
Average
Organization with
an Influential Brand
(Giving Applicants Trusted
Guidance to Make Better
Decisions About Whether to
Apply)
How to Read This Chart
The blue line represents each of the
100+ organizations we surveyed,
ordered from left to right based on
its average quality of applicant pool.
The three labels along the bottom
represent the average organization
that does not manage its brand, the
one that brands for appeal, and the
one that brands for influence,
respectively.
Average
Organization with an
Unmanaged Brand
(No or Ineffective
Management of the
Employment Brand)
Average
Organization with an
Appealing Brand
(Promoting the
Organization as a Great
Place to Work)
1.Branding for Appeal 2. Branding for Influence
2
1
10
© 2014 CEB. All rights reserved. RR0433514SYN
BUSINESS IMPLICATIONS OF BRANDING FOR INFLUENCEBranding for influence creates
significant downstream and
monetary returns.
■ By moving from branding for appeal
to branding for influence, the
percentage of your applicants who
are high quality can increase by
54% (from 28% of applicants being
high quality to 43% being high
quality).
■ This increase in applicant quality
translates to 22% higher quality of
shortlist and 9% higher quality of hire,
holding everything else constant.
■ Higher-quality hires are higher
performing and less likely to leave,
leading to returns from business
unit profitability and turnover cost
savings, which reach millions of
dollars at a typical organization.
Source: CEB 2014 Employment Branding Effectiveness Survey; CEB 2013 Selection Effectiveness Diagnostic; CEB 2012 Global Recruiting Effectiveness Survey.
a
The percentage of applicants for a given position who are considered high quality (likely to become high-performing employees) by the recruiter.
b
Organizations with influential brands spend an average of US$1,509,211 annually, whereas organizations with appealing brands spend an average of US$1,467,725.
a
Quality of shortlist is measured based on hiring managers’ responses to the following question: Thinking of the most recent position that you filled, on a scale from 1 to 10 (10 being
best), how would you rate the quality of the candidates you interviewed?
d
Quality of hire is defined as the new hire’s current and likely future effectiveness at completing his or her individual tasks, contributing to others’ performance, and using others’ contributions to improve
his or her own performance. See the Appendix for more detail on CEB’s quality of hire definition.
By Shifting from Branding for Appeal to Branding for Influence, the Typical Organization Can See…
Greater quality of
applicant
poola
from a 3%
average increase in
branding costsb
22%
Higher
quality
of shortlistc
54%
Higher
quality
of hired
More high-
performing
new hires
Lower
new hire
turnover
Increased
business unit
profitability
Turnover
cost savings
9%
2.5x
23% US$1.4
million
US$2.7
million
Note: See the Appendix for details regarding all calculations.
11
© 2014 CEB. All rights reserved. RR0433514SYN
Create Messages
That Consult
Focus Branding on
Critical Talent
Build a Network of
Brand Influencers
ROADMAP FOR THE PRESENTATION
12
© 2014 CEB. All rights reserved. RR0433514SYN
INFLUENCE REQUIRES DEEPER CUSTOMIZATION
Applicant Perception of Brand Influencea
by Degree of Brand Customization
Deeply customize branding to
each talent segment to influence
applicant decisions.
■ Surface-level branding
customization is insufficient to help
applicants make better decisions
about where to apply.
■ Potential applicants need to
experience deeply customized
employment branding
that clearly relates to their
background, skills, and values.
n = 3,772.
Source: CEB 2014 Employment Branding Effectiveness Survey.
a
Applicant perception of brand influence is a measure of the extent to which applicants agreed that the information they learned before applying to an organization helped them decide whether they
would succeed there.
ApplicantPerceptionofBrandInfluence
Degree of Brand Customization
100
50
0
Surface-Level Customization Deep Customization
Less customized employment branding recycles standard
branding initiatives throughout the organization.
Sample Initiatives:
■ Promoting messages from the core brand that align with each
segment’s EVP preferences
■ Pushing out segment-specific content to central career
channels
■ Including profiles of employees from different talent segments
on the central careers website
More deeply customized employment branding engages each talent
segment with relevant details about the employment experience.
Sample Initiatives:
■ Crafting new messages and content that reflects each segment’s
work experience
■ Creating targeted microsites and social media profiles that align with
segment-specific channel usage
■ Training different employees from within each talent segment to
champion the employment brand
13
© 2014 CEB. All rights reserved. RR0433514SYN
MEETING TALENT NEEDS BY MANAGING A
PORTFOLIO OF CRITICAL TALENT BRANDS
Thomson Reuters’s Portfolio of Critical Talent Employment Brands
Instead of focusing all efforts on
its core global employment
brand, Thomson Reuters targets
brand messages directly at
critical talent segments.
■ Thomson Reuters creates a brand
blueprint based on core EVP
messages rather than creative
attributes, such as logos and taglines.
■ Using the brand blueprint as a
guide, Thomson Reuters creates
sub-brands for target segments,
rather than just “dialing up” global
brand attributes.
■ Thomson Reuters determines which
communication channels should
carry which messages by assessing
the channel’s audience and the
current hiring needs of
the organization.
Brand Blueprint
■ Work that matters
■ Careers without boundaries
■ Flexibility to perform
Source: Thomson Reuters; CEB analysis.
1. Create Brand Blueprint
2. Define Sub-Brands for
Critical Segments
3. Tailor Communication
Messages
Content
■ xxxxxxxx
■ xxxxxxxx
■ xxxxxxxx
Sales
■ xxxxxxxx
■ xxxxxxxx
■ xxxxxxxx
Campus
■ Diversity
■ xxxxxxxx
■ xxxxxxxx
■ xxxxxxxx
Diversity
■ xxxxxxxx
■ xxxxxxxx
■ xxxxxxxx
Emerging Markets
■ xxxxxxxx
■ xxxxxxxx
■ xxxxxxxx
Technology
■ Working on innovative
products
■ Perfecting technical
expertise and skills
■ Using tools and
technology to find the right
work–life balance
Job Fair
14
© 2014 CEB. All rights reserved. RR0433514SYN
NOT JUST “DIALING UP”
Thomson Reuters’s Segment-Specific Brand Creation Activities
Thomson Reuters creates sub-
brands for target segments,
rather than just dialing up global
brand attributes.
■ Thomson Reuters reviews HR
strategy and workforce plans to
identify talent segments critical to
achieving business outcomes.
■ The company creates distinct sub-
brands to reach the critical
segments.
Define Detail Disseminate Double Check
What
Thomson
Reuters Does
Define the brand
statements from the
target audience’s
perspective.
Clarify the sub-brand
with additional detail
where necessary.
Ensure the sub-brand is
communicated through
relevant channels.
Confirm there is a clear
relationship between the
sub-brand and the brand
blueprint.
Why It Works Using the original brand
blueprint as a starting
point eliminates
unnecessary rework.
Adding segment-
specific detail
maximizes relevance for
the target audience.
Aligning
communication
channels reinforces the
audience’s perceptions of
the brand.
Validating the link
between the global
brand and sub-brand
maintains overall
consistency.
Example for
Technology
Candidates
Work that matters:
Working on innovative
products
Careers without
boundaries: Perfecting
technical expertise and skills
Flexibility to perform:
Using tools and
technology to find the right
work–life balance
The technology blog
includes in-depth stories
and profiles of technology
projects.
Create a technology
careers app.
Boost the mobile
friendliness of the
global careers site.
BRAND
BRAND
Drawbacks of Dialing Up Global
Attributes
When organizations focus on global
brand attributes, they may insert a
segment- specific word (e.g., “work
that matters to technology
employees”) or emphasize the global
attribute in segment- specific
communications. These messages
often do not resonate with the
segment.
Most organizations simply focus on one or two
attributes from their global brand rather than
provide the definition and detail that niche, in-
demand candidates need.
Source: Thomson Reuters; CEB analysis.
15
© 2014 CEB. All rights reserved. RR0433514SYN
Create Messages
That Consult
Focus Branding on
Critical Talent
Build a Network of
Brand Influencers
ROADMAP FOR THE PRESENTATION
16
© 2014 CEB. All rights reserved. RR0433514SYN
Maximum Impact of Employment Brand Message Type on Quality of Applicant Poola
The most influential brand
messages are competitively
positioned, emotionally resonant,
and drive reflection about fit, but
few organizations use these types
of messages.
■ Competitively positioned and
emotionally resonant messages
increase the quality of applicant pool
by 19%, and messages that drive
reflection about fit increase the quality
of applicant pool by 17%.
■ However, these are the least
prevalent types of employment
brand messages that
organizations use.
■ Brand messages focusing on
authenticity of the employment
experience and alignment with
applicant preferences have limited
impact on the quality of applicant
pool but are the most prevalent.
Aligned with
Applicant
Preferences
Accurately
Conveys Employment
Experience
Driving
Reflection
About Fit
Emotionally
Resonant
Competitively
Positioned
n = 1,092 (maximum impact); 70 (percentage of organizations).
Source: CEB 2014 Employment Branding Effectiveness Survey.
a
Organizations using messages that are competitively positioned, emotionally resonant, and that drive self-reflection have employment brands that are 28% more influential than organizations that do not.
Percentage of
Organizations
Using Each Type of
Message
15% 26% 26% 35% 39%
0%
10%
20%
19% 19%
17%
8%
0%
17
COMPETITIVE, EMOTIONAL AND FIT BASED
MESSAGING MOST INFLUENTIAL
© 2014 CEB. All rights reserved. RR0433514SYN
Many organizations brand their
messaging according to
organizational strengths
instead of identifying and
communicating true
differentiators that will set
them apart from talent
competitors.
COMPETITIVELY POSITIONED EMOTIONALLY RESONANT REFLECTION ABOUT FIT
Potential Employment
Brand Message
Perception of Message as a
Strength
Relevance of Message to
Strategic Objectives
Relevance of Message to
Mission, Values, and
Consumer Value
Proposition
Inputs:
■ Internal and External
Focus Groups
■ Best Practice Research
Inputs:
■ Employee Engagement
Survey
■ Internal and External
Focus Groups
Inputs:
■ Annual Report
■ Relevant Business
Strategy Documents
Inputs:
■ Annual Report
■ Relevant Marketing
Strategy Documents
Inputs:
■ Competitors’ Recruitment
Advertisements
■ Competitors’ Web Sites
Our collegial work
environment provides…
High Medium High High
The highly differentiated
work–life benefit is…
High Medium Medium High
You are compensated
based on…
High Medium Low
Low
IDENTIFY TRUE DIFFERENTIATORS, NOT JUST
STRENGTHS
St.George’s Brand Message Effectiveness Diagnostic
Illustrative
True Differentiated Brand Message
Documents and other materials help
populate the Messaging
Effectiveness Diagnostic.
Although the work–life message does not rate highly
against all internal criteria, it is an effective message
because it differentiates the organization from talent
competitors.
Employment Brand Message
Source: St.George Bank; CEB analysis.
A verifiable message that nobody else can say
Source: St.George Bank; CEB analysis.
■ St.George uses a simple
diagnostic to validate which brand
messages are truly differentiated
and focuses branding on these
messages.
Opportunity of Messages
for Competitive
Differentiation
18
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COMPETITIVELY POSITIONED EMOTIONALLY RESONANT REFLECTION ABOUT FIT
POSITIONING ISN’T ALWAYS ABOUT
DIFFERENCES
Thomson Reuters’s Comparative Association Message in India
In a competitive talent market
where it is relatively unknown,
Thomson Reuters India explicitly
refers to the companies it
compares itself to, helping
potential applicants understand
its specific strengths.
■ Thomson Reuters associates
itself with a mix of well- known
brands and industry competitors.
Source: Thomson Reuters; CEB analysis.
Association with well-known brands and other
media and publishing companies
Financial Overview We are Bigger or More Profitable Than…
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FOSTER AN EMOTIONAL CONNECTION BY
CLEARLY COMMUNICATING AN ACHIEVABLE PURPOSE
Johnson & Johnson’s
employment brand
clearly communicates an
achievable purpose, thereby
fostering a stronger emotional
connection.
■ Johnson & Johnson conveys how
to achieve its purpose through its
credo, which comprises simple
statements written in clear
language.
■ Johnson & Johnson makes the
achievability of its purpose
believable by personalizing it for
candidates and
demonstrating how employees
achieve it in their day-to-day
professional lives.
Employment
Brand
Challenges
Johnson
& Johnson’s
Solutions
Desired labor market perception: “The organization has a purpose
and I can contribute to it.”
Show applicants
how to achieve your
purpose through clear
communication.
Johnson & Johnson’s
credo
Make your purpose
personal by showing
employees achieve it.
Johnson & Johnson’s
personalized purpose
Desired reaction among high-quality applicants: “The organization has a
purpose I care about, and I can contribute to it.”
Source: Johnson & Johnson; CEB analysis.
Johnson & Johnson’s New Employment Brand
“Be Vital” Attributes:
■ Applicant centered
■ Experience oriented
■ Increased focus on Credo values
How do we help
potential applicants
understand how
they can achieve the
organization’s purpose?
How do we enable potential
applicants to
believe they can achieve the
organization’s
purpose?
COMPETITIVELY POSITIONED EMOTIONALLY RESONANT REFLECTION ABOUT FIT
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COMPETITIVELY POSITIONED EMOTIONALLY RESONANT REFLECTION ABOUT FIT
POLARIZING MESSAGES CAN MAKE FIT (VERY)
CLEAR
Netflix’s Polarizing Culture Statements
Netflix publishes messages
about organizational culture
that will appeal to some
candidates and dissuade
others.
■ Polarizing messages are more
effective than broadly positive or
appealing messages in helping
applicants consider their fit with the
organization.
Sample Online Responses from
Potential Candidates
“I’m a health and safety advisor
within local government (UK).
Those first few slides have stirred
something in me, and I’ve never
wanted to work somewhere as
much as I do at Netflix!”
“Having read this, I wouldn’t want
to work at Netflix, even though I’m
a high performer.” Source: Netflix, http:/ /hbr.org/2014/01/how-netflix-reinvented-hr/ar/1; CEB analysis.
21
© 2014 CEB. All rights reserved. RR0433514SYN
STIMULATE SELF-REFLECTION
Goldman Sachs’s Career Quiz
Goldman Sachs’s short pre-
application diagnostic helps
potential applicants consider
where they will fit best within the
organization.
■ Potential applicants respond to a
series of short questions about
what types of projects or activities
they would like to work on.
■ The diagnostic uses the
answers to inform potential
applicants about which types of roles
at Goldman Sachs would be best for
them.
■ The diagnostic is an
informational tool only and is
not part of the formal
assessment process.
Source: Goldman Sachs, http:/ /www.goldmansachs.com/careers/why-goldman-sachs/explore-goldman-sachs-careers-quiz/; CEB analysis.
Question 7 of 14
Tech Turnaround
Your management consulting firm has a new client—a technology
company that has been losing money for several years. Pundits have
written off the company, but your team believes it can help bring the
business back to profitability. What part of this engagement would
you most like to work on?
Performing an analysis of the company’s business and
operations
Researching its competitors to see how they operate more
efficiently
Writing the final report to the client
Your Best Matches
View Top 3 Matches
Executive Office
Compliance
Internal Audit
Legal
Services
Human Capital Management
Operations
Finance
Global Investment Research
Investment Banking
Investment Management
Merchant Banking
Securities
COMPETITIVELY POSITIONED EMOTIONALLY RESONANT REFLECTION ABOUT FIT
22
© 2014 CEB. All rights reserved. RR0433514SYN
Create Messages
That Consult
Focus Branding on
Critical Talent
Build a Network of
Brand Influencers
ROADMAP FOR THE PRESENTATION
23
© 2014 CEB. All rights reserved. RR0433514SYN
Recruiting is an influential
messenger, but it is part of a
broader ecosystem of potential
influencers who have a much
greater impact on applicant
quality.
■ Recruiting’s maximum impact as an
influential messenger is 8%
compared to the 33% impact other
messengers have.
■ Recruiting must overcome
challenges associated with
empowering different groups of
messengers to optimize the quality
of the applicant pool.
Importance of Different Types of
Messengers, Irrespective of Message
Content
Maximum Impact on Quality of Applicant Poola
Brand Influencers
8%
33%
Recruiting Brand Influencers
General
Employee
Population
Recruiting’s Challenge: How do we better
equip the general employee population to
influence potential applicants?
Brand
Detractors Recruiting’s Challenge: How do we
mitigate the destructive influence of brand
detractors (e.g., disgruntled former
employees)?
Brand
Ambassadors Recruiting’s Challenge: How do we get the
most influence out of our brand ambassadors
(e.g., senior leaders, new hires, formal brand
ambassadors)?
External
Influencers Recruiting’s Challenge: How do I engage
influencers to have the most impact?
n = 1,044.
Source: CEB 2014 Employment Branding Effectiveness
Survey.
a
Recruiting has a 19% maximum impact on influence, whereas
other messengers have a 41% maximum impact on influence.
Source: CEB analysis.
RECRUITING A SMALL PART OF THE BRAND
INFLUENCER ECOSYSTEM
24
© 2014 CEB. All rights reserved. RR0433514SYN
TURN BRAND ADVOCATES INTO BRAND
INFLUENCERS
How Suncor Enables Brand Influencers
Suncor provides a group of
employees with action- oriented
training and greater visibility to
potential applicants so they can
act as brand influencers, not just
brand advocates.
■ To help employees make the
transition from brand advocate to
brand influencer, Suncor has
created a training session focused
on three influencer abilities: verify,
consult, and navigate.
■ Once training is complete, Suncor
makes influencers more visible to
applicants, thereby helping them
reach high-quality potential
applicants in all channels.
■ Training employees to be
effective communicators
enables them to bring the
Suncor brand experience to
life when interacting with
applicants.
Who are Suncor’s brand
influencers?
■ 150 brand influencers
■ Nominated by business units
■ Usually high performers and
highly engaged
■ Spread across critical talent
segments
■ Mix of job levels
ROI for Brand Influencers
Through devoting one full day to training and limiting their time commitments, Suncor’s brand influencers:
■ Feel more engaged in the organization through the opportunity to help Suncor achieve its goals,
■ Are recognized informally for their participation by managers and leaders of their business units, and
■ Expand their networks by interacting with potential applicants within their industry.
Fit Verification Model
Provide actionable
information about talent needs
so influencers can verify
preliminary fit, even for roles
with which they are not
familiar.
A. Verify The Applicant Will Thrive in Suncor’s Culture
Talent Needs
Suncor’s Values
1. Safety above all else.
2. Respect.
3. Raise the bar.
4. Commitments that matter.
5. Do the right thing.
Action Steps
Surface Behaviors that Indicate this
Value Mentions interest in sustainability
Participates in community service Seeking a
long-term career
B. Verify Whether the Applicant Is in a Critical Talent Segment
Talent Needs
Strategy-Critical Talent Segments
6. Petroleum Geologist
7. Power Engineers in Alberta
8. Women in Leadership
Action Steps
Consider Key Questions about Each Potential
Applicant Is the individual interested in a role as a
petroleum geologist? Does the individual have
experience (work or education) working as a petroleum
geologist?
Consultative Conversation
Framework
Teach brand influencers a
sales-inspired conversation
framework so they can
deliver tailored information
based on applicant need.
Three Stepsto
Consultation
Step 1:
Diagnose Applicant Needs by
Probing Intelligently
Step 2:
Deliver Customized
Messages by Addressing
Preferencesand Concerns
Step 3:
Enact a Plan for Further
Engagement by Providing Next
Steps
Objective of Step
Understand the potential applicant’s
career interests and concerns by probing
intelligently and empathetically.
Connect with the potential applicant
by explaining how Suncor delivers on
their career preferences and
dispelling inaccurate concerns.
Help potential applicants create an
action plan for future engagement with
Suncor.
What’sAt Risk if You Get
the Step Wrong
Teeing up the wrong topics for
the rest of the conversation
Wasted applicant time, effort,
and goodwill if messages
don’t apply to them
Wasted applicant time, effort,
and goodwill if messages
don’t apply to them
Information Provided in
Training to Prepare
Influencers
Guidelines on how to ask probing
questions instead of closed
questions.
Inventory of messages about Suncor
that match different applicant
preferences.
Application information for good fit
applicants and alternate opportunities list
for poor fits.
Consultation Role Playing
Ask brand influencers to
practice interacting with
applicants in different
situations to gain
confidence navigating
difficult conversation
scenarios.
Online Applicant
Engagement
Make influencers readily
available through social
media to leverage the power
of employee influence in all
channels.
Action-Oriented
Training
Greater Visibility
to Applicants
1.Verify 2. Consult 3. Navigate 4. Reach
Source: Suncor Energy, Inc.; CEB analysis.
BRAND DETRACTORS BRAND AMBASSADORS
25
© 2014 CEB. All rights reserved. RR0433514SYN
Suncor is in the process of
making influencers readily
available through social media
to leverage the power of
employee influence in all
channels.
BRAND DETRACTORS BRAND AMBASSADORS
26
Background
EXTEND THE REACH OF EMPLOYEE INFLUENCE
Suncor’s Steps to Online Applicant Engagement
Recruiting Sets Clear Boundaries on Social Media Use
Define:
■ Types of information to share, and
■ Types of interactions to have.
2
Recruiting Helps Influencers Upgrade Their Profiles on
LinkedIn
Influencer Profiles Must:
■ Have professional photos,
■ Include “Recruiting Partner” in the title, and
■ Contain a clear description of current role.
1
Influencers Engage in Consultative Conversations with
Applicants
Applicants are more likely to apply once influencers
authentically address applicants’ questions, such as the
following:
■ What is it like to work in northern Alberta?
■ What responsibilities is someone at your level given?
■ Can you give me more details about the project you are
working on?
4
Influencers Identify Active and Passive Applicants to
Connect With
■ Active applicants self-identify and can easily identify
influencers online to start conversations.
■ Recruiting helps influencers identify potential passive
applicants in their networks.
3
Calvin Jacobs
Geologist at Suncor + Recruiting Partner
Calgary, Canada, Area | Energy & Oil
Summary
Senior geologist holding a degree in
petroleum geology, sedimentology, with
over 10 years of oil industry experience in
geological modeling and research and
development.
If you are interested in a role at Suncor or
want to learn more, feel free to contact me.
People Also
Viewed
Advice for Contacting Calvin
Source: Suncor Energy, Inc.; CEB analysis.
104
connections
■ Suncor is currently
conducting a pilot program that
will enable influencers to use
their skills in online channels,
such as LinkedIn.
■ Recruiting will prepare
influencers for online
interactions by upgrading their
profiles and setting clear
boundaries on social media
use.
■ Influencers can then engage with
active applicants who contact
them and passive applicants
within their own networks.
Tips for Keeping the Time
Commitment Reasonable:
■ Allow influencers to decide when
and how often they monitor
LinkedIn.
■ Provide influencers with a
contact in Recruiting who can
help them manage high volume.
■ Make any additional training
available virtually.
© 2014 CEB. All rights reserved. RR0433514SYN
Create Messages
That Consult
Focus Branding on
Critical Talent
Build a Network of
Brand Influencers
ROADMAP FOR ACTION
27
© 2014 CEB. All rights reserved. RR0433514SYN
Appendix
■ Roadmap
■ Action Plan
■ Resources
28
© 2014 CEB. All rights reserved. RR0433514SYN
BRANDING FOR INFLUENCE STRATEGY
Statement of Strategy
Improve applicant quality by more than 50% by giving applicants trusted guidance to make better decisions about whether to apply, instead of promoting the organization as a
great place to work.
Rationale for Change
■ Our employment brand is under increasing pressure to attract new types of talent.
■ Applicants look to an unprecedented amount of information to decide where to apply.
■ Appealing employment branding adds to the amount of unhelpful information potential applicants receive, leaving them struggling to decide where to apply.
Twenty-eight percent of our
applicant pool is composed of
high-quality applicants.
Current State:
Branding for Appeal
Forty-three percent of our applicant
pool is made up of high-quality
applicants, leading to 9% higher
quality of hire.
Desired State:
Branding for Influence
Initiatives
Brand Planning:
Focus Branding on
Critical Talent
Shift from targeting a
wider array of talent
segments to in-depth
customization that
incorporates only the
most important talent
segments.
Brand Outreach:
Build a Network of
Brand Influencers
Focus less on
managing a
channel strategy and
more
on managing
internal and
external influencers.
Brand Messaging:
Create Messages That
Consult
Rather Than Sell
Instead of
highlighting the
organization’s
selling points,
your messages should
challenge applicants’
thinking.
2 31
29
© 2014 CEB. All rights reserved. RR0433514SYN
BRANDING FOR INFLUENCE: ACTION PLAN
Branding for Influence
Imperatives for Best Practice
Action Items
Compare to Your Current Practice
Immediate Action Items
Select three to five only
Brand Planning:
Focus Branding on Critical Talent
Share the Branding for Influence approach with my recruiting team, CHRO, Marketing, and
Communications, etc.
Diagnose our employment branding maturity level.
Identify our most critical talent segments as the main audiences of our branding efforts.
Create our “brand blueprint” (i.e., a list of our core EVP messages, without creative attributes, such as logos or
taglines).
Create a sub-branding process to identify specific messages, channels, and creative attributes for each segment.
Brand Messaging:
Create Messages That Consult
Rather Than Sell
Identify opportunities to differentiate ourselves from other organizations.
Identify opportunities to associate ourselves with other organizations.
Communicate our organization’s purpose with simple statements written clearly.
Demonstrate how employees achieve our organization’s purpose in their day-to-day professional lives.
Highlight non-obvious career transitions.
Emphasize the aspects of our corporate culture that might dissuade some applicants.
Give potential applicants self-diagnostics to see which function or role is right for them.
Brand Outreach:
Build a Network of Brand Influencers
Provide opportunities in which employees can easily share stories about their responsibilities and careers.
Recognize great stories that employees share.
Use a response protocol for brand detractors that prioritizes the most influential detractors and
comments.
Create a holistic strategy to preempt, monitor, learn from, and respond to influential brand detractors.
Teach our recruiters or brand ambassadors a sales-inspired framework to have fit-focused conversations with
potential applicants.
Help our recruiters or brand ambassadors practice consulting with potential applicants in different situations.
Make our recruiters or brand ambassadors “always on” through social media.
30
© 2014 CEB. All rights reserved. RR0433514SYN
BRANDING FOR INFLUENCE: RESOURCES
See the Employment Branding Topic Center for these branding resources and more.
Brand Planning:
Focus Branding on Critical Talent
Branding Strategy Toolkit
Create the right brand strategy that accounts
for your strategic situation and talent needs.
Branding for Influence Business Case
Make the case to brand for influence to your
recruiters and partners in Marketing,
Communications, and HR.
Employment Branding Blueprint
Get step-by-step guidance customized to the
maturity level of your employment branding
activities.
Brand Messaging:
Create Messages That Consult Rather Than Sell
Branding Message Builder
Use this worksheet to brainstorm and evaluate
potential brand messages.
Recruiting Effectiveness Dashboard
Launch this full-service diagnostic to track why new
hires are joining your organization and inform your
brand messaging.
Influential Branding Messages Inventory Refer to
this inventory for 50 examples of brand messages
that give applicants trusted guidance on whether to
apply.
Brand Outreach:
Build a Network of Brand Influencers
Brand Ambassadors Program Guidelines
Use our ambassador program in a box to make your
recruiters, new hires, critical talent, etc., more
influential to potential applicants.
Branding for Influence Playbook
Help your recruiters, HR business partners, and
managers do 10 things to make branding for
influence part of their daily routine.
31
Influential Employer Branding on LinkedIn
July 2015
Agenda
LinkedIn: Our evolution
Followers: Why the fuss?
LinkedIn’s Top 10 Influential Brands: What do
they have in common?
Students on LinkedIn 39
Case Study: GoDaddy
LinkedIn: A global pool of talent
4M+
INDONESIA
3M+
PHILIPPINES
2M+
MALAYSIA
1M+
SINGAPORE
1M+
SAUDI ARABIA
21M+
BRAZIL
115M+
UNITED STATES
OF AMERICA
11M+
CANADA
30M+
INDIA
7M+
AUSTRALIA
1M+
NEW ZEALAND
4M+
SOUTH AFRICA
1M+
UNITED ARAB EMIRATES
19M+
UNITED KINGDOM
10M+
FRANCE
7M+
ITALY
2M+
BELGIUM
1M+
DENMARK
4M+
TURKEY
5M+
NETHERLANDS
2M+
SWEDEN
6M+
SPAIN
8M+
CHINA
364M+
Members
worldwide +2 New members per second
LinkedIn
Members
consume
content
6x times
more
than they
do jobs
Rethinking the myths…
42
43
LinkedIn Employee publishes highly influential post
on our culture, receiving over 1600 views
Brand Appeal:
“Free food, free gym, dry cleaning, massages, cool working environments,
no suits, bright people, private healthcare, childcare vouchers…”
“But mainly because since joining
LinkedIn, I have realised that these are the
ingredients you use to decorate the cake. If
what is under the icing is dry and
flavourless, no matter how good it looks,
you have a very disappointing Birthday
party.”
44
James Batup, Senior Relationship Manager, LinkedIn
45
Brand Influence:
• On interviews - “a refreshingly informal approach”
• On our vision – “Economic Graph”
• On our employment policy – “The Alliance”
46
2,882,244
HP Thanked 1M Followers in a Unique Way
HP was the first company on LinkedIn to reach 1M followers in 2013. They
celebrated with a blog post, created an amazing infographic, and the story was
shared on Mashable.
47
48
Followers Engage
OF FOLLOWERS ARE INTERESTED IN JOB OPPORTUNITIES WITH THE COMPANIES THEY FOLLOW
MORE LIKELY TO RESPOND TO YOUR INMAIL
FOLLOWERS ARE
51
Followers Fit the Target
OF YOUR HIRES WERE FOLLOWING YOU ON LINKEDIN BEFORE BEING HIRED
53
Followers Amplify
54
Followers can be segmented
Diageo created a custom cocktail to
celebrate reaching 250,000 Followers
55
https://www.youtube.com/watch?v=FMRPOZY0eZE
56
The 2015 10 Most
Influential Brands
on LinkedIn
57
©2013 LinkedIn Corporation. All Rights Reserved. Confidential – Do Not Distribute
The most effective content marketers reach
customers in multiple ways
CMS integrates your efforts
58
CMS
Groups
Company
Updates
Sponsored
Updates
Employee
Posts
Influencer
Posts
©2013 LinkedIn Corporation. All Rights Reserved. Confidential – Do Not Distribute
Reach Frequency Engagement
These are the three levers that influence
your CMS
XX
59
©2013 LinkedIn Corporation. All Rights Reserved. Confidential – Do Not Distribute
Your Content Marketing Score measures within your
target audience, WHO engages with your content
77,266,000 members
2,237 members
Target Audience
Members you would like to reach
(monthly active users)
Content Marketing Engagement
Members who engage with
your content
Global All
Like, share, comment, follow, click
Content Marketing Score
Unique Members Engaged
= =x Multiplier 29Active Target Audience
60
©2013 LinkedIn Corporation. All Rights Reserved. Confidential – Do Not Distribute
What is a Content Marketing Score?
A score that quantifies and benchmarks
the influence companies have on LinkedIn
A score that can be filtered by audience
A score that is stacked up against a
competitive set
1
2
3
61
©2013 LinkedIn Corporation. All Rights Reserved. Confidential – Do Not Distribute
Key questions
Content marketing addresses the following questions
I really care about a specific audience.
Are they engaging?
Are people engaging with my content?
How do I rank against my peers?
How influential are my employees?
62
What do these brands have in
common?
OF TOP INFLUENTIAL BRANDS HAVE THEIR
EMPLOYEES SHARING THEIR CONTENT TO THEIR
NETWORKS
OF TOP INFLUENTIAL BRANDS HAVE EMPLOYEES
PUBLISHING POSTS TO CONTRIBUTE TO THEIR
CONTENT EFFORTS
OF TOP INFLUENTIAL BRANDS REGULARLY
SHARE STATUS UPDATES ON THEIR LINKEDIN
COMPANY PAGE
AN AVERAGE OF 12.6 UPDATES PER WEEK
OF TOP INFLUENTIAL BRANDS ARE UTLITISING
SPONSORED UPDATES TO EXPAND THE REACH
OF THEIR CONTENT
Case Study: GoDaddy
Branding for Influence: GoDaddy
71
So, what did they do?
Focus Branding on Critical Talent
72
Step 1: Brand Planning
• Go Daddy Branding Focus:
• Women in Technology
Create messages that consult rather than sell
73
Step 2: Brand Messaging
Create messages that consult rather than sell
74
Step 2: Brand Messaging
Build a network of brand influencers
75
Step 3: Brand Outreach
76
“For many of you, however, the question of “who” you
will be in life is still not answered. This morning I want
to contrast for you the value “who” – you – are versus
“what” – you – are. I want to impress upon you just how
wrong our priorities are between the two – and how
much that contrast in value can (or has) already affected
your life.”
77
“As with consumer technology, it’s clear that
women’s opinions matter deeply to the
success of the small business cloud services
industry.”
“With only 18% of technical roles filled by
women at GoDaddy, we sit only 1% above the
rest of the Bay Area pack. This is nothing to
celebrate.”
78
“My first act as CEO was to completely overhaul our
brand and advertising—dropping the commercials that
women clearly articulated to be objectifying and over-
sexualized for a value prop that emphasizes the
entrepreneurial spirit of our customers, many of whom
are women. The old brand did not represent our passion
for the success of our small business customers and sent
a signal, wrongly, that GoDaddy was not a place that
respected women.”
79
“Another way GoDaddy is working to transform our
technical environment is by balancing as many Agile
development teams as possible with 50% women vs.
sprinkling one or two women per team across all
teams”.
80
Interview with Fast Company
81
The result?
82
In April 2015, GoDaddy made the Anita Borg Institute’s
list of Top Companies for Women Technologists, which
evaluated technology companies on their
representation of women at all levels and year-over-
year trends in recruitment and promotion of women in
the workforce
©2015 LinkedIn Corporation. All Rights Reserved. 83
Tips for starting to build your
Talent Brand Strategy
3 tips when beginning your branding
strategy
1. Get buy in from key stakeholders
 Show visuals of how your brand looks today
 Compare with your peers
 Use addressable market data
2. Identify the business need you are trying to address
 i.e. we are expanding in to a new market, we will lose £X if we do not find the right
people for this project.
3. Agree success metrics upfront
 Very hard to prove success if we never clarified what success looks like from the
beginning
Appendix
87
So why does this matter
for Recruitment teams?
Because
Content is
proven to drive
bottom line
hiring results
Companies who post at least
1 status update / week on LinkedIn…
Get 40%
more views
to their
LinkedIn job
postings.
and 25%
more apply
clicks

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Branding for Influence with LinkedIn & CEB

  • 1. Branding for Influence with CEB & LinkedIn
  • 2. Who’s in the room? Most Popular Most Endorsed Earliest Adopter Most Connected Ana Rosa Alonso Shane Hicks Sanjay Razdan Charlotte Johns
  • 3. 9.00am: Introduction & Welcome 9.15am: Branding for Influence with Thomas Handcock, Practice Leader at CEB 10.15am: Open Discussion & Break 11.00am: Influential Employer Branding on LinkedIn with Aoife Morehead, Talent Brand Consultant 12.00pm: Close Agenda
  • 4. CEB Recruiting Leadership Council Branding for Influence
  • 5. A Framework for Member Conversations The mission of The Corporate Executive Board Company (CEB) and its affiliates is to unlock the potential of organizations and leaders by advancing the science and practice of management. When we bring leaders together, it is crucial that our discussions neither restrict competition nor improperly share inside information. All other conversations are welcomed and encouraged. Confidentiality and Intellectual Property These materials have been prepared by CEB for the exclusive and individual use of our member companies. These materials contain valuable confidential and proprietary information belonging to CEB, and they may not be shared with any third party (including independent contractors and consultants) without the prior approval of CEB. CEB retains any and all intellectual property rights in these materials and requires retention of the copyright mark on all pages reproduced. Legal Caveat CEB is not able to guarantee the accuracy of the information or analysis contained in these materials. Furthermore, CEB is not engaged in rendering legal, accounting, or any other professional services. CEB specifically disclaims liability for any damages, claims, or losses that may arise from a) any errors or omissions in these materials, whether caused by CEB or its sources, or b) reliance upon any recommendation made by CEB.
  • 6. © 2014 CEB. All rights reserved. RR0433514SYN Moving from Appeal to Influence p. 1 Focus Branding on Critical Talent p. 12 Create Messages That Consult p. 17 Build a Network of Brand Influencers p. 24 CONTENTS
  • 7. © 2014 CEB. All rights reserved. RR0433514SYN 2014 EMPLOYMENT BRANDING EFFECTIVENESS SURVEY Organization Survey We interviewed more than 80 recruiting and branding executives and thought leaders and surveyed nearly 2,000 recruiting staff from over 100 organizations globally to assess the impact of branding activities on the quality of applicant pool. Labor Market Survey We surveyed nearly 4,700 passive and active labor market participants from 15 countries globally to assess the impact of branding activities on high-quality and low-quality potential applicants’ likelihood to apply. Participating Organizations Partial List Participating Organizations Partial List 1
  • 8. © 2014 CEB. All rights reserved. RR0433514SYN Moving from Appeal to Influence 2
  • 9. © 2014 CEB. All rights reserved. RR0433514SYN Poor-quality applicants lead to… …poor quality of shortlist …low quality of hire …more new hire turnover …reduced new hire productivity …lower business unit profitability Between 2011 and 2014, applicant volume rose by 33%, but applicant quality remained low. Trend in Application Volume Median Number of Applicants per Open Position Average Quality of Applicant Pool Percentage of Applicants for a Given Position Who Are Considered High Quality (Likely to Become High- Performing Employees) by the Recruiter 2011 2014 30 40 n = 572 (2011); 977 (2014). Source: CEB 2011 Candidate Rules of Engagement Survey; CEB 2014 Employment Branding Effectiveness Survey. Source: CEB 2014 Employment Branding Effectiveness Survey. 28% High-Quality Applicants The Corporate Brand Effect Organizations with well-known corporate brands have 43% higher application volume than those with lesser-known brands, but applicant quality is virtually identical. PROBLEM 1: HIGH VOLUME, LOW QUALITY 3
  • 10. © 2014 CEB. All rights reserved. RR0433514SYN PROBLEM 2: NEW TALENT NEEDS STRAIN BRANDOrganizations are under increasing pressure to attract new types of talent, and employment brands struggle to keep up. ■ As organizations globalize at an unprecedented rate, they enter labor markets where they are unknown or perceived differently than they are in core markets. ■ As more organizations diversify their products and services, Recruiting must hire people with skills their brands were never meant to attract. ■ Even when talent needs remain the same, recruiting must still evolve its employment brand to attract new generations or people who can help drive a culture change. New Mind-Sets Percentage of Organizations Undergoing a Cultural Shift “Our business has been underperforming for years, and the brand is a big driver of our shift to a culture of innovation.” Head of Recruiting Technology 36% n = 90. Source: CEB 2014 Employment Branding Effectiveness Survey. New Generations Percentage of Organizations Forecasting an Increase in Hiring Volume from Universities “Most of our workforce will retire soon, but millennials don’t know who we are.” Head of Recruiting Insurance 2011 2014 49% 66% n=45 (2011); 47 (2014). Source: CEB 2011 Recruiting Forecast Survey; CEB 2014 Recruiting Forecast Survey. New Skills Projected Percentage of Growth in US Employment, 2008–2018 “The talent we need for our biggest growth area isn’t attracted to our corporate brand.” Employment Branding Director Consumer Products All Occupations STEMa Occupations 19% 10% Source: Robert D. Atkinson and Merrilea Mayo, “Refueling the U.S. Innovation Economy,” The Information Technology & Innovation Foundation, December 2010. a STEM stands for science, technology, engineering, and mathematics. New Locations Percentage of Recruiters Attracting Candidates in New or Different Labor Markets Compared to Three Years Ago “Since our business is still emerging in India, it is hard to find candidates who are proud to work here.” Employment Brand Manager Retail67% n = 1,044. Source: CEB 2014 Employment Branding Effectiveness Survey. New Types of Talent Needed Employment Branding Challenge 4
  • 11. © 2014 CEB. All rights reserved. RR0433514SYN YOUR CURRENT GOAL: A MORE APPEALING BRAND Elements of Today’s Typical Employment Branding Approach Most organizations focus employment branding efforts on becoming better known as a great place to work. ■ Many organizations have applied marketing principles to their employment brands to be as appealing as possible. ■ The typical organization creates a core brand with universally appealing messages that sell the most compelling aspects of the organization and communicates those messages through the most popular channels. ■ When combined, these elements lead to a “branding for appeal” strategy. Core Brand Focus Messages That Sell Channel-Driven Outreach Core Brand Customized Brands “See our career opportunities.” “Be challenged every day.” “Our culture is very collaborative.” Choosing the appropriate overall brand theme is rated the #1 most important branding activity by recruiting and employment branding leaders. The average organization expects to increase use of 6 different brand channels this year alone. 64% of organizations focus their brand messages on positive aspects of the organization’s EVP.a Branding for Appeal Promoting the organization as a great place to work Employment Brand: The perceptions the labor market has about an organization as an employer Employment Branding: The efforts employers take to manage labor market perceptions of the organization n = 74 (Core Brand Focus); 1,044 (Messages That Sell); 31 (Channel-Driven Outreach). Source: CEB 2014 Employment Branding Effectiveness Survey; CEB 2014 Recruiting Forecast Survey. a Sixty-four percent includes respondents who strongly disagreed, disagreed, or somewhat disagreed that their employment branding messages emphasized the negative aspects of working at their organizations. 5
  • 12. © 2014 CEB. All rights reserved. RR0433514SYN BRANDING FOR APPEAL ADDS TO INFORMATION OVERLOAD How Applicants Learn About Employers Today Relative Influence of Information on Applicants’ Decision to Applya In today’s information-rich labor market, appealing employment branding adds to the amount of unhelpful information applicants receive. ■ Potential applicants have access to an unprecedented amount of information to inform their application decisions. ■ When applicants look to organizational communications to decide where to apply, appealing branding tells them that many organizations are great places to work. Rise in Amount of (Low Quality) Information from Other Sources Source: Robin Dunbar, “The Social Brain Hypothesis,” Brain 9(10), 178-190; Stephen Wolfram, “Data Science of the Facebook World,” 24 April 2013, http:/ /blog.stephenwolfram. com/2013/04/data-science-of-the-facebook-world/; LinkedIn, http:/ /www.linkedin.com; Glassdoor, http:/ /www.glassdoor.com; CEB Q4 2013 Global Labor Market Survey; CEB Q3 2013 Global Labor Market Survey. a Organizational communications includes the organization’s careers website, social media presence, and job postings. Information from other sources includes friends and family, current and former employees, news stories, etc. n = 708. Impact When Organizational Communications Brand for Appeal Core Brand Focus Universally appealing branding themes go unnoticed when experienced en masse. Messages That Sell Similar selling points across employers make them indistinguishable from each other. Channel-Driven Outreach Broader presence augments the same unhelpful information for applicants to consider. 130% Growth in number of contacts available to the average applicant since 2006 35x The exponential growth of LinkedIn users since 2006 22x The exponential growth of Glassdoor membership since 2011 45% Employees who admit to being less than honest when telling friends and family what it is like to work at their organization 20% Organizational Communications 80% Information from Other Sources n = 5,410. 6
  • 13. © 2014 CEB. All rights reserved. RR0433514SYN MORE INFORMATION MORE INFORMED Applicant Uncertainty About Where to Apply More Skepticism Applicants struggle to make the right decisions based on the information available to them about and from potential employers. ■ Applicants are more skeptical about the appealing things employers say about themselves and, consequently, less confident about where they should apply. ■ Applicants in high-demand segments are even more skeptical of employers, yet they are more likely to know which employers to consider, which suggests high- quality applicants are being heavily targeted. “Compared to three years ago, I am more skeptical of what employers say about themselves.” “If I wanted to leave my current employer, I know which other employers I would consider applying to.” Less Confidence 61% Agree or Strongly Agree 31% Agree or Strongly Agree n = 4,663. Source: CEB 2014 Employment Branding Effectiveness Survey. a STEM stands for science, technology, engineering, and mathematics. n = 5,412. Source: CEB Q4 2013 Global Labor Market Survey. b STEM stands for science, technology, engineering, and mathematics. ■ Applicants in Emerging Markets: 66% ■ STEMa Talent: 61% ■ Millennials: 65% ■ Applicants in Emerging Markets: 43% ■ STEMb Talent: 31% ■ Millennials: 35% 7
  • 14. © 2014 CEB. All rights reserved. RR0433514SYN PERSUADE THE BEST, DEFLECT THE REST Strategic Employment Branding Shift Required Today Branding for influence gives applicants the trusted guidance they need in today’s information- rich labor market. Branding for Appeal Promoting the organization as a great place to work Branding for Influence Giving applicants trusted guidance to make better decisions about whether to apply Key Trade-Offs of a Branding for Influence Strategy Influential Brands Help Applicants Make Better Decisions By… Awareness of the Employer Attention to the Employer Perception of the Employer Consideration of the Employer Application Submission …focusing their attention, rather than increasing awareness, in an environment in which it is easy to identify potential employers. …driving consideration of fit instead of improving perceptions, because employers want the highest- quality candidates to apply while dissuading poor- quality candidates. Source: CEB analysis. 8
  • 15. © 2014 CEB. All rights reserved. RR0433514SYN THREE STEPS TO BRANDING FOR INFLUENCE Branding for Influence Giving applicants trusted guidance to make better decisions about whether to apply 1 Customized Brands Focus 2 Messages That Consult 3 Messenger-Driven Outreach Core Brand Customized Brands “Check out this company that I didn’t know hires for…” “Your work helps achieve our mission by…” “Given your interests, I think the right job for you will be…” Source: CEB analysis. Branding for Appeal Promoting the organization as a great place to work Core Brand Focus Messages That Sell Channel-Driven Outreach Core Brand Customized Brands “See our career opportunities.” “Be challenged every day.” “Our culture is very collaborative.” 9
  • 16. © 2014 CEB. All rights reserved. RR0433514SYN 10 40 70 LARGE POTENTIAL IMPACT OF INFLUENTIAL BRANDING Quality of Applicant Pool by Organizationa In Ascending Order Shifting from appealing to influential branding quadruples the strength of your applicant pool. ■ At organizations that brand for influence, 43% of applicants are considered high quality—compared to 28% at organizations that brand for appeal and 24% at organizations that do not manage their brands. n = 1,044 recruiters. Source: CEB 2014 Employment Branding Effectiveness Survey. a The percentage of applicants for a given position who are considered high quality (likely to become high-performing employees) by the recruiter. 43% 70% 10% 24% 28% QualityofApplicantPool On average, branding for appeal increases applicant quality only slightly, from 24% to 28%. Branding for influence drives a much bigger increase in applicant quality— to 43%, on average. Average Organization with an Influential Brand (Giving Applicants Trusted Guidance to Make Better Decisions About Whether to Apply) How to Read This Chart The blue line represents each of the 100+ organizations we surveyed, ordered from left to right based on its average quality of applicant pool. The three labels along the bottom represent the average organization that does not manage its brand, the one that brands for appeal, and the one that brands for influence, respectively. Average Organization with an Unmanaged Brand (No or Ineffective Management of the Employment Brand) Average Organization with an Appealing Brand (Promoting the Organization as a Great Place to Work) 1.Branding for Appeal 2. Branding for Influence 2 1 10
  • 17. © 2014 CEB. All rights reserved. RR0433514SYN BUSINESS IMPLICATIONS OF BRANDING FOR INFLUENCEBranding for influence creates significant downstream and monetary returns. ■ By moving from branding for appeal to branding for influence, the percentage of your applicants who are high quality can increase by 54% (from 28% of applicants being high quality to 43% being high quality). ■ This increase in applicant quality translates to 22% higher quality of shortlist and 9% higher quality of hire, holding everything else constant. ■ Higher-quality hires are higher performing and less likely to leave, leading to returns from business unit profitability and turnover cost savings, which reach millions of dollars at a typical organization. Source: CEB 2014 Employment Branding Effectiveness Survey; CEB 2013 Selection Effectiveness Diagnostic; CEB 2012 Global Recruiting Effectiveness Survey. a The percentage of applicants for a given position who are considered high quality (likely to become high-performing employees) by the recruiter. b Organizations with influential brands spend an average of US$1,509,211 annually, whereas organizations with appealing brands spend an average of US$1,467,725. a Quality of shortlist is measured based on hiring managers’ responses to the following question: Thinking of the most recent position that you filled, on a scale from 1 to 10 (10 being best), how would you rate the quality of the candidates you interviewed? d Quality of hire is defined as the new hire’s current and likely future effectiveness at completing his or her individual tasks, contributing to others’ performance, and using others’ contributions to improve his or her own performance. See the Appendix for more detail on CEB’s quality of hire definition. By Shifting from Branding for Appeal to Branding for Influence, the Typical Organization Can See… Greater quality of applicant poola from a 3% average increase in branding costsb 22% Higher quality of shortlistc 54% Higher quality of hired More high- performing new hires Lower new hire turnover Increased business unit profitability Turnover cost savings 9% 2.5x 23% US$1.4 million US$2.7 million Note: See the Appendix for details regarding all calculations. 11
  • 18. © 2014 CEB. All rights reserved. RR0433514SYN Create Messages That Consult Focus Branding on Critical Talent Build a Network of Brand Influencers ROADMAP FOR THE PRESENTATION 12
  • 19. © 2014 CEB. All rights reserved. RR0433514SYN INFLUENCE REQUIRES DEEPER CUSTOMIZATION Applicant Perception of Brand Influencea by Degree of Brand Customization Deeply customize branding to each talent segment to influence applicant decisions. ■ Surface-level branding customization is insufficient to help applicants make better decisions about where to apply. ■ Potential applicants need to experience deeply customized employment branding that clearly relates to their background, skills, and values. n = 3,772. Source: CEB 2014 Employment Branding Effectiveness Survey. a Applicant perception of brand influence is a measure of the extent to which applicants agreed that the information they learned before applying to an organization helped them decide whether they would succeed there. ApplicantPerceptionofBrandInfluence Degree of Brand Customization 100 50 0 Surface-Level Customization Deep Customization Less customized employment branding recycles standard branding initiatives throughout the organization. Sample Initiatives: ■ Promoting messages from the core brand that align with each segment’s EVP preferences ■ Pushing out segment-specific content to central career channels ■ Including profiles of employees from different talent segments on the central careers website More deeply customized employment branding engages each talent segment with relevant details about the employment experience. Sample Initiatives: ■ Crafting new messages and content that reflects each segment’s work experience ■ Creating targeted microsites and social media profiles that align with segment-specific channel usage ■ Training different employees from within each talent segment to champion the employment brand 13
  • 20. © 2014 CEB. All rights reserved. RR0433514SYN MEETING TALENT NEEDS BY MANAGING A PORTFOLIO OF CRITICAL TALENT BRANDS Thomson Reuters’s Portfolio of Critical Talent Employment Brands Instead of focusing all efforts on its core global employment brand, Thomson Reuters targets brand messages directly at critical talent segments. ■ Thomson Reuters creates a brand blueprint based on core EVP messages rather than creative attributes, such as logos and taglines. ■ Using the brand blueprint as a guide, Thomson Reuters creates sub-brands for target segments, rather than just “dialing up” global brand attributes. ■ Thomson Reuters determines which communication channels should carry which messages by assessing the channel’s audience and the current hiring needs of the organization. Brand Blueprint ■ Work that matters ■ Careers without boundaries ■ Flexibility to perform Source: Thomson Reuters; CEB analysis. 1. Create Brand Blueprint 2. Define Sub-Brands for Critical Segments 3. Tailor Communication Messages Content ■ xxxxxxxx ■ xxxxxxxx ■ xxxxxxxx Sales ■ xxxxxxxx ■ xxxxxxxx ■ xxxxxxxx Campus ■ Diversity ■ xxxxxxxx ■ xxxxxxxx ■ xxxxxxxx Diversity ■ xxxxxxxx ■ xxxxxxxx ■ xxxxxxxx Emerging Markets ■ xxxxxxxx ■ xxxxxxxx ■ xxxxxxxx Technology ■ Working on innovative products ■ Perfecting technical expertise and skills ■ Using tools and technology to find the right work–life balance Job Fair 14
  • 21. © 2014 CEB. All rights reserved. RR0433514SYN NOT JUST “DIALING UP” Thomson Reuters’s Segment-Specific Brand Creation Activities Thomson Reuters creates sub- brands for target segments, rather than just dialing up global brand attributes. ■ Thomson Reuters reviews HR strategy and workforce plans to identify talent segments critical to achieving business outcomes. ■ The company creates distinct sub- brands to reach the critical segments. Define Detail Disseminate Double Check What Thomson Reuters Does Define the brand statements from the target audience’s perspective. Clarify the sub-brand with additional detail where necessary. Ensure the sub-brand is communicated through relevant channels. Confirm there is a clear relationship between the sub-brand and the brand blueprint. Why It Works Using the original brand blueprint as a starting point eliminates unnecessary rework. Adding segment- specific detail maximizes relevance for the target audience. Aligning communication channels reinforces the audience’s perceptions of the brand. Validating the link between the global brand and sub-brand maintains overall consistency. Example for Technology Candidates Work that matters: Working on innovative products Careers without boundaries: Perfecting technical expertise and skills Flexibility to perform: Using tools and technology to find the right work–life balance The technology blog includes in-depth stories and profiles of technology projects. Create a technology careers app. Boost the mobile friendliness of the global careers site. BRAND BRAND Drawbacks of Dialing Up Global Attributes When organizations focus on global brand attributes, they may insert a segment- specific word (e.g., “work that matters to technology employees”) or emphasize the global attribute in segment- specific communications. These messages often do not resonate with the segment. Most organizations simply focus on one or two attributes from their global brand rather than provide the definition and detail that niche, in- demand candidates need. Source: Thomson Reuters; CEB analysis. 15
  • 22. © 2014 CEB. All rights reserved. RR0433514SYN Create Messages That Consult Focus Branding on Critical Talent Build a Network of Brand Influencers ROADMAP FOR THE PRESENTATION 16
  • 23. © 2014 CEB. All rights reserved. RR0433514SYN Maximum Impact of Employment Brand Message Type on Quality of Applicant Poola The most influential brand messages are competitively positioned, emotionally resonant, and drive reflection about fit, but few organizations use these types of messages. ■ Competitively positioned and emotionally resonant messages increase the quality of applicant pool by 19%, and messages that drive reflection about fit increase the quality of applicant pool by 17%. ■ However, these are the least prevalent types of employment brand messages that organizations use. ■ Brand messages focusing on authenticity of the employment experience and alignment with applicant preferences have limited impact on the quality of applicant pool but are the most prevalent. Aligned with Applicant Preferences Accurately Conveys Employment Experience Driving Reflection About Fit Emotionally Resonant Competitively Positioned n = 1,092 (maximum impact); 70 (percentage of organizations). Source: CEB 2014 Employment Branding Effectiveness Survey. a Organizations using messages that are competitively positioned, emotionally resonant, and that drive self-reflection have employment brands that are 28% more influential than organizations that do not. Percentage of Organizations Using Each Type of Message 15% 26% 26% 35% 39% 0% 10% 20% 19% 19% 17% 8% 0% 17 COMPETITIVE, EMOTIONAL AND FIT BASED MESSAGING MOST INFLUENTIAL
  • 24. © 2014 CEB. All rights reserved. RR0433514SYN Many organizations brand their messaging according to organizational strengths instead of identifying and communicating true differentiators that will set them apart from talent competitors. COMPETITIVELY POSITIONED EMOTIONALLY RESONANT REFLECTION ABOUT FIT Potential Employment Brand Message Perception of Message as a Strength Relevance of Message to Strategic Objectives Relevance of Message to Mission, Values, and Consumer Value Proposition Inputs: ■ Internal and External Focus Groups ■ Best Practice Research Inputs: ■ Employee Engagement Survey ■ Internal and External Focus Groups Inputs: ■ Annual Report ■ Relevant Business Strategy Documents Inputs: ■ Annual Report ■ Relevant Marketing Strategy Documents Inputs: ■ Competitors’ Recruitment Advertisements ■ Competitors’ Web Sites Our collegial work environment provides… High Medium High High The highly differentiated work–life benefit is… High Medium Medium High You are compensated based on… High Medium Low Low IDENTIFY TRUE DIFFERENTIATORS, NOT JUST STRENGTHS St.George’s Brand Message Effectiveness Diagnostic Illustrative True Differentiated Brand Message Documents and other materials help populate the Messaging Effectiveness Diagnostic. Although the work–life message does not rate highly against all internal criteria, it is an effective message because it differentiates the organization from talent competitors. Employment Brand Message Source: St.George Bank; CEB analysis. A verifiable message that nobody else can say Source: St.George Bank; CEB analysis. ■ St.George uses a simple diagnostic to validate which brand messages are truly differentiated and focuses branding on these messages. Opportunity of Messages for Competitive Differentiation 18
  • 25. © 2014 CEB. All rights reserved. RR0433514SYN COMPETITIVELY POSITIONED EMOTIONALLY RESONANT REFLECTION ABOUT FIT POSITIONING ISN’T ALWAYS ABOUT DIFFERENCES Thomson Reuters’s Comparative Association Message in India In a competitive talent market where it is relatively unknown, Thomson Reuters India explicitly refers to the companies it compares itself to, helping potential applicants understand its specific strengths. ■ Thomson Reuters associates itself with a mix of well- known brands and industry competitors. Source: Thomson Reuters; CEB analysis. Association with well-known brands and other media and publishing companies Financial Overview We are Bigger or More Profitable Than… 19
  • 26. © 2014 CEB. All rights reserved. RR0433514SYN FOSTER AN EMOTIONAL CONNECTION BY CLEARLY COMMUNICATING AN ACHIEVABLE PURPOSE Johnson & Johnson’s employment brand clearly communicates an achievable purpose, thereby fostering a stronger emotional connection. ■ Johnson & Johnson conveys how to achieve its purpose through its credo, which comprises simple statements written in clear language. ■ Johnson & Johnson makes the achievability of its purpose believable by personalizing it for candidates and demonstrating how employees achieve it in their day-to-day professional lives. Employment Brand Challenges Johnson & Johnson’s Solutions Desired labor market perception: “The organization has a purpose and I can contribute to it.” Show applicants how to achieve your purpose through clear communication. Johnson & Johnson’s credo Make your purpose personal by showing employees achieve it. Johnson & Johnson’s personalized purpose Desired reaction among high-quality applicants: “The organization has a purpose I care about, and I can contribute to it.” Source: Johnson & Johnson; CEB analysis. Johnson & Johnson’s New Employment Brand “Be Vital” Attributes: ■ Applicant centered ■ Experience oriented ■ Increased focus on Credo values How do we help potential applicants understand how they can achieve the organization’s purpose? How do we enable potential applicants to believe they can achieve the organization’s purpose? COMPETITIVELY POSITIONED EMOTIONALLY RESONANT REFLECTION ABOUT FIT 20
  • 27. © 2014 CEB. All rights reserved. RR0433514SYN COMPETITIVELY POSITIONED EMOTIONALLY RESONANT REFLECTION ABOUT FIT POLARIZING MESSAGES CAN MAKE FIT (VERY) CLEAR Netflix’s Polarizing Culture Statements Netflix publishes messages about organizational culture that will appeal to some candidates and dissuade others. ■ Polarizing messages are more effective than broadly positive or appealing messages in helping applicants consider their fit with the organization. Sample Online Responses from Potential Candidates “I’m a health and safety advisor within local government (UK). Those first few slides have stirred something in me, and I’ve never wanted to work somewhere as much as I do at Netflix!” “Having read this, I wouldn’t want to work at Netflix, even though I’m a high performer.” Source: Netflix, http:/ /hbr.org/2014/01/how-netflix-reinvented-hr/ar/1; CEB analysis. 21
  • 28. © 2014 CEB. All rights reserved. RR0433514SYN STIMULATE SELF-REFLECTION Goldman Sachs’s Career Quiz Goldman Sachs’s short pre- application diagnostic helps potential applicants consider where they will fit best within the organization. ■ Potential applicants respond to a series of short questions about what types of projects or activities they would like to work on. ■ The diagnostic uses the answers to inform potential applicants about which types of roles at Goldman Sachs would be best for them. ■ The diagnostic is an informational tool only and is not part of the formal assessment process. Source: Goldman Sachs, http:/ /www.goldmansachs.com/careers/why-goldman-sachs/explore-goldman-sachs-careers-quiz/; CEB analysis. Question 7 of 14 Tech Turnaround Your management consulting firm has a new client—a technology company that has been losing money for several years. Pundits have written off the company, but your team believes it can help bring the business back to profitability. What part of this engagement would you most like to work on? Performing an analysis of the company’s business and operations Researching its competitors to see how they operate more efficiently Writing the final report to the client Your Best Matches View Top 3 Matches Executive Office Compliance Internal Audit Legal Services Human Capital Management Operations Finance Global Investment Research Investment Banking Investment Management Merchant Banking Securities COMPETITIVELY POSITIONED EMOTIONALLY RESONANT REFLECTION ABOUT FIT 22
  • 29. © 2014 CEB. All rights reserved. RR0433514SYN Create Messages That Consult Focus Branding on Critical Talent Build a Network of Brand Influencers ROADMAP FOR THE PRESENTATION 23
  • 30. © 2014 CEB. All rights reserved. RR0433514SYN Recruiting is an influential messenger, but it is part of a broader ecosystem of potential influencers who have a much greater impact on applicant quality. ■ Recruiting’s maximum impact as an influential messenger is 8% compared to the 33% impact other messengers have. ■ Recruiting must overcome challenges associated with empowering different groups of messengers to optimize the quality of the applicant pool. Importance of Different Types of Messengers, Irrespective of Message Content Maximum Impact on Quality of Applicant Poola Brand Influencers 8% 33% Recruiting Brand Influencers General Employee Population Recruiting’s Challenge: How do we better equip the general employee population to influence potential applicants? Brand Detractors Recruiting’s Challenge: How do we mitigate the destructive influence of brand detractors (e.g., disgruntled former employees)? Brand Ambassadors Recruiting’s Challenge: How do we get the most influence out of our brand ambassadors (e.g., senior leaders, new hires, formal brand ambassadors)? External Influencers Recruiting’s Challenge: How do I engage influencers to have the most impact? n = 1,044. Source: CEB 2014 Employment Branding Effectiveness Survey. a Recruiting has a 19% maximum impact on influence, whereas other messengers have a 41% maximum impact on influence. Source: CEB analysis. RECRUITING A SMALL PART OF THE BRAND INFLUENCER ECOSYSTEM 24
  • 31. © 2014 CEB. All rights reserved. RR0433514SYN TURN BRAND ADVOCATES INTO BRAND INFLUENCERS How Suncor Enables Brand Influencers Suncor provides a group of employees with action- oriented training and greater visibility to potential applicants so they can act as brand influencers, not just brand advocates. ■ To help employees make the transition from brand advocate to brand influencer, Suncor has created a training session focused on three influencer abilities: verify, consult, and navigate. ■ Once training is complete, Suncor makes influencers more visible to applicants, thereby helping them reach high-quality potential applicants in all channels. ■ Training employees to be effective communicators enables them to bring the Suncor brand experience to life when interacting with applicants. Who are Suncor’s brand influencers? ■ 150 brand influencers ■ Nominated by business units ■ Usually high performers and highly engaged ■ Spread across critical talent segments ■ Mix of job levels ROI for Brand Influencers Through devoting one full day to training and limiting their time commitments, Suncor’s brand influencers: ■ Feel more engaged in the organization through the opportunity to help Suncor achieve its goals, ■ Are recognized informally for their participation by managers and leaders of their business units, and ■ Expand their networks by interacting with potential applicants within their industry. Fit Verification Model Provide actionable information about talent needs so influencers can verify preliminary fit, even for roles with which they are not familiar. A. Verify The Applicant Will Thrive in Suncor’s Culture Talent Needs Suncor’s Values 1. Safety above all else. 2. Respect. 3. Raise the bar. 4. Commitments that matter. 5. Do the right thing. Action Steps Surface Behaviors that Indicate this Value Mentions interest in sustainability Participates in community service Seeking a long-term career B. Verify Whether the Applicant Is in a Critical Talent Segment Talent Needs Strategy-Critical Talent Segments 6. Petroleum Geologist 7. Power Engineers in Alberta 8. Women in Leadership Action Steps Consider Key Questions about Each Potential Applicant Is the individual interested in a role as a petroleum geologist? Does the individual have experience (work or education) working as a petroleum geologist? Consultative Conversation Framework Teach brand influencers a sales-inspired conversation framework so they can deliver tailored information based on applicant need. Three Stepsto Consultation Step 1: Diagnose Applicant Needs by Probing Intelligently Step 2: Deliver Customized Messages by Addressing Preferencesand Concerns Step 3: Enact a Plan for Further Engagement by Providing Next Steps Objective of Step Understand the potential applicant’s career interests and concerns by probing intelligently and empathetically. Connect with the potential applicant by explaining how Suncor delivers on their career preferences and dispelling inaccurate concerns. Help potential applicants create an action plan for future engagement with Suncor. What’sAt Risk if You Get the Step Wrong Teeing up the wrong topics for the rest of the conversation Wasted applicant time, effort, and goodwill if messages don’t apply to them Wasted applicant time, effort, and goodwill if messages don’t apply to them Information Provided in Training to Prepare Influencers Guidelines on how to ask probing questions instead of closed questions. Inventory of messages about Suncor that match different applicant preferences. Application information for good fit applicants and alternate opportunities list for poor fits. Consultation Role Playing Ask brand influencers to practice interacting with applicants in different situations to gain confidence navigating difficult conversation scenarios. Online Applicant Engagement Make influencers readily available through social media to leverage the power of employee influence in all channels. Action-Oriented Training Greater Visibility to Applicants 1.Verify 2. Consult 3. Navigate 4. Reach Source: Suncor Energy, Inc.; CEB analysis. BRAND DETRACTORS BRAND AMBASSADORS 25
  • 32. © 2014 CEB. All rights reserved. RR0433514SYN Suncor is in the process of making influencers readily available through social media to leverage the power of employee influence in all channels. BRAND DETRACTORS BRAND AMBASSADORS 26 Background EXTEND THE REACH OF EMPLOYEE INFLUENCE Suncor’s Steps to Online Applicant Engagement Recruiting Sets Clear Boundaries on Social Media Use Define: ■ Types of information to share, and ■ Types of interactions to have. 2 Recruiting Helps Influencers Upgrade Their Profiles on LinkedIn Influencer Profiles Must: ■ Have professional photos, ■ Include “Recruiting Partner” in the title, and ■ Contain a clear description of current role. 1 Influencers Engage in Consultative Conversations with Applicants Applicants are more likely to apply once influencers authentically address applicants’ questions, such as the following: ■ What is it like to work in northern Alberta? ■ What responsibilities is someone at your level given? ■ Can you give me more details about the project you are working on? 4 Influencers Identify Active and Passive Applicants to Connect With ■ Active applicants self-identify and can easily identify influencers online to start conversations. ■ Recruiting helps influencers identify potential passive applicants in their networks. 3 Calvin Jacobs Geologist at Suncor + Recruiting Partner Calgary, Canada, Area | Energy & Oil Summary Senior geologist holding a degree in petroleum geology, sedimentology, with over 10 years of oil industry experience in geological modeling and research and development. If you are interested in a role at Suncor or want to learn more, feel free to contact me. People Also Viewed Advice for Contacting Calvin Source: Suncor Energy, Inc.; CEB analysis. 104 connections ■ Suncor is currently conducting a pilot program that will enable influencers to use their skills in online channels, such as LinkedIn. ■ Recruiting will prepare influencers for online interactions by upgrading their profiles and setting clear boundaries on social media use. ■ Influencers can then engage with active applicants who contact them and passive applicants within their own networks. Tips for Keeping the Time Commitment Reasonable: ■ Allow influencers to decide when and how often they monitor LinkedIn. ■ Provide influencers with a contact in Recruiting who can help them manage high volume. ■ Make any additional training available virtually.
  • 33. © 2014 CEB. All rights reserved. RR0433514SYN Create Messages That Consult Focus Branding on Critical Talent Build a Network of Brand Influencers ROADMAP FOR ACTION 27
  • 34. © 2014 CEB. All rights reserved. RR0433514SYN Appendix ■ Roadmap ■ Action Plan ■ Resources 28
  • 35. © 2014 CEB. All rights reserved. RR0433514SYN BRANDING FOR INFLUENCE STRATEGY Statement of Strategy Improve applicant quality by more than 50% by giving applicants trusted guidance to make better decisions about whether to apply, instead of promoting the organization as a great place to work. Rationale for Change ■ Our employment brand is under increasing pressure to attract new types of talent. ■ Applicants look to an unprecedented amount of information to decide where to apply. ■ Appealing employment branding adds to the amount of unhelpful information potential applicants receive, leaving them struggling to decide where to apply. Twenty-eight percent of our applicant pool is composed of high-quality applicants. Current State: Branding for Appeal Forty-three percent of our applicant pool is made up of high-quality applicants, leading to 9% higher quality of hire. Desired State: Branding for Influence Initiatives Brand Planning: Focus Branding on Critical Talent Shift from targeting a wider array of talent segments to in-depth customization that incorporates only the most important talent segments. Brand Outreach: Build a Network of Brand Influencers Focus less on managing a channel strategy and more on managing internal and external influencers. Brand Messaging: Create Messages That Consult Rather Than Sell Instead of highlighting the organization’s selling points, your messages should challenge applicants’ thinking. 2 31 29
  • 36. © 2014 CEB. All rights reserved. RR0433514SYN BRANDING FOR INFLUENCE: ACTION PLAN Branding for Influence Imperatives for Best Practice Action Items Compare to Your Current Practice Immediate Action Items Select three to five only Brand Planning: Focus Branding on Critical Talent Share the Branding for Influence approach with my recruiting team, CHRO, Marketing, and Communications, etc. Diagnose our employment branding maturity level. Identify our most critical talent segments as the main audiences of our branding efforts. Create our “brand blueprint” (i.e., a list of our core EVP messages, without creative attributes, such as logos or taglines). Create a sub-branding process to identify specific messages, channels, and creative attributes for each segment. Brand Messaging: Create Messages That Consult Rather Than Sell Identify opportunities to differentiate ourselves from other organizations. Identify opportunities to associate ourselves with other organizations. Communicate our organization’s purpose with simple statements written clearly. Demonstrate how employees achieve our organization’s purpose in their day-to-day professional lives. Highlight non-obvious career transitions. Emphasize the aspects of our corporate culture that might dissuade some applicants. Give potential applicants self-diagnostics to see which function or role is right for them. Brand Outreach: Build a Network of Brand Influencers Provide opportunities in which employees can easily share stories about their responsibilities and careers. Recognize great stories that employees share. Use a response protocol for brand detractors that prioritizes the most influential detractors and comments. Create a holistic strategy to preempt, monitor, learn from, and respond to influential brand detractors. Teach our recruiters or brand ambassadors a sales-inspired framework to have fit-focused conversations with potential applicants. Help our recruiters or brand ambassadors practice consulting with potential applicants in different situations. Make our recruiters or brand ambassadors “always on” through social media. 30
  • 37. © 2014 CEB. All rights reserved. RR0433514SYN BRANDING FOR INFLUENCE: RESOURCES See the Employment Branding Topic Center for these branding resources and more. Brand Planning: Focus Branding on Critical Talent Branding Strategy Toolkit Create the right brand strategy that accounts for your strategic situation and talent needs. Branding for Influence Business Case Make the case to brand for influence to your recruiters and partners in Marketing, Communications, and HR. Employment Branding Blueprint Get step-by-step guidance customized to the maturity level of your employment branding activities. Brand Messaging: Create Messages That Consult Rather Than Sell Branding Message Builder Use this worksheet to brainstorm and evaluate potential brand messages. Recruiting Effectiveness Dashboard Launch this full-service diagnostic to track why new hires are joining your organization and inform your brand messaging. Influential Branding Messages Inventory Refer to this inventory for 50 examples of brand messages that give applicants trusted guidance on whether to apply. Brand Outreach: Build a Network of Brand Influencers Brand Ambassadors Program Guidelines Use our ambassador program in a box to make your recruiters, new hires, critical talent, etc., more influential to potential applicants. Branding for Influence Playbook Help your recruiters, HR business partners, and managers do 10 things to make branding for influence part of their daily routine. 31
  • 38. Influential Employer Branding on LinkedIn July 2015
  • 39. Agenda LinkedIn: Our evolution Followers: Why the fuss? LinkedIn’s Top 10 Influential Brands: What do they have in common? Students on LinkedIn 39 Case Study: GoDaddy
  • 40. LinkedIn: A global pool of talent 4M+ INDONESIA 3M+ PHILIPPINES 2M+ MALAYSIA 1M+ SINGAPORE 1M+ SAUDI ARABIA 21M+ BRAZIL 115M+ UNITED STATES OF AMERICA 11M+ CANADA 30M+ INDIA 7M+ AUSTRALIA 1M+ NEW ZEALAND 4M+ SOUTH AFRICA 1M+ UNITED ARAB EMIRATES 19M+ UNITED KINGDOM 10M+ FRANCE 7M+ ITALY 2M+ BELGIUM 1M+ DENMARK 4M+ TURKEY 5M+ NETHERLANDS 2M+ SWEDEN 6M+ SPAIN 8M+ CHINA 364M+ Members worldwide +2 New members per second
  • 42. 42
  • 43. 43 LinkedIn Employee publishes highly influential post on our culture, receiving over 1600 views Brand Appeal: “Free food, free gym, dry cleaning, massages, cool working environments, no suits, bright people, private healthcare, childcare vouchers…”
  • 44. “But mainly because since joining LinkedIn, I have realised that these are the ingredients you use to decorate the cake. If what is under the icing is dry and flavourless, no matter how good it looks, you have a very disappointing Birthday party.” 44 James Batup, Senior Relationship Manager, LinkedIn
  • 45. 45 Brand Influence: • On interviews - “a refreshingly informal approach” • On our vision – “Economic Graph” • On our employment policy – “The Alliance”
  • 47. HP Thanked 1M Followers in a Unique Way HP was the first company on LinkedIn to reach 1M followers in 2013. They celebrated with a blog post, created an amazing infographic, and the story was shared on Mashable. 47
  • 49. OF FOLLOWERS ARE INTERESTED IN JOB OPPORTUNITIES WITH THE COMPANIES THEY FOLLOW
  • 50. MORE LIKELY TO RESPOND TO YOUR INMAIL FOLLOWERS ARE
  • 52. OF YOUR HIRES WERE FOLLOWING YOU ON LINKEDIN BEFORE BEING HIRED
  • 54. 54 Followers can be segmented
  • 55. Diageo created a custom cocktail to celebrate reaching 250,000 Followers 55 https://www.youtube.com/watch?v=FMRPOZY0eZE
  • 56. 56 The 2015 10 Most Influential Brands on LinkedIn
  • 57. 57
  • 58. ©2013 LinkedIn Corporation. All Rights Reserved. Confidential – Do Not Distribute The most effective content marketers reach customers in multiple ways CMS integrates your efforts 58 CMS Groups Company Updates Sponsored Updates Employee Posts Influencer Posts
  • 59. ©2013 LinkedIn Corporation. All Rights Reserved. Confidential – Do Not Distribute Reach Frequency Engagement These are the three levers that influence your CMS XX 59
  • 60. ©2013 LinkedIn Corporation. All Rights Reserved. Confidential – Do Not Distribute Your Content Marketing Score measures within your target audience, WHO engages with your content 77,266,000 members 2,237 members Target Audience Members you would like to reach (monthly active users) Content Marketing Engagement Members who engage with your content Global All Like, share, comment, follow, click Content Marketing Score Unique Members Engaged = =x Multiplier 29Active Target Audience 60
  • 61. ©2013 LinkedIn Corporation. All Rights Reserved. Confidential – Do Not Distribute What is a Content Marketing Score? A score that quantifies and benchmarks the influence companies have on LinkedIn A score that can be filtered by audience A score that is stacked up against a competitive set 1 2 3 61
  • 62. ©2013 LinkedIn Corporation. All Rights Reserved. Confidential – Do Not Distribute Key questions Content marketing addresses the following questions I really care about a specific audience. Are they engaging? Are people engaging with my content? How do I rank against my peers? How influential are my employees? 62
  • 63.
  • 64. What do these brands have in common?
  • 65. OF TOP INFLUENTIAL BRANDS HAVE THEIR EMPLOYEES SHARING THEIR CONTENT TO THEIR NETWORKS
  • 66. OF TOP INFLUENTIAL BRANDS HAVE EMPLOYEES PUBLISHING POSTS TO CONTRIBUTE TO THEIR CONTENT EFFORTS
  • 67. OF TOP INFLUENTIAL BRANDS REGULARLY SHARE STATUS UPDATES ON THEIR LINKEDIN COMPANY PAGE AN AVERAGE OF 12.6 UPDATES PER WEEK
  • 68. OF TOP INFLUENTIAL BRANDS ARE UTLITISING SPONSORED UPDATES TO EXPAND THE REACH OF THEIR CONTENT
  • 71. 71 So, what did they do?
  • 72. Focus Branding on Critical Talent 72 Step 1: Brand Planning • Go Daddy Branding Focus: • Women in Technology
  • 73. Create messages that consult rather than sell 73 Step 2: Brand Messaging
  • 74. Create messages that consult rather than sell 74 Step 2: Brand Messaging
  • 75. Build a network of brand influencers 75 Step 3: Brand Outreach
  • 76. 76 “For many of you, however, the question of “who” you will be in life is still not answered. This morning I want to contrast for you the value “who” – you – are versus “what” – you – are. I want to impress upon you just how wrong our priorities are between the two – and how much that contrast in value can (or has) already affected your life.”
  • 77. 77 “As with consumer technology, it’s clear that women’s opinions matter deeply to the success of the small business cloud services industry.” “With only 18% of technical roles filled by women at GoDaddy, we sit only 1% above the rest of the Bay Area pack. This is nothing to celebrate.”
  • 78. 78 “My first act as CEO was to completely overhaul our brand and advertising—dropping the commercials that women clearly articulated to be objectifying and over- sexualized for a value prop that emphasizes the entrepreneurial spirit of our customers, many of whom are women. The old brand did not represent our passion for the success of our small business customers and sent a signal, wrongly, that GoDaddy was not a place that respected women.”
  • 79. 79 “Another way GoDaddy is working to transform our technical environment is by balancing as many Agile development teams as possible with 50% women vs. sprinkling one or two women per team across all teams”.
  • 82. 82 In April 2015, GoDaddy made the Anita Borg Institute’s list of Top Companies for Women Technologists, which evaluated technology companies on their representation of women at all levels and year-over- year trends in recruitment and promotion of women in the workforce
  • 83. ©2015 LinkedIn Corporation. All Rights Reserved. 83
  • 84. Tips for starting to build your Talent Brand Strategy
  • 85. 3 tips when beginning your branding strategy 1. Get buy in from key stakeholders  Show visuals of how your brand looks today  Compare with your peers  Use addressable market data 2. Identify the business need you are trying to address  i.e. we are expanding in to a new market, we will lose £X if we do not find the right people for this project. 3. Agree success metrics upfront  Very hard to prove success if we never clarified what success looks like from the beginning
  • 87. 87 So why does this matter for Recruitment teams? Because Content is proven to drive bottom line hiring results
  • 88. Companies who post at least 1 status update / week on LinkedIn…
  • 89. Get 40% more views to their LinkedIn job postings.