01.short ebi employer_branding_global_survey_report_minchington_2014 (3)

Objectives
Employer Brand International Senior Associates consulted with
regional partners, companies and vendors to assistin defining
objectives for this research project.
The key objectives of the survey are:
1. To engage with leaders around the world to discover their
opinions and insights on how employer brandingis currently
being applied insidetheir organisationsto attract,engage and
retain talent and their future plans for their employer branding
program.
2. To better understand the regional differences in the evolution of
employer brandingaround the world.
3. To obtain the latestempirical data on employer brandingto
sharewith the Global Community to advanceemployer brand
theory, principles and practice.
4. To identify the key employer brandingtrends duringthe period
2009-2014.
Method
The survey was conducted duringthe period 23rd October 2013 to
28th February 2014.Responses were collected via an onlinesurvey.
The survey was also promoted in social media channels and in
magazine and journal articles written by the Employer Brand
International team. It was also promoted via blogs and banner ads
on websites of our distribution partners.
A total of 1143 responses were received from 18 countries and
regions.Europe (other) includes all European countries except
Poland,Romania and Spain which are included separately in this
study.
Responses have been weighted to remove bias when presenting the
global results and the actual responses havebeen used to present
the regional findings.
Some totals or averages may not add up due to rounding.
The survey consists of 20 closed ended questions.

1.0: EXECUTIVE SUMMARY
Employer Brand International (EBI) is committed to undertaking global research to assist companies and
their leaders to better manage the employment experience and create a better place to work for employees,
whilst assisting to enhance the communities they operate in.
In support of this objectiveEBI conducted its third global study on employer branding trends and this report
provides highlights of the study and insights into what’s changed duringthe period 2009-2014.The differences
in regions across theworld which should be considered by leaders when managingtheir employer brand
strategy is also presented.
The workplacehas changed somewhat sinceour firstemployer brandingstudy published in 2009.
Today the challenges facing many companies in their ability to attract, engage and retain talent who can
contribute to their strategic objectives have become increasingly complex.
In today’s borderless global environmentcompanies areface with challenges such as:
 Political instability
 Social and technological changes
 Immigration quotas
 The need for people systems integration
 Understandingof culture diversity
 Jobless economic recovery in many countries
 Decliningfertility rates
 Inequality in global education standards
 Aging populations in many developed
economies.
These threats come at a time as companies arefindingit increasingly difficultto match availablejobs and
talent with the skilsets required.
Minchington (2005) defines Your Employer Brand as “the image of your organization as a ‘great placeto work’
in the mind of current employees and key stakeholders in the external market (active and passivecandidates,
clients,customers and other key stakeholders).”Employer brandingis therefore concerned with the attraction,
engagement and retention initiatives targeted at enhancingyour company's employer brand.
This report will informleaders around the world across all industries and company sizes on how employer
brandingis evolvingaround the world and presents implications for companies to consider in developing their
employer brand strategic agenda.
Employer Branding Global Insights and Regional Analysis
The global survey was conducted duringthe period
23rd October 2013 to 28th February 2014.
A total of 1143 responses were received from
respondents in nineteen regions across the world
including Asia,Australia, Belarus,Canada/USA,
Europe, India,New Zealand,Poland, Romania,
Russia,Scandinavia,Spain, South Africa,South
America, Turkey, UAE, UK, and Ukraine.
The survey provides detailed insights into the
current status of employer brandingand future
plans for organisations. Italso detailskey trends
over the past fiveyears.
Strategy ownership
We discovered employer brandingis no longer the
soledomain of the HR department, the traditional
custodians. Increasingly teams of HR, Marketing
and Communication professionalsaremanaging
the employer brand strategy. 36% of employer
brand strategies are now managed by HR
departments compared to 31% in our 2009 study
(43% in 2009).
Investment plans
Employer brandingis continuingto receive a larger
resourceallocation with 38%of companies
planning to increasetheir investment or maintain
current expenditure levels (32%) for employer
brandinginitiatives in 2014.

The number of companies planningto increase
their investment is higher than in 2011 (33%) and
comes at a time when economic indicators show
more promisingsigns of economic growth in
Europe, UK and USA.
Clarity of strategy
Whilstthe survey found employer branding
continues to rank highly on the leadership agenda,
many organisations still lack a clearly defined
strategy with only 17% reporting they have
evolved to this status. However this is a 21%
improvement on the 2011 resultof 14%.
More than a third of companies (35%) have an
employer brand strategy but believe itcan be
further developed.
Interestingly,respondents also said havinga
clearly defined strategy is the key to achieving
their employer brand objectives.
The need for a clearly defined strategy is critical
given the plethora of communication channels
availableto promote your employer brand and
employer valuepropositions (EVP’s) to your target
audience.
The onlineenvironment provides companies with
the opportunity for greater market reach and can
be a costeffective tool to integrate the various
channels to market and providea reliablemeasure
of your return on investment.
Employer branding initiatives
The survey found social media is the main activity
(58%) being undertaken by companies to enhance
their employer brand. Career website
development (56%) continues to rate highly along
with recruitment advertising/ employer marketing
(51%), recruitment branding(45%), induction
programs (42%), developing an employer brand
strategy (39%) and defining an EVP’s (39%).
Advocacy
It is widely accepted word of mouth is a credible
and effective form of promotion for products and
services. In an employment context, how
companies areperceived as a placeto work by an
employee’s friends and family is also important.
The survey found 53% of respondents said itis
important other people want to work for their
employer and other people’s perception of the
company they work for is also important(45%).
Measuring return on investment
There is no universal standard of employer
branding effectiveness, nor should there be - all
organisationsaredifferent. Metrics should be
defined which can be assessed againstthe
objectives of the employer brand program.
Companies are usinga range of metrics to
measure ROI of their employer brand projects.
Globally,employee engagement (44%), retention
rates (41%), number of applicants(34%),quality of
hire(33%) and costper hire(33%) are the main
metrics being used to measure ROI.
At the regional level,employee engagement is the
main metric used to measure ROI in places
includingAsia, Canada/USA,Scandinavia, New
Zealand,Turkey and UAE.
Communicating the employer brand
Social media (76%) remains the main
communication channel beingused to promote
the employer brand.Career websites (64%),
trainingand development programs (43%),
internal newsletters (40%), employee referral
program (39%) and onlinejob boards (38%) also
rate highly.The speed at which social media has
been embraced by companies is evident by the
209% increase(between 2009-2011) and 72%
increase(between 2011 to 2014) of companies
usingsocial media channels to communicate their
employer brand.
Strategy effectiveness
The survey demonstrates a lack of measures to
determine the effectiveness of the employer brand
strategy. Many activities such as social media
participation and talentmanagement are lagging
indicators and will requiretimeto assess themost
effective benefits of your strategy
Across regions many companies arestill in the
early stages of their employer brand strategy. 17%
of companies report their most effective initiatives
are not yet clear which a vast improvement on
26% in 2011 is.
The survey found social media participation (11%),
defining EVP’s (11%), talent development strategy
(9%) and career website development (9%) arethe
most effective activities to enhance the employer
brand.

Company videos which have become increasingly
popular for companies to communicate their
employer brand and EVP’s in recent years, rates
low (1%) as an effective initiative. Itwill be
interesting to see how this develops in the coming
years when penetration rates increaseand
company videos evolve from highly scripted
storytellingto more authentic insights aboutwhat
it’s liketo work at the company.
The main benefits
Ease in attractingcandidates (35%),employee
engagement (32%) and recognition as an employer
of choice(28%) are the main benefits gained from
employer brandingprograms.
Other major benefits includereduced recruitment
costs (22%), higher job acceptancerate (19%) and
decrease in staff turnover (19%).
Achieving objectives
Employer branding programs requiretop down
sponsorship by the CEO and Executive. Havinga
clearly defined strategy (average 6.08 on a scaleof
1=leastimportant to 7=most important), engaging
senior management (5.98) and CEO (5.97) rank
highest in importanceto achievingemployer
brandingobjectives.
Attracting talent
Career development (average 6.07) is the most
important attribute in attractingnew talent to a
company alongwith leadership (6.02),work
environment (5.97), corporate reputation and
culture(5.95) and reward and recognition (5.76)
Employee research (4.49), corporatesocial
responsibility (4.81) and communication systems
(4.95) rated the lowest in importance.
The employer brandingprocess is aboutbuilding
and sustainingemployment propositions which are
unique, compellingand relevant to your internal
and external target audience. This is an area where
organisationsneed to apply more focus and use
the collectiveexperience of internal teams and
experts in the broader marketplace to build
capabilities.
The challenges
In today’s uncertain economic climatecompanies
need to ensure money invested in their employer
brand strategy provides shortand longterm value.
The survey found definingan adequate budget
(average 4.89 on a scaleof 1=very littleextent to
7=very great extent) is the biggest challengefacing
companies in managingtheir employer brand
program.
Employer brand messaging across departments
(4.75), being creative and innovativeto distinguish
the employment offering (4.66) and senior
leadership engagement (4.64) and are also major
challenges.
There are many employer branding activities
companies can implement which have a high
impactat a lowcost. However the key to success is
ensuringthe initiativessitwithin a framework
which allows your company to strategically
manage the employer brand strategy across the
business.Leaders require trainingin howto
implement the employer brand strategy and clarity
in how to deliver an optimal employment
experience. In 2012 Employer Brand International
launched the
‘Certificate in Employer Brand Leadership’ to build
leadership capability in this area.
The findings of the survey highlightareas leaders
need to address and take action to ensure their
employer brand strategy is holistic and notone
that is solely focused on recruitingtalent. It needs
to align with talentengagement and retention
programs which will requirecoordination and
input between the different business units
responsiblefor these functions.As talent
shortages become more prevalentaround the
world your employer brand will become an
increasingly valuableassetin ensuringyour
company’s sustainability.
We encourage companies to apply the results of
this survey and critically assesstheregional
differences to better understand the impactof
cultureand geographical location on their
employer brand. Global leaders mustempower
regional leaders to localisethe strategy and
identify which functions will bemanaged at a
global level (e.g. applicanttrackingsystem,
employer brand blueprint, recruitment templates,
etc) and those adaptableatthe local level (e.g.
media, recruitment strategy, leadership
development, etc).

This report highlights the need to educate leaders
about the business benefits of employer branding
and train leaders how to develop and implement
the employer brand strategy. Ask any CEO their
main priorities and ‘attractingand retaining
talent,’ will generally appear in their top three.
Employer brand strategy provides a way forward
for organisations to ensurethey can attractand
retain the talent required for growth.
The pathway to employer brandingsuccess should
be considered an ongoing journey (see appendix A
Employer Brand Excellence Pathway Model).
The evolution of the employer brand concept over
the pastfive years has been significantand what
was for many years considered to be a recruitment
function is now being embraced by companies as a
strategic responseto buildingcompetitive
advantage around their talent.
Companies are fast realising that
“Today’s most successful companies are those
with the BEST PEOPLE, not just the best
products!”

3.0 - PART 1:
GLOBAL SURVEYRESPONDENTS: DEMOGRAPHICS

Demographics (Global)
© Employer Brand International
2013 EmployerBranding GlobalInsights Research Study
Asia 44  Australia 78  Belarus 24  Canada/USA 86  Europe (other) 102  India 36  New Zealand 51  Poland 78  Romania 49
Russia 231  Scandinavia 45  South Africa 36  South America 45  Spain 78 Turkey 30  UAE 24  UK 62  Ukraine 44
59% 41%

Age Employee Number Organisation Type
© Employer Brand International 2014 Employer Branding Global Trends Study
14%
42%
29%
13%
2%
<20-29 30-39 40-49 50-59 60
13%
15%
23%16%
33%
1-10 11-100 101-1000 1001-5000 5000
3%
5%
92%
Government Not for profit For profit

Other industries <3%
3%
3%
3%
3%
3%
3%
3%
4%
4%
5%
5%
6%
6%
7%
8%
8%
10%
Electricity, Gas & Water
Financial Services
Health Care
Construction
Telecommunications
Banking
Transportation &…
Retail
Consumer Products-…
Engineering
Education Services
Professional Services
Recruitment/Staffing
Information Technology
Manufacturing
Advertising & Marketing
Consulting
Industry
1%
2%
4%
4%
5%
6%
8%
9%
12%
23%
26%
Chairman
Administrator
Vice President
Supervisor
General Manager
Team leader
Executive
Officer
CEO/Managing Director
Manager
Senior manager
Position Level
5%
12%
14%
14%
15%
16%
24%
20+
< 1
1-2
2-3
10-20
3-5
5-10
Tenure

3.0 - PART 2: GLOBAL & REGIONAL FINDINGS

Employer Brand Responsibility
Figure 1: Whichdepartment(s) iscurrently responsible formanaging your employerbrand?
(>100% as more than one answer is possible)
1%
2%
2%
4%
4%
6%
6%
6%
7%
7%
8%
11%
36%
Corporate Affairs
I don't know
Branding
HR & Marketing
Communications
Talent Management
Executive team
HR, Marketing & Communications
Directors
HR & Communications
CEO
Marketing
Human Resources
46
33
38
2009 2011 2014
HR Ownership
5 year trend
percent

Table 1: Inside the regional data - Departments responsible for managing the employer brand
Top 3 responses –the % represents the highest response
Asia Australia Europe (other) New Zealand Scandinavia Spain Canada/USA
Human Resources 55% 35% 40% 73% 40% 60% 53%
Marketing 2 2 2 2
CEO 3 2
Directors 3 3
HR, Marketing & Communications 3
Talent Management 3 3
HR & Communications 2 2
Communications 3
Belarus India Poland Romania Russia South Africa South America
Human Resources 56% 31% 48% 2 2 56%
Marketing 3 2 3 33% 2
Executive team 2 3
CEO 3 3
Directors 2
HR, Marketing & Communications 2
Branding 3
Human Resources & Communications 3
Human Resources & Marketing 27% 25%
Turkey UAE UK Ukraine
Human Resources 65% 2 35% 3
Marketing 3
CEO 38% 2
Talent Management 2
HR & Communications 2 3 2
HR & Marketing 25%

Expenditure Forecast
Figure 2: In 2014 what are your plans for expenditure onemployerbrandingactivities?
5%
12%
13%
32%
38%
A decrease in the amount invested
Unsure
Need to justify investment
Approximately unchanged investment
An increase in the amount invested
46
33
38
2009 2011 2014
Increased investment
5 year trend
percent

Table 2: Inside the regional data - Investment plans for employer branding
Top response - the % represents the highest response
An increase in the amount invested 46% 46% 59% 44%
Approximately unchanged investment 37% 53% 45%
Unsure
An increase in the amount invested 48% 33% 31% 45%
Approximately unchanged investment 41% 44%
Need to justify investment 44%
Unsure
An increase in the amount invested 45% 38%
Approximately unchanged investment 36% 37%
Unsure

Employer Brand Strategy
Figure 3: Has your company developedaclear employerbranding strategy?
2%
14%
17%
32%
35%
I don't know
No, we have not developed a strategy
Yes, we have a clear strategy
No, but we are working on it
Yes, but it can be further developed
16
14
17
2009 2011 2014
Clearstrategy
5 yeartrend
percent

Table 3: Inside the regional data - Status of employer brand strategy
Top response - the % represents the highest response
Yes, but it can be further developed 41% 48% 41% 53%
No, but we are working on it 32% 35% 42%
I don't know
Yes, but it can be further developed 46%
No, but we are working on it 39% 33% 31% 39% 47% 56%
I don't know
Yes, but it can be further developed
No, but we are working on it 40% 38% 29% 45%
I don't know

Employer Branding Initiatives
Figure 4: Whichactivitiesare you currently undertakingto enhance your employerbrand?
8%
11%
15%
15%
19%
21%
21%
22%
23%
23%
24%
29%
31%
31%
35%
36%
38%
39%
39%
42%
45%
52%
56%
58%
Focusgroups(external)
Employer brand forumswith leaders
Customer research
Employer brand forumswith external stakeholders
Focusgroupswith current employees
Public relations
Mobile careers site
Alumni program
Competitor analysis
Retention initiatives
Audit of current employer brand
Employer brand positioning
Applicant tracking system
Coaching/mentoring
Current employeeresearch
Employee referral program
Leadership development program
Defining EVP's
Developing employer brand strategy
Induction program
Recruitment branding
Recruitment advertising/employer marketing
Career website development
Social media
14
44
58
2009 2011 2014
SocialMedia
5 yeartrend
percent

Table 4: Inside the regional data - Which activities are you currently undertaking to enhance your employer brand?
Top 3 responses - the % represents the highest response
Career website development 59% 2 2 76% 2 2
Defining employer value proposition(s) 3 3
Employee referralprogram 3 3
Recruitment ad./employer marketing 2 3 2 3
Social media 62% 67% 2 75% 55% 71%
Alumni programs 3
Career website development 2 59% 2
Defining employer value proposition(s) 44%
Developing employer brand strategy 3
Employer brand positioning 2
Employee referralprogram 3
Induction program 67% 3 64% 2
Leadership development program 3
Recruitment ad./employer marketing 83% 2 69%
Recruitment branding 2
Social media 56% 3 3
FG with employees to define EB 3 2
Career website development 2 63% 2
Applicant tracking system 3
Induction program 55%
Recruitment ad./employer marketing 62% 3 2
Social media 3 2 67%
FG with employees to define EB 3

Achieving employer branding objectives
Figure 5: How important are the followinginorder to achievingyour employerbrandingobjectives?
(1 = least important 7= most important)
4.8
5.27
5.53
5.56
5.57
5.75
5.84
5.88
5.89
5.97
5.98
6.08
Conducting market research
Participation in social media
Producing communications materials
Conducting internal research
Collaboration b/t different departments
Developing strategies for recruiting talent
Developing strategies for retaining talent
Defining our EVP’s
Communications planning
CEO engagement
Senior management engagement
Having a clearly defined strategy
6.04
5.9
6.08
2009 2011 2014
Clearly defined strategy
5 yearstrategy
percent

Table 5: Inside the regional data - Achieving employer branding objectives
Top response (rating out of 7) - the % represents the highest response
Having a clearly defined strategy 6.06 5.76 6.07 5.93
CEO engagement
Senior management engagement 6.32 6.09 6.13
Having a clearly defined strategy 6.23 5.82 6.78
Senior management engagement 5.90 6.63
Communications planning 6.56 6.49
Having a clearly defined strategy 6.37
CEO engagement 6.50
Senior management engagement 6.09
Defining our EVP 6.13

Attracting talent
Figure 6: How important do you believe the followingemployerbrandattributes are in attracting new talent to your company?
(1 = least important 7= most important)
4.49
4.81
4.95
5.26
5.33
5.38
5.43
5.58
5.65
5.76
5.95
5.97
6.02
6.07
Employee research
Corporate Social Responsibility
Communication systems
Innovation
Performance management
Compensation and benefits
Recruitment and induction processes
Mission, vision, values
People management practices and policies
Reward and recognition
Corporate reputation and culture
Work environment
Leadership
Career development
5.99
5.76
6.07
2009 2011 2014
Leadership
5 yeartrend
percent

Table 6: Inside the regional data – The most important employer brand attributes to attract talent
Compensation and benefits 6.32 6.17
Corporate reputation and culture 6.19
Leadership 6.25 5.96 6.33
Work environment 6.09
Career development 6.35 6.40
Compensation and benefits 5.90 5.27
Corporate reputation and culture 6.50 6.33
Recruitment and induction processes 6.67
Career development 6.50
Corporate reputation and culture 6.43
Leadership 5.97
Work environment 6.50

Employer Branding Challenges
Figure 7: What are the challengesyouhave encounteredinmanaging your employerbrand program?
1-7 (1 = very little extent 7= very great extent)
3.51
3.81
4.16
4.18
4.42
4.64
4.66
4.75
4.89
Engaging external agency
Communicating EB to suppliers
Communicating EB to customers
CEO engagement
Communicating EB to candidates
Senior leadership engagement
Distinctive employment offering
EB messaging across departments
Obtaining an adequate budget
4.56
4.4
4.75
2009 2011 2014
Employer branding messaging across departments
5 year trend
percent

Table 7: Inside the regional data - Challenges in managing the employer brand program
Being creative and innovative to
distinguish our employment offering
5.17
Senior leadership engagement 4.70 4.38
Obtaining an adequate budget 4.99 4.71 4.91
Communicating key employer brand
messages to potential recruits
5.32
4.48
Senior leadership engagement 5.38
Obtaining an adequate budget 5.09 5.89 5.33
Communicating key employer brand
messages to potential recruits
5.13
Co-oordinating employer brand
messages across different departments
5.45
4.90
Obtaining an adequate budget 5.40
Co-oordinating employer brand
messages across different departments
5.25 5.07

What’s important?
Figure 8: Whichof the followingismost important to you?
14%
21%
24%
29%
30%
45%
53%
None of the above
That my family knows the company I work for
That my friends know the company I work for
My family's perception of the company I work
My friends’ perception ofthe company I work
Other people’sperceptionofthe company I work for
That other people want to work for my employer
53
51
45
2009 2011 2014
Other people’s perceptionof the company
I work for is important
5 year trend
percent

Table 8: Inside the regional data - What is important to people?
It is important to me that my friends know
the company I work for
3
My friends’ perception of the company I
work for is important
2 3
It is important to me that my family knows
My family's perception of the company I
2 3 3 3 2
It is important that other people want to
work for my employer
46% 2 3 2 2 63% 53%
Other people’s perception of the company
that I work for is important to me.
3 46% 43% 47% 47% 2
3 2
3 3 3 2 3
2 3
75% 67% 69% 67% 75% 67% 60%
2 2 2 3 2

3
2
3 2 3
72% 48% 72%
2 68% 3 2

Employer Brand Metrics
Figure 9: What metrics doesyour company use to measure return on investment(ROI) of your employerbrand strategy?
5%
15%
19%
20%
24%
25%
25%
29%
33%
33%
34%
41%
44%
I don't know
Profit per employee
Sourcing effectiveness
Candidate conversion ratio
None defined as yet
Employee referral rate of new hires
Promotion of internal candidates
Ranking in best employer awards
Cost per hire
Quality of hire
Number of applicants
Retention rate
Employee engagement
12
15
29
2009 2011 2014
Ranking in best employerawards
5 yeartrend
percent

Table 9: Inside the regional data - Metrics used to measure return on investment (ROI) of the employer brand strategy
Cost per hire 3
Employee engagement 37% 3 2 41% 53% 2 48%
Employee referral rate of new hires 3
Number of applicants 2
Ranking in best employer awards 2 3 46%
Retention rate 2 39% 3 2 3 2
Quality of hire 46% 3
Cost per hire 2 3 2
Employee engagement 2 3 2 2
Employee referral rate of new hires 3 3 3
Number of applicants 46% 3
Ranking in best employer awards 64%
Retention rate 52% 3 48%
Quality of hire 2 49%
None, we haven't defined our metrics as yet 2 44% 52%
Cost per hire 3 53%
Employee engagement 68% 37% 2
Number of applicants 2
Ranking in best employer awards 45%
Retention rate 3
Quality of hire 3 3 2
None, we haven't defined our metrics as yet 2

Employer brand communications
Figure 10: Whatis the main communicationmediumyour company isplanning to use to communicate your EmployerBrand during 2014?
4%
10%
11%
11%
16%
16%
19%
22%
22%
22%
22%
31%
32%
32%
33%
34%
37%
38%
39%
40%
43%
64%
76%
I don't know
Trade shows
Newspaper job ads
Mobile app
External newsletters
Alumni events
Sponsorship
Mobile careers site
Blogs
Company events
Performance appraisal
Induction process
Graduate programs
On campus activities
Employee video testimonials
Career fairs
Company brochures
Online job boards
Internal newsletters (e.g. staff e-news)
Training & development programs
Career website
Social media
14
44
76
2009 2011 2014
Socialmedia
5 yeartrend
percent

Table 10: Inside the regional data - Communicating the employer brand in 2014
Career fairs 3
Career website 59% 2 78% 2 2 76%
Employee referral program 3
Internal newsletters (e.g.staff e-news) 2
Online job boards 3
Social media 3 65% 2 70% 72% 57% 2
Training & development programs 3 3 3
Company brochures 2
Career fairs 59% 3
Career website 78% 69% 60% 2 67%
Employee referral program 3 3 3 3
Induction process 2
Internal newsletters (e.g.staff e-news) 2
Social media 2 2
Training & development programs 3 2 2 74%
On campus activities 71%
Company brochures 3
Career website 70% 62% 80% 70%
Company events e.g. AGM, product
launches
Online job boards 3 2
Social media 3 2 2 3
Training & development programs 2

Most Effective Employer Branding Initiatives
Figure 11: Whichactivity has beenmost effective inenhancingyour company’s employerbrand?
1%
2%
2%
2%
3%
5%
5%
5%
5%
5%
6%
6%
9%
9%
11%
11%
17%
Company videos
CSR program
Salary increases
Talent relationship management
Introducing work flexibility policies
Increased comms b/t internal depts
Talent pool development
I don't know
Effective leadership dev. program
Training leaders to manage employment exp
Ranking in best employer awards
Career website development
Talent development strategy
Defining our EVP's
Social media participation
None identified as yet, too early to tell
14
9
11
2009 2011 2014
Defining ourEVP's
5 yeartrend
percent

Table 11: Inside the regional data – Most effective employer branding initiatives
Effective leadership development program 2
Career website development 18% 3 2 3
Defining our employer value propositions 2 3
Our ranking in Best Places to Work survey 16%
Social media participation 3 2 2 22%
Talent development strategy 2 30% 3
None identified as yet, too early to tell 3 16% 17% 38% 3 2
Effective leadership development program 3 2 2
Defining our employer value propositions 2 2 3
Employee referral program 2 3 3
Increased communications b/t int. depts. 3 3 2
Social media participation 22%
Talent development strategy 33% 25%
I don't know 2
None identified as yet, too early to tell 30% 23% 20% 41% 3
Career website development 2
Defining our employer value propositions 2 18%
Increased communications b/t int. depts. 2
Our ranking in Best Places to Work survey 2
Social media participation 20% 3
Talent development strategy 3 38%
I don't know
None identified as yet, too early to tell 2 38%

Major benefits
Figure 12: Whatare the main benefitsyouhave gainedfrom your employerbrand program?
3%
7%
8%
10%
11%
11%
12%
13%
19%
19%
21%
22%
28%
32%
35%
Increased investor engagement
Engaging customers through social media
I don't know
Increased customer engagement
Decreased time-to-fill
Setting a standard/framework for HR
Increase in unsolicited resumes
Increased internal hire rate
Decrease in staff turnover
Higher job acceptance rate
None, too early to tell
Reduced recruitment costs
Recognition as an employer of choice
Increased employee engagement
Ease in attracting candidates
28 28
35
2009 2011 2014
Ease in attracting candidates
5 yeartrend
percent

Table 12: Inside the regional data - Main benefits of employer branding
Decrease in staff turnover 3
Ease in attracting candidates 36% 36% 43% 3 33% 3 34
Higher job acceptance rate 3 3
Increased employee engagement 2 2 2 47%
Recognition as an employer of choice 3 2 2
Reduced recruitment costs 2
None identified as yet, too early to tell 35% 28%
Setting a standard & framework for all
HR activity
2
Decrease in staff turnover 2
Decreased time-to-fill 52% 33%
Ease in attracting candidates 2 2 37% 3 30%
Higher job acceptance rate 3
Increase in number of unsol. resumes 2 44%
Increased employee engagement 3 62% 33% 2 3 2
Recognition as an employer of choice 3 3
None identified as yet, too early to tell 3 2
Decrease in staff turnover 2 2 55%
Decreased time-to-fill 2
Ease in attracting candidates 38% 42%
Higher job acceptance rate 60% 3
Increase in number of unsol. resumes 3
Increased employee engagement 3
Recognition as an employer of choice 2
None identified as yet, too early to tell 3

01.short ebi employer_branding_global_survey_report_minchington_2014 (3)

01.short ebi employer_branding_global_survey_report_minchington_2014 (3)

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01.short ebi employer_branding_global_survey_report_minchington_2014 (3)