A large portion of a brand's identity derives from its staff, which is why it is so important to manage and measure your employer brand. Through collaboration with Communicate magazine, Emperor and Rethink Group researched how organisations in the UK and Ireland are succeeding in employer brand management and where there's room for improvement. They looked at how companies invest in employer brand management and whether organisations report on its human capital within its annual report. The session discussed the findings of the research and highlighted areas for improvement. www.communicatemagazine.co.uk/humancapital

1. Making the
intangible
asset tangible
A collaboration between…

3. What was it we
wanted to know?
Greater understanding of
where Employer Brand sits
within the organisation:
Who drives its development?
Who owns it?
Who manages it?

4. Methodology
Quantitative surveys
UK 95, Ireland 26
Two peer to peer working
sessions
Making the intangible asset tangible

5. Royalty free music from www.bensound.com

6. Why did we commission
the research?
Economic
conditions
Skills
shortages
Retention
challenges
Changing
requirements
of employees
Clients asking
for advice and
help with
attraction
strategies

7. Before we look
at the research…
Who does the
audience think
has a strong
employer brand
and why?

8. Q7
Which of the
following objectives
is the employer
brand most
responsible for?

9. Which of the following
objectives is the
employer brand most
responsible for?
– Attracting and retaining talent
– Increasing productivity
– Improve commercial performance

10. Q8
How effectively does
your employer brand
deliver against the
above objectives?

11. 35% of organisations do
not feel their employer
brand delivers against
those core objectives

12. Q9
Almost 46%(UK)-
75%(EIRE) of
respondents cited
awareness of values
as average, low or
very low.

13. Underlying
challenges…
̶ Do values exist?
̶ Are they relevant, personal,
meaningfully articulated?
̶ Are they credible? Purposeful?
̶ Do individuals feel equipped to talk
about them?
̶ Can they clearly be applied in daily
working life?
̶ Do employees feel they are
important?

14. Values that are seen
and not heard, are failing
to communicate.
Activating awareness
around values is most
effective when you get
people talking.

15. Q6
With almost
an even split of
responsibility for
employer brand,
an integrated
approach is vital.

16. Building
consensus
and managing
responsibility
̶ HR still lead in responsibility
in 39% of businesses
̶ Corporate Communications
and leaderships teams have
involvement in around 30%
̶ Fewer businesses have dedicated
internal comms resource (13%)

17. Employer brand should be
owned by everyone.
Drawing on the strengths of
each function as an integrated
project or action group to
define, share, measure and
maintain employer brand will
ensure its health and
effectiveness.

18. Q12
The majority
(50-64%) of
responses stated it’s
challenging to align
internal culture to
business objectives…

19. ‘Culture eats
strategy for
breakfast’
Henry Ford
̶ Individuals respond and align
more naturally to cultural
behaviours. It’s what makes
us human.
̶ That is why culture is SO
important in defining and
delivering on opportunity
for your business.

20. Mapping your values to your
strategy, if borne out of a
holistic brand articulation
process should be logical.

21. How does your
organisation
measure its effect
and impact?

22. Measuring
the impact
82% say they could improve
their metrics

23. Conclusions
Employer Brand is evolving and its
strategic importance is being
recognised.
You can make the intangible tangible -
through a systematic approach and
using the right metrics this becomes
more possible.
Aligning culture to your values will
ensure success and drive value
internally.
It’s a team effort.
Next steps
Join us at our
upcoming client
think tanks
Get your hands on
the survey results

24. Q&A