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Employer Branding Brett Minchington  defines Employer branding as “the image of the organization as a  ‘great place to work’  in the minds of  current employees   and key stakeholders in the external market ( active and passive candidates, clients, customers and other key stakeholders ).”  Employer branding is about  capturing the essence of a company   in a way that  engages  employees and stakeholders. It expresses an organization’s  "value proposition"  - the entirety of the organizations  culture, systems, attitudes, and employee relationship.
Employer Branding– Core Principles Insight Focus Differentiation Benefits Continuity Consistency
Core Principles Insight How do employees currently perceive the employer brand? Do people have a strong sense of the organization's purpose and values? What behaviours are felt to be most characteristic of the employees? What currently drives people’s commitment and what demoralizes people? Why do people chose to join the organization and why do they leave? What would be the reply of employees to the question:- What kind of organization do you work for?
Focus Provide a focal point to the employee’s relation with the organization. This could be either what the organization does or what it plans to do. This could also be how the organization does it i.e. the values, style, culture and personality of the organization. It is important to identify the current focal point and if need be, make a new focal point. In either case, it is important to make the focal point crystal clear to all employees. Core Principles
Differentiation What is it that makes the organization different from it’s nearest competitor? What is it that makes the organization better than it’s competitors? These two points are always the key points at the core of any employer branding exercise. Core Principles Benefits If you are going to make changes, communicate what’s in it for the employees.  Benefits could be many like money, greater security, greater share in success, competitive strength or wider career opportunities. Don’t assume that employees will read between the lines.
Continuity Understand that change is not easy for anyone. People will be more receptive to change if they can see where it has come from and not just where it is going. As far as possible, stress on continuity to the present situation. Core Principles Consistency This is going to be the most critical factor in building a brand that sustains itself over the long run. There has to be a consistency in between what the management is saying and the changes experienced by employees within the organization.
Employer Brand Management Source: PiB The employer brand mix External Reputation Internal Communication Recruitment & Induction Team Management Performance Appraisal Senior Leadership Service Support Internal Measurement Systems Working Environment Reward & Recognition Learning & Development Values  and CSR Employer Brand Proposition Big Picture: Policy Local Picture: practice
A Typical Employer Branding Project Discovery Analysis, Interpretation & Creation Implementation  & Communication Measurement  Maintenance & Optimization
Discovery Stage What happens here At this stage you’ll get a firm fix on how your brand is perceived by your top management, other employees and your external talent markets).  You’ll get a sense of how big a task the new brand faces. You need to develop relationships with other Discovery disciplines, and prepare your business case.  You’ll almost certainly have some of the research data you need already. Don’t forget to measure the current performance. Typical actions Senior management workshop  Internal and external focus group  Employee survey  Candidate journey audit  Building rapport with marketing/PR/communications teams  Ensuring top-level buy-in  Select external partners  Apply baseline metrics
Analysis,Interpretation  & Creation   Stage What happens here This is the critical stage between input and output.  You – or, more probably, your external partner in the project – will be creating your brand’s ‘stem analysis, cells’ or its unique ‘DNA’ and starting to build it from there.  You’ll start to get a clear picture of interpretation what your organization stands for, offers and requires as an employer – its distinctive value proposition. Typical actions Define brand attributes  Define overall employment value proposition  Associate specific behaviours with each attribute  ‘ Flex’ attributes for each talent market segment  Overall creative brief  initial creative expression of brand
Implementation &  Communication Stage What happens here This will be the stage that will showcase the brand to all key stake holders – internal and external. Before you rush to apply the brand to your next big recruitment push, make sure that you can deliver what the brand promises.  Ensure that the value proposition is one your current employees can recognize and believe in, and that the candidates and will experience full alignment between what they expect and what they experience. Typical actions Apply brand to:  • induction program material •  briefing for recruitment consultancies •  interview/assessment process  •  talent-attracting programs & materials, including website Launch brand internally  Conduct activities / workshops to reinforce brand Start living the brand
Measurement, Maintenance  & Optimization Stage What happens here Qualitative research, both external and internal, will reassure you that the new brand is perceived the way you’d intended.  By now, the brand is starting to make its presence felt in day-to-day Measurement, internal communications, and in your ‘people maintenance practices’.  For the first time you’ll be able to and demonstrate improvements on your original baseline measures, and it will be clear to all that optimization the brand is delivering real value. Typical actions Probe internal response to new brand  Probe external perception  Measure improvements in recruitment and retention metrics  Complete application of brand to candidate journey  Measure uptake of ‘living the brand’ Review and Optimize the Brand experience
Benefits of Employer Branding The major benefits of employer branding include:-  •  Increased productivity & profitability  •  Increased employee retention  •  Highly ranked for Employer Attractiveness  •  Increased level of staff engagement  •  Lower recruitment costs  •  Minimized loss of talented employees  •  Employees recommending organization as a “preferred” place to work  •  Maintenance of core competencies  •  Employees committed to organizational goals  •  Shorter recruitment time  •  Ensured long-term competitiveness  •  Improved employee relations  •  Decreased time from hire to productivity  Employer brand management doesn’t replace anything you’re doing well already. It just brings it all together to greater effect.
Some points about  Employer Branding Like all brands, employer brands are essentially marketing concepts and constructs. The tools and methodologies of employer brand development are substantially the same as those for consumer or corporate brand development. Employer brands are at least as much about retention and engagement as they are about recruitment. Never trust anyone who tries to wrap employer brands in a cloak of mystique or jargon. They’re not just for the big, glamorous MNCs with their own high-profile consumer brands. They’re for every local authority, charity, SME, government department, academic organization that needs to recruit, retain and engage good people. The basic difference between talent attraction the old way and the brand-based way is the introduction of research. Employer brands can support corporate brands, and vice versa. Every employer brand is an investment that should and must demonstrate a return comparable to other forms of business investment. To prove a brand’s effectiveness and demonstrate its ROI, you need to accurately measure your current performance in recruitment and retention. The highest ROI ever recorded by an employer brand was 290%.
Starting a brand development project doesn’t commit you to completing it: you can walk away at any stage, and every stage will yield its own value. Developing an employer brand proves that HR can handle big, strategic projects and issues. The shortest realistic time to develop a brand is six to eight weeks: in reality, you should allow a lot longer. Its value will last and grow for as many years, and probably longer. The biggest cost element of an employer brand project will be research. You already have an employer brand, because your organization has a reputation as an employer. It may not be the brand you want or deserve, but it’s there just the same. One of the first employer brands – and one that still enjoys a strong, well-defined reputation – is Civil Service Fast Stream. Probably the first commercial organization to take the issue of employer brand seriously was British Airways way back in the late 1980s. You can’t develop a brand on your own – you need to involve marketing, PR, your internal communications team. Your recruitment website is one of the most potent expressions of your brand, enabling potential applicants (and your own people) to see your values in action and experience the reality of working for your organization. The public sector has done as much to embrace the concept of employer brands as the commercial sector. Some points about  Employer Branding
One of the keys to a successful brand is to ensure that expectation is fully aligned with the reality of working for your organization. Before you’re tempted to launch your brand externally, make sure it’s fully communicated, understood and embedded internally. Research for the brand may show up weaknesses in your product – the basic features of working for your organization. Brands breed engagement – the discretionary time and effort that people put into their jobs, and that customers or service users notice. Engagement – and the financial value of engagement – can be accurately measured. A brand toolkit will give recruiters and line managers the flexibility they need, and the brand consistency you want. Without compromising consistency, a brand can be tailored to create the greatest resonance with a number of different audiences and talent market sectors. Your employer brand can give new focus and consistency to your ongoing employee communications. If employer brands are a big HR issue today, they’ll be even bigger tomorrow. Employer brand development is attracting managers from classic marketing backgrounds to move into HR. Some points about  Employer Branding
Employer Branding Case Studies (Click on the icons below to view each case)
Employer Branding - Again How a business builds and packages its identity, from its origins and values, what it promises to deliver to emotionally connect employees so that they in turn deliver what the business promised to customers.  Definition: Liby Sartain and Mark Schumann, Brand from the Inside
Presentation Compiled By Vishal Nagda Executive – HR – Employer Branding Organization Transformation Team

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Employer branding

  • 1. Employer Branding Brett Minchington defines Employer branding as “the image of the organization as a ‘great place to work’ in the minds of current employees and key stakeholders in the external market ( active and passive candidates, clients, customers and other key stakeholders ).” Employer branding is about capturing the essence of a company in a way that engages employees and stakeholders. It expresses an organization’s "value proposition" - the entirety of the organizations culture, systems, attitudes, and employee relationship.
  • 2. Employer Branding– Core Principles Insight Focus Differentiation Benefits Continuity Consistency
  • 3. Core Principles Insight How do employees currently perceive the employer brand? Do people have a strong sense of the organization's purpose and values? What behaviours are felt to be most characteristic of the employees? What currently drives people’s commitment and what demoralizes people? Why do people chose to join the organization and why do they leave? What would be the reply of employees to the question:- What kind of organization do you work for?
  • 4. Focus Provide a focal point to the employee’s relation with the organization. This could be either what the organization does or what it plans to do. This could also be how the organization does it i.e. the values, style, culture and personality of the organization. It is important to identify the current focal point and if need be, make a new focal point. In either case, it is important to make the focal point crystal clear to all employees. Core Principles
  • 5. Differentiation What is it that makes the organization different from it’s nearest competitor? What is it that makes the organization better than it’s competitors? These two points are always the key points at the core of any employer branding exercise. Core Principles Benefits If you are going to make changes, communicate what’s in it for the employees. Benefits could be many like money, greater security, greater share in success, competitive strength or wider career opportunities. Don’t assume that employees will read between the lines.
  • 6. Continuity Understand that change is not easy for anyone. People will be more receptive to change if they can see where it has come from and not just where it is going. As far as possible, stress on continuity to the present situation. Core Principles Consistency This is going to be the most critical factor in building a brand that sustains itself over the long run. There has to be a consistency in between what the management is saying and the changes experienced by employees within the organization.
  • 7. Employer Brand Management Source: PiB The employer brand mix External Reputation Internal Communication Recruitment & Induction Team Management Performance Appraisal Senior Leadership Service Support Internal Measurement Systems Working Environment Reward & Recognition Learning & Development Values and CSR Employer Brand Proposition Big Picture: Policy Local Picture: practice
  • 8. A Typical Employer Branding Project Discovery Analysis, Interpretation & Creation Implementation & Communication Measurement Maintenance & Optimization
  • 9. Discovery Stage What happens here At this stage you’ll get a firm fix on how your brand is perceived by your top management, other employees and your external talent markets). You’ll get a sense of how big a task the new brand faces. You need to develop relationships with other Discovery disciplines, and prepare your business case. You’ll almost certainly have some of the research data you need already. Don’t forget to measure the current performance. Typical actions Senior management workshop Internal and external focus group Employee survey Candidate journey audit Building rapport with marketing/PR/communications teams Ensuring top-level buy-in Select external partners Apply baseline metrics
  • 10. Analysis,Interpretation & Creation Stage What happens here This is the critical stage between input and output. You – or, more probably, your external partner in the project – will be creating your brand’s ‘stem analysis, cells’ or its unique ‘DNA’ and starting to build it from there. You’ll start to get a clear picture of interpretation what your organization stands for, offers and requires as an employer – its distinctive value proposition. Typical actions Define brand attributes Define overall employment value proposition Associate specific behaviours with each attribute ‘ Flex’ attributes for each talent market segment Overall creative brief initial creative expression of brand
  • 11. Implementation & Communication Stage What happens here This will be the stage that will showcase the brand to all key stake holders – internal and external. Before you rush to apply the brand to your next big recruitment push, make sure that you can deliver what the brand promises. Ensure that the value proposition is one your current employees can recognize and believe in, and that the candidates and will experience full alignment between what they expect and what they experience. Typical actions Apply brand to: • induction program material • briefing for recruitment consultancies • interview/assessment process • talent-attracting programs & materials, including website Launch brand internally Conduct activities / workshops to reinforce brand Start living the brand
  • 12. Measurement, Maintenance & Optimization Stage What happens here Qualitative research, both external and internal, will reassure you that the new brand is perceived the way you’d intended. By now, the brand is starting to make its presence felt in day-to-day Measurement, internal communications, and in your ‘people maintenance practices’. For the first time you’ll be able to and demonstrate improvements on your original baseline measures, and it will be clear to all that optimization the brand is delivering real value. Typical actions Probe internal response to new brand Probe external perception Measure improvements in recruitment and retention metrics Complete application of brand to candidate journey Measure uptake of ‘living the brand’ Review and Optimize the Brand experience
  • 13. Benefits of Employer Branding The major benefits of employer branding include:- • Increased productivity & profitability • Increased employee retention • Highly ranked for Employer Attractiveness • Increased level of staff engagement • Lower recruitment costs • Minimized loss of talented employees • Employees recommending organization as a “preferred” place to work • Maintenance of core competencies • Employees committed to organizational goals • Shorter recruitment time • Ensured long-term competitiveness • Improved employee relations • Decreased time from hire to productivity Employer brand management doesn’t replace anything you’re doing well already. It just brings it all together to greater effect.
  • 14. Some points about Employer Branding Like all brands, employer brands are essentially marketing concepts and constructs. The tools and methodologies of employer brand development are substantially the same as those for consumer or corporate brand development. Employer brands are at least as much about retention and engagement as they are about recruitment. Never trust anyone who tries to wrap employer brands in a cloak of mystique or jargon. They’re not just for the big, glamorous MNCs with their own high-profile consumer brands. They’re for every local authority, charity, SME, government department, academic organization that needs to recruit, retain and engage good people. The basic difference between talent attraction the old way and the brand-based way is the introduction of research. Employer brands can support corporate brands, and vice versa. Every employer brand is an investment that should and must demonstrate a return comparable to other forms of business investment. To prove a brand’s effectiveness and demonstrate its ROI, you need to accurately measure your current performance in recruitment and retention. The highest ROI ever recorded by an employer brand was 290%.
  • 15. Starting a brand development project doesn’t commit you to completing it: you can walk away at any stage, and every stage will yield its own value. Developing an employer brand proves that HR can handle big, strategic projects and issues. The shortest realistic time to develop a brand is six to eight weeks: in reality, you should allow a lot longer. Its value will last and grow for as many years, and probably longer. The biggest cost element of an employer brand project will be research. You already have an employer brand, because your organization has a reputation as an employer. It may not be the brand you want or deserve, but it’s there just the same. One of the first employer brands – and one that still enjoys a strong, well-defined reputation – is Civil Service Fast Stream. Probably the first commercial organization to take the issue of employer brand seriously was British Airways way back in the late 1980s. You can’t develop a brand on your own – you need to involve marketing, PR, your internal communications team. Your recruitment website is one of the most potent expressions of your brand, enabling potential applicants (and your own people) to see your values in action and experience the reality of working for your organization. The public sector has done as much to embrace the concept of employer brands as the commercial sector. Some points about Employer Branding
  • 16. One of the keys to a successful brand is to ensure that expectation is fully aligned with the reality of working for your organization. Before you’re tempted to launch your brand externally, make sure it’s fully communicated, understood and embedded internally. Research for the brand may show up weaknesses in your product – the basic features of working for your organization. Brands breed engagement – the discretionary time and effort that people put into their jobs, and that customers or service users notice. Engagement – and the financial value of engagement – can be accurately measured. A brand toolkit will give recruiters and line managers the flexibility they need, and the brand consistency you want. Without compromising consistency, a brand can be tailored to create the greatest resonance with a number of different audiences and talent market sectors. Your employer brand can give new focus and consistency to your ongoing employee communications. If employer brands are a big HR issue today, they’ll be even bigger tomorrow. Employer brand development is attracting managers from classic marketing backgrounds to move into HR. Some points about Employer Branding
  • 17. Employer Branding Case Studies (Click on the icons below to view each case)
  • 18. Employer Branding - Again How a business builds and packages its identity, from its origins and values, what it promises to deliver to emotionally connect employees so that they in turn deliver what the business promised to customers. Definition: Liby Sartain and Mark Schumann, Brand from the Inside
  • 19. Presentation Compiled By Vishal Nagda Executive – HR – Employer Branding Organization Transformation Team