Employer branding, attraction and employer of choice January 2012
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The document discusses employer branding and strategies for becoming an employer of choice. It covers: 1. The key components of an effective employer brand, including transparency and aligning the employer brand with the consumer brand. 2. Factors to consider when developing an employer branding strategy, such as identifying the target labor market and formulating marketing objectives. 3. What an employer of choice should promise, like providing support for employees to develop their talents and celebrating successes.
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Employer branding, attraction and employer of choice January 2012
- 1. Employer branding, attraction and employer of choice by Toronto Training and HR January 2012
- 2. 3-4 Introduction to Toronto Training and HR 5-6 Emotionally intelligent organizations Contents 7-8 9-10 Need for personality Labour market strategy 11-12 Job specifications 13-15 Social media 16-19 Hiring through social media 20-21 Niche diversity sites 22-24 What merits do brands have? 25-27 Keeping brand passion alive 28-29 Four types of employer brand 30-32 Employer brand strategy 33-34 Key components of an employer brand 35-36 Creating a successful employer brand 37-42 Things to consider with employer branding 43-45 What must an employer of choice promise? 46-47 Attraction drivers 49-50 Presenting a compelling case for action 51-58 Case studies 59-60 Conclusion and questions Page 2
- 3. Introduction Page 3
- 4. Introduction to Toronto Training and HR โข Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden โข 10 years in banking โข 10 years in training and human resources โข Freelance practitioner since 2006 โข The core services provided by Toronto Training and HR are: - Training event design - Training event delivery - Reducing costs - Saving time - Improving employee engagement & morale - Services for job seekers Page 4
- 5. Emotionally intelligent organizations Page 5
- 6. Emotionally intelligent organizations Commitment to work-life balance Openness and high-trust working relationships Creativity and innovation formed through collaborative working Willingness to share ideas and resources A supportive as opposed to a competitive culture Page 6
- 7. Need for personality Page 7
- 9. Labour market strategy Page 9
- 10. Labour market strategy High rewards Low rewards High culture Employer of choice Employer of values Low culture Employer of cash Employer of churn Page 10
- 11. Job specifications Page 11
- 12. Job specifications Make it enticing Make it informative Make it clear Make it actionable Get your job specification online Page 12
- 13. Social media Page 13
- 14. Social media 1 of 2 Young people only? Facebook Twitter LinkedIn Page 14
- 15. Social media 2 of 2 USING SOCIAL MEDIA Expand your employee pipeline Engage top performers and join in with the conversation Be prepared to be transparent Role of HR Link between recruitment process and social media Page 15
- 16. Hiring through social media Page 16
- 17. Hiring through social media 1 of 3 The cornerstone of an effective social recruitment strategy is a well defined employer brand The more a recruitment process uses technology, the more personalized it should be A recruitment process should be fast, effective and comprehensive An effective recruitment process should reflect who you are Page 17
- 18. Hiring through social media 2 of 3 Itโs not the tool that matters; itโs how you use it The digital world is powerful, and its power can be quantified Online technologies are becoming integrated Page 18
- 19. Hiring through social media 3 of 3 IMPLEMENTING AN EFFECTIVE STRATEGY Research Donโt restrict yourself to one outlet only Create a network Be relevant Engage Page 19
- 20. Niche diversity sites Page 20
- 21. Niche diversity sites CanadianImmigrant.ca Inclusionnetwork.ca Jobabilities.ca BPW.ca Equitek.ca Page 21
- 22. What merits do brands have? Page 22
- 23. What merits do brands have? 1 of 2 A strong brand signifies a product or service of recognizable quality, reliability or value for money Brands help to differentiate a product or service from others being offered by competitors Brands convey familiarity on a product or service, attracting customers away from offerings of competitors Page 23
- 24. What merits do brands have? 2 of 2 Customers have a tendency to become loyal to brands, reducing the likelihood that they will switch to products or services offered by competitors Customers will pay a premium price for brands with which they identify Fewer dollars have to be spent on advertising when there is already strong brand recognition Page 24
- 25. Keeping brand passion alive Page 25
- 26. Keeping brand passion alive 1 of 2 Get the basics right-itโs about delivering good quality, being reliable and consistent Understand the audience and be clear who the customer is Be true to yourself and donโt pretend to be anything else Place marketing at the heart of the business, but thatโs more than a fluffy logo and a marketing campaign Page 26
- 27. Keeping brand passion alive 2 of 2 Itโs about making sure employees understand what the brand is about and ensuring everyone uses the same message Have a long-term vision of where you want the organization to go and share this with your employees Hire people who are going to be faithful to the idea as they are going to be the strongest asset Be distinctive, donโt just be differentโฆbe really different Page 27
- 28. Four core types of employer brand Page 28
- 29. Four core types of employer brand Prestige Cause High risk/big potential Work-life balance Page 29
- 30. Employer brand strategy Page 30
- 31. Employer brand strategy 1 of 2 Identify the labour market in which the organization is going to compete, consider the potential for sources of labour, and identify which groups of people are likely to want to buy into employment with the organization Prepare the marketing objectives and strategy Page 31
- 32. Employer brand strategy 2 of 2 Formulate the marketing mix to support โthe productโ with use of the product elements, the pricing elements and the promotion elements Product promotion in terms of public relations, in- house promotions, direct mail and advertising Page 32
- 33. Key components of an employer brand Page 33
- 34. Key components of an employer brand Transparency Put a human face on it Consistency and time Align the employer brand with the consumer brand Have a personality! Make it part of the culture Corporate philanthropy at a grassroots level Invest in high quality design Page 34
- 35. Creating a successful employer brand Page 35
- 36. Creating a successful employer brand Research Top-level buy-in Alignment to corporate strategy Communicate with more than just words Walk the walk and talk the talk Page 36
- 37. Things to consider with employer branding Page 37
- 38. Things to consider with employer branding 1 of 5 What? Why? How? Where? When? Who? Page 38
- 39. Things to consider with employer branding 2 of 5 Itโs about the synthesis Itโs about presentation Itโs about authenticity Itโs about word of mouth Page 39
- 40. Things to consider with employer branding 3 of 5 Brand messages coherent with the brand reality are required to build trust Seek first to understand and then to be understood Employer brands are crucial to business success so top leadership needs to be involved Page 40
- 41. Things to consider with employer branding 4 of 5 Itโs about the synthesis Itโs about presentation Itโs about authenticity Itโs about word of mouth Page 41
- 42. Things to consider with employer branding 5 of 5 Blogs Videos Cell phones Existing employee profiles Headhunting targets Employee referrals Page 42
- 43. What must an employer of choice promise? Page 43
- 44. What must an employer of choice promise? 1 of 2 Provide an environment where colleagues can thrive and shine Support and challenge them to access the best in themselves Set strong standards and be rigorous in performance appraisals Build strong relationships; understanding the talents, strengths and needs of other people Page 44
- 45. What must an employer of choice promise? 2 of 2 Acknowledge and celebrate success-make work a joy as well as a job Build high trust throughout the organization-it is the only way to get the best from people Be a model in your own work-stretch yourself, live the organizationโs principles, have fun, work hard and celebrate your success Page 45
- 46. Attraction drivers Page 46
- 47. Attraction drivers 1 of 2 Competitive base pay Vacations and time off Healthcare benefits Opportunities for career advancement Retirement benefits Convenient work location Flexible schedule Challenging work Learning & development opportunities Page 47
- 48. Attraction drivers 2 of 2 Organizationโs reputation as an employer Reasonable workload Page 48
- 49. Presenting a compelling case for action Page 49
- 50. Presenting a compelling case for action Approach the senior team Invite the HR department to act as enabler of the great organization culture Build critical mass from your current position Work with your own team Plough a lone furrow Page 50
- 51. Case study A Page 51
- 52. Case study A Page 52
- 53. Case study B Page 53
- 54. Case study B Page 54
- 55. Case study C Page 55
- 56. Case study C Page 56
- 57. Case study D Page 57
- 58. Case study D Page 58
- 59. Conclusion & Questions Page 59
- 60. Conclusion Summary Videos Questions Page 60