SlideShare a Scribd company logo
Copyright 2003 eBrands Pty Ltd 
EEmmppllooyymmeenntt BBrraannddiinngg 
BBuuiillddiinngg TTaalleenntt MMaarrkkeett EEqquuiittyy
Copyright 2003 
OOvveerrvviieeww 
• Define Employment Brand equity 
• Reasons and outcomes 
• Component parts of the challenge 
• Trends 
• What is a successful platform – achieving one 
• Tips for implementation
Copyright 2003 
Career Brand Attitude
Copyright 2003 
AAbboouutt BBrraanndd EEqquuiittyy 
• Employment branding 
– Where HR meets marketing to build an effective 
communications solution 
• Brand equity 
– Investing in a brand and being in a position to 
capitalise on its value 
• Marketing 
– Matching product to the needs of the market 
• Branding 
– Creating a memorable and unique identity
Copyright 2003 
AAbboouutt BBrraanndd EEqquuiittyy 
• At the core of all brands are the functional and 
the rationale 
– What the company can do 
– What you feel about the company 
• Intrinsically linked to 
– Performance 
– Desire to work 
– Pride
Copyright 2003 
The fuss about employer branding?
Copyright 2003 
WWhhyy EEmmppllooyyeerr BBrraannddiinngg?? 
• It’s impact on business has been qualified 
– Customer interaction with employees will equate 
to business performance 
– A financial co-efficient with Recruitment Costs 
vs. Recruitment Capability 
– Direct impact on a company’s overall brand 
model 
– The quest for advocacy
Copyright 2003 
WWhhyy EEmmppllooyyeerr BBrraannddiinngg?? 
• Upside 
– Increase existing staff morale and commitment 
– Improve overall business performance 
– Increase candidate attraction volume and quality 
– Competitor hiring potential 
– Improve industry peer perception 
– Create a sense of employment value 
– Increased propensity to generate…
EEmmppllooyyeerr BBrraannddiinngg OOuuttccoommeess 
Copyright 2003 
• Talent equity upside 
– More volume 
– More interest 
– Active candidate pools 
– Empowered recruitment channels 
– Lasting brand relationships 
– Recruitment resilience and self-sufficiency 
– Cost savings (compared with existing 
recruitment methods)
Copyright 2003 
So why not just do it? 
Right now?
EEmmppllooyyeerr BBrraannddiinngg CChhaalllleennggee 
Copyright 2003 
• The catch 
– Marketing meets HR successfully or 
un-successfully in many organisations 
– Sometimes the company’s product is opposed to 
the culture of the people they are seeking to hire 
– Existing brand defects are difficult to overcome 
– Products are financial transactions; careers are 
emotional transactions 
– The candidate is making the investment 
– Perception takes time to build
Copyright 2003 
Sneezers are important because…
Copyright 2003 
BBrraanndd HHiieerraarrcchhyy 
• Awareness 
• Trust 
• Transactions 
• Satisfaction 
• Commitment 
• Advocacy - Sneezers
Copyright 2003 
BBrraanndd HHiieerraarrcchhyy
Copyright 2003 
BBrraanndd HHiieerraarrcchhyy 
• The quest is for advocacy 
– Customers 
– Staff 
– Manifests in larger candidate pools generated by 
DESIRE and REFERAL 
• To get there needs awareness 
• Converting the talent market to advocacy is 
CAPITALISING ON YOUR TALENT MARKET 
EQUITY
Copyright 2003 
EEmmppllooyyeerr BBrraannddiinngg TTrreennddss 
• Better research and understanding 
• Maturation of job boards and services 
• Traditional brand agency models becoming 
outdated 
• Internet deployment for cost effectiveness 
• Brand alignment practice 
• Cost effectiveness 
• Advertising 
• Innovation 
• Attempts to achieve advocacy
Copyright 2003 
CCrreeaattiinngg AA PPllaattffoorrmm 
• Understanding your starting point 
• Managed stakeholders driven with effective 
outcomes 
• A plan 
• Impact assessment 
– For example, increasing the candidate pool 
might require a different recruitment 
management process 
• Professional, measured execution 
• The ability to capture results and monitor progress
Copyright 2003 
PPllaattffoorrmm MMooddeell
Copyright 2003 
CCoommppoonneennttss 
• Talent market equity consists of the following 
brand elements: 
– Consumer Brand Image 
– Business Reputation 
– Employer Reputation 
– Corporate/Sector visibility 
• Targeted strategies can overcome the 3rd and 
4th elements as being simply by-products of 
the first
Copyright 2003 
RReesseeaarrcchh 
• Investigate and support the business 
requirement for employer branding 
• Start from within by surveying and questioning 
internal staff including 
– Recent recruits 
– Cultural fit candidates 
– Departmental leaders 
• Survey the external market and suppliers 
– Your recruitment suppliers should do this 
for you
Copyright 2003 
RReesseeaarrcchh -- EExxaammppllee 
• Leading global FMCG grocery client 
• 20 country survey to evaluate competitive 
employer brand position 
• Involved staff, management, recruitment 
supplier and graduates 
• It was suggested stability and career 
development would be the key driver 
• In fact ETHICAL PRACTICE was their key 
differentiator
Copyright 2003 
RReesseeaarrcchh -- GGooaall 
• Your goals are to: 
– Understand the target talent market 
– Understand their drivers 
– Assess brand messages for corporate fit 
– Find the compelling career offering TRIGGER 
– Ensure the support of Internal staff
Copyright 2003 
Listen to the target market
Copyright 2003 
TTiipp ##11 
• “No strategy whiteboard sessions until you 
have some real facts”. 
• Every client survey we have performed has 
altered our clients sense of perspective.
Copyright 2003 
SSttrraatteeggyy 
• Use findings to back whiteboard study 
• Select stakeholders and MANAGE their buy-in 
• Consider the impact of all stakeholders and 
channels in the process 
• Deliver the vehicles 
– Message 
– Media 
– Advocacy tools
Copyright 2003 
SSttrraatteeggyy -- EExxaammppllee 
• Leading Australian financial services 
• Looking for a more resilient recruitment 
strategy 
• Feedback found target market was a strong 
Internet user 
• Developed a plan involving brand, Internet and 
software in an integrated campaign 
• Reduced overall recruitment cost substantially 
while increasing capacity 
• Created and managed a fresh candidate pool
Copyright 2003 
SSttrraatteeggyy -- GGooaall 
• A realistic and inspiring employment brand 
plan 
• Organisational support and buy-in 
• A COMPELLING CAREER OFFERING 
• Improved brand alignment tactics for the 
organisation 
• A platform for the business objective 
– Improved industry perception 
– Management of own recruitment function
“How to maximise your effort for reward?”
Copyright 2003 
TTiipp ##22 
• “Once the message is selected it must not be 
changed for the duration of the campaign, as 
all awareness will be lost”. 
• Try different mediums or channels, but don’t 
abandon your research or your findings for 
short-term gains unless your business really 
requires it.
Copyright 2003 
EExxeeccuuttiioonn 
• Partnership selection criteria 
– Understand the business 
– Experience 
– Motivated by success 
– Cultural organisational match 
• Brand 
• Internet 
• Recruitment process 
• Internal brand alignment
Copyright 2003 
EExxeeccuuttiioonn -- EExxaammppllee 
• Leading Australian call-centre recruiter 
• Unusable web interface prevented 
capitalisation of industry brand equity 
• Managed stakeholder project; scope, design, 
technology and implementation partners 
• Web site within 6 week timeframe processing 
over 15,000 candidates per month
Copyright 2003 
EExxeeccuuttiioonn -- GGooaallss 
• Crystallize the strategy into an effective 
marketing mix 
• Maximise all channel strategies including 
– Brand 
– Intranet 
– Internet 
– Recruitment suppliers 
– Employee referral 
• Ensure that the internal initiatives that are required 
to support the marketing message are carried out
Copyright 2003 
TTiipp ##33 
• “Do not take to market a message that your 
current staff do not believe or support.” 
• That’s the quickest way to lose the path to 
advocacy.
Copyright 2003 
BBeenncchhmmaarrkk 
• Benchmark 
– Set the KPI’s 
– Instigate verbal and electronic benchmarks 
– Create an ROI model
Copyright 2003 
BBeenncchhmmaarrkk -- EExxaammppllee 
• Leading financial services company 
• Aggregation of electronic benchmarks 
– Web site & Intranet metrics 
– Recruitment performance source data 
– New employee orientation and expectation 
surveys 
– Centrally collated 
– Able to refine and add value to brand awareness 
layer
Copyright 2003 
BBeenncchhmmaarrkk -- GGooaallss 
• Your goals are to: 
– Evaluate the employer brand strategy 
– Refine its execution 
– Ensure that the deliverables achieved are in line 
with the organisations overall goals
Copyright 2003 
TTiipp ##44 
“Be prepared to support your employer brand 
activity by delivering analysis for bottom line 
benefit”. 
The tie between a strong employer brand, 
corporate performance and recruitment 
performance is what will help you to sustain 
your employer branding efforts.
Copyright 2003 
FFeeeeddbbaacckk 
• Feedback closes the circle and triggers an 
equity strategy turning point 
– Involve the stakeholders in the feedback 
– Consider the brand hierarchy weaknesses 
(awareness may be great but trust/commitment 
may be poor) 
– Initiate the strategy to improve those layers
Copyright 2003 
FFeeeeddbbaacckk -- EExxaammppllee 
• Leading global FMCG grocery client 
• Global country representatives reported over 
single country data sets changes versus 
aggregate 
• Identified that the differences in advocacy 
levels varied widely to a single key factor 
• Client tackled this by ensuring the career 
development path and technique was its focus 
for the coming year
Copyright 2003 
FFeeeeddbbaacckk -- GGooaall 
• Your goals are to: 
– Understand the target talent market 
– Understand their drivers 
– Assess brand messages for corporate fit 
– Find the compelling career offering TRIGGER 
– Ensure the support of Internal staff
Copyright 2003 
TTiipp ##55 
• “Adapt as your market adapts”. 
• Great messages survive the test of time. 
• Great strategies acknowledge corporate, 
market and personal change.
Copyright 2003 
CCoonnttaaccttiinngg UUss 
• eBrands 
www.ebrands.com.au 
+61 2 8437 6366 
Info@ebrands.com.au 
• Employer Branding presentation 
– http://www.ebrands.com.au/estrategic/employer.htm

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Employment Branding - Building Talent Market Equity

  • 1. Copyright 2003 eBrands Pty Ltd EEmmppllooyymmeenntt BBrraannddiinngg BBuuiillddiinngg TTaalleenntt MMaarrkkeett EEqquuiittyy
  • 2. Copyright 2003 OOvveerrvviieeww • Define Employment Brand equity • Reasons and outcomes • Component parts of the challenge • Trends • What is a successful platform – achieving one • Tips for implementation
  • 3. Copyright 2003 Career Brand Attitude
  • 4. Copyright 2003 AAbboouutt BBrraanndd EEqquuiittyy • Employment branding – Where HR meets marketing to build an effective communications solution • Brand equity – Investing in a brand and being in a position to capitalise on its value • Marketing – Matching product to the needs of the market • Branding – Creating a memorable and unique identity
  • 5. Copyright 2003 AAbboouutt BBrraanndd EEqquuiittyy • At the core of all brands are the functional and the rationale – What the company can do – What you feel about the company • Intrinsically linked to – Performance – Desire to work – Pride
  • 6. Copyright 2003 The fuss about employer branding?
  • 7. Copyright 2003 WWhhyy EEmmppllooyyeerr BBrraannddiinngg?? • It’s impact on business has been qualified – Customer interaction with employees will equate to business performance – A financial co-efficient with Recruitment Costs vs. Recruitment Capability – Direct impact on a company’s overall brand model – The quest for advocacy
  • 8. Copyright 2003 WWhhyy EEmmppllooyyeerr BBrraannddiinngg?? • Upside – Increase existing staff morale and commitment – Improve overall business performance – Increase candidate attraction volume and quality – Competitor hiring potential – Improve industry peer perception – Create a sense of employment value – Increased propensity to generate…
  • 9. EEmmppllooyyeerr BBrraannddiinngg OOuuttccoommeess Copyright 2003 • Talent equity upside – More volume – More interest – Active candidate pools – Empowered recruitment channels – Lasting brand relationships – Recruitment resilience and self-sufficiency – Cost savings (compared with existing recruitment methods)
  • 10. Copyright 2003 So why not just do it? Right now?
  • 11. EEmmppllooyyeerr BBrraannddiinngg CChhaalllleennggee Copyright 2003 • The catch – Marketing meets HR successfully or un-successfully in many organisations – Sometimes the company’s product is opposed to the culture of the people they are seeking to hire – Existing brand defects are difficult to overcome – Products are financial transactions; careers are emotional transactions – The candidate is making the investment – Perception takes time to build
  • 12. Copyright 2003 Sneezers are important because…
  • 13. Copyright 2003 BBrraanndd HHiieerraarrcchhyy • Awareness • Trust • Transactions • Satisfaction • Commitment • Advocacy - Sneezers
  • 14. Copyright 2003 BBrraanndd HHiieerraarrcchhyy
  • 15. Copyright 2003 BBrraanndd HHiieerraarrcchhyy • The quest is for advocacy – Customers – Staff – Manifests in larger candidate pools generated by DESIRE and REFERAL • To get there needs awareness • Converting the talent market to advocacy is CAPITALISING ON YOUR TALENT MARKET EQUITY
  • 16. Copyright 2003 EEmmppllooyyeerr BBrraannddiinngg TTrreennddss • Better research and understanding • Maturation of job boards and services • Traditional brand agency models becoming outdated • Internet deployment for cost effectiveness • Brand alignment practice • Cost effectiveness • Advertising • Innovation • Attempts to achieve advocacy
  • 17. Copyright 2003 CCrreeaattiinngg AA PPllaattffoorrmm • Understanding your starting point • Managed stakeholders driven with effective outcomes • A plan • Impact assessment – For example, increasing the candidate pool might require a different recruitment management process • Professional, measured execution • The ability to capture results and monitor progress
  • 19. Copyright 2003 CCoommppoonneennttss • Talent market equity consists of the following brand elements: – Consumer Brand Image – Business Reputation – Employer Reputation – Corporate/Sector visibility • Targeted strategies can overcome the 3rd and 4th elements as being simply by-products of the first
  • 20. Copyright 2003 RReesseeaarrcchh • Investigate and support the business requirement for employer branding • Start from within by surveying and questioning internal staff including – Recent recruits – Cultural fit candidates – Departmental leaders • Survey the external market and suppliers – Your recruitment suppliers should do this for you
  • 21. Copyright 2003 RReesseeaarrcchh -- EExxaammppllee • Leading global FMCG grocery client • 20 country survey to evaluate competitive employer brand position • Involved staff, management, recruitment supplier and graduates • It was suggested stability and career development would be the key driver • In fact ETHICAL PRACTICE was their key differentiator
  • 22. Copyright 2003 RReesseeaarrcchh -- GGooaall • Your goals are to: – Understand the target talent market – Understand their drivers – Assess brand messages for corporate fit – Find the compelling career offering TRIGGER – Ensure the support of Internal staff
  • 23. Copyright 2003 Listen to the target market
  • 24. Copyright 2003 TTiipp ##11 • “No strategy whiteboard sessions until you have some real facts”. • Every client survey we have performed has altered our clients sense of perspective.
  • 25. Copyright 2003 SSttrraatteeggyy • Use findings to back whiteboard study • Select stakeholders and MANAGE their buy-in • Consider the impact of all stakeholders and channels in the process • Deliver the vehicles – Message – Media – Advocacy tools
  • 26. Copyright 2003 SSttrraatteeggyy -- EExxaammppllee • Leading Australian financial services • Looking for a more resilient recruitment strategy • Feedback found target market was a strong Internet user • Developed a plan involving brand, Internet and software in an integrated campaign • Reduced overall recruitment cost substantially while increasing capacity • Created and managed a fresh candidate pool
  • 27. Copyright 2003 SSttrraatteeggyy -- GGooaall • A realistic and inspiring employment brand plan • Organisational support and buy-in • A COMPELLING CAREER OFFERING • Improved brand alignment tactics for the organisation • A platform for the business objective – Improved industry perception – Management of own recruitment function
  • 28. “How to maximise your effort for reward?”
  • 29. Copyright 2003 TTiipp ##22 • “Once the message is selected it must not be changed for the duration of the campaign, as all awareness will be lost”. • Try different mediums or channels, but don’t abandon your research or your findings for short-term gains unless your business really requires it.
  • 30. Copyright 2003 EExxeeccuuttiioonn • Partnership selection criteria – Understand the business – Experience – Motivated by success – Cultural organisational match • Brand • Internet • Recruitment process • Internal brand alignment
  • 31. Copyright 2003 EExxeeccuuttiioonn -- EExxaammppllee • Leading Australian call-centre recruiter • Unusable web interface prevented capitalisation of industry brand equity • Managed stakeholder project; scope, design, technology and implementation partners • Web site within 6 week timeframe processing over 15,000 candidates per month
  • 32. Copyright 2003 EExxeeccuuttiioonn -- GGooaallss • Crystallize the strategy into an effective marketing mix • Maximise all channel strategies including – Brand – Intranet – Internet – Recruitment suppliers – Employee referral • Ensure that the internal initiatives that are required to support the marketing message are carried out
  • 33. Copyright 2003 TTiipp ##33 • “Do not take to market a message that your current staff do not believe or support.” • That’s the quickest way to lose the path to advocacy.
  • 34. Copyright 2003 BBeenncchhmmaarrkk • Benchmark – Set the KPI’s – Instigate verbal and electronic benchmarks – Create an ROI model
  • 35. Copyright 2003 BBeenncchhmmaarrkk -- EExxaammppllee • Leading financial services company • Aggregation of electronic benchmarks – Web site & Intranet metrics – Recruitment performance source data – New employee orientation and expectation surveys – Centrally collated – Able to refine and add value to brand awareness layer
  • 36. Copyright 2003 BBeenncchhmmaarrkk -- GGooaallss • Your goals are to: – Evaluate the employer brand strategy – Refine its execution – Ensure that the deliverables achieved are in line with the organisations overall goals
  • 37. Copyright 2003 TTiipp ##44 “Be prepared to support your employer brand activity by delivering analysis for bottom line benefit”. The tie between a strong employer brand, corporate performance and recruitment performance is what will help you to sustain your employer branding efforts.
  • 38. Copyright 2003 FFeeeeddbbaacckk • Feedback closes the circle and triggers an equity strategy turning point – Involve the stakeholders in the feedback – Consider the brand hierarchy weaknesses (awareness may be great but trust/commitment may be poor) – Initiate the strategy to improve those layers
  • 39. Copyright 2003 FFeeeeddbbaacckk -- EExxaammppllee • Leading global FMCG grocery client • Global country representatives reported over single country data sets changes versus aggregate • Identified that the differences in advocacy levels varied widely to a single key factor • Client tackled this by ensuring the career development path and technique was its focus for the coming year
  • 40. Copyright 2003 FFeeeeddbbaacckk -- GGooaall • Your goals are to: – Understand the target talent market – Understand their drivers – Assess brand messages for corporate fit – Find the compelling career offering TRIGGER – Ensure the support of Internal staff
  • 41. Copyright 2003 TTiipp ##55 • “Adapt as your market adapts”. • Great messages survive the test of time. • Great strategies acknowledge corporate, market and personal change.
  • 42. Copyright 2003 CCoonnttaaccttiinngg UUss • eBrands www.ebrands.com.au +61 2 8437 6366 Info@ebrands.com.au • Employer Branding presentation – http://www.ebrands.com.au/estrategic/employer.htm