The document provides an overview of employer branding and recruitment marketing topics. It discusses how to get sign-off for employer branding initiatives, components of an effective people proposition, creating and communicating an employer brand, persona mapping, and measuring employer brand impact. Key touchpoints in the employee lifecycle for communicating the employer brand are outlined, as well as tools for recruitment content marketing and the importance of appealing to audiences through ethos, pathos and logos. Metrics for measuring the effect of employer branding on attraction, hiring and retention are also listed.
This document outlines a company's recruiting philosophy and roadmap. It discusses building relationships and networks through transparency and passion to recruit for the future. The roadmap includes getting ahead of needs, setting up networks, hunting through referrals and LinkedIn, and selecting candidates through a transparent discovery process focused on finding the right fit.
Building your brand – A practical guide for nonprofit organizations4Good.org
This "brand 101″ session is designed to help nonprofit leadership and board members understand the basic concepts around developing and maintaining a strong brand.
The document provides guidance on creating an effective employer brand to attract top talent. It discusses that an employer brand is more than just a tagline and involves the culture, mission, values and expectations that potential candidates associate with a company. The key elements that make up an employer brand are outlined. Steps are then presented for defining the brand which include researching current perceptions, validating any brand messaging with stakeholders, and gaining organizational alignment. Methods for implementing the brand through various internal and external channels are reviewed. Metrics for evaluating the success of the employer brand are also discussed.
Candidates in Drivers Seat Recruiting Trends Oct 28 FinalSteve Lowisz
The document discusses the shift to a candidate-driven job market. It notes that more candidates are turning down job offers and that they now have more control over where they work and if a company's culture is a good fit. It also discusses that the demand for skilled workers is outpacing supply. The document outlines fundamental issues with recruiting in this environment, such as a lack of communication with candidates and an over-reliance on automation. It proposes three core strategies to improve recruiting: improving communication with candidates, hiring managers, and HR; streamlining hiring processes to move faster; and strengthening employer brand to attract top talent.
This document discusses common questions that recruiters search for online and the problems that lead recruiters to ask these questions. The top eight most frequently searched questions by recruiters are: 1) "How do I leave an effective voicemail?", 2) "What are the key attributes of a recruiter?", 3) "How do I talk to a hiring manager?", 4) "What is the cost of a poor hiring decision?", 5) "What are effective recruiting metrics?", 6) "How do I maintain a talent pipeline?", 7) "What is unconscious bias?", and 8) "Why is HR a necessary evil?". For each question, the presenter outlines the problems recruiters face that prompt the searches and provides recommendations
This document provides a reference guide to resources on thought leadership marketing, including books, e-books, research, white papers, slides, articles, webinars, CDs, and thought leaders. It introduces thought leadership marketing as positioning an individual or organization as an authority through various media to build trust and credibility. The guide then lists relevant materials in each category to represent most of what has been published specifically on thought leadership marketing.
Public relations is an essential part of marketing, but if you've never approached or worked with a journalist before, it could be a little intimidating. Where do you start? Who do you reach out to? What should you say?
Thankfully, PR isn't rocket science. But it does take planning and commitment. Because PR coverage is earned, not paid, you have to be extra careful and strategic about who to pitch and how to work with the press.
This document outlines a company's recruiting philosophy and roadmap. It discusses building relationships and networks through transparency and passion to recruit for the future. The roadmap includes getting ahead of needs, setting up networks, hunting through referrals and LinkedIn, and selecting candidates through a transparent discovery process focused on finding the right fit.
Building your brand – A practical guide for nonprofit organizations4Good.org
This "brand 101″ session is designed to help nonprofit leadership and board members understand the basic concepts around developing and maintaining a strong brand.
The document provides guidance on creating an effective employer brand to attract top talent. It discusses that an employer brand is more than just a tagline and involves the culture, mission, values and expectations that potential candidates associate with a company. The key elements that make up an employer brand are outlined. Steps are then presented for defining the brand which include researching current perceptions, validating any brand messaging with stakeholders, and gaining organizational alignment. Methods for implementing the brand through various internal and external channels are reviewed. Metrics for evaluating the success of the employer brand are also discussed.
Candidates in Drivers Seat Recruiting Trends Oct 28 FinalSteve Lowisz
The document discusses the shift to a candidate-driven job market. It notes that more candidates are turning down job offers and that they now have more control over where they work and if a company's culture is a good fit. It also discusses that the demand for skilled workers is outpacing supply. The document outlines fundamental issues with recruiting in this environment, such as a lack of communication with candidates and an over-reliance on automation. It proposes three core strategies to improve recruiting: improving communication with candidates, hiring managers, and HR; streamlining hiring processes to move faster; and strengthening employer brand to attract top talent.
This document discusses common questions that recruiters search for online and the problems that lead recruiters to ask these questions. The top eight most frequently searched questions by recruiters are: 1) "How do I leave an effective voicemail?", 2) "What are the key attributes of a recruiter?", 3) "How do I talk to a hiring manager?", 4) "What is the cost of a poor hiring decision?", 5) "What are effective recruiting metrics?", 6) "How do I maintain a talent pipeline?", 7) "What is unconscious bias?", and 8) "Why is HR a necessary evil?". For each question, the presenter outlines the problems recruiters face that prompt the searches and provides recommendations
This document provides a reference guide to resources on thought leadership marketing, including books, e-books, research, white papers, slides, articles, webinars, CDs, and thought leaders. It introduces thought leadership marketing as positioning an individual or organization as an authority through various media to build trust and credibility. The guide then lists relevant materials in each category to represent most of what has been published specifically on thought leadership marketing.
Public relations is an essential part of marketing, but if you've never approached or worked with a journalist before, it could be a little intimidating. Where do you start? Who do you reach out to? What should you say?
Thankfully, PR isn't rocket science. But it does take planning and commitment. Because PR coverage is earned, not paid, you have to be extra careful and strategic about who to pitch and how to work with the press.
This document discusses branding for small nonprofits. It begins with a brand awareness quiz to assess how well an organization understands its brand. It then discusses key branding concepts like defining an organization's values and personality. The document also provides a case study of a small nonprofit called Pacific Crest that improved its branding through clarifying its message and developing new branding materials. In the end, it argues that small nonprofits can benefit from branding by reflecting their strategy, mission and values to both internal and external audiences.
The document provides guidance on rebranding an organization for lasting competitive advantage. It recommends defining ideal brand attributes and the type of clients, employees, and partners desired. Developing an inspiring vision statement and clear mission statement that drives the organization is also suggested. The document emphasizes building an ethical culture with engaged employees and satisfied customers to achieve differentiation and lasting competitive advantage.
Qualigence provides a unique recruiting process that gives clients full control over the hiring process. They leverage proven sourcing methods to access 100% of the talent pool by directly contacting professionals through verified phone research. This results in comprehensive talent reports that cannot be found online. Qualigence also prides itself on customizing its level of involvement in recruiting to each client's needs, from initial conversations to full candidate development, at an average cost per hire of 13.7% compared to 30-33% for retained firms. Their hourly rate structure saves clients thousands per placement.
This document contains Josuhe A. Arevalo's personal branding exploration project for their entrepreneurship program. The document outlines Arevalo's background, skills, goals, and professional network. It includes profiles of potential contacts at gaming companies, an analysis of a competitor in their field, and sections on their identity, credentials, and references. The overall purpose is to present Arevalo's qualifications and professional goals in marketing or business within the gaming industry.
Business Communications Baruch College Week 1 PresentationEthan Chazin MBA
This document outlines the agenda and materials for a business communications class. It introduces the instructor and provides information about their background and services. It then discusses various topics that will be covered in the class, including defining business writing, its purpose, communication strategies, establishing credibility, and organization techniques. Examples and exercises are also mentioned. The overall summary is that this document previews the topics and approach that will be taken in an upcoming business communications course.
Seven steps to effective thought leadership James Ralph
Effective Thought Leadership boosts the bottom line and enables faster growth. This presentation sets out Good Relations' seven step process for developing and running business boosting Thought Leadership programmes.
The document discusses finding a job and provides tips for an effective job search. It explains that researching employers, utilizing your network, and directly contacting companies have among the highest success rates. The best ways to find a job include asking friends and family for referrals, directly visiting companies that interest you, and using phone directories to identify potential opportunities in fields that align with your interests and skills. The document also outlines researching career options, assessing your qualifications, and avoiding less effective strategies like only relying on online job boards or newspaper listings.
Strategic communications planning and building audience personas-Matt Tidwell...Matthew Tidwell
This was a presentation delivered by Kansas City area communications consultant Matt Tidwell, APR, and Tricia McKim, Vice President, Morningstar Communications to the Kansas City chapter of the International Association of Business Communicators in May 2014. It covers strategic communications planning and building audience personas as a planning tool.
1. The document discusses building customer knowledge and branding to create loyal customers.
2. It emphasizes understanding customers through segmentation and analyzing their attitudes, values and behaviors.
3. A customer strategy is created to optimize profitability by delivering the right offerings to customers through the right channels.
Crafting a Powerful Employee Value PropositionCielo
Creating, refreshing or overhauling your Employee Value Proposition (EVP) is no simple undertaking. It must become a living asset that informs your people agenda, policies and processes. Here is the 10-step framework for planning and implementing your own authentic EVP.
The Tangibles and Intangibles of Your Employment BrandRoundPegg
You can download the slides from the presentation by clicking here.
Which brands do you love? Apple? Zappos? A cool local coffee shop? We all use our purchasing power to buy from companies who share our beliefs and reflect who we are. Just like consumers, top talent craves a corporate culture that seamlessly aligns their individual life and work style. As an employer, your employment brand speaks volumes about your company culture.
Join The Good Jobs Founder & CEO Anne Nimke and RoundPegg Founder & COO Brent Daily for an insightful webinar and learn:
- How to quantify and mobilize your employment brand and become a “talent magnet”
- Ways to explore the tangibles and intangibles of your EVP (Employee Value Proposition)
- How to turn your culture into a competitive advantage for both recruiting and retention
talentbrand-intersectionoftalentacquisitionandmarketingwebinarfinal-150608231...Sophia M
The document discusses how talent branding is the intersection of talent acquisition and marketing. It defines talent branding as the highly social, public version of an employer brand that incorporates what talent thinks and feels about a company as a workplace. Similar to how marketing communicates a consumer brand's value, talent branding communicates an employer brand's value to candidates. Both use tactics like messaging, calls to action, and targeting audiences along their customer or candidate journeys. The document provides exercises and frameworks for analyzing a company's talent brand, defining target candidate personas, and developing an integrated talent and consumer branding strategy.
This document discusses corporate work culture, including what corporate culture is, how it forms both consciously and unconsciously, and how to strengthen an organization's culture. Key points include:
- Corporate culture refers to the underlying beliefs, values, and assumptions within a company that guide employee behaviors and priorities.
- Culture can form consciously through defined steps to shape the intended culture, or unconsciously based on leader actions and values.
- Strong cultures clearly communicate their mission, vision, values, and ensure employee alignment through consistent messaging and actions.
- Codifying a culture includes outlining the mission, vision, and core values in writing. Communicating and reinforcing the culture helps bring the written words to life.
- Companies with
Be ahead of the trend, not behind it: 56% of global talent leaders are prioritizing talent branding for their company this year. But, in order to have a strong talent brand, it’s critical for you to focus on the connection between talent acquisition and marketing.
In this presentation, we’ll go over how you can apply common marketing principles to develop and execute on your talent brand.
You’ll learn how to:
- Identify the right players from your marketing team to collaborate with on your talent brand
- Align your talent brand strategy with your marketing strategy
- Learn the best marketing tools to build and assess your strategy
#FIRMDAY 15th October 2015 Manchester - Culture in RecruitmentEmma Mirrington
The document discusses culture in recruitment processes. It notes that culture is a key driver for candidates, along with bidirectional value propositions and money. Culture can be communicated through employees, alumni, social media, CSR activities and business interactions. In recruitment, culture is promoted through referral programs, direct recruitment, advertisements, social media and cultural ambassadors. Culture is assessed in interviews through questions, social elements, psychometrics and feedback. Culture also plays a role in the offer process by addressing a candidate's cultural wants and fitting relevant messages to their drivers learned in interviews. Challenges include defining an organization's culture clearly and living up to cultural messages throughout recruitment.
#FIRMDAY 15th October 2015 Manchester - Culture in RecruitmentEmma Mirrington
The document discusses culture in recruitment processes. It notes that culture is a key driver for candidates, along with bidirectional value propositions and money. Culture should be communicated through employees, alumni, social media, CSR activities and other business interactions. In recruitment, culture can be promoted through referral programs, direct recruitment, advertisements, social media and cultural ambassadors. Interviews and assessments should evaluate cultural fit. The offer process should highlight how the organization's culture aligns with candidates' wants around management style, decision making and feedback culture. Challenges include clearly defining culture and living up to it in recruitment.
The document provides an overview of a training session on developing marketing strategies based on customer needs and insights. It discusses the importance of understanding target audiences through research and segmentation. Groups worked on a case study about a crafts program in Rajasthan, identifying objectives, audiences, insights, competition, and incentives. The training emphasized developing products and programs based on deep customer insights rather than assumptions.
The document provides an overview of a training session on developing marketing strategies and products based on customer needs and insights. It discusses the importance of understanding target audiences through research and segmentation. Groups worked on a case study about a program for artisans in Rajasthan, identifying objectives, audience segments, competition and incentives. Research from a previous project in Rajasthan was presented. The training emphasized gaining insights into audiences and developing products and programs accordingly.
JWT INSIDE Insights Webinar - Finding the Balance WebinarJWTINSIDE
Are you looking for a way to recruit top talent as efficiently and effectively as possible?
Join us for an informative discussion about paid, earned and owned media channels, and learn how to find the right mix of all three to optimize your recruitment marketing and employer branding efforts. This is your opportunity to gain insights that can positively impact the future of your company. Make the most of it.
Bring your employer brand to life - Spring 2015 - Jessica Lee, MarriottRecruitDC
The document discusses bringing an employer brand to life globally, locally, and individually. It defines employer brand and employer branding, and explains why having a strong employer brand is important. The presenters then share their personal journeys in employer branding and the different types of work involved. They discuss establishing an employer value proposition through research and positioning. Finally, the presentation provides six takeaways for effectively implementing and evolving an employer branding strategy over time.
Employee Value Proposition. How and why your EVP plays a critical role in you...N. Robert Johnson, APR
Companies with a clear and differentiated employee value proposition outperform their competitors. In this 30+3 Webinar, we take a quick look at ways to develop a clear and differentiated EVP.
This document discusses branding for small nonprofits. It begins with a brand awareness quiz to assess how well an organization understands its brand. It then discusses key branding concepts like defining an organization's values and personality. The document also provides a case study of a small nonprofit called Pacific Crest that improved its branding through clarifying its message and developing new branding materials. In the end, it argues that small nonprofits can benefit from branding by reflecting their strategy, mission and values to both internal and external audiences.
The document provides guidance on rebranding an organization for lasting competitive advantage. It recommends defining ideal brand attributes and the type of clients, employees, and partners desired. Developing an inspiring vision statement and clear mission statement that drives the organization is also suggested. The document emphasizes building an ethical culture with engaged employees and satisfied customers to achieve differentiation and lasting competitive advantage.
Qualigence provides a unique recruiting process that gives clients full control over the hiring process. They leverage proven sourcing methods to access 100% of the talent pool by directly contacting professionals through verified phone research. This results in comprehensive talent reports that cannot be found online. Qualigence also prides itself on customizing its level of involvement in recruiting to each client's needs, from initial conversations to full candidate development, at an average cost per hire of 13.7% compared to 30-33% for retained firms. Their hourly rate structure saves clients thousands per placement.
This document contains Josuhe A. Arevalo's personal branding exploration project for their entrepreneurship program. The document outlines Arevalo's background, skills, goals, and professional network. It includes profiles of potential contacts at gaming companies, an analysis of a competitor in their field, and sections on their identity, credentials, and references. The overall purpose is to present Arevalo's qualifications and professional goals in marketing or business within the gaming industry.
Business Communications Baruch College Week 1 PresentationEthan Chazin MBA
This document outlines the agenda and materials for a business communications class. It introduces the instructor and provides information about their background and services. It then discusses various topics that will be covered in the class, including defining business writing, its purpose, communication strategies, establishing credibility, and organization techniques. Examples and exercises are also mentioned. The overall summary is that this document previews the topics and approach that will be taken in an upcoming business communications course.
Seven steps to effective thought leadership James Ralph
Effective Thought Leadership boosts the bottom line and enables faster growth. This presentation sets out Good Relations' seven step process for developing and running business boosting Thought Leadership programmes.
The document discusses finding a job and provides tips for an effective job search. It explains that researching employers, utilizing your network, and directly contacting companies have among the highest success rates. The best ways to find a job include asking friends and family for referrals, directly visiting companies that interest you, and using phone directories to identify potential opportunities in fields that align with your interests and skills. The document also outlines researching career options, assessing your qualifications, and avoiding less effective strategies like only relying on online job boards or newspaper listings.
Strategic communications planning and building audience personas-Matt Tidwell...Matthew Tidwell
This was a presentation delivered by Kansas City area communications consultant Matt Tidwell, APR, and Tricia McKim, Vice President, Morningstar Communications to the Kansas City chapter of the International Association of Business Communicators in May 2014. It covers strategic communications planning and building audience personas as a planning tool.
1. The document discusses building customer knowledge and branding to create loyal customers.
2. It emphasizes understanding customers through segmentation and analyzing their attitudes, values and behaviors.
3. A customer strategy is created to optimize profitability by delivering the right offerings to customers through the right channels.
Crafting a Powerful Employee Value PropositionCielo
Creating, refreshing or overhauling your Employee Value Proposition (EVP) is no simple undertaking. It must become a living asset that informs your people agenda, policies and processes. Here is the 10-step framework for planning and implementing your own authentic EVP.
The Tangibles and Intangibles of Your Employment BrandRoundPegg
You can download the slides from the presentation by clicking here.
Which brands do you love? Apple? Zappos? A cool local coffee shop? We all use our purchasing power to buy from companies who share our beliefs and reflect who we are. Just like consumers, top talent craves a corporate culture that seamlessly aligns their individual life and work style. As an employer, your employment brand speaks volumes about your company culture.
Join The Good Jobs Founder & CEO Anne Nimke and RoundPegg Founder & COO Brent Daily for an insightful webinar and learn:
- How to quantify and mobilize your employment brand and become a “talent magnet”
- Ways to explore the tangibles and intangibles of your EVP (Employee Value Proposition)
- How to turn your culture into a competitive advantage for both recruiting and retention
talentbrand-intersectionoftalentacquisitionandmarketingwebinarfinal-150608231...Sophia M
The document discusses how talent branding is the intersection of talent acquisition and marketing. It defines talent branding as the highly social, public version of an employer brand that incorporates what talent thinks and feels about a company as a workplace. Similar to how marketing communicates a consumer brand's value, talent branding communicates an employer brand's value to candidates. Both use tactics like messaging, calls to action, and targeting audiences along their customer or candidate journeys. The document provides exercises and frameworks for analyzing a company's talent brand, defining target candidate personas, and developing an integrated talent and consumer branding strategy.
This document discusses corporate work culture, including what corporate culture is, how it forms both consciously and unconsciously, and how to strengthen an organization's culture. Key points include:
- Corporate culture refers to the underlying beliefs, values, and assumptions within a company that guide employee behaviors and priorities.
- Culture can form consciously through defined steps to shape the intended culture, or unconsciously based on leader actions and values.
- Strong cultures clearly communicate their mission, vision, values, and ensure employee alignment through consistent messaging and actions.
- Codifying a culture includes outlining the mission, vision, and core values in writing. Communicating and reinforcing the culture helps bring the written words to life.
- Companies with
Be ahead of the trend, not behind it: 56% of global talent leaders are prioritizing talent branding for their company this year. But, in order to have a strong talent brand, it’s critical for you to focus on the connection between talent acquisition and marketing.
In this presentation, we’ll go over how you can apply common marketing principles to develop and execute on your talent brand.
You’ll learn how to:
- Identify the right players from your marketing team to collaborate with on your talent brand
- Align your talent brand strategy with your marketing strategy
- Learn the best marketing tools to build and assess your strategy
#FIRMDAY 15th October 2015 Manchester - Culture in RecruitmentEmma Mirrington
The document discusses culture in recruitment processes. It notes that culture is a key driver for candidates, along with bidirectional value propositions and money. Culture can be communicated through employees, alumni, social media, CSR activities and business interactions. In recruitment, culture is promoted through referral programs, direct recruitment, advertisements, social media and cultural ambassadors. Culture is assessed in interviews through questions, social elements, psychometrics and feedback. Culture also plays a role in the offer process by addressing a candidate's cultural wants and fitting relevant messages to their drivers learned in interviews. Challenges include defining an organization's culture clearly and living up to cultural messages throughout recruitment.
#FIRMDAY 15th October 2015 Manchester - Culture in RecruitmentEmma Mirrington
The document discusses culture in recruitment processes. It notes that culture is a key driver for candidates, along with bidirectional value propositions and money. Culture should be communicated through employees, alumni, social media, CSR activities and other business interactions. In recruitment, culture can be promoted through referral programs, direct recruitment, advertisements, social media and cultural ambassadors. Interviews and assessments should evaluate cultural fit. The offer process should highlight how the organization's culture aligns with candidates' wants around management style, decision making and feedback culture. Challenges include clearly defining culture and living up to it in recruitment.
The document provides an overview of a training session on developing marketing strategies based on customer needs and insights. It discusses the importance of understanding target audiences through research and segmentation. Groups worked on a case study about a crafts program in Rajasthan, identifying objectives, audiences, insights, competition, and incentives. The training emphasized developing products and programs based on deep customer insights rather than assumptions.
The document provides an overview of a training session on developing marketing strategies and products based on customer needs and insights. It discusses the importance of understanding target audiences through research and segmentation. Groups worked on a case study about a program for artisans in Rajasthan, identifying objectives, audience segments, competition and incentives. Research from a previous project in Rajasthan was presented. The training emphasized gaining insights into audiences and developing products and programs accordingly.
JWT INSIDE Insights Webinar - Finding the Balance WebinarJWTINSIDE
Are you looking for a way to recruit top talent as efficiently and effectively as possible?
Join us for an informative discussion about paid, earned and owned media channels, and learn how to find the right mix of all three to optimize your recruitment marketing and employer branding efforts. This is your opportunity to gain insights that can positively impact the future of your company. Make the most of it.
Bring your employer brand to life - Spring 2015 - Jessica Lee, MarriottRecruitDC
The document discusses bringing an employer brand to life globally, locally, and individually. It defines employer brand and employer branding, and explains why having a strong employer brand is important. The presenters then share their personal journeys in employer branding and the different types of work involved. They discuss establishing an employer value proposition through research and positioning. Finally, the presentation provides six takeaways for effectively implementing and evolving an employer branding strategy over time.
Employee Value Proposition. How and why your EVP plays a critical role in you...N. Robert Johnson, APR
Companies with a clear and differentiated employee value proposition outperform their competitors. In this 30+3 Webinar, we take a quick look at ways to develop a clear and differentiated EVP.
Talent Brand: The Intersection of Talent Acquisition & MarketingRebecca Feldman
This presentation was used in a LinkedIn webinar that I led. It covers how to use traditional marketing principles and tools for building your talent brand strategy.
Building culture through employee engagementplugHR
This document discusses building employee engagement through organizational culture. It defines engagement as having a positive attitude, awareness of business goals, and working to improve performance. Research shows engaged employees outperform others by 20-28% and are linked to higher retention, customer service, and financial performance. Culture is the shared values and behaviors in an organization. Leaders, managers, communication, team building, recognition, and measuring progress can all help build an engaged culture with internalized commitment from employees. The goal is for employees to feel empowered, contribute to business objectives, and take pride in their organization.
Creating a Strategic Marketing Communications PlanDeborah Spector
Don't blink - you might miss something! This is how it feels to live in our nanosecond culture, where everything is changing at an accelerated pace. Our nanosecond culture has changed nonprofit marketing communications forever. The controllable flow of information through easily identified channels is disappearing. This makes your strategic marketing communications plan even more valuable to rise above the noise to put your organization in the spotlight!
Intergenerational Knowledge Transfer Succession Planningbeyondrewards
Over the past 5 years we have heard predictions of an impending worker shortage due to the retirement of the baby boomers. Predictions are that the retirement of baby boomers will create a drain in knowledge, experience and leadership in our workforce. With the recent downturn in the economy, most organizations did not focus on this trend. However, now that we appear to be in an economic recovery the discussion is back on the table with greater intensity. But did anyone actually speak to the boomers or is this just a prediction?
This document discusses the importance of measuring an employer brand's effectiveness beyond just marketing campaign metrics. It emphasizes measuring longer-term brand perceptions, hire quality, employee engagement, retention, and business performance. The document recommends differentiating between short-term campaign metrics and longer-term brand and performance metrics. It also suggests using new joiner surveys to understand brand expectations and the candidate experience in order to identify gaps and improve the onboarding process. Developing an employer brand index to assess how well the organization is delivering on its employer value proposition is also recommended.
#FIRMday Manchester 25th Feb 2016 - Creed - Bringing your employer brand to lifeEmma Mirrington
Caroline Hill and Simon McLoughlin, Directors from Creed Communications present ‘Bringing your employer brand to life’. You’ve worked hard to define your EVP’s, so how do you promote
your Employer Brand through the full employee lifecycle so that it:
• Makes you stand out from the crowd in your attraction comms
• Increases your conversions during the candidate journey
• Helps align behaviours and increase productivity/engagement with your existing people
• Creates brand advocates inside and outside your organisation
We’d like to share with you some examples of where this has been achieved and give you some hints and tips how we’ve overcome some of the obstacles to building award-winning
brands.
Qualitative Research is the foundational first step for ANY business that needs to know who their customer is and how it isn't. InterQ delivers transformative customer insights through focus groups, in-depth interviews, customer journey mapping and more..
Explore 3 ways that AI can impact talent goals. Discover the full webinar series "Accelerating Talent Transformation with AI" on the Beamery resources section here: https://beamery.com/resources
AI is an accelerator for Talent Transformation. It’s a layer of technology that means great talent teams can be even more powerful, but for the best results, the right foundations need to be in place.
In this first session of “Accelerating Talent Transformation with AI”, we’re cutting through the buzz and focusing on what will set talent leaders up for success when it comes to this new technology. What do today’s Talent leaders absolutely need to know about AI, and what questions should they ask when investigating new talent tech?
Why Your Talent Transformation is at Risk of FailingBeamery
There is a serious lack of alignment between talent leaders, CHROs and CEOs on core aspects of the transformation agenda: what gaps to address first, what skills matter most, and even how to manage recruiter engagement. To help talent leaders navigate their transformation plans successfully, we've pulled together an all-star panel with leaders from Paradox, Workday and Hiredscore.
Back to Basics with integrations, Data Management and AutomationBeamery
No one wants to spend time on talent tech integrations or data management when there are sexy new features to talk about.
And yet, in a recent research report on the success factors of transformation projects in talent teams, we find that transformation projects that ignore the foundational aspects of talent technology, namely integrations, talent data management, and recruiting automation, are most likely to fail. During the 2020 pandemic, companies rushed to roll out transformation agendas, prioritizing a speedy response at the expense of viability, adoption, and positive returns. Madeline Laurano and Kyle Lagunas explore how that can happen, and what talent leaders can do to avoid this outcome, or course-correct if necessary.
Candidate Data Compliance - Are you prepared for the risks?Beamery
We invited Sultan Murad Saidov, Co-founder and President at Beamery, to host a Q&A about the risks associated with handling candidate data from across the world, and to offer talent leaders ideas on where to look next to identify and eliminate their data compliance risks.
Diversity, Equity and Inclusion: Why You're Solving the Wrong ProblemBeamery
We’ve invited three Beamery experts to tell us why talent leaders might be by working on the wrong problems when it comes to Diversity, Equity and Inclusion. Sinead Daly, diversity and inclusion specialist, and Samantha Bagley, talent technology implementation consultant, both discuss this issue with Steve Bianchi, Chief People officer at Beamery.
How kiwi.com transitioned to a remote-only recruiting strategyBeamery
Recruiting leaders have had to pack months, sometimes years of digital transformation plans into a few weeks to adapt to the Covid health crisis.
In this webinar, we invited Pavlína Schuster, Recruiting Operations Analyst at Kiwi.com, to describe how she worked with her team to accelerate the digital transformation agenda that her organization had started before the pandemic. She discussed remote events, at-home recruiting processes, and new ways to measure success for these adapted recruiting processes.
What is the rulebook for being a successful talent leader during a crisis like the COVID 19 pandemic? How can you arm yourself with the right tools, and cultivate the right skills to help both yourself and your team? That is what our speaker for this webinar, Morgan Massie, discusses in this session.
Rise of Talent Operations - Measuring SuccessBeamery
The true impact of the talent operations function cannot be measured using traditional recruiting metrics, so how do you measure success for it? We invited a global talent acquisition leader from IBM to challenge the notion of what success looks like for talent operations.
Rise of Talent Operations - What Good Looks LikeBeamery
We invited Eileen Kovalsky, Global Head of Talent Acquisition Operations at Avanade, and Nikki Cochran, Recruiting and Operations Lead at Humans Doing, to walk us through their personal vision of what good looks like in talent operations. Together, they will discuss what they expect from this function, the impact they’re looking for, and how they set their teams up for success.
Rise of Talent Operations- The FundamentalsBeamery
For this webinar, we’ve collected and curated the inputs of talent practitioners, providers, and analysts on why talent operations is so important to a modern recruiting team.
Building an effective employer brand in 2020 Beamery
For this webinar, we invited Bryan Adams, CEO and Founder of Ph. Creative, and Kevin Blair, VP Talent Strategy at Beamery, to discuss how the employer brand magic happens. They went over the makings of differentiated messaging, and the common challenges in transmitting that message to the market.
The recruiting skills of 2020 with Kevin Blair - BeameryBeamery
What does a future-proof talent acquisition team look like?
Kevin Blair, who has led global talent acquisition teams in one multinational tech giant after the other, has some ideas on the subject.As a talent leader, you are probably in the middle of planning for 2020 hiring targets, but you also have long-term growth on your mind. You know that to deliver best-in-class candidate experiences, attract top talent, or make hiring more predictable, you need to invest in new skills and a new team structure. But what does good look like, and where can you start?
Talent Attraction Insights from the Fortune 500Beamery
Talent is this decade’s most pressing business challenge, and even the most successful companies in the world struggle with it. Our recently published Talent Attraction Index explores the talent acquisition activities of the Fortune 500 companies, and some of their most common challenges and successes in this area.
We invited Steve Bianchi, Chief People Officer at Beamery and experienced talent analytics executive, to discuss these findings in this webinar.
The document discusses strategies for building a strong talent bench in the NBA through proactive recruiting techniques. It outlines how the NBA now faces competition from the global workforce and passive talent. It advocates developing meaningful relationships with candidates over transactional applications and job descriptions. It also highlights the benefits of a deep talent bench for team performance and discusses how the NBA is leveraging technology and inclusive practices to source, engage, and retain a diverse pool of candidates.
KELSEA GIBSON - LEAD TALENT ACQUISITION SCOUT | CANADA
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1. What we’ll cover today…
@recruiterguynw
How to get sign-off
Where is your current EB at
Components of a People Proposition
How to create a People Proposition
Communicating your Employer Brand
Persona Mapping; why is it important
Recruitment Content Marketing
Measuring your Employer Brand
2. Getting buy-in from the business…illustrating the
importance
Increase in applicants &
passive interest
Market perception
Greater pool of talent
Quality of hire Brand loyalty
Greater engagement
Higher retention
Lower attrition
Increased performance
Internal mobility
Culture & values acceptance
Employer Brand
Productivity & profitability
Strategic Competitive Advantage
Market Differentiation
Long-term Growth & Future Proofing
EmployerBrandEquity
EmployerBrandEquity
@recruiterguynw
3. Where’s your Employer Branding at?
No formal employer branding activities undertaken. No defined
messages or values. Employer brand sentiment is unmeasured &
unknown.
Core employer brand messages have been defined at a corporate
level (culture, values, main benefits). Consistent brand messaging is
projected through standardised materials & external
communications. Brand sentiment is measured and understood.
Detailed, employment specific brand message developed (EVP).
Employer brand communication is included in recruitment team’s
performance management framework.
Brand messaging is tailored specifically to support recruitment of
some core roles.
Employer brand & EVP is developed to reflect regional and
professional differentials. All stakeholder touchpoints are brand
optimised. Brand messages shared by entire organisation. Brand
alignment used for selection & engagement.
Informal/Risk
Controlled
Efficient
Strategic
InSource Talent
2017
@recruiterguynw
4. People
Proposition
Culture
External
Factors
CareerBenefits
Environment
Diversity & Inclusion
Values/Behaviours
Internal Communication
Corporate/HR Strategy
Leadership
Development
Training
Performance Management
Security/Stability
Personal Growth
Annual Leave
Flexible working
Healthcare
Pension
Discounts
Challenges
Physical surroundings
Structure
Autonomy
Task Value
Components of a People Proposition
Industry/Market
Competition
Geographical
Employment Reputation
Consumer/Customer Brand
5. Creating your People Proposition
Assess
Research
Review
Construct
Communicate
Measure
What is our current
employment experience?
Where do we want to get to?
Consumer/Corporate Brand
Competitor/Market
Employer Brand Strength
Employee Experience
Alumni/Leavers
Corporate/People Strategy
Exec/Leadership
Culture/Values
Key Findings
Themes/Relationships
Segmented Grouping
Behavioural/Emotional
Address Points
Strategic Impact
Pillars/Offerings
Statements/Messaging
Tone of Voice
Segmented Audiences
Internal/External Integration
Testing
Strategic/Operational Plan
Internal Touchpoints
External Touchpoints
Champions/Advocates
Dashboard/Metrics
Survey/Benchmark
ROI
Evaluate/Re-Assess
Consistent
Authentic
Unique
Actual
Aspirational
Acceptance
6. Creating your People Proposition
What is our current employment experience? How do people feel?
What do people think? What is our reputation?
Where do we want to get to? What is our place in the market? What
is our future organisational strategy?
Consumer/Corporate Brand – What does it represent? What is our
reputation?
Competitor/Market – Main competitors? How do you differ? Market
trends?
Employer Brand strength – Where is our place? Do people know about
us?
Employee Experience – How engaged are our people? What can we offer?
Alumni/Leavers – Opinions? Do they come back?
Corporate/People Strategy – What is our organisational & people
outlook?
Exec/Leadership - What do our CEO & HRD say?
Culture/Values – What is our environment? What do we stand for?
Consistent AuthenticUnique
Actual Aspirational Acceptance
Assess
Research
7. Creating your People Proposition
Pillars/Offerings – What are our offerings/benefits/whys?
Statements/Messaging – What is our overall give/get?
Tone of Voice – How will we speak to people?
Segmented Audiences – Who are we trying to engage with?
Internal/External Integration – How can we deliver in parallel?
Testing – How can we assess impact and understanding?
Key Findings – What did you discover? What surprised you?
Themes/Relationships – Were there any recurring themes? Any links
between different areas?
Segmented Grouping – Is it possible to break down by
location/department?
Behavioral/Emotional – What values/feelings were illustrated?
Address Points – What do we need to fix? What are our pain points?
Strategic Impact – How will it affect future plans/strategies?
Consistent AuthenticUnique
Actual Aspirational Acceptance
Review
Construct
8. People Proposition template
Organisation Name
Core Positioning Statement
Pillar 1 Pillar 2 Pillar 3 Pillar 4 Pillar 5
Descriptor Descriptor Descriptor Descriptor Descriptor
Tone of Voice
9. Organisation Name Man Met Uni
Core Positioning Statement
Our people are on an ambitious journey to take Manchester Metropolitan
University forward from our great city with our exciting vision for the
future. We will inclusively collaborate with one and other to push the
boundaries of what is possible for ourselves, our students, our research and
the lives of others. Our community will foster our great city's
entreprenuerial spirit and it's ability to overcome its challenges. We will
share our University's ambition and growth for our own personal journey.
Pillar 1 Pillar 2 Pillar 3 Pillar 4 Pillar 5
Collaboration Impact Community Ambition
Descriptor Descriptor Descriptor Descriptor Descriptor
Across all of our Faculties,
Professional Support and
Research & Knowledge
Exchange teams we come
together to bring to life our
Education, International
and Research goals and
ambitions. We respect our
diverse range of people,
promote our inclusive
environment and support
our colleagues through a
real sense of teamwork.
We are in a unique position
where everyone can have a
positive impact on our
Students, our Research, our
city of Manchester and the
World. We are proud of the
individual and collective
experiences that have a far
reaching affect that our
people create. Every year
we are changing the lives of
the many and changing for
the better society, culture,
environment and the
economy.
Our Mancunian heritage is
our foundation also is key
to our future across the
World. Our campuses not
only harbour our people
and students but they
provide valuble resource to
the local community in
which we play a vital part.
Our working environment
will not only share
Manchester's
entrepreneurial spirit but
also it's sense of
togetherness and
resillience.
In our vision for the future
we will continue to develop
our Educational,
International and Research
achivements and
contributions across
Manchester, the UK and
the World. Our physical
base will continue to
demonstrate our solid
commitment to our
exciting journey. Our
people have a wide range
of opportunities to share
the University's growth and
success for their own
personal and professional
aspirations.
Tone of Voice
We want to talk to people in an energetic but yet human-centered way. All
wording will illustrate our people and their drive. In addition, we will use wording
with a gender neutral element to illustrate our inclusive environment.
10. EMPLOYEE
LIFECYCLE
Hiring collateral
Careers site
Job adverts
Social Media
Application
Screening
Assessment
Offer/Reject
Post-offer
Onboarding
Induction
Team/Org introduction
Performance
Management
Development
Internal Mobility
Communications
Benefits
Culture & Values
Reward
EMPLOYER BRAND
TOUCHPOINTS
Exit process
Leaver data
Alumni registration
Re-join
Exit Interviews
Alumni
Boomerang hires
Attrition
Engagement
Benefits usage
Comms reach
• People Board Pack
• Succession Planning
• Internal Mobility
Social media traffic
Careers site traffic
Glassdoor score
Passive interest
Applications
Funnel conversion
Candidate
Experience NPS
Quality of Hire
Hiring Manager NPS
Orientation Rating
How is your Employer Brand
communicated?
PEOPLE
PROPOSITION
11. People Persona
map
PERSONAL
Background
Goals
Motivations
Values
Challenges
PROFESSIONAL
Background, Skills & Experience
Goals
Motivations
Values
Challenges
BEHAVIOUR
Online usage
Social Media usage
Media usage
Hobbies/Interests JOBSEARCH
Preferred channels
Preferred communication
Preferred application method
Market Challenges/Pressures
NAME What is our persona called?
PERSONA
CREATED FOR
Which role/team is this
persona based on?
PERSONA
STORY
What is the context of this
persona?
ESSENTIALS
Demographics, Location,
Education, Income
IMPORTANT: The output of this will be a view of our
persona’s needs, goals, feelings and behaviours that
enables us to understand them in greater detail in regards
to attraction and retention.
12. Your Recruitment Marketing
toolbox…£85/$115/€96 a month
https://www.canva.com/ - E-shots, infographics, imagery, PDFs
http://fliphtml5.com/ - Online e-mags
https://www.moonfruit.com/ - Landing pages, Call to action
http://www.hemingwayapp.com - Copy proofreader
https://www.powtoon.com - Animated videos
CREATION
Mobile Phone
Phono Mic
Tripod
12x Lens
CAPTURE
iMovie
Handbrake
TextEdit
QuickTime
PRODUCTION
Facebook
Twitter
LinkedIn
Instagram
YouTube
SHARING
http://buzzsumo.com/ - What’s hot and not
https://klear.com/ - Find your influencers
https://feedly.com/i/welcome - Content finder
https://hootsuite.com/en-gb/ - Social media management
https://http://hashtagify.me - Hashtag suggestion
PLANNING
https://trends.google.co.uk/trends/ - Exactly what it says
https://www.google.com/calendar - Manage your content
https://analytics.google.com
– Website analytics
https://dashthis.com/
– Dashboard tool
MONITOR AND MEASURE
https://answerthepublic.com - Content suggestion
https://www.personapp.io - Map your audiences
http://gender-decoder.katmatfield.com/ - Copy gender
decoder
Openshot
Movie Maker
WhatsApp
https://www.hotjar.com/
– Website reviewUSB/BT transfer
@recruiterguynw
Glassdoor
Indeed
13. How will your Content Marketing
land with your audience?
When using content marketing is is vital that it lands with your audience and sparks a reaction.
The Greek philosopher Aristotle and his “Rheteric” theory describes 3 types of appeal that, often
called modes of persuasion.
Ethos
How credible are we? What is our
reputation? What is our authority?
Pathos
What emotions might we raise?
What stories can we tell?
Logos
What evidence/proof do we have?
What facts/logic can we use?
14. Connection
“It’s part of
me”
Loyalty
“I want to help”
Success Realisation
“I’m making a difference”
Empowerment
“I have a clear voice”
Fear
“Scared of saying something wrong”
Where are your people at?
When activating an Employee Brand Advocacy programme it’s always really important to gauge
where your people are at in their own emotional journey in your organisation.
15. How do you measure Employer Brand?
@recruiterguynw
Employee engagement
EVP review/score
Labour turnover
Benefits usage
Brand advocacy
Internal mobility
Leaver NPS
Alumni engagement
Boomerang hires
Application hire
conversion
Candidate Experience
NPS
Offer to acceptance
Quality of hire
Call to action click-
through
Attribution channels
Organic/Paid mix
Careers website traffic
Glassdoor/Indeed rating
Referral rate
Attraction
&
Awareness
Hiring
ExperienceTransition
Each one of these metrics are a valid indicator to tell you how your employer brand is affecting your organisation
and ultimately illustrating where you are seeing a clear ROI. Remember, each activity needs to have a positive
effect on our people and our overall organisational strategy to not only improve how we hire and retain but to
ensure employer branding remains a strategic activity.