Indian Premier League: Still a Smash Hit for Advertisers?MSL
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asia.mslgroup.com
How One Company Slashed Their Cost per Lead by More than Half B2B Lead Roundtable
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India PR Industry: Challenges, Opportunities & 2012 Outlook MSL
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asia.mslgroup.com
Indian Premier League: Still a Smash Hit for Advertisers?MSL
‘Brand IPL: Still a Smash hit?’ is the latest executive report from MSLGROUP India. It takes an in-depth look at the Indian Premier League, the challenges the brand has had to face over the coming years and the debates the value it still holds for advertisers despite a string of controversies. The report also highlights opportunities the IPL presents for advertisers, the value of sport sponsorship and how an integrated communications approach could give businesses more bang for their buck.
asia.mslgroup.com
How One Company Slashed Their Cost per Lead by More than Half B2B Lead Roundtable
Brian Carroll, Executive Director of Applied Research for MECLABS and author of the bestseller, Lead Generation for the Complex Sale, and Brandon Stamschror, Senior Director of Operations, MECLABS Leads Group, will discuss how to leverage teleprospecting to drive the highest return on marketing investment and decrease investment in sales resources – all while significantly increasing sales productivity.
India PR Industry: Challenges, Opportunities & 2012 Outlook MSL
MSLGROUP India ‘s latest report draws on qualitative and quantitative research and interviews with industry thought leaders to understand the issues Indian PR companies and professionals are dealing with every day and possible solutions. We asked them for their views on what needs to be done to make sure PR takes its rightful place in the strategic communications arsenal of India Inc. While the analyses and potential solutions are varied, there is consensus that the PR industry needs to come together to set benchmarks for fees and salaries and to partner with institutions to create training courses and performance measurement systems that take into account the quality of engagement, not just the spread of media coverage.
asia.mslgroup.com
Talent’s at the top of the agenda – using technology to develop talent and bu...Laura Overton
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The rapid pace of change in European executive recruitment continues to accelerate. Twenty years ago, there were but a small handful of tried and trusted ways to recruit the right senior manager or executive. Today, the landscape is rather more complex. Our research among over 1,200 senior managers and executive across the UK and Continental Europe explores the methods organisations use to recruit, employee retention, priorities in executive recruitment, experience of job boards and recruitment agencies, social media, and measurement of recruitment.
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In this March 2013 webinar, we discussed:
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• How the digital agency Vertic used targeting on LinkedIn to reach Fortune 1000 decision makers for their client, Vestas, a wind energy provider
Millward Brown published its 2010 BrandZ Ranking of the Top 100 Most Valuable Global Brands on Wednesday, as measured by their dollar value. Google has topped the list for the last three years. This document includes an executive summary from Richard Millar, CEO, Hill & Knowlton, UK.
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In order to get comfortable with the skill of visual thinking, we need to build confidence in drawing ability for those with no experience, help people develop a personal toolbox of sketching shortcuts, promote and encourage visual thinking as a useful tool at the desk and in the conference room.
The goal is to move from “let’s THINK out loud” to “let’s VISUALLY THINK out loud” as a way to brainstorm, collaborate and innovate together in the workplace.
Talent’s at the top of the agenda – using technology to develop talent and bu...Laura Overton
Laura Overton, Manager of benchmarking practice Towards Maturity , takes an in depth look at the latest research to see how top learning companies are harnessing learning technologies to develop talent and build performance. This presentation is part of the 20 Minute Master Class series run by Successfactors (an SAP Company). Find out more about Towards Maturity Benchmarking at www.towardsmaturity.org.
The rapid pace of change in European executive recruitment continues to accelerate. Twenty years ago, there were but a small handful of tried and trusted ways to recruit the right senior manager or executive. Today, the landscape is rather more complex. Our research among over 1,200 senior managers and executive across the UK and Continental Europe explores the methods organisations use to recruit, employee retention, priorities in executive recruitment, experience of job boards and recruitment agencies, social media, and measurement of recruitment.
Webinar Presentation: Targeting with LinkedInLinkedIn
The LinkedIn profile gives marketers an unparalleled ability to deliver highly relevant, targeted messages to unique audiences. Whether you're seeking finance professionals with graduate degrees or decision-makers in healthcare organizations – targeting on LinkedIn connects your message with your precise audience.
In this March 2013 webinar, we discussed:
• Which components of the LinkedIn profile determine target audiences
•Approaches for targeting your audience on LinkedIn to get the biggest impact
• How the digital agency Vertic used targeting on LinkedIn to reach Fortune 1000 decision makers for their client, Vestas, a wind energy provider
Millward Brown published its 2010 BrandZ Ranking of the Top 100 Most Valuable Global Brands on Wednesday, as measured by their dollar value. Google has topped the list for the last three years. This document includes an executive summary from Richard Millar, CEO, Hill & Knowlton, UK.
Pictures are global and transcend words. They carry metaphors, symbols and meaning beyond the written word. Capturing ideas with images takes less time than reading text or verbalizing ideas, and making drawings helps you tell stories more effectively.
Visual thinking can help you make sense of complexity, help find patterns and surface critical issues, help make faster, better decisions, and help you take action and do ‘good’ for your business.
In order to get comfortable with the skill of visual thinking, we need to build confidence in drawing ability for those with no experience, help people develop a personal toolbox of sketching shortcuts, promote and encourage visual thinking as a useful tool at the desk and in the conference room.
The goal is to move from “let’s THINK out loud” to “let’s VISUALLY THINK out loud” as a way to brainstorm, collaborate and innovate together in the workplace.
In this webinar, LinkedIn's Dina Medeiros discusses the value of employer branding and how that can help you secure top talent.
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn company page: http://linkd.in/1f39JyH
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The Social Software and Business Value: The Case for Talent AcquisitionHuman Capital Media
For the last several years, companies such as Google, Amazon.com and Wal-Mart have become masters of data analytics and social outreach. They leverage data on consumer buying behaviors and social interactions to drive business decisions at all levels of the organization. Now we are looking at managing our hiring candidate pools with the same level of analysis and engagement. The clear line that used to separate how we interacted with our customers and how we interacted with our prospective employees has faded away. Join Stacey Harris, vice president of research for Brandon Hall Group, as she shares recent research and key practices in expanding your talent pools and leveraging social software to improve talent acquisition efforts.
Key takeaways include:
Understanding the social software space for talent acquisition.
Key practices in widening talent pools.
Tips for building a strong business case for social talent acquisition.
Employer Branding for Challenging, Changing Times in APACCielo
The global talent landscape continues to evolve in response to COVID-19, and organisations need to pivot their strategies. From nationwide lockdown in India to the extension of ‘circuit breaker’ measures in Singapore and gradual opening of markets in China, employer brand communications need to align with the fast-changing needs of audiences now – but were you ready before this started?
In this webinar, Cielo experts will discuss the importance of employer branding and experience marketing from the perspective of current world events. Joining them will be James Williams, SEA Head of Talent Acquisition at Johnson & Johnson and Nikhilesh Mathur, APAC Head of Talent Acquisition at RELX Group, who will share their journeys and what they are considering next.
We will:
• Consider how traditional employer branding mostly focuses on the basic processes of talent engagement
• Demonstrate the need for agile organisations to implement new levels of engagement and change management for the rapidly digitising world of work
• Showcase how organisations can differentiate through experience marketing for success now and moving forward
Being timely, topical and using the appropriate tone are keys to success in employer branding. Join us as we talk through steps to strengthen and stabilize your employer brand during these uncertain times.
The public relations industry in India is at a crossroads. This report hopes to kickstart a debate on the challenges PR in India faces -- talent shortage, low retainer fees, infrastructure issues, an image problem -- so that the industry can arrive at a roadmap it so badly requires.
Corporate Reporting and Human Capital - Employer branding in human capitalCommunicate Magazine
A large portion of a brand's identity derives from its staff, which is why it is so important to manage and measure your employer brand.
Through collaboration with Communicate magazine, Emperor and Rethink Group researched
how organisations in the UK and Ireland are succeeding in employer brand management and where there's room for improvement. They looked at how companies invest in employer brand management and whether organisations report on its human capital within its annual report.
The session discussed the findings of the research and highlighted areas for improvement.
www.communicatemagazine.co.uk/humancapital
Learn about the effects of having a strong employer brand: lower cost of hire, lower turnover, & how you can leverage your employer brand to attract top candidates. This presentation also discusses how to communicate your employer brand on LinkedIn, and some great research LinkedIn released about employer branding in 2012.
Shikatani Lacroix conducted a study in the spring of 2013 with over 120 companies participating across the globe. It identified a gap within the brand positioning structure with only half of respondents clearly articulating their company’s brand essence. Few organizations are able to distill their brand’s unique value into easy to remember, simple to understand and focused messaging. There also exists a second, probably more critical gap; since brand positioning is predominantly external, there exists little to no internal focus as part of employee engagement and on-boarding programs.
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Intersting article written some time ago by Robert Hennessy, GLOBAL Practice Team Leader – Pharma/ Health Care/ Life Science, ( http://aims-international.net/global-teams/health-care/find-a-leader )before he joined AIMS International.
Treating job applicants well creates ambassadors for companies’
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Businesses are becoming increasingly conscious of the importance of corporate reputation. They have found that it is customers’ perception of a company that drives purchases. It is also what attracts talent and assures partners that they are doing business with somebody they can trust. Ultimately, it is not just the end users that corporations are looking to impress; they are striving to connect with all stakeholders, which include employees, vendors, the community and the government.
MSLGROUP in India and Eikona PR Measurement today announced the launch of their co-authored report, ‘Reputation: How It Is Built and Maintained, and The Role of PR’ which analyses the growing importance of reputation management and its impact on the PR industry.
Reputation: How it is built and maintained, and the role of PR - A report by ...Ashraf Engineer
Businesses are getting increasingly conscious of the power of reputation. It is customers’ perception of a company that drives purchases. It is also what attracts talent and assures partners that they are doing business with somebody they can trust.
So, it’s not just the end users that corporations are looking to impress; they are striving to connect with all stakeholders, which include employees, vendors, the community and the government.
For the public relations (PR) industry, this is a unique opportunity. Its scope is widening from the narrow media relations space to leading the overall brand building and maintainance function. It is now up to the PR industry to evolve from second fiddle to advertising to the leader in the marketing communications ecosystem.
MSLGROUP in India's latest report, co-authored with Eikona PR Measurement, analyses the growing importance of reputation management and its impact on the PR industry.
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• Reputation is an intangible asset, but its effects are real. It is an invisible, yet powerful influence that can help or hinder a company as it strives to meet its objectives.
• From credit terms to employee retention, reputation has a serious impact.
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MSL India and Eikona PR Measurement had recently launched a co-authored report titled, ‘Reputation: How it is built and maintained and the role of PR’.
The report analyses the growing importance of reputation management and its impact on the PR industry. Some of the points the report makes:
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• Reputation is an intangible asset, but its effects are real. Indeed, reputation is acting on companies all the time — an invisible yet powerful influence that can either help or hinder a company as it strives to meet its objectives.
• From credit terms to employee retention, reputation can have a serious impact. Like gravitational pull, reputation makes it easier or more difficult for your company to get where it needs to go.
Normally, most product categories’ presence in the annual advertising calendar does not exceed four months. On the other hand, PR support for the same products stretches to at least eight months of the calendar, which is a unique opportunity for the PR industry. Its scope is widening from the narrow media relations space to leading the overall brand building and maintenance function. It is now up to the PR industry to evolve from being second fiddle to advertising and corporate communications to becoming the leader in the marketing communications ecosystem.
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Learn why developing a great message requires:
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• Enablement of the message among stakeholders
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Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
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Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
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In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Helen Lubchak: Тренди в управлінні проєктами та miltech (UA)
State of employer branding
1. The State of
Employer Branding
A global report on the hottest topic in talent acquisition
2. Contents
Introduction & Big Picture Findings 03
Executive Summary 05
Global Results 10
Conclusion 21
Appendix I: Results by Country 23
Appendix II: Results by Industry 30
Appendix III: Results by Company Size 31
3. Introduction
Employer branding is the new black. Articles, white papers, and
conference panels are popping up everywhere while discussions
and debates take place daily in the hallways, conference rooms,
and executive suites of companies around the world. Strong
competition for knowledge workers in particular and the
proliferation of social media have augmented the importance of
employer reputations in acquiring talent, particularly for the 80
percent of the labor market who are passive candidates1. Whether
or not a company is considered a great place to work can make all
the difference in attracting and retaining this top talent.
The hype isn’t just fueled by large corporations or household name
brands: employer branding is a hot topic among companies with
100 employees or 100,000, from Canada to India and everywhere
in between, and regardless of industry. So what’s really going on,
and what are companies doing about it? We took a closer look at
employer branding as part of our third annual Global Recruiting
Trends Survey. Our large and diverse sample of over 3,000 talent
acquisition leaders means our results are packed with powerful
data points and interesting insights for just about everyone.
4. The Big Picture
Employer branding is seen as important everywhere; 83
percent of global recruiting leaders agree it’s a critical
driver of their ability to hire top talent.
Over half (51 percent) of companies have increased their
employer brand investment in 2012 and a further 40
percent have maintained their spend.
Talent Acquisition is often at the helm, leading or co-
leading employer branding 61 percent of the time.
While career sites are viewed as a most effective employer
branding vehicle, viral channels – including word of mouth
and online professional networks – play a significant role in
building a company’s talent brand.
Despite the importance of employer brand, almost half do
not have a proactive strategy, and only one-third say they
regularly measure employer brand in a quantifiable way.
4
5. Executive Summary
TA leaders know employer branding is important and are investing more –
but strategy, listening and metrics are often missing
1. AWARENESS 2. INVESTMENT & 3. DELIVERY 4. STRATEGY &
ORGANIZATION MEASUREMENT
TA leaders say employer Companies are starting to Effective employer brand Many companies are not
branding is key to hiring invest more in employer delivery occurs as much adopting a strategic
success and an important branding, with TA leaders through viral channels as via approach and even fewer
long-term trend. often directly responsible. company-controlled ones.. are measuring for success.
83% agree that an A whopping 91% of 78% of TA leaders view Only 54% of respondents
employer brand companies are investing their company website as have a proactive employer
significantly impacts their more or the same in 2012 their most effective channel brand strategy.
ability to hire top talent, compared to 2011, for employer brand. 53% claim to have a good
and 69% consider it a top primarily due to a greater Of the remaining highly understanding of how their
priority for their awareness about employer effective channels, only employer brand varies by
organization. branding’s impact. one – traditional job boards different talent populations.
The #1 action that TA While the increase is a – is fully controlled by the Most companies are not
leaders are afraid step in the right direction, it company. listening to the appropriate
competitors will do is invest hasn’t been enough to Instead, employer brand is stakeholder mix: only 37%
in employer brand, and date: only 39% of TA coming to life in channels regularly survey new hires
lack of employer brand leaders report that they that companies influence and even fewer (32%)
awareness is considered have the resources needed without controlling: word of regularly survey
one of the top three for success. mouth, social professional candidates.
obstacles in recruiting. 61% of TA leaders have a networks and general Measurement is the key
Globally, upgrading primary or shared social media. area of weakness. Only
employer branding is employer brand These channels have the 38% measure their brand
considered the second responsibility with benefit of touching passive relative to the competition,
most essential and long- Marketing or Corporate candidates in ways that and just 35% prioritize
term trend in the industry. Communications, with co- company-controlled their spend to shore up
ownership (39%) the most channels usually do not. key weaknesses.
common structure.
6. Methodology
Surveyed 3,028 recruiting professionals globally with a LinkedIn profile
All respondents:
work in a corporate HR/recruiting setting
represent an even mix of small, midsize and large enterprises
have at least some budget authority
focus solely or primarily on recruitment
Respondents by country:
UNITED STATES 755 CANADA 299 BRAZIL 226 SPAIN 100 UK 334 ITALY 99 GERMANY 97 NETHERLANDS 226 NORDICS 113 INDIA 255 AUSTRALIA 280
6
8. Talent acquisition (TA) leaders are highly aware that employer branding is
critical to hiring success
83%
Agree that employer brand
has significant impact on
ability to hire great talent
8
9. Large organizations lead the way in prioritizing
employer brand, but smaller companies are catching on
Prioritization of employer brand Top 3 long-term trends in recruiting
(by company size) professionals (by company size)
< 500 Employees 67% < 1,000 Employees
501-1,000 Employees 70% 1. Utilizing social and professional networks
2. Upgrading employer branding
3. Finding better ways to source passive candidates
1,000-10,000 Employees 67%
> 10,000 Employees 78%
> 1,000 Employees
1. Utilizing social and professional networks
69%
Agree that employer 2. Finding better ways to source passive candidates
brand is a top priority 3. Upgrading employer branding
for their organization
9
10. Employer branding is a top priority for companies worldwide
TA leaders who agree employer brand is a top priority (by country)
69%
GLOBAL AVERAGE
UNITED KINGDOM
UNITED STATES
NETHERLANDS
AUSTRALIA
GERMANY
NORDICS
CANADA
FRANCE
BRAZIL
SPAIN
INDIA
ITALY
77% 75% 75% 74% 73% 71% 70% 69% 68% 64% 61% 47%
Significantly more INDIAN Significantly fewer GERMAN
organizations prioritize employer brand organizations prioritize employer brand
10
11. In fact, employer branding rises to the top, regardless of the question
Top obstacles to attracting Biggest concern is that
the best talent competitors will… Top long-lasting trends
Utilizing social and professional
1 Competition 1 Invest in their employer brand 1
networks
Build and nurture strong talent
2 Compensation 2 2 Upgrading employer branding
pools or pipelines
Lack of awareness or interest Learn to use social networking and Finding better ways to source
3 3 3
in our employer brand social media more effectively passive candidates
4 Location 4 Improve their candidate experience 4 Boosting referral programs
Training recruiters and hiring
5 Recruiting team too small 5 Improve their referral program 5
managers
Recruiting team doesn't have the Further invest in their existing
6 6 6 Recruiting globally
right tools/systems recruiting tools
Lack of awareness that we're
7 7 Invest in new recruiting tools 7 Optimizing your career site
hiring
Inability to effectively use data to Hire recruiters to strengthen their Measuring quality of hire more
8 8 8
improve our approach team consistently
Quality of talent currently at our Negotiate better pricing with
9 9 9 Reducing spend on staffing firms
company vendors
Improve ways to track quality of Using CRM technology to manage
10 Company performance 10 10
hire talent leads
11
13. Employer brand investment is rising in 2012, primarily due to a greater
awareness of its impact
91%
Companies that are spending
more or the same on employer
brand in 2012 compared to 2011
51% 40% 9%
Spending More Spending Same Spending Less
Why spend more on employer brand?
1. Increased belief in the impact of employer brand 49%
2. Need to raise general awareness 48%
3. Difficulty recruiting quality candidates 47%
4. Increased competition 37%
5. Difficulty recruiting candidates in specific sectors 32%
13
14. TA leaders are organizing for success by partnering with Marketing and
Communications
Who owns employer brand?
39% 22% 15% 14% 10%
TA shares ownership TA has primary TA has no TA is a Company doesn’t
ownership ownership contributor think about EB
Most common departments that own employer
brand outside of Talent Acquisition
1. Marketing
2. Corporate Communications
14
16. While websites are seen as most effective, viral channels play important
role in promoting employer brand
Five channels seen as most effective to promote employer brand
78% 56% 46%
Company website Word of mouth Social professional
networks
38% 34%
Social media Traditional job boards
16
17. Almost half already find social professional networks highly effective for
employer branding
Organizations that find social professional networks highly effective for promoting employer brand (by country)
46%
GLOBAL AVERAGE
UNITED KINGDOM
UNITED STATES
NETHERLANDS
AUSTRALIA
GERMANY*
NORDICS
CANADA
FRANCE
BRAZIL
ITALY*
SPAIN
INDIA
58% 57% 53% 48% 47% 47% 45% 44% 43% 40% 37% 35%
More organizations in FRANCE and Fewer organizations in GERMANY and the
CANADA consider social professional NORDICS consider social professional
networks to be highly effective networks to be highly effective
17 * Low base size (< 80 respondents)
19. Despite recognizing its power, many companies don’t take a strategic approach
to employer brand
83% Recognize employer brand impact
54% Have a proactive employer brand strategy
53% Understand employer brand strength across different populations
39% Feel they have the resources to succeed
38% Measure employer brand strength relative to competitors for talent
37% Regularly survey new hires to understand employer brand perceptions
35% Prioritize spend on audiences where employer brand relatively weak
32% Regularly survey candidates to understand perceptions
19
20. Not many say they regularly measure their employer brand in a quantifiable way
only one out of three
20
21. Conclusion
We know that talent acquisition leaders around the world understand the importance of
employer branding. They're increasing investment—even at a time when doing more with
less is the norm—because they see it as a critical foundation for attracting the best hires.
However, two-thirds of talent acquisition leaders today admit that they don't consistently
and quantifiably measure the health of their employer brands, and almost half say they
lack a proactive strategy. Management can't succeed without measurement and focus.
In the end, the key opportunity isn't simply to improve awareness of your company as a
great place to work, it's to upgrade your strategy: by listening to key audiences and
observing how they interact with your employer brand; by assessing how you fare versus
your competitors for talent; and by investing differentially in engaging candidate
populations where you have the most to gain.
This is particularly true in an era in which social platforms have changed the game for
where and how identities – both corporate and personal – form and evolve. There was a
time when your employer brand consisted of the messaging that your company delivered
out into the marketplace and periodically refreshed. Today your messaging is being
consumed, supplemented and amplified – or questioned aloud – in real time based on
talent’s actual experience with your brand across multiple touch points, including social
platforms where prospective talent engages with you on a daily basis. And what often
rises to the top now, louder and clearer than your own messaging, is your talent brand –
your employer brand as seen through the social lens, incorporating what prospective
talent thinks, feels and says about your company as a place to work.
The good news is that, thanks to the reams of Big Data that are generated through billions
of interactions on social platforms like LinkedIn, it’s easier than previously to assess how
you’re really doing . And the companies that effectively assess their talent brands will be
able to prioritize spend, shore up areas of weakness, build out competitive advantage,
and ultimately engage target talent to greatest effect.
21
22. “ Today your messaging is being consumed,
supplemented and amplified – or
“
questioned aloud – in real time based on
talent’s actual experience with your brand
across multiple touch points.
24. Appendix I: Findings by Country
AMERICAS EMEA ASIA PACIFIC
45% of Brazilian TA leaders France leads the way in gauging stakeholders: India is the sole country that
measure their brands (vs. surveying new hires (46%) and candidates (45%) ranks consistently well above
33% globally,), which is likely are well above the global averages (37% and average on employer brand
why they claim to understand 32%, respectively). prioritization, strategic action,
employer brand strength and measurement.
across populations more often UK Employer brand prioritization is well above
(67% vs. 53% globally). average, as is investment, yet UK TA leaders are
average or worse in measuring for success. Australia is investing in
employer branding more
Canada ranks second in citing Germany has the fewest percentage of TA leaders aggressively than any other
effectiveness of professional who consider employer branding a top priority region (61% citing spend
social networks for employer (47% vs. 69% globally); TA leads most often (66% increase versus 51% globally),
branding (57% vs. 46% co-own or own employer brand vs. 61% globally). yet on all measurement
overall), otherwise they are in metrics, Australia is either
the middle of the pack in Spanish TA leaders set a high bar for other average or below average
investment and organization. countries in calling the employer brand shots, with compared to other countries.
72% of TA leaders owning or co-owning employer
brand, far above the 61% global average.
US TA leaders report above
average employer brand In Italy, acknowledgment of employer brand
investment, yet they are significance is on par with other countries, yet its Employer branding winner
significantly below average on investment and measurement tend to be well across the board: INDIA
measurement (21% survey behind most other countries.
candidates vs. 32% overall;
31% survey new hires vs. Netherlands TA leaders are well below average in
37% overall). terms of investing in employer brand and TA
owning it, yet they are more likely to measure
employer brand and use viral channels such as
online professional networks effectively.
TA leaders in the Nordics lag on most dimensions,
except in measuring the health of employer brand
(42% vs. 33% globally).
24
25. Australia and the emerging markets lead the way in doubling down on
employer brand
Organizations spending more on employer brand in 2012 vs. 2011 (by country)
51%
GLOBAL AVERAGE
UNITED KINGDOM
UNITED STATES
NETHERLANDS
AUSTRALIA
GERMANY*
NORDICS
CANADA
FRANCE
BRAZIL
SPAIN*
ITALY*
INDIA
61% 58% 57% 57% 56% 53% 53% 48% 45% 45% 43% 38%
Organizations in AUSTRALIA and Organizations in ITALY and the
INDIA increasing spend more NETHERLANDS increasing spend
often than the global average less often than the global average
25 * Low base size (< 80 respondents)
26. There is significant geographic variation in Talent Acquisition’s role in
employer branding
Organizations where TA has total or shared control of employer brand (by country)
61%
GLOBAL AVERAGE
UNITED KINGDOM
UNITED STATES
NETHERLANDS
AUSTRALIA
GERMANY
NORDICS
CANADA
FRANCE
BRAZIL
SPAIN
INDIA
ITALY
72% 70% 66% 65% 61% 59% 58% 57% 56% 56% 56% 51%
TA leaders most empowered to TA leaders significantly less likely to
drive employer brand in SPAIN own or co-own employer brand in the
and INDIA UK and the NETHERLANDS
26
27. Emerging markets lead the pack with the most understanding of employer
brand strength by population
Percentage understanding employer brand strength across different talent populations (by country)
53%
GLOBAL AVERAGE
UNITED KINGDOM
UNITED STATES
NETHERLANDS
AUSTRALIA
GERMANY
NORDICS
CANADA
FRANCE
BRAZIL
SPAIN
INDIA
ITALY
67% 62% 57% 54% 54% 52% 52% 51% 50% 46% 44% 41%
INDIA and BRAZIL significantly more likely to
understand their employer brand strength
across different talent populations
27
28. There is wide geographic variation in measuring the health of employer brands
Quantifiable measurement of employer brand (by country)
33%
GLOBAL AVERAGE
UNITED KINGDOM
UNITED STATES
NETHERLANDS
AUSTRALIA
GERMANY
NORDICS
CANADA
FRANCE
BRAZIL
SPAIN
INDIA
ITALY
50% 45% 42% 35% 33% 32% 32% 30% 29% 23% 22% 20%
INDIA and BRAZIL more likely to GERMANY, ITALY, and SPAIN less likely
consistently measure employer brand to consistently measure employer brand
28
29. Most don’t survey new hires to understand employer brand perceptions;
wide geographic differences
Organizations that regularly survey new hires to understand brand position (by country)
37%
GLOBAL AVERAGE
UNITED KINGDOM
UNITED STATES
NETHERLANDS
AUSTRALIA
GERMANY
NORDICS
CANADA
FRANCE
BRAZIL
SPAIN
INDIA
ITALY
52% 46% 45% 39% 36% 35% 34% 34% 33% 31% 30% 23%
More organizations survey new Fewer organizations survey new hires
hires in INDIA and FRANCE in the NORDICS and ITALY
29
30. Even fewer organizations survey candidates; again, wide geographic variance
Organizations that regularly survey candidates to understand brand position (by country)
32%
GLOBAL AVERAGE
UNITED KINGDOM
UNITED STATES
NETHERLANDS
AUSTRALIA
GERMANY
NORDICS
CANADA
FRANCE
BRAZIL
SPAIN
INDIA
ITALY
45% 45% 39% 36% 34% 32% 31% 28% 26% 25% 25% 21%
More organizations survey new Fewer organizations survey candidates in
hires in FRANCE and INDIA AUSTRALIA and the UNITED STATES
30
31. Appendix II: Findings by Industry
CONSUMER MARKETING/PR/ HIGH TECH MANUFACTURING
GOODS CONSULTING
Consumer Goods TA Marketing/PR/Consulting High-tech TA leaders Manufacturing TA leaders
leaders are ahead of the are much more likely to (59% vs. 46% overall) are are just as aware of employer
curve, with 72% having have a proactive employer also more likely to use branding’s importance as
primary or shared brand strategy (64% vs. newer communication other industries, yet they are
ownership of employer 54% overall), and more channels such as online much less likely to make it a
brand compared to 61% likely to leverage online professional networks and top organization priority (59%
overall. They are also more professional channels such social media, and they are vs. 69% overall).
likely to feel they have the as LinkedIn (64% of this above average when it
resources needed for group cite effectiveness, vs. comes to regularly
success (48% vs. 39% 46% overall). surveying new hires (41%
overall). vs. 37% overall).
EDUCATION
MEDICAL/ FINANCE Education TA leaders
NON-PROFIT
HEALTHCARE consider investing in employer
branding to be the #1
Non-profit TA leaders cite More than all other Finance appears to be competitive threat, more than
the effectiveness of social industries, Medical and one of the more strategic any other industry. At the same
media more than other Healthcare TA leaders have industries as more time, they tend to over-rely on
industries (47% vs. 38% increased investment in respondents (61% vs. 53% company websites (84%) to
overall), but they are not yet employer brand due to overall) report a good communicate their brands,
capitalizing on other low- higher awareness of its understanding of their resulting in missed
cost ‘passive candidate’ impact. Yet, the industry is employer brand across opportunities to engage with
channels such as online below average in surveying talent populations, likely due passive talent. Education TA
professional networks (34% new hires (29% vs. 37% to better measurement: 46% leaders in particular have not
vs. 46% overall). overall) and surveying of Finance TA leaders yet fully realized the potential of
candidates (24% vs. 32% quantifiably measure their professional and social
overall). employer brands versus networks.
33% overall.
31
32. Appendix III: Findings by Company Size
1. AWARENESS 2. INVESTMENT & 3. DELIVERY 4. STRATEGY &
ORGANIZATION MEASUREMENT
Employer brand is more TA leaders are larger 54% of larger companies Larger companies are
top of mind as companies are more consider channels such as much likelier to have an
organizations grow in size; involved in employer LinkedIn effective (vs. 47% employer branding
78% of TA leaders at large brand, with 67% owning or smaller) and 47% cite strategy (68% vs. 54%
companies consider co-owning it compared to social media as effective overall and 49% for small
employer branding a top 51% for the smallest (vs. 38% smaller). companies.)
priority (vs. 67% for the companies and 61%
smallest companies and overall.
Smaller companies still Larger companies (51%)
69% overall).
tend to rely more heavily regularly measure
Those from smaller on word-of-mouth (62% employer brand relative to
TA leaders at smaller companies report investing small vs. 49% large), likely competitors, significantly
companies recognize more in 2012 due to the an due to more limited more than smaller
employer brand’s long-term increase in hiring, while resources. companies do (34%).
importance; they rank it those from larger
one of the most essential companies are investing
Larger companies (45%)
and long-term trends in the more due to a greater
prioritize employer brand
industry, even higher than awareness of employer
spend on audiences where
TA leaders at larger branding’s impact.
their brand is weaker,
companies.
significantly more than
smaller companies do
(29%).
Large companies are ahead, but
SMALLER ORGANIZATIONS
are not far behind
32