Who must lead employer branding, HR, marketing or communications? This article by four times author Brett Minchington provides insights based on research findings and the employer brand leader hiring intentions of companies around the world. This topic is also addressed in the Certificate in Employer Brand Leadership, the global standard for employer brand leadership certification. Full details at www.employerbrandingcollege.com
By Brett Minchington & Lisa G.Morris with contributions from students & graduates of the Certificate in Employer Brand Leadership & EBI Advisory Board Members. Employer Brand International is pleased to present their latest thought leadership whitepaper.
Who must lead employer branding, HR, marketing or communications? This article by four times author Brett Minchington provides insights based on research findings and the employer brand leader hiring intentions of companies around the world. This topic is also addressed in the Certificate in Employer Brand Leadership, the global standard for employer brand leadership certification. Full details at www.employerbrandingcollege.com
By Brett Minchington & Lisa G.Morris with contributions from students & graduates of the Certificate in Employer Brand Leadership & EBI Advisory Board Members. Employer Brand International is pleased to present their latest thought leadership whitepaper.
We believe in building programmes and initiatives that really support our local communities and one big subject that is close to everyone's hearts is the future of our young people. That's why we have created our Rising Stars programme - part of our 'Championing young people's futures' initiative.
This takes the form of a range of activities, programmes and workshops all with the common aim of developing understanding and passion for the world of work and not only through children and young adults but also through their support network, allowing us to help parents, guardians and carers find the right skills to guide and nurture the best decisions.
The Insiders Guide to Employer Branding - 27 Best Practice InsightsKelly Services
Many of the old tools and strategies for building an authentic, globally relevant employer brand have been discarded, and new ones are taking over. Both the challenges and opportunities have grown almost in tandem, and it’s all happening at break-neck speed.
One thing is clear: employer branding has changed, dramatically.
Our Global Best Practice Xchange (BPX) Roundtable on the subject confirmed it. It was 90 minutes of rigorous discussion with eight seasoned professionals leading the way in employer branding innovation for their organizations. They shared their successes, mistakes and thoughts on their plans for the future.
So, if you are wondering if there’s a better, clearer way to lead your organization and practice through this change, this guide is for you.
Maximize Social Media Throughout The Employment LifecycleMonster
Social media is changing the way people find jobs, however most companies are out of step.
In fact, according to a recent SourceRight Solutions® Emerging Workforce Study, less than one-fourth of companies have a formal social media strategy in place. Even more alarming is that of those companies with a strategy in place, only one-third say they’ve had success.
While the basic need to attract, cultivate and retain talent remains, the "strategies" of how to best do this have changed dramatically.
This presentation showcases our findings and will help you learn how the cultural shift of social media has changed the employment landscape of how we attract, retain and cultivate talent.
You'll gain valuable insights such as:
The Importance of Social Media in the Recruitment of Top Talent
Cultural Mission Statements Do Make a Difference
Social Media Can Help Retain Your Top Talent
For more information, visit http://hiring.monster.com
A practical guide to the key global trends and practices that are transforming HR, talent acquisition and management.
Building on the success of The Employer Brand, a conceptual introduction to what has now become a well-established concept; this is a practical guide to implementation, drawing on a much wider range of cases and examples.
Richard Mosley draws on the significant advances in employer brand practice among leading companies to give managers hands-on advice. He will demonstrate how employer brand thinking can strengthen organisational HR strategy and reinforce HR’s value to the business.
The spotlight is on the Chief HR Officer in 2016. Can you elevate HR above administrative task management to become a true strategic partner to the CEO?
How do you create an innovative HR operation that delivers exciting, consistently business-aligned results?
Workplace2020 CEO Dialogue on Future of WorkplaceCorporateShiksha
Workplace2020 CEO Dialogue on Future of Workplace by Corporate Shiksha. Featuring Mr. D Shivakumar, Chairman and CEO, PepsiCo India l Dr. Bhaskar Das, Group CEO, Zee Media Corp. l Mr. Vivek Gaur, CEO, Yepme.com l Mr. Jagdish Mitra, CEO, CanvasM l Mr. Dilip Chenoy, CEO & MD, National Skill Development Corporation l Mr. Sanjay Modi, Managing Director (India, ME and SEA), Monster.com
We believe in building programmes and initiatives that really support our local communities and one big subject that is close to everyone's hearts is the future of our young people. That's why we have created our Rising Stars programme - part of our 'Championing young people's futures' initiative.
This takes the form of a range of activities, programmes and workshops all with the common aim of developing understanding and passion for the world of work and not only through children and young adults but also through their support network, allowing us to help parents, guardians and carers find the right skills to guide and nurture the best decisions.
The Insiders Guide to Employer Branding - 27 Best Practice InsightsKelly Services
Many of the old tools and strategies for building an authentic, globally relevant employer brand have been discarded, and new ones are taking over. Both the challenges and opportunities have grown almost in tandem, and it’s all happening at break-neck speed.
One thing is clear: employer branding has changed, dramatically.
Our Global Best Practice Xchange (BPX) Roundtable on the subject confirmed it. It was 90 minutes of rigorous discussion with eight seasoned professionals leading the way in employer branding innovation for their organizations. They shared their successes, mistakes and thoughts on their plans for the future.
So, if you are wondering if there’s a better, clearer way to lead your organization and practice through this change, this guide is for you.
Maximize Social Media Throughout The Employment LifecycleMonster
Social media is changing the way people find jobs, however most companies are out of step.
In fact, according to a recent SourceRight Solutions® Emerging Workforce Study, less than one-fourth of companies have a formal social media strategy in place. Even more alarming is that of those companies with a strategy in place, only one-third say they’ve had success.
While the basic need to attract, cultivate and retain talent remains, the "strategies" of how to best do this have changed dramatically.
This presentation showcases our findings and will help you learn how the cultural shift of social media has changed the employment landscape of how we attract, retain and cultivate talent.
You'll gain valuable insights such as:
The Importance of Social Media in the Recruitment of Top Talent
Cultural Mission Statements Do Make a Difference
Social Media Can Help Retain Your Top Talent
For more information, visit http://hiring.monster.com
A practical guide to the key global trends and practices that are transforming HR, talent acquisition and management.
Building on the success of The Employer Brand, a conceptual introduction to what has now become a well-established concept; this is a practical guide to implementation, drawing on a much wider range of cases and examples.
Richard Mosley draws on the significant advances in employer brand practice among leading companies to give managers hands-on advice. He will demonstrate how employer brand thinking can strengthen organisational HR strategy and reinforce HR’s value to the business.
The spotlight is on the Chief HR Officer in 2016. Can you elevate HR above administrative task management to become a true strategic partner to the CEO?
How do you create an innovative HR operation that delivers exciting, consistently business-aligned results?
Workplace2020 CEO Dialogue on Future of WorkplaceCorporateShiksha
Workplace2020 CEO Dialogue on Future of Workplace by Corporate Shiksha. Featuring Mr. D Shivakumar, Chairman and CEO, PepsiCo India l Dr. Bhaskar Das, Group CEO, Zee Media Corp. l Mr. Vivek Gaur, CEO, Yepme.com l Mr. Jagdish Mitra, CEO, CanvasM l Mr. Dilip Chenoy, CEO & MD, National Skill Development Corporation l Mr. Sanjay Modi, Managing Director (India, ME and SEA), Monster.com
Most of the efforts aimed at improving corporate reputation today are focused on the impact that reputation has on business, gauging this impact and obtaining the information necessary for defining reputational strategy and placing intangibles in the centre of the overall business strategy, overcoming divisional barriers.
Currently, brand experiences are related to different stakeholders: customers, employees, investors, shareholders, etc. Thus, it is useful to develop a detailed segmentation of these groups to be able to capture the demands of each one and effectively answer their needs.
Another important aspect of reputation management in companies that are developing reputational strategies and corporate intangibles management is the need to develop an internal culture based on reputation, considering the directions and the obstacles for building reputation.
Iberdrola, for example, defines five axes of its process: product, culture, segmentation, experience and feedback. It also takes into account non-financial indicators, which place highlight those aspects that have to do with the company’s behaviour towards its stakeholders and how they response to it.
Vestas, a company who works in the power generating sector, organized its business strategy around a clear goal: becoming the world’s most recognized company by contribution to the positive environmental change achieved though intelligent use of the wind energy.
Vestas defines four key stakeholders, whose cooperation is fundamental for creation of shared value, strengthening the company’s competitive position and achieving better business results.
.
After passing the initial stages of its journey (preliminary analysis aiming to define the strategy), reputation arrived to the next stage, characterized by measurement and showing its true impact on the business.
Kasper Nielsen from Reputation Institute believes that there are several features that characterize best companies in the area of reputation management and that determine the key challenges that companies will face in the near future. Those are classified in four groups: business logic, intelligence and analysis, management and control and implementation.
Companies willing to make progress in the reputation journey need to relate to their stakeholders and be aware of their reputation at every point of their strategic decision-making process.
This document was prepared by Corporate Excellence – Centre for Reputation Leadership and among other sources contains references to the statements made by Carlos Martínez Lozoya, Iberdrola’s Director for Corporate Reputation, Morten Albaek, Vestas Global Vice President for Marketing, Communication and Corporate Relations and Kasper Nielsen, Partner and Director of Reputation Institute Denmark, made during the 17th International Conference on Corporate Reputation, Identity and Brand Competitiveness: The Reputation Journey, organized by Reputation Institute in
Business Models: Six recommendations to enable business model innovation in t...melnorman
Advances in technology have disrupted the creative marketplace. What customers value and will pay for has changed and companies who don’t evaluate their existing business models risk losing their relevance.
There is a lot of discussion around reinventing ‘business models’ and ‘strategy’ but there is a lack of clarity about what this means and even less about how to apply it.
So how does this impact the creative industries, which have undergone more change than most sectors over the last 10 years?
The part time Business Model Theme Champion role, funded by and on behalf of the Creative Industries KTN, focused on transferring current business model practice to the creative industries, using that to shape and inform business model innovation and examine how businesses can better articulate new and emergent business models.
This document is not meant as a scientific document or academic paper but a combination of a summary of my learnings from both my year’s tenure, as well as the thoughts and experiences from those who kindly attended workshops and roundtables or were consulted as experts or as leading companies in their field. My intention is to start a conversation around business model innovation in the creative and digital sectors and for the recommendations to be explored further.
Structure of the Written Report Different Instructors will req.docxjohniemcm5zt
Structure of the Written Report
Different Instructors will require different formats for case reports, but they should all have roughly the same general content. For this course, the report should have the following sections in this order:
1. Title page
2. Table of contents
3. Executive summary
4. Problem (Issue) statement
5. Data analysis
6. Key Decision Criteria
7. Alternatives analysis
8. Recommendations
9. Action and Implementation Plan
10. Exhibits
Grading Rubric
HIGH SCORE:
Content and Subject: Easily identifiable, clear. Meets or exceeds page or word length requirement.
Structure: Apparent, understandable, and applicable. Good flow and well-structured.
Examples/Sources: Examples were used. Integration of external sources occurred.
Analysis: Interesting and novel. Provides different Marketing Principles based actions, recommendations & perspectives; demonstrates critical thinking and critical analysis at a high level.
Mechanics: Excellent APA format. Virtually devoid of errors in grammar, syntax, punctuation, and spelling.
Bulletin of Education and Research
June 2013, Vol. 35, No. 1 pp. 95-105
Competitive Branding & Development Model:
A Qualitative Case Study of UAE approach to Human Capital
Dr. Nadir Ali Kolachi *
_______________________________________________________________
Abstract
The paper reports on the branding and development factors. Countries are in need to brand
their activities to attract the coordination and business from other countries. The main focus of
this paper is related to competitive branding at individual & country level in order to develop
required human capital in next five to seven years. The paper investigates the parameters of
branding and competency through the proposed model named competitive branding and
development (CBD) model. The model reports on the important factors for branding and
competency. The paper is spread on two levels of branding based on the micro level
(individual) and macro level (country). The paper aims to investigate the competitive branding
of individuals and countries. This paper will report on UAE perspective. The branding is
discussed through the proposed model named Competitive Branding & Development (CBD)
in this paper. The study reports as a practical Case study limited to UAE only. The choice of
case study approach in this research was convenient and suitable in such types of studies. The
practical implication of this study is to identify the parameters to brand & develop individual
and countries at various domains. The parameters are organized into a model form named as
Competitive Branding & Development (CBD) Model. The countries can utilize such model to
evaluate their competency levels in comparison to other countries. This paper is academic,
research and practical type and may benefit students, teachers, researchers, managers, policy
makers from International Business, Individual development, Country developm.
Kulwinder singh's research paper on The CEO brandKulwinder Singh
In a global economy, with fiercely competitive firms rapidly commoditizing products, strong brands help companies to stand out from the crowd and differentiate themselves on a criterion other than cost. All successful companies leverage their CEOs to derive business benefits. At Mahindra Satyam BPO, leveraging CEO for branding is a full-fledged practice.
Webinar presentation about five emerging trends in employee engagement and internal communications. For more information, please visit http://www.mslworldwide.com
#FuturePRoof at the Public Sector Communications Academy 2016Sarah Hall
A #FuturePRoof workshop by Sarah Hall for the Public Sector Communications Academy 2016.
St George's Hall, Liverpool, 1st and 2nd November, 2016. Follow #CommsAcad on Twitter for more information.
Everyone acknowledges the global business environment is dynamically changing with the adoption of digital technologies, globalization of the marketplace, and changes in the global workforce (75% of the workforce will be Millennials by 2025). As organizations respond to rapid-fire changes in the global digital business environment, they are forced to restructure to compete and survive, facing the challenges of digital transformation.
But are executives prepared to manage their organizations and seize the opportunities?
In three recent studies, executives speak out candidly on their state of un-preparedness!
f
Published article by Brett Minchington and Lisa G. Morris based on their whitepaper, In Employer Branding, EXPERIENCE is everything. Available at http://bit.ly/1M6eMyA
International employer brand strategist and author Brett Minchington details the concept of employer branding 3.0 - How to connect employees and customers for a better society
Co-authored by Brett Minchington and Susan Strayer LaMotte, this article details how to measure the return of investment (ROI) of your employer brand strategy.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
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1. 12 Opinion leader 2011 | www.calcus.fi
Brett Minchington, kansainvälisesti tunnettu Employer Branding-asiantuntija katsastaa alan tulevaisuutta.
Kolumni on kirjoitettu varta vasten Opinion Leaderia varten ja julkaistaan tässä yksinoikeudella Suomessa.
Where to next for
Employer Branding? The business case for employer branding has become clearer for organisations. Prior to the global
financial crisis (GFC) employer branding was mainly used to support recruitment functions. The impor-tance
of leveraging the employer brand to engage and retain talent is now high on the leadership
agenda as companies soon discovered during the GFC it was still difficult to recruit and retain talent.
Brett Minchington MBA
The maturing of employer branding with a compa-ny’s
focus on the whole employee lifecycle from hire
to retire has come at the right time as the economy in
many countries has started to rebound, albeit at dif-ferent
rates.
Talent acquisition and retention has become in-creasingly
complex. The need for systems integration,
understanding of culture diversity, social changes, tech-nological
advances, the threat of declining fertility
rates, inequality in global education standards and the
impact of ageing populations in many developed econ-omies
has created multiple challenges for companies
and show no signs of easing soon!
Since 2006 I have witnessed the stages of the evolu-tion
of employer branding inside companies and
amongst cultures during my two global tours to more
than 40 cities in 25 countries.
Leaders I speak with around the world are saying
where previously they could take 1-2 years to research,
develop and implement their employer brand strategy
the competitiveness for talent is demanding they react
quicker and more decisively to stay ahead of the com-petition.
The challenges of the jobless economic recov-eries
being experience in countries such as the USA re-quire
new applications of employer branding.
With the talent challenges and complexities now
facing companies it is not surprising we are yet to see
many companies evolve to the status of a Tier 1 employ-er
branding company (see figure 1).
How to move forward
The success of your employer brand strategy over the
next 1-2 years will be determined by how well you:
Establish a strategic framework for employer
brand strategy: Ensure internal and external stake-holders
are working to achieve the same strategy. In
my new book ’Employer Brand Leadership-A Global
Perspective,’ I detail the ‘Employer Brand Excellen-ce
Framework’ which defines the employment expe-rience
from a stakeholder perspective (see figure 1).
The Framework considers the role of employees, pros-pective
candidates, customers, investors and society
in employer branding. Less than 20 percent of firms
around the world have a clear employer brand stra-tegy
and as expected developed markets are leading
the way with USA/Canada rating the highest (19.7
percent), followed by Asia (19.4 percent), Europe/UK
(18.4 [percent), Australia (15 percent), Turkey (12.3
percent) and Russia (7.6 percent). Clearly there is still
alot of work to do!
Allocate sufficient resources: To develop and
manage the employer brand for the long term you
need to appoint dedicated staffing who can focus on
implementing and managing the strategy. There has
been a 250 percent growth in employer branding job
vacancies since 2006 and many of these are seeking
professionals from a marketing and communications
background so think broader than the human resour-ces
department.
Ensure collaboration between internal and exter-nal
stakeholders: Ensure a consistent approach to ma-naging
the company’s brand assets through a joined
up approach amongst stakeholders responsible for the
corporate, consumer and employer branding initiati-ves
e.g. marketing, communications, human resources,
PR, IT, etc.
Build market reach: Employer branding initiatives
should refresh employer value proposition (EVP) me-mory
structures through authentic, relevant and dis-tinctive
communications.
About the
author
Brett Minchington
MBA, Chairman/
CEO of Employer
Brand Internatio-nal,
is a global
authority,
strategist and
corporate advisor
on employer
branding (www.
brettminchington.
com). His new
book Employer
Brand Leadership-
A Global
Perspective is
available at www.
collectivelearnin-gaustralia.
com
2. Re-think your business model - The ability of orga-nisations
to attract and retain talent who contribute to
growth and profitability is no longer limited to drawing
upon the local or national workforce – companies now
have tools at their disposal to tap into the global talent
pool and what I call ‘pockets of talent excellence,’ small
clusters of highly talented individuals or small groups
who are on top of global issues and trends, adaptable
and agile enough to move in and out of companies on a
project by project basis providing expertise at a speed
far more superior to the hiring of full time employees.
Manage employee differentiation: Understand
the role of culture diversity in unlocking the potential
of your workforce.
Companies need to act now to put the systems, poli-cies
and processes in place to ensure they are well po-sitioned
to react to the environmental changes which
will accelerate as the completion for talent across bor-ders
becomes more competitive as companies seek to
expand their global footprint in the pursuit of growth
and profitability.
Have patience - employer branding is an evolution-ary
process!
Figure 1 : Employer Brand Excellence Pathway
‘Employer Brand Leadership – A Global Perspective’
by Brett Minchington
The world’s most comprehensive book on Employer Branding
Written by International employer brand strategist Brett
Minchington MBA (www.brettminchington.com) and compiled
from two global tours to more than 40 cities in 25 countries.
• Employer branding global trends
• A strategic process to build employer brand equity
• The role of leadership in employer branding
• Measuring ROI
• 9 global best practice case studies from
companies including Deloitte, IBM, Sodexo,
Phillips, UnitedHealth Group, Vestas, etc
• The future for employer branding
Brett Minchington (www.brettminchington.com) is the
Chairman/CEO of Employer Brand International, a global
authority, strategist and corporate advisor on employer branding.
Order online at www.collectivelearningaustralia.com
www.calcus.fi | Opinion leader 2011 13
3. Certificate in
Employer Brand Leadership
About Employer Brand International
EBI provides research, advisory and thought
leadership in employer branding through
strategic consulting, conferences/training,
publications, research and global think-tanks.
EBI’s expert services are provided
through an international network of expert
employer brand Senior Associates. EBI’s
Global Advisory Board consists of leading
corporate professionals and academics
from around the world.
Why choose to study the Certificate in
Employer Brand Leadership?
• Study for an in demand leadership skill
• Case study approach to support
theoretical frameworks
• Real world application
• Flexible study options
• Supportive learning environment
• Access to the world’s most extensive
employer branding learning resources
• Alumni support
1. Since 2007 EBI has trained thousands
of managers in employer branding in
more than 50 cities in 28 countries.
2. Access to an employer branding global
community of 3500+ members.
3. Course is supported by world class
learning resources including books,
handbooks and global research reports.
4. The first course of its kind offered in
partnership with educational institutions,
business and the community.
5. Accredited by EBI
5 QUICK FACTS
Enrol Today!
www.employerbrandinternational.com
4. WELCOME FROM THE
CHAIRMAN/CEO
Welcome to the Certificate in
Employer Brand Leadership
Course – a contemporary
leadership program for
managers around the world.
Since 2007, Employer Brand
International has conducted
training for thousands of
managers in employer branding
in more than 50 cities in
28 countries including Australia, Belgium, Denmark, France,
Germany, Italy, Russia, UAE, UK, and the USA.
Employees are fast becoming central to the process of brand
building and their behavior can either reinforce a brand’s advertised
values or, if inconsistent with these values, undermine the credibility
of your messages. Employer branding is a whole of business
concept concerned with the attraction, engagement and retention
initiatives targeted at enhancing your company’s employer brand.
The contest amongst employers to attract and retain talented workers
takes place in a world where changes in the political, economic,
social and technological environments and concerns about a
company’s environmental footprint is driving widespread change in
employment patterns. Today, competition for the best employees
is as fierce as competition for customers and market share.
The course brings together a talented team of academics,
strategists and corporate leaders to create an inspiring learning
experience in the growing field of employer branding.
Our emphasis is on assisting you to develop leadership,
communication, problem solving and team building skills, which
will enable you to better understand and deal with the complex
issues of management in a changing business environment.
In selecting students we look for high quality people with the potential
to not only benefit but also contribute to the learning experience.
Whilst practical in orientation, your learning experience will include
networking with like minded professionals around the world to
support a solid theoretical grounding in employer brand leadership.
Organizations that can attract and retain the best minds by
leveraging a unique, relevant and distinctive employer brand
will have a competitive edge in the marketplace.
We look forward to welcoming you and wish
you the very best with your studies.
Brett Minchington
Chairman/CEO
Employer Brand International
PROGRAM STRUCTURE
CORE MODULE A
THE BUSINESS CASE FOR EMPLOYER BRANDING
Study Unit 1: The Fundamentals Of Employer Branding (EBLFU)
CORE MODULE B
BEST PRACTICE IN EMPLOYER BRANDING
Study Unit 2: Employer Brand Leadership Principles & Practices
(EBLPP)
Study Unit 3: Employer Brand Strategic Management (EBLSM)
Study Unit 4: Employer Branding Mapping & Competitor Analysis
(EBLCA)
Study Unit 5: Employer Brand Analytics & Reporting (EBLAR)
Study Unit 6: Contemporary Practices in Employer Branding & Social
Media (EBLSM)
Study Unit 7: Employee and Customer Experience (EBLCE)
CORE MODULE C
THE FUTURE FOR EMPLOYER BRANDING
Study Unit 8: Employer Branding Social Responsibility (EBLSR)
Study Unit 9: Future Trends in Employer Branding (EBLTD)
Study Unit 10: Employer Branding Case Study Analysis (EBLCS)
HOW TO APPLY
Apply online at
www.employerbrandinternational.com
or to enquire please email Andrea at:
andrea@employerbrandinternational.com
Please direct all course
enquiries to:
Ms Andrea Fielding
P +61 8 8443 4115
F +61 8 8443 4149
ALUMNI SUPPORT
The EBI Employer Branding Global Community is an important part of
the life and community of the School, as it forms an integral part of the
School’s business relationships.
The network is diverse, including students and graduates who work and
live locally, interstate and overseas.
With more than 3500 members, the EBGC supports members in
various ways:
• Fostering global networking opportunities
• Informing the business community of latest trends in employer branding
www.employerbrandinternational.com