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HUMAN STRATEGY FOR BUSINESS
www.hrfuture.net 09. 2014
20 Organisational leadership culture important to HR
22 Make talent development and retention a joint venture
26 Want a seat in the boardroom?
t t HR
HR FUTURE
NOW ON
CLIFF CENTRAL
MONDAYS
12:00 – 13:00
Magnetise
your company
ISO 9001
CONTRIBUTORS
ISO 9001
Dr M Amr Sadik
page 10
Brett Minchington
page 14
Mark Bussin
page 26
Elmien Smit
page 26
Dr Brian Van Zyl
page 42
Rob Bothma
page 38
Julian Pokroy
page 44
Jon Foster-Pedley
page 35
Cynthia Schoeman
page 40
Yusuf Mahomedy
page 46
Murad Mirza
page 18
Disebo Thobye
page 8
Leon Steyn
page 22
David Creelman
page 12
Dr Charles du Toit
page 20
Meet our panel of
expert contributors
14 09 | 2014 | www.hrfuture.net
Too many companies
view employer branding
‘add on’ function to an
already overstretched
human resource
function, and then
complain about the lack
of return on investment.
INTERNATIONAL WATERS EMPLOYER BRANDING
O
ver the past seven years, I have been
cities in thirty countries to share my
employer branding knowledge and
experience with thousands of leaders.
The number one issue that continues to draw
discussion and debate is whether employer branding
should be a human resources or marketing function,
or both! There are also a number of leaders who
support the view that it requires a combination of
expertise from multiple functions to effectively deliver
an employer brand strategy that builds value.
Declining role of HR
Our global research at Employer Brand International
role of HR in employer branding, with 46% of HR
departments responsible for the strategy in 2009
compared to 36% in 2014 (see Figure 1). The study
also found the traditional custodians of the corporate
and consumer brands, the marketing department, is
responsible for managing the employer brand in only
15% of companies.
Who must
LEAD
employer
branding?
A look into the future of employer
brand leadership.
By Brett Minchington MBA
15www.hrfuture.net | 09 | 2014
Figure 1: Department(s) responsible for managing
their employer brand (>100% as more than one
answer is possible)
the leadership of employer brands is evolving into
other functions. Interestingly, the Executive Team
(11%) up from 2% in 2009 and CEOs (10%) up from
1% in 2009, are now responsible for the employer
brand strategy. This suggests more companies now
deploy a strategic approach to employer branding.
In 34% of companies, teams of two or more
departments from Human Resources, Marketing and
Communications are responsible for managing the
employer brand, compared to 31% in 2011.
The rise of employer
brand leadership
Nike and Facebook recently placed ads to recruit
employer brand leaders. However this trend is not
limited to Fortune 500 companies. According to
indeed.com, during the period 2009 – 2013, there was
more than a 300% increase in the number of employer
brand manager positions advertised in the USA.
brand leader positions as vacancies have been
advertised around the world. The review found a
diversity of approaches being taken by companies
in recruiting employer brand leadership talent (see
Table 1). What is consistent is the increasingly
strategic nature of the role requiring professionals
with experience in functions such as branding,
consulting, social media and events.
Strategic leadership function
The focus for the employer brand leader is on
recruitment at companies such as Facebook,
Amazon and KPMG. However, companies such as
LinkedIn, IKEA and Amtrak have adopted a holistic
approach to employer branding across the total
employment lifecycle.
History shows that companies transition
towards a strategic approach to employer brand
management after two to three years of adopting
the concept. This is consistent with how employer
branding evolves inside a company as expertise and
experience builds across the leadership teams.
It is clear that, with the increasing talent shortages
around the world, we will begin to see many more
follow the lead of companies such as Google, IBM,
Marriott, 3M and EY in recruiting leaders to leverage
the value an employer brand strategy has on
INTERNATIONAL WATERSEMPLOYER BRANDING
36%
15%
12%
12%
11%
1%
2%
2%
3%
4%
6%
9%
10%
10%
© Employer Brand International - 2014 Employer
Branding Global Research Study
16 09 | 2014 | www.hrfuture.net
INTERNATIONAL WATERS EMPLOYER BRANDING
Whilst there are company culture and structural
issues in reorganising and implementing a holistic
employer branding function if the trend of appointing
employer brand managers continues as it has in
the USA, Europe and the UK, there is no doubt the
role of the employer brand leader will become more
commonplace in places such as Russia, Brazil, UAE,
Poland and Asia as companies in these regions seek
Too many companies view employer branding as
overstretched human resource function, and then
complain about the lack of return on investment.
2011). Those acting now still have time to ensure
they will become top of mind in the employment
choice for talent they seek to drive growth and
economic times in history!
Future focus of employer
brand leadership
When considering the evolving nature of
business impacted by political, economic, social
and technological changes (and increasingly
environmental – think BP!) and the role of the
employee in contributing to brand equity, the
focus of future discussions should be on the skills,
experiences and capabilities required to successfully
execute the employer brand strategy and the
structure of the team that supports it!
Whether the personnel come from human
resources, marketing, communications or other
Responsibilities/Experience Focus
Company
HR
Recruitment
recruitmentmarketing
Communications
Publicrelations
Marketing
Media
Brand
Consulting
Socialmedia
Events
Candidateexperience
recruitment
Engagement
Retention
Years’experience
3M 3-5
Akamai Technologies 10
Amazon n/s
Amtrak n/s
Bristol-Myers Squibb 8
Cargill 8
CEB 7
Coca-Cola Hellenic n/s
EY 6
Facebook 10
Ferrero 3-5
Google n/s
IHG n/s
IKEA n/s
17www.hrfuture.net | 09 | 2014
INTERNATIONAL WATERSEMPLOYER BRANDING
function is not the debate we should be having. The
focus should be on how your company develops a
competent team of professionals sourced from inside
an employer brand strategy that builds value. I
support the view that people are a company’s main
source of competitive advantage and this is where
the employer brand strategy has most impact!
The traditional siloed approach to managing the
attraction, engagement and retention of talent is
out of date and out of step with today’s candidate
and employee needs. More needs to be done by
organisations to facilitate cross functional leadership
of the employer branding function to ensure a more
cohesive approach. In more than one hundred
events at which I have presented, I can only recall
There is little wonder why one of the biggest
challenges for employer branding leaders is to gain
budget approval for their employer brand strategy.
Managing the employee experience across
the employment lifecycle should be a shared
responsibility. Employer brand leaders need to build
awareness and capability in employer branding
across the organisation rather than relying on only
one or two leaders to manage the function as has
been traditional practice.
Brett Minchington, MBA, is Chairman/CEO of
Employer Brand International, an international
strategist, corporate advisor and educator
(www.brettminchington.com) who has trained
leaders in more than 50 cities in 30 countries.
His latest book Employer Branding & the new
world@work and other titles are available at
www.collectivelearningaustralia.com.
Table 2: The employer brand leadership function (5 year tracking study)
Responsibilities/Experience Focus
Company
HR
Recruitment
recruitmentmarketing
Communications
Publicrelations
Marketing
Media
Brand
Consulting
Socialmedia
Events
Candidateexperience
recruitment
Engagement
Retention
Years’experience
JP Morgan Chase 5
Kinross 8-10
KPMG 5-6
Liberty Mutual 7-10
LinkedIn 8-10
Marriott 2-4
Mars n/s
Nike 5-7
RBS n/s
Standard Chartered Bank n/s
Verizon 10
Wendy’s 10
www.employerbrandingcollege.com
Coaching &
Mentoring
1-1
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branding library of 300+
articles & videos
Latest thinking
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employer brand & EVP
strategy
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& ROI
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Who must lead employer branding?

  • 1. HUMAN STRATEGY FOR BUSINESS www.hrfuture.net 09. 2014 20 Organisational leadership culture important to HR 22 Make talent development and retention a joint venture 26 Want a seat in the boardroom? t t HR HR FUTURE NOW ON CLIFF CENTRAL MONDAYS 12:00 – 13:00 Magnetise your company
  • 2. ISO 9001 CONTRIBUTORS ISO 9001 Dr M Amr Sadik page 10 Brett Minchington page 14 Mark Bussin page 26 Elmien Smit page 26 Dr Brian Van Zyl page 42 Rob Bothma page 38 Julian Pokroy page 44 Jon Foster-Pedley page 35 Cynthia Schoeman page 40 Yusuf Mahomedy page 46 Murad Mirza page 18 Disebo Thobye page 8 Leon Steyn page 22 David Creelman page 12 Dr Charles du Toit page 20 Meet our panel of expert contributors
  • 3. 14 09 | 2014 | www.hrfuture.net Too many companies view employer branding ‘add on’ function to an already overstretched human resource function, and then complain about the lack of return on investment. INTERNATIONAL WATERS EMPLOYER BRANDING O ver the past seven years, I have been cities in thirty countries to share my employer branding knowledge and experience with thousands of leaders. The number one issue that continues to draw discussion and debate is whether employer branding should be a human resources or marketing function, or both! There are also a number of leaders who support the view that it requires a combination of expertise from multiple functions to effectively deliver an employer brand strategy that builds value. Declining role of HR Our global research at Employer Brand International role of HR in employer branding, with 46% of HR departments responsible for the strategy in 2009 compared to 36% in 2014 (see Figure 1). The study also found the traditional custodians of the corporate and consumer brands, the marketing department, is responsible for managing the employer brand in only 15% of companies. Who must LEAD employer branding? A look into the future of employer brand leadership. By Brett Minchington MBA
  • 4. 15www.hrfuture.net | 09 | 2014 Figure 1: Department(s) responsible for managing their employer brand (>100% as more than one answer is possible) the leadership of employer brands is evolving into other functions. Interestingly, the Executive Team (11%) up from 2% in 2009 and CEOs (10%) up from 1% in 2009, are now responsible for the employer brand strategy. This suggests more companies now deploy a strategic approach to employer branding. In 34% of companies, teams of two or more departments from Human Resources, Marketing and Communications are responsible for managing the employer brand, compared to 31% in 2011. The rise of employer brand leadership Nike and Facebook recently placed ads to recruit employer brand leaders. However this trend is not limited to Fortune 500 companies. According to indeed.com, during the period 2009 – 2013, there was more than a 300% increase in the number of employer brand manager positions advertised in the USA. brand leader positions as vacancies have been advertised around the world. The review found a diversity of approaches being taken by companies in recruiting employer brand leadership talent (see Table 1). What is consistent is the increasingly strategic nature of the role requiring professionals with experience in functions such as branding, consulting, social media and events. Strategic leadership function The focus for the employer brand leader is on recruitment at companies such as Facebook, Amazon and KPMG. However, companies such as LinkedIn, IKEA and Amtrak have adopted a holistic approach to employer branding across the total employment lifecycle. History shows that companies transition towards a strategic approach to employer brand management after two to three years of adopting the concept. This is consistent with how employer branding evolves inside a company as expertise and experience builds across the leadership teams. It is clear that, with the increasing talent shortages around the world, we will begin to see many more follow the lead of companies such as Google, IBM, Marriott, 3M and EY in recruiting leaders to leverage the value an employer brand strategy has on INTERNATIONAL WATERSEMPLOYER BRANDING 36% 15% 12% 12% 11% 1% 2% 2% 3% 4% 6% 9% 10% 10% © Employer Brand International - 2014 Employer Branding Global Research Study
  • 5. 16 09 | 2014 | www.hrfuture.net INTERNATIONAL WATERS EMPLOYER BRANDING Whilst there are company culture and structural issues in reorganising and implementing a holistic employer branding function if the trend of appointing employer brand managers continues as it has in the USA, Europe and the UK, there is no doubt the role of the employer brand leader will become more commonplace in places such as Russia, Brazil, UAE, Poland and Asia as companies in these regions seek Too many companies view employer branding as overstretched human resource function, and then complain about the lack of return on investment. 2011). Those acting now still have time to ensure they will become top of mind in the employment choice for talent they seek to drive growth and economic times in history! Future focus of employer brand leadership When considering the evolving nature of business impacted by political, economic, social and technological changes (and increasingly environmental – think BP!) and the role of the employee in contributing to brand equity, the focus of future discussions should be on the skills, experiences and capabilities required to successfully execute the employer brand strategy and the structure of the team that supports it! Whether the personnel come from human resources, marketing, communications or other Responsibilities/Experience Focus Company HR Recruitment recruitmentmarketing Communications Publicrelations Marketing Media Brand Consulting Socialmedia Events Candidateexperience recruitment Engagement Retention Years’experience 3M 3-5 Akamai Technologies 10 Amazon n/s Amtrak n/s Bristol-Myers Squibb 8 Cargill 8 CEB 7 Coca-Cola Hellenic n/s EY 6 Facebook 10 Ferrero 3-5 Google n/s IHG n/s IKEA n/s
  • 6. 17www.hrfuture.net | 09 | 2014 INTERNATIONAL WATERSEMPLOYER BRANDING function is not the debate we should be having. The focus should be on how your company develops a competent team of professionals sourced from inside an employer brand strategy that builds value. I support the view that people are a company’s main source of competitive advantage and this is where the employer brand strategy has most impact! The traditional siloed approach to managing the attraction, engagement and retention of talent is out of date and out of step with today’s candidate and employee needs. More needs to be done by organisations to facilitate cross functional leadership of the employer branding function to ensure a more cohesive approach. In more than one hundred events at which I have presented, I can only recall There is little wonder why one of the biggest challenges for employer branding leaders is to gain budget approval for their employer brand strategy. Managing the employee experience across the employment lifecycle should be a shared responsibility. Employer brand leaders need to build awareness and capability in employer branding across the organisation rather than relying on only one or two leaders to manage the function as has been traditional practice. Brett Minchington, MBA, is Chairman/CEO of Employer Brand International, an international strategist, corporate advisor and educator (www.brettminchington.com) who has trained leaders in more than 50 cities in 30 countries. His latest book Employer Branding & the new world@work and other titles are available at www.collectivelearningaustralia.com. Table 2: The employer brand leadership function (5 year tracking study) Responsibilities/Experience Focus Company HR Recruitment recruitmentmarketing Communications Publicrelations Marketing Media Brand Consulting Socialmedia Events Candidateexperience recruitment Engagement Retention Years’experience JP Morgan Chase 5 Kinross 8-10 KPMG 5-6 Liberty Mutual 7-10 LinkedIn 8-10 Marriott 2-4 Mars n/s Nike 5-7 RBS n/s Standard Chartered Bank n/s Verizon 10 Wendy’s 10