The document discusses the changing landscape of corporate recruiting and the significance of employer branding in attracting talent in the aftermath of the financial crisis. It highlights how employee preferences and expectations vary by gender, age, and organizational type, emphasizing the need for targeted recruitment strategies. Social media is identified as a powerful tool for companies to engage prospective employees and shape their perceptions of the organization.

1. 10 Journal of Corporate Recruiting Leadership | crljournal.com | October 2010 ©2010 ERE Media, Inc.
BRANDING
If more companies had the answer to the question, “Why
would someone want to work for us?” chances are we
wouldn’t have the increasingly high levels of disengagement
we do now amongst employees in companies around the
world.
The past few years have witnessed one of the most severe
periods in economic history following the meltdown of the
global financial system, which had its roots in the subprime
mortgage market and took hold when Lehman Brothers filed
for Chapter 11 bankruptcy protection in September 2008.
The effect of the global financial crisis resulted in record rates
of unemployment in many countries following years of growth,
and some of the lowest unemployment rates for over 30-40
years.The recruitment drives which accelerated during the
years of economic prosperity came to a screaming halt.
Now, in 2010, many countries, such as Germany, China,
and the U.S., are starting to show positive signs of econom-
ic recovery, albeit at varying degrees.There is also still some
concern over the recovery of the European economy.The
legacy from the financial crisis has resulted in employees hav-
ing to sacrifice a number of employment benefits they took
for granted prior to the financial crisis, such as bonuses, com-
pany cars, and investments in their training and development.
In countries such as Australia, employees were asked to re-
duce their five-day working week (and salary!) by one day.
Many didn’t have a choice: it was either accept the reduc-
tion in working hours (many were happy to do that!) and
salary (many were unhappy to accept that!) or risk losing
their job.
During the economic downturn we also witnessed an ex-
plosion in the adoption of social media worldwide.Today the
world has become more connected and with this has come
greater access to knowledge, cultural differences, and millions
of websites where people are in a much better position to make
an informed choice about where they want to work.
Companies who were earlier adopters of social media for
talent acquisition such as Sodexo, Starbucks, and Best Buy
are now in a position to use this media to influence the em-
ployment choice of passive and active candidates. Most peo-
ple search online for information about companies, and so-
cial media provides the opportunity to build a “fan” or “fol-
lower” base which is similar to customer relationship man-
agement platforms that came for before it.The difference is
that people choose to “follow” companies and are not sim-
ply put into a database and bombarded with messages of lit-
tle relevance or impact. Social media provides an opportu-
nity for companies to interact and engage with their target au-
dience, and secondary to this is that people will form an opin-
ion about what it is like to work for your company.
Understanding which combination of employment attrib-
utes at the rational (or functional) and emotional (or senso-
ry) level have the strongest influence on a person’s employ-
ment choice will contribute to a better understanding and ap-
plication of the employer brand concept.Your employer brand
is “the image of your organization as a ‘great place to work’”
in the mind of current employees and key stakeholders in the
external market (active and passive candidates, clients, cus-
tomers, and other key stakeholders).A person’s image of your
company is formed through the sum of high-touch and low-
touch experiences it has with your company across multiple
touchpoints (e.g. career website, interview, Facebook page,
etc.) and has the ability to influence the employment choice
of your target audience.
The Influencers of Employment Choice
To better understand what the key influencers or employ-
ment choice are, Employer Brand International conducted
a global research study and found that not all candidates are
influenced by the same attributes. Complicating the matter
further is that when we analysed the data we found differences
by the country region, gender, age, organization type, posi-
tion levels, and employment tenure.
Why Would Someone Want to Work for You?
A global study by Employer Brand International looking at what job
candidates want, depending on factors such as age and gender.
By Brett Minchington, Chairman and CEO, Employer Brand International

2. ©2010 ERE Media, Inc. Journal of Corporate Recruiting Leadership | crljournal.com | October 2010 11
BRANDING
WHY WORK FOR YOU?
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increasinginfluence
Figure 2: Influencers of employment choice, by age
Figure 1: Influencers of employment choice - By gender
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Copyright: Employer Brand International
Copyright: Employer Brand International
18-29
30-39
40-49
50+
Employer Brand Attributes
1. Corporate reputation 2. Thought Leadership 3. Performance Management 4. Internal Business Processes
5. Leadership 6. Innovation and Re-invention 7. Strategic Intent 8. Corporate Social Responsibility
9. Communications 10. Customer Relationships 11. Developing People 12. Measurement & Evaluation
13. Flexibility 14. Work Environment 15. Global Perspective
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increasinginfluence
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Male
Female
Employer Brand Attributes
1. Corporate reputation 2. Thought Leadership 3. Performance Management 4. Internal Business Processes
5. Leadership 6. Innovation and Re-invention 7. Strategic Intent 8. Corporate Social Responsibility
9. Communications 10. Customer Relationships 11. Developing People 12. Measurement & Evaluation
13. Flexibility 14. Work Environment 15. Global Perspective

3. 12 Journal of Corporate Recruiting Leadership | crljournal.com | October 2010 ©2010 ERE Media, Inc.
BRANDING
WHY WORK FOR YOU?
0.3
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increasinginfluence
Figure 4: Influencers of employment choice - By position levels
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Copyright: Employer Brand International
Administration
Management
Senior Management
Executive
Employer Brand Attributes
1. Corporate reputation 2. Thought Leadership 3. Performance Management 4. Internal Business Processes
5. Leadership 6. Innovation and Re-invention 7. Strategic Intent 8. Corporate Social Responsibility
9. Communications 10. Customer Relationships 11. Developing People 12. Measurement & Evaluation
13. Flexibility 14. Work Environment 15. Global Perspective
0.4
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0
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increasinginfluence
Figure 3: Influencers of employment choice - By organization type
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Copyright: Employer Brand International
Private
NFP
Government
Employer Brand Attributes
1. Corporate reputation 2. Thought Leadership 3. Performance Management 4. Internal Business Processes
5. Leadership 6. Innovation and Re-invention 7. Strategic Intent 8. Corporate Social Responsibility
9. Communications 10. Customer Relationships 11. Developing People 12. Measurement & Evaluation
13. Flexibility 14. Work Environment 15. Global Perspective

4. ©2010 ERE Media, Inc. Journal of Corporate Recruiting Leadership | crljournal.com | October 2010 13
BRANDING
WHY WORK FOR YOU?
By Gender
When comparing the results between genders, flexible
working patterns is a significantly (six times more)
stronger influencer of employment choice for females com-
pared to males.Working for a company with a strong rep-
utation and a friendly working environment is also a
stronger influencer of employment choice for females (see
Figure 1).
The opportunity to work with thought leaders, an organ-
ization with a culture of innovation (nearly twice as much),
and a clearly defined mission (three times more) have a
stronger influence on employment choice for males compared
to females.
By Age
When comparing the results between age groups, being re-
warded for performance decreases in strength of influence
as age increases. It is twice as strong an influence for 18-29
year-olds compared to 40-49 year-olds.At 50+ years it drops
off in influence tenfold (see Figure 2).
A clearly defined mission increases as an influence of em-
ployment choice as a person increases in age, with it twice
as strong an influence for 40-49 year-olds compared to 18-
29 year-olds.Working for a company that provides a high
level of customer service also increases in influence of em-
ployment choice as age increases. It is nearly five times as
strong an influence for 50+ year-olds compared to 18-29
year-olds.
A friendly working environment is also a stronger influence
of employment choice for younger age groups and declines
with age (nearly three times stronger for 18-29 years com-
pared to 50+ years).
By Organization Types
When comparing organization types, working for a com-
pany with a strong reputation is twice as strong an influence
of employment choice for the not-for-profit sector compared
to government.
The opportunity to work with thought leaders is nearly twice
as strong an influence of employment choice for the private
sector compared to government;being rewarded for perform-
ance is three times stronger in influence in the private sec-
tor compared to government;and working for a company with
inspiring leadership is three times a stronger influence for pri-
vate sector employees compared to not-for-profits and gov-
ernment (see Figure 3).
By Position Levels
When comparing the results between position levels,
working for inspiring leaders is a stronger influencer of em-
ployment choice for executives compared to other position
levels (two times stronger than Administration).
Interestingly effective internal processes have less of an in-
fluence on employment choice the higher the position level
(see Figure 4).
A company that offers high levels of customer service in-
creases in influence of employment choice the higher the po-
sition level, with nearly twice the influence strength for Ex-
ecutives compared to Senior Management.Executives are less
influenced by clearly defined career paths than positions low-
er in the staffing hierarchy.
Work flexibility is a much stronger influence for Adminis-
tration staff compared to the other levels (nearly four times
stronger than Executives). Surprisingly it was also a stronger
influence of employment choice for senior managers compared
to managers.
The Implications
Now, more than ever, influencing candidates to join your
company will require a targeted recruitment strategy and com-
munications approach.There is little value in recruiting tal-
ent into your organization if you promise what you can’t de-
liver or the candidate’s values are not aligned with the direc-
tion your company is heading. Some of the key implications
for your leaders to focus on to ensure recruitment messag-
ing resonates and influences your target audience in their em-
ployment choice include:
1. When planning your recruitment communications, al-
ways bear in mind the different aspects you should fo-
cus on when communicating to males and females. An
offer of flexible working patterns and a friendly work en-
vironment is a much stronger influencer of employment
choice for women compared to men. Men are more in-
fluenced by a company who offers a clearly defined mis-
sion, a culture of innovation, and high levels of customer
service.
2. We grow up in different cultures; therefore, we value dif-
ferent things in life.Bear this in mind when planning a glob-
al recruitment campaign. For example work flexibility will
be relevant for employees from the U.S.,Canada,andAus-
tralia, and not so much Europe. Don’t make assumptions

5. 14 Journal of Corporate Recruiting Leadership | crljournal.com | October 2010 ©2010 ERE Media, Inc.
BRANDING
WHY WORK FOR YOU?
about other cultures; understand what is important for
them.
3. We change with age. People over 55 tend to focus more
on their impact to society, so no wonder they are the only
group that is strongly influenced by your corporate social
responsibility activities or customer relationships. On the
other hand, they are far less influenced by strong leader-
ship or performance management.
4. Many of your recruitment campaigns will focus around
college graduates and entry-level positions.Remember they
are looking for a good career start more so than some “big
words” in your recruitment ads, as they don’t know yet
what to really expect from work. It’s no surprise then that
they don’t focus as much on leadership, strategic intent,
or customer relations in employment choice.They will fo-
cus more on the everyday aspects: new colleagues (work
environment), clearly defined career path development,
and global perspective.
5. The kind of organization you have also builds certain ex-
pectations. People who are driven to work for private com-
panies, governments, or not-for-profits value different
things, and are attracted to organizations who can meet
these expectations. Ensure the offering you are commu-
nicating can be matched by your ability to deliver on it.
6. The research shows private company employees value lead-
ership, rewards for performance, and global perspective
much higher than their other colleagues in the not-for-
profit and government sectors. On the other hand, gov-
ernment employees value flexibility and corporate social
responsibility. This comparison shows that different
kinds of organizations usually hire different profiles of peo-
ple, and it is really difficult for them to appeal to the same
talents.
7. Do you have a different recruitment strategy for different
position levels? Different position levels are like different
market segments for marketing communications you con-
duct for your products and services.They have different
characteristics, needs, expectations, and most important-
ly, goals. Understand your employees and help them
achieve those goals.
8. People view employment offerings differently as they
progress along their career path. Entry-level or admin-
istrative workers will focus on how the company affects
their life and work-life balance; hence the importance
of flexibility, work environment, and developing people.
Senior management and executives look more at the type
of company you are, and are influenced by thought lead-
ership, innovation, strategic intent, and customer rela-
tionships.
9. If your challenge is retention, think about how your em-
ployment offer changes with employees’ tenure.The most
common mistake would be to offer a person the same ben-
efit each time along the employment lifecycle,ignoring how
the employee’s needs are changing. Employees differ in
their expectations depending on how long they have been
working for the same company. Global perspective is one
example which is more important for young recruits, but
eventually over the years it becomes less important in com-
parison to corporate reputation or customer relationships.
10.Your line managers should play a crucial role in identi-
fying the values which most attract employees and ensure
they are aligned with the organization’s values.You can
build up a framework model of how employees’ expecta-
tions change over time and develop and equip your man-
agers with the skills and capabilities to deliver on the prom-
ises articulated during the recruitment campaign.
Brett Minchington is the Chairman/CEO of Employer Brand International, and a global authority, strategist, and corporate advisor
on employer branding.His new book,Employer Brand Leadership — A Global Perspective,is now available from the publisher at
www.collectivelearningaustralia.com.

6. the practical business college
THE GLOBAL STANDARD IN
EMPLOYER BRAND LEADERSHIP
TRANING & CERTIFICATION
WE’RE GROWING FAST!
Argentina Australia Brazil Canada Czech Republic France Georgia Greece India Lithuania Malaysia Mexico Netherlands
New Zealand Peru Philippines Romania Russia Slovakia South Africa Spain Sri Lanka Sweden United Kingdom USA
www.employerbrandingcollege.com
A PERSONALIZED - PRACTICAL - WORLD CLASS EDUCATION
EXPERIENCE THE DIFFERENCE
TRUSTED TO TRAIN MORE THAN
20,000 LEADERS FROM 50 CITIES IN 30 COUNTRIES SINCE 2006
in partnership with EMPLOYER BRAND INTERNATIONAL

7. Certification demonstrating you are a
competent Employer Brand Leader to the
world's best practice standard.
Monthly 1-1 coaching and mentoring
support and unlimited online contact
with course educators during Level 1&2
programs.
You have 24/7/365 access to the world’s
largest online employer branding library
of more than 250 books, videos, case
studies, articles, whitepapers, handbooks
and global research reports.
You will learn a deep understanding of the
global and local trends impacting on the
world at work and strategies to adapt to
these changes.
You will learn proven methodology,
frameworks, strategies and tools
to develop, implement, measure
and manage an employer brand
strategy to the world's best practice
standard.
You have access to educators
with the latest thinking in employer
branding.
Ability to apply practical learnings to
your own situation and be coached
and mentored along your employer
branding journey.
Ongoing support as a member
of an exclusive Alumni of leaders
from more than 25 countries. You
become a member once you enrol,
not after the course.
CERTIFICATION
PERSONALIZATION
INDUSTRY LEADING EMPLOYER BRAND
THOUGHT LEADERSHIP LIBRARY
ADAPT TO GLOBAL TRENDS
STRATEGIC APPROACH
LATEST THINKING
PRACTICAL & RELEVANT
EXCLUSIVE ALUMNI NETWORK
1-1 coaching and mentoring support
Study anywhere-anytime-any device
WHY LEADERS CHOOSE TO STUDY EMPLOYER BRAND LEADERSHIP WITH US

8. PROGRAM STRUCTURE
Module Learning Focus
Feature
The Fundamentals of Employer Branding (EBLFU)
Total Modules
Core Modules
Employer Brand Strategic Management (EBLSM)
Elective Modules
Course books (included)
Access to module online resources
Access to college online library 250+ publications
Global alumni network
Duration
Study time per week
Modules per month
1-1 skype coaching sessions (1.25 hrs)
Assignments
Employer Brand Analytics & Reporting (EBLAR)
Employee and Customer Experience (EBLCE)
Employer Branding and Social Responsibility (EBLSR)
Future Trends in Employer Branding (EBLTD)
Employer Brand Leadership Principles & Practices
(EBLPP)
Employer Branding Mapping & Competitor Analysis
(EBLCA)
Contemporary Practices in Employer Branding & Social
Media (EBLEBSM)
Employer Brand Strategy - Practical Workplace
Assignment (EBLWA)
Level 1
10 modules
Level 1 Level 2 Level 3
Level 2
6 modules
Level 3
4 modules
1
2
3
4
5
6
7
8
9
10
elective
choice
Choose 2 Choose 2
4-5 months 3 months 2 months
1-2 hrs2-4 hrs2-6 hrs
2 Years 1 Year 3 Months
Yes Yes Yes
2 2 2
6 3 1
3 1 1
2 1 1
10 6
4
4
210
0
elective
choice
elective
choice
elective
choice
elective
choice
elective
choice
elective
choice
Course Course Course
elective
choice
X
X
X
X
X X
COURSE COMPARISONS
Level 2 - Foundations in Employer Brand Leadership 2 (6 modules)
(4 core modules + choose 2 electives)
Level 3 - Foundations in Employer Brand Leadership 3 (4 modules)
(2 core modules + choose 2 electives)
Level 1 - Certificate in Employer Brand Leadership (10 modules)

9. THE 10 POINT EMPLOYER BRANDING COLLEGE DIFFERENCE
We have been training leaders in employer
brand leadership since 2006. Building
employer brand leadership capability is
our core business and more than 20,000
leaders from companies such as Google,
Chanel, Samsung, Mercedes Benz, PwC and
Coca-Cola have participated in our training
programs.
Our courses are personalized. Whilst
we deliver a global standard for all our
courses, participants will have the benefit
of participating in regular 1-1 coaching and
mentoring sessions with courses leaders to
personalize the theory and learnings specific
to their situation. We will go out of our way
to ensure you have a world class study
experience.
Our courses represent the global standard
in employer brand leadership training and
certification and our entire work ethic is
focused on maintaining this position.
The Level 1 Certificate in Employer Brand
Leadership qualification issued by Employer
Brand International is internationally
accredited so you can be assured of its
quality.
You will have 24/7/365 access to the world's
largest online employer branding library of
more than 250 publications. We understand
leaders are busy people and study at different
times.
This course will provide you with the skills,
experiences and networks to become a highly
credentialed employer brand leader sought
after by industry.
Your learning doesn't cease at the end of the
program. Upon enrolment you will become a
member of our exclusive Alumni and connect
with leaders from around the world. You will
enjoy exclusive access to regional meet ups,
webinars, world's best practice content and
case studies.
Our qualification is the recognized symbol of
employer brand leadership to the world class
standard.
Our course leaders are accessible and
approachable throughout your studies, not
just at set course times.
Level 1 Certificate in Employer Brand
Leadership provides an opportunity to be
coached and mentored by Brett Minchington,
a global authority in employer branding, whilst
developing your employer brand strategy and/
or programs.
PERSONALIZATION
GLOBAL STANDARD
1-1 COACHING
ACCESS TO THOUGHT LEADERS
HIGHLY CREDENTIALED
EXCLUSIVE ALUMNIWORLD'S LARGEST EMPLOYER
BRANDING LIBRARY
INDUSTRY RECOGNITION
ACCREDITATION
EXPERIENCE

10. A CERTIFICATION THAT WILL ADVANCE YOUR CAREER
We are proud of our graduates who have worked hard to achieve their employer brand leadership qualification.
There will be opportunities to meet in person at one of our Alumni functions held in regional locations.
Upon enrolment in any Level 1-2 or 3 course you will be invited to join our growing Alumni group of leaders from diverse
backgrounds and seniority from more than 25 countries.
Graduates from our well-established International program have come from a range of industries, company size and
experiences including:
• An International perspective towards learning, collaboration and work;
• Is a life-long learner with the skill to pursue personal development to continually enhance learning, skill and experience;
• Can work autonomously and collaboratively as an employer brand leader;
• Is committed to act with ethical action and is a socially responsible corporate citizen;
• Operates effectively and efficiently with sufficient knowledge and depth to begin employment as an employer brand
manager;
They are confident their certification is the world's leading employer brand qualification and will be highly regarded by
their current and future employers.
Our graduates demonstrate the following career competencies
Exclusive Global Alumni
www.employerbrandingcollege.com
• Employer Brand and Social Media Manager
• HR Process Manager
• General Manager Human Resources
• Global Employer Brand Manager
• Manager, Employer Brand and Recruitment Marketing
• Employer Brand Manager
• Employer Value Proposition Manager
• People & Culture Advisor
• CEO
• Senior Human Resources Manager
• Attraction and Employability Manager
• Human Resources Manager
• Human Resources Officer
• Marketing Manager
• Marketing Officer
• Managing Director
• General Manager, Employer Branding Agency
• Talent Management Coordinator
• HR & Employee Relations Specialist
• Employer Brand Marketing Consultant
• Consulting Principal
• Talent Management Consultant
• Head of Talent Sourcing
• Head of Research
• Project & Operations Manager
• Group Executive, Operations & HR
• Human Resources Director
• Human Resources Specialist
• Recruitment Program Specialist
• Senior Manager Transformation & Culture
Change

11. andrea@employerbrandingcollege.com
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