This document discusses strengthening employer branding. It begins by noting that employee loyalty is no longer a given, so organizations must build strong employer brands to attract and retain talent. The research aims to determine how IT companies communicate their employer brands and how potential employees perceive them. Key findings include that employees highly value career development and challenging work over other factors like compensation. The document outlines four actions for stronger employer branding: employer branding involves more than just communication; identify all touchpoints that shape the brand; ensure consistency across touchpoints; and continuously innovate the employer value proposition.
1) While awareness of employer branding's importance is high globally, many companies lack proactive strategies and regular measurement of their employer brand.
2) Investment in employer branding is rising due to greater awareness of its impact, but less than half of companies feel they have sufficient resources.
3) Viral channels like social networks and word-of-mouth are seen as highly effective for employer branding alongside traditional company websites. However, companies have less control over viral channels.
Employer branding involves marketing an organization as an attractive employer to potential job candidates and current employees. It aims to attract, motivate, and retain talented staff. Like consumer marketing, employer branding should apply best practices such as creating a unique brand identity, using multiple communication channels, and measuring return on marketing investments. The goal is to develop engaged and loyal "labor customers" that deliver tangible business benefits through higher performance, customer satisfaction, and reduced hiring and retention costs.
This document discusses an online platform called Careers in Luxury that aims to help luxury brands attract and manage talent. The platform believes that talent acquisition requires more than just job postings and that people are looking for careers, not just jobs. Careers in Luxury allows luxury brands to showcase their employer brand directly to potential candidates in order to actively attract talent over the long term. Employers can create branded pages that highlight their culture, values, and attributes to inform career-seeking talent. The platform also offers CREaM (Candidate Relationship Experience and Management) which utilizes technology to screen inbound resumes for employers based on their criteria to manage talent and ensure positive candidate experiences.
This document discusses the importance of employment branding and strategies for communicating an organization's brand through social media. It defines an employment brand as how prospective employees perceive an organization. Strong brands help attract and retain top talent. The document outlines seven reasons to invest in an employment brand, including improving candidate quality and reducing costs. It provides tips for communicating a brand through social media and measuring brand effectiveness. Finally, it describes additional services available to optimize an organization's employment brand.
SocialHR provides employment branding and social media solutions to help companies attract and retain talent. They analyze a company's employment brand and digital reputation, and develop strategies to communicate the brand through social media. This includes producing videos, optimizing employees' online profiles, auditing a company's career website, and creating engaging content to speak to target audiences. SocialHR measures the effectiveness of these solutions using metrics like cost per hire, applicant quality, and employee satisfaction and turnover. Their goal is to help companies maximize their employment brand using social media.
The document provides steps for crafting a strong talent brand. Step 1 emphasizes getting buy-in from executive leadership by starting at the top, arming yourself with data to demonstrate the business impact of a strong talent brand, and bringing cross-functional partners like HR, Marketing, Communications, and IT to the table to support the effort. With executive support, data to back up the case, and cross-departmental collaboration, companies can set themselves up for success in building a powerful talent brand.
Here are 3 sample goals for a talent brand program:
1. Increase employer brand awareness by 15% among target passive candidates over the next 12 months.
2. Reduce time-to-hire by 10% within the next 6 months by improving the candidate experience.
3. Achieve a 90% employee engagement score on the annual internal survey within the next year.
This document discusses strengthening employer branding. It begins by noting that employee loyalty is no longer a given, so organizations must build strong employer brands to attract and retain talent. The research aims to determine how IT companies communicate their employer brands and how potential employees perceive them. Key findings include that employees highly value career development and challenging work over other factors like compensation. The document outlines four actions for stronger employer branding: employer branding involves more than just communication; identify all touchpoints that shape the brand; ensure consistency across touchpoints; and continuously innovate the employer value proposition.
1) While awareness of employer branding's importance is high globally, many companies lack proactive strategies and regular measurement of their employer brand.
2) Investment in employer branding is rising due to greater awareness of its impact, but less than half of companies feel they have sufficient resources.
3) Viral channels like social networks and word-of-mouth are seen as highly effective for employer branding alongside traditional company websites. However, companies have less control over viral channels.
Employer branding involves marketing an organization as an attractive employer to potential job candidates and current employees. It aims to attract, motivate, and retain talented staff. Like consumer marketing, employer branding should apply best practices such as creating a unique brand identity, using multiple communication channels, and measuring return on marketing investments. The goal is to develop engaged and loyal "labor customers" that deliver tangible business benefits through higher performance, customer satisfaction, and reduced hiring and retention costs.
This document discusses an online platform called Careers in Luxury that aims to help luxury brands attract and manage talent. The platform believes that talent acquisition requires more than just job postings and that people are looking for careers, not just jobs. Careers in Luxury allows luxury brands to showcase their employer brand directly to potential candidates in order to actively attract talent over the long term. Employers can create branded pages that highlight their culture, values, and attributes to inform career-seeking talent. The platform also offers CREaM (Candidate Relationship Experience and Management) which utilizes technology to screen inbound resumes for employers based on their criteria to manage talent and ensure positive candidate experiences.
This document discusses the importance of employment branding and strategies for communicating an organization's brand through social media. It defines an employment brand as how prospective employees perceive an organization. Strong brands help attract and retain top talent. The document outlines seven reasons to invest in an employment brand, including improving candidate quality and reducing costs. It provides tips for communicating a brand through social media and measuring brand effectiveness. Finally, it describes additional services available to optimize an organization's employment brand.
SocialHR provides employment branding and social media solutions to help companies attract and retain talent. They analyze a company's employment brand and digital reputation, and develop strategies to communicate the brand through social media. This includes producing videos, optimizing employees' online profiles, auditing a company's career website, and creating engaging content to speak to target audiences. SocialHR measures the effectiveness of these solutions using metrics like cost per hire, applicant quality, and employee satisfaction and turnover. Their goal is to help companies maximize their employment brand using social media.
The document provides steps for crafting a strong talent brand. Step 1 emphasizes getting buy-in from executive leadership by starting at the top, arming yourself with data to demonstrate the business impact of a strong talent brand, and bringing cross-functional partners like HR, Marketing, Communications, and IT to the table to support the effort. With executive support, data to back up the case, and cross-departmental collaboration, companies can set themselves up for success in building a powerful talent brand.
Here are 3 sample goals for a talent brand program:
1. Increase employer brand awareness by 15% among target passive candidates over the next 12 months.
2. Reduce time-to-hire by 10% within the next 6 months by improving the candidate experience.
3. Achieve a 90% employee engagement score on the annual internal survey within the next year.
Here are some sample goals you could set for a talent brand program:
- Increase employer brand awareness by 15% among target candidates within 6 months
- Reduce time-to-hire by 10% within 1 year
- Lower voluntary attrition rate by 5% within 2 years
- Increase number of qualified applicants per open role by 20% within 1 year
- Achieve a employer brand rating in the top 3 of your industry within 3 years
- Increase Glassdoor rating to 4 stars or above within 6 months
- Double number of followers/engagers on LinkedIn and Twitter within 1 year
- Increase positive sentiment about your company culture on social media by 10% within 6 months
The
The document discusses employer branding strategies at Indigo Airlines. It begins with defining employer branding and its importance for attracting and retaining top talent. It then outlines Indigo's 5-step employer branding process: 1) research the market and employee perceptions, 2) develop an employer value proposition, 3) create a communication strategy, 4) develop communication solutions, and 5) take action and monitor effectiveness. Finally, it provides some interesting facts about Indigo's employer branding survey, such as their focus on management's vision and goals for the employer brand strategy and expected increases in graduate and professional recruitment.
Here are 3 sample goals for a talent brand program:
1. Increase employer brand awareness by 15% among target passive candidates over the next 12 months.
2. Reduce time-to-hire by 10% on average for mission-critical roles within the next 6 months.
3. Achieve a 90% employee engagement score or higher on talent brand questions in the next annual employee survey.
Employer Branding - Turning Your Messaging Inside OutLindsey Barnett
The document discusses employer branding and how companies can improve their employer brand internally and externally.
Internally, companies should understand what makes employees stay, what attracts top talent, conduct engagement surveys, and ensure leadership lives the brand. Externally, companies should segment the market and tailor messaging to different audiences, use authentic stories and data to demonstrate career development, allow candid employee blogs, and respond to questions to build credibility. The goal is to attract, engage, and retain top talent through a strong employer brand.
Companies with strong employer AND consumer brands outperform their peers on stock performance. However, few companies do both well; what is their secret? Click through this webinar led by LinkedIn and Lippincott to discover their best practices.
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn company page: http://linkd.in/1f39JyH
Tweet with us: http://bit.ly/HireOnLinkedIn
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Using employer branding_to_increase_loyaltyIDEE JSC
Employer branding aims to increase employee loyalty by creating an authentic brand that attracts, retains, and repels the right employees. It should be based on understanding organizational culture and communicating core values. Studies show branding provides recruitment advantages but many companies do not prioritize or budget for it. An effective brand aligns consumer and employment messaging, assesses perceptions, and defines an employment value proposition. Developing videos, assessing websites and job board presence, and justifying costs can strengthen employer branding.
This document provides guidance on developing a strong employer brand. It discusses that candidates are like customers seeking compelling offers from companies known to deliver on desires. An effective employer brand must be known, understood, and desirable. The document outlines that employer branding is everyone's responsibility, and that companies must adopt a marketing mindset to attract talent. It also provides steps to build a strong employer brand, including researching current perceptions, articulating a value proposition, and strategic execution across channels.
It is often useful to apply the concepts of Brand Management to Human Resource
Management in order to address issues like skill shortages, improve growth and maximize profits. In
this essay, I explore the reasons behind companies opting for employer branding and try to
rationalize the importance of Employer Branding by employing concepts from established theoretical
frameworks.
"The war for talent” – kampen om de gode hodene – pågår for fullt i de fleste sektorer. Til mange stillinger er det mangel på kvalifiserte kandidater, og de man vil ha tak i er mer selvbevisste og bedre informert enn noen sinne. De har det bra der de er, og analyserer og sammenligner potensielle nye arbeidsgivere nøye. Det er “søkers marked”.
1) While employer branding is seen as important globally, many companies do not take a strategic or quantitative approach. Only about a third regularly measure their employer brand.
2) Investment in employer branding is rising due to increased awareness of its impact on hiring. However, less than half of talent acquisition leaders feel they have sufficient resources.
3) Employer brand delivery occurs through both company-controlled channels like websites, as well as viral channels like social media and word-of-mouth, which companies can influence but not fully control.
The document discusses the state of employer branding based on a global survey of over 3,000 talent acquisition leaders. Some key findings include:
1. 83% of respondents agree that employer branding significantly impacts their ability to hire top talent, and 69% consider it a top priority.
2. 91% of companies are investing more or the same in employer branding in 2012 compared to 2011, though only 39% feel they have adequate resources.
3. While career sites are viewed as effective, viral channels like word of mouth, social media, and online networks play a large role in building employer brands.
4. Many companies lack proactive employer branding strategies and do not regularly measure their employer brand performance
The document discusses the state of employer branding based on a global survey of over 3,000 talent acquisition leaders. Some key findings include:
1. 83% of respondents agree that employer branding significantly impacts their ability to hire top talent, and 69% consider it a top priority.
2. 91% of companies are investing more or the same in employer branding in 2012 compared to 2011, though only 39% feel they have adequate resources.
3. While career sites are viewed as effective, viral channels like word of mouth, social media, and online networks play a large role in building employer brands.
4. Many companies lack proactive employer branding strategies and do not regularly measure their employer brand performance
1) While employer branding is seen as important globally, many companies do not take a strategic or quantitative approach. Only about a third regularly measure their employer brand.
2) Investment in employer branding is rising due to increased awareness of its impact, but resources for success are still lacking according to many talent acquisition leaders.
3) Viral channels like social networks and word-of-mouth are seen as highly effective for employer branding along with company websites, but companies have less control over these channels.
The document discusses the state of employer branding based on a global survey of over 3,000 talent acquisition leaders. Some key findings include:
1. 83% of respondents agree that employer branding significantly impacts their ability to hire top talent, and 69% consider it a top priority.
2. 91% of companies are investing more or the same in employer branding in 2012 compared to 2011, though only 39% feel they have adequate resources.
3. While career sites are viewed as effective, viral channels like word of mouth, social media, and online networks play a large role in building employer brands.
4. Many companies lack proactive employer branding strategies and do not regularly measure their employer brand performance
The document discusses how a company's workplace design should align with and reinforce its brand, culture, and mission in order to maximize benefits. It argues that an effective workplace design immerses employees in the company's brand by visually representing the brand's values and the culture. This helps motivate employees and deepens their connection to the brand, which can increase productivity, talent retention, and consistent external branding. The document provides examples of how leading companies design their workplaces to physically embody their brands through imagery and experiences that communicate their unique identity and purpose.
Our insight reveals that in the current marketplace, employer brands that connect emotionally, through meaning and purpose, are attracting candidates who will become the most productive, engaged and loyal employees, which in turn, allows companies to achieve greater business results.
The document provides tips for building a personal brand, including being consistent, leading clubs, finding a mentor, volunteering, attending community events, internships, choosing appropriate social media profiles and handles, networking offline and online, and researching personal branding resources. It emphasizes maintaining privacy on social platforms, creating an online portfolio that represents you well, using proper grammar, and networking through meeting people for coffee.
The document discusses the conventions used in a student-created film trailer for a psychological horror film called "Alter of Bones". It summarizes that the trailer uses standard horror conventions like creepy music, fast pacing, and dark imagery. It also discusses how the trailer's magazine cover and poster follow conventions for those media types by including elements like the title, imagery, and credits. Overall, the document argues that the student's media project effectively incorporates appropriate conventions for a film trailer, magazine, and poster.
Day 1 session 1: Energy Efficiency in the EU.. What's Next? RCREEE
The document discusses energy efficiency policies in the EU and outlines the policy design cycle of analyzing potentials and barriers, defining targets and strategies, designing measures, and enforcing and evaluating policies. It provides the example of the recasting of the Energy Performance of Buildings Directive (EPBD) and introduces requirements for new "nearly zero energy buildings" by 2021. Key factors in defining nearly zero energy buildings and the development of performance standards in Germany are examined. The document concludes by stressing the importance of setting clear targets, developing suitable policy packages, and having robust implementation and evaluation systems.
The document discusses using HTML5 and JavaScript to create web applications for mobile devices. It covers various HTML5 features like form input types, placeholder text, viewport settings, detecting orientation changes, geolocation, offline storage, playing HTML5 video, and the pros and cons of developing web apps versus native mobile apps. It also provides some resources for learning more about HTML5 and testing HTML5 browser support.
Here are some sample goals you could set for a talent brand program:
- Increase employer brand awareness by 15% among target candidates within 6 months
- Reduce time-to-hire by 10% within 1 year
- Lower voluntary attrition rate by 5% within 2 years
- Increase number of qualified applicants per open role by 20% within 1 year
- Achieve a employer brand rating in the top 3 of your industry within 3 years
- Increase Glassdoor rating to 4 stars or above within 6 months
- Double number of followers/engagers on LinkedIn and Twitter within 1 year
- Increase positive sentiment about your company culture on social media by 10% within 6 months
The
The document discusses employer branding strategies at Indigo Airlines. It begins with defining employer branding and its importance for attracting and retaining top talent. It then outlines Indigo's 5-step employer branding process: 1) research the market and employee perceptions, 2) develop an employer value proposition, 3) create a communication strategy, 4) develop communication solutions, and 5) take action and monitor effectiveness. Finally, it provides some interesting facts about Indigo's employer branding survey, such as their focus on management's vision and goals for the employer brand strategy and expected increases in graduate and professional recruitment.
Here are 3 sample goals for a talent brand program:
1. Increase employer brand awareness by 15% among target passive candidates over the next 12 months.
2. Reduce time-to-hire by 10% on average for mission-critical roles within the next 6 months.
3. Achieve a 90% employee engagement score or higher on talent brand questions in the next annual employee survey.
Employer Branding - Turning Your Messaging Inside OutLindsey Barnett
The document discusses employer branding and how companies can improve their employer brand internally and externally.
Internally, companies should understand what makes employees stay, what attracts top talent, conduct engagement surveys, and ensure leadership lives the brand. Externally, companies should segment the market and tailor messaging to different audiences, use authentic stories and data to demonstrate career development, allow candid employee blogs, and respond to questions to build credibility. The goal is to attract, engage, and retain top talent through a strong employer brand.
Companies with strong employer AND consumer brands outperform their peers on stock performance. However, few companies do both well; what is their secret? Click through this webinar led by LinkedIn and Lippincott to discover their best practices.
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn company page: http://linkd.in/1f39JyH
Tweet with us: http://bit.ly/HireOnLinkedIn
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
Using employer branding_to_increase_loyaltyIDEE JSC
Employer branding aims to increase employee loyalty by creating an authentic brand that attracts, retains, and repels the right employees. It should be based on understanding organizational culture and communicating core values. Studies show branding provides recruitment advantages but many companies do not prioritize or budget for it. An effective brand aligns consumer and employment messaging, assesses perceptions, and defines an employment value proposition. Developing videos, assessing websites and job board presence, and justifying costs can strengthen employer branding.
This document provides guidance on developing a strong employer brand. It discusses that candidates are like customers seeking compelling offers from companies known to deliver on desires. An effective employer brand must be known, understood, and desirable. The document outlines that employer branding is everyone's responsibility, and that companies must adopt a marketing mindset to attract talent. It also provides steps to build a strong employer brand, including researching current perceptions, articulating a value proposition, and strategic execution across channels.
It is often useful to apply the concepts of Brand Management to Human Resource
Management in order to address issues like skill shortages, improve growth and maximize profits. In
this essay, I explore the reasons behind companies opting for employer branding and try to
rationalize the importance of Employer Branding by employing concepts from established theoretical
frameworks.
"The war for talent” – kampen om de gode hodene – pågår for fullt i de fleste sektorer. Til mange stillinger er det mangel på kvalifiserte kandidater, og de man vil ha tak i er mer selvbevisste og bedre informert enn noen sinne. De har det bra der de er, og analyserer og sammenligner potensielle nye arbeidsgivere nøye. Det er “søkers marked”.
1) While employer branding is seen as important globally, many companies do not take a strategic or quantitative approach. Only about a third regularly measure their employer brand.
2) Investment in employer branding is rising due to increased awareness of its impact on hiring. However, less than half of talent acquisition leaders feel they have sufficient resources.
3) Employer brand delivery occurs through both company-controlled channels like websites, as well as viral channels like social media and word-of-mouth, which companies can influence but not fully control.
The document discusses the state of employer branding based on a global survey of over 3,000 talent acquisition leaders. Some key findings include:
1. 83% of respondents agree that employer branding significantly impacts their ability to hire top talent, and 69% consider it a top priority.
2. 91% of companies are investing more or the same in employer branding in 2012 compared to 2011, though only 39% feel they have adequate resources.
3. While career sites are viewed as effective, viral channels like word of mouth, social media, and online networks play a large role in building employer brands.
4. Many companies lack proactive employer branding strategies and do not regularly measure their employer brand performance
The document discusses the state of employer branding based on a global survey of over 3,000 talent acquisition leaders. Some key findings include:
1. 83% of respondents agree that employer branding significantly impacts their ability to hire top talent, and 69% consider it a top priority.
2. 91% of companies are investing more or the same in employer branding in 2012 compared to 2011, though only 39% feel they have adequate resources.
3. While career sites are viewed as effective, viral channels like word of mouth, social media, and online networks play a large role in building employer brands.
4. Many companies lack proactive employer branding strategies and do not regularly measure their employer brand performance
1) While employer branding is seen as important globally, many companies do not take a strategic or quantitative approach. Only about a third regularly measure their employer brand.
2) Investment in employer branding is rising due to increased awareness of its impact, but resources for success are still lacking according to many talent acquisition leaders.
3) Viral channels like social networks and word-of-mouth are seen as highly effective for employer branding along with company websites, but companies have less control over these channels.
The document discusses the state of employer branding based on a global survey of over 3,000 talent acquisition leaders. Some key findings include:
1. 83% of respondents agree that employer branding significantly impacts their ability to hire top talent, and 69% consider it a top priority.
2. 91% of companies are investing more or the same in employer branding in 2012 compared to 2011, though only 39% feel they have adequate resources.
3. While career sites are viewed as effective, viral channels like word of mouth, social media, and online networks play a large role in building employer brands.
4. Many companies lack proactive employer branding strategies and do not regularly measure their employer brand performance
The document discusses how a company's workplace design should align with and reinforce its brand, culture, and mission in order to maximize benefits. It argues that an effective workplace design immerses employees in the company's brand by visually representing the brand's values and the culture. This helps motivate employees and deepens their connection to the brand, which can increase productivity, talent retention, and consistent external branding. The document provides examples of how leading companies design their workplaces to physically embody their brands through imagery and experiences that communicate their unique identity and purpose.
Our insight reveals that in the current marketplace, employer brands that connect emotionally, through meaning and purpose, are attracting candidates who will become the most productive, engaged and loyal employees, which in turn, allows companies to achieve greater business results.
The document provides tips for building a personal brand, including being consistent, leading clubs, finding a mentor, volunteering, attending community events, internships, choosing appropriate social media profiles and handles, networking offline and online, and researching personal branding resources. It emphasizes maintaining privacy on social platforms, creating an online portfolio that represents you well, using proper grammar, and networking through meeting people for coffee.
The document discusses the conventions used in a student-created film trailer for a psychological horror film called "Alter of Bones". It summarizes that the trailer uses standard horror conventions like creepy music, fast pacing, and dark imagery. It also discusses how the trailer's magazine cover and poster follow conventions for those media types by including elements like the title, imagery, and credits. Overall, the document argues that the student's media project effectively incorporates appropriate conventions for a film trailer, magazine, and poster.
Day 1 session 1: Energy Efficiency in the EU.. What's Next? RCREEE
The document discusses energy efficiency policies in the EU and outlines the policy design cycle of analyzing potentials and barriers, defining targets and strategies, designing measures, and enforcing and evaluating policies. It provides the example of the recasting of the Energy Performance of Buildings Directive (EPBD) and introduces requirements for new "nearly zero energy buildings" by 2021. Key factors in defining nearly zero energy buildings and the development of performance standards in Germany are examined. The document concludes by stressing the importance of setting clear targets, developing suitable policy packages, and having robust implementation and evaluation systems.
The document discusses using HTML5 and JavaScript to create web applications for mobile devices. It covers various HTML5 features like form input types, placeholder text, viewport settings, detecting orientation changes, geolocation, offline storage, playing HTML5 video, and the pros and cons of developing web apps versus native mobile apps. It also provides some resources for learning more about HTML5 and testing HTML5 browser support.
"Contracts, Leases, & Property: A Refresher on Polices 8200 and 1224.1," WV S...Dinsmore & Shohl LLP
This document provides a summary of policies 8200 and 1224.1 related to contracts, leases, and property for schools. It discusses bidding thresholds and requirements for purchases based on cost, tips for entering contracts and leases, and exemptions from competitive bidding. Construction project requirements are also outlined, including using prevailing wage rates and competitively bidding projects over $25,000. The document provides tips for issues like contract terms, determining the lowest qualified bidder, waiving bid informalities, and holding pre-bid meetings.
New York State announces $450,000 in grants to assist undocumented immigrants cccstb
New York will be making three grants of $150,000 each to the New York State Immigration Fund, the Immigration Coalition and Make the Road NY. Funds will support clinics, workshops and legal services for young undocumented immigrants across the state
Click through this presentation to see the power of employer branding, and how you can incorporate that talent brand for successful talent acquisition.
Subscribe to the LinkedIn Talent Blog: http://linkd.in/18yp4Cg
Follow the LinkedIn company page: http://linkd.in/1f39JyH
Tweet with us: http://bit.ly/HireOnLinkedIn
Learn more about LinkedIn Talent Solutions: http://linkd.in/1bgERGj
The War for Talent is a tough one to win, but it's more difficult if you have a weak employer brand. Find out how important making an emotional connection to prospective candidates can really shape your recruitment strategy and improve your quality of hire.
The Importance Of Building a Strong Talent Brand, Munish SudanThe HR Observer
Employer brand has been around as a term for decades and is a well-established practice, in fact in a recent study conducted by LinkedIn, the results showed that 83% of recruiting leaders believe employer brand has significant impact on their ability to hire top talent. During the last few years, with the rise of Social networks, your reputation as a place to work is based on much more than what you say about it. At LinkedIn we use the term ‘talent brand’ because we think it better reflects the fact that your reputation now incorporates what talent – past, present and future employees – think, say and share about your company as a place to work. In this session, Munish Sudan will talk about the importance of Talent Brand in the competitive environment we live in and how can LinkedIn help your enterprise build a strong online presence.
This presentation was used at HR Summit and Expo 2013 www.hrsummitexpo.com
The document discusses employer branding, which is defined as managing and influencing a company's reputation among job seekers. It is important because over 60% of job seekers research a company's culture before applying, and nearly 70% would reject a job offer from a company with a bad reputation. To develop an effective employer branding strategy, companies should participate in online forums, enrich job descriptions with their values, craft an inviting career page, and leverage employee success stories by promoting loyalists as brand ambassadors. Proper employer branding is crucial for company survival as it depends on how employees portray the work culture externally.
Employer branding is critical to compete effectively in today’s talent
economy. On LinkedIn, 83% of employers believe their brand has a
signicant impact on their ability to hire great talent, but only one third
of them regularly measure it. With the Talent Brand Index, LinkedIn gives
you a simple metric to quantify and benchmark your talent brand —
and determine how attractive you are to the talent you want to hire.
The LinkedIn Talent Brand Index provides companies with a metric to measure how attractive they are to potential talent and how well their employer brand is performing. The Index is calculated based on data from billions of interactions between LinkedIn members and companies, and shows the percentage of people who are familiar with a company that also express interest in it. Companies can use their Index score and insights from LinkedIn to understand how their talent brand compares to peers, which job functions and locations it performs best in, and how branding initiatives impact it over time to more efficiently attract top candidates.
This document discusses how developing a strong talent brand can provide various benefits to companies, including speeding up hiring, improving quality of hires, and enhancing employee retention. It notes that companies with strong talent brands receive 3x more job applications, have a 56% higher acceptance rate from candidates, and experience 20% faster hiring. Additionally, these companies hire candidates with 32% more recommendations and have 28% lower turnover. The document advocates understanding a company's talent brand from multiple perspectives and provides discussion questions to audit internal and external perceptions of the brand. It also outlines a five-step approach to build a talent brand through gaining buy-in, listening to feedback, crafting a strategy, promoting the brand, and measuring results.
This document discusses employer branding and provides tips for building a strong talent brand. Some key points:
- 69% of companies agree that employer brand is a top priority, with larger companies placing more importance on it. Employer brand significantly impacts hiring ability.
- Steps to build a talent brand include getting executive buy-in, listening to candidates and employees, crafting an approach, promoting the brand, and measuring results.
- Promoting involves optimizing company and employee profiles, leveraging employees' LinkedIn presence, crafting job posts, and engaging candidates on and off LinkedIn through updates and APIs.
- The Talent Brand Index measures brand engagement vs familiarity to benchmark against competitors.
Here are 3 sample goals for a talent brand program:
1. Increase employer brand awareness among target candidates by 15% over the next 12 months.
2. Reduce time-to-hire by 10% and cost-per-hire by 5% within the next year.
3. Achieve a 90% employee engagement score and retention rate of 90% for new hires within their first year.
Improve your agency's culture, vision and yes, profitability, by employing more progressive hiring practices in your recruiting process. Using data from a creatively driven industry -- advertising -- help your finance, executive and TA department align your greatest ambition for your business to the talent you attract.
This document discusses employer branding and employee value proposition. It defines employer branding as communicating an organization's identity to potential and current employees. Developing a strong employer brand is important for attracting and retaining talent. An effective employer brand is aligned with business strategy and clearly conveys what an employee will gain from working at the organization. Researching existing employees and external perceptions is key to defining an accurate employee value proposition.
Employer branding involves developing an image of an organization as a great place to work in order to engage employees and attract talent. It captures the essence of a company's culture, systems, attitudes and employee relationships. Developing an effective employer brand requires insight into employee perceptions, a clear focus on what the organization stands for, differentiation from competitors, communicating benefits to employees, ensuring continuity during changes, and consistency between words and actions. Research, defining brand attributes, implementing communications, and measuring results are key steps in a typical employer branding project. Benefits of employer branding include increased productivity, retention, and attractiveness as an employer.
Employer branding involves developing an image of an organization as a great place to work in order to engage employees and attract talent. It captures the essence of a company's culture, systems, attitudes and employee relationships. Developing an effective employer brand requires insight into employee perceptions, a clear focus on the organization's purpose, differentiation from competitors, communicating benefits to employees, continuity over time, and consistency between words and actions. Research, internal communication, recruitment, leadership and workplace environment all contribute to building and maintaining a strong employer brand. The process typically involves discovery, analysis, implementation, communication and ongoing measurement and optimization. Benefits of employer branding include increased productivity, retention, engagement and attractiveness as an employer.
5 essential steps to a social talent brand featuring skyLinkedIn Europe
Lauren Fogarty, Media Solutions Consultant at LinkedIn explains the importance of Talent branding and the essential steps to employee and social media engagement to spread the word on your workplace. This presentation features results from Sky’s employment branding activity on LinkedIn – with thanks to Lee Yeap.
Employer Branding in Brazil: Where We Are and Where We're GoingUniversum Global
The document discusses the evolution and increasing importance of employer branding. It notes that while many companies recognize the importance of employer branding, fewer have proactive strategies in place. Employer branding is challenging due to skills gaps, increased competition for talent, and talent having more options than ever before. The nature of work and talent is also changing rapidly. Younger generations like Gen Z value diversity and a connected workplace. The document argues that to be successful, companies must view employer branding as more than just understanding its importance, and instead must invest in strong employer branding strategies to attract and retain top talent.
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.
Bob Johnson goes beyond the basics to look at how we can strengthen our employer brands. And, he unveils our new All-Way Brand Alignment model. He also looks at the impact of review sites on talent attraction
Employer branding refers to how a company positions itself as an employer in order to attract and retain talented employees. Strong brands that are well-known and respected, like BMW and Siemens, often top employer brand rankings as well. To be successful at employer branding, companies must clearly define their employer value proposition by translating their brand positioning into benefits for employees. They must also ensure alignment between HR and marketing communications and practices. Consistent messaging across all employee touchpoints helps create a credible employer brand image. Employer branding can boost a company's image and increase its overall brand value in the market.
What is the employer brand?
Employer branding is the process of managing and influencing your reputation as an employer among job applicants, employees, and key stakeholders. It covers everything you do to position your organization as the employer of choice.
The document discusses an "All-Way Brand Alignment" methodology for combining an organization's employee value proposition, employer brand, and external brand. This approach aims to engage candidates, employees, and customers by ensuring consistency across the brands. The methodology involves validating the employee value proposition, infusing it into employer brand messaging, and connecting the employer brand to the external brand. When implemented successfully, it can result in employees truly "living the brand" and creating superior customer experiences, leading to high engagement and retention on both sides.
1. Hiring Solutions
Whitepaper
Why Your Employer Brand Matters
The impact of company brand and employer brand on job consideration
Key Findings Background
1) A strong overall company brand In recent years, talent acquisition leaders have placed an increasing emphasis on
certainly doesn’t hurt in attracting employer brand. In the course of conducting research for LinkedIn clients, we
top talent. Not surprisingly, the more observed how some prominent brands attract an overabundance of candidates. But
a candidate knows about your brand, several questions remained:
the more likely they are to be aware of
• How are overall company brand and employer brand linked?
your organization as an employer. And
if their impression of your company • To what extent do company brand and employer brand drive job consideration by
brand is positive, they are quite likely candidates?
to think of your organization as a good • If a company has the luxury of a strong overall brand, is it really worth investing in
place to work. employer brand to attract candidates?
• Does employer brand even matter?
2) Overall brand impacts job
consideration, though not as much This whitepaper summarizes the results of research conducted by LinkedIn’s Hiring
as you might think. Merely having Solutions Insights team in March 2012. Our objective was to answer the above
a good impression of a company’s questions, by surveying 7,250 LinkedIn members worldwide. Respondents
brand might lead a candidate to represented a wide variety of geographies, company sizes and experience levels
think it’s a good place to work, but and industries (see Study Methodology for more details).
it does not necessarily translate to
genuine job consideration. Our survey asked professionals to provide their perceptions of various companies
as follows:
3) A strong employer brand – as Company Brand Questions
indicated by an individual having a
positive impression of your company a) How aware they were of a company’s products and services (“Knowledge of
as a place to work - is twice as likely Company Brand”)
to be linked to job consideration as b) Their impression of a company’s products and services (“Impression of Company
a strong company brand. This Brand”)
provides a clear case for investment in c) Likelihood to purchase company’s products and services (“Purchase Intent”)
employer brand, even for companies
with well-known overall brands. Employer Brand Questions
d) How aware they were of a company as a place to work (“Knowledge of Employer
4) A strong employer brand is Brand”)
especially critical for attracting more e) Their impression of a company as a place to work (“Impression of Employer Brand”)
junior employees, candidates from
f) Their likelihood to consider working at a given company (“Job Consideration”)
younger demographics, and those
outside the US. Individual contributors We were interested in understanding how factors a) through e) related to the final
and managers are almost three times factor, job consideration – a telling indicator of a company’s effectiveness in
as likely to associate employer brand attracting talent.
with job consideration as those at
director level and above. Professionals
under 40 years old are 61 percent Introduction
more likely to associate employer
brand with job consideration. And Talent acquisition has undergone significant change in recent years, with a
outside of the US, the correlation fundamental shift in the way that organizations source and engage with talent.
between employer brand and job “Posting and praying” continues to decline as forward-thinking organizations now
consideration is 37 percent stronger. proactively find and attract the best candidates, even those who aren’t looking
for new roles.
1
2. The lines between recruiting and marketing continue to blur, with the adoption of
some recruiting strategies more commonly seen in marketing departments. At the
center of these efforts is employer branding.
From analyzing employer brands for LinkedIn clients over time, we know some
prominent brand names have an easier time attracting top candidates. However, most
employers do not have the luxury of brand strength, and even those with a strong
brand may struggle to recruit for certain functions, business units or geographies. So
how do companies compete for top tier talent regardless of their overall brand position?
For most companies, investing in employer brand can be an effective way to attract
and influence top tier talent. Though it may seem like the topic du jour among talent
acquisition professionals, a strong employer brand can have a real impact on whether
or not potential candidates are interested in working for your organization.
A strong overall company brand certainly doesn’t hurt in
attracting top talent
One of the many ways potential candidates learn about a company is through
knowledge and experience of its products or services. Knowing what a company does
is a part of the process which candidates use to determine whether or not a particular
organization might be a good fit for them.
As figure 1 and figure 2 illustrate, there is clearly a very strong relationship between
knowledge of a company brand and knowledge of it as an employer (figure 5
R2=0.9215). There is also a reasonably strong relationship between impressions of a
company’s brand and impressions of it as an employer (Figure 6 R2=0.5529). Simply
put, the more people learn about a company in general, the more likely they are to
learn about it as an employer; and any positive impression they develop towards its
offerings impacts their perceptions of the company’s employer brand.
Figure 1
Knowledge of Company Brand vs. Knowledge of Employer Brand
Knowledge of Company Brand (Top 3)
100%
R² = 0.9215
80%
60%
40%
20%
0%
0% 20% 40% 60% 80% 100%
Knowledge of Employer Brand (Top 3)
Figure 2
Impression of Company Brand vs. Impression of Employer Brand
100%
Impression of Company Brand (Top 3)
R² = 0.5529
80%
60%
40%
20%
0%
0% 20% 40% 60% 80%
Impression of Employer Brand (Top 3)
2
3. Overall brand impacts job consideration, though not as much
as employer brand
A COMPANY’S EMPLOYER BRAND IS While there are certainly companies that can easily attract top talent on the basis of
powerful overall brands, these companies are in the minority. How do most
TWICE AS LIKELY organizations compete? Our research shows that a company’s employer brand is
TO DRIVE JOB CONSIDERATION AS twice as likely to drive job consideration as its company brand. While both company
brand (figure 3) and employer brand (figure 4) have a linear relationship with job
ITS COMPANY BRAND
consideration (company brand R2=0.2831 and employer brand R2=0.5919), it is clear
that a company’s employer brand is a much stronger predictor of interest in working
at a particular company.
Companies that invest in their employer brand are therefore likely to see a more
direct impact on their talent acquisition efforts.
Bottom line: for the majority of organizations, developing a strong employer brand
can help level the playing field when it comes to acquiring talent.
Interestingly, while company brand may have some impact on job consideration,
purchase intent does not. This indicates that potential employees do not have to be
customers in order to be interested in working for your organization.
Employer brand is more important for audiences that are
younger, more global, and more junior
Our research shows that focusing on employer brand is especially important for
acquiring talent from the following audiences:
• Individual Contributors & Managers: ICs and Managers are 186 percent more
likely than those at the Director Level or higher to have their job consideration
levels associated with employer brand. In other words, employer brand is almost
three times as likely to be tied to job consideration among this audience.
• Younger Demographics: Potential candidates under 40 years old are 61 percent
more likely to have their job consideration levels associated with employer brand.
• Professionals
Outside the US: Candidates outside the United States are 37
percent more likely to have their job consideration levels associated with
employer brand.
As a result, if your talent pools depend on younger demographics, if you are growing
globally and/or if you are hiring individual contributors and managers for your
organization, investment in employer brand is an even more important consideration.
Figure 3
Impression of Company Brand vs. Job Consideration
Employer Consideration Average 43%
100%
Impression of Company Brand (Top 3)
R² = 0.2831
Company Impression Average 52%
80%
60%
40%
20%
0%
0% 20% 40% 60% 80% 100%
Job Consideration (Top 3)
3
4. Figure 4
Impression of Employer Brand vs. Job Consideration
Employer Consideration Average 43%
100%
Impression of Employer Brand (Top 3)
R² = 0.5919
Employer Impression Average 45%
80%
60%
40%
20%
0%
0% 20% 40% 60% 80% 100%
Job Consideration (Top 3)
Figure 5 Investment in employer brand drives savings in recruitment
Impact of employer brand strength and retention
on cost per hire In previous research conducted with corporate recruiters, we determined that
companies investing in their employment brand enjoy lower cost per hire (see
figure 5) and lower employee turnover rates. http://lnkd.in/eb
Indexed cost per hire
125
Overall, companies with a weaker employer brand report a cost per hire that is
almost double that of companies with a strong employer brand. When it comes to
attracting talent, a strong employer brand therefore not only increases
67 consideration, it is also a smart business investment.
Additionally, if an organization has a strong employer brand, especially one that
resonates with current employees, it will also have a significantly lower turnover rate.
Our research indicated that companies with a stronger employer brand have a 28
Poor/Moderate Good/Strong percent lower turnover rate than companies with a weaker employer brand.
(very likely to consider
your company)
In summary, investing to strengthen your employer brand, if done right, should help
Employer brand strength
increase consideration of your company, lower recruiting costs, and decrease
voluntary turnover.
Moving Forward
Given your organization’s employer brand is the strategic foundation of your
recruitment messages, it’s worth spending the time to fully understand and develop
that brand. The message needs to match the reality of the organization so that it
rings true with both current employees (who have the potential to be your brand
ambassadors) and potential employees.
TIP: Reach your target audience by creating Brand Ambassadors who will
embody your Employee Value Proposition (EVP). Activity on the LinkedIn
network shows that 61 percent of LinkedIn members who follow your
organization are willing to be your brand ambassador and share your EVP with
their networks.
While your company brand may play a role in defining your employer brand, your
company brand alone is not as likely to win you candidates. Even large, well-known
companies cannot coast along on the strength of their overall brands. Ensuring that
your employer brand expresses your culture, environment, values and strategic
vision is important. Having a strong, differentiated and prominent employer brand
INVESTING TO STRENGTHEN YOUR will help you attract and retain top tier talent around the globe.
EMPLOYER BRAND SHOULD HELP
The first step to developing a winning employment brand is assessing your audience.
1) INCREASE CONSIDERATION OF Organizations need a strategic platform with a compelling message at its core. This
YOUR COMPANY
message should be the result of a thoughtful research program which assesses target
2) LOWER RECRUITING COSTS, AND audiences, tests messages, and confirms the mediums in which talent pools consume
3) DECREASE VOLUNTARY employer information. Otherwise you might find yourself executing the same
TURNOVER recruitment programs over and over again and with the same middling results.
4