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8/10/2019 Employer Branding.pdf
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What Is “Employer Branding”?
Let’s start with what it is NOT – Employer Branding is NOT advertising
• Advertising may or may not be a componentof employer branding
– Employer Branding is NOT a corporate missionstatement, nor a tag line, nor a slogan
• All of these must reflect the employer brand,but they are not the brand itself
– Employer Branding is NOT something you create• It is something you discover or reveal; the employer
brand already exists — you just have to find it
WHEREWE ARE
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Employer Branding Is About Relationships
• The relationship between an employerand employees… – Current – Past
– Potential• The relationship between employees and…
– Each other – Customers – Stakeholders
• Investors / analysts
• Suppliers / vendors• Community leaders
WHEREWE ARE
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ADVERTISING
LOGO
COLLATERAL
SIGNAGE & ENVIRONMENTWEB PORTAL
BRAND VISIONBRAND VISION
BUSINESS PROCESSES
INTERNAL COMMUNICATIONS
TRAINING & DEVELOPMENT
QUALITY ASSURANCE
KNOWLEDGE MANAGEMENT
COMPENSATION & BENEFITS
CUSTOMER RELATIONS
RECRUITMENT & RETENTION
WHEREWE ARE
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Why Is Employer Branding Important?
• Determines ability to deliver on corporate brand• Affects ability to attract, retain talent
– Better known / regarded employers have an easier
time attracting top talent – Better known / regarded employers keep talent – Reduces cost-per-hire, time-to-fill, turnover
WHERE
WE ARE
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Nations Are
Brands
10. New Zealand
WHERE
WE ARE
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New Zealand Workforce Trends
• Working age population growth fell to its lowestpoint since 2001— 1.3%— in June 2005
• Net inflow of permanent / long-term migrants fellto 8,600 p.a. in June 2005, far below the threeyear average of 32,400 p.a. Preliminary figuresfor July show a net outflow, the first since 2001
• New Zealand’s jobless rate of 3.7% is the lowestamong the 27 nations in the Organisation forEconomic Cooperation and Development
WHERE
WE ARE
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Net Permanent / Long-Term MigrationWHERE
WE ARE
10 June 2005
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Unemployment Rate Historically LowWHERE
WE ARE
12 August 2005
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Labour Shortage Means Wage InflationWHERE
WE ARE
09 August 2005
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Changing PsychographicsThe “Emerging Worker”
– began with Gen X (1964 – 77); bled up intoBaby Boomers, down to Millennials• mistrusts employers – no loyalty• “job security” = “marketability”
• willing to wait for a good fitversus taking any job to get income
– brand-oriented due to media overexposure• 2,500 – 25,000 commercial messages DAILY• human brain has re-wired itself
to recognize brands• brands used as guideposts in media jungle
WHERE
WE ARE
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What Relationship Exists Between
Corporate Brand and Employer Brand?
• Millward-Brown 2001 BRANDZ™ Survey – 35,600 people surveyed in 16 countries – Survey examined 18 indices of brand – 1,317 brands
• McDonald’s • Bank of America• Nokia • Nordstrom• Wal*Mart • Mercedes-Benz
• Employers with strong brands are seen asgood places to work
• Employers with weak or unfamiliar brands must userecruitment communications to build the brand
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WE ARE
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Generalized Impact of Brand
on Employer Preference
Source: Ibid.
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Likelihood of Voluntary Turnover
0
10
20
30
40
50
60
70
Extremely
Likely
Somewhat
Likely
Somewhat
Unlikely
Extremely
Unlikely
HR ProsEmployees
Source: Collison, Jessica and Mary Elizabeth Burke, “Job Recovery Survey”(Alexandria, VA: Society for Human Resource Management, Sept. 2003)
WHERE
WE ARE
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Reasons People
Will Leave
• Better comp / bene 63%• Career dev 35%• New experience 32%• Job security fears 21%• Career change 21%• Poor management 20%• Boredom 18%• Values 18%• Move 16%
• Burnout 15%
• Unappreciated 14%• Work / Life Issues 12%• Discrimination 8%• Hvy workload 7%• Start own business 6%• Conflict w/ supv 6%• Return to school 5%• Viability of org 4%• Other 13%
Source: Collison
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WE ARE
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The Economist Global
Employment Brand Survey• Panel of readers who agreed to complete series of
surveys on behalf of The Economist’s advertising clients
• Only panel members with specific job titles(‘c suite’ or heads of department) sampled
• Questionnaires distributed by e-mail 24 th April 2003to 1,745 panel members
• 937 completed questionnaires returnedby 21 st May - 54% response rate
• Panel of readers who agreed to complete series ofsurveys on behalf of The Economist’s advertising clients
• Only panel members with specific job titles(‘c suite’ or heads of department) sampled
• Questionnaires distributed by e-mail 24 th April 2003to 1,745 panel members
• 937 completed questionnaires returnedby 21 st May - 54% response rate
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WE ARE
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“Employer branding is too much of an important issue to be left solely to a HR dept” Agree?
Base: all respondents (933)The Economist, May 2003 Base: all respondents (933)The Economist, May 2003
20%
44%
38%
59%
44%
51% 10%
10%
18%
1%
2%
3%HR is main part of
my job function
HR is part of myjob function
HR not part of myjob function
Agree strongly Agree Disagree Disagree strongly
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Responsibility for Day-to-dayManagement of Employer Brand
Base: all respondents (933)The Economist, May 2003Base: all respondents (933)The Economist, May 2003
21%
15%
8%
7%
4%
8%
11%
5%
5%
13%
3%
Nobody specific
CEO/MD
Board/Snr Mgmt
Partners/Owners
Middle mgmt
HR & bus. heads
HR dept/head
Marketing dept
PR/Corp Com dept
Other
No answer
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WE ARE
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Anticipated Cost of Full-scaleEmployer Brand Development
Base: all respondents (933)The Economist, May 2003 US Dollars
Base: all respondents (933)The Economist, May 2003 US Dollars
$164,000
$160,000
$151,000
$140,000
USA
Cont. Europe
Asia-Pacific
UK
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Employment BrandingUsing the Web
Relationship Marketing
Alumni Marketing
Chat / Forums / Blogs
Job Agent | Profiling
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Employment Branding Using the Web
vs. Traditional Web Recruiting• Your site is the destination
– All media, promotions, PR, etc., point to your site – Goal: create and nurture a relationship with visitors
• You own the audience – People who want to work for your organization,
vs. people who simply want a job – You can sustain interest even when the prospect
isn’t actively looking• Relationship marketing – newsletters, job alerts, referral
bonus offers, etc.• Alumni marketing – boomerang employees, networking• Forums / chats – build communities to which people feel
kinship
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oodle
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Oodle results
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Google results
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Search Engine Optimization (SEO)
• Configuring Your Employment Web Siteto Be More Visible to Search Engines
– Content tailored to appear to search engine“spiders” that “crawl” the Web
– Establish greater number of inbound linksfrom other Web sites
– Notify search engines of your existence(e.g., DMOZ)
– Provide fresh content, a site map, and judicioususe of keywords people will use to search
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Search Engine Marketing (SEM)
• Marketing Your Web Site Using Search Engines – Paid search results – Pay-per-click (PPC)
• Fee-based
• Auction-based – Research into How People Search
• What words they use• Which search engine(s) they use
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Simply hired
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Simply hired results
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indeed
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Indeed results
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rss
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Really Simple Syndication (RSS)
• Syndicating Web Site Content – Content is fed automatically to subscribers – Underlying technology of blogs – Job seekers can “subscribe” to their job,
receive updates every time a new opening posts
• XML Based – eXtensible Mark-up Language, successor
to HTML – Disputes about standard
• 0.7, 1.0, 2.0 versions in release independently
• NB: The New York Times Bought 30% of
indeed.com for US$3.5M
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Blog Implications for Employer Branding
• Your Employees May Rat You Out! – You must “walk the talk” of your employment
brand lest your employees reveal hypocrisy
• You May Not Be Able to Stop Blogs – Employees can blog without your knowledge or
assistance – U.S. employers have fired employees who wrote
negative blogs; result: negative P.R.
• Encouraging Blogs Is Strategically Smart – Shows organization has “nothing to hide” – More credible than paid advertising, P.R.
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Google blog
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Microsoft blog
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Peer-to-Peer Networks
• Same Technology as Napster, LinkedIn – People join a community and agree to share…
• Content• Music
• Contacts
• Jobster Allows Employers to Network toTop Talent Through Existing Employees
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jobster
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How Do You Start Buildingand Maintaining Your Employer Brand?
• Start with the Status Quo – What is the reputation of the
organization as an employer? – How well known is your organization?
– What’s working? What isn’t? – What helps your employees deliver your brand
to your customers? What gets in their way? – Are your compensation and benefits programs
aligned with your brand?
• What do people outside of your organization
think of you as an employer?
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Plan Your Communications
• Don’t say anything untilyou have something to say
• Plan your internal communicationsone year in advance
– Important communications – 9x – Routine communications – 3x
• Recruitment communications – Be authentic – Be relevant – Be different
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The Big Question
• How Much Will It Cost?• The Economist - $164,000 avg. (US)
– For every employer that spends $300,000there’s one that spends $25,000
• How Strong Is Your Corporate Brand? – If your organization is well-known and
well-respected, leverage that brand equity – If your organization is not well-known or
has image problems, you will have to spend more
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Thank You!Questions
D. Mark Hornung
Sr VP Strategy and BrandingBernard HODES Groupmhornung@pa.hodes.com
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