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Century Consulting 08 9444 6853 1
Developing and managing a successful employer brand
Kim Harrison
Century Consulting 08 9444 6853 2
Current employment environment
Tight labour market in WA Record low 2.7% unemployment Pressure on employers to attract, motivate and
keep top talent Workforce ageing (40% will go in 5-10 yrs) Gen X-Y aspirations – younger employees more
demanding, more mobile, less loyal
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The bottom line of employer branding
Engaged, productive and focused employeescreate delighted, loyal customers= greater business and shareholder value
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Employer branding definitions
“An integration of internal and external communications, disseminated to current and
potential employees”
“The essence of our offering as an employer that is communicated internally and externally”
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Significant components of employer branding
There is a proven relationship between excellence in key components of employer branding and the level of market premium organisations enjoy.
Main components: Employee engagement Employee communication Training and development External reputation
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Employer branding
The brand consists of intangibles – perceptions, feelings and associations in the minds of employees (your customers).
Informal employer branding already exists. Similar to your reputation – it exists whether you attempt to shape it or not.
Actions speak louder than words – their experience of your organisation’s actions influences potential and actual employees much more than communication. But communication creates the linkages.
The employer brand covers the entire employee life cycle.
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Typical employer branding objectives(every organisation will have its own unique objectives) enhance your appeal to future talent create alignment to org mission among current
employees convey the role and importance of employees to the
mission encourage sharing and self-exploration re
satisfaction/engagement with the job draw attention to the parity of your workplace pay
and conditions
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Benefits of a good employer brand
2005 Bernard Hodes survey500 HR respondents implemented an employer brand 81% said it was “easier to attract candidates” 79% felt they were “more of an employer of
choice” 63% believed they had “improved retention”
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Employer branding – in pursuit of ‘employer of choice’
2006 Hudson survey Questions to 410 HR managers or directors “At our organisation, the employment experience
promised to prospective employees before they join is always delivered once they come on board.”
65% agreed or strongly agreed
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But look at the disconnect
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Employer branding – in pursuit of ‘employer of choice’
2006 Hudson survey Question to 1,024 employees “My current employer has delivered on everything
it promised to me when I first joined.” 55% disagreed or strongly disagreed
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Employer branding – in pursuit of ‘employer of choice’
2006 Hudson survey Question to 1,024 employees “My current employer provides me with a clear
and compelling reason as to why our organisation is a great place to work.”
53% disagreed or strongly disagreed
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Employer branding – in pursuit of ‘employer of choice’
2006 Hudson survey Question to 1,024 employees “It is not really possible to know what it’s like to
work at an organisation until you actually start there.”
72% agreed or strongly agreed
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Delivering on the promise
Employer branding is complex and difficult. Getting the act together - should involve an
integrated approach from HR, PR and Marketing Above all, the brand should be experienced –
translated into employee behaviour – a difficult process
Need for talent segmentation
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Typical employer branding taglines
Clear thinking (Allens Arthur Robinson – Australian law firm) connectedthinking (PricewaterhouseCoopers in Australia) Worth talking about (Leighton Contractors) Think, innovate and work with technology leaders (Intel) Improving health and quality of life (GlaxoSmithKline) eXpress yourself (Xerox) How far will you go? (Microsoft) Run with the best (John Deere – agricultural machinery) – the theme ties in
with their marketing brand, ‘Nothing runs like a Deere’. The power to excel (ConEd – power generation) What will you build today? (Fluor – engineering construction)
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What potential employees are seeking
Sound organisational structure and direction Positive culture Enlightened leaders, competent management Care of people Meaningful work Growth and opportunity Pay and benefits Making a difference
- Herman Group
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How to establish or strengthen your employer brand
In broad terms: Identify the attributes that you want to characterise your
employer brand. Map all experiences (actions and messages) that a potential
employee has with your organisation – the ‘moments of truth.’ Compare the difference between the actual experiences and
the ideal attributes you want in the employer brand. Do the same with new staff. Find out their experiences in the
workplace compared with the ideal employer brand attributes. Seek to close the gap between the ideal and the actual. Can you deliver on your promises?
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Challenges
Developing a significant presence in the job market Support needed from top management Maintaining consistent messages Ensuring alignment between brand and business
actions Managing the corporate culture Budget Making the work appeal to employees as well as
prospects
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Branding channels
2006 Hodes global survey Website 94% Print 72% Newspapers 58% Events 50%
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ROI on employer branding
2006 Bernard Hodes global survey Difficult concept to measure Only 24% of companies measure ROI in any way Only 13% relate their branding to overall
organisational performance
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Leading indicators
Financial performance HR process metrics Employee feedback Quality of applicant Retention
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Leading indicators
Financial performance Profit per employee (FTE) Every component of and outcome from the
employer brand is captured in profit per employee
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Leading indicators
HR process metrics Candidate satisfaction Hiring manager satisfaction Offer acceptance rate Time to fill position
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Leading indicators
Employee feedback Would recommend employer
(Propensity to refer others is a strong indicator of a strong employer brand)
New-employee feedback is a crucial measure of employer brand strength
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Leading indicators
Quality of applicant First résumé screening by recruiter First interview (live or phone) Line manager interview Final interview (if used)
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Leading indicators
Retention Retention at 3 months – indicates how well the
brand messages are helping the match Retention at first formal review – reflects
alignment between EVP and key values/brand messages
Retention of high performers
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Lowe’s US home improvement retailer 210,000 employees 60,000 recruits annually 75% of all corporate-level candidates come in
through the Lowe’s website Bernard Hodes’ QTrac recruiting and employment
branding analytics used to measure ROI Survey recruits after 30, 90, 180 and 365 days
with online questionnaire Candidates want more company info upfront – on
website