The Business Case for Employer Branding with Lee Hecht Harrison

Confidential and Proprietary © Glassdoor, Inc. 2008-2015

The Business Case for EMPLOYER BRANDING


Featured Speakers

Ryan Armer Enterprise Solutions Sales-South East

[email protected]

Sarah Dollander Area Director, The Carolinas & Southern Virginia

[email protected]


Glassdoor •  What Is an Employer Brand? •  Why Invest in Your Employer Brand? •  The Impact of a Poor Employer Brand •  The Advantages of Building Your Glassdoor Profile •  Action Plan LHH •  Alumni Promotor Score •  Thought Leadership

Agenda


What is an Employer Brand?


“Your brand is what other people say about you when

you’re not in the room.”

Jeff Bezos – Founder & CEO, Amazon.com


Would current

employees

recommend

your

organization

to a friend?

What are

job seekers

saying

about you

on

social?

What is

your

company

rating

on

Glassdoor?

Ask Yourself…


increase in the quality of the candidate pool 54%

According to a 2014 CEB report Employers that invested in employer branding reported…


Employer Brand: Your Reputation


STRONG EMPLOYER BRAND

High Brand Awareness

Retention

More Job Offers Accepted

Revenue Goes Up

More Quality Applicants

Lower Cost-Per-Hire

Higher Number of Referrals

POOR EMPLOYER BRAND

Low Brand Awareness

Attrition

Declined Offers

Low Productivity

Long time-to-hire

High Cost-Per-Hire

Poor Referral Programs

vs.


Where you workis one of the

most important decisionsyou’ll make in your life.


Top 5 Biggest Considerations Job Seekers Take Into Account Before Accepting a Job Offer:

1

2

3

4

5

Salary and compensation

Career growth opportunities

Work-life balance

Location / commute

Company culture and values

Source: Glassdoor survey, October 2014


Source: Glassdoor U.S. Site survey, October 2014

4 in 5 users are either actively looking for jobs or

open to better opportunities

86%


would not take a job with a company that had a bad reputation, even if they were unemployed!

69%

Source: Allegis Group Services Study, August 2012 (1,010 US Workers)


Employment Brand Messages

1 Competitively Positioned

They make clear comparisons with other organizations, either to differentiate or associate with them.

2 Emotionally Resonant

They connect applicants’ personal roles with the broader purpose or mission of the organization.

3 Driving Reflection Related to Fit

They coach applicants to reconsider their fit with industry, organization or role.

3 Most Influential:


Most job seekers

READ 4-7 REVIEWS

before forming an opinion of a company

Source: Glassdoor User Survey, 2014


Make the Case & Tell Your Story


Step 1: Get Involved Today and Claim Your Profile


Step 2: Tell Your Real Story


Why Work for Us?


Step 3: Embrace Transparency — OpenCompany

•  Launched in April 2014 •  100+ employers have achieved OpenCompany status •  13,861 Photos, Reviews, Company Descriptions contributed since launch


ROI


increase in the quality of the candidate pool 54%

According to a 2014 CEB report Employers that invested in employer branding reported…


Source: Employer Branding Global Study Report

22% reduced

recruitment fees

Companies with a strong employer brand

see an average of

$


Sources: *Bersin by Deloitte, November, 2011 **Employer Branding Global Trends Study Report, May 2014

Cost Savings From Employer Branding Example:








Get Started


Pro Tip #1

Download Employer Branding for Dummies® or Recruitment Marketing for Dummies® to help you with your strategy!


Pro Tip #2

Download Employer Branding for Dummies® or Recruitment Marketing for Dummies® to help you with your strategy!


Action Plan

Tell your employer story with dynamic branded content

Add company photos and videos

Share company updates with candidates

Integrate social media

Promote your jobs with a direct feed from

your career site

Highlight company perks and benefits


Lee Hecht Harrison


YOUR REPUTATION

Your Greatest Asset:

•  Alumni Promoter Score (APS)

YOUR REPUTATION

Your Greatest Asset:

Alumni Promoter Score (APS)

33

LHH Capabilities

LEADERSHIP DEVELOPMENT

CHANGE MANAGEMENT

EMPLOYEE ENGAGEMENT

CAREER TRANSITION

34

Alumni Promoter Score (APS)

•  What is APS?

•  How do we measure APS?

•  Why are we introducing APS?

•  What is the timing for the APS launch?

•  How does this connect to employer brand?

35

What is APS?

• Alumni Promoter Score (APS) is modeled after the Net Promoter Score (NPS)

• APS is a reputation management tool that measures employee advocacy

• APS measures the willingness of former employees (alumni) to recommend their previous employer as a place to work

36

What we ask: How likely is it you would recommend your former employer to a friend or colleague as a place to work?

How we measure: Rating of 0 (“Not at all likely”) to 10 (“Very likely”)

Follow-up questions: Detractors: What is the one thing your former employer can do to earn a higher rating from you?

Promoters: What did you value most during your time at your former employer?

— = APS

How do we measure APS?

% of PROMOTERS (9s and 10s)

% of DETRACTORS (0s through 6s)

Sliding scale ra-ng: 0-‐10, with 0 being "Not Likely at All" and 10 being "Very Likely“ 9’s and 10’s: Promoters / 7’s and 8’s: Passive / 0’s to 6: Detractors

37

Why are we introducing APS? •  In a “ connected” world, companies are more susceptible to

viral communication that can impact their reputation and employee perceptions have a strong influence on it !  Handling of employee separation impacts alumni sentiment about

their former companies !  One LHH client in a B2B technology company estimated that

around 40% of its alumni were potential customers !  Some research has shown strong correlation between unhappy

alumni and a weak employer brand

•  Utilizing APS will assist valued LHH clients evaluate their brands in the marketplace

APS Timeline

May 2015 May:

APS Concept adopted and piloted

with a client

July – Sept.: Survey Responses Being Collected

July: APS Questions

Added to Candidate Quality Survey as part of

US Pilot

Early 2016

Oct - Dec.: Survey Data

Conducted with former LHH

Candidates to Develop Survey

Insights

2016: Begin Utilizing Insights to

Affirm Value of APS

39

Alumni Promoter Score (APS): Research Findings

•  Strong correlation between Alumni Promoter and Net Promoter Score •  On average 34% of alumni move into roles where they influence the

purchase of products and services of their previous employer

•  Time to Placement is correlated with the Alumni Promoter Score

•  “Career Opportunities & Mobility” are a key driver for both promoters and detractors

LHH’s Point of View: Brand perceptions are formed when people are employees, and they are either validated or changed during the transition process.

40

LHH Thought Leadership Mobilizing Your Workforce

The current situation Findings reveal that 75% of organizations recognize that talent mobility is important to an effective talent management strategy yet 85% also identify themselves as failing to demonstrate key behaviors linked to effective talent mobility and report that their talent management strategy is, at best, only moderately effective. Why it’s important With a mobile workforce always learning and always prepared for what’s next, the organization is better equipped to absorb churn and attrition and change course quickly. In addition, the emphasis on self-directed career development that figures centrally in any well-conceived talent mobility strategy has been shown to drive engagement and mitigate retention risk. What to do about it The 2015 Talent Mobility Research Report exposes the barriers to understanding, developing and deploying talent that may be hindering an organization’s ability to meet revenue growth objectives and identifies the behaviors organizations should be supporting to mobilize their talent.


Questions?

Recruiting & HR

The Business Case for Employer Branding with Lee Hecht Harrison