2014 Employer Branding Global Trends Study Report

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18 country study of employer branding

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  • www.employerbrandinternational.com 2014 Employer Branding Global Trends Study Report Brett Minchington MBA Chairman/CEO Employer Brand International May 2014
  • OURPASSION ConnectingPEOPLE&ORGANISATIONS aroundtheworldtobuild employerbrandleadershipcapability 1
  • TableofContents MessagefromtheChairman/CEO.................................................................................................................4 TheEmployerBrandInternationalTeam......................................................................................................5 AboutEmployerBrandInternational............................................................................................................6 Connectwithourinternationalemployerbrandingonlinecommunities.......................................................7 Researchpartneracknowledgements...........................................................................................................8 Objectives....................................................................................................................................................9 Method.......................................................................................................................................................9 1.0:EXECUTIVESUMMARY.........................................................................................................................10 2.0:IMPLICATIONSFORBUSINESS..............................................................................................................14 3.0PART1:..............................................................................................................................................17 GLOBALSURVEYRESPONDENTS:DEMOGRAPHICS......................................................................................17 Demographics(Global)...............................................................................................................................18 3.0PART2:GLOBAL&REGIONALFINDINGS.............................................................................................21 EmployerBrandResponsibility.........................................................................................................................22 Figure1:Whichdepartment(s)iscurrentlyresponsibleformanagingyouremployerbrand?..................22 Table1:InsidetheregionaldataDepartmentsresponsibleformanagingtheemployerbrand..........23 ExpenditureForecast........................................................................................................................................24 Figure2:In2014whatareyourplansforexpenditureonemployerbrandingactivities?..........................24 Table2:InsidetheregionaldataInvestmentplansforemployerbranding..........................................25 EmployerBrandStrategy..................................................................................................................................26 Figure3:Hasyourcompanydevelopedaclearemployerbrandingstrategy?...........................................26 Table3:InsidetheregionaldataStatusofemployerbrandstrategy...................................................27 EmployerBrandingInitiatives...........................................................................................................................28 Figure4:Whichactivitiesareyoucurrentlyundertakingtoenhanceyouremployerbrand?....................28 Table4:InsidetheregionaldataWhichactivitiesareyoucurrentlyundertakingtoenhanceyour employerbrand?......................................................................................................................................29 Achievingemployerbrandingobjectives..........................................................................................................30 Figure5:Howimportantarethefollowinginordertoachievingyouremployerbrandingobjectives?....30 Table5:InsidetheregionaldataAchievingemployerbrandingobjectives..........................................31 Attractingtalent...............................................................................................................................................32 Figure6:Howimportantdoyoubelievethefollowingemployerbrandattributesareinattractingnew talenttoyourcompany?..............................................................................................................................32 Table6:InsidetheregionaldataThemostimportantemployerbrandattributestoattracttalent...33 2
  • EmployerBrandingChallenges.........................................................................................................................34 Figure7:Whatarethechallengesyouhaveencounteredinmanagingyouremployerbrandprogram?...34 Table7:InsidetheregionaldataChallengesinmanagingtheemployerbrandprogram.....................35 Whatsimportant?............................................................................................................................................36 Figure8:Whichofthefollowingismostimportanttoyou?.......................................................................36 Table8:InsidetheregionaldataWhatisimportanttopeople?...........................................................37 EmployerBrandMetrics...................................................................................................................................39 Figure9:Whatmetricsdoesyourcompanyusetomeasurereturnoninvestment(ROI)ofyouremployer brandstrategy?.............................................................................................................................................39 Table9:InsidetheregionaldataMetricsusedtomeasurereturnoninvestment(ROI)oftheemployer brandstrategy..........................................................................................................................................40 Employerbrandcommunications.....................................................................................................................41 Figure10:Whatisthemaincommunicationmediumyourcompanyisplanningtousetocommunicate yourEmployerBrandduring2014?..............................................................................................................41 Table10:InsidetheregionaldataCommunicatingtheemployerbrandin2014.................................42 MostEffectiveEmployerBrandingInitiatives..................................................................................................43 Figure11:Whichactivityhasbeenmosteffectiveinenhancingyourcompanysemployerbrand?.........43 Table11:InsidetheregionaldataMosteffectiveemployerbrandinginitiatives................................44 Majorbenefits..................................................................................................................................................45 Figure12:Whatarethemainbenefitsyouhavegainedfromyouremployerbrandprogram?................45 Table12:InsidetheregionaldataMainbenefitsofemployerbranding..............................................46 AppendixA:EmployerBrandExcellencePathway......................................................................................47 AppendixB:EmployerBrandExcellenceFramework..................................................................................49 Additionalresources..................................................................................................................................51 3
  • MessagefromtheChairman/CEO ItiswithgreatpleasureIpresentEmployer BrandInternationals2014EmployerBranding GlobalTrendsStudyReport.Ouraimisto connectwithleadersfromdevelopedand emergingnationstodiscovertheiropinionsand insightsonemployerbrandingandhowitisbeing appliedinsidetheirorganisationstoattract, engageandretaintalent. EmployerBrandInternational(EBI)iscommitted totheadvancementoftheemployerbrand conceptthroughourglobalresearch,training, consulting,eventsandpublicationsagenda.We believeYourEmployerBrandisyourcompetitive advantagewheresuccessinbusinessis increasinglybeingdeterminedbythevalueof yourcompanysintangibleassets. Todaysmostsuccessfulcompaniesarethose withtheBESTPEOPLE,notjustthebest products. Thisreportprovidescomprehensiveinsightinto thecurrentstatusandfutureambitionsof organisationsinemployerbranding.Itpresents keyfindingstoidentifyhowemployerbranding hasevolvedoverthepastfiveyearsaroundthe world. Webelievetheresultsofthissurveywillprovide leaderswithfurtherclarityonhowtodevelop andimplementanemployerbrandstrategythat buildscompetitiveadvantage.Itwillalsoprovide insightsintowhichinitiativesdelivermostvalue toorganisationsandhowtheseinitiativesare beingmeasured. Ipredicttheroleoftheemployerbrandmanager willbecomemorecommonplaceinthecoming years.Wearenowseeingmorejob advertisementsforemployerbrandspecialistsat companiessuchasGoogle,Starbucks,Adidas, Philips,VolvoCars,EY,IBM,HSBC,Amazon, UnitedHealthGroupandIKEA.Mostrecently Facebookplacedanadvertisementforaleaderto managetheirglobalemployerbrandingfunction. Ibelievewewillseethistrendcontinuingacross allsectorsinthenextfewyears. OverthepastsevenyearsIhavepresentedat conferencesandconductedemployerbrand masterclasseventsinmorethan50citiesin28 countrieswiththousandsofleadersanditis pleasingtolearnthatcompaniesarebecoming morestrategicintheirapproachtoemployer branding. EmployerBrandInternationalsmissionisto buildemployerbrandleadershipcapability aroundtheworld.Weareconfidentgraduates fromourCertificateinEmployerBrand Leadershipcoursewillplayakeyrolein inspiringanewgenerationofleaderswhowill goontoleadtheemployerbrandstrategyin globalandnationalcompanies. EmployerBrandInternationalwillcontinueto pushtheboundariesofemployerbranding research.Wewillseekandfindinnovativeways toinformleadersontheiremployerbrand strategyfocusedondevelopingbetterworking environmentsmorecloselyalignedwiththe needsofallstakeholders.Thiswillassistleaders tofindabetterbalancebetweenthefinancial objectivesoftheirfirmanditssocial,peopleand customerobjectives. Iwelcomeyourfeedbackonhowemployer brandingisevolvinginsideyourcompanyandcan becontactedat brett@employerbrandinternational.com Pleaseenjoythisglobalreport, BrettMinchingtonMBA Chairman/CEO EmployerBrandInternational Twitter:@brettminch www.facebook/brett.minchington www.linkedin.com/in/minchington 4
  • TheEmployerBrandInternationalTeam Chairman/CEO BrettMinchingtonMBA (Founder) SENIORASSOCIATES USA RyanEstis ManagingDirector RyanEstis&Associates DavidParks VicePresidentofBusinessDevelopment BluepointLeadershipDevelopment Europe EugenioAmendola ManagingDirector AntheaConsulting VroniqueFrog Partner,HeadofEmployerBrandingpractice BursonMarstelleri&e BirgitteSeldorf BirgitteSeldorfConsultingAps& exPartner,SummitConsultingA/S RadosawKnap ManagingPartner,KNAPROConsulting PerOlofHall ManagingDirector,PlanetPeople Australasia StevenGoodman SeniorLecturer(Marketing) ProgramDirectorHigherDegreesbyResearch TheUniversityofAdelaideBusinessSchool RonTomlian ManagingDirector,MarketingCounsel SonjaVisic ChiefExecutiveOfficeratRegionalDevelopment AustraliaFarNorthQueensland&TorresStrait REGIONALADVISORYBOARD SaraEdling People&EmployerBrandStrategyManager VolvoCarGroup HeatherPolivka SeniorDirectorofGlobalEmploymentBranding& Marketing,UnitedHealthGroup FabioDioguardi GlobalEmployerBranding& TalentAcquisitionDirector,Ferrero StephenFogarty SeniorManagerEmployerBranding& DigitalRecruiting,adidasGroup MichaelHolm EmployerBrand&HRManager,Lego RenHerremans DirectorEmployerBranding&EmployeeEngagement BirgitteBrixAndersen LeadConsultant,TalentManagement,DONGEnergy ElsvandeWater HRDirectorSouthernEuropeJohnson&Johnson KerryNone EmployerBrandManager,Amtrak MartaNajbert RegionalMarketing&PRManager PandoraJewelryCEE KellieTomney Director,EmployerBrandWorks, LindaHalse HRContractoratThiessServices ExGeneralManagerHumanResources AustralianWineResearchInstitute KarenNelsonField.PhD SeniorResearchAssociate|SocialMediaandDigital EhrenbergBassInstitutefor MarketingScience(UNISA) PrenaiPillay BrandandAttractionManager,Absa/BarclaysAfrica GiulianaMassimino CountryCommunicationsManager,Sandvik 5
  • AboutEmployerBrandInternational EBIprovidesresearch,advisoryandthoughtleadershipin employerbrandingthroughstrategicconsulting, conferences/training,publications,researchandglobal thinktanks.EBIsexpertservicesareprovidedthroughan internationalnetworkofexpertemployerbrandSenior Associates.EBIsGlobalAdvisoryBoardconsistsofleading corporateprofessionalsandacademicsfromaroundthe world. SeniorAssociates InternationalDiversity GlobalAdvisoryTeam IndustryCollaboration Viewtheteamonlineat www.employerbrandinternational.com 6
  • Connectwithourinternationalemployerbranding onlinecommunities EmployerBrandInternationaliscommittedtobuildingaglobalcommunityofprofessionalstocontributetoits researchagendaandprovideafocalpointforknowledgetransfertoadvance theprinciplesandpracticeofemployerbranding. WeinviteyoutojoinourEBIEmployerBrandingGlobalCommunityofmorethan3500membersonLinkedIn http://www.linkedin.com/groupRegistration?gid=1338647 WeinviteyoutofollowEmployerBrandingOnlineonFacebook https://www.facebook.com/pages/EmployerBrandingOnline/115743318452966 7
  • Researchpartneracknowledgements AtEBI,wevaluehighlythelevelofsupportfromindividuals andorganisationsintheEmployerBrandingGlobal Communitywhoarecommittedtofurtheringthescienceof employerbrandingtoassistleadersdevelopaworking environmentthatismorealignedwiththeneedsof employeesandcustomers. IwouldliketothanktheSeniorAssociatesandAdvisoryTeam atEmployerBrandInternationalwhocontributedtothe developmentanddistributionofthesurveyaroundtheworld. WealsoreceivedtremendoussupportfromAssociations, CompaniesandIndividualstodistributethesurveytotheir clientnetworksaroundtheworld.Oursincereappreciationof theirsupportisextendedto: RoMarketingwww.romarketing.ro HeadHunterwww.hh.ru PeopleMatterswww.peoplematters.com RadosawKnap,KNAPROConsulting HRFuturewww.hrfuture.net HainesAttractNZwww.hainesattract.co.nz RyanEstis&Associateswww.ryanestis.com BluivyGroupwww.bluivygroup.com Welookforwardtotheongoingsupportoftheemployer brandglobalcommunityandourregionalpartnersforour futureresearchinitiatives. Thankyou! TheteamatEmployerBrandInternational 8
  • Objectives EmployerBrandInternationalSeniorAssociatesconsultedwith regionalpartners,companiesandvendorstoassistindefining objectivesforthisresearchproject. Thekeyobjectivesofthesurveyare: 1. Toengagewithleadersaroundtheworldtodiscovertheir opinionsandinsightsonhowemployerbrandingiscurrently beingappliedinsidetheirorganisationstoattract,engageand retaintalentandtheirfutureplansfortheiremployerbranding program. 2. Tobetterunderstandtheregionaldifferencesintheevolutionof employerbrandingaroundtheworld. 3. Toobtainthelatestempiricaldataonemployerbrandingto sharewiththeGlobalCommunitytoadvanceemployerbrand theory,principlesandpractice. 4. Toidentifythekeyemployerbrandingtrendsduringtheperiod 20092014. Method Thesurveywasconductedduringtheperiod23rd October2013to 28th February2014.Responseswerecollectedviaanonlinesurvey. Thesurveywasalsopromotedinsocialmediachannelsandin magazineandjournalarticleswrittenbytheEmployerBrand Internationalteam.Itwasalsopromotedviablogsandbannerads onwebsitesofourdistributionpartners. Atotalof1143responseswerereceivedfrom18countriesand regions.Europe(other)includesallEuropeancountriesexcept Poland,RomaniaandSpainwhichareincludedseparatelyinthis study. Responseshavebeenweightedtoremovebiaswhenpresentingthe globalresultsandtheactualresponseshavebeenusedtopresent theregionalfindings. Sometotalsoraveragesmaynotaddupduetorounding. Thesurveyconsistsof20closedendedquestions. 9
  • 1.0:EXECUTIVESUMMARY EmployerBrandInternational(EBI)iscommittedtoundertakingglobalresearchtoassistcompaniesand theirleaderstobettermanagetheemploymentexperienceandcreateabetterplacetoworkforemployees, whilstassistingtoenhancethecommunitiestheyoperatein. InsupportofthisobjectiveEBIconducteditsthirdglobalstudyonemployerbrandingtrendsandthisreport provideshighlightsofthestudyandinsightsintowhatschangedduringtheperiod20092014.Thedifferences inregionsacrosstheworldwhichshouldbeconsideredbyleaderswhenmanagingtheiremployerbrand strategyisalsopresented. Theworkplacehaschangedsomewhatsinceourfirstemployerbrandingstudypublishedin2009. Todaythechallengesfacingmanycompaniesintheirabilitytoattract,engageandretaintalentwhocan contributetotheirstrategicobjectiveshavebecomeincreasinglycomplex. Intodaysborderlessglobalenvironmentcompaniesarefacewithchallengessuchas: Politicalinstability Socialandtechnologicalchanges Immigrationquotas Theneedforpeoplesystemsintegration Understandingofculturediversity Joblesseconomicrecoveryinmanycountries Decliningfertilityrates Inequalityinglobaleducationstandards Agingpopulationsinmanydeveloped economies. Thesethreatscomeatatimeascompaniesarefindingitincreasinglydifficulttomatchavailablejobsand talentwiththeskilsetsrequired. Minchington(2005)definesYourEmployerBrandastheimageofyourorganizationasagreatplacetowork inthemindofcurrentemployeesandkeystakeholdersintheexternalmarket(activeandpassivecandidates, clients,customersandotherkeystakeholders).Employerbrandingisthereforeconcernedwiththeattraction, engagementandretentioninitiativestargetedatenhancingyourcompany'semployerbrand. Thisreportwillinformleadersaroundtheworldacrossallindustriesandcompanysizesonhowemployer brandingisevolvingaroundtheworldandpresentsimplicationsforcompaniestoconsiderindevelopingtheir employerbrandstrategicagenda. EmployerBrandingGlobalInsightsandRegionalAnalysis Theglobalsurveywasconductedduringtheperiod 23 rd October2013to28th February2014. Atotalof1143responseswerereceivedfrom respondentsinnineteenregionsacrosstheworld includingAsia,Australia,Belarus,Canada/USA, Europe,India,NewZealand,Poland,Romania, Russia,Scandinavia,Spain,SouthAfrica,South America,Turkey,UAE,UK,andUkraine. Thesurveyprovidesdetailedinsightsintothe currentstatusofemployerbrandingandfuture plansfororganisations.Italsodetailskeytrends overthepastfiveyears. Strategyownership Wediscoveredemployerbrandingisnolongerthe soledomainoftheHRdepartment,thetraditional custodians.IncreasinglyteamsofHR,Marketing andCommunicationprofessionalsaremanaging theemployerbrandstrategy.36%ofemployer brandstrategiesarenowmanagedbyHR departmentscomparedto31%inour2009study (43%in2009). Investmentplans Employerbrandingiscontinuingtoreceivealarger resourceallocationwith38%ofcompanies planningtoincreasetheirinvestmentormaintain currentexpenditurelevels(32%)foremployer brandinginitiativesin2014. 10
  • Thenumberofcompaniesplanningtoincrease theirinvestmentishigherthanin2011(33%)and comesatatimewheneconomicindicatorsshow morepromisingsignsofeconomicgrowthin Europe,UKandUSA. Clarityofstrategy Whilstthesurveyfoundemployerbranding continuestorankhighlyontheleadershipagenda, manyorganisationsstilllackaclearlydefined strategywithonly17%reportingtheyhave evolvedtothisstatus.Howeverthisisa21% improvementonthe2011resultof14%. Morethanathirdofcompanies(35%)havean employerbrandstrategybutbelieveitcanbe furtherdeveloped. Interestingly,respondentsalsosaidhavinga clearlydefinedstrategyisthekeytoachieving theiremployerbrandobjectives. Theneedforaclearlydefinedstrategyiscritical giventheplethoraofcommunicationchannels availabletopromoteyouremployerbrandand employervaluepropositions(EVPs)toyourtarget audience. Theonlineenvironmentprovidescompanieswith theopportunityforgreatermarketreachandcan beacosteffectivetooltointegratethevarious channelstomarketandprovideareliablemeasure ofyourreturnoninvestment. Employerbrandinginitiatives Thesurveyfoundsocialmediaisthemainactivity (58%)beingundertakenbycompaniestoenhance theiremployerbrand.Careerwebsite development(56%)continuestoratehighlyalong withrecruitmentadvertising/employermarketing (51%),recruitmentbranding(45%),induction programs(42%),developinganemployerbrand strategy(39%)anddefininganEVPs(39%). Advocacy Itiswidelyacceptedwordofmouthisacredible andeffectiveformofpromotionforproductsand services.Inanemploymentcontext,how companiesareperceivedasaplacetoworkbyan employeesfriendsandfamilyisalsoimportant. Thesurveyfound53%ofrespondentssaiditis importantotherpeoplewanttoworkfortheir employerandotherpeoplesperceptionofthe companytheyworkforisalsoimportant(45%). Measuringreturnoninvestment Thereisnouniversalstandardofemployer brandingeffectiveness,norshouldtherebeall organisationsaredifferent.Metricsshouldbe definedwhichcanbeassessedagainstthe objectivesoftheemployerbrandprogram. Companiesareusingarangeofmetricsto measureROIoftheiremployerbrandprojects. Globally,employeeengagement(44%),retention rates(41%),numberofapplicants(34%),qualityof hire(33%)andcostperhire(33%)arethemain metricsbeingusedtomeasureROI. Attheregionallevel,employeeengagementisthe mainmetricusedtomeasureROIinplaces includingAsia,Canada/USA,Scandinavia,New Zealand,TurkeyandUAE. Communicatingtheemployerbrand Socialmedia(76%)remainsthemain communicationchannelbeingusedtopromote theemployerbrand.Careerwebsites(64%), traininganddevelopmentprograms(43%), internalnewsletters(40%),employeereferral program(39%)andonlinejobboards(38%)also ratehighly.Thespeedatwhichsocialmediahas beenembracedbycompaniesisevidentbythe 209%increase(between20092011)and72% increase(between2011to2014)ofcompanies usingsocialmediachannelstocommunicatetheir employerbrand. Strategyeffectiveness Thesurveydemonstratesalackofmeasuresto determinetheeffectivenessoftheemployerbrand strategy.Manyactivitiessuchassocialmedia participationandtalentmanagementarelagging indicatorsandwillrequiretimetoassessthemost effectivebenefitsofyourstrategy Acrossregionsmanycompaniesarestillinthe earlystagesoftheiremployerbrandstrategy.17% ofcompaniesreporttheirmosteffectiveinitiatives arenotyetclearwhichavastimprovementon 26%in2011is. Thesurveyfoundsocialmediaparticipation(11%), definingEVPs(11%),talentdevelopmentstrategy (9%)andcareerwebsitedevelopment(9%)arethe mosteffectiveactivitiestoenhancetheemployer brand. 11
  • Companyvideoswhichhavebecomeincreasingly popularforcompaniestocommunicatetheir employerbrandandEVPsinrecentyears,rates low(1%)asaneffectiveinitiative.Itwillbe interestingtoseehowthisdevelopsinthecoming yearswhenpenetrationratesincreaseand companyvideosevolvefromhighlyscripted storytellingtomoreauthenticinsightsaboutwhat itsliketoworkatthecompany. Themainbenefits Easeinattractingcandidates(35%),employee engagement(32%)andrecognitionasanemployer ofchoice(28%)arethemainbenefitsgainedfrom employerbrandingprograms. Othermajorbenefitsincludereducedrecruitment costs(22%),higherjobacceptancerate(19%)and decreaseinstaffturnover(19%). Achievingobjectives Employerbrandingprogramsrequiretopdown sponsorshipbytheCEOandExecutive.Havinga clearlydefinedstrategy(average6.08onascaleof 1=leastimportantto7=mostimportant),engaging seniormanagement(5.98)andCEO(5.97)rank highestinimportancetoachievingemployer brandingobjectives. Attractingtalent Careerdevelopment(average6.07)isthemost importantattributeinattractingnewtalenttoa companyalongwithleadership(6.02),work environment(5.97),corporatereputationand culture(5.95)andrewardandrecognition(5.76) Employeeresearch(4.49),corporatesocial responsibility(4.81)andcommunicationsystems (4.95)ratedthelowestinimportance. Theemployerbrandingprocessisaboutbuilding andsustainingemploymentpropositionswhichare unique,compellingandrelevanttoyourinternal andexternaltargetaudience.Thisisanareawhere organisationsneedtoapplymorefocusanduse thecollectiveexperienceofinternalteamsand expertsinthebroadermarketplacetobuild capabilities. Thechallenges Intodaysuncertaineconomicclimatecompanies needtoensuremoneyinvestedintheiremployer brandstrategyprovidesshortandlongtermvalue. Thesurveyfounddefininganadequatebudget (average4.89onascaleof1=verylittleextentto 7=verygreatextent)isthebiggestchallengefacing companiesinmanagingtheiremployerbrand program. Employerbrandmessagingacrossdepartments (4.75),beingcreativeandinnovativetodistinguish theemploymentoffering(4.66)andsenior leadershipengagement(4.64)andarealsomajor challenges. Therearemanyemployerbrandingactivities companiescanimplementwhichhaveahigh impactatalowcost.Howeverthekeytosuccessis ensuringtheinitiativessitwithinaframework whichallowsyourcompanytostrategically managetheemployerbrandstrategyacrossthe business.Leadersrequiretraininginhowto implementtheemployerbrandstrategyandclarity inhowtodeliveranoptimalemployment experience.In2012EmployerBrandInternational launchedthe CertificateinEmployerBrandLeadershiptobuild leadershipcapabilityinthisarea. Thefindingsofthesurveyhighlightareasleaders needtoaddressandtakeactiontoensuretheir employerbrandstrategyisholisticandnotone thatissolelyfocusedonrecruitingtalent.Itneeds toalignwithtalentengagementandretention programswhichwillrequirecoordinationand inputbetweenthedifferentbusinessunits responsibleforthesefunctions.Astalent shortagesbecomemoreprevalentaroundthe worldyouremployerbrandwillbecomean increasinglyvaluableassetinensuringyour companyssustainability. Weencouragecompaniestoapplytheresultsof thissurveyandcriticallyassesstheregional differencestobetterunderstandtheimpactof cultureandgeographicallocationontheir employerbrand.Globalleadersmustempower regionalleaderstolocalisethestrategyand identifywhichfunctionswillbemanagedata globallevel(e.g.applicanttrackingsystem, employerbrandblueprint,recruitmenttemplates, etc)andthoseadaptableatthelocallevel(e.g. media,recruitmentstrategy,leadership development,etc). 12
  • Thisreporthighlightstheneedtoeducateleaders aboutthebusinessbenefitsofemployerbranding andtrainleadershowtodevelopandimplement theemployerbrandstrategy.AskanyCEOtheir mainprioritiesandattractingandretaining talent,willgenerallyappearintheirtopthree. Employerbrandstrategyprovidesawayforward fororganisationstoensuretheycanattractand retainthetalentrequiredforgrowth. Thepathwaytoemployerbrandingsuccessshould beconsideredanongoingjourney(seeappendixA EmployerBrandExcellencePathwayModel). Theevolutionoftheemployerbrandconceptover thepastfiveyearshasbeensignificantandwhat wasformanyyearsconsideredtobearecruitment functionisnowbeingembracedbycompaniesasa strategicresponsetobuildingcompetitive advantagearoundtheirtalent. Companiesarefastrealisingthat Todaysmostsuccessfulcompaniesarethose withtheBESTPEOPLE,notjustthebest products! 13
  • 2.0:IMPLICATIONSFORBUSINESS ThefindingsofthisEmployerBrandingGlobalTrendsStudyhaveseveralimplicationsforbusiness. Wepresent65Questionsforconsiderationbyyourorganisation: Strategy 1. Doweadoptastrategicapproachto employerbrandingandconsiderall factorswhichimpactonouremployer brand(seeappendixB). 2. Haveweidentifiedthepriorityareasto investinouremployerbrandstrategy overthenexttwoyears? 3. Haveweallocatedsufficientresourcesto effectivelydeliverouremployerbrand strategy? 4. Howintegratedisourcustomer engagementandemployeeengagement initiatives? 5. Arewepreparedtomeetournextphase ofgrowth?Howstrongisourtalent pipelinetosupportthisgrowth? 6. Canwesourcetheexpertiseinternallyto deliverouremployerbrandstrategyordo weneedtopartnerwithexternalexperts? Howareweconnectedtotheseexperts? 7. Dowehavetherightmeasuresinplaceto measuretheeffectivenessofour employerbrandstrategyintheshort, mediumandlongterm? 8. Howwillthepoliticalenvironmentinthe regionsweoperateimpactonour employerbrandstrategy? 9. Arewedevelopingstrategiestotapinto thetalentamongsttherisinglevelsof youthunemploymentinmanycountries? 10. Havewedefinedouremployervalue propositions(EVPs)? 11. Howeffectiveareweincommunicating ourEVPstoourtargetaudience(s)? 12. Howarewemanagingsocialchanges whichimpactonouremployerbrand? Howeffectiveareweinsupportingour employeesneedforaricher,fuller lifestyle? 13. Howareweperceivedbyourexternal partners?Dowetreatthemany differentlytoouremployees? 14. Howdistinctiveisouremployerbrand andEVPs?Haveweidentifiedour distinctiveassets? 15. Howdowedifferentiateouremployment experiencecomparedtoourcompetitors? 16. Howdoweidentifyopportunitiesfor innovation? 17. Howdoweknowweareattractingand retainingthebestlatent? 18. Howdowemeasureourcorporate reputation?Isitareliablemeasure?How doesitimpactouremployerbrand? 19. HowengagedaretheExecutiveteamin ouremployerbrandstrategy?Arethey assistingorhinderingourprogress? 20. HowimportantisthesupportofourCEO toeffectivelydeliverouremployerbrand strategy? 21. Howintegratedisouremployerbrand acrossonlineandofflinetouchpoints? 22. Howmuchdoweknowaboutthe employerbrandstrengthsofour competitors? 23. Howpreparedarewetomeetthe challengesfrommarketforceswhichwill impactonourbusinessoverthenext threeyears? 24. Howwelldowecollaborateacross functionstoimplementouremployer brandstrategy? 25. Howwillmergersoracquisitionsimpact onouremployerbrand?Howeffective areweinmanagingchangeand integratingcultures? 26. Howwilltheuncertaintyoftheglobal economicenvironmentimpactonour employerbrandprogram?Whatarethe keyinitiativesweshouldfocusonover thenextfiveyears? 27. Isouremployerbrandstrategyaligned withourorganisationalobjectives? 14
  • 28. Isourinvestmentinemployerbranding consistentwithachievingourobjectives? 29. Whatarethechallengesweneedto addresstoensureleadersincountries whereweoperateengageintheeffective deliveryofouremployerbrandstrategy? 30. Whatarethekeyfocusareastoensure weaddresstheprioritiesofourpeople policies,systemsandprocesseswhichwill havemostimpactonouremployer brand? 31. Whatarewedoingtocommunicateour employerbrandobjectivestoline managersandhowengagedaretheyin supportingthestrategy? 32. Whatarewedoingtoimprovethe communityweoperatein? 33. Whatisthebestteamwecanbring togetherbasedonourobjectivesand resourcestodeliverouremployerbrand strategytothehigheststandard? 34. Whatistheconnectionbetweenour corporate,consumerandemployerbrand strategies?Areweoptimisingthe outcomesforeachandinvesting efficiently? 35. Whatistheoptimalstaffingmodelforour companyandhowwillcontingent workforceplanningbenefitouremployer brand? 36. Whatistheroleofdiversityinour companyandhowisitimpactingonour employerbrand? 37. Whatleadershipskills,experiencesand capabilitiesdoweneedtoeffectively deliverouremployerbrandstrategy? TalentAcquisition 38. Dowecollectfeedbackfromcandidates ontheirsatisfactionwithourrecruitment process? 39. Haveweassessedourmosteffective channelsforrecruitingtalent?Arewe allocatingsufficientresourcestooptimise thequalityofnewhires? 40. Howeffectiveareweindevelopingour existingtalent?Haveweidentifiedthe skillandcapabilitygaps? 41. Howeffectiveisouremployerreferral program? 42. Whatarewedoingtomobilizeour recruitmentprocesses? 43. Howeffectiveareweininductingnew hires?Whatarethreeinitiativeswecan implementtoenhanceouremployer brandduringtheinductionprocess? Socialmedia 44. Howeffectiveareweinusingsocial mediatobetterunderstandtheneedsof ourtargetaudience? 45. Howeffectiveisoursocialmediacontent strategyandhowdoesitenhanceour employerbrand? 46. Howsocialisourcompany?Whoarethe keysocialmediainfluencesinour company? 47. Dooursocialmediapoliciessupportor hinderourabilitytobecomeasocial business? Technology 48. Howcapableareouremployeesinusing mobiletechnologytosupportour employeeengagementinitiatives? 49. Howcanweleveragemobiletechnology tobuildastrongeremployerbrand? 50. Howcanweusetechnologytoassist internalteamsandexternalvendor collaborationstofosterinnovationand growth? 51. HowwelldowecommunicateourEVPs onmobiledevices? 52. Howareweensuringtheprivacyand integrityofouremployeeandcandidate onlinedata? 53. Doweprovideemployeeswithaccessto moderntechnologyandequipmentto enhancetheirworkflow? 15
  • Talentretention 54. Haveweprovidedtrainingforour managersandseniorleadersinhowto deliveranonbrandemployment experiencefortheirteams?Whatshould weincludeinthetrainingprogramto maximiseimpact? 55. Whatisthemosteffectivewaytoensure allemployeesunderstandwhatbehaviors arereflectiveofourbrandpromise? 56. Howcanwealignrewardsandincentives toreducethefocusonthesalarypackage asthekeydriverofwhypeoplejoinor leaveourorganisation? 57. Howdoweconsiderandadapttothe changingneedsofemployeesasthey transitionthroughtheemployeelifecycle fromhiretoretire? 58. Howeffectiveareweatmanaging employeeengagementacrossthe company?Howdowemakeleaders accountableforengagementintheir teams? 59. Howeffectiveareweinrewardingtalent inanenvironmentoflowwagegrowth? 60. Howeffectiveareweinmanagingthe diversityofgenerationsintheworkplace? 61. Howeffectivedoescommunicationflow throughoutourcompany? 62. Whatarethebenefitstoouremployer brandinofferingemployeesthe opportunitytoworkvirtually? 63. Whatarewedoingtoempower employeestotakechargeoftheircareer andpersonaldevelopment?Whatarewe doingtosupportthedevelopmentofour employees? 64. Whatarewedoingtosupportafamily friendlyworkplace? 65. Canwerealisticallyofferjobsecurityto ouremployeesandwhatarewedoingto ensureourtalentedemployeeshavea futurewithus? 16
  • 3.0PART1: GLOBALSURVEYRESPONDENTS:DEMOGRAPHICS 17
  • Demographics(Global) EmployerBrandInternational 2013EmployerBrandingGlobalInsightsResearchStudy 59%41% Asia44Australia78Belarus24Canada/USA86Europe(other)102India36NewZealand51Poland78Romania49 Russia231 Scandinavia45 SouthAfrica36 SouthAmerica45Spain78Turkey30 UAE24 UK62 Ukraine44 18
  • Demographics(Global) Age EmployeeNumber OrganisationType 14% 42% 29% 13% 2% 100%asmorethanoneanswerispossible) EmployerBrandInternational2014EmployerBrandingGlobalTrendsStudy 14% 21% 24% 29% 30% 45% 53% Noneoftheabove ThatmyfamilyknowsthecompanyIworkfor ThatmyfriendsknowthecompanyIworkfor Myfamily'sperceptionofthecompanyIwork MyfriendsperceptionofthecompanyIwork OtherpeoplesperceptionofthecompanyIworkfor Thatotherpeoplewanttoworkformyemployer 53 51 45 2009 2011 2014 Otherpeoplesperceptionofthecompany Iworkforisimportant 5yeartrend percent 36
  • Table8:InsidetheregionaldataWhatisimportanttopeople? Top3responsesthe%representsthehighestresponse Asia Australia Europe(other) NewZealand Scandinavia Spain Canada/USA Itisimportanttomethatmyfriendsknow thecompanyIworkfor 3 MyfriendsperceptionofthecompanyI workforisimportant 2 3 Itisimportanttomethatmyfamilyknows thecompanyIworkfor Myfamily'sperceptionofthecompanyI workforisimportant 2 3 3 3 2 Itisimportantthatotherpeoplewantto workformyemployer 46% 2 3 2 2 63% 53% Otherpeoplesperceptionofthecompany thatIworkforisimportanttome. 3 46% 43% 47% 47% 2 Belarus India Poland Romania Russia SouthAfrica SouthAmerica Itisimportanttomethatmyfriendsknow thecompanyIworkfor 3 2 MyfriendsperceptionofthecompanyI workforisimportant 3 3 3 2 3 Itisimportanttomethatmyfamilyknows thecompanyIworkfor Myfamily'sperceptionofthecompanyI workforisimportant 2 3 Itisimportantthatotherpeoplewantto workformyemployer 75% 67% 69% 67% 75% 67% 60% Otherpeoplesperceptionofthecompany thatIworkforisimportanttome. 2 2 2 3 2 37
  • Turkey UAE UK Ukraine Itisimportanttomethatmyfriendsknow thecompanyIworkfor 3 MyfriendsperceptionofthecompanyI workforisimportant 2 Itisimportanttomethatmyfamilyknows thecompanyIworkfor Myfamily'sperceptionofthecompanyI workforisimportant 3 2 3 Itisimportantthatotherpeoplewantto workformyemployer 72% 48% 72% Otherpeoplesperceptionofthecompany thatIworkforisimportanttome. 2 68% 3 2 38
  • EmployerBrandMetrics Figure9:Whatmetricsdoesyourcompanyusetomeasurereturnoninvestment(ROI)ofyouremployerbrandstrategy? (>100%asmorethanoneanswerispossible) 5% 15% 19% 20% 24% 25% 25% 29% 33% 33% 34% 41% 44% Idon'tknow Profitperemployee Sourcingeffectiveness Candidateconversionratio Nonedefinedasyet Employeereferralrateofnewhires Promotionofinternalcandidates Rankinginbestemployerawards Costperhire Qualityofhire Numberofapplicants Retentionrate Employeeengagement 12 15 29 2009 2011 2014 Rankinginbestemployerawards 5yeartrend percent EmployerBrandInternational2014EmployerBrandingGlobalTrendsStudy 39
  • Table9:InsidetheregionaldataMetricsusedtomeasurereturnoninvestment(ROI)oftheemployerbrandstrategy Top3responsesthe%representsthehighestresponse Asia Australia Europe(other) NewZealand Scandinavia Spain Canada/USA Costperhire 3 Employeeengagement 37% 3 2 41% 53% 2 48% Employeereferralrateofnewhires 3 Numberofapplicants 2 Rankinginbestemployerawards 2 3 46% Retentionrate 2 39% 3 2 3 2 Qualityofhire 46% 3 Belarus India Poland Romania Russia SouthAfrica SouthAmerica Costperhire 2 3 2 Employeeengagement 2 3 2 2 Employeereferralrateofnewhires 3 3 3 Numberofapplicants 46% 3 Rankinginbestemployerawards 64% Retentionrate 52% 3 48% Qualityofhire 2 49% None,wehaven'tdefinedourmetricsasyet 2 44% 52% Turkey UAE UK Ukraine Costperhire 3 53% Employeeengagement 68% 37% 2 Numberofapplicants 2 Rankinginbestemployerawards 45% Retentionrate 3 Qualityofhire 3 3 2 None,wehaven'tdefinedourmetricsasyet 2 40
  • Employerbrandcommunications Figure10:WhatisthemaincommunicationmediumyourcompanyisplanningtousetocommunicateyourEmployerBrandduring2014? (>100%asmorethanoneanswerispossible) EmployerBrandInternational2014EmployerBrandingGlobalTrendsStudy 4% 10% 11% 11% 16% 16% 19% 22% 22% 22% 22% 31% 32% 32% 33% 34% 37% 38% 39% 40% 43% 64% 76% Idon'tknow Tradeshows Newspaperjobads Mobileapp Externalnewsletters Alumnievents Sponsorship Mobilecareerssite Blogs Companyevents Performanceappraisal Inductionprocess Graduateprograms Oncampusactivities Employeevideotestimonials Careerfairs Companybrochures Onlinejobboards Employeereferralprogram Internalnewsletters(e.g.staffenews) Training&developmentprograms Careerwebsite Socialmedia 14 44 76 2009 2011 2014 Socialmedia 5yeartrend percent 41
  • Table10:InsidetheregionaldataCommunicatingtheemployerbrandin2014 Top3responsesthe%representsthehighestresponse Asia Australia Europe(other) NewZealand Scandinavia Spain Canada/USA Careerfairs 3 Careerwebsite 59% 2 78% 2 2 76% Employeereferralprogram 3 Internalnewsletters(e.g.staffenews) 2 Onlinejobboards 3 Socialmedia 3 65% 2 70% 72% 57% 2 Training&developmentprograms 3 3 3 Companybrochures 2 Belarus India Poland Romania Russia SouthAfrica SouthAmerica Careerfairs 59% 3 Careerwebsite 78% 69% 60% 2 67% Employeereferralprogram 3 3 3 3 Inductionprocess 2 Internalnewsletters(e.g.staffenews) 2 Socialmedia 2 2 Training&developmentprograms 3 2 2 74% Oncampusactivities 71% Companybrochures 3 Turkey UAE UK Ukraine Careerwebsite 70% 62% 80% 70% Companyeventse.g.AGM,product launches Employeereferralprogram 3 Onlinejobboards 3 2 Socialmedia 3 2 2 3 Training&developmentprograms 2 42
  • MostEffectiveEmployerBrandingInitiatives Figure11:Whichactivityhasbeenmosteffectiveinenhancingyourcompanysemployerbrand? EmployerBrandInternational2014EmployerBrandingGlobalTrendsStudy 1% 2% 2% 2% 3% 5% 5% 5% 5% 5% 6% 6% 9% 9% 11% 11% 17% Companyvideos CSRprogram Salaryincreases Talentrelationshipmanagement Introducingworkflexibilitypolicies Employeereferralprogram Increasedcommsb/tinternaldepts Talentpooldevelopment Idon'tknow Effectiveleadershipdev.program Trainingleaderstomanageemploymentexp Rankinginbestemployerawards Careerwebsitedevelopment Talentdevelopmentstrategy DefiningourEVP's Socialmediaparticipation Noneidentifiedasyet,tooearlytotell 14 9 11 2009 2011 2014 DefiningourEVP's 5yeartrend percent 43
  • Table11:InsidetheregionaldataMosteffectiveemployerbrandinginitiatives Top3responsesthe%representsthehighestresponse Asia Australia Europe(other) NewZealand Scandinavia Spain Canada/USA Effectiveleadershipdevelopmentprogram 2 Careerwebsitedevelopment 18% 3 2 3 Definingouremployervaluepropositions 2 3 OurrankinginBestPlacestoWorksurvey 16% Socialmediaparticipation 3 2 2 22% Talentdevelopmentstrategy 2 30% 3 Noneidentifiedasyet,tooearlytotell 3 16% 17% 38% 3 2 Belarus India Poland Romania Russia SouthAfrica SouthAmerica Effectiveleadershipdevelopmentprogram 3 2 2 Definingouremployervaluepropositions 2 2 3 Employeereferralprogram 2 3 3 Increasedcommunicationsb/tint.depts. 3 3 2 Socialmediaparticipation 22% Talentdevelopmentstrategy 33% 25% Idon'tknow 2 Noneidentifiedasyet,tooearlytotell 30% 23% 20% 41% 3 Turkey UAE UK Ukraine Careerwebsitedevelopment 2 Definingouremployervaluepropositions 2 18% Employeereferralprogram 3 Increasedcommunicationsb/tint.depts. 2 OurrankinginBestPlacestoWorksurvey 2 Socialmediaparticipation 20% 3 Talentdevelopmentstrategy 3 38% Idon'tknow Noneidentifiedasyet,tooearlytotell 2 38% 44
  • Majorbenefits Figure12:Whatarethemainbenefitsyouhavegainedfromyouremployerbrandprogram? (>100%asmorethanoneanswerispossible) EmployerBrandInternational2014EmployerBrandingGlobalTrendsStudy 3% 7% 8% 10% 11% 11% 12% 13% 19% 19% 21% 22% 28% 32% 35% Increasedinvestorengagement Engagingcustomersthroughsocialmedia Idon'tknow Increasedcustomerengagement Decreasedtimetofill Settingastandard/frameworkforHR Increaseinunsolicitedresumes Increasedinternalhirerate Decreaseinstaffturnover Higherjobacceptancerate None,tooearlytotell Reducedrecruitmentcosts Recognitionasanemployerofchoice Increasedemployeeengagement Easeinattractingcandidates 28 28 35 2009 2011 2014 Easeinattractingcandidates 5yeartrend percent 45
  • Table12:InsidetheregionaldataMainbenefitsofemployerbranding Top3responsesthe%representsthehighestresponse Asia Australia Europe(other) NewZealand Scandinavia Spain Canada/USA Decreaseinstaffturnover 3 Easeinattractingcandidates 36% 36% 43% 3 33% 3 34 Higherjobacceptancerate 3 3 Increasedemployeeengagement 2 2 2 47% Recognitionasanemployerofchoice 3 2 2 Reducedrecruitmentcosts 2 Noneidentifiedasyet,tooearlytotell 35% 28% Settingastandard&frameworkforall HRactivity 2 Belarus India Poland Romania Russia SouthAfrica SouthAmerica Decreaseinstaffturnover 2 Decreasedtimetofill 52% 33% Easeinattractingcandidates 2 2 37% 3 30% Higherjobacceptancerate 3 Increaseinnumberofunsol.resumes 2 44% Increasedemployeeengagement 3 62% 33% 2 3 2 Recognitionasanemployerofchoice 3 3 Noneidentifiedasyet,tooearlytotell 3 2 Turkey UAE UK Ukraine Decreaseinstaffturnover 2 2 55% Decreasedtimetofill 2 Easeinattractingcandidates 38% 42% Higherjobacceptancerate 60% 3 Increaseinnumberofunsol.resumes 3 Increasedemployeeengagement 3 Recognitionasanemployerofchoice 2 Noneidentifiedasyet,tooearlytotell 3 46
  • AppendixA:EmployerBrandExcellencePathway 47
  • www.brettminchington.com Employer branding for business transformation Support of culture diversity across countries Dedicated employer branding department with representatives living in countries outside headquarters Open lines of communication across borders Systems integration to support global talent attraction, engagement and retention strategy Support of employer brand strategy at Executive level Integrating Employer Brand and EVPs into company culture Alignment of policies, systems, processes with EVPs Development and management of global careers site Employer brand metrics developed and reported on Employer branding across employee lifecycle Internal and external research to define EVPs Distinctive assets defined and promoted Employer brand strategy developed Cross functional collaboration on employer brand strategy Training of line managers in employer brand management Company siloed with very little collaboration on employer branding between departments Above the line EVP development Employer branding for recruitment Knowledge of employer branding limited to a few people in organisation Lack of support for employer brand strategy at Executive level Technical skills focus Cost control v quality of hire/talent Recruitment disorganised, dysfunctional and highly operational Web 1.0 career site Absence of coordinated global talent attraction, engagement and retention strategy EMPLOYER BRAND EXCELLENCE PATHWAY FOCUS
  • AppendixB:EmployerBrandExcellenceFramework 49
  • Employer Brand Excellence FrameworkTM Stakeh olders M arke tForces Cust om ers Prospective Em ployees Corporate Brand EBSP EBEP EVP Employer Value Proposition Employer Brand Employee PlatformTM (EBEP) Recruitment and induction Compensation and benefits Career development Employee research Reward and recognition Communication systems Work environment Employer Brand Strategic PlatformTM (EBSP) Mission, vision, values CSR Leadership Corporate reputation and culture People management policies and practice Performance management Innovation www.brettminchington.com
  • Additionalresources Employerbranding&thenewworld@work(2013) ThefinalbookintheemployerbrandingtrilogybyBrettMinchingtonexploreshowcompaniesareaddressingthe challengesofthebiggerpictureworkforcetrendsandhowemployerbrandingwillplayapivotalroleindriving economicprospectsinnotonlydevelopedeconomiesbutinemergingmarketswheregrowthprospectslook morepromisinginthecomingyears.SupportedbythelatestglobalresearchbyEmployerBrandInternational alongwithonthegroundinsightsbyBrettfromhisglobaltourstomorethan50citiesin28countries,Employer branding&thenewworld@workwillprovideinsightsintohowtheworldsleadingcompaniesarebecoming moresocial,mobile,connectedandinnovativeintheirstrategiestoattract,engageandretaintalent. PreviouslyunseenglobalemployerbrandcasestudiesfromtopglobalbrandssuchasIKEA,VolvoCarGroup, Ahold,SodexoandJTIarefeatured.Whetheryou'rejuststartingoutorwelladvancedwithyouremployerbrand strategy,leadersacrossallindustrieswillbenefitfromBrettsstrategicguidancesupportedbyindustryproven frameworks,researchmethodologies,strategiesandtoolstodevelop,implementandmanageabestinclass employerbrandstrategy. FORFURTHERDETAILSCLICKHERE> Theworld'sleadingresourceonhowtodevelopaworldclasscareerswebsitewithpracticalguidanceandcase studyexamplesofbestpractice. FORFURTHERDETAILSCLICKHERE> 51
  • 'EMPLOYERBRANDLEADERSHIPAGlobalPerspective'(2010) ThefollowupbooktoYourEmployerBrandAttract,Engage,Retain,EMPLOYERBRANDLEADERSHIPAGlobal Perspective'definesapracticalapproachtobuildingaworldclassemployerbrandfromconcepttodesign,to organisationwideintegration,tomeasuringyourreturnoninvestment. SharingthebestinsightsfromtheauthorsEmployerBrandGlobalTourwherehehassharedbestpracticeand trainedthousandsofleadersaroundtheworld,EMPLOYERBRANDLEADERSHIPAGlobalPerspective'isa practicalmanagementresourceforleadersatalllevelsandincludesframeworks,models,tools,strategiesand tipstoassistyoutoleadyouremployerbrandstrategy.Thebookfeaturespreviouslyunseenworld'sbestpractice employerbrandingglobalcasestudiesfromcompaniesincludingPhilips,IBM,Deloitte,UnitedHeathGroup,BASF, Sodexo,Intuit,AustraliaWineResearchInstituteandVestasWindSystems.Thekeylearningsfromthese companieswillensureyoufocusyourresourcestoachievethebestreturnonyouremployerbrandinvestment. FORFURTHERDETAILSCLICKHERE> EmployerBrandManagersHandbook2014Edition Previouslypublishedin2009,2010,2011,2012,2013 TheAnnual,EmployerBrandManager'sHandbookprovidesawealthofknowledge,toolsandtipssharedwith thousandsofseniormanagersaroundtheworldduringBrettMinchington'sEmployerBrandingGlobalTourto 50+citiesin28countriessince2007.Thepublicationistheworld'sleadingmanagementresourceonhowto develop,implement,measureandmanageaworldclassemployerstrategicprogram.Thepublicationcontains practicalexerciseswhichcanbeconductedwithyourteam FORFURTHERDETAILSCLICKHERE> 52
  • Certificate in Employer Brand Leadership About Employer Brand International EBI provides research, advisory and thought leadership in employer branding through strategic consulting, conferences/training, publications, research and global think- tanks. EBIs expert services are provided through an international network of expert employer brand Senior Associates. EBIs Global Advisory Board consists of leading corporate professionals and academics from around the world. Why choose to study the Certificate in Employer Brand Leadership? Study for an in demand leadership skill Case study approach to support theoretical frameworks Real world application Flexible study options Supportive learning environment Access to the worlds most extensive employer branding learning resources Alumni support 1. Since 2007 EBI has trained thousands of managers in employer branding in more than 50 cities in 28 countries. 2. Access to an employer branding global community of 3500+ members. 3. Course is supported by world class learning resources including books, handbooks and global research reports. 4. The first course of its kind offered in partnership with educational institutions, business and the community. 5. Accredited by EBI 5QUICKFACTS Enrol Today! www.employerbrandinternational.com
  • WELCOME FROM THE CHAIRMAN/CEO Welcome to the Certificate in Employer Brand Leadership Course a contemporary leadership program for managers around the world. Since 2007, Employer Brand International has conducted training for thousands of managers in employer branding in more than 50 cities in 28 countries since 2007 including Australia, Belgium, Denmark, France, Germany, Italy, Russia, UAE, UK, and the USA. Employees are fast becoming central to the process of brand building and their behavior can either reinforce a brands advertised values or, if inconsistent with these values, undermine the credibility of your messages. Employer branding is a whole of business concept concerned with the attraction, engagement and retention initiatives targeted at enhancing your companys employer brand. The contest amongst employers to attract and retain talented workers takes place in a world where changes in the political, economic, social and technological environments and concerns about a companys environmental footprint is driving widespread change in employment patterns. Today, competition for the best employees is as fierce as competition for customers and market share. The course brings together a talented team of academics, strategists and corporate leaders to create an inspiring learning experience in the growing field of employer branding. Our emphasis is on assisting you to develop leadership, communication, problem solving and team building skills, which will enable you to better understand and deal with the complex issues of management in a changing business environment. In selecting students we look for high quality people with the potential to not only benefit but also contribute to the learning experience. Whilst practical in orientation, your learning experience will include networking with like minded professionals around the world to support a solid theoretical grounding in employer brand leadership. Organizations that can attract and retain the best minds by leveraging a unique, relevant and distinctive employer brand will have a competitive edge in the marketplace. We look forward to welcoming you and wish you the very best with your studies. Brett Minchington Chairman/CEO Employer Brand International PROGRAM STRUCTURE CORE MODULE A THE BUSINESS CASE FOR EMPLOYER BRANDING Study Unit 1: The Fundamentals Of Employer Branding (EBLFU) CORE MODULE B BEST PRACTICE IN EMPLOYER BRANDING Study Unit 2: Employer Brand Leadership Principles & Practices (EBLPP) Study Unit 3: Employer Brand Strategic Management (EBLSM) Study Unit 4: Employer Branding Mapping & Competitor Analysis (EBLCA) Study Unit 5: Employer Brand Analytics & Reporting (EBLAR) Study Unit 6: Contemporary Practices in Employer Branding & Social Media (EBLSM) Study Unit 7: Employee and Customer Experience (EBLCE) CORE MODULE C THE FUTURE FOR EMPLOYER BRANDING Study Unit 8: Employer Branding Social Responsibility (EBLSR) Study Unit 9: Future Trends in Employer Branding (EBLTD) Study Unit 10: Employer Branding Case Study Analysis (EBLCS) HOW TO APPLY Apply online at www.employerbrandinternational.com or to enquire please email Andrea at: andrea@employerbrandinternational.com Please direct all course enquiries to: Ms Andrea Fielding P +61 8 8443 4115 F +61 8 8443 4149 ALUMNI SUPPORT The EBI Employer Branding Global Community is an important part of the life and community of the School, as it forms an integral part of the Schools business relationships. The network is diverse, including students and graduates who work and live locally, interstate and overseas. With more than 3500 members, the EBGC supports members in various ways: Fostering global networking opportunities Informing the business community of latest trends in employer branding www.employerbrandinternational.com
  • 2014EmployerBrandInternational Allrightsreserved. Nopartofthispublicationmaybereproduced, distributed,ortransmittedinanyformorbyany means,includingphotocopying,recording,orother electronicormechanicalmethods,withouttheprior writtenpermissionofthepublishers,exceptinthe caseofbriefquotationsembodiedincriticalreviews andcertainothernoncommercialusespermitted bycopyrightlaw.Forpermissionrequestsplease writetoEBI,PublicationsDepartment,Box614, TorrensvilleSA5031Australia Theinformationcontainedhereinisofageneral natureandisnotintendedtoaddressthe circumstancesofanyparticularindividualorentity. Althoughweendeavourtoprovideaccurateand timelyinformation,therecanbenoguaranteesuch informationisaccurateasofthedateitisreceived oritwillcontinuetobeaccurateinthefuture.No oneshouldactonsuchinformationwithout appropriateprofessionaladviceafterathorough examinationoftheparticularsituation. 53
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