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Page 1: Increasing Onboarding Effectiveness

PROFILEOF THE

ORGANIZATION

Page 2: Increasing Onboarding Effectiveness

Address:-GlaxoSmithKline Healthcare Ltd., DLF Plaza Tower , DLF City Phase-1,

Gurgaon-122002 (Haryana), India

Email ID – [email protected] Contact No: +91 124 2540700/ 4057700

Website - www.gsk.com

About The Company

GlaxoSmithKline (GSK) is a leading healthcare company born out of the merger of

two leading international organizations: GlaxoWellcome and SmithKline Beecham.

Today GSK is one of the world's leading research-based pharmaceutical and

healthcare companies. Headquartered in the UK, we are a global organization with

offices in over 100 countries. With a firm foundation in science, we discover,

develop, manufacture and distribute prescription medicines, vaccines and consumer

healthcare products. GSK is committed to developing new and effective healthcare

solutions. The values on which the group was founded have always inspired growth

and will continue to do so in times to come. The size and scope of GSK can be

overwhelming. We have over 1,00,000 employees worldwide including 35,000

employees at 85 manufacturing sites in 37 countries, 16,000 employees in Research

and Development and over 40,000 employees in Sales and Marketing. Each of these

individuals is strung together by a proud legacy of performance and principle.

Pharmaceuticals and Vaccines

Established in the year 1924 in India GlaxoSmithKline Pharmaceuticals Ltd. (GSK

Rx India) is one of the oldest and fastest growing pharmaceuticals company. Globally,

we are over £ 28.4 billion, leading, research-based healthcare and pharmaceutical

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company. In India, we are one of the market leaders with a turnover of

more than Rs. 2080 crore.

Research and Development

In GSK, the driving force behind all its products is science. With dedicated R&D

centers and regulatory affairs, the business takes scientific innovation as seriously as

marketing excellence and offers leading-edge capability in both. R&D is the driver of

the business. They “create it, make it, test it (twice—pre clinical and human trials)

and register it,” ready for Pharma to “sell it.” They are committed to finding and

developing new therapies.

Research is vitally important to the success of their business, and they spent £3.4 billion in

2013 in their research to develop new medicines, vaccines and innovative consumer

products. They are one of the few healthcare companies researching medicines and

vaccines for the World Health Organization’s three priority diseases - HIV/AIDS,

tuberculosis and malaria.

Supply Chain

Is the workhorse of GSK. They manufacture over four billion packs per year in

28,000 different presentations (including tablets, creams/ointments, inhalers,

injections, liquids and steriles), which are then supplied to over 140 markets.

Consumer Healthcare

The consumer healthcare business brings an added dynamic dimension to GSK, but,

as for all of our products, the driving force behind our consumer healthcare business

is science. With four dedicated consumer healthcare R&D centers and consumer

healthcare regulatory affairs, the business takes scientific innovation as seriously as

marketing excellence and offers leading-edge capability in both.

GSK Consumer HealthCare Ltd brings oral health products, wellness medicines and

nutritional drinks to millions of people. Many of our brands, such as Sensodyne,

Panadol, Aquafresh, Lucozade and Nicorette/Niquitin are familiar around the world.

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Our flagship product, Horlicks, is a widely regarded and highly respected

brand, present in India for ver 100yrs. The Company also manufactures and

markets Boost, Foodles, Horlicks Biscuits, Viva, Maltova and in addition promotes

and distributes a number of products in diverse categories, which include prominent

household names such as Eno, Crocin and Iodex. Our Newly launched products

Sensodyne toothpaste, Sensodyne toothbrush, Horlicks Oats etc have received

phenomenal market response.

We hold leading positions in all of our consumer product areas. Globally, we are the

second largest in over-the counter medicines and the third largest in Oral healthcare.

In Nutritional healthcare, we hold the leading position in India, UK and Ireland.

GSKCH has a strong marketing and distribution network comprising of over 1800

wholesalers and direct coverage of over 4,00,000 retail outlets.

GSKCH ISC also includes the markets of Sri Lanka & Bangladesh.

Mission of GSK

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Our Spirit:

“We undertake our spirit with enthusiasm of entrepreneurs, excited by the constant

search of innovation. We value performance achieve with integrity. We will attain

success as a world class leader with each and every one of our people contributing

with passion and an unmatched sense of urgency.”

Key Highlights:

Aggressive growth: 19% CAGR over the last 5 years

Highest contributor to GSK global growth

Globally, No. 3 in Sales in Consumer Healthcare Business

GBP 597 Mn organization

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GSK HR

GSK’s Human Resources function follows the strategy to:

• Improve the quality, depth & breadth of talent in GSK India

• Build employee capabilities needed to support the business agenda

• Enable sustained performance through an aligned, engaged and healthy workforce

• Build trust within and outside GSK to protect our reputation

In the new HR Model implemented this year, Talent Acquisition & Development is a

Centre of expertise which is responsible for all activities involved in acquiring talent

for the organisation as well as developing them to excel in their jobs and meeting

organisational goals. A common thread between talent acquisition and talent

development is the Employee Onboarding Process. We understand that one never gets

a second chance to make a first impression. Therefore, GSK India needs to ensure that

new hires feel welcomed, valued, and prepared for what lies ahead, through a

seamless and effective Onboarding Process. Currently this is multi-faceted but

primarily manual in nature. It involves initial conversation with the new employee

and requires them to review HR policies which are provided on a CD. This is

followed by a quarterly-held GSK Experience which is a much-appreciated

Orientation Day but is cumbersome to organise and repetitive for the speakers who

represent each function. At times, their availability also delays the GSK Experience

for the new hires.

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Increasing Onboarding

Effectiveness

Magnifying New Hire Success

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CHAPTER 1

Introduction

Why onboarding?

It is widely acknowledged that in today’s service economy a company’s people are

often its most important asset. This is especially evident during the hiring process

where a great deal of time and money is spent identifying and recruiting the ideal

candidate. Unfortunately this often fails to carry through to the weeks and months

following the start of a new hire. During this period, employees have to master a

number of areas including identifying the key knowledge, skills and abilities needed

to perform their new role, establishing successful personal relationships and

understanding the company’s principles, history and collective identity.

To assist new employees through this period many organizations offer a structured

onboarding process. When successful onboarding can reduce employee turnover,

maintain employees engagement and improve time to productivity.

HOW ONBOARDING INCREASES ENGAGEMENT AND REDUCED TIME TO PRODUCTIVITY

Recent studies have revealed that employees who attended a structured orientation

program were 69% more likely to remain with the company after three years than

those who did not go through the same program. Another study conducted at Texas

Instruments showed that employees whose orientation process was carefully attended

reached “full productivity” two months earlier than those whose orientation process

was not. Despite the clearly identified benefits of onboarding the majority of

programs are still ineffective. Organisations either try to cram too much information

into an afternoon’s formal presentation. Additionally companies often fail to present

the bigger picture, highlighting where the new employees work contributes to the

overall success of the company. Only 30% of executives were satisfied with their

employers onboarding process for new hires

Why most onboarding is unsuccessful

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A recent study carried out by Korn/Ferry found that only 30% of global executives

contacted were satisfied with their employer’s onboarding process for new hires. 38%

rated the employer’s process as only average, 22% called it below average and 10%

said it was poor. In a separate survey of more than 100 senior executives only 39%

were satisfied with their organizations’ efforts to integrate them. To help ensure your

new hires achieve their full potential an effective onboarding practise is required.

Best performing, future-looking companies distinguish themselves by extending

on- boarding to the first six months and leveraging technology to assist with forms

management, tasks management, socialization, building a network, measuring

performance and compliance. Technology, however, is not the panacea for

onboarding. Companies need to look to the future by defining the onboarding

process, creating an onboarding roadmap, and investing in strategic long-term

workforce planning that integrates their onboarding with the pre-hire stages and the

post-hire stages.

Recommendations for Action

In addition to the Best in Class actions, companies should also evaluate their

processes to ensure they effectively accomplish the following:

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Define the onboarding process and create an onboarding roadmap

Integrate onboarding with the overall hiring management process

Extend onboarding to the first six months, the amount of time that an

employee makes his or her decision to stay at a company

Replace paper and spreadsheet based processes and use an automated system

that includes forms management, tasks management, and socialization in

the company culture

Create an onboarding roadmap in order to establish a long-term strategic

plan for the onboarding process

Measure short-term retention rates and time to productivity

Onboarding New Employees: Maximizing Success

 After effective recruitment and selection, one of the most important ways that

organizations can improve the effectiveness of their talent management systems is

through the strategic use of onboarding. Onboarding is the process of helping new

hires adjust to social and performance aspects of their new jobs quickly and smoothly.

This should always be a priority for HR departments, because in the United States,

every year more than 25 percent of the working population experiences career

transitions.

In Fortune 500 companies alone, about 500,000 managers take on new roles each

year, and overall, managers begin new jobs every two to four years. Unfortunately, in

the midst of all these transitions:

•Half of all senior outside hires fail within 18 months in a new position.

•Half of all hourly workers leave new jobs within the first 120 days.

The Four C’sOnboarding has four distinct levels, the Four C’s:

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Compliance 

is the lowest level and includes teaching employees basic legal and policy-

related rules and regulations.

Clarification 

refers to ensuring that employees understand their new  jobs and all related

expectations.

Culture 

is a broad category that includes providing employees with a sense of organizational

norms—both formal and informal.

Connection 

refers to the vital interpersonal relationships and information networks that

new employees must establish. The building blocks of successful onboarding are often called

the Four C’s. The degree to which each organization leverages these four building

blocks determines its overall onboarding strategy, with most forms falling into one of

three levels.

Connection

Culture

Clarification

Compliance

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Getting Started

According to HCI (Human Capital Institute) an estimated 70% of new hires make the

decision to stay at or leave an organization within their first six months.

Effectively engaging new employees during the onboarding process is crucial to

gaining long-term commitment.

The term “Onboarding” refers to the process of integrating new employees into the

organization, of preparing them to succeed at their job, and to become fully engaged,

productive members of the organization.

The benefit an effective Onboarding is an investment in employee retention,

morale, and productivity.

Onboarding is a process that introduces new hires to your organisation’s culture.

“The best onboarding strategies provide a fast track to meaningful,

productive work, and strong employee relationships”– Ndunguru, 2012

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Common On-boarding ApproachesApproach Challenges Potential Impact

Observation: Employeeobserves others on-the-job

• Inconsistent acquisitionof knowledge•Employee may beafraid to ask questions

•Potential for costlyMistakes and asks questions as needed• Doesn’t build engagement

Shadowing: Assign new hire to “shadow” a veteranemployee to acquire the core “basics”

• Dependent on knowledge and skills ofthe veteran information likely

• Inconsistent or shadow inaccurate information likely.

Multi-media: Use manuals,videos or other collateral tocommunicate on-boardingcontent

• Very impersonal• Sends message that the company does not view on-boarding as important

• Limited employee engagement• Limited knowledge retention

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The Benefits

Effective onboarding of new team members is one of the most important

contributions any hiring manager or Human Resources professional can make

to long-term success. Onboarding done right drives new employee

productivity, accelerates results, and significantly improves talent retention.

Yet few organizations manage the pieces of onboarding well. Even fewer

organizations use a strategic, integrated and consistent approach like the one

described in this article.

Why? Because onboarding is not something you do every day, it’s hard to

become proficient. With deliberate practice, however, you can accumulate best

practices onboarding expertise. This article shows you the way: step-by-step.

Onboarding isn’t a take-it-or-leave-it proposition.

The overall onboarding program design should be a reflection of the mission

and culture of the organization.

Onboarding is ongoing communication and follow up to welcome, orient, and

engage the new employee to help them acclimate to the new environment and

become productive members of the team.

Over time, effective onboarding earns and saves money. The benefits include:

Save time by shortening processing time, improving compliance, and reducing administrative costs

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Boost revenue by making new employees productive faster and making employees more productive overall Drive engagement and reduce turnover by quickly bonding new employees to the

organization.

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Value of OnboardingThus, onboarding should achieve…

•Belief and acceptance of organisational goals and values

•Commitment and effort towards the organisation

•Desire to remain connected with the organisation

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Orientation and Onboarding

Orientation vs Onboarding

Orientation: Introductory stage in the process of new employee assimilation, and a

part of his or her continuous socialization process in the organization

Orientation should be a component of on-boarding

Many organizations focus here, and conclude any formal program within the

first few

weeks of employment

On-boarding: The process of aligning, assimilating, integrating, and transitioning a

new employee

Align

Assimilate

Integrate

Transition

•Orientation and onboarding are complementary

•Orientation is a starting ‘event’ covering formal requirements such as legal

obligations

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•Onboarding is a longer-term even lasting weeks or months aimed at

enhancing a new hire’s potential for success

Growth of Onboarding•Pre-GFC, implementation of onboarding grew strongly

•Intention or implementation went from around 40% to 76% of Aberdeen Group

surveyed businesses

•By this time, orientation programs were in nearly 93% of businesses

–Dai & De Meuse, 2012

Category 1 Category 2%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

40%

76%

Series 1

Series 1

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Evaluating Your Onboarding Program:

1. Do you make your new hires feel welcome?

2. Do you inspire pride?

3. Do you help new hires see the big picture?

4. Do you show how employees matter?

5. Do you collect and share stories?

6. Do you make your orientation program interesting and interactive?

7. Are you designing it from the new employee’s perspective?

8. Are you holding your orientation program when it’s most understandable and

beneficial?

9. Have you broken your orientation program down into digestible, bite sized

chunks?

10. Are you offloading as much information as possible to your intranet?

11. Do you have a mentoring program?

12. Are you making it easy for new employees to tell you how they’re doing?

13. Do you help your supervisors and managers do their part well?

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Successful Onboarding

Best-in-class onboarders use strategies such as…

•Creating new hire checklists

•Introducing new hires to the ‘go to’ people

•Provide forms to new hires before their first day

EmployeeEmployer

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•Create peer networking opportunities

–Laurano, 2013

“Onboarding fails when it’s viewed as an event instead of a

process…”

– Vargas, 2013

Implementing Onboarding

Success Factors…

•Emotionally engage starting day one

•Articulate expectations and your reasoning

•Addressing cultural fit is a journey, not a destination

•Link expectations to skills and relationships

•Onboarding is about helping hires form new habits

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Building a Program

1 Review New Hire Forms – Government Required

2 Develop an Orientation Program Specific to Employee Needs

3 Prepare for Arrival of New Employee

4 Welcome and Introduce New Employee to the Workplace

5 Distribute Employee Handbook and Explain General Policies and Procedures

6 Review Job Requirements and Answer Questions

7 Provide Any Required or Optional Training

8 Schedule Follow-Up with New

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Employee to Ensure Smooth Transition

9 Obtain Feedback and Evaluate Effectiveness of Orientation Program

Why Measure On-boarding?

Benefits of Measurement:

1. Make future program and process improvements

2. Demonstrate impact

3. Demonstrate value

4. Gauge employee engagement

5. Build a culture of data driven decision making

6. Interrelation to all HR Functions

7. Effective on-boarding sets the stage for Talent

8. Management, Leadership development, Employee engagement and Employee

performance

Measurement: Research FindingsKnowledge Advisors research shows that while many organizations may measure the

effectiveness of their new hire programs, over two-thirds do a less than adequate job

of using the data to drive decision making.

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Automating administrative processes allow more time for data analysis, turning

measurement data into actionable business intelligence.

QUESTIONNAIRE FOR ONBOARDING EFFECTIVENESS

90-DAY NEW ASSOCIATE SURVEY

Please take a few minutes to complete this survey with regards to your first few months of employment. Please be constructive in your feedback, whether it is positive or negative. We strive to make continuous improvements to our orientation process and your information plays an important part in achieving this goal!

ORIENTATION

1) Prior to your first day of employment, did you receive all the information needed for a successful first day?

YES NO

2) Please explain what was most helpful and if any information was missing.

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3) Please indicate whether your supervisor or team leader met your expectations in the following areas:

Exceeded Expectations

Satisfied Expectations

Did not m

eet expectations

Performing introductions to co-workers

Providing valuable information regarding the workplace and company

Discussing job responsibilities and tasks

Answering questions and providing ongoing assistance

Creating a comfortable and friendly work environment

Facilitating workplace integration

4) If applicable, please describe the ways in which your supervisor or team leader could have further assisted with the areas above:

5) Please indicate whether the following components of the orientation process met your expectations:

Exceeded Expectations

Satisfied Expectations Did not meet

expectations

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Orientation documents (New associate package)

Communication of benefits and compensation

Review of HR manual and policies

Support from HR Manager and/or Department

Support from supervisor or team leader

On-boarding Partner Program (if applicable)

Overall orientation process

6) If applicable, please describe the ways in which the orientation process could be improved:

RESOURCES

7) After the orientation program, were the following set up within 5 working days?

Workstation YES NO

Phone YES NO

Computer, ID, Passwords YES NO

Workstation Furniture YES NO

8) Please list any suggestions that you feel could enhance this process:

9) Did your new team members welcome you, and were they a good resource for obtaining additional information?

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YES NO

Please explain.

JOB RESPONSIBILITIES

10) In your opinion, have you received adequate support and training to do your job effectively?

YES NO

11) Please explain what has been most useful and what further support is needed.

12) How would you compare the job described during the interview process to what you are actually doing?

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13) How would you describe the pace of the work you are doing? Would you describe the amount of work as reasonable?

14) Now that you have been with the company for 90 days, how do you feel about your career decision? Please explain.

15) Please use this space to make any other comments or suggestions regarding your hiring process, new hire orientation, job specific training, and your overall company experience.

Thank you for your time and assistance with this survey. Your input is greatly appreciated and will help to continuously improve our employment and orientation process.

Please return your completed survey to ___________________________ by ______________

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Employer Branding for Lateral Hires

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WHY SHOULD SOMEONE JOIN YOUR COMPANY?

Your Employer Brand is that STORY: why should someone join your company

All companies HAVE an Employer Brand

Good. Bad. Ugly.

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EMPLOYER BRANDINGThe term “Employer Brand” was first used in the early 1990s to denote an

organization’s reputation as an employer.

Employer brand is understood as a brand which differentiates it from other

competitors in the employment market. The term also includes long term strategy that

establishes an organization’s identity as an employer in the employment market.

Ambler and Barrow define employer brand as follows: “The package of functional,

economic, and psychological benefits provided by employment, and identified with

the employing company” .

Minchington defines employer brand as “the image of organization as a great place to

work in the mind of current employees and key stakeholders in the external market

(active and passive candidates, clients, customers and other key stakeholders). The art

and science of employer branding is concerned with the attraction, engagement and

retention initiatives targeted at enhancing company's employer brand.

What Is Employer Branding

Employer branding is central to the concept in HR Marketing.

It defines the personality of a company as a preferred employer.

The employer brand is the most powerful tool for attracting; engaging and

retaining the right talent/culture fit that will help leaders grow their

organization.

Like any brand, employer brand is about perception.

As mentioned above, branding has moved into the field of Human Resources from

the discipline of marketing. In principle, brands can be seen as a set of symbols which

represent a variety of ideas and attributes, the net result of which is the public image,

character or personality of an organization. As such, branding activities involve

constructing particular attributes (e.g. the values on an organization) that are

considered to represent the image that a company wishes to communicate to potential

employees, current staff and the public. Employee and employer branding are distinct

activities due to the difference in what has been branded. Employee branding is

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targeted to the existing workforce, but employer branding by highlighting that the

organization is an employer of choice reinforces the employee branding message to

the existing workforce. Nonetheless, it is important to note that the two activities have

a different emphasis.

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What Is Lateral HiringLateral hiring is actually a form of recruitment. This same term is often used to refer to two, frequently completely opposite meanings. One definition will require the organisation targeting employees of a similar company. This is frequently done as a way of luring the employees away from their current company to a new company with the lure of better career prospects or a better salary.

A practical example of this would be of the recruitment of a partner in a successful law firm to another firm. This lateral hire will bring specific expertise and skills to the table and will be able to make a successful start in his or her new position. There were professional industries where this type of lateral hiring was rather frowned upon. However, in today’s economy this practice has become rather common practice. Many companies protect them against this type of lateral hiring by instigating a non compete clause in their employment contracts.

In the other definition lateral hiring is where a new employee is hired in the company who does not have any past expertise to bring to the position and who will find that the new position is a completely radical new change in his or her career. A practical example of this would be the recruitment of a professor working at a university to the appointment of chairman to a company.

The term onboarding actually describes a process of assisting new employees to become much more productive members of a company. This extremely well planned and thought out intro will assist new employees with becoming fully operational fast and will frequently be integrated with a completely new environment and company.

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Onboarding will be included in the actual recruitment process as a way to increase the retention purposes. There are a lot of companies with onboarding campaigns which will hope to retain the best human resource talent which is new to the business. These campaigns can last from about a week to up to six months.

Steps To Develop Employer BrandHere are some concrete, step-by-step tips to help develop your own employer

branding strategies:

1. Understand the business needs. Employer branding activities may be

misdirected if long-term business needs are not fully understood. Understand what

types of competences the organization needs in order to deliver on the business

plan.

2. Define the main target groups. Define the weight between current and future

talent, based on the business needs and the critical competences. How many

resources should an organization spend on attracting new talent versus retaining

and developing current talent? Define the main and secondary external target

groups that need to be reached.

3. Understand the target groups. After defining the main and secondary external

and internal target groups, fully understand them. Organizations should use

research to understand what these groups find attractive. Employers should also

know the target groups’ current perceptions of the organization and know which

stage of the decision process they are in. The deeper the understanding of the

target groups, the more effective the communication will be.

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4. Optimize the employer value proposition. An employer value proposition

should be the foundation for all external and internal communication with talent.

Optimizing the EVP means ensuring that it includes attributes and communication

themes that are attractive, credible, sustainable, and that allow for differentiation

in the long term.

5. Select KPIs and set objectives. Once organizations know what is important to

business, understand the target groups, and optimize the EVP, find ways to

measure impact and to set objectives. By selecting the right KPIs that measure, for

example, an organization’s attractiveness and brand association, the company can

set annual goals. When these goals are met, the employer will know that the brand

is moving in a direction that is fully aligned with the business needs.

6. Define an optimal communication mix. The research indicates which stage of

the decision process the target groups are in, and this information will allow

organizations to determine where the main focus should lie: on driving awareness,

consideration, or desire. This fundamental knowledge will allow companies to

optimize the selection of communication channels and will lead to the best

possible ROI.

7. Create an annual plan. Many of the components of an annual employer branding

plan — the business needs, the target group’s definition and insights, the EVP, the

communication mix, the objectives, the main strategies, and the KPIs — are now

in place, so the plan starts to solidify. The only remaining component is the

activities plan — which activities a company should implement and when.

8. Develop communication ideas. Based on the EVP and the selected

communication channels, organizations now need to develop communication

ideas that will have the greatest possible impact on the target groups and set the

company apart from the competition. Of course, these communication ideas and

concepts should be tested with the target groups before being fully executed.

9. Execute and follow-up. With the plan and communication ideas in place, execute

and continuously follow up. By using the right KPIs and regularly updating them

against the objectives, employers will be able to correct and optimize when

needed, and ultimately to deliver on the company’s business needs.

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THE WORLD’S MOST ATTRACTIVE EMPLOYERS 2013 – TOP 10 ENGINEERING

Top 10-Engineering Rank 2013 Rank 2012Google 1 1

Microsoft 2 3IBM 3 2

Apple 4 8BMW Group 5 4

General Electric 6 6Intel 7 5

Siemens 8 7Sony 9 9Shell 10 11

THE WORLD’S MOST ATTRACTIVE EMPLOYERS 2013 – TOP 10 BUSINESS

Top 10-Business Rank 2013 Rank 2012Google 1 1

Ernst And Young 2 6Goldman Sachs 3 10

Pwc 4 7Microsoft 5 4

Apple 6 11Deloitte 7 5KPMG 8 2

Coka Cola 9 9P&G 10 3