State of Employer Branding - October 2012

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<ol><li> 1. The State ofEmployer BrandingA global report on the hottest topic in talent acquisition </li><li> 2. ContentsIntroduction &amp; Big Picture Findings 03Executive Summary 05Global Results10Conclusion21Appendix I: Results by Country23Appendix II: Results by Industry30Appendix III: Results by Company Size 31 </li><li> 3. IntroductionEmployer branding is the new black. Articles, white papers, andconference panels are popping up everywhere while discussionsand debates take place daily in the hallways, conference rooms,and executive suites of companies around the world. Strongcompetition for knowledge workers in particular and theproliferation of social media have augmented the importance ofemployer reputations in acquiring talent, particularly for the 80percent of the labor market who are passive candidates1. Whetheror not a company is considered a great place to work can make allthe difference in attracting and retaining this top talent.The hype isnt just fueled by large corporations or household namebrands: employer branding is a hot topic among companies with100 employees or 100,000, from Canada to India and everywherein between, and regardless of industry. So whats really going on,and what are companies doing about it? We took a closer look atemployer branding as part of our third annual Global RecruitingTrends Survey. Our large and diverse sample of over 3,000 talentacquisition leaders means our results are packed with powerfuldata points and interesting insights for just about everyone. </li><li> 4. The Big PictureEmployer branding is seen as important everywhere; 83percent of global recruiting leaders agree its a criticaldriver of their ability to hire top talent.Over half (51 percent) of companies have increased theiremployer brand investment in 2012 and a further 40percent have maintained their spend.Talent Acquisition is often at the helm, leading or co-leading employer branding 61 percent of the time.While career sites are viewed as a most effective employerbranding vehicle, viral channels including word of mouthand online professional networks play a significant role inbuilding a companys talent brand.Despite the importance of employer brand, almost half donot have a proactive strategy, and only one-third say theyregularly measure employer brand in a quantifiable way.4 </li><li> 5. Executive SummaryTA leaders know employer branding is important and are investing more but strategy, listening and metrics are often missing1. AWARENESS 2. INVESTMENT &amp; 3. DELIVERY 4. STRATEGY &amp;ORGANIZATIONMEASUREMENT TA leaders say employerCompanies are starting toEffective employer brandMany companies are not branding is key to hiringinvest more in employerdelivery occurs as much adopting a strategic success and an important branding, with TA leadersthrough viral channels as via approach and even fewer long-term trend. often directly responsible.company-controlled ones.. are measuring for success. 83% agree that an A whopping 91% of 78% of TA leaders view Only 54% of respondents employer brandcompanies are investingtheir company website ashave a proactive employer significantly impacts their more or the same in 2012 their most effective channelbrand strategy. ability to hire top talent, compared to 2011,for employer brand. 53% claim to have a good and 69% consider it a top primarily due to a greater Of the remaining highly understanding of how their priority for theirawareness about employer effective channels, onlyemployer brand varies by organization. brandings impact. one traditional job boardsdifferent talent populations. The #1 action that TA While the increase is a is fully controlled by the Most companies are not leaders are afraidstep in the right direction, itcompany.listening to the appropriate competitors will do is invest hasnt been enough to Instead, employer brand isstakeholder mix: only 37% in employer brand, anddate: only 39% of TA coming to life in channelsregularly survey new hires lack of employer brandleaders report that they that companies influenceand even fewer (32%) awareness is considered have the resources neededwithout controlling: word ofregularly survey one of the top threefor success. mouth, social professionalcandidates. obstacles in recruiting. 61% of TA leaders have a networks and general Measurement is the key Globally, upgrading primary or sharedsocial media. area of weakness. Only employer branding isemployer brand These channels have the 38% measure their brand considered the second responsibility withbenefit of touching passive relative to the competition, most essential and long-Marketing or Corporate candidates in ways that and just 35% prioritize term trend in the industry. Communications, with co- company-controlledtheir spend to shore up ownership (39%) the most channels usually do not.key weaknesses. common structure. </li><li> 6. MethodologySurveyed 3,028 recruiting professionals globally with a LinkedIn profileAll respondents: work in a corporate HR/recruiting setting represent an even mix of small, midsize and large enterprises have at least some budget authority focus solely or primarily on recruitmentRespondents by country:UNITED STATES 755 CANADA 299 BRAZIL 226 SPAIN 100 UK 334 ITALY 99 GERMANY 97 NETHERLANDS 226 NORDICS 113 INDIA 255 AUSTRALIA 2806 </li><li> 7. High awareness of employer brands impact </li><li> 8. Talent acquisition (TA) leaders are highly aware that employer branding iscritical to hiring success 83% Agree that employer brand has significant impact on ability to hire great talent8 </li><li> 9. Large organizations lead the way in prioritizingemployer brand, but smaller companies are catching onPrioritization of employer brandTop 3 long-term trends in recruiting(by company size) professionals (by company size)&lt; 500 Employees67%&lt; 1,000 Employees501-1,000 Employees 70%1. Utilizing social and professional networks 2. Upgrading employer branding 3. Finding better ways to source passive candidates1,000-10,000 Employees 67%&gt; 10,000 Employees78%&gt; 1,000 Employees1. Utilizing social and professional networks69%Agree that employer 2. Finding better ways to source passive candidatesbrand is a top priority 3. Upgrading employer brandingfor their organization9 </li><li> 10. Employer branding is a top priority for companies worldwide TA leaders who agree employer brand is a top priority (by country)69%GLOBAL AVERAGE UNITED KINGDOMUNITED STATESNETHERLANDSAUSTRALIAGERMANYNORDICSCANADAFRANCE BRAZILSPAIN INDIA ITALY 77% 75%75%74%73% 71%70% 69%68% 64% 61% 47% Significantly more INDIAN Significantly fewer GERMAN organizations prioritize employer brand organizations prioritize employer brand10 </li><li> 11. In fact, employer branding rises to the top, regardless of the question Top obstacles to attractingBiggest concern is that the best talentcompetitors willTop long-lasting trendsUtilizing social and professional 1 Competition1 Invest in their employer brand 1networks Build and nurture strong talent 2 Compensation 22Upgrading employer branding pools or pipelines Lack of awareness or interest Learn to use social networking and Finding better ways to source 333 in our employer brand social media more effectivelypassive candidates 4 Location 4 Improve their candidate experience 4Boosting referral programsTraining recruiters and hiring 5 Recruiting team too small5 Improve their referral program 5managers Recruiting team doesnt have theFurther invest in their existing 666Recruiting globally right tools/systems recruiting tools Lack of awareness that were 77 Invest in new recruiting tools 7Optimizing your career site hiring Inability to effectively use data toHire recruiters to strengthen theirMeasuring quality of hire more 888 improve our approachteam consistently Quality of talent currently at ourNegotiate better pricing with 999Reducing spend on staffing firms company vendors Improve ways to track quality of Using CRM technology to manage 10 Company performance 10 10 hire talent leads11 </li><li> 12. Investing more, with Talent Acquisition often leading </li><li> 13. Employer brand investment is rising in 2012, primarily due to a greaterawareness of its impact91% Companies that are spending more or the same on employer brand in 2012 compared to 2011 51% 40% 9% Spending More Spending Same Spending Less Why spend more on employer brand? 1. Increased belief in the impact of employer brand 49% 2. Need to raise general awareness 48% 3. Difficulty recruiting quality candidates 47% 4. Increased competition 37% 5. Difficulty recruiting candidates in specific sectors 32%13 </li><li> 14. TA leaders are organizing for success by partnering with Marketing andCommunications Who owns employer brand? 39% 22%15%14% 10% TA shares ownership TA has primary TA has noTA is a Company doesnt ownershipownershipcontributor think about EBMost common departments that own employerbrand outside of Talent Acquisition1. Marketing2. Corporate Communications14 </li><li> 15. Viral channels thought to be highly effectivefor employer brand delivery </li><li> 16. While websites are seen as most effective, viral channels play importantrole in promoting employer brandFive channels seen as most effective to promote employer brand78%56% 46% Company website Word of mouthSocial professionalnetworks38%34% Social mediaTraditional job boards16 </li><li> 17. Almost half already find social professional networks highly effective foremployer brandingOrganizations that find social professional networks highly effective for promoting employer brand (by country) 46% GLOBAL AVERAGEUNITED KINGDOMUNITED STATESNETHERLANDS AUSTRALIAGERMANY*NORDICSCANADA FRANCE BRAZILITALY* SPAININDIA 58% 57% 53% 48%47% 47%45% 44% 43% 40%37% 35% More organizations in FRANCE andFewer organizations in GERMANY and the CANADA consider social professional NORDICS consider social professional networks to be highly effective networks to be highly effective17* Low base size (&lt; 80 respondents) </li><li> 18. Disconnect between awareness and action </li><li> 19. Despite recognizing its power, many companies dont take a strategic approachto employer brand 83% Recognize employer brand impact 54% Have a proactive employer brand strategy 53% Understand employer brand strength across different populations 39% Feel they have the resources to succeed 38% Measure employer brand strength relative to competitors for talent 37% Regularly survey new hires to understand employer brand perceptions 35% Prioritize spend on audiences where employer brand relatively weak 32% Regularly survey candidates to understand perceptions19 </li><li> 20. Not many say they regularly measure their employer brand in a quantifiable way only one out of three20 </li><li> 21. ConclusionWe know that talent acquisition leaders around the world understand the importance ofemployer branding. Theyre increasing investmenteven at a time when doing more withless is the normbecause they see it as a critical foundation for attracting the best hires.However, two-thirds of talent acquisition leaders today admit that they dont consistentlyand quantifiably measure the health of their employer brands, and almost half say theylack a proactive strategy. Management cant succeed without measurement and focus.In the end, the key opportunity isnt simply to improve awareness of your company as agreat place to work, its to upgrade your strategy: by listening to key audiences andobserving how they interact with your employer brand; by assessing how you fare versusyour competitors for talent; and by investing differentially in engaging candidatepopulations where you have the most to gain.This is particularly true in an era in which social platforms have changed the game forwhere and how identities both corporate and personal form and evolve. There was atime when your employer brand consisted of the messaging that your company deliveredout into the marketplace and periodically refreshed. Today your messaging is beingconsumed, supplemented and amplified or questioned aloud in real time based ontalents actual experience with your brand across multiple touch points, including socialplatforms where prospective talent engages with you on a daily basis. And what oftenrises to the top now, louder and clearer than your own messaging, is your talent brand your employer brand as seen through the social lens, incorporating what prospectivetalent thinks, feels and says about your company as a place to work.The good news is that, thanks to the reams of Big Data that are generated through billionsof interactions on social platforms like LinkedIn, its easier than previously to assess howyoure really doing . And the companies that effectively assess their talent brands will beable to prioritize spend, shore up areas of weakness, build out competitive advantage,and ultimately engage target talent to greatest effect.21 </li><li> 22. Today your messaging is being consumed,supplemented and amplified or questioned aloud in real time based ontalents actual experience with your brandacross multiple touch points. </li><li> 23. Appendix </li><li> 24. Appendix I: Findings by Country AMERICASEMEA ASIA PACIFIC 45% of Brazilian TA leaders France leads the way in gauging stakeholders: India is the sole country that measure their brands (vs. surveying new hires (46%) and candidates (45%) ranks consistently well above 33% globally,), which is likely are well above the global averages (37% andaverage on employer brand why they claim to understand32%, respectively).prioritization, strategic action, employer brand strengthand measurement. across populations more often UK Employer brand prioritization is well above (67% vs. 53% globally). average, as is investment, yet UK TA leaders are average or worse in measuring for success. Australia is investing inemployer branding more Canada ranks second in citing Germany has the fewest percentage of TA leadersaggressively than any other effectiveness of professional who consider employer branding a top priorityregion (61% citing spend social networks for employer(47% vs. 69% globally); TA leads most often (66% increase versus 51% globally), branding (57% vs. 46% co-own or own employer brand vs. 61% globally).yet on all measurement overall), otherwise they are inmetrics, Australia is either the middle of the pack in Spanish TA leaders set a high bar for otheraverage or below average investment and organization.countries in calling the employer brand shots, withcompared to other countries. 72% of TA leaders owning or co-owning employer brand, far above the 61% global average. US TA leaders report above average employer brand In Italy, acknowledgment of employer brand investment, yet they aresignificance is on par with other countries, yet its Employer branding winner significantly below average oninvestment and measurement tend to be wellacross the board: INDIA measurement (21% survey behind most other countries. candidates vs. 32% overall; 31% survey new hires vs. Netherlands TA leaders are well below average in 37% overall). terms of investing in employer brand and TA owning it, yet they are more likely to measure employer brand and...</li></ol>