Thirty things you need to remember about employer brands

This is what CIPD summed up about Employer Brand in the report "Employer branding, A no-nonsense approach". Having read this I really think this is the essence she should be aware of:

1 Like all brands, employer brands are essentially marketing concepts and constructs.
2 The tools and methodologies of employer brand development are substantially the same as those for consumer or corporate brand development.
3 Employer brands are at least as much about retention and engagement as they are about recruitment.
4 Never trust anyone who tries to wrap employer brands in a cloak of mystique or jargon.
5 They’re not just for the big, glamorous PLCs with their own high-profile consumer brands. They’re for every local authority, charity, SME, government department, academic organisation that needs to recruit, retain and engage good people.
6 The basic difference between talent attraction the old way and the brand-based way is the introduction of research.
7 Employer brands can support corporate brands, and vice versa.
8 Every employer brand is an investment that should and must demonstrate a return comparable to other forms of business investment.
9 To prove a brand’s effectiveness and demonstrate its ROI, you need to accurately measure your current performance in recruitment and retention.
10 The highest ROI ever recorded by an employer brand was 290%.
11 Starting a brand development project doesn’t commit you to completing it: you can walk away at any stage, and every stage will yield its own value.
12 Developing an employer brand proves that HR can handle big, strategic projects and issues.
13 The shortest realistic time to develop a brand is six to eight weeks: in reality, you should allow a lot longer. Its value will last and grow for as many years, and probably longer.
14 The biggest cost element of an employer brand project will be research.
15 You already have an employer brand, because your organisation has a reputation as an employer. It may not be the brand you want or deserve, but it’s there just the same.
16 One of the first employer brands – and one that still enjoys a strong, well-defined reputation – is Civil Service Fast Stream.
17 Probably the first commercial organisation to take the issue of employer brand seriously was British Airways way back in the late 1980s.
18 You can’t develop a brand on your own – you need to involve marketing, PR, your internal communications team.
19 Your recruitment website is one of the most potent expressions of your brand, enabling potential applicants (and your own people) to see your values in action and experience the reality of working for your organisation.
20 The public sector has done as much to embrace the concept of employer brands as the commercial sector.
21 One of the keys to a successful brand is to ensure that expectation is fully aligned with the reality of working for your organisation.
22 Before you’re tempted to launch your brand externally, make sure it’s fully communicated, understood and embedded internally.
23 Research for the brand may show up weaknesses in your product – the basic features of working for your organisation.
24 Brands breed engagement – the discretionary time and effort that people put into their jobs, and that customers or service users notice.
25 Engagement – and the financial value of engagement – can be accurately measured.
26 A brand toolkit will give recruiters and line managers the flexibility they need, and the brand consistency you want.
27 Without compromising consistency, a brand can be tailored to create the greatest resonance with a number of different audiences and talent market sectors.
28 Your employer brand can give new focus and consistency to your ongoing employee communications.
29 If employer brands are a big HR issue today, they’ll be even bigger tomorrow.
30 Employer brand development is attracting managers from classic marketing backgrounds to move into HR.

Employer branding - Emerald links

Polecam bibliografię dot. EB dla tych, którzy mnie o to często pytają.

Online Recruitment 2009 - The Year Ahead, London January 29th

London, 29 January 2009

Online Recruitment 2009 - The Year Ahead is the UK's leading online recruitment conference. Next year's event is on January 29th at the Royal Geographical Society in central London.

The conference will address the key issues that HR professionals, media owners, recruiters and advertising agency executives will face in the online recruitment space in 2009. Attending the event will give you direct access to the industry's thought leaders and keep you ahead of your competitors. Speakers include:

* Facebook - How recruiters can engage with candidates using social networking sites
* YouTube - How videos can promote and develop employer brands
* PricewaterhouseCoopers - A practical case study on blogging within careers sites
* Daxtra - Using filtering technologies to reduce the recruitment admin burden
* Workcircle - The role of aggregators in the online recruitment market
* Bracknell Forest Council - Using web 2.0 to attract candidates and technology to engage with Generation Y employees
* Enhance Media - Web 3.0 and the future of online recruitment

More at: www.enhancemedia.co.uk/conference/index.php

Employer brand development and communication by CIPD

Employer brand development and communication by CIPD (źrodło Employer branding guide):

I Project Stage - Discovery
At this stage you’ll get a firm fix on how your brand is perceived by your top management, other
You’ll get a sense of how big a task the new brand faces.
You need to develop relationships with other disciplines, and prepare your business case.
You’ll almost certainly have some of the research data you need already.
Don’t forget to measure the current perfomance.

Typical actions of the stage:
- senior management workshop
- internal and external focus group
- employee survey
- candidate journey audit
- building rapport with marketing/PR/communications teams
- ensuring top-level buy-in
- select external partners
- apply baseline metrics

II Project Stage - Analysis

This is the critical stage between input and output. You – or, more probably, your external partner in the project – will be creating your brand’s ‘stem
Analysis, cells’ or its unique ‘DNA’ and starting to build it from there. You’ll start to get a clear picture of interpretation what your organisation stands for, offers and requires as an employer – its distinctive value proposition.


Typical actions of the stage:
- define brand attributes
- define overall employment value proposition
- associate specific behaviours with each attribute
- ‘flex’ attributes for each talent
- market segment
- overall creative brief
- initial creative expression of brand

III Project Stage - Implementation and communication

Before you rush to apply the brand to your next big recruitment push, make sure that you can deliver what the brand promises, that the value proposition is one your current employees can Implementationrecognise and believe in, and that the candidates and will experience full alignment between what they expect and what they experience.


Typical actions of the stage:
Apply brand to:
- induction programme/material
- applicant information
- briefing for recruitment consultancies
- interview/assessment process
- launch brand internally
- apply brand fully to talent-attracting programmes/materials, including website


IV Project Stage - Measurement, maintainance
and optimisaton
Qualitative research, both external and internal, will reassure you that the new brand is perceived the way you’d intended. By now, the brand is starting to make its presence felt in day-to-day, internal communications, and in your ‘people your original baseline measures, and it will be clear to all that the brand is delivering real value.


Typical actions of the stage:
- probe internal response to new brand
- probe external perception
- measure improvements in recruitment and retention metrics
- complete application of brand to candidate journey
- measure uptake of ‘living the brand’

Polecane materiały:

http://www.cipd.co.uk/subjects/corpstrtgy/empbrand/_empbrndgtl.htm
http://www.cipd.co.uk/subjects/corpstrtgy/empbrand/_empbrndapp.htm?IsSrchRes=1

Recruitment, retention and turnover 2008

Pisze o małej przerwie wakacyjnej, ponieważ własnie pojawiła się super publikacja CIPD na temat rekrutacji (w tym Web 2.0) i retencji kadr.

Czy wiesz, że średnia stopa obrotu pracowników w UK wynosi 17 % ?

Polecam pobranie raportu w PDF.

Provides benchmarking data on current and emerging trends in people resourcing practice. It includes information on the trends and changes in attraction and selection methods, diversity issues, and reports on the time and costs of recruitment and labour turnover. This 2008 survey focuses in particular on:

* Web 2.0 and the implications for recruitment and retention
* checking candidate applications.

In an essay analysing the findings, Gerwyn Davies, CIPD Public Policy Adviser, draws out the challenges and implications

Wartości organizacji a employer brand - przykład Fujitsu Services

POlecam artykuł "Build a better brand" dotyczący działań przeprowadzonych przez
Fujitsu Services po przejęciu przez ICL. Przeprowadzono ćwiczenia dotyczace kluczowych wartości firmy. Artykuł napisany przez Laure Chubb

Employer branding - video

Tony Heywood z firmy Heywood Inovation wypowiada się na temat employer brandingu:

Definicje employer branding

Ponieaż wiele osób poszukuje definicji Employer Brandu i BRANDINGU, przytaczam kilka:

Brand:
„brand is a name, term, sign, symbol, or design, or combination of them which is intended to identify the goods and services of one seller or group of sellers and to differentiate them from those of competitors” (Schneider, 2003, American Marketing Association)


Employer Brand:
“the employer brand establishes the identity of the firm as an employer. It encompasses the firm’s values, system, policies and behaviors toward the objectives of attracting, motivating, and retaining the firm’s current and potential employees” (p. 3). The Conference Board, 2001

Employer Branding:
Employer branding has been described as the ‘sum of a company’s efforts
to communicate to existing and prospective staff that it is a desirable place
to work’ (Lloyd 2002)

“Employer branding, a relatively new practice in recruiting, is the promotion of unique and attracitive image of the firm as an employer – a distinct employer identity” (Kristin B. Backhouse,2004)

i jeszcze po polsku:
„Wizerunek firmy jako pracodawcy jest jej (odbiciem) ukształtowanym w świadomości aktualnych i potecjalnych pracowników w bazie ich osobistych doświadczeń (w przypadku osób zatrudnionych w firmie) lub też informacji docierających do potencjalnych członków organizacji, których źródłem są osoby tworzące daną organizację oraz wszekiego typu nośniki masowego przekazu.” (A. Baruk, 2006)

Google recruitment video

Już wprawdzie pisałem o rosnącej popularności YouTube jako medium rekrutacyjnym. Skorzytał z niego też gigant Google, skutecznie budujący swą markę pracodawcy. Obejrzyjmy dlaczego: