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One-day training course delivered in London to an audience of HR practitioners, marketing professionals, recruiters and recruitment advertising agencies.
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Employer branding
by Fluid
June 2010
Contents
3-4 Introduction to Fluid5-6 Definitions7-8 Looking for the X factor in a job
brand9-10 Building competitive advantage11-12 Rules of attraction 13-15 Research costs16-17 Talent and the recruitment
marketing mix18-19 The employee platform20-21 The strategic platform22-23 Excellence framework24-25 Creating a successful
employee value proposition26-27 Employer brand
development and communication28-29 What is actively
managed?30-31 Working on digital
platforms32-33 Real-life example34-35 Bringing the employer
brand to life36-37 Limiting reputation
damage after job cuts38-44 Developing and
maintaining the employer brand45-46 The future of employer
branding and HR47-48 Exercise49-50 Case studies51-52 Conclusion and questions
Page 3
Introduction
Page 4
Introduction to Fluid• Fluid Consulting Limited (Fluid) is a specialist
human resources consultancy headed by Tim Holden MCIPD
• 10 years in banking• 10 years in Human Resources consultancy• Fluid trading since 2006• The core services provided by Fluid are:
- Retention- Selection- Attraction- Remuneration & Reward - Outplacement- Training & HR consultancy
Page 5
Definitions
Page 6
Definitions
Page 7
Looking for the X factor in a job brand
Page 8
Looking for the X factor in a job brand
• First job• Leaving first job• Joining current job• Staying in current job
Page 9
Building competitive advantage
Page 10
Building competitive advantage
• Concept• Design• Integration• Evaluation
Page 11
Rules of attraction
Page 12
Rules of attraction
• Get ready for a fight• Focus on your audience• Honesty is the best policy• Keep in interesting• Look beyond convention• Consider value as well as cost• Think ahead
Page 13
Research costs
Page 14
Research costs 1 of 2
• EXTERNAL FOCUS GROUPS• Recruitment costs• Incentives• Venue hire• Moderation fees• Analysis and reporting• Project management• INTERNAL FOCUS GROUPS
Page 15
Research costs 2 of 2
• OTHER SAMPLING METHODS• Telephone interviews• Online surveys• Street surveys• Omnibus research
Page 16
Talent and the recruitment marketing
mix
Page 17
Talent and the recruitment marketing mix
• Consider• Commit• Contribute• Commend
Page 18
The employee platform
Page 19
The employee platform
• WHAT AFFECTS EMPLOYEES• Recruitment and induction• Compensation and benefits• Career development• Employee research• Reward and recognition• Communication systems• Work environment
Page 20
The strategic platform
Page 21
The strategic platform
• HOW THE BRAND RELATES TO OVERALL STRATEGY
• The mission, vision and values• Corporate social responsibility• Leadership• Corporate reputation and culture• People management policies and practices• Performance management• Innovation
Page 22
Excellence framework
Page 23
Excellence framework
• Define your employer value proposition (EVP)• Consider the employee and strategic level
elements that impact on your employer brand• Analyse the impact of your corporate brand• Identify the market forces that need to be
monitored• Identify stakeholders’ , customers’ and
prospective employees’ perception of your employer brand
Page 24
Creating a successful employer value
proposition
Page 25
Creating a successful employer value proposition
• Image• Identity• Profile
Page 26
Employer brand development and communication
Page 27
Employer brand development and communication
• Discovery• Analysis, interpretation and creation• Implementation and communication• Measurement, maintenance and
optimisation
Page 28
What is actively managed?
Page 29
What is actively managed?
• Recruitment advertising• Employee communications• Learning and development• Leadership and management behaviours• Careers website• Performance management• Public relations• Physical working environment• IT, technology and communications• Compensation and benefits strategy
Page 30
Working on digital platforms
Page 31
Working on digital platforms
• Do your research• Don’t do something just because it is new or
because everyone else is doing it• Tap into the expertise of an expert• Don’t create something and leave it• Track and measure everything you do online• Integrate your employer branding in digital
platforms with your existing recruitment process
Page 32
Real-life example
Page 33
Real-life example
• KEY ATTRIBUTES• Competence• Courage• Human insight• Humour• Realism• Thoughtfulness
Page 34
Bringing the employer brand to life
Page 35
Bringing the employer brand to life
• Books, games and DVDs• Brand champions• Events and workshops• Role of HR• Internal communications• Internet
Page 36
Limiting reputation damage after job cuts
Page 37
Limiting reputation damage after job cuts
• Be sympathetic to employees• Offer leaving employees support to find a new
job• Communicate as clearly and factually as
possible• Make sure remaining employees know what is
expected of them• Ensure line managers offer praise and
incentives• Streamline your employer branding strategy
to concentrate only on crucial elements
Page 38
Developing and maintaining the employer brand
Page 39
Developing and maintaining the employer brand 1 of 6
• GOALS• Alignment to vision and value• Increase recruitment performance overall• Compete effectively for labour in local markets• Increase employee satisfaction• Compete effectively for labour in the national and
international markets• Improve productivity and service delivery• Reduce attrition• Reduce costs of HR
Page 40
Developing and maintaining the employer brand 2 of 6
• Sell the benefits• Join it up• Meet the ‘on-a-shoestring’ challenge• Engage your people• Communicate• Think to the future
Page 41
Developing and maintaining the employer brand 3 of 6
• Think it through• Get top-level buy-in• Get marketing involved• Get the brief right• Invite the right partner to pitch• Make your decision for the right reasons• Understand the process and the costs• How will you roll it out?• How will you measure success?
Page 42
Developing and maintaining the employer brand 4 of 6
• Make a start• Show a return on investment• Decide what you want to be famous for• Take your partners• Talk to your own people first• Launch it to the world• Keep your promises• Don’t forget to measure• Remember, a brand is for life
Page 43
Developing and maintaining the employer brand 5 of 6
• Believe in one brand• Set clear objectives• Get boardroom buy-in• Work with passionate experts• Remember this is science• Remember this is also art• Be flexible• Test it out• Let it live• Measure it
Page 44
Developing and maintaining the employer brand 6 of 6
• IN A HIGH UNEMPLOYMENT ENVIRONMENT• Communicate internally and externally• Research & implement technology• Standardised templates• Delegate a single point of contact• Engage with talent
Page 45
The future of employer branding and HR
Page 46
The future of employer branding and HR
• Brand management in the employer brand area• HR may split in two• Tomorrow’s CEO may spend as much time
working on their organisation’s reputation than with the investment community
• Suppliers to HR will have to relate successfully to new and higher levels of client management and be able to see their contribution in the context of the overall brand
Page 47
Exercise
Page 48
Exercise
Page 49
Case studies
Page 50
Case studies
Page 51
Conclusion & Questions
Page 52
Conclusion
• Summary• 30 things you need to know about
employer brands• Questions
