Professional Documents
Culture Documents
Employer Brand
at all times for a sustainable organization
www.kellyservices.com
Overview
In a competitive and borderless world, organizations need every weapon in their arsenal to attract
and retain their most important and valuable asset talent. Even in economically volatile times,
employees, especially those who possess the right technical and behavioral competencies,
continue to be a scarce resource and employers will need to poise themselves well to capture the
attention, interest and commitment of the best and brightest candidates.
In their quest for a great place to work, candidates are
increasingly looking beyond pay and benefits to other
factors including career prospects, what the organization
stands for and how the organization serves its clients, the
community and the world. Therefore, an organizations
understanding of its employees and what attracts people
to work for the organization should be as robust as its
understanding of its clients and customers.
Highlights
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Overview
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References
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BUILDING A STRONG EMPLOYER BRAND AT ALL TIMES FOR A SUSTAINABLE ORGANISATION
Strong affinity and identification with employer brands turn employees into brand ambassadors.
With employees as brand advocates, they create brand differentiation for your customers and
clients something difficult for your competitors to duplicate. This differentiation becomes your
competitive advantage, and employees add to the edge.
Employer branding can be used as a long-term talent attraction, management and retention
strategy. It is a viral-based perception management program that is intended to raise the
organizations image in the marketplace as a well-managed business, thereby attracting a steady
flow of top quality applicants over a period of time. Simply put, it provides potential employees
with a window into what it is like to work both in and for an organization.
While employer branding offers a unique opportunity to
differentiate from the competition, it also creates
meaningful and enduring reasons for employees to
remain loyal to their organization and employer.
Employer branding should be viewed as an ongoing
process that is at the heart of the employment
experience, providing touch points that begin with initial
employer brand awareness and continuing throughout the
tenure of employment.
Competitive advantage
Significantly enhanced talent pipeline
Increased employee engagement levels
Greater workforce diversity
Stronger corporate culture
Stronger PR tool kit
Increased support for the organization and brand
Increased shareholder value
Employer branding, like any worthwhile endeavor, will need top management commitment and
long-term investment to get it right. Investment in an employer brand does and will pay off.
With an increasing number of systems and processes becoming replicated, the competitive
advantage and sustainability of an organization rests in the collective capabilities and competencies
of the employees recruited and retained in the organization.
The ongoing strength of an organizations brand relies heavily on its ability to maintain
communication with employees and address concerns regarding their employers ability to
withstand the downturn and protect job security.
The ability to communicate your employer brand is vital
to attracting talented staff that also fit in with your
company culture.
But employer branding is not the same as advertising.
Employment branding is a long-term recruiting strategy. It
has a myriad of critical elements, only one of which deals
with marketing through award programs, editorial content
in target publications and presentations at conferences
and viral programs.
Whether they like it or not, businesses are now answerable to far greater expectations than bottom
line delivery.
An employer brand aims to attract and nurture employees who will ultimately delight the customer
by living the brand and exuding commitment and confidence. It should convey the image of the
ideal job at their dream organization.
Organization
Job
Leadership
Rewards
This includes compensation and benefits as well as
intangible features such as career prospects,
development opportunities, work-life balance and social
contact with co-workers.
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Employee engagement has been a hot topic for HR professionals and managers as they strive to
enhance organizational performance and productivity. Highly engaged employees can reflect the
organizations core values, which ultimately strengthen the overall organizational brand.
Employee engagement consists of two dimensions,
cognitive (intellectual) and emotional. Cognitive
engagement means that employees are sure about their
job requirements and expectations of their role, whereas
emotional engagement means that they receive timely
feedback and social interactions with their co-workers,
which make them feel connected to their organizational
members.
Organizations and employers can also enhance the outreach of their brand by catering to the
internet-savvy Generation Y and capturing the attention of these candidates.
Besides buying ads or placing job postings on popular
job websites, interacting with potential hires on social
networking sites like LinkedIn, MySpace, or Facebook
has become increasingly prevalent.
In addition, organizations are posting video clips with
branding messages on YouTube or making them
available as webcasts or podcasts. For example,
Microsoft has a group of employee bloggers who
provides a snapshot of people who work at the
organization as well as the professional challenges they
confront.
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Employer Branding:
An Integrated Approach
References
Win the war for talent with employment branding, NAS Recruitment Communications, 2008
ILO Labour Market Trends and Globalizations Impact on Them
The employee value proposition: How to be an employer of choice, Insead
Helping employers secure advantages in a shifting labor market, Kelly Intelligence Report
World Population Prospects: The 2006 Revision, Population Division, Department of Economic and Social Affairs, United Nations, June 2007
http://www.un.org/esa/population/publications/popnews/Newsltr_83.pdf
Demographic and Social Trends Issue Paper: Europes Changing Demography Constraints and Bottlenecks, June 1999
Living Happily Ever After: The Economic Implications of Aging Societies, Watson Wyatt Worldwide & World Economic Forum
Brand protection time to welcome your chief reputation officer, www.ethicalcorp.com
CIPD survey reveals the importance of employer branding in recruitment and retention strategies, Personnel Today, 06/17/2007
Best Practices in Media Management, Factiva, by Professor Paul Argenti, Dartmouths Tuck School of Business Research
Economist Intelligence Unit, 2005
Reputation & The War for Talent: Corporate Reputation Watch 2008, Hill & Knowlton
Global Study of Elite MBA students reveals winners and losers in the war for talent, Hill and Knowlton, 01/16/2008
The value of organizational reputation in the recruitment context: a brand-equity perspective, Journal of Applied Psychology, 07/31/2006
If They Like the Brand, Theyll Join You, www.management-issues.com, 2008
Society for Human Resource Management, 2008 HR Trends Report: The power of an employment brand, Trinet
2008 HR Trends Report: The Power of an Employment Brand, Trinet
Strong employment brands bring recruiting and retention success, HRFocus, 07/2008
www.drjohnsullivan.com, Dr. John Sullivan, Dont Be Fooled by Employment Branding: What It Is and What It Is Not
Employer branding: a new era of workforce attraction and retention, Galt Global Review, 07/14/2004
Employment branding: the only long-term recruiting strategy, 01/07/2008
Culture and Reputation Count More Than Money In War for Talent, www.management-issues.com, 2006
Creating a Winning Employer Reputation, Strategic HR Review, www.findarticles.com, May/June 2005
Measuring Employer Brand Effectiveness, Brett Minchington, http://www.pageuppeople.co.uk/Newsletter_Dec2006.htm
Workforce Management Magazine, September 2007
Brand-building basics, HRfocus, 07/2008, Ryan Estis, chief talent strategist for NAS Recruitment Communications
Talent Acquisition Special Report: Burnishing the Brand, Peter Weddle, HR Consultant, Soctt Erker, SVP, DDI, www.workforce.com
Making Your Mark with Employer Branding, Human Resources, Australias Leading HR Publication, June 2008
Employment Branding: Becoming An Employment Destination to Land Top Talent, www.tagonline.org, July 2008
Employer branding, show you really care to win staff, Brand Strategy, 07/02/2008
The power of stories for employment branding and referrals, Dr. John Sullivans website, www.drjohnsullivan.com
You have to make them love their jobs, Marshall Goldsmith, Business Week, 04/22/2008
Mid-Market Focus: Leveraging Brand to Compete, www.talentmgt.com
Corporate social responsibility: HRs leadership role, HR Magazine, 12/2004
Some secrets of inspirational leadership, Jonathan Farrington, Managing Partner, jfa Group, www.buzzle.com
Corporate Leadership Council, https://clc.executiveboard.com/Public/CLCintheNews.aspx
Global Employer Brand: A Challenge, http://www.globalhrnews.com/story.asp?sid=895
How Real Leaders Identify and Develop Talent, Fast Company, 01/2007
Using Branding to Attract Talent, The McKinsey Quarterly 2005 Number 3
Employer branding is important, Business Line, 05/12/2008
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