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The State of

Employer BrandingA global report on the hottest topic in talent acquisition


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Introduction & Big Picture Findings 03

Executive Summary 05

Global Results 10

Conclusion 21

Appendix I: Results by Country 23

Appendix II: Results by Industry 30

Appendix III: Results by Company Size 31

Contents


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Employer branding is the new black.Articles, white papers, and

conference panels are popping up everywhere while discussions

and debates take place daily in the hallways, conference rooms,and executive suites of companies around the world. Strong

competition for knowledge workers in particular and the

proliferation of social media have augmented the importance of

employer reputations in acquiring talent, particularly for the 80

percent of the labor market who are passive candidates1. Whether

or not a company is considered a great place to work can make all

the difference in attracting and retaining this top talent.

The hype isnt just fueled by large corporations or household name

brands: employer branding is a hot topic among companies with

100 employees or 100,000, from Canada to India and everywhere

in between, and regardless of industry. So whats really going on,

and what are companies doing about it? We took a closer look at

employer branding as part of our third annual Global Recruiting

Trends Survey. Our large and diverse sample of over 3,000 talent

acquisition leaders means our results are packed with powerful

data points and interesting insights for just about everyone.

Introduction


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Employer branding is seen as important everywhere; 83

percent of global recruiting leaders agree its a critical

driver of their ability to hire top talent.

Over half (51 percent) of companies have increased their

employer brand investment in 2012 and a further 40

percent 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 employer

branding vehicle, viral channels including word of mouth

and online professional networks play a significant role in

building a companys talent brand.

Despite the importance of employer brand, almost half do

not have a proactive strategy, and only one-third say they

regularly measure employer brand in a quantifiable way.

The Big Picture

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Executive SummaryTA leaders know employer branding is important and are investing more

but strategy, listening and metrics are often missing

1. AWARENESS 2. INVESTMENT &

ORGANIZATION

3. DELIVERY 4. STRATEGY &

MEASUREMENT

83% agree that an

employer brandsignificantly impacts their

ability to hire top talent,

and 69% consider it a top

priority for their

organization.

The #1 action that TA

leaders are afraid

competitors will do is invest

in employer brand, and

lack of employer brandawareness is considered

one of the top three

obstacles in recruiting.

Globally, upgrading

employer branding is

considered the second

most essential and long-

term trend in the industry.

A whopping 91% of

companies are investingmore or the same in 2012

compared to 2011,

primarily due to a greater

awareness about employer

brandings impact.

While the increase is a

step in the right direction, it

hasnt been enough to

date: only 39% of TA

leaders report that theyhave the resources needed

for success.

61% of TA leaders have a

primary or shared

employer brand

responsibility with

Marketing or Corporate

Communications, with co-

ownership (39%) the most

common structure.

78% of TA leaders view

their company website astheir most effective channel

for employer brand.

Of the remaining highly

effective channels, only

one traditional job boards

is fully controlled by the

company.

Instead, employer brand is

coming to life in channelsthat companies influence

without controlling: word of

mouth, social professional

networks and general

social media.

These channels have the

benefit of touching passive

candidates in ways that

company-controlled

channels usually do not.

Only 54% of respondents

have a proactive employerbrand strategy.

53% claim to have a good

understanding of how their

employer brand varies by

different talent populations.

Most companies are not

listening to the appropriate

stakeholder mix: only 37%

regularly survey new hiresand even fewer (32%)

regularly survey

candidates.

Measurement is the key

area of weakness. Only

38% measure their brand

relative to the competition,

and just 35% prioritize

their spend to shore up

key weaknesses.

TA leaders say employer

branding is key to hiring

success and an important

long-term trend.

Companies are starting to

invest more in employer

branding, with TA leaders

often directly responsible.

Effective employer brand

delivery occurs as much

through viral channels as via

company-controlled ones..

Many companies are not

adopting a strategic

approach and even fewer

are measuring for success.


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Methodology

All 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 recruitment

Surveyed 3,028 recruiting professionals globally with a LinkedIn profile

UNITED STATES 755 CANADA 299 BRAZIL 226 SPAIN 100 UK 334 ITALY 99 GERMANY 97 NETHERLANDS 226 NORDICS 113 INDIA 255 AUSTRALIA 280

6

Respondents by country:


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High awareness of employer brands impact


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Talent acquisition (TA) leaders are highly aware that employer branding is

critical to hiring success

83%Agree that employer brand

has significant impact on

ability to hire great talent

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1. Utilizing social and professional networks

2. Finding better ways to source passive candidates

3. Upgrading employer branding

< 1,000 Employees

> 1,000 Employees

9

Prioritization of employer brand

(by company size)

69%Agree that employer

brand is a top priority

for their organization

67%

70%

67%

78%

< 500 Employees

501-1,000 Employees

1,000-10,000 Employees

> 10,000 Employees

Top 3 long-term trends in recruiting

professionals (by company size)

Large organizations lead the way in prioritizing

employer brand, but smaller companies are catching on

1. Utilizing social and professional networks

2. Upgrading employer branding

3. Finding better ways to source passive candidates


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Employer branding is a top priority for companies worldwide

TA leaders who agree employer brand is a top priority (by country)

Significantly moreINDIAN

organizations prioritize employer brand

Significantly fewerGERMAN

organizations prioritize employer brand

10

77% 75% 75% 74% 73% 71% 70% 69% 68% 64% 61% 47%

GLOBAL AVERAGE

69%

INDIA

UNITED

KINGDOM

CANADA

BRAZIL

AUSTRALIA

FRANCE

ITALY

SPAIN

UNITED

STATES

NORDICS

NETHERLANDS

GERMANY


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1 Competition 1 Invest in their employer brand 1 Utilizing social and professionalnetworks

2 Compensation 2 Build and nurture strong talentpools or pipelines 2 Upgrading employer branding

3 Lack of awareness or interestin our employer brand 3 Learn to use social networking andsocial media more effectively 3 Finding better ways to sourcepassive candidates

4 Location 4 Improve their candidate experience 4 Boosting referral programs5 Recruiting team too small 5 Improve their referral program 5 Training recruiters and hiring

managers

6 Recruiting team doesn't have theright tools/systems 6 Further invest in their existingrecruiting tools 6 Recruiting globally

7 Lack of awareness that we'rehiring 7 Invest in new recruiting tools 7 Optimizing your career site

8 Inability to effectively use data toimprove our approach 8 Hire recruiters to strengthen theirteam 8 Measuring quality of hire moreconsistently

9 Quality of talent currently at ourcompany 9 Negotiate better pricing withvendors 9 Reducing spend on staffing firms

10 Company performance 10 Improve ways to track quality ofhire 10 Using CRM technology to managetalent leads

In fact, employer branding rises to the top, regardless of the question

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Top choices to attracting

the best talent

Biggest concern is that

competitors will Top long-lasting trends


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Investing more, with Talent Acquisition often leading


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Employer brand investment is rising in 2012, primarily due to a greater

awareness of its impact

91%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

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%

Why spend more on employer brand?

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TA leaders are organizing for success by partnering with Marketing and

Communications

39% 22%TA shares ownership TA has primary

ownership

15%TA has no

ownership

14%TA is a

contributor

10%Company doesnt

think about EB

Most common departments that own employer

brand outside of Talent Acquisition

1. Marketing

2. Corporate Communications

Who owns employer brand?

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Viral channels thought to be highly effective

for employer brand delivery


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While websites are seen as most effective, viral channels play important

role in promoting employer brand

Five channels seen as most effective to promote employer brand

78% 56% 46%

38% 34%

Company website Word of mouth Social professional

networks

Social media Traditional job boards16


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Almost half already find social professional networks highly effective for

employer branding

58% 57% 53% 48% 47% 47% 45% 44% 43% 40% 37% 35%

Organizations that find social professional networks highly effective for promoting employer brand (by country)

FRANCE

CANADA

INDIA

NETHERLANDS

UNITED

STATES

UNITED

KINGDOM

AUSTRALIA

ITALY*

SPAIN

BRAZIL

NORDICS

GERMANY*

More organizations in FRANCE and

CANADA consider social professional

networks to be highly effective

Fewer organizations in GERMANY and the

NORDICS consider social professional

networks to be highly effective

17 * Low base size (< 80 respondents)

GLOBAL AVERAGE

46%


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Disconnect between awareness and action


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Despite recognizing its power, many companies dont take a strategic approach

to employer brand

Recognize employer brand impact

Have a proactive employer brand strategy

Understand employer brand strength across different populations

Feel they have the resources to succeed

Measure employer brand strength relative to competitors for talent

Regularly survey new hires to understand employer brand perceptions

Prioritize spend on audiences where employer brand relatively weak

Regularly survey candidates to understand perceptions

54%

53%

39%

38%

37%

35%

32%

83%

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We know that talent acquisition leaders around the world understand the importance of

employer branding. They're increasing investmenteven at a time when doing more with

less 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 don't consistently

and quantifiably measure the health of their employer brands, and almost half say they

lack a proactive strategy. Management can't succeed without measurement and focus.

In the end, the key opportunity isn't simply to improve awareness of your company as a

great place to work, it's to upgrade your strategy: by listening to key audiences and

observing how they interact with your employer brand; by assessing how you fare versus

your competitors for talent; and by investing differentially in engaging candidate

populations where you have the most to gain.

This is particularly true in an era in which social platforms have changed the game for

where and how identities both corporate and personal form and evolve. There was a

time when your employer brand consisted of the messaging that your company delivered

out into the marketplace and periodically refreshed. Today your messaging is being

consumed, supplemented and amplified or questioned aloud in real time based on

talents actual experience with your brand across multiple touch points, including socialplatforms where prospective talent engages with you on a daily basis. And what often

rises to the top now, louder and clearer than your own messaging, is yourtalent brandyour employer brand as seen through the social lens, incorporating what prospective

talent 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 billions

of interactions on social platforms like LinkedIn, its easier than previously to assess how

youre really doing . And the companies that effectively assess their talent brands will be

able to prioritize spend, shore up areas of weakness, build out competitive advantage,

and ultimately engage target talent to greatest effect.

Conclusion

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Today your messaging is being consumed,

supplemented and amplified or

questioned aloudin real time based on

talents actual experience with your brand

across multiple touch points.


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Appendix


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Appendix I: Findings by Country

AMERICAS EMEA ASIA PACIFIC

45% ofBrazilian TA leaders

measure their brands (vs.

33% globally,), which is likelywhy they claim to understand

employer brand strength

across populations more often

(67% vs. 53% globally).

Canada ranks second in citing

effectiveness of professional

social networks for employer

branding (57% vs. 46%overall), otherwise they are in

the middle of the pack in

investment and organization.

US TA leaders report above

average employer brand

investment, yet they are

significantly below average on

measurement (21% survey

candidates vs. 32% overall;31% survey new hires vs.

37% overall).

France leads the way in gauging stakeholders:surveying new hires (46%) and candidates (45%)

are well above the global averages (37% and32%, respectively).

UK Employer brand prioritization is well aboveaverage, as is investment, yet UK TA leaders areaverage or worse in measuring for success.

Germany has the fewest percentage of TA leaderswho consider employer branding a top priority(47% vs. 69% globally); TA leads most often (66%co-own or own employer brand vs. 61% globally).

Spanish TA leaders set a high bar for othercountries in calling the employer brand shots, with72% of TA leaders owning or co-owning employerbrand, far above the 61% global average.

In Italy, acknowledgment of employer brandsignificance is on par with other countries, yet itsinvestment and measurement tend to be wellbehind most other countries.

Netherlands TA leaders are well below average interms of investing in employer brand and TAowning it, yet they are more likely to measureemployer brand and use viral channels such asonline professional networks effectively.

TA leaders in the Nordics lag on most dimensions,except in measuring the health of employer brand(42% vs. 33% globally).

India is the sole country that

ranks consistently well above

average on employer brandprioritization, strategic action,

and measurement.

Australia is investing inemployer branding more

aggressively than any other

region (61% citing spend

increase versus 51% globally),

yet on all measurementmetrics, Australia is either

average or below average

compared to other countries.

Employer branding winner

across the board: INDIA

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Australia and the emerging markets lead the way in doubling down on

employer brand

61% 58% 57% 57% 56% 53% 53% 48% 45% 45% 43% 38%

Organizations spending more on employer brand in 2012 vs. 2011 (by country)

AUSTRALIA

INDIA

BRAZIL

UNITED

KINGDOM

UNITED

STATES

FRANCE

CANADA

GERMANY*

NORDICS

SPAIN*

NETHERLANDS

ITALY*

Organizations in AUSTRALIA and

INDIA increasing spend more

often than the global average

Organizations in ITALY and the

NETHERLANDS increasing spend

less often than the global average

25 * Low base size (< 80 respondents)

GLOBAL AVERAGE

51%


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72% 70% 66% 65% 61% 59% 58% 57% 56% 56% 56% 51%

SPAIN

INDIA

GERMANY

BRAZIL

AUSTRALIA

CANADA

FRANCE

ITALY

NORDICS

UNITED

STATES

UNITED

KINGDOM

NETHERLANDS

TA leaders most empowered to

drive employer brand in SPAIN

and INDIA

TA leaders significantly less likely to

own or co-own employer brand in the

UK and the NETHERLANDS

There is significant geographic variation in Talent Acquisitions role in

employer branding

Organizations where TA has total or shared control of employer brand (by country)

GLOBAL AVERAGE

61%


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67% 62% 57% 54% 54% 52% 52% 51% 50% 46% 44% 41%

BRAZIL

INDIA

NETHERLANDS

FRANCE

CANADA

NORDICS

UNITED

KINGDOM

SPAIN

AUSTRALIA

UNITED

STATES

GERMANY

ITALY

INDIA and BRAZIL significantly more likely to

understand their employer brand strength

across different talent populations

Emerging markets lead the pack with the most understanding of employer

brand strength by population

Percentage understanding employer brand strength across different talent populations (by country)

GLOBAL AVERAGE

53%


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50% 45% 42% 35% 33% 32% 32% 30% 29% 23% 22% 20%

INDIA

BRAZIL

NORDICS

CANADA

AUSTRALIA

NETHERLANDS

UNITED

KINGDOM

FRANCE

UNITED

STATES

SPAIN

ITALY

GERMANY

INDIA and BRAZIL more likely to

consistently measure employer brand

There is wide geographic variation in measuring the health of employer brands

Quantifiable measurement of employer brand (by country)

GERMANY, ITALY, and SPAIN less likely

to consistently measure employer brand

GLOBAL AVERAGE

33%


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Most dont survey new hires to understand employer brand perceptions;

wide geographic differences

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52% 46% 45% 39% 36% 35% 34% 34% 33% 31% 30% 23%

INDIA

FRANCE

GERMANY

BRAZIL

AUSTRALIA

SPAIN

NETHERLANDS

CANADA

UNITED

KINGDOM

UNITED

STATES

NORDICS

ITALY

More organizations survey new

hires in INDIA and FRANCE

Fewer organizations survey new hires

in the NORDICS and ITALY

Organizations that regularly survey new hires to understand brand position (by country)

GLOBAL AVERAGE

37%


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Even fewer organizations survey candidates; again, wide geographic variance

30

More organizations survey new

hires in FRANCE and INDIA

Fewer organizations survey candidates in

AUSTRALIA and the UNITED STATES

Organizations that regularly survey candidates to understand brand position (by country)

45% 45% 39% 36% 34% 32% 31% 28% 26% 25% 25% 21%

FRANCE

INDIA

GERMANY

SPAIN

BRAZIL

NORDICS

ITALY

NETHERLANDS

UNITED

KINGDOM

CANADA

AUSTRALIA

UNITED

STATES

GLOBAL AVERAGE

32%


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Appendix II: Findings by Industry

CONSUMER

GOODS

Consumer Goods TA

leaders are ahead of the

curve, with 72% having

primary or shared

ownership of employer

brand compared to 61%

overall. They are also more

likely to feel they have the

resources needed for

success (48% vs. 39%

overall).

Finance appears to beone of the more strategic

industries as more

respondents (61% vs. 53%

overall) report a goodunderstanding of their

employer brand across

talent populations, likely due

to better measurement: 46%

of Finance TA leaders

quantifiably measure their

employer brands versus

33% overall.

Marketing/PR/Consulting

are much more likely to

have a proactive employer

brand strategy (64% vs.

54% overall), and more

likely to leverage online

professional channels such

as LinkedIn (64% of this

group cite effectiveness, vs.

46% overall).

Manufacturing TA leadersare just as aware of employer

brandings importance as

other industries, yet they are

much less likely to make it atop organization priority (59%

vs. 69% overall).

High-tech TA leaders(59% vs. 46% overall) arealso more likely to use

newer communication

channels such as online

professional networks and

social media, and they are

above average when it

comes to regularly

surveying new hires (41%

vs. 37% overall).

Non-profit TA leaders cite

the effectiveness of social

media more than other

industries (47% vs. 38%

overall), but they are not yetcapitalizing on other low-

cost passive candidate

channels such as online

professional networks (34%

vs. 46% overall).

More than all other

industries, Medical and

Healthcare TA leaders have

increased investment in

employer brand due tohigher awareness of its

impact. Yet, the industry is

below average in surveying

new hires (29% vs. 37%

overall) and surveying

candidates (24% vs. 32%

overall).

Education TA leaders

consider investing in employerbranding to be the #1

competitive threat, more than

any other industry. At the sametime, they tend to over-rely on

company websites (84%) to

communicate their brands,resulting in missed

opportunities to engage with

passive talent. Education TA

leaders in particular have not

yet fully realized the potential of

professional and social

networks.

MARKETING/PR/

CONSULTINGHIGH TECH MANUFACTURING

FINANCEMEDICAL/

HEALTHCARENON-PROFIT

EDUCATION

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Appendix III: Findings by Company Size

Employer brand is more

top of mind as

organizations grow in size;

78% of TA leaders at large

companies consider

employer branding a top

priority (vs. 67% for the

smallest companies and

69% overall).

TA leaders at smaller

companies recognize

employer brands long-term

importance; they rank it

one of the most essential

and long-term trends in the

industry, even higher than

TA leaders at larger

companies.

TA leaders are larger

companies are more

involved in employer

brand, with 67% owning or

co-owning it compared to

51% for the smallest

companies and 61%

overall.

Those from smallercompanies report investing

more in 2012 due to the an

increase in hiring, while

those from larger

companies are investing

more due to a greater

awareness of employer

brandings impact.

54% of larger companies

consider channels such as

LinkedIn effective (vs. 47%

smaller) and 47% cite

social media as effective

(vs. 38% smaller).

Smaller companies still

tend to rely more heavily

on word-of-mouth (62%small vs. 49% large), likely

due to more limited

resources.

Larger companies are

much likelier to have an

employer branding

strategy (68% vs. 54%

overall and 49% for small

companies.)

Larger companies (51%)

regularly measure

employer brand relative tocompetitors, significantly

more than smaller

companies do (34%).

Larger companies (45%)

prioritize employer brand

spend on audiences where

their brand is weaker,

significantly more thansmaller companies do

(29%).

Large companies are ahead, but

SMALLER ORGANIZATIONS

are not far behind

1. AWARENESS 2. INVESTMENT &

ORGANIZATION

3. DELIVERY 4. STRATEGY &

MEASUREMENT

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The third annual LinkedIn Global Recruiting Trends Survey

was conducted online between May 2012 and July 2012.

Recruiting professionals with a LinkedIn profile who opted in

to participate in research studies were sent an emailinvitation to participate. In order to qualify, respondents had

to focus solely or primarily on recruitment in a corporate

HR/recruiting setting, and have at least some budget

authority. Respondents represented an even mix of small,

mid-size and large companies. 3,028 corporate respondents

qualified and successfully completed the questionnaire.

Global statistics are reported as un-weighted averages of

corporate recruiter responses from the following countries:

Australia, Brazil, Canada, France, Germany, India, Italy,

Netherlands, Nordics (Norway, Sweden, Denmark, Finland),

Spain, UK, & US.

For more information about this survey, please email:

[email protected]

1. 2011 research on job-seeking behavior. For moredetails see lnkd.in/jobseeker-research

Founded in 2003, LinkedIn connects the worlds

professionals to make them more productive and successful.

With more than 175 million members worldwide, including

executives from every Fortune 500 company, LinkedIn is theworlds largest professional network on the Internet. LinkedIn

offers a full range of solutions to help organizations of all

sizes find, engage and attract the best talent. 85 percent of

the Fortune 100 use LinkedIn Talent Solutions.

For employer branding best practices from industry leaders,

go to: talent.linkedin.com/employer-brand

For a new way to measure your talent brand, see

talent.linkedin.com/talentbrandindex

To stay up to date on the latest research and insights from

LinkedIn, follow @hireonlinkedin on Twitter and subscribeto our blog: talent.linkedin.com/blog

About This Survey About LinkedIn

Additional Resources

33

Copyright 2012 LinkedIn Corporation. LinkedIn, the LinkedIn logo, and InMail

are registered trademarks of LinkedIn Corporation in the United States and/or

other countries. All other brands and names are the property of their respective

owners. All rights reserved.

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