PM Guide to Recruitment Marketing

PEOPLE MANAGEMENT GUIDETHE CHALLENGESEMPLOYER BRANDING

TO RECRUITMENT MARKETING

FACING TODAY'S MARKETPLACE

ATTRACT AND RETAIN THE MOST TALENTED INDIVIDUALS

JULY

20

11

www.peoplemanagement.co.uk

JARGON BUSTER!WE OUTLINE THE LATEST

CONCEPTSYOU NEED TO UNDERSTAND

INTERNATIONALRECRUITMENT MARKETING

PR0MOTEYOUR BRAND GLOBALLY

SOCIAL MEDIAALIGN YOUR STRATEGY &

EXAMINEWHERE OTHERS ARE GOING

GRM cover FINAL•CT.indd 1GRM cover FINAL•CT.indd 1 28/6/11 11:43:0128/6/11 11:43:01

Genius seesmany solutionswhere talentsees justone.

Recruitment Strategies RecruitmentAdvertising Employer Branding Employee Comms TheWork of Genius

We’re proud to be part of a diverse, creative industry that recognises talent, and we send our warmest congratulations to the winnersof the CIPD Awards.

In employment and recruitment, one size never fits all. It’s about bringing many perspectives to the table and making somethingharmonious. At Genius we take an unbiased approach to every need, finding the solution that not only stays true to your values andcharacter, but delivers results. We’ll help you recruit and retain the very best people with a bespoke digital presence and credible,engaging employee communications. From a whole recruitment strategy to a simple job ad, we’ll listen to you and find a way to makeit all work perfectly – now that’s Genius.

Visit geniusconsultancy.co.uk to find out more or call Peter Gibbons, John Langford or Janice Rae on 0117 956 5473.

geniusconsultancy.co.uk

GRM.07.11.IFC.indd 1GRM.07.11.IFC.indd 1 29/6/11 10:17:1729/6/11 10:17:17

JULY 2011PEOPLEMANAGEMENT.CO.UK ⁄ 3

MARKET OVERVIEW

4 Anna Scott takes a look at the buzz words in recruitment marketing, from creativity, consolidation, value and fi t, to retainers, project-based work and specialisation

EMPLOYER BRANDING

11 The fi rst signs of market activity after a recession-led enforced break means now is the perfect time to revisit your employer brand, writes Carly Chynoweth

JARGON BUSTER

16 If recruitment-speak leaves you feeling like you’re listening to a foreign language, then it’s time to brush up with PM’s guide to terminology

INTERNATIONAL

19 If you want to conquer the world, go local, writes Nic Paton.There’s no substitute for subtlety and regional knowledge when it comes to international recruitment marketing

SOCIAL MEDIA

22 Networking tools may be the new kid on the block, but they use the oldest, most powerful advertising channel in the world – word of mouth. Tim Smedley reports

AWARDS

26 And the winner is… Anna Scott takes a closer look at what made the fi nalists in this year’s CIPD Recruitment Marketing Awards stand out from the crowd

LISTINGS

46 The results of People Management’s annual survey of the UK’s top specialist recruitment marketing agencies

PM GUIDE TO RECRUITMENT MARKETINGEditor Anna ScottChief sub-editor Vanessa BalloquiArt editor Robin FarleySenior picture editor Claire EchavarryPublishing director Joanna MarshRecruitment sales manager John SeamanSenior recruitment sales executive Gill RockDeputy production manager Kieran Tobin

WELCOME

BY ANNA SCOTT, EDITOR

At a roundtable to discuss the current state of recruitment marketing, a number of professionals in the trade said that the public sector was a “bleak” place to be at the moment. The commercial sector, on the other hand, is seeing something of a recovery in recruitment terms. The fi nancial crisis and resulting recession have not had a uniform eff ect on all industry sectors in the past four years. Those immediately aff ected are starting to recover now, while public-sector cuts have taken longer to bite. As one recruitment marketer commented: “It’s been a tale of two recessions.”

Agencies operating in the recruitment marketing sector have had to fi nd innovative approaches to winning and retaining clients in all sectors, providing them with progressive, successful and measurable solutions. This has meant embracing social media, as has been the case for a number of years now, as well as reinvigorating more traditional forms of recruitment marketing, to satisfy a range of increasingly savvy jobhunters. Consequently, the range of campaigns and channels through which recruitment advertisements are disseminated is varied and exciting. This can be seen in the impressive entries for this year’s CIPD Recruitment Marketing Awards. Coverage of the winners and runners-up starts on page 26.

We hope you enjoy this year’s supplement.

PHOTOGRAPH: WORK COMMUNICATIONS’ AWARD-WINNING ENTRY, SEE PAGE 35

CONTENTS

P M G U I D E T O R E C R U I T M E N T M A R K E T I N G

GRM Contents FINAL.indd 3GRM Contents FINAL.indd 3 1/7/11 11:16:111/7/11 11:16:11

JULY 2011PEOPLEMANAGEMENT.CO.UK4 ⁄

REVIVAL OF THE

FITTESTThe market is on the move again but the advice for

HR professionals stays the same – you’ll get the most value if you form a relationship with an

agency that knows exactly what you need

Words: Anna Scott

There has never been more choice available for HR professionals looking to hire recruitment market-ing agencies. Whether they want to breathe life into their employer brand (see this year’s Grand Prix winner), develop a social media strategy or fi ll high-profi le vacancies, the range of organisations and the vast array of services they off er mean HR professionals can choose a recruitment marketing solution that’s just right for their organisation.

“[Agencies] are all completely diff erent businesses with very talented people, which means we can fulfi l certain functions,” says Toby Windsor, managing partner at SMRS.

“There is a massive choice and clients can pick every requirement they need across the resourcing and retention area,” he adds.

However, it’s imperative that HR professionals do their research and know what they want before they begin to look for it. “Problems come when clients don’t really know what they are looking for,” says Cathy Hyde, head of client service at Bernard Hodes. “Quite often clients are after a strategy, not a product, and then it’s about the expertise of our peo-ple – that is what they should pay for.”

M A R K E T O V E R V I E W

GRM overvu FINAL.indd 4GRM overvu FINAL.indd 4 1/7/11 11:50:291/7/11 11:50:29


EE

To be able to identify what sort of recruitment market-ing would suit their requirements, clients need to under-stand how this sector operates and how best they can form a relationship with an agency. The recruitment marketing sector has been characterised by a great deal of consolida-tion among the large players and the launch of smaller, specialist outfi ts, not to mention the vastly changing recruitment landscape, in which clients’ strategies vary greatly. Furthermore, as technology progresses, the crea-tive solutions available continue to grow.

The pitching process

The range of products and services that an agency can provide means the tender process can become compli-cated. When pitches go out to tender through procure-ment departments, which may be looking at agencies only in terms of cost, it can be diffi cult to compare what’s on off er. “Every agency puts a diff erent model in front of the client, and it can become confusing,” says Hyde. Windsor adds that agencies all have diff erent pricing models. “But whatever we do, as a sector we have to sell value,” he adds.

This is a fundamental point for most in the sector. “Value is the key word here,” says Tom Chesterton, a client part-ner at Work Group. “The client must be able to see the value that is being added by the services we provide.” Chesterton believes organisations are becoming more edu-cated about the breadth of channels they can use to get their message out to the people they want to communicate with. “Clients know it’s a much more complex relationship [with an agency] and they are starting to understand what that value is.”

Agencies too, whether pitching to procurement or HR, must understand the business challenges clients face, and ensure that the pitch they make and the services they off er are most appropriate for that client’s needs. “For most of us [in this sector] the issues are achieving profi table growth, delivering services that really do add value and fi nding fully committed clients who don’t just pay lip serv-ice to wanting services that will take them forward strate-gically,” says Guy Hornsby, commercial director at Euro RSCG Riley.

What’s on off er

For many years, agencies have off ered services ranging from creative print and digital artwork to employer brand-ing or solutions to website design and management, but the nature of the contract with clients varies.

Agencies are gently persuading clients to move away from a commission-based model, where agencies make their money from a chunk of the commission from placing an ad. “We have some clients who do media commissions, and we’re putting them on a retainer model,” says Sinead

Bunting, director at Media Comm. Such models allow cli-ents to pay hourly for consultancy-style work from agen-cies in areas such as social media and employer branding. However, whether such a framework agreement means an organisation must always go to that agency for any recruit-ment marketing depends on the individual arrangement.

“Clients are moving away from great big accounts with agencies and no longer award the whole lot from media buying all the way through to everything else related to recruitment communications,” says David Jenkins, manag-ing director of Wave. “There is an opportunity to work with organisations on a project-by-project basis.”

For smaller agencies, project-led work is their liveli-hood. Tsz Wu co-founded agency Pink Squid in 2010. “The bigger agencies don’t [always] see the worth in a £20,000 project,” he says. “They want to make sure that they secure a four-year contract for £4 million. We are more agile and we’ll say yes to a smaller contact without any retainer or side contract.”

At the other end of the spectrum, some clients look for a contingency-based model in which they pay according to the number of people the agency attracts to the business. Robert Peasnell, client development director at TMP Worldwide UK, says: “If clients are running applicant tracking systems (ATS) and they know the kinds of num-bers they need to get into their system, we are looking at being commissioned, and they pay on a contingent, per-head basis.” This approach allows the agency to choose what methods it will deploy to attract applicants, taking the decision out of the client’s hands.

A similarly large scale approach is often adopted with recruitment process outsourcing (RPO), whereby a client outsources its entire recruitment process to an external provider. The implications vary. Some RPOs have their own recruitment marketing agencies attached, making life quite diffi cult for more traditional recruitment marketing agencies. Other agencies will work with RPOs to provide creative recruitment advertising. But this isn’t always easy. “RPO is typically working to a cost per hire,” says Euro RSCG Riley’s Hornsby. “And then they are working with organisations like us to source the right candidates. It can be incredibly diffi cult because the right solution does not necessarily fi t with their cost model. And that can lead to a lot of frustration.”

These business models have been partly driven by the evolution of the recruitment marketing sector. Many of the historically large agencies have merged or been the subject of takeovers, leading to consolidation in some areas of the market.

While smaller agencies might be agile, and consequently be able to diversify into diff erent sectors, the larger agen-cies get the volume business when the deals are there, says Keith Pilling, commercial and operations director at Penna. “But bigger agencies carry a load of back-offi ce costs,” he adds.



For both large and small agencies, the decision by clients to outsource all aspects of recruitment, often using an RPO approach, has had an impact. “We are questioning where a recruitment communications agency fi ts into this picture,” says David Spector, head of digital and product strategy, aia. “From our perspective, it is as a consultancy. We want to be seen as people that give the strategic advice that is necessary to be successful.”

As many organisations move towards direct sourcing, or try to cut recruitment costs, using recruitment marketing agencies in the same way as they would any other consul-tancy has become a reality. “There is a new generation of people on the client side who are used to being charged for our time and our intellectual property,” says Mark Beavan, head of digital at ThirtyThree.

Media Comm’s Bunting feels the industry has evolved enough for clients to understand this approach. “Our indus-try suff ered from years of not having transparent business models,” she says. “I think the key thing is having that trans-parency to say ‘this is how we make money and this is how we do what we do’. Maybe there was a trust issue.”

A consultancy approach can demonstrate to clients that the agency is providing “professional services” and this can aff ect the nature of relationships between clients and agencies.

Managing relationships

John Langford, director of a new agency, Genius, suggests that because the market has moved from a process-heavy approach to recruitment transactions towards more strat-egy and project delivery, there are now examples of “good old-fashioned relationship management” with clients. However, Langford has also noted a lack of continuity in some agency-client relationships over the past decade. “Weekly schedules and day-to-day contact with a client have been replaced by ad hoc projects, where you have lit-tle contact for six months,” he says. “And, now, clients don’t think twice about pulling diff erent agencies in for diff erent projects.” Spector adds: “There are not enough lunches; you cannot substitute that type of relationship.”

But that has its own dangers, warns Beavan. Some cli-ents may approach an agency for a variety of projects just because the relationship is good. His advice? Remember that, if a particular project does not play to your strengths, recommending another agency can also be the mark of a good client-agency relationship. “It’s the ability to say to people ‘we can’t do this, but we’ll introduce you to some-one who can’,” Beavan adds. This, says Wave’s Jenkins, is a “brave call” for an agency to make. “We’re all used to say-ing: ‘Yes, we can do that’.”

THERE IS A MASSIVE CHOICE AND CLIENTS CAN PICK EVERY REQUIREMENT THEY NEED ACROSS THE

RESOURCING AND RETENTION AREA

EE

EE



Accept no substitute

If you’re looking to spark interest in your employee referral scheme, by all means use a lookalike competition complete with life-sized standees and a winning trip to the Ivy. But if you’re after an agency to come up with stuff like that for you, better ask us. We can do the whole lot, from recruitment marketing through to employee comms and all those twiddly bits in the middle. We even put a movie in our last ad. Whatever your issue we’ll sort it, like the genuine people communication and consultancy experts we are. Talk to Cassie Sissons on +44 (0) 20 7551 4850 or email her on [email protected]

www.hodes.co.uk

It’s

not

rea

lly h

im, ho

nest

.

GRM.07.11.007.indd 1GRM.07.11.007.indd 1 1/7/11 11:20:051/7/11 11:20:05

AGEMENT

Virtual managersCisco’s people agenda

p30

HRD 2011Exhibition preview

p49/ / /

NGW

YAIN

Cover FINAL.indd 1

Winners revealResults of the CIPD Peop

Management Awar

Manchester round-Key insights from t

annual conferen

THE MAGAZINE OF THE CHARTERED INSTOF PERSONNEL AND DEVELOP

25 NOVEMBE

HR news, comment & jobs daily on peoplemanagement.co.uk

Lloyds Banking Group invests in staff and customer relationships

Growing a trust fund

PM Cover FINAL 1 16/11/10 14:23:36

The magazine of the Chartered Institute of Personnel and Development

PEOPLE MANAGEMENT JULY 2011

Cover PM July FINAL.indd 1

21/6/11 13:14:59

he magazine of the Chartered Institute of Personnel and Development

OPLE MANAGEMENT 1

d HRdoxy Virtual managersCisco’s people agenda

p30HRD 2011Exhibition preview

p49

/ / /

EETENINGDEAL: HOW

IBERYS BRITAIN

Cover FINAL.indd 1

22/3/11 15:39:47

d IIIInnnnnnnnnsns The magazine of the Chartered Institute of Personnel and Development

PEOPLE MANAGEMENT MAY 2011

Pension reformAuto-enrolment

p42

Public-sector payWill Hutton’s remıt

p28

Work in 2020The future of jobs

p32/ / /

PM Cover May new.indd 1

18/4/11 15:33:5818/4/11 15:33:58

PEOPEOPEOPLEPLE MANA

THE MAGAZINE OF THE CHARTERED INSTITUTE OF PERSONNEL AND DEVELOPMENT

9 DECEMBER 2010

HR news, comment & jobs daily on peoplemanagement.co.uk

Employee relationsInterview with BT’s Alex Wilson

In this issue Th e PM Guide to Reward and Benefi ts

Th e jobs squeeze

How fast can the private sector fi ll the employment gap?

PM cover FINAL.indd 1 30/11/10 11:36:17

The magazine of the Chartered Institute


Redeployment The Sunderland wayp36

Gay leadersComing out at work p42

HRes

/ /Cover PM July FINAL.indd 1Cover PM July FINAL.indd 1

21/6/11 13:14:59

te of Personnel and Development

sector payutton’s remıt

p28

Work in 2020The future of jobs

p32/ /

PM Cover May new.indd 1

18/4/11 15:33:58

Th

PEJULY 20

p28

p32////// /sector payutton’s remıtsectorpsec p

p28

The futur jp32

18/4/11 1518/4/11 15:33:33118/8//4/4/4//4/4/4//1/111 1155:3:333333:583:583333:5:5585888

e magazine of the Chartered Institute of Personnel and Development

OPLE MANAGEMENT

nagenda akes the leadp24

Global security A strategy for G4S38

HR softwareIntothecloud/ / /

FOLK’S HRDHE NEED TO

NSFORMUBLIC SECTOR

Anne Gibson President of the PPMA & head of HR at Norfolk County Council

Cover final.indd 1

24/5/11 12:04:05

GW

nnel and vvvvvv Deeevevvveeee

THE MAGAZINE OOF PER

emanageemmmmmm

ThTheeeeeeeeeeeeeThThThTh

queeze

The magazine of the Chartered Institute of Personnel and Development

PEOPLE MANAGEMENT JUNE 2011

Green agenda Business takes the leadp24

Global security A strategy for G4Sp38

HR softwareInto the cloudp49

/ / /

NORFOLK’S HRDON THE NEED TO TRANSFORM THE PUBLIC SECTOR Anne Gibson President of the PPMA & head of HR at Norfolk County Council

Cover final.indd 1Cover final.indd 1

24/5/11 12:04:05

Winners revealResults of the CIPD Peop

Management Awar

Manchester round-Key insights from t

annual conferen

THE MAGAZINE OF THE CHARTERED INSTOF PERSONNEL AND DEVELOP

5 OV25 NOVEMBE

HRRR R nnnnews, comm

Lloyds Banking Groupinvests in staff andffcustomer relationships

GGrowing a trust fund

lopmeeeenenennnnnnntntt

meennRedeployment The Sunderland way

deploymenteploymp36

p42

/ / Gay leadersComing out at work ay leadersy leaders

p42

HRes

The magazine of the Chartered Institute of Personnel

PEOPLE MANAGEMENT APRIL 2011

Insight ledH

SWEETENINGTHE DEAL: HOWBRIBERYHURTS BRITAIN

Cover FINAL.indd 1

22/3/11 15:39:47

EMENT GE

f PPPPPPPPPPeeeeeersonnel and Development

Anne Gibson President of the PPMA & heA & head fad ofad of f HR t NHR at NHR at NorHR at Norat NorNorrff lkfolkfolkfolkfolkolk CCCCount CCounty CoCounty CoCounty County Coy Cou iluncilunciluncill

The magazine of the Chartered Institute of Personnel and Developmen


REWARDREGULATION &

RISKIN THE CITY

Cover PM July FINAL.indd 1

21/6/11 13:14:59

SUBSCRIBEto the number one HR and training magazine andget a 10% discount off the usual price of £105 per year.

Subscribe by calling 020 8950 9117 or online at www.peoplemanagement.co.uk/subscribe. Quote or enter code 201107PM to qualify for a 10% discount and ensure you do not keep missing out on the number one HR and training magazine.

• News analysis

• Comment and opinion

• In depth features and interviews

• Full access to the entire People Management website.

DisplaySubsFiller11.FPindd 1 21/6/11 16:59:04

GRM.07.11.008.indd 1GRM.07.11.008.indd 1 1/7/11 11:21:161/7/11 11:21:16


Creativity

One skill expected of most recruitment marketing agen-cies is creativity. It is the “added value” of recruitment marketing, says Pink Squid’s Wu. “But nobody respects it at the moment because it’s invisible,” he adds.

Anne Riley, recruitment communications consultant and judge of this year’s awards, suggests that creativity is at the heart of the changes the recruitment marketing sec-tor has undergone in the past few years. “Agencies have to bring in new digital skills and retrain their existing crea-tives,” she says. “They have had to adapt to new technolo-gies rapidly, and have to be able to keep bang up to date.”

With many recruitment drives being about hitting the target number of CVs, some people believe creativity is over-rated. But Bunting disagrees. With employer brand, for example, being such an important part of recruitment and retention, he sees creativity as essential to getting the right candidates, because potential candidates need to think: ‘Is this the place I want to work? Do I fi t here cultur-ally?’ “There is defi nitely room for creativity,” he adds.

The defi nition of creativity is important here, says Spec-tor: “It doesn’t have to be shiny and fancy to be creative.

Programmers are always creative. It is about fi nding the most elegant solution for a business requirement,” he adds. Beavan agrees: “The ability to bring an organisation to life online is, often, where this creative aspect is being realised.”

Riley agrees. “There are great opportunities for copywrit-ing – social media campaigns allow for real ingenuity and original thinking.” In this year’s awards there was evidence of creatives meeting these new challenges, she says, but “a change in mindset” is still needed.

Many of these issues come back to defi ning what the sector does. “We are all very separate businesses doing dif-ferent things,” says Jenkins. “On one hand, creativity is a key part of the industry. On the other, I can see the attrac-tion for clients of just doing whatever they need to in order to get that candidate.”

These sometimes confl icting client needs can contribute to the diffi culties in defi ning the recruitment marketing sector. But they also illustrate the diversity of the industry. For HR professionals, the key is to understand what they want, which approaches are available and how best to work with agencies. For agencies, among all the other mar-ket pressures, adding value to those recruitment transac-tions is essential for success.�

‘CREATIVITY IS THE ADDED VALUE OF RECRUITMENT MARKETING, BUT NOBODY RESPECTS

IT AT THE MOMENT BECAUSE IT’S

INVISIBLE’EE



GRM.07.11.010.indd 1GRM.07.11.010.indd 1 30/6/11 13:48:0930/6/11 13:48:09


Aquiet few years for recruit-ment has translated to an even quieter time for recruitment marketing and employer branding specialists, but there are signs that life is beginning to return.

“There is increased activity in the market now, albeit from a

very low base,” says John Langford, a director of Genius, a recruitment marketing agency. Jim Horsley, the chief execu-tive of CHA, a workplace communications consultancy, agrees. “It is diff erent to what was happening before the recession, because people are still hiring less,” he says. “It means that there is more employer branding activity focused on engaging existing employees as well as recruiting people.”

Kevin Keohane, head of brand and talent at SAS, adds: “At this stage in the game, it’s as much about motivating and retaining the people you’ve got.”

One obvious eff ect of two years of near-inactivity in the market is that many organisations are being forced to start rethinking their approach almost from scratch. “Life has changed in the past three years and, if it’s a while since they have done anything, the residual impression in the market-place will be quite diff erent (to the reality),” Horsley says. “What the company was saying about itself two or three years ago is probably quite diff erent to what they need to say now… and they will be playing catch-up, big time.”

Tsz Wu, the co-founder of digital creative agency Pink Squid, argues that many employers had just got to a nice point with their branding work when the recession hit. “Before that, they were producing literature, doing aware-ness building and talking about all the things they did and were going to do in areas like CSR and employee develop-ment and all the other pieces of the jigsaw that make up the employer brand,” he says. “But they ran out of money because the recession hit and they were not able to do what they said they were going to. They just stopped.” In some cases, this may mean that companies are actually worse off than those that never made an eff ort at all, as they raised expectations and then did not meet them, he says. EE

E M P L O Y E R B R A N D I N G

THE NEW LAWS OF ATTRACTIONThe recession meant an enforced break from the recruitment market for many organisations, damaging a few carefully constructed reputations. But now is the time to repair, rebuild or relaunch the employer brand

Words: Carly Chynoweth Images: Corbis/Istock/Getty

GRM Brand FINAL.indd 11GRM Brand FINAL.indd 11 1/7/11 11:15:241/7/11 11:15:24

WE INSPIRE LASTING BRAND RELATIONSHIPS

MAGINEI

And right at the beginning, before any of this, there was the strategy that made their journey with you possible.

the brochure, the ad, the website they read.

NOW REWIND

Befo

re th

at,

IBefore that pinnacle, there was the training that earned them their promotion.

Before that, the application and the interviews and the inductions and events.

the most successful person in your company.

here was the brand that inspired them, and the messages they

heard, saw, contributed to. T

IIII

The people they talked with and impressions they formed.

ttee

th b

Start creating yours. Call Nicola Scanlan on 0207 022 4000 or email:[email protected]

GRM.07.11.012.indd 1GRM.07.11.012.indd 1 1/7/11 11:22:001/7/11 11:22:00

Another issue with taking a stop-start approach is simply that it takes more eff ort to get people’s attention back than it does to keep it. “It means that employers have had to pick up the reins and start again with a bigger bang,” Wu says.

But, in the long run, the recession could see a more stra-tegic approach to employer branding work. Tom Chester-ton, a client partner at Work Group, argues that the reces-sion will prove to have been a good thing for employer branding as people are thinking strategically about the results that they want for their investment rather than simply splashing out. “Before the credit crunch, people were in panic mode trying to keep up (with demand for new hires), but now they are thinking that, if they are going to spend this money on employer branding, it needs to link back to the business – they need to be able to justify the investment,” he says. That has been a really key driver in making the process eff ective for both clients and agencies, and that has been client-driven.”

Agencies can assist their clients by helping them to dem-onstrate the business benefi ts of investing in employer branding, says Keith Pilling, commercial manager at Penna, an HR consultancy. “Employers are realising they will have to recruit key people going forward, but, after not having been in the recruitment marketplace recently, employer branding becomes very important,” he says. “The chal-lenge is getting budget for it. The business is saying do more with less, cut your recruitment costs, so convincing

the fi nancial director of an organisation that it is actually a worthwhile investment is the hard part.”

The public sector fi nds itself facing a particular dilemma here, as – despite hiring freezes and redundancies getting all the headlines – it is still suff ering from signifi cant skills shortages in some areas, such as social work. How-ever, budgetary and political pressures combine to make it incredibly diffi cult to spend money on employer brand-ing exercises.

“If a public-sector employer goes out and does a high-profi le employer branding campaign, the headline in the local papers will only say ‘NHS – or government depart-ment or council – wastes money’ so it is very hard to jus-tify,” Pilling says. And, of course, negative media stories could potentially damage the employer brand anyway.

Then there’s the deeper issue: employer brands have to refl ect reality, or they will do more harm than good. What you don’t want is for candidates to come on board, discover that they have been missold, and leave within six months – quite possibly criticising the organisation online and to friends at the same time, says Claire McCartney, the CIPD’s resourcing and talent planning adviser. “Employers are so keen to get people in sometimes that they don’t give a bal-anced view of the role,” she says. “You have to be realistic about it… and give an honest view around the culture and values of the organisation.”

Employer brands should not be aspirational, Langford adds. “That’s one of the slight glitches with HR,” he

WW


EE

‘THE RECESSION HAS BEEN GOOD FOR EMPLOYER BRANDING AS PEOPLE ARE THINKING STRATEGICALLY ABOUT THE RESULTS THEY WANT’




EXPRESS YOURSELF

Companies are looking for more than stand-alone recruitment marketing: they want an employer brand that ties directly to the consumer brand, says Tsz Wu, the co-founder of Pink Squid, a digital creative agency. “The first thing for HR to do is to engage with marketing and corporate communications straightaway,” he says. “If you work with them from the outset you will develop a much richer employer brand.”

One of his clients, PizzaExpress, has done just that. The high-street restaurant chain has refreshed its consumer brand with an updated logo, streamlined menu and a series of new-look menus rolling out across the country, led by the launch of its funky restaurant-cum-idea-lab in Richmond, which wouldn’t look out of place in the futuristic sitcom The Jetsons.

But these evolutionary changes to the business’s look needed parallel changes to its staff ing, says Louise Gallant, recruitment manager at PizzaExpress.

“We wanted to recruit people with big personalities who can really engage with the customer, but who also understand intuitively when people want to be left alone,” she says.

To reach this audience, PizzaExpress worked with Pink Squid to develop an irreverent campaign featuring cartoon lions, heart-shaped pizzas and lines such as “you don’t have to be a puppeteer to work here, but it helps”.

“We wanted to attract people who would see it and laugh and come and have a laugh with us,” Gallant says. “We wanted people who had a fun outlook on life.”

The campaign proved a huge success when it was trialled for recruitment at the new Richmond restaurant; they got 1,500 applications for just 40 roles. “We attracted dancers, ballerinas, jugglers – we actually recruited a fire-eater – and musicians. And when we ran the assessment centres and saw how much fun the people were, it was just unbelievable.”

says. “Its perceptions of an organisation and ambitions for it do not always sit with what the organisation is and what it needs to be successful. If you are in the car-sales business, you don’t want to think that you employ a lot of smooth-talking conniving bastards, but it sort of helps if you do.”

The particular challenge here for the public sector, though, is that its reality is changing under pressure from politicians and budgetary cuts. The sector has an opportu-nity to present itself as a smaller, more nimble employer that requires more people to manage contracts and com-mission services – a task that will benefi t from thoughtful employer branding – but it needs to understand what it is before it can sell it to candidates, says Robert Peasnell, cli-ent development director at TMP Worldwide. “The inter-esting question that won’t come into play for a while is why anyone would become a public-sector employee – apart from altruistic reasons – with the job security and the good pension and so forth taken away,” he says. “They also need to understand that the biggest group that will aff ect their reputation as an employer is existing staff .”

Keohane adds: “It’s probably best to focus on retaining the best talent. They are the most mobile, so the challenge in the near-term is to make sure that the best people who are going to be the future of the public sector are identifi ed and retained. The word of mouth generated by those who leave if low performers remain will be the real reputational risk to the sector.”

The better you treat employees, the better the story they will share. Word of mouth, always important to employer brand because of the weight it is given by potential candi-dates, is becoming even more critical in the world of Twit-ter and Facebook. “Getting social media right is about hav-ing confi dence that people are engaged and have something good to say,” McCartney says. “There may be some negative things that go out there, but mostly it is amazingly positive,” Peasnell adds. “People generally say the right thing.”

The other benefi t of electronic media is that it is cheap. The internet is popular with cost-sensitive clients because it can be updated much faster and more cheaply than other media– particularly useful when a business’s overall strat-egy is changing, Langford says. “If you want to change your graduate brochure it’s expensive, because you have to pay for 16 tonnes of paper and distribution.”�


‘WORD OF MOUTH IS BECOMING EVEN MORE CRITICAL IN THE WORLD OF TWITTER AND FACEBOOK’

WW

LINKS & NOTES

E PizzaExpress: See the restaurant chain’s irreverent campaign to recruit staff at its new Richmond branch pizzaexpressyourself.com


One day, you’ll probably

engage your workforce with

Until then, there’s

GRM.07.11.015.indd 1GRM.07.11.015.indd 1 30/6/11 13:49:2430/6/11 13:49:24


Words: Anna Scott

Applicant tracking system (ATS): a soft-ware programme designed to manage job appli-cations and general recruitment needs for organisations. The ATS can be run in house or by an external agency.

Campaign site: a website designed and built specifi cally for a recruitment campaign, detail-ing information about the job(s) being adver-tised, the hiring organisation, contact details

J A R G O N B U S T E R

TALK THE TALKAs the recruitment marketing sector

keeps up with ever-faster technological change so the swathe of surrounding

jargon grows. Here’s our handy guide to the lingo you need to know

and more. The site will be live for as long as the recruitment campaign is running and can pro-vide one point of information for recruiters once the campaign is complete. Usually reached by clicking on an ad.

Click-through rate (CTR): the number of times in a given timespan that website users click on an online advertisement taking them to the advertiser’s site.

Employer brand: like a consumer brand, an employer brand refers to aspects of an organisa-tion’s reputation. Where a consumer brand refers to the reputation of products or services, an employer brand refers to the organisation’s reputation as an employer. It includes both tan-gible features of a particular organisation, such as the reward strategy or working environment, for example, and intangible features, such as employee perceptions of that particular brand.

GRM jargon FINAL .indd 16GRM jargon FINAL .indd 16 1/7/11 11:17:301/7/11 11:17:30


Employee value proposition (EVP): the aspects of working for an organisation that are of value to an employee. This encompasses an exchange of an employee’s skills and experience in return for the reward and recognition pro-vided by an organisation. This concept is vital in attracting recruits to an organisation and retaining them. It is inextricably linked to employer brand.

Facebook page: a profi le on the social net-working website that can be created by organi-sations, or individuals, covering a specifi c topic, which other users can “like”, meaning they are fans of that profi le. These pages can be cus-tomised, carry adverts and be used to send out updates.

Impressions: how many times in a given time-span a web page – or advert – is viewed. Each time the page appears on a computer screen is counted as an impression.

Instant messaging: a way of communicating with other people online in real-time. Available on a variety of websites, including Facebook.

Landing page: when a user clicks on an adver-tiser’s link they will be taken through to a land-ing page on the advertiser’s website, which is designed to encourage them to look around the site. In the context of recruitment marketing, a landing page may relate to a specifi c recruit-ment campaign or it may be the organisation’s careers page.

Levels of engagement: the extent to which potential candidates engage with organisations that market themselves, and how much recruit-ers engage with potential candidates. Recruit-ment marketers seek to engage with specifi c types of candidate, using diff erent targeted channels. This could include taking into account current employees’ comments on recruitment marketing campaigns, for example.

LinkedIn: a social networking site used by busi-ness professionals to network, which includes making contacts and posting CVs.

‘SOCIAL MEDIA: THE GENERAL TERM FOR THE USE OF WEB AND MOBILE TECHNOLOGY TO COMMUNICATE WITH OTHERS ON THE INTERNET’

Micro-site or mini-site: a website dedicated to a particular market a recruiter is trying to tar-get, such as graduates. It can be used for high-volume hire. The site supplements an organisa-tion’s corporate website. Usually reached by clicking on an ad.

Mobile site: a website designed to be accessed specifi cally by a mobile phone or other mobile web device.

Nano-site: a mini website that can be down-loaded onto a mobile phone. Companies may use nano-sites to market information about a particular job, their recruitment strategy or more general employer brand information.

Pay per click (PPC): the process of paying for a listing on a search engine when certain words or phrases are searched for. The pay-ment is made when a user clicks on the adver-tiser’s listing.

Pop-under: a web advertisement that opens a separate window underneath the page that the user is looking at, which they see once they’ve closed this page down.

Pop-up: a web advertisement that opens up over the page that the user is viewing.

Portal: a website that acts as a gateway to other information on the web. It could be formed by a corporate website, linking to a careers site and ATS. A portal may also feature a search engine,

more generalised content and access to other databases. It aims to provide one point of access for recruiters and a simpler application process.

Retweet (RT): when a user posts another user’s tweet (see Twitter, below). This can allow a wider range of users to see the post.

Search engine optimisation (SEO): the process of using certain phrases and words on a website that will enable it to appear higher up the rankings on a search engine. SEO uses the search engine’s “organic” search results – that is, those that appear as a result of the search engine’s calculations, rather than paid-for listings.

Sentiment analysis: a technique to analyse opinions written online and on social network-ing sites that can be used by recruiters to learn what internet users think of an employer, for example. It has the aim of under-standing the perception that potential clients have of a company.

Social media: the general term for the use of web and mobile phone technology to communi-cate with others on the internet, using Web 2.0 technology. Web 2.0 signalled the development of technology that now allows users to generate content that is published online. In the recruit-ment marketing context, this can include appli-cants posting experiences of the recruitment process, for example.

Twitter: a “micro-blogging” website, where users can post short messages (tweets) of up to 140 characters and update other users, includ-ing those who follow these posts, as well as com-municate with other users directly. Tweets can contain links to other websites. Posts can be grouped together using “hash tags”, which is any word or phrase with # in front, eg, #HR or #graduatejobs. Organisations are increasingly using Twitter for recruitment campaigns.

Unique users: the number of visits to a website by a “unique” computer, assumed to be a person, used to assess the popularity of a website.�

GRM jargon FINAL .indd 17GRM jargon FINAL .indd 17 1/7/11 11:17:371/7/11 11:17:37

OPENFOR TOPQUALITY HRRECRUITMENT

Director of People & Business Services

Applicants: 185

Mgmt Development Consultant Learning & Development

Applicants: 355

HR Advisor

Applicants: 73

HR Advisor

Applicants: 192

Organisation Development & Learning Leader

Applicants: 144

HR Business Partner

Applicants: 168

GRM.07.11.045.indd 1GRM.07.11.045.indd 1 1/7/11 11:34:181/7/11 11:34:18


Famously branded as “the world’s local bank”, HSBC has a seductive catch-phrase that, if you were to transpose the word “bank” with almost any other industry or sector, most global brands and ambitious multinationals would have given their eye-teeth to have come up with.

It’s a phrase that neatly encapsulates the ongoing challenge faced by many global players: how do you establish and maintain a coherent, aspirational glo-bal brand and employee value proposition (EVP) while remaining attuned to the nuances of local and regional markets, allowing you attract and retain talent and main-tain competitive advantage?

This is also, crucially, an area in which recruitment mar-keting agencies – many of them now global players in their own right – are playing an increasingly important role.

As Neil Chowings, managing director at Work Asia Pacifi c points out, Asia Pacifi c alone comprises 50 very dif-ferent (and many fast-growing) economies with some 20 EE

I N T E R N AT I O N A L

Words: Nic Paton

We may live in a shrinking world, but cultural and language barriers mean that recruitment marketing across the globe requires subtlety

and local knowledge, with even the best-known multinationals needing to ‘think globally and act locally’

GLOCAL A UTHOR ITYlanguages and as many disparate cultures between them; it’s not hard to see the value that an agency with a clear understanding of local, regional, national and global imper-atives could bring to the recruitment marketing table.

“Your value proposition is your organisation, and the diff erentiation in terms of the employment you off er is one of your unique selling points. It should be the same around the world, because that is the value of your business. What should be diff erent is how you execute this at a local level,” he explains.

In Japan, for instance, there will often be a tension between marketing yourself as a global organisation – so probably using English headlines or front pages – and recog-nising that national identity and language remain important signifi ers, much like in France. So the rest of the article will still need to be in Japanese, says Chowings.

“For recruitment marketing agencies the role is simply talking to clients in, say, China, Hong Kong, Singapore and Japan and showing them what is possible and how, what the EVP is, the role of external talent pools, how to roll out and articulate a brand and so on,” Chowings adds.

GRM Global FINAL.indd 19GRM Global FINAL.indd 19 1/7/11 11:40:011/7/11 11:40:01


“The classic email you get reads ‘Can you do me a media pack for Asia Pacifi c?’, but it just doesn’t work like that. There are so many diff erent regions and markets to consider,” agrees Chris Plowman, Asia Pacifi c director at Bernard Hodes.

Singapore, for example, is still heavily print-orientated, whereas China is much less so. In Japan, while mid-career hiring (which used to be virtually non-existent) is starting to happen now, the methodology can be quite dif-ferent again, with referrals defi nitely not considered “the done thing”.

“Generally, it is increasingly about trying to fi nd niche channels and develop more creative messages to reach candidates. It is about being smarter in how we reach can-didates and aiming for quality over quantity. The biggest challenge a lot of the time is just in fi nding high-quality candidates,” says Plowman.

David Spector, head of digital and product strategy at recruitment communications agency aia, adds: “It’s diffi -cult to validate any activity in a place where you just don’t understand the culture. That is one of the big disconnects, which is why you need to have people locally in these mar-kets who get how it works.”

With 90 offi ces in 35 countries, an agency such as Ber-nard Hodes can bring “an extraordinary body of insight” to the process of assisting companies in promoting their employer brands globally, regionally and locally, empha-sises its chief executive, Helen Rosethorn.

Rosethorn highlights a global bank that Bernard Hodes recently worked with on its assessment and recruitment methodologies. It discovered that some of these were being “lost in translation” in parts of Africa.

“Certain assessment tests were irrelevant because of the way the education systems were structured. It can some-times be something as simple as that. Or it may be expecta-tions around the working week – say, the times of day you would expect people to be available for interview. That will diff er in diff erent parts of the world,” she explains.

“In South Africa, there is a whole bunch of legislation around the diversity agenda that is really signifi cant when it comes to recruitment. And the sorts of recruitment com-munication methods you might use in the UK or US may be wholly irrelevant to parts of the Middle East,” adds Rosethorn.

“Similarly, in somewhere like Hungary, there is a mass of red tape around maternity leave legislation, so you need to understand that in relation to your staff . A global brand that did not have that local insight might fi nd it hard to pick its way through something like that.”

Eff ective partnerships will be the key here – as much for agencies themselves on the ground as for their global clients – argues Tom Chesterton, client partner at the Work Group.

“If you approach every market and expect it to be exactly the same, then you are going to fall fl at really quickly,” he explains. “The cultural diff erences are profound, and the understanding and usage of diff erent types of media is massive. Unless you have that on-the-ground presence, or a partner based there, then you can’t have that insider knowledge about what is going to work.”

Rosethorn agrees: “Global organisations often do not know the answers themselves and simply want a partner who can give them those insights. You need to have a part-ner with a solid, global footprint to create that connectivity and give you a really global employer brand.”

History can play its part, too, with historical ties – such as those between, say, India and the UK, or other former colonial relationships (for example, if you are considering taking a British brand into Australia) – often needing to be taken into consideration.

As Tsz Wu, technical director and co-founder of Pink Squid, adds: “A lot of people see a campaign and think that is the brand – but it’s not: it’s the execution for that particular audience. There is a massive part of the job that allows you to transcend all those units and regions, yet you still have to have local people that understand how to make that work.”�

WW

I N T E R N AT I O N A L

‘IF YOU APPROACH EVERY MARKET AND EXPECT IT TO BE THE SAME, THEN YOU ARE GOING TO FALL FLAT REALLY QUICKLY’

CASE STUDY: DEUTSCHE BANK

MediaCom has been working with Deutsche Bank to help it develop a global social media strategy, which is due to be unveiled in the autumn, says MediaCom director Sinead Bunting. One critical element is how the recruitment “conversations” (especially important within a social media context, of course) will be managed between, and across, the various countries.

“It is about developing a global platform that all the diff erent markets can go to with Facebook, Twitter and YouTube, but with regional tabs,” she explains. “As a brand, Deutsche Bank has suff ered a bit from low awareness, so it is about generating a wider awareness of investment banking as a career, bringing more diversity to the bank and providing information to help the application process. Each platform meets those objectives.”

“It might be information on when the bank is coming onto campus in Bangkok or regional content across Asia Pacific and so on. It is about meeting both global objectives and regional needs,” she adds.

One way the agency has been able to help is through carrying out a content audit to make sure that what is being said is not overly US focused, gauging the key topics in Europe, the US and Asia, and then creating a global, digital strategic blueprint that can be both shared and built upon regionally.

“Social media is, of course, a hot topic and there can be a temptation to go quick, quick, but it is important to get out there, listen and then consider what topics you need, what content is important and how platforms will interact and be integrated. It also has to take into account the user’s journey, which is no longer a linear one,” Bunting adds.

E CIPD factsheet on international culture, for guidance on global cultural diff erences that companies should take into considerationcipd.co.uk/hr-resources/factsheets/international-culture.aspx

CIPD factsheet on international resourcing and recruitmentcipd.co.uk/hr-resources/factsheets/international-resourc-ing-recruitment.aspx

LINKS & NOTES

GRM Global FINAL.indd 20GRM Global FINAL.indd 20 1/7/11 11:40:071/7/11 11:40:07

Source: NRS October 10 – March 11 London ITV.

Make sure your work gets seen by the right people.

Metro and the Evening Standard are read by more Londoners who intend to change jobs in the next 6 months than any other national newspaper.

For more information and to advertise call 020 7361 5007

R e c r u i t m e n t

GRM.07.11.021.indd 1GRM.07.11.021.indd 1 30/6/11 13:52:1630/6/11 13:52:16


Networking has emerged from its chrysalis, with businesses quick to see the beauty of a medium that allows them to engage with, rather than merely attract, a massive audience – and at a modest cost

Words: Tim Smedley Illustration: Robin Farley

Social media has become an essen-tial recruitment tool. Few major fi rms or agencies would admit to not having a social media presence. That said, many would privately admit to not knowing how best to use it. And others have tales of lying awake at night, fearful that somebody will say the wrong thing

on Facebook or Twitter, with ensuing global headlines. That fear factor, however, appears to be declining for

two important reasons. First is the increasing recognition that social media is just another tool in the box. As John Langford, director at recruitment advertising agency Gen-ius, says: “Social media is an enabler of the oldest and most powerful advertising channel in the world: word of mouth. Which is why people believe travel advice site TripAdvisor but not the brochure. It’s powerful because it’s credible.”

S O C I A L M E D I A

GRM Social FINAL.indd 22GRM Social FINAL.indd 22 1/7/11 11:40:381/7/11 11:40:38


Second is that people are simply more exposed to and comfortable with social media than even a couple of years ago. “Under-30s statistically communicate more through social channels now than through email,” says David Spec-tor, head of digital and product strategy at recruitment communications agency aia. “That is a paradigm shift.”

It’s certainly proved to be a paradigm shift for recruit-ment. “In 2009, less than 1 per cent of new hires to Randstad UK came from social media,” says Dan Burt, strategic HR projects manager at the recruitment consultancy. “By 2010 that had jumped to 7 per cent. Fast forward to the fi rst half of 2011 and that fi gure has increased signifi cantly, running at 38 per cent in one of our larger operating companies.”

The recruitment technology fi rm Taleo boasts 48 of the Fortune 100 as clients and Chris Phillips, its vice president, international marketing, says: “Eighty per cent or more of our clients are sourcing through social networks now. The main focus is on sourcing high-quality candidates, and particularly passive candidates – the ones who aren’t nec-essarily actively searching for roles – through social net-works.” While there are similarities to using print media, there’s one fundamental diff erence, says Phillips: “Social media gives you the opportunity not just to surface the job vacancy to the candidate but to start to build a relationship with that candidate over time.”

Changes in the marketplace have led to an increasingly sophisticated approach. “For companies like Coke, Nike or Apple, where their brand is inherently in the voice of con-sumers, social is a natural and sometimes simple step,” says Frank Durrell, head of digital at TMP Worldwide. “For others who would be considered less social, moving to a conversation rather than a broadcast mentality is harder. Either way, brands and agencies need to embrace the rea-sons why people use social networks in the fi rst place.”

While many employers use social media to increase the attractiveness of their brand, some prefer to use it for onboarding. Sammie Stapleton, head of recruitment

marketing at PwC, is one: “Students were telling us that they would have liked to have found out more about PwC once they’d gone through the recruitment process. So we decided to have a strategic approach to using it for onboard-ing.” PwC created a “private room” that sits within Face-book, to which only candidates who have received job off ers are invited. The users engage and form networks before even joining the company, while the recruitment team can also send out information and reminders. Staple-ton and her team are currently reviewing the social media strategy, with a view to moving into other areas of recruit-ment, including attraction.

Social media strategies are more ubiquitous and far-sighted than they once were. There is still, however, a divergence in opinion over whether to keep social media campaigns on a short or long leash. Too short and, says Langford, the less credible it is: “With social media, [fi rms can be in danger of ] creating a slight apartheid in terms of who has access to them as a tool for recruitment.” Too long and, argues Tom Chesterton, client partner at recruitment marketing agency Work Communications, you can have some pretty dreadful campaigns: “A number of companies think they are already there because they have a Facebook page – the last update was 2009.”

Durrell argues that a social media strategy should be “inherently and inextricably linked to the client’s overall communications strategy. If not, then the brand ends up appearing disjointed.” The strategy, he says, should always hark back to the purpose of using social media such asLinkedIn, Facebook or Twitter in the fi rst place: “to en able the audience to interact and drive the action around your existing brand – the positive conversation that will lead participants to check out your careers site and click on the ‘Apply’ button.”

Unlike more traditional forms of recruitment marketing, successful use of social media doesn’t necessarily come down to the size of an organisation’s wallet. “I think it EE

‘SOCIAL MEDIA IS AN ENABLER OF THE OLDEST AND MOST POWERFUL ADVERTISING CHANNEL IN THE WORLD: WORD OF MOUTH’


24 ⁄ JULY 2011PEOPLEMANAGEMENT.CO.UK

CASE STUDY: GRANT THORNTON

Maria Floud, head of graduate recruitment at Grant Thornton, talks about the firm’s use of social media

We started using social media for recruitment about a year and a half ago, so we were relatively late into it. We didn’t want to do it simply because everybody else was, but at the same time there was an opportunity for us to talk directly to the market, so we decided to get involved.

How we went about it was a bit diff erent – we got together six of our recent graduate trainee cohort and said: “We want to do social media and we want you guys to create it, be responsible for it and deliver it.” We invested maybe three workshop days with the trainees at the beginning, where we gave them some prompts. But we wanted them to be running it, creating the articles and uploading straight on to the website. That may sound scary, but our objective was 100 per cent authenticity – anything less and the market might not believe they were real trainees!

They decided to take us on to Facebook and created a blog, and we’ve since added Twitter feeds, a YouTube channel and a presence on forums such as WikiJob. We thought it would mostly be for attraction, but actually it’s equally about engagement with candidates who have already applied. We look at our site and Facebook and can see how people are engaging, replying to posts, following or liking. We get 8,000 applications each year and you can assess quality by the number of people who get through to the final round – that has seen a significant increase. If you engage people more and give them more information, then you get better quality.

brings parity,” says Spector. “With less resource you can still message as eff ectively through social channels as peo-ple with all the money in the world... Yes, you can spend hundreds of thousands on amazing applications, but those aren’t necessarily going to get you the people you need.”

Even at a large fi rm like fi nancial and business adviser Grant Thornton, the social media output is led by a small team of trainee fi nance professionals in addition to their day jobs (see case study, right). Some fi rms prefer to go much further, such as Randstad, which invested in social media training for its internal recruiters. Arguably, diff er-ent skills and capabilities are required of recruiters to engage in social media, as opposed to the polished presen-tation of print adverts. “You need to be comfortable social-ising over social media – and be a good networker your-self,” says Spector. Or it can be as simple as choosing people internally who are already active users of social networks, as at Grant Thornton.

The diffi culty with social media has often been measur-ing the return on investment. Again, there are signs that this is changing too. Rather than “cost per hire” or “cost per application” (although those remain important), assessing the quality of applicants and hires is coming to the fore. Law fi rm Pinsent Masons uses a platform called BraveNewTalent, accessible through channels such as Facebook and Google, for its internship programme. “We found that the students following us on it were twice as likely to be off ered an internship than those who were not using the site,” says Edward Walker, graduate recruitment manager at the fi rm. “By the time they submitted an appli-cation or attended an interview, they had developed a much more detailed understanding of the fi rm than some-one who had simply read our recruitment brochure.” Sta-pleton at PwC agrees: “Our new recruits report a more posi-tive experience of the onboarding process, whereas they may have been left to their own devices a little bit before.”

That’s not to say there aren’t quantitative measures available too. In fact, argues Durrell: “If you can’t measure the success and demonstrate ROI for a social media

strategy, then a client shouldn’t be proceeding.” Measures on sites can include the numbers of “like”, “share” or “fol-low” clicks accumulated, and how many users are clicking through to the recruitment site. Grant Thornton uses Google Analytics to look at which blogs people read the most and would like more of. As Phillips says: “The advan-tage of doing this online is you can track it.”

That social media is here to stay is now beyond question. But what once appeared a scary new world is fast emerging as a more egalitarian – even democratic – recruitment marketing space, with opportunities for all.�

S O C I A L M E D I A

LINKS & NOTES

E Grant Thornton: See how this financial and business adviser tackles social mediaBlog: grant-thornton.co.uk/traineeblogFacebook: facebook.com/GrantThorntonRecruitmentUKTwitter: twitter.com/GT_Recruitment


People can’t seem to stop talking aboutus. How we’ve changed. Where we’reheaded. We don’t mind a bit. Betweenyou and us, there’s lots we want to talkabout too. Our expertise spans the entireemployment lifecycle, so we’re nevershort of engaging conversation. Literally.No other business offers the individuallytailored, end-to-end solutions we do –from attraction and recruitment,through development and coaching tooutplacement. Listen to our clients andthey’ll tell you how we’ve helpedredefine the way they interact with theirpeople. We’re Penna. We’re proud to bethe name on everyone’s lips.

Visit www.penna.com and pass it on.

Pssst

GRM.07.11.025.indd 1GRM.07.11.025.indd 1 30/6/11 13:53:1330/6/11 13:53:13


were appearing, with pressure mounting and teamwork and trust diminishing.

So by developing an Employer Brand Management Place, which refocused leadership behaviours, re-energised reward and recognition, redesigned and relaunched the employee feedback survey and launched a health and well-being programme for employees, Work Communications, with Asda, has helped bring the workplace culture back to health.

Brand components are now articulated through all communications, and Asda’s labour turnover, at 15.9 per cent, is the lowest across the grocery sector. Direct sourcing now fi lls 85 per cent of vacancies. Cost per hire is down more than 50 per cent on two years ago. Forty per cent of all roles are fi lled internally. “The results are compelling,” says judge Emma Hardaker-Jones. The work itself “felt right”, adds judge Natalie White. “The video impressed me, and all the other pieces complemented it.”

The award for best Employer Brand, that Work Communications has won, is one of 14 categories. This year, the 31st year of the awards, sees the launch of a new award, for Social Media. This category is open to all recruitment work using social media and looks at interaction with potential candidates, raising an employer’s brand and the impact made through creative use of social media. The winners and runners-up are detailed in the following pages. �

Asda’s “pocket-tapping” ads were central to the supermarket’s brand for 30 years, and still remain in consumers’ consciousness. Why? Because Asda’s sole aim is to “save customers money every day”.

By developing the employer brand, Work Communications and Asda have succeeded in creating an employee experience that is “joined at the hip” to this proposition, and saved the company £2.6 million to date along the way. They’ve also won the Grand Prix award at this year’s CIPD Recruitment Marketing Awards.

“The second I saw it I thought it was outstanding,” says judge Anne Riley. “Great material that covers all aspects of the company and really brings the people who work there out as being key,” adds fellow judge Tom Keeney. Over three months, the Work Communications team, with the fundamental involvement of Asda’s international chief marketing offi cer, conducted leadership interviews, ran listening groups, interviewed candidates and engaged with over 400 employees, not to mention reviewing competitor activity and immersing themselves in the workplace.

From the fi ndings, Work was able to articulate employer brand in the acronym of Asda – Adventure, Sole purpose, Development and Altogether. Work found Asda employees honest and enthusiastic. They saw the “warts and all” version of working for this chain. While the Asda values were present in the business, cracks

SAFE MONEY AT ASDA A strong employer brand

that focuses both staff and consumer attention on value for money has

won Asda more than a loyal customer base. Anna Scott reports

RISING TO THE CHALLENGEHeadlines about unemployment create a monochrome image, writes Vanessa Robinson, head of HR practice development at the CIPD. But the labour market isn’t like a tap – on or off . Even in the worst times, there are employers recruiting. And now, as the economy shows signs of recovery, we see organisations in parts of the private sector recruiting, although in much of the public sector the scene is downright bleak.

But one thing we find in conversations with CIPD members – and our latest resourcing survey – is that, although the volume of applications has shot up, it’s still a challenge to find quality applicants. And even more of a battle to win their attention and commitment – which is where recruitment marketing comes in.

The entries for the CIPD Recruitment Marketing Awards showcase innovation and return on investment. Digital channels are seen as a critical part of the recruitment strategy, but throughout the submissions we’re seeing agencies exceed their clients’ expectations across all channels.

I hope you find the entries for this year’s CIPD Recruitment Marketing Awards as inspiring as we have – well done to all this year’s winners!

The judges: Manjoor Azizul, creative director & co-founder, Pink Squid; Angela Baron, adviser organisation development and engagement, CIPD; Louis Clement, creative partner, Skive; Manda Crowder, partner, andsome; Rupert Grose, CEO, Euro RSCG Riley; Emma Hardaker-Jones, head of resourcing, BP plc; Mark Horley, global creative director, Work; Tom Keeney, director ER and resourcing, BT Group; Malcolm Kemp, director of talent acquisition & development, Betfair; Jim Landen, creative director, Bernard Hodes; Finn Lynch, director, Blackbridge; Claire McCartney, adviser resourcing & talent planning, CIPD; Anne Riley, recruitment communications consultant; Vanessa Robinson, head of HR practice and development, CIPD; Andrew Soane, director of client development, Penna; Perry Timms, head of talent, Big Lottery Fund; Steve Vranakis, creative director, VCCP; Natalie White, head of corporate marketing, CIPD; Keni Wong, senior art director, TMP Worldwide.Visit www.cipdrmas.co.uk for further information

THE JUDGES

Anna Scott, editor (on the left)Vanessa Robinson , CIPD

GRM 2011 Awards FINAL.indd 26GRM 2011 Awards FINAL.indd 26 1/7/11 16:50:321/7/11 16:50:32


GRAND PRIX

CLIENT: AsdaAGENCY: Work CommunicationsCREATIVE TEAM: The creative team at Work and People People Communications

In their own words, the team at Work Communications “knew they had to dig deep into the psyche of Asda to understand what makes it tick and what it is like to work there”. The company spent a lot of time researching this, and it paid off . “This is the best work I have seen across all categories in all my judging,” one judge remarked. It was felt that the campaign had provided great material that focuses on all the people who work at Asda.

� VIEW ONLINE: peoplemanagement.co.uk/grand711

Presented by

LINKS & NOTESE For details of all this year’s winners and awards, visit

peoplemanagement.co.uk/recruitmentmarketing



AGENCY OF THE YEAR

AGENCY: WaveCLIENTS: Bloomberg, Brentwood School, Cognizant, FT, G4S, Hitachi, RADA, YHA

The professionals at Wave do not expect many in the recruitment marketing industry to know who they are. Fewer than three years ago, Wave was an agency whose sole purpose was media buying. Moving into the creative sector, the small agency has quietly won 29 new clients in the past 12 months, and names Bloomberg and G4S among its larger clients.

But it’s not just financial success in a tough recession that has won Wave the Agency of the Year award. Wave’s approach feels “fresh, innovative and client-centric” says Emma Hardaker-Jones, awards judge and head of resourcing at BP. “A lot of agencies don’t want to work with clients unless they’ve got big budgets,” she adds. “Wave has done fantastic things with small budgets.”

A recruitment campaign for G4S costing £4,000 resulted in a 300 per cent increase in response from the previous year, and scooped Wave this year’s Recruitment Eff ectiveness Award. And further innovative work is shown in the social networking website created for client YHA, which gives candidates unrestricted access to YHA’s staff , and on which employees can share their unmoderated experiences and opinions about working for YHA.

While this may seem high-risk for the employer, YHA is delighted with the results. “Put simply, we couldn’t be happier with Wave,” says YHA’s resourcing manager, Chris Young. “We have seen the quality of candidates improve, and we believe this is down to them being better informed and fully engaged from the content of the sites.”

them,” she adds. “I’m impressed they’re growing and meeting client expectations in terms of service and return on investment.”

And, as judge and recruitment communications consultant Anne Riley concurs: “Wave is a small agency doing big things.”

WAVE KEY FACTS: Services: Client training, corporate and recruitment literature, diversity consulting, employee communications, employer branding, event management, graduate recruitment communications, media buying, research projects, response management, retention strategies, website design/management.

AGENCY PRINCIPLES: Wave functions by some simple guidelines: ● consider every pound spent is its own; ● imagine the talent it is after for clients will work directly in the agency, and; ● do whatever it takes to meet the requirements of the client. As the agency itself says: “We never forget that it’s all about the clients and the relationships we have with them.”

JUDGES’ COMMENTS: Natalie White, one of the judges, and head of corporate marketing, CIPD, describes the “passionate” communication style shown by Wave. “I first heard of Wave last year when we awarded the Best Press Ad to



C I P D R E C R U I T M E N T M A R K E T I N G A W A R D S 2 0 1 1

AGENCY: Alexander Mann Solutions

AGENCY: andsome

AGENCY: Pink Squid

AGENCY: SMRS

� VIEW ONLINE: peoplemanagement.co.uk/agency711

Sponsored by



COPYWRITING

CLIENT: CERNAGENCY: Work CommunicationsCREATIVE TEAM: The creative team at Work

The “little book of wow”, created by CERN – the European Organization for Nuclear Research, aims to bring “life’s most complex questions to life and excite any audience”. Featuring facts about experiments carried out and innovation at the research centre in Geneva, the copy was “cleverly written and caters for a broad organisation”, judges said. The campaign also included tailored postcards with specific information on research programmes and roles. Judge Anne Riley said the copy “could have been clichéd but wasn’t and brilliantly gets across the excitement of working for CERN”.

� VIEW ONLINE: peoplemanagement.co.uk/copy711

CLIENT: CadburyAGENCY: Work Communications

CLIENT: ElsevierAGENCY: Penna

CLIENT: JWT INSIDEAGENCY: JWT INSIDE

CLIENT: ITV StudiosAGENCY: andsome

CLIENT: PizzaExpressAGENCY: Pink Squid

CLIENT: Reckitt BenckiserAGENCY: Euro RSCG Riley




CLIENT: Running for ITVAGENCY: andsomeCREATIVE TEAM: the andsome bunch with ITV

Runners are usually in the role because they know the right people. ITV studios wanted to attract a wider audience of people with ambitions for a career in TV production, so andsome focused on the future careers available to runners. Using a microsite, Facebook page and Twitter feed, which were all linked and managed 24 hours a day, the campaign resulted in a career pool of 20 runners and a “feeder” pool of assessed future talent. It cost just £5,000. “A really smart campaign” and “pitched at exactly the right level” were among the judges’ comments.

� VIEW ONLINE: peoplemanagement.co.uk/social711

SOCIAL MEDIA

CLIENT: AccentureAGENCY: Work Communications

CLIENT: DeloitteAGENCY: Alexander Mann Solutions

CLIENT: ITV Studios (storyliners)AGENCY: andsome

CLIENT: Reckitt BenckiserAGENCY: Euro RSCG Riley



CLIENT: BarclaysAGENCY: Bernard HodesCREATIVE TEAM: The Barclays team at Hodes

The internal employee referral programme used an integrated campaign with hotline and website to run a celebrity lookalike competition, which employees could enter. They could also vote for “VIP” colleagues. The four winners received a makeover from a celebrity photographer and have become the face of referrals across Barclays Retail Bank. As well as attracting 60 entries, 25,000 visits to the site and more than 1,700 votes, the online infrastructure for cross-business referrals has been established. This was one of the most hotly contested categories, and judge Emma Hardaker-Jones said this campaign was “so fit for purpose. A perfect example of how to do an employee referral.”

� VIEW ONLINE: peoplemanagement.co.uk/irc711

INTERNAL RECRUITMENT COMMUNICATIONS

CLIENT: British GasAGENCY: Blackbridge/DHC


CLIENT: HarrodsAGENCY: Pink Squid

CLIENT: Lloyds Banking GroupAGENCY: TMP

CLIENT: LSGAGENCY: Feather Brooksbank

CLIENT: Metropolitan Police ServiceAGENCY: aia

CLIENT: National TrustAGENCY: ThirtyThree



We all know that audiences are becoming more elusive than ever before.As the media landscape fragments, the task of reaching the right candidates is becoming ever more complicated.

We all know the importance of the internet, social media, emerging platforms, all of that. While you’re communicating to your audiences, they’re finding out about you - from their own sources. We know.

But what you want to know is do we have the expertise to help build you a strong employer brand and ultimately fill those vacancies?

MediaCom Career is unique in the industry. It’s a recruitment specialist operating within, and benefiting from, the resource, insight and buying power of the UK’s number one media and communications agency.

So our answer to you is simple - ‘yes we do’. Just as we’re already proving to our prestigious list of local and global clients.

MediaCom Career is working. If you want us to work for you, please callAki Mandhar on 0207 158 5670 or email [email protected].

GRM.07.11.033.indd 1GRM.07.11.033.indd 1 30/6/11 13:54:0430/6/11 13:54:04


CLIENT: AsdaAGENCY: Work CommunicationsCREATIVE TEAM: The creative team at Work

The website, aimed at attracting applicants to the hourly paid jobs at Asda, featured current employees in a “huddle”, meant to represent the team meeting all staff have first thing in the morning. Users can click on people to watch videos of the work they do. The site has resulted in 792 high-quality applications. The campaign has a strong business impact, and the website feels “fresh and diff erent”, said Natalie White. “There is a high quality of production with the video, and the information architecture has really been thought about.”

� VIEW ONLINE: peoplemanagement.co.uk/recweb711

CLIENT: HeinekenAGENCY: Alexander Mann Solutions

CLIENT: LinklatersAGENCY: aia


CLIENT: SISAGENCY: Penna

CLIENT: Think PowerAGENCY: Work Communications

CLIENT: TUIAGENCY: Alexander Mann Solutions

CLIENT: VodafoneAGENCY: Alexander Mann Solutions

RECRUITMENT WEBSITE




ART DIRECTION

CLIENT: Partnerships in CareAGENCY: Work CommunicationsCREATIVE TEAM: The creative team at Work

The mental healthcare provider needed to provide a creative that was both attention-grabbing and self-selecting for professionals who understand that they must resist judging patients and that they will be working with people mislabelled by others. So it was designed to be striking and shocking, using controversial language and bold typography. The concept has been rolled out across multiple media, from leaflets to double-page ads. Judges said it was a “stark image” that “gets the powerful message across on a sensitive issue”.

� VIEW ONLINE: peoplemanagement.co.uk/art711

CLIENT: Air Tanker AGENCY: TMP Worldwide

CLIENT: BAE SystemsAGENCY: Alexander Mann Solutions

CLIENT: DiageoAGENCY: JWT INSIDE


CLIENT: GCHQAGENCY: TMP Worldwide

CLIENT: Rolls RoyceAGENCY: JWT INSIDE

CLIENT: YO! TVAGENCY: Pink Squid



CLIENT: KPMGAGENCY: Bernard HodesCREATIVE TEAM: The KPMG team at Hodes

The integrated programme designed to diff erentiate the company from the other “Big Four” accountancy firms was the “comprehensive winner” according to judges, and felt “fresh and funny”. Using press and websites, student newspapers, emails, pay per click, outdoor advertising and on-campus events that all led to the careers website, the programme resulted in an increase in traff ic to the careers website of 86 per cent and the firm moved from fifth to fourth place in The Times’ Top 100 Graduate Employers list for 2010.

� VIEW ONLINE: peoplemanagement.co.uk/gradrec711

GRADUATE RECRUITMENT


CLIENT: AdidasAGENCY: SMRS

CLIENT: BarclaysAGENCY: ThirtyThree

CLIENT: Barclays CorporateAGENCY: Staff ord Long

CLIENT: Ernst & YoungAGENCY: SAS

CLIENT: PwCAGENCY: ThirtyThree

CLIENT: QinetiQAGENCY: aia

CLIENT: RBSAGENCY: ThirtyThree


Associates

TerraFirma

GRM.07.11.037.indd 1GRM.07.11.037.indd 1 30/6/11 13:55:0430/6/11 13:55:04


CLIENT: Asda: OpticiansAGENCY: Work CommunicationsCREATIVE TEAM: The creative team at Work

The advert, representing a butterfly emerging from a chrysalis, aimed to illustrate the eff ect on the optician sector of a new pricing policy introduced by Asda. Published in Optician Magazine, the ad generated seven high-quality applications. Judges said it was “simple and eff ective” and “beautifully executed”.

� VIEW ONLINE: peoplemanagement.co.uk/pressad711

CLIENT: Asda (Shine Brighter)AGENCY: Work Communications

CLIENT: DiageoAGENCY: JWT INSIDE

CLIENT: Partnerships in CareAGENCY: Work Communications

CLIENT: Warwick CastleAGENCY: ThirtyThree

CLIENT: Wiltshire Fire & RescueAGENCY: TMP Worldwide

PRESS ADVERTISEMENT



CLIENT: ITV StudiosAGENCY: andsome

CLIENT: National Trust AGENCY: ThirtyThree


CLIENT: Standard BankAGENCY: Euro RSCG Riley

CLIENT: YHAAGENCY: Wave

RECRUITMENT EFFECTIVENESS

CLIENT: G4S AGENCY: WaveCREATIVE TEAM: David Jenkins, Mike Tamlyn

Tasked with the diff icult job of recruiting event stewards to work at major outdoors events, Wave used branded – and biodegradable – inflatable guitars distributed to festival-goers at T in the Park to raise the profile of G4S and encourage visitors to the client’s recruitment marquee. More than 600 people signed up to work at events, an increase of 300 per cent on previous years, and BBC coverage of the festival to over five million viewers ensured a greater profile of the brand. Judges said it was a “fresh campaign that was not only innovative but worked”.

� VIEW ONLINE: peoplemanagement.co.uk/eff ect711




CLIENT: Barclays CapitalAGENCY: Staff ord Long

CLIENT: DeloitteAGENCY: Alexander Mann Solutions

CLIENT: RBSAGENCY: Publicis

CLIENT: Turner Broadcasting AGENCY: Penna

DIVERSITY INITIATIVE

CLIENT: RBSAGENCY: ThirtyThreeCREATIVE TEAM: All at ThirtyThree

RBS’ Banking on Women three-year initiative is designed to attract more women to the male-dominated investment banking sector. The programme kicked off with a series of female-orientated events designed to address common misconceptions about banking. Following the first of these there has been a 22 per cent rise in applications from women and 67 per cent of attendees have applied for a position at RBS. Judges said the initiative demonstrated immediate results and showed a long-term plan, which was “well executed and clear”.

� VIEW ONLINE: peoplemanagement.co.uk/diversity711



Sponsored by

CLIENT: A+O VVT AGENCY: Maximum

CLIENT: Herts ConstabularyAGENCY: Bernard Hodes

CLIENT: MI5AGENCY: Penna

CLIENT: Royal MarinesAGENCY: Carat

CLIENT: Thames Valley PoliceAGENCY: TMP Worldwide


CAMPAIGN OF THE YEAR

CLIENT: McDonald’sAGENCY: VCCPCREATIVE TEAM: Steve Vranakis, Cressida Eatson-Lloyd, Jess Little

The McDonald’s campaign, aimed at 14- to 19-year-olds, challenged people’s perceptions about what it’s like to work for the company, judges said. Using digital display, press and digital media, online and in-store, the campaign saw site visits increase by 47 per cent, and the total number of job applications reached 2,000 per day over the duration of the campaign. Judges said the idea was “punchy and engaging” and that it was “brave” of McDonald’s to address negative perceptions.

� VIEW ONLINE: peoplemanagement.co.uk/campaign711


R e c r u i t m e n t



OUTDOOR RECRUITMENT

CLIENT: YO! TVAGENCY: Pink SquidCREATIVE TEAM: Manjoor Azizul, Mark Bordoni, Nicola Freeman, Tsz Wu

Pink Squid’s campaign deployed floor stickers outside London restaurants encouraging people to ask inside for details. A film of people peering at these was posted on YouTube and shown in the restaurants. The aim was to appeal to customers of YO! Sushi as potential job candidates. Animated recruitment adverts on-screen in restaurants, floor stickers and branded chopsticks generated an average of 15 applications per restaurant over the week-long campaign and created a talent pool. Judges called it a “quirky, integrated campaign”, which was “executed with innovation and in a way that gets the excitement of the brand across”.

� VIEW ONLINE: peoplemanagement.co.uk/outdoor711


CLIENT: Deloitte NetherlandsAGENCY: Maximum

CLIENT: G4SAGENCY: Wave

CLIENT: Herts ConstabularyAGENCY: Bernard Hodes

CLIENT: Royal NavyAGENCY: M-is

RRRRRRREEECCCRRRUUUIIITTTMMMEEENNNTTT

ll, Mark

fffloornnnnts

eee for details.wwwwas theaaaal to ttial job nnnnt adverts cccckers andnnnn average oooover the dddd a talent ttttegrated

d with the

CLIENAGE



EMPLOYER BRAND

CLIENT: AsdaAGENCY: Work CommunicationsCREATIVE TEAM: The creative team at Work and People People Communications

A three-month research programme with employees across the business culminated in an employer brand that dovetailed with the consumer brand. Work Communications found a way of articulating the Asda Employee Experience as Adventure, Sole purpose, Development, Altogether, which could be used by employees in helping to achieve Asda’s sole purpose (and consumer brand) – to save customers money. Judge Tom Keeney said the entry was “very clear” and showed a “strong association with brand and people”.

� VIEW ONLINE: peoplemanagement.co.uk/brand711

CLIENT: McDonald’s AGENCY: VCCP






DIGITAL RECRUITMENT

CLIENT: Royal Marines Band ServiceAGENCY: M-isCREATIVE TEAM: Nigel Engeham, Kara Feeney, Darren Le Poidevin, Joaquin Picola, Paul Robinson, Ellen Rogers, John Young

The award for digital recruitment, not including websites, has been awarded to the Royal Marines Band Service’s iPad application to demonstrate to school-aged children what life in the service involves. Up to 40 students can take part in a lesson, which includes interactively playing with the Band Service as if in the Royal Albert Hall. The images show how a classroom is set up for the lesson, complete with interactive music stands containing iPads and a central “hub” to project the lesson onto a screen. Judges said it was “genuinely leveraging some new technology”.

� VIEW ONLINE: peoplemanagement.co.uk/digital711

CLIENT: AdidasAGENCY: SMRS


CLIENT: Ernst & YoungAGENCY: SAS

CLIENT: Thames Valley PoliceAGENCY: TMP Worldwide

CLIENT: TMP WorldwideAGENCY: TMP Worldwide


Sponsored by


To everyone who entered, judged

and sponsored the awards this year.

Thankyou

GRM.07.11.045.indd 1GRM.07.11.045.indd 1 1/7/11 11:35:401/7/11 11:35:40


P M G U I D E T O R E C R U I T M E N T M A R K E T I N G A L P H A B E T I C A L L I S T O F T O P A G E N C I E S

Key:W Billings £50m+W Billings £21m – £50m W Billings £11m – £20m W Billings £6m – £10mW Billings up to £5m UK

BRAN

CH OF

FICES

Tota

l sta

ff

Clie

nt tr

aini

ng

Cor

pora

te a

nd re

crui

tmen

t lite

ratu

re

Div

ersi

ty c

onsu

lting

Empl

oyee

/inte

rnal

com

mun

icat

ions

Empl

oyer

bra

ndin

g

Even

t man

agem

ent

Gra

duat

e re

crui

tmen

t com

ms/

mar

ketin

g

Inte

rnat

iona

l pla

nnin

g an

d bu

ying

Med

ia b

uyin

g

Rese

arch

pro

ject

s

Resp

onse

man

agem

ent

Rete

ntio

n st

rate

gies

Soci

al m

edia

pla

nnin

g an

d m

anag

emen

t

Web

site

des

ign/

man

agem

ent

Sam

ple

clie

nts

COMPANY DETAILS360 Degrees Advertising Agency EThe Maltings, Locks Hill, Rochford, Essex SS4 1BBRoger Juniper (08448 794368)[email protected]

London, Thames Gateway, Coventry

25 N N N N N N N N N N N N CAA, Home Retail Group, Imperial College, Marie Stopes, Nuffield Heath

aia Ltd E5 St John’s Lane, London EC1M 4BHStuart Hatchett (020 7251 5554)[email protected]

London 55 N N N N N N N N N N N N N N The Metropolitan Police, Centrica/British Gas, Barclays Capital, Saudi Aramco, Verizon Communications

andsome2-8 Scrutton Street, Hoxton, London EC2A 4RTManda Crowder (020 7422 0055)[email protected]

Hoxton, London 10 N N N N N N N N N N N N N N ITV, Zizzi restaurants, Sainsbury's, Paul UK, Safestore

Alexander Mann Solutions E3 Waterhouse Square, 138-142 Holborn, London EC1N 2SWNicola Midwinter (07795 832021)[email protected]://rescomms.alexandermannsolutions.com

London, Bracknell, Warrington

1,400 N N N N N N N N N N N N N N Deloitte, E.ON, AstraZeneca, Microsoft, Rolls Royce

Blackbridge Communications Limited EZetland House,5-25 Scrutton Street London EC2A 4HJTony Andrews (020 7729 8969)[email protected]

LondonWilmslow

32 N N N N N N N N N N BAA, Hilton, VSO, STA Travel, Care UK

socialrecruitingFTW#

&&&&t Follow us @andsomepeople w Read us at andsomepeople.wordpress.com fr See us at flickr.com/andsome

Smart HR people interested in using Social Media for recruitment improving the candidate experience and employee engagementshould scan the code with your phone or use it to call Manda on 0207 422 0055 to see how we can help #andsomethought

,

GRM 2011 Listings FINAL.indd 46GRM 2011 Listings FINAL.indd 46 1/7/11 15:51:311/7/11 15:51:31



BRAN

CH OF

FICES

Tota

l sta

ff

Clie

nt tr

aini

ng

Cor

pora

te a

nd re

crui

tmen

t lite

ratu

re

Div

ersi

ty c

onsu

lting

Empl

oyee

/inte

rnal

com

mun

icat

ions

Empl

oyer

bra

ndin

g

Even

t man

agem

ent

Gra

duat

e re

crui

tmen

t com

ms/

mar

ketin

g

Inte

rnat

iona

l pla

nnin

g an

d bu

ying

Med

ia b

uyin

g

Rese

arch

pro

ject

s

Resp

onse

man

agem

ent

Rete

ntio

n st

rate

gies

Soci

al m

edia

pla

nnin

g an

d m

anag

emen

t

Web

site

des

ign/

man

agem

ent

Sam

ple

clie

nts

COMPANY DETAILSBrilliant E1 City Square, Leeds LS1 2FFCathy Burns (0113 394 0022)[email protected]

Birmingham, Manchester

130 N N N N N N N N N N N N Bradford Council, DHL, GatenbySanderson, Superdrug, West Yorkshire Police

Cavendish Media E4th floor, 108 Fenchurch Street, London EC3M 5JJAlan Oliver (020 7265 1054)[email protected]

London 6-8 N N N N N N N N N N Moorfields Eye Hospital, VolkerFitzpatrick, Abellio London & Surrey Bus Company, Homes for Haringey, Lewisham College

CMS Recruitment Advertising (Creative Marketing Services) EHollinthorpe Hall, Swillington Lane, Leeds LS26 8BZAndrew Batty (0113 287 7973)[email protected]

London 11 N N N N N N N N N N N N N Leonard Cheshire Disability, NHS Trusts - various, Sodexo, Pure Resourcing Solutions, Boston Council

Euro RSCG Riley E6 Briset Street, London EC1M 5NRNicola Scanlan (020 7022 4269)[email protected]

Glasgow, Manchester, Solihull, Cardiff, Norwich, London

150 N N N N N N N N N N N N N N IBM, Transport for London, Credit Suisse, Welsh Assembly Government, Ford

Genius Consultancy EChurch Court, Northview, Soundwell, Bristol BS 16 4NQPeter Gibbons (0117 956 5473)[email protected]

Bristol 10 N N N N N N N N N N NYSE Euronext, Fitness First, TLT, Whyte and Mackay, Bristol Water

Associates

TerraFirma




BRAN

CH OF

FICES

Tota

l sta

ff

Clie

nt tr

aini

ng

Cor

pora

te a

nd re

crui

tmen

t lite

ratu

re

Div

ersi

ty c

onsu

lting

Empl

oyee

/inte

rnal

com

mun

icat

ions

Empl

oyer

bra

ndin

g

Even

t man

agem

ent

Gra

duat

e re

crui

tmen

t com

ms/

mar

ketin

g

Inte

rnat

iona

l pla

nnin

g an

d bu

ying

Med

ia b

uyin

g

Rese

arch

pro

ject

s

Resp

onse

man

agem

ent

Rete

ntio

n st

rate

gies

Soci

al m

edia

pla

nnin

g an

d m

anag

emen

t

Web

site

des

ign/

man

agem

ent

Sam

ple

clie

nts

COMPANY DETAILS

Mediacom E124 Theobalds Road, London WC1X 8RXSinead Bunting (020 7158 5120)[email protected]

London, Manchester, Edinburgh

N N N N N N N N N N N Royal Dutch Shell, The Metropolitan Police Service, The Royal Bank of Scotland, Emirates Airlines, Deutsche Bank

MKH Advertising Limited ECastlewood House, 77-91 New Oxford Street, London WC1A 1DGKaty Smith (020 7395 9600)[email protected]

Manchester 20 N N N N N N N N N N N N N N The King's Fund, ALDI, TUC, Hilton, Specsavers

Penna5 Fleet Place, London EC4M 7RDAndrew Soane (020 7332 7865)[email protected]

Birmingham, Bristol, Edinburgh, Leeds, Manchester

108 N N N N N N N N N N N N N N O2, London Boroughs Recruitment Partnership, Tesco, Highways Agency, Deutsche Bank

Point Thirteen Media E13 Compass Point, Ensign Way, Hamble, Hampshire SO31 4RASteve Kemp (023 8045 6007)[email protected]

Hamble, Southampton

18 N N N N N N N N N

SAS E6 Salem Road, London W2 4BUEmma Sice (020 7243 3232)[email protected]

London 80 N N N N N N N N N N BP, Ernst & Young, The Coca-Cola Company, Unilever, Bupa



⁄ 49JULY 2011PEOPLEMANAGEMENT.CO.UK


BRAN

CH OF

FICES

Tota

l sta

ff

Clie

nt tr

aini

ng

Cor

pora

te a

nd re

crui

tmen

t lite

ratu

re

Div

ersi

ty c

onsu

lting

Empl

oyee

/inte

rnal

com

mun

icat

ions

Empl

oyer

bra

ndin

g

Even

t man

agem

ent

Gra

duat

e re

crui

tmen

t com

ms/

mar

ketin

g

Inte

rnat

iona

l pla

nnin

g an

d bu

ying

Med

ia b

uyin

g

Rese

arch

pro

ject

s

Resp

onse

man

agem

ent

Rete

ntio

n st

rate

gies

Soci

al m

edia

pla

nnin

g an

d m

anag

emen

t

Web

site

des

ign/

man

agem

ent

Sam

ple

clie

nts

COMPANY DETAILS

SMRS Ltd EExpress Networks 2, 3 George Leigh Street, Manchester M4 6BDToby Windsor (0161 200 1444)[email protected]

London 45 N N N N N N N N N N N N BSkyB, Compass Group, Britvic, Iceland, NSPCC

Stafford Long & Partners Limited E107 Fleet Street, London EC4A 2ABPaul Stafford (020 7936 9021)[email protected]

London 28 N N N N N N N N N N N N N N Barclays Capital, Barclays Corporate, Thales, Danone, Grant Thornton

Terra Firma Associates E49/50 Eagle Wharf Road, London N1 7EDFernando de Benavides(020 7253 1137)[email protected]

London 15 N N N N N N N N N N N N N N Confidential

ThirtyThree Ltd EThe Observatory, 40 Clerkenwell Close, London EC1R 0AWAndrew Young (020 7336 4533)[email protected]

London, Bristol 89 N N N N N N N N N N N N National Trust, Everything Everywhere, PwC, Nationwide, Amazon

TMP Worldwide E265 Tottenham Court Road, London W1T 7RQAndrew Wilkinson (020 7268 9000)[email protected]

London, Manchester, Birmingham, Bristol, Edinburgh, Dublin

290 N N N N N N N N N N N N N HSBC, Jaguar Land Rover, The Carphone Warehouse, The Army, Thames Valley Police

If you want to talk about your employer brand, engagement or

recruitment marketing needs – we’d love to hear from you.

Contact Emma on 020 7243 3232 or email [email protected]

www.saslondon.com

You can offer pensions, gym and great work for great clients. So can everyone else.





BRAN

CH OF

FICES

Tota

l sta

ff

Clie

nt tr

aini

ng

Cor

pora

te a

nd re

crui

tmen

t lite

ratu

re

Div

ersi

ty c

onsu

lting

Empl

oyee

/inte

rnal

com

mun

icat

ions

Empl

oyer

bra

ndin

g

Even

t man

agem

ent

Gra

duat

e re

crui

tmen

t com

ms/

mar

ketin

g

Inte

rnat

iona

l pla

nnin

g an

d bu

ying

Med

ia b

uyin

g

Rese

arch

pro

ject

s

Resp

onse

man

agem

ent

Rete

ntio

n st

rate

gies

Soci

al m

edia

pla

nnin

g an

d m

anag

emen

t

Web

site

des

ign/

man

agem

ent

Sam

ple

clie

nts

COMPANY DETAILS

Walters Snowdon Advertising Ltd EHastings House, 15 Auckland Park, Bletchley, Milton Keynes MK1 1BUJane Hayward (01908 371177)[email protected]

Milton Keynes 10 N N N N N N N N Defence Engineering & Science Group, Her Majesty's Government Communications Centre, Chartered Institute of Housing, Hastoe Housing Group, Complete Care Group

Wave EThe Courtyard, 87 Southampton Street, Reading RG12QUDavid Jenkins (01189 868 900)[email protected]

London 15 N N N N N N N N N N N N N YHA, Bloomberg, G4S, Virgin Holidays, ING Direct

WDAD Communications E3-4 Kirby Street, London EC1N 8TSMike Heal (020 7025 3500)[email protected]

14 N N N N N N N N N N N N N N Age UK, Cabinet Office, Harrow Council, Virgin Active, Whitbread

WJP Floyd E1 Gunpowder Square, London EC4A 3EPJoe Rodgers (020 7832 1540)[email protected]

London 14 N N N N N N N N N N N N N N G4S, Action for Blind People, Shelter, Laing O'Rourke, One Housing Group


There are some people you just can’t ignore.

Every organisation has one. The elephant in the boardroom no one wants to address. But, without identifying what your biggest obstacles to true employer brand evangelism are, how are you ever going to be the über destination you want to be?

The message that comes over time and again from our existing clients – and our new ones - is that “no one really understands us – and the challenges we’re up against – better than you.”

deliver, the strategic and tactical solutions our client partners need.

So, if you’ve got an elephant you need to expose, talk to us.

smrs.co.uk

GRM.07.11.OBC.indd 1GRM.07.11.OBC.indd 1 29/6/11 12:08:2729/6/11 12:08:27

If we’re not thinking about click-through rates, cost-per-hire, page visits, mobile optimisation and the fact that the world

will be spending $5.97 billion advertising on social networks this

year ($4 billion of which will be on Facebook), we’re wondering how

long it took Bruno Dutertre to work out that there are 250 million

bubbles in the average bottle of champagne, we’re concluding that 4.5p

per square foot for The Landmark Hotel site was a bargain – even back in

1898 when average rents were £5 a year – and we’re observing that,

if tonight’s awards had acceptance speeches anything like those given

at last year’s Oscars, we could expect to hear the word ‘thank’ 91 times,

‘amazing’ 13, ‘wonderful’ 10 and ‘incredible’ 9.

Welcome to the world of measurable innovation.

To embed measurable innovation into your resourcing communications and employer branding strategies, call Chris Allen on 07584 237687

or contact us at [email protected]

measurableinnovation.com

GRM.07.11.IBC.indd 1GRM.07.11.IBC.indd 1 29/6/11 12:17:0229/6/11 12:17:02

PM Guide to Recruitment Marketing

Documents

Transcript of PM Guide to Recruitment Marketing