Using Employer Brand to attract talent
Or… have I stumbled into a Marketing presentation?
TALENT MATTERS
So, as we’re talking about brands…..
Do you know which are top 10 Best Global Brands in the world (Interbrand 2006)?
Or which are the 10 most Respected companies in the world (PWC 2004)?
Or which are the top 10 MBA Employers in the world (Universum 2006)?
Best Global Brands
1 – Coca Cola2 – Microsoft3 – IBM4 – GE5 – Intel 6 – Nokia7 – Toyota8 – Disney9 – McDonalds10 – Mercedes
World’s most respected Co’s
1 – GE2 – Microsoft3 – Toyota4 – IBM5 – Coca-Cola6 – Dell7 – Wall-Mart8 – Citigroup9 – Procter & Gamble10 – Hewlett-Packard
TALENT MATTERS
Top 10 MBA Employers in the world
TALENT MATTERS
Aging populations
Decreasing birth-rates
Increased life expectancy
Reduced talent pool
There will be “a significant exodus of talent and experience in the next two decades and a dearth of new employees to step into roles that require specialized skills”
Accenture (2005)
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Global employee engagement levels
Towers Perrin global workforce study (2005)
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Maslow’s hierarchy of needs
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Together… an attraction and retention issue
CIPD 2006 recruitment, retention and turnover survey: 82% of organisations reported difficulties in
recruiting 69% reporting difficulties in retaining
RightCoutts 2006, in Management Issues 2006 41% of Senior HR professionals thought retention of
key staff was their most critical HR issue
Accenture on-line survey 2006 67% of senior directors in N. America, Europe and
Asia think the inability to attract and retain the best talent is one of their top 3 threats to success
TALENT MATTERS
Values and Culture
Performance Review
HRProcesses
Leadership
Organisation,Team and Job
Design
Individualand Team
Competence
Core WorkProcesses
Some HR LeversEmployer Brand“what do people think of us?”
Recruitment Processes“how we do attract talented people to us?”
Reward & Recognition“what keeps our talent with us?”
Performance Management“where is our talent in the organisation?”
Talent Management“how do we manage our talent?”
Communication“how do we talk to our talented people?”
TALENT MATTERS
What is it?
“The package of functional, economic, and psychological benefits provided by employment, and identified with the employing company”, Ambler & Barrow 1996
A long term strategy that establishes an organisation’s identity as an employer
Which differentiates them from competitors in the employment market
TALENT MATTERS
Where do you start?
The development of an employee value proposition (EVP)
Capturing in one statement, the sum of “everything that people experience and receive while they are part of the company”
It must be aligned to the overall brand and reputation
TALENT MATTERS
Who is it for?
Potential employees – to persuade more and better applicants to apply and accept offers
Current employees – to reduce turnover, increase employee motivation, a sense of belonging and align behaviour to the organisation’s needs
Consistency of messages across both groups is vital as the organisation has to deliver what it promises
Projecting an unrealistic image may improve recruitment but can increase attrition
Employer Brand
The unique and differentiating promise a business makes to its employees and
potential candidates
Employer Brand
The unique and differentiating promise a business makes to its employees and
potential candidates
Employee experience
Actual delivery of the promise throughout the
employee lifecycle
Employee experience
Actual delivery of the promise throughout the
employee lifecycle
Brand strength
Attraction of the right candidates
Employee engagement and retention
Differentiation from competitors
Customer engagement and retention
Brand strength
Attraction of the right candidates
Employee engagement and retention
Differentiation from competitors
Customer engagement and retention
+
Attraction of high quality employees is a competitive necessity
Engagement of high quality employees is a bottom line issue
Brand Strength
TALENT MATTERS
Employer brand – a three step process1.Brand insight1.Brand insight 2. Brand development2. Brand development 3. Implementation3. Implementation
• Competitor analysis• Brand positioning vs competition• Understanding vision for the business and employees• Understanding best of the current employee experience and improvements
• Alignment of the consumer brand/ employer brand• Concept development• Concept testing• Refinement and development
• Recruitment guidelines and roll out for recruitment advertising• Design of internal launch process• Production of comms materials, internally and externally
Employee vision
Personality
Key messages
Strengths/areas to improve
Employee Value Proposition
Brand book Communication strategy
Communication tools
TALENT MATTERS
Employer brand benefits
Significant decreases in cost per hire Reduced cost of recruitment - efficiencies maximised
throughout the recruitment process Reduction in recruitment marketing costs over time Greater numbers of higher quality applicants Higher performing employees Increased retention rates Stronger reputation in the marketplace Increased ability to attract specialist talent in a difficult
market
TALENT MATTERS
Employer brand benefits at our clients
Diageo - Began with an attrition rate of 18%, costing £4 million. In 14 months they reduced attrition rates to 7%, recouping the costs of the initial research 30 times over.
GSK - applied the proposition and guiding principles to their recruitment process, increasing the number of offers accepted from 83% to 96%
Philips - are now receiving 10 times as many quality applications from graduates and MBAs
TALENT MATTERS
Philips: The background
2002 global recruitment redesign programme found quality of service could be improved and needed to focus on proactive talent recruitment
Identified inconsistent positioning of messages to prospective employees – not addressing them as “One Philips”
They weren’t reaching targets they’d set to attract/ retain the best talent
They also wanted to find out how potential employees regarded the company as an employer
TALENT MATTERS
Philips: their vision
“To be certain that we are able to attract, recruit and retain the sort of talent that will give our business competitive edge.”
“To be sure that our employer experience will enable and motivate our talent to work in a way that is ‘one Philips.’ Providing maximum satisfaction for both the organisation and the individual.”
TALENT MATTERS
The research
29 internal focus groups 18 external focus groups 3500 internal survey respondents 1000 external survey respondents Both Sales/Mktg and R&D people,
different ages, length of service Netherlands, Germany, France, UK,
Poland, USA, India, China
TALENT MATTERS
Some of the outputs
Employees didn’t not know the full range of products/services Everything Philips makes impacts every aspect of consumers’
lives, something to be proud of and make more of Philips could be too formal – there needed to be more
personality in the way the brand was communicated
They wanted Philips to be One company – all working together, united in one purpose Proud and confident about what it does, passionate People and products could have equal and united prominence Offer great reasons for coming to work everyday An “icon of innovation” Global and diverse
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“Touch lives every day” – The Trial
TALENT MATTERS
“Touch Lives every day”
“ Is not only a description of how Philips should approach prospective and existing employees, but also a call for managers to ensure the company delivers on its promises “
Jo Pieters, Global Vice President Recruitment, Philips, The Netherlands
TALENT MATTERS
Post-Application Experience
Pre-Application Experience
Application Experience
Campus recruitment Awareness
Engagement
Commitment
Retention
Consideration
Preference
Internship
Career site
Invitationletter
Introduction
Performancereview
Interview
Rejectionletter
Exitinterviews
Informing /Involvingpeople
Careerdevelopment
Managementbehavior
AssessmentContract handling
Employer Brand
Company brand
Philips Touchpoint Wheel
TALENT MATTERS
Ensuring Global Consistency – The Toolkit
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Ensuring Global Consistency – Deployment
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Guide for Hiring Managers
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Building brands from the inside out
“ Winning the war for talent means primarily focusing on the retention of your current talent and [then], building a strong position in your key labour markets…
…a brand that is only visible in external communications is less valuable than a brand that is truly lived inside.
Each and every employee should act as an ambassador of your brand and that requires a strong recognized internal and external employee value proposition ”
Jo Pieters, Global Vice President Recruitment, Philips, The Netherlands
TALENT MATTERS
Philips Labor Market Ranking – ChinaEmployer brand launch Dec 2003
Engineering & Science Discipline 2003 2004 2005
Familiar with Philips 17 11 9
Considered employer 15 9 6
Ideal employer 14 8 4
Business Discipline 2003 2004 2005
Familiar with Philips 26 17 11
Considered employer 23 11 8
Ideal employer 20 9 5
TALENT MATTERS
Philips Labor Market Ranking – EuropeEmployer brand launch Dec 2003
Engineering & Science Discipline 2003 2004 2005
Familiar with Philips 24 14 9
Considered employer 6 5 3
Ideal employer 21 17 17
Business Discipline 2003 2004 2005
Familiar with Philips 25 21 12
Considered employer 16 11 8
Ideal employer 65 62 54
TALENT MATTERS
Lessons learned
Don’t underestimate the size of such an initiative
Even if you have clearly defined the scope, focus and approach, you have to make tough choices along the way about what to keep in or leave out
Getting the whole organization behind the Employer Brand is critical to making it a success
You must get commitment and involvement of people beyond HR, particularly in marketing, and get it early on!
TALENT MATTERS
So what does this mean for you… …and your Employer Brand?
TALENT MATTERS
Some final questions for you
Do you know what your organisation represents? Have you tested out your values, your culture? Have you looked at your brand values? What does this say about your organisation? Who is the real competition in the employment market (not
just
the ones you know or think it should be?) Is your brand attractive to new recruits? Does it help you present a strong employer brand in the
marketplace? Who manages your Employer Brand – HR or Marketing? What are you going to do with this information when you get
home?
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