In employer branding it’s what you measure that counts!

Have you read Brett's latest book,  Employer Brand Leadership-A Global Perspective?

Upcoming tour events - 7 March Perth - 14 March Madrid - 19 March UK - 22 March Sweden

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If you could predict with a high degree of precision that investment in your employer brand strategy would deliver value wouldn’t you increase your investment?

Employer Brand International’s (EBI) 2012/2013 Global Research study found that 39% of companies plan to increase their investment in employer branding initiatives in 2013. The important consideration in this statistic is just how much of this investment will add value and how much will be wasted. For many companies it may lead to an outcome that many marketers are only too well aware of: half of their investment is wasted, they just don’t know which half!

Making the case to measure return on investment of employer branding isn’t the hard part. Figuring out what to measure is! EBI's 2011 global study  found that retention rate (thirty-eight percent of companies surveyed use this metric) is the most common metric used to measure ROI of employer branding. Thirty-three percent use employee engagement, twenty-nine percent quality of hire, twenty-seven percent cost per hire and twenty-six percent use number of applicants. So which metric(s) should you use?

Your most important employer brand asset – Your EVP!

Full length article of shorter version published in Human Resources, New Zealand's Magazine for HR Professionals.

Click here for the pdf version

Have you read Brett's latest book,  Employer Brand Leadership-A Global Perspective?

Recently I caught up with International employer brand strategist and author, Brett Minchington to ask his thoughts on the question that causes alot of confusion!

Should an employer use different EVP-subsets in their employer branding activities if they target many different audiences?
 

The short answer to this is YES!

However before I delve into the details it’s important to define what an Employer Value Proposition (EVP) is.

The rise of employer brand leadership

Have you read Brett's latest book,  Employer Brand Leadership-A Global Perspective?

Upcoming speaking engagements (2012)

Dubai 6 September World@Work Summit

Moscow 13-14 September 2012 International Employer Branding & Engagement Summit

Over the past five years I have been fortunate to travel to more than 45 cities in 26 countries to share my employer branding knowledge and experience with thousands of leaders across all industry sectors. The number one issue that continues to draw discussion and debate is whether employer branding should be a human resources or marketing function or both!

To download the whitepaper, "The rise of employer brand leadership" including 18 sample job descriptions from companies including Google, Linkedin, Amazon, Standard Chartered Bank, E&Y,  click here>

AT A GLANCE!

Employer branding isn't a tap to be turned off when hiring runs low: brand specialists

Have you read Brett's latest book,  Employer Brand Leadership-A Global Perspective?

Oringal artilce published at www.shortlist.net.au click here for the pdf copy.

An employer branding strategy won't work if it's switched on and off according to hiring activity, say branding experts, but periods of low demand can be used to review what works and what doesn't.

Employer Brand International CEO Brett Minchington told Shortlist that companies with hiring freezes or that were undergoing restructuring shouldn't shelve their employer brand efforts.

He said regardless of the economic environment, an employer brand should be up-to-date, distinctive, and should stay front-of-mind with candidates and current staff.

Employers who weren't hiring should instead review the areas of the business where inefficiency and waste existed, "cut costs there and use some of the savings to invest in areas where they may be most needed, for example an internal engagement program or a new applicant tracking system – which will enhance their employer brand".

Minchington said the brand should also be aligned with the company's corporate and customer brand, "unless there is a very good reason not to" – for instance if the wider organisation had developed an image problem due to high-profile redundancies, or had otherwise suffered bad press.

Employer branding, a function shared with marketing and communication

Media article originally published in OBSERVATORIO de recursos humanos (Spain)

for the pdf article please click here>

Las responsabilidades sobre la estrategia de employer branding está en un 45% en funciones distintas a las de RR.HH., tales como comunicación o marketing, en los países anglosajones, mientras que en España, cuando se desarrollan acciones en este campo son los departamentos de gestión de personas los que ejercen su liderazgo. Pero a juicio de Brett Minchington, CEO de Employer Brand International y uno de los líderes más representativos del momento en estos temas “la nuestra es una tendencia que tiene que invertirse, ya que “corporate branding, consumer branding y employer branding tienen
los límites cada vez más difusos”. Michington ha estado recientemente en España invitado por Peoplematters para intervenir en la Employer Brand Leadership International Master Class, en la que la docena de profesionales participantes se han visto animados a “empezar a colaborar ya con otras áreas para que el employer branding no acabe convertido en otra pequeña función de recursos humanos”.