SHRM India - Archived Webinar - Employer Branding
Transcript of SHRM India - Archived Webinar - Employer Branding
Structure
1. Adil Malia
– The what and why of employer branding
– Building and communicating the employer brand
2. Nishchae Suri
– Best practices and challenges in employer branding
– Measuring brand effectiveness
3. Question and Answer
Slide 1
Only resource that creates value…from self and from others
Only resource which comes with emotions and therefore need connections
Only resource that can recognize patterns
Only resource which decides continuity
People as Unique value creators
2
The best cost : value creators
Slide 2
Employee the unit of influence…
Only if we had a talent cornucopia, we would not need Employer Branding… !!!!
Shrinking
Talent Pool
Increasing
Talent Costs
Fierce
Competition
Rising
Attrition
Reasons
for
Employer
Branding
Slide 3
What is an Employer Brand
It is a complex and distinct combination of promises, opportunities and experiences of current andpotential employees of the company that creates a high pull for that Employer to attract , engage and retain talent in a competitive talent landscape.
Key Themes:
ComplexOpportunitiesCurrent employeesHigh PullEngage
Distinct ExperiencesPotential EmployeesAttractretain
Competitive talent landscapeSlide 4
4 E’s of BrandAirtel Cadburys
Maa
Old Teacher
Sister
Accessibility & reach
Value delivery
(Price / Expenses)
Ah-haan!!!
Repeats
RecallFulfillment
Involvement in need identification
Integration with need fulfillmentAwareness & actual fulfillment
Outreach
Uniqueness
Differentiation from clutter
I am differentMy needs are unique
Ego needs
Advocacy
Occasions& Traditions
4 E’s of Brand
Emotional Connectivity
Experiences
Engagement
Exclusivity
Slide 5
Internal/
External
BEHAVIOR
EBV=QIE+
QEV
Employer Brand
Value (EBV) =
Quality of Internal
Experiences (QIE)
+Quality of External
Visibility and
Perception (QEV)
Employer Brand Reputation Paradigm
Slide 6
Structure
1. Adil Malia
– The what and why of employer branding
– Building and communicating the employer brand
2. Nishchae Suri
– Best practices and challenges in employer branding
– Measuring brand effectiveness
3. Question and Answer
Slide 7
Internal Marketing of services, Products & Programs
Internal Market Research + Psychographics + Phased out view
Segmental Insights
Brand Marketing
• Indentifying Brand Strategy
• Determining Pack Strategy
• Establishing Route to Market
• Establishing Broadcasting channel, celebrity endorsements and Market communication
• Contribution metrics
Trade Marketing
• Sampling
• POP Material (Moments of Truth)
• Offering and Rewards
Broadcast
Slide 9
Internal Talent Celebrity Endorsements
Internal branding gets greatly influenced by the decision makers of the organization
CEO should act as brand champion of the
organization
Sr. Management employees should
work as brand identity managers
Management should motivate and educate
Mid Management employees to be a
brand champion of HR product /process
Slide 10
CEEC : Competency - Experience - Engagement Classification
Observable factors
Age
Seniority Grades
Job type
Performance
Employee lifecycles Applicant
Physical location
Outlook on life stages
Desired career benefits
Examples
Generation X; Generation Y
Junior manager; senior manager; board member
Technical /client facing / support services
Hiper – Hipo, low performer, average performer
New starter/ current staff; Alumni
Head office / subsidiaries; city /country/ region
Young single; working family member; empty
Security / stability / growth/ opportunity
Talent Markets are segmented on CEC basis
Slide 12
Identifying USP’s as differentiator?
Let your potential Employees know about the specific benefits of joining the Company
which is unique
Proposition must be one the competitor either
cannot, or does not offer
Proposition must be so strong that it can move
your target audience “Call for Action”
USP is the single most unique and meaningful attribute your employment offer possesses. It’s how your Employer brand is positioned and perceived
not unto itself, but relative to competing Employer brands
Slide 13
Employer Branding Market Communication
Audience Evidence
MessageMedium
Media target Audience linked to talent segments
Looking for Data
Message constructed through the data
Message appearsin relevant media
Slide 14
Managing Media and Market Euphorics
Influencing Employer Brand positioning in potential Talent Market
Stories & Talent Celebrity Endorsements
Best Practices presentations at forums
RASBIC Awards – Pink Slip Awards, best employer positioning
Sustained recruitment Campaigns
Career Fairs
Webinars
Enhancing brand broadcast reach through:
Building
Market
Perceptions
Slide 15
Structure
1. Adil Malia
– The what and why of employer branding
– Building and communicating the employer brand
2. Nishchae Suri
– Best practices and challenges in employer branding
– Measuring brand effectiveness
3. Question and Answer
Slide 16
Source: Conference Board 2011 global survey of 704 CEOs
2011 Business environment
1
2
3
4
5
Business growth
Talent
Cost optimization
Innovation
Government regulation
Rank
Importance-adjusted top three strategies
Score
1.65
.74
.72
.70
.59
“HR at GE is not an agenda item; it is the agenda.”Jeff Immelt, CEO, GE
“Strategy and operational decisions are important, but
defining bets are made on people.”Greg Summer, CEO. PerkinElmer
CEOs rank talent as #2 business challenge: Business growth and
Innovation both dependent on talent
“Consensus among CEOs is clear: having the right talent will make a critical difference in executing
against any of today’s business challenges”
Rebecca Ray, Ph.D., The Conference Board.
Slide 19
Finance
Technology
Talent
Products
Bold Inspirational Growth Agenda
Challenge Sustainable approachTime
Growth
Slide 20
Making of a great employer brand
Googlers
feel that
their work
can
change
the world
Organizing the world’s information
Google still
gets a 100
applicants
for even
open
position
20% of
budgeted
time for
innovation
shows high
regard for
their
employees’
creativity
One of the top employer brands of the world
At
Google,
work and
fun are
NOT
mutually
exclusive
Diverse
employee
demographics,
from former
neurosurgeons,
CEOs, US
puzzle
champions to
alligator
wrestlers
Slide 21
Challenge
Perceived Value
On -boarding
AppraisalProcess
Pre-Appraisal
Process
Post-
AppraisalProcess
Recruitment Benefits
Separation
Employer
Brand
Compensation
Performance
Management
Year-end
communication
‘Perceived’
Philosophy
Communication
Interview Sourcing
Slide 22
Structure
1. Adil Malia
– The what and why of employer branding
– Building and communicating the employer brand
2. Nishchae Suri
– Best practices and challenges in employer branding
– Measuring brand effectiveness
3. Question and Answer
Slide 23
Measuring - What is recorded, gets managed & measured
The Brand ExperienceHow the customers would describe the
brand?
How was the experience of past employees
with the company?
Do the current employees feel that what
was promised to them has been fulfilled?
Can the employees draw congruence
between the perception of customers and
their belief?
How easy do the recruiters find it to attract
talent for the company?
Action Planning and
Repeat MeasurementsWhat are the goals to be set to bridge the
gap?
How long would it take to bridge the gap?
How would we measure the efficacy? –
interviews, informal feedbacks, surveys,
metrics like attrition rate, offer acceptance
rate, employee productivity?
The Aspired Brand
ExperienceWhat the organization would like to do if it
had to be an employer of choice?
What are the talent archetypes in the
organization and what retains them?
Gap AnalysisWhat is the gap between the actual and
aspired brand experience in terms of
customers, past employees, current
employees and recruiters?
Slide 24
Investment in people must balance the need to deliver workforce energy and economics
ECONOMICS
ENERGY
Values | Engagement | Culture
Cost | Performance | Risks
Deliver superior business and workforce performance
Ignite the passion and power of your people
Slide 25
EconomicsEnergy
Sustainable approachIt’s a two way street
EconomicsEnergy
ENERGY
Values | Engagement | Culture
Ignite the passion and power of your people
ECONOMICS
Cost | Performance | Risks
Deliver superior business and workforce performance
The
deal
Slide 26
What it takes to connect economics and energy
You need to do more with the same or less, so every choice you
make matters
Do the right few things that will make the biggest difference – creating
the business impact you need
Manage your people with the same rigor as your other assets
Use powerful analytics to diagnose, evaluate, predict and make fact-based
decisions
Connect people investment choices to each other and to broader business
strategy
Use objective measures to assess the impact of people investments and decisions
Slide 27