creating employer brand value

29
Creating Employer Brand Value . The plan to develop and demonstrate employer brand value in your organization.

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Page 1: Creating Employer Brand Value

Creating Employer Brand Value. The plan to develop and demonstrate

employer brand value in your organization.

Page 2: Creating Employer Brand Value

Welcome.

Today’s facilitator:

N. Robert Johnson, APR

Practice Leader, Workforce Communications Practice

Page 3: Creating Employer Brand Value

Expectation setting.

Interested in a specific topic? Let us know.

• New ways of thinking about employer

brand, employee communication and

employee engagement

• Ideas that you can use

• All within 30 minutes

Page 4: Creating Employer Brand Value

Recap of last webinar.

Deeper Dive on Discover. Infusing employee

engagement data into your employer brand.

• Authenticity is the new paradigm of communications

• The strategy is to shape your employer brand with

everyday experiences

• The tactic is to use every data point within reach

• Impact with a close look at employee engagement

Page 5: Creating Employer Brand Value

Today’s webinar.

Creating Employer Brand

Value. The plan to develop and demonstrate

employer brand value in your organization.

Page 6: Creating Employer Brand Value

Question: Which of the following creates

greater employer brand value?

• A new logo

• A new tag line

• An engaging career site

• Engaging videos

• An aggressive social media program

• Measurable outcomes

Page 7: Creating Employer Brand Value

Answer.

Measurable Outcomes

Page 8: Creating Employer Brand Value

Our approach to creating the plan.

• Business impact – it’s about taking on an

issue that impacts the organization

(employee engagement, retention, etc.)

• It’s focused on gaining the trust, support

and participation of the CEO and senior

leadership

• We see several key components

Page 9: Creating Employer Brand Value

Key components.

Mission what are trying to

solve

Environment state of talent, talent

needs, etc.

SWOT strengths,

weaknesses

Metrics what & how to

benchmark

Project MGMT budgets, timelines,

milestones

The vision with equal parts

rationale and emotion;

connect to strategy

Support with proof points,

particularly those for your

company/industry

A realistic assessment of

what you’ll need to

accomplish the mission

How do we define program

success and prove the

program’s ROI?

A clear but concise project

plan builds trust

Page 10: Creating Employer Brand Value

Talent is looking. (environmental proof points)

Page 11: Creating Employer Brand Value

Illustration: environmental proof points.

• Of employed workers, 38% are dissatisfied

with their current job, 27% are neutral

• Most, 90%, plan to explore new

opportunities as the job market improves

• “Actively looking” and “browsing”

employees make up 77% of employed

workers Monster Insights 2014

Page 12: Creating Employer Brand Value

Illustration: environment proof points.

• Only a third are more committed to their

company than when they started

• Less than half feel that their efforts are

recognized and valued

• Primary drivers of job searches include better

match to skills and desires (38%); higher

compensation (38%); and opportunity for

career advancement (25%) Monster Insights 2014

Page 13: Creating Employer Brand Value

Illustration: environmental proof points.

Only 15 percent of the employed workforce claim

to be so happy that they won’t even consider

another position.

15%

LinkedIn Talent Trends 2014

Page 14: Creating Employer Brand Value

A few words about employer branding.

Page 15: Creating Employer Brand Value

The state of employer brand.

Who owns employer branding internally?

53% say

EBI Global Trends 2014

HR (US)

Page 16: Creating Employer Brand Value

The state of employer brand.

A clear employer brand strategy.

14%

17%

32%

35%

Have not developed strategy

Yes have a clear strategy

No but working on it

Yes but needs futher development

EBI Global Trends 2014

(Global)

Page 17: Creating Employer Brand Value

The state of employer brand.

1) Having a clearly defined strategy

2) Senior management engagement

3) CEO engagement

4) Communications planning

5) Defining EVP

6) Developing strategies for retaining talent

7) Collaboration with other departments

8) Conducting internal research

9) Producing communications material

10) Participating in social media

How important

are the following

to achieve

employer

branding

objectives?

(Global – in order of

importance)

EBI Global Trends 2014

Page 18: Creating Employer Brand Value

The state of employer brand.

1) Obtaining an adequate budget

2) EB messaging across departments

3) Distinctive employment offering

4) Senior leadership engagement

5) Communicating EB to candidates

6) CEO engagement

7) Communicating EB to customers

8) Communicating EB to suppliers

9) Engaging external agency

What are the

challenges

faced in

managing your

employer

brand?

(Global – in order of

importance)

EBI Global Trends 2014

Page 19: Creating Employer Brand Value

Impact. (picking metrics and alignment)

Page 20: Creating Employer Brand Value

The impact of employer branding.

1) Employee engagement

2) Retention rate

3) Number of applicants

4) Quality-of-hire

5) Cost-per-hire

6) Ranking in best employer awards

7) Promotion of internal candidates

8) Employee referral rate of new hires

9) Candidate conversion ratio

10) Sourcing effectiveness

11) Profit-per-employee

What metrics do

you use to

measure ROI

on your

employer

brand?

(Global – in order of

importance)

EBI Global Trends 2014

Page 21: Creating Employer Brand Value

The impact of employer branding.

The main benefits gained from employer branding.

10%

11%

11%

12%

13%

19%

19%

22%

28%

32%

35%

Increased customer engagement

Decrease in time-to-fill

Setting a standard/framework for HR

Increase in unsolicited resumes

Increase in internal hires

Decrease in turnover

Higher acceptance rates

Reduced recruitment costs

Reconigtion as EOC

Increase EE engagement

Ease in attracting candidates

EBI Global Trends 2014

(Global)

Page 22: Creating Employer Brand Value

Goal example: Financial services and

turnover.

Average annual voluntary turnover rate in the financial services industry is: 12.8% (CompData Surveys, 2013); Average cost-per-hire is $1,949 (>10,000 ees) (Dise, 2012)

For a regional bank with 24,000 ees Need to fill: 3,120 ees (24,000 x 13%)

CPH: $6,080,880 (3,120 x $1,949)

Stronger employer brand cuts turnover by 28% (LinkedIn)

Need to fill becomes: 2,246 (becomes target goal)

CPH becomes $4,377,454 (becomes target goal)

a savings of $1,703,426

Page 23: Creating Employer Brand Value

Another Goal example: Financial

services and engagement.

Per AonHewitt, at any given time a third of employees are actively disengaged. Gallup estimates that the cost of a disengaged employee is approximately $2,500.

For a regional bank with 24,000 ees 7,920 actively disengaged employees (24,000 x .33)

Impact: $19,800,000 (7,920 x $2,500)

Reducing the disengaged population by just 20 percentage points would reduce the impact of the disengaged by: $3,960,000.

This doesn’t include the upside of increased productivity which has a value far greater than the $2,500 benchmark.

Page 24: Creating Employer Brand Value

Summary.

Mission what are trying to

solve

Environment state of talent, talent

needs, etc.

SWOT strengths,

weaknesses

Metrics what & how to

benchmark

Project MGMT budgets, timelines,

milestones

Page 25: Creating Employer Brand Value

Action item 1: Elevate employer

branding – and HR – by taking it on.

A business case means solving something

for the good of the organization. Focus on

one to three “impacts” – e.g. increasing

employee engagement, decreasing turnover,

etc. – and align data and outcomes.

Be specific Have

measurable outcomes

Be-data driven

Page 26: Creating Employer Brand Value

Action item 2: Target internal sponsors,

speak their language and have a goal.

CEO/senior leader engagement and

obtaining an adequate employer brand

budget are both top critical factors and top

challenges.

• Paint a picture (the why with

emotion)

• Frame a solution

• Outline the process (be realistic

about any heavy-lifting)

• Clearly state budget, outcomes

and milestones

Page 27: Creating Employer Brand Value

Action item 3: Demonstrate through

great project management.

Taking on a solution is the plan to develop

employer brand value; achieving the

solution is the way to demonstrate its value.

• Assemble your team

• Clearly delineate roles and

responsibilities

• Update stakeholders frequently

and with style

• Don’t be shy: celebrate wins

Page 28: Creating Employer Brand Value

Our approach to employer brand.

Discover • Stakeholder interviews

• Focus groups

• Employee engagement data

• Communication audits

• External brand alignment

• Culture, mission and values alignment

Invent • Employer brand promise

• Employer brand attributes

• Employee value proposition

• Creative design expression

• Strategic communications planning

Deliver • Employer brand architecture

• Integrated communications

• Certified brand ambassadors

• Customer experience and employer branding

Page 29: Creating Employer Brand Value

Employee Value Proposition. How and why your EVP plays a critical role in employer

brand and employee communication.

Thursday, July 31, 2014 2:00-2:30 ET

Thank you! Offline questions?

Contact me at 216.685.4486

or [email protected]

Our next webinar.