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Where do the global organizations stand?

People in Business with CRF institute recently conducted a pioneer-ing research work with an objective to enable organizations tobenchmark their employer branding practices against other glob-al organizations. The survey was conducted for more than 270organizations across 32 countriesIncluding BRIC Countries(Brazil, Russia, India & China).

Despite the principles of employer brand management havingbeen in existence for more than 10 years, and a general recogni-tion of the value good practice can deliver, results showed thatthere is still some way to go if practitioners are to achieve thestandards that are in place in relation to consumer brand man-agement. The survey showed only 03 organizations (1%) achievean overall Optimizing rating with 65% achieving an Emergingor Developing rating.

Emergence of Employer Branding

Few years back (2005) there were very few examples ofintegrated brand management thinking within HR. Over the lasteight years, there is a sea-change in how employer brands aredeveloped and managed.

The value of developing an employee value proposition (EVP) iswidely recognized as a key step in establishing a consistent

platform for all employer brand-related activities. The way inwhich EVPs are constructed and defined has subsequentlyshifted from being primarily focused on framing an attractivepromise to potential recruits, to a more well-founded distillationof the key elements that characterize an organization'semployment deal. EVPs and employer brand marketing havebeen aligned with corporate and customer brand propositions.It is also far more typical for organizations to ensure theirpeople management processes and practices are consciouslydesigned and monitored to align with their EVP.

Anatomy of an EBMM

The EBMM enables organizations to explore how they compareto best practice in the field and comprises of six key elements:

Business Status

Building an Insight Platform

Developing the Employer Brand

Activating the Employer Brand

Managing the Employer Brand Internally

Managing the Employer Brand Externally

Scores are assigned to each stage of the employer brandmanagement process and are further used to assess thematurity of organization practices. The established levels ofmaturity within the EBMM are: Latent, Emerging, Developing,

Maturing and Optimizing.

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The Employer Brand Maturi-ty Model (EBMM)

Way Forward

Being an Employer of Choice is increasingly becoming the goal of a number of high performing organizations worldwide. The cornerstone of an employer of choice is a robust Employer Brand that is scientifically developed, managed and measured. The key point tonote here is whether an organization has consciously worked on building an Employer Brand or not, every organization has an Em-ployer brand. Therefore, it is recommended that every organization aspiring to become an Employer of Choice first conducts a struc-tured Employer Brand Audit process to baseline their current status of Employer Brand Maturity.

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The employer brand lends an identy to the company,

which represents its core values and indicates how it car-

ries on its business and what value it delivers to its cus-

tomers, partners, employees and other stakeholders.Employer Brand is a concept that has gained popularity in recent times. Organizations

across the globe have started taking the term seriously and the trend is ardent in India too.Just as a corporate or product brand symbolizes certain qualities, perceptions, image andexperience to its customers, an employer brand represents the same to the employees,current or prospective. Employee Value Proposition (EVP), the core of an employer brand,defines what you most want people both inside and outside your organization, to associatewith you as an employer. It encompasses the bouquet of distinctive brand benefits that youoffer. The employer branding journey may start from identifying the type of people thatyou as an employer want in your organization to be successful. As Richard Mosley, a pio-neer and authority in Employer Branding, puts it, to get the right people on the bus. For

some companies, it can get very specific, e.g., Apple wants people who are natural com-

municators with a passion for technology or P&G looks for people who thrive on challeng-

es. Many global organizations such as P&G, McDonalds, Coca Cola, Accenture, Johnson

and Johnson, Yum, Virgin, and Indian organizations such as RPG, Aditya Birla Group, Tata,

Infosys, Genpact, Airtel have invested heavily in employer branding initiatives. Every or-ganization intrinsically has an employer brand whether it realizes it or not. It is there forpeople and customers at large and as well as for employees. You do not own it but youcan influence it. Therefore, the essence is how clearly you define the EVP on which youwould build your employer brand.

Please follow the link for the full articlehttp://www.humancapitalonline.com/view_article.php?aid=2190 OR

Write to us - sandip.biswas@peoplebusiness.org/ +91 7483398520

Excerpts from the Article Creating a compelling employer value proposition written byAkhilesh Mandal & Dr. Sandeep k. Krishnan

AKHILESH MANDALAkhilesh Mandal, a senior partner

with a global consulting firm andan accomplished consultant, hasbeen partnering with severalglobal and Indian organizationsin the areas of employer brand-ing and leadership development.With three decades of experi-ence, he brings a rare combina-tion of business and human capi-tal understanding in his approachto craft solutions to enhance or-ganizational performance.

.

Dr. SANDEEP K. KRISHNANDr. Krishnan has worked with or-ganizations of repute like IBM,Infosys, RPG Group, and Ernstand Young. He has been a Headof HR and has worked in variousHR transformation projects includ-ing employer branding projects.He is a certified Global Profes-sional in Human Resources (GPHR)and has a certification in execu-tive coaching from University ofCambridge. He is a fellow ofIIMA.

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