The Insiders Guide to Employer Branding - 27 Best Practice Insights

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Many of the old tools and strategies for building an authentic, globally relevant employer brand have been discarded, and new ones are taking over. Both the challenges and opportunities have grown almost in tandem, and its all happening at break-neck speed. One thing is clear: employer branding has changed, dramatically. Our Global Best Practice Xchange (BPX) Roundtable on the subject confirmed it. It was 90 minutes of rigorous discussion with eight seasoned professionals leading the way in employer branding innovation for their organizations. They shared their successes, mistakes and thoughts on their plans for the future. So, if you are wondering if theres a better, clearer way to lead your organization and practice through this change, this guide is for you.

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<ul><li> 27 Employer Branding BestPractice Insights The Insiders Guide to Employer Branding By Scott Eilbes &amp; Klaus Tpfer </li> <li> Insights thought leaders minutes </li> <li> Upsidedown Thats how employer branding looks and feels right now to those in HR and Marketing. </li> <li> Many of the old tools and strategies for building an authentic, globally relevant employer brand have been discarded, and new ones are taking over. Both the challenges and opportunities have grown almost in tandem, and its all happening at break-neck speed. One thing is clear: employer branding has changed, dramatically. Our Global Best Practice Xchange (BPX) Roundtable on the subject confirmed it. It was 90 minutes of rigorous discussion with eight seasoned professionals leading the way in employer branding innovation for their organizations. They shared their successes, mistakes and thoughts on their plans for the future. So, if you are wondering if theres a better, clearer way to lead your organization and practice through this change, this guide is for you. </li> <li> to help you demonstrate a global and best practice approach to your employer branding strategy and tactics. Weve distilled key insights topics 27 7 over </li> <li> CONNECTAND STAYCONNECTED BEYOND COMMAND AND CONTROL BEST-LAID PLANS BE HONEST, ITS NOT ALL ROSEY PUBLISHQUALITY,PUBLISHOFTENPUBLISHQUALITY,PUBLISHOFTEN Be Targeted in your Approach Your brand be what you thinkmay not </li> <li> Our thought leaders Birger MeieR Senior Manager of HR Communication and Global Employer Branding, Boehringer Ingelheim Germany Janelle L. Hawes Manager of University Recruiting, Robert Bosch Linda Linzenbold Manager of Personnel Marketing, Robert Bosch Mary Fricke Talent Recruitment Leader, GE Capital Megan Raftery Marketing Director, Kelly Services, Inc. Michael Kirsten Director, Global Content Marketing, Kelly Services, Inc. Nate Butki Executive Vice President, Great Place To Work Shaunda Zilich Recruitment and Marketing Leader, GE </li> <li> Your brand be what you thinkmay not The conversation has changed Connected, networked and always onthis is now the norm rather than the exception for much of the professional workforce. Work is no longer what it used to be. And, employee loyalty? Whats that? The rising influence of social media has altered the way we seek, evaluate and engage in work and the employers that offer it. Naturally, this means the ways in which employer brands are promoted, shared and even deconstructed has evolved too. Finding new tools, strategies and ways to connect are now crucial to success. </li> <li> A couple of years ago, marketers were busy designing nice corporate videos, telling the world how great their company was and how fantastic it was to work there. This approach has had its time. People are starting to build their own picture to understand what companies are really about instead of just accepting who they say they are. Candidates come better prepared and knowing much more about your company than ever before. Theyre not just looking at your website! Youre still the owner of the employer brand, but it is shifting towards what other people say about younot only what you say about yourself. Authenticity Michael Kirsten, Kelly Services, Inc. </li> <li> An employer brand must be accessible. We have a video channel that delivers what we call corporate insights. We want to deliver a consistent employer brand experience through all major touch points like career websites, our YouTube channel and Instagram account. By posting historical pictures from Boehringer Ingelheim on Instagram we can show (rather than just talk about) our companys history. Demonstrate Birger Meier, Boehringer Ingelheim </li> <li> of human capital professionals believe the talent shortage is and will continue to do so in the future. negatively affecting their business now, 75% 2013 Conference Board Survey </li> <li> CONNECTAND STAYCONNECTED Build relationships by being useful Candidates look around for employers. They do their research. To connect with them, businesses must be present in the right places. But, more than this, they must demonstrate why their employer brand is different, relevant and useful. Start by focusing on what candidates need and want from you its not just about giving them a job. Be helpful in peoples job search and in the development of their careers. Be responsive and look to the bigger, longer-term picture when building connections with potential employees. </li> <li> You have to know what people are really looking for besides basic company information. What is the audience interested in? Employer branding is not only about communicating how great we are and how great it is working for us, but also about providing the candidate market with information they really need. Social media is a tool to have a conversation, to talk with candidates, to understand how they think and to provide information. With this information you can start to build a conversation, build engagement and a relationship. Content &amp; conversation Michael Kirsten, Kelly Services, Inc. </li> <li> There are a lot of the ways to get information out there about your company, but it really depends on talking to people about things that interest them. It can go as far as to include customers and clients talking about how our company helped them with their business thats of interest to candidates who are thinking about a career with us. Engagement Mary Fricke, GE Capital </li> <li> Do your best to understand what kind of information candidates really need. What are their pain points? What is the buying process for candidates? First, understand what you can do for them. Then, be mindful that theres a lead-nurturing process to consider, just as there is in any buying decision. Candidate perspective Megan Raftery, Kelly Services, Inc. </li> <li> Know whom youre talking with and why Employee loyalty isnt what it used to be. As a result, employers and their brands need to speak directly to passive candidatesthose that are not actively seeking new roles, but would move for the right opportunity if it caught their eye. We know that tenure is now hovering at around the two-year mark, and that its likely to be lower for Generation Y (and Z) workers, so the need to build ongoing relationships with passive talent is now non-negotiable. Be Targeted in your Approach </li> <li> The first thing to do is to segment your audience. Then you can set priorities. This means, understanding what kind of candidates you really need, where they are, and how you can find them. You need to talk within your organization about what really has changed and how your candidates are behaving. You need to build a pool of passive candidates that you may need in the years to come. So, its important to continually connect with these candidates and be there over the medium to long term. Know your audience Michael Kirsten, Kelly Services, Inc. </li> <li> In our employer branding efforts we have eight focus universities that we target. When were on campus we do quite a few activities that are focused on promoting our rotational training program. What we do is to actually show who Bosch is, what our values are and how this works across each of our product lines. Audience focusLinda Linzenbold, Robert Bosch </li> <li> The big difference that makes your employer brand successful is how you communicate it. Do you have a unique selling proposition? When we started, we looked at our historywhere did we come from? What are our values? What is our big asset that we can communicate? Were a family-owned company with over 125 years of history and this is one major aspect we use in our employer brand communication. We have stability. We value partnership and were here today and tomorrow; and we underpin this with the stories of our employees, which give the company a real face. I think this makes a big difference to being authentic. Communicate with clarity Birger Meier, Boehringer Ingelheim </li> <li> When companies are operating in many different environments we make sure they are differentiating the global corporate brand from the local or even regional brands, and that they are doing it in a meaningful way. What are the aspects of their culture that are consistent with being a part of a bigger family, and what are those things that are specific regionally? When organizations have a clear view of what that means to them and how that matters, it makes a big difference to attracting the right candidates. Targeted messaging Nate Butki, Great Place to Work Institute </li> <li> Empower employees to evangelize from inside No one knows your organization better than those who work there. This is your employment brand. Empowering employees to speak on your behalf and be the voice of your brand is no longer the risk it once was seen to be. And, it can often be the authentic, on-the-ground view that prospective employees are really seeking. Finding ways to balance the risk and reward of employees using social media to discuss their work is now central to the employer branding challenge. BEYOND COMMAND AND CONTROL </li> <li> People often get tripped up on the need for a water- tight social media policy, and theyll run into internal concerns that question how much the company should embrace social media because what happens if people misuse it? People really get stuck on having a strict or a rigorous policy when its actually the best companies that do (almost) the opposite. Having a high level of trust on this shows you trust your employees more generally, and that speaks to your culture. If your company has a need for say IT developers, why not use your current IT developers to start a blog for an outside audience about the stuff that IT developers are interested in? Its about really using your internal sources as ambassadors to your brand. Employee trust Michael Kirsten, Kelly Services, Inc. </li> <li> Sometimes we lose sight that the employer brand really is owned by the entire organization. Even though that partnership between HR and marketing is so critical, it needs to be integrated throughout the entire organization. Holistic approach Megan Raftery, Kelly Services, Inc. </li> <li> We find that the absolute best way to show who Bosch is, is to have our associates really speak for us. We invite current graduates to our alumni and ask them to join us on campus at recruiting fairs, as well as to classrooms to explain our products and our culture. We mentor and coach students, provide case studies and invite them here to learn. Socializing experience Janelle L. Hawes, Robert Bosch </li> <li> You have to be transparent. As a big company it is easy to look like a big corporate machine and I think one of the things that weve really tried to do is make things more personal and human. Our GE Works campaign is basically testimonials from our employees about what GE means to them. Its more than just a day in the life of. I think its really what GE means to them. This is one of the ways we can set ourselves apart and tell a true and honest story about GE and not give false expectations. Recruiting people to be your brand ambassadors can be one way to manage this proactively and have structure. Transparency &amp; authenticity Shaunda Zilich, GE </li> <li> The best companies are very clear about who they are and what they represent. Theyre authentic and true, and they use their people to help represent what that is. From day one theyre building trust with their employees. Clear vision Nate Butki, Great Place to Work Institute </li> <li> HR and marketing must align A good strategy, backed up by an actionable tactical plan thats implemented with discipline is what great employer branding is made of. Yet, too often, companies hold all their cards until they formally employ a candidate. This is when they reveal the true workings of their organizationand this is precisely the opposite of what candidates now want, need and expect. So, how do you get off on the right foot with the talent youre seeking? Developing strong links between HR and Marketing so that the organization speaks with one voice, and as one, clearly differentiated brand across the entire globe, is the aim. BEST-LAID PLANS </li> <li> You really need to look at your internal resources. You need to understand the capabilities of your recruitersare they really social media savvy? Do they understand how to work within social media, how to talk to candidates using these tools, how to be in constant, ongoing conversation with them? Id encourage HR and marketing to work much closer together on employer branding. HR can understand what marketing does and marketing can advise HR on how to attract the right candidates using social media and help them produce compelling content. Engaging conversation Michael Kirsten, Kelly Services, Inc. </li> <li> There are two prongs to brand messaging and talent acquisition. There is the internal communications planyou need that foundation where everyones on the same page. This is how all of HR is aligned, and its how you reach out to candidates. The second prong is the 50-thousand-foot view of brand messaging, which is your external marketing plan; the one global brand that works to get your name out there. Messaging approach Shaunda Zilich, GE </li> <li> We have a global employer branding team, which works closely together. Our colleagues from corporate communications developed a corporate br...</li></ul>