Making the intangibleasset tangible

A collaboration between…

What was it wewanted to know?Greater understanding of where Employer Brand sits within the organisation:

Who drives its development?Who owns it?Who manages it?

Methodology

Quantitative surveysUK 95, Ireland 26

Two peer to peer working sessions

Making the intangible asset tangible

Royalty free music from www.bensound.com

Why did we commissionthe research?

Economicconditions

Skillsshortages

Retentionchallenges

Changingrequirementsof employees

Clients askingfor advice and

help withattractionstrategies

Before we lookat the research…

Who does theaudience thinkhas a strong

employer brandand why?

Q7Which of the following objectives is the employer brand most responsible for?

Which of the following objectives is the employer brand most responsible for?

–Attracting and retaining talent

–Increasing productivity

–Improve commercial performance

Q8How effectively does your employer brand deliver against the above objectives?

35% of organisations do not feel their employer brand delivers againstthose core objectives

Q9Almost 46%(UK)-75%(EIRE) of respondents cited awareness of values as average, low or very low.

Underlyingchallenges…

Do values exist?

Are they relevant, personal, meaningfully articulated?

Are they credible? Purposeful?

Do individuals feel equipped to talk about them?

Can they clearly be applied in daily working life?

Do employees feel they are important?

Values that are seenand not heard, are failing to communicate.

Activating awareness around values is most effective when you get people talking.

Q6With almost an even split of responsibility for employer brand, an integrated approach is vital.

Building consensusand managing responsibility

HR still lead in responsibilityin 39% of businesses

Corporate Communicationsand leaderships teams have involvement in around 30%

Fewer businesses have dedicated internal comms resource (13%)

Employer brand should be owned by everyone.

Drawing on the strengths of each function as an integrated project or action group to define, share, measure and maintain employer brand will ensure its health and effectiveness.

Q12The majority(50-64%) of responses stated it’s challenging to align internal culture to business objectives…

‘Culture eats strategy for breakfast’ Henry Ford

Individuals respond and align more naturally to cultural behaviours. It’s what makesus human.

That is why culture is SO important in defining and delivering on opportunityfor your business.

Mapping your values to your strategy, if borne out of a holistic brand articulation process should be logical.

How does your organisation

measure its effect and impact?

Measuringthe impact

82% say they could improve their metrics

Conclusions

Employer Brand is evolving and its strategic importance is being recognised.

You can make the intangible tangible -through a systematic approach and using the right metrics this becomes more possible.

Aligning culture to your values will ensure success and drive value internally.

It’s a team effort.

Next stepsJoin us at our upcoming client think tanks

Get your hands on the survey results

Q&A