50
Employer of choice, candidate attraction and employer branding by Toronto Training and HR June 2013
| Date post: | 30-Oct-2014 |
| Category: |
Business |
| Upload: | timothy-holden |
| View: | 1,561 times |
| Download: | 2 times |
Employer of choice, candidate attraction and employer
branding
by Toronto Training and HR
June 2013
Page 2
CONTENTS5-6 Definitions7-8 Types of branding 9-10 Brand characteristics 11-12 Stages of brand development13-14 Cycle of employer branding15-16 Drivers of the employer brand17-18 Elements of employer branding 19-21 Factors determining the perception of the employer brand22-23 Preferences24-25 Factors influencing the choice of employers26-27 Developing the employer brand strategy28-29 What do employer brand leaders do?30-31 Developing a strong employer brand32-33 Employer brand platforms34-35 Job descriptions-employer brand36-37 Drill38-39 Image of the organization40-41 Values42-43 Employee value proposition44-45 Being a good employer46-47 Law firms in Asia48 Case studies
Page 3
Introduction
Page 4
Introduction to Toronto Training and HR
Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking10 years in training and human resourcesFreelance practitioner since 2006The core services provided by Toronto Training and HR are:
Training event designTraining event deliveryReducing costs, saving time plus improving employee engagement and moraleServices for job seekers
Page 5
Definitions
Page 6
Definitions• Employer of choice• Candidate attraction• Employer branding
Page 7
Types of branding
Page 8
Types of branding• Internal• External
Page 9
Brand characteristics
Page 10
Brand characteristics• Core • Augmented• Halo
Page 11
Stages of brand development
Page 12
Stages of brand development• Identity• Meaning• Response• Relationship
Page 13
Cycle of employer branding
Cycle of employer brandingLower
recruitment costs
Positive word of mouth
communication
Motivated employee
Quality product and
affiliationEmployee retention
Employee affiliation towards
organization
Matching employee
expectation
Employee centred initiative
Acquisition of right talent
Page 15
Drivers of the employer brand
Page 16
Drivers of the employer brand• Communication
effectiveness• Socially responsible
corporate citizen• Developing talent• Delivery of brand promise• Stimulating and
challenging work opportunities
• Mentoring• Employee advocacy• Working relationships• Performance management• Work-life balance
Page 17
Elements of employer branding
Page 18
Elements of employer branding• Organizational
characteristics• People and culture• Remuneration and
advancement• Job characteristics• Employer reputation
Page 19
Factors determining the perception of the
employer brand
Page 20
Factors determining the perception of the employer
brand 1 of 2• A good work-life balance• A pleasant and stimulating
working environment• Competitive salaries and
employee benefits• Financial health• Good training opportunities• Interesting job content• Long-term job security
Page 21
Factors determining the perception of the employer
brand 2 of 2• Opportunities for career
advancement• Progressive policies
concerning the environment and society (CSR)
• Strong management
Page 22
Preferences
Page 23
Preferences• Gender• Age• Education• Singles v married• Share of income
Page 24
Factors influencing the choice of employers
Page 25
Factors influencing the choice of employers
• Financially healthy• Long-term job security• Competitive salaries and
employee benefits• Career progression
opportunities• Good training• International/global career
opportunities• Pleasant working
atmosphere• Strong management
Page 26
Developing the employer brand
strategy
Page 27
Developing the employer brand strategy
• Questions to ask
Page 28
What do employer brand leaders do?
Page 29
What do employer brand leaders do?
• Strategic thinking• Able to influence executive
leadership and across functional lines of the organization
• Global perspective• Adopting the role of
organizational ambassador• Build and nurture a global
network of stakeholders• Effectively build internal
and external teams
Page 30
Developing a strong employer brand
Page 31
Developing a strong employer brand
• Understand the organization
• Create a compelling brand promise
• Develop standards to measure the fulfillment of brand promise
• Ruthlessly align all people practices to support and reinforce brand promise
• Executive the measure
Page 32
Employer brand platforms
Page 33
Employer brand platforms• Employee platform• Strategic platform
Page 34
Job descriptions-employer brand
Page 35
Job descriptions-employer brand
Page 36
Drill
Page 37
Drill
Page 38
Image of the organization
Page 39
Image of the organization• People and culture• Remuneration and
advancement opportunities• Job characteristics• Employer reputation
Page 40
Values
Page 41
Values• Interest• Social• Economic• Developmental• Application
Page 42
Employee value proposition
Page 43
Employee value proposition• Definition• Five categories• Attributes• USA/Canada v the rest of
the world • Monetary, non-monetary
and combination• Value of a strong EVP
Page 44
Being a good employer
Page 45
Being a good employer• Definition• The image• Normality
Page 46
Law firms in Asia
Law firms in Asia • China• Hong Kong• India• Indonesia• Japan• Malaysia• Philippines• Singapore• South Korea• Taiwan• Thailand• Vietnam
Page 48
Case studies
Page 49
Conclusion and questions
Page 50
Conclusion and questionsSummaryVideosQuestions
