Webinar - Employer Branding

22nd June 2011

Structure

1. Adil Malia

– The what and why of employer branding

– Building and communicating the employer brand

2. Nishchae Suri

– Best practices and challenges in employer branding

– Measuring brand effectiveness

3. Question and Answer

Slide 1

Only resource that creates value…from self and from others

Only resource which comes with emotions and therefore need connections

Only resource that can recognize patterns

Only resource which decides continuity

People as Unique value creators

2

The best cost : value creators

Slide 2

Employee the unit of influence…

Only if we had a talent cornucopia, we would not need Employer Branding… !!!!

Shrinking

Talent Pool

Increasing

Talent Costs

Fierce

Competition

Rising

Attrition

Reasons

for

Employer

Branding

Slide 3

What is an Employer Brand

It is a complex and distinct combination of promises, opportunities and experiences of current andpotential employees of the company that creates a high pull for that Employer to attract , engage and retain talent in a competitive talent landscape.

Key Themes:

ComplexOpportunitiesCurrent employeesHigh PullEngage

Distinct ExperiencesPotential EmployeesAttractretain

Competitive talent landscapeSlide 4

4 E’s of BrandAirtel Cadburys

Maa

Old Teacher

Sister

Accessibility & reach

Value delivery

(Price / Expenses)

Ah-haan!!!

Repeats

RecallFulfillment

Involvement in need identification

Integration with need fulfillmentAwareness & actual fulfillment

Outreach

Uniqueness

Differentiation from clutter

I am differentMy needs are unique

Ego needs

Advocacy

Occasions& Traditions

4 E’s of Brand

Emotional Connectivity

Experiences

Engagement

Exclusivity

Slide 5

Internal/

External

BEHAVIOR

EBV=QIE+

QEV

Employer Brand

Value (EBV) =

Quality of Internal

Experiences (QIE)

+Quality of External

Visibility and

Perception (QEV)

Employer Brand Reputation Paradigm

Slide 6

Structure

1. Adil Malia

– The what and why of employer branding

– Building and communicating the employer brand

2. Nishchae Suri

– Best practices and challenges in employer branding

– Measuring brand effectiveness

3. Question and Answer

Slide 7

Organization Talent and Life cycle

Slide 8

Internal Marketing of services, Products & Programs

Internal Market Research + Psychographics + Phased out view

Segmental Insights

Brand Marketing

• Indentifying Brand Strategy

• Determining Pack Strategy

• Establishing Route to Market

• Establishing Broadcasting channel, celebrity endorsements and Market communication

• Contribution metrics

Trade Marketing

• Sampling

• POP Material (Moments of Truth)

• Offering and Rewards

Broadcast

Slide 9

Internal Talent Celebrity Endorsements

Internal branding gets greatly influenced by the decision makers of the organization

CEO should act as brand champion of the

organization

Sr. Management employees should

work as brand identity managers

Management should motivate and educate

Mid Management employees to be a

brand champion of HR product /process

Slide 10

Market Research in Employer Branding

Market Information

Market Segmentation

Market trends

Slide 11

CEEC : Competency - Experience - Engagement Classification

Observable factors

Age

Seniority Grades

Job type

Performance

Employee lifecycles Applicant

Physical location

Outlook on life stages

Desired career benefits

Examples

Generation X; Generation Y

Junior manager; senior manager; board member

Technical /client facing / support services

Hiper – Hipo, low performer, average performer

New starter/ current staff; Alumni

Head office / subsidiaries; city /country/ region

Young single; working family member; empty

Security / stability / growth/ opportunity

Talent Markets are segmented on CEC basis

Slide 12

Identifying USP’s as differentiator?

Let your potential Employees know about the specific benefits of joining the Company

which is unique

Proposition must be one the competitor either

cannot, or does not offer

Proposition must be so strong that it can move

your target audience “Call for Action”

USP is the single most unique and meaningful attribute your employment offer possesses. It’s how your Employer brand is positioned and perceived

not unto itself, but relative to competing Employer brands

Slide 13

Employer Branding Market Communication

Audience Evidence

MessageMedium

Media target Audience linked to talent segments

Looking for Data

Message constructed through the data

Message appearsin relevant media

Slide 14

Managing Media and Market Euphorics

Influencing Employer Brand positioning in potential Talent Market

Stories & Talent Celebrity Endorsements

Best Practices presentations at forums

RASBIC Awards – Pink Slip Awards, best employer positioning

Sustained recruitment Campaigns

Career Fairs

Webinars

Enhancing brand broadcast reach through:

Building

Market

Perceptions

Slide 15

Structure

1. Adil Malia

– The what and why of employer branding

– Building and communicating the employer brand

2. Nishchae Suri

– Best practices and challenges in employer branding

– Measuring brand effectiveness

3. Question and Answer

Slide 16

What’s the connection?

FIRM VALUE

PRESENT

EARNINGS

INTANGIBLES

Slide 17

Magnetic Brands & Their Pillars of Iconicity

Slide 18

Source: Conference Board 2011 global survey of 704 CEOs

2011 Business environment

1

2

3

4

5

Business growth

Talent

Cost optimization

Innovation

Government regulation

Rank

Importance-adjusted top three strategies

Score

1.65

.74

.72

.70

.59

“HR at GE is not an agenda item; it is the agenda.”Jeff Immelt, CEO, GE

“Strategy and operational decisions are important, but

defining bets are made on people.”Greg Summer, CEO. PerkinElmer

CEOs rank talent as #2 business challenge: Business growth and

Innovation both dependent on talent

“Consensus among CEOs is clear: having the right talent will make a critical difference in executing

against any of today’s business challenges”

Rebecca Ray, Ph.D., The Conference Board.

Slide 19

Finance

Technology

Talent

Products

Bold Inspirational Growth Agenda

Challenge Sustainable approachTime

Growth

Slide 20

Making of a great employer brand

Googlers

feel that

their work

can

change

the world

Organizing the world’s information

Google still

gets a 100

applicants

for even

open

position

20% of

budgeted

time for

innovation

shows high

regard for

their

employees’

creativity

One of the top employer brands of the world

At

Google,

work and

fun are

NOT

mutually

exclusive

Diverse

employee

demographics,

from former

neurosurgeons,

CEOs, US

puzzle

champions to

alligator

wrestlers

Slide 21

Challenge

Perceived Value

On -boarding

AppraisalProcess

Pre-Appraisal

Process

Post-

AppraisalProcess

Recruitment Benefits

Separation

Employer

Brand

Compensation

Performance

Management

Year-end

communication

‘Perceived’

Philosophy

Communication

Interview Sourcing

Slide 22

Structure

1. Adil Malia

– The what and why of employer branding

– Building and communicating the employer brand

2. Nishchae Suri

– Best practices and challenges in employer branding

– Measuring brand effectiveness

3. Question and Answer

Slide 23

Measuring - What is recorded, gets managed & measured

The Brand ExperienceHow the customers would describe the

brand?

How was the experience of past employees

with the company?

Do the current employees feel that what

was promised to them has been fulfilled?

Can the employees draw congruence

between the perception of customers and

their belief?

How easy do the recruiters find it to attract

talent for the company?

Action Planning and

Repeat MeasurementsWhat are the goals to be set to bridge the

gap?

How long would it take to bridge the gap?

How would we measure the efficacy? –

interviews, informal feedbacks, surveys,

metrics like attrition rate, offer acceptance

rate, employee productivity?

The Aspired Brand

ExperienceWhat the organization would like to do if it

had to be an employer of choice?

What are the talent archetypes in the

organization and what retains them?

Gap AnalysisWhat is the gap between the actual and

aspired brand experience in terms of

customers, past employees, current

employees and recruiters?

Slide 24

Investment in people must balance the need to deliver workforce energy and economics

ECONOMICS

ENERGY

Values | Engagement | Culture

Cost | Performance | Risks

Deliver superior business and workforce performance

Ignite the passion and power of your people

Slide 25

EconomicsEnergy

Sustainable approachIt’s a two way street

EconomicsEnergy

ENERGY

Values | Engagement | Culture

Ignite the passion and power of your people

ECONOMICS

Cost | Performance | Risks

Deliver superior business and workforce performance

The

deal

Slide 26

What it takes to connect economics and energy

You need to do more with the same or less, so every choice you

make matters

Do the right few things that will make the biggest difference – creating

the business impact you need

Manage your people with the same rigor as your other assets

Use powerful analytics to diagnose, evaluate, predict and make fact-based

decisions

Connect people investment choices to each other and to broader business

strategy

Use objective measures to assess the impact of people investments and decisions

Slide 27

thanks!

Questions ?

Slide 28