A marketing opportunity - Employer branding by dfhercbml


									A marketing opportunity - Employer branding

An important part of attracting the best candidates is to promote the
organisation as an 'employer of choice'. Employer branding is the concept
of applying to the recruitment process the same marketing process used
in the management of customers.

Influences on the development of an employer brand come from the
organisation itself, its competitors and the community which it serves. An
organisation can market its vision, culture and values during the
recruitment process to differentiate it from its competitors and attract the
right sort of candidates.

Promotion of organisation's employment package
Employer branding is not just a marketing exercise - it is the beginning of
an employment relationship.

In a climate of low unemployment, skills shortages in many sectors,
severe competition for the best potential recruits, how you do best stand
out from the crowd? Highly talented graduates can always find work, even
in an economic slowdown. Organisations looking to tap into this talent and
recruit excellent people must ensure they have an excellent recruitment

Employer branding is the company's image as seen through the eyes of its
associates and potential hires.

It is concerned with the need for employees to 'live the brand'. This is
centred on engaging employee loyalty to the brand and developing
commitment to the organisation.

Your employer brand is the voice and image of the communication you
implement to attract and retain employees.

The employer brand is defined by the three stages of the attraction
process; reputation (emotional), career offer (rational) and corporate
culture (emotional). The key messages are:

      Reputation = Successful international company, growth industry
       popular in an applicant's home country
      Career offer = Challenging job, international work, career
       development opportunities, good pay
      Corporate culture = Fair and open, non-hierarchical, inspiring

A brand is an announcement- it provides and advance calling card for the
customer and also for potential applicants. Employer branding tells the
labour market something that might otherwise be hidden, or takes time to
find out. Brands attempt to take the choice out of choosing.
'Employer brand power' adds value to the recruitment process and real
money to organisations. It gets you noticed and creates an the 'employer
of choice'. As the number of possible choices graduates can make is
becoming even greater in the marketplace and as globalisation impacts
increaingly, employer branding strategies prove critical. Employer brands
act as a psychological trigger in candidate's heads. These are very
powerful triggers in the job market and can play a key role in candidate's
job choice.

Job applicants are attracted by a strong employer brand. This is
essentially a sub-set of the general corporate brand, encompassing the
organisation's values, systems, policies and behaviours with a view to
attracting, motivating and retaining good people. The aim is to convey the
personality of the organisation as that external candidates can develop a
sense of what it might be like to work there.

It is critical for HR and recruiting staff to develop a compelling story for
existing and potential employees about working for the organisation.

Employer branding strategy must be aligned with your product branding,
and deliver every aspect of its implementation. Strengthen your employer
brand by presenting consistent, positive messages and images about life
inside the organisation, whether in job adverts, recruitment presentations,
brochures, applicant literature, or interviews- in fact, throughout the
recruitment process.

For example, if your employer brand claims that the organisation is a fun
and dynamic place to be, your recruitment process must be efficient, slick
and involved the kind of interviewers and assessors who present the
appropriate image and style of working.

The most believable forms of communication are the adverts, literature
and websites but also the behaviours of employees and the accounts of
their own work experience. So, the greatest risk for an employer is too
invest too much on mass media promotion and too little on ensuring that
personal contacts are effective and that they can actually 'deliver on

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