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BRANDE : Talent Management

April 4, 2017

Recruiting, Employment Branding and Everyone You Know.

A positive employment brand can help attract top candidates, making recruiting for your top positions easier.  But, candidates don’t come to us in a vacuum. Before they even apply for a position or speak to a recruiter, they’ve been exposed to advertising, the experience of family members or friends, and the power of social media to shape what they know, or think they know, about our business. In fact, according to a recent Roper survey, over 60% of the respondents listed word-of-mouth as their best source of information.

And that’s what has brought about a great attention to Employer Branding. Companies are looking to have more control on the impression of their company in the mind of an applicant. And according to a variety of Employer Branding surveys, including early data from one we have in progress (you can share your employer branding experiences here,) those who have succeeded have been guided by the same methods and techniques used by consumer branding agencies. Moving beyond simple brainstorming sessions between Talent Acquisition teams and/or Internal Communications, the research methods used to glean employee information and create employer brands have now expanded to commonly include employee surveys, focus groups and executive in-depth interviews. But, in today’s highly social world, with unemployment at 10 year lows, and the competition for talent a top concern for CEOs everywhere, that still might not be enough.

Enter Talent Branding.

Talent branding considers that employer branding has become a two-way street, as the employee and candidate experience is sharable (almost viral) and transparency and authenticity are the table stakes.

Talent Branding can be considered the evolution of Employer Branding. At its best, it is the art of making a strong emotional connection from your organization and its culture, to the talent it needs to attract and engage to drive the business forward. And while the visible output of the efforts may be the same- a redesigned or enhanced website, recruiting booths, brochures or website banners, the research and development process has been refined to be collaborative and as inclusive as possible of all audiences and all available information.

We are seeing a greater emphasis placed both on the employee experience, the candidate experience and the development of personalized messages that can speak to the wants and needs of each of our audiences at every phase of the hiring process including candidate rejection and employee termination.

What salaries are you paying? What interview questions are you asking and how do people rate the talents and abilities of your CEO? The answers to these questions are so easily obtained that we take it for granted, yet it might not be that we have given enough thought to the implications and responsibility it places on recruiters, hiring managers and even our employees themselves.

If you are about to embark on an Employer Branding initiative, here’s how you can build a bullet-proof talent brand and take things to the next level.

    1. Expand your Research- When doing employer brand research, consider external and competitive research as well. Don’t just speak to the people inside your company- take an external look as well. Which companies are the competitors for your top talent? What are the appealing aspects of their employment offer? This can be easy enough to find out by going to their website and social sites and even Linked In and Glass Door. What awards have they won, which groups are they targeting with unique messages (Military veterans, women, other diverse groups?)

 

    1. Conduct a Communications Gap Analysis– Take a view of every touchpoint in the candidate’s consideration process and see what you have (or need) to influence their decision in your favor. Consider how you are moving talent through the hiring process along with managing the feelings of those who you are not. Beyond supplying top prospects with materials or links to your website, create an information funnel designed for people with small, medium and large appetites for knowing more about the company, the culture, the business strategy and what their day-to-day really looks like. Make sure when you develop the content, you have developed in all media from video, digital, PPT, email and print and of course, implemented each across all social channels.

 

  1. Influence the Influencers- As we evolve from Employer Branding to a Talent Brand, this is the most important take-away. Simply put, everyone is an influencer. Your current employees, alumni, and thought leaders. Parents, spouses and friends. Vendors, customers and just about everyone you know. Make sure you have thought carefully about your Employer Brand (the things that make your company, culture and offerings unique), the wants and desires of the people you’re trying to reach, and most importantly, how your stories are told, retold, refuted and shared in a world gone social.

Only then will you have truly mastered the art of The Talent Brand.

 

Find out more about Brandemix Rapid-Cycle Talent Branding!

January 9, 2013

Bonus Reel: How to Ruin Your Employee Referral Program

August 20, 2012

Employer Branding Numbers Everyone Should Know!

As experts in employer branding, we’re constantly researching the latest innovations and trends, and I’ve come across some recent recruiting studies that have some eye-opening findings. Think you don’t need an employer branding strategy? Read on.

88%
The percent of employees, out of 19,000 surveys and exit interviews, who leave an organization for reasons other than money. In that same survey, 89% of employers said they believed that employees left only because of money! (The Saratoga Institute)

What this means for you: You can compete even if you can’t offer top dollar. Generations X and Y consider many other factors, including culture, perks, flexibility, and corporate responsibility. If offering average pay and benefits is scaring you from reaching out to prospects, rest assured that your organization probably has one or more other strengths that will impress them.

60%
The percent of employees who would recommend jobs at their company to a close friend or family member — but employers say that only 23% of their employees participate in employee referral programs! (Bernard Hodes Group)

What this means for you: Organizations must do more to encourage their employees to refer talent. More than half your employees want to refer friends; they either don’t know how or don’t think about it when the opportunity comes. If you don’t have a referral program, you should create one. And if you have one, you should explore ways of getting information to your employees in a continuous, memorable way.

An employee referral program that Brandemix created for Kaplan

55%
Percent of employees, from more than 1,700 organizations worldwide, who believe “it’s important that other people want to work for my employer.” (Employer Brand International)

What this means for you: Employer branding isn’t just for recruiting; it can help retain talent, too. Just as employees leave for reasons other than money, they also stay for reasons like reputation and pride in work. Even if your recruiting is going somewhat smoothly, employer branding can help keep your current employees satisfied and productive, lowering your overall hiring costs.

51%
The percent of global employers, out of 632 surveyed, who believe that not having the right people had some effect on their companies’ losing business. (Universum EB Insights 2011)

What this means for you: Talent can be an unappreciated, overlooked, and under-funded resource. Some CEOs are familiar with cost-per-hire, but what about quality of hire? The wrong hire can cost more money than not hiring at all. In this economy, it may be easy to fill certain positions with warm bodies, but finding top talent who will lead the next generation of your company requires a compelling, differentiated message.

Image from Universum Employer Branding Insights 2011

3%
The percent of employers, out of a survey of 175 HR, communications, and marketing professionals, who said they had no employer branding strategy. 51% had an established strategy and most of the others were in the process of developing or refining theirs.(Bernard Hodes Group)

What this means for you: You must have an employer branding strategy. Presuming that you are an “employer of choice” with no need to engage job-seekers is no longer an option. Ninety-seven percent of your competitors are communicating their mission, vision, values, culture, and benefits to your talent pool; you have to get in the game or you’ll give away the victory.
 

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Interesting information, no? And here’s one more number: 33%. It’s the percent of companies that plan to increase their investment in employer branding. Are you one of them? Contact Brandemix for a free employer branding consultation.
July 11, 2011

TALENT MANGEMENT PROFESSIONALS FALL BEHIND IN SOCIAL MEDIA USE

 
A new nationwide Social Media study reveals surprising news: Talent Management professionals have been slow to take advantage of social media in their personal lives, which may indicate a reluctance to use the same channels for business. The survey, sponsored by BRANDEMiX, was conducted last month by the New Talent Management Network, a global network of more than 2500 talent management professionals founded by consultant, author, and speaker Marc Effron.
Not surprisingly, only LinkedIn stood out among the four major social media channels. Almost half of respondents stated that they posted on the professional network “at least a few times per month,” and 39% read information posted by others “more than a few times a week.”
However, when asked if LinkedIn influenced respondents purchasing decisions, only 25% said “yes.”
More than half of respondents stated that they used Twitter either “less than once a month” or “never.” Only 8% of respondents stated that they used Twitter “to keep current on talent management trends and developments.”
Similarly, while a third of respondents read other people’s Facebook pages “more than a few times a week,” 43% posted content on their own pages “less than once a week.” Another 13% “never” posted on their own pages.
As for YouTube, though 85% of respondents reporting watching others’ videos at least once a month, that same percentage also claimed that they “never” posted their own video content on the world’s second-largest search engine.
Compared to general human resources professionals, whose use of social media to engage job applicants has been steadily increasing, talent management professionals have yet to embrace these new channels. Even those in talent management who use social media are less influenced by its content and rely on it less for information than other populations in human resources. A copy of the complete survey can be downloaded here.
February 1, 2009

BRANDEMiX Partners with New Talent Management Network, the First Free Global Network

New study finds that talent management may be recession-proof as 77% of participating companies plan to increase or maintain spending levels.

As specialists in the branding of human resources initiatives, BRANDEMiX is proud of our partnership with the New Talent Management Network, the only free network of more than 800 Talent Management professionals.

Our initial work began with designing their new logo and website (www.newtmn.com), and we have just completed the production of their 2nd Annual State of Talent Management study, conducted in November and December 2008.

Be among the first to hear the results of the 2nd Annual Talent Management Survey
Download the Study
NTMN_Survey08.pdf

Register and participate in a free conference call to review the findings

DATE: February 18
TIME: 12 – 1pm EST
LOCATION: Virtual Event

During this session, you’ll hear:
:: The three key insights that emerged from the survey—and
their implications for talent management professionals
:: How the recession is impacting budgets—and what you can do about it
:: How talent management professionals rate themselves in core
competencies and where you stack up
:: Best practices that drive talent management effectiveness
:: What talent management professionals are paid, who they serve,
what they do and the future outlook for the profession

Our collaboration with the New Talent Management Network is directly tied to our commitment to both Human Resources professionals and employee development, and we’re proud to be part of an esteemed group leading the way.

Happy Groundhogs Day
Jody