Have you read Brett's new book,  Employer Brand Leadership-A Global Perspective?

The key moments of truth for your employer brand

Companies are increasingly realising that looking at only one part of the employee lifecycle e.g. recruitment, is simply not enough! Employee’s needs and motivators change over time during the course of their tenure. These changes may be influenced by lifestyle factors such as age, gender, experience, qualifications, marital status, stage of life, career aspirations, etc.

Your employer brand strategy must consider the complete picture and leaders need to carefully consider and plan how the employee experience impacts people at each touchpoint across the lifecycle. Smart Executives realise that a ‘one-size-fits’ all lifecycle strategy fails to optimise productivity.  Companies that segment and align the employee lifecycle as part of their employer brand strategy will benefit from maintaining higher levels of engagement, productivity, customer satisfaction and profit!

Where to begin!

A lifecycle mapping audit will identify any gaps in employee experience from pre-hire to re-hire and your future strategy will need to address these gaps to ensure your people policies, processes and systems are working to provide a signature employee experience. In theory it makes good sense, in practice, much work needs to be done as there are many moving parts to join up.  Segmenting and effectively managing the employee lifecycle will require a culture change for many companies.

The fifteen moments of truth

Whilst there will be variances depending on company size, scope and scale, the key ‘moments of truths’ across the employee lifecycle which will require your focus include:

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Media Release

17 October 2011    

For immediate release

For information on how to obtain a copy of the full report please click here for the publisher's website>

Executives now challenging HR and Marketing for responsibility of the Employer Brand strategy

In an era of social media dominance where employer branding continues to develop around the world, HR and Marketing are now being challenged by Executives for control of the Employer Brand strategy in new survey findings from Employer Brand International. The global research study surveyed more than 1700 organizations worldwide.

The study found Executives are taking more responsibility for the employer brand strategy with a 13% increase over the past two years at the same time HR departments solely responsible for the strategy has declined by 12%. Interestingly, in Russia more Executives are responsible for the strategy than the HR department highlighting that leaders in emerging markets are taking a more strategic approach and aligning employer branding to organizational strategy compared to companies who were early adopters in the USA and UK.

Companies who invest in developing their employer brand can expect an increase in employee engagement and ease in attracting candidates with 38% of companies rating them as the main benefits of their employer brand strategy, according to a wide-ranging global survey from Employer Brand International. The study released today also found the rush by companies to shift expenditure into social media to build online communities they can recruit from and engage with, has resulted in a 209% increase since 2009 in social media usage by companies to communicate their employer brand.

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Why is talent important?

In a knowledge-based and service-oriented economy, competition actually takes place over one key issue: the talent of those involved in the business and engaged in the company’s success.

In the past, the competitive advantage of organizations focused in other factors: capital, financial assets, raw materials, specific technologies, patents or licenses. Nowadays, all the above are no longer barriers to competitiveness, but instead, most are widely accessible. In most businesses, the only driver for competitiveness is talent.

Moreover, talent, understood as the result of multiplying people competencies (what they know and, more importantly, what they can do or even what they can potentially be able to do if developed right) times their level of engagement, is a very rare asset.

Developed economies are experiencing a demographic crisis, in which there are less and less people and at the same time, the educational and professional level of those few is also lower.

For instance, in Spain, the number of young nationals is progressively decreasing from 30% of the overall population to the current 19% and moving towards 14% in the next few years.

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Original article published on www.ere.net

Upcoming events on Brett's 2011 Employer Brand Global Tour click here>http://www.brettminchington.com/events/events-list.html

This article provides insights from Brett's new book "Employer Brand Leadership - A Global Perspective?" For full details please visit the publisher's website click here>

The extended version of this article will be published in the Journal of Corporate Recruiting Leadership in August

Culture is more often a source of conflict than of synergy. Cultural differences are a nuisance at best and often a disaster –Professor Geert Hofstede, Dutch social psychologist

One of the greatest challenges facing global comanies right now is their ability to exploit synergies and efficiencies in their global talent acquisition and retention programs. When considered with the fact we are about to enter an era of unparalleled talent scarcity around the world, the role of the global employer brand manager is set to become one of the most critical roles inside global companies.

Global talent acquisition has become increasingly complex. The need for systems integration, understanding of culture diversity, social and technological changes, jobless, uneven economic recoveries in many countries, the threat of declining fertility rates, inequality in global education standards, and the impact of aging populations in many developed economies has created multiple challenges for global companies which show no signs of easing soon!

Leaders I speak with around the world are saying they are running hard to stand still and where previously they could take 1-2 years to research, develop, and implement talent acquisition and retention strategies, the competitiveness for talent is demanding leaders react quicker and more decisively to stay ahead of the competition.

Even top employer-branding companies like Google, Adidas, and Deloitte are constantly seeking innovative ways to source, develop, and retain talent. If that’s what is happening with the market leaders, consider the millions of other companies around the world who have similar challenges. At a global level the problem is magnified to unthinkable proportions and the solutions are going to need a mix of short- and long-term initiatives including collaboration between companies, industries, universities, and governments. There is no benefit to global corporations if leadership talent is in high supply in Scandinavia when manufacturing operations are in India and there is a dearth of leaders with the right skills.

The Reality of Globalization and its Impact on Employer Branding
The social and culture integration brought about through globalization can foster broader understanding and co-operation between employees around the world, and potentially economies of scale in the allocation of human resources, but is it really that simple?

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