by Brett Minchington MBA and Dr David Kippen PhD

Brett and David will be presenting at the upcoming 2010 Employer Branding & Reputation Summit in Paris on 18 November 2010 click here for further details>

What do we talk about when we talk about leadership? Too often, we talk about personality, charisma and charm. Too often we talk about the type of traits that defines leadership as a very senior-executive, authoritarian affair.

In this article, we provide a somewhat different definition of leadership: “To lead is to decide.” Under this definition leadership has nothing to do with how many reports one has. It simply means having the opportunity and responsibility to make decisions that matter to others, on behalf of the organization.

To choose such a limited definition throws into relief some of the essential elements we define as branded leadership. It clearly shows that, at some points in our careers (and life), virtually all of us are leaders. As leaders, we all need to possess some fundamental skills such as strategic thinking, coaching, problem solving and managing change that too frequently are never taught at middle-management levels.

A brand leadership culture results in leadership status earned by doing, not by a hierarchical title. This means that your most effective leader may be the one serving your customers right now. It also means the process of training leaders needs to push further down into the organization than it typically does today. But take the challenge, think about leadership differently, and significant organizational benefits will be quick to surface at every level.

 

Defining branded leadership

So, what does it take to engender branded leadership? It begins with re-defining what it means to lead - and sharing that definition throughout the organization.

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Introduction
There is much talk about what makes a great website, and a wide variety of opinion around how they should look and function, so I thought I might start this rant by busting a few myths.

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Media Release

For immediate release

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

Companies must segment and target their value propositions to influence and attract the best talents

- Global Survey Findings - from Employer Brand International


Influencing candidates to join your company will require a targeted recruitment strategy and communications approach according to a wide-ranging new survey from Employer Brand International. The ‘Influencers of Employment Choice Global Research Study’ surveyed more than 400 employees worldwide on what influences their employment choice. The survey found there was a high degree of variation by region, gender, age, organisation type, position levels and employment tenure across fifteen employment attributes such as leadership, communications, work environment and corporate social responsibility. The findings provide a wakeup call for organisations currently relying on a one-size-fits-all approach to recruiting talent.

Employer Brand International CEO, Brett Minchington said, “The research findings come at a critical time as organisations adapt to the ‘new normal’ where the cost of a bad hire will impact companies more than ever before. Recruitment dollars are very tight and the days of throwing large amounts at marketing campaigns that fail to communicate the company’s value proposition(s) are over.”
 
The study found if you want to influence women in their employment choice you need to communicate flexible working patterns and a friendly working environment. Compared to men, flexible working patterns are six times more likely to influence women in their employment choice. The opportunity to work with thought leaders, an organisation with a culture of innovation and a clearly defined mission have a stronger influence on employment choice for males.

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Article originally published in South Africa's leading HR publication, HR Future - Brett Minchington is an International monthly columnist on employer branding for HR Future.

This article provides some insights into Employer Branding 3.0 as featured in Brett's new book Employer Brand Leadership - A Global Perspective.

For the past two and half years I have been travelling the world interacting with leaders and sharing best practice in employer branding. Each new country provides an opportunity to learn about the local nuances and the challenges of delivering an employment experience which positively impacts on an employee’s ability to deliver a brand experience expected by their customers.

In each of the twenty countries I have travelled to, it is evident there are political, economic, social and technological forces confronting companies which will require a combined stakeholder effort to ensure business sustainability.  However I find there is one common force that connects us all - the human will to create a better society. We hear political leaders talk about it in discussions on critical issues such as climate change, financial reform and labour practices. Future sustainability will require a collaborative effort to maintain a healthy balance of ‘what’s good for profit’ and ‘what’s good for society.’

A study by the US Federal Reserve Board showed the dramatic increase in the importance of intangibles such as brand to overall corporate value in the second half of the twentieth century. Today it is possible to argue that in general the majority of business value is derived from intangibles such as the employer brand.

Since its inception in the early 1990’s employer branding has evolved through three stages: employer branding 1.0, employer branding 2.0 and employer branding 3.0 (see table 1).

Employer branding 1.0 was characterised by one-way interactions between employers and their employees and customers. Employees were seen as an infinite resource and talent was in abundance during the industrial revolution. Jobs were for life and employer branding was used to fill jobs as companies experienced growth.

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