myEBO Login

Login or Register to access articles and myEBO
Home
Search
Search Keyword: Total 10 results found.
Tag: ryan estis Ordering

Whilst in the USA to conduct the USA Series of the Employer Branding Global Research Forum, EBI Chairman, Brett Minchington and Managing Partner Ryan Estis & Associates and EBI Senior Associate Ryan Estis discuss the role of leadership in employer branding. {mp3}ebi_chairman_and_ryan_estis{/mp3} Brett will be touring Europe in October with his Employer Brand Global Masterclass in Bad Nauheim 6 Oct, Instabul 8 Oct, Amsterdam 13 Oct, Warsaw 15 Oct and Paris 20 Oct. For further details please click here>  

Originally published on www.ere.net Having a clearly defined strategy is the most important factor in achieving employer branding objectives. That’s the takeaway from the Employer Brand Institute’s Global Research Study of more than 2,000 companies. Engaging the CEO and senior management in the benefits of employer branding also ranks highly. Surprisingly, conducting internal and external market research ranked the lowest in importance, suggesting companies are rushing into employer branding without a clear direction of where they are heading. The results of the global study should be a concern for CEOs where money invested in employer branding initiatives may be misdirected and/or misaligned with the business strategy. Most companies are in the early stages of developing an employer brand strategy that builds competitive advantage (globally only 16% have a clearly defined strategy), so the survey results provide some important guidance for leaders to ensure their investments are focused on priority areas.
In an increasingly competitive environment where customers are more savvy and demanding for quality your company’s brand can be the difference between whether a customer buys your product or your competitor’s offering. A strong brand takes skill, effort and time to create and build market awareness. The worlds most recognised brands such as Google, Microsoft, Microsoft and McDonalds have high emotive attributes, many of us have integrated these brands into our every day lives. These brands consistently deliver on their brand promise.
“Begin with the end in mind.” This is one of the seven habits of highly effective people promoted by thought leader Steven Covey, and it provides an excellent insight into organizational effectiveness. If the “end” in recruiting is to deliver the right person for the job—right now—it becomes imperative to create a meaningful connection with talent. The ability to connect (or even better, to develop relationships) and offer meaningful and accurate insights into your unique employment value proposition will provide a real competitive advantage in what promises to be an increasingly difficult labor market.
Professional selling is not unlike the practice of law or accounting. It includes a set of core competencies that, if understood, developed and mastered, will lead to tremendous success. Sales success is the culmination of extreme effort, developed subject matter expertise and a passionate belief that you can help someone do something better. The same principles apply to effective corporate recruiting. The best and brightest are highly coveted and, in turn, have an abundance of options. The best recruiters understand that in the people business, you have to earn the opportunity to hire the very best candidates.

These days, your job openings have to be marketed as creatively as your products and services. Here’s how to develop a long-term branding strategy to help you find and keep the best staff. Does your association serve a cause so meaningful that staff members see their work not as a job, but as a calling? Do you offer uniquely challenging opportunities to build skills or try out different jobs? Is your salary and benefits package unusually rich? Are you particularly family-friendly, offering flextime and telecommuting? Or is your association just plain friendly, with such a welcoming atmosphere and warm members that staff turnover is almost nonexistent?

Gen Y. Echo-Boomers. Millennials. Call them what you will and take notice. This burgeoning generation (70 million; born between 1977 and 2002) is coming of age and arriving in the workplace with new ideas about the employment experience. Namely, “why should I work for you?” and “what are you going to offer me?” Self-assured, tech-savvy and idealistic, they arrive at work with an evolved set of expectations for employment and their opportunity to have an impact from day one. The achievement orientation and natural impatience of this plugged-in, multi-tasking generation inevitably creates conflict for many employers and coincides with a time where the pool of skilled talent is shrinking.
Successful recruiting today requires a philosophy, approach and mindset to WIN talent. Different from the notion of simply hiring, winning talent implies emerging victorious after what is often a rigorous and  hard-fought battle for the best and brightest. To further differentiate, hiring people is something companies do. Winning talent is something companies must earn. While many recruiters seemingly have the will to win, many companies still lack the will to prepare to win in the increasingly competitive arena for A-level talent.
While attending the National EMA Conference in Dallas recently, I was fortunate to have had the opportunity to deliver two breakout sessions entitled “Employment Branding: Branding Your Organization to Attract and Retain A-Level Talent.” I was pleased to see the enthusiastic interest emerge around this strategic initiative, and throughout the week I was encouraged by the obvious commitment of so many of our fellow recruiting practitioners to elevate the recruiting function inside their organizations. It was evident to me, however, in both the content of the conference and the collaboration going on outside of the business sessions, that we are on the cusp of significant challenges with respect to attracting and retaining talent. The well-publicized, demographically driven labor shortage is quickly headed our way, and the notion that this will coincide with increasing dissatisfaction in the workplace—along with unprecedented turnover (estimates that 40% of the workforce are prepared to find a new job are alarming)—creates the landscape for a perfect storm.
While updating my MySpace profile and debating the merits of whether Facebook was better, I was reminded to download my buddy list to my PDA. I then realized that I had multiple LinkedIn invitations that still needed a response. Since I don’t have an abundance of free time to research what my friends are doing, it dawned on me–do I really need to manage a Second Life when I am completely overwhelmed keeping up with my first?
Banner
Banner