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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>  

The turmoil in the economy is providing interesting times for employer reputation management. Nick Holker, founder partner and director of employment research and employer brand consultancy Peer Group Communications, examines the impact and offers a step-by-step guide to managing your employer brand in a recession. In economic downturns, there is often pressure to reduce investment in areas such as employer branding that are sometimes not seen to be ‘business critical’ in terms of offering immediate and visible difference to the bottom line.

Brett Minchington shares with HR Future Editor Alan Hosking how top organisations are attracting and retaining talent by building a strong employer brand.   Over the past few years there has been growing interest globally in employer branding. What is an Employer brand and how do you know it is working for you? Your employer brand is the image of your organisation as a ‘great place to work’ in the minds of current employees and key stakeholders in the external market (active and passive candidates, clients, customers and other key stakeholders). Employer branding is therefore concerned with the attraction, engagement and retention initiatives targeted at enhancing a company’s employer brand.

International Employer Brand Strategist and Chairman/CEO of the Employer Brand Institute, Brett Minchington offers readers some insight and tips on how to maintain employer brand equity during the financial downturn. Don't do this! In the wash up of the shifting of financial markets over the past 12 months there have been massive layoffs by companies once seen as the 'poster child' of their industry where everyone wanted to work but only the top talent could get in. How times have changed in such a short period of time, these same organisations (and whole industries) who once enjoyed 'preferred employer' status are now off the list of talent looking to switch jobs or graduates looking to enter the job market for the first time.

It amazes me just how quickly brand equity can be eroded by actions taken so swiftly without any thought to the impact on the employer brand of the organisation.

In an increasingly competitive economic and business climate companies must focus their collective efforts on developing their employer brand if they are to attract, engage and retain talent better than their competitors. No longer should the firm’s employer brand strategy be the sole responsibility of the HR department A successful employer brand program must be sponsored by the CEO or Managing Director and should demand a high level of visibility in the company’s strategic plan. Employer branding should be viewed from the top as a ‘whole of business strategy’ for the management of people and managers at all levels must be engaged in the process. The following four-phase Employer Brand Management process (see figure 1) will assist HR Directors and heads of other strategic business units to develop an employer brand that builds competitive advantage. Executed correctly your employer brand will position your company at the forefront in today’s ‘talent competitive’ market.
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