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Employer branding needs good leadership PDF Print E-mail
Written by Brett Minchington   
Monday, 20 September 2010 18:06

Article originally published in South Africa's leading HR publication, HR Future where Brett is an International monthly columnist on employer branding. click here for the published article.

 

This article provides some insights into "The role of leadership in employer branding as featured in Brett's new book Employer Brand Leadership - A Global Perspective.

Build employer brand leadership capabilities in your company

The role of an employer brand manager is increasing in scope as the discipline evolves. As the line between the role of human resource, marketing and communication professionals in talent attraction and retention continues to blur, employer brand managers are being empowered to deliver responsibilities from all three functions.

In 2006 when I published my book, ‘Your Employer Brand attract-engage-retain,’ the position of an employer brand manager was virtually unheard of. Today companies such as Nike, Ernst & Young, UnitedHealth Group, Vestas Wind Systems, Starbucks, IBM, Ahold, E.ON, Deloitte, Nordea, DONG Energy, HP and Deutsche Bank now all have dedicated employer brand managers focused on developing their company’s  employer brand.
 

Employer Brand Leadership Capability FrameworkTM
To assist employer brand leaders to better manage their cross functional responsibilities I developed the Employer Brand Leadership Capability FrameworkTM to ensure a consistent approach to employer brand management. (see figure 1).
 

Figure 1: Employer Brand Leadership Capability FrameworkTM

(click image to enlarge)

 

 

KEY FUNCTIONS
The key functions contained in the Employer Brand Leadership Capability FrameworkTM include:



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Employee brands are not the new employer brand PDF Print E-mail
Written by Nick Price   
Thursday, 16 September 2010 19:18

Originally published by Nick Price at whateveryouthink.com

 

I’m writing this in something of a hurry but felt compelled to post based on a comment I saw from TruManchester that employer brands no longer exist and have been replaced by ‘employee brands’. It’s not the first time I’ve seen this and well done for pushing the argument, but I get the sense the argument here may well be positioned by those who would argue against the existence of employer brands in the first place. I may well be wrong, but show me how one employee (and if we are talking employee brand we are acknowledging an individual point of view)  directly replaces an organisation’s Employee Value Proposition which whilst one might argue its interpretation is still an important part of what constitutes an organisation’s employer brand.

There’s nothing that new here. I’m bored of hearing how social media is taking over the world and therefore organisation’s no longer control their own employer brand etc. etc.. It’s like it’s some new revelationary epiphany pushed by those evangelising that social media for those that get it and everyone else still penning their employer branding strategies and articulating their EVPs are going to get left in the stone age. It’s absolute nonsense.



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To lead is to decide - A new view on BRANDED LEADERSHIP PDF Print E-mail
Written by Brett Minchington MBA and Dr David Kippen PhD   
Thursday, 12 August 2010 07:58

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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ReAgent Rant #3 - Career websites - the inside story PDF Print E-mail
Written by Mike Beeley   
Saturday, 31 July 2010 11:21

PREMIUM CONTENT - FREE PUBLICATION DOWNLOAD

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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What are the 'KEY Influencers of Employment Choice?' PDF Print E-mail
Written by EBO Editor   
Tuesday, 22 June 2010 05:24

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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