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Employer Branding 3.0 - Connecting employees and customers for a better society PDF Print E-mail
Written by Brett Minchington   
Sunday, 10 October 2010 14:16

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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Employer branding: A good strategy we should embrace PDF Print E-mail
Written by Franco Kadama   
Monday, 31 May 2010 18:50

Employer branding is much closer to “internal marketing”, that is treating employees as customers and seeking recruitment of the most value-adding employees, their retention, their understanding of and commitment to the company’s vision, short and long-term goals.

The employer branding process involves a comprehensive study of the ‘the way we are’ and ‘the way we want to be’ for the organisation. It is important to start by defining and identifying the existing employer brand by asking employees for feedback on the way they perceive the company and its ‘personality’.

This will help the HR team define the positive and negative qualities of the systems and culture in place hence providing a clear idea about employee expectations - the hygiene and motivation factors. The next step is the development of the ideal employer brand as per the company’s requirements.

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Why is employer branding vital for corporations? PDF Print E-mail
Written by Brett Minchington   
Wednesday, 21 April 2010 22:47

Article originally published in Finland's, "The Opinion Leader" - this is an updated version.

Why is employer branding vital for corporations?

Employer branding is vital for corporations for a number of reasons.  The increasing global shortage of talent driven by the ageing population, increased mobility of workers (especially generation Y’s (born between 1980 and 2000), migration, declining fertility rates, technological advances and an increase in culture diversity in organisations are some of the reasons when employer branding is now high on the leadership agenda.

Your employer brand can be defined as “the image of the organization 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).”

The art and science of employer branding is about ensuring that your people brand aligns with your consumer brand. In terms of brand management an aspirational goal for an organisation should be that the marketing messages are reflected by the actions of all of the people at all levels of the business at all times in order to deliver the employer brand promise.

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Employer branding: pulling the levers for talent attraction PDF Print E-mail
Written by Wonder Jonamu   
Monday, 19 April 2010 16:14
The critical point of departure in understanding employer branding is to acknowledge that ‘captains of commerce' are kept awake at night not by stock market fluctuations or competitors, but by glaring talent gaps in their organisational structures. For this reason, employer branding lends itself as a top draw priority for the contemporary HR practitioner.

From the Silicon Valley to the factory shop-floors, it's all about people; their talent, innovation, ingenuity and capabilities. The simple yet profound truth is that it's the ‘human capital factor' that drives commerce. The engines of business will stop turning if the human capital factor is removed from the equation of business.

The pursuit of talent

In today's rapidly changing business environment, it's no surprise that organisations find themselves in a stampede to get the best talent on the job market. This pursuit for talent is to ensure that organisations build sustainable talent and skill pipelines critical to consolidate their competitive posture in the market. Interestingly, talent markets are also rapidly evolving in terms of their profiles, demographics and general dynamics. In some cases, talent shortage has meant that talent markets become a job-seeker's market leading to high premiums in salary packages to attract or retain key talent.

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Intuit sparks employee and candidate engagement while reigniting a culture of innovation. PDF Print E-mail
Written by Charee Klimek   
Friday, 19 March 2010 06:35

Originally published at VOCII blog by Charee Klimek

These are the just three messages that embody the culture at Intuit®.

You could say they are the subtitles of their story – one told by employees, captured by Human Resources and consistently shared internally and externally to hire, retain and engage the very people who push their business forward. It’s a story (perhaps even a lesson) about the importance of culture, innovation, empowerment and bringing your whole self to work every day.

Melissa Rutledge, the Employer Brand Manager on Intuit’s Right Talent Team helped re-write that story.

I’ve had the pleasure of getting to know Melissa over the past year and can tell you she is one of the most positive, energetic and passionate brand managers I’ve ever met. Wonder if that has anything to do with the fact that she can be herself at work? Hmmm. Anyway, as two self-professed brand geeks we had a blast talking about their branding projects. When we last spoke we decided it was time to tell their story, why they rebranded during the recession and how it became so much more than a just brand campaign.

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