Employer branding A no-nonsense approach - CIPD

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Part 2: Before we get started... You might find it useful to see the format a typical in this guide. But in the meantime, the four stages of a employer brand development and communication project project, and what happens in each one, are outlined in follows. You’ll learn more about the specific activities later Figure 1 below. Figure 1: Employer brand development and communication What’s happening Project stages At this stage you’ll get a firm fix on how your brand is perceived by your top management, other employees and your external talent market(s). You’ll get a sense of how big a task the new brand faces. You need to develop relationships with other disciplines, and prepare your business case. You’ll almost certainly have some of the research data you need already. Don’t forget to measure the current perfomance. This is the critical stage between input and output. You – or, more probably, your external partner in the project – will be creating your Discovery brand’s ‘stem cells’ or its unique ‘DNA’ and starting to build it from there. You’ll start to get Analysis, interpretation a clear picture of what your organisation stands for, offers and requires as an employer – its distinctive value proposition. and creation Before you rush to apply the brand to your next big recruitment push, make sure that you can deliver what the brand promises, that the value proposition is one your current employees can Implementation recognise and believe in, and that the candidates and will experience full alignment between what they expect and what they experience. communication Qualitative research, both external and internal, will reassure you that the new brand is perceived the way you’d intended. By now, the brand is starting to make its presence felt in day-to-day internal communications, and in your ‘people practices’. For the first time you’ll be able to demonstrate improvements on your original baseline measures, and it will be clear to all that the brand is delivering real value. Measurement, maintenance and optimisation Typical actions • senior management workshop • internal and external focus group • employee survey • candidate journey audit • building rapport with marketing/PR/communications teams • ensuring top-level buy-in • select external partners • apply baseline metrics • define brand attributes • define overall employment value proposition • associate specific behaviours with each attribute • ‘flex’ attributes for each talent market segment • overall creative brief • initial creative expression of brand • apply brand to: • induction programme/material • applicant information • briefing for recruitment consultancies • interview/assessment process • launch brand internally • apply brand fully to talentattracting programmes/materials, including website • probe internal response to new brand • probe external perception • measure improvements in recruitment and retention metrics • complete application of brand to candidate journey • measure uptake of ‘living the brand’ Employer branding
Part 3: How did we get here? Background to the project We conducted two discovery days in which senior HR people from respected, high-profile organisations in both the commercial and public sectors shared their experiences of brands and brand development, and worked to give us an idea of what ‘best practice’ might look like. They also supplied two of the three full-length case studies you’ll find later in this guide. We carried out an online survey on the CIPD website, asking for responses to key questions about employer brands and their development. 280 people took part in the survey. Figure 2: Aspects actively managed through employer branding programme Compensation and benefits strategy IT, technology and communications Leadership and management behaviours Employer branding Other Campus/schools recruitment Diversity communications Physical working environment Public relations Performance management Careers website Learning and development Employee communications Recruitment advertising We conducted telephone interviews with senior HR people who had direct experience of developing and communicating employer brands, with particular emphasis on small and medium-sized enterprises. We searched through a wide range of papers and articles about all aspects of employer brands, including the CIPD’s own published material. 0 20 40 60 80 % actively managing this factor n=274
Page 1 and 2: Guide Employer branding A no-nonsen
Page 3 and 4: Acknowledgements Thank you to those
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approach their work. ‘Your M&S’
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Paperchase: where product creates b
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Second, they’ll realise that they
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Thirty things you need to remember
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