How To Brand A Company

Transcription

1 EMPLOYER BRANDING FOR EXECUTIVE RECRUITING Katharina Buttenberg

2 Developments In The Labour Market In The Last Decade Shift in the Labour Market: Demographic shift => growing age of workforce Increase in workforce mobility Higher diversification in job profiles Change in attitude towards work Shift in communication (web 2.0) Growing importance of Human Capital for Organizations: Employees as crucial factor for success Human Capital as differentiator towards competitors War for Talent glorifying outside talent

3 Marketing The Job - Employer Branding As Reaction Employer Branding* as Targeted, long-term strategy to manage the awareness and perceptions of employees, potential employees, and related stakeholders with regards to a particular firm. Develop Employer Branding to drive recruitment, retention and employee productivity. Sullivan, Dr. John (2004): The 8 Elements of a Successful Employment Brand. New York: ere.net ( p. 1

4 Definition of Executive Target Audience Executives in Germany Gender: 70% /30% male/female Income: > (average income ) Age: average age 35 years Professional Experience: > 5 years

5 Phases of Potential Employer Branding Tools Exit-Culture Exit Interviews Alumni-Networks Social- & Business Networking etc. PR, Marketing & Advertising Best Place to Work Competitions Cultural & Social Engagement (esp. Regionally) Guided company tours etc. Ex-Post Phase Association Phase Orientation Phase PR, Marketing & Advertising Company Homepage Jobpostings, Jobfairs etc. Welcome-day Employee Newspaper, Blog, Intranet etc. Employee Surveys Innovative Office- and Workplace Concepts Health- and other benefits Bonus, Premiums and Renumeration Employee Parties Etc. Bonding Phase Matching Phase Information Materials for Potential Employees Background Check Interview Process Self-Assessments & Assessment Centers etc. Source: Beck, Christoph Personalmarketing 2.0 Köln, Deutschland, Wolters Kluwer Deutschland; Luchterhand, S. p.

6 Literature Review & Expert Experience Brand Trend Analysis Employer Branding in Companies Employer Branding Study Executive Search Agencies In cooperation with: Employer Branding Questionnaire Professionals and Executives Literature Analysis: Focus: Selected literature regarding Employer Branding focussed on recruiting (2009/ 2011) Qualitative In-Depth Interviews: Target audience: Registered Executive Recruiters on Experteer Germany Focus on Executive hiring n=8 Field Time: June / August 2011 Qualitative In Depth-Interviews: Target audience: Selected Executive Search Agencies in Germany n = 6 Field Time: June / July 2011 Quantitative Online-Survey: Target audience: Registered Executive Search Agents on Experteer Germany Focus on Executive hiring n= 112 Field Time: July / August 2011 Quantitative Online-Survey: Traget audience: Registered candidates on Experteer Germany Executives 7/3 male/female average income average age 35 years n = 517 Field time: August / September 2011 Goal: Learnings on Best Practice in Recruiting Tools for Executive Recruiting and Recruiting Channels used.

7 Limitation Potential bias through choice of sources, Differing bases for questionnaires and resultsbase for questionnaires Small sample sizes of qualitative interviews Only first indications => further research required

8 Findings: Candidate Choice Siemens, BMW und Lufthansa are the most mentioned Employer Brands, which have been positively recognized by candidates in the last 6 months. Common denominators: Existing strong, positively loaded Corporate Brand Early development of consitently communicated Employer Brand (e.g. Be-Lufthansa) across several marketing channels. Open and transparent company website with informations on values, management style and salary development. Differentiated approach to candidates depending on career level Clear communication of organizational values and benefits (e.g. trainings, work-life-balance-programs) * Source: Employer Branding Questionnaire Candidates

9 Findings: First steps are done but no systematic approach Companies** and Executive Search Consultants*** are aware of the importance of Employer Branding but have not implemented measurable activities yet. There is a rough match between the main channels used for Executive Candidate Search***, Companies** and Job Search of Executives*. Trend is going towards direct contact, networking and classic personal contacts. Channels identified by Candidates for background research on potential employers*** ** are the same as channels prepared by employers* to attract executive candidates. Mainly company page, media and networks. However: There are no established systems for

10 Thank you for your attention

11 Literature Dr. John Sullivan. The 8 Elements of a Successful Employment Brand At: New York, Last verified on: Myskova, Renata. A New Measure Of Employee Satisfaction: Global Journal Of Business Research, Volume 5, Number 1, 2011 Zimmermann, Klaus F. European Labour Mobility: Challenges and Potentials: IZA DP No. 1410, November 2004 Kienbaum Wirtschaftswunderland Deutschland: zwischen Vollbeschäftigung und Talente-Tristesse: Experteer Die Bedeutung des Employer Branding für die Personalberatung: Beck, Christoph Personalmarketing 2.0 Köln, Deutschland, Wolters Kluwer Deutschland; Luchterhand, Barrow, Simon; Moseley, Richard. The employer brand Hoboken, NJ, Wiley, xviii, Mosley, Richard W. Customer experience, organisational culture and the employer brand: Brand Management, Vol 15, No 2, Nov 2007 Keller, Kevin Lane; Apéria, Tony; Georgson, Mats. Strategic brand management Harlow, England; New York, Prentice Hall Financial Times, xxvi, Schmidt, Holger. Internal Branding Wiesbaden, Gabler, Davis, Scott. Building a Brand-Driven Organization, pp In: Kellogg on branding: Hoboken, N.J. Wiley2005. xvii, van Wegge, Jürgen Schmidt Klaus-Helmut; Parkes, Carole; Dick, Rolf. Taking a sickie : Job satisfaction and job involvement as interactive predictors of absenteeism in a public organization: Journal of Occupational and Organizational Psychology (2007), Vol. 80, Nr. 1, 2007, Wright TA, Cropanzano R. Bonett DG. The moderating role of employee positive wellbeing on the relation between job satisfaction and job performance: Journal of Occupational Health Psychology, 12, 2, 2007, Stock, Ruth. Der Zusammenhang zwischen Mitarbeiter- und Kundenzufriedenheit Wiesbaden, Gabler, XII, Schüller, Anne M. Wie Kundenloyalität und Mitarbeiterloyalität korrelieren Teil 2At: Mannheim, Last update on: , Mertel, Barbara. Arbeitszufriedenheit - Eine empirische Studie zur Diagnose, Erfassung und Modifikation in einem führenden Unternehmen des Automotives Bamberg Myskova, Renata. A New Measure Of Employee Satisfaction: Global Journal Of Business Research, Volume 5, Number 1, 2011

12 Backup Katharina Buttenberg

13 Phases of Brand-Identification