Research

What Top Employer Brands Do That Your Business Isn’t Doing

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I recently presented at the HRO Conference in Singapore on Hudson RPO’s annual global research paper in partnership with HRO Today which focuses on what top employer brands do differently to other brands.

The primary research was gathered via one-on-one interviews with top employer brands plus a 3-week online survey of global senior HR practitioners (328 usable responses).

I found this research so practical and insightful for organisations that are still looking at how they build their employer brand and what activities they need to focus on.

Here a just a few of the findings that came out of the report.  If you’d like the full report (I highly recommend it!!) then download it here.

Strategy:

One of the biggest questions I get from clients when it comes to developing their employer brand is – where do we start?  Do we just refresh our EVP, or should we just update our career site? What if I put a few videos in there, will that be enough.   As with most big projects, we need to understand the objectives – what do you want your employer brand to do exactly?   Building a strategy to support the successful execution of a project is critical.

The research shows that twice as many top employer brands have a defined and documented employer brand strategy compared to other brands.

So I would ask you – does your business have an employer brand strategy or is it more of an activities focus.  If we just do these one or two things then we’ll be fine?  Is the strategy lead by the wider HR and Business strategy so that it’s tied into delivering what the business needs?  These are the types of questions that need to be asked.

Sponsorship

Not only do we need a strategy but we need someone who can champion that strategy.  The leader, the passionate crusader that understands what it’s all about, who understands the benefits and opportunities and is able to articulate that and position it in the right way to get the job done.

Once again, top brands were more likely to have CEO or President level sponsorship.   I think a lot of organisations are unsure how to have the commercial conversation around what quantifiable impact EB will have on the business therefore it’s not something that is discussed at C-suite or exec level.

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Top brands also generally had stronger visibility of their employer brand across their senior leadership team.  By having the entire leadership team on board and behind what you are doing means that your ability to rally internal support and engagement will be higher.

Investment

I was having this conversation with the HRD of a large consulting firm the other day, and she commented that they need to see a return on investment before they will invest anything worthwhile.  And whilst there are things that can be done inexpensively, there needs to be some investment if any impact is to be made.  That might be cash investment or it could be resources investment – but something has to be given in order to get something in return.  We found that top employer brands invested 52% more than other brands.

Social Engagement

Top brands use more social channels to promote their employer brands, such as Facebook, Twitter, YouTube and Pinterest.  By using multiple channels you’re engaging current and potential employees in different ways. You’re provide multi content collateral for their consumption which is always going to more engaging that just one type of content in one place.

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Partnering for Success

As an employer brand strategy can be a project in itself with many different components, the research found that whilst 57% of organisations manage their employer brand internally and 61.3% of Top Brands partnered with an external business/consultant compared with 42.9% of other brands.  Bringing in specialised expertise to help you build a strategy as well as execute key activities will ensure you have targeted outcomes.

Defined Roles

Overall, top tier employer brand companies involved more departments and other groups in promoting their employer brand as seen below.   By ensuring that you’re using experts in your business to deliver input, advice and output for the employer brand project will not only share the work load but it will ensure that the employer brand is in line with the corporate and consumer brand as well.   44.6% of Top Employer Brands have defined roles compared with 17.6% of other brands.

Measuring Return on Investment

As always this one is a surprise to a degree.  We’re so focused on metrics and measuring everything but the Employer Brand is still the last thing to be measured.   61.4% of respondents said that they don’t measure return on investment when it comes to their Employer Brand whilst 22.4% weren’t sure.

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These are just some of the findings from the research undertaken.  The report provides break out “how to” boxes to make it not only informative but very practical.

If you’d like to discuss how your employer branding strategy can meet your business needs this year then drop me a message and we can discuss how we could potentially work together – suzanne.chadwick@hudson.com

What is key when it comes to Quality of Hire?

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In what was a super busy week last week, I was able to attended one day of the Australian Talent Conference and was looking forward to hearing our CEO, Kimberley Hubble talk about a recent piece of research that HudsonRPO commissioned on Quality of Hire across Asia Pacific.  I’ll be sharing a bit more of this down the track but thought I would share just a few of the key points that came out of that research as well as the presentation.  If you follow me on Twitter, then you may have seen me tweeting the interesting findings.

Is quality of hire important?

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The first statistic that caught my attention was that 93% of companies classified quality of hire as one of the most important focus areas, yet less than a 1/3 of them actually measured it.   As Kimberley stated, what other part of the organisation would you spend millions of dollars in and not actually measure the return or effectiveness of what you’ve spent that money on.

There was also a really active discussion in the room and a number of delegates noted the fact that if you measure quality of hire too early then you may not be able to get a true sense of what the value is that the new employee has been able to contribute, but if you leave it too late, then there are too many other external factors that impact the quality of hire measurement.

How are organisations currently measuring Quality of Hire?

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Three metrics that some organisations track included Retention of new hires (84%), Hiring Manager feedback (74%) and Employee performance rating (63%).

David from Commonwealth Bank mentioned that they found that the quality of hire from their corporate website was better than the quality of applicants or hires from other channels.  Therefore doing some analysis based on source of hire was a good starting point to see which channels were providing a higher calibre of employee.  Unfortunately there was no discussion as to why this might be the case.

The discussion also focused on which roles should be assessed, therefore starting smaller and more targeted.  For large organisations trying to assess every role and quality of hire may no be a realistic expectation, therefore pick your roles, customise your measures, check data sources, get the organisations buy in and insure ongoing measurement.

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What has the greatest impact of Quality of Hire?

As expected (I think), the Selection Process was the number one factor as having the greatest impact of quality of hire.   Within the process sit a number of key areas that need to right.

Equal second in regards to impact of quality of hire was the the Skill of the Recruiter and the Skill of the Hiring Manager.

Ensuring that your recruiters are trained up to find the best people as well as assess correctly is imperative to putting the right people in front of the hiring manager.

What were the 7 steps identified when looking to improve quality of Hire?

1) Create a compelling business case

2) Identify & understand business critical roles

3) Determine the most relevant metrics

4) Collect & analyse the data

5) Report findings & recommendation

6) Take action to drive changes

7) Review annually

As I mentioned this is just a high level overview of some of the findings and once it’s released further I’ll share more with you over time, focusing in on the ‘how to’ aspects.  Stay tuned and we’ll delve deeper over the coming months around some of these key topics!   If you have any questions or would like further information then leave a comment below or drop me an email at suzanne.chadwick@hudson.com
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