Human Resources

Building Innovative Sourcing & Recruiting Teams in 2015

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Is your team doing the same old things when it comes to sourcing?

Are you frustrated that they just don’t seem to ‘Get it’?

Are you training and developing your team in the same way that you’ve always trained them but somehow expecting a different outcome?

Creating innovative teams who are testers, trialers, early adopters, creators and engagers is not an easy feat by any means.  But before you give up altogether think about how you’ve changed the way you train, connect, engage and challenge them.

Have you changed the way you do things?

If not, then why would you expect them to change the way they do things?  Now don’t get me wrong, there are definitely some recruiters and sourcers that do ‘get it’ and you don’t need to explain it again and again, but at times they are few and far between.

So how do we get our everyday recruiters to think differently and adopt the strategic sourcing strategies and activities that you need them to in order to ensure your business is moving forward and attracting and engaging with the right talent in the market?

1)   Assess how they are trained

So we all go and sit in a room and you take me through a PowerPoint presentation where you show the new sourcing channels that we’ll be using and then send me on my way.   I’m like a car on a cold, cold morning.  I’ve been sitting there ideally doing what I’ve always done and now you want me to warm up and get into action straight away.  The likelihood that I’ll stall is pretty high.   Whereas if you warm me up, get my mind thinking in a different way and challenge me a little then my ability to adopt the changes you want me to make are potentially more likely to take.

If you are training your recruiters, sourcer or staff in general and you need them to think differently, then you need to train them differently.  Think about how you can bring creative thinking exercises into your training session at the start so that your team understand that it’s time to get the brain working in a different way.  Many times we expect others to get on board but the way we engage them is same as what they have always experienced so they expect they don’t need to change either.

2)   Assess what you give them access to and what you don’t

If you ask me to do something different but I don’t have access to reporting or information that shows me how I’m tracking (only management receive those reports) then my ability to be accountable for my activity is limited.  Now I know that I’m geek at the best of times but one of things I love (don’t tell anyone) is google analytics.  It allows me to see what content has been shared, where my readers come from, what was received really well and what wasn’t.  By understanding what is working and what isn’t, it means I have the ability to tweak my strategy, content and activity based on response and engagement.

I know that not every recruiter can be reviewing this information all the time but what is when a campaign runs you share with them how it tracked, what happened, what worked and what didn’t. Teaching your sourcers and recruiters to be curious, to test and assess and test and assess again is how you build sourcers that understand how to build strategies, execute them and then adjust accordingly.

3)   Let them lead and put the expectation for change on them

Way back when, when I managed a team in London we had an issue.  In order for the team to get their bonus we had to have 98% data integrity rating.  Week after week we’d have the team meeting and I’ll tell the same people that there were errors in their information.  After several weeks and months of this happening I decided that each team member would own the data integrity for that week for the team.    That meant that before the meeting they needed to run a number of reports, they then need to communicate the errors and issues with the rest of the team and get those errors fixed before the weekly team meeting.

When the team members who were repeat offenders had to own the report and they were responsible for ensuring that everyone else did what they needed to do, it changed how they saw the issue. There was no way they could come to the meeting and have a report that had errors, and seeing how hard it could be to get someone to do what they wanted was frustrating for them (much like what I had experienced as the team manager.   The result?  By making the consultants who weren’t cutting it, be responsible for delivering the results required it  changed their behaviour and as a team we achieved our 98% data integrity target.

4)   Build innovative and creative thinking into the everyday

We get them to exercise process and do the same things every day and then all of sudden we say “Think differently, be innovative, give me your best creative thoughts” and we wonder why there is a stunned silence in the room.

When you want your team to think differently you need to provide them with a bit of a warm up.  If you’re training or having a meeting where you want some fresh ideas then give them a couple of warm up exercises to start with.  Maybe a quiz, maybe some creative thinking activities, brainstorming.  It doesn’t have to take long and it doesn’t have to be hard, it just has to shift them out of their process and pattern thinking so that they can start to use the right side of the brain to come up with solutions that give you what you’re looking for.


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Dear Hiring Manager – 5 tips to Engage your Recruiters and get the Best Results

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I’ve been working with a number of recruitment teams lately around their recruitment strategy for 2014 and the more I work to sharpen the tip of the strategy the more I realise that the commercial conversations don’t happen as often as I think they should.

I remember sitting around a table many years ago with a leadership team for the business group I was the lead recruiter for and they shared with me the dollar figures of what it cost not to have a specific head sitting in the business.  So it went something like – “So Suzanne we need this person to start on the 4th March, which is 5 weeks away.  For every day that we don’t have that person sitting in the business and becoming a productive head it costs us $2,000 in revenue.”  I’m making that figure up, but they knew exactly how much it was costing them to have that seat vacant.   Therefore as the lead recruiter I was now responsible and very much entwined with the commercial success of the business, because if I couldn’t successfully find that person then the business would suffer, and they could put a figure on how much.

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That’s pretty powerful stuff if you ask me.  Having these conversation can empower your recruiter to be a business partner and not having these conversations can potentially disengaging them because they are being treated as recruitment administrators.

1) Bring your recruiter into the conversation

By bringing your recruiter into the conversation regarding what your sales targets are for the year, how many heads you will need to successfully hire to meet those target and what you’re going to do as  team, will change the dynamic of the relationship in a positive way.  When you make someone part of the discussion and the solution you ensure that they become accountable along with the rest of the leadership team to deliver what your business area has committed to.  I always find it interesting when I think about the fact that your business’ success is determined by the people who are hired, yet when a role becomes vacant, many times the hiring manager will just send the job description to the recruiter with little time for a proper job briefing, any conversation about the commercial aspects or impacts that not filling the role will have on the business or what they expect from the recruiter, and I don’t just mean – fill the role.

2) Support their sourcing strategy

I’ve personally found that the more engaged the hiring manager is in supporting the recruiter the faster results are realised.  The quality of the process and eventually the candidates are also of much higher quality.   When a role becomes available in a hiring managers team then spending time with your lead recruiter is essential.  The ‘I don’t have time’ excuse many a time will cost you a lot more time in the long run.  Interviewing the wrong candidates or hiring the wrong person because you didn’t take the time to provide the recruiter with a real understanding of the role is never going to be a great outcome.

3) Provide current information

Sometimes when I look at job specifications I wonder what the purpose of the role is.  Many times the information is old, stale, boring and completely out of date.  If you give your recruiters old job specs with little information about why the role is important to the business, what the person will really be doing on a day-to-day basis as well as where this role could go then you should expect average candidates.

Remember the old saying – rubbish in, rubbish out.  Well if hiring managers put rubbish in re the time they give recruiters and the quality of the information then they will probably get the same in return.

4) Be part of the solution when it comes to creating great talent pools

Talent pools are rarely used to their full potential.   Where I’ve seen it work really well is when managers are happy to meet with great candidates who may not be looking at the moment but who are people who you’d like to have in the business in the future.  Ideally if a hiring manager (depending on how often they recruit) can meet with one exceptional potential applicant a quarter, that can then be courted until there is a position to hire then that’s a great support for the recruiter and will help them provide great people fast.

5) Treat your recruiter as part of your immediate team

If I’ m honest, I always gave more of my time, ideas, effort and energy to the hiring managers that did all of the above.  They made me part of their business, brought me to the table to ensure I understood their business, they met with candidates that I thought would be great for the ACTIVE talent pool I was building, they rewarded my success and they acknowledge my efforts.   Once again, you get out what you put in, and it’s no different when it comes to the relationship you have with your recruiter.  If they are not treated like a valued member of the team then you may get a result but will it be the best?   Even working in agency recruitment, it was always the client that gave me their time and effort that I focused my efforts on, because the likelihood of success was greater.

So whether you’re working with Internal, RPO or agency recruiters and/or teams, ensuring you are successful comes down to the quality of the relationship, the time and effort hiring managers are willing to put in and obviously the skill of the recruiter.  Making sure they are sitting at the table to support your business may be the difference between hiring success or failure in 2014 !

It’s time to think Bespoke when it comes to Candidate Attraction

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First off – Happy New Year!    We’re already a week in, can you believe it?!

Well I have it on good authority (I can feel it in my bones) that it’s going to be good year!  I predict 2014 will be the year of the ‘Yousli’…. what do I mean by that?  It’s all about bespoke services, products and consumer expectations or in our case, candidate expectations.


As we move at rapid speed toward a world of tailored approaches, products and services, candidate attraction and the way we assess and engage with potential employees is not too far behind.

I personally love anything I can customise and I’ll usually gravitate towards something that has been designed specifically for me.

So have you noticed how many new businesses are springing up based on bespoke?

Two that that I personally like are Yousli and Shoes of Prey.   Yousli allows you to choose your base muesli and then whichever ingredients you like and then name it yourself.  I like to call mine ‘Suzli’.  They then package it and send it to you.   Shoes of Prey allow you to design your own shoes.  From the style, hight, fabric etc and then you can name it…what’s not to love!

The question is, what do candidates expect from us?

What do they want to be able to consume, pick and choose when it comes to considering your organisation as a place to work?  Do you provide them with a number of different options when it comes to applying for a role or finding out more about your organisation’s culture, people, activities etc?   As we know people digest information in different ways:

  • Visual (spatial):You prefer using pictures, images, and spatial understanding  – Instagram, Pinterest, Tumblr, photos on your career site
  • Aural (auditory-musical): You prefer using sound and music – YouTube, video on your career site
  • Verbal (linguistic): You prefer using words, both in speech and writing – providing written information candidates can consume or video they can hear more about the business.

When engaging with candidates, do we think of these different styles or do we treat everyone exactly the same?

So recently I asked a number of highly skilled professionals; if they could design the recruitment process they had to go through in order to get a new job, what would it look like, and this is what they said:

Tom – PhD scientist, global experience, has worked for leading pharmaceutical  in research & development in the past.

“I’d like to have a lot of information to read (surprise being in research and all).  Job descriptions are terrible and very rarely accurate when it comes to the tasks that I’d be responsible for undertaking.  I’d like to read examples of the types of reports I’d be responsible for writing.  Companies put fairly general info on their websites when it comes to careers pages.  Nothing that makes me think they’d be great to work for.   You also rarely get information that covers warts and all when it comes to the job and then wonder why people don’t work out when the job and environment aren’t right.   Having more team based final interviews or meetings would help provide the opportunity for potential employees to have honest conversations about the organisation therefore ensuring that you know what you’re getting yourself into and that it’s the right fit for everyone.”

Jim – Senior Business Analyst working across a number of large corporates on a contract basis.  One of the main things that he stated was:

“I’d like to meet the people who I’d be working with. Not just the manager but the team, maybe the stakeholders, etc.   I also just want to know that I can leave the office at 5pm and get home to see my family.  I make sure I get what I need to get done, but then see so many other people just staying back in the office when they don’t have anything to do because that’s the ‘culture’.  I’m not interested in that.  I get in, get the job done right and then get home.  I wish people would just be honest about the real culture of the office so I can make the right decision.”

Tanya – Senior Manager in HR projects –

“I’d love it if someone said that they had read my blog or engaged with me on a social platform, because I never look at job boards.  They want to discuss where their business was going and how I could support that.   Language is a big thing.    We live in a world that is solutions focused (well my world is anyway), so if you’re looking for someone like that, then you need to think about the way you approach them.  What is going to be more appealing – ‘we want to talk to you about a job’ or ‘we want to talk to you about a solution that we need for our business’.    In the first instance I might think…well I’m happy where I am,  changing jobs can be stressful.  But if you say – our business needs to find a solution to X (which is what I specialise in) then you’ve got me chomping at the bit from the start.   Now when it comes to assessing me to find out if I’m right, I’m happy to have a conversation/interview but why not put me to the test.  Let’s get in a room with a number of people and let’s solve a problem, work through a project.  You’ll see me in action, see the way I think, work out if I’m the right fit by the way I conduct myself and the ideas I come up with.  That would be a really engaging way for me to get a job.”

So your challenge should you choose to accept it, is to look at some of the roles in your organisation – you choose which ones this may work for.

Think about your hard to fill roles and look at how you or your recruiters are engaging with those candidates.  Is there a better way to attract that particular type of person?  What language is key to them?

What would tempt them nine times out of ten to be drawn to your role?  Have you asked?  What could the recruitment process look like for them that could be a bit different?

I love this ad below and recently used it in a conference presentation.   It speaks to its audience and is tailored just for them.  It’s interesting, different and the process of assessment is based on work that they submit when they apply.  It’s challenging, fun and creative!


We do the same thing over and over again for every person – yet every person is different.  Now if you’re thinking, well we don’t have time to tailor our approach then think about whether you have time to sort through 100 ad response of people who don’t really match the criteria you’re looking for.   Think about the solution that you’re providing to your hiring managers and if you’re really adding value in an ever-changing market.

If the way you are recruiting today, is the same as you were recruiting 4 years ago, then are you really tailoring your approach to meet the needs of highly skilled and ever expectant candidates in the market in 2014?

Be different, challenge the status quo and you may be surprised by the calibre of great candidates you attract!

Mapping your Way to Sourcing Success

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On any journey a map is always a good idea.  Even if you’re planning on being flexible when you get to certain checkpoints.  The fact that you have a guide to where you need to be, when the best time to arrive is and what it may cost you along the way, always puts you in good stead to have a success, hassle free trip.

The sourcing journey is no different and for the best outcome of finding your target audience; planning and knowing where and when you need to be somewhere can be the difference between success and failure.

So how do you plan your sourcing journey I hear you ask?

Well as I mention a map is always a good start.  A Source Channel Map allows you start mapping out you’re the sourcing channels that you believe will work for your specific role or job family.     So let’s say that you’re looking for a Microsoft Dynamic CRM professional; start by placing that title at the centre of my map so it’s clear what the key focus for this exercise is.  Then I start to think about all the places that I could find these people.

Sourcing channel map

By building your map before you go to market, it means that you’re able to get a clear overview of what may work and what may not as well as if there are specific conference, workshops, meetups that you need to be at to network and find the candidates you’re looking for.

So…… Microsoft Dynamic CRM – where could I find them?

1.    Internal sourcing strategy

  • What will we do to attract these people?
  • Does our career site provide a clear overview and EVP that will attract and speak to these types of candidates once we find them or if they find us first?
  • Do we have videos, images and a clear understanding of what it is we are offering them if they come and work here?
  • Do we know what we can offer them?

2.   Referrals from either within the organisation or from other candidates that I’m speaking with

3.   Publications – either print of online.

  • What do these types of candidates read on a daily basis?
  • Are they subscribed to certain websites or blogs?
  • Are there magazines that focus on Microsoft technology that we could advertise in or need to be aware of?

4.   Competitors/Target organisations

  • Are there specific companies that you know these candidates come from that is a good fit for you organisation?  Don’t be shy – go get ‘em tiger!  And if you can’t then find someone who can.

5.   Associations and groups

  • Is there an accreditation that they need to have?
  • Will knowing this make it easier to search for them?
  • Can you find a list of people that have this accreditation to narrow down the search?

6.    Job Boards

  • Are there specific job boards that specialize in attracting these types of candidates?
  • Do they have a database that you can search?

7.    Conferences and Events

  • Where do they congregate?
  • Know your target audience’s tribal mentality.
  • Do they go to Meetups?
  • Are there online forums that you can check out?
  • If there is a conference that you know these types of candidates will be at, then when is it and how much will it cost to attend?

i.    Knowing this information will help you to plan and budget for the year.

8.    Social Media

  • Which social channels are they are? ~ don’t assume, go and look!
  • Are there groups on Twitter?  Are there candidates on twitter that you can find?
  • What about using Facebook graph search as well as seeing if there are Microsoft Dynamic CRM Facebook pages or groups.
  • LinkedIn searching is an obvious one as well.

9.    Search/Title Terms

  • What else could a person with these skills be called?
  • What other titles do they go by?
  • What are the keywords I need to be searching?

10. Recruitment Agencies

  • If I need to use an agency which agencies are right for these types of roles?
  • Which agencies have delivered what we needed in the past?
  • Who knows this market really well?

These are just a few of the sourcing channels that you could use.  Understanding your candidate market and profile is critical in today’s recruitment landscape.  There are so many platforms and so much information that it’s easy to get lost when searching for the right people.

Doing some of the ground work before you start will help you be targeted in your sourcing approach.  It will mean that you’re exerting your energy and budget in the right places.   Building a clear candidate profile will help you to understanding all of these channel better and will ensure that you have the right channels for the right target audience.

The Impact of Social Currency on Employer Brand

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Happy Monday all!!

So today I want to talk about Social Currency.   “Social Currency = If you can give people something that no one else has or make them feel remarkable, then it’s more likely they will share that information because it makes them look good, and in the process you as a business or brand look good as well” ~ Jonah Berger.

There is a FAB YouTube Video by one of my favorite people in the world, Mz Marie Forleo and University Professor (who wears very cool Nikes!…no grey beards or sweaters here) Jonah Berger called Viral Marketing.

He uses the example, which I’m sure most of know well, which is when LinkedIn sent out emails to a huge amount of people saying “Congratulations you were in the top 1% of LinkedIn users”.

Of course not only did that make us look and feel great but then we decided to share it with others, which meant that we were not only promoting ourselves and what may (or may not) be seen as an achievement, but by LinkedIn making people feel special, smart and in the know, LinkedIn got to come along for the ride thereby promoting LinkedIn even further.

The point is that if you make people feel special then by way of them sharing that, you/your brand or Employer brand gets to come along for the right.

Think about this – if your organisation made you feel special, did things that were a little out of the ordinary and just made an effort really – then how likely would you be to talk about them to others?  We’ve all heard friends talk about how their businesses sent them to a conference in Hawaii or they received an award or some great perk and it does make you think….wow that company really appreciates their people and in turn, maybe they could be a good company for me.  Now it’s doesn’t even need to be a large financial rewards, I remember my old flat mate in London used to get ‘Summer hours’ which meant that on a Friday during Summer they could leave the office at 1 or 2pm to enjoy the rest of their day.  That was 10 years ago and I still think that that’s pretty cool!

What about if you offered something to a client that no one else offered that they thought was great value, remarkable or insightful?  How much more would that client be willing to recommend you either internally or externally?

I love this video, not only for the great social and marketing gems but because I can see how we can apply that to Employer Branding for our clients and our own organisation.

As many heavy hitters in the recruitment world like Johnny Campbell and Bill Boorman etc say, it’s all about the candidate engagement now.  It’s now a lot easier to find top talent, but the engagement part of that equation can be a difficult one.

So my question is – How are we making candidates feel?  When they have an experience with us as recruiters or organisations are they going away and talking about that experience in a positive way and therefore building our social currency as an organisation or is their experience so poor that we’re actually coming out of the social mention pretty poorly?

When working for a management consultancy in the UK a few years ago, I will alway remember the conversations with unsuccessful candidates that went something like this…. “Suzanne I’m really disappointed not to get the role but I thought the process was really good, the feedback was comprehensive and my experience was positive and I’ll definitely try again in a couple of years when I’ve developed my skills further”.    1- do we know what candidates are saying about our businesses or client’s business to start with, which is the definition of employer brand really…the perception in the market of what it’s like to work at that organization both internally and externally; and 2 – do we know what unsuccessful candidates are saying about us once they’ve had an interaction with us.

Now I’m well aware that with thousands of applications it can be hard, but if it’s not even on  your recruiters radars that every candidate is or could be a walking advertisement for your organization, brand or employer brand then we’re falling down at the first hurdle.

So a couple of things to ask yourself when it comes to representing either yours or your clients employer brand in the market:

1) Am I making our candidates feel special in any way?

2) Am I tracking what people are saying both internally and externally about our employer brand?

3) Are they sharing the great stuff about our business because a) we make them feel special or b) because they think what we do is great and make it easy for them to share it

4) Are we assessing whether candidates are having a good experience when they come through our recruitment process and yes through the Applicant Tracking System?   Is it a standard thanks but no thanks email, or have we tailored it a little more so that they know we actually looked at their CV?

These are just a few light thoughts for this wonderful Monday morning in sunny Melbourne! (I hope it’s just as lovely where you are as well!)

Creative Thinking Time provides Competitive Advantage

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I had no less than three conversations last week with various people on the topic of carving out dedicated ‘thinking’ time to develop competitive advantage within your organisation.


My first conversation was with a client talking about the fact that she takes herself away for the day just to allow for a new perspective on things, identify what she needs to focus on and then spends some serious time looking at how and what she needs to deliver across the business.

The second conversation was with a friend that owns a coaching and talent insights business around the fact that not having that time to think means that her ability to create new ideas, solve problems and make things better that are already in existence, was a difficult place to be.

The third conversation was with one of my own General Managers, and was me expressing how thankful I am that I have a team around me and above me that not only allow me time to think, create and explore but it’s encouraged, supported and developed.

This opportunity means that I get to deep dive into my years of experience, take the best of what I’ve learnt and merge it with the future vision of sourcing, attraction and technology and create something new.   What is new is our ability to differentiate to deliver competitive advantage and to work in a fluid environment that ensures the reengineering continues to the benefit of our clients.

You don’t always need best practice when your strategy evolves beyond it.

“Carving out time to think strategically, create with purpose and explore what could be, will be the difference between doing something average and the opportunity to define something great.”

It’s interesting, that many organisation don’t see the value of this time or understand why they would consider allowing their staff the space to create.

We’ve heard that Google dedicates a day a week for their employees to brainstorm ideas, test out next theories and spend time building concepts, products and strategies which has benefited their organisation greatly both when it come to engagement as well as new product and therefore bottom line impact.   Ebay also do this, where they get their staff to head into different departments, listen to customer calls and work on new ideas that they think could improve the way the organisation works.

So today I want to apply what I’ll label ‘Think Tanking’, or the dedicated time to think, create and explore when it comes to sourcing and attraction.

There are 3 sourcing gurus that stand out to me – Glen Cathey, Johnny Campbell and Irina Shamaeva.  They look at sourcing from many different angels, from boolean and open web to social recruiting and search on the likes of Facebook, Google+ and Twitter to name a few.  The blog posts, vlogs and webinars that they run are exploratory.  It’s through ongoing search, trial and error that they come up with the right search strings, it’s through ongoing testing online when technologies change and algorithms morph, that they then share those changes with us.    This would, without a doubt take time, patience and a way of thinking that forces them to constantly be evolving their skills and how the tricks and tools that they share with us now work.     The ‘what if’ question is a big one.

What if it looked different?

What if the candidates I’m looking for are using these tools and platforms in a different way?

What if the way that I’m searching isn’t working and I need to try something else?

Having a clear understanding of what needs to be developed and what needs to evolve is key to ensuring targeted outcomes are achieved.  I’m not suggesting for a minute that random thinking time is provided with no end goal in mind.  When I’m taking time out, there is a very clear goal to improve something specific or look at how we can create something that will impact our clients in the right to assist with a targeted problem.  Like anything, sometimes you need limitations to allow your creativity to develop in a focus way.

What are your key sourcing challenges?

Where are you spending more money on recruitment that could be decreased if you could find X candidates?

What are your hard to find candidates looking for?

Building the right profiles and taking the time to do this can help with creating new and unique attraction strategies.  Remember, when you’re limited to focusing on your target audience then your ability to come up with the RIGHT targeted and creative message works so much better.

As an organisation, if you are not allowing your sourcing consultants time to think, create and evolve then your ability to stay ahead of the curve will deteriorate and potentially your competitive advantage through the decrease of procuring top talent as well.

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Employer Branding ~ What first impression is yours providing?

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icecream facI love seeing my kids eat an ice-cream and then sit there with a face full of chocolate! Ignorance is bliss isn’t it!

On the other hand, I’m not so keen on organisations doing the same thing when it come to their Employer Brand.

Well if and when this ever happens to you, you have two choices.  One – you can clean yourself up and present yourself in a way that reflects the way you would prefer to be seen or two, you can just leave it there and walk around all day looking like an ice-cream mess.

The bottom line is, just because you choose to ignore your Employer Brand, doesn’t mean that everyone else will too.  I recently saw a tweet that got me thinking (even more) about employer brand.   The tweet said….

google employee blog

Now I know that whenever Deloitte, Google or Microsoft are mentioned everyone rolls their eyes and says yes but we don’t have their budgets, size, etc.   Forget about all of that for a minute. Imagine if someone met one of your employees and said “I met a person from (insert your company) and there were everything I imagined they would be…(add positive, positive, positive here)!”
Many organisation don’t think about their employer brand in the market.  They don’t care if it’s got chocolate all over it or not.  Ignorance seems to be bliss for some reason.

As we all talk about sourcing, engagement, talent pools etc, I’m still amazed that organisations don’t recognise one of their biggest asset when it comes to finding the right talent – an engaging employer brand.  Now imagine, that instead of having to go out and find the best people, they came to find you?

I can hear sourcers near and far saying hallelujah!

Understanding what it is you stand for and what you offer and then clearly communicated that with your target candidate audience in the right way will cut your sourcing time down significantly.

Developing your Employee Value Proposition (EVP) is key in communicating up to date, true and real messages around your employer brand and testing that message both internally and externally.   What many businesses don’t realise is that having a strong employer brand internally is just as important as your external brand in the market.   Reinforcing your internal message helps you to retain great people and external messaging allows you to attract great people.

Employer branding

Going through a formal employer branding process ensures that you are giving a true reflection of your organisation.  It doesn’t have to be a long and cumbersome process, and it’ll help you ensure that you’re aligning the right messages in the market.

It would be great for an organisation to allocate 10% or more of the recruitment budget every year specifically to employer branding and then measure the impact and influence.  I know it would pay for itself in no time!  If companies allocated spend to this then the benefits they could see include:

  • Increased awareness of the organisation and job opportunities
  • Strong alignment of motivations and company fit when hiring
  • Increased internal engagement
  • Early awareness of risk areas in the business when it comes to talent leaving or being unhappy
  • Increase branding opportunities
  • Increased sharability of your company messages through social media platforms

The benefits are countless yet so many businesses don’t focus on the value of building employer brand.   Is your company fighting to find the right talent but missing the market when it comes to owning their employer brand in the market?

To finish off, I thought this article in the Harvard Business Review was a really interesting one asking “Would you wear your company’s T-shirt in public”.

So the question is; would you?

Image source: The Right Group