Employer Brand Metrics and Analytics

Employer Brand Metrics and Analytics

Identifying the Right Measures, Linkages and Returns on Your Employer Brand Marketing Investment

Richard MosleyExecutive Vice President, Employer Brand Consulting

[email protected]@rimosley

mailto:[email protected]

Agenda

• The difference between campaign evaluation and brand evaluation

• Tracking employer brand perceptions through the full employment lifecycle

• Why quality of hire is the pivotal measure of recruitment marketing effectiveness

• Why measuring employer brand experience is critical to evaluating employer brand vitality

• Why talent analytics and data linkages are crucial to securing employer brand investment

Data analysis is officially sexy

“The sexiest jobs in the 21st Century will be in data science”

Thomas Davenport and D.J. Patil, Harvard Business Review

Marketing Basics - The Musty Smell of Brand Decline

Marketing Brand Performance

PerceptionOld fashionedOld men’s aftershave

Sales

The Sweet Smell of Success


Image Contemporary / HotThe scent of a

real man

Sales

Fresh CampaignMore focused targeting

More compelling ideaMore effective media

Three Key Types of Brand Measurement

Marketing Measures Brand Measures Performance Measures

How effective and efficient are your marketing activities?

How well known and well regarded is your brand?

How much impact does your brand have on performance?

Targeting the right peopleWith the right messagesThrough the right media

Triggering the right response

Brand awareness and familiarityBrand engagement and advocacy

Brand perceptions / image / experienceBrand preference and loyalty

Sales premium & volumeCustomer loyalty

Market shareProfitability

Three Key Types of Brand Measurement











Campaign cost: $11.4 millionCampaign impressions: 1.4 billion

You Tube Views: 20 million in 3 days(Launch ad now = 49 million views)

Brand engagementFacebook interaction: + 800%

Sales growth: +100% Market share: +5%

Campaign Measurement vs. Brand Measurement

Marketing Measures Performance Measures


How much impact does your marketing have on performance?




(BUZZ)



• There is a difference between campaign measurement, which tracks the immediate response to marketing stimulus, and brand measurement.

Campaign Measurement vs. Brand Measurement

Marketing Measures Performance Measures



How much impact does your marketing have on performance?







Brand EquityFuture value

(in addition to immediate campaign effect)

• There is a difference between campaign measurement, which tracks the immediate response to marketing stimulus, and brand measurement.

Companies like Apple have significantly decreased their spend on marketing as their brand equity

has increased.

Employer Brand Measurement





EXTERNALTargeting the right peopleWith the right messagesThrough the right media


EXTERNALBrand awareness and familiarity

Brand engagement and advocacyBrand perceptions / image

Brand preference and loyalty

EXTERNALQuality / diversity of talent pool,

applications and hiresConversion rate and premium

Cost per hire / time to hire

Employer Brand Measurement





EXTERNALTargeting the right peopleWith the right messagesThrough the right media


EXTERNALBrand awareness and familiarity

Brand engagement and advocacyBrand perceptions / image

Brand preference and loyalty

EXTERNALQuality / diversity of talent pool,

applications and hiresConversion rate and premium

Cost per hire / time to hire

INTERNALCandidate management

On-boardingPeople management

INTERNALEmployer brand experience

and perceptions

INTERNALTalent bench strength

Engagement and retentionPerformance

Advocacy and referral

Clarifying your objectives

Performance

General objectives:

High quality, high engagement

Specific objectives:

Target ProfileQuality and diversity objectives

Key capabilities & culture fit

Current vs desired

Start Here

Unlike consumer marketing you don’t want to attract

everyone


Brand Performance

General objectives:Compelling reputation and experience

General objectives: High quality, high engagement


Employee Value Proposition

Define your desired brand associations

Core positioning and pillars


Target Profile

Quality and diversity objectives


Current vs. desired Current vs desired

Start Hereand Work Backwards….



General objective:

Minimum spend, maximum impact

General objectives:

Compelling reputation and experience

General objectives:

High quality, high engagement


Marketing MixDefine your strategy

The right content and media mix


Employee Value PropositionDefine your desired brand associations

Core positioning and pillars


Target ProfileQuality and diversity objectives


Current vs. desired Current vs. desired Current vs desired

Start Hereand Work Backwards….

Target Profile and Talent Pool

• Let’s first assume you’ve defined the kind of people you’re looking for in terms of aptitude and culture fit

• They’re out there.

• You want to get their attention.

• Build a positive relationship with your brand.

• And ideally join and commit themselves to your organization as high performing employees.

Assessing Your External Talent Pool and Brand Engagement Levels

• This target talent pool will have different relationships with your brand

• The stronger your employer brand the more likely your target talent are to consider you

• You need to clarify your starting point before you can assess your success

Actively engaged Unaware / Disengaged

Assessing Your External Talent Pool and Brand Engagement Levels

• The first step is to assess the current size, quality and level of engagement with your Talent Pool(s)

o ATS data / LinkedIn members and followers

Qualified candidatesImmediate talent pool: Active followers

Accessible talent pool: Accurate contacts

Total talent pool: e.g. estimated number of qualified engineers

Assessing Your Potential Talent Pool and Employer Brand Image

• Depending on the status and targeting objectives of your organization you can also commission research among students to assess awareness, consideration, preference and brand image.

Innovation

Attractive/exciting products

Ethical standards

Financial strength

Prestige

Inspiring management

Market success

Fast-growing / entrepreneurial

Corporate Social Responsibility

Environmental sustainability

COMPANY A B C D E

AWARENESS

Assessing Your Potential Talent Pool and Employer Brand Vitality

• It’s more difficult / expensive to assess external image among the more general talent population.

• However, you might consider:

o Commissioning an ad hoc image survey focusing on key target groups

o Adding employer image questions to corporate / customer image surveys

o Adding image questions to your new joiner survey

Recruitment Marketing Effectiveness

• Identifying the content / media mix that will help you maximize the size and quality of your talent pool, and build employer brand reputation and engagement

Increasing the number and quality of qualified candidates

Extending the reach of your immediate talent pool

Extending the size of your accessible talent pool

WHILE BUILDING BRAND REPUTATION AND ENGAGEMENT

Vendor Metrics

Conversion (ATS)

Extended Media Interaction

Initial Media Interaction

Tracking to Hire

Recruitment Marketing Effectiveness - Campaign Measurement

• It is now possible to track media interactions between first campaign interaction (e.g. click-through) and conversion to application / offer / hire

• Enables companies to estimate the cost per hire of paid media investments and the potential role / influence of other owned and earned media

Recruitment Marketing Efficiency – Cost per Hire

STRATEGY SUMMARY - CAMPAIGN TO DATE

Type Cost Impressions ClicksStarted

ApplicationsApplications CPA Interest Offers COST PER HIRE

Ad Group 38,756.26 16,935,309 101,068 5,933 1,761 £22.01 151 24 1,614.84

Banner 21,962.14 4,699,786 45,493 4,461 1,749 £12.56 74 12 1,830.18

Blog £0.00 603 0 13 5 £0.00 0 0 -

Careers Page £0.00 0 7,612 1,491 600 £0.00 22 4 0.00

Email 27,115.22 330 11,298 1,595 631 £42.97 29 5 5,423.04

Job Posting 228,315.05 0 62,604 25,840 12,838 £17.78 872 103 2,216.65

Profile 290.03 0 142 46 18 £16.11 0 0 -

Skyscraper 183.99 562 3 0 0 - 0 0 -

Grand Total 316,622.69 21,636,590 228,220 39,379 17,602 £17.99 1,148 148 2,139.34

• A key indicator of marketing efficiency

• Cost per hire is a function of :

o content effectiveness (right message)

o media efficiency (right channel)

Recruitment Marketing Efficiency – Cost per Hire

• A key indicator of marketing efficiency

• However, CPH also depends on the underlying strength of the employer brand

o Marketing investment has a long term effect on cost per hire, in addition to the more immediate ‘transaction’

o LinkedIn research indicates that overall cost per hire is 50% lower among organizations with strong employer brands

o Strong brands

• attract more attention and response per campaign impression (more bang per buck)

• deliver higher levels of offer acceptance (brand preference in competitive bid situations)

• enable offer acceptance at lower salary premium (50% lower on average according to CEB research)

Recruitment Marketing Effectiveness – Hire Quality & Performance

• The ultimate goal, the most important measure and the most under-used

• The focus of more sophisticated talent analytics companies like Google and Phillips

• Generally a combination of:

o Hiring manager satisfaction

o First year attrition (indicating level of ‘fit’ & engagement)

o First year (or 2 year) performance rating

Media Interactio

nConversi

on Hire Quality & Performance

Which marketing activities delivered the best quality hires?

Cost per hire?

Requires a longer

term view

The Role of Employer Brand Expectations and Experience

• Since hire quality is determined by engagement (retention) and performance, it’s also essential to evaluate employer brand expectations and experience as well as your content / media mix

Candidate Experienc

e

Media Interactio

nConversion Hire Quality

& Performance

On-Boarding Experience

New Joiners’ Survey

Brand familiarity

Competitive set

Brand expectations

Setting brand expectations

Reinforcing brand expectations

Building brand engagement

Engaged and performing

Process evaluation

Gaps between expectation and

experience

Process evaluation

Gaps between expectation and

experience

Impact on retention and engagement

Hire Quality, Brand Engagement and Experience

• The true long term strength and vitality of the employer brand depends on the employment experience

• Leading organizations increasingly developing an internal employer brand index to measure

o The consistency with which the organization is delivering on the employer brand promise / EVP

o Linkage between employer brand experience, employee engagement and business performance

Conversion

Sustained Performance

On-Boarding Experience

Employment Experience

Candidate Experienc

e

Media Interactio

n

New Joiners’ Survey Engagement Survey

Incorporating EB Index

Perceived delivery of the EVP / Employer Brand Promises

Employee Engagement Survey (% FAVOURABLE) Year 1

We demonstrate a Passion for Excellence 75

We can make a personal difference 77

We work together to win 70

We make our company a fun place to work 64

We enable people to realize their full potential 51

Employer Brand Index Example – European FMCG

Yr 3

79 +4

85 +8

76 +6

71 +7

60 +9

Employer Brand

Activation

EV

P P

illar

s

Employer Brand INDEX 75

Employee Advocacy (Recommend to others) 65

Employee Commitment (Intend to stay) 57

82 +7

74 +9

70 +13

Branches Employer Brand Index

Employee Retention

Top 10% 10% -2%

10 - 20% 4% -1%

20 - 40% 3% -1%

40 - 60% -2% 1%

60 - 80% -4% 3%

80 - 90% -8% 5%

Bottom 10% -12% 5%

Equal to / greater than the median

Less than the median

Retention Linkage Example – Global Retail Bank

• LinkedIn found that employee turnover among companies with a strong employer brand is 28% lower on average than moderate to weak brands.

• The average cost of turnover replacement ranges from 90-200% of an employee’s average salary. (Saratoga Institute).

• The Dutch retailer Ahold’s employer brand led approach to engagement reduced employee turnover by 15% and saved 14 million Euros per year.

Branches Employer Brand Index

Employee Engagement

Customer Satisfaction

Sales Performance

Top 10% 10% 13% 3% 35%

10 - 20% 4% 7% 2% 19%

20 - 40% 3% 6% 2% 10%

40 - 60% -2% -2% 1% 2%

60 - 80% -4% -6% -1% -11%

80 - 90% -8% -10% -2% -22%

Bottom 10% -12% -14% -2% -39%

Equal to / greater than the median

Less than the median

Performance CorrelationEmployer Brand

Index correlation with

0.45

0.41

Customer Satisfacti

onSales

0.35

0.39

Customer Satisfacti

onSales

Engagement Index correlation with

Performance Linkage Example – Global Retail Bank

Talent Lifecycle and Linkages

• You need to be consistent across every link in the cycle to build a strong employer brand

The right content through the right channels to the

right targets

Reinforcing a positive brand

image among all applicants

Selecting and converting the

very best candidates

Ensuring joiners feel they’ve

made the right brand choice

Building brand engagement, loyalty and advocacy

Conversion

High Quality Talent &

PerformanceOn-Boarding Experience

Employment Experience

Candidate Experienc

e

Media Interactio

n

THE ULTIMATE

GOAL

Marketing Efficiency (cost per hire)

Employer Brand Marketing Effectiveness - strong reputation, talent quality, engagement and performance

Current State of Talent Analytics

• If you’re not there yet, don’t despair.

• While many organizations are heading for the summit.

• Most are still on the lower slopes.

Key Take-outs and Recommendations

• You need to differentiate between (short term) campaign metrics and (longer term) brand and performance metrics to establish a fully effective measurement dashboard

• Try and shift the focus from cost to value-add (hire quality, engagement and performance)

• Consider New Joiner Surveys to better understand and improve:

o Brand expectations (are they aligned with your EVP?)

o Candidate and on-boarding experience (where are the gaps between brand expectations and intentions?)

• Consider developing an Employer Brand Index to assess delivery against your EVP

• Think like a data scientist – explore linkages and analyse connections to build you business case for the right future investment

Thank YouI hope you now feel sexy and ready to measure.

And if you’re interested in reading more….

Now available for pre-order on Amazon“A highly practical guide to a management discipline we take very seriously at McDonalds.

It’s also a highly enjoyable read, packed with stories and fresh ideas. If you want to shake things up a bit, I suggest you buy this book”

David Fairhurst - Chief People Officer for McDonalds in Europe

“This book demonstrates how and why employer brand management lies at the heart of the most effective talent strategies”

David Henderson – Chief Talent Officer – Met Life

“Highly informative and practical, this is the kind of book that breaks new ground to really make a difference”

Kevin Lane Keller – Author of ‘Strategic Brand Management’

“By far the best documentation and analysis of current thinking around the evolution of recruiting I’ve ever seen”

Gerry Crispin – Founder of CareerXroads

"A clear and compelling guide to building a distinctive employer brand and the competitive edge you need to attract and engage the best available talent“

Simon Riis-Hansen - Senior Vice President, Executive HR

Richard Mosley is widely recognised as one of the leading world authorities on employer brand development and management. His first book, ‘The Employer Brand’ (Wiley) published in 2005 has become a global best-seller, and the sequel: ‘Employer Brand Management: Practical Lessons from the World’s Leading Employers’, published by Wiley in September 2014, tracks the evolution of the discipline over the last 10 years, highlighting the latest best practices and trends that are likely to shape the future of recruitment, employee engagement and HR / talent management. Richard’s thinking draws on over 25 years’ experience in both brand management and HR consulting. As TMP’s Executive Vice President of Employer Brand Strategy, and the head of TMP’s London based consultancy, People in Business, Richard has led global employer brand development projects for a host of leading companies including Bacardi, BP, Coca-Cola, Ferrero, GSK, HSBC, Lafarge, LEGO, L’Oreal, JTI, Met Life, Nokia-Siemens, PepsiCo, RBS, Santander, Unilever and Verizon.. Richard is a regular key note speaker and chairman at employer brand events around the world, and was recently awarded by the Asia-Pacific HR Congress in Mumbai for his contribution to Global HR Innovation.

e: [email protected] / [email protected] Twitter @rimosley uk.linkedin.com/in/richardmosley

People in Business is dedicated to meeting the employer brand development needs of multinational companies. We help companies meet the challenge of developing employer brand propositions and strategies that balance global consistency with local relevance. We can support you every step of the way in developing your employer brand strategy from research, through proposition and creative development, to global activation, brand management and measurement, or provide the tailored support you need to deliver an effective result at any step in the journey.

Our employer brand consulting team is based in the USA (Boston, Washington and Chicago); Europe (London, Paris and Hamburg) and Asia (Singapore and India), but we can deliver employer brand research and implementation across a much wider range of locations through our network of global partners. For more information on our team please visit: http://www.employerbrand.com/tmp-global-consulting

People in Business is the employer brand consulting division of the world’s leading recruitment agency TMP Worldwide, which trades under the name AIA Worldwide in the UK. TMP and AIA lead the industry in developing new technologies, strategies, and creative solutions that are revolutionizing the way organizations attract, engage and retain talent.

www.people-in-business.com / www.tmp.com / www.aia.co.uk



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http://www.employerbrand.com/tmp-global-consulting

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