State of employer brand

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  • The State of Employer Branding A global report on the hottest topic in talent acquisition

  • Introduction & Big Picture Findings 03

    Executive Summary 05

    Global Results 10

    Conclusion 21

    Appendix I: Results by Country 23

    Appendix II: Results by Industry 30

    Appendix III: Results by Company Size 31

    Contents

  • Employer branding is the new black. Articles, white papers, and

    conference panels are popping up everywhere while discussions

    and debates take place daily in the hallways, conference rooms,

    and executive suites of companies around the world. Strong

    competition for knowledge workers in particular and the

    proliferation of social media have augmented the importance of

    employer reputations in acquiring talent, particularly for the 80

    percent of the labor market who are passive candidates1. Whether

    or not a company is considered a great place to work can make all

    the difference in attracting and retaining this top talent.

    The hype isnt just fueled by large corporations or household name

    brands: employer branding is a hot topic among companies with

    100 employees or 100,000, from Canada to India and everywhere

    in between, and regardless of industry. So whats really going on,

    and what are companies doing about it? We took a closer look at

    employer branding as part of our third annual Global Recruiting

    Trends Survey. Our large and diverse sample of over 3,000 talent

    acquisition leaders means our results are packed with powerful

    data points and interesting insights for just about everyone.

    Introduction

  • Employer branding is seen as important everywhere; 83

    percent of global recruiting leaders agree its a critical

    driver of their ability to hire top talent.

    Over half (51 percent) of companies have increased their

    employer brand investment in 2012 and a further 40

    percent have maintained their spend.

    Talent Acquisition is often at the helm, leading or co-

    leading employer branding 61 percent of the time.

    While career sites are viewed as a most effective employer

    branding vehicle, viral channels including word of mouth

    and online professional networks play a significant role in

    building a companys talent brand.

    Despite the importance of employer brand, almost half do

    not have a proactive strategy, and only one-third say they

    regularly measure employer brand in a quantifiable way.

    The Big Picture

    4

  • Executive Summary TA leaders know employer branding is important and are investing more

    but strategy, listening and metrics are often missing

    1. AWARENESS 2. INVESTMENT &

    ORGANIZATION

    3. DELIVERY 4. STRATEGY &

    MEASUREMENT

    83% agree that an

    employer brand

    significantly impacts their

    ability to hire top talent,

    and 69% consider it a top

    priority for their

    organization.

    The #1 action that TA

    leaders are afraid

    competitors will do is invest

    in employer brand, and

    lack of employer brand

    awareness is considered

    one of the top three

    obstacles in recruiting.

    Globally, upgrading

    employer branding is

    considered the second

    most essential and long-

    term trend in the industry.

    A whopping 91% of

    companies are investing

    more or the same in 2012

    compared to 2011,

    primarily due to a greater

    awareness about employer

    brandings impact.

    While the increase is a

    step in the right direction, it

    hasnt been enough to

    date: only 39% of TA

    leaders report that they

    have the resources needed

    for success.

    61% of TA leaders have a

    primary or shared

    employer brand

    responsibility with

    Marketing or Corporate

    Communications, with co-

    ownership (39%) the most

    common structure.

    78% of TA leaders view

    their company website as

    their most effective channel

    for employer brand.

    Of the remaining highly

    effective channels, only

    one traditional job boards

    is fully controlled by the

    company.

    Instead, employer brand is

    coming to life in channels

    that companies influence

    without controlling: word of

    mouth, social professional

    networks and general

    social media.

    These channels have the

    benefit of touching passive

    candidates in ways that

    company-controlled

    channels usually do not.

    Only 54% of respondents

    have a proactive employer

    brand strategy.

    53% claim to have a good

    understanding of how their

    employer brand varies by

    different talent populations.

    Most companies are not

    listening to the appropriate

    stakeholder mix: only 37%

    regularly survey new hires

    and even fewer (32%)

    regularly survey

    candidates.

    Measurement is the key

    area of weakness. Only

    38% measure their brand

    relative to the competition,

    and just 35% prioritize

    their spend to shore up

    key weaknesses.

    TA leaders say employer

    branding is key to hiring

    success and an important

    long-term trend.

    Companies are starting to

    invest more in employer

    branding, with TA leaders

    often directly responsible.

    Effective employer brand

    delivery occurs as much

    through viral channels as via

    company-controlled ones..

    Many companies are not

    adopting a strategic

    approach and even fewer

    are measuring for success.

  • Methodology

    All respondents:

    work in a corporate HR/recruiting setting

    represent an even mix of small, midsize and large enterprises

    have at least some budget authority

    focus solely or primarily on recruitment

    Surveyed 3,028 recruiting professionals globally with a LinkedIn profile

    UNITED STATES 755 CANADA 299 BRAZIL 226 SPAIN 100 UK 334 ITALY 99 GERMANY 97 NETHERLANDS 226 NORDICS 113 INDIA 255 AUSTRALIA 280

    6

    Respondents by country:

  • High awareness of employer brands impact

  • Talent acquisition (TA) leaders are highly aware that employer branding is

    critical to hiring success

    83% Agree that employer brand

    has significant impact on

    ability to hire great talent

    8

  • 1. Utilizing social and professional networks

    2. Finding better ways to source passive candidates

    3. Upgrading employer branding

    < 1,000 Employees

    > 1,000 Employees

    9

    Prioritization of employer brand

    (by company size)

    69% Agree that employer

    brand is a top priority

    for their organization

    67%

    70%

    67%

    78%

    < 500 Employees

    501-1,000 Employees

    1,000-10,000 Employees

    > 10,000 Employees

    Top 3 long-term trends in recruiting

    professionals (by company size)

    Large organizations lead the way in prioritizing

    employer brand, but smaller companies are catching on

    1. Utilizing social and professional networks

    2. Upgrading employer branding

    3. Finding better ways to source passive candidates

  • Employer branding is a top priority for companies worldwide

    TA leaders who agree employer brand is a top priority (by country)

    Significantly more INDIAN

    organizations prioritize employer brand

    Significantly fewer GERMAN

    organizations prioritize employer brand

    10

    77% 75% 75% 74% 73% 71% 70% 69% 68% 64% 61% 47%

    GLOBAL AVERAGE

    69%

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  • 1 Competition 1 Invest in their employer brand 1 Utilizing social and professional

    networks

    2 Compensation 2 Build and nurture strong talent

    pools or pipelines 2 Upgrading employer branding

    3 Lack of awareness or interest

    in our employer brand 3

    Learn to use social networking and

    social media more effectively 3

    Finding better ways to source

    passive candidates

    4 Location 4 Improve their candidate experience 4 Boosting referral programs

    5 Recruiting team too small 5 Improve their referral program 5 Training recruiters and hiring

    managers

    6 Recruiting team doesn't have the

    right tools/systems 6

    Further invest in their existing

    recruiting tools 6 Recruiting globally

    7 Lack of awareness that we're

    hiring 7 Invest in new recruiting tools 7 Optimizing your career site

    8 Inability to effectively use data to

    improve our approach 8

    Hire recruiters to strengthen their

    team 8

    Measuring quality of hire more

    consistently

    9 Quality of talent currently at our

    company 9

    Negotiate better pricing with

    vendors 9 Reducing spend on staffing firms

    10 Company performance 10 Improve ways to track quality of

    hire 10

    Using CRM technology to manage

    talent leads

    In fact, employer