Employer Brand Leadership-A Global Perspective

EMPLOYER BRANDLEADERSHIP

A G L O B A L P E R S P E C T I V E

Brett Minchington MBA

www.brettminchington.com

EMPLOYER BRAND LEADERSHIP

A Global Perspective

ISBN 978-0-646-53648-4

Copyright © 2010 by Brett Minchingtonwww.brettminchington.com

All rights reserved

No part of this publication may be reprinted or reproduced or utilised in any form, electronic, mechanical or other means, now known, or hereafter invented, including photocopying and recording, or in any information storage or retrieval system, without permission in writing from the publisher.

Limit of liability / Disclaimer of warranty

While the publisher and author have used their best efforts in preparing

this book, they make no representations or warranties with respect to the

accuracy or completeness of the contents of this book and specifi cally

disclaim any implied warranties of merchantability or fi tness for a particular

purpose. No warranty may be created or extended by sales representatives

or written sales materials. The advice and strategies contained herein may

not be suitable for your situation. You should consult with a professional

where appropriate. Neither the publisher nor author shall be liable for any

loss of profi t or any other commercial damages, including but not limited to

special, incidental, consequential or other damages.

Published by

First published, August 2010

by Collective Learning AustraliaPO Box 614, Torrensville SA Australia, 5031

Email [email protected] www.collectivelearningaustralia.comPhone + 61 8 8443 4115Fax + 61 8 8443 4149

Cover design Urban SafariTypesetting and book layout Peter Davis

4 Employer Brand Leadership A Global Perspective

About the author Brett Minchington MBAInternational Employer Brand StrategistCorporate Advisor | Author | Educator

Brett Minchington MBA, is the Chairman/CEO of Employer Brand International (EBI) and one of the world’s leading authorities on employer branding.

EBI provides research, guidance and thought leadership in employer branding including

consulting, publications, events/training, research and think-tanks. EBI’s expert services are provided through an international network of expert employer brand Senior Associates. EBI’s global Advisory Board consists of leading corporate professionals and academics from around the world.

Brett is the founder and owner of Employer Branding Online and facilitates the EBI Employer Branding Global Community group on Linkedin.

Brett’s thought leadership in employer branding led him to author “Your Employer Brand attract-engage-retain,” in 2006 which was the fi rst book on the topic by an Australasian author and only the second in the world. The book has since been sold in 40+ countries.

In 2007 Brett commenced the Employer Branding Global TourTM and has delivered workshops/masterclass/summits and keynote addresses to 1000’s of senior managers in more than 30 cities in 20 countries including Australia, China, Denmark, France, Germany, India, Italy, Malaysia, Netherlands, NZ, Philippines, Poland, Singapore, South Africa, Sweden, Switzerland, Turkey, UAE, UK and USA. Brett is the Chair of the Australian, Italian, South African and New Zealand Employer Branding Summits.

Brett has consulted in global and national employer branding projects for companies including Siemens, Hewitt, PwC, Origin, Bankwest, Australian Wine Research Institute and World Vision to assist them develop their employer brand strategy and roadmap through strategic audits and advisory solutions.

5About the author

Brett’s opinion is sought globally by the media and HR, Marketing and Management publications. His articles have featured in publications around the world including titles such as The Economist, Business Week, HR Future (South Africa), The Human Factor (India), Personnel Zaradzanie (Poland), The Opinion Leader (Finland), HRM Magazine (Singapore), HR Professional (Canada), HC Magazine (Australia), Personnel Today UK, International Association of Business Communicators, Times Ascent (India), Universum Quarterly, Human Resources Magazine (Australia), NZ Management (New Zealand), onrec.com, Executive Grapevine (UK) and ERE Journal of Corporate Recruiting Leadership (USA). Brett is an International columnist on employer branding for HR Future, South Africa’s leading human resources publication.

As Research Principle at Employer Brand International, he has Chaired Global Research forums to contribute to the advancement of the science of employer branding and in 2009 published the world’s largest independent research study on employer branding.

Brett’s passion for employer branding is driven by a vision to make a positive and lasting impact to people’s employment experience whilst contributing to a safer, more equitable and friendly global society.

He lectures in Employer Branding in the MBA program at theUniversity of Adelaide.

Brett has an MBA from University of South Australia and Bachelor of Business from Queensland University of Technology and lives in Adelaide, Australia with his wife and two children.

Dedication

To my beautiful family: Andrea, Bailey and Taylah Minchington, my mother Barbara and sisters Darlene, Rochelle and Felicia.

For your love, presence and support, I am truly grateful.

You inspire me to reach new heights and to lead a wonderful life every single day.


Acknowledgements

I wish to sincerely thank the following people for their persistence, positive attitude and contributions to bringing my book to fruition.

The wonderful team at Employer Brand International:

Senior Associates

Ryan Estis, Managing Director (Ryan Estis & Associates), David Parks, Vice President of Business Development (Bluepoint Leadership Development), Eugenio Amendola, Managing Director (Anthea Consulting), Véronique Frogé, Partner, Head of Employer Branding Practice (i&e Management), Per Olof Hall, Managing Director (PlanetPeople), Birgitte Seldorf, Managing Consultant (Summit Consulting A/S), Radosław Knap, Managing Partner (KNAPRO Consulting), Ron Tomlian, Managing Director (Marketing Counsel), Steven Goodman, Senior Lecturer (Marketing), Program Director Higher Degrees by Research (The University of Adelaide Business School) and Sonja Visic, Operations Manager (UAE Tawteen).

Global Advisory Board

Els van de Water, Senior HR Manager (Microsoft), Heather Polivka, Director of Employment Marketing (UnitedHealth Group), Michael Holm, Employer Brand Manager (IBM), René Herremans, Employer Branding Manager (Ahold), Birgitte Brix Andersen, Employer Brand Manager (Vestas Wind Systems), Matthew Jeffrey, Global Director of Talent Brand, (Electronic Arts), Kerry Noone, Senior Marketing Manager of Sodexo’s Talent, Acquisition Group (Sodexo Human Resources USA), Marta Najbert, Marketing & PR Manager (Pandora Jewelry Central Eastern Europe Operations), Linda Halse, General Manager Human Resources (Australian Wine Research Institute), Prenai Pillay, Talent Attraction Consultant (ABSA), Linda Downs, Human Resources Director, Asia Pacifi c (ERM), Kellie Tomney, Director (Employer Brand Works) and Fabio Dioguardi, HR Director, (Ferrero)

9Acknowledgements

Thank you to the leaders who inspire me to achieve greater things in employer branding and who have written and contributed to case studies for this book:

Melissa Rutledge, Employment Branding & Messaging Manager, (Intuit), Charee Klimek, Managing Partner at Vocii™, Job Mensink, Owner, brandgiving®, Gillian Hofmeyr, Director Consulting, Deloitte Consulting Pty Ltd, Nicole Brower, Manager Human Resources – Johannesburg, Deloitte & Touche, David R. Millen (IBM), Nadine-Lan Hönighaus, HR communications and former project manager employer branding, Thorsten Pinkepank, Head Global HR communications and former project leader employer branding and Dr. Anja Düll, HR Strategy and program manager employer branding, (all of BASF SE), and to EBI Advisory Board members who also wrote case studies for this book: Birgitte Brix Andersen, Linda Halse, Kerry Noone and Heather Polivka.

Thank you to my event sponsors and partners and their staff who have supported my Employer Brand Global Tour to more 30 cities in 20 countries. You know who you are!

And fi nally to my family and friends who have inspired me to write this book:

Andrea, Bailey and Taylah Minchington, Barbara, Darlene, Rochelle and Felicia Minchington, Herb, Jane, Sean, James and Marnie Ewinger, Ian, Carole, Preston, Lyndal and Leanne Stewart and Sandra and Ian Bracken.


Table of contents

About the author 4

Dedication 7

Acknowledgement 8

List of illustrations 16

Preface 18

Employer branding global communities 21

SECTION 1: THE BUSINESS CASE FOR EMPLOYER BRANDING 23

Chapter 1: The fundamentals of employer branding 23

Employer branding defi ned 24

The global employer brand landscape 25

Why the rise in focus on employer branding by senior management?

29

The employer brand experience 29

The benefi ts of adopting an employer brand approach 30

‘Employers of Choice’ or just market perception? 32

Human resources role in employer branding 33

A collaborative approach is required 34

Your employer brand budget 37

Common pitfalls of employer branding 39

SECTION 2: BEST PRACTICE IN EMPLOYER BRANDING 43

Chapter 2: The role of leadership in employer branding 43

Employer brand leadership begins at the top 45

Different leadership for changing times 45

Strong leadership is linked to fi nancial results 47

Patience is virtue in building an engaged workforce 51

Charismatic leadership 52

11Table of Contents

What do outstanding leaders do differently? 53

The role of the employer brand manager 54

Director of Employer Branding Position Description 55

Employer Brand Leadership Capability FrameworkTM 58

Leadership qualities 64

Take a long term view on your employer brand 65

Chapter 3: A strategic framework to guide your

employer brand

69

Employer value proposition 70

Defi ning your employer value proposition 71

Employer brand identity 72

Employer Brand Employee PlatformTM 73

Recruitment and induction 73

Compensation and benefi ts 75

Career development 75

Employee research 77

Reward and recognition 78

Communication systems 78

Work environment 79

Employer Brand Strategic PlatformTM 79

Mission, vision and values 80

Corporate Social Responsibility (CSR) 80

Leadership 81

Corporate reputation and culture 81

People management policies and practices 82

Performance management 83

Innovation 84

The corporate brand 84


Market forces 85

Customers 86

Prospective employees 87

Stakeholders 88

Chapter 4: Your Employer Brand RoadmapTM 91

1. Concept phase 92

Defi ning employer brand objectives and project scope 95

Identify people issues 96

Review existing employee measurement, research and people data

96

Identify key stakeholders and establish employer brand team

96

Identify internal and external employer brand drivers – Quantitative research

97

Identify internal and external employer brand drivers – Qualitative research

99

Employer value proposition (EVP) discovery workshop guidelines

100

Sample workshop questions 101

Assess the employee lifecycle and key moments of truth 101

Determine the most optional way to segment your employee population

102

Assess the effectiveness of current communication channels and the EVP’s being communicated

102

Review online/offl ine talent acquisition initiatives 103

2. Design phase 103

Collective thinking workshop 104

Your employer brand architecture 104

3. Integration phase 110

13Table of Contents

Employer brand management system - align with people management policies, systems and practices

110

Employer brand communications plan 111

4. Evaluation phase 113

Defi ne metrics and measure ROI 113

Chapter 5: Measuring the return on investment of

your employer brand strategy

117

How marketing informs employer brand equity 123

Brand image 124

Brand equity 125

Brand loyalty 127

The service-profi t chain 130

Linking employee satisfaction with productivity, performance, and customer satisfaction

130

Impact of your human capital practices on fi nancial performance

135

The contribution of brands to shareholder value 136

Measuring brand equity 137

The Young & Rubicam approach towards valuing brands 140

The Millward Brown approach towards valuing brands 141

The Interbrand approach towards valuing brands 142

A model of employer brand stakeholder engagement 144

Chapter 6: Building employer brand equity using

social media

147

The truth is in the statistics 150

The big four 152

1. Facebook 152

2. LinkedIn 155

3. Twitter 156


4. YouTube 157

Who is on the social networks? 158

Transparency and trust 161

Social media policy 161

Integrated social media campaigns 162

Measuring your return on investment (ROI) 164

Developing your social media strategy 166

Chapter 7: The convergence between the corporate,

consumer and employer brand

171

An aligned approach 172

Master brand concept 173

Optimising the relationship between the brand portfolio 173

Challenges for human resources managers in adding value to the brand portfolio

176

Reputation management 176

Connected thinking 181

Brand training 184

The Brand Optmiser ModelTM 184

Internal marketing 187

Brand ambassadors 187

SECTION 3: THE FUTURE FOR EMPLOYER BRANDING 193

Chapter 8: Employer branding 3.0 193

Connecting employees and customers for a better society

Employer Brand 3.0 – A model of brand advocacy & loyalty 196

Chapter 9: Future trends in employer branding 201

Towards 2020 202

1. Time replaces money as the new currency 203

2. Functions will blend 203

15Table of Contents

3. Changing employment contract 203

4. Less is more, small is big 204

5. The talent crisis becomes the matching crisis 204

6. New business models 204

7. Relationships will replace reputation 206

8. Continuous career development 207

9. The impact of a multigenerational workforce 207

10. Employer brands become global 208

11. Slow is fast 208

12. Organisations will get naked 208

13. Work becomes living 209

14. Connected, cleaner and greener 209

SECTION 4: GLOBAL CASE STUDIES 211

1. Philips 213

2. UnitedHealth Group 221

3. BASF 233

4. Sodexo 245

5. Vestas 254

6. IBM 269

7. The Australian Wine Research Institute 281

8. Deloitte 291

9. Intuit 299

Reference list 311

Index 319


List of illustrations

Figure 1: Has your company developed a clear employer branding strategy?, 26

Figure 2: Top-performing employees’ declining satisfaction with key aspects of

employment deal (2009 vs. 2008), 28

Figure 3: What are the main benefi ts you have gained from your employer brand

program? (more than one answer is possible), 31

Figure 4: Which department(s) is responsible for managing the employer brand?, 35

Figure 5: Your internal employer brand team, 36

Figure 6: In FY 2008/2009 what are your plans for expenditure on employer

branding activities?, 37

Figure 7: Anticipated cost of full-scale employer brand development project, 38

Figure 8: Which activity has been most effective in enhancing your company’s

employer brand?, 44

Figure 9: 2009 Top 20 best companies for leadership, 46

Figure 10: Leadership is linked to fi nancial results: Top 20 vs. S&P 500, 47

Figure 11: Employer Brand Leadership Capability FrameworkTM,58

Figure 12: Infl uencers of employment choice – By AGE, 64

Figure 13: Employer Brand Excellence FrameworkTM,74

Figure 14: Your Employer Brand RoadmapTM,94

Figure 15: EBI Employer Brand Attributes IndexTM – Macro level,98

Table 1: EBI Employer Brand Attributes IndexTM – Micro level (survey split of top 10

employer brand attributes – sample company),99

Figure 16: Examples of employee segmentation variables,102

Table 2: Examples of EVP communication channels and touch points,103

Figure 17: Your Employer Brand ArchitectureTM,105

Figure 18: The Employer Value Proposition,106

Figure 19: Recruitment press advertising – St George,108

Figure 20: Career website landing page -St George,108

Figure 21: Philips career website ‘inside stories’,109

Figure 22: St George: Integrating EVP with rest of human resources strategy, 111

Figure 23: Communication methods used to engage employees and foster

productivity,112

Figure 24: A coordinated, branded approach to communicating rewards helps

improve employee understanding,112

Figure 25: Social media metrics are still evolving,114

Figure 26: Tangible assets as a percentage of all assets of non-fi nancial

businesses, 119

17List of illustrations

Figure 27: What metrics does your company use to measure return on

investment (ROI) for your employer brand strategy? (more than

one answer is possible)2,121

Figure 28: Model of employer brand equityTM,125

Figure 29: The service profi t chain at Sears,130

Figure 30: Profi t chain modelling at the Canadian Imperial Bank of Commerce, 132

Table 2: The contribution of brands to shareholder value,137

Figure 31: Brand valuation process,139

Figure 32: BrandAsset Valuator Model, 141

Figure 33: BrandZ 5 year review, 142

Figure 34: The Interbrand Method for Valuing Brands, 143

Figure 35: Employer Brand Stakeholder EngagementTM,144

Figure 36: Top executives participate in the use of internal and external social

media , 149

Figure 37: Global web traffi c to social networking sites, 151

Figure 38: Top U.S. social media sites: December 2009, 152

Figure 39: Ernst & Young Career Site on Facebook, 154

Figure 40: Deloitte NZ Facebook Fan Page – Live and Interactive Show, 154

Figure 41: Cisco Facebook Fan Page, 155

Figure 42: Sodexo careers - past, present & future linkedin group, 156

Figure 43: EA YouTube channel, 158

Figure 44: Average age distribution across social network sites, 159

Figure 45: Age distribution on social network sites, 160

Figure 46: Policy in place to address employee use of social media, 161

Figure 47: ‘It’s your future. How far will you take it’ landing page, 163

Figure 48: Few companies have tools in place to measure the effectiveness of

social media, 164

Figure 49: Methods used to measure effectiveness of social media (more than

one answer possible), 165

Figure 50: Engagement correlates to fi nancial performance, 166

Figure 51: Brand disengagement sequence , 181

Figure 52: Brand Optimizer ModelTM,186

Table 3: Comparison of Employer Branding 1.0, 2.0 and 3.0, 195

Figure 53: Model of Brand Advocacy & LoyaltyTM, 197

Figure 54: Your Employer Brand Community ModelTM, 206


Preface

In 2006 I published my fi rst book on employer branding titled ‘Your Employer Brand attract-engage-retain’. The three years prior I followed my passion and reached out and learnt as much as I could about the fi eld of employer branding. Since 2006 I have been fortunate to cross paths with thought leaders, practitioners, academics and vendors which helped to shape my perspective which I will share with you in this book. The fi rst copy of ‘Your Employer Brand attract-engage-retain’ was purchased by an Italian gentleman, Mr Eugenio Amendola who is now a close friend and business partner in our employer branding work in Italy. Eugenio’s friendship is one of the many benefi ts my passion in employer branding has bought to me over the past ten years in striving to advance the employer brand concept.

In 2007 I committed to travelling the world to connect and learn from how employer branding was unfolding in different parts of the world. This journey has involved conducting masterclass events, Chairing and speaking at conferences, conducting research and consulting in more than 30 cities in 20 countries including, Australia, China, Denmark, France, Germany, India, Italy, Malaysia, Netherlands, New Zealand, Philippines, Poland, Singapore, South Africa, Sweden, Switzerland, Turkey, UAE, UK and USA.

Milan, Italy 2008

Copenhagen, Denmark 2009

Sydney, Australia 2009

Kuala Lumpur, Malaysia 2009

New Delhi, India 2008

19Preface

Not only have I found there are many differences in employer branding in these countries, I have also found there are many common elements which has led to a growing interest in employer branding throughout the world.

I have also been fortunate to contribute to many articles and theses on employer

branding around the world and have been published in more than 15 countries in a range of publications including ‘The Economist’, ‘Business Week’ and ERE’s ‘Journal of Corporate Recruiting Leadership’.

I have continued to track employer branding trends throughout the world. My day usually starts with a desktop review from sources such as www.employerbrandingonline.com, Google alerts, SmartBrief and all the world’s major newspapers. Yes, you guessed it, I spend alot of time in the virtual world and the structure of the virtual world allows me to achieve more and connect with more people than would have been possible prior to the internet.

I have titled this book, ‘Employer brand leadership – A global perspective’ as I believe it captures the key success factors for leaders to contribute to the development of the employer brand concept. Today’s globalised, connected world driven by content and connections requires a new style of leader to meet the challenges of the modern world. I’ve come to the conclusion leadership is the key to unlocking the potential of your employer brand. A global perspective will assist leaders to make an informed view of what’s best in managing the employer brand in their own company.

Chapter 1 presents the fundamentals of employer branding and provides insights into the key concepts whilst establishing the platform for the rest of the book. Chapter 2 discusses the role of leadership in employer branding and provides recommendations on how leaders can position the employer brand as a strategic asset for their company. Chapter 3 presents the Employer Brand Excellence FrameworkTM which will assist you to apply

Bad Nauheim, Germany 2009


a robust structure to your employer brand strategy. Chapter 4 expands on the Employer Brand Excellence FrameworkTM and details an Employer Brand RoadmapTM which will assist to guide you through your employer branding initiatives. Measuring the return on investment of your employer brand strategy is critical to executive endorsement and is covered in detail in Chapter 5. The rise (and rise!) of social media usage and how companies are building employer branding equity using social media is discussed in chapter 6. Chapter 7 explores the convergence between corporate, consumer and employer branding theory and practice and will assist you to take a strategic view of employer branding by understanding the role each component of your master brand has in creating value.

In the fi nal two chapters I introduce the concept of employer branding 3.0 in chapter 8 and discuss how thinking in this area will connect employees and customers for a better society. I conclude in chapter 9 by presenting fourteen trends in employer branding which I believe will drive the agenda over the next 10 years.

I trust this book will provide you with a relevant, meaningful and thought provoking approach to satisfy your interest in employer branding and inspire you to build upon my thinking and make your own contribution to evolving the art and science of employer branding.

I hope one day we will connect and share our thinking!My best wishes

Brett MinchingtonMBA, B.Bus (Marketing)E [email protected] 61 8 8443 4115F 61 8 8443 4149www.brettminchington.comwww.employerbrandinternational.comwww.employerbrandingonline.comTwitter www.twitter.com/brettminchLinkedin www.linkedin.com/in/minchington Facebook www.facebook.com/brett.minchington


Adidas 181, 184

Ahold 8, 54

American Consumer Association 131

American Express 71

Apple 45, 51, 173, 202, 300

Bain & Company 127

Barkers 26

BASF 9, 27, 35, 72, 105-06, 211,

233-243

Bernard Hodes 122

Best Buy 33, 62

Brand ambassadors 63, 113, 167, 187,

189

Brand associations 124-25, 126

Brand disengagement sequence 181

Brand equity 31, 52, 118, 123-25, 127,

137-38, 145-46, 148, 152, 178,

Brand loyalty 125-26, 187

Brand management 40, 59, 63, 190,

203, 219, 235,

Employer Brand Manager’s Handbook

54

Brand portfolio 59, 123, 173-74, 176,

179, 184-86

Brand strength analysis 143

Brand training 39, 56, 184

Brand valuation process 139

BrandAsset® Valuator model 140

BrandZ 141-42

BusinessWeek.com 45

Campbells 47

Canadian Imperial Bank of Commerce

(CIBC) 132

Candidate 24, 25, 30, 31, 32, 46, 60,

64, 75, 77, 83, 87, 97, 99, 102, 103,

109, 119-20, 144, 158, 161-62, 163,

169 175, 183, 188-89, 207, 215, 218,

223, 224, 226-28, 242, 246-47, 249,

250-51, 253, 256, 258, 296, 299,

300, 302-04, 306, 308-09

Candidate quality 119

Career development 75, 76, 100, 126,

177-78, 203, 207-08, 283-84

Change management 60, 289

Chevron 62

Cisco 47, 48, 148, 155

Citigroup 177

Coca-Cola 136, 148, 179

Communication 30, 33-35, 40, 49,

53-57, 60, 62, 67, 71, 76, 78, 79, 81,

85, 86, 92, 93, 96, 97, 100, 102-03,

106-07, 110, 111-13, 122-23, 134, 148,

164, 174, 176, 179, 181-82, 187, 190,

203-04, 209, 214-15, 217, 219, 222,

224, 226-28, 229-230, 234-237, 239,

241-243, 250-51, 253, 259-65, 267,

269, 272, 278-79, 285, 305-09

Communication channels 33, 96,

102-03, 215, 262

Communication systems 78

Community management 60

Compensation and benefi ts 75

Concept phase 92, 104, 107

Consumer brand 24, 34, 35, 39, 59, 70,

78, 172-76, 179

Corporate brand 30, 84, 85, 123, 136,

173-76, 178, 184, 188, 233, 235, 237,

240, 243, 249, 253, 262, 300-01, 307

Corporate reputation 39, 44, 81

Corporate social responsibility 46, 80,

85, 98,

Culture 33, 34, 40, 45, 47, 48, 52, 53,

62, 71, 75, 78, 81-83, 93, 95, 101,

107, 126, 145, 155, 157, 162, 168,

172-73, 204, 208, 228-29, 236, 247,

250, 252, 256, 258, 260-61, 263-65,

283, 284, 296, 299, 301, 303,

306-309

317Index

Customer 24, 29, 30, 49, 52, 60, 63, 65,

70-72, 79, 83, 84, 86, 88, 97, 105,

122, 128-35, 138, 143-44, 150, 157,

162, 166, 168, 169, 173,179-80,

182-84, 187-90, 193-98, 213-14,

218-19, 227, 228, 233-34, 240, 245,

255, 300, 304

Customer engagement 56, 123, 129,

132, 145, 196

Customer loyalty 60, 122, 127, 131-33

Customer relationships 31, 34, 98, 169

Customer satisfaction 86, 127-34, 187,

190

Customer service 24, 52, 71, 88, 135,

157, 227

Dell 60, 157, 179

Deloitte 54, 135, 136, 153-154, 162-163,

169, 211, 291-97

Design phase 92, 103, 107

Deutsche Bank 24, 54

Development Dimensions International

(DDI) 131

Dong Energy 54

Dow Chemicals 133

E.ON 54

EBI Employer Brand Attributes IndexTM

97-99

Electronic Arts (EA) 157

EMC 62, 148, 162, 167,

Employee advocacy 31, 96, 127

Employee communication 40, 93, 123,

164, 226, 230

Employee engagement 56-57, 63, 77,

81, 96, 120, 121, 123, 134-135, 145,

169, 181, 196, 203, 227, 308

Employee lifecycle 25, 59, 101, 204

Employee lifecycle management 59

Employee referral program 56, 87, 95,

153, 189

Employee research 77, 96, 99, 100

Employee retention 30, 131

Employee-Customer-Profi t Chain 129-30

Employer attractiveness 30, 77, 178,

242

Employer brand architecture 97, 104-105

Employer brand associations 126

Employer brand awareness 120, 125

Employer brand defi ned 24

Employer brand mix 30

Employer brand objectives 31, 92, 119

Employer brand programs 27, 30, 31,

34, 214, 218

Employer brand strategy 25, 26, 31,

33-36, 39-40, 44, 55-56, 60, 62-63,

67, 70, 77, 83, 85-86, 92-93, 95-97,

104, 110, 114-15, 120-21, 124, 145,

174, 204, 208, 229-30, 239, 247, 250,

256, 260, 266

Employer brand system 30

Employer brand council 92, 104

Employer Brand Employee PlatformTM

(EBEP) 72-3

Employer Brand Excellence

FrameworkTM (EBEF) 30, 70, 74, 88,

115

Employer Brand Global Tour 98, 202,

213

Employer Brand International’s (EBI) 4,

9, 25, 26, 31, 34-35, 37, 44, 62, 64,

97, 98, 99, 120-21, 123, 135, 145,

173, 231

Employer Brand Leadership Capability

FrameworkTM 58

Employer brand manager 8, 40, 54, 64,

67, 216, 233, 299

Employer Brand Stakeholder

EngagementTM 144


Employer Brand Strategic PlatformTM

(EBSP) 72

Employer brand virtual community 28

Employer branding 1.0 194-195

Employer branding 2.0 194-195

Employer branding 3.0 20, 193, 194-95,

198, 202

Employer of choice 30-32, 81, 228, 288

Employer value proposition (EVP) 56,

70-77, 95-96, 98-107, 109-111, 113,

221-230, 235-241, 243, 256, 260,

262-263

Employment promise 25, 71

Engagement 24, 30, 33, 52-54, 56-57,

63, 70, 77, 81, 96-97, 113

Enron 80, 177

Enterprise Rent-a-Car 153

Ernst & Young 54, 153-54

Evaluation phase 92, 113, 115

EVP workshops 99

Facebook 20, 21, 83, 87, 102, 126, 148,

150-55, 158-59, 161-63, 168, 174,

178, 229, 249, 251-52, 270, 277, 279,

306

Forum for People Performance

Management 134, 135

Gallup 51, 52, 121-22, 128, 131

General Electric 44, 45

Generation Y 75, 87, 88, 195

GlaxoSmithKline (GSK) 71, 72

Global fi nancial crisis (GFC) 24, 25,

27-28, 57, 65, 120, 145, 172, 195-96

Goldman Sachs 175

Google 24, 50-51, 62, 66, 79, 84, 126,

162, 173, 188-89, 202, 300

Hay Group 45-47

Hewitt’s Best Employers List 81

HP 54, 79

HSBC157

Human resources 30, 33-36, 40, 59, 63,

65, 67, 76, 84, 93, 96, 104, 110-11,

113, 123, 148, 153, 174, 176, 181,

188, 190, 203, 216, 218, 222, 226,

229, 234, 236

IABC 111, 149, 161, 165

IBM 33, 35, 54, 62, 79, 133, 157, 285,

269-79

Induction 32, 73, 75, 83, 97, 101, 114,

126, 161, 187, 203

Innovation 44, 51, 76, 84, 97, 140, 173,

175, 182, 209, 213, 284, 286-87, 291,

293, 296, 299, 300, 302, 308

Intangible assets 24, 65, 123, 137,

173-74

Integration phase 92, 110-11

Interbrand 136-37, 142-3

Intuit 51, 148, 188, 299-09

JetBlue Airways 167

Kraft 179

Leadership development 24, 44, 61, 71,

77, 135

Lehman Brothers 25, 80

LinkedIn 122, 148, 152, 155-56, 158,

162, 168, 178, 229, 249, 251, 306

Marketing 34-35, 40, 51, 54-7, 59, 65-67,

76, 84-85, 92-93, 118, 123-24, 126,

133, 144, 148, 149, 166, 174, 176,

181-83, 190, 203, 214, 216-19, 222,

226-27, 229, 239, 246, 260, 261,

264-65, 293

Mars 82

Master brand concept 173

McDonalds 47, 75

Microsoft 24, 45, 51-52, 77, 148, 167

Millward Brown 141

Model of Brand Advocacy & LoyaltyTM

196-97

319Index

Model of Employer Brand EquityTM 118,

125

Morgan Stanley 136

Nabisco 51

Net Promoter Score (NPS) 127, 218

Nike 54, 172, 188

Nordea 54

On-boarding 24, 205

PepsiCo 157

Performance Management 24, 44, 71,

93, 97, 134-35, 214, 218

Philips 24, 27, 35, 109, 181, 202, 213-19

PNC Bank Corporation 132

Public relations 34, 81, 97, 250

Qualitative research 57, 97, 99, 215

Quantitative research 77, 97, 100

Recruitment 24-27, 30-32, 41, 55, 75,

82-83, 85, 87, 97, 102, 110, 114, 118,

157, 163, 172, 179-80, 182-83, 189,

203, 214, 234, 246, 251, 256-62,

264, 293, 304

Recruitment advertising 26, 39, 55, 97,

123, 228, 265

Reward and recognition 78, 83, 100

Ritz-Carlton 135, 175

SAS 24, 202

Satmetrix 127

Sears 129, 130

Shell 181-83

Singapore Airlines 24

Social media 20, 25, 33, 55, 60, 79, 87,

111, 113-14, 118, 126, 145, 148, 149,

150, 152, 158, 160-69, 175, 179, 180,

190, 245-47, 249-52, 306

Social media metrics 114, 164

Social media policy 161

Social networks 62, 65, 79, 83, 87, 126,

150, 153, 158, 159, 161-62, 168, 179

Sodexo 35, 60, 62, 83, 87, 88, 113, 125,

148, 155, 156, 167, 169, 175, 245-53

Southwest Airlines 167

St George Bank 107, 189

Stakeholder mapping 96

Starbucks 47, 48, 50, 54, 62, 83, 102,

148, 179, 187, 197

The Australian Wine Research Institute

281-89

The Brand Optimizer ModelTM 184

The Economist 19, 38, 137, 139

Towers Watson 27-28, 112, 164

Twitter 20, 83, 87, 102, 113, 148,

150-52, 156-59, 161-63, 167-68, 174,

178-79, 229, 249, 251, 270, 306

UnitedHealth Group 27, 35, 54, 64, 71,

221-31

Universum 38

Vestas 27, 54, 255-67

Virgin Blue 34

Watson Wyatt Worldwide 132

Wetpaint and Altimeter Group 165, 166

Work environment 66, 79, 97, 133, 188,

286

World Vision 85, 126

Young & Rubicam 140, 141

Your Employer Brand Community

ModelTM 206

Your Employer Brand RoadmapTM 91

YouTube 126, 148, 150, 152, 157-58,

162-63, 168, 249, 251, 294-95

Zappos 45, 52, 53, 83, 148, 156-57, 167,

179, 187

Documents

Employer Brand Leadership-A Global Perspective