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Confidential and Proprietary © Glassdoor, Inc. 2008-2015
The Business Case for EMPLOYER BRANDING
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Featured Speakers
Ryan Armer Enterprise Solutions Sales-South East
Sarah Dollander Area Director, The Carolinas & Southern Virginia
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Glassdoor • What Is an Employer Brand? • Why Invest in Your Employer Brand? • The Impact of a Poor Employer Brand • The Advantages of Building Your Glassdoor Profile • Action Plan LHH • Alumni Promotor Score • Thought Leadership
Agenda
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
What is an Employer Brand?
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
“Your brand is what other people say about you when
you’re not in the room.”
Jeff Bezos – Founder & CEO, Amazon.com
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Would current
employees
recommend
your
organization
to a friend?
What are
job seekers
saying
about you
on
social?
What is
your
company
rating
on
Glassdoor?
Ask Yourself…
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
increase in the quality of the candidate pool 54%
According to a 2014 CEB report Employers that invested in employer branding reported…
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Employer Brand: Your Reputation
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
STRONG EMPLOYER BRAND
High Brand Awareness
Retention
More Job Offers Accepted
Revenue Goes Up
More Quality Applicants
Lower Cost-Per-Hire
Higher Number of Referrals
POOR EMPLOYER BRAND
Low Brand Awareness
Attrition
Declined Offers
Low Productivity
Long time-to-hire
High Cost-Per-Hire
Poor Referral Programs
vs.
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Where you workis one of the
most important decisionsyou’ll make in your life.
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Top 5 Biggest Considerations Job Seekers Take Into Account Before Accepting a Job Offer:
1
2
3
4
5
Salary and compensation
Career growth opportunities
Work-life balance
Location / commute
Company culture and values
Source: Glassdoor survey, October 2014
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Source: Glassdoor U.S. Site survey, October 2014
4 in 5 users are either actively looking for jobs or
open to better opportunities
86%
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
would not take a job with a company that had a bad reputation, even if they were unemployed!
69%
Source: Allegis Group Services Study, August 2012 (1,010 US Workers)
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Employment Brand Messages
1 Competitively Positioned
They make clear comparisons with other organizations, either to differentiate or associate with them.
2 Emotionally Resonant
They connect applicants’ personal roles with the broader purpose or mission of the organization.
3 Driving Reflection Related to Fit
They coach applicants to reconsider their fit with industry, organization or role.
3 Most Influential:
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Most job seekers
READ 4-7 REVIEWS
before forming an opinion of a company
Source: Glassdoor User Survey, 2014
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Make the Case & Tell Your Story
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Step 1: Get Involved Today and Claim Your Profile
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Step 2: Tell Your Real Story
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Why Work for Us?
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Step 3: Embrace Transparency — OpenCompany
• Launched in April 2014 • 100+ employers have achieved OpenCompany status • 13,861 Photos, Reviews, Company Descriptions contributed since launch
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ROI
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increase in the quality of the candidate pool 54%
According to a 2014 CEB report Employers that invested in employer branding reported…
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Source: Employer Branding Global Study Report
22% reduced
recruitment fees
Companies with a strong employer brand
see an average of
$
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Sources: *Bersin by Deloitte, November, 2011 **Employer Branding Global Trends Study Report, May 2014
Cost Savings From Employer Branding Example:
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Sources: *Bersin by Deloitte, November, 2011 **Employer Branding Global Trends Study Report, May 2014
Cost Savings From Employer Branding Example:
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Sources: *Bersin by Deloitte, November, 2011 **Employer Branding Global Trends Study Report, May 2014
Cost Savings From Employer Branding Example:
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Get Started
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Pro Tip #1
Download Employer Branding for Dummies® or Recruitment Marketing for Dummies® to help you with your strategy!
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Pro Tip #2
Download Employer Branding for Dummies® or Recruitment Marketing for Dummies® to help you with your strategy!
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Action Plan
Tell your employer story with dynamic branded content
Add company photos and videos
Share company updates with candidates
Integrate social media
Promote your jobs with a direct feed from
your career site
Highlight company perks and benefits
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Lee Hecht Harrison
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
YOUR REPUTATION
Your Greatest Asset:
• Alumni Promoter Score (APS)
YOUR REPUTATION
Your Greatest Asset:
Alumni Promoter Score (APS)
33
LHH Capabilities
LEADERSHIP DEVELOPMENT
CHANGE MANAGEMENT
EMPLOYEE ENGAGEMENT
CAREER TRANSITION
34
Alumni Promoter Score (APS)
• What is APS?
• How do we measure APS?
• Why are we introducing APS?
• What is the timing for the APS launch?
• How does this connect to employer brand?
35
What is APS?
• Alumni Promoter Score (APS) is modeled after the Net Promoter Score (NPS)
• APS is a reputation management tool that measures employee advocacy
• APS measures the willingness of former employees (alumni) to recommend their previous employer as a place to work
36
What we ask: How likely is it you would recommend your former employer to a friend or colleague as a place to work?
How we measure: Rating of 0 (“Not at all likely”) to 10 (“Very likely”)
Follow-up questions: Detractors: What is the one thing your former employer can do to earn a higher rating from you?
Promoters: What did you value most during your time at your former employer?
— = APS
How do we measure APS?
% of PROMOTERS (9s and 10s)
% of DETRACTORS (0s through 6s)
Sliding scale ra-ng: 0-‐10, with 0 being "Not Likely at All" and 10 being "Very Likely“ 9’s and 10’s: Promoters / 7’s and 8’s: Passive / 0’s to 6: Detractors
37
Why are we introducing APS? • In a “ connected” world, companies are more susceptible to
viral communication that can impact their reputation and employee perceptions have a strong influence on it ! Handling of employee separation impacts alumni sentiment about
their former companies ! One LHH client in a B2B technology company estimated that
around 40% of its alumni were potential customers ! Some research has shown strong correlation between unhappy
alumni and a weak employer brand
• Utilizing APS will assist valued LHH clients evaluate their brands in the marketplace
APS Timeline
May 2015 May:
APS Concept adopted and piloted
with a client
July – Sept.: Survey Responses Being Collected
July: APS Questions
Added to Candidate Quality Survey as part of
US Pilot
Early 2016
Oct - Dec.: Survey Data
Conducted with former LHH
Candidates to Develop Survey
Insights
2016: Begin Utilizing Insights to
Affirm Value of APS
39
Alumni Promoter Score (APS): Research Findings
• Strong correlation between Alumni Promoter and Net Promoter Score • On average 34% of alumni move into roles where they influence the
purchase of products and services of their previous employer
• Time to Placement is correlated with the Alumni Promoter Score
• “Career Opportunities & Mobility” are a key driver for both promoters and detractors
LHH’s Point of View: Brand perceptions are formed when people are employees, and they are either validated or changed during the transition process.
40
LHH Thought Leadership Mobilizing Your Workforce
The current situation Findings reveal that 75% of organizations recognize that talent mobility is important to an effective talent management strategy yet 85% also identify themselves as failing to demonstrate key behaviors linked to effective talent mobility and report that their talent management strategy is, at best, only moderately effective. Why it’s important With a mobile workforce always learning and always prepared for what’s next, the organization is better equipped to absorb churn and attrition and change course quickly. In addition, the emphasis on self-directed career development that figures centrally in any well-conceived talent mobility strategy has been shown to drive engagement and mitigate retention risk. What to do about it The 2015 Talent Mobility Research Report exposes the barriers to understanding, developing and deploying talent that may be hindering an organization’s ability to meet revenue growth objectives and identifies the behaviors organizations should be supporting to mobilize their talent.
Confidential and Proprietary © Glassdoor, Inc. 2008-2015
Questions?