Build employer brand equity

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HR FUTURE 01.2011 (13) YOUR SUSTAINABILITY RESTS UPON BUILDING YOUR BRAND IN THE EYES OF YOUR PEOPLE. BRETT MINCHINGTON A company has one brand and the art and science of employer branding provides a focus for the role of the ‘employee’ in building brand equity. In addressing the challenge of measuring the ROI of your employer brand strategy, your approach can be informed by previous research in marketing, specifically in the area of brand image and brand equity. BRAND IMAGE Brand associations are the determinants of brand image. Keller defines brand image as an amalgamation of the perceptions related to the product related/non- product related attributes and the functional/symbolic benefits that are encompassed in the brand associations that reside in consumer memory. Marketing literature supports the concept that product brand equity is strengthened when the brand image resonates with the consumer. As brand awareness heightens, consumers begin to develop positive identification with the brand. The more positive the brand is perceived to be, the more highly identified the consumer becomes with the product. As social identity theory suggests, in the end, the consumer purchases the brand because of the positive self-concept that results from feeling membership with the brand. In a similar manner, as potential employees find positive aspects of the employer image, they are more likely to identify with the brand, and will more likely choose to seek membership with the organisation for the sense of heightened self-image that membership promises. BRAND EQUITY The concept of brand equity provides a complementary theoretical perspective for understanding employer branding. In brand guru David Aaker’s book, Managing Brand Equity, he defines brand equity as the brand assets (or liabilities) linked to a brand’s name and symbol that add to (or subtract from) a product or service. These assets can be grouped into four dimensions: brand awareness, perceived quality, brand associations and brand loyalty. Applying this thinking to employer branding, I have developed a Model of Employer Brand Equity™. INTERNATIONAL WATERS EMPLOYER BRANDING a Build employer brand equity EMPLOYER BRAND AWARENESS PERCEIVED EMPLOYMENT EXPERIENCE EMPLOYER BRAND ASSOCIATIONS EMPLOYER BRAND LOYALTY EMPLOYER BRAND EQUITY MODEL OF EMPLOYER BRAND EQUITY™

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Article by Brett Minchington on the elements of employer brand equity

Transcript of Build employer brand equity

  • 1. HR FUTURE 01.2011 (13)Buildemployerbrand equityYOUR SUSTAINABILITYRESTS UPONBUILDING YOURBRAND IN THE EYESOF YOUR PEOPLE.BRETT MINCHINGTONA company has one brandand the art and scienceof employer brandingprovides a focus for therole of the employee inbuilding brand equity. In addressingthe challenge of measuring the ROI ofyour employer brand strategy, yourapproach can be informed by previousresearch in marketing, specifically inthe area of brand image and brandequity.BRAND IMAGEBrand associations are thedeterminants of brand image.Keller defines brand image as anamalgamation of the perceptionsrelated to the product related/non-productrelated attributes and thefunctional/symbolic benefits that areencompassed in the brand associationsthat reside in consumer memory.Marketing literature supports theconcept that product brand equity isstrengthened when the brand imageresonates with the consumer. As brandawareness heightens, consumersbegin to develop positive identificationwith the brand. The more positivethe brand is perceived to be, themore highly identified the consumerbecomes with the product. As socialidentity theory suggests, in the end,the consumer purchases the brandbecause of the positive self-conceptthat results from feeling membershipwith the brand. In a similar manner,as potential employees find positiveaspects of the employer image, they aremore likely to identify with the brand,and will more likely choose to seekmembership with the organisation forthe sense of heightened self-image thatmembership promises.BRAND EQUITYThe concept of brand equity provides acomplementary theoretical perspectivefor understanding employer branding.In brand guru David Aakers book,Managing Brand Equity, he definesbrand equity as the brand assets (orliabilities) linked to a brands nameand symbol that add to (or subtractfrom) a product or service. These assetscan be grouped into four dimensions:brand awareness, perceived quality,brand associations and brand loyalty.Applying this thinking to employerbranding, I have developed a Model ofEmployer Brand Equity.EMPLOYER BRANDING INTERNATIONAL WATERSaEMPLOYER BRANDAWARENESSPERCEIVEDEMPLOYMENTEXPERIENCEEMPLOYER BRANDASSOCIATIONSEMPLOYER BRANDLOYALTYEMPLOYER BRANDEQUITYMODEL OF EMPLOYER BRAND EQUITY

2. (14) HR FUTURE 01.2011Employer brand awareness is the levelof recognition people have about anorganisations positive and negativeemployment attributes. Global foodservices group Sodexos social mediaactivities have given me a strongawareness of the community workthe company is involved in, whereasthe negative press about Foxconnsemployment practices has made meaware of just how different workingconditions are for some employees inChina compared to Australia or theUSA.Perceived employment experience isthe association current and prospectiveemployees have about working foran organisation and is based uponthe online (career website, socialnetworks, YouTube channel and soforth) and offline (word of mouth,career fairs, induction programmes,among others) touchpoints the personinteracts with. When I hear the nameGoogle I perceive the employmentexperience as challenging, inspiring,fun, and one that offers careerand personal development. I havebeen fortunate to visit their Zurichheadquarters on two occasions andthe physical environment from thecafeteria to the chill-out rooms to thethemed meeting rooms is exactly thetype of environment that would inspireme to give my best.Employer brand associations are thethoughts and ideas an organisationsname evokes in the minds of currentand future employees. It can includeimagery, personality, symbols, andrational (career development, pay,staff benefits, location and so on) andemotional (strong reputation, friendlyworking environment, inspiringleadership, engaging culture andothers) employment attributes. Brandassociations can be verbalised, butalso might reside at a more sensorylevel. In other words, employeeshave a feeling about a brand, anINTERNATIONAL WATERS EMPLOYER BRANDINGemotional response or the memory ofan experience with the company orvia touchpoints such as social mediachannels. When I think of globalNGO, World Vision, I associate theorganisation with creating a bettersociety, global community, strongreputation and people feeling goodabout the work they do.Employer brand loyalty is a personscommitment to join or remainemployed with an organisation asa result of the positive associationswith the organisation. Loyalty isdemonstrated by positive behaviourssuch as word of mouth advocacy.When I read Facebook posts of peoplesaying they love their job (and mindyou there are very few who do this!)it sends a strong message to me thereis something good about working forthe company. Employee advocacy isthe strongest level of endorsement acompany can receive. Remember itsnot what you say your employer brandis, its what others say it is whenleaders are not in the room!In terms of employer branding,brand equity is a strategic asset thatcan be leveraged on the basis ofcompetitive advantage in the firmsability to attract, engage and retaintalent. It is the desired outcome of thecollective impact of employer brandinginitiatives. Prospective employeeschoose to join an organisation andexisting employees choose to staybecause of the underlying employerbrand equity associated with thesefirms.As you can see, calculating ROIof employer branding can be a verycomplex area. However if you focusefforts in these three key areas, youwill achieve some meaningful results:1. A clear understanding of yourinputs (strategy development,employee communicationscollateral, recruitment advertising,ongoing management costs) andoutputs (increased employeeengagement, decreased turnover,increased time to productivity) andhow this is linked to your bottomline;2. An ability to track change in salesand revenue performance overtime versus changes in employeeand customer engagement; and3. Ideally, companies should beable to identify the extent towhich a change in one behaviour(increased engagement) leadsto a change in another (sales).Companies should develop theirown ROI equations depending ontheir employer branding objectives,performance outcomes and soon, so they will be able to enterin the numbers and determinethe likely change in one of thevariables (sales) by changing oneof the other variables (employeeengagement). (HRf)Employerbrand loyaltyis a personscommitment tojoin or remainemployed withan organisationas a result ofthe positiveassociations withthe organisation.Brett Minchington is Chairman/CEO of Employer Brand International, a global authority, strategist and corporate advisor on employerbranding (www.brettminchington.com). His new book Employer Brand Leadership-A Global Perspective is available at(www.collectivelearningaustralia.com). 3. Certificate inEmployer Brand LeadershipAbout Employer Brand InternationalEBI provides research, advisory and thoughtleadership in employer branding throughstrategic consulting, conferences/training,publications, research and global think-tanks.EBIs expert services are providedthrough an international network of expertemployer brand Senior Associates. EBIsGlobal Advisory Board consists of leadingcorporate professionals and academicsfrom around the world.Why choose to study the Certificate inEmployer Brand Leadership? Study for an in demand leadership skill Case study approach to supporttheoretical frameworks Real world application Flexible study options Supportive learning environment Access to the worlds most extensiveemployer branding learning resources Alumni support1. Since 2007 EBI has trained thousandsof managers in employer branding inmore than 50 cities in 28 countries.2. Access to an employer branding globalcommunity of 3500+ members.3. Course is supported by world classlearning resources including books,handbooks and global research reports.4. The first course of its kind offered inpartnership with educational institutions,business and the community.5. Accredited by EBI5 QUICK FACTSEnrol Today!www.employerbrandinternational.com 4. WELCOME FROM THECHAIRMAN/CEOWelcome to the Certificate inEmployer Brand LeadershipCourse a contemporaryleadership program formanagers around the world.Since 2007, Employer BrandInternational has conductedtraining for thousands ofmanagers in employer brandingin more than 50 cities in28 countries including Australia, Belgium, Denmark, France,Germany, Italy, Russia, UAE, UK, and the USA.Employees are fast becoming central to the process of brandbuilding and their behavior can either reinforce a brands advertisedvalues or, if inconsistent with these values, undermine the credibilityof your messages. Employer branding is a whole of businessconcept concerned with the attraction, engagement and retentioninitiatives targeted at enhancing your companys employer brand.The contest amongst employers to attract and retain talented workerstakes place in a world where changes in the political, economic,social and technological environments and concerns about acompanys environmental footprint is driving widespread change inemployment patterns. Today, competition for the best employeesis as fierce as competition for customers and market share.The course brings together a talented team of academics,strategists and corporate leaders to create an inspiring learningexperience in the growing field of employer branding.Our emphasis is on assisting you to develop leadership,communication, problem solving and team building skills, whichwill enable you to better understand and deal with the complexissues of management in a changing business environment.In selecting students we look for high quality people with the potentialto not only benefit but also contribute to the learning experience.Whilst practical in orientation, your learning experience will includenetworking with like minded professionals around the world tosupport a solid theoretical grounding in employer brand leadership.Organizations that can attract and retain the best minds byleveraging a unique, relevant and distinctive employer brandwill have a competitive edge in the marketplace.We look forward to welcoming you and wishyou the very best with your studies.Brett MinchingtonChairman/CEOEmployer Brand InternationalPROGRAM STRUCTURECORE MODULE ATHE BUSINESS CASE FOR EMPLOYER BRANDINGStudy Unit 1: The Fundamentals Of Employer Branding (EBLFU)CORE MODULE BBEST PRACTICE IN EMPLOYER BRANDINGStudy Unit 2: Employer Brand Leadership Principles & Practices(EBLPP)Study Unit 3: Employer Brand Strategic Management (EBLSM)Study Unit 4: Employer Branding Mapping & Competitor Analysis(EBLCA)Study Unit 5: Employer Brand Analytics & Reporting (EBLAR)Study Unit 6: Contemporary Practices in Employer Branding & SocialMedia (EBLSM)Study Unit 7: Employee and Customer Experience (EBLCE)CORE MODULE CTHE FUTURE FOR EMPLOYER BRANDINGStudy Unit 8: Employer Branding Social Responsibility (EBLSR)Study Unit 9: Future Trends in Employer Branding (EBLTD)Study Unit 10: Employer Branding Case Study Analysis (EBLCS)HOW TO APPLYApply online atwww.employerbrandinternational.comor to enquire please email Andrea at:[email protected] direct all courseenquiries to:Ms Andrea FieldingP +61 8 8443 4115F +61 8 8443 4149ALUMNI SUPPORTThe EBI Employer Branding Global Community is an important part ofthe life and community of the School, as it forms an integral part of theSchools business relationships.The network is diverse, including students and graduates who work andlive locally, interstate and overseas.With more than 3500 members, the EBGC supports members invarious ways: Fostering global networking opportunities Informing the business community of latest trends in employer brandingwww.employerbrandinternational.com