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Transcript of 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.
8 Employer Brand Leadership A Global Perspective
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.
10 Employer Brand Leadership A Global Perspective
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
12 Employer Brand Leadership A Global Perspective
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
14 Employer Brand Leadership A Global Perspective
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
16 Employer Brand Leadership A Global Perspective
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
18 Employer Brand Leadership A Global Perspective
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
20 Employer Brand Leadership A Global Perspective
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
316 Employer Brand Leadership A Global Perspective
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
318 Employer Brand Leadership A Global Perspective
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