Over the past seven years I have been fortunate to travel to more than 50 cities in 30 countries to share my employer branding knowledge and experience with thousands of leaders. The No. 1 issue that continues to draw discussion and debate is whether employer branding should be a human resources or marketing function — or both! There are also a number of leaders which support the view it requires a combination of expertise from multiple functions to effectively deliver an employer brand strategy that builds value.
The extended version of this article will be published in the Journal of Corporate Recruiting Leadership.
Culture is more often a source of conflict than of synergy. Cultural differences are a nuisance at best and often a disaster. –Professor Geert Hofstede, Dutch social psychologist
One of the greatest challenges facing global companies right now is their ability to exploit synergies and efficiencies in their global talent acquisition and retention programs. When considered with the fact we are about to enter an era of unparalleled talent scarcity around the world, the role of the global employer brand manager is set to become one of the most critical roles inside global companies.
Global talent acquisition has become increasingly complex. The need for systems integration, understanding of culture diversity, social and technological changes, jobless, uneven economic recoveries in many countries, the threat of declining fertility rates, inequality in global education standards, and the impact of aging populations in many developed economies has created multiple challenges for global companies which show no signs of easing soon!
Leaders I speak with around the world are saying they are running hard to stand still and where previously they could take 1-2 years to research, develop, and implement talent acquisition and retention strategies, the competitiveness for talent is demanding leaders react quicker and more decisively to stay ahead of the competition.
Even top employer-branding companies like Google, Adidas, and Deloitte are constantly seeking innovative ways to source, develop, and retain talent. If that’s what is happening with the market leaders, consider the millions of other companies around the world who have similar challenges. At a global level the problem is magnified to unthinkable proportions and the solutions are going to need a mix of short- and long-term initiatives including collaboration between companies, industries, universities, and governments. There is no benefit to global corporations if leadership talent is in high supply in Scandinavia when manufacturing operations are in India and there is a dearth of leaders with the right skills.
The Reality of Globalization and its Impact on Employer Branding
The social and culture integration brought about through globalization can foster broader understanding and co-operation between employees around the world, and potentially economies of scale in the allocation of human resources, but is it really that simple? keep reading…
The biggest challenge I find for managers responsible for the employer brand strategy is they don’t understand the science of branding and lack knowledge in branding principle and practices which have been informed by decades of research into how brands grow. I’m going to go over that here, and then get to what you can do to grow your company brand.
Common employer branding mistakes
Some of the most common mistakes I see made by companies include: keep reading…
Influencing candidates to join your company will require a segmented and targeted recruitment communications approach — that’s the key take-away from our Employer Brand International’s global research study to identify the key ‘Influencers of Employment Choice.’ The global study surveyed more than 400 employees to determine what influences their employment choice. The survey found there was a high degree of variation by region, gender, age, organization type, position levels, and employment tenure across 15 employment attributes such as leadership, communications, work environment, and corporate social responsibility. The findings provide a wakeup call for organizations currently relying on a ‘one size fits all’ approach to recruiting talent.
The findings come at a critical time as organizations adapt to the ‘new normal’ where the cost of a bad hire will impact companies more than ever before. keep reading…