Employer branding is a term used to describe the processes an organization uses to promote themselves as a desirable place to work in an effort to attract top talent. This concept is new in HR, and seems to be rapidly changing as organizations try to become more competitive in the talent market.
A recent study by Pricewaterhouse Coopers found that 73% of CEOs surveyed in 2015 were concerned about the availability of talent, but only 1/3 felt that HR had the ability to deal with the changes in talent management. These results, when compared to a study from ManpowerGroup, which showed that the United States had a 32% talent shortage in 2015, provide us with a telling story. This staggering shortage means that now, more than ever, organizations are competing against each other for the same candidates. Thus, putting the employees in control. This employee market is concerning everyone in the workplace, including the CEOs.
The Harvard Business Review has also surveyed 2,000 executives in an effort to discover more about employer branding activities. One of the main findings was that 60% of the CEOs surveyed stated that employer branding is the responsibility of the CEO, not HR. Also, of the surveyed CEOs, 61% stated that their organization had an Employee Value Proposition which outlines employer branding activities.
So what can the CEO do to build and maintain the employer brand?
- Evaluate the current brand awareness and reputation – LinkedIn and Glassdoor are good places to start
- Create an Employee Value Proposition
- Utilize social media
- Involve the entire organization because they are all part of the brand
- Ensure that it is easy to apply and onboard by utilizing an HRIS
- Allow employees to be self sufficient when necessary
We have moved from an era where recruiting was responsible for creating the image of an organization to the employer branding era where the entire organization must be involved in the creation and maintenance of the employer brand in order to attract and retain top talent.