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Employer of choice, candidate
attraction and employer branding
by Toronto Training and HR
June 2013
CONTENTS
5-6 Definitions
7-8 Types of branding
9-10 Brand characteristics
11-12 Stages of brand development
13-14 Cycle of employer branding
15-16 Drivers of the employer brand
17-18 Elements of employer branding
19-21 Factors determining the perception of the employer brand
22-23 Preferences
24-25 Factors influencing the choice of employers
26-27 Developing the employer brand strategy
28-29 What do employer brand leaders do?
30-31 Developing a strong employer brand
32-33 Employer brand platforms
34-35 Job descriptions-employer brand
36-37 Drill
38-39 Image of the organization
40-41 Values
42-43 Employee value proposition
44-45 Being a good employer
46-47 Law firms in Asia
48 Case studies
Page 2
Page 3
Introduction
Page 4
Introduction to Toronto Training
and HR
Toronto Training and HR is a specialist training and
human resources consultancy headed by Timothy Holden
10 years in banking
10 years in training and human resources
Freelance practitioner since 2006
The core services provided by Toronto Training and HR
are:
Training event design
Training event delivery
Reducing costs, saving time plus improving
employee engagement and morale
Services for job seekers
Page 5
Definitions
Definitions
• Employer of choice
• Candidate attraction
• Employer branding
Page 6
Page 7
Types of branding
Types of branding
• Internal
• External
Page 8
Page 9
Brand characteristics
Brand characteristics
• Core
• Augmented
• Halo
Page 10
Page 11
Stages of brand
development
Stages of brand development
• Identity
• Meaning
• Response
• Relationship
Page 12
Page 13
Cycle of employer
branding
Cycle of employer branding
Lower recruitment costs
Positive word of mouth communication
Motivated employee
Quality product
and affiliation
Employee
retention
Employee affiliation towards
organization
Matching employee expectation
Employee centred initiative
Acquisition of right talent
Page 15
Drivers of the employer
brand
Drivers of the employer brand
• Communication effectiveness
• Socially responsible corporate
citizen
• Developing talent
• Delivery of brand promise
• Stimulating and challenging
work opportunities
• Mentoring
• Employee advocacy
• Working relationships
• Performance management
• Work-life balance
Page 16
Page 17
Elements of employer
branding
Elements of employer branding
• Organizational characteristics
• People and culture
• Remuneration and
advancement
• Job characteristics
• Employer reputation
Page 18
Page 19
Factors determining the
perception of the
employer brand
Factors determining the perception
of the employer brand 1 of 2
• A good work-life balance
• A pleasant and stimulating
working environment
• Competitive salaries and
employee benefits
• Financial health
• Good training opportunities
• Interesting job content
• Long-term job security
Page 20
Factors determining the perception
of the employer brand 2 of 2
• Opportunities for career
advancement
• Progressive policies concerning
the environment and society
(CSR)
• Strong management
Page 21
Page 22
Preferences
Preferences
• Gender
• Age
• Education
• Singles v married
• Share of income
Page 23
Page 24
Factors influencing the
choice of employers
Factors influencing the choice of
employers
• Financially healthy
• Long-term job security
• Competitive salaries and
employee benefits
• Career progression
opportunities
• Good training
• International/global career
opportunities
• Pleasant working atmosphere
• Strong management
Page 25
Page 26
Developing the employer
brand strategy
Developing the employer brand
strategy
• Questions to ask
Page 27
Page 28
What do employer brand
leaders do?
What do employer brand leaders
do?
• Strategic thinking
• Able to influence executive
leadership and across
functional lines of the
organization
• Global perspective
• Adopting the role of
organizational ambassador
• Build and nurture a global
network of stakeholders
• Effectively build internal and
external teams
Page 29
Page 30
Developing a strong
employer brand
Developing a strong employer
brand
• Understand the organization
• Create a compelling brand
promise
• Develop standards to measure
the fulfillment of brand
promise
• Ruthlessly align all people
practices to support and
reinforce brand promise
• Executive the measure
Page 31
Page 32
Employer brand platforms
Employer brand platforms
• Employee platform
• Strategic platform
Page 33
Page 34
Job descriptions-employer
brand
Job descriptions-employer brand
Page 35
Page 36
Drill
Page 37
Drill
Page 38
Image of the organization
Image of the organization
• People and culture
• Remuneration and
advancement opportunities
• Job characteristics
• Employer reputation
Page 39
Page 40
Values
Values
• Interest
• Social
• Economic
• Developmental
• Application
Page 41
Page 42
Employee value
proposition
Employee value proposition
• Definition
• Five categories
• Attributes
• USA/Canada v the rest of the
world
• Monetary, non-monetary and
combination
• Value of a strong EVP
Page 43
Page 44
Being a good employer
Being a good employer
• Definition
• The image
• Normality
Page 45
Page 46
Law firms in Asia
Law firms in Asia
• China
• Hong Kong
• India
• Indonesia
• Japan
• Malaysia
• Philippines
• Singapore
• South Korea
• Taiwan
• Thailand
• Vietnam
Page 48
Case studies
Page 49
Conclusion and questions
Page 50
Conclusion and questions
Summary
Videos
Questions

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Employer branding, candidate attraction and employer of choice June 2013

  • 1. Employer of choice, candidate attraction and employer branding by Toronto Training and HR June 2013
  • 2. CONTENTS 5-6 Definitions 7-8 Types of branding 9-10 Brand characteristics 11-12 Stages of brand development 13-14 Cycle of employer branding 15-16 Drivers of the employer brand 17-18 Elements of employer branding 19-21 Factors determining the perception of the employer brand 22-23 Preferences 24-25 Factors influencing the choice of employers 26-27 Developing the employer brand strategy 28-29 What do employer brand leaders do? 30-31 Developing a strong employer brand 32-33 Employer brand platforms 34-35 Job descriptions-employer brand 36-37 Drill 38-39 Image of the organization 40-41 Values 42-43 Employee value proposition 44-45 Being a good employer 46-47 Law firms in Asia 48 Case studies Page 2
  • 4. Page 4 Introduction to Toronto Training and HR Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden 10 years in banking 10 years in training and human resources Freelance practitioner since 2006 The core services provided by Toronto Training and HR are: Training event design Training event delivery Reducing costs, saving time plus improving employee engagement and morale Services for job seekers
  • 6. Definitions • Employer of choice • Candidate attraction • Employer branding Page 6
  • 7. Page 7 Types of branding
  • 8. Types of branding • Internal • External Page 8
  • 10. Brand characteristics • Core • Augmented • Halo Page 10
  • 11. Page 11 Stages of brand development
  • 12. Stages of brand development • Identity • Meaning • Response • Relationship Page 12
  • 13. Page 13 Cycle of employer branding
  • 14. Cycle of employer branding Lower recruitment costs Positive word of mouth communication Motivated employee Quality product and affiliation Employee retention Employee affiliation towards organization Matching employee expectation Employee centred initiative Acquisition of right talent
  • 15. Page 15 Drivers of the employer brand
  • 16. Drivers of the employer brand • Communication effectiveness • Socially responsible corporate citizen • Developing talent • Delivery of brand promise • Stimulating and challenging work opportunities • Mentoring • Employee advocacy • Working relationships • Performance management • Work-life balance Page 16
  • 17. Page 17 Elements of employer branding
  • 18. Elements of employer branding • Organizational characteristics • People and culture • Remuneration and advancement • Job characteristics • Employer reputation Page 18
  • 19. Page 19 Factors determining the perception of the employer brand
  • 20. Factors determining the perception of the employer brand 1 of 2 • A good work-life balance • A pleasant and stimulating working environment • Competitive salaries and employee benefits • Financial health • Good training opportunities • Interesting job content • Long-term job security Page 20
  • 21. Factors determining the perception of the employer brand 2 of 2 • Opportunities for career advancement • Progressive policies concerning the environment and society (CSR) • Strong management Page 21
  • 23. Preferences • Gender • Age • Education • Singles v married • Share of income Page 23
  • 24. Page 24 Factors influencing the choice of employers
  • 25. Factors influencing the choice of employers • Financially healthy • Long-term job security • Competitive salaries and employee benefits • Career progression opportunities • Good training • International/global career opportunities • Pleasant working atmosphere • Strong management Page 25
  • 26. Page 26 Developing the employer brand strategy
  • 27. Developing the employer brand strategy • Questions to ask Page 27
  • 28. Page 28 What do employer brand leaders do?
  • 29. What do employer brand leaders do? • Strategic thinking • Able to influence executive leadership and across functional lines of the organization • Global perspective • Adopting the role of organizational ambassador • Build and nurture a global network of stakeholders • Effectively build internal and external teams Page 29
  • 30. Page 30 Developing a strong employer brand
  • 31. Developing a strong employer brand • Understand the organization • Create a compelling brand promise • Develop standards to measure the fulfillment of brand promise • Ruthlessly align all people practices to support and reinforce brand promise • Executive the measure Page 31
  • 33. Employer brand platforms • Employee platform • Strategic platform Page 33
  • 38. Page 38 Image of the organization
  • 39. Image of the organization • People and culture • Remuneration and advancement opportunities • Job characteristics • Employer reputation Page 39
  • 41. Values • Interest • Social • Economic • Developmental • Application Page 41
  • 43. Employee value proposition • Definition • Five categories • Attributes • USA/Canada v the rest of the world • Monetary, non-monetary and combination • Value of a strong EVP Page 43
  • 44. Page 44 Being a good employer
  • 45. Being a good employer • Definition • The image • Normality Page 45
  • 46. Page 46 Law firms in Asia
  • 47. Law firms in Asia • China • Hong Kong • India • Indonesia • Japan • Malaysia • Philippines • Singapore • South Korea • Taiwan • Thailand • Vietnam
  • 50. Page 50 Conclusion and questions Summary Videos Questions