Research on Current Trends in HR Marketing in the Czech republic 2015 - The 16-question on-line research was conducted via a web platform between 9 February and 27 February 2015 and included 140 respondents, which was 40% more than last year. The research focused on two concepts: HR marketing and the employer’s brand. Let’s explain the concepts.

1. Research
on Current Trends
in HR Marketing
in the Czech
Republic
2015
Brand / Business / Design
year
nd2

2. e would like to thank all of the respondents who helped us map the area
of HR marketing in the Czech Republic this year.The 16-question on-line
research was conducted via a web platform between 9 February and 27
February 2015 and included 140 respondents, which was 40% more than last year.
The research focused on two concepts: HR marketing and the employer’s brand. Let’s
explain the concepts.
The employer’s brand captures a com-
pany’s basic philosophy, giving purpose to
the company’s name and providing a mea-
ning with which people can identify.
HR marketing focuses on communicat-
ing about and introducing a company
inwards and especially outwards. The em-
ployer’s brand gives shape to companies
and their corporate cultures, whereas HR
marketing ensures that the companies be-
come known.
About the research
W
1
Also this year, we prepa-
red the research in collaboration
with our partners: David
Šimák, a research expert,
Hanka Smítalova, a specialist
in human relationships, and
Petr Skondrojanis, an HR
consultant.

3. “The group of the 11% of respondents is mostly
composed of recruiters and HR generalists”
Respondent questions
1. What is the position of the
HR team / department in your company?
2. What is your position in HR? 3. What is the proportion of operative
and strategic tasks in your work?
56%30%
14%
A part of top
managementA part of broader
management
Not a part
of management
58% 31%
11%
HR director /
manager / business partner
HR
specialist
Other
58%42 %
Operative
(short-term) tasks
Strategic
(long-term) tasks
“It seems that only 56% of the companies
take the work of an HR specialist serious
and consider it to be among the most
important activities.”
“Will the 42% of the time and effort of HR
specialists suffice for tasks such as building
the employer’s brand and preparing a plan for
building a corporate strategy?
2

4. 3021 50 11
42 %
44%
9 %
1%
4%
Quantity of candidates
Quality of candidates (competences for a position)
Personality of candidates
Duration of recruitment
Cost of recruitment for a position
Poorly defined candidate profile
Recruitment questions
Always
a problem
(%)
Sometimes
a problem
(%)
No
problem
(%)
Mostly
no problem
(%)
1. We have listed several areas that are
associated with recruitment. Can you, using your
experience, assess their level of demand in the
recruitment process?
3. To what extent are corporate values
a criterion when selecting new employees?
2. We have listed common methods
that are used in recruitment.
How often do you use them?
not
at all
(%)
Internet job portals
Internal recruitment
Recommendations from current employees
Recruitment of university graduates
HR agency
Targeted campaigns for specific positions
Executive search
very little
(%)
little
(%)
quite often
(%)
very
often
(%)
always
(%)
“The quality and quantity of
candidates are still the biggest
problems. The problem
concerning the personality of
candidates jumped up to the
third position.”
Corporate values are
the most important criterion
in the selection
Identification of candidates with our corporate
values is very important to us
It is one of the categories
that we assess just like all
other criteria
“The importance of corporate values as
a criterion when selecting new employees
grew on a year-to-year basis by 12%.
However, they remain important for 46% of the
respondents in the selection of new employees.”
They play
no role.
They have only
limited weight in
the selection.
“The HR specialists
do not see the costs
of recruitment to be
a problem.”
1414 89
295 83 1
621 32 20
375 68 6
611 32 22
622 20 23 22 24
226 37 25 13 10
616 4 7 17 22
317 29 30 24 13
201 17 21 40 18
126 20 31 23 25
173 6 15 46 30
“Job portal still dominate. How easy or difficult is it to find high-quality
candidates here? Greater involvement in the recommendation program is
associated with a strong employer brand, i.e. the music of the near future”.
3

5. HR marketing questions / Support and investment
1. Does your management support
HR marketing activities?
2. What will your investment in 2015 in HR marketing
compare to the previous year?
36%
46 %
16 % 2%
Partial support
No support at all
Minimum support
Full support
27%
61%
12%
The same
Lower
Budou vyšší
A respectable proportion of 82%
of the HR specialists receive
HR marketing support from their
management. The figure has not
changed on the year-to-year basis.
Investments in HR marketing will grow. 27% of all
companies will have a bigger budget compared with
12% of companies that will reduce their budget.
4

6. HR marketing questions / Responsibility and cooperation
What team is responsible for HR marketing
in your company?
With what teams
do you cooperate
the most in the area
of HR marketing?
Brand teamCEO
Marketing teamBoard/executive tým
Other team
Marketing
Trade
Communication / PR
Finance
50%0% 100%
13%
17%
38%
Other18%
45%
HR tým
83%
7 %2 %
3 %
1%
5 %
According to HR specialists, responsibility rests unambiguously
on HR teams (83%). In the most recent research by Universum,
60% of all company directors attributed the responsibility
to themselves.
In 83% of the cases, the partners of HR
specialists in the area of HR marketing are
colleagues from marketing, PR and
communications. Only one respondent
stated they had an Employer Branding team.
5

7. HR marketing questions / Benefits and measurements
According to what parameters do you measure or assess the success of your HR marketing activities?
63%
59% 57%
43%
37%
31%
27%
24% 22%
15%
6%8%
14%
50%
60%
40%
30%
20%
10%
0%
70%
What benefits do HR management activities entail for you in particular?
Quality
of new
employees
Brand
awareness
Fluctuation
of employees
(how many
leave)
Efficiency
of obtaining
candidates
Duration of
recruitment
Retention of
employees
(how long
they stay)
Number of
candidates
for a position
Recruitment
costs
Employee
engagement
Ranking in
the Employer
of the Year
list
Don´t knowCandidate/
new employee
ratio
% of
employees
obtained via
the program of
recommendations
50%
60%
40%
30%
20%
10%
0%
70%
40%
Shorter
recruitment
44%
Higher
number of
candidates for
a position
24%
Lower
recruitment
costs
63%
Higher
efficiency of
obtaining
candidates
56%
Higher quality
of new
employees
22%
Higher
retention of
employees
(how long
they stay)
31%
Higher
employee
engagement
35%
Lower
fluctuation of
employees
(how many
leave)
53%
Higher brand
awareness
9%
Better ranking
in the Employer
of the Year list
7%
Better
candidate /new
employee ratio
11%
Higher %
of employees
obtained via
the program of
recommendations
Don´t know
8%
The quality of new employees and employee turnover
are the most frequent KPIs in the Czech Republic.
Abroad, the most frequently measured parameter
is employee engagement. Costs of recruitment are
seldom measured.
HR marketing activities have little effect
on the reduction of employee turnover;
only 35% of the respondents see
benefits in this area.
6

8. Brand questions
Do you have a strategy for building the employer’s
brand or a plan for what associations should the
candidates have with your company’s name?
How often do
you conduct an
employee
engagement
survey?
How often do you research how your company
is perceived by the candidates that you meet within
the recruitment process?
56%
8%
31%
5%
No, we don’t need it
We are currently
working on it
Yes, we
have it
I don’t
know
Every
other year
We don’t do it
27 %
7%
4%
31%
31%
Other
Annually
Semi-annually
We have never been interested
38%
37 %
5%
21%
Sometimes,
rather circumstantially
Always
Very often
It seems that we will soon get to the level of the
advanced West and 87% of the companies will
have a strategy for building the employer’s
brand. To us, this seems to be almost unbelievable.
“42% of the respondents state that they
investigate the candidate´s opinion of
their company at random or not at all.”
“38% of the respondents
stated that either they did not
conduct an engagement survey
or they conduct it less than
once every other year.
Is it because the companies
are not interested in knowing
how they utilize the potential
of their people?”
7

9. Explanation of corporate values and their demonstration in practice
A separate Career section on a corporate website
Recruitment initiatives at universities (campus management)
An attractive welcome package for new employees
A plan for building a corporate culture
A separate career website (microsites)
A strategy for building the employer’s brand
A unique value proposition of the employer’s brand
Targeted recruitment campaigns for specific positions
Unique content of recruitment communication based on the brand strategy
Different (unique) recruitment ads
Video introduction of the corporate culture
Optimization of career website for display on mobile phones
Career profiles on social networks (Facebook, LinkedIn, YouTube, etc.)
BigData
Research of decision-making criteria of the candidates’ target group
Analysis of the competitors’ recruitment strategy
11
11
10
7
7
6
6
6
4
4
4
4
4
2
2
1
1
HR marketing tools / Used and working well (%)
2 %0 % 4 % 6 % 8 % 10 % 12 %
11
In this category, we have the first three positions.
Explanation of corporate values; A separate Career
section on a website; Recruitment of students at universities.
It is quite surprising to us.
This is because we know of only a few examples where corporate
values are introduced in an attractive way, i.e. not only through
a textual description.
8
Incorporation of game elements
(gamification) in the recruitment process and communication

10. A strategy for building the employer´s brand
A plan for building a corporate culture
Unique content of recruitment communication based on the brand strategy
An attractive welcome package for new employees
A unique value proposition of the employer’s brand
Recruitment initiatives at universities (campus management)
Career profiles on social networks (Facebook, LinkedIn, YouTube, etc.)
Explanation of corporate values and their demonstration in practice
Optimization of career website for display on mobile phones
Different (unique) recruitment ads
Video introduction of the corporate culture
A separate Career section on a corporate website
A separate career website (microsites)
Targeted recruitment campaigns for specific positions
Analysis of the competitors’ recruitment strategy
Research of decision-making criteria of the candidates’ target group
BigData
15
9
8
7
7
7
6
6
5
5
4
4
3
3
3
HR marketing tools / To be introduced this year (%)
2 %0 % 4 % 6 % 8 % 10 % 12 % 14 % 16 %
9
And the no.1 HR marketing trend is... The strategy
for building the employer´s brand defended its
last year’s primacy. The “Plan of building corporate culture”
and “Unique content” finally jumped to higher positions,
whereas “Career profiles on social networks” finally fell. Without
“Unique content”, social networks just do not work (or only work
to a limited extent).
9
Incorporation of game elements
(gamification) in the recruitment process and communication

11. Research of decision-making criteria of the candidates’ target group
Video introduction of the corporate culture
Optimization of career website for display on mobile phones
Analysis of the competitors’ recruitment strategy
A separate career website (microsites)
BigData
Unique content of recruitment communication based on the brand strategy
Different (unique) recruitment ads
Career profiles on social networks (Facebook, LinkedIn, YouTube, etc.)
A unique value proposition of the employer’s brand
Targeted recruitment campaigns for specific positions
Recruitment initiatives at universities (campus management)
A strategy for building the employer’s brand
A plan for building a corporate culture
An attractive welcome package for new employees
Explanation of corporate values and their demonstration in practice
A separate Career section on a corporate website
10
10
9
8
7
6
6
5
5
4
4
4
4
4
4
HR marketing tools / Unused (%)
2 %0 % 4 % 6 % 8 % 10 %
9
The most widespread instru-
ments that will not start to be
used this year are “Research
of decision-making criteria” and “Analysis
of recruitment communication of competi-
tors”.They do not make much sense by
themselves. However, they are the basic
building blocks of the “Unique value
propo- sition of the employer’s brand
(EVP)” and therefore also of the “Strategy
for building the employer´s brand”. In the
Czech Republic, gamification is used neither
in HR marketing nor in marketing.“Video
presentation of the corporate culture” and
the “Career site optimization for display on
mobile phones” are a good basis worldwide...
10
Incorporation of game elements
(gamification) in the recruitment process and communication

12. 20 % 40 % 45 %
BigData
Research of decision-making criteria of the candidates’ target group
Analysis of the competitors’ recruitment strategy
A strategy for building the employer’s brand
A unique value proposition of the employer’s brand
A plan for building a corporate culture
Unique content of recruitment communication based on the brand strategy
Different (unique) recruitment ads
Video introduction of the corporate culture
Explanation of corporate values and their demonstration in practice
An attractive welcome package for new employees
A separate Career section on a corporate website
A separate career website (microsites)
Optimization of career website for display on mobile phones
Career profiles on social networks (Facebook, LinkedIn, YouTube, etc.)
Targeted recruitment campaigns for specific positions
Recruitment initiatives at universities (campus management)
45
16
10
4
3
2
2
2
2
1
1
1
1
HR marketing tools / Unknown (%)
5 %0 % 10 % 15%
11
There is a road way ahead for BigData to enter the world of HR.
And it is questionable whether its use is reasonable in the small
Czech market. The “Research of the decision-making criteria of the
candidates’ target group” may sound too noble. But it “only” means
identifying what is important for the candidates when selecting an
employer, what criteria they consider in making their decision – business
persons, IT, technical engineers, truck drivers or waiters.
11
Incorporation of game elements
(gamification) in the recruitment process and communication

13. BigData
Research of decision-making criteria of candidates’ target group
Analysis of the competitors’ recruitment strategy
A strategy for building the employer’s brand
A unique value proposition of the employer’s brand
A plan for building corporate a culture
Unique content of recruitment communication based on the brand strategy
Different (unique) recruitment ads
Video introduction of the corporate culture
Explanation of corporate values and their demonstration in practice
An attractive welcome package for new employees
A separate Career section on a corporate website
A separate career website (microsites)
Optimization of career website for display on mobile phones
Career profiles on social networks (Facebook, LinkedIn, YouTube, etc.)
Targeted recruitment campaigns for specific positions
Recruitment initiatives at universities (campus management)
Don’t know Don’t use
We plan to
start to use
They work
a little
They work
well
They work
great
We don’t know
how well they work
Current trends in HR marketing in the Czech Republic / Overview (%)
45
11
4
2
16
2
3
1
2
1
0
0
2
1
0
1
10
0
6
10
8
4
4
4
6
5
9
3
4
1
7
9
5
4
10
4
0
0
3
15
7
9
9
5
5
6
8
4
4
6
7
3
3
7
1
4
9
4
1
9
4
9
3
6
4
9
3
2
10
12
1
10
0
1
2
6
5
6
5
7
3
9
9
12
6
3
7
9
1
6
2
1
1
6
6
7
4
4
4
11
10
11
7
4
4
6
2
11
4
6
9
4
7
2
4
4
2
13
7
11
4
9
6
6
4
0
12
Incorporation of game elements
(gamification) in the recruitment process and communication

14. ong ago, a great competitive
advantage was found in facto-
ries and technologies, with
Henry Ford leading the way
with assembly-line production.
Then came the era of finance, patents,
and later, the knowledge era. The era
of people, or talents as HR specialists
like to say, has now arrived. But what
can talents do in an environment that
does not encourage great perfor-
mance?
We, bakers, believe that building a cor-
porate brand while involving the com-
pany’s own people (employees) is a way
to attract, engage and maintain talents.
To build a corporate culture in which
people can utilize and develop their talent.
We consider people to be an energy
source (not a resource) that will drive the
business world in the years to come.
We are a young advisory company fo-
cusing exclusively on employer brands.
We bring our experience and knowledge
of HR management that we success-
fully used as traders, marketers, rese-
archers, and strategists.
Such people that not only possess
the competences that the company
wants and needs, but whose personali-
ties also fit in the corporate culture. We
help support their permanent level of
volition (engagement) and increase their
retention.
We build on three basic principles:
Sincerity
(we believe in true, individual and not
instant solutions)
Simplicity
(we always propose solutions that we
are able to implement in cooperation
with our clients)
True benefit
(whatever we do needs to have at least
one of the following benefits for the
client: to earn or save money, increase
awareness of the employer’s brand or
change its perception in the right direc-
tion, to initiate positive changes inside a
company)
About us, bakers
L
We help
companies attract
the right people...
13

15. For us, building a brand is a long-term and never-ending process that cannot be faked.The employer’s brand is what candidates
as well as insiders, the employees, think about the company and how they feel about it. This is why they are always involved in the process
of brand building. We believe in systematic work based on solid foundations. This is why we always proceed in three steps:
• What do the client’s available data
say about the company, its brand and
target group?
• How is the company, its culture and
mission perceived by employees?
• How and according to what criteria do
candidates select their employer?
• What is the company’s current recruit-
ment process and communication
strategy?
• What do the main competitors offer
and how do they communicate?
• Characteristics of an ideal employer’s
brand for a company
• Communication strategies
• Strategies to transfer parameters of
a company’s brand into its recruitment
process as a branded experience
• BrandBook – a visualized document
that introduces the brand internally in
a clear way
• Content of recruitment communication
• Recruitment ads
• Career websites
• Printed and electronic documents
• Social networks
• Fairs
• Program of recommendations
• On-line and off-line campaigns
• and more
How we bake the employer’s brands
1. Insight 2. Strategy 3. Implementation
14

16. Brand / Business / Design
BrandBakers
Anny Letenské 34/7
120 00 Prague 2
www.brandbakers.cz
The research of current trends
in HR marketing
was baked for you by BrandBakers,
bakers of charismatic brands.