The inside of every company is different from its outside. The inherent paradox is that the two, while intrinsically related, bear little or no resemblance to each other. The Brand is packaging, positioning and narrative for the outside of the company.
Changing demographics create a new requirement for the development of Relationships between Employers and demographically defined pools of candidates. This process, which is an outgrowth of the emerging changes in the basic concept of management are nothing less than a redefinition of the boundaries of the organization.
In its various aspects, employment branding is a key part of the equation for long term recruiting and talent management. It is the craft of being so completely organized that you are ready with the right message for the right person when she comes along.
Employment branding is commonly used to solve a problem it’s not intended for. In this week’s three-part series Employment Branding we lay out a trio of new perspectives to get you thinking about new ways to reach the right people, with the right message.
“Recently, SHRM’s Cost Per Hire standard was approved by ANSI. This is exactly the data HR needs to do its job — as the strategic business function that it is” — Andrew Gadomski, Chief Advisor and Founder of Aspen Advisors
On a job by job basis, the Wanted Analytics data can be displayed to show where a particular job is being hired and who the day to day competitors are. With data in hand, in becomes particularly clear that the competition varies by job and location.
Employment Branding applies the same branding principles of attracting and retaining customers to attracting and retaining top employees. Employment branding is built on research that supports employee retention strategies to enhance recruitment and retention in your company.
If you’re a Human Resources professional you need to know more than the average consumer does about these questions. This week, our resident lawyer Heather Bussing and HR analyst John Sumser walk us through the Privacyscape.
There are no new entrants to the market who are experienced. As obvious as that is, it gets left out of the conversation all the time. People who are new apply for jobs one way. People who are experienced do it differently. People who are really happy in their work don’t do it.
Relationships are hard to develop in volume and many people take statistical shortcuts in processes that develop relationships based on the luck of the draw. The reason that Direct Marketing techniques generally have a bad name is that they tend to treat people like objects as a precursor to a deeper form of relationship.
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