The employer brand is a discipline that has gained in importance in recent years. It combines the best of HR (talent acquisition and retention) with the best of marketing (strategic brand management) to help identify a distinct positioning territory. Emerging as a new area of interest, companies are struggling to understand how to structure and integrate the two functions. To better understand how some companies achieve this successfully, I asked for advice from Hattie Ghaui, Research Director at Wiser, a company that helps brands strengthen their employer brand and connect with the best talent for their business. . Below, Ghaui shares his take on the employer brand building process and some case studies.
Kimberly A. Whitler: The employer brand is a newer concept. Can you tell us a bit about your company’s role in helping companies develop their employer brand?
Hattie Ghaui: Of course, Wiser has a fairly hybrid offer. We’re an award-winning, UK-based employer branding agency bringing together research, creation and recruitment expertise under one roof. We’re on a mission to change the way people view work and the way companies view talent. To do this, our Research & Insights team consults with companies on how to develop their employee value proposition (EVP) and employer branding strategies, and our creative teams use skills in writing, branding, design, filmmaking, marketing and software engineering to provide these skills. employer brands to life. We have worked with a number of major brands such as Nike, Kraft Heinz, Fidelity International, Lloyd’s of London, Knight Frank and others to transform their employer brands and attract the right talent.
Whitler: Can you share an example of a company that has been successful in improving talent acquisition / retention metrics through better employer branding?
Ghaui: We have several case studies, but perhaps the best examples of improving a company’s employer brand for a specific audience and therefore increasing applications in line with their strategic goals are Lloyd’s of London and Knight Frank.
For Lloyd’s, we created a global emerging talent campaign for its 2019/20 application cycle, starting with intensive research and strategy work that culminated in a new website and career video suite. The objective was to diversify the pool of emerging talent applications (in particular BAME and female applicants) and to modernize the Lloyd’s brand for a student audience (see the early career microsite here). We have several indicators that highlight success. For example, the site had over 25,000 views in the first two months of its launch from September 2019 (42% female) and over 5,000 apps. The number of female applicants increased by 8% (year-on-year) and the number of BAME applications year-over-year increased by 14.6% (48% of all applicants).
For Knight Frank, our first project was to work with their team to create a brand new career start for the company in the UK. There was a need to address the lack of awareness among students (who are not studying a real estate related degree) of opportunities within the real estate industry. We were asked to research and develop an early career value proposition for Knight Frank and then create a early career microsite, graduate campaign video and internship video series for use in marketing and campus engagement activities. run as a virtual analysis program 72% of the trainee group had no real estate experience; 55% of the trainee group were women; 20% of the trainees were BAME; and the target number of requests was exceeded by 15%.
Whitler: What process did you use?
Ghaui: Our process is research driven. We start with a search for a value proposition that has an internal and external focus. We will analyze the company’s current employer brand, conduct interviews with existing employees and organize focus groups with key stakeholders. We have developed a bespoke quantitative methodology to track people’s career priorities so that we can understand how a company matches their expectations and where there may be gaps. We then turn our attention to external perceptions, talent mapping, and competitive benchmarking. We will conduct interviews with industry experts and organize focus groups with target talent audiences.
Once the data collection phases are complete, our team will put together a set of information and recommendations on how your business can connect with the right talent and motivate them to advance your business goals. This research phase ends with a distilled employee value proposition story, with its key messages of support, as well as guidance on employer brand and tone of voice.
Our creative teams will then work with the client to bring the chosen creative concepts and activation plans to life – by designing and developing websites and brand assets, filming attraction and culture videos, and launching campaigns. marketing initiatives.
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