How to Make 2008 Great – Employment Branding
How to Make 2008 Great – Employment Branding
Employee branding also refers to the opinion former and current employees hold about their place of employment, which is very important in the recruitment of talented employees. Unfortunately, these opinions can be negative, and do not always reflect the desired representation of an organization. These opinions can help or harm recruitment of top talent.
What organizations say is not always the same as what they do. That is why it is so important to have employees to represent the organization in a positive, engaging way. If you convey one message to your customers and another to employees, your organization may experience high turnover rates, decreased productivity, difficulty in finding skilled talent, and a decrease in customer satisfaction. Clearly, because employee branding starts with the messages organizations convey to employees, Human Resources should be primarily responsible for the task of building an employee brand.
Employee branding has to be earned. Organizations need to be sincere in their efforts to align employees with their mission and values. Once an organization achieves an effective employee brand it must also take steps to maintain it. Here are some tips when developing an employee branding strategy:
1) Adjust to Newer Generations
A new kind of Human Resource strategy is one that takes a marketing approach to recruitment. As organizations compete to find talent, they need to become more aware of what motivates the newest generation of employees and how they compare to others. The newest pool of employees is not driven by the same factors that pushed the generations before them. This newer generation is much more culturally diverse. Employers must pay attention to each group’s expectations and values coming into an organization.
Younger workers now place more emphasis on the importance of free time and often have a strong sense of self-entitlement. Organizations should therefore focus on job flexibility and swift internal growth within the organization if they want to attract more prospective employees. Newer employees in their 20s want to enjoy their work. They also place greater value on having mentors and supervisors at work who give them the guidance and recognition they seek. It is important for organizations to keep pace with these generational trends to recruit and retain talent successfully.
2) Employee Branding Starts and Ends With HR Practices
How do you explicitly and nonverbally communicate the organization brand and make it attractive to potential recruits? The HR department has a lot to do with communication, as well as how candidates perceive the organization as a whole during the recruitment process. HR is the first to communicate the values of their organization in the recruitment process. They should be the first to follow through after employees are hired.
Human Resource practices such as the recruitment process, performance appraisal, and training need to be aligned with brand values to avoid sending conflicting messages. For example, if an organization values group teamwork, then training methods should include group work.
Organizations should also keep in mind that when the internal brand requires change due to market, technology, or organizational shifts, new HR practices may have to be changed to keep from being trapped in the past.
The value of a well-coordinated program aimed at educating and training employees on the brand message and how to incorporate it in their work appears to be growing significantly. By establishing effective systems for the management of human resources, an organization can further engage its employees in its mission and plans. This engagement of employees in the brand leads to their representation of brand qualities to customers.
3) Engage Employees With The Organization's Mission And Values
Studies show that an organization achieves its greatest advantage when employee actions and brand identity reinforce each other. For example, if an organization prides itself on low pressure sales, employees should not be encouraged to use aggressive sales strategies.
However, teaching employees about organization brand values and asking that they integrate these values in their work is not an easy process. Although HR managers are experienced in working with employees, they themselves often fail to foster brand values. It is necessary to weave “organization culture” changes throughout the organization to deliver on brand promises. For example, an organization’s compensation system should motivate and reward behaviors that are in congruence with the values of the organization. If an organization encourages the sharing of information and networking prospects for future sales, compensation should not be based solely on a commission structure because employees are less likely to share information. On another level, organization values should be ingrained into performance expectations and performance evaluations. If an organization would like employees to be more innovative on the job, their superiors should support creativity time and consider employee suggestions. Employee reviews should reflect these desired brand elements.
Employee branding is the ability to recruit, retain, and engage top talent, and having that talent convey the messages of the organization to its customers. Employers should not only put resources into external marketing but also should focus on the overall experience of employees in their interactions in the organization. Investing millions of dollars in external marketing while doing little to ensure that employees are able to carry through on those promises will result in less than satisfied customers.
How to Make 2008 Great Employment Branding - To learn more about this author, visit Jennifer Loftus's Website.
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In the competitive job market today, employee branding is just as important as consumer branding for organizations to stay competitive. For those who aren’t exactly sure what employee branding constitutes, employee branding is the process by which organizations convey their desired image to current and potential employees. Employee branding is becoming increasingly important because American organizations are becoming progressively more service oriented. Employees are expected to interact with customers on a day to day basis, thus conveying an organization’s image to the external public.
Employee branding also refers to the opinion former and current employees hold about their place of employment, which is very important in the recruitment of talented employees. Unfortunately, these opinions can be negative, and do not always reflect the desired representation of an organization. These opinions can help or harm recruitment of top talent.
What organizations say is not always the same as what they do. That is why it is so important to have employees to represent the organization in a positive, engaging way. If you convey one message to your customers and another to employees, your organization may experience high turnover rates, decreased productivity, difficulty in finding skilled talent, and a decrease in customer satisfaction. Clearly, because employee branding starts with the messages organizations convey to employees, Human Resources should be primarily responsible for the task of building an employee brand.
Employee branding has to be earned. Organizations need to be sincere in their efforts to align employees with their mission and values. Once an organization achieves an effective employee brand it must also take steps to maintain it. Here are some tips when developing an employee branding strategy:
1) Adjust to Newer Generations
A new kind of Human Resource strategy is one that takes a marketing approach to recruitment. As organizations compete to find talent, they need to become more aware of what motivates the newest generation of employees and how they compare to others. The newest pool of employees is not driven by the same factors that pushed the generations before them. This newer generation is much more culturally diverse. Employers must pay attention to each group’s expectations and values coming into an organization.
Younger workers now place more emphasis on the importance of free time and often have a strong sense of self-entitlement. Organizations should therefore focus on job flexibility and swift internal growth within the organization if they want to attract more prospective employees. Newer employees in their 20s want to enjoy their work. They also place greater value on having mentors and supervisors at work who give them the guidance and recognition they seek. It is important for organizations to keep pace with these generational trends to recruit and retain talent successfully.
2) Employee Branding Starts and Ends With HR Practices
How do you explicitly and nonverbally communicate the organization brand and make it attractive to potential recruits? The HR department has a lot to do with communication, as well as how candidates perceive the organization as a whole during the recruitment process. HR is the first to communicate the values of their organization in the recruitment process. They should be the first to follow through after employees are hired.
Human Resource practices such as the recruitment process, performance appraisal, and training need to be aligned with brand values to avoid sending conflicting messages. For example, if an organization values group teamwork, then training methods should include group work.
Organizations should also keep in mind that when the internal brand requires change due to market, technology, or organizational shifts, new HR practices may have to be changed to keep from being trapped in the past.
The value of a well-coordinated program aimed at educating and training employees on the brand message and how to incorporate it in their work appears to be growing significantly. By establishing effective systems for the management of human resources, an organization can further engage its employees in its mission and plans. This engagement of employees in the brand leads to their representation of brand qualities to customers.
3) Engage Employees With The Organization's Mission And Values
Studies show that an organization achieves its greatest advantage when employee actions and brand identity reinforce each other. For example, if an organization prides itself on low pressure sales, employees should not be encouraged to use aggressive sales strategies.
However, teaching employees about organization brand values and asking that they integrate these values in their work is not an easy process. Although HR managers are experienced in working with employees, they themselves often fail to foster brand values. It is necessary to weave “organization culture” changes throughout the organization to deliver on brand promises. For example, an organization’s compensation system should motivate and reward behaviors that are in congruence with the values of the organization. If an organization encourages the sharing of information and networking prospects for future sales, compensation should not be based solely on a commission structure because employees are less likely to share information. On another level, organization values should be ingrained into performance expectations and performance evaluations. If an organization would like employees to be more innovative on the job, their superiors should support creativity time and consider employee suggestions. Employee reviews should reflect these desired brand elements.
Employee branding is the ability to recruit, retain, and engage top talent, and having that talent convey the messages of the organization to its customers. Employers should not only put resources into external marketing but also should focus on the overall experience of employees in their interactions in the organization. Investing millions of dollars in external marketing while doing little to ensure that employees are able to carry through on those promises will result in less than satisfied customers.
How to Make 2008 Great Employment Branding - To learn more about this author, visit Jennifer Loftus's Website.
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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David AchesonDavid Acheson is the founder of DCJA Consultancy. DCJA Consultancy is a management consultancy business specialising in B2B sales consultancy. They offer bespoke and packaged sales consultancy including Sales Optimisation Review, Interim Sales Management, Sales & Marketing Review, 1:1 Sales & Management Staff Analysis, Management Training, Solution Sales Training, Creation of New Pay Plan, KPI's, run Customer Feedback Campaigns, assist with Recruitment, Coaching, Appraisals and set up Strategic Marketing Campaigns. David spent his early career in accountancy and then moved into sales in 1982, working in Office Equipment, IT, Advertising, Training, Outsourcing and Consultancy. He has held many Senior Positions in SMBs and Global Organisations including Head of Sales Operations & Head of Business Development. His knowledge, skills and great experience of the Sales Industry has led to David making keynote speeches and running educational sessions to key businesses through organisations including The Chamber of Commerce and Business Link. - Visit David Acheson's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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Kim CastleWith nearly two decades in the advertising and design business, with clients like Domino's Pizza, General Motors, Direct TV, Pedigree, Wolfgang Puck, Higher Octave Music, Hollywood Celebrity Products, Disney, and Paramount, as well as thousands of entrepreneurs around the world define, structure, communicate, and position their business for greater profits, BrandU(R) co-creators Kim Castle and W. Vito Montone discovered that entrepreneurs could experience the same power that big brands command for a fraction of the cost with the world's only process-based results-drive Integral approach to business creation. BrandU(R) is helping entrepreneurs grow with the power of extreme clarity from idea...to brand...to market(TM) and helping one million entrepreneurs become successful and whole so that they can make a difference in the world. Are you one of them? If you want to experience clarity all the way to the bank(TM), get started now at http://www.brandu.com. - Visit Kim Castle's Website |
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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