英文作者/Author: Greg Basham, Steven Li
英文原题/Original Title：Employer Branding in the Talent Smart Organizations
Top marketers know the value of having the right potential customer in the right place at the right time. They don’t hold a product launch for an expensive new item if not make sure the crowd in attendance is not just out for the free food and drinks.
To ensure they target the customers that actually fit their products and services, top players always spend considerable sums of money on market research and customer insight.
If this helps them being business solution providers to the right audience, are there lessons that can be applied in ensuring that the person – fit works across the entire organization?
The 6 lessions we can learn from the best marketers toensure the hired talent that fit:
Not all customers are the right fit for our businesses.
Every business has its own advantages and weaknesses, challenges and opportunities, combined with different ambitions by the leadership in different organizations, the management feels compelled to find a position to clarify its offering.
While in the market, demands differ by group, age and region, smart employers invest into research and insight to scan for the right audience. Notall of candidates take salary over interest, and most of them understand the person-organization fit is vital for career success.
Take-away Remember to position well your employer brand to tap the right audience for cutting edge.
Having the right potential customer in the right place at the right time.
Give realistic overviews of the brand values, culture and work environment and expectations.
This helps a significant increase of qualified candidates who fit your situation better, though this may result in a significant dro of the overall application which still saves your energy and time from going through irrelevant applicants in the end of the day.
Whether it’s a business or a sports team such as football there are times when a less talent is a better and more productive fit than a more talented person who doesn’t match with the culture, expectations and work environment.
Take-away Remember being honest to talent regarding who you are, to minimize the irrelivant application and employee's unreasonable expetection.
Make sure every colleague is counted in brand values delivery
Your employees understand everything about your organization which makes impact on Employer Brand you live with this moment.
Encourage employees, including good and bad employees to speak out whatthe job is like. Wait. What?
The good employees, i.e. high performance employees naturally will talk about their positive experience, at career talk activities, on social networking sites or wherver– and I strongly suggest you invite some of them tobuild up a volunteer group, which serves as an employer brand ambassador organization online.
As of the so-called ‘bad employees”, i.e. underperformance employees, you may be worried about what they are going to say. Don’t be, let them say it! All you need is to address them as soon as possible, to see what issue prevents them from performing better.
If they camplain about your winning performance culture or innovation spirit , good for you, they are saying in a reversed way, that you are a great employer in doing right things.
Sure, it's also time for them to walk way.
If the person- organization fit issue is the case, you need ask them out quickly (with explanation and compensation hopefully!), thus a competitive workforce always remain (those ex-employee will be a good fit at other places too!), the ROI of human capital is secured, and the chance is lower that your other employees and candidates get confused about what your team is like.
Take-away Just let employees speak out about what the job is like, if you do right with it, even negative comment will endose you in an interesting way.
Foster customer loyalty for a quality growth.
If you want top talent and the highly engaged most of them are already employed. Research shows they want to know about you and the job before they apply.
Bad brands do it differently. ‘Give us your entire detailed work history includingsalaries and dates before we’ll give you anything.’ Top candidates simply take a pass.
That's external thing, how about the internal story?
Many employers with great reputation in regions and the world, they are fond of setting up great senarios for candidates, crazy with developing packages for new hires, but internally the totally opposite. Why?
Don't they realize every current employee is lured by the same approaches by their counterparts and the annoying head hunters? Futhermore, since you pay a lot to get a new hire, why not pay the same to get them work better inside?
One thing you can do and that many of firms have done is internal transfer, however, most of them don't do right with this. As many as signatures will be required before an employee applies for an internal transfer, when they get enough with existing line mangers, and badly, no any further training and consulation will be provided to support this kind of adventure.
When you ask for the next signature, they fire you.
I heard many cases each year from friends, and a similar case I came across is aleading IT research and advisory company who is amazing about attracting talent, but lazy about talent support.
Make sure the application process to be user friendly both externally and internally.
Make sure the crowd in attendance is not just out for the free food and drinks.
Top brands are clear on what the roles are and clear on their expectations. Some go so far as to set out who does and who doesn’t do well in their firm.
Of course, they play the selection process at many phases of the whole talent management, including leadership succession and recruitment.
For example, they use tools such as cost effective psychometric tests with norms when hiring leaders and managers as well as marketing and sales people. Tests that compare candidates with a population of proven performers in your region!
Some will use job simulations wher the candidates come in and are given a series of work related activities to participate in even though they might have no prior experience.
Take-away Remeber to ensure your standards are high enough and selection tools fit the role.
Brand value is always in the eyes of the customers
If your firm does employee engagement surveys (top brands do) they naturally include questions on the Employer Brand.
Top brands get job candidate feedback on their entire recruitment process even from those they didn’t hire. Top brands see every interaction with someone inside or outside the organization as important to relationship building.
Take-away Remeber to measure how well your organization is living up to your Employer Brand Commitments
How does your organization stack up?