HR Professional - December 2007/January 2008 - (Page 33)

PHOTO: ROY MCMAHON/CORBIS ‘‘ Right now someone is either reinforcing the key behaviours and positive messages about your employer brand, or quietly destroying them. development approach examine what already exists. Build on what’s working. But also ask what would make you unique and different. How can you build loyalty? One of the major considerations in creating a talent development process is the ability to enable different parts of the business to talk to each other. As part of the background research it is important to capture a broad spectrum of views from the CEO and the board, senior and line managers and the current cadre of people who are considered to be talented members of the HR team. Step 5. Qualitative and quantitative research methods The CEO and a sample of senior managers from different areas should be interviewed to: • Identify leaders’ perception of the actual organizational culture and the preferred ideal organizational culture; • Identify leadership’s view on the essential tangible and intangible attributes in an ideal employee and why these are considered to be important; • Identify mission critical roles and what the firm can realistically deliver in its employment offering. Conduct employee focus groups to: • Deﬁne the driving motivators for engagement and retention of current employees and to determine any gaps between the aspirations and perceptions of management and employees about the employment experience; • Determine what employees value most in the employment offering and how well the company is currently meeting these values. Objectives should also provide clarity to your employer brand strategy and identify priorities for future spending and initiatives. Step 2. Conducting an employer brand audit An initial meeting should be scheduled with the branding team and senior managers to discuss objectives and the success of current attraction, engagement and retention strategies. Existing employee measurement, research and HR data should be reviewed to determine any indicators of employer brand drivers and to establish guidelines and objectives for any further research that may need to be undertaken. Undertake an assessment of the company’s recruitment management system, sourcing methods and recruitment advertising to w w w .H RThought L e ader . c om determine alignment with the company’s employer brand. Highlight any capability gaps in systems, processes and policies that support the delivery of the employer brand promise. ’’ Step 3. Review of existing consumer brands research Analyze existing consumer brand research to determine any opportunities to leverage the market reputation of the company’s brands. Companies with market-leading brands enjoy a higher share of voice, and synergies between the consumer brand and employer brand should be exploited in attraction and retention activities. Step 4. Review of talent acquisition and talent development systems W hen rev iew i ng you r t a lent Step 6. External research Research a sample of the company’s external target audience to provide D e ce mb e r 2 0 0 7/J a n u a ry 2 008 33 http://www.HRThoughtLeader.com

Table of Contents Feed for the Digital Edition of HR Professional - December 2007/January 2008

HR Professional - December 2007/January 2008 Contents Editor's Letter Contributors Leadership Matters Website Did You Know By the Numbers Technology Study News: Ontario Regulatory Enforcement Compensation News: Postponing Retirement Legal Compensation On Message Public Image Ltd. Building Brand Equity Research Strategy HR 101 Interview with Marshall Goldsmith Off the Shelf The Last Word

HR Professional - December 2007/January 2008

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