HR Professional - December 2007/January 2008 - (Page 34)

FEATURE a view of the company’s image as a “great place to work.” This may include interviewing key vendors (e.g., recruitment agencies) and talking to active and passive candidates accessed from the talent database. Opinions of key clients and stakeholders should also be sourced as they may be inﬂuential in identifying and referring talent. Step 7. Competitor review Reviewing the career website and recruitment advertising of key competitors will assist in determining the market positioning of each competitor. Gaps can be identiﬁed and exploited as part of the positioning of the company’s employer brand. Lead change Mold culture Build strategy Cultivate partnerships Redesign departments Discover leaders Discover yourself Outcomes of the employer brand audit A detailed analysis of the data collected in the audit will identify the key drivers of the company’s employer brand, competitor strengths, talent acquisition and sourcing strengths, and the level to which systems, processes and policies support talent acquisition and retention strategies. Use the data to create a strategic road map to provide clarity and priorities in mapping out an employer brand strategy that will drive the company’s talent acquisition and retention strategy. The road map should determine the metrics for tracking and measuring return on investment and success of future employer branding initiatives. Above all, the audit and subsequent implementation of your employer brand strategy should elevate the standards and competencies of the whole organization and raise its profile as an employer. When asked to describe the brand of the organization, there should be a common belief based on shared vision, goals, aspirations, behaviours and practices. The audit process ensures senior managers are involved and committed to the program. The road map links all the stages together in a holistic way. The key drivers of the employer brand are prioritized and metrics are established to track and measure the success of future employer brand initiatives. Brett Minchington (brett@employerbrandinstitute.com) is an employer brand strategist, managing director of Collective Learning Australia, co-founding partner of the Employer Brand Institute, and author of Your Employer Brand Attract-Engage-Retain. Kaye Thorne (kaye@employerbrandinstitute.com) is an international talent coach, employer brand specialist, managing partner of Talent Perspectives, co-founding partner of the Employer Brand Institute and author of 14 books including Personnel Today’s One Stop Guide to Employer Branding and her most recent, The Essential Guide to Managing Talent. HR P R OF E S S I ON A L Are you ready to move from transactions to transformations? To learn more about Canada’s only comprehensive suite of programs designed to build organizational effectiveness, go to: www.IndustrialRelationsCentre.com Decem e 341974_Queens.indd b1 r 34 2007/January 2008 8/7/07 9:19:48 PM http://www.IndustrialRelationsCentre.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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