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HR
Quotes
100
0

2.
45 - 52
General
Employment Value Proposition
Options
Customer
Culture
Social Media
Precautions
Competitive Advantage
2 - 44
53 - 62
63 - 67
68 - 76
77 - 90
91 - 93
94 - 101
1

3.
“A word is a word, and a picture is worth a thousand… but a brand is worth
a million.”
Tony Hsieh, Zappos
2

4.
3
“ If the reputation of a company ’ s products and services is its face, the
talent brand is its heart and soul”
Hank Stringer & Rusty Rueff

5.
4
“Employer branding is defined as a comprehensive concept to design
internal and external employer image with the intention to ameliorate the
perception of the company as a preferred employer by existent and future
employees”
Ambler & Barrow

6.
5
"that the talent brand builds over time and it can engender the same feelings
of desire and dreams that a compelling product message brings to life. It
can bring tremendous loyalty and, through word of mouth, more traffic to
your door.”
Rueff & Stringer

7.
6
“It is the meaning and the promise that lie behind their daily efforts that give
their jobs a deeper resonance and compel commitment. … you offer them
this meaning and promise through branding.”
Libby Sartain

8.
7
"To the extent the employer brand is internalized, new employees are likely
to be more committed to achieving the goals of the organization, more
committed to the organization in general and less likely to withdraw from the
organization."
Crystal M. Harold & Kevin P. Nolan

9.
8
"Every brand evolves over time. Keep your messaging fresh and new. Each
year, HR should plan and carry out repackaging and messaging to keep
the message exciting and fun."
Libby Sartain

10.
9
"Successful internal branding must involve all constituencies. Involve
marketing, public relations, advertising, corporate communications, talent
acquisition, learning and development, compensation and benefits,
facilities, and any other group that delivers products, experiences, or
amenities to employees."
Libby Sartain

11.
10
"Employees make or break the company’s brand and, ultimately, the
company’s results."
Libby Sartain

12.
11
“Efficient employer branding requires innovative methods of personnel
market research to control and target the employer attractiveness.”
Stephan Erlenkaemper Christian von Thaden

13.
12
"Simply developing a catchy PR campaign is not enough to make an
effective employer brand."
Anne M. Bogardus

14.
13
“An effective employer brand that accurately portrays the organization
culture benefits the organization in any economic climate. During times of
economic growth when high-quality employees are in great demand, the
brand both attracts and retains them. In an economic downturn, the brand
becomes a vehicle for fostering communication and improving morale.”
Anne M. Bogardus

15.
14
"Becoming a better place to work is not easy."
L. Branham & M. Hirschfeld

16.
15
“Packaging of all human resources programs and initiatives under a
specific, integrated set of symbols and key messages to communicate. HR
branding establishes a consistent “image” the organization portrays to its
employees and prospective employees.”
WorldatWork

17.
16
"There are two critical areas of alignment. The first is the alignment between
the organization brand and talent brand. The other alignment is that between
the talent brand and the organization ’ s selection and development
processes."
Rob Silzer and Ben E. Dowell

18.
17
"For years branding has been a core concept in product marketing for
winning customers in a crowded marketplace. The emergence of branding
in the employment context seems like such a natural line extension it is
surprising that the jump from product to people took so long."
Rob Silzer and Ben E. Dowell

19.
18
"Employees seek to work for organizations just as customers seek to do
business with them: when they feel that the organization offers what they
desire."
Edward E. Lawler III & Christopher G. Worley

20.
19
"For an organization to recruit effectively, its brand needs to be known and
understood."
Edward E. Lawler III & Christopher G. Worley

21.
20
"Built-to-Change Strategy: Have a B2Change Employer Brand."
Edward E. Lawler III & Christopher G. Worley

22.
21
"In addition to discouraging bad applicants, having a strong brand can
serve to attract individuals who otherwise wouldn’t apply for the job."
Edward E. Lawler III & Christopher G. Worley

23.
22
"Every organization needs to develop its own leadership brand; no formula
exists to indicate what is right."
Edward E. Lawler III & Christopher G. Worley

24.
23
"Having a clearly identified leadership brand can be a powerful factor in
helping attract, retain, and motivate the right leaders and employees."
Edward E. Lawler III & Christopher G. Worley

25.
24
"If their employer brand is boring and unattractive, so too will be their talent
and performance."
Edward E. Lawler

26.
25
"Every organization is known for certain things when it comes to how it treats
its employees. This “ employer brand ” is a key part of what attracts talent to
a company."
Edward E. Lawler

27.
26
"An employer brand is an intangible. However, many tangible practices and
behaviors contribute to it."
Edward E. Lawler

28.
27
"Having an employer brand attracts applicants because of the values that
are congruent between the employee and employer."
Ken Carrig & Patrick M. Wright

29.
28
"Employees who are thought leaders outside the company improve the
company brand and the employee’s own personal brand."
Reid Hoffman & Ben Casnocha

30.
29
"In sum, the more a corporate alumni network strengthens the company’s
brand, the easier it becomes to leverage that network for hiring, network
intelligence, and customer referrals."
Reid Hoffman & Ben Casnocha

31.
30
"Alumni Are Brand Ambassadors."
Reid Hoffman & Ben Casnocha

32.
31
"And who better to “sell” the opportunity to work for your company than a
passionate champion of your brand."
Ted Coiné and Mark Babbitt

33.
32
"You can let all of your employees be your brand ambassadors, not just the
marketing or PR department. And they can be brand ambassadors both
inside and outside the office."
Tony Hsieh, Zappos

34.
33
"By sharing a common belief system, Zappos employees become the
unified brand to the world. (As an aside, I’m always amused by people who
say, “Zappos must be a cult!” In some ways, it is. But if a cult revolves
around making people happy, I’ll sign up anytime.)"
Tony Hsieh, Zappos

35.
34
"We can, by choice, help inform, educate, and teach people about what we
do, what the business stands for, and how we plan to change their lives in a
positive way."
Ted Coiné and Mark Babbitt

36.
35
"if we engage employees, customers, and prospective customers in
meaningful dialogue about their lives, challenges, interests, and concerns,
we can build a community of trust, loyalty, and— possibly over time— help
them become advocates and champions for the brand."
Ted Coiné and Mark Babbitt

37.
36
"In fact, it is quite simply impossible to build an engaged customer base,
inspire loyalty among vendors, and generate an attractive employer brand
without engaged, passionate employees serving as a strong foundation."
Ted Coiné and Mark Babbitt

38.
37
"let’s review what happens when both customers and employees are
actively engaged: high loyalty and maximum effort. In the Social Age, then,
it’s a brand’s responsibility to create that culture. And, as we’ve seen, when
that culture exists, magic happens."
Ted Coiné and Mark Babbitt

39.
38
“In the old world, you devoted 30 percent of your time to building a great
service and 70 percent of your time to shouting about it. In the new world,
that inverts.”
Jeff Bezos

40.
39
"Our new brand sends a 360 degree message," "It starts with our employee
audience and extends to everyone we work with and work for”
Carly Fiorina (HP)

41.
40
"We didn't know it was a brand. . . It became a brand when real business
people told us it was a brand."
Jerry Yang, Yahoo

42.
41
"I spoke of employees as the company’s primary assets. I said that if P&G
served more consumers better, if it innovated with its brands and products, its
business models and work systems, and if we worked together more
productively, then the company would grow and prosper and continue to be
a preferred place of employment."
A. G. Lafley

43.
42
"Microsoft, Wal-Mart, and Johnson & Johnson also have enormous
“employee brands,” which is to say, their people get a real credential just by
working there for a few years. Even putting my biases aside, GE is also in
this category."
Jack Welch, Winning

44.
43
"In today’s transparent job market, employment brand and employee
engagement have become synonymous."
Josh Bersin

45.
44
"Every employee can affect your company’s brand, not just the front-line
employees that are paid to talk to your customers."
Tony Hsieh, Zappos

46.
45
“companies have begun to distill their employment value proposition into a
shorter, punchier, and more provocative “ employment brand ” : a simple
phrase or statement that creates a compelling argument to consider an
organization for employment”
Leslie W. Joyce

47.
46
"Link all your messages to powerful one- or two word messages. Southwest
used Freedom. Yahoo! chose Life Engine."
Libby Sartain

48.
47
"In its simplest form, an employment brand is a “ tag line ” of sorts that grabs
the job seeker ’ s attention and compels him or her to consider the
employer."
Rob Silzer and Ben E. Dowell

49.
48
"Capturing the employment value proposition in a memorable employment
brand that states simply what makes your organization a great choice."
Rob Silzer and Ben E. Dowell

50.
49
"In actuality, the employment brand and the marketing campaign that
supports it are the embodiment of the employment value proposition."
Rob Silzer and Ben E. Dowell

51.
50
"The employment value proposition, the employment brand, and all
supporting recruiting material are the foundation of an employment
marketing campaign, whose purpose is to put the employer front and center
with the talent it seeks."
Rob Silzer and Ben E. Dowell

52.
51
"it is critical that the employment brand flows from the employment value
proposition and authentically reflects the organization, the work, and the
experiences of the organization ’ s employees."
Rob Silzer and Ben E. Dowell

53.
52
"Employers now need to know and understand what is important to today ’ s
workforces and reflect that in their employment value proposition."
Rob Silzer and Ben E. Dowell

54.
53
"Your Culture Is Your Brand"
Tony Hsieh, Zappos

55.
54
"Total Reward strategy is a key element of the brand. Based on the TR
philosophy, a carefully crafted TR strategy reinforces the brand."
Anne M. Bogardus

56.
55
"an employee survey can be conducted to find out whether current
employees perceive the organization the way the brand portrays it."
Anne M. Bogardus

57.
56
"The portal can be an important tool for creating the employee brand.
Employment brands give prospective employees an image or impression
of what it would be like to work for the firm."
Hal Gueutal & Cecilia Falbe

58.
57
"Progressive-thinking organizations understand the power of tying
recognition to corporate and HR strategies. Indeed, these programs can
play a pivotal role in enhancing the employer’s brand and promoting the
organization as an employer of choice."
D. Jensen, T. McMullen & M.Stark – Hay Group

59.
58
"Intangible rewards can be core to employee branding."
D. Jensen, T. McMullen & M.Stark – Hay Group

60.
59
"Recognition programs can also reinforce desired behaviors and work
cultures that can enhance the employer’s brand and promote the
organization as an employer of choice."
D. Jensen, T. McMullen & M.Stark – Hay Group

61.
60
"Companies with a well - integrated HR strategy use such investments to
improve the company ’ s employment brand by promoting these benefits
during the recruitment process and strongly linking benefits with talent
acquisition."
Rob Silzer & Ben E. Dowell

62.
61
"The brand also should be featured on the company’s website, with videos
that show employees talking about what it is like to work for the organization
and what the brand means to them."
Edward E. Lawler III & Christopher G. Worley

63.
62
"There’s a lot of buzz these days about “social media” and “integration
marketing.” As unsexy and low-tech as it may sound, our belief is that the
telephone is one of the best branding devices out there."
Tony Hsieh, Zappos

64.
63
"the HR function partners actively with the marketing function in creating an
employment brand that is consistent with and reinforces the customer
brand."
H. Rao & R. Dewar

65.
64
"The mission of the HR department ought to be to synchronize the
employment brand with the customers’ brand."
H. Rao & R. Dewar

66.
65
"In fact, many corporations brand their workforce as part of their marketing
campaigns to attract not only the right talent, but also to attract business and
consumer buyers."
Patricia A. K. Fletcher

67.
66
"Developing an effective employer brand not only can attract the right
employees, it can also attract customers."
Edward E. Lawler

68.
67
"Just as customers make the final decisions about the usefulness of your
company’s products and services, the employees determine whether you
have developed an employer brand."
Ken Carrig & Patrick M. Wright

69.
68
"the heart of building a market-focused culture is to create an employment
brand that is consistent with the customer brand."
H. Rao & R. Dewar

70.
69
"We have learned that brand and culture must correlate."
Jac Fitzenz

71.
70
"employer brand is built upon a set of management practices that create
and reinforce the culture that treats people as the most important asset and
consequently builds distinctiveness around this asset."
Ken Carrig & Patrick M. Wright

72.
71
"A culture that fosters growth and innovation, employs effective leaders, and
has a good product is more likely to evoke total employer brand
commitment."
Ken Carrig & Patrick M. Wright

73.
72
"Building an employer brand attracts and retains the right kind of people to fit
your organization’s culture and strategy and aligns your employees’ work
experience with your customers’ valued outcomes."
Ken Carrig & Patrick M. Wright

74.
73
"We thought that if we got the culture right, then building our brand to be
about the very best customer service would happen naturally on its own."
Tony Hsieh, Zappos

75.
74
"Over time, as we focused more and more on our culture, we ultimately
came to the realization that a company’s culture and a company’s brand
are really just two sides of the same coin."
Tony Hsieh, Zappos

76.
75
"What’s the best way to build a brand for the long term? In a word: culture."
Tony Hsieh, Zappos

77.
76
"At Zappos, our belief is that if you get the culture right, most of the other
stuff—like great customer service, or building a great long-term brand, or
passionate employees and customers— will happen naturally on its own."
Tony Hsieh, Zappos

78.
77
"Social media engagement can translate into bottom line results."
Reid Hoffman & Ben Casnocha

79.
78
"Spending money on advertising campaigns can drive awareness, but buzz
emerges from grassroots interest, especially on social media. Corporate
alumni can help in this regard, especially if they outnumber a firm’s current
employees."
Reid Hoffman & Ben Casnocha

80.
79
"Push for policies that allow employees to build their personal brands and
establish thought leadership. This is not to say that a CEO should order
every employee to start tweeting; mandatory brand building will rankle the
employee and seem inauthentic to external audiences."
Reid Hoffman & Ben Casnocha

81.
80
"this is less about media and more about understanding what it means to
lead in the Social Age— less to do with campaigning and more to do with
engaging."
Ted Coiné and Mark Babbitt

82.
81
"In other words, if you’re a global brand— or a brand considering a global
presence— the social party has just started."
Ted Coiné and Mark Babbitt

83.
82
"companies that fail to adapt to the Social Age are losing control with yet
another group coming into power: employees."
Ted Coiné and Mark Babbitt

84.
83
"Four words that sum up the secret to social success: More social. Less
media."
Ted Coiné and Mark Babbitt

85.
84
"The organizations really putting social to good use— and the champions
who represent their brands— are not broadcasters. They mentor. They
advise. They blog. They build relationships."
Ted Coiné and Mark Babbitt

86.
85
"as a self- funded, lean start- up— generate the required passion for the
company’s mission and enough traction for the brand to survive with virtually
no advertising dollars allocated in the budget."
Ted Coiné and Mark Babbitt

87.
86
"We knew right then that IBM fully understands the value that [Social +
Mobile + Cloud + Big Data + Analytics] provides a brand fully immersed
in the Social Age."
Ted Coiné and Mark Babbitt

88.
87
"It’s more than just hiring. Among the first, and most important, tasks of social
recruiting? Branding."
Ted Coiné and Mark Babbitt

89.
88
"Social allows us to connect in a way a television commercial, display ad,
or job posting simply can’t. Social is branding, just like traditional
advertising— it’s just more human."
Ted Coiné and Mark Babbitt

90.
89
"Another aspect of social recruiting that early- twenty- first- century recruiting
best practices can’t touch: attracting the passive candidate."
Ted Coiné and Mark Babbitt

91.
90
"Social recruiting, by definition, is also employer branding, PR, a
demonstration of expertise, an ongoing discussion of your culture and
mission, long- term relationship building, and much more."
Ted Coiné and Mark Babbitt

92.
91
"If you begin your branding process by declaring an “aspirational brand”
without aligning it with the reality of employees’ daily work experience, you
are in danger of writing a check your culture can’t cash."
L. Branham & M. Hirschfeld

93.
92
“… make sure it delivers what it promises. If it doesn’t, new employees will
quickly become disengaged and leave.”
L. Branham & M. Hirschfeld

94.
93
"If the company is good, employees will say so. If not, they’ll say that, too."
Ted Coiné and Mark Babbitt

95.
94
“Employer branding is one fruitful avenue for organizations to establish the
value they offer employees and to differentiate themselves from competing
firms”
Crystal M. Harold & Kevin P. Nolan

96.
95
"If the employer has differentiated its organization as an employer of choice
with a clearly defined message about the benefits of working there, then
attracting the quality of candidates desired by the organization becomes
less difficult."
Anne M. Bogardus

97.
96
"At the core, an effective brand has a clear, compelling, and consistent
promise so that in a crowded and noisy employment market, a meaningful
message of differentiation can be heard."
Rob Silzer and Ben E. Dowell

98.
97
"if an HC - centric organization is trying to achieve competitive advantage
through technical leadership, then the brand needs to emphasize that the
company is a good place for techies to work."
Edward E. Lawler

99.
98
"The right employer brand is a critical asset and a competitive advantage
for an HC - centric organization."
Edward E. Lawler

100.
99
"A strong employer brand clearly identifies the organization as an attractive
place to work for individuals who want to — and can — be a source of
competitive advantage."
Edward E. Lawler

101.
100
"Even today, our belief is that our Brand, our Culture, and our Pipeline are the
only competitive advantages that we will have in the long run. Everything
else can and will eventually be copied."
Tony Hsieh, Zappos

102.
101
“those organizations that successfully develop, market, and maintain
attractive employer brand images will move one-step closer to winning the
talent war”
Crystal M. Harold & Kevin P. Nolan

103.
102
Useful resources related to HR – “Employment Brand”
• EBI - 2014 Employer Branding Global Trends Study Report
• Brandemix - Employer Branding Survey Results 2014
• RBL - Growing Your HR Brand - Take a Brand Quiz

104.
103
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