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www.employerbrandinternational.com
2014 Employer Branding Global Trends
Study Report
Brett Minchington MBA
Chairman/CEO
Employer Brand International
May 2014

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OUR PASSION
Connecting PEOPLE & ORGANISATIONS
around the world to build
employer brand leadership capability
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Table of Contents
Message from the Chairman/CEO................................................................................................................. 4
The Employer Brand International Team ...................................................................................................... 5
About Employer Brand International ............................................................................................................ 6
Connect with our international employer branding online communities ....................................................... 7
Research partner acknowledgements ........................................................................................................... 8
Objectives .................................................................................................................................................... 9
Method ....................................................................................................................................................... 9
1.0: EXECUTIVE SUMMARY ......................................................................................................................... 10
2.0: IMPLICATIONS FOR BUSINESS .............................................................................................................. 14
3.0 ‐ PART 1: .............................................................................................................................................. 17
GLOBAL SURVEY RESPONDENTS: DEMOGRAPHICS ...................................................................................... 17
Demographics (Global) ............................................................................................................................... 18
3.0 ‐ PART 2: GLOBAL & REGIONAL FINDINGS ............................................................................................. 21
Employer Brand Responsibility ......................................................................................................................... 22
Figure 1: Which department(s) is currently responsible for managing your employer brand? .................. 22
Table 1: Inside the regional data ‐ Departments responsible for managing the employer brand .......... 23
Expenditure Forecast ........................................................................................................................................ 24
Figure 2: In 2014 what are your plans for expenditure on employer branding activities?.......................... 24
Table 2: Inside the regional data ‐ Investment plans for employer branding .......................................... 25
Employer Brand Strategy .................................................................................................................................. 26
Figure 3: Has your company developed a clear employer branding strategy? ........................................... 26
Table 3: Inside the regional data ‐ Status of employer brand strategy ................................................... 27
Employer Branding Initiatives ........................................................................................................................... 28
Figure 4: Which activities are you currently undertaking to enhance your employer brand? .................... 28
Table 4: Inside the regional data ‐ Which activities are you currently undertaking to enhance your
employer brand? ...................................................................................................................................... 29
Achieving employer branding objectives .......................................................................................................... 30
Figure 5: How important are the following in order to achieving your employer branding objectives? .... 30
Table 5: Inside the regional data ‐ Achieving employer branding objectives .......................................... 31
Attracting talent ............................................................................................................................................... 32
Figure 6: How important do you believe the following employer brand attributes are in attracting new
talent to your company? .............................................................................................................................. 32
Table 6: Inside the regional data – The most important employer brand attributes to attract talent ... 33
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Employer Branding Challenges ......................................................................................................................... 34
Figure 7: What are the challenges you have encountered in managing your employer brand program? ... 34
Table 7: Inside the regional data ‐ Challenges in managing the employer brand program ..................... 35
What’s important? ............................................................................................................................................ 36
Figure 8: Which of the following is most important to you? ....................................................................... 36
Table 8: Inside the regional data ‐ What is important to people? ........................................................... 37
Employer Brand Metrics ................................................................................................................................... 39
Figure 9: What metrics does your company use to measure return on investment (ROI) of your employer
brand strategy? ............................................................................................................................................. 39
Table 9: Inside the regional data ‐ Metrics used to measure return on investment (ROI) of the employer
brand strategy .......................................................................................................................................... 40
Employer brand communications ..................................................................................................................... 41
Figure 10: What is the main communication medium your company is planning to use to communicate
your Employer Brand during 2014? .............................................................................................................. 41
Table 10: Inside the regional data ‐ Communicating the employer brand in 2014 ................................. 42
Most Effective Employer Branding Initiatives .................................................................................................. 43
Figure 11: Which activity has been most effective in enhancing your company’s employer brand? ......... 43
Table 11: Inside the regional data – Most effective employer branding initiatives ................................ 44
Major benefits .................................................................................................................................................. 45
Figure 12: What are the main benefits you have gained from your employer brand program? ................ 45
Table 12: Inside the regional data ‐ Main benefits of employer branding .............................................. 46
Appendix A: Employer Brand Excellence Pathway ...................................................................................... 47
Appendix B: Employer Brand Excellence Framework .................................................................................. 49
Additional resources .................................................................................................................................. 51
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Message from the Chairman/CEO
It is with great pleasure I present Employer
Brand International’s 2014 Employer Branding
Global Trends Study Report. Our aim is to
connect with leaders from developed and
emerging nations to discover their opinions and
insights on employer branding and how it is being
applied inside their organisations to attract,
engage and retain talent.
Employer Brand International (EBI) is committed
to the advancement of the employer brand
concept through our global research, training,
consulting, events and publications agenda. We
believe Your Employer Brand is your competitive
advantage where success in business is
increasingly being determined by the value of
your company’s intangible assets.
Today’s most successful companies are those
with the BEST PEOPLE, not just the best
products.
This report provides comprehensive insight into
the current status and future ambitions of
organisations in employer branding. It presents
key findings to identify how employer branding
has evolved over the past five years around the
world.
We believe the results of this survey will provide
leaders with further clarity on how to develop
and implement an employer brand strategy that
builds competitive advantage. It will also provide
insights into which initiatives deliver most value
to organisations and how these initiatives are
being measured.
I predict the role of the employer brand manager
will become more commonplace in the coming
years. We are now seeing more job
advertisements for employer brand specialists at
companies such as Google, Starbucks, Adidas,
Philips, Volvo Cars, EY, IBM, HSBC, Amazon,
UnitedHealth Group and IKEA. Most recently
Facebook placed an advertisement for a leader to
manage their global employer branding function.
I believe we will see this trend continuing across
all sectors in the next few years.
Over the past seven years I have presented at
conferences and conducted employer brand
masterclass events in more than 50 cities in 28
countries with thousands of leaders and it is
pleasing to learn that companies are becoming
more strategic in their approach to employer
branding.
Employer Brand International’s mission is to
build employer brand leadership capability
around the world. We are confident graduates
from our ‘Certificate in Employer Brand
Leadership’ course will play a key role in
inspiring a new generation of leaders who will
go on to lead the employer brand strategy in
global and national companies.
Employer Brand International will continue to
push the boundaries of employer branding
research. We will seek and find innovative ways
to inform leaders on their employer brand
strategy focused on developing better working
environments more closely aligned with the
needs of all stakeholders. This will assist leaders
to find a better balance between the financial
objectives of their firm and its social, people and
customer objectives.
I welcome your feedback on how employer
branding is evolving inside your company and can
be contacted at
brett@employerbrandinternational.com
Please enjoy this global report,
Brett Minchington MBA
Chairman/CEO
Employer Brand International
Twitter: @brettminch
www.facebook/brett.minchington
www.linkedin.com/in/minchington
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The Employer Brand International Team
Chairman/CEO
Brett Minchington MBA
(Founder)
SENIOR ASSOCIATES
USA
Ryan Estis
Managing Director
Ryan Estis & Associates
David Parks
Vice President of Business Development
Bluepoint Leadership Development
Europe
Eugenio Amendola
Managing Director
Anthea Consulting
Véronique Frogé
Partner, Head of Employer Branding practice
Burson‐Marsteller i&e
Birgitte Seldorf
Birgitte Seldorf Consulting Aps &
ex‐Partner, Summit Consulting A/S
Radosław Knap
Managing Partner, KNAPRO Consulting
Per Olof Hall
Managing Director, PlanetPeople
Australasia
Steven Goodman
Senior Lecturer (Marketing)
Program Director ‐ Higher Degrees by Research
The University of Adelaide Business School
Ron Tomlian
Managing Director, Marketing Counsel
Sonja Visic
Chief Executive Officer at Regional Development
Australia Far North Queensland & Torres Strait
REGIONAL ADVISORY BOARD
Sara Edling
People & Employer Brand Strategy Manager
Volvo Car Group
Heather Polivka
Senior Director of Global Employment Branding &
Marketing, UnitedHealth Group
Fabio Dioguardi
Global Employer Branding &
Talent Acquisition Director, Ferrero
Stephen Fogarty
Senior Manager Employer Branding &
Digital Recruiting, adidas Group
Michael Holm
Employer Brand & HR Manager, Lego
René Herremans
Director Employer Branding & Employee Engagement
Birgitte Brix Andersen
Lead Consultant, Talent Management, DONG Energy
Els van de Water
HR Director Southern Europe Johnson & Johnson
Kerry None
Employer Brand Manager, Amtrak
Marta Najbert
Regional Marketing & PR Manager
Pandora Jewelry CEE
Kellie Tomney
Director, Employer Brand Works,
Linda Halse
HR Contractor at Thiess Services
Ex‐General Manager Human Resources
Australian Wine Research Institute
Karen Nelson‐Field. PhD
Senior Research Associate | Social Media and Digital
Ehrenberg‐Bass Institute for
Marketing Science (UNISA)
Prenai Pillay
Brand and Attraction Manager, Absa/ Barclays Africa
Giuliana Massimino
Country Communications Manager, Sandvik
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About Employer Brand International
EBI provides research, advisory and thought leadership in
employer branding through strategic consulting,
conferences/training, publications, research and global
think‐tanks. EBI’s expert services are provided through an
international network of expert employer brand Senior
Associates. EBI’s Global Advisory Board consists of leading
corporate professionals and academics from around the
world.
Senior Associates
International Diversity
Global Advisory Team
Industry Collaboration
View the team online at
www.employerbrandinternational.com
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Connect with our international employer branding
online communities
Employer Brand International is committed to building a global community of professionals to contribute to its
research agenda and provide a focal point for knowledge transfer to advance
the principles and practice of employer branding.
We invite you to join our EBI Employer Branding Global Community of more than 3500 members on LinkedIn
http://www.linkedin.com/groupRegistration?gid=1338647
We invite you to follow Employer Branding Online on Facebook
https://www.facebook.com/pages/Employer‐Branding‐Online/115743318452966
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Research partner acknowledgements
At EBI, we value highly the level of support from individuals
and organisations in the Employer Branding Global
Community who are committed to furthering the science of
employer branding to assist leaders develop a working
environment that is more aligned with the needs of
employees and customers.
I would like to thank the Senior Associates and Advisory Team
at Employer Brand International who contributed to the
development and distribution of the survey around the world.
We also received tremendous support from Associations,
Companies and Individuals to distribute the survey to their
client networks around the world. Our sincere appreciation of
their support is extended to:
• RoMarketing – www.romarketing.ro
• HeadHunter – www.hh.ru
• People Matters www.peoplematters.com
• Radosław Knap, KNAPRO Consulting
• HR Future – www.hrfuture.net
• HainesAttract – NZ www.hainesattract.co.nz
• Ryan Estis & Associates – www.ryanestis.com
• Bluivy Group – www.bluivygroup.com
We look forward to the ongoing support of the employer
brand global community and our regional partners for our
future research initiatives.
Thank you!
The team at Employer Brand International
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Objectives
Employer Brand International Senior Associates consulted with
regional partners, companies and vendors to assist in defining
objectives for this research project.
The key objectives of the survey are:
1. To engage with leaders around the world to discover their
opinions and insights on how employer branding is currently
being applied inside their organisations to attract, engage and
retain talent and their future plans for their employer branding
program.
2. To better understand the regional differences in the evolution of
employer branding around the world.
3. To obtain the latest empirical data on employer branding to
share with the Global Community to advance employer brand
theory, principles and practice.
4. To identify the key employer branding trends during the period
2009‐2014.
Method
The survey was conducted during the period 23rd
October 2013 to
28th
February 2014. Responses were collected via an online survey.
The survey was also promoted in social media channels and in
magazine and journal articles written by the Employer Brand
International team. It was also promoted via blogs and banner ads
on websites of our distribution partners.
A total of 1143 responses were received from 18 countries and
regions. Europe (other) includes all European countries except
Poland, Romania and Spain which are included separately in this
study.
Responses have been weighted to remove bias when presenting the
global results and the actual responses have been used to present
the regional findings.
Some totals or averages may not add up due to rounding.
The survey consists of 20 closed ended questions.
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1.0: EXECUTIVE SUMMARY
Employer Brand International (EBI) is committed to undertaking global research to assist companies and
their leaders to better manage the employment experience and create a better place to work for employees,
whilst assisting to enhance the communities they operate in.
In support of this objective EBI conducted its third global study on employer branding trends and this report
provides highlights of the study and insights into what’s changed during the period 2009‐2014. The differences
in regions across the world which should be considered by leaders when managing their employer brand
strategy is also presented.
The workplace has changed somewhat since our first employer branding study published in 2009.
Today the challenges facing many companies in their ability to attract, engage and retain talent who can
contribute to their strategic objectives have become increasingly complex.
In today’s borderless global environment companies are face with challenges such as:
• Political instability
• Social and technological changes
• Immigration quotas
• The need for people systems integration
• Understanding of culture diversity
• Jobless economic recovery in many countries
• Declining fertility rates
• Inequality in global education standards
• Aging populations in many developed
economies.
These threats come at a time as companies are finding it increasingly difficult to match available jobs and
talent with the skilsets required.
Minchington (2005) defines Your Employer Brand as “the image of your organization as a ‘great place to work’
in the mind of current employees and key stakeholders in the external market (active and passive candidates,
clients, customers and other key stakeholders).” Employer branding is therefore concerned with the attraction,
engagement and retention initiatives targeted at enhancing your company's employer brand.
This report will inform leaders around the world across all industries and company sizes on how employer
branding is evolving around the world and presents implications for companies to consider in developing their
employer brand strategic agenda.
Employer Branding Global Insights and Regional Analysis
The global survey was conducted during the period
23
rd
October 2013 to 28th
February 2014.
A total of 1143 responses were received from
respondents in nineteen regions across the world
including Asia, Australia, Belarus, Canada/USA,
Europe, India, New Zealand, Poland, Romania,
Russia, Scandinavia, Spain, South Africa, South
America, Turkey, UAE, UK, and Ukraine.
The survey provides detailed insights into the
current status of employer branding and future
plans for organisations. It also details key trends
over the past five years.
Strategy ownership
We discovered employer branding is no longer the
sole domain of the HR department, the traditional
custodians. Increasingly teams of HR, Marketing
and Communication professionals are managing
the employer brand strategy. 36% of employer
brand strategies are now managed by HR
departments compared to 31% in our 2009 study
(43% in 2009).
Investment plans
Employer branding is continuing to receive a larger
resource allocation with 38% of companies
planning to increase their investment or maintain
current expenditure levels (32%) for employer
branding initiatives in 2014.
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The number of companies planning to increase
their investment is higher than in 2011 (33%) and
comes at a time when economic indicators show
more promising signs of economic growth in
Europe, UK and USA.
Clarity of strategy
Whilst the survey found employer branding
continues to rank highly on the leadership agenda,
many organisations still lack a clearly defined
strategy with only 17% reporting they have
evolved to this status. However this is a 21%
improvement on the 2011 result of 14%.
More than a third of companies (35%) have an
employer brand strategy but believe it can be
further developed.
Interestingly, respondents also said having a
clearly defined strategy is the key to achieving
their employer brand objectives.
The need for a clearly defined strategy is critical
given the plethora of communication channels
available to promote your employer brand and
employer value propositions (EVP’s) to your target
audience.
The online environment provides companies with
the opportunity for greater market reach and can
be a cost effective tool to integrate the various
channels to market and provide a reliable measure
of your return on investment.
Employer branding initiatives
The survey found social media is the main activity
(58%) being undertaken by companies to enhance
their employer brand. Career website
development (56%) continues to rate highly along
with recruitment advertising/ employer marketing
(51%), recruitment branding (45%), induction
programs (42%), developing an employer brand
strategy (39%) and defining an EVP’s (39%).
Advocacy
It is widely accepted word of mouth is a credible
and effective form of promotion for products and
services. In an employment context, how
companies are perceived as a place to work by an
employee’s friends and family is also important.
The survey found 53% of respondents said it is
important other people want to work for their
employer and other people’s perception of the
company they work for is also important (45%).
Measuring return on investment
There is no universal standard of employer
branding effectiveness, nor should there be ‐ all
organisations are different. Metrics should be
defined which can be assessed against the
objectives of the employer brand program.
Companies are using a range of metrics to
measure ROI of their employer brand projects.
Globally, employee engagement (44%), retention
rates (41%), number of applicants (34%), quality of
hire (33%) and cost per hire (33%) are the main
metrics being used to measure ROI.
At the regional level, employee engagement is the
main metric used to measure ROI in places
including Asia, Canada/USA, Scandinavia, New
Zealand, Turkey and UAE.
Communicating the employer brand
Social media (76%) remains the main
communication channel being used to promote
the employer brand. Career websites (64%),
training and development programs (43%),
internal newsletters (40%), employee referral
program (39%) and online job boards (38%) also
rate highly. The speed at which social media has
been embraced by companies is evident by the
209% increase (between 2009‐2011) and 72%
increase (between 2011 to 2014) of companies
using social media channels to communicate their
employer brand.
Strategy effectiveness
The survey demonstrates a lack of measures to
determine the effectiveness of the employer brand
strategy. Many activities such as social media
participation and talent management are lagging
indicators and will require time to assess the most
effective benefits of your strategy
Across regions many companies are still in the
early stages of their employer brand strategy. 17%
of companies report their most effective initiatives
are not yet clear which a vast improvement on
26% in 2011 is.
The survey found social media participation (11%),
defining EVP’s (11%), talent development strategy
(9%) and career website development (9%) are the
most effective activities to enhance the employer
brand.
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Company videos which have become increasingly
popular for companies to communicate their
employer brand and EVP’s in recent years, rates
low (1%) as an effective initiative. It will be
interesting to see how this develops in the coming
years when penetration rates increase and
company videos evolve from highly scripted
storytelling to more authentic insights about what
it’s like to work at the company.
The main benefits
Ease in attracting candidates (35%), employee
engagement (32%) and recognition as an employer
of choice (28%) are the main benefits gained from
employer branding programs.
Other major benefits include reduced recruitment
costs (22%), higher job acceptance rate (19%) and
decrease in staff turnover (19%).
Achieving objectives
Employer branding programs require top down
sponsorship by the CEO and Executive. Having a
clearly defined strategy (average 6.08 on a scale of
1=least important to 7=most important), engaging
senior management (5.98) and CEO (5.97) rank
highest in importance to achieving employer
branding objectives.
Attracting talent
Career development (average 6.07) is the most
important attribute in attracting new talent to a
company along with leadership (6.02), work
environment (5.97), corporate reputation and
culture (5.95) and reward and recognition (5.76)
Employee research (4.49), corporate social
responsibility (4.81) and communication systems
(4.95) rated the lowest in importance.
The employer branding process is about building
and sustaining employment propositions which are
unique, compelling and relevant to your internal
and external target audience. This is an area where
organisations need to apply more focus and use
the collective experience of internal teams and
experts in the broader marketplace to build
capabilities.
The challenges
In today’s uncertain economic climate companies
need to ensure money invested in their employer
brand strategy provides short and long term value.
The survey found defining an adequate budget
(average 4.89 on a scale of 1=very little extent to
7=very great extent) is the biggest challenge facing
companies in managing their employer brand
program.
Employer brand messaging across departments
(4.75), being creative and innovative to distinguish
the employment offering (4.66) and senior
leadership engagement (4.64) and are also major
challenges.
There are many employer branding activities
companies can implement which have a high
impact at a low cost. However the key to success is
ensuring the initiatives sit within a framework
which allows your company to strategically
manage the employer brand strategy across the
business. Leaders require training in how to
implement the employer brand strategy and clarity
in how to deliver an optimal employment
experience. In 2012 Employer Brand International
launched the
‘Certificate in Employer Brand Leadership’ to build
leadership capability in this area.
The findings of the survey highlight areas leaders
need to address and take action to ensure their
employer brand strategy is holistic and not one
that is solely focused on recruiting talent. It needs
to align with talent engagement and retention
programs which will require coordination and
input between the different business units
responsible for these functions. As talent
shortages become more prevalent around the
world your employer brand will become an
increasingly valuable asset in ensuring your
company’s sustainability.
We encourage companies to apply the results of
this survey and critically assess the regional
differences to better understand the impact of
culture and geographical location on their
employer brand. Global leaders must empower
regional leaders to localise the strategy and
identify which functions will be managed at a
global level (e.g. applicant tracking system,
employer brand blueprint, recruitment templates,
etc) and those adaptable at the local level (e.g.
media, recruitment strategy, leadership
development, etc).
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This report highlights the need to educate leaders
about the business benefits of employer branding
and train leaders how to develop and implement
the employer brand strategy. Ask any CEO their
main priorities and ‘attracting and retaining
talent,’ will generally appear in their top three.
Employer brand strategy provides a way forward
for organisations to ensure they can attract and
retain the talent required for growth.
The pathway to employer branding success should
be considered an ongoing journey (see appendix A
Employer Brand Excellence Pathway Model).
The evolution of the employer brand concept over
the past five years has been significant and what
was for many years considered to be a recruitment
function is now being embraced by companies as a
strategic response to building competitive
advantage around their talent.
Companies are fast realising that
“Today’s most successful companies are those
with the BEST PEOPLE, not just the best
products!”
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2.0: IMPLICATIONS FOR BUSINESS
The findings of this Employer Branding Global Trends Study have several implications for business.
We present 65 Questions for consideration by your organisation:
Strategy
1. Do we adopt a strategic approach to
employer branding and consider all
factors which impact on our employer
brand (see appendix B).
2. Have we identified the priority areas to
invest in our employer brand strategy
over the next two years?
3. Have we allocated sufficient resources to
effectively deliver our employer brand
strategy?
4. How integrated is our customer
engagement and employee engagement
initiatives?
5. Are we prepared to meet our next phase
of growth? How strong is our talent
pipeline to support this growth?
6. Can we source the expertise internally to
deliver our employer brand strategy or do
we need to partner with external experts?
How are we connected to these experts?
7. Do we have the right measures in place to
measure the effectiveness of our
employer brand strategy in the short,
medium and long term?
8. How will the political environment in the
regions we operate impact on our
employer brand strategy?
9. Are we developing strategies to tap into
the talent amongst the rising levels of
youth unemployment in many countries?
10. Have we defined our employer value
propositions (EVP’s)?
11. How effective are we in communicating
our EVP’s to our target audience(s)?
12. How are we managing social changes
which impact on our employer brand?
How effective are we in supporting our
employee’s need for a richer, fuller
lifestyle?
13. How are we perceived by our external
partners? Do we treat them any
differently to our employees?
14. How distinctive is our employer brand
and EVP’s? Have we identified our
distinctive assets?
15. How do we differentiate our employment
experience compared to our competitors?
16. How do we identify opportunities for
innovation?
17. How do we know we are attracting and
retaining the best latent?
18. How do we measure our corporate
reputation? Is it a reliable measure? How
does it impact our employer brand?
19. How engaged are the Executive team in
our employer brand strategy? Are they
assisting or hindering our progress?
20. How important is the support of our CEO
to effectively deliver our employer brand
strategy?
21. How integrated is our employer brand
across online and offline touchpoints?
22. How much do we know about the
employer brand strengths of our
competitors?
23. How prepared are we to meet the
challenges from market forces which will
impact on our business over the next
three years?
24. How well do we collaborate across
functions to implement our employer
brand strategy?
25. How will mergers or acquisitions impact
on our employer brand? How effective
are we in managing change and
integrating cultures?
26. How will the uncertainty of the global
economic environment impact on our
employer brand program? What are the
key initiatives we should focus on over
the next five years?
27. Is our employer brand strategy aligned
with our organisational objectives?
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28. Is our investment in employer branding
consistent with achieving our objectives?
29. What are the challenges we need to
address to ensure leaders in countries
where we operate engage in the effective
delivery of our employer brand strategy?
30. What are the key focus areas to ensure
we address the priorities of our people
policies, systems and processes which will
have most impact on our employer
brand?
31. What are we doing to communicate our
employer brand objectives to line
managers and how engaged are they in
supporting the strategy?
32. What are we doing to improve the
community we operate in?
33. What is the best team we can bring
together based on our objectives and
resources to deliver our employer brand
strategy to the highest standard?
34. What is the connection between our
corporate, consumer and employer brand
strategies? Are we optimising the
outcomes for each and investing
efficiently?
35. What is the optimal staffing model for our
company and how will contingent
workforce planning benefit our employer
brand?
36. What is the role of diversity in our
company and how is it impacting on our
employer brand?
37. What leadership skills, experiences and
capabilities do we need to effectively
deliver our employer brand strategy?
Talent Acquisition
38. Do we collect feedback from candidates
on their satisfaction with our recruitment
process?
39. Have we assessed our most effective
channels for recruiting talent? Are we
allocating sufficient resources to optimise
the quality of new hires?
40. How effective are we in developing our
existing talent? Have we identified the
skill and capability gaps?
41. How effective is our employer referral
program?
42. What are we doing to mobilize our
recruitment processes?
43. How effective are we in inducting new
hires? What are three initiatives we can
implement to enhance our employer
brand during the induction process?
Social media
44. How effective are we in using social
media to better understand the needs of
our target audience?
45. How effective is our social media content
strategy and how does it enhance our
employer brand?
46. How social is our company? Who are the
key social media influences in our
company?
47. Do our social media policies support or
hinder our ability to become a social
business?
Technology
48. How capable are our employees in using
mobile technology to support our
employee engagement initiatives?
49. How can we leverage mobile technology
to build a stronger employer brand?
50. How can we use technology to assist
internal teams and external vendor
collaborations to foster innovation and
growth?
51. How well do we communicate our EVP’s
on mobile devices?
52. How are we ensuring the privacy and
integrity of our employee and candidate
online data?
53. Do we provide employees with access to
modern technology and equipment to
enhance their workflow?
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Talent retention
54. Have we provided training for our
managers and senior leaders in how to
deliver an ‘on brand’ employment
experience for their teams? What should
we include in the training program to
maximise impact?
55. What is the most effective way to ensure
all employees understand what behaviors
are reflective of our brand promise?
56. How can we align rewards and incentives
to reduce the focus on the salary package
as the key driver of why people join or
leave our organisation?
57. How do we consider and adapt to the
changing needs of employees as they
transition through the employee lifecycle
from hire to retire?
58. How effective are we at managing
employee engagement across the
company? How do we make leaders
accountable for engagement in their
teams?
59. How effective are we in rewarding talent
in an environment of low wage growth?
60. How effective are we in managing the
diversity of generations in the workplace?
61. How effective does communication flow
throughout our company?
62. What are the benefits to our employer
brand in offering employees the
opportunity to work virtually?
63. What are we doing to empower
employees to take charge of their career
and personal development? What are we
doing to support the development of our
employees?
64. What are we doing to support a family
friendly workplace?
65. Can we realistically offer job security to
our employees and what are we doing to
ensure our talented employees have a
future with us?
16

18.
3.0 ‐ PART 1:
GLOBAL SURVEY RESPONDENTS: DEMOGRAPHICS
17

19.
Demographics (Global)
© Employer Brand International
2013 Employer Branding Global Insights Research Study
59% 41%
Asia 44 • Australia 78 • Belarus 24 • Canada/USA 86 • Europe (other) 102 • India 36 • New Zealand 51 • Poland 78 • Romania 49
Russia 231 • Scandinavia 45 • South Africa 36 • South America 45 • Spain 78 •Turkey 30 • UAE 24 • UK 62 • Ukraine 44
18

20.
Demographics (Global)
Age Employee Number Organisation Type
14%
42%
29%
13%
2%
<20‐29 30‐39 40‐49 50‐59 60
13%
15%
23%16%
33%
1‐10 11‐100 101‐1000 1001‐5000 5000
3%
5%
92%
Government Not for profit For profit
© Employer Brand International 2014 Employer Branding Global Trends Study
19

21.
Demographics (Global)
3%
3%
3%
3%
3%
3%
3%
4%
4%
5%
5%
6%
6%
7%
8%
8%
10%
Electricity, Gas & Water
Financial Services
Health Care
Construction
Telecommunications
Banking
Transportation & …
Retail
Consumer Products‐…
Engineering
Education Services
Professional Services
Recruitment/Staffing
Information Technology
Manufacturing
Advertising & Marketing
Consulting
Industry
1%
2%
4%
4%
5%
6%
8%
9%
12%
23%
26%
Chairman
Administrator
Vice President
Supervisor
General Manager
Team leader
Executive
Officer
CEO/Managing Director
Manager
Senior manager
Position Level
5%
12%
14%
14%
15%
16%
24%
20+
< 1
1‐2
2‐3
10‐20
3‐5
5‐10
Tenure
Other industries <3%
© Employer Brand International 2014 Employer Branding Global Trends Study
20

22.
3.0 ‐ PART 2: GLOBAL & REGIONAL FINDINGS
21

23.
Employer Brand Responsibility
Figure 1: Which department(s) is currently responsible for managing your employer brand?
(>100% as more than one answer is possible)
© Employer Brand International 2014 Employer Branding Global Trends Study
1%
2%
2%
4%
4%
6%
6%
6%
7%
7%
8%
11%
36%
Corporate Affairs
I don't know
Branding
HR & Marketing
Communications
Talent Management
Executive team
HR, Marketing & Communications
Directors
HR & Communications
CEO
Marketing
Human Resources
46
33
36
2009 2011 2014
HR Ownership
5 year trend
percent
22

24.
Table 1: Inside the regional data ‐ Departments responsible for managing the employer brand
Top 3 responses –the % represents the highest response
Asia Australia Europe (other) New Zealand Scandinavia Spain Canada/USA
Human Resources 55% 35% 40% 73% 40% 60% 53%
Marketing 2 2 2 2
CEO 3 2
Directors 3 3
HR, Marketing & Communications 3
Talent Management 3 3
HR & Communications 2 2
Communications 3
Belarus India Poland Romania Russia South Africa South America
Human Resources 56% 31% 48% 2 2 56%
Marketing 3 2 3 33% 2
Executive team 2 3
CEO 3 3
Directors 2
HR, Marketing & Communications 2
Branding 3
Human Resources & Communications 3
Human Resources & Marketing 27% 25%
Turkey UAE UK Ukraine
Human Resources 65% 2 35% 3
Marketing 3
CEO 38% 2
Talent Management 2
HR & Communications 2 3 2
HR & Marketing 25%
23

25.
Expenditure Forecast
Figure 2: In 2014 what are your plans for expenditure on employer branding activities?
5%
12%
13%
32%
38%
A decrease in the amount invested
Unsure
Need to justify investment
Approximately unchanged investment
An increase in the amount invested
46
33
38
2009 2011 2014
Increased investment
5 year trend
percent
© Employer Brand International 2014 Employer Branding Global Trends Study
24

26.
Table 2: Inside the regional data ‐ Investment plans for employer branding
Top response ‐ the % represents the highest response
Asia Australia Europe (other) New Zealand Scandinavia Spain Canada/USA
An increase in the amount invested 46% 46% 59% 44%
Approximately unchanged investment 37% 53% 45%
Need to justify investment
Unsure
A decrease in the amount invested
Belarus India Poland Romania Russia South Africa South America
An increase in the amount invested 48% 33% 31% 45%
Approximately unchanged investment 41% 44%
Need to justify investment 44%
Unsure
A decrease in the amount invested
Turkey UAE UK Ukraine
An increase in the amount invested 45% 38%
Approximately unchanged investment 36% 37%
Need to justify investment
Unsure
A decrease in the amount invested
25

27.
Employer Brand Strategy
Figure 3: Has your company developed a clear employer branding strategy?
2%
14%
17%
32%
35%
I don't know
No, we have not developed a strategy
Yes, we have a clear strategy
No, but we are working on it
Yes, but it can be further developed
16
14
17
2009 2011 2014
Clear strategy
5 year trend
percent
© Employer Brand International 2014 Employer Branding Global Trends Study
26

28.
Table 3: Inside the regional data ‐ Status of employer brand strategy
Top response ‐ the % represents the highest response
Asia Australia Europe (other) New Zealand Scandinavia Spain Canada/USA
Yes, we have a clear strategy
Yes, but it can be further developed 41% 48% 41% 53%
No, but we are working on it 32% 35% 42%
No, we have not developed a strategy
I don't know
Belarus India Poland Romania Russia South Africa South America
Yes, we have a clear strategy
Yes, but it can be further developed 46%
No, but we are working on it 39% 33% 31% 39% 47% 56%
No, we have not developed a strategy
I don't know
Turkey UAE UK Ukraine
Yes, we have a clear strategy
Yes, but it can be further developed
No, but we are working on it 40% 38% 29% 45%
No, we have not developed a strategy
I don't know
27

29.
Employer Branding Initiatives
Figure 4: Which activities are you currently undertaking to enhance your employer brand?
(>100% as more than one answer is possible)
8%
11%
15%
15%
19%
21%
21%
22%
23%
23%
24%
29%
31%
31%
35%
36%
38%
39%
39%
42%
45%
52%
56%
58%
Focus groups (external)
Employer brand forums with leaders
Customer research
Employer brand forums with external stakeholders
Focus groups with current employees
Public relations
Mobile careers site
Alumni program
Competitor analysis
Retention initiatives
Audit of current employer brand
Employer brand positioning
Applicant tracking system
Coaching/mentoring
Current employee research
Employee referral program
Leadership development program
Defining EVP's
Developing employer brand strategy
Induction program
Recruitment branding
Recruitment advertising/employer marketing
Career website development
Social media
14
44
58
2009 2011 2014
Social Media
5 year trend
percent
© Employer Brand International 2014 Employer Branding Global Trends Study
28

30.
Table 4: Inside the regional data ‐ Which activities are you currently undertaking to enhance your employer brand?
Top 3 responses ‐ the % represents the highest response
Asia Australia Europe (other) New Zealand Scandinavia Spain Canada/USA
Career website development 59% 2 2 76% 2 2
Defining employer value proposition(s) 3 3
Employee referral program 3 3
Recruitment ad./employer marketing 2 3 2 3
Social media 62% 67% 2 75% 55% 71%
Alumni programs 3
Belarus India Poland Romania Russia South Africa South America
Career website development 2 59% 2
Defining employer value proposition(s) 44%
Developing employer brand strategy 3
Employer brand positioning 2
Employee referral program 3
Induction program 67% 3 64% 2
Leadership development program 3
Recruitment ad./employer marketing 83% 2 69%
Recruitment branding 2
Social media 56% 3 3
FG with employees to define EB 3 2
Turkey UAE UK Ukraine
Career website development 2 63% 2
Applicant tracking system 3
Induction program 55%
Recruitment ad./employer marketing 62% 3 2
Social media 3 2 67%
FG with employees to define EB 3
29

31.
Achieving employer branding objectives
Figure 5: How important are the following in order to achieving your employer branding objectives?
(1 = least important 7= most important)
© Employer Brand International 2014 Employer Branding Global Trends Study
4.8
5.27
5.53
5.56
5.57
5.75
5.84
5.88
5.89
5.97
5.98
6.08
Conducting market research
Participation in social media
Producing communications materials
Conducting internal research
Collaboration b/t different departments
Developing strategies for recruiting talent
Developing strategies for retaining talent
Defining our EVP’s
Communications planning
CEO engagement
Senior management engagement
Having a clearly defined strategy
6.04
5.9
6.08
2009 2011 2014
Clearly defined strategy
5 year strategy
percent
30

32.
Table 5: Inside the regional data ‐ Achieving employer branding objectives
Top response (rating out of 7) ‐ the % represents the highest response
Asia Australia Europe (other) New Zealand Scandinavia Spain Canada/USA
Having a clearly defined strategy 6.06 5.76 6.07 5.93
CEO engagement
Senior management engagement 6.32 6.09 6.13
Belarus India Poland Romania Russia South Africa South America
Having a clearly defined strategy 6.23 5.82 6.78
Senior management engagement 5.90 6.63
Communications planning 6.56 6.49
Turkey UAE UK Ukraine
Having a clearly defined strategy 6.37
CEO engagement 6.50
Senior management engagement 6.09
Defining our EVP 6.13
31

33.
Attracting talent
Figure 6: How important do you believe the following employer brand attributes are in attracting new talent to your company?
(1 = least important 7= most important)
© Employer Brand International 2014 Employer Branding Global Trends Study
4.49
4.81
4.95
5.26
5.33
5.38
5.43
5.58
5.65
5.76
5.95
5.97
6.02
6.07
Employee research
Corporate Social Responsibility
Communication systems
Innovation
Performance management
Compensation and benefits
Recruitment and induction processes
Mission, vision, values
People management practices and policies
Reward and recognition
Corporate reputation and culture
Work environment
Leadership
Career development
5.99
5.76
6.07
2009 2011 2014
Leadership
5 year trend
percent
32

34.
Table 6: Inside the regional data – The most important employer brand attributes to attract talent
Top response (rating out of 7) ‐ the % represents the highest response
Asia Australia Europe (other) New Zealand Scandinavia Spain Canada/USA
Compensation and benefits 6.32 6.17
Corporate reputation and culture 6.19
Leadership 6.25 5.96 6.33
Work environment 6.09
Belarus India Poland Romania Russia South Africa South America
Career development 6.35 6.40
Compensation and benefits 5.90 5.27
Corporate reputation and culture 6.50 6.33
Recruitment and induction processes 6.67
Turkey UAE UK Ukraine
Career development 6.50
Corporate reputation and culture 6.43
Leadership 5.97
Work environment 6.50
33

35.
Employer Branding Challenges
Figure 7: What are the challenges you have encountered in managing your employer brand program?
1‐7 (1 = very little extent 7= very great extent)
3.51
3.81
4.16
4.18
4.42
4.64
4.66
4.75
4.89
Engaging external agency
Communicating EB to suppliers
Communicating EB to customers
CEO engagement
Communicating EB to candidates
Senior leadership engagement
Distinctive employment offering
EB messaging across departments
Obtaining an adequate budget
4.56
4.4
4.75
2009 2011 2014
Employer branding messaging across departments
5 year trend
percent
© Employer Brand International 2014 Employer Branding Global Trends Study
34

36.
Table 7: Inside the regional data ‐ Challenges in managing the employer brand program
Top response (rating out of 7) ‐ the % represents the highest response
Asia Australia Europe (other) New Zealand Scandinavia Spain Canada/USA
Being creative and innovative to
distinguish our employment offering
5.17
Senior leadership engagement 4.70 4.38
Obtaining an adequate budget 4.99 4.71 4.91
Communicating key employer brand
messages to potential recruits
5.32
Belarus India Poland Romania Russia South Africa South America
Being creative and innovative to
distinguish our employment offering
4.48
Senior leadership engagement 5.38
Obtaining an adequate budget 5.09 5.89 5.33
Communicating key employer brand
messages to potential recruits
5.13
Co‐oordinating employer brand
messages across different departments
5.45
Turkey UAE UK Ukraine
Being creative and innovative to
distinguish our employment offering
4.90
Obtaining an adequate budget 5.40
Co‐oordinating employer brand
messages across different departments
5.25 5.07
35

37.
What’s important?
Figure 8: Which of the following is most important to you?
(>100% as more than one answer is possible)
© Employer Brand International 2014 Employer Branding Global Trends Study
14%
21%
24%
29%
30%
45%
53%
None of the above
That my family knows the company I work for
That my friends know the company I work for
My family's perception of the company I work
My friends’ perception of the company I work
Other people’s perception of the company I work for
That other people want to work for my employer
53
51
45
2009 2011 2014
Other people’s perception of the company
I work for is important
5 year trend
percent
36

38.
Table 8: Inside the regional data ‐ What is important to people?
Top 3 responses ‐ the % represents the highest response
Asia Australia Europe (other) New Zealand Scandinavia Spain Canada/USA
It is important to me that my friends know
the company I work for
3
My friends’ perception of the company I
work for is important
2 3
It is important to me that my family knows
the company I work for
My family's perception of the company I
work for is important
2 3 3 3 2
It is important that other people want to
work for my employer
46% 2 3 2 2 63% 53%
Other people’s perception of the company
that I work for is important to me.
3 46% 43% 47% 47% 2
Belarus India Poland Romania Russia South Africa South America
It is important to me that my friends know
the company I work for
3 2
My friends’ perception of the company I
work for is important
3 3 3 2 3
It is important to me that my family knows
the company I work for
My family's perception of the company I
work for is important
2 3
It is important that other people want to
work for my employer
75% 67% 69% 67% 75% 67% 60%
Other people’s perception of the company
that I work for is important to me.
2 2 2 3 2
37

39.
Turkey UAE UK Ukraine
It is important to me that my friends know
the company I work for
3
My friends’ perception of the company I
work for is important
2
It is important to me that my family knows
the company I work for
My family's perception of the company I
work for is important
3 2 3
It is important that other people want to
work for my employer
72% 48% 72%
Other people’s perception of the company
that I work for is important to me.
2 68% 3 2
38

40.
Employer Brand Metrics
Figure 9: What metrics does your company use to measure return on investment (ROI) of your employer brand strategy?
(>100% as more than one answer is possible)
5%
15%
19%
20%
24%
25%
25%
29%
33%
33%
34%
41%
44%
I don't know
Profit per employee
Sourcing effectiveness
Candidate conversion ratio
None defined as yet
Employee referral rate of new hires
Promotion of internal candidates
Ranking in best employer awards
Cost per hire
Quality of hire
Number of applicants
Retention rate
Employee engagement
12
15
29
2009 2011 2014
Ranking in best employer awards
5 year trend
percent
© Employer Brand International 2014 Employer Branding Global Trends Study
39

41.
Table 9: Inside the regional data ‐ Metrics used to measure return on investment (ROI) of the employer brand strategy
Top 3 responses ‐ the % represents the highest response
Asia Australia Europe (other) New Zealand Scandinavia Spain Canada/USA
Cost per hire 3
Employee engagement 37% 3 2 41% 53% 2 48%
Employee referral rate of new hires 3
Number of applicants 2
Ranking in best employer awards 2 3 46%
Retention rate 2 39% 3 2 3 2
Quality of hire 46% 3
Belarus India Poland Romania Russia South Africa South America
Cost per hire 2 3 2
Employee engagement 2 3 2 2
Employee referral rate of new hires 3 3 3
Number of applicants 46% 3
Ranking in best employer awards 64%
Retention rate 52% 3 48%
Quality of hire 2 49%
None, we haven't defined our metrics as yet 2 44% 52%
Turkey UAE UK Ukraine
Cost per hire 3 53%
Employee engagement 68% 37% 2
Number of applicants 2
Ranking in best employer awards 45%
Retention rate 3
Quality of hire 3 3 2
None, we haven't defined our metrics as yet 2
40

42.
Employer brand communications
Figure 10: What is the main communication medium your company is planning to use to communicate your Employer Brand during 2014?
(>100% as more than one answer is possible)
© Employer Brand International 2014 Employer Branding Global Trends Study
4%
10%
11%
11%
16%
16%
19%
22%
22%
22%
22%
31%
32%
32%
33%
34%
37%
38%
39%
40%
43%
64%
76%
I don't know
Trade shows
Newspaper job ads
Mobile app
External newsletters
Alumni events
Sponsorship
Mobile careers site
Blogs
Company events
Performance appraisal
Induction process
Graduate programs
On campus activities
Employee video testimonials
Career fairs
Company brochures
Online job boards
Employee referral program
Internal newsletters (e.g. staff e‐news)
Training & development programs
Career website
Social media
14
44
76
2009 2011 2014
Social media
5 year trend
percent
41

43.
Table 10: Inside the regional data ‐ Communicating the employer brand in 2014
Top 3 responses ‐ the % represents the highest response
Asia Australia Europe (other) New Zealand Scandinavia Spain Canada/USA
Career fairs 3
Career website 59% 2 78% 2 2 76%
Employee referral program 3
Internal newsletters (e.g. staff e‐news) 2
Online job boards 3
Social media 3 65% 2 70% 72% 57% 2
Training & development programs 3 3 3
Company brochures 2
Belarus India Poland Romania Russia South Africa South America
Career fairs 59% 3
Career website 78% 69% 60% 2 67%
Employee referral program 3 3 3 3
Induction process 2
Internal newsletters (e.g. staff e‐news) 2
Social media 2 2
Training & development programs 3 2 2 74%
On campus activities 71%
Company brochures 3
Turkey UAE UK Ukraine
Career website 70% 62% 80% 70%
Company events e.g. AGM, product
launches
Employee referral program 3
Online job boards 3 2
Social media 3 2 2 3
Training & development programs 2
42

44.
Most Effective Employer Branding Initiatives
Figure 11: Which activity has been most effective in enhancing your company’s employer brand?
© Employer Brand International 2014 Employer Branding Global Trends Study
1%
2%
2%
2%
3%
5%
5%
5%
5%
5%
6%
6%
9%
9%
11%
11%
17%
Company videos
CSR program
Salary increases
Talent relationship management
Introducing work flexibility policies
Employee referral program
Increased comms b/t internal depts
Talent pool development
I don't know
Effective leadership dev. program
Training leaders to manage employment exp
Ranking in best employer awards
Career website development
Talent development strategy
Defining our EVP's
Social media participation
None identified as yet, too early to tell
14
9
11
2009 2011 2014
Defining our EVP's
5 year trend
percent
43

45.
Table 11: Inside the regional data – Most effective employer branding initiatives
Top 3 responses ‐ the % represents the highest response
Asia Australia Europe (other) New Zealand Scandinavia Spain Canada/USA
Effective leadership development program 2
Career website development 18% 3 2 3
Defining our employer value propositions 2 3
Our ranking in Best Places to Work survey 16%
Social media participation 3 2 2 22%
Talent development strategy 2 30% 3
None identified as yet, too early to tell 3 16% 17% 38% 3 2
Belarus India Poland Romania Russia South Africa South America
Effective leadership development program 3 2 2
Defining our employer value propositions 2 2 3
Employee referral program 2 3 3
Increased communications b/t int. depts. 3 3 2
Social media participation 22%
Talent development strategy 33% 25%
I don't know 2
None identified as yet, too early to tell 30% 23% 20% 41% 3
Turkey UAE UK Ukraine
Career website development 2
Defining our employer value propositions 2 18%
Employee referral program 3
Increased communications b/t int. depts. 2
Our ranking in Best Places to Work survey 2
Social media participation 20% 3
Talent development strategy 3 38%
I don't know
None identified as yet, too early to tell 2 38%
44

46.
Major benefits
Figure 12: What are the main benefits you have gained from your employer brand program?
(>100% as more than one answer is possible)
© Employer Brand International 2014 Employer Branding Global Trends Study
3%
7%
8%
10%
11%
11%
12%
13%
19%
19%
21%
22%
28%
32%
35%
Increased investor engagement
Engaging customers through social media
I don't know
Increased customer engagement
Decreased time‐to‐fill
Setting a standard/framework for HR
Increase in unsolicited resumes
Increased internal hire rate
Decrease in staff turnover
Higher job acceptance rate
None, too early to tell
Reduced recruitment costs
Recognition as an employer of choice
Increased employee engagement
Ease in attracting candidates
28 28
35
2009 2011 2014
Ease in attracting candidates
5 year trend
percent
45

47.
Table 12: Inside the regional data ‐ Main benefits of employer branding
Top 3 responses ‐ the % represents the highest response
Asia Australia Europe (other) New Zealand Scandinavia Spain Canada/USA
Decrease in staff turnover 3
Ease in attracting candidates 36% 36% 43% 3 33% 3 34
Higher job acceptance rate 3 3
Increased employee engagement 2 2 2 47%
Recognition as an employer of choice 3 2 2
Reduced recruitment costs 2
None identified as yet, too early to tell 35% 28%
Setting a standard & framework for all
HR activity
2
Belarus India Poland Romania Russia South Africa South America
Decrease in staff turnover 2
Decreased time‐to‐fill 52% 33%
Ease in attracting candidates 2 2 37% 3 30%
Higher job acceptance rate 3
Increase in number of unsol. resumes 2 44%
Increased employee engagement 3 62% 33% 2 3 2
Recognition as an employer of choice 3 3
None identified as yet, too early to tell 3 2
Turkey UAE UK Ukraine
Decrease in staff turnover 2 2 55%
Decreased time‐to‐fill 2
Ease in attracting candidates 38% 42%
Higher job acceptance rate 60% 3
Increase in number of unsol. resumes 3
Increased employee engagement 3
Recognition as an employer of choice 2
None identified as yet, too early to tell 3
46

48.
Appendix A: Employer Brand Excellence Pathway
47

49.
© www.brettminchington.com
• Employer branding for business transformation
• Support of culture diversity across countries
• Dedicated employer branding department with representatives
living in countries outside headquarters
• Open lines of communication across borders
• Systems integration to support global talent attraction,
engagement and retention strategy
• Support of employer brand strategy at Executive level
• Integrating Employer Brand and EVP’s into company culture
• Alignment of policies, systems, processes with EVP’s
• Development and management of global careers site
• Employer brand metrics developed and reported on
• Employer branding across employee lifecycle
• Internal and external research to define EVP’s
• Distinctive assets defined and promoted
• Employer brand strategy developed
• Cross functional collaboration on employer brand strategy
• Training of line managers in employer brand management
• Company siloed with very little collaboration on employer
branding between departments
• Above the line EVP development
• Employer branding for recruitment
• Knowledge of employer branding limited to a few people
in organisation
• Lack of support for employer brand strategy at Executive level
• Technical skills focus
• Cost control v quality of hire/talent
• Recruitment disorganised, dysfunctional and highly operational
• Web 1.0 career site
• Absence of coordinated global talent attraction, engagement
and retention strategy
EMPLOYER BRAND EXCELLENCE PATHWAY
FOCUS

50.
Appendix B: Employer Brand Excellence Framework
49

51.
Employer Brand Excellence FrameworkTM
Stakeh
olders
M
arke
tForces
Cust
om
ers
Prospective
Em
ployees
Corporate Brand
EBSP
EBEP
EVP
Employer Value Proposition
Employer Brand Employee PlatformTM
(EBEP)
Recruitment and induction
Compensation and benefits
Career development
Employee research
Reward and recognition
Communication systems
Work environment
Employer Brand Strategic PlatformTM
(EBSP)
Mission, vision, values
CSR
Leadership
Corporate reputation and culture
People management policies and practice
Performance management
Innovation
www.brettminchington.com

52.
Additional resources
‘Employer branding & the new world@work’ (2013)
The final book in the employer branding trilogy by Brett Minchington explores how companies are addressing the
challenges of the ‘bigger picture workforce trends’ and how employer branding will play a pivotal role in driving
economic prospects in not only developed economies but in emerging markets where growth prospects look
more promising in the coming years. Supported by the latest global research by Employer Brand International
along with ‘on the ground’ insights by Brett from his global tours to more than 50 cities in 28 countries, ‘Employer
branding & the new world@work’ will provide insights into how the world’s leading companies are becoming
more social, mobile, connected and innovative in their strategies to attract, engage and retain talent.
Previously unseen global employer brand case studies from top global brands such as IKEA, Volvo Car Group,
Ahold, Sodexo and JTI are featured. Whether you're just starting out or well advanced with your employer brand
strategy, leaders across all industries will benefit from Brett’s strategic guidance supported by industry proven
frameworks, research methodologies, strategies and tools to develop, implement and manage a best‐in‐class
employer brand strategy.
FOR FURTHER DETAILS CLICK HERE>
The world's leading resource on how to develop a world class careers website with practical guidance and case
study examples of best practice.
FOR FURTHER DETAILS CLICK HERE>
51

53.
‘'EMPLOYER BRAND LEADERSHIP ‐ A Global Perspective' (2010)
The follow up book to Your Employer Brand Attract, Engage, Retain, ‘EMPLOYER BRAND LEADERSHIP ‐ A Global
Perspective' defines a practical approach to building a world class employer brand from concept to design, to
organisation wide integration, to measuring your return on investment.
Sharing the best insights from the author’s Employer Brand Global Tour where he has shared best practice and
trained thousands of leaders around the world, ‘EMPLOYER BRAND LEADERSHIP‐A Global Perspective' is a
practical management resource for leaders at all levels and includes frameworks, models, tools, strategies and
tips to assist you to lead your employer brand strategy. The book features previously unseen world's best practice
employer branding global case studies from companies including Philips, IBM, Deloitte, UnitedHeath Group, BASF,
Sodexo, Intuit, Australia Wine Research Institute and Vestas Wind Systems. The key learnings from these
companies will ensure you focus your resources to achieve the best return on your employer brand investment.
FOR FURTHER DETAILS CLICK HERE>
‘Employer Brand Managers Handbook’ ‐ 2014 Edition
Previously published in 2009, 2010, 2011, 2012, 2013
The Annual, “Employer Brand Manager's Handbook” provides a wealth of knowledge, tools and tips shared with
thousands of senior managers around the world during Brett Minchington's Employer Branding Global Tour to
50+ cities in 28 countries since 2007. The publication is the world's leading management resource on how to
develop, implement, measure and manage a world class employer strategic program. The publication contains
practical exercises which can be conducted with your team
FOR FURTHER DETAILS CLICK HERE>
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Certificate in
Employer Brand Leadership
About Employer Brand International
EBI provides research, advisory and thought
leadership in employer branding through
strategic consulting, conferences/training,
publications, research and global think-
tanks. EBI’s expert services are provided
through an international network of expert
employer brand Senior Associates. EBI’s
Global Advisory Board consists of leading
corporate professionals and academics
from around the world.
Why choose to study the Certificate in
Employer Brand Leadership?
• Study for an in demand leadership skill
• Case study approach to support
theoretical frameworks
• Real world application
• Flexible study options
• Supportive learning environment
• Access to the world’s most extensive
employer branding learning resources
• Alumni support
1. Since 2007 EBI has trained thousands
of managers in employer branding in
more than 50 cities in 28 countries.
2. Access to an employer branding global
community of 3500+ members.
3. Course is supported by world class
learning resources including books,
handbooks and global research reports.
4. The first course of its kind offered in
partnership with educational institutions,
business and the community.
5. Accredited by EBI
5QUICKFACTS
Enrol Today!
www.employerbrandinternational.com

55.
WELCOME FROM THE
CHAIRMAN/CEO
Welcome to the Certificate in
Employer Brand Leadership
Course – a contemporary
leadership program for
managers around the world.
Since 2007, Employer Brand
International has conducted
training for thousands of
managers in employer branding
in more than 50 cities in
28 countries since 2007 including Australia, Belgium, Denmark,
France, Germany, Italy, Russia, UAE, UK, and the USA.
Employees are fast becoming central to the process of brand
building and their behavior can either reinforce a brand’s advertised
values or, if inconsistent with these values, undermine the credibility
of your messages. Employer branding is a whole of business
concept concerned with the attraction, engagement and retention
initiatives targeted at enhancing your company’s employer brand.
The contest amongst employers to attract and retain talented workers
takes place in a world where changes in the political, economic,
social and technological environments and concerns about a
company’s environmental footprint is driving widespread change in
employment patterns. Today, competition for the best employees
is as fierce as competition for customers and market share.
The course brings together a talented team of academics,
strategists and corporate leaders to create an inspiring learning
experience in the growing field of employer branding.
Our emphasis is on assisting you to develop leadership,
communication, problem solving and team building skills, which
will enable you to better understand and deal with the complex
issues of management in a changing business environment.
In selecting students we look for high quality people with the potential
to not only benefit but also contribute to the learning experience.
Whilst practical in orientation, your learning experience will include
networking with like minded professionals around the world to
support a solid theoretical grounding in employer brand leadership.
Organizations that can attract and retain the best minds by
leveraging a unique, relevant and distinctive employer brand
will have a competitive edge in the marketplace.
We look forward to welcoming you and wish
you the very best with your studies.
Brett Minchington
Chairman/CEO
Employer Brand International
PROGRAM STRUCTURE
CORE MODULE A
THE BUSINESS CASE FOR EMPLOYER BRANDING
Study Unit 1: The Fundamentals Of Employer Branding (EBLFU)
CORE MODULE B
BEST PRACTICE IN EMPLOYER BRANDING
Study Unit 2: Employer Brand Leadership Principles Practices
(EBLPP)
Study Unit 3: Employer Brand Strategic Management (EBLSM)
Study Unit 4: Employer Branding Mapping Competitor Analysis
(EBLCA)
Study Unit 5: Employer Brand Analytics Reporting (EBLAR)
Study Unit 6: Contemporary Practices in Employer Branding Social
Media (EBLSM)
Study Unit 7: Employee and Customer Experience (EBLCE)
CORE MODULE C
THE FUTURE FOR EMPLOYER BRANDING
Study Unit 8: Employer Branding Social Responsibility (EBLSR)
Study Unit 9: Future Trends in Employer Branding (EBLTD)
Study Unit 10: Employer Branding Case Study Analysis (EBLCS)
HOW TO APPLY
Apply online at
www.employerbrandinternational.com
or to enquire please email Andrea at:
andrea@employerbrandinternational.com
Please direct all course
enquiries to:
Ms Andrea Fielding
P +61 8 8443 4115
F +61 8 8443 4149
ALUMNI SUPPORT
The EBI Employer Branding Global Community is an important part of
the life and community of the School, as it forms an integral part of the
School’s business relationships.
The network is diverse, including students and graduates who work and
live locally, interstate and overseas.
With more than 3500 members, the EBGC supports members in
various ways:
• Fostering global networking opportunities
• Informing the business community of latest trends in employer branding
www.employerbrandinternational.com

56.
© 2014 Employer Brand International
All rights reserved.
No part of this publication may be reproduced,
distributed, or transmitted in any form or by any
means, including photocopying, recording, or other
electronic or mechanical methods, without the prior
written permission of the publishers, except in the
case of brief quotations embodied in critical reviews
and certain other non commercial uses permitted
by copyright law. For permission requests please
write to EBI, Publications Department, Box 614,
Torrensville SA 5031 Australia
The information contained herein is of a general
nature and is not intended to address the
circumstances of any particular individual or entity.
Although we endeavour to provide accurate and
timely information, there can be no guarantee such
information is accurate as of the date it is received
or it will continue to be accurate in the future. No
one should act on such information without
appropriate professional advice after a thorough
examination of the particular situation.
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www.employerbrandinternational.com