- 1. My views have been shaped by leaders,practitioners and
academics I havebeen fortunate to collaborate with overthe past 10
years with the past 3 spenttravelling to 30 cities in 20 countries
aspart of my Employer Brand Global MasterclassSome of the trends
below have alreadystarted and will gain momentumtowards 2020.
Whilst it is by no meansa complete list, I hope it will provide
insights,awareness and facilitate discussionsinto how I see
employer brandingevolving over the next decade and yourpreparedness
to meet these challenges.Global companies such as Google,Sodexo,
Apple, McKinsey & Co, Southwestand Philips have been
frequentlyspoken about as leading employerbrands over the past
decade. Whilstthere are many lesser known or visibleemployer
brands, they are in fact in allindustry categories and in companies
ofall shapes and sizes. These companiesconsistently articulate a
clearly definedemployment proposition to their targetaudience and
align systems, policiesand processes to ensure an
authenticemployment experience for employeesacross the employment
lifecycle.In short they care about the welfare oftheir employees
and have leadershipconversations to better understandwhat drives
superior performance intheir teams.Companies who are judged as
theleading employer brands over the next
105Tour.www.workforcetmcommunity.comyears will be those who
identify, react andadapt to the people and
product/servicechallenges that lay ahead. These include:1) Time
replaces money as the newcurrency. With increasing amounts ofwomen
entering the workforce and oneparent working families being a thing
ofthe past companies who can trade timefor other rational benefits
such as payand career development by embracingflexible work
practices and ensure workcommitments align with social and
familyresponsibilities will be highly soughtafter. The notion of
work will be replacedby striving to provide an employmentexperience
which is closer alignedwith living a rewarding life throughoutall
stages of the employment lifecycle(e.g. recruitment, induction,
promotion,etc) rather than working towards retirementmerely being
seen as a reward atthe end of a lifetime of work.2) Functions will
blend. Employerbranding is not a HR function, it is abusiness
philosophy and all functionshave a role to play. The business
environmentis dynamic and moving waytoo fast for Human Resources,
Marketingand Communication professionalsto continue driving the
strategy in isolationwhilst trying to achieve alignmentbetween
people, products and consumers.The study of employer brandingwill
continue to make its way into theUniversity syllabus in HR,
Marketing andCommunications courses and the scienceof employer
branding will advanceEmployerbrandingtowards2020....ConsiderBrett
MinchingtonHaving spent the best part of the last decade
researching,writing, speaking and consulting in the field of
employerbranding, I thought as this new decade begins now wouldbe a
good time to reflect and share my opinion on employerbranding
trends towards 2020 and how they will impact on
theworkplace.Scenari e Nuove Tendenze
2. 6E m p l o y e r B r a n d i n g R e v i e
wwww.workforcetmcommunity.comas an increasing number of
academicsand students undertake researchin employerbranding
building uponthe research previously undertaken inemployee
engagement, organisationalpsychology and brand management.3) Less
is more, small is big. As everydollar spent has come under closer
scrutinyduring the Global Financial Crisis,this culture will
continue towards 2020and leaders will need to demonstrate aROI of
investment in employer brandingand how it impacts on delivering
thecompanys mission and vision - two areasthe top companys get
right whilstothers actions fall well short of theirpromise leading
to disengagement andlack of trust amongst employees.There will be
an increased focus onemployer brand strategy developmentto avoid
brand fragmentation and confusionwhich exists when the
marketproduces innovative ways to attract, engageand retain talent
faster than companiescan keep up with. There will beless focus on
creative communicationsand more focus on relevancy,
customisationand authenticity as companiesinvest to build their
brand from the insideout and reward behaviours whichreflect a
defined employer brand positioningand strategy which takes a
holisticapproach to the employee lifecycleand diverse employee
segments.4) The talent crisis becomes thematching crisis. Companies
will tuneinto the global network of untappedtalent in emerging
economies such asIndia, China, Middle East and Turkeywhere
technology and access is acceleratingskill build in these regions.
Asorganisations become more knowledgeand technology reliant the
demand formore diverse skill sets will result in companiesbuilding
virtual teams of specia 3. 7www.workforcetmcommunity.comlists on
retainers in order to keep up withthe accelerating pace of market
change.Companies will leverage affordable,high quality technology
to connect virtualteams and provide an environmentwhere employed
and contracted talentfeel valued and a sense of belonging, -an
experience much like the one todaybeing enjoyed by millions on
social networkingsites. The uptake of Talent RelationshipManagement
(TRM) softwarewill accelerate in much the same wayas Customer
Relationship Management(CRM) technology did in the 1990s
ascompanies strive to find competitiveadvantage in TRM lets hope
the samemistakes arent made!The demand for specialist
virtualconsulting will accelerate towards 2020as the demand for
real-time access andtransfer of explicit to tacit knowledgeto
optimise performance demands realtime reflection, feedback and
action. Thegame will be won by the companies whocan match talent
(from anywhere on theplanet) to be up to speed on roles and
responsibilitiesmuch quicker than todays3-6 month onboarding period
allows.5) Relationships will replace reputa-tion.The key to
sustainable businesssuccess has always been established inthe
relationships between the peopleinvolved, not just in a superior
productor service. The cost of a bad hire or vendorselection is
costly so companieswill rely less on a pitch for service, andtender
processes and choose partnersbased on a previous working
relationshipor referral when allocating resourcesfor employer
branding initiatives.The key shift will come in defining,nurturing
and evolving relationshipsbased on a value return as opposed to
thebigger is better approach companies andagencies have strived for
the past 20 years 4. 8E m p l o y e r B r a n d i n g R e v i e
wwww.workforcetmcommunity.comleading to redundant information
anddisenchantedcandidates and vendors.6) Employer brands become
global.In the past decade employer brandshave been highly
localised. Thats whyan organisation that is judged a number1
employer in the USA may only ranknumber 6 in Asia. The evolution
for theworlds leading employer brands is tofind closer alignment
between the culturenuances in attracting and retainingtalent in
different countries and cultures.This will require increased
communicationsbetween Head Office and Regionalleaders. I am amazed
of how many globalbrands talk about having a global employerbrand
strategy and when I meettheir regional leaders they advise,
WhatGlobal Strategy. Technology will supportimproved global
collaborations betweenregional offices but it is going to take
aculture change of moving from a commandand control employer brand
leadershipat headquarters to a collaborativeand evolve employer
brand leadershipstyle to enact engagement across regionswhich
enhances business performance.7) Slow is fast. Information will be
deliveredfaster towards 2020 but the churnof redundant information
will becomeslower. Technology and tools will getbetter at filtering
out noise that has thetendency for employees to waste
productivetime online and on social networkingchannels.Training
will become a daily occurrenceinside organisations and tools
willallow for knowledge to be requested,captured, customised and
transferred toemployees via their hand held communicationdevices.
Employees will receive realtime updates aligned with their career
developmentplans and leaders will be ableto view real time updates
on performanceto plan and provide coaching and mentoringbefore or
at the moment when itis most needed rather than 3-12 monthslater at
a formal performance review.8) Organisations will get naked. Justas
reality TV shows have become thenorm the past decade, reality
workplaceTV will become the norm towards 2020as companies allow
access into the cultureof the organisation through webstreaming and
reality shows about theday to day operations of what makes
thecompany a success or a failure. Viewerswill be encouraged to
participatein and solve workplace problems similarto how
crowdsourcing works today.Job offers will be made and filled
withinhours as companies exploit the benefitsof crowdsourcing.9)
Work becomes living. Companieswill empower employees to come andgo
as they feel is required to deliverthe outcomes of their role. The
level ofdistrust in corporations today will be atipping point for
talent to move to anorganisation that provides an
employmentexperience which is closer alignedwith their lifestyle
choices.Exiting baby boomers will pave the wayfor a new workplace
dynamic whereGen Xs, Ys and Zs will provide a meltingpot of skills,
attitudes and a can do attitudewith lower levels of
bureaucracy.Just maybe, this reduction in bureaucracywill provide
talent with an increasedsense of ownership of time as efforts
arefocused on outcomes and performancerather than politics and
bureaucracy.10) Connected, cleaner and greener.The penetration rate
of the internet isgrowing at rapid speed in emergingeconomies and
along with the increasingspeed and lower cost of delivery,
companieswill increasing opt for greener consultingservices which
can be deliveredover the web rather than in-person andin doing so,
save on time (which will addvalue to #1 trend) and carbon
emissions.This will add up to significant tangible savingsand
market support for companiesamongst all sections of the
community.Top talent will choose between companieswho can
demonstrate they care aboutmaking the world a better place to
liverather than just maximising profits at theexpense of societys
negative externalities.Some closing thoughtsIf the economic
downturn hastaught us one thing, it is the value ofthe three
business performance pillarsof trust, communication and
leadershipin building competitive advantage. Therate of
technological innovation is increasingat rapid speeds and the
greatestchallenge for business will be tomanage the needs of
shareholders andemployees to ensure that profit is returnedin a
manner that is both healthyfor the environment and for employees.We
should not forget these pillars havealways been within our reach,
the challengewill be how we balance our focuson them whilst
managing the complexitiesof the workplace towards 2020.About the
authorBrett Minchington, Chairman/CEO of EmployerBrand
International and Managing Director ofCollective Learning Australia
is an Internationalemployer brand strategist, author and
educator.Bretts expertise in Employer Branding ledhim to author
Your Employer Brand attract-engage-retain in 2006 which has since
beensold in over 42 countries. Brett has deliveredemployer branding
key note addresses,executive briefings, masterclass events
andchaired Summits in 30 cities in 20 countriesand has been
published in HR, Marketing andManagement magazines globally
includingThe Economist and Business Week. With aglobal perspective
on employer branding he isalso a regular commentator for the media.
5. Certificate inEmployer Brand LeadershipAbout Employer Brand
InternationalEBI provides research, advisory and thoughtleadership
in employer branding throughstrategic consulting,
conferences/training,publications, research and global
think-tanks.EBIs expert services are providedthrough an
international network of expertemployer brand Senior Associates.
EBIsGlobal Advisory Board consists of leadingcorporate
professionals and academicsfrom around the world.Why choose to
study the Certificate inEmployer Brand Leadership? Study for an in
demand leadership skill Case study approach to supporttheoretical
frameworks Real world application Flexible study options Supportive
learning environment Access to the worlds most extensiveemployer
branding learning resources Alumni support1. Since 2007 EBI has
trained thousandsof managers in employer branding inmore than 50
cities in 28 countries.2. Access to an employer branding
globalcommunity of 3500+ members.3. Course is supported by world
classlearning resources including books,handbooks and global
research reports.4. The first course of its kind offered
inpartnership with educational institutions,business and the
community.5. Accredited by EBI5 QUICK FACTSEnrol
Today!www.employerbrandinternational.com 6. WELCOME FROM
THECHAIRMAN/CEOWelcome to the Certificate inEmployer Brand
LeadershipCourse a contemporaryleadership program formanagers
around the world.Since 2007, Employer BrandInternational has
conductedtraining for thousands ofmanagers in employer brandingin
more than 50 cities in28 countries including Australia, Belgium,
Denmark, France,Germany, Italy, Russia, UAE, UK, and the
USA.Employees are fast becoming central to the process of
brandbuilding and their behavior can either reinforce a brands
advertisedvalues or, if inconsistent with these values, undermine
the credibilityof your messages. Employer branding is a whole of
businessconcept concerned with the attraction, engagement and
retentioninitiatives targeted at enhancing your companys employer
brand.The contest amongst employers to attract and retain talented
workerstakes place in a world where changes in the political,
economic,social and technological environments and concerns about
acompanys environmental footprint is driving widespread change
inemployment patterns. Today, competition for the best employeesis
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 learningexperience in the
growing field of employer branding.Our emphasis is on assisting you
to develop leadership,communication, problem solving and team
building skills, whichwill enable you to better understand and deal
with the complexissues of management in a changing business
environment.In selecting students we look for high quality people
with the potentialto not only benefit but also contribute to the
learning experience.Whilst practical in orientation, your learning
experience will includenetworking with like minded professionals
around the world tosupport a solid theoretical grounding in
employer brand leadership.Organizations that can attract and retain
the best minds byleveraging a unique, relevant and distinctive
employer brandwill have a competitive edge in the marketplace.We
look forward to welcoming you and wishyou the very best with your
studies.Brett MinchingtonChairman/CEOEmployer Brand
InternationalPROGRAM STRUCTURECORE MODULE ATHE BUSINESS CASE FOR
EMPLOYER BRANDINGStudy Unit 1: The Fundamentals Of Employer
Branding (EBLFU)CORE MODULE BBEST PRACTICE IN EMPLOYER
BRANDINGStudy 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 & SocialMedia (EBLSM)Study Unit 7: Employee and
Customer Experience (EBLCE)CORE MODULE CTHE FUTURE FOR EMPLOYER
BRANDINGStudy 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 APPLYApply online
atwww.employerbrandinternational.comor to enquire please email
Andrea at:[email protected] direct all
courseenquiries to:Ms Andrea FieldingP +61 8 8443 4115F +61 8 8443
4149ALUMNI SUPPORTThe EBI Employer Branding Global Community is an
important part ofthe life and community of the School, as it forms
an integral part of theSchools business relationships.The network
is diverse, including students and graduates who work andlive
locally, interstate and overseas.With more than 3500 members, the
EBGC supports members invarious ways: Fostering global networking
opportunities Informing the business community of latest trends in
employer brandingwww.employerbrandinternational.com