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Employer Branding on Campus

Employer Branding on Campus

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Published by: sonuabbasali on Apr 26, 2011
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employer branding
 
NOVEMBER 2006
 
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Campus branding is a relatively new field and requires intricate understanding of the branding principles, the principles of GEP, as well as a great understanding of the campus environment. A comprehensive understanding of these three aspects along with strategic approach to integrate them to achieve the best results is the key to effective branding on campus.
By T.Muralidharan & Rohit K.N Shenoy 
NOVEMBER 2006
employer 
branding 
on campusemployer on campus
branding 
 
employer branding
 
NOVEMBER 2006
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countries and cultures but multinationals too havepenetrated the Indian market to a great extent. With theincrease in operations comes the increase in need forskilled labour.The war for talent has reached new heights with HRmanagers and strategists alike, devising innovative andexhaustive approaches to attract talent. But do we havethe infrastructure in place to supply the talent that meetsthe growing demand? Here are some statistics:In essence, India has more than twice as many graduates as the population of Australia. But still, HRprofessionals are always speaking of skill shortage onthe one hand and barely 10% of corporate India is saidto use formal executive search on the other. So wheredo companies recruit employees from and how do they recruit? Campus recruitment is one major source.
The cream concept
The graduates who form the cream of the talent pool(graduates from the IIT's, the IIM's etc) always prefer to work for the best of the organizations.Similarly, all organizations too want to employ preferably the top 20% of the talent pool. Given the factthat the cream of graduates are spoilt on choice when itcomes to choosing an organization to work with, HRprofessionals and strategists have been expending enormous amounts of time, energy and financialresources to earn the 'employer of choice' tag for theirrespective organizations in the face of low unemployment and skill shortages. This is whereemployer branding comes into the picture.
S
ince the dawn of globalization and the subsequentboom in business, not only have Indian companiesexpanded their range of operations across
NOVEMBER 2006
Employer brand
Employer branding in the literal sense of the word iscreating or promoting an organizations' 'brand identity'. An employer brand is the emotional connection betweenthe employer and the employee - one that extends itself to the other stakeholders, the community at large andmore importantly, to the potential employees.Employer branding takes shape on the same lines astraditional product branding. While a Unique Selling Proposition or the USP is driven through traditionalbranding, the 'Good Employer Positioning' or GEP isdriven through employer branding.Similarly, while traditional branding puts forth the'why buy me' proposition, employer branding puts forththe 'why work with me' proposition. And finally, whiletraditional branding aims at product positioning,employer branding aims at employer positioning. What's common between some of the most popularbrands like IBM, Nike, Pepsi, Reebok and Microsoft forexample, is the fact that they are not just great brandsbut: people respect them, people want to associate withthem and people want to work with them. Greatconsumer and financial brands do not automatically mean great 'employer brands'. These brands haveevolved through years of employer branding.
The framework for employer branding
One of the effective frameworks that can be employedfor effective employer branding is the 'Good EmployeePositioning' or the 'GEP' framework. 'GEP' is aproprietary term coined by TMI Network, one of India'slargest talent management companies.The GEP philosophy is that successful organizationsare not 'good employers' to everyone. It emphasizes
Engineering in India113 Universities, 2,088 colleges (as on EOY 2004)MBA in India953 institutions (as on EOY 2005)Number of engineers produced in India,401,791(as on EOY 2005)in a yearCompared to India, China is the world leader -producing 600,000 engineers a year, the UnitedStates produces only 70,000 engineers and thewhole of Europe produces only 100,000.Major contributors69% - Tamil Nadu, Andhra Pradesh, Maharashtra,Karnataka and KeralaNumber of graduates in India48.7 million (as on EOY 2004)Technical jobs created in India in 2005125,000 (as on EOY 2005)Technical jobs likely to be created in217,000 (as on Feb 2006)India in 2006
 
employer branding
 
NOVEMBER 2006
the fact that every organizationhas a 'cult' culture and only members of the cult will stay andprosper, while the rest will perish. GEPis the positioning of an employer inthe minds of a prospective as well as acurrent employee - inthe competitive contextfor talent. It is also amatch betweenemployee needs andcorporate reality.Based on the work culture and otheraspects of an organization, their positionon the various axes of the GEP framework varies. For example, in a start up company that paysreally well and has an excellent work culture but has alow exit value and does not guarantee job security, theGEP graph may look something like the one below.The underlying principle of employer branding isthat the best employers deserve the best talent and viceversa. The critical questions that an organizations needsto ask themselves are: What kinds of people succeed within the organization? How do we attract such people? Why should or would such people work for us? It is inanswering these questions that the employer branding process takes seed. The GEP framework helps achievethis goal.GEP gives a relevant, factual and uniquemethod to assess an organization inside out. With the organization and the prospectiveemployee as the point of reference, the GEPapproach maps the external attributes likephysique andprojected imageas well as theinternalattributes like thepersonality andculture of theorganization.
 Why employer branding?
Employer branding directly increases the bottom lineprofitability of an organization by reducing attrition,increasing employee loyalty, reducing cost of hire andmapping the right fit. In the war for talent, with eachorganization vying for the top 20% or so of theintellectual capital, and having no alternative sourcing strategy, pedigree based hiring is becoming the
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dominant trend. What is not helping the cause of skill shortage is the factthat - On the one hand you have thetalent that is perceived as 'good' but it really is not, and on the other hand you have thetalent that is perceived as 'not good' but it isin fact good.The Campus TalentGrid below explains thedistribution of talentacross institutions by the way it is perceived andbased on hard reality.Ever walked into adepartmental store and wondered whichproduct to purchase from the vast display onthe shelf? With scores of manufacturerspromising niche and differentiation from the already existing plethora, the consumer is now left to sort themaze based on his or her own knowledge and perceptionof the commodity. Gone are the days when one wouldgo to the vendor around the street corner and purchase what was available rather than what was needed. Bring in recruitment from the candidates point of view andthe scenario is no different.In the 80's, campus placements in premierinstitutions like the IIM's was a month long affair - andeven at the end of the process, you would findunemployed students. But today, campus placementsin IIM's conclude in a maximum of a week, with most of the 'hot' offers being made onDay One. On an average, by the end of Day One of campus placements at IIMA, over 30top companies, both Indian and foreign, visitthe campus - and as a result, it is the student who choosesthe company and not theother way around. TheMarch 2005campusplacement process at the IIMB saw 78companies making 328 offers to 190 students,and 53 of the offers based in locations outsideIndia.
 What the MNC's think 
In a survey conducted by a leading magazine early this year, it was revealed that most MNC's consider only 25% of the talent pool of graduates employable. Why this huge gap? It is because most organizations aim for
GEP Framework 
Compensation& BenefitsProfessionalismRealistic GoalsInterdependenceSalaryPerksESOP'sRetirement Benefits JobSecurity&StabilityWorkCulture &EnvironmentTrainingSystemsExposureBargaining Power EthicsValuesEmpowermentEvaluationCompensation& Benefits JobSecurity &StabilityWorkCulture &EnvironmentExit Value

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