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Using branding to attract talent

Using branding to attract talent

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Published by Pavithra
To win the best recruits, a company must know how they perceive its brand.
To win the best recruits, a company must know how they perceive its brand.

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Published by: Pavithra on Nov 06, 2008
Copyright:Attribution Non-commercial

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05/09/2014

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Using branding to attract talent
To win the best recruits, a company must know howthey perceive its brand.
Competition for talent is heating up in many industries and will probably intensify, sincedemographic trends make it increasingly difficult for companies to replace valuedemployees when they retire. In response, many companies are trying to sharpen the waythey market themselves to recruits, by applying branding techniques to recruitment.Our analysis indicates that few companies are as rigorous or precise at brandingthemselves as employers as they are at branding their products and services. Experiencetherefore suggests to us that many of these initiatives could fail. For a company to exploitits brand effectively when it fishes for talent, it must think of recruits as customers, usesophisticated marketing analysis to identify its key rivals, determine which corporateattributes matter most to specific types of recruits, and understand how best to reachthem.Surveys that rank favorite employers by industry are common; so too are surveys basedon the recruits' academic focus, such as business, engineering, or science. But thesesurveys don't provide employers with the knowledge they really need: information onwhich companies are the most formidable competitors for the recruits they want and howto become more effective during the various stages of the recruitment process. Such areasof focus include increasing their name recognition among applicants to making potentialrecruits more familiar with what they do to persuading those recruits to consider themactively, apply for their jobs, and, finally, accept their offers.Two McKinsey surveys
 
examined the percentage of students favoring specific employersand the level of competition among companies. Such an analysis can yield quiteunexpected results. In this particular case, several high-tech, automotive, and travelcompanies turned out to be pursuing the same recruits, while certain financial institutionswere not in direct competition for talent (Exhibit 1).
 
Identifying the competition is an important starting point for a company trying to decidewhich attributes it should emphasize at what stage of the recruitment process. Traditionalrecruiting focuses on functional employment benefits, such as job security; opportunitiesfor creativity and individual growth; and compensation. But an employer's intangible,emotional associations—"it's fun to work at this company," "we have a passionate andintelligent culture," "there is a strong team feeling here"—are just as important to recruitsas similar associations with branded consumer goods are to potential buyers. Socompanies would do well to compare themselves with their peers on both functional andintangible dimensions.
 
Simple comparisons of data about recruits are useful, but multivariate statistical methods,such as logistic regression, promote a more precise understanding of what really mattersto recruits. Such tools can highlight the way an employer's strengths and weaknessesstack up against those of competitors at each stage of the recruiting process. The greater the insight, the more the brand-building effort can focus on one or two high-priorityrecruiting stages.One company we studied, for example, realized that its brand was particularly bad atconvincing recruits that it was "for people like me"—one of the top priorities amongtargeted recruits early in the recruiting process (Exhibit 2). Once the company identifiedthis weakness, it was addressed in a quite straightforward way through recruitingmaterials and interactive events. It's too soon to measure the outcome of these efforts, but

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