PB Speak

PEOPLE BUSINESS - NEWSLETTER
September 2013

The Employer Brand Maturity Model (EBMM)
Emergence of Employer Branding
Few years back (2005) there were very few examples of integrated brand management thinking within HR. Over the last eight years, there is a sea-change in how employer brands are developed and managed. The value of developing an employee value proposition (EVP) is widely recognized as a key step in establishing a consistent platform for all employer brand-related activities. The way in which EVPs are constructed and defined has subsequently shifted from being primarily focused on framing an attractive promise to potential recruits, to a more well-founded distillation of the key elements that characterize an organization's employment deal. EVPs and employer brand marketing have been aligned with corporate and customer brand propositions. It is also far more typical for organizations to ensure their people management processes and practices are consciously designed and monitored to align with their EVP.

Where do the global organizations stand?
People in Business with CRF institute recently conducted a pioneering research work with an objective to enable organizations to benchmark their employer branding practices against other global organizations. The survey was conducted for more than 270 organizations across 32 countries—Including BRIC Countries (Brazil, Russia, India & China). Despite the principles of employer brand management having been in existence for more than 10 years, and a general recognition of the value good practice can deliver, results showed that there is still some way to go if practitioners are to achieve the standards that are in place in relation to consumer brand management. The survey showed only 03 organizations (1%) achieve an overall ‘Optimizing rating’ with 65% achieving an ‘Emerging’ or ‘Developing’ rating.

Anatomy of an EBMM
The EBMM enables organizations to explore how they compare to best practice in the field and comprises of six key elements:  Business Status  Building an Insight Platform  Developing the Employer Brand  Activating the Employer Brand  Managing the Employer Brand Internally  Managing the Employer Brand Externally Scores are assigned to each stage of the employer brand management process and are further used to assess the maturity of organization practices. The established levels of maturity within the EBMM are: Latent, Emerging, Developing, Maturing and Optimizing.

Way Forward…
Being an Employer of Choice is increasingly becoming the goal of a number of high performing organizations worldwide. The corner stone of an employer of choice is a robust Employer Brand that is scientifically developed, managed and measured. The key point to note here is whether an organization has consciously worked on building an Employer Brand or not, every organization has an Employer brand. Therefore, it is recommended that every organization aspiring to become an Employer of Choice first conducts a structured Employer Brand Audit process to baseline their current status of Employer Brand Maturity.

People In Business — India | SE Asia | Europe | Americas | MEA | feedback@peoplebusiness.org

PB Speak
PEOPLE BUSINESS - NEWSLETTER
September 2013

AKHILESH MANDAL

Excerpts from the Article “Creating a compelling employer value proposition” written by Akhilesh Mandal & Dr. Sandeep k. Krishnan

The employer brand lends an identity to the company, which represents its core values and indicates how it carries on its business and what value it delivers to its customers, partners, employees and other stakeholders.
Employer Brand’ is a concept that has gained popularity in recent times. Organizations across the globe have started taking the term seriously and the trend is ardent in India too. Just as a corporate or product brand symbolizes certain qualities, perceptions, image and experience to its customers, an employer brand represents the same to the employees, current or prospective. Employee Value Proposition (EVP), the core of an employer brand, defines what you most want people both inside and outside your organization, to associate with you as an employer. It encompasses the bouquet of distinctive brand benefits that you offer. The employer branding journey may start from identifying the type of people that you as an employer want in your organization to be successful. As Richard Mosley, a pioneer and authority in Employer Branding, puts it, to ‘get the right people on the bus’. For some companies, it can get very specific, e.g., Apple wants people who are ‘natural communicators with a passion for technology’ or P&G looks for people who ‘thrive on challenges’. Many global organizations such as P&G, McDonald’s, Coca Cola, Accenture, Johnson and Johnson, Yum, Virgin, and Indian organizations such as RPG, Aditya Birla Group, Tata, Infosys, Genpact, Airtel have invested heavily in employer branding initiatives. Every organization intrinsically has an employer brand whether it realizes it or not. It is there for people and customers at large and as well as for employees. You do not own it but you can influence it. Therefore, the essence is how clearly you define the EVP on which you would build your employer brand. Please follow the link for the full article— http://www.humancapitalonline.com/view_article.php?aid=2190 OR Write to us - sandip.biswas@peoplebusiness.org/ +91 7483398520

Akhilesh Mandal, a senior partner with a global consulting firm and an accomplished consultant, has been partnering with several global and Indian organizations in the areas of employer branding and leadership development. With three decades of experience, he brings a rare combination of business and human capital understanding in his approach to craft solutions to enhance organizational performance.

. Dr. SANDEEP K. KRISHNAN

Dr. Krishnan has worked with organizations of repute like IBM, Infosys, RPG Group, and Ernst and Young. He has been a Head of HR and has worked in various HR transformation projects including employer branding projects. He is a certified Global Professional in Human Resources (GPHR) and has a certification in executive coaching from University of Cambridge. He is a fellow of IIMA.

People In Business — India | SE Asia | Europe | Americas | MEA | feedback@peoplebusiness.org

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