The Course Structure

YOUR JOURNEY FROM KICK-OFF TO CERTIFICATION 

Below is what the course structure looks like if you take what we call the
"International Version." This package includes attending our kick-off
and certification events at one of our international locations listed in the
previous step.

The "Online Version" reflects this structure as well, the only

difference being that you get started with a recorded introductory
webinar, and you will present your certification project through a live
online webinar available monthly with other participants who have signed
up. Also, you will have up to 6 months to complete the course.

So, what's the difference between this free trial and the full
package?

In the below document, you can see the full outline of the course, and in
there we have also marked which parts have been included in the free
trial.
WCEB Full Course Structure

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As you continue past this introduction section, you will see that each full
module begins with a page simply titled: "MODULE X". This page:

1. Begins with a short intro video,

 2. Outlines the subject matter,

3. Indicates the key learnings, and

4. References the steps from the 9 step model that the module

covers, or "passes through."

What's the 9-step model? It is our golden beacon that we're passing

along to you. Check it out on the next page...
9-step model

This is "THE" 9-step model. The foundation of the course, and your

roadmap to EB success.

Hint: They are color-coded based on what module addresses them.

Module 1 covers steps 1-2, module 2 covers steps 3-4, etc.

Step descriptions:
With this firmly under your belt, you will better understand the flow and
where you are at every stage of the course. 

Finally, the following page will give you some final tools to fully prepare
you to navigate the course contents.
Course Components

The following icons appear throughout the course as you go. They are
simply indications of particular actions, *material, etc. 

*The documents and exercises are provided in the purchased

course. Wondering what material is included? Under "Library"
below you will find listed the resources the course offers.
LIBRARY

Module 1:

 Critical stakeholders checklist

 External vs internal focus template
 Talent need template
 Competitor analysis template
 Employer brand health check
 14 reports and links to other articles for further reading

Module 2:

 Objectives and KPIs template

 Business case presentation template
 14 reports and links to other articles

Module 3:

 Persona creation template
 Communication mix template
 14 reports and links to other material

Module 4:

 Business case presentation template

 Employer brand management touchpoints template
 6 reports and links to other material

Finally, please note the following features that become available

when registered in the course:

 A list of the other participants enrolled in the course on the

start page.
 A "comment" section on the bottom of every page. Here you
may ask questions related to the page's content that other
participants can answer and vice versa.

 
Now as you start the next section remember, you will end up on
the "MODULE 1" page in the first section of module 1.

Ready?

Go go go!!!

MODULE ONE

This module will address steps 1-2 of the 9-step model.

1.1.1 SUCCESSFUL ORGANIZATIONS START BY FINDING THE
RIGHT TALENT

Jim Collins' study of over 1400 ‘good’ companies and what made the
difference for the 11 companies among them that became truly ‘great’
reached one very key conclusion:
 “You are a bus driver. The bus, your company, is at a standstill,
and it’s your job to get it going. You have to decide where you're
going, how you're going to get there, and who's going with you.

Most people assume that great bus drivers (read: business leaders)
immediately start the journey by announcing to the people on the
bus where they're going—by setting a new direction or by
articulating a fresh corporate vision.  

In fact, leaders of companies that go from good to great start not

with “where” but with “who.” They start by getting the right people
on the bus, the wrong people off the bus, and the right people in the
right seats. And they stick with that discipline—first the people, then
the direction—no matter how dire the circumstances.” 
 

We all understand that finding the right people is critical - but it's not
easy...
In the full course, you will find documents, articles, and templates
listed under these icons "Digging Deeper" and "Exercises".
1.1.2 FINDING THE RIGHT TALENT IS BECOMING MORE DIFFICULT

Manpower has been reporting on the status of the global talent market
for over a decade and for the last 10 years the proportion of companies
reporting difficulties in attracting the talent they need has increased
significantly.

Now of course given the development of the Covid crisis in 2020, this
challenge is even more stark. 57% of EB/TA leaders from leading
companies expect hiring to get harder, not easier, over the next 12
months (Universum EB Now Survey 2020, to be published).
1.1.3 THE WAR FOR TALENT IS LIKELY TO CONTINUE 

Today, the candidate market is 90% Candidate Driven!

The Workforce Crisis of 2030 - And how to start solving it now

This gem is from 2014 but continues to be a running favorite among our
participants. It's interesting to listen to this, half a decade later, and see
how these forecasts are coming true.

In the video, BCG's Human Resources expert Rainer Strack says

that by 2030 many of the world's largest economies will have more
jobs than skilled people to perform them. 
1.1.4 EMPLOYER BRANDING HELPS ATTRACT THE TALENT
YOU NEED TO SUCCEED
 
Organizations that want to attract above average talent have a simple
choice to make. They can either choose to pay above average, or they
can choose to create an above average reputation (and experience)
as an employer. Most leading organizations around the world clearly
now believe that the second course of action is the smartest and most
effective in delivering sustainable performance, and now more than ever
due to the crisis.

Employer branding enables organizations to strengthen their talent

pipeline:

•Building awareness through well ‘branded’ and targeted

communication;
•Attracting consideration through relevant and interesting content;
•Winning preference/desire through differentiating and persuasive
content;
•Driving application through compelling calls to action.
 
The stronger the funnel, the more invested your employees will be. 

Covid Insights

From 28 Feb - 17 Apr of 2020, Universum conducted a global survey in

which at least 62% of ALL companies consider employer branding a top
priority (not just the ost attractive employers). So as you delve into your
employer branding, keep in mind that what companies say and do during
this time will matter now more than ever. 

 
 "True character is revealed in the choices made under pressure - 

the greater the pressure, the deeper the revelation,

the truer the choice to the character's essential nature."

- Robert McKee, Master Story-teller

1.1.5 SUCCESSFUL ORGANIZATIONS BUILD STRONG EMPLOYEE
ENGAGEMENT 

More than two decades of rigorous research have shown that high

levels of employee engagement are associated with stronger
business performance. In other words, it's not just a question of hiring
the right talent, it’s equally vital that organizations do what it takes to
keep their employees motivated, loyal and positive advocates of the
company.
We can safely say, it's worth it - and more important than ever...
1.1.6 EMPLOYEE LOYALTY IS BECOMING HARDER TO SECURE 

While there are variations from market to market, employee

engagement and intent to stay with their current employers has been
in decline over the last couple of years*. The difficulty retaining
employees reflects the same candidate-biased market situation driving
talent attraction difficulties.

This attrition is estimated by the US Work Institute to cost the

organization 34% of each leavers’ annual salary.

Typical Costs Associated with Attrition

*Work Institute 2019 Retention Report

Other sources:

Willis Tower Watson - Mapping the New Total Rewards Journey

Kincentric - 2019 Trends in Global Employee Engagement
Gartner - Quarterly Update on Global Workforce Trends

It's important to understand these consequences to further understand

and communicate the gains of a strong Employer Brand. Even now,
when you may need to freeze your hiring - or even lay off some
employees - your current engagement will play a role in stemming future
unnecessary attrition as we slowly bounce back.

With this in mind, let's jump into the topic of engagement on the next
page. 

 
 Okay! Now remember, there is more to this first section of module
one. However, as part of the free trial, the next next page will simply
give you a glimpse of the next section. Then, we'll jump ahead and
take you straight to Module 2! 
1.2.1 UNDERSTANDING THE WIDER STRATEGIC AGENDA

Employer Branding can be narrowly defined in terms

of presentation (creating an attractive shop window), and largely
restricted to recruitment marketing, but as we have
demonstrated building a strong employer brand requires a fully
integrated, cross-functional strategy. The ultimate strength of your
employer brand depends on what people find in the shop, not what they
see in the shop window. 

For this reason, effective employer branding requires

close collaboration between HR, marketing, recruitment and leadership
teams. It absolutely essential that everyone is clear and committed
to the same strategic objectives. This includes an understanding of
how the employer branding strategy supports the overall organizational
strategy, and the implications of the employer brand strategy to HR,
marketing and leadership. 
 Again, that's it for module 1 for now. Next, we will continue by
giving you a sneak preview of Module 2.

How clear is the overall  strategy within your current organization?

How would you sum it up if asked to explain in simple terms to a 

MODULE 2
 MODULE 2

This module will address steps 3-4 of the 9-step model.

2.1.1 UNDERSTANDING THE VALUE OF STRATEGIC ALIGNMENT

The general foundation for this module is the following: effective

employer branding requires close collaboration between HR,
marketing, recruitment and leadership teams. For this reason, it is
absolutely essential that everyone is clear and committed to the same
strategic objectives. This includes an understanding of how the employer
branding strategy supports the overall organizational strategy, and
the implications of the employer brand strategy to HR, marketing and
leadership.

It's also important to establish key performance indicators (or KPIs) -

specific, concrete objectives expressed in terms of quantities and
timelines. Measurable goals are important to an organization because
they enable managers and employees to evaluate progress.

To achieve this clarity and alignment not only requires a good

understanding of existing organizational, HR, brand and marketing
strategies (as discussed in module 1), but also effective stakeholder
management and communication skills. In addition to agreeing on the
employer branding objectives, you will also need to win support and
investment for the plan of action you believe is required to deliver on
these objectives. For this reason, we also include guidance on
developing your employer branding business case.

See how Volvo Cars describe how their strategies connect:

The next step will help you to get started by making sure you are setting
out in the right direction.
2.1.2 WHY SHOULD YOU SET YOUR OBJECTIVES BEFORE
ADDRESSING YOUR EVP?
While defining or refreshing the Employer Value Proposition is often the
main focus when setting out an employer brand strategy, it should not be
confused with your strategic objectives. These objectives should follow
your analysis of organizational talent needs and the current status of
your employer brand, and should inform your EVP development, not
follow it.

There are two main reasons for this:

The following sections of this module provide guidance on identifying

these objectives and KPIs and how you can translate these into a
compelling business case for investment. 

Note that you may not be in possession of all the research you would
ideally like to complete your analysis of the current employer brand
status, but you should still have enough to create some reasonably well-
founded hypotheses that subsequent research (with the appropriate
investment) can confirm.

So go ahead and listen in the next step as Claes gets you started with
some of his tips!

2.1.3 SETTING OBJECTIVES AND KPIs

*Dig Deeper video provided in full course

 
We suggest you translate your analysis (from module 1) into a long list
of potential objectives, which you can then prioritize into a more focused
short list for your business case. Download the objectives checklist in
this step to help you align with these four main goals:
For each objective you should try and
establish concrete and measurable KPIs. Establishing KPIs for the
wider organizational objectives may be discounted from this as the
employer brand generally plays a supporting role rather than a primary
driver of success in these cases. However, you should be able to do this
for the objectives relating to talent, brand and marketing
effectiveness. Download the checklist we've added in this step which
identifies the KPIs you should consider for each objective. Then you can
continue and focus on your case.
MODULE 3

MODULE 3

This module will address steps 5-6 of the 9-step model.

3.1.1 - THE IMPORTANCE OF VISUAL IDENTITY

New Brand Identity Deloitte

The importance of visual identity

Did you get the idea from Deloitte's video? This is a great example of a
well-established visual identity. With this, we also hope to get your mind
set for the creative journey ahead in this module! We want you to really
shape your brand identity here and show it.

It has long been recognized that how you look communicates as much (if
not more) than what you say. Your visual identity represents the body
language of your brand, and provides a vital framing device for
everything you want to communicate to ensure the following:
Are you visualizing it already? Or are you wondering, 'where should I
start developing my ideas?' In either case there are some foundations
you should remember to take into consideration.
3.1.2 - ALIGNING YOUR EMPLOYER BRANDING AND CORPORATE
BRANDING
As we explained in Module 1, your employer brand forms one branch of
the overall brand tree, with the trunk of this tree represented by the
corporate brand, and your branding to different target groups
(particularly current and potential customers and employees)
representing different branches of the brand, tailored to each target
group.

We have also established that to build a strong brand it's important to

balance brand consistency with brand relevance. This means doing
your best to align your EVP with the overall corporate brand
proposition. It also means aligning the way you express your employer
brand visually aligns with the overall look and feel of the corporate
brand.
To do this we suggest the following steps:

 
Potential ways in which you may need to adapt your overall brand
identity guidelines to the specific needs of employer branding:

Deutsche Bank Corporate examples 

Customer Branding vs. Employer Branding 

Where should you begin now to look at your brand identity? We'll start
by showing you what to pay attention to in regards to your taglines.

 
 How would you rate your current brand identity in terms of stand-
out/differentiation vs. your key industry competitors?

How suitable is it for employer branding?

What might your organization need to do to enhance or extend

your current brand identity to make it more suitable for employer
branding?

*You will now be taken ahead to Module 4

MODULE 4

MODULE 4
This module will address steps 7-9 of the 9-step model.
4.1.1 - GAME ON - RALLYING THE TEAM
Great job on reaching the final module! You've come far in the course
and have worked on establishing your EVP and planned your
communication goals, but as Richard said to start off this module, the
extent of the success of all of this depends on the underlying
employment experience. The experience is a major part of making your
employees fall in love with your company.

To build a strong employer brand requires the active support and

commitment of management teams across the entire organization. If
you've involved a wide range of people in the development of your EVP
you should have already established some well-briefed advocates
across the business. However, once you've defined your EVP, creative
expression, and external communication plan, it's important to ensure
that everyone understands what you're trying to achieve, how they will
benefit and how they can help to make the plan a success. 
4.3.1 Measuring Success
All employer branding efforts have a short-term and long-term impact.
You can measure the short-term impact of your employer branding
activities in terms of immediate engagement with your marketing
communication and content, and your success in attracting suitable
candidates to the vacancies you need to fill. Likewise, the longer-term
impact of your activities can be measured in terms of your success in
generating wider awareness and consideration of your employer brand
among key target audiences, improvement in your employer brand
image and reputation, and internal improvements in employee
engagement, advocacy, and employee retention.

Establishing KPIs and a robust system of measurement is critical in:

In sum, you need something to benchmark your progress by. Let's take
a look at both short and long-term individually. 
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our brochure for more information about the upcoming edition of the full
Employer Branding training program:
EBA Global Brochure - 2020

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We look forward to having you as a valued member of our community.
Let us know if you have any ideas, feedback or questions — we're
always happy to help.
//The Employer Branding Academy Team