Hi,
I don't know where to post this, so I posted it here. I want to know how the HR department assists/initiates in employer branding. Does it play an important role? Is a company truly a good employer brand because it has appeared in the "best companies to work for" list?
From India, Mumbai
Acknowledge(0)
Amend(0)
12I don't know where to post this, so I posted it here. I want to know how the HR department assists/initiates in employer branding. Does it play an important role? Is a company truly a good employer brand because it has appeared in the "best companies to work for" list?
From India, Mumbai
Acknowledge(0)Amend(0)
Hi Sunayna
How are we to understand employment branding and its importance in HR today?
This question gets a bit trickier as there isn't alot written about employment branding.Although the term has been thrown around a lot in the last few years by agencies and employers, I'm amazed at all the things I hear. I've seen organizations relate everything from their latest recruitment campaign to the pictures they put in display ads defined as the de-facto “employment brand.” Now here are two bigger questions: What is your company's employment brand? And, what is your organization's people strategy? Stop and ponder for a moment or two. What is your organization's people strategy? If you had difficulty answering those questions, you're not alone. If you find yourself stumbling along talking about your mission statement, you're probably in
the majority. The fact is that your company's employment brand is
characterized by “what it's like to work at your company.” Who your company targets, what employees get from working there, and why your company is different are the key elements. It's a lot like traditional branding, except it's even harder for employment brands to truly be differentiated and known by the market in general. Why does an mployment brand matter? Well, to me it feels a lot like 1998 again. Unemployment across the country continues to decline and is again reaching into the 3% and 4% area in various markets. There's something different this time, however: we're not in a hyper-growth technology boom. We're in a slow, recovering economy that is growing and remaining
healthy. Four percent unemployment 20 years ago would have been unheard of; today it's not even a problem, yet alone a crisis. Most employers don't even realize that we're just seeing the beginning of the talent crisis that is going to hit the U.S. in the coming years. nderstanding your people strategy is what your CEO and board of directors want HR talking about in order to ensure that the organization has the talent to build successful organizations.
Talented people are going to become increasingly difficult to find. The changing demographics and aging workforce are impossible to ignore. We don't need to tell that to those in the healthcare profession, as they're struggling to find people any way they can. But all of our skilled workers are going to be facing the same fate. How do we as organizational leaders
ensure that we are in a competitive position to win in our business? It's not all that complicated: we need to be the organizations that get the largest share of talented people. But just how does a company obtain its “unfair” share of the limited talent pool? The best organizations have compelling people strategies that are perfectly aligned with the
organization's business strategy. Once the people strategy is aligned with the business strategy, you can begin creating a great place to work.
Creating that employment rand isn't just about employment
advertising. It's more about how the organization operates and how employees feel about their employer than about what you might put in your ads. In fact, if your employment advertising is disconnected from the true people practices of your organization, your brand is worse off. Creating phenomenal employment brands is about specifically understanding what people practices make your business different, unique, and something special to prospective employees. Having a deep understanding of your business strategy and translating that into congruent people strategies is the real and difficult job of strategic human resources. Understanding how to utilize the various levers of human resources to align and drive the organization is challenging work. It's not about implementing “best practices” that are done at other organizations;
it's about creating new best practices for your specific organization.
Author: Aaron Matos
:lol: :lol: :lol: hope a small tip for you
Regards
From India, Madras
Acknowledge(0)Amend(0)
How are we to understand employment branding and its importance in HR today?
This question gets a bit trickier as there isn't alot written about employment branding.Although the term has been thrown around a lot in the last few years by agencies and employers, I'm amazed at all the things I hear. I've seen organizations relate everything from their latest recruitment campaign to the pictures they put in display ads defined as the de-facto “employment brand.” Now here are two bigger questions: What is your company's employment brand? And, what is your organization's people strategy? Stop and ponder for a moment or two. What is your organization's people strategy? If you had difficulty answering those questions, you're not alone. If you find yourself stumbling along talking about your mission statement, you're probably in
the majority. The fact is that your company's employment brand is
characterized by “what it's like to work at your company.” Who your company targets, what employees get from working there, and why your company is different are the key elements. It's a lot like traditional branding, except it's even harder for employment brands to truly be differentiated and known by the market in general. Why does an mployment brand matter? Well, to me it feels a lot like 1998 again. Unemployment across the country continues to decline and is again reaching into the 3% and 4% area in various markets. There's something different this time, however: we're not in a hyper-growth technology boom. We're in a slow, recovering economy that is growing and remaining
healthy. Four percent unemployment 20 years ago would have been unheard of; today it's not even a problem, yet alone a crisis. Most employers don't even realize that we're just seeing the beginning of the talent crisis that is going to hit the U.S. in the coming years. nderstanding your people strategy is what your CEO and board of directors want HR talking about in order to ensure that the organization has the talent to build successful organizations.
Talented people are going to become increasingly difficult to find. The changing demographics and aging workforce are impossible to ignore. We don't need to tell that to those in the healthcare profession, as they're struggling to find people any way they can. But all of our skilled workers are going to be facing the same fate. How do we as organizational leaders
ensure that we are in a competitive position to win in our business? It's not all that complicated: we need to be the organizations that get the largest share of talented people. But just how does a company obtain its “unfair” share of the limited talent pool? The best organizations have compelling people strategies that are perfectly aligned with the
organization's business strategy. Once the people strategy is aligned with the business strategy, you can begin creating a great place to work.
Creating that employment rand isn't just about employment
advertising. It's more about how the organization operates and how employees feel about their employer than about what you might put in your ads. In fact, if your employment advertising is disconnected from the true people practices of your organization, your brand is worse off. Creating phenomenal employment brands is about specifically understanding what people practices make your business different, unique, and something special to prospective employees. Having a deep understanding of your business strategy and translating that into congruent people strategies is the real and difficult job of strategic human resources. Understanding how to utilize the various levers of human resources to align and drive the organization is challenging work. It's not about implementing “best practices” that are done at other organizations;
it's about creating new best practices for your specific organization.
Author: Aaron Matos
:lol: :lol: :lol: hope a small tip for you
Regards
From India, Madras
Acknowledge(0)Amend(0)
Hi!
My appreciations to Sunayana for starting the thread with this interesting topic and to Mr. Ram for his more valuable, comprehensive answer.
Being myself a Govt. employee, I always used to think that the present-day corporate organizations are the best places to work. When I used to read the special issues of Business World and other magazines bringing the list of Best Employers, I used to get amazed about the HR and other policies specified in those articles. But when I meet the employees of those organizations which topped the list, the picture from their version is different.
Some of my friends who work in few of the "Best Places to Work" comment that the Pvt. Organizations are not much better than Govt. orgns., particularly when they grow, as the Bureaucratic culture creeps in.
Still, I wonder, when the employees (as long as they work) say that theirs is the best place on earth to work, why they frequently look at other organizations to shift?
Doesn't the two-factor theory of Herzberg (Hygiene and Motivation theory) hold good in the Indian context?
From India, Hyderabad
Acknowledge(0)Amend(0)
My appreciations to Sunayana for starting the thread with this interesting topic and to Mr. Ram for his more valuable, comprehensive answer.
Being myself a Govt. employee, I always used to think that the present-day corporate organizations are the best places to work. When I used to read the special issues of Business World and other magazines bringing the list of Best Employers, I used to get amazed about the HR and other policies specified in those articles. But when I meet the employees of those organizations which topped the list, the picture from their version is different.
Some of my friends who work in few of the "Best Places to Work" comment that the Pvt. Organizations are not much better than Govt. orgns., particularly when they grow, as the Bureaucratic culture creeps in.
Still, I wonder, when the employees (as long as they work) say that theirs is the best place on earth to work, why they frequently look at other organizations to shift?
Doesn't the two-factor theory of Herzberg (Hygiene and Motivation theory) hold good in the Indian context?
From India, Hyderabad
Acknowledge(0)Amend(0)CiteHR is an AI-augmented HR knowledge and collaboration platform, enabling HR professionals to solve real-world challenges, validate decisions, and stay ahead through collective intelligence and machine-enhanced guidance. Join Our Platform.
HR department.zip
Best HR Practices - Great Place to Work.doc