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    How the Automotive Technology Space Is Attracting New Talent

    Big changes in the automotive technology space have inspired a renewed focus on attracting tech talent and workplace diversity for this company’s employer brand leadership.
    That focus is just one of the creative challenges Joanna Babiarz faces as Aptiv’s Global Employer Branding Director.
    Your Candidate Messaging Should Evolve with Your Industry
    Recent and rapid tech innovation is rendering certain skill groups obsolete while placing others in high demand. This is especially true of the automotive industry, which now courts very different talent pools than it did a decade ago, according to Babiarz.
    At first, Aptiv’s employer brand messaging wasn’t focused on tech. However, after clocking the industry shift toward being a tech-centric space, Babiarz and her team reshaped their candidate messaging to grab the attention of tech talent and position Aptiv as a competitive employer to this sought-after demographic. Today, roughly one-third of Aptiv’s engineers are software developers and ship over 40 billion lines of code each day.
    To Achieve Workplace Diversity, Start Early
    Refurbishing your employer brand is an ideal time to ensure your messaging reflects your values. During a recent rebrand, Babiarz and her team realized they had an opportunity to disrupt an automotive industry trend with Aptiv’s employer branding: its male-dominated workforce.
    Aptiv employs a diverse team of workers from many backgrounds, but like most other companies in the space, it still struggles to reach women and other demographics underrepresented in STEM. “We are trying to change this ratio. We are trying to show that this space is a fantastic opportunity for growth for anyone, regardless of gender or ethnicity,” Babiarz says.
    What Candidates Really Want
    Today’s candidates don’t just want to collect a paycheck; they want their work to hold meaning. Babiarz observed this when talking to Aptiv employees who’ve stayed at the company for five years or more, as well as those who returned after leaving for a different job.
    She noticed a theme among employee responses: “They have a purpose here. It’s not that they’re working on another software app; they’re helping save lives and mitigate the risks of accidents. They offer solutions that reduce emissions.”
    No matter the nature and scale of the shifts occurring in your industry, Babiarz’s advice to employer brand leaders is the same: Ask your employees about what needs to change. “It’s not always about the market trends or what the stakeholders expect from you,” she says. “You have to talk to your employees!”

    To follow Joanna Babiarz’s work in employer brand, connect with her on LinkedIn. For help gathering data and insights you can act on to improve your company, get in touch.
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    Activating Employer Brand as a Science and Technology Company

    Successful employer brand activation is all about thinking globally for this 352-year-old, progress-driven science and technology company.
    Merck Group has dedicated itself to furthering human progress through science and technology. It’s a lofty mission and one its team takes very seriously, particularly employer brand leader Chris Dinwiddy.
    You Value Curiosity
    Merck Group’s EVP, “Bring your curiosity to life,” carries two meanings for Dinwiddy. It invites employees to nurture their curiosity, but it also encourages employees to direct that curiosity toward improving life on earth. Curiosity isn’t just a trait of a great hire; it’s a skill that helps Merck Group make the world a better place.
    Curiosity also motivates the employer brand team’s investment in its ambassador network. With so many markets worldwide (including China, the US, Germany, and others), Dinwiddy has realized the importance of nurturing one-on-one relationships with regional heads of recruitment and demonstrating an interest in their unique region.
    You Stay Innovative
    When courting an in-demand demographic, filling a specific role type, or launching a campaign, the employer brand team relies on SAP SuccessFactors tools and custom landing pages. They keep a close on their Google Analytics and other sources of quantitative data, while also tracking more qualitative feedback (candidate comments like ”I didn’t know much about you before I applied” or “I’ve seen your brand around”) to measure success.
    The team is also trying out a new tool that’s been instrumental in gathering employee-generated content: an app called PathMotion, specifically designed to help candidates connect with employees.
    You Prioritize Humans
    “The recruitment industry’s drifted in the last few years away from corporate and polished,” Dinwiddy observes. Now, candidates are responding more to honest, authentic, and candid messaging.
    For Dinwiddy, this human-centered and end-user-focused culture is key to what makes it a great place to work and such an easy employer to promote. In describing his experience at Merck Group, Dinwiddy offers the same kind of candidness he encourages in brands: “My job’s really special. I work for a brilliant company—and I’m not just saying that because they pay my salary!”

    To follow Chris Dinwiddy’s work in employer brand, connect with him on LinkedIn. For help gathering data and insight that you can act on to improve your company, get in touch.
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    Building Employer Brand Awareness with Global Tech Talent

    Everyone’s looking for tech talent, and the competition within this highly in-demand market is steep. This is the challenge Liz Gelb-O’Connor faces as ADP’s VP/Global Head of Employer Brand and Marketing. Here’s how Gelb-O’Connor and her team are tailoring their employer brand strategy to attract tech talent specifically.
    Building Global Awareness
    As a payroll services provider, ADP pays one out of every six workers in the US and is almost a household name. However, outside of the US, it doesn’t have the same level of recognition as major US consumer brands.
    The employer brand team spent 10 months researching the international talent markets that yielded the most candidates and nurturing relationships with partner organizations in other countries. The result was an EVP localized for each country—a monumental effort that turned out to be well worth it, Gelb-O’Connor says.
    Nurture Future Talent
    ADP’s employer brand team also devotes energy to the very top of the tech talent funnel, those that aren’t looking for work right now but may be strong candidates in the future. ADP’s tech blog, a first of its kind for the company, keeps future talent abreast of industry conversations and news while showcasing the brand’s innovation and the thought leadership of its tech employees.
    The results of this tech-tailored approach to employer brand have been powerful. In the five years since Gelb-O’Connor began leading employer brand, ADP has won industry accolades, and earned a strong NPS score for its candidate experience. Cost of hire has dropped, and the candidate conversion rate for the tech career site is twice the rate of its main career site (despite launching during the hiring slowdown of May 2020).
    This rapid change and growth around tech is one of the things that makes Gelb-O’Connor so excited to lead employer brand at ADP. “It never gets old,” she says. “That’s been the most rewarding thing: seeing how far we’ve come.”

    To follow Liz Gelb-O’Connor’s work in employer brand, connect with her on LinkedIn. For help identifying the values and culture you want to create in your company, get in touch.
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    Employer Brand at a Booming E-Commerce Company

    This pet care brand is building an exceptional culture while growing rapidly, thanks in part to its successful employer brand strategy. And though stay-at-home orders certainly played a role in Chewy’s success, it isn’t just the convenience of online shopping that’s driving its transformation.
    Its employer brand is helmed by Senior Employer Brand Manager Kara Hendrick, who has played a crucial role in helping Chewy keep pace with a season of rapid growth.
    Internal Champions
    The employer brand function at Chewy grew out of the company’s goal to raise awareness of the growing number of diverse roles it needed to fill. Chewy’s HR department was one of its first champions, which kickstarted company-wide enthusiastic support for Hendrick’s work.
    Hendrick knows that finding these internal champions is key to employer brand success, and she prioritizes building relationships with stakeholders in PR, talent management, branding, and social. These relationships are especially beneficial for employer brand projects with vast scope but limited resources; they help Hendrick avoid getting too “in the weeds.”
    Culture Investment
    This attention to the personal pervades Chewy’s culture beyond its customer service strategy. Team members aren’t “employees” but “Chewtopians,” and Chewy’s operating principles include statements like “Act like an owner.”
    When lockdown restrictions forced Chewy’s corporate offices and customer service centers into home offices, the company’s talent management and employee experience teams met with its CHRO and CEO to revisit and recommit to its values.
    No One-Size-Fits-All Strategy
    Chewy recruits for corporate customer service, tech, and fulfillment center roles, all while maintaining a unified message and navigating each talent segment’s unique challenges. Hiring for a diverse array of roles, Hendrick has learned, demands diverse strategies.
    “What attracts a software engineer in Boston isn’t the same as what attracts an operations manager in Dayton, Ohio,” she observes. Designing an employer brand strategy that will be successful for all these markets demands careful listening.
    This fact hit home in Hendrick’s early days at Chewy when she met with the Head of Fulfillment Center Recruiting. After listening to Hendrick present her grand plans for targeting fulfillment center candidates, he asked, “Have you ever visited a Chewy fulfillment center?” Hendrick admitted she hadn’t yet. But after her first visit, “It all made sense.”

    To follow Kara Hendrick’s work in employer brand, connect with her on LinkedIn. For help gathering the right data and developing strategies to make real change at your company, get in touch.
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    Attracting Talent to a Tech Company with French Roots

    This tech company with French roots has a unique way of framing its EVP—or, as Talend says, its JNSQ, or “je ne sais quoi.”“
    Talend was on a mission to put words to what were necessarily undefinable qualities of its brand and culture. What its people marketing team, led by Global People Marketing Manager Jonathan Hehir, uncovered was the importance of culture, diversity, and company-wide EVP stewardship.
    Why Culture Is Key
    “It’s tough for candidates to truly understand what their next business looks like and the type of culture they’re interested in,” Hehir says. “I can understand why candidates when they’re looking at their job search, are behaving more like consumers. Everyone’s edging for that little bit of attention.”
    According to Hehir, the people of Talend are close collaborators and united by love for their field. To succeed, Hehir’s team has to demonstrate that supportive culture to the rest of the tech world.
    What Makes a Unique Workplace
    Like many companies, the pandemic spurred the company to revisit its commitment to diversity and its employer brand. Led by its new CEO Christal Bemont, Talend sought out new ways to own its core values (agility, integrity, passion, and team spirit) and reexamined its “je ne sais quoi” (or JNSQ, as the team says).
    Among the many positive results of this self-reflection was a recommitment to making Talend an inclusive workplace: “An environment where people feel safe and feel a sense of belonging; a place where they can be themselves, even if they may not be visiting offices or their coworkers,” in Hehir’s words. Public reception was positive as well. According to Hehir, “People enjoyed the idea that we were celebrating people’s differences from the outset.”
    Revisit Your Culture’s Roots
    This sense of shared stewardship of the EVP, or JNSQ, has had a major impact on the success of Talend’s employer brand activation efforts.
    “Remember where your culture stems from,” Hehir advises fellow employer brand leaders. Remembering the people behind the brand, he says, is what gets him excited to tell Talend’s story—and welcome new faces into it.

    To follow Jonathan Hehir’s work in employer brand, connect with him on LinkedIn. For help with your own EVP, get in touch. We help you identify the values and culture you want to create in your company.
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    Is Your Employer Brand Helping or Hindering Your Hiring Objectives?

    Most employers agree that great employees are at the heart of every business. To secure the best candidates, hiring managers typically put significant efforts into two key facets of the hiring process: producing an attractive job advert and properly screening the applicant’s CVs.
    The interviews and onboarding that follow must be conducted with the utmost care, managed by members of staff with the knowledge and time to ensure they do not miss out on the opportunity to secure the right candidates.
    However, with 72% of recruiting leaders worldwide agreeing that employer brand significantly impacts hiring, the key to enticing top talent could lie within how attractive your business seems to potential employees.
    So, if you want to meet your recruitment objectives, it might be time to think about the meaning of business branding and how you can use it to gain a competitive edge in the market…
    The ins and outs of company brands
    In short, business branding is a way of identifying your business. It encapsulates what sets it apart, what makes its offering different, and, perhaps most importantly, reflects the company’s values.
    A company develops a positive (or negative) impression of its brand through the quality and competitiveness of what it can offer its employees, including its salary and benefits, management style, culture, and commitments. As such, branding and recruitment go hand in hand — particularly in the digital world, where so much business and hiring activity happens online.
    Organizations around the world are working on nailing their branding — but why? What benefits are employees looking for, and why is it vital to get it right?
    Firstly, it generates cost savings. According to LinkedIn, companies with positive employer brands or favorable reputations within the market can get up to 50% more applications than companies with negative brands. And that is not all; successful employer branding has multiple proven benefits for hiring businesses, including:

    Conversely, companies that fail to focus on branding stand to lose out significantly — financially and reputationally. One study revealed that 82% of prospective employees consider brand and reputation before applying for a job, which could prove disastrous for business growth and bottom lines in organizations that fail to meet expectations.
    So, can you afford to fall short of the mark in the current recruitment landscape?
    Establishing a brand for your business
    A strong employer brand is crucial for securing skilled, engaged, and leadership-bound workers.
    When done well, a branding strategy can deliver multiple functions simultaneously — from defining products and services to showcasing a unique approach to company culture. Consistent, first-rate employer branding should speak for itself, helping to communicate all a candidate needs to know through every interaction with your company.
    Though defining and developing your business brand is a long-term commitment, there are a few key areas you can focus on to improve how your business appears to prospective candidates…
    Refining your employer value proposition
    Branding works alongside employer value propositions (EVPs): an employer’s marketing message and promise to its employees regarding its core values.
    Every company’s EVP is different. It is the sum of everything you offer as an employer — an employee-centric approach that tells the story of your business and why someone should consider joining your team.
    An EVP can be conveyed through consistent corporate messaging and recruitment marketing that helps communicate key messages to the employees you are trying to reach. However, whilst talking a good game is great, you must also walk the walk to ensure your branding comes across as genuine — a key facet to succeeding in your goals.
    Bringing your online reputation up to scratch
    One of the trickiest parts of navigating the job hunt for candidates is working out which companies they would enjoy working for. So, ensuring your business’ reputation reflects well across the board is crucial — from online reviews and staff testimonials to official accreditations.
    Many employers throw out attractive perks and salary offers, but a growing number of workers look for something more. According to research by CareerBuilder, 83% of candidates are willing to accept a lower salary from an employer with an excellent reputation. So, building and maintaining your brand as a business can lead to lower salary responsibilities and attract more interest from serious job seekers.
    In today’s world, social media plays a starring role in business branding, with many candidates basing their employment decisions on the quality of a company’s online presence. Monitoring and updating social media pages and websites are critical to ensuring you put your best foot forward.
    Optimizing your onboarding process
    Candidates often gain their first impression of your business brand during recruitment. As a result, every onboarding stage should be carefully considered to ensure talent is not dissuaded from pursuing an opportunity within your company.
    For employers, this means issuing timely, thorough feedback, remaining organized, and staying up to date with the latest trends — from virtual recruitment and remote working to HR management.
    Of course, this can quickly become an overwhelming task — especially in the current candidate-driven market. So, experts recommend enlisting the support of a specialist recruitment agency to support a successful business branding strategy.
    After all, if you are going to invest time and money in your business brand, you want to do it right.
    By Julie Mott, Managing Director, Howett Thorpe.
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    How to Produce Engaging Social Media for Gen Z Candidates

    While it may be difficult to imagine the generation Z cohort succeeding millennials having a major impact on the workforce – with the majority still working their way through higher education and some having barely even left primary school – the reality is, that Gen Zs will make up 27% of teams by 2025.
    That’s why tapping into this talent pool, sooner rather than later, will be a key driver of cultural and commercial success for organizations of all shapes and sizes over the coming years. The question is, how?
    As digital natives who can’t recall a time on Earth without the internet, Gen Zs are undeniably tech-savvy, which is why social media will be a holy grail to help attract and recruit top-tier talent.
    Gone are the days of dry and colorless Indeed listings. Today, it’s all about injecting brand personality into every aspect of your comms, being omnipresent, and tapping into pain points with clear solutions.
    The reality is, that Gen Zs know what they want – and are willing to walk away if they don’t get it.
    Money-hungry recruitment rogues will tell you that the more you spend on your content, the more value you can drive – but that’s simply not the case.
    Gen Zs wants to feel valued
    It’s no secret that we’re operating in an employee-driven market. And with such fierce competition fuelling the race to get in front of jobseekers, demonstrating that you understand their needs and desires from the offset is crucial.
    In any workplace, Gen Zs want to be seen – both figuratively and literally – and the rising use of social media is only enhancing this expectation of employers. From team-building exercises and company events to shout-outs for individual achievements within your organization, consistently showcasing your people online will be a key driver to help pique the interest of prospective candidates.
    When it comes to recruitment ads, this element of value becomes increasingly important. Think of the listing itself as an opportunity to provide practical job information and hammer home on the prerequisites – think holiday allowances, retirement packages, flexible working policies, cultural initiatives, and more – but remember that the follow-up is equally, if not more, important.
    The reality is, that 17% of Gen Z applicants will want a job within a week of application. Let them know you want them, and do it fast.
    Omnipresence is key
    Don’t shy away from using a multi-channel approach. We already know that the threshold of communication requirements for this demographic is higher, so leveraging different platforms to make sure your brand is front-and-center is a must.
    But more importantly, make sure content is tailored appropriately to suit the style of each channel, so it doesn’t look like a lackluster copy-and-paste job.
    Not every person that stumbles across your comms will be actively looking for a new opportunity – and applying for a new role requires thought and consideration – but by increasing the exposure of your brand you have an opportunity to make a lasting impression on passive candidates too.
    If someone feels compelled enough by your content and your values truly resonate with them over a prolonged period of time, they might be inclined to seek out a position at your organization directly.
    Make it meaningful
    One of the most sought-after focuses for Gen Z jobseekers is an explicit focus on mental wellbeing – according to a recent survey by Employment 4 Students, 68% of 16-24-year-olds see this as a priority in the workplace.
    With this in mind, do you have the right support systems, resources, and initiatives available to meet these needs?
    We’re not talking about subtle nods to awareness days here, or half-hearted fundraising initiatives to help complete the charity champion tick-box exercise. Instead, efforts need to be focused, and they need to be consistently at the top of the agenda.
    One of the most effective and impactful things you can do as an employee to engage Gen Z jobseekers – and to have a positive impact on the world overall – is to promote a culture of acceptance. Create compelling content that not only celebrates open and honest conversations around mental health, but that shows you, as a company, see mental illness as no different from ailments such as cold and flu, sickness, or diabetes.
    Adopt a low-pressure approach through referrals
    When using social media to market your brand to Gen Z job seekers, it’s not just about public content, but more personal and private content too.
    According to data from talent acquisition experts, Yello, almost 62% of Gen Z job applications prefer to explore opportunities based on referrals. Let’s not forget that this cohort has always had access to the world’s information at their fingertips – they’re rightfully cynical and know not everything is always what it seems.
    By encouraging existing employees to share company content on their own profiles, and reaching out to prospective candidates via direct message, you’re able to make more trusted hires based on networks of people your teams already know, but slash budgets in the process.
    With a collective effort from individuals across the entire scope of your team, your current talent pool could be your company’s best asset when it comes to recruitment.
    Don’t forget that Gen Z jobseekers are big on feeling valued, too – and what says, ‘we want YOU!’ more than a direct outreach?
    It’s not Earth-shattering, this demographic is just more vocal about their needs. And that honesty is a real tonic in a recruitment landscape that’s uncertain in every sense of the word.
    By James Urquhart, Managing Director and Co-founder of Let’s Run Marketing.
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    Building Employer Brand at a Manufacturing Brand

    Ball Corporation is a leading figure in the aluminum manufacturing industry: It manufactures 50% of aluminum cans in North America, along with household products and aerospace technology. However, it hasn’t released a new customer-facing product in 25 years.
    That’s changing with the launch of its new, infinitely recyclable aluminum cup. This new product offers an alternative to the plastic cup and can be recycled as you would an aluminum can. The company’s hope is that consumers will reuse the cups when refilling their drinks, reducing plastic waste.
    Leading employer brand through these historic changes is Heidi Myers, Director of Global Talent Acquisition at Ball. Myers and her team have embraced this spike in visibility as an opportunity to frame the brand as part of something bigger. This framing, Myers hopes, will attract the next generation of great talent to Ball.
    Putting the Brand on the Map
    Ball’s product launch coincides with another monumental event for its brand visibility: It’s just received the naming rights to a sports arena (formerly the Pepsi Center) in Denver, Colorado, where Ball is headquartered. The move is part of a partnership with Kroenke Sports & Entertainment and another outgrowth of Ball’s sustainability efforts.
    Ball Arena’s presence in Denver is a huge step for brand awareness. Myers and her team see a tremendous opportunity to cultivate name recognition during home games and other events and sharpen their competitive edge as an employer.
    A Spike in Visibility Leads to a Spike in Growth
    What has all this headline-grabbing change done for Ball’s growth? A lot: The company is experiencing a 200% growth increase in North America alone and recently opened three new manufacturing plants. Ball’s team now encompasses roughly 18,000 employees around the globe.
    This rapid expansion poses some exciting challenges for Myers and the talent acquisition team. New plant openings mean attracting talent to locations where Ball hasn’t recruited before. The secret to keeping pace with all this growth, according to Myers, is activation. “Don’t underestimate activation,” she says. “Any resources you can dedicate to it, do it.”
    Myers recognizes the central role that employer brand and talent acquisition play in Ball’s future as an innovative, rewarding employer: “Talent acquisition is the backbone of an organization. Without good people, your organization is not going to grow.”

    To follow Heidi Myers’s work in employer brand, connect with her on LinkedIn. For help gathering data and insights you can act on to improve your own company, get in touch.
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