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    How to Cut Through Employer Branding Noise and Stand Out

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    A strong employer brand is a clear edge in attracting and retaining top talent. Job candidates today expect more from employers from first-time job seekers (GenZ) to people switching jobs or returning to the workforce. They want better pay, different and personalized benefits, and a great work experience. LinkedIn reports that 75% of job seekers consider a brand’s reputation even before applying for an open position. Meanwhile, what current and past employees say about their employer matters more than ever. 
    Perception is key, and perception is forged throughout an employee’s entire lifecycle with a company. That means employers need to map out an employee experience vision that focuses on key defining moments from job candidate to employee to former employee. 
    Employers spend a lot of energy attracting new talent through marketing and advertising, writing creative and fun job postings, and putting on a great show during an interview process. But none of that matters if your onboarding process falls flat or, 90 days in, the employee’s expectations of the job haven’t been met. Similarly, employees who don’t see a clear growth path within their company are also more likely to be dissatisfied and leave sooner. Poor offboarding also has negative consequences for a company’s brand. In fact, a company that does a poor job of offboarding employees after a downsizing or merger will find that only 54% of its job candidates trust the organization later, according to a Gartner study. 
    The answer is creating a holistic talent strategy that delivers a great employee experience rather than just advertising one. If you want future employees to buy into the selling points of your employer brand, it has to be a true and authentic experience for current and former employees. Considering about 65% of job candidates focus on current and former employees directly and through social media in their research of a brand, companies must realize the importance of shaping perceptions of their brand and its impact on candidate expectations. You need to ensure that current and former employees are sharing a positive public message about your company. 
    So, what can companies do to build a strong employer brand that will be echoed in company reviews and testimonials (both formal and informal)? 
    Start by intentionally designing touchpoints around company culture, employee support and development, and work experience, and provide the resources that employees expect to get from their employer. Periodically measure perceptions around those areas to know if your organization is falling short in any of those areas and commit to improving so current and former employees carry the message you hope job candidates will hear. 
    The simple answer to building a strong employer brand that will stand out amid all the noise is simply to create a workplace that people enjoy. If you’re doing that, or at least are on a journey toward accomplishing that, you’ll need to do the right things to get the message out. Here are some things to focus on: 

    Optimizing company-managed digital touchpoints. A company website should be user-friendly, visually appealing, and regularly updated with relevant content such as company news, employee stories, and career opportunities. Also, create a dedicated career section on the website that highlights the benefits of working at the company, includes employee testimonials, and provides clear instructions on how to apply. Social media should maintain active and engaging content that reflects the company’s values, culture, and achievements. Highlight individual accomplishments and growth. Respond to comments and messages promptly to show responsiveness and the company’s tendency to communicate well. 
    Enhancing external reviews. Ask satisfied employees and alumni to leave positive reviews on platforms like Glassdoor, Indeed, and LinkedIn. Identify internal champions and thought leaders and engage them on LinkedIn, especially by giving them public praise for accomplishments or contributions to the company culture. Highlight positive reviews and testimonials on your website and social media channels to build trust with potential job seekers, making it about what people have to say about you rather than your company singing its own praises. 
    Managing online reviews. Regularly monitor reviews on job and company review sites. Use tools like Google Alerts or dedicated review management software. Address negative reviews professionally and constructively. Acknowledge the issue, thank the reviewer for their feedback, and outline steps the company is taking to address the concerns. Develop a crisis management plan that includes a process and ownership for responding to negative reviews or comments. Use feedback from reviews to make tangible improvements in company policies, culture, and practices. When addressing negative reviews or public comments,  communicate changes with employees to ensure they know that it is a company priority to create a positive work experience.
    Unlocking the power of brand enthusiasts. Identify employees who are passionate about your company and are willing to share their positive experiences. Encourage these brand enthusiasts to share their stories on social media, participate in company events, and contribute to the company blog. Use employee referral programs to tap into the networks of your brand enthusiasts. Referred candidates often have a higher success rate in the hiring process.
    Continuously improve the work environment. If you want to create a place where brand enthusiasts thrive, you must be committed to listening and responding to employee concerns and communicating the steps leadership takes to build that environment. Create a supportive and inclusive work environment where employees feel valued and engaged. Know the diversity of your workforce and the talent pool you will tap into during the hiring process, and invest in rewards and recognition programs or DEIB initiatives. Ensure your training, mentorship, and career development programs are available to all at defining moments. Encourage open communication and collaboration.

    Companies focusing on these tactics will demonstrate investment and care for the employee experience across the entire employee lifecycle. Do that, and positive reviews and testimonials will flow from this righteous approach to the workplace. If you want an employer brand that cuts through the noise, create defining moments with a more holistic approach to the employee experience — from hiring to development to offboarding. 
    By Shawna Simcik, Senior Vice President of Leadership Development at Keystone Partners.
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      How to Attract China’s Top Grads: Unveiling What Makes Your Company Tick

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      China’s a goldmine of young talent, but competition for the best is fierce. How do you stand out as an employer in the face of a crowded market? Link Humans analyst Sveta Karniyenka has broken down the key drivers for entry-level talent, giving you the edge you need.
      Forget just offering a good salary. Today’s grads crave more. They want to develop, climb the career ladder, and feel valued. Here’s your 4-pronged attack plan, based on Link Humans’ research:
      1. Learning & Development: Sharpen Their Skills, Sharpen Your Edge

      Mentorship Matters: Fresh grads are eager to learn from the best. Implement a formal mentorship program pairing them with seasoned pros. Watch their confidence and expertise soar.
      Training that Sticks: Don’t waste their time on generic programs. Invest in targeted training relevant to their roles and career aspirations. This shows you’re committed to their long-term growth, not just filling a seat.
      Embrace On-the-Job Learning: Tasks aren’t just tasks; they’re learning opportunities. Provide opportunities for them to shadow senior colleagues, participate in cross-functional projects, and tackle challenging assignments.

      2. Career Progression: Show Them the Path, Not Just the Door

      Clear Career Paths: Don’t leave them guessing. Outline clear career progression paths within your company. This transparency demonstrates your commitment to their long-term future.
      Internal Mobility: Don’t stifle ambition. Encourage movement within departments so they can explore different areas and discover their true passions.
      Succession Planning: Integrate entry-level talent into your succession plan. Knowing they have the potential to climb the ladder is a huge motivator. Link Humans highlights this as a key factor for attracting top talent.

      3. Management & Organization: Culture Counts

      Empowerment, Not Micromanagement: Give them ownership of their work. Trust them to make decisions, and provide the support they need to succeed.
      Flat Hierarchies: Break down silos and encourage open communication. Young talent thrives in environments where they can easily access senior leadership and have their voices heard.
      Work-Life Balance is Non-Negotiable: China’s hustle culture is real, but burnout is a recipe for disaster. Promote a healthy work-life balance with flexible work arrangements and clear boundaries.

      4. Benefits & Perks: Sweeten the Deal, But Don’t Forget the Basics

      Competitive Salaries & Benefits: It’s all about the package. Offer competitive salaries and a comprehensive benefits package that includes health insurance, paid leave, and retirement plans.
      More Than Just a Paycheck: Think beyond the traditional. Offer perks like gym memberships, free lunches, or even onsite childcare. These demonstrate you value their well-being and go the extra mile for employee satisfaction.
      Social & Teambuilding Activities: Foster camaraderie and a sense of belonging. Organize team outings, social events, and volunteer opportunities. These create lasting memories and build strong professional relationships.

      Remember: It’s a Two-Way Street
      Don’t just talk the talk, walk the walk. Be transparent in your job descriptions about your company culture and career development opportunities. Highlight success stories of past entry-level hires who’ve thrived within your organization.
      Leverage the Right Platforms:
      China’s digital landscape is vast. Target your recruitment efforts on popular platforms like WeChat, Douyin (TikTok’s Chinese counterpart), and job boards like 51job and Liepin.
      By implementing these strategies, you’ll transform yourself from just another job opening to a magnet for China’s brightest young minds. Remember, it’s an investment in your company’s future. A highly motivated, skilled, and loyal workforce is the backbone of any successful organization.
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      Booking.com’s Employer Branding Hacks: Attracting Talent with Wanderlust

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      Struggle to find that perfect, unicorn candidate? Booking.com feels your pain. Their global platform demands a unique talent pool – imagine needing a UK-based customer service rep fluent in Norwegian! But fear not, fellow recruiters, because Booking.com has cracked the code with their employer branding dream team.
      Building the A-Team: Forget scrappy startups with a single intern handling recruitment. Booking.com boasts a 20-person powerhouse tackling employer branding, recruitment marketing, and early careers. This dedicated crew goes beyond posting generic job ads. They dive deep – think extensive employee interviews – to understand what truly makes Booking.com tick. What makes employees excited to wake up and conquer their workday? What unique benefits does Booking.com offer that other companies can’t touch?
      The Secret Sauce: Through these employee conversations, Booking.com identified the four pillars of their powerful Employer Value Proposition (EVP):

      Belonging: Fostering a welcoming and inclusive culture where everyone feels valued.
      Development: Providing continuous learning opportunities to help employees grow their skills and careers.
      Discovery: Encouraging a spirit of curiosity and exploration, both within the travel industry and beyond.
      Impact: Empowering employees to make a real difference in the travel experience for millions.

      It’s More Than a Job, It’s a Journey: Booking.com’s mission statement perfectly captures their essence. They’re not just selling jobs, they’re offering a chance to be part of something bigger, a journey of exploration and discovery. This resonates deeply with travel enthusiasts, the very talent pool they’re looking to attract.
      Engaging the Wanderlust Within: But employer branding goes beyond crafting a catchy mission statement. Booking.com understands the importance of employee engagement. Here’s how they turn their workforce into a community of brand advocates:

      Fueling the Travel Bug: A dedicated online community allows employees to share travel tips, photos, and stories, fostering a shared passion for exploration.
      Employee Advocacy Program: Booking.com empowers employees to become brand ambassadors by providing them with easy-to-share content and encouraging them to spread the word on their social media channels.
      Personal Branding Powerhouse: They don’t stop at company branding. Workshops help employees develop strong personal brands online, creating a win-win situation where employees benefit professionally while boosting Booking.com’s employer brand.
      Going Global: Booking.com’s world tour interviewing employees around the globe isn’t just another PR stunt. It showcases the diversity and vibrancy of their workforce, further solidifying their employer brand as a global travel adventure.

      Measuring Success: It’s Not Just About Vibes: Sure, a happy workforce is great, but Booking.com goes beyond feel-good stories. They track website performance, campaign engagement rates, and hires per event to measure the effectiveness of their employer branding efforts. Additionally, they leverage the Employer Brand Index (EBI) to gain valuable insights into employee sentiment and perception. This data allows them to demonstrate the tangible impact of employer branding to stakeholders across the organization.
      The proof is in the pudding, as they say. Booking.com’s dedication to employer branding has earned them the prestigious Great Place to Work certification. They’ve attracted top talent, fostered a passionate workforce, and established themselves as a leader in the travel industry – all thanks to their innovative employer branding strategies.

      Ready to Unleash the Wanderlust in Your Employer Branding? Follow Sandra Petschar’s work in employer brand, connect with her on LinkedIn, and learn how to build your own employer branding dream team to attract the best and brightest talent! To embark on your very own employer brand journey at your company, get in touch.
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      Siemens Powers Up Employer Branding: Building a Global Talent Magnet

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      Forget washing machines, Siemens is a tech titan quietly shaping the world’s future. From smart cities to sustainable factories, their innovations touch millions. But attracting top tech talent in a crowded field? That’s a different challenge.
      Enter Stefanie Drerup, the mastermind behind Siemens’ employer branding revolution. In this interview, she reveals how she built a global dream team to attract the best and brightest.
      The Talent Battlefield: Why Employer Branding Matters
      Siemens competes with tech giants like Google and Amazon. To stand out, they needed a clear message. “We want to create technology with purpose,” Drerup explains, “technology that makes a real difference.”
      Their vision? Smart infrastructure for resilient supply chains, energy-efficient cities, and cutting-edge industrial digitization (think revamping Porsche’s production lines!).
      But a strong vision alone doesn’t win the talent war. They needed a powerful employer brand (EB) to resonate with the tech wizards they craved.
      Building the Dream Team: Collaboration is Key
      Drerup didn’t build this empire alone. From day one, she championed a cross-functional approach. HR, global communications, and recruiters from all levels and regions became her allies.
      Here’s the twist: Siemens didn’t just rely on HR experts. They tapped into their internal tech talent. “We wanted real engineers, not just recruiters,” Drerup emphasizes. Their insights ensured the message resonated with the tech crowd, not just HR professionals.
      Crafting the Perfect Pitch: The Siemens EVP
      Drerup’s team landed on a simple yet powerful EVP (Employee Value Proposition): “Create a better tomorrow with us.” This encapsulates the Siemens spirit.
      But they didn’t stop there. To flesh out their EB strategy, they identified four key pillars:

      Customer Impact: Work on world-changing projects that touch millions.
      Technology with Purpose: Drive innovation and sustainability, making a positive impact.
      Empowered People: Thrive in a culture of learning and growth.
      Growth Mindset: Explore diverse career paths across countless business units.

      These pillars, while overlapping intentionally, provide a clear focus for all EB content. Every piece aligns with the overall EVP, ensuring a cohesive message across the globe.
      Going Global: Tailoring the Message
      Activating an EVP in a global company is tricky. Different regions have different priorities. German talent seeks stability and career progression, while Chinese candidates value innovation and social responsibility.
      This is where the cluster structure shines. Drerup’s team can adapt content for each region without reinventing the wheel. They simply emphasize the most relevant pillar within the overall Siemens EB narrative.
      Building a Global Talent Magnet: The Results
      Siemens’ employer branding journey is a masterclass in attracting top tech talent. Drerup’s global team, built on collaboration and a powerful EVP, has transformed Siemens into a global magnet for the best and brightest minds.

      To follow Stefanie Drerup’s work in employer branding, connect with her on LinkedIn. For help identifying the values and culture you want to create in your company, let’s chat.
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      Crafting a Team Brick by Brick: LEGO Group’s Talent Quest

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      Certain brands hold a cherished spot in our memories, yet landing someone’s dream job doesn’t automatically guarantee they’re the right match for your team.
      In a recent episode of the Employer Branding Podcast, we delve into the world of Andrew Paterson, the Global Employer Brand and Talent Attraction Lead at the LEGO Group. Discover how they tackle this distinctive talent puzzle while infusing a spirit of joy and play into their recruitment strategy.
      The Power of Play
      The LEGO Group, a venerable 90-year-old family enterprise, has blossomed into the world’s top toy company by revenue. Its name, derived from the Danish phrase “leg godt,” translates to “play well.” Almost everyone has fond memories of tinkering with their vibrant plastic bricks.
      While other iconic brands like PepsiCo or Mars grapple with luring talent for unconventional roles, Paterson faces a unique scenario. LEGO is inundated with applications for every position they offer. “The majority, if not all of our time is spent managing applications,” Paterson notes. “Because of the power of our brand, everyone wants to be a LEGO designer.” Thus, the challenge lies in pinpointing the best candidates while ensuring those who miss out still leave with a positive experience, remaining lifelong aficionados.
      Fostering an Employer Branding Oasis
      LEGO’s employer branding and talent attraction endeavors have yielded remarkable results, with a 45% team expansion since 2020. However, achieving such growth necessitated substantial effort from Paterson and his lean team.
      With a global footprint encompassing 5 main regional hubs, 37 sales offices, 5 manufacturing sites, and over 500 retail stores, LEGO needed to showcase employee narratives from diverse locales and roles. Amidst this, they revamped their careers page and launched “Behind the Bricks,” a content hub consolidating all employer brand content.
      The EVP Epiphany
      To craft their Employee Value Proposition (EVP), Paterson and his team conducted colleague research groups and collaborated with an agency to gauge applicant insights and employer brand perception. This led to the identification of six core LEGO values: fun, creativity, learning, caring, quality, and imagination.
      These values permeate every facet of LEGO’s operations, from factory floor diligence to the intricacies of employer branding. An annual tradition dubbed Play Day underscores this ethos, where employees worldwide pause work to immerse in the joy of learning through play. This year’s theme, “The Mysteries of Play,” fostered a day of collaborative detective work. Moreover, LEGO integrates play into daily tasks, with bricks and communal builds adorning every office.
      Culminating these principles, Paterson and his team coined their EVP: “Imagine building your dream career.” It perfectly encapsulates LEGO’s essence, promising not just a job but an adventure brimming with fun.

      To stay updated on Andrew Paterson’s employer branding insights, connect with him on LinkedIn. For assistance in sculpting your company’s values and culture, reach out for guidance.
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      How to Address Hiring Tension After Public Layoffs

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      Over 1,000 tech companies cut upward of 260,000 jobs in 2023 alone. Thousands of layoffs in the past few years have meant companies faced uphill battles with public and candidate perception. This is especially true for the layoffs that were handled poorly. 

      Employees today want companies that bring more than just job satisfaction through pay. Candidates seek value-driven companies that affirm their values. According to Gartner, 82% of employees surveyed say it’s important for their company to view them as a person – not just a worker. However, only 45% of employees believe their organization actually sees them as such. 

      Especially during layoffs, companies need to uphold their values and be empathetic to what employees are experiencing. Data shows that transparency during layoffs builds trust. A PwC survey found that 58% of employees say encouraging managers to increase communications with remaining team members fosters trust during reorganization. 

      Related: Why You Should be Recruiting Laid Off Talent (+ 3 Key Strategies) 

      The key to creating trust and building a positive image of the company is employer branding. According to a recent Hired survey, 41% of employers plan on increasing employer branding in their 2024 hiring strategy.

      Employer branding helps talent pros attract and retain top. A positive and well-defined employer brand enhances reputation, boosts employee engagement, and leads to higher productivity and lower turnover rates. Strong employer branding becomes more important than ever when companies implement layoffs. 

      Hired predicts TA will feel the heat as companies that handled layoffs poorly struggle with recruiting and feel tension with managers over the cost of vacancy.

      “Companies that were quick to downsize are beginning to realize the negative ramifications, as evidenced by recent headlines about hiring boomerangs. Organizations that laid off staff empathetically, offered severance packages, and helped workers land on their feet will have an easier time hiring and winning back talent, compared to those that face reputational issues.” Samantha Friedman, Hired SVP People Strategy.

      Biggest change to hiring strategies for 2024? Surveyed employers say it’s a greater emphasis on employer branding. When asked if their company’s growth has been hurt more by layoffs than the economy, 41% of employers said yes, while respondents at medium-sized companies (300-9999 employees) were most likely to agree.

      If their company experienced layoffs and made headlines in the news or chatter on social media for poor execution, companies will need to repair the damage through employer branding. If response rates or acceptance rates were low before, imagine what they’re like after negative publicity from a poorly executed reduction in force.

      Efforts to repair reputations and employer brands will be especially valuable to technical sourcers, recruiters, and TA teams, who are on the front lines and often the first point of contact with a candidate.

      Hired’s CEO on companies mishandling layoffs

      In a recent Talk Talent to Me episode, Hired CEO Josh Brenner discussed layoffs and how companies choosing to handle them would affect their success in rehiring. 

      A Hired survey revealed 68% of tech employers would feel confident rehiring employees they laid off. However, only 15% of unemployed workers would definitely accept a job from an employer who laid them off. 

      Reflecting on these stats, Josh explained, “One of the key pieces of that connection talent has to companies when looking at the values is trust. They want to feel like they can trust their employer… The companies that handled those layoffs poorly will have a very small chance of getting any of those employees back. They have their challenge cut out for them. Not only are they not going to be able to get the boomerang employees back, but they really need to focus on their recruiting efforts. 

      Those companies now have employer branding issues. People talk, use social media, and check company review sites like Glassdoor and Blind. Talent teams now have a hard job within those companies to rebuild trust with jobseekers.” 

      What can companies do to address that? Josh suggests they be transparent in the recruiting process. They should share why things happened the way they did, what they learned, and how they will adhere to their values going forward.

      Related: Transparency is one of Hired’s vision values, so each year Hired recognizes companies who demonstrate it (and equity and efficiency) in their hiring processes and activity. Check out the 2023 List of Top Employers Winning Tech Talent.

      How companies are strengthening employer branding

      Whether companies are rehiring post-reorganization or looking to build general brand awareness, investing in employer branding is a strategic move. Bark, Chase, and Wayfair turned to Hired as a solution to strengthen their brands in tech and increase awareness among highly qualified software engineering talent. 

      Bark wanted greater brand recognition among experienced Front-end, Back-end, and Full Stack Engineers. Hired Events hosted a virtual candidate event (VCE) for Bark featuring their CEO, Tech Leadership, and Talent team sharing how they navigated through adverse times and exceeded business goals.

      Offering the opportunity to directly connect with the tech team and showcase the company’s ability to adapt and excel through diversity boosted Bark’s appeal to engineers. Nearly 90% of attendees opted in to learn more about life at Bark!

      See how Hired helped Chase and Wayfair through similar Virtual Candidate Events hosted by Hired.

      The cost of vacancy as a key concern

      As companies struggle with rehiring after layoffs, we found that 63% of employers say the cost of vacancy (CoV) is a key cause of concern. 

      Our survey also revealed that 70% of mid-market or scale-ups (vs 61% SMBs, 58% ENTs) expressed this concern. Data also showed that 76% of hiring managers have this concern as CoV affects their teams and project deadlines the most. This is compared to 63% of executives and 49% of TA/recruiters.

      What is the cost of vacancy?

      The cost of vacancy is a figure expressing the dollars lost due to leaving a job position unfilled. The costs may be hidden in inefficiency, training hours, knowledge loss, and further attrition from team members taking on more work. Especially concerning is the lost opportunity for research and development along with potentially hindering the ability to capture growth or market share.

      Related: Less Competition, More Talent: Here’s How to Recruit in an Economic Downturn 

      In the longer-term view, an open position may lead to:

      loss of productivity and revenue,

      the slowdown of goals and projects’ roadmaps,

      the negative impact on deadlines and employee morale,

      retention issues, and

      even a loss of market share.

      The ripple effect of vacancies is damaging to business. Here’s what organizations can do to calculate the costs of vacancy reboot hiring.

      Related: Restart Recruitment Guide: How To Reboot Tech Hiring Post-Freeze  More

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      From Data to Success: Experian’s ROI Journey with the Employer Brand Index

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      At Link Humans, we’re always eager to delve into anything data-related. In this context, we had the privilege of chatting with Doug Kelsall, Global Recruitment Marketer and Branding Director at Experian, about the pivotal role the Employer Brand Index (EBI) plays in helping them gauge Return on Investment (ROI).
      In this edition of the Employer Branding Podcast, Kelsall sheds light on why Experian’s Employee Value Proposition (EVP) activation is an ongoing project and how the EBI serves as the cornerstone for their ROI assessment.
      EVP Tailored for Employee Engagement
      As the world’s foremost global information services company, Experian navigates diverse markets. It is known as a B2C entity in North America for consumer credit reporting and a B2B specialist in data analytics across Asia. The challenge lies in crafting an EVP that bridges these disparate perceptions while positioning Experian as an attractive destination for top tech talent.
      Kelsall emphasizes, “Our employer brand is designed to carry the load in talent attraction and brand awareness,” focusing on real employee stories and moments. Their EVP concentrates on employee engagement and the values crucial to their workforce.
      Evolving EVP Activation
      Experian’s EVP centers around four pillars: People first, Force for good, Innovate, and Together we win. Kelsall identifies “People first” and “Force for good” as the most popular among employees, reflecting the company’s genuine commitment to culture. He highlights the latter, “Force for good,” as a testament to Experian’s impactful work driving financial inclusion.
      Mapping the EVP across 16 employee lifecycle stages, from attraction to development, poses a substantial challenge. EVP activation is an ongoing process of refinement, aligning various materials, such as job postings and training materials, to ensure consistency.
      ROI Measurement through the EBI
      The tangible results are evident, with Experian reporting a record number of applications last year. Now, the focus is on elevating candidate quality and passive talent attraction. Kelsall relies on various accreditations and awards, including Fortune’s “100 Best Companies to Work For” and the CCLA Corporate Mental Health Benchmark. Additionally, Experian turns to Link Humans’ Employer Brand Index, a data-driven external evaluation, to measure success and prove the ROI on employer brand.
      These metrics form the foundation of a comprehensive monthly employer branding newsletter, reaching all of HR and beyond. Experian’s CEO has discussed their successful Glassdoor strategy with investors, indicating the increasing importance of employer brand in the company’s future.
      Insights and Tips from Kelsall
      For a deeper dive into Experian’s employer brand strategy, listeners are encouraged to explore the podcast. Kelsall offers valuable advice for employer brand professionals, emphasizing the power of collaboration and diversity within the team. He underscores the importance of consistency, stating that it outperforms sporadic moments of brilliance. Maintaining a candidate-centric approach consistently across platforms is key to success.

      Given the awards and metrics, it’s evident that Experian is making significant strides in the realm of employer branding. For those interested in Doug Kelsall’s work, connecting with him on LinkedIn is recommended. To measure your employer brand’s effectiveness, the Employer Brand Index, with its 16 key attributes, provides valuable insights for industry comparison.
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      The Science of Attraction: Thermo Fisher’s Data-Powered Employer Branding

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      In the ever-evolving world of talent acquisition, employer branding reigns supreme. It’s the alchemy of company culture, employee experience, and reputation distilled into a potent elixir that attracts and retains the best minds. But how do we know if this potent brew is actually working? For many, measuring the impact of employer branding remains an elusive quest.
      Enter Thermo Fisher Scientific, a global behemoth straddling the realms of pharma, life sciences, and chemical research. With a million products, from electron microscopes to cancer treatments and specialized roles spanning the globe, filling their talent pool is no small feat. Yet, amidst this scientific labyrinth, Thermo Fisher has cracked the code of employer branding measurement, not through guesswork, but through cold, complex data.
      Their secret weapon? A multi-pronged approach that delves beyond superficial metrics like website visits and applications. Here, we dissect Thermo Fisher’s strategies, revealing the science behind their employer branding success:
      The Triple Helix of Engagement:
      Thermo Fisher’s framework is built on three key pillars:

      Website: Beyond the Clickbait: They don’t get fooled by vanity metrics. Instead, they dissect their careers site with laser precision. Kenty Brumant, their Senior Manager of Talent Attraction and Employer Brand, advocates for splitting visitors into new and returning. This exposes how effectively they attract fresh talent, while also gauging their site’s ability to retain and engage existing candidates. But Brumant doesn’t stop there. He tracks time spent on non-application pages, understanding that the longer candidates explore, the higher the chance of them signing up for job alerts, applying, or simply absorbing the company’s essence.

      Social Media: The Conversation Amplifier: Thermo Fisher leverages the Employer Brand Index (EBI) to gauge public perception. However, they’re not passive listeners. They actively seek out conversations happening across platforms, not just on job boards or the usual social media suspects. A prime example? When recruiting data scientists, they discovered the relevant buzz happening not on LinkedIn, but on Stack Overflow, a programmer’s haven. This led to the creation of a dedicated Thermo Fisher page on the platform, attracting the niche talent they craved.

      Internal Advocacy: The Employee Pulse: Thermo Fisher knows their greatest brand ambassadors aren’t external influencers but their own employees. They conduct regular internal surveys not to gather dust but to generate actionable insights and quick wins for each business group. These range from encouraging employee storytelling to soliciting reviews and boosting engagement. But it doesn’t stop there. They partner with HR to track crucial metrics like internal mobility, diversity and inclusion, and corporate social responsibility. This data adds context to survey results and helps tailor their employer branding efforts for maximum impact.

      The External Seal of Approval:
      Their data-driven approach isn’t just self-congratulatory. Thermo Fisher’s #7 ranking on the prestigious Fortune 500 Candidate Experience Report speaks volumes. It’s external validation that their meticulous measurement translates to tangible results, attracting top talent and creating a desirable employer brand.
      Unveiling the Blueprint:
      So, what can we learn from Thermo Fisher’s scientific approach to employer branding?

      Go Beyond the Superficial: Don’t get caught up in vanity metrics. Dig deeper into engagement, conversion, and internal feedback to paint a holistic picture.

      Embrace the Conversation: Listen actively to what people are saying about you on social media and beyond. Adapt your strategy to meet them where they are, not just on the usual platforms.

      Empower Your Employees: They are your biggest advocates. Leverage their insights and enthusiasm to build an authentic brand from within.

      Quantify and Validate: Track key metrics and use HR data to add context. External recognition like industry awards serves as valuable validation for your efforts.

      Remember, measuring employer branding isn’t about finding a single magic number. It’s about understanding what matters to your audience and using that knowledge to build a strong, authentic brand that resonates with the talent you seek. Thermo Fisher Scientific has shown us that through a data-driven approach, we can not only measure the impact of employer branding, but also harness its power to attract and retain the best minds in the game. Now, it’s your turn to write your own scientific success story.

      To follow Kenty Brumant’s work in employer brand, connect with him on LinkedIn. For help gathering data and insights you can act on to improve your own company, get in touch.
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      Activision Blizzard’s Talent Attraction Strategy: Three Brands, Three EVPs

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      Activision Blizzard is a well-known name in the video game industry, with three distinct brands: King, Blizzard Entertainment, and Activision. Each brand has its own unique identity and EVP (employee value proposition), which helps the company attract and retain top talent. In this episode of our Employer Branding Podcast, we talk to Alex Horner, the Global Head of Talent Attraction at Activision Blizzard, about how they manage three separate brands for three unique game studios.

      The Unique Talent Challenges of the Video Game Industry
      Making video games is a complex process that requires a wide range of skills, from game design and engineering to art and animation. “There are so many incredibly niche roles and skillsets needed to make games,” says Horner, “and we need to articulate why someone with such an in-demand skillset might want to join us and what the benefit they would get from coming here might be.”
      One of the challenges of attracting talent to the video game industry is that it is a very competitive field. There are many different companies vying for the same talent, so it is important to have a strong EVP that will resonate with potential hires.
      Activision Blizzard’s Three Distinct EVPs
      Activision Blizzard has developed three distinct EVPs for its three brands:

      Activision: “Great games start with great people.” This EVP is focused on attracting talent who is passionate about creating blockbusters for the largest audience possible.

      Blizzard Entertainment: “Entertain the universe.” This EVP is focused on attracting talent who is passionate about creating genre-defining titles that are known for their fantasy and immersion.

      King: “Make the world playful.” This EVP is focused on attracting talent who is passionate about creating inclusive games that are accessible to a wide audience.

      Why Employee Advocacy Is Key to Activision Blizzard’s EVP Activation
      Activision Blizzard has found that employee advocacy is a key to activating its EVPs. “We really wanted to put our people at the heart of the storytelling and to have them tell the story on our behalf,” says Horner. The company has an employee advocacy program that identifies employees who are a good fit and takes them through a structured learning and development program to help them build their personal brand.
      The employee advocacy program has been very successful in helping Activision Blizzard attract top talent. With 55 people in the program, they collectively have 500,000 followers on LinkedIn and generate 2-4 million impressions on a monthly basis.
      The Benefits of Activision Blizzard’s EVP Strategy
      Activision Blizzard’s EVP strategy has a number of benefits for the company:

      It helps the company attract top talent in a competitive field.
      It helps the company differentiate its brands and attract talent to the right studio.
      It helps the company create a strong employer brand that is known for its passion for creating great games.

      Activision Blizzard’s EVP strategy is a great example of how companies can use employer branding to attract and retain top talent. By developing distinct EVPs for its brands, the company is able to attract talent with the skills and experience it needs to be successful. The company’s employee advocacy program is also a key part of its EVP strategy, and it has been very successful in helping the company attract top talent.
      Conclusion
      Activision Blizzard’s EVP strategy is a complex and multifaceted approach to employer branding. However, it is a strategy that is working well for the company, and it is one that other companies can learn from.

      To follow Alex Horner’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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