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    How Royal Caribbean Group Navigates Employer Branding

    “Adventure” isn’t just something Royal Caribbean Group offers its customers. It’s also a love shared by its employees, as well as the key to the brand’s exceptional success at engaging new and diverse talent.
    How do you find the perfect employee when you’re a company as intrepid as an international cruise line? Royal Caribbean Group’s Talent Marketing Manager, Thea Neal, has done it through practices like investing in team morale, practicing inclusion, taking a holistic view of the employee experience, and careful listening.
    The Challenge of Talent Marketing as a Cruise Line
    Building out an authentic employee value proposition for a single organization is difficult enough. It can be even harder when that organization houses six different brands, as is the case with Royal Caribbean Group. Employer brand leaders may encounter hesitancy, as Neal did, from more senior leaders who are wary of defining an EVP that may not feel relevant to all branches and levels.
    Invest in Morale
    To attract and retain the best talent, Royal Caribbean Group makes serious investments in its culture and employees’ well-being. Even during a pandemic, the company has found ways to preserve and adapt its office traditions, like happy hours (now virtual) and Halloween (a staff favorite).
    Practice Inclusion
    Prioritizing diversity and inclusion has helped Royal Caribbean Group attract employees from a range of backgrounds and identities. This has been a special focus of Neal’s team, which recruits talent from around the globe. Cultural context is always top-of-mind for Neal when formulating her employer brand strategy: “The employer brand that I put out in America needs to resonate just as well as the employer brand I put out in the Philippines or Indonesia,” she says.
    Consider the Whole Employee Journey
    Neal’s team frames the employee experience as a journey—in fact, the “Journey with us” tagline appears across Royal Caribbean Group’s careers site, social media accounts, and internal communications. This framing reflects the emphasis they place on supporting people throughout their time with the company, from candidate to alum, and not just on the recruitment process or the “sell.”
    Become a Better Listener
    Neal urges other employer brand leaders to listen to fellow employees as closely as possible, especially when their feedback disrupts your assumptions. “A lot of times, as employer brand folks, we have these rosy glasses on. Sometimes you need that real perspective from an employee to create something better, listen, and evolve,” Neal says.
    This approach to talent marketing has helped Royal Caribbean find perfect-fit candidates that join the family and stay for years (and voyages). These candidates-turned-colleagues share Neal’s love of seeing the world and helping others do the same. It’s a passion that unites the team, regardless of role; as Neal puts it, “Who doesn’t want to sell amazing memories and experiences?”

    To follow Thea Neal’s work in employer brand, connect with her on LinkedIn. For data-driven insights into your company that you can act on, get in touch. We can help you develop strategies for making real change.

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    Attracting Tech Talent in a New Location

    When reaching out to a new talent market, your existing recruitment marketing strategy may not cut it. New markets bring new competitors, new biases, and new questions to answer with your messaging. How can leaders in recruitment marketing and employer branding do it? That’s what Appian and its Recruitment Marketing Strategist, Chris Fitzner, are figuring out.
    Appian, a US-based tech brand that offers an automation platform to businesses, recently acquired a small company in Seville, Spain. Rather than simply absorb the Seville team, Appian decided to grow its presence in Seville—“to capture that spirit there, and capture that culture,” as Fitzner puts it.
    Research Your New Talent Market
    Fitzner’s team started with the facts: They researched tech professionals in the Seville area to build data-centered profiles of who they needed to reach. Using LinkedIn’s Talent Insights platform, Appian identified the market’s main hitters, broken out by title, industry, and experience.
    Learn What You’re Up Against in Your New Market
    Appian’s approach to sketching out its growth challenges provides a useful framework for other teams hoping to enter new talent markets. First, using the list of major players they’d built when researching their new talent market, Fitzner’s team categorized their competitors: home-grown Seville companies, companies (like Appian) that had recently acquired Seville companies, and large consultancies that hire remote talent from Seville.
    Then, to understand their biggest recruitment hurdles, Fitzner’s team returned to their data, specifically location data. Their website analytics revealed almost no visits from local talent, and Appian’s only Seville-based LinkedIn engagement was from the local employees they’d just acquired.
    Build Your Recruitment Marketing Strategy
    When entering a new talent market, posting a job listing to Glassdoor or Indeed isn’t enough. “You have to get into where they’re actively looking,” Fitzner advises, which means devoting more attention to local job boards.
    “Who is Appian?” was still an obstacle for Appian’s recruiters on LinkedIn, so they began serving ads to targeted audiences in advance of reaching out via InMail, which earned them higher open rates.
    Adapt What You Already Know About Good Marketing
    When building a recruitment marketing strategy, innovation is great, but Fitzner cautions against reinventing the wheel, especially for those coming from a recruiting background. “There are already a lot of existing resources out there,” he says. “Look at existing marketing principles. Learn email marketing. Learn content marketing. Learn the basics of SEO. Learn how to establish a good PR/media program.”

    To follow Chris Fitzner’s work in employer branding, connect with him on LinkedIn. For more strategies and data-driven insights that you can act on to improve your company, get in touch.

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    Building Employer Brand at an Inclusive Tech Workplace

    Salesforce, the US tech company responsible for one of the world’s most popular CRM platforms, has earned more than 80 awards for its workplace culture. Its team has more than tripled in size in the past five years. Employer brand metrics may be infamously elusive, but these numbers paint a clear picture: Salesforce is doing something right.
    What makes a company an exceptionally good place to work? Chrissy Thornhill, Salesforce’s Global Senior Manager of Employer Brand and Recruitment, has identified a few of the characteristics that have helped its employer brand thrive.
    Intentional
    The environment at Salesforce isn’t a happy accident or convenient byproduct. “We are super intentional about our culture,” Thornhill says. “We write it down. We prioritize it. We build programs around it. We measure it. We constantly innovate on it.”
    Globally Aware
    Salesforce’s headquarters sits in the US, but it operates global offices on six continents. An innocuous piece of social media content may not strike the same tone from one region to the next. The past nine months, Thornhill says, have driven that fact home.
    Inclusive
    Workplace equity not only impacts employees who’ve already joined the team, but also those still in their recruitment journey. It’s why Salesforce made Tony Prophet its Chief Equality and Recruiting Officer, who works closely with Thornhill’s team.
    Accountable
    Thornhill’s team promises candidates big things during the recruitment process. Then, they hold themselves accountable for delivering.
    Frugal with Time
    Sometimes, the success of the Salesforce employer brand team lies in what they don’t do. Rather than spreading their small team thinly across as many efforts as possible, they’re choosy about where they invest their time.
    These traits have kept Thornhill at Salesforce as its employer brand team has doubled. If her own enthusiasm for her workplace is any indicator, that growth is just getting started: “It’s been quite the journey, and I don’t think it’s going to let up any time soon.”

    To follow Chrissy Thornhill’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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    How to Let Employees Generate Your Employer Brand Content

    Employee-generated content may not be as strategically crafted as something straight from your marketing department. Its messaging may be more candid than what your company usually posts to LinkedIn.
    But these markers of authenticity are exactly what make employee-generated content (EGC) such an effective advertising tool, and they’re also what makes it so impactful for your employer branding.
    This couldn’t be more true at PetSmart, a pet supply company that offers candidates an employee experience unlike many others—how many places let you cuddle with kittens on-the-job? By showcasing the uniqueness of a career at PetSmart through employee-generated content, the company has attracted better candidates, along with a host of other benefits.
    Here’s what other brands (even those of the puppy-less variety) stand to gain with EGC.
    1. Employee-Generated Content Builds Unity
    Employer brand leaders might assume that the DIY nature of employee-generated content leads to a less unified social feed or inconsistent brand voice. However, PetSmart’s Manager of Employer Brand and Recruitment Marketing, Dani Kaufman, sees a different story.
    2. EGC Attracts the Best Fits
    Kaufman’s team tracks common metrics like application conversions, hires, and retention to gauge the health of its employer brand. Higher applicant volume, however, isn’t a high-priority figure.
    Employee-generated content has been instrumental in attracting those best-fit candidates. After infusing PetSmart’s social timelines with more employee stories, Kaufman says, “People are able to see themselves in the role and make a more personal connection.” The employer brand team’s next project is a Careers website update, due to launch at the end of 2020, that foregrounds even more of those personal testimonies.
    3. Employee Stories Make Your Brand Unique
    Kaufman has observed that the things that make a career at PetSmart unlike a role anywhere else are the very things that attract their best hires. Walking dogs, caring for young animals, and assisting first-time pet parents are part of the job, but the employer brand team knows to frame these as strengths: “You can work at a place that you love. You can love the job, and you can also love the environment,” Kaufman says.
    4. EGC Keeps You Curious
    Kaufman strives to answer “Why here?” through PetSmart’s employer branding, and nowhere are the answers to that “why” on clearer display than in employee storytelling. Staying attuned to the culture in this way keeps Kaufman curious, an attitude she says is essential to successful employer brand leadership.
    Embracing EGC has helped PetSmart fine-tune its employer brand and attract candidates that share the company’s passion for animals, and the ripple effects have been obvious to Kaufman: “It brings our culture to life!”

    To follow Dani Kaufman’s work in employer brand, connect with her on LinkedIn. For more strategies and data-driven insights that you can act on to improve your company, get in touch.

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    How to Grow Awareness of Your Employer Brand

    Ashley Cheretes faces a challenge familiar to many employer brand leaders: Her company isn’t top-of-mind for many candidates, despite touching millions of lives. “Cigna is the most well-known unknown company,” jokes Cheretes, Cigna’s Head of Marketing, Talent Acquisition. “When you throw in the fact that we are technically an insurance company, we are often not…
    How to Grow Awareness of Your Employer Brand Undercover Recruiter – More

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    How Can Oversharing in Job Interviews Damage Your Prospects?

    Everybody has that one talkative friend who is always guilty of oversharing. What they did over the weekend, what they’re doing next weekend, what they had for dinner, who they’re dating – it can be exhausting hanging out with them, or even reading their social media posts, due to the onslaught of information they always feel the need to provide. But they’re our friends, so we forgive them for monopolizing conversations and clogging up our Facebook feed.
    Some of us may even be guilty ourselves. Perhaps you’re the chatty one, and love being the center of attention in social circles. For job seekers, being an extrovert can serve them well, as those who are outgoing are known to have an advantage in the workplace. However, while being a people person might give employees an edge when climbing the corporate ladder, job seekers should be wary of coming across too verbose in interviews. Though sharing information is a necessary part of the job application process, oversharing could cost candidates the job. Let’s look at a few reasons.
    Bad First Impression
    A job interview is meant to be an exchange of information. Interviewers want to get to know candidates, asking them several questions in order to determine their fit for the role and organization. Candidates in turn share information about their job history and relevant work experience. When a candidate talks too much in an interview, it causes the interviewer to feel as though he or she has lost control of the situation, which should never happen. While candidates should feel free to be themselves, they should let the interviewer control the direction of the interview in order to gain the information they seek.
    Lack of Respect
    Interviewers are usually on a tight schedule and must interview multiple candidates in addition to their daily responsibilities. Job seekers who monopolize the conversation show a disregard for the interviewer’s agenda and disrespect for their time. If the meeting nears its end and the interviewer still hasn’t gleaned the information needed to accurately evaluate the candidate for the position, it puts them in the awkward position of having to run late to their next appointment or end the interview without the facts they require to make a hiring decision.
    Lack of Focus
    The main purpose of a job interview is to evaluate candidates, and an experienced interviewer knows what questions to ask to determine which candidate would be the best fit for the role and company. However, if candidates are easily distracted and have trouble staying on topic when answering questions about their work history or qualifications, the interviewer might have concerns regarding their ability to focus on assigned tasks or complete projects within deadlines once hired. While sharing personal stories and examples can be helpful in interviews, candidates should keep them brief and ensure they’re relevant to the interviewer’s questions. If the interviewer then requires more information, he or she will ask.
    Confidentiality Concerns
    Running a successful business involves handling confidential information. This may include company sales figures, employee salaries, client details, etc. Nearly all employees above entry-level encounter some type of information that should not be shared outside the company. If candidates show a lack of restraint in sharing irrelevant stories or personal details during a job interview, this may be seen as a red flag regarding their ability to maintain confidentiality when given access to sensitive company information. Interviews are a good time to start building trust with employers. In addition to sharing personal information requested by the interviewer, candidates should also demonstrate they know when not to share.
    Social Media Behavior
    Oversharing isn’t just limited to face-to-face conversations; it can also occur online. Too much has already been written about social media etiquette, and most job seekers know that they will likely be judged by their online behavior. In fact, according to a recent CareerBuilder survey, 70 percent of employers use social media sites to screen job candidates before hiring, and seven percent plan to start. If an employer finds dozens of frivolous social media posts while researching a prospective employee, this could prove damaging to the candidate’s personal brand, regardless of whether he or she deems the content “appropriate.” Candidates should remember that social media posts don’t have to be lewd or profane to jeopardize their job prospects.
    In nearly every role and industry, success requires being aware of one’s surroundings and acting appropriately. Job interviews are the first step toward career success, giving employers the chance to observe and evaluate candidates’ behavior. Though they may think they’re just being friendly, candidates who love talking a little too much may make a poor first impression in job interviews. However, those who demonstrate to the interviewer that they know when to talk and when to listen, and how to answer questions directly and succinctly, are more likely to make a stronger first impression, leading to a positive interview outcome.

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    12 Things Your Candidate Should Say at Interviews

    Recruiters have a whole arsenal of advice for the candidates in their care. But a lot of this advice tends to be negative: don’t say this, don’t shake hands like that. As with most feedback, when critiquing a candidate’s mock-interview it is easier to address what went wrong than to cook up positive new ideas […] More