Employer Brand Measurement – Do’s and Don’ts

We’ve been pretty clear that improving the employer brand will help to improve the quality and quantity of candidates the organisation is able to attract. Building a robust employer brand will save time and money as the organisation improves recruitment processes, reduces time to hire, increases internal recommendations and builds a talent pool.

As the organisation invests time and money in research and initiatives to transform identity and enhance the brand there are some key areas that require focus.

The big picture

DON’T assume you know what staff think – check your assumptions at the door, in order to do a good job it is important to work from real evidence

DO gather as much data as you can from all the stakeholders you can reach

Communication is key, any initiative will need buy-in from people at every level, across the organisation, from the board through management to those at the sharp end. Listening to what stakeholders say about the organisation is essential; the employment experience is a two-way process, so be ready to listen and take on feedback sothat the organisation sees results over the long-term.

Ensure that, as part of the data collection for brand measurement, the team seeks to:

• Gather a wide range of viewpoints to understand the reasons why people want to work for the organisation.
• Talk to new starters to find out why they joined and whether their opinion of the organisation has changed as a result of their application and onboarding experience.
• Ask workers to be frank, as clarity of perspective on the good the bad and the ugly is what provides real insight into the engagement that people have with the organisation.
• Check that the EVP promised to employees is authentic and a true reflection of what is provided.
• Sense-check research results with stakeholders inside and outside the organisation.

Measure for success

Measuring, by whatever metrics you choose, is important because building the employment brand is not a one-off exercise, it is an evolving process undertaken with a view to developing and monitoring human capital.

There are obvious metrics in terms of cost-per-hire, job satisfaction, absence and retention rates most brands measure. But some may be more relevant to a given brand than others, perhaps the number of applications per vacancy or brand health around culture and collaboration.

The most commonly used metrics in terms of successful employer brand are:

• quality of hire
• internal engagement surveys
• low staff turnover rates

Committed and engaged employees are productive, loyal employees who regard professional development as part of their contract with the business and are will to act as brand ambassadors and advocates.

Don’t forget

To analyse competitors and their employer brand experience

Involve the marketing team in order to harness synergy and ensure effective horizon-scanning to align employer brand strategy with organisational strategy and future needs.

Employer brand evolves as needs and circumstances change so aim to assemble team to will champion, manage and develop the brand for optimum effectiveness

Plan ahead by setting objectives and measures for success but be willing to adapt and adjust

Understanding brand strength and how the organisation is perceived by employees is vital in enhancing corporate success and to maximising the value of your culture and vision.

The Employer Brand Index was developed to help HR professionals measure the employer brand equity of their organisations.